Make In India:Indian Shipping Industry: Potentials \u0026 Prospects

$Page 1: Make In India:Indian Shipping Industry: Potentials \u0026 Prospects$
JOURNAL OF THE INSTITUTE OF MARINE ENGINEERS (INDIA) MAY 2015 ` 50/-VOLUME 9 ISSUE 6

P9

P21

P29

Lubrication Matters #5

The Mystery Shrouding the Titanic's Epic Disaster

Smarter Shipping

ISSN 2250 - 1967

2 Marine Engineers Review (India) May 2015 www.imare.in

Marine Engineers Review (India) May 2015 www.imare.in 3


Marine Engineers Review (India)

Journal of The Institute of Marine Engineers (India)

Administration OfficeIMEI HousePlot No. 94, Sector - 19, Nerul, Navi Mumbai 400 706.Tel. : +91 22 2770 16 64 Fax : +91 22 2771 16 63 E-mail : [email protected] Website : www.imare.in

May 2015

Editorial BoardEditor : Udaykumar S. Purohit Mr. C.P.K. Kashyap Mr. Abhijit Banerjee Mr. R. RamanujamAsstt. Editor: Ms. Rashmi TiwariJournal Coordinator : Ms. Meenu Bhalla

Disclaimer :

Papers and articles have been included in this Journal largely as submitted, with basic editing and formatting only, and without technical peer review. The Institute of Marine Engineers (India) does not take any responsibility whatsoever for any statements and claims made in these papers and articles for the quality, accuracy and validity of data presented or for any other contents. Inclusion of papers, articles, and advertisements does not constitute any form of endorsement whatsoever by The Institute of Marine Engineers (India).

Printed, Published and Edited by Mr. Udaykumar S. Purohit on behalf of The Institute of Marine Engineers (India).

Published from 1012 Maker Chambers V, 221 Nariman Point, Mumbai – 400 021, and Printed from Compact Photo Offset, 116 “Shriniwas”, Behind Gograswadi, Dombivli (E) – 421 201. District Thane

Inside

Editorial 7

Technical

Lubrication Matters #5 9 Sanjiv Wazir

General

Maritime Sustainability – A P&I Perspective 13 Neale F Rodrigues

You’re The Boss Of Your Team – Be It Ashore Or 16 On Board The Vessel - Now What? Airing Of Thoughts K. Shankar

2013 VGP Awareness 19 Capt. Robert Shane Vaz

The Mystery Shrouding the Titanic’s Epic Disaster 21 Nikeel Idnani

Economic Growth: MET1 Beyond STCW2: 25 A Revelation Review Shantanu Paul

Management

Organizations need Scapegoats to take Responsibility 28 for Failures Devdutt Pattanaik

Commercial

Smarter Shipping 29 Oskar Levander

Fearnleys Weekly Report, April 22. 2015 32

Student

Multiple – choice – Questions & Answers 37

Crankcase Explosion 39

IMEI News & Releases

Find all the news of the Institute in this section 42

Obituary 57

Quiz Page 58



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The IMF recently announced that China’s growth rate has slowed down. This year the GDP is expected to grow ‘only’ 7%. India’s economy will grow at 7.5% and the growth rate will ‘overtake’ that of the dragon.

The news received wide spread coverage in the Indian media. The ruling party jumped to take credit for this ‘major’ achievement. The media reacted by forecasting that the great Indian growth story is unfolding and that sooner than later India will be the leading economy in the world.

So, is China’s economy about to crash? Is there a disaster lurking to unfold? After years of double digit growth (in 2007 it was 14%) is the economy now crawling? To put things in perspective: China’s GDP in 2007 was about US$3500 billion which rose to US$10,400 billion in 2014. In the same period India’s GDP was about US$ 1240 billion in 2007 and grew to US$ 1900 billion in 2014. Simple math will tell us that even if China slowed down to 6% and India ‘sped’ at 8%, it will be several decades before we catch up with the dragon. Today the ‘slowed down’ China contributes more to the world GDP than it did in 2007. That is the real story.

I was in China last month. As an entrepreneur, I travel extensively and yet, this was my first visit. The thing that hits you on arrival is the magnitude and scale of what China has created. The investment in infrastructure is massive. The size and quality of roads, bridges, highways, airports, ports, dams, power plants and the industrial infrastructure is beyond imagination. I am afraid India will never ever catch up. Factories with covered areas of 750,000 m2 are the norm rather than the exception. One might argue that most of these enterprises are state owned and heavily subsidized by the Chinese government. That is changing. These industries are being run profitably. Many public sector enterprises are being sold to private owners. In the past decade or so private ownership has mushroomed. The fact that China has billions of dollars in trade surplus suggests that Chinese Industry is profitable even after taking into account that the government subsidizes it.

Indian businessmen often dismiss Chinese products as cheap and unreliable. Not entirely true. Apple the world’s most valuable enterprise manufactures only in China. India’s leading business houses regularly outsource from China. The world’s largest diesel engine manufacturer by volume is a Chinese company!

Indians often dismiss the Chinese competition in the global market place because of their inability to speak English. Beware; a quiet revolution is taking place. In maybe a decade the young Chinese will be as fluent in English as necessary to take on the English speaking Indian. The last frontier of service jobs will also go to China.

China has its set of problems. But there are visible signs of reforms in money and interest rate controls, cross border cash flows and fiscal management. These will make China only stronger in the coming years.

Like it or not, the China threat will only get bigger in the future. Only the brave and foolhardy can ignore it!

By the time you receive a copy of this journal in your hands, the ballot papers for the IME elections for office bearers for 2015-2017 would have been posted to you. Generally, barely 15% of the members cast their votes. The rest simply ignore it. Like in any democratic process, the Institution can become strong only when a majority of its constituents choose to exercise this right. Please examine your candidates and their track record and cast your votes to bring in the required change.

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LUBRICATION MATTERS #5Sanjiv Wazir, Technical Advisor, LukOil Marine Lubricants, ASPAC Region

Lubrication Enemy No. 3: Temperature

Temperature has a profound impact on lubricants and lubrication. At high temperatures, oils decompose or degrade, while at low temperatures oils may become near solid or even freeze. Oils can be degraded by thermal decomposition and oxidation. During service, oils may release deposits and lacquers on contacting surfaces, form emulsions with water, or produce foam when vigorously churned.

The most important thermal properties of a lubricant are its viscosity and viscosity index, pour point, flash point, volatility, oxidation and thermal stability, carbon residue and surface tension.

Viscosity

The viscosity of a lubricant is the most important selection criteria. The reduction in fluid viscosity is one of the most obvious effects of high-temperature operation. Since oil with a lower viscosity must still maintain a sufficient oil film, as temperatures rise, the oil film may fail and metal-to-metal contact may occur.

In some cases the viscosity of oil can fall by about 80% with a temperature increase of 25°C.

If the oil's viscosity is too high, the internal resistance to flow will increase the temperature dramatically, causing an overheated condition, which can also cause a breakdown of the oil film and may cause oxidation of the oil.

Therefore, it is critical that oils be selected by always taking the operating temperature of the equipment into account.

Viscosity Index

The viscosity index (VI) of oil is the term used to express oil’s "resistance

to viscosity change as the t e m p e r a t u r e changes." For example, oil that thins out significantly as its temperature increases is said to have a low VI. Oil whose viscosity does not change significantly as it is heated up is said to have a high VI. This t e m p e r a t u r e /v i s c o s i t y r e l a t i o n s h i p is the most critical and important consideration when selecting oils that will be operated in temperatures that change dramatically. Since Marine hydraulic oils & Life-boat engine oils can be exposed to large changes in ambient temperatures, they are usually fortified with Viscosity Index (VI) Improver additives.

Pour Point

The pour point of oil is the lowest temperature at which a lubricant will flow. When oil ceases to flow this indicates that sufficient wax crystallization has occurred or that the oil has reached a highly viscous state. Close to pour point an oils viscosity may be so high that it will merely churn at the oil pump until the churning causes an increase in the oil's temperature. This in turn allows the oil's viscosity to thin sufficiently so that it slowly begins to flow through the oil passages to the lubricated components. Frequently, this process takes 5 to 10 minutes or more, during which severe damage can occur at various components, because the

oil is actually too thick to flow. Care needs to be taken while starting equipments under cold conditions.

Volatility and Evaporation

In many applications the loss of lubricant due to evaporation can be significant. The temperature has a controlling influence. At elevated temperatures, oils may become more viscous and greases tend to stiffen and eventually dry out because of evaporation. Volatile components of the lubricant may be lost through evaporation resulting in a significant increase in viscosity and a further temperature rise due to higher friction which causes further oil losses due to evaporation.

Oxidation Stability

Oxidation stability is the resistance of a lubricant to molecular breakdown or molecular rearrangement at elevated temperatures in ordinary air environment. It is dependent on the degree of oil refinement, presence of metal catalysts, operating conditions and temperature.


Technical

Quality

Competence

Flexibility

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Tel.: +91 22 27810406

eMail: [email protected]

Always aheadQuality

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LUKOIL_Anz_A4_Apr_2014_RZ_Layout 1 11.07.14 17:27 Seite 1


In 1903, Svante Arrhenius won a Nobel Prize when he figured out the relationship between temperature and most chemical reaction rates. Often called the Arrhenius Rate Rule, it relates to the fact that many common chemical reaction rates double for every 10°C increase in temperature, (once they've exceeded their base activation temperature).

The primary accelerator of all oxidation reactions is temperature. In most lubricants, below 60°C, the reaction is comparatively slow, but the life of oil is reduced approximately by 50 percent for every 10°C temperature rise above 60°C. Hence, for high-temperature applications, the oxidation stability of oil can have great significance.

Oxidation of oils is a complex process. Different compounds are being generated at different temperatures. E.g. at about 150°C organic acids are produced whereas at higher temperatures aldehydes are formed. The products of oil oxidation usually consist of acidic compounds, sludge and lacquers. All these compounds cause the oil to become more corrosive, more viscous and also cause the deposition of insoluble products on working surfaces, restricting the flow of oil & heat transfer.

Oxidation can be controlled to some extent by anti-oxidant additives. In many systems exposed to hostile environments and severe duty cycles, the need for supplemental heat transfer capability and/or synthetic fluids may be required.

Thermal Stability & Carbon Residue

When heated above a certain temperature oils will start to decompose, even if no oxygen is present. Thermal stability

is the resistance of the lubricant to molecular breakdown. When heated, oils can breakdown into smaller hydrocarbons like methane, ethane and ethylene. Thermal stability can be improved with refining but not with additives. Thermal stability is an important characteristic of thermal/heat transfer oils. In general, thermal breakdown of oil takes place at much higher temperatures than oxidation.

The fragmented or ‘cracked’ hydrocarbon molecules resulting from thermal breakdown of oils either recombine to form tarry deposits (asphaltenes) or are released to the atmosphere as volatile components.

Surface Tension

Surface Tension is a critical property of a lubricating fluid; it helps establish the air tightness, leakage rate, capillary flow and boundary lubrication conditions of a system. High temperature also significantly reduces surface tension.

Other effects of high and low temperatures

Hydrocarbon fluids have an affinity for gases and tend to dissolve air and other gaseous substances. Gas solubility increases significantly with temperature for petroleum products. The increased level of oxygen

resulting from greater air content seriously affects the oxidation rate of the fluid and further lowers its expected service life.

Chemical stability is grossly affected by temperature. Modern formulations of lubricating fluids contain vital additive packages to help the fluid satisfy essential operating functions. Unfortunately, high temperature operation can deplete all such additives, but especially rust inhibitors, foam depressants, antioxidants and antiwear ingredients.

Low temperature can damage the temperature stability of a hydraulic fluid or lubricant just as much as high temperature. Low temperatures can cause petroleum-based fluids to increase in viscosity and eventually reach the critical point where the fluid actually congeals and will no longer pour or flow. Such fluid immobility can starve a pump, and produce high fluid and mechanical friction, not to mention lubricant starvation of bearing surfaces. Certainly, the usefulness of a fluid as a lubrication medium at low temperature hinges upon its viscosity and pour-point characteristics

High oil viscosity causes a drastic drop in the oil’s static pressure as suction draws the oil into the pump’s inlet. This pressure reduction results in the creation of vaporous bubbles and causes air normally dissolved in the oil to be desorbed and become entrained as air bubbles. When the pump compresses this bubbly oil, the bubbles violently implode on the high-pressure side, creating loud noises, strong vibrations and wear of internal pump parts (cavitation). Under these high-viscosity conditions, other system problems arise, such as filters that go into bypass, and on occasion, even collapse.

To summarize

Temperature plays a crucial role in the performance of lubricants and lubrication. The degradation of oil

Technical


does not just affect the oil, but more importantly leads to damage of the lubricated equipment.

Some consequences of high temperatures are:

• Accelerates additive and base oil decomposition (Arrhenius effect).

• Some base oil components and additives will volatilize and escape into the atmosphere.

• VI improvers shear down more rapidly.

• Microbial contaminants prefer warmer temperatures (not scalding).

• Heat collapses oil films, causing accelerated abrasion and scuffing conditions.

• Hot oil shortens the life of filters and seals and accelerates corrosion.

• Both oil and grease are more prone to leakage.

• Grease separates faster (oil from thickener) at elevated temperatures.

• High surface temperatures can form carbonaceous gum and resins.

Some effects of cold temperatures are:• Blended base oils can begin to

separate into phases.• Paraffinic base stocks can become

waxy and form gels.• Certain additives can become

insoluble, resulting in settling, flocculation and formation of deposits.

• Dissolved water can transition to emulsified water (more harmful) and the settling of free water becomes impeded.

• Many additives that depend on heat-induced chemical reactions fail to perform (certain EP and AW additives, for instance).

• Oil can become too viscous to circulate and grease too stiff to feed.

• Contaminants by-pass filters as thickened cold oil opens relief valves.

• Engines won't crank and moving parts in other machines may become locked up.

• Oil rings, slingers, paddle gears and other oil-lifting devices will often fail to work.

The government is planning to empower itself to prescribe security measures for all vessels and ensure that all seagoing crafts irrespective of size, propulsion and area of operations are registered under a central system, a move aimed at plugging loopholes in legislation that can have an impact on national security.

A series of amendments proposed in the Merchant Shipping Act (1958) include stiffer penalties for violations, such as a stiff Rs 25 lakh fine for any vessel, Indian or foreign, discharging oil or waste within the coastal waters of India. This will be a fivefold jump over the earlier penalties for spillages that have an adverse impact on environment.

In a note sent to various ministries for comments, the government has said that it is seeking to close a gap in legislation that allows a certain class of vessels to avoid registration - a certain type of non-propelled vessels as well as seagoing craft

Government plans amendments to Merchant Shipping Act, may make vessels listing compulsory

of less than 15 tonnes that operate outside the coastal waters of India.

The major change will be a new section on compliance of security systems that will empower the central government to prescribe measures including "installation of security alert system, equipment, fittings, appliances or such apparatus" to all seagoing vessels.

Justifying the changes, the note says that this will "enable surveillance mechanism and address security concerns arising out of transborder movement of smaller vessels".

Comments on the changes have been sought from various stakeholders, including the ministries of defence, home, law and finance. The changes are part of a larger plan to plug loopholes that came to light after the November 26, 2008 attack in which Pakistani intruders exploited the porous sea route to land undetected in Mumbai.

In the recent past, the government

has made it mandatory for all fishermen sailing outside the coastal waters of the nation to carry passports and has earlier made the installation of transponders and emergency communication systems on fishing boats mandatory.Besides attempting to close the security loopholes, the amendments to the shipping bill will impose heavy penalties on ships and vessels for actions that have a severe environmental impact. While fines are proposed to be enhanced across the line, from violations of safety norms to failure to comply with security requirements, the stiffest penalties are for environmental issues. In case of any escape of gas or toxic substance from a ship or an offshore installation that threatens to cause pollution to India's coast, a fine of Rs 5 lakh will be imposed, a whopping 50 times jump over the existing provision of Rs 10,000. Source: Economic Times

News Brief:


Technical

Shipping is evolving constantly to meet new regulations and developments. Safety of Life and protection of the marine environment are essential considerations because the consequences of failure are often so catastrophic.

Wherever you look, the evidence of advances in technology are clear to see. From mobile phones, electronic tablets and smart watches to cleaner and more efficient transportation, we are now able to communicate and commute quicker and better than ever before.

Maritime Technology too has had its successes, and the modern seafarer can expect to find ships equipped with AIS, electronic fuel injection and a bridge navigational watch alarm system (BNWAS). Dual fuel and hybrid propulsion are no longer concepts, emission and ballast water controls are being implemented worldwide, ECDIS is in the process of being integrated into bridge navigation technology and e-navigation is reportedly the future of navigation.

Maritime transportation, and its associated functions, need to be continually risk assessed to ensure that it is:• Cost effective, taking into account

present and future requirements• Environmentally sensitive,

particularly based on the trading areas

• Humanly possible, i.e. physically and mentally feasible

• Adaptable for multiple jurisdictions, again dependent on trading areas

• Technologically efficient, i.e. technology that is not only proven, but fit for purpose

Maritime Sustainability – A P&I PerspectiveNeale F Rodrigues, (Associate Director, Tindall Riley (Britannia) Ltd.)

Advances in technology have also resulted in equipment that is compact, reliable and generally easy to use, but the effectiveness of this equipment is dependent to a large extent on the user.

What we really need to ask ourselves is whether any of this modernisation and technology has made the average seafarers life any better, i.e. is the job any easier to do and has job satisfaction improved?

TECHNOLOGY AND TRAINING

There are additional considerations too, as a modern engineer requires as much knowledge about operating a computer as overhauling an alternator or purifier. Similarly, a navigator used to the expanse and familiarity of a paper chart now has a smaller relatively unfamiliar ECDIS screen which also requires a degree of technical expertise that is not always prevalent.

Given the general lack of standardisation of equipment, the correct implementation of any new technology or equipment is critical, and should include an assessment of the time required for training and familiarisation. Focussed reliance on technology without adequate checks and balances is more than likely to lead to an accident or incident.

Whilst there is usually a statutory minimum standard for training, this needs to be focussed on the individual, with ongoing assessments to ensure that every person who is assigned to undertake a watch keeping or similar technical function is able to understand and operate all the requisite equipment correctly and effectively.

From a P&I perspective therefore, it is not the technology that concerns us, but the implementation and training that enables an individual to interact with the technology, understand it’s limitations and acknowledge that it is an aid rather than something to completely rely on. In other words, it is the ability of the individual operator of any technology that is the potential weak link. Most importantly, if something goes wrong, do officers still have the confidence to ask for help?

The minimum training standards for seafarers to effectively understand, operate and maintain any new equipment are just that, the minimum time or training that has been deemed necessary to understand the technology and safely operate the equipment. However there are often significant differences in equipment functionality, as well as an individual’s ability to understand the requirements. Whilst a prudent operator will ensure that additional advice and training is provided as required, risk analysis of a number of incidents have revealed a number of shortfalls in this regard.

MARINE RISK MANAGEMENTRisk management in a marine environment is an assessment of all potential risk(s) prior to undertaking a task, with a view to preventing or minimizing losses. This includes:• Identification of a potential loss,

risk or hazard• Ascertaining severity of harm

(low, medium, high)• Determining likelihood of

occurrence• Implementing procedures to

reduce the hazard to the lowest sustainable level

Innovations in Maritime Technology have resulted in a number of technological and time saving benefits for seafarers and shipping organisations. From a P&I perspective, implementation of this new technology is the key, and a concern. This paper will attempt to identify some of these concerns and discuss remedial actions.


General

ANALYSE – MINIMISE – REVISEIn other words, Total Quality Management, the principles of which should and very often do underpin any maritime endeavour. The Club has noted and handled a number of claims and are aware of near miss incidents which indicate that the above is however not always the case.

ACCIDENTS AND INCIDENTSSome areas for particular concern are as follows:

• An unmanned Engine room is not a new concept, however the risks associated with modern larger ships, with the engine room located some distance from the accommodation, are often inadequately identified and addressed

• Is the risk associated with a junior responder, likely tired and half asleep, answering a late night alarm, identified such that a potentially serious problem can be properly and timely addressed?

• On a recent visit on board a large container ship, there were computer monitors and controls in the control room, cargo office and the bridge to address some of these concerns. Any responses during the night were also checked by the duty officer, and queried in case of any doubts. This is obviously easier to implement with dual qualified officers. In any event, positive vetting of actions and responses to incidents should be encouraged.

• Additional demands are being placed on the seafarer which negate the potential ‘time saving’ benefits of new technology, i.e. by reducing manning.

• A consequence of this practice is that senior officers often do not have the time to mentor their juniors, resulting in a degree of uncertainty when these junior officers are asked to carry out essential and routine tasks such

as anchoring, manoeuvring in a crowded anchorage or conducting a man-overboard drill.

• Junior officers should be encouraged to accompany or understudy their seniors for anchoring, manoeuvring, cargo operations etc, which a number of companies do.

• With the advent of the MLC convention, ship operators are encouraged to conduct a risk assessment of on board operations to ascertain whether all duties, maintenance, training etc can be undertaken safely and in compliance particularly with the current ‘seafarers hours of work and rest’ requirements.

• A shipowner Member conducted a risk assessment of operations on board some of their ships trading on short sea routes, and decided that an additional officer was the best way to meet their obligations in the short term.

• Other shipowners have found that effective maintenance can only be carried out with adequate assistance from ashore, and some have appointed maintenance specialists who visit each ship in the fleet to conduct the requisite maintenance that ship staffs are no longer able to do.

• There have been a number of high profile maritime casualties from which important lessons can be learned.

• The investigations into the groundings of the ships Rena, Sewol and Costa Concordia noted some failures in bridge team practices and management.

• Closer to home, one of the findings of the investigation into the collision between the MSC Chitra and the Khalijia III, which resulted in the closure of Mumbai Port and Jawaharlal Nehru Port Trust, was that the two ships were communicating on different VHF frequencies, MSC Chitra on

VHF channel 13 departing from Jawaharlal Nehru Port Trust, and Khalijia III on VHF channel 12 approaching Mumbai Port. The Vessel Traffic Management System also operates on VHF channel 12.

• The use of AIS and the VHF for collision avoidance has resulted in a number of close quarters situations and preventable accidents.

• This practice needs to be indentified and addressed, and can often be monitored by means of routine navigation audits or audits of the VDR data

• E-navigation is intended to combine existing and new navigation tools in order to contribute to enhanced navigational safety and reduce the burden on the navigator, but will the role of a ‘monitoring navigator’ change the way we have traditionally navigated a ship?

MARITIME TECHNOLOGYTechnology has also contributed in a number of ways, as has operators’ ability to use this technology. MARPOL violations have reduced considerably in part due to the use of new improved oil monitoring technology, procedures and training. The SESAME Straits project, designed to develop and trial the next generation of traffic management in the Straits of Malacca and Singapore, is the next test for the IMO’s e-navigation strategy, which is designed to improve safety and security in commercial shipping. Lifeboat accidents have also reduced by the use of new lifeboat hooks or fall prevention devices.

For the navigators, we have the Electronic Chart Display and Information System (ECDIS). With less than 7 months to go before the next stage of implementation, existing tankers over 3000gt, the UK hydrographical office recently noted that of the approximately 8,500 tankers required to comply with the

General


rules, over 50% do not yet use an electronic navigational chart (ENC) service.

ENC charts comprise vector data based on the IHO S-57 ENC standard in terms of content, structure and format. ENC data is displayed in the same way on different ECDIS systems, but manufacturers’ different menu layout and functions require type specific training. Operator familiarity with particular manufacturers’ or systems can often lead to complacency. Conversely, incorrect settings due to unfamiliarity can lead to near constant alarms, and often the easiest solution is to silence the alarm without checking. How do we ensure that a senior officer who is more used to a paper chart can effectively oversee a junior who is only used to an ECDIS screen? By user specific training alone?

Additionally, given that the ENC chart coverage is not yet worldwide, paper or Raster charts are still required, which is inefficient and not an effective use of a navigator’s time, due to the additional corrections and passage planning requirements. We are also aware of cost saving measures that include restricting the chart folios available on board, and in an emergency situation, whilst special permits are available, the ship may not have enough time to process and implement this.

We are in a transition period with implementation of ECDIS when accidents can and will happen. It is important to remember that ECDIS is designed to be used for navigation and not collision avoidance. A good first step will be to ensure that every watch handover consists of a positive vetting and interrogation of the applied settings and parameters, in order to reduce the likelihood of an ECDIS assisted accident.

THE HUMAN ELEMENT

Maritime sustainability is all about the human element. Human nature invariably works on a ‘just good enough’ principle, i.e. doing the minimum to ensure compliance. We are also prone to believing a message has been received and understood just because it has been sent, but this is not always the case. It is safer to positively verify receipt of messages, electronically or verbally, i.e. received and understood.

In an emergency there is often a breakdown in communication, and focussed training is a very good way to encourage the correct response.

CONCLUSIONS

To answer my earlier questions, there is sufficient feedback to indicate that the work on board may not necessarily be easier to do but a number of our shipowner members have put into place additional training

and welfare initiatives to make a positive difference in the lives of seafarers that sail on their ships.

Technology can be effective if we remember the basic rule that it is just an aid and does not relieve the operator from their responsibility to use that technology within its and their limitations. Managers must ensure that ship staffs are clear on what they can and cannot do.

We are sending our seafarers to sea in ships that are equipped with the latest technology, which is designed to make their work safer and more efficient. At the same time, we are adding constraints like manning, budgets and inadequate training, which each have the potential to negate any potential benefits that these new efficient ships give them.

No man will be a sailor who has contrivance enough to get himself into a jail; for being in a ship is being in a jail, with the chance of being drowned...a man in a jail has more room, better food, and commonly better company (Samuel Johnson 1709-1784)

We have moved on from those days, but how confident are you that when a situation arises that puts the ship into a potentially dangerous situation, the right actions will be implemented every single time.

Answers to Quiz Page 58

1) Lake Tanganyika.

2) Lake Tanganyika.

3) Lake Tanganyika.

4) Lake Tanganyika.

5) ‘The African Queen’.

1 (a)

2 (d)

3 (c)

4 (b)

5 (a)

6 (c)

7 (b)

8 (c)

9 (c)

10 (c)

11 (c)

12 (a)

13 (b)

14 (a)

15 (d)

16 (c)

17 (b)

18 (c)

19 (b)20 (c)21 (b)22 (b)23 (c)24 (c)25 (a)

General


Answers to Multiple - choice Questions Page 37

You’re The Boss Of Your Team – Be It Ashore Or On Board The Vessel - Now What?

Airing Of ThoughtsK.Shankar, President – Shipping Division, The India Cements Limited, Chennai

The advent of knowledge age has brought us a world of transition, a world of chaos and adversity in which the pace of change, runs even faster. It is a world in which the economy will be based on knowledge, in the sense of understanding how to do something, and on intellectual capital, rather than on land, money or raw materials. It is a globalised world in which competition is fierce and customers have unlimited access to products, services and information. It is a world in which it is not enough merely for one to do well: one must do things first and better than anyone else, with more creativity and innovation. It is more important for professional bodies like IMEI in whose we are involved in, to rethink the future, re-conceive its purpose to guide the young members in their careers and their individual goals. We must recognise that the future will be different from the past, that the journey ahead will be an experience without signposts to guide us all professionals. We need to change as to how we see things in order to adapt to the process of abrupt change through which we are living.

It must be clear in our minds that the future will not be simply an extension of the past, but rather a series of discontinuities which, paradoxically, will become new opportunities. These new times will demand the knowledge and information age rather than the industrial age now past. An institution like IMEI must be a world of continuous learning, intellectual capital and emotional intelligence, and be highly flexible and responsive to its members so that it can swiftly adapt to the ever changing environment in which

change is unpredictable and even at times destructive. It has to be, then, a system of hearts and minds that function and is driven as one towards a common goal, a group of people working together, learn together and create synergy both within and outside the organisation.

All this demands a change in organisation culture, in which everyone, in particular, the senior professional managers ashore or Masters / Chief Engineers on board the vessels, must adopt the common principles, values and get involved in participatory management. The middle managers both ashore and operational staff on board the vessels must feel that they enjoy the support of their bosses and that they are free to promote the ideas brought forward by their staff - the staff, rank and file, must feel happy that their ideas are genuinely welcomed. Such group of people, when working together and adopt this participatory mechanism, their work improves in terms of productivity, quality and innovation and there is tremendous job satisfaction amongst the staff / junior officers on board as well.

For achieving this, the management style has to change from one of control to one of open discussion and guidance. The managers and leaders must focus on how the boundaries can be made porous, so that ideas and capabilities can be tapped and developed, wherever they are most needed.

In spite of India having some of the best management schools of the world and the best reservoir of skilled human talent, our organisations have not been able to do well. The

important reasons for the failure of the Indian management, has been our failure to develop an indigenous management style that revolves around our cultural roots and upbringing. An Indian grows up in a system, where family ties and a sense of belonging get an absolute top priority. Coming from this background, he gets a shock, when he sees the job environment practising the American philosophy of contractual style of management. Due to this culture mismatch, he is not able to contribute to productivity and fails as an effective manager or a productive watch-keeping officer. An Indian professional is perhaps looking at a system without ruthless management practices and inhuman work pressure even if the job security is less. They need to feel important, be made to feel that the company, ship and their bosses care for them. They should feel that they will be involved in the decision making processes. This would increase their level of commitment and we will all see – there will be a tomorrow when we will be identified by their employers’ brand name. The socio-cultural and geo-political environment in India has today resulted in a mixed breed of Indians who on one hand retain family values and a longing for emotional touch and on the other hand are complacent (given an opportunity) and unashamed of being morally bankrupt. The bottom line is that the fine tuning between the culture at home and at job works wonders and this automatically enhances productivity and motivation. For us Indians, what we mainly lack is sincerity and commitment. There is no will basically for us to develop

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on our own as we are used to being spoon fed and to grabbing what is given to us on a platter.

We always say, the Indian Management is at cross roads. What is Indian management style? Growing up is a painful experience. The state must play its crucial role in ensuring infrastructure building, social justice, law and order, individual freedom and above all reaching every citizen with food, healthcare and education. 60% Indians are abjectly poor, living below poverty lines, another 30% may be called the middle class and the rest 10% are super rich. The government should focus on the bottom 60% while taking care to ensure that the disposable income of the middle class grows and the rich finds it profitable to invest in India. Such economic thinking should bring together everyone to create such a dialogue and a focussed society. This is what is meant by the phrase... “towards an Indian Management style”.You are the boss of your team, now what?? If you are to lead and to move ahead, ultimately you have to start changing things even from your current position. What is your goal? If it is to be productivity improvement and to get significant results, you need to consult with your working groups. You need to determine better ways through consultation with those who do the work, stamp your ethos and values to those around you. You have to move out of your comfort zone and find ways of making work easier, simpler, quicker, rewarding, safer and fun. This is what really works. There may be opposition, but majority will appreciate the difference you have made to their lives inside and outside of work.If you are heading your department on board the vessel or ashore in your organisation, division or plant - what would you change to reward and motivate all levels of staff working under you?• How would you, say, reward a crew

member, boiler or a machinery

operator if he came with an idea that can possibly reduce the working costs by 5% over a year and beyond?

• How would you cultivate relationships in your workplace both formally and informally?

• How would you go about projecting yourself to your peers, to your subordinates, to your bosses?

• What would your approach be and attitude towards work, individuals and productivity?

• What would be the benefits of your ideas on motivation in the work place?

• How would you go about getting the changes made, given that you clearly see the benefits that would accrue from improving productivity through the wisdom, experience and the talent that your team have exhibited?

Working in teams is not an easy task. For a work team to be successful, everyone – Senior staff on board the vessels, Senior Managers, Superintendents, Supervisors and the workmen alike must cultivate:• Respect for each other as

individuals.• Confidence in the capabilities of

other team members.• Sharing of skills and knowledge.• Active participation.• The knowledge that everyone

depends on the group and the group depends on everyone.

• A sense of responsibility to contribute to the team.

• Recognise leadership based on talent, knowledge and experience and support him.

Being a Manager or a Team Leader, means working to see that things are done properly and giving direction to the Organisations’ activities and its primary goal.

A Team Leader has to encourage his team members in

• Questioning the processes.• Creating a vision and sharing it

with others.• Enabling others.• Showing the way forward.• Setting the objectives.• Motivating and giving

encouragement to one another.

As a leader, it is for you to understand – what is it that drives an employee. More specifically, what is that causes or deprives an employee from wanting to do his or her job?

The answer to this question is the key to the motivation of employees and employer happiness. And even more important than knowing what is it that motivates an employee is whether or not this motivation is something that will cause an employee to go through the motions of doing the job or instil actual desire for a job to be well done in the employee’s mind.

An individual’s contribution is something that can increase his motivation. If he is regularly able to contribute his thoughts, ideas and suggestions to problems at hand or regular work activities, there is a feeling of accomplishment that goes a long way in making him feel he is important and his motivation gets elevated multi-fold!! Keeping him in the loop is something that is equally important for motivation. Motivation increases, if information flow is there from seniors to those who are their immediate subordinates, at the appropriate time, to let them know what the company is doing and the direction it is taking. Try to build a relationship with each of your subordinates, thereby become leaders purely developed by relationships between individuals and work teams. Create a fun and stimulating work place. Create a work environment that is as comfortable as possible, at the same time not compromising on maintaining the employers’ / corporate etiquette and norms. Help one another to be

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creative - try and extract the best out of each one.

An effective manager has to be both a well organised administrator and highly adept in understanding subordinates’ basic needs and behaviour in the work place. Gaining commitment, nurturing talent, and ensuring the subordinates’ motivation and productivity require open communication and trust between the Master / Chief Engineer and their subordinate junior officers.

The Senior Officers on board the vessel must take efforts to

• Understand the subordinates’ behaviour

• Be sure that each ones’ lower level needs are met.

• Encourage pride.

• Listen carefully to each one’s point of view.

• Build confidence and encourage communication.

• Encourage strategic thinking from each team mate.

• Develop trust.

• Delegate decision making to build their confidence.

• Last but not the least, appraisal should bear in mind if this can motivate him and if there is scope for it.

What do employees want from work?• Respect – it is the fundamental

right of every employee.• Must feel they are important &

part of the in-crowd.• Want to learn new skills, develop

their capabilities and grow their knowledge and careers.

• Want to have an impact on the decisions made about their jobs.

• Each one – one day – would like to be leader himself – help them and encourage them.

It is not easy to change an Organisation’s institutional culture or preserve and consolidate worthwhile values as to instil new values among the staff. It is very hard and is a never ending task. But we can all help by doing our bit. If we set an example, we can have an influence on the rest. Let us do what we can to instil a

belief that an organisation is one we believe in and is the best place in the world to work, for the benefit of the organisation itself and for one’s own sake. We can do it if we all can pull together.

The keys to financial success and a profitable business are not the strategies or the systems of the firm. It is the skill of the individual who practices what he preaches and who recognises his role in coaching his subordinates that finally counts. “It is about character and courage – that is very scarce”, according to Mr. David Master, well known consultant, who vouches that it is the “employee attitude” that determines financial results and not the other way around.

Isn’t it time we all wake–up? And respond to this clarion call? Why are we hesitant? Is it lethargy, complacency, or lack of initiative? Why are we in deep slumber? Isn’t it high time we in IMEI do our bit to mould our own young professionals and groom them to be the future leaders of our profession? Where there is will – there is way.

Indian Register of Shipping has set up a senior level advisory committee in the UAE to strengthen and deepen its business links in the region. The committee comprises 11 senior representatives from the shipping industry in UAE and is headed by Leonid B Culas, Managing Director of the Transworld Group based in Dubai. The committee will meet on a half yearly basis in order to give high level strategic advice to Indian Register of Shipping (IRS) on how the organisation can deepen and strengthen its business links and activities in the UAE.IRS currently has a growing volume of both marine and non-marine projects in the UAE and aims to capitalise on its already strong presence in the region. The meeting was launched with a welcoming address from Suresh Sinha Regional Manager for Middle East region.Source: Economic Times

Indian Register Of Shipping Sets Up Advisory

Committee In UAE

Anoop Kumar Sharma takes over as CEO of Essar Shipping

Capt. Anoop Kumar Sharma has taken over as Whole Time director and Chief Executive Officer (CEO) of Essar Shipping Ltd. (ESL). He replaces Ramakrishnan A R who retired from service on March 31, the company said in a statement. Capt. Sharma has been associated with ESL since August 2008. An Alumni of Narsee Monjee Institute of Management Studies, Mumbai and a fellow of Institute of Chartered Shipbrokers, London, he is also the member of the Governing council of Narottam Morarjee Institute of Maritime studies along the Services export promotion council. He was previously associated with Shipping Corporation of India for 16 years where he was the Senior Vice President of the Chartering division responsible for exploring global business opportunities for bulk carriers, tankers, containers and other vessels and developing new businesses. Essar Shipping operates a diversified fleet of 15 vessels, including very large crude carriers (VLCCs), Capesize, Mini-capesize, Supramaxes, mini-bulk carriers and tugs. Source: Economic Times

News Briefs:

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In an effort to ensure cleaner waters the U.S. Environmental Protection Agency (EPA) has come out with the Vessel General Permit (VGP).

The VGP is the result of the finding made by a US court that states that EPA had improperly excluded vessel discharges incidental to normal operations from provisions of the Clean Water Act. To rectify this and comply with the court’s order, the VGP was created as part of the National Pollutant Discharge Elimination System (NPDES) which is a program, created and administered by EPA under the authority of the Clean water Act of 1972.

The aim of the VGP is to ensure that these discharges incidental to normal operations are as clean as possible through effective maintenance and use of Best Management Practices (BMP’s) that are technologically achievable and economically viable i.e.

Best Practicable Control Technology Currently Available (BPT)

Best Conventional Pollutant Control Technology (BCT) Available Technology

Economically Achievable (BAT)

There are is a significant advancement made in the 2013 VGP compared to the 2008 VGP some compared below

Ballast Water: More stringent numeric technology-based effluent limitations introduced for the first time, these changes will achieve significant reductions in the number of living organisms discharged via ballast water into waters subject to this permit. EPA has set the numeric effluent limit for ballast water as

2013 VGP AwarenessCapt. Robert Shane Vaz

numbers of living organisms per cubic meter discharged because reducing the concentration of living organisms will reduce inoculum densities of potential invasive species discharged in a vessel’s ballast water.

Bilge water/ oil water effluent: EPA had researched the state of bilge water treatment systems (US EPA, 2011b) and believed that a targeted

reduction in the bilge water effluent limit to 5 ppm oil and grease in U.S. waters might have been appropriate, as technology meeting such a limit appeared to be available for all vessels and economically achievable for at least new build vessels. (Built on or after 19 Dec 2013). Although EPA is not yet adopting the 5 ppm option, EPA is working closely with IMO to obtain broad international acceptance of a 5 ppm limit.

As of now new builds greater than 400 gross tons require Analytical Monitoring annually, it must collect a sample of the bilge water effluent for analysis of oil and grease.

Oil to Sea Interface: Here all are encouraged to use environmentally accepted Lubricants (EAL), these are bio degradable, minimal nontoxic and not bio-accumulative

Fish Hold effluent: This is the latest discharge added to the 2013 VGP however due to its limited scope for merchant vessels is not discussed in details here.

As Marine Managers and Mariners we need to read and understand the VGP, create awareness on board, conduct regular training, ensure inspections, reporting’s carried out and well documented thereby ensuring our vessels compliance with the VGP.

Most managers do have in-house courses, workshops, seminars and CBT to create VGP awareness and

training, it’s up to us Mariners to learn and participate actively.

In today’s day and age Noncompliance and Ignorance both have no place on board, as any false statement, knowing falsification / rendering of inaccurate information, tampering with any monitoring

device or method required by VGP could lead to Violations. Incase first Violation - $10 000 fine, and / or 2 years Jail, subsequent Violation –$20 000 and/ or 4 years Jail, moreover each Day is a Fresh Violation.

Various reporting does include Routine Visual Inspection per week / voyage, Comprehensive Annual Inspection and Dry Dock Inspection.

VGP do stress on the Sheen test, ALL SEAFARERS – ANY SURFACE SHEEN SIGHTED MUST BE IMMEDIATELY REPORTED TO MASTER / OOW.

Discharges that Endanger Health or the Environment, Oral notification to EPA Region (OR National Response Center) within 24 hours followed by a written notification within 5 days.

In addition to these general rules there are special categories of vessels, also there are specific additional regulations for different states, and reference must be made to the VGP and local state regulations for further details.

There is an apt quote by the famous American anthropologist, educator, philosopher, and natural science writer Loren Eiseley who writes in his first book titled “The immense Journey” published in 1957,

"If there is magic on the planet, it is contained in Water."

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The following list identifies each effluent stream eligible for coverage under the permit:1. DeckWash-down and Runoff and

Above Water Line Hull Cleaning2. Bilge water3. Ballast Water4. Anti-Fouling Leachate from Anti-

Fouling Hull Coatings5. Aqueous Film Forming Foam

(AFFF)6. Boiler/Economizer Blowdown7. Cathodic Protection8. Chain Locker Effluent9. Controllable Pitch Propeller

and Thruster Hydraulic Fluid and other Oil to Sea Interfaces including Lubrication discharges from Paddle Wheel Propulsion, Stern Tubes, Thruster Bearings, Stabilizers, Rudder Bearings, Azimuth Thrusters, Propulsion Pod Lubrication, and Wire Rope and Mechanical Equipment Subject to Immersion

10. Distillation and Reverse Osmosis Brine

11. Elevator Pit Effluent12. Fire main Systems13. Freshwater Layup14. Gas Turbine Water Wash15. Gray water16. Motor Gasoline and Compensating

Discharge

17. Non-Oily Machinery Wastewater

18. Refrigeration and Air Condensate Discharge

19. Seawater Cooling Overboard Discharge (Including Non-Contact Engine Cooling Water, Hydraulic System Cooling Water, Refrigeration Cooling Water)

20. Seawater Piping Bio fouling Prevention

21. Boat Engine Wet Exhaust

22. Sonar Dome Discharge

23. Underwater Ship Husbandry and Hull Fouling Discharges

24. Well deck Discharges

25. Gray water mixed with Sewage from Vessels

26. Exhaust Gas Scrubber Wash water Discharge

27. Fish Hold Effluent

The purpose of this article is to create awareness of the VGP and assist all those heading to US waters. For further details the VGP 2013 should be consulted.

Personally I feel all other maritime nations should take a cue out of this and ensure that not only stringent regulations made but the same enforced to keep local waters clean and any perpetrators not only Mariners, but also industrialist, factories, dumping waste effluents in

the seas must be brought to justice. As I feel a lot more can be done around the Asian and African coast.

We must consider ourselves blessed to have vast Oceans and the deep blue seas; this is the biggest gift to Mankind. It should be imbibed within each of us to take moral responsibility to protect our waters and keep it clean. It’s great to think globally but we must act locally, we must continue to do our bit and contribute from within to help keep all waters clean and Blue.

I dream there will be a day when we won’t require laws to be enforced to protect our Oceans and seas, we would do it as our moral responsibility; we would all look after this precious treasure given by the lord almighty and pass it on to the generation next, this sounds difficult but not impossible… John F. Kennedy said, “We are tied to the ocean, and when we go back to the sea, whether it is to sail or to watch - we are going back from whence we came”.

Written by Capt.Robert Shane Vaz who is a Marine Consultant actively involved in Maritime training and Inspections. He has been in the Marine industry for over 26 years and has sailed mainly on Oil tankers and Gas Carriers and has been working with Multinational crew.

All-weather port Haldia in West Bengal is set to become the country's first green port soon.

"We are in the process of converting Haldia port as the country's first major green port. Railway engines, trucks and other vehicles there are being run on bio-diesel made at the port," Road Transport, Highways and Shipping Minister Nitin Gadkari said.

Gadkari said the port has eight oil refineries for imported palm oil from

Haldia To Become Country's First Green Port: Nitin GadkariMalaysia and it has been using its residue to manufacture 3 lakh litres of bio-diesel.

"Emami Group has started manufacturing 3 lakh litres per day of biodiesel at Haldia which is being used in trucks and railway engines. It is the first green port in India where we will use only biodiesel," he said.

Haldia is among 12 major ports that are owned by the Centre. The port's

annual capacity is being augmented to 50 million tonnes from the present 38 MT.

India has 12 major ports - Kandla, Mumbai, JNPT, Marmugao, New Managlore, Cochin, Chennai, Ennore, VO Chidambarnar, Visakhapatnam, Paradip and Kolkata (including Haldia), which handle approximately 61 per cent of the total cargo traffic.

Source: Economic Times

News Brief:

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Perhaps the most abysmal maritime casualty occurred on April 14/15, 1912, when 1513 people met with their watery grave, aboard the White Star Steam Ship Lines' pride, the RMS Titanic, about 95 miles South of the Grand Banks of Newfoundland, after it struck an iceberg.

How could an iceberg cause such catastrophical damage to this humongous, "unsinkable”, steel ship?

How did this fiasco occur in calm seas & clear weather?

Why was there uninhibited flooding inspite of all watertight doors being closed remotely from the bridge?

Why was there no response to any of the distress signals being transmitted for about 2 hours?

Was safety of human life at sea not a prime consideration of the Shipbuilders/Naval architects?

These are some of the intriguing questions, which remain unfathomable even today.

Aesthetically, the $7.5m RMS Titanic was the epitome of self-indulgence. The passenger list included the who's who of the era.

The famous four funneled, 46328 GRT, "Millionaire's Special", at that time the largest & most luxurious one afloat, had a Double bottom hull. To guarantee safety, 15 transverse bulkheads divided her from stem to stern into 16 ‘almost’ watertight compartments. Since 4 of these could be flooded without endangering the liner's buoyancy, she was considered Unsinkable. However she was not exactly the quintessence of invincibility as everyone ashore & afloat perceived.

The Mystery Shrouding the Titanic's Epic Disaster

Shortly before midnight on April 14, while steaming at 21.5 Knots, adjudged at the time to be too fast for existing conditions, the ship collided with an iceberg that apparently ripped a 300 foot gash along the vessel's starboard bow, as she began to respond to the Hard Port helm.

While some passengers and crew recounted an understated ‘faint grinding jar’, 6 watertight compartments were in fact breached, which caused the ship to founder at 0220 hours, April 15.

The ship was designed to allow for 4 forward compartments to be flooded without the risk of sinking. When 6 forward compartments flooded, the ship trimmed excessively by head causing water to overflow into the abaft compartments as the separating bulkheads were not watertight up to the uppermost continuous deck.

The greatest problem in navigating past the Grand Bank region, which is on the Great Circle route from Europe to North America, is limited visibility due to low-lying fog. This is most persistent during the worst ice threat period of April, May & June.

As the number of ships plying increased, the recurrence of Pack ice & iceberg collisions became less of a menace vis-à-vis the peril of collision between ships bound on opposite

courses at night or during poor visibility. After an accident involving a French & American ship on Sept 27, 1854, which claimed 300 lives, separate Eastbound & Westbound lanes across the North Atlantic Ocean were designated. Furthermore, modifications of advisable shipping routes were established in 1898, due to the continued occurrence of pack ice & iceberg collisions.

Unfortunately, icebergs wandered astray of anticipated limits & although navigation passages were well instituted & conformed to by major shipping companies, collisions still occurred.

After probably 3000 years of snow accumulation & creep across the Greenland terrain, an iceberg broke off the west Greenland coast & drifted for perhaps 2 years until April 1912.

In the Labrador Current, carried at 1-2 Knots towards the North Atlantic maritime routes, this iceberg had a Ram (underwater projection), as most bergs do by the time they enter the warmer waters near the Gulf Stream. Due to the force of wind & current, this Drift ice was driven into the path of the Titanic on April 14, 1912 & they collided at Latitude 41°46'N & Longitude 50°14'W.

The Ship owners had apparently urged Capt. Edward John Smith to make a speedy Trans-Atlantic voyage so as to arrive in New York City before the expected date, thus gaining publicity & admiration from the passengers.

While other vessels on similar routes altered course & reduced speed, the Titanic's Triple expansion engines continued to run the 3 propellers at full service speed in spite of receiving 6 iceberg warnings.

Nikeel Idnani, Honorary Secretary, IMarEST UAE BranchThe author shares with readers, his own version of why he believes the Titanic sank. As an engineer who served onboard merchant ships, he has over the years made several voyages in the North Atlantic, sailing a course similar to that of the Titanic from Europe to the United States. The Titanic accident changed the maritime world’s approach to safety of life at sea, as we know it today.

Titanic-The First and Last Voyage

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Few on board gave much heed to iceberg warnings, as they were under the misconception that the ship was unsinkable. Everyone was oblivious of the impending doom.

2 hours before impact, the Wireless operator received a warning of heavy pack ice from the ship - Mesaba.

Rather than report it to the 2nd officer on bridge, the "Sparky" negligently placed the message on his spike that fateful night. This ice field position was lying directly in Titanic's path & is the main cause of the ship resting some 2.5 miles below sea level.

The sea was smooth as glass with the stars being clearly reflected in the water under a moonless sky. Had the sea been rougher, the waves breaking against the iceberg would have made it more noticeable.

Even the lookouts, 29m above deck level in the crow’s nest, were unable to spot floating objects in the exceptionally calm water in the dark night.

The iceberg was sighted just about 1/4 mile from the ship, by probably not very vigilant lookouts who might have been battling to keep themselves warm in the near freezing ambient

temperature. This was insufficient distance, for the 883-foot vessel, to take precautionary maneuvers. A mere 37 seconds lapsed from the time of warning to the moment of impact, inadequate for the steam powered steering gear to effect rudder ‘hard over’ with the ship carrying the ‘most valuable cargo’ and running ahead at maximum service speed.

While it is inconclusive when exactly the engines had been reversed, the rudder effectiveness would have been hampered due to the interruption of the flow of water passing the rudder compounded by the reduction of the force of water coming off the centre propeller.

Mr. Edward Wilding, a Naval Architect, studied sonar reports taken through the sand sea bed & indicated that contrary to popular perception of a massive 300 foot gash, the iceberg caused a series of small holes, approximately 12 square feet in total surface area. The nature of unequal flooding of the compartments was primarily responsible for the catastrophe. Within 20 minutes of the crash, some 8000 tones of sea water ingressed into the ship. This quantity increased to 25000 tones, 40 minutes later.

Gibbs & Cox, a Naval Architectural firm, based in Arlington, Virginia, were intrigued as to why the ship broke into two. They developed a computer model, which illustrated stress distribution in various conditions. In a simulated flooded case, stress concentrations of up to 35000 psi, was estimated, in strategic locations, which was 1.5 times the maximum force the hull could endure. These magnified stresses, buckled plates & popped rivets, eventually overwhelming the liner.

Due to access difficulties whilst using a pneumatic riveting machine to construct the curved sections of the hull,

the steel plates were sealed using wrought iron rivets rather than the stronger steel rivets. The iron rivets were easier to hammer into place. However this proved to be the Titanic’s ‘Achilles heel’ as the iron rivets succumbed with a mere 5mm relative movement between the steel plates which the rivets were meant to secure.

A Riveted joint is not as strong as an equivalent Welded joint, leading to a weaker ship. The Titanic's hull comprised of about 2000 plates, 1 inch thick, secured by some 3 million rivets. If cracks occurred due to the inherent weakness of the vessel, i.e. if the bending moment created unduly high stresses, the crack would propagate through the plates whether they were riveted, welded or a combination of each.

Inquires held in the U.S & Great Britain, alleged that the Leyland cruiser- California, which was less than 20 Nautical miles away, could have aided the stricken vessel had the Radio operator been on duty.

The rocket parachute flares fired reportedly paled against the dazzling starlight.

Titanic

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This tragedy resulted in the establishment of the International Ice Patrol in 1913 to patrol & guard by ship, plane or other feasible means the Eastern, Southern & Western limits of drifting Arctic ice during the most dangerous part of the year. Ships are warned twice daily, by detailed messages broadcast to all North Atlantic shipping, concerning the boundaries of ice & positions of threatening icebergs.

The United States Coast Guard has operated the ice patrol since it's inception.

Safety philosophy changed forever. Present day regulations demand sufficient Lifeboat accommodation on a passenger liner for the total number of persons the vessel is certified to carry.

In ships likely to encounter icebergs, the shell plating in the region of

the waterline forward is increased in thickness for Ice Navigation strengthening.

While the exact reasons, regarding the S.S Titanic's Epic Ocean saga, continue to perplex us, it must be borne in mind that inspite of prevalent state of the art technology; an unsinkable ship is a mere farcical hypothesis.

It beggars belief that in January 2012, an ultra-modern 6-year new luxury cruise ship, outfitted with the latest technology including double redundancy navigation safety equipment ran aground near the coast of Tuscany and capsized with the loss of some 40 lives. In that case, human error which is said to account for 80% of all marine accidents, was the probable cause of the mishap.

Likewise, last year, an 8110 teu containership suffered a fracture amidships, the fore & aft sections broke asunder and subsequently plunged into the abyss of the Indian Ocean. While the investigation is still underway, as with the Titanic, a combination of reasons viz. structural weakness, unusual weather load & heavier container weight distribution might be plausible causes that contributed towards the dramatic loss of the 5-year new hull. This 302m long ship was the first in a 6 ship series that was built at a leading shipbuilding yard, to new lightweight design using 47kgf/mm2 high-tensile steel.

In combination with technical innovation are commercial pressures to deliver ships within budget and on time to be subsequently contracted on tight schedules. A ship, after all generates revenue, only when sailing.

The sinking of the Titanic led directly to the introduction of the International Convention for the Safety of Life at Sea, 2 years later. Shipping is one of the safest means of passenger transport overall. Statistics illustrate that travel by sea has far lower death rates than those for users of cars, motorcycles or bicycle and even for pedestrians in Europe.

As we up the ante of technology; what with an order for 11 x 20000teu container ships expected to be put into service around 2018; we must be reminded of the parable about the vanity of human striving, divine punishment for overweening confidence in our technological achievement, the futility of human effort in a world governed by indifferent nature.

On 28 Dec 2014, a fire broke out in the car deck of the RoPax ‘Norman Atlantic’ whilst on a ferry run in the Adriatic Sea. The blazing inferno soon engulfed most parts of the ship causing loss of power and a chaotic evacuation plan. While the Italian authorities announced that a total of 9 people were confirmed dead and 18 were missing, due to conflicting reports between the ship’s manifest and the actual number of passengers

Captain E.J Smith, Master of the Titanic

Titanic side plan annotated

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on board including possible stowaways, no definite numbers exist. Nonetheless, one life lost is too many.

On the other hand, the number of ships over 100gt lost in 2013 was 94, a 20% reduction from 2012 which contributed to a 45% fall in ship losses over 2003 to 2013. Experience has indeed been a very good educator, albeit an expensive one.

NIKEEL IDNANI

The author was a chief engineer who served onboard ships for 10 years, prior to settling in Dubai where he is currently employed with a leading classification society. He is also the Honorary Secretary of the Institute of Marine Engineering, Science & Technology (IMarEST) UAE Branch. Nikeel has always been intrigued with

the Titanic disaster as he had over the years made several voyages through the stormy, hurricane-prone North Atlantic Ocean, sailing on a similar track of the Titanic from Europe to the United States. He got deeply involved, at an emotional level, with the Titanic tragedy as he too encountered a horrifying accident onboard a Bulk Carrier while in Baja California in 2001.

AML Ship Management GMBH, a German company, and Nicolas Sassin, Chief Engineer of the car carrier City of Tokyo, have both been charged with knowingly dumping oil into United States’ waters off the coast of Alaska in August 2014 in violation of the Clean Water Act.AML and Chief Engineer Nicolas Sassin have also been charged in separate cases filed in the District of Oregon with violating the Act to Prevent Pollution from Ships, APPS, for knowingly creating and presenting false records to the US Coast Guard when it arrived in Portland, Oregon in September 2014. The Clean Water Act charges in Alaska and the APPS charges in Oregon are felony offences.Under the terms of a plea agreement filed in federal court, AML will plead guilty to the Clean Water Act and APPS charges, pay a total of $800,000 in fines and community service payments, implement a comprehensive Environmental Compliance Plan, and will be placed on probation for three years. Chief Engineer Sassin also signed a plea agreement filed in court, agreeing to plead guilty to the Alaska and Oregon charges.City of Tokyo operates under the flag of the Republic of Liberia. It was built in 1987, weighs approximately 42,247 gross tons, and is 603 feet long.

Chief Engineer And Ship Manager Take Plea On Oil Dumping

As the operator of the M/V City of Tokyo, AML was responsible for operating the Oil Water Separator, OWS, and maintaining an accurate Oil Record Book, ORB. As chief engineer, Nicolas Sassin was responsible for the pollution control equipment in the City of Tokyo’s engine room, including running the OWS and maintaining the ORB.

Federal charges allege that on or about 29th August, 2014, Chief Engineer Sassin knowingly discharged oily bilge water into the United States’ Exclusive Economic Zone off the coast of Alaska, which may have affected natural resources belonging to, appertaining to, and under the exclusive management authority of the United States and in a quantity that may be harmful.

Specifically, AML admits that while the City of Tokyo was about 165 nautical miles south of the Aleutian Islands, specifically Sanak Island, Alaska, the chief engineer used an illegal pump system to discharge approximately 4,500 gallons of oily bilge water directly overboard. The illegal pump system consisted of a fabricated flanged fitting that connected the overboard discharge valve and pipe to a pneumatic Wilden pump. The pump’s suction was connected to a hose that was fed down the sounding tube for the bilge holding tank. The

illegal pump system allowed the vessel’s crew to discharge oily bilge water from the bilge holding tank directly overboard without processing it through the required pollution prevention equipment. The overboard discharge created a sheen in the water off the stern of the vessel, and this was seen by crewmembers aboard the M/V City of Tokyo. The illegal pump system was dismantled prior to the vessel’s arrival in Portland.

Chief Engineer Sassin and AML are also charged with failing to record this discharge of oil into the sea by way of the illegal pump system and overboard discharge valve in the City of Tokyo’s ORB, and with knowingly presenting the false and fictitious ORB to the U.S. Coast Guard when the City of Tokyo arrived in Portland, Oregon.

City of Tokyo was initially inspected and detained in Portland, Oregon by the US Coast Guard marine inspectors. These cases were investigated by the US Coast Guard Investigative Service and are being prosecuted jointly by the US Attorney’s Office for the District of Alaska, the US Attorney’s Office for the District of Oregon, and the Department of Justice’s Environmental Crimes Section.

Marine Accident Casebook

News Brief:

General


Economic Growth: MET1 Beyond STCW2: A Revelation Review

Shantanu Paul1MET (Maritime Education and Training), 2STCW (Standards of Training, Certification & Watch-keeping)

[email protected]

“Economic Growth- MET Beyond STCW- India vs. China” was the title of my article published in an international shipping journal, Bimco Bulletin in October 2011. In fact, the paper was part of my research paper, “MET Innovation -An Imperative for India”, which was submitted in 2010 for the Maritime Award competition of the MOS (Ministry of Shipping). The subtitle of my article was “India will be the fastest growing economy and overtake China in a decade or so.” Now India, a bright spot in the cloudy global economy as mentioned by the IMF (International Monetary Fund) Chief in March 2015 and our Finance Ministry expecting more than the IMF, can really become the fastest growing economy. In 2015, MET (Maritime Education and Training) is chosen as the theme of World Maritime Day and declared by the Secretary General of IMO (International Maritime Organization) at WMU (World Maritime University) (Fig-1). Being a WMU graduate, I am motivated to highlight some updates of my earlier studies that may be interesting to our policy makers. This may be more relevant now as the Indian economy and especially the Indian maritime industry is currently undergoing a massive policy review initiative by the present Govt. that possibly India has never witnessed in the past few decades.

The importance of manufacturing export in India’s growth, which also has a huge employment potential, was not realized in the wake of service sector contributing more that 50% of the GDP. As the service sector growth is reaching fast saturation, “Make in India” is the need of the nation. However we should remember that

transport and logistics cost which gets added to the cost of the product, affects the competitiveness in the international market. As a matter of fact, this was the conclusion of my paper “Manufacturing Export & Multimodal Transport”, presented at an international conference, INMARCO, held at Mumbai in Dec-2014, also published in MER (I) April-2015. In reality, the article is also in line with the recently selected theme for the National Maritime Day-2015 “Make in India- an opportunity for the shipping sector”. As the maritime dependence of India (i.e. merchandize trade with respect to GDP) is on the rise and Indian cargo carried by Indian flag ships is declining which is now less than 10%, it is probably the right time to review the subject area critically for India’s growth to be sustainable in the years to come.

Indian MET system which has mainly focused on STCW requirements must innovate to support the growth plans of the Indian maritime industry and “MET Beyond STCW” can really bring a positive result in the 21st century for India. Basically this was my suggestion in the paper submitted for the Ministry Award but with specific proposals, one of them was MSc in Shipping and Port Management at MTI (Maritime Training Institute) of SCI (The Shipping Corporation Of India Ltd.) in collaboration with WMU, which is a part of the Maritime Agenda 2010-20 but holds merit also with IMU (Indian Maritime University). Now India needs “Smart Port” as envisaged by the Chairman of National Shipping Board at the National Maritime Day-2015 grand finale held on 5th April 2015. It is

hoped that such maritime knowledge will be of great importance for India. Although IMU was established with a great vision, it is yet to excel in higher maritime studies and collaboration with the industry may be a way forward. Hence a review is important as SCI is investing resources at MTI and Govt.of India is now sponsoring Professor at WMU, hopefully recognizing the importance of WMU MSc Degree. (Photo-1)

Today the basic characteristics of ship management are quite different than even a decade before. Now ship managers need a holistic view of ship operations both in technical and commercial aspects to optimize logistic cost which may have relevance in the country’s growth. The newly introduced syllabus of the Extra First Class Examination by the DGS (Directorate General of Shipping) is just a reflection of the above and a reality in the post crisis shipping business milieu. Indeed the idea “MET Beyond STCW” was conceptualized after a thorough literature review on MET systems of maritime nations that are available in the public domain with specific reference of the 2009 paper titled “Challenges and Opportunities for Maritime Education and Training: China’s Perspective” by Prof. Dr. YU Shicheng, President of Shanghai Maritime University. The paper highlighted that the Chinese University is conducting courses in association with reputed shipping lines to fulfill the need of maritime expertise, hopefully contributing to China’s growth. When India is planning to become a manufacturing hub, we need to look into our declining LPI (Logistics Performance Index) of the World Bank (Table-1)

General


and still negligible share of world export of manufactures with respect to China as per the World Trade Organization data. (Fig-2)

Now a natural question that may pop up in our mind that probably Chinese MET, which is often beyond STCW, has played a role! Dalian Maritime University is also running MSc with WMU! The impact of higher maritime education on Indian economy is yet to be established by research but the above discussion hopefully highlighted the relevance of the review in today’s scenario. Today India not only needs excellent IITs (Indian Institute of Technology) and IIMs (Indian Institute of Management) but also IISs (Indian Institute of Shipping) for a sustainable growth. Nevertheless a major reform is underway to allow foreign universities to set up campus in India. Hope this review will create some ripple in the mind of our present progressive policy makers. On 19-20 May 2015, WMU will host an international symposium

on MET at it’s headquarter. Can MOS nominate policy makers? Then my suggestions on MET Innovation may get a boost!

Fig-1

Source: IMO Press Briefings (Briefing: 02, January 14, 2015)

Leading Asian

export ers of manufactures

International LPI-2007



(Overall Rank) (Overall Rank) (Overall Rank)

China 30 27 28

Japan 6 7 10

South Korea 25 23 21

Singapore 1 2 5

Malaysia 27 29 25

India 39 47 54

Table-1

Source Data: World Bank Documents (Connecting to Compete)

Fig-2

Source Data: World Trade Organization Documents (World Trade Statistics)

The World Maritime University (WMU) in Malmo, Sweden is a postgraduate maritime university founded by the International Maritime Organization (IMO), a specialized agency of the United Nations (UN) http://www.wmu.se/events/international-met-symposium-2015

Bibliography: BL (2015), Centre to make it easy for foreign universities to set up campus. Business Line, 15th April 2015

IMO (2015), IMO Secretary-General launches 2015 World Maritime Day theme: “Maritime

Education and Training” at World Maritime University, Briefing: 02, January 14, 2015

MOS (2011), Maritime Agenda : 2010 – 2020, Ministry of Shipping, Govt. of India.

Mehra, P (2015), IMF predicts India will hit 7.5 % growth, overtake China, The Hindu, 15.04.15

Paul, S. (2010), MET Innovation -An Imperative for India, Paper for Maritime Award 2010-11

Paul, S. (2011), Economic growth- MET beyond STCW - India vs. China MER (I) in July 2011

Paul, S. (2011), Economic growth- MET beyond STCW - India vs. China, BIMCO BULLETIN

No. 5 – 2011

Paul,S. (2012), Rules Beyond STCW: An Appeal to Affect the Affective Domain, MER(I), July-2012.

Paul, S (2014), Manufacturing Export & Multimodal Transport, paper presented in

General


Photo-1- Signing ceremony for Indian Professorial Chair in Port Management at WMU, 2014

Dr. Vishwapati Trivedi, Secretary (L) for the Ministry of Shipping for the Government of India; WMU’s Chancellor, Mr. Koji Sekimizu (M), Secretary-General of the International Maritime Organization; Professor Neil Bellefontaine (R), Acting President of WMU.

INMARCO INAVATION 2014 International Conference, Mumbai, Dec-2014, Conference Brochure.

Paul, S (2015), Manufacturing Export & Multimodal Transport, MER(I) April-2015

PTI (2015), India bright spot in global economy, will clock 7.2% growth: IMF, Press Trust of India, March 16, 2015

Shicheng, Y.U. (2009), Challenges and Opportunities for Maritime Education and Training: China’s Perspective, Shanghai Maritime University.

WMU (2014), Indian Professorial Chair in Port Management Established, WMU, Nov 4, 2014

WB (2014), Connecting to Compete 2014, 2010, 2007, The world Bank

WTO (2014), International Trade Statistics 2014, World Trade Organization.

WMU (2015), International MET Symposium, World Maritime University, Malmo, Sweden.

Note: The opinion(s), view(s) and conclusion(s) expressed in this paper are purely author’s personal and not that of the organization he is employed with.

Port and Terminal Development Brazil18 - 19 May 2015, Brazilinformamaritimeevents.com/event/BrazilPorts

Offshore Support Vessel Conference Brazil19 - 20 May 2015, Brazil informamaritimeevents.com/event/OSV-conference-brazil

6th FPSO Vessel Conference 2015 20 - 21 May 2015, Londonwplgroup.com/aci/conferences/eu-mfp6.asp

Arabian Sea Region Oil & Gas 2015 Summit 26 - 27 May 2015, Muscat, Omanarabianseasummit.com/

India Ports & Logistics 201526 - 28 May 2015, Mumbai india-ports.com

Gas Shipping Investment Conference27 - 28 May 2015, UK informamaritimeevents.com/event/gas-shipping-invest-ment-conference

China Offshore Engineering Symposium 2015(COES 2015) 2 - 3 June 2015, China bmc-china.cn/en/coes2015/index.aspx

6th International Port Security conference 2015 3 - 4 June 2015, Londonsmi-online.co.uk/defence/uk/conference/international-port-security

Global Tax Optimisation for Shipping 2015 15 - 16 June 2015, Singapore taxforshipping.com

The 10th Annual Ship Recycling Conference 201516 - 17 June 2015, Englandinformamaritimeevents.com/event/shiprecycling

Offshore Accommodation & Access North America Conference16 - 17 June 2015, USA informamaritimeevents.com/event/offshore-accommo-dation-north-america

OSV & Subsea Vessels Mexico conference24 - 25 June 2015, Mexicoinformamaritimeevents.com/event/OSV-mexico

Maritime Events For Your Diary

General


In ancient Greece, whenever there was famine or epidemic, a criminal or a disabled person, known as the pharmakos, would be cast out of the community. In ancient tribes of Israel, it was common to drive away a goat, known as azazel, with a noose round its neck, deeming it the carrier and container of the sins of the community. Thus purification of the village, or tribe, took place in a ritual way. This was clearly irrational – the pharmakos or azazel was not responsible for the problem. Yet by casting him away, the community felt cleansed, renewed and invigorated. It feels unfair when we consider the victim’s point of view but it makes great sense when you see the beneficiaries’ point of view.

For all talk of measurability and rationality, modern corporations make great use of scapegoats. Someone has to be blamed for a mistake. We need to identify the cause of a problem and get rid of it, and start afresh. It all sounds logical, if one is ready to get to the root cause of the problem. But in fast moving organisations, where we need results fast, we have no time for root cause analysis. And so we focus on symptoms, and find someone or the other to blame and take action accordingly.

The scapegoat is usually the weakest link in the chain – the criminal in case of Greeks and goat in case of Israelites, someone who really has no voice. Thus in many organisations the external partner or the vendor

Organizations need Scapegoats to take Responsibility for Failures

is to blame for the problem. Not the procurement department whose bonus depended on bringing down cost, not the quality control whose demands for paperwork bordered on the ridiculous, not the finance department which delayed payment, not the auditor who loved playing inspector and was not bothered of the results. So vendors are changed, but the problem continues. But by the time we discover the problem has resurfaced, we have a new CEO to deal with who does not know that this has happened before. So once again the scapegoat is punished and the root of the problem festers.

Many leaders use scapegoats to deflect accusations of lack of competency. They hire people in senior positions not to do a job, but to become the focal point of an inevitable failure. The CEO of an online health portal realized too late in the day that the assumptions of his business plan, that had impressed the investors, were wrong. Failure was inevitable. So he hired a sales head and gave him the task of executing the ‘brilliant’ plan. The sales head realised soon enough that the plan given to him was ‘far from brilliant’. He tried to raise his voice but was silenced. When the results came, everyone blamed the implementer not the strategist. No one questioned the strategist. The CEO thus survived. He had calculated that even investors would never admit to the error

in strategy they had themselves approved of and invested in.

Leaders also use scapegoats a lot to protect those who matters to them. An innocent third party of no consequence is often punished to save someone close. It is seen as expression of loyalty. But it also earns us loyal followers, for the one who is saved becomes beholden to the saviour. The one who is not sacrificed becomes the slave, eternally grateful to the saviour. Thus a tribe of loyal followers is created – a corporate fiefdom.

In family-owned companies it is easy to declare overpaid professionals as scapegoats by pointing to their salary and questioning return on investment. When someone is made accountable without empowerment, he needs to know that he is being set up. A leader needs to be aware that people hate taking blame for failures. For they fear taking responsibility will result in loss of power and maybe even termination of employment. And so it is best to not take responsibility and find scapegoats who can be blamed.

Leaders have to ask themselves if they are creating ecosystems where people wish to nurture scapegoats for their survival. They have to keep checking if people being blamed are merely scapegoats or root cause. That is not easy for it means deep investigation and insight, demanding time, which is in short supply in the impatient corporate world.

Devdutt PattanaikAbout the Author: Devdutt Pattanaik is a renowned author, mythologist, and leadership consultant, whose work focuses on deriving management insights from mythology to reveal a very Indian approach to modern business. He has authored over 30 books, many of them best-sellers like Myth = Mithya, Business Sutra, The Pregnant King, and Jaya: An illustrated retelling of the Mahabharata. Trained in medicine, Devdutt spent 15 years in the healthcare industry, with companies such as Apollo Health Street and Sanofi Aventis, before joining Ernst & Young as Business Advisor. All this while, he continued to study and write on mythological stories and symbols, drawing rich insights about business, leadership, and modern life. He was also the Chief Belief Officer of Future Group. He consults Reliance on matters related to culture and Star TV on various mythological serials.


Management

We are now in an era where we have the ability to look at the bigger picture, embracing everything that impacts on a vessel’s ability to generate revenue – the era of ship intelligence. We are using many tools to measure, analyse, provide decision support and to automatically control different functions and services onboard, but they are not designed to work together, so the benefits one system can get from using the ‘intelligence’ from the others is not being utilised.

As systems have evolved we have become much better at equipment health and condition monitoring (CMS) and optimising onboard energy use. Systems that provide condition monitoring, energy optimisation, weather routing, interactive chart displays and power management are helping us sail and maintain vessels more efficiently. Individual vessels are benefitting and some fleet operators are rolling these systems out across the total fleet.

Ships now contain more and more equipment that is increasingly complex. Ballast water treatment systems and exhaust gas treatment are just two additions crews will have to manage in the future. As crews get smaller they will not be able to cope with everything. Therefore automation levels are increasing, and the more complex systems are using

Smarter Shipping

smarter user interfaces. The Unified Bridge from Rolls-Royce discussed on page ten is a good example.

So there is a need for intelligent systems that can run themselves, with the crew becoming supervisors, concentrating on managing the exceptions when they arise and reviewing decisions with the human experience machines don’t have. The technologies that enable experts on land to be placed in the centre of problems onboard are already with us, and developing technologies such as augmented reality are also likely to play a bigger role.

Ships are bombarded with information from multiple sources. Electronic Chart Display & Information Systems

(ECDIS) and Automated Identity Systems (AIS) are just two of them. Intelligent systems will move us from equipment level to system level and will be capable of differentiating between important data that requires some action, and routine data that is just building the operational picture. They can then make the decisions to the level programmed, managing the other events by exception.

IBM’s supercomputer Watson has already demonstrated how vast amounts of data can be used to make informed predictions better than humans in certain medical fields, and is now being offered to businesses to help with complex investment predictions. Ship intelligence will help bring this capability onboard.

The way ships will be operated in the future is part of a constant evolution, and one of the keys to lower costs is the ability to effectively harness the mass of operating data into a central system. Oskar Levander, VP Innovation, Engineering & Technology, Marine at Rolls-Royce, shares his views on ship intelligence.

TOP: Ship intelligence will make greater use of ship systems and sensors to enhance both crew and vessel operating efficiency.


Commercial


But these systems will not develop overnight, it will be a step-by-step approach, and they will not develop themselves. Software parameters need to be set, to select which data sets are deemed to be running normally and what gets identified for escalation. Therefore ship intelligence will be a key technology area for us in the near future – not just the technology, but the role it can play in our products and systems. Near termThere is a possibility certain functions will move onshore. We are already becoming more reliant on pilotless drones and unmanned underwater vehicles; therefore the number of non-safety related tasks undertaken by crews is likely to reduce. A logical start point would be payload systems, which could be updated in logical

steps to reach unmanned operation, where all systems work together. Ship intelligence will make greater use of CMS and sensors located around the ship, to make the crew aware of what is happening around them, for example in hull stresses and the performance of all the systems, which will help identify the best speed for the conditions. Fatigue onboard can also be a problem. Therefore systems that monitor crew activities may well become more commonplace. Data will then be available for analysis and comparison, and can be utilised with discretion to improve crew effectiveness and identify training needs.

Ready for changeMore people are now accepting the

case for increased automation, but some see it as a threat. As with any introduction it will be gradual, so the need for smaller crews will be slow. Many captains now at sea would welcome the chance of going ashore if they could continue to operate vessels, so it may well aid retention.

As ships become smarter, they become safer, helping tackle one of the industry’s biggest issues, the safety record. With human error responsible for more than 75 per cent of today’s vessel accidents, that is good news.

Ship intelligence will be the enabler for machines to do some of the jobs done by humans today, and it may well do them better and more safely.

BES is involved in projects related to training and assessment of seafarers in DGS approved maritime training institutions and in development of learning resources. We are looking for a suitable professional to meet our expanding portfolio of activities.

Board of Examinations for Seafarers Trust(A collaboration of IMEI and CMMI)

Require

Chief Operating Officer

1 Qualifications & Experience: A Class 1 Marine Engineer2 Other Desirable Aspects

A Preferably a member of IMEIB Excellent communication skills and human relationsC Interest in affairs of training and assessment of seafarersD Proficiency in computer – MS Office, internet, database managementE Age – Preferably not more than 60 years but candidates up to 65 years also may apply.

Remuneration: In line with industryPlease send your application and CV by 31st May 2015 to:-Chief Executive Officer Board of Examinations for Seafarers Trust303, Mayuresh Chamber, Sector -11, Plot No. 60,Opp. Raheja Arcade.CBD Belapur,Navi Mumbai- 400 614 Tel: 022-67935170. email:[email protected] Website: www.seafarers.edu.in


Commercial

Fearnleys Weekly Report, April 22. 2015TANKERS

Crude

The April program in the Meg ended shorter than expected with 115 deals done. The tonnage list became tighter than for a long time due to increased Wafr/East and Americas/east volumes, hence increased ton-miles. With May date-confirmations ready, charterers held back and approached carefully with their requirements, but owners felt more confident again and resisted hard. Rates strengthened throughout the week both Meg/East and Meg/West with owners aiming w70 Meg/East. It was nearly accomplished, but as some 30 May stems got done, things appear to have reached a peak and seems to soften. Tonnage availability increasing again from the east but only marginally. Meg/East and Wafr/East voyages yielding abt $65’/day and owners working hard not to give conquered ground away, but find it hard to ignore present earnings while charterers adding pressure on rates. Suezmaxes particularly from Wafr to Western destinations did see rates improve on the back off high fixing volumes specially for the first 10 days of May laycan’s. At the moment TD20 is at w80 and we could see rates improve even further if this activity is sustained. In Med/Bsea we have seen limited activity, however rates still holding on the back of firm rates in Wafr. We still see a high fixing volumes for West to East which also could lead to a firming west market. Baltic topped out at WS 120 and has since mid last week been trading slowly down towards the 100 level. North Sea still looks tight up to end/early dates and prompt cargoes once again proved to pay 10-15 point premium. At the time of writing rates are under pressure, but we could quite easily get a rebounce if additional Fuel Oil cargoes or prompt replacements

Tankers Activity Level VLCC Suezmax Aframax P.E. of Suez P.W. of Suez

Stable Firmer Mixed Soft Mixed

VLCCs fixed all areas last week: 50 30

VLCCs avail. in MEG next 30 days: 86 101

RATES

DIRTY (Spot WS) This week Last week Low 2015 High 2015MEG / West VLCC 36 32 26 39MEG / Japan VLCC 64 62.5 49 70MEG / Singapore VLCC 66 65 50 70WAF / USG 260,000 75 70 62.5 80WAF / USAC 130,000 80 67.5 67.5 100Sidi Kerir / W Me 135,000 82.5 77.5 77.5 125N. Afr / Euromed 80,000 100 112.5 85 200UK / Cont 80,000 127.5 135 92.5 135Caribs / USG 70,000 135 135 100 190CLEAN (Spot WS) This week Last week Low 2015 High 2015MEG / Japan 75,000 92.5 97.5 85 110MEG / Japan 55,000 97.5 107.5 97.5 130MEG / Japan 30,000 130 130 107.5 130Singapore / Japan 30,000 140 142.5 115 150Baltic T/A 60,000 140 142.5 110 145UKC-Med / States 37,000 140 140 100 185USG / UKC-Med 38,000 105 95 50 1601 YEAR T/C (usd/day) (theoretical) This week Last week Low 2015 High 2015VLCC (modern) 42 000 42 000 38 000 45 000Suezmax (modern) 32 000 32 000 28 000 33 000Aframax (modern) 23 000 23 000 22 250 23 000LR2 105,000 24 000 23 750 22 000 24 000LR1 80,000 20 750 20 500 17 750 20 750

MR 47,000 15 500 15 500 14 000 15 500

comes into play. The Med and Bsea Afras have seen a small dip in rates the last week. The end month rush is over, but activity level for early May loading has been quite good thanks to more stems out of Ceyhan. As cargo activity is still good, and the list of available tonnage is rather balanced we expect this market to stabilize around ws100 for the week to come.

Product

Except for the freefalling Handy market in the Mediterranean after a week of mayhem, the CPP spot market has otherwise been fairly steady in the West and softening in the East. – EAST OF SUEZ – LR2 and LR1 market softened further this week as an oversupply of tonnage have squeezed rates further down in


Commercial

both segments. The LR2’s have come down another 5 points and looks steady for now, whilst the LR1’s have dropped some 10 points and is now below ws100 for MEG/JPN. After being some 25 points apart for the last month, this week has narrowed the spread between the LR2 and LR1 market to just 5 points in favor of the LR1’s. Normally one would see the spread at around 10-15 points so the question is whether the LR2’s will fall further or the LR1’s will pick up the pace. The MR have not changed much over the week and rates have gone sideways. – WEST OF SUEZ – The LR2 market has been relatively busy and charterers have quietly taken one ship at a time and kept rates steady during the week. Demand for Gasoline in WAFR has been almost absent this week and so far we have seen limited activity in the LR1 market. Available tonnage is building and rates may be under pressure unless activity picks up. For the MR’s it has been another week of steady rates, and we see very little changes from last week. Last week we saw a Handy Med market on steroids with rates beyond ws300. The air have started coming out of the balloon and so far rates have come below ws200.

DRY BULK

Capesize

Small signs of better rates in the beginning of the period vanished as the week went by, and rates in the Atlantic as well as the Pacific are more or less exact same as the previous

Dry Bulk Activity LevelCapesize Panamax Handysize

Low Moderate Stable

Rates This week Last week Low 2015 High 2015CAPESIZE (usd/day, usd/tonne)TCT Cont/Far East (172’ dwt) 10 600 9 440 9 440 18 700Tubarao / R.dam (Iron ore) 4.8 4.6 4 6Richards Bay/R.dam 4.2 4.15 3 5PANAMAX (usd/day, usd/tonne)Transatlantic RV 6 250 5 300 3000 6 900TCT Cont / F. East 11 000 10 100 8 000 12 400TCT F. East / Cont 325 350 100 575TCT F. East RV 4 400 4 300 2 700 6 000Murmansk b.13-ARA 15/25,000 sc 5.35 5 4.4 5.45Murmansk b.13-L.pool 15/25,000 sc 6 5.75 4.95 6HANDYSIZE (usd/day)Atlantic RV 6 900 6 800 5 200 8 530Pacific RV 5 700 5 650 4 000 9 000TCT Cont / F. East 9 150 8 900 7 200 11 1001 YEAR T/C (usd/day)Capesize 180,000 dwt 9 000 9 000 9 000 13 000Capesize 170,000 dwt 8 000 8 000 8 000 12 000Panamax 75,000 dwt 7 000 7 000 7 000 7 500Handysize 53,000 dwt 8 300 8 300 7 500 9 000Baltic Dry Index (BDI): 600 586 n/a n/a

week. It is still difficult to assess when levels will improve.

Panamax

A temporary positive breeze in the Panamax market, with a steady focus on ECSA grain and some pockets tight for tonnage. Fresh requirements

have elevated rates in the north Atlantic to 6 K+ on T/C and abt 11 K on Fhaul. The eastern hemisphere has turned positive for ppt dates with rates going from APS to DOP in the 4K rge.Tightness for tonnage in the south Pacific is partly because of owners reluctance to do Indo/India


Commercial

buiz and rather head for a long trip via ECSA. Brazil grains @ 22,50 pmt, 12.250 +225 GBB bss APS or arrnd 7.250 from India-SPore range. Nopac activity is scarce. Period activity is subdued, with sh. period at low 7K from N China, low 8K for nice Krmax from India. The forward curve is flat and uninspiring.

Handy

There are some signs of improvement in the market this week. Even though the rates are no more than Usd 100 up w-o-w, the owners are starting to show more positiveness for the weeks to come. The ECSA grain market is helping to absorbe candidates willing feast direction which again is pushing the TA rates up slightly this week. In the USG we see more cargoes being quoted and this will likely push the rates upwards in the days to come. In the pacific there is still a slight standoff between owners and charterers. Beginning May stems are being quoted but owners holding a bit back. Rates are at the same level as last week, and Pac rounds are being fixed in region of Usd 5,700 and even 6k depending on specs and delivery.

GAS

Chartering

The VLGC market has seen a jump upwards in the last week. Mostly because of lack of workable ships both in USG and MEG. The activity in India is currently resulting in

Gas Activity Level COASTER 15-23,000 cbm 82,000 cbmIncreasing Stable Active

LPG RATES * Excl. waiting time, if anySPOT MARKET (usd/month)* This week Last week Low 2015 High 201582.000 cbm / FR 2 385 000 2 050 000 1 430 000 2 760 00057.000 cbm / FR 1 950 000 1 925 000 1 500 000 1 950 00035.600 cbm / FR 1 075 000 1 075 000 1 000 000 1 075 00020.000 cbm / SR 1 025 000 1 025 000 950 000 1 025 00010.000 cbm ETH 500 000 500 000 500 000 560 0006.500 cbm / SR 440 000 440 000 435 000 440 000COASTER Europe 185 000 170 000 135 000 185 000COASTER Asia 140 000 140 000 135 000 140 000

LPG/FOB prices (usd/tonne) Propane Butane ISOFOB North Sea / ANSI 391 424.5Saudi Arabia / CP 460 470MT Belvieu (US Gulf) 285.3 295.6 309Sonatrach : Bethioua 375 435

SPOT MARKET (usd/day) This week Last week Low 2015 High 2015East of Suez 155-165’cbm 29 000 34 000 29 000 65 000West of Suez 155-165’cbm 29 000 34 000 29 000 70 0001 yr TC 155-165’cbm 40 000 43 000 37 400 61 500

substantial delays and ships are now running late for their next cargoes in the MEG. Something like six ships is presently sitting outside Haldia waiting now, and rates owners are asking has nearly doubled. At the time of writing, we count six Indian cargoes for May loading. The Baltic moving up USD 10/mt from last week

and is expected to gradually move further north. Charterers struggle to find workable vessel in USG for late May, for both short and long hauls. The gap between charterers and owners expectations might tempt some to at least, consider canceling cargoes in the end. The delivery rush of 2015 newbuildings has started, and the market needs to absorb about one new ship every week for the balance of the year. Nevertheless, we see the market remain firm throughout 2015.

NEWBUILDING

Ordering activity in the container market continues with orders from both Hapag-Lloyd and MSC. The 11,000 TEU vessels ordered by MSC at Hanjin Philippines are reported at USD 80 mill. On the tanker side, Bahri reportedly placed an order for 5+5 VLCCs at HHI at USD 98 mill, which is fully in line with current newbuilding prices.

Commercial


Market briefThis week Last week Low 2015 High 2015

Rate of exchangeJPY/USD 119.5 119.6 116.3 121.5KRW/USD 1 077 1 096 1 077 1 130NOK/USD 7.83 7.96 7.52 8.34USD/EUR 1.08 1.06 1.06 1.18Interest rateLIBOR USD 6 mnths 0.41 0.4 0.36 0.41

NIBOR NOK 6 mnths 1.37 1.38 1.16 1.5

Commodity pricesBrent spot (USD) 61.89 60.53 47.16 61.89

Bunker pricesSingapore 380 CST 351 330 269 380

180 CST 363 344 274 391Gasoil 591 571 485 608

Rotterdam 380 LSFO380 HSFO 324 307 232 325180 CST 362 353 279 367

Diesel 555 532 447 570

Activity Level Tankers Dry Bulkers Others Moderate Slow Active

Prices Average far Eastern Prices

PRICES (mill usd) This week

Last week

Low 2015

High 2015

VLCC 300’dwt 97 97 97 97

Suezmax 150’dwt 65 65 65 65Aframax 110’dwt 53 53 53 53.5Product 50’dwt 36 36 36 37Capesize 180’dwt 52 52 52 54Panamax 82’dwt 28 28 28 29.5Handymax 64’dwt 26 26 26 27.5LNGC 160’cbm - DFDE 197 198 197 200

LNGC 170’cbm - DFDE 207 208 207 208

NEWBUILDING CONTRACTS

Type No Size Yard Buyer Del Price Comm

CO 5 10500 TEU HHI Hapag

Lloyd 2016-2017

CO 4 11000 TEU

Hanjin Phil MSC 2017 80

MT 5 320000 DWT HHI Bahri 2017-

2018 98 + 5 op-tions

Chem 2 38000 DWT

Kitani-hon

Doun Kisen K.K 2018

BC 2 38000 DWT

Avic Weihai MST 2016-

2017 22

DEMOLITIONSSold for demolitionVessel name Size Ldt Built Buyer PriceMV Berge Vik 310 686 46 262 1987 Pakistani 430MV Prosperity 161 192 19 856 1995 Pakistani 420MV Alpha Action 150 790 18 616 1994 Pakistani 421MV Anangel Omonia 73 519 10 473 1996 Pakistani 400

MV Rong Yi 70 321 9 200 1989 Bangla-deshi 395

CONT MOL Wisdom 39 814 15 599 1995 Indian 435

Commercial



TICK MARK THE RIGHT ANSWER

1. The main precaution to be taken while restarting an oil fired boiler after flame failure is:a. Reduce the fuel oil pressureb. Allow the boiler to cool down for

few hoursc. Ensure adequate purging of the

furnace has been carried outd. Increase water level in the drum

2. The over pressurisation of the cooling water jackets in main air compressor are prevented by fitting:a. Relief valveb. Bursting discc. Pressure gauged. Either a or b

3. The working principle of purifiers onboard the ships are based on which physical property of liquid: a. Temperatureb. Acidityc. Densityd. Solubility

4. The type of valves located on the E/R bilge piping system at the suction of bilge wells are:a. Butterfly valveb. Screw down non return Valvec. 3way valved. Relief valve

5. Does the fire main on board ships, which is supplied water by centrifugal pumps require fitment of a pressure relief valve:a. Yes, relief valve is needed to

protect the piping when fire main is connected to shore connection

b. Either relief valve or high pressure alarm

c. Not required d. Both relief valve and high pressure

alarm are to be fitted

6. Banking a Boiler means:a. Maintain highest possible pressure

Multiple – choice – Questions & Answersb. Shut off the Boiler immediatelyc. Maintain certain low pressure not

allowing the boiler to cool downd. Shut down the Boiler and allow it

to cool down

7. A deck seal is used to: a. Seal holes on the ship main deckb. Prevent backflow of cargo vapours

from cargo tanksc. Ensure sealing of the bulkheads

between the E/R and deckd. Slip passage of sea water between

E/R & deck

8. An O2 analyser forms part of the following system onboard tankers:

a. Medical first aid kit

b. Scavenge air system

c. Inert gas system

d. Exhaust gas system

9. The continued use of shore water in the ship boilers will lead to:a. Overflow of vessel fresh water

tankerb. Corrosion inside the furnacec. Scale formation & failure of boiler

tubesd. Reduction in steam consumption

10. The excess steam that is generated from a ships boiler is:

a. Vented through to the atmosphere b. Returns back to the boiler steam

drumc. Returns to the boiler feed water

tank through the atmospheric condenser

d. Used for heating of fresh water tanks

11. The testing of boiler water content for chlorides will indicate the level of:a. Alkalinityb. Sedimentsc. Sea water contaminationd. Phosphates present in the water

12. During your watch, you notice that the Fuel oil viscosity prior injection into the engine, as indicated in the viscotherm is more than the specified value. Your corrective action will be to:a. Increase steam supply to the fuel

oil heaterb. Reduce steam supply to the fuel

oil heater c. Start mixing diesel oild. Change over consumption to

diesel oil

13. The fuel oil transfer pump is observed to draw more than normal amps while transferring fuel from the bunker tanks. One of the reasons could be: a. Fuel is contaminated with waterb. Fuel temperature is too lowc. Pump seal is leakingd. Low level in bunker tank

14. Water washing of T/C is normally carried out after:a. Reducing the load on the engine

gradually to the value specified in the maker’s manual

b. Increasing the RPM to MCRc. Ensuring that the engine is at NCRd. Rapidly reducing the engine

load to the value specified in the engine

15. The emergency bilge injection valve is used: a. To pump out engine room bilges

when bilge tank high level alarm is raised

b. To inject chemicals for washing of tank top

c. To inject sea water for cleaning of tank top

d. To pump out E/R bilges in the event of flooding

16. High salinity alarm is given for the FWG during a watch. You will check and regulate:

Student


a. Shell temperatureb. Setting of the alarm valuec. Feed to the evaporatord. Flow to the condenser

17. The oil drained out after back washing of the ME LO auto filter:a. Goes to the L.O. sludge tank via

the sludge checker filterb. Goes to the ME sump via the

sludge checker filterc. Is collected and send for LO

analysisd. Is send to the L.O. settling tank

via the filter and the L.O. transfer pump

18. Testing of the cooling water samples on board ships is done to determine the level of:a. Fuel oil contaminationb. Residual level of chlorinec. Residual level of corrosion

inhibitorsd. Level of iron oxide from corrosion

19. The air vents on boilers are opened up after depressurising the boiler to:

a. Allow the excess steam to escapeb. Prevent vacuum formationc. Prevent internal corrosiond. To drain out water that is formed

by condensation of the steam

20. The reason for a oil purifier overflowing could be: a. Reduced RPM of the purifier b. Excessive oil inlet to the purifierc. Both of aboved. None of above

21. Residual chlorine content test is carried out for sample drawn from the:a. ME jacket cooling systemb. Sewage treatment plant dischargec. Oily water separator discharged. Boiler blow down discharge

22. The main air compressor discharge air temperature high alarm and trip is set at:a. 125 deg Cb. 95 deg Cc. 65 deg C

d. 25 deg C above Sea water Temperature

23. The flame eye used in auxiliary boiler burners are basically:a. Temperature sensorsb. Pyrometersc. Photovoltaic cellsd. Capacitors

24. The hazardous gas that can be present in battery rooms is:a. H2Sb. COc. H2

d. CH4

25. Wear ring in a centrifugal pump is provided to: a. Prevent water short cycling from

discharge side to suction side of the impeller

b. Save the impeller shaft from wearc. Maintain correct alignment

between motor and pump shaftd. To protect bearings from wear.

(Answers are on Page 15)

Student


The initiation of a crankcase explosion is a ‘hot spot’ or overheated parts within or adjacent to the crankcase of an operating engine. Due to the ‘hot spot’ lub oil coming in contact with it gets evaporated. The evaporated oil circulates to the cooler part of the crankcase and there it condenses to form a white mist consisting of finely divided oil particles well mixed with air. If this mist having right proportion of air circulates back to the hot spot, it will be ignited and a primary explosion occurs. The explosion may cause considerable pressure rise to blow off the crankcase doors if relief valves are not fitted and the vacuum which follows the primary explosion will draw the atmospheric air into the crankcase where it will mix with evaporated & burning oil to cause a secondary explosion.

The causes of hot spot & explosive oily mist in the crankcase are:

1. The frictional heat generated due to rubbing at the crankcase bearings, piston rod glands, timing chain etc.

2. Failure of lub oil supply.

3. Inadequate clearance between bearings and other moving parts.

4. Prolong overloading of engine.

5. Reduction of flashpoint of crankcase oil due to contamination with fuel oil in trunk piston engine.

6. Hot combustion gas or sparks from piston blow past in trunk piston engine.

7. By scavenge fire, resulting in heating of diaphragm, piston rod etc.

Action after receiving alarm from OMD:

1. Note the position of the crankcase chamber having hot spot pointed by the sampling knob.

Crankcase Explosion2. Operate the selector button, turn

the sampling valve knob to zero position for zero check, alarm should stop.

3. Operate the check button, the meter should swing on the scale and alarm should sound / operate.

4. Release the selector button, if the alarm comes from the same crankcase channel then it is confirmed that the alarm is not false.

Action after detecting hot spot:

1. Reduce the engine speed to reduce the heat generation.

2. Increase lubrication to the running surfaces.

3. Keep clear off crankcase relief door to prevent personnel injury, keep fire extinguisher ready & open skylight.

4. Inform Chief Engineer, bridge, stop engine, open indicator cocks, engage turning gear and turn engine with lub oil circulation continuing to prevent engine seizure.

5. After about 30 minutes or more when the engine is sufficiently cooled down, stop lub oil pumps and open crankcase door.

6. Try to locate the hot spot by feeling over and by observation.

7. If the hot spot is located, prevent reoccurrence by making permanent repair.

8. Make thorough inspection of crankcase.

9. Pay particular attention to hot bearings, piston, bottom end bolts, guides and piston rod around stuffing box.

10. Start lub oil pumps and check for proper flow of oil from every lubrication point.

11. If everything is found normal, inform bridge, start the engine and gradually increase speed. Outside feel over sequence to be carried out for satisfactory operation.

Preventive measures of crankcase explosion:

1. Engine cooling should be continued for some time to ensure adequate cooling of the engine.

2. Ensure proper purification and analysis of lub oil.

3. Lub oil filter to be changed over & cleaned as per schedule.

4. Ensure proper cylinder lubrication by checking the condition of piston, piston rings and liner through scavenge or exhaust ports.

5. Clean scavenge space as per schedule & drain scavenge spaces regularly.

6. Maintain the stuffing box gland sealing in good condition.

7. All running gears maintenance & checks to be carried out as per PMS.

8. Be alert & rectify any abnormal noise in crankcase.

9. All safety trips & alarms fitted on M/E to be tried out for satisfactory operation.

10. Proper watch on all running gears temperature & pressure to be maintained.

11. Blow through all sampling tubes of OMD regularly.

12. Zero adjustment & sensitivity of OMD to be checked regularly.

13. Check for oil leakage at crankcase explosion relief doors & check for the operation by hand.

14. Check flame trap for cleanliness and intact condition.

Student



Protection Devices Fixed in Crankcase:

1. Relief Door / Valve:

a. Internal combustion engine of a cylinder diameter of 200 mm or crankcase volume of 0.6 m3 and above shall be provided with crankcase explosion relief valves of suitable type with sufficient area. The relief valves shall be provided to ensure that discharge from them is so directed as to minimize the possibility of injury to personnel. SOLAS Regulations 27(4) machinery.

b. Automatic self-closing relief doors should be of robust construction to prevent crankcase structure from rupturing and spreading the fire to the whole engine room.

c. Self-closing is to prevent ingress of air after first explosion

which leads to secondary explosion.

d. Mild steel wire gauge prevents emission of flame by reducing temperature of gas passing through. When the wire gauge is wetted with oil mist, it dissipates heat at greater rate and becomes more effective as a flame trap.

e. External aluminum valve cover secures the valve spring and deflects hot gases over an arc of 1200 aimed where it can do lease damage.

f. The valve disc is of aluminium alloy, which reduced its mass and the inertia to be overcome when opening or closing rapidly.

g. The large diameter spring will give sensitivity and allow the valve to float and the absence of a

valve spindle eliminates the risk of the valve jamming.h. The valve landing must make a gas oil tight seal when closed and a non-stick oil & heat resisting rubber ring is fitted to the disc face.i. The relief valve should be tested periodically by hand, spring and rubber ring should be inspected and the gauge to be cleaned.

Oil Mist Detector:

a. Monitors samples of air and vapor mixture taken continuously from the crankcase of a diesel engine.b. Detects the presence of oil mist far below the lower explosive limit and operates visual and audible alarms and engine is slowed down to prevent serious damage or an explosion.

The shipbuilding industry is riding the 'Make in India' plank to urge the defence sector to order vessels from the domestic companies instead of turning to firms abroad.

The ministry of shipping has written to the defence ministry to encourage Indian shipbuilding sector by allowing domestic firms to build some of its vessels from a total order book that runs into over $92 billion (about Rs 5.7 lakh crore). The shipping ministry is batting for not just public sector entities like the Cochin Shipyard but also private companies including Bharti Shipyard and ABG Shipyard, among others, to promote the entire industry.

The industry has been in the doldrums for the past four years due to a fall in orders from shipping companies. Several companies are undergoing corporate debt

Make in India: Shipping Ministry urges Defence Ministry to order vessels from domestic firms

restructuring (CDR) or running into severe losses. The majority of the orders with the Cochin Shipyard are from the Navy and Air Force, helping keep the company afloat.

The shipping ministry has sought easing of the CDR process to help these companies. "The stressed books of the shipbuilding companies are a big deterrent to getting new orders. We will address that problem," a senior official said. The ministry has also proposed a number of measures to the Reserve Bank of India to enable better access to financing for shipbuilding yards. One of the suggestions is to allow the shipbuilding companies buyer's credit and pre-shipment credit in foreign currency (PCFC). This will help them import raw materials, especially ones not available in India for vessel construction, even without a domestic or export order.

The shipbuilding industry is also hoping to get infrastructure status, which will automatically increase its ability to use extra commercial borrowings.

The order book of the Indian Navy includes submarines, frigates, destroyers, aircraft carriers, offshore patrol vessels, corvettes, oceanographic and research vessels, etc.

While orders for commercial ships have dried up, the defence sector's order book has thrived. Indian shipbuilding companies may be given advantages such as first right of refusal or price preference to get ahead of others in getting these orders. But procuring adequate technical expertise in a closely guarded sector like defence could still put them on a weak footing.

Source: Times of India

News Brief:


Student

These elections are now due and the schedule of elections is printed here as per our operating rules (ORP) as per the GC decision in 45th GCM 10/11 January 2004 Resolution no.45.19.

QUOTE:Nomination papers for all the elections to be posted to all eligible corporate members i.e Fellows, Members, Associate Members by 1st February of every odd year.

Nomination papers to be received in the Institute‘s office as per direction given in the form by 15th March of every odd year.

Last date of withdrawing nomination is 30th, March of every odd year.

Scrutiny of the Nomination papers will be completed by the Returning Officer by 25th March of every year.

Printing of ballot papers to be completed by 5th May of every odd year.

Posting of ballot papers under certificate of posting to be completed by 15th May of every odd year.

Last date of receiving ballot papers at the Institute’s office as per direction printed in the ballot paper is 1st August of every odd year. These will be deposited in a sealed ballot paper box.

Election officer will form a Scrutinizing Committee of three non contesting Fellow members of the Institute and inform all concerned about the venue, time and date when ballot box will be opened with the help of our Office staff. This information should be sent out at least 20 days in advance by printing the details in August & September issue of MER.

Also Information related to the election schedule should be published repeatedly in our monthly journal MER in Feb, March, April, May, June, July and August.

All election result to be declared at the Annual General Meeting of IMEI every odd year.UNQUOTEAs per above schedule the Nominations papers have been posted by 01.02.2015. Posting of BALLOT PAPERS will be completed by 15.05.2015.Voting members (only fully paid up corporate members i.e. Fellows, Members, and Associate Members) must appreciate that voting is strictly A PERSONAL PRIVILEGE and must be done by the member himself ONLY. The voting and Ballot papers are kept absolutely CONFIDENTIAL in our system and NO ONE knows who has voted for whom. All voters are requested to exercise their privilege of voting.Members are, requested NOT TO HANDOVER THEIR BALLOT PAPERS TO ANYONE ELSE AND ALSO INFORM THEIR FAMILIES ACCORDINGLY.There is an ELECTION OFFICER APPOINTED by 31st AGM held on 20th SEPT, 2014 and a scrutinizing committee of three persons will be formed, who are to ensure that IME (I)’s ELECTIONS are as transparent as can be.If any member has any questions/suggestions in this regard, they may contact the undersigned.

Election Officer [email protected]

Elections For IMEI Governing Council, Branch and Chapter Executive Committees

for 2015-2017



1. 6 fully furnished Air-Conditioned Bedrooms on double-occupancy basis.

2. Each Room contains a Fridge, TV, Cable connection, Tea/coffee making facilities etc.

3. Limited Common Pantry facilities available and well supported wrt home delivery from neighbouring eating joints of good / excellent quality.

Location: Approx. 3 Kms. From Goa Airport on the road to Bogmalo (Map attached)For reservations: Kindly contact: IMEI house, Plot No. 94, Sector 19, Nerul East, Navi Mumbai 400706.Email: [email protected], Tel: 022-27701664/27706749PIC: Mr. D. Shetkar: 9833250160

IMEI Goa HouseThis is to inform members that the newly constructed IMEI House, Located at D-27, Rangavi Estate, Dabolim, Goa 403 801, is open for occupation and enhance its usage, we are now throwing open the facility to all grades of IME Membership (including students members). Further, the charges for the room have been pegged at a reasonable Rs. 1,000/- per room/night. Membership Number essential at the time of booking. In view of the impending holiday season, you are requested to avail of the subsidized facilities as mentioned below:

WMTC is an international conference conducted once every 3 years wherein the hosts comprise professional bodies from all over the world, The Institute of Marine Engineers India (IMEI) being one of them. WMTC 2009 was hosted under the aegis of IMEI in Mumbai, at which time our Mr. K R Sachar, one of our distinguished Fellows and Past Chairman (Mumbai branch) was the Convenor.

The next WMTC is scheduled to be held in Rhode Island, USA in November 2015, under the aegis of SNAME, where IMEI will take an active part. Of the many sessions, IMEI will be Session Organizer (along with IMarEST) for the topic, "Coatings and Corrosion".

IMEI has nominated Mr. Ranjit Singh of Essar to be our representative for the chosen topic. In addition, Mr. C P K Kashyap, Mr. A K Sahu and Mr. A Pharikal have graciously accepted to support Mr. Singh on the abstracts / paper reviews.

Mr. Ranjit Singh's details are given below:

Mr. Ranjit Singh - Chief Technical Officer, ESSAR Shipping Limited, Mumbai

Contact details: Email: [email protected], Mobile: +91 98197 31472

Following are the other members of the team, who are designated to support Mr. Singh:

Mr. C P K Kashyap - President - Operations - Sanmar Shipping Limited, Chennai

Mr. A K Sahu - General Manager - Technical - The Great Eastern Shipping Co. Ltd., Mumbai

Mr. Asit Pharikal - General Manager - Technical - India Steamship, Kolkata

WMTC - World Maritime Technology Conference - November 2015, USA




Shri. Deepak Shetty, D.G. Shipping and Shri. Arun Kumar Gupta, C&MD, SCI with Shri. Narendra Modi, Hon’ble Prime Minister of India, Shri. Nitin Gadkari, Minister of Shipping and Shri. Pon Radhakrishnan, Minister of State for Shipping, at PM’s residence in New Delhi on 30th March 2015 on the occasion of NMD Flag pinning and Inauguration of the National Merchant Navy Week Celebrations 2015. The event was also attended by Shri. Rajive Kumar, Secretary (Shipping), Shri. Alok Srivastava, Additional Secretary (Shipping), Shri. Atul Agarwal, President, INSA and Shri. A.Y.Serang, General Secretary, NUSI.

National Maritime Day

Dr. Brijendra K. Saxena, Immediate Past President and Principal, Tolani Maritime Institute was conferred with the “Outstanding Contribution to Maritime Education & Training Award” by the National Maritime Day Celebrations Committee, on the

52nd National Maritime Day Awards

National Maritime Day, 5th April 2015 in a well-attended function at YB Chavan Auditorium, Mumbai.

Bhagyashree Ogale, Graduate Member, IMEI and daughter of Mr. Sanjeev Ogale, Governing Council

member, IMEI, was awarded the “Youngest Lady Officer who obtained MEO Class IV CoC in 2014” award.

Dr. Saxena, in his acceptance remarks, acknowledged this award as a recognition of the work done by all at TMI and all those who take maritime education and training seriously. He also thanked the Committee. Mrs. Ogale, mother of Bhagyashree also thanked the Committee and TMI and its faculty.

Dr. Brijendra K. Saxena receiving the Outstanding Contribution to Maritime Education & Training Award

Ms. Bhagyashree Ogale



The 52nd National Maritime Day celebrations were held at the Ravindra Bhavan, Vasco-da-gama, Goa on 5th of April 2015. Hon.

Governor of Goa H.E. Smt. Mridula Sinha gave an award and certificate of recognition to Shri. Dipak B Shah, Deputy Director, Institute of Maritime Studies, Goa and Hon. Secretary of Goa Branch for his Lifetime Contribution rendered to the Maritime Industry of Goa.

The 52nd National Maritime Day

Celebrations at Goa

Hon. Governor of Goa H.E. Smt. Mridula Sinha presenting the Certificate of Recognition to Dipak B Shah for his

Lifetime Contribution to the Maritime Industry of Goa.

TRANSTECH 15, an All Indian Seminar, was organized by Tolani Maritime Institute in association with the Institute of Marine Engineers (India), Pune Branch and the Institution of Engineers (India), from 26 to 28 February 2015. The theme of this All India Seminar was "Sustainable Innovations for Enhancing Industrial Growth".

The inaugural function was graced by Chief Guest, Cmde. G. Srinivasan, Commanding Officer, INS Shivaji, Lonavala. This year 27 papers were submitted. Out of these 18 were selected and presented.

Report on TRANSTECH 2015 – 26 to 28 February 2015

Besides the papers 11 numbers of models were displayed. Besides student papers invited talks were given by Mr. Amit Khare, Business

Leader, Marine Products, Alfa Laval Pune, Capt. Mukesh Gautama, Managing Director, Wilson Surveyors and Adjusters Pvt. Ltd, Mumbai, Capt. Manoj Hirkane and Mr. Sudhir Sindgi, Sr. faculty members from TMI.On the evening of the opening day a Hindustani Vocal recital by Prof. Sandeep Deshmukh was arranged by SPICMACAY and the same was attended by participants. Capt. Michael Demenezes,

General Manager of NYK Ship Management Pvt. Ltd., Mumbai, was Chief Guest of the Valedictory function and gave the prizes.

Tribesmen Take Control of Yemen Oil Terminal

Yemeni tribal forces took control of a major southern oil terminal and airport after military forces protecting it withdrew from the site, local officials and residents told Reuters. The tribal group known as Al-Majles al-Ahli made up of former Al Qaeda militants and other tribal groups took over the terminal in the city of Al-Shihr in Hadramawt province, according to local officials and residents in the region. They said there were no clashes between the soldiers and the tribal forces.

The terminal is one of the major hubs for Hadramout region exporting an average of 120,000 to 140,000 barrel per day (bpd) of crude from fields in the area.

The tribal groups also took over a military air base in the area and Al-Rayyan International Airport, local officials told Reuters. The Houthis, who have formed an alliance of convenience with army units loyal to former Yemeni president Ali Abdullah Saleh, seized the capital Sanaa in September and then advanced towards the southern port city of Aden. Saudi Arabia is leading a campaign to drive back the Houthis.

Nearby shipping lanes, including the narrow Bab el-Mandeb passage through which nearly four million barrels of oil are shipped daily en route to the Red Sea and Suez Canal, could also be at risk from the conflict.

Source: Maritime Executive

News Brief:



News from Goa branch – 14th April 2015The monthly technical meeting of the Goa branch was held on 14th April 2015 at 1730 hrs. at IMEI House. Dr. R.P. Pradhan, Associate Professor, BITS Pilani, KK Birla Goa Campus spoke on "Indian Shipping Industry: Potentials & Prospects".

Dr. Pradhan said that the thrust of “Make in India” was towards a Swadeshi Shipping Economy. He mentioned that the Maritime Agenda 2020 has 54 agenda items to be achieved. Govt. of India proposes Rs. 4.43 lakh crore investments of which Rs. 1.2 lakh crore of investments are proposed for the shipping industry. India has the advantages such as a large coastline, lower labour cost, more ports, many shipyards and ship repair facilities. A huge domestic market for naval projects is needed to be met by the indigenous ship building

yards. India has some challenges. They are high cost of shipping, tax regime, poor shipping time, policy and ground reality mismatch, and we require a serious Govt. intervention and facilitation to promote the sector.

He felt the disadvantages are a poor labour productivity, absence of support infrastructure high port charges. He mentioned how in countries like Singapore, Hong Kong, and South Korea incentives have been given to their shipping sector. He emphasized that the shipping sector in India is on the verge of take-off and in the years to come we will see a surge in activities with the support of the Govt. of India.

There were queries which were able answered by the esteemed speaker. The meeting was attended by surveyors,

marine engineers and the cadets of the 14th batch of Graduate engineers of the Institute of Maritime Studies. Shri. Dilip Mehrotra, Chairman Goa Branch presented a memento to Dr. Pradhan.

Dr R.P.Pradhan, Associate Professor, BITS Pilani, KK Birla Goa Campus making his presentation





IMEI FACILITATION CENTRES

1. Head office, Nerul Navi Mumbai IMEI House, Plot no. 94, Sector 19, Nerul East, Navi Mumbai - 400 706; Tel No. 022-27701663; E-mail : [email protected] Timing : On working days ( Monday / Wednesday and Thursday - 1000 Hrs to 1300 Hrs Fees: a) In case of applicant of Watch Keeping Certificates -WKC -

1) One DD for Rs. 3750/- favouring “ Principal Officer MMD, Mumbai”And 2) One DD for Rs. 2528/- ( service tax inclusive) , favouring “The Institute of Marine Engineers (India)”

b) In case of applicant of Tankers Endorsement - TE- (for each Endorsement) 1) One DD for Rs. 3000/- favouring “ Principal Officer MMD, Mumbai “And 2) One DD for Rs. 1517/- (service tax inclusive), favouring “The Institute of Marine Engineers (India)”

2. The Institute of Marine Engineers (India), Kolkata BranchFor All Candidates, including those employed with a shipping company which is a member of INSA, MASSA, FOSMA or ICCSAFlat No. A-1/2, Siddhartha Apartments, 31/3 Sahapur Colony, Block J, New Alipore,Kolkata - 700 053; Tel No.: 033 24987805FC – Coordinator Mobile: +91 9831669152; E-mail: [email protected] : For collection of application form 1000 hrs to 1300 hrs on week days Monday to Friday Fees: a) In case of applicant of Watch Keeping Certificates -WKC 1. One DD for Rs. 3750/- favouring “ The Pay & Accounts Officer (Shipping). Kolkata” And 2) One DD for Rs. 2528/- ( service tax inclusive), favouring “ The Institute of Marine Engineers ( India)”b) In case of applicant of Tankers Endorsement - TE- ( for each Endorsement) 1) One DD for Rs. 3000/- favouring “The Pay & Accounts Officer (Shipping). Kolkata” And 2) One DD for Rs. 1517/- ( service tax inclusive), favouring “ The Institute of Marine Engineers ( India)”

At Head Office Nerul Navi Mumbai, Kolkata, Chennai And Kochi

Issue of Watch Keeping Certificate (WKC)and Tanker Endorsement (TE)

The Institute of Marine Engineers (India) has been authorized by the Directorate General of Shipping to issue Watch Keeping Certificates (WKC) to Engine Room Ratings and Tanker Endorsement (TE) to Engine Room Ratings, Engine Room Petty Officers, Engineer Officer Trainees, vide addendum to NT/ENGG Circular No. 12 of 2012 dated16. 04.2013.

IMEI Facilitation Centers addresses and contact nos:



3. The Institute of Marine Engineers (India), Chennai Branch For All Candidates, including those employed with a shipping company which is a member of INSA, MASSA, FOSMA or ICCSAUnit-II, 3rd Floor, Raja Annamalai Building, 72 Rukmani Lakshmipathy Salai, Egmore, Chennai – 600 008. Tel No : 044 – 2037 4846 / 2851 2733; E-mail : [email protected] : Issue of Application forms and Documentation will be on week days Monday to Friday - 1000 Hrs to 1700 (except submission time and isssue of Certificate time) Report along with duly completed application forms with Original Documents on Wednesday and Fridays from : 1000 hrs till 1300 Hrs Issue of Certificates will be on Thursday from 1430 Jrs to 1630 Hrs Fees : a) In case of applicant of Watch Keeping Certificates -WKC - 1) One DD for Rs. 3750/- favouring “ Principal Officer MMD, Chennai” And 2) One DD for Rs. 2528/- ( service tax inclusive) , favouring “ IMEI Facilitation Centre, Chennai”b) In case of applicant of Tankers Endorsement - TE- ( for each Endorsement) 1) One DD for Rs. 3000/- favouring “ Principal Officer MMD, Chennai “ And 2) One DD for Rs. 1517/- ( service tax inclusive), favouring “IMEI Facilitation Centre, Chennai”

4. IMEI FACILITATION CENTRE, Institute of Marine Engineers (India) Kochi BranchIMEI House, 29/427, South Janatha Road (near Manamel Temple), Vyttila, Kochi-682019Tel:- 0484 – 23024914 / 2306626E-mail: [email protected]; [email protected]; [email protected]; [email protected] HOURS: 1330 HOURS TO 1800 HOURS ON ALL WORKING DAYS FROM MONDAY TO FRIDAYFEES APPLICABLE:WATCH KEEPING CERTIFICATE: MMD Fees: – Rs 3750/- + Rs. 60/- bank charges. Total: - Rs. 3810/- FC IME(I) Service charges:- Rs. 2250/- + Rs. 278/- Service Tax. Total: - Rs. 2528/- TANKER ENDORSEMENTS:MMD FEES: - Rs. 3000/- +Rs. 60/- bank charges. Total: - Rs. 3060/-FC IME(I) Service Charges:- Rs. 1350/- + Rs. 167/- Service Tax. MMD fees are to be remitted to Syndicate Bank, Wellington Island Branch close to MMD Kochi, using the MMD chalan form which will be given along with the application form.FC IME(I) Service Charges are to be directly remitted to The Institute of Marine Engineers (India), Kochi Branch SB Account No: 10471435894 with the State Bank of India, Vyttila (code 08694) branch, 29/1288, B-Cummins Building, Vyttila Junction, NH 47, Kochi-682019, IFSC Code: SBIN0008694. This bank is close to FC IME(I) Kochi ). The remittance can be done either by net transfer or by using the pay-in-slips which can be collected along with the application form. DD in favour of ‘The Institute of Marine Engineers (India), Kochi Branch’ payable at Kochi will also be acceptable.Notes:1. Tanker Endorsements will be issued after a minimum of TWO clear working days subject to verification of documents & realization of payments. The certificates are to be collected in person by the candidates after confirming with FC by telephone and on presentation of original receipt issued on submission of application. 2. Watch Keeping Certificates will be issued after a minimum of FIFTEEN clear working days subject to verification of documents and realization of payments. Delayed verification response from companies and institutes issuing the certificates, may delay the issue of Watch Keeping Certificates. The certificates will be sent by speed post to the candidates.3. Requests for earlier issue of certificates will not be entertained under any circumstances.4. Fees once remitted will not be returnable under any circumstances.

The Institute of Marine Engineers (India), Kochi Branch(An ISO 9001:2008 Certified Institute & Approved by DGS)

IME(I) House, No.29/427, South Janatha Road, Vyttila, Kochi-682019Tel: 0484-2302491, 0484-2306626, e-mail:[email protected], [email protected]

Registration opened for following courseMEO Class II (F.G.) - 4 months Preparatory Course commencing 15th of every month.

Engine Room Simulator - Operational / Management Level will be arranged at KM School of Marine Engineering, CUSAT, Cochin, Kerala.

Courses are conducted by highly experienced faculty.For enquiries please contact:

Shri. Thomas Kurian, Course Co-ordinator. Tel : 0484 - 2302491, 0484 - 2306626

Donate to the Building FundThe third phase of the building construction of IMEI House shall commence in the next few months and needs to be completed by December 2015.

Kindly contribute generously to the Building Fund to enable this expansion. All donations can be claimed as deductions u/s 80G of the IT Act.

Mr. Tejaswi Puthran, A-6837, of IMEI has donated Rs. 25000/- in the Building Fund.

Membership I Cards for ALL IMEI Members

All IMEI Members are requested to provide/ update their following data to enable us to start making Membership I cards for them:1. Full Name 2. Permanent Address with Pin Code 3. Landline Number (if any)4. Mobile Number 5. Email IdKindly also send a scanned copy of your recent Passport size photograph(Minimum 200dpi) to [email protected] or write to The Membership CellThe Institute of Marine Engineers (India)IMEI House, Plot no. 94, Sector 19, Nerul East, Navi Mumbai 400 706

Hon. General Secretary

Institute Ties And T-Shirts For

SaleDear Member,Newly made institute ties and tshirts are available for sale at the following attractive prices:Ties @ Rs. 200/- EachT-shirts @ Rs. 100/- EachCourier charges if applicable, shall be extra on actuals.



Contact Details Of Branches & ChaptersCHENNAI• Tel.: 044-28512733• E-mail: [email protected]• Tel.: +91-11-40545397 / 41660109 / 41660110• Fax: +91-11-26162857• E-mail: [email protected]

GOA• Tel.: 0832-2538500 • E-mail: [email protected]

GUJARAT • Tel: 02836-232123 • Fax: 02836-231812• E-mail: [email protected]• Tel.:  040-2307717, 2337 2118 • E-mail : [email protected]• Tel: 0484 2302491 • Cell: 9388609429• Fax: 0484 2302491 • E-mail: imcochin@ sify.com

KARNATAKA • Cell: 9845081822 • E-mail: [email protected]

KOLKATA• Tel.: 91-33-24987805 • E-mail:[email protected]

MUMBAI• Tel.: 022 - 2285 1195 • Fax : 2285 1195• E-mail : [email protected]

NAVI MUMBAI • Tel.: 022 - 022-27701664/022-27706749• E-mail : [email protected]

NERUL TRAINING CENTRE • Tel. 022-27711663 / 27701664 / 27706749• E-mail : [email protected]

PATNA • Tel : 0612-2683186• E-mail : [email protected]

PUNE• Tel. : 020 3290 3233, 2426 1679, 2426 9783 • Fax : 020-56016304 • E-mail : [email protected]

VISAKHAPATNAM• E-mail : [email protected]• Website. : https://sites.google.com/site/imevizag

The Institute Of Marine Engineers (India)

Note : Payment can be done through the ICICI Bank on A/C No.015101031872 in the name of “Institute of Marine Engineers (India)” only after confirming the availability of seats.

IMEI HOUSE, Plot No. 94, Sector – 19, Nerul, Navi Mumbai. Tel: 2770 1664, 27706749 Telefax: 27711663 (Direct), email: [email protected] • Website: www.imare.in

REGISTRATION OPEN FOR Following DGS APPROVED COURSES

• Refresher & Up gradation Course for Engineer Officers commencing on 11th May / 15th June / 13th July/ 17th August/ 14th Sept./12th Oct./16th Nov./14th Dec.2015

• MEO CL. II (FG) – 4 months Prep. Course commencing on 1st Aug./ 1st Sept./1st Oct./1st Nov. / 1st Dec. 2015

• MEO CL. III(NCV_CEO) & (NCV_SEO) preparatory course commencing on 1st Sept./1st Oct./1st Nov. / 1st Dec. 2015

• MEO CL. IV (NCV) 4 months Course Commencing on 15th May/15th July/15th Sept. / 15th Nov. 2015

• Security Training for Seafarers with Designated Security Duties – On request

• Ship Security Officer Course – On request

• MEO Cl. IV(FG) non mandatory course (2months duration) – On request

• 2 weeks Induction course for Naval candidates commencing on 11th May 2015

For enquiries contact on 022-27711663 between 1400 – 1700hrs.Features: Experienced Faculty, Air Conditioned Class Rooms, Well-Stocked Library, Individual Attention; special tutorials for orals.





IMEI - Marine Consultancy ServicesThe Institute of Marine Engineers (India) is empanelling experts for its marine consultancy services. Presently the Institute plans to offer the following consultancy services:

1 Consultancy for establishment and implementation of management systems leading to certification by a Certification Body/authority:

l Quality management in compliance with ISO 9001

l Environment Management in compliance with ISO 14001

l Safety Management in compliance with ISM Code

l Ship and Port facility Security management Code in compliance with ISPS Code

l Carrying out internal audits and issuing reports, related to the above management systems

2 Carrying out Energy Audits – on ships, at port facilities and other marine industry establishments – and issuing reports

3 Carrying out inspections and issuing reports for following:

l Ships (pre-purchase or pre-sale)

l Shipboard equipment, systems and components

l Port Facility equipment, systems and components

l Offshore facility equipment, systems and components

4 Conducting value addition training workshops for marine industry including offshore.

IME (I) members – individuals and organisations - who wish to empanel themselves are requested to write to the IME (I), enclosing the following details:

For registration please provide the following details:

Membership No.:

Full Name & address:

Industry experience post sea-service:

Present occupation:

Consultancy expertise such as:

l New shipbuilding design / inspection of behalf of owners;

l Pre-ship purchase inspection;

l Supervision and inspection during repairs;

l Inspection & certification of equipment/components/systems;

l Establishing and auditing management systems;

l Any other.

Those members who had previously registered themselves on the panel are requested to re-register for the purpose of up-dation of the Institute’s data bank.

Please send all details to:

Secretary, Marine Consultancy Services Mr. M. B. Prasad - [email protected] / [email protected] Tel. No. : 022-27701664/27706749

Relevant procedural details, including normal terms and conditions, will be conveyed to you after empanelment.



The Institute of Marine Engineers (India)HEAD QUARTER & TRAINING CENTRE : IMEI HOUSE, SECTOR 19, PLOT 94, NERUL, NAVI MUMBAI 400706.TEL: +91 22 27701664 / 27706749 l FAX: +91 22 27711663 l URL: www.imare.inADMIN: [email protected] l MEMBERSHIP: [email protected] l TRAINING: [email protected]

“ISO 9001:2008 Internal Auditor 2-Day Course”Venue : IMEI House, Plot No. 94, Sector 19, Nerul, Navi Mumbai – 400 706.

The two day course will cover the following topics: 1: Basic Concepts – Quality management System and Process Approach

2: Auditing Guidance – Clause-by-clause

3: Audit Preparation, Conduct, Reporting and Follow-up

4: Individual exercises and Group Workshops

5: Course-end examination.

Target Group: Shipping Companies: Engineers, Superintendents, Fleet managers, Nautical officers & Sailing Engineers, Surveyors, Naval Architects and Other Members of the Marine fraternity.

Lead Faculty: Sh. A.R. Chitnis – Ex. President of the Institute of Marine Engineers. (Ex. Chief Surveyor, Indian Register of Shipping)

The lead faculty is considered as a leading light in the field of training related to and in auditing of Quality Management Systems with over 200 audits in various sectors of the Shipping and General Industry including Education Centres.

Date & Time: 15th & 16th May 2015 from 0900 Hrs to 1700 hrs.

Fees: Rs. 6,250/- plus Service Tax; payable to “The Institute of Marine Engineers (India)”. Fees are inclusive of Tea/Coffee, Lunch and Course Material.

Attendance of this two days course is compulsory for all participants. Those passing at the examination will get successful completion certificates and others will get participation certificates.

We request you to take advantage of this course and ensure that you & your organization continue to be abreast with the ISO 9001:2008 requirements.

V.K. Jain Hon. SecretaryIMEI

For Registrations: Please contact Mr. Shetkar : 022-27701664/ M: 98332 50160 or drop a mail to - ‘[email protected]’


16 th, 17 th & 18 th

July 2015

Organised byThe Institute of Marine Engineers (India)

Visakhapatnam Branch

Challenges in Shipbuilding for revival ofShipping & emergence of O�shore/Sub-Sea Technologies with special

reference to Environmental Protection

Mr. P.S.Murthy: Chairman [email protected] 98481 93038Mr. Amit Bhatnagar: Convenor [email protected] 88868 07799Mr. Govind V Nori: Treasurer [email protected] 98481 90855Visakhapatnam Branch: [email protected]

ehT:euneV Gateway Hotel, Visakhapatnam.For detailed information Please visit GLOMARS 2015 Page

: etisbew ruo fo [email protected]; www.nsdrc.com/glomars

PARTICIPATION: CALL FOR PAPERS

Authors to present synopsis by 15-05-2015. Full paper in hard / soft copy latest by 15-06-2015, with consent to publish the paper in souvenir, MER & selected professional publications.

Sponsors Indian Companies Foreign Companies00001 $000,00,5 sRmunitalP0006 $000,00,3 sRdloG0004 $000,00,2 SRrevliS

Advertisers Indian Companies Foreign Companies0002 $000,00,1 sRrevoC kcaB

Inside Cover Rs 75,000 $ 1500Full page Colour Rs 60,000 $ 1200Full page B&W Rs 50,000 $ 1000

Member Delegate Rs 3,500 $ 70Non-Member Delegate Rs 5,500 $ 110

Payment by cheque/draft in favour of the Institute of Marine Engineers (India)Seminar A/C payable at par at Visakhapatnam.

For early bird o�ers contact treasurer before 15-05-2015

July 16, 17 & 18, 2015

Rupees USD

The MER is a great medium for advertisers to reach a large and diverse audience. With 8000 copies being printed monthly, it is circulated to every member of the Institute, eminent persons in the Indian Navy and Coast Guard, Technical Managers and decision makers in the Shipping Industry, Chairmen and senior managers in Indian shipyards, Director General of Shipping and other senior persons in the DG Shipping, Surveyors in MMD and Classification Societies and several important members in the Industry. Besides, approx. 500 copies of the journal are currently circulated to ships for onboard reading. Few technical journals can match the reach of the MER.

With effect from 1st May 2014 the following advertising rates will apply:

Advertise in the MER

Single Insertion Six Insertions, cost per insertion

Twelve insertions, cost per insertion

Sr Location Full page 1/2 Page 1/4 page Full page 1/2 Page 1/4 page Full page 1/2 Page 1/4 page

1 Front Cover, Colour 50,000 NA NA 47,500 NA NA 45,000 NA NA

2 Back cover, Colour 30,000 NA NA 28,500 NA NA 27,000 NA NA

3 Inner front cover colour 25,000 NA NA 23,750 NA NA 23,500 NA NA

4 Inner back cover cover 20,000 NA NA 19,000 NA NA 18,000 NA NA

5 Inner full page colour, page 3 20,000 NA NA 19,000 NA NA 18,000 NA NA

6Inner full page colour opp Editorial page

17,000 NA NA 16150 NA NA 15300 NA NA

7Inner full page B&W opp Editorial page

14,000 NA NA 13300 NA NA 12600 NA NA

8Inner full page colour opp Contents page

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10 Inner page Colour 15,000 8500 NA 14250 8075 NA 13500 7650 NA

11 Inner page B&W 12,000 7500 NA 11400 7125 NA 10800 6750 NA

12 Centre Spread Colour 40,000 NA NA 38000 NA NA 36000 NA NA

13 Appointments 30,000 18,000 11,000 28500 17100 10450 27000 16200 9900

Very soon, the MER will be available in a digital format available for downloading on your Apple and Android devices. Advertisements printed in the hard copy of the MER will also be carried in our digital version. This means that readers all over the world will be able to see the MER on the same day that it is released in Mumbai.

Uday Purohit Editor





Obituary

Mr. Om Prakash Mehta, better known as OPM joined DMET Bombay as cadet in 2nd batch in 1950 and passed out of Calcutta in 1954. His sailing career was with Scindia Steam Navigation Company till 1963.

He joined DMET, through UPSC, in 1963 as Engineer Officer to teach/ train seagoing cadets.

In 1971 Government of India sent Mr. O. P. Mehta to South Shields, UK, to study for Extra First Class Engineer Certificate of Competency, under the Colombo Plan. He successfully completed the course and passed the examination and returned to his duties in DMET Calcutta in February 1973.

OPM continued with DMET until

early 1977 and then resigned from DMET and took back to sailing ships with Wallem Ship Management of Hong Kong.

In 1978 he moved to the United States where he joined the American Bureau of Shipping in New York as Surveyor. He worked with ABS until 1992 when he retired and lived in New Jersey until his passing away on 27th March 2015.A large number of marine engineers have had the privilege of being mentored by him. He is fondly remembered for being the Officer-in-Charge, Hostels where he performed occasional night bed checking, wake up calls at 5.30 in the morning for physical training, marching practice, and sports. This was all carried out

by him to instill discipline and "Officer Like Qualities" in training fine merchant marine engineers, which is most essential for sailing ships at high seas. In spite of his strictness there are many marine engineers who would vouch for the humanitarian side of his personality.He was a Marine Engineer, a teacher and above all a great mentor.OPM leaves behind, knowledge and discipline he instilled in his cadets. Even in his passing he demonstrated his concern for the students and the benefit of humanity by donating his body to Robert Wood Johnson Foundation, Cancer Institute, for a noble cause, medical students will learn to advance future cancer care.May God bless his soul.

Mr. Om Prakash Mehta

As you are aware, our Hon’ble Prime Minister Shri. Narendra Modi, had recently made a request to industrial houses and Corporates to nudge their employees to give up their quota of “subsidized LPG”, so that the deserving poor families could get the intended benefit.

To support the Prime Minister’s recently launched “Give it Up” campaign, asking well-off people to surrender their LPG subsidy, we from IMEI request all our members to kindly circulate this appeal to all your well-to-do friends and members to accept the appeal and take necessary steps in giving the letter to IOC / LPG dealer requesting them to withdraw such a facility if this is being continued to be offered to you.

IMEI seeks utmost cooperation and compliance from all its members and other citizens of society through their efforts that will go a long way towards our “Nation Building”.

AN APPEALFROM OUR PRIME MINISTER


This time we are still in Africa, where we talk about a hundred year-old ship, M.V. Liemba, still plying between Tanzania and Zambia. 1. Which is the second largest fresh

water lake in the world by volume? 2. Which is the second deepest lake

in the world?3. Which is the world’s longest fresh

water lake?4. Which lake is divided among four

countries - Tanzania, Democratic Republic of the Congo, Burundi and Zambia?

5. The Liemba was the inspiration for the German gunboat in which 1935 novel by C.S.Forester, later made into a film in 1951 starring Humphrey Bogart and Katherine Hepburn?

The Graf von Goetzen was built in 1913 and was designed to serve as a passenger and cargo ferry in Lake Tanganyika in conjunction with the German East African Railway Company.

After preliminary assembly Goetzen was taken apart and shipped in 5000 boxes loaded on three cargo vessels to Dar es Salaam in German East Africa (modern day Burundi, Rwanda and Tanganyika (the mainland part of present-day Tanzania). From there trains carried the boxes to Kigoma on Lake Tanganyika. She was rebuilt there in 1914 and launched on 5 February 1915.

This was in the middle of World War I, and the Germans converted Goetzen to an auxiliary warship under the name SMS Goetzen. They fitted her with a 10.5 cm gun from the light cruiser SMS Koenigsberg, an 8.8 cm gun, and two 37 mm guns.

Goetzen initially gave the Germans complete supremacy on Lake Tanganyika. She ferried cargo and personnel across the lake, and provided a base from which to launch surprise attacks on Allied troops on the opposite shore.

Later, when the Germans planned to vacate Kigoma, in order to prevent the ship falling into Allied hands, the legendary General Paul von Lettow-Vorbeck ordered that Goetzen be scuttled. The engineers entrusted with the scuttling decided on their own that they would try to facilitate a later salvage; they loaded the ship with sand and covered all engines with a thick layer of grease before sinking her carefully to a depth of 20 m on 26 July 1916.

In mid-September of 1918 Belgians from the Congo raised the vessel and floated her in semi-submerged condition to Kigoma. There she settled in water 6–7 meters deep. The water was shallow enough that her superstructure extended above the surface of the lake. However, early in 1920, a storm moved the vessel, sinking her once again.

In 1921 the British took control of Kigoma. They then took until 16 March 1924 to raise the ship again. The British found that the engines and boilers were still usable and so they decided to rehabilitate the ship. On 16 May 1927 the ship went back into service under the name Liemba.

The Liemba has been operating almost non-stop since 1927. From 1976 to 1979 the ship was overhauled. At this

time twin diesel engines replaced the original steam engines. In 1993 Liemba underwent another overhaul. The rebuild included the deck house, the electronic system, the pipes, renovation of passenger and crew cabins, installation of two new MAN engines of 460 kW each, fitting of a hydraulic crane on the foredeck, and conversion of the rear cargo hull into a passenger space. To improve safety Liemba received a double bottom in the area of the forward cargo compartment.

In 1997 the UNHCR used Liemba in a five-month operation to repatriate thousands of refugees who were fleeing Zaire during the First Congo War, following the overthrow of long-time dictator Mobutu Sese Seko.

One hundred years ago, she was a fearsome German warship that ruled the waters of Lake Tanganyika; today the MV Liemba serves as the world's oldest passenger ferry. She is the last vessel of the German Imperial Navy still actively sailing anywhere in the world.

As part of a series looking at stories of World War I beyond the trenches of Europe, BBC recently featured a story about the vessel.

(Answers to quiz on page 15)

Photo courtesy: postcardjunky.wordpress.com

QUIZ PAGE




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