Alfa Laval Pure thinking
TED PETROPOULOS DNV
Looking for answers
nafs
The world’s fleet is changing as shipowners prepare for 2020
90
Richard sadler
issue December 2012
Shipping risk Knowing the odds
ΚΩΔ. Γ.Γ. 2229 ISSN 1107-3179
the leading Greek Shipping magazine
Sea...your future
www.nafsgreen.gr
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Τα περιθώρια για την κυβέρνηση τελείωσαν.
16. Marine Plus organized a reception dinner hosted by HEISCO
06 | Και τώρα ανάπτυξη μέσω... Ναυτιλίας Κώστας Δούκας
56. The world’s fleet is changing rapidly as shipowners prepare for 2020
08 | Η περιπέτεια των Ναυπηγείων
Από τους Νιάρχους, τους Λάτσηδες, τους Ανδρεάδηδες, τους Γουλανδρήδες, τους Χανδρήδες και τους Καρράδες, στους σημερινούς κεκράκτες που κατέστρεψαν την χώρα. Ted Petropoulos
12 | Looking for answers
This article will concentrate on answers. Moreover, they will not be the undersigned’s proposed answers, but those of the top global bankers. Victoria Liouta
14 | Private Armed Guards against Piracy
It is well known today that safety of ships, their crews and cargo are increasingly put at risk of pirate attack and that is the reason private teams are hired on board vessels transiting at risk zones. Richard Sadler
48 | Shipping risk - Knowing the odds
Keynote speech delivered by Richard Sadler, CEO Lloyd’s Register, at the annual Donaldson Lecture to the Lloyd’s Market Association, in London, October 25, 2012.
18. Cover story
Sea...your future
64. Wärtsilä’s integrated gas propulsion system chosen for new offshore support vessel
ALBA gRAduate business school at The American College of Greece
26. Ever tighter environmental regulations call for innovative, sustainable solutions - Alfa Laval Pure Thinking Seminar
66. Capital Link: Annual Shipping & Offsshore CRS forum - A great success
Features
28 Pauli Kujala How much would you save in a year if you cut your fuel costs by 2%? 34 Alfa Laval It’s one minute to twelve – time to look at the options 38 Erma First Receives Type Approval 40 Norsafe highest intake of orders on record
Issue 90 - December 2012 Publisher
Nikos K. Doukas
Editor in Chief
Panagiotis Doukas
Editorial
Ted Petropoulos, Victoria Liouta, Richard Sadler, Pauli Kajula, Per Wiggo Richardsen, Stuart Brewer
Printed
In recycled paper Ετήσια συνδρομή εσωτερικού 50 ευρώ. Ετήσια συνδρομή εξωτερικού USD 70. NAFS, ISSN 1107-3179. Απαγορεύεται η αναδημοσίευση, η αναπαραγωγή, ολική, μερική ή περιληπτική, ή κατά παράφραση με οποιοδήποτε τρόπο, χωρίς προηγούμενη γραπτή άδεια του εκδότη, εκτός αν αναφέρεται το περιοδικό ΝΑΥΣ ως πηγή των πληροφοριών αυτών. Οι απόψεις των συνεργατών και αρθρογράφων της ΝΑΥΣ δεν απηχούν κατ’ ανάγκη και τις θέσεις του περιοδικού.
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Νίκος Κ. Δούκας Editor NAFS magazine/ www.nafsgreen.gr
Και τώρα ανάπτυξη μέσω... Ναυτιλίας
Τ
α περιθώρια για την κυβέρνηση τελείωσαν. Η ιστορία της καταστροφολογίας έλαβε τέλος ύστερα και από την απόφαση του Eurogroup να παραμείνει η Ελλάδα στο ευρώ και να πάρει την δόση μαμούθ των 43.7 δις. ευρώ. Ήρθε η ώρα επιτέλους οι συγκυβερνόντες να δουν ποια είναι η συνταγή της ανάπτυξης και η συνταγή αυτή περνά μέσα από την Ελληνική και Ελληνόκτητη ναυτιλία. Ήδη ο Υπουργός κ. Κωστής Μουσουρούλης βρίσκεται στο Λονδίνο με σκοπό να δημιουργηθούν οι προϋποθέσεις για μία ισχυρή Ελληνική σημαία που σήμερα λόγω νομοθεσίας έχει μόνο ποιοτικά χαρακτηριστικά. Η δημιουργία ενός ηλεκτρονικού νηολογίου που θα απλοποιεί τις διαδικασίες που σήμερα περνούν μέσα από 36 πιστοποιητικά και άλλες τόσες υπογραφές φαίνεται να είναι στα σκαριά. Σε πρόσφατη συνάντηση του ΥΕΝ με τους εκπροσώπους της Ε.Ε.Ε. έγινε σαφές και
αμοιβαία δεκτό ότι η ναυτική εκπαίδευση, η ελκυστικότητα της σημαίας, η ανβάθμιση της Ελληνικής ναυτιλιακής διπλωματίας αλλά και η ανάπτυξη επισκευαστικού έργου στην ναυπηγοεπισκευαστική ζώνη θα αποτελέσουν τους άξονες ώστε να γίνει ο Πειραιάς επιτέλους διεθνές ναυτιλιακό κέντρο. Ακόμα και σε περίοδο παγκόσμιας ύφεσης η Ελληνική ναυτιλία έχει γυρίσει στο Ελληνικό κράτος 14 δις. ευρώ την περασμένη χρονιά και περισσότερα από 150 δις. ευρώ την τελευταία δεκαετία. Θα πρέπει όμως να δημιουργηθούν οι μηχανισμοί ώστε αυτά τα χρήματα να μένουν εδώ και να μην φεύγουν έξω ξανά με διάφορες μορφές.Κάποιοι Έλληνες πλοιοκτήτες όπως οι κ.κ. Αγγελικούσης, Μαρτίνος, Διαμαντίδης, Χατζηελευθεριάδης, Κωσταντακόπουλος, Τσάκος, Οικονόμου, Αγγελόπουλος, Λιβανός, Λυκιαρδόπουλος κ.ά, έχουν και προς τιμήν τους μερίδα των πλοίων τους στο Ελληνικό νηολόγιο. Αυτό που χρειάζεται είναι ένα ισχυρό Ελληνικό νηολόγιο που θα προεσελκύσει το σύνολο του στόλου των Ελλήνων εφοπλιστών και όχι μόνο.
Ένα νηολόγιο που θα δώσει κύρος στην Ελλάδα και δημιουργήσει τις προϋποθέσεις ώστε ο Πειραιάς να γίνει πραγματικά ένα διεθνές ναυτιλιακό κέντρο. Χρειάζεται ταχύτητα και συντονισμός αλλά και καλή διάθεση από όλους ώστε να δουλέψουν ξανά τα επαγγέλματα γύρω από το πλοίο που σήμερα βρίσκονται στα όρια της καταστροφής. Περιμένουμε με αγωνία τις ενέργειες του ΥΕΝ για ένα διεθνές Ελληνικό νηολόγιο που θα φέρει την ανάπτυξη που όπως σε ανύποπτο χρόνο ο κ. Στουρνάρας είχε δηλώσει, είναι ικανό να φέρει στην Ελληνική οικονομία περισσότερα απο 24 δις ετησίως και να μειώσει την ανεργία κατά 35%. Ο καιρός αυτός έφτασε. Δεν υπάρχουν περιθώρια και δικαιολογίες. Η Ελλάδα έκανε το καθήκον της προς την Ευρώπη. Η Ευρώπη έκανε εχθές το καθήκον της προς την Ελλάδα. Τώρα πρέπει η κυβέρνηση να στραφεί προς τους Έλληνες και να αποδείξει ότι μπορεί να κερδίσει το στοίχημα της ανάπτυξης. Και η ανάπτυξη περνά μέσα από την Ελληνική ναυτιλία.
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08
ίσαλος γραμμή
Κώστας Δούκας
Η περιπέτεια των ναυπηγείων Από τους Νιάρχους, τους Λάτσηδες, τους Ανδρεάδηδες, τους Γουλανδρήδες, τους Χανδρήδες και τους Καρράδες, στους σημερινούς κεκράκτες που κατέστρεψαν την χώρα.
Μ
ιά φορά κι ένα καιρό, σε μιά μικρή και περίεργη χώρα που την έλεγαν Ελλάδα – θαρώ έτσι την λένε ακόμα – ζούσαν κάποιοι πολύ πλούσιοι άνθρωποι που ήσαν μεγαλοεφοπλιστές, οι οποίοι, εκτός από τα πολλά καράβια τους, τις πολλές και μεγάλες επιχειρήσεις τους, τα πολλά ακίνητά τους ανάμεσα στα οποία και ουρανοξύστες, τα πολυτελή κότερά τους, τους πανάκριβους πίνακες ζωγραφικής, τα ιδιωτικά τους αεροπλάνα και γενικά όλα τα καλά τους, που θάμπωναν τους κοινούς ανθρώπους και έκαναν ένα μικρό κόμμα με κόκκινες παντιέρες, που το έλεγαν ΚΚΕ να βγάζει σπιράκια, είχαν και μία λόξα. Ήθελαν, ντέ και καλά, να κάνουν την μικρή και περίεργη χώρα τους μεγάλη ναυπηγοεπισκευαστική δύναμη. Όχι βέβαια, προς Θεού, γιά να ανταγωνίζεται την Ιαπωνία ,η την Κορέα ή την Κίνα, αλλά τουλάχιστον να μπορεί να εξυπηρετεί έστω και στοιχειωδώς, τις ανάγκες της τεράστιας ελληνόκτητης εμπορικής ναυτιλίας, που εδώ και πολλές δεκαετίες, έχει καρφωθή στην πρώτη θέση παγκοσμίως και χρησιμοποιήθηκε σαν προικιό της μικρής και περίεργης χώρας – συγκριτικό πλεονέκτημα το λένε οι οικονομολόγοι – γιά να ενταχθή σαν ισότιμο μέλος στην τότε ΕΟΚ και να καμαρώνει σαν το γύφτικο σκεπάρνι. Οι εφοπλιστές πίστευαν ότι θα μπορούσαν να επισκευάζουν εδώ τα πλοία τους, όσα είχαν ρότα προς την Μεσόγειο, και να ναυπηγούν ένα μικρό έστω μέρος από τις μεγάλες παραγγελίες που ανέθεταν σε ξένα ναυπηγεία, και που ξεπερνούσαν σε αξία κατά πολύ τόν προϋπολογισμό της μικρής και περίεργης χώρας. Έτσι έβαλαν μπροστά το φιλόδοξο σχέδιό τους. Ο ένας απ’ αυτούς τους μεγαλοεφοπλιστές, που τον έλεγαν Σταύρο Νιάρχο, που ανάμεσα στα άλλα πλούτη του είχε και μία πολυτελή κατοικία στο Παρίσι στολισμένη με πίνακες του Γκρέκο και πολών άλλων μεγάλων ζωγράφων, μπροστά στην οποία ωχριούσαν τα ανάκτορα του Μπάκιγχαμ, αγόρασε τις παλιές ναυπηγικές εγκαταστάσεις του
Πολεμικού Ναυτικού στον Σκαραμαγκά (δηλαδή, τι εγκαταστάσεις, μιά ναυπηγική κλίνη όλη κι όλη), και τις μετέτρεψε σε μία μεγάλη ναυπηγοεπισκευαστική μονάδα, με τεράστιες γιά την εποχή μόνιμες και πλωτές δεξαμενές, με υπερσύγχρονο εξοπλισμό και με μεγάλες δυνατότητες στις βιομηχανικές κατασκευές. Τότε η μικρή και περίεργη χώρα έζησε μοναδικές στιγμές ναυπηγοεπισκευαστικής δραστηριότητας, που ανέβασε στα ύψη τις συναλλαγματικές εισπράξεις, το ΑΕΠ και την απασχόληση: Τι SD14 άρχισαν να κατασκευάζονται, (δηλαδή τα σύγχρονα πλοία που αντικατέστησαν τα λεγόμενα «ευλογημένα» λίμπερτυς), τί product carriers των 34.000 τόννων dw, τι επιβατηγά πλοία, τι πολεμικά πλοία. Ακόμη και τεράστια εμπορικά πλοία, μέχρι VLCCs επισκευάζονταν στην μεγάλη μόνιμη δεξαμενή κι έκαναν τις κυβερνήσεις της μικρής χώρας να τρίβουν με χαρά τα χέρια για τον πλούτο που εισέρρεε στην χώρα. Ακόμη και βαγόνια του ΟΣΕ κατασκευάζονταν στα Ελληνικά Ναυπηγεία Σκαραμαγκά, καθώς και πολλές βιομηχανικές εγκαταστάσεις. Η προστιθεμένη αξία ήταν τεράστια. Το προσωπικό των ΕΝ ξεπερνούσε τα 4.000 άτομα και όταν έπεφτε κάθε βδομάδα η μισθοδοσία, έβλεπε κανείς λεφούσια χαμογελαστών εργατών να ξεμπουκάρουν από τις εγκαταστάσεις, που λειτουργούσαν με την οργάνωση και την σοβαρότητα των μεγαλυτέρων ναυπηγικών εγκαταστάσεων του κόσμου. Φυσικά, η απεργία ήταν όχι μόνο άγνωστη λέξη, αλλά και κενή περιεχομένου,αφού οι εργάτες όχι μόνο είχαν καλό και σταθερό μεροκάματο, αλλά οι πιό πολλοί απ’ αυτούς, αφού μάθαιναν καλά την δουλειά, έπαιρναν το καπελάκι τους και πήγαιναν στο Πέραμα, δημιουργώντας δικές τους δουλειές και θησαύριζαν, καθώς τα Ελληνικά Ναυπηγεία ήταν το μεγάλο σχολείο, που τροφοδοτούσε με εξειδικευμένους τεχνίτες ολόκληρη την ναυπηγοεπισκευαστική Ζώνη Περάματος, όπου κατασκευάζονταν ακόμη και πολλά νέα πλοία, όπως ρυμουλκά, αλιευτικά, επιβατηγά
κ.ά. Έτσι τα ναυτικά εργοστάσια είχαν αρχίσει να ξεφυτρώνουν σαν τα μανιτάρια. Από την άλλη, ένας άλλος μεγάλος ναυτιλιακός επιχειρηματίας, εφοπλιστής και όχι μόνο, ο καθηγητής Στρατής Ανδρεάδης, που είχε διατελέσει και πρόεδρος της Ενώσεως Ελλήνων Εφοπλιστών, ίδρυσε με τον όμιλο της Εμπορικής Τραπέζης, που ο ίδιος δημιούργησε, και ήλεγχε τα Ναυπηγεία Ελευσίνος. Αυτά επιδόθηκαν κυρίως στις επισκευές πλοίων και πλωτών δεξεμενών, πλωτών γεφυρών, πλωτών γερανών, αλλά και νέων κατασκευών, καθώς και βιομηχανικών εγκαταστάσεων και απασχολούσαν ευάριθμο προσωπικό. Ένας τρίτος μεγάλος εφοπλιστής, ο πολύς Γιάννης Λάτσης, πατέρας του σημερινού μεγαλοτραπεζίτη Σπύρου Λάτση, που είχε πάντα μανία με της τράπεζες από νεαρής ηλικίας, είχε δημιουργήσει κι αυτός μικρή ναυπηγοεπισκευαστική μονάδα στην Σαλαμίνα. Ο Γιάννης Λάτσης είχε εντυπωσιάσει την παγκόσμια κοινή γνώμη όταν φιλοξένησε στην κατοικία του στο Λονδίνο τους μεγαλύτερους ηγέτες της εποχής, με…δική του φρουρά! Μικρό ναυπηγείο είχε επίσης ιδρύσει στον Πειραιά και ένας άλλος μεγάλος Ελληνας εφοπλιστής, ο Αντώνης Χανδρής, καθώς και η εταιρία Eletson του Χατζηελευθεριάδη, ενώ ένας άλλος επώνυμος, ο Γιάννης Καρράς, είχε αναπτύξει ένα ναυπηγείο στην Αυλίδα, που τον βοήθησε να αποκτήσει δύο κρουζιερόπλοια γιά ν’ αναπτύξει τον υψηλό τουρισμό στην Σιθωνεία Άκρα του Αγίου Όρους. Ένας ακόμη εφοπλιστής, ο κ. Ν. Ταβουλάρης, ανέπτυξε στο έπακρο το περίφημο ναυπηγείο Νεώριο στην Ερμούπολι της Σύρου, που ιδρύθηκε μετά την επανάσταση του 1821. Το ναυπηγείο αυτό ανέπτυξε προηγουμένως στην σύγχρονη μορφή του ο μεγαλοεφοπλιστής Γουλανδρής, και σήμερα ο Πούτιν θα ήθελε πολύ να το χρησιμοποιούσε για επισκευαστήριο και βάση του ρωσικού στόλου, αλλά οι δεσμεύσεις των ηγετών της μικρής και περίεργης χώρας δεν επιτρέπουν τέτοιες πολιτικές…ακροβασίες! Όλα πήγαιναν καλά στην ευλογημένη και
ίσαλος γραμμή
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Επίσκεψη παλαιού πρωθυπουργού της Ρουμανίας στα ναυπηγεία Σκαραμαγκά συνοδευόμενος από εξέχοντα στελέχη της μονάδας (Μεταξύ άλλων διακρίνονται οι κ.κ. Δρακόπουλος, Μπιρισιμιτζάκης, Καλδής κ.ά. περίεργη μικρή χώρα, όπου ο συνδικαλισμός δεν είχε ακόμη πονηρέψει, και όπου το ΚΚΕ και το ΠΑΜΕ δεν είχαν ακόμη την δύναμη να δημιουργούν στρατειές ανέργων δια της μεθόδου των εξαρθρωτικών απεργιών, που διέλυαν τις επιχειρήσεις και δημιουργούσαν δυστυχισμένους ανθρώπους, διότι ως γνωστόν, ο υπαρκτός σοσιαλισμός μπορεί να στηριχθή μόνο πάνω σε δυστυχισμένους, οι οποίοι πρέπει πρώτα να χάσουν την δουλειά τους, γιά να την διεκδικήσουν στην συνέχεια – εις μάτην βέβαια – μέσω του κόμματος, όταν ο ιδρυτής του ναυπηγείου έχει πιά πετάξει σε γειτονική χώρα. Ο πρώτος που εξαφανίστηκε από την ναυπηγική δραστηριότητα, ήταν ο Στρατής Ανδρεάδης. Αυτόν τον κατέστρεψε ο εθνάρχης Κων. Καραμανλής, κρατικοποιώντας την Εμπορική Τράπεζα, που αιμοδοτούσε το πλέγμα των ανά την Ελλάδα επιχειρήσεων Ανδρεάδη, όπως π.χ. την βιομηχανία λιπασμάτων της Νέας Καρβάλης. Η αποβιομηχάνιση της χώρας είχε αρχίσει από τότε. Τα Ναυπηγεία Ελευσίνος περιήλθαν γιά μία περίοδο στον Γιάννη Λάτση και στην συνέχεια στον εφοπλιστή Μιχάλη Περατικό, οποίος πέθανε με τον καϋμό της δολοφονίας του παιδιού του Κωστή από τους τρομοκράτες της 17 Νοέμβρη στην καρδιά του Πειραιώς, επειδή είχε την ατυχία να διευθύνει τα Ναυπηγεία Ελευσίνος. Ο δεύτερος που λάκισε, ήταν ο Σταύρος Νιάρχος, όταν η σοσιαλμανία της Νέας Δημοκρατίας άρχισε να απειλεί την εύρυθμη λειτουργία της μονάδας, που κρατικοποιήθηκε κι αυτή, γιά να οδηγηθεί στις γνωστές περιπέτειες που συνεχίζονται μέχρι σήμερα. Ο Νιάρχος ξεπούλησε όσο όσο τα Ελληνικά Ναυπηγεία Σκαραμαγκά αντί του ευτελούς ποσού των…14 εκατομμυρίων δολαρίων και απεχώρησε. Έκτοτε, η συμφορά της ανεργίας απλώθηκε σε όλο το Περαμα, ενώ τα Ε.Ν. έγιναν το θέατρο, ή μάλλον η πασαρέλα πολλών επενδυτών, με επιλήψιμη κομπάρσο
την πολιτική ηγεσία των τελευταίων δύο δεκαετιών, αυτή που με τις πράξεις και τις παραλείψεις της οδήγησε την Ελλάδα στην χρεωκοπία. Με τον ίδιο τρόπο έκλεισαν όλα τα άλλα μικρότερα ναυπηγεία, πλην του Νεωρίου Σύρου, ο ιδιοκτήτης του οποίου κ. Ν. Ταβουλάρης εξακολουθεί να δοκιμάζει την πικρία που του προκάλεσαν οι πολιτικές ηγεσίες, επειδή προσέφερε πολύ μεγαλύτερο τίμημα γιά την αγορά των Ελληνικών Ναυπηγείων Σκαραμαγκά, αλλά παραδόξως προτιμήθηκαν οι Γερμανοί της Χοβαλτζβέρκε Ντόϋτσε Βερφτ (HDW), η οποία χάρισε στην Ελλάδα τα υποβρύχια που γέρνουν, ή γιά να μιλήσουμε με ναυπηγικούς όρους, τα υποβρύχια των οποίων δεν λειτουργεί το συγκριτικό πλεονέκτημα της αναερόβιας ανάδυσης. Η μικρή περίεργη χώρα πέτυχε το ακατόρθωτο και το αδιανόητο. Χωρίς να έχει παραλάβει όλα τα υποβρύχια, έχει εξοφλήσει το μεγαλύτερο μέρος της συμβάσεως, πληρώνοντας 2,3 δισ. ευρώ επί συνόλου 2,8 δισ. ευρώ. Ανεξήγητη παραμένει και η στάση του κ. Βαγγέλη Μεϊμαράκη, όταν, διστάζοντας περιέργως, έχασε την ευκαιρία το καλοκαίρι του 2008 να παραλάβη δύο ολοκαίνουργια υποβρύχια, που πρότειναν να δώσουν οι Γερμανοί. Έκτοτε από τα πολύπαθα Ε.Ν. παρήλασαν ονόματα πολλών πολιτικών υπευθύνων και επενδυτών. Ανάμεσα σ’ αυτά η Φέροσταλ, η HDW ,η Λαζάρ,(εκτιμητική εταιρία αυτή), καθώς και τα ονόματα των κκ Γ. Παπαντωνίου, Μεϊμαράκη, Μπεγλίτη, Βενιζέλου, Παπακωνσταντίνου, Λούκας Κατσέλη, Ισκαντάρ Σάφα, Παμπούκη, Νίκου Παπανδρέου κ.ά. Ο κ. Ν. Ταβουλάρης, όπως εξομολογήθηκε στην εκπομπή «Φάκελλοι»,αφού η επιστολή διαμαρτυρίας προς την πολιτική ηγεσία έμεινε ενόχως αναπάντητη, προσέφυγε στην Ευρωπαϊκή Επιτροπή, η οποία τον δικαίωσε και επέβαλε μεγάλα πρόστιμα στα Ε.Ν., η αξία των οποίων όμως δεν αρκεί γιά να τα καταβάλει.
Οι μετοχές των Ελληνικών Ναυπηγείων εκχωρούνται αντι συμβολικού τιμήματος στον Λιβανέζο Ισκαντάρ Σάφα, ο οποίος στην συνέχεια έρχεται σε ρήξη με τους Γερμανούς για την τεχνολογία τους,αλλά και με το Ελληνικό Δημόσιο, καθώς προσφεύγει στην διαιτησία γιά αθέτηση εφαρμογής των συμβολαίων Αρχιμήδης και Ποσειδών, που προέβλεπαν παραγγελίες γιά την ναυπήγηση πολεμικών πλοίων. Το προσωπικό των Ε.Ν. κουτσουρεύεται δραστικά και το εναπομείναν δουλεύει...μία ημέρα την εβδομάδα με τον μπαμπούλα του κλεισίματος της μονάδας, γεγονός που, σε συνδυασμό με τα οφειλόμενα, οδηγεί τους εργαζομένους στην δυναμική εισβολή στο Υπουργείο Εθνικής Αμύνης, πράγμα που προκάλεσε αίσθηση στο πανελλήνιο, αλλά και στην διεθνή κοινή γνώμη. Κάποτε, τα Ελληνικά Ναυπηγεία Σκαραμαγκά ήταν η βαρειά βιομηχανία-πρότυπο, που επιδεικνυόταν με υπερηφάνεια σε κάθε υψηλόβαθμο ξένο αξιωματούχο, που επισκεπτόταν στην χώρα. Σήμερα, τα Ναυπηγεία αυτά είναι μία μονάδα με ξεπερασμένη τεχνολογία, που εμπνέει μελαγχολικές σκέψεις για το μέλλον της ναυπηγικής βιομηχανίας. Εκείνοι που την κατέστρεψαν ασφαλώς πέρασαν καλά, αλλά ο ελληνικός λαός, που μέχρι και το 2009 πλήρωσε ακόμη μία δόση 105 εκατ. ευρώ γιά τα υποβρύχια που γέρνουν, ασφαλώς πέρασε χειρότερα. Όσο για τους εφοπλιστές, αυτοί εξακολουθούν να θεωρούνται και να αποκαλούνται κλέφτες, απατεώνες, λαθρέμποροι και φοροφυγάδες που ξεπλένουν μαύρο χρήμα. Αυτά για την ιστορία και για τους αφελείς που επηρεάζονται μόνο από την συνθηματολογία των επιτηδείων πολιτικών κεκρακτών και σημερινών ολετήρων της μικρής και περίεργης χώρας. Κώστας Δούκας
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London Office INTRA MARE LTD Southgate N14 5BP, U.K Tel: +44 20 8242 5520 e-mail: info@intramare.com
Piraeus Office INTRA MARE HELLAS, 4 Skouze Str. - 185 36 Piraeus - Greece tel: +30-210-4293843 - fax: +30-210-4293845 e-mail: info@intramare.gr
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Financial focus
Ted Petropoulos Looking for answers
This article will concentrate on answers. Moreover, they will not be the undersigned’s proposed answers, but those of the top global bankers. You might well ask, why are bankers better placed than others especially when few of them have active shipping research departments to support them. The answer is that top bankers have an overview of shipping market conditions obtained from the multitude of their clients. Moreover, they are able to gauge the overall attitude as to future market conditions of their clientele, as well as to see a large number of new ship finance proposals. Lastly, their collective views and subsequent actions in providing and structuring finance have in themselves an influence on future market conditions, as they affect the ability of owners to seek finance for new orders and for second hand vessel purchases. Every November, Petrofin Bank Research © poses a set of key question to bankers in their Top International Ship Finance Bankers’ Survey. The bankers’ answers form a collective prediction, as to the future and they are compares to last year’s predictions to determine their accuracy. This year, we obtained responses from 28 top banks representing 64.7% of the top 40 international bank ship finance total of $422.135bn. To summarize the results for dry bulk shipping, whereas last year 72.4% expected a lower market for 2012 (and they were proven right) this year 60.7% expect for 2013 the market to stay the same. This signifies the formation of a bottom for the dry bulk market in 2013. However, whereas last year 86.2% expected lower dry bulk vessel prices in 2012
Head, Petrofin Research
(proven equally right), this year the bankers’ expectation fell to 64.3% signifying that prices have still some way to go. Lastly, not a single banker thought that equilibrium conditions between demand and supply for dry bulk will be reached in 2013, whereas 50% thought this would take place in 2014, 42.7% in 2015 and 7.1% in 2016 and beyond. Lastly, in Graph 1, we show last and this year’s responses to the key question that overhangs the shipping market: “How long do you foresee the current shipping crisis to last?”. As you will see, last year (2011), 62.07% expected it to last 2 years with 24.4% at three years and no one beyond that. This year, the expectation of a 2-year recovery has been recorded by a staggering 85.71% of all top banks with only 10.71% for one year, none for 3 years and a small 3.57% for 4 years. Banks, therefore, believe that the crisis will last until 2014 and this view is shared by a number of analysts and many owners. The outlook is better for tankers. Last year, 51.7% expected the tanker market to remain the same and the rest were evenly split between a rise or a fall for 2013. This year, there has been a shift, with 42.9% expecting an improvement in 2013, 39.3% being the same and only 17.8% expect it to be lower. Clearly, a shift in expectations has occurred with an even greater expectation that the tanker market will turn upwards in 2013. For the container market, the outlook is more mixed. Even though last year’s expectation by 58.6% of top bankers that the market would fall were realized, this year only 28.6% expect a further fall, 50% expect the same conditions and 21.4% a rise.
In all 3 sectors, bottom formations are underway in the views of the banks. As China remains at the forefront of world trade, last year 72.4% expected a lower economic growth for China to about 6-8% and their views were vindicated. This year, with current growth running at 7%, 32.1% expect the growth rate to rise, 25% to fall with 42.9% expecting it to remain the same. Thus, the overall expectations are for a mild overall recovery for 2013 in China’s growth rate. This compares well with the expectations of 67.9% of top banks that global economic growth rates will be 3-4% in 2013-2014, 32.1% expecting a global growth rate of under 2% and no one expecting a growth rate above 4%. Turning to European ship finance, no one predicted a recovery in ship finance to take place in 2013, with all the bankers being equally split for a recovery among 2014, 2015 and 2016 and beyond. Clearly, no one expects a swift recovery which is justified by the acute problems in leverage and liquidity being faced by European banks. Last year, 65.4% top bankers expected the average global ship finance loan portfolio to reduce and they were proven right once again as the top 40 global banks loan portfolios fell by 7% from $454.89bn in November 2011 to $422.135bn in November 2012. This year, 57.1% expect a similar reduction of up to 10%, 21.4% of even a bigger fall, 21.4% to stay the same and no one expected an increase. Significantly, for their own institutions, top banks were more optimistic than the market, with 25% expecting an increase in their shipping loan portfolios although 53.6% expected a fall.
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In terms of loan margins, both last year and this year, no one expected a fall in loan margins. The only change is that last year 55.17% believed that margins would rise, whereas this year the figure has reduced to 32.1%. Clearly, the rate of margins’ increase is slowing down as current margins have reached levels of between 300-450 basis points. The vast majority of banks, 96.4% felt that non-performing loans will rise in 2013 demonstrating well the pressure put on banks by the shipping recession. Interestingly, whereas last year 62.1% felt that Far Eastern banks would represent over the next 3-5 years medium competition, this year the figure has fallen to 50% with a corresponding rise in those feeling that Far Eastern banks would be only minor competition. Once again, the slow development of Far Eastern banks towards international shipping
has meant that the danger felt by European banks is subsiding. In the difficult ship finance conditions that prevail, it is not surprising that 75% of top bankers expect that ship finance from nonbank sources will rise as opposed to 55.2% last year. Lastly, in Graph 1, we show last and this year’s responses to the key question that overhangs the shipping market: “How long do you foresee the current shipping crisis to last?”. As you will see, last year (2011), 62.07% expected it to last 2 years with 24.4% at three years and no one beyond that. This year, the expectation of a 2-year recovery has been recorded by a staggering 85.71% of all top banks with only 10.71% for one year, none for 3 years and a small 3.57% for 4 years. Banks, therefore, believe that the crisis will last until 2014 and this view is shared by a number of analysts and many owners. Should
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everyone believe in the same recovery date, then the attractiveness of placing new orders for vessels at cheap prices with deliveries from 2015 onwards rises. To the extent that this would result in massive new orders, the market’s recovery would be further delayed. To conclude, therefore, global banks believe that the shipping market, as well as the global economy and China are experiencing the beginnings of bottoming with turnaround expected in 2013 and more so in 2014. The would imply that in about 2 years’ time, vessels earnings and prices shall be on the rise and that banks will feel safer to start expanding their shipping exposure once again. Should the above coincide with an improvement in the financial health of European banks, then it would signify that shipfinance growth shall be resumed from 2014 and beyond.
marine insurance
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Victoria Liouta Managing Director, Vilmar International, S.A
Private Armed Guards against Piracy Private Armed Guards against Piracy It is well known today that safety of ships, their crews and cargo are increasingly put at risk of pirate attack and that is the reason private teams are hired on board vessels transiting at risk zones. Examining closely the key players in this emerging industry there have been some developments in the private maritime security field, however much of the future remains unclear as there are many legal and logistical challenges to the use of armed guards aboard the ships that have not yet been resolved. There have been only limited analyses of legal regime applicable to private military and private security companies (PMSCs) relevant to the shipping industry, in particular shipping companies, ship-owners and their insurers. The options available to shippers in order to safeguard the passage of their goods through pirate infested waters both territorial and international are pirate hunting by PMSCs, self defense by seafarers, employing armed guards, detachments of armed soldiers employed by national militaries, the practice of escorting merchant vessels by military vessels, dispatching security teams from land bases and policing territorial waters (“Policy Options” by Professor Ronzitti). It is emphasized by Professor that the use of private teams is under appropriate conditions legally permissible based on the right of selfdefense of human beings which is recognized by all legal orders of the members of the international community. Nevertheless, if a death is to occur at sea as a result of piracy, jurisdiction to prosecute such a crime may be limited to the flag state, victim or defendant’s and this does not mean that that the applicable substantive law should derive from the prosecuting state rather than international law. Arming guards on board ships has been made necessary, however the basic countervailing concern is that it will lead to an escalation of violence by pirates and despite the falling number of pirate attacks reported by International Maritime Organization (IMO)
in the Gulf of Aden this year, it is also reported that the pirates have become more aggressive and better organized. There have been long discussions about if an how to regulate private security companies hired to protect merchant vessels against pirates. Flag States and port States have been encouraged to consider development of safety and security measures on board vessels including regulations for the deployment of privately contracted armed security personnel on board ships through a consultative process, including through International Maritime Organization and International Standards Organization. Issues were raised when innocent fishermen were killed by PMSCs during vessel protection due to mistakenly firing upon them on the high seas. As there is not any universal code but only interim guidelines, Flag States try to regulate a binding code of conduct of PMSCs aboard the ships. Documents such as the International Code of Conduct for Private Security Providers, the Montreaux Document and MSC. Circ. 1404 suggest protocol for private security teams, but have not legal status and no standardized training or certification to ensure compliance with guidelines. It is obviously difficult for ship-owners to discern reputable companies offering private security. There is no required reporting of incidents, although it is recommended in all of the guiding documents. Flag State Policies regarding the use of armed guards vary greatly and International Navies, INTERPOL and UKMTO have neutral or no stance toward the use of private armed security and as this industry is still very new, international bodies are still developing their official policies toward its usage. There are some Flag States that allow arms to be used on a case-by-case basis, multiple different licenses that need to be obtained prior to using armed guards, therefore all decisions regarding use of armed guards should be made between the flag state and the ship-owner. Flags States for example that allow the use of armed guards are Cyprus, Finland,
Germany, Greece, Hong Kong, India, Italy, Netherlands, Norway, Spain UK, USA while France and Japan prohibit such use of armed guards and while Bahamas, Belgium, Denmark, Isle of Man, Liberia, Lithuania, Marshall Islands, Panama, Poland, Portugal, Singapore, UK take no official stance regarding the use of armed guards. Shipping companies must be extra vigilant in selecting an appropriate PSC to provide armed security on board their ships and before planning any voyage into the High Risk Areas, it is essential to have undertaken a formal risk assessment and to make a judgment as to the necessity of the voyage. Among the factors for the risk assessment, apart from the information from UKMTO, MSCHOA and IMO, the ship’s cargo, the vulnerability of the ship and those on board, vessel class and size, freeboard, speed, manoeuvrability, sea state and self protection measures including BMP, citadel etc. should be seriously considered by ship-owners. In addition, before taking the final decision to engage armed guards it is important to undertake appropriate due diligence which normally includes investigation regarding company structure and place of registration, company ownership, financial position, extent of insurance cover, and quality management indicators. The ship-owner should verify that the PSC holds suitable insurance cover for themselves, their personnel and third-party liability cover and the PSC should provide evidence that they will hold and maintain for the duration of the contract PL (public liability) cover and personal accident, medical expenses, hospitalization and repatriation insurance. It is vital that ship-owners, charterers and underwriters review all provisions in their charters and ensure adequate attention is paid to the issues raised. As the issue of whether to deploy armed guards is a controversial one, careful consideration and analysis of any contract will enable owners to take such a decision in a prudent manner.
ilmar
International s.a
Claims Consultants & Insurance Brokers
107-109, Filonos Str. 6th Fl. - Piraeus 18536, Greece Tel: +30 210 4511615 - Fax: +30 210 4511616 Email: info@vilmar.gr
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Marine Plus organized a reception dinner hosted by HEISCO of Kuwait On Tuesday 27th of November 2012 Marine Plus SA organized a reception dinner hosted by Heavy Engineering Industries & Shipbuilding Co. (HEISCO) of Kuwait at Aleria restaurant of Athens. His Excellency Mr. Raed Al-Rifai, the Ambassador of Kuwait to the Hellenic Republic, honored this event with his presence. Mr. Samir Hermez – CEO of HEISCO and Mr. Dimitri Vranopoulos - Managing Director of Marine Plus SA gave a warm welcome to the distinguished guests. The participants had the opportunity to be informed about the activities of HEISCO Shipyard by Mr. Salem Marafi - Business Development & Proposals Dept. Manager. Established in 1974 to initially meet the demands of the shipping and maritime industry in the Northern Arabian Gulf, HEISCO has since expanded its operations to meet the challenges of emerging markets. Today, in addition to remaining market leaders in the marine industry, they are also recognized as one of the leading industrial companies in Kuwait, having made a major contribution to the development of the country’s commercial and industrial infrastructure through successfully completed projects in virtually every economic sector. Marine Plus SA is the exclusive representative of HEISCO for the Greek market for the last 10 years.
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Sea...your future
ALBA gRAduate business school at The American College of Greece ALBA Graduate Business School at The American College of Greece
ALBA Graduate Business School was founded in 1992 and operates under the auspices of the business community, an association of corporations and institutional members, currently numbering more than 90. ΑLΒΑ, a not-for-profit organization, strives for excellence, quality and continuous innovation in research and teaching. In October 2011, The American College of Greece (ACG) and ALBA Graduate Business School (ALBA) officially announced their strategic alliance that will lead to the creation of a top international educational institution in Greece. This alliance will set new standards in higher education and will become a catalyst for positive change in Greek society and beyond.
An International School About 40% of our full time student body comes from countries as diverse as South Africa, France, China, Lithuania, Egypt and many others. In addition, a steadily growing network of partners across the world through exchange programs gives students the opportunity to build international networks of professional and social contacts, and benefit from the exchange of knowledge, experience and cultural insights. Partner schools include Bordeaux Business School, EM Lyon, XLRI Jamshedpur, MIP Politecnico di Milano, University of San Diego, Sabanci Universitesi, and others.
Internationally Accredited Programs Most of our academic programs are internationally accredited by AMBA and EFMD.
Executive MBA Set Your Sights Over the Horizon For accomplished upper-middle level managers with a minimum of 10 years of solid managerial work experience. 18 month duration (two weekends per month Modular delivery aims to offer a strategic perspective and actionable knowledge.
The ALBA MBA Empowering Tomorrow’s Leaders for a Changing World
For highly motivated professionals with a minimum of 3 years work experience aiming to advance their career in management positions. Also for professionals who wish to change their career path, entrepreneurs and aspiring entrepreneurs, and members of family businesses. The duration of the program is 12 months fulltime, and 24 months part-time (can be extended up to 48 months).
MBA in Shipping Sea… Your Future
For highly motivated professionals with a clear
aim to advance their career in management positions and the broader maritime industry. The duration of the program is 12 months fulltime, and 24 months part-time (can be extended up to 48 months).
MBA in Banking Bank on this Opportunity
For professionals who wish to get the benefits of an MBA while at the same time specializing in the knowledge and tools of the banking and financial services sector. Operates under the auspices of the Hellenic Bank Association (HBA). The duration of the program is 12 months full-time, and 24 months part-time (can be extended up to 48 months).
MSc in International Business and Management Launch Yourself in Business
Is designed for: - Recent graduates from any discipline who wish to work in business and management. - Recent graduates in business, management or economics seeking in-depth insight into the mech-
anisms of the global economy as well as the strategy and operations of the international corporation. - Young professionals with limited experience who want to enhance their employability in the local and the international job market. 12-month duration (evening classes / involves mandatory internship).
MSc in Finance Invest in Yourself
For university graduates with a solid quantitative background wishing to launch a career in finance and for professionals who hold finance-related positions. Is the CFA Program Partner in Greece. The duration of the program is 11 months fulltime, and 23 months part-time.
MSc in Marketing Brand Yourself
For recent university graduates and working professionals seeking an ambitious career in marketing and looking to acquire the state-of-the-art skills in this changing field. 12-month duration (evening classes).
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Highlights • The Full Time MBA teams have won the largest number of awards at the European Business Plan of the Year Competition in the last ten years, since the School started participating in it, competing against the top European Business Schools, including London Business School and INSEAD.
MSc in Strategic HRM Unleash People Talent and Full Potential
• Eclectic • Focuses exclusively on highly specialized maritime related courses • Tailor Made Program Take all eight courses offered or design your own program and length of study • Flexible Mode of Study Attend as Student or as Auditor (without any assessment)
Is designed for: • The new generation of HR professionals who will act as strategic partners and effectively align people strategies with business strategies. • Other professionals in managerial positions who will strategically lead their organization’s human capital and act as coaches to unleash their people’s talents and full potential. 14-month duration (two weekends per month). Faculty Our Faculty consists of a core team of resident scholars MSc in Business for Lawyers with extensive teaching, research and consulting experience at an international level. In addition, we engage You know Business Law; leading scholars from top Business Schools worldwide, Now Learn the Laws of Business For legal professionals who manage and lead their as visiting professors. own law firm, who work as corporate counsels or consultants to business executives, or work in or Executive Education - Adding Value to Executives with the financial services industry. & Organizations 16-month duration (evening classes). We are the leaders of high-quality executive education in South-East Europe, meeting the needs of dozens of MSc in International Shipping and Finance large corporate clients. Our wide range of programs and seminars (such as Leadership Development Programs, A truly unique programme (Dual degree in collaboration with the ICMA Centre Customized Management Programs and Corporate at Henley Business School, University of Reading, MBAs) suit organizations at different levels of growth UK). Accredited by three professional bodies (ICS, and individuals at different stages of their career. CISI and ICMA). Delivered at the ICMA Centre (UK) and ALBA (Greece). Seeks to address the Unmatched Career Services increasing demand for personnel with shipping We pride ourselves in coaching tomorrow’s lead- specific, practical financial management skills ers in business. We are committed to supporting and knowledge. The duration of the Program is 9 our graduates and alumni in their local and intermonths. national job search and provide them with a wide range of services so as to assist them in their career Diploma in Shipping Management Studies planning and development: Career Coaching, Career The Diploma in Shipping Management Studies aims Preparation Workshops, Career Development Events, at providing high quality executive education to and the Career Forum, the pinnacle of our Career professionals from all sectors of the maritime and Office’s activities. Our placement efforts and records transportation cluster in a flexible way. It is designed are unmatched in Greece. for people whose demanding work schedules do not allow them to commit to a fully-fledged postgraduate Alumni program of studies. The Diploma offers the knowl- The measure of our success is the success of our edge base for successfully managing specialized alumni. Our graduates are leaders in a broad range of areas of maritime operations and for being able organizations world-wide, ranging from start-ups, famto cope under the rapidly changing shipping envi- ily businesses established firms, to government and ronment. The Diploma in Shipping Management not-for-profit organizations, and they serve in a wide Studies is: spectrum of industries.
• ALBA Alumni are leaders in a broad range of organizations worldwide forming a culturally diverse group in countries like Australia, Botswana, China, France, Indonesia, Italy, Nigeria, Saudi Arabia, USA. • The ALBA Career Office provides world class support to students and alumni. Through personal coaching, focused workshops, career panels, job shadowing, internships, company visits, and international recruitment and placement services, students get prepared to seek the best jobs globally. • ALBA introduced the Best Workplaces Competition in Greece in 2003 and since then is in charge of the process of evaluating the best work environments. • Our students have the opportunity to build international networks of professional and social contacts, and benefit from the exchange of knowledge, experience and cultural insights, through our steadily growing network of partners across the world. Partner schools include Bordeaux Business School, EM Lyon, HHL Leipzig Graduate School of Management, XLRI Jamshedpur, MIP Politecnico di Milano, University of San Diego, Sabanci Universitesi, and others. • ALBA offers generous scholarships to outstanding candidates and financial aid to students with very low income. For example, all candidates with GMAT score above 700 receive 60% scholarship to the ALBA MBA program and 40% to MSc programs. ALBA also offers scholarship programs in collaboration with corporate members and other organizations. • International students may benefit from special scholarships up to 50% of tuition and assistance of up to 100% on accommodation. • ALBA faculty members are renowned scholars with international careers, publishing regularly in top international academic journals.
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Dr. Ilias Visvikis
Associate Professor of Ship Finance and Risk Management, World Maritime University, Sweden, and ALBA Graduate Business School at the American College of Greece (on leave)
Information Transmission Mechanisms in the Freight Derivatives Market During the last few years there has been discussions about the economic relations of the freight derivatives market with the spot (physical) freight market, as well as, the cross-market linkage of the freight derivatives market with other related commodities markets. More specifically, if new information is transmitted (spilled over) from the derivatives to the physical market or the other way around, and the prices of which market move first and which follow, are issues of high interest for researchers and market participants alike. Formally, the assimilation and transmission of new market information refers to the notion of price discovery. It indicates the use of one price series (say, the derivatives prices) for determining another price series (say, the spot prices). In other words, a lead–lag economic relationship should exist between the movements of derivatives and the spot prices that signify how fast one market reflects new information in relation to the other. If one market responds faster to new information, due to market microstructure effects, a lead–lag economic relation in returns and/or volatilities could be observed. Market participants can utilize such relationships in investment and hedging decisions and regulators could use these relationships to better monitor and regulate the markets. In shipping, freight derivatives prices, due to their forward looking nature, should fulfill their price discovery economic role and be able to assimilate faster more information than that already included in the current spot freight prices (for more information regarding the freight derivatives market, see Kavussanos and Visvikis 2006 and 2011). Therefore, the economic theory dictates that freight derivatives prices should informationally lead physical freight prices and not the other way around. In the opposite case, where the price of a spot (immediate) trans-
action assimilates more information than the price of a derivatives (future period) transaction, then this would render that derivatives market obsolete, with no trading interest or liquidity. Kavussanos and Visvikis (2004) investigate the price discovery topic in the Forward Freight Agreements (FFA) market for Panamax vessels. Results indicate that FFA returns tend to reflect new information more rapidly than spot prices. They argue that “informed agents are not indifferent between trading in the FFA and the spot market, as new market information disseminates faster in the FFA market than in the spot market. Thus, it seems that FFA prices in all routes contain useful information about subsequent spot prices, and therefore, can be used as price discovery vehicles”. Market practitioners by analyzing then the information embedded in the freight derivatives market can have a better understanding of the current movements of the physical freight market, and as such, take more informed chartering, budgeting and risk management decisions. Another closely related topic is the crossmarket linkage and the spillover effects between different, but yet related, markets. Such a case is the freight market and the commodity market of goods transported by sea. Haigh and Bryant (2001) examine the spillover effects between barge, ocean freight prices and soybeans prices, while Yu et al. (2007) between spot grain commodities and freight prices. In the freight derivatives market, Kavussanos, Visvikis and Dimitrakopoulos (2010) investigate, for the first time, for possible cross-market linkages and spillover effects between the Panamax FFA market and the wheat, corn and soybean commodities futures markets.
Results indicate that in most investigated cases there is a long-run equilibrium relationship, linking FFA and commodities futures prices together. Commodity futures prices appear to informationally lead FFA prices both in returns and volatilities. They argue that “information seems to appear first in the returns and volatilities of commodity futures markets and then it is spilled over to the Panamax FFA market”. Overall, it seems that the commodity futures markets are able to capture first new information and ignite the spillover transmission process towards both the physical commodity market and the freight derivatives (FFA) market, which in turn the FFA market spillover information to the physical freight market. Therefore, it seems that shipowners and charterers can enhance their decisionmaking process my monitoring and analyzing not only the physical freight market and the freight derivatives market, but also the commodity derivatives markets. Such results can improve the understanding of the information transmission mechanisms between freight and commodity derivatives markets and help market participants into more effective trading and hedging decisions.
REFERENCES Haigh, M. and Bryant, H. L. (2001), The effect of barge and ocean freight price volatility in international grain markets, Agricultural Economics, 25(1): 41-58. Kavussanos, M. G. and Visvikis, I. D. (2004), Market interactions in returns and volatilities between spot and forward shipping markets, Journal of Banking and Finance, 28(8): 2015-2049. Kavussanos, M.G. and Visvikis, I. D. (2006), Derivatives and risk management in shipping, Witherbys Publishing Limited & Seamanship International, UK. Kavussanos, M. G. and Visvikis, I. D. (2011), Theory and practice of shipping freight derivatives, Risk Books and Journals, Incisive Media Publishers, UK. Kavussanos, M. G., Visvikis, I. D. and Dimitrakopoulos, D. N. (2010), Information linkages between Panamax freight derivatives and commodity derivatives markets, Maritime Economics and Logistics, 12(1): 91-110. Yu, T. H., Bessler, D. A. and Fuller, S. (2007), Price dynamics in U.S. grain and freight markets, Canadian Journal of Agricultural Economics, 55(3): 381-397.
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Nickolaos G. Travlos
Dean, The Kitty Kyriacopoulos Chair in Finance, ALBA Graduate Business School at The American College of Greece
Dr. George Alexandridis Associate Professor and Director of Shipping Programmes, ICMA Centre, Henley Business School, University of Reading
The Role of ALBA Graduate Business School in Shaping the Future of Shipping Education Alba Graduate Business School (hereafter ALBA) soon recognized its strategic comparative advantage in accommodating the educational needs of the executives in the shipping industry; thus, it developed two specialised graduate programs, the MBA in Shipping, and the MSc in International Shipping and Finance. The strategic advantage stems from the fact that Greece is a nation with a long tradition in shipping operations, with about 1,500 companies involved in the shipping industry, 14,000 transport companies, two large ports, nine smaller private ports and around 300 small ports, five medium and large shipyards, and around 120,000 employees, all creating the need of well-trained and premium educated personnel, capable in coping with the continuously changing needs of the industry. Shipping is a large and complex industry which includes a wide diversity of companies and organizations, such us shipping companies, supply chain providers, support service providers, maritime organizations, maritime associations and importers / exporters. Due to intensive competition, globalization of the world economy, regulation, speed of change, technological developments and increased international trade, a holistic approach for executive managerial skills is ever-needed. The ALBA MBA in Shipping has been designed to offer a unique educational experience, one that combines and balances the need for rigor and academic thinking with the practical aspects of the dynamic and competitive “real world” of shipping. The
program provides to students a combination of conceptual, analytical and technically advanced training in shipping with a sound understanding of the application of managerial theories and techniques in shipping operations. The aim of the ALBA MBA in Shipping is to prepare aspiring and seasoned professionals for the shipping industry, equipped with the skills, knowledge and expertise required for a successful career in the demanding and highly rewarding world of shipping. The Program provides the knowledge base treasured by a major international shipping nation, by delivering to students the ability to be able to manage all areas of a shipping operation, to make sound and timely decisions, and to be able to cope under the continuously and rapidly changing competitive shipping business environment. It focuses particularly on the highly specialized field of shipping and its curriculum is being developed together with many leading figures from the Greek shipping industry and beyond. The Business Advisory Committee, which consists of a selected group of shipping professionals from Greece and abroad, ensures that the experience of the MBA in Shipping Program is relevant and applicable to the practical aspects and needs of the international shipping community. While the MBA in Shipping Program addresses the needs of senior shipping executives who aspire to become the future lead-
ers (CEOs) of the modern shipping companies, the MSc in International Shipping and Finance Program focuses on a profound aspect of the shipping business; that is international finance. This program is offered in collaboration with one of the top finance departments in Europe, the ICMA Centre, part of the triple accredited and world ranked Henley Business School. It is jointly delivered by world renowned ICMA Centre and ALBA academics with the aim to address the needs of the capital intensive and rapidly evolving shipping industry by bridging the gap between academic theory and business practice. The shipping industry itself is highly involved in shaping its structure and contributing to its delivery, as well as the career development of its participants. Among the unique features of the program are its specialized workshops, bespoke simulations, company visits as well as a reputable internship scheme, for a great number of outstanding graduates. Part of the study is undertaken at ALBA, in Athens, where participants attend specialized shipping courses and participate in hands-on activities, including visits to local shipping companies and the port of Piraeus. The program, which has a vision to produce future experts in the sector, is growing from strength to strength, building a solid reputation among the shipping community. In all, ALBA’s graduate academic programs provide a solid academic preparation for aspiring executives in the dynamic and continuously evolving global shipping industry.
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Dr. Stefanos Zarkos Assistant Professor in the Practice of Finance, Academic Director of M.Sc. Programs, ALBA Graduate Business School at The American College of Greece
The role of first-class training comes into play for presentday shipping executives In what ways can a business school provide effective and efficient solutions for the shipping professional to overcome the problems from the economic crisis in his/her business environment? Greek shipping is undoubtedly the most dynamic sector in Greece, proved by the fact that the Greek-owned fleet has constantly remained the most significant ship-owning community in the world. The dominant position held by Greek shipping within the global community is the result of various parameters, notably Greek shipowners’ many years of experience in running the Greek and Greek-owned fleet. However, the dynamic developments in the domestic and international maritime industry and the general economic environment were sure to affect the need for training executives in this particular sector. This need is inextricably linked to the continual changes that have occurred in the globalized maritime environment, as political, economic and commercial influences are becoming increasingly pressing. Shipowners, senior and other executives in shipping companies and, more generally, all those involved in the shipping industry are being called upon to cope with the new rules and standards of
free competition. A typical example is the negative course of the freight market over recent years in dry and liquid bulk cargo shipping. However, although the development of the shipping cycle cannot be accurately predicted, despite this, the coexistence of experience and theoretical knowledge, embedded in the broader field of maritime and economical science, contributes to reaching own evaluations and to the assessment of factors that may affect fare trends and ultimately determine the decisions of shipping executives related to the running of the fleet, as well as to the investment policy of the company they represent. What are the major areas in the shipping industry which seem to make increasing calls for education, and how important is to combine the academic rigor with the practical knowledge, in offering essential skills and guidance to future shipping professionals? In recent years, with the global economic crisis, executives in the shipping industry have recognized the need for specialized knowledge and additional training that will contribute to their further development and competitiveness in the business environment of international shipping. The present-day shipping executive is being asked to redefine himself and to be equipped with specialized knowledge so as to make wise and crucial decisions within a very short time, so as to maintain the competitive position of his shipping company worldwide. These decisions concern either the business operations of the company’s
fleet, or even the potential for investment and expansion of the fleet. Present-day shipping executives, therefore, must take important decisions, and at this point the role of first-class training comes into play. A role more dynamic and demanding than ever before. For this reason, the training of maritime executives should be multidimensional, combining academic with experiential knowledge of the shipping market. Managers are thereby guaranteed an excellent theoretical and practical background both for undertaking specific responsibilities, as well as for giving their additional opinion on the wider issues in the maritime sector. Today, the presence of executives trained in counseling, legal support, technological and shipbuilding modernization, chartering, maritime insurance, finance and professions related to shipping is essential. At an international level, there are many academic programmes specializing in shipping which have been established due to their close relationship with the maritime market. Indeed, the majority of these insitutions are located near modern shipping centers, thereby achieving a direct link between academic programmes and developments in the shipping market. The curricula, designed to prepare young competitive executives in the sector, should involve multidisciplinary knowledge, and provide students with international orientation and a solid theoretical, analytical and technological background. Furthermore, guided by the specific nature of shipping executives’ professional commitments, which does not always allow them to commit to an intensive training course, their training must now become more flexible. Apart from the flexibility that should characterize the training of executives in the maritime industry as previously mentioned, the ulterior social role of training must be particularly stressed. This role is to prepare personnel to be not only competitive but also to contribute to the maintenance and further development of the maritime industry and of social prosperity. What are the expectations of the shipping
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professional from a modern business school like ALBA, in today’s stormy business environment in which rules and regulations change rapidly? The role of the ALBA Graduate Business School at the American College of Greece (www.alba.edu.gr), as an educational institution, is to promote principles and values and to validate with them the subsequent actions of its graduates. To create a new generation of well-trained executives who will be catalysts of change and try to improve society for the better. This mission is now more timely and urgent than ever. The two-year curriculum at ALBA, MBA in Shipping, certified by the international accreditation body in Business Administration, The Association of MBAs (AMBA), and recognized by the Institute of Chartered Shipbrokers (ICS), is one of the top-notch postgraduate training programs for shipping companies. The program is designed for proffesionals in the wider maritime industry who wish to stand out in this dynamic and ever-changing sector so as to be able to respond quickly, efficiently and effectively to current challenges. The particular features of the program include a special combination of maritime courses and management courses, a feature which gives it a distinct identity. Moreover, the combination of compulsory subjects and courses of free choice reflects the multidimensional nature of the work and the diversity of vocational rehabilitation that graduates of the program can achieve. In addition, the curriculum has been designed and is constantly being configured on the basis both of international academic standards and of direct cooperation with the Greek shipping world, so that further high-standard training of personnel may be possible without interruption from the work environment. The teaching staff at ALBA (resident and visiting professors),who come from leading European and American universities, conveys into the classroom the latest developments in the management of shipping companies worldwide, offering high-quality educational training. Besides the professors, prominent businessmen from the domestic
and international shipping market are regularly invited as guest lecturers, thus linking academic knowledge and professional experience in modern shipping practice. Thus, participants acquire international orientation and a solid theoretical, analytical and technological background. At an international level, there are many academic programmes specializing in shipping which have been established due to their close relationship with the maritime market. Indeed, the majority of these insitutions are located near modern shipping centers, thereby achieving a direct link between academic programmes and developments in the shipping market. The curricula, designed to prepare young competitive executives in the sector, should involve multidisciplinary knowledge, and provide students with international orientation and a solid theoretical, analytical and technological background. The existence of both the Academic Advisory Committee and the Business Advisory Committee, composed respectively of distinguished professors and prominent industry speakers from Greece and abroad, ensures that the programme maintains high academic standards, while concurrently following the latest developments in the shipping market. Thus, participants acquire international orientation and a solid theoretical, analytical and technological background. Following the success of ALBA in the shipping industry (since 2005,) in 2010 proceeded with the creation of the international shipping postgraduate program, MSc in International Shipping and Finance, in collaboration with the prestigious University of Reading, ICMA Centre - Henley Business School (http://www.icmacentre.ac.uk/courses/msc- international-shipping-and-finance). Graduates of the programme, after a ninemonth course of study (seven months at the University of Reading in England and two months at ALBA in Greece) receive two degrees, one from each academic organization (dual degree program). The program is accredited by the Chartered Institute for Securities and Investment (CISI) and the
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Institute of Chartered Shipbrokers (ICS), as the existence of a Business Advisory Board and cooperation with the shipping recruitment agency Spinnaker Consulting Ltd. reveal the close relationship and support from the shipping market. Finally, having picked up on the aforementioned facts, ALBA enables executives from the industry to shape their own curricula. This is made possible through the Diploma in Shipping Management Studies which allows participants to choose the number and subjects that interest them, the duration and how they are monitored, thus acquiring a flexible yet top-class educational experience. In addition, upon completion of all courses that make up the particular curriculum, students may, if they wish, go on to obtain the MBA in Shipping, with exemption from these courses. If we add to this the successful presence of ALBA, since 1992, in the area of postgraduate education in Business Administration according to the standards of leading educational institutions abroad, and the fact that all the programmes were designed with practical application in mind, their competitive quality is guaranteed. Present-day shipping executives, therefore, must take important decisions, and at this point the role of first-class training comes into play. A role more dynamic and demanding than ever before. For this reason, the training of maritime executives should be multidimensional, combining academic with experiential knowledge of the shipping market. Managers are thereby guaranteed an excellent theoretical and practical background both for undertaking specific responsibilities, as well as for giving their additional opinion on the wider issues in the maritime sector. Apart from the flexibility that should characterize the training of executives in the maritime industry as previously mentioned, the ulterior social role of training must be particularly stressed.
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Dr. Nikolaos A. Mylonopoulos Associate Professor of Information Systems and Associate Dean, ALBA Graduate Business School at The American College of Greece
The evolving demands for managerial skills and competencies in shipping The maritime industry has unique characteristic in comparison to all other industry sectors. This is rather common sense to the insiders in this industry but not so to the broader public. For example, just like the financial services industry – especially foreign exchange – shipping has always been fully globalized with 24/7 operations all over the planet! Simultaneously, just like the manufacturing sector, each ship is like a complex factory which doesn’t stay stationery, but travels the seas. It is the combination of such heterogeneous, even contradicting, elements that makes the shipping sector unique. It is for the same reason that all management functions of a shipping company – sales, finance, human resources, etc. – face unique demands in comparison to companies in other sectors. Hence there is relatively limited managerial mobility between this industry and others. Shipping companies rely on managers that accumulate significant experience in the same industry. Having said all that, shipping management is becoming increasingly complex over the past several years, mainly for the following reasons. - Increasing complexity of local and global regulation. - Technological change in naval engineering, in logistics and supply chains, and in in-house processes. - The evolving dynamics of global trade, given the socio-economic shifts in Europe, Asia, North America, South America and Africa. - Growing complexity in customer requirements. - The evolution of risks facing modern shipping operations. - Growing competition in conjunction with higher market uncertainty. All these factors make the management of shipping companies increasingly complex
in an environment facing even greater pressures and uncertainty. For this reason, shipping companies face the challenge of synthesizing and orchestrating sector-specific specialist experience with more scientific management tools and methods throughout their functions and operations. Clearly, information technologies and the latest generations of systems play an important role in dealing with complexity and ensuring consistency and robustness of business processes. This is yet another reason why managers in shipping companies today are faced with the challenge of scaling an even higher plateau of complex skills and competencies. The trends briefly outlined above generate the need to infuse new talent into shipping companies. Such talent may be developed internally and it may be acquired through junior hires or through senior hires from other industries. Thus emerges an entire new range of needs for training and education with very specific goals and objectives, as outlined below. First, such training and education must address the unique idiosyncrasy of the sector. It should offer specialized knowledge as applied in shipping. Second, it must fuse theory with practice. This means preparing managers who will be hitting the road running without long induction periods. Third, education must be at the cutting edge of both theory and practice. Fourth, each manager must be equipped with the variety and breadth of knowledge, skills and competencies that all 21st century managers must possess. Fifth, as part of this process, shipping management education must also focus on critical thinking, emotional intelligence, effective collaboration and small team leadership. Sixth, emphasis should be placed on the global nature of shipping, with the multitude and diversity of cultures that mix in shipping routes. Finally, an essential
part of the personality of every effective manager is his or her ethical standing: the proactive consideration of political, social and environmental consequences accompanying the risks facing this industry. Strictly speaking, education is not the same as training. Training focuses on more technical skills with relatively limited adaptive resilience when external conditions change. By contrast, broader education, even in specialized subjects in shipping management, builds greater awareness of global and long term issues, while exercising the critical faculties of the mind so that managers can read the signs of change and implement appropriate and timely strategies. Under short term financial pressure, companies turn to training at the expense of the holistic competencies developed in the context of broader education. It is not sufficient for a shipping manager to be good enough in his or her job. We all face the big challenge of continuous change and adaptation to shifting economic, technological and organizational conditions. A shipping manager must be able to adapt from within, to reimagine and reinvent new pathways in an increasingly complex environment. Leadership, self-leadership, management of change, inter- and intraorganizational collaboration, are some of the skills that are essential in this respect. There is a universal difficulty in finding, selecting, recruiting, developing and retaining the right talent. This is no less of a problem in the shipping industry. Particularly in the present economic outlook, every hire must deliver tangible value, both in the short and in the long term. It follows that investments in education and training have to be customized to match the needs of the company, the job position and the profile of different individuals, their aspirations and development plans, in accordance with the strategic direction of the company. As a result, the task of developing necessary and appropriate skills and competencies within the organization becomes, in itself, far more complex than it used to be. In particular, a company investing in educa-
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tion and training as described above should expect that its employees and managers will deliver superior value through the following ways. First, they shall be able to contribute more constructively in the various stages of decision making processes. Second, they shall be able to deal with problems, crises and failures more effectively by regaining control of the situation and by restoring smooth collaboration with stakeholders faster. Third, they will elicit greater trust and cooperation across the organizational hierarchy via their maturity and heightened selfawareness. Fourth, they will be in position
to undertake autonomous initiative while effectively safeguarding the interests of the company and its shareholders. Finally – but not least importantly – they shall provide an example and guide for the personal and professional development of their colleagues and subordinates. Both the Greek crisis and the global instability make it imperative that – in the short term – companies and managers will have to become even more competitive in order to claim a part of the present day opportunities and of those that will emerge. The global
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changes that we are witnessing are of historic proportions. For the medium term, it is clear that now is the time to build the business models that will reign tomorrow. The winners will have acquired and then capitalized on the state of the art knowledge, skills and competencies that the 21st century demands.
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Alfa Laval - Pure Thinking
Ever tighter environmental regulations call for innovative, sustainable solutions - Alfa Laval Pure Thinking Seminar PureSOx – the clock is ticking!
Per Warg, Business manager, PureBallast
Alfa Laval Pure Ballast
Metropolitan Hotel, Athens
Global Marine supplier Alfa Laval presents a set of sustainable solutions designed to help ship owners and operators comply with current and pending environmental regulations. Grouped under the conceptual name “Pure thinking”, the products will provide security as existing legislation is tightened, as well as compliance with new laws such as those that will regulate ballast water treatment. While most of the solutions can be retrofitted, incorporating them at the newbuilding stage will contribute to gaining DNV’s Clean Design class notation for the vessel under construction.
Alfa Laval’s “pure thinking” product range comprises: the PureSOx exhaust gas cleaning system; the PureDry separator for recovering reusable fuel from waste oil (waste fuel recovery) and the PureBallast for ballast water treatment. Currently at the prototype the stage is the PureNOx water treatment system, a central component of the Exhaust Gas Recirculation (EGR) system being developed by large bore marine engine builder MAN Diesel & Turbo.
“Long service at sea has given us a deep understanding of the marine environment and demands on the industry. We are committed to efficient solutions that save energy and support ship owners and operators in meeting environmental regulations,” says Sergio Hike, Managing Director, Alfa Laval Adriatic. Alfa Laval’s “pure thinking” product range comprises: the PureSOx exhaust gas cleaning system; the PureDry separator for recovering re-usable fuel from waste oil (waste fuel recovery) and the PureBallast for ballast water treatment. Currently at the prototype the stage is the PureNOx water treatment system, a central component of the Exhaust Gas Recirculation (EGR) system being developed by large bore marine engine builder MAN Diesel & Turbo.
With bunker fuel oil already accounting for as much as 60% of a vessel’s operating costs, the marine industry is starting to realize the full impact of what will happen on January 1, 2015. From this date, permissible emissions of sulphur dioxide in the ECAs will be reduced to 0.1%. The simplest way for ship owners and operators to comply with the new regulation is to switch from burning heavy fuel oil (HFO) to low sulphur marine gas oil (MGO). However, this will mean a huge increase in the fuel bill and painful uncertainty regarding future fuel costs. A viable alternative is to install an exhaust gas cleaning system and run on HFO. Installing such a system poses no problems at the newbuilding stage and retrofitting is possible in many existing vessels. With a cleaning performance down to 0.1% sulphur or less, Alfa Laval’s PureSOx, is the first multiple inlet system on the market, i.e., it can be configured to utilize just one scrubber to clean the exhaust gases for the main as well as the auxiliary engines. PureSOx can operate on either sea water or fresh water. The ability to operate the system in sea water mode provides savings on caustic soda and fresh water consumption. In areas with low alkalinity the system will switch to fresh water mode. In this mode the water used for cleaning the exhaust gas is circulated in a closed system with no discharge to the environment. Alfa Laval high speed separation technology is used to clean the effluent to ensure compliance with water discharge criteria. “The clock is ticking,” says Alfa Laval. “Ship owners need to consider their options carefully, while there’s still time.”
Alfa Laval - Pure Thinking
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Alfa Laval Pure NOx
PureBallast – a way to future-proof ship operation Shipyards and ship owners now purchasing, installing and commissioning ballast water treatment systems will be the ones best prepared for 2016, when the IMO Ballast Water Convention mandates that all ships in service must use ballast water treatment. Now in its second generation, Alfa Laval’s PureBallast is an easy-to-use ballast water treatment system with full type approval and a proven track record at sea. Offering green operation without chemicals, toxic residue or other safety hazards, it neutralizes the microscopic organisms that are generally taken in with ballast water. This eliminates the threat of biological invasions when water from one part of the world is released in another. Alfa Laval is a market-leading provider of solutions which, integrated into the designs of virtually all ship types, help ship owners and operators comply with increasingly stringent local and global environmental regulations. Like other Alfa Laval solutions, PureBallast is the result of continuous product development and extensive experience gained from cooperation with shipyards throughout the world.
Pure NOx – meeting NOx emission limits Air pollution limits in Emission Control Areas (ECAs) with more stringent NOx emissions requirements will become a reality in 2016 for all new engines. In effect it will mean a reduction of 80 percent in NOx emissions from the existing IMO emission Tier I standard to the new Tier III standard. The Exhaust Gas Recirculation (EGR) system under development by MAN Diesel & Turbo will make it possible to clean nitrogen oxide (NOx) emissions from marine diesel engines. Inside the EGR system is Alfa Laval’s PureNOx water treatment system, currently at the prototype stage. The PureNOx water treatment system is compact with a small footprint, it is simple to install and can be operated at very low engine loads. PureNOx reduces maintenance costs for the EGR scrubber system and results in smaller waste volumes for onshore disposal. The system has the potential to be the NOx abatement frontrunner in terms of both technology and economic viability.
“Long service at sea has given us a deep understanding of the marine environment and demands on the industry. We are committed to efficient solutions that save energy and support ship owners and operators in meeting environmental regulations,” says Sergio Hike, Managing Director, Alfa Laval Adriatic.
Alfa Laval Pure SOx
Global support, an important factor In conclusion, Alfa Laval points out that when choosing systems and equipment, it pays to work with a supplier that can offer a well-developed global network that puts harbour support, technical assistance, onboard service and genuine spare parts within easy reach.
Alfa Laval, Pure Dry
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Pauli Kujala
Senior Business Manager - PureDry / PureBilge, Marine & Diesel Equipment
For most ship owners and operators high fuel costs are a huge headache and a serious threat to their profitability. If you had a magic wand that could cut fuel costs for your ship or fleet by 2%, you would probably start waving it! Now, the magic wand is available, only in another form.
How much would you save in a year if you cut your fuel costs by 2%? The magic wand is a new product from Alfa Laval called PureDry, a highly innovative high-speed separator with the capability to recover re-usable fuel from waste fuel oil. With a totally unconventional design, the separator recovers energy by recycling the heavy fuel oil fraction in the waste fuel oil tank, leaving only super-dry solids that can be landed as dry waste. The separator also incorporates what the company describes as “a solids removal twist”! Alfa Laval sees “waste fuel recovery” as a new, game-changing application that will bring the shipping industry huge savings on the fuel bills. With high oil prices, bunker fuel oil accounting for around 60% of a vessel’s operating costs, and increasingly stringent emission controls, a fuel strategy and ways to cut fuel bills are at the top of the agenda for most ship owners and operators today. In addition to looking at technical measures to cut fuel bills, such as exhaust gas cleaning and other technologies, shipowners are being compelled to reduce speed, remove destinations from their itineraries, and so on. However, it is now permissible to re-use waste fuel and, according to Alfa Laval, for the first time there is a technically and economically efficient method of recovering waste fuel from fuel oil residues. With waste fuel recovery, WFR, a direct saving of up to 2% on fuel bills can be achieved
with an investment that pays for itself and gives a healthy profit in the first year. Sounds too good to be true? How does WFR work? Waste fuel oil comes from settling and day tank drainages, leakages, filters and purifiers and is today collected in the waste oil tank and subsequently landed or incinerated. Alfa Laval’s WFR concept involves installing two waste oil tanks, one each for lube oil (LO) and fuel oil (FO), respectively (some vessels already have this arrangement). Although to the observer the waste fuel oil tank appears to contain just black oil, it is actually oil polluted water containing 20 – 30 % energy in the form of recoverable fuel oil. The remainder is oil polluted water 70 - 80% and, accumulating at the bottom, suspended solids approx 1%. Re-usable FO returned to the bunker tank Described by Alfa Laval as the first truly successful technology for waste oil treatment, the PureDry separator recovers the fuel oil from the oily water in the waste FO tank and it is returned to the fuel oil bunker tank for re-use after normal treatment. For the ship owner, the result is a reduction of up to 2% in the total volume of fuel oil consumed and a corresponding reduction in the ship’s fuel bill.
The process reduces the volume of waste oil by 99%, producing typically 5-15 kg per day of non-pumpable “super-dry” solids that can be landed as dry waste and disposed of in the same way as oily rags and used filter cartridges. There are no oil losses and no additional wastes are generated. The separated water, now with an oil content of less than 1,000 ppm, is pumped to the bilge water system. Profit within the first year Pauli Kujala, Senior Business Manager, Oily Waste Treatment Systems, Alfa Laval Marine & Diesel Equipment: “A large container vessel or cruise ship sailing 52 weeks per year typically burns 1,000 tonnes of fuel per week. Now, with PureDry recovering fuel that would otherwise be treated as waste, it will be possible to cut the ship’s fuel bill by up to 2%, which amounts to at least USD 500,000 per annum at today’s bunker prices!” Alfa Laval calculates that once an existing vessel has been retrofitted with the PureDry system and separate FO and LO tanks, during the first year alone the ship owner’s fuel savings will pay for both the equipment and the tank installation. For a newbuilding, the profit will be even higher since it mainly involves the capital cost of the PureDry system. In addition to cutting the ship’s fuel bill, there will be savings on waste oil incineration and landing for disposal and in the case of newbuildings, the volume of the waste oil tank can be halved, saving valuable space. A second PureDry can be installed for waste LO to reduce the volume of waste
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Alfa Laval, Pure Dry
and save on incineration and landing costs. Or if there is extra capacity in the PureDry for waste FO, this could be used to treat waste LO.
Controls. Fuel has been recycled, but no oily waste is missing from the ORB records because the recovered oil has been metered and logged.
Problems with full waste oil tanks eliminated PureDry also solves the problem of the waste oil tank filling up. The waste oil is treated instead of being stored for subsequent incineration or landing.
Have any sludge treatment systems recovered waste fuel oil in the past? To some extent, but they have been costly to operate compared to the amount of fuel they have recovered. They have also created more waste. Ship owners and operators have found them cumbersome and difficult to operate and many are currently installed but not working to satisfaction. Also, in the past, if any fuel was recovered at all and re-used, there would be an inconsistency in the ship’s Oil Record Book. If the ship claimed to have recycled the missing oil as fuel, authorities tended to remain unconvinced and suspect environmental infringements.
If the oily water separator (OWS) does not function properly, the bilge water goes into recirculation and fills up the bilge water tank. When this is full it is usually pumped to the waste oil tank. When the waste oil tank has no more capacity the ship has a problem. Incineration of the waste oil means burning up to 80% water and to do this it is necessary to add costly diesel fuel. It is in situations like these that environmental infringements may occur. Alfa Laval’s new waste oil treatment concept solves the problem. Landing waste oil can be costly There are also issues today surrounding landing of waste oils. In many ports, it is difficult. For instance, California is not prepared to handle waste oil. If landed, it has to be transported by road tanker to a neighbouring state for disposal. This, of course, means the ship owner has to pay dearly for it. In some places it is possible to sell waste oil, probably for around USD 110 per tonne, although the price depends on the water content. But in those cases, ship owners are getting paid for oil they once purchased at full price. In fact, they are selling it at a huge discount to someone else, when they could re-use it themselves. Flows metered and recorded The PureDry system has accurate flow metering in the EPC 60 control unit. The feed is monitored, recovered oil is metered, the water is metered and a load cell registers when the dry solids container is full. All this is digitally recorded for presentation to the authorities during, for instance, Port State
Changed MARPOL regulations Today, according to MARPOL rule MEPC.1/Circ.642, it is permitted to recover and re-use the HFO fraction of the waste oil as fuel for the diesel engines. “Regeneration of oil residue should be an approved means of disposal of oil residue according to the supplement to the IOPP Certificate.” This change in the regulations, which took place in 2008, was one of the drivers for Alfa Laval’s development of PureDry and the WFR concept. Another driver was Marpol Annex VI (air emissions). This prohibits incineration of oily wastes in ECA areas, therefore fewer owners will be installing incinerators and even larger waste oil tanks will be required. Centrifugal separators increasingly sophisticated Alfa Laval introduced its first marine centrifugal separator for cleaning mineral oil in the 1920s. It comprised a disc stack within a solid wall bowl. Cleaning involved opening the machine and removing the separated solids manually. Since the advent of self-cleaning designs in the 1950s, marine mineral oil separators have become steadily more mechanically
advanced. Today’s high speed separators feature automatic solids discharge via an aperture located at the outermost periphery of the bowl. Inside the bowl, a water operated hydraulic mechanism opens and closes at regular intervals at high speed to discharge solids. Thus, many high precision moving parts are involved which require regular service and maintenance. The PureDry ‘devolution’! The new PureDry generation represents a paradigm shift in high speed disc stack separator solids discharge design. With PureDry, there is no aperture in the bowl and no sensitive hydraulic system installed to actuate solids discharge. And here’s the “twist” that Alfa Laval refers to. A patented, spiral-shaped device called the XCavator transports the super-dry solids to the base of the machine where they exit down into a container below the machine. There are just two main moving/rotating parts – the separator insert including the XCavator, and the outer bowl shell. They move in the same direction but at different speeds, thus transporting the dry solids out of the machine. “It’s a kind of devolution,” says Pauli Kujala. “We have utilized the simplicity of the old solid wall separator designs, except that now we don’t need to open the machine and remove solids manually.” Why PureDry? The essence of the PureDry concept and the thinking behind the choice of name is that no water is added. The new design completely eliminates the need for displacement water prior to discharge, as well as water needed for conventional hydraulically controlled discharge mechanisms. Also, as mentioned earlier, the solids are discharged in super-dry form. Alfa Laval believes that PureDry has the potential to change the seafarer’s view of centrifugal separators as being sophisticated pieces of equipment needing regular main-
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Alfa Laval - Pure Dry
Action can then be taken based on recommendations from the CBM system – it may be a recommendation to run the Cleaningin-Place (CIP) process or exchange a component using the Exchange Kit. Integrated waste oil and bilge water system Together, PureDry and Alfa Laval’s PureBilge bilge water separator form an integrated waste oil and bilge water handling system. It recovers waste FO that is returned to the fuel oil bunker tank, treats waste LO to reduce the volume, cleans the bilge water to 0-5 ppm for discharge overboard, and generates small volumes of super-dry solids for landing as dry waste. PureBilge is the first system of its type to pass the new, more stringent DNV 5 ppm type approval process for oily water separators. It provides a cleaning performance in real life conditions of 0-5 ppm oil content in the water without chemicals, adsorption filter or membranes. PureBilge is delivered with the integrated tamperproof BlueBox bilge data recording system.
tanence. PureDry requires no conventional maintenance and the design makes operation almost as simple as a centrifugal pump, with no manual engagement needed. ‘Maintenance and Service by Exchange’ PureDry’s innovative approach does not end with the design of the machine. Alfa Laval has developed an innovative, module-based maintenance concept called Maintenance and Service by Exchange (MSE). PureDry is supplied with an Exchange Kit, which includes a new separator insert (rotor and disc stack), a new XCavator, and a Consumables kit. After one year, the crew replaces the separator insert as simply as replacing the insert in a filter, and the XCavator. The used parts are returned to the nearest Alfa Laval Service Center,
and the ship orders a new Exchange (and Consumables) Kit. “The customer is not purchasing new parts – we supply the Kit at an exchange price,” emphasizes Pauli Kujala, “and the PureDry separator remains under continuous warranty. This is virtually all that needs to be done to keep the equipment in good operating order. The aim is to give customers the opportunity to budget and maintain a fixed operating cost.” For full operational security, PureDry is equipped with an advanced integrated condition-based monitoring (CBM) system that records temperature and vibration via the EPC 60 control unit. The system can give the crew an early alert or even shut down the machine if the running conditions should suddenly deviate from specifications.
Impressive environmental benefits Will ship owners and operators grasp the full implications of PureDry and the new waste fuel recovery application in terms of cutting their fuel bills and reducing the impact of their operations on the environment? If the world’s merchant fleet cut its fuel bill by 2%, there would be a reduction in HFO consumption of approximately 10.4 million tonnes per year and the amount of CO2 released annually would be reduced by 32 million tonnes. ‘Pure thinking’ for the marine industry PureDry and PureBilge are part of a range of sustainable solutions designed by Alfa Laval to help the marine industry reduce operating costs and comply with IMO’s increasingly stringent environmental regulations relating to many aspects of ship operation. Other products in the range are PureBallast for ballast water treatment, PureVent for crankcase gas cleaning, and the PureSOx exhaust gas cleaning system.
Alfa Laval - Pure Dry
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PureDry recovers more than 150 tons of fuel oil onboard Silja Symphony In November 2010, the Baltic ferry MS Silja Symphony installed PureDry, a new high-speed separator from Alfa Laval with the capability to recover re-usable fuel from waste fuel oil. Symphony’s Chief Engineer Mats Göras relates that since commissioning, the PureDry unit has recovered more than 150 m3 of oil, which has been returned to the bunker tanks for re-use. “With bunker oil at today’s prices, this has meant a significant reduction in fuel costs for us,” says Göras, “we have also cut our costs for landing waste oil.” MS Silja Symphony is a 58,377 grt cruise ferry, delivered in 1991 and owned by the Tallink Group. The ship is equipped with four Wärtsilä-Vasa 9R46 diesel engines for propulsion, rated at 32.5 MW, and auxiliary engines rated at 7.3 MW. In service on the Helsinki-Stockholm route, Silja Symphony consumes some 50 tons of fuel oil every 24 hours, sailing approximately 50% of the time. The PureDry high-speed separator was installed onboard in November 2010 and went into full operation in January 2011. Waste fuel oil from settling and day tank bottom drains, fuel oil filters, fuel oil separators and the diesel engines is separated from other waste oils and collected in a dedicated waste fuel oil tank. PureDry recovers the fuel oil fraction from the waste fuel oil and returns it to the fuel oil bunker tank. Significant savings Chief Engineer Mats Göras is clearly impressed by PureDry’s performance. “We produce roughly 8 m3 of waste fuel oil every 6 days. Since the PureDry was commissioned we have recovered more than 150 m3 of re-usable fuel oil and saved a significant amount on the ship’s fuel bill. To be sure that the recovered oil was within bunkering limits, we sent samples to DNVPS for analysis and they confirmed that it was suitable for use.” The PureDry process reduces the volume of waste fuel oil by 99%, producing 13-15 kg of “super-dry” solids every 24 hours. Mats
Göras: “We land these solids as dry waste, along with oily rags, used filter cartridges, etc. It’s not a problem as they don’t require any new special means for disposal.” With PureDry there are no oil losses and no additional wastes are generated. The separated water, with an oil content of less than 1,000 ppm, is pumped to the bilge water system. Savings on waste oil disposal Mats Göras points out that, in addition to cutting the fuel bill, Silja Symphony has achieved significant savings on waste oil disposal. “We pay 7.5 EUR/ton to land waste oil in Helsinki, regardless of the mix of oil and water. PureDry has reduced the amount of waste oil landed by about 450 m3 per year.” Locating the PureDry onboard was no problem – it replaced an Alfa Laval MSPX sludge treatment system that treated all oily waste streams. Mats Göras likes the simplicity of the PureDry concept. “The MSPX required much more attention from the crew.” He sums up by saying that PureDry really benefits his operating budget. “We save money on fuel and on waste oil disposal, and very few man hours are required to
keep the unit operating. This is the way we would like to see oil separators designed in the future.” Paradigm shift in separator design According to Alfa Laval, the new PureDry generation represents a paradigm shift in high speed disc stack separator solids discharge design. There is no aperture in the bowl and no sensitive hydraulic system installed to actuate solids discharge. A patented, spiral-shaped device called the XCavator transports the super-dry solids to the base of the machine where they exit into a container below the machine. There are just two main moving/rotating parts – the separator insert including the XCavator, and the outer bowl shell. Simple maintenance PureDry is supplied with an Exchange Kit, which includes a new separator insert (rotor and disc stack), a new XCavator, and a Consumables Kit. After one year, the crew replaces the separator insert as simply as replacing the cartridge in a filter, and the XCavator. The used parts are returned to the nearest Alfa Laval Service Center, and the ship orders new exchange and consumption kits.
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Alfa Laval - Pure SOx
It’s one minute to twelve – time to look at the options The marine industry is now waking up to the reality of what will happen on January 1, 2015, when permissible emissions of sulphur dioxide in the ECAs are reduced to 0.1%. For ship owners and operators the decision regarding which strategy to apply to cope with the regulation is yet another threat to their competitiveness. Uncertainty reigns and to take no action is a huge gamble that the ship owner is unlikely to win. Alfa Laval: Pure SOx Process
The combined effect of the slowdown in the global economy, the credit crisis, low freight rates, fluctuating oil prices and widespread consolidation constitute the “perfect storm” for the shipping industry. Ship owners and operators are under huge pressure to remain competitive. Now, with financial markets and national economies slowly showing signs of recovery, and with bunker fuel oil already accounting for as much as 50% of a vessel’s operating costs, yet another problem is fast approaching. Most people
in the industry knew it was coming, but many have tended to repress the knowledge, or just “hope for the best”. In October 2008 the Marine Environment Protection Committee (MEPC) of the International Maritime Organization (IMO) agreed on the progressive reduction of the maximum sulphur content in fuels used onboard ships. The revised MARPOL Annex VI regulations reduce the global sulphur cap to 0.5%, effective from January
1, 2020. The limit applicable in Emission Control Areas (ECA) will be reduced to 0.1%, effective from January 1, 2015. To date, the designated ECAs are in Northern Europe and comprise the Baltic, the North Sea and the English Channel. From August 1st 2012, the North America and the US Caribbean will become an ECA as well. The sulphur regulation has been ratified and it seems unlikely that it will be changed. Thus, by now, if ship owners and operators
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are to remain profitable, or even in business after this date, they should have strategies in place for dealing with the situation. However, it seems that many haven’t. Dissension from various quarters IMO agreed the timetable for lowering the sulphur limit in the ECAs back in 2008 and the legislation was ratified. Yet there has been resistance to the speed and scale of the sulphur reduction plans among EU member states, both from shipping lobby groups and some politicians, particularly in the Baltic region. However, it is very unlikely that it will be delayed or disappear. Although EU member states are under pressure from ship owners’ associations they will be very reluctant to go back to IMO to change this hard won legislation. They first need to align all other EU member states before they can go back to IMO – and therefore it is very unlikely. Raising false hopes All this dissension is giving false hope to ship owners and operators, some of whom do not even realize that the new regulation has already been ratified, and it could lead to a dangerous state of apathy. Given the advent of exhaust gas cleaning technology in most other sectors, it seems that this will inevitably become part of environmental compliance for all ships. One would think that the attention of ship owners and operators would be focused on rigorously planning for the regulatory change, analysing every facet of their operations and trading routes and understanding how the 0.1% sulphur limit will impact their business. MGO – the simplest option, but costly To comply with the new regulation, the ship owner has three options. The simplest is to switch from burning heavy fuel oil (HFO) to low sulphur marine gas oil (MGO). However, the cost of achieving compliance this way will be a huge increase in the fuel bill and painful uncertainty regarding future fuel costs. Switching to MGO could mean a fuel bill that accounts for 60-70% of total ship operating costs.
Alfa Laval - Pure SOx
The difference in price between MGO and HFO is currently USD 300 to 330 per tonne and, in the past, we have seen price differences in excess of USD 500. The price gap is extremely sensitive to the world economy. While the economy is currently down, we can expect an improvement at some point with an increasing price gap as a result. In addition, analysts predict a shortage of distillate fuels. Europe already imports 30 million tonnes a year and, once the new regulation takes effect, another 50 million tonnes will be needed. Also, distillate fuel for marine consumption will have to compete with land based fuel consumption. No investments in new refining capacity are expected. LNG – even more costly Another alternative is to run the ship on liquefied natural gas (LNG). However, the market price for LNG is currently unrealistic and there are other drawbacks. There is no worldwide fueling infrastructure and the insulated tanks required onboard are three times larger than normal fuel oil tanks. The onboard requirements are also very strict. Also, there is some doubt surrounding the environmental impact of burning LNG. Although it is a clean fuel, if perfect combustion is not achieved, there can be a small release of methane, which is a relatively potent greenhouse gas. Exhaust gas cleaning, viable in many cases The third option is to install an exhaust gas cleaning system. While the maximum sulphur content in fuels used onboard ships will be limited to 0.1% from 2015, exhaust gas cleaning systems that reduce the emission of sulphur oxides to the same extent are approved by IMO. An exhaust gas scrubber removes sulphur oxides from the ship’s exhaust gas by scrubbing it with sea water or fresh water. The technology enables ship owners to continue operating on HFO instead of expensive MGO, while still meeting the strict IMO regulations regarding sulphur oxide emis-
sions. Attractiveness of scrubber systems For newbuildings installation of exhaust gas cleaning technology is not a problem and seems to be a logical, future-proof step. In fact, it would be hard to understand the reasoning of a ship owner with a vessel at the design stage that will operate in the ECAs, who did not install such a system. When it comes to retrofitting a scrubber in an existing ship, a number of factors affect the attractiveness of the proposition. Heading the list, of course, is whether or not it is feasible given the type, size, design and construction of the vessel. The vessel’s operating profile and annual fuel consumption in the ECAs are also important considerations. In financial terms, the larger the ship and the more hours it is in operation, the more fuel it burns, and the more attractive the proposition is in terms of savings on the fuel bill. The cost of retrofitting a scrubbing system, including the downtime involved, can be high. However, if the ship regularly operates within the ECAs, the payback time is said to be between one and two years. Obviously, the opportunity to continue burning HFO is a highly positive factor in terms of keeping down fuel costs and allowing the owner to remain competitive in an extremely tough market. Some owners have chosen this route already with favourable results, although others are reluctant to act. Why is market acceptance so slow? The lobbying and other forms of dissension mentioned previously are one possible factor. Ship owners are perhaps still hoping for a reprieve from the new regulation and uncertainty leads to reluctance to invest. Some owners simply don’t want to be “guinea pigs” for the new technology. Then there is the eternal triangle between the ship owner, the charterer, and the
Alfa Laval - Pure SOx
scrubber manufacturer. The ship owner approached by the manufacturer says: “Yes, I want to purchase a scrubber, but my charterer is not willing to pay”. The charterer is focusing on the charter fee he is paying the ship owner and seems unaware of the forthcoming legislation. It is already a fact that 50% of the operating costs of a vessel are defined by the fuel bill and in many cases the fuel costs exceed the charter fee. Therefore one would expect the owner to install a scrubber, absorb the cost, and maintain a reasonable level of fees to the charterer in 2015, in order to safeguard his company’s competitiveness in the long term. Currently the triangle is a deadlock. Yet, it will come as no surprise to hear that, in January 2015, charterers are saying to owners, “you expect me to pay double the price for fuel? Why there is no scrubber installed?” Some ship owners are reasoning that, OK, payback time is 1-2 years but that starts in 2015, why invest now? Thus, many owners will wait until the last minute and, at that point in 2014, chaos will reign. Ballast water treatment legislation will be looming, so they will need to change ballast water treatment systems, and they will also need exhaust gas scrubbers installed. By then all the repair yards will be fully booked and scrubber suppliers will be unable to keep up with demand. So many ship owners will simply be too late. They will be forced to operate their vessels on expensive, low sulphur MGO while waiting for scrubber supply to catch up with demand. During that time they will lose their competitiveness, possibly their customers. ‘Pure thinking’ for the marine industry Under the conceptual name “Pure thinking”, marine supplier Alfa Laval has a range of sustainable solutions designed to help the industry comply with IMO’s increasingly stringent environmental regulations relating to many aspects of ship operation. The range comprises PureBallast for ballast
water treatment, PureVent for crankcase gas cleaning, the PureBilge oily water separator for bilge water treatment, the new PureDry separator for recovering re-usable fuel from waste oil (waste fuel recovery), and the PureSOx exhaust gas cleaning system. PureSOx – a hybrid scrubber system With a cleaning performance down to 0.1% sulphur or less, PureSOx, is the first multiple inlet system on the market, i.e., it can be configured to utilize just one scrubber to clean the exhaust gases for the main as well as the auxiliary engines. René Diks, Manager, Marketing & Sales, Exhaust Gas Cleaning, Alfa Laval: “For the retrofit market, where space and weight are critical issues, it is beneficial to be able to supply a single scrubber that handles exhaust gases from all the ship’s engines. Other advantages include lower energy consumption, less piping and lower maintenance costs.” PureSOx can operate on either sea water or fresh water. The ability to operate the system in sea water mode provides savings on caustic soda and fresh water consumption. In areas with low alkalinity the system will switch to fresh water mode. In this mode the water used for cleaning the exhaust gas is circulated in a closed system with no discharge to the environment. Alfa Laval high speed separation technology is used to clean the effluent to ensure compliance with water discharge criteria. This technology is well proven and with a footprint smaller than many other water cleaning solutions. The high speed separation technology is with no doubt the solution which generates the least sludge quantity with the possibility to clean the wash water beyond the IMO criteria if required in the future. To minimize the energy consumption of the scrubber, the water flow is automatically adjusted to the engine power. The system is also designed to vary the water flow depending on the sulphur content in the fuel. Leading the way… Based on their own experiences, Alfa Laval
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reports that ship owners are slowly starting to conclude that installing a scrubber system to clean exhaust gas is the most viable alternative to deal with the upcoming change in the sulphur regulations. Alfa Laval recently signed a contract with Spliethoff, one of the largest ship owners in the Netherlands, covering the retrofit of a multiple inlet PureSOx exhaust gas cleaning system on board one of Spliethoff’s vessels which operates mainly in the North European ECA area. Since the vessel’s engines have a combined rated output of 28 MW, this will be the largest marine scrubbing system ever sold. Another Alfa Laval system is in operation on DFDS Ficaria Seaways. This system treats the exhaust gas of a 21 MW MAN main engine and, to date, has completed more than 4,000 operating hours. The scrubber design is modular and flexible with a high degree of operational flexibility as well as future possibilities for upgrading of the equipment. What conclusions can we draw? One thing is certain, sulphur emission reductions and fuel costs are going to be the main topic in the boardrooms of ship owners and charterers during the coming 12-18 months. Exhaust gas cleaning is not the answer to every ship owner’s problems. In the future, technology for making MGO and LNG more financially viable will be needed, and perhaps completely new fuel alternatives. But the technology available right now and offered by a number of companies as a financially viable solution for ship owners to meet future sulphur legislation and remain competitive is exhaust gas cleaning. On the other hand, manufacturers of exhaust gas cleaning systems agree that there will be a glut of orders around 2015 which will be difficult to handle – and it is necessary to face the fact that the new sulphur legislation is unlikely to be postponed. The clock is ticking – consider your options carefully, while there’s still time.
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ERMA FIRST receives Type Approval ERMA FIRST BWTS manufactured by ERMA FIRST ESK Engineering Solutions S.A, has received Class Type Approval according to Lloyd’s Register Type Approval System, 2002. This certificate along with Type Approval obtained by the Greek Administration last May makes the system accepted both for its mechanical design and biological efficacy. The Class Type Approved ERMA FIRST BWTS is considered as a great achievement, of a highly qualitative and efficient, fully certified Advanced, Innovative Technology for Marine Applications. ERMA FIRST Ballast Water Treatment System uses a simple and effective 200 micron self-cleaning prefilter, an innovative, sophisticated 20 micron hydrocyclone technology exhibiting outstanding performance in very high sediment loads and advanced energy efficient electrolytic cells which provide a perfect combination of: • Very low footprint in tailor-made, ship-type optimum arrangements, • Very low Power Consumption, • Easiness in Installation, with minimized labour & material costs, • Risk-free operation in all sea conditions, • Enhanced performance with stable operation even in ultimately high sediment loads, • Extremely low maintenance and operating costs, • Simplicity of Operation, on a fully automated functional principle, easy for crew use. The Class Type Approval by a reputable classification society such us Lloyd’s Register endorses the high quality on the design and construction of the unit. ERMA FIRST BWTS already counts installation in various vessel types from Off Shore supply vessels, bulk carriers, containers vessels and Mega Yachts. While the order books extends rapidly. The following step of ERMA FIRST on the certification field is the application for Alternate Management System (AMS) and USCG Type Approval. The company is planning to apply for these certificates within the following weeks. With the ratification of the convention approaching and the USCG Final rule the installation of a BWTS onboard of new buildings it is a reality. ERMA FIRST BWTS can be an ideal solution for different kind of vessels. For more details and discussion of your vessels special needs you can contact us a info@ermafirst. com or visit our web site www.ermafirst.com.
Industry news
Consolidated Marine Management takes delivery of King Gregory The first of two fuel-efficient medium-range tankers from Hyundai Mipo
Classed by Lloyd’s Register, the oil-and-chemical carrier has latest environmental and efficiency features. Korea’s Hyundai Mipo Dockyard (HMD) has delivered King Gregory, a 52,000-dwt tanker, to Consolidated Marine Management (CMM), the shipping branch of the Latsis Group. King Gregory, HMD’s hull No. 2345 delivered earlier this month, is the first of two medium-range (MR), IMO II & III-class oil/chemical tankers contracted by Consolidated in August last year. The ship features the latest equipment and technology to cope with new environmental requirements and energy-saving demands, according to Kostas Vlachos, Consolidated’s Chief Operating Officer. “She is equipped with an electronic main engine, a larger diameter propeller, mewis duct and ship-performance monitoring -- transmitting data to the office, including but not limited to the monitoring of daily and specific fuel oil consumption and, hence, CO2 emissions, the trim of the ship, and other key data – to help ensure the optimum performance,” Vlachos said. The owners decided to install a ballast water treatment system supplied by Ocean Saver, the first system to be installed in an MR type tanker with deep-well cargo pumps. The ship also complies with all Exxon Mobil 2010 mandatory requirements and others that are strongly recommended, including those for STS operations (for the ship to ship transfer of oil at sea) such as vapour-emission control systems, certified cranes for personnel transportation and oil-water separators certified for 5ppm. The owners say they have installed two of JRC’s modern electronic chart display and information systems, illustrating their determination to offer a highly competitive, environment friendly, safe and fully operational ship to the market. It is estimated that the ship’s daily fuel consumption in the ballast condition with a speed 12.5 knots will not be more than 17.5 metric tons (MT), while the consumption in laden condition at a speed 13 knots will be less than 19.5 MT. King Gregory has started a three-year time charter with Cargill, with both owners and charterers expected to realise considerable savings when compared with other ships in its class. “Lloyd’s Register is proud to have worked with a client who is taking such a strong and clear lead in building and operating safe, efficient ships,” said Nikos Vaporis, Senior Specialist, Lloyd’s Register, Busan. “Consolidated have also been certified to the ISO 50001 energy management standard. A well-designed, well-built ship and an effective energy-management strategy is a bound to be a winning combination.
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Industry news
Energy Efficiency Norsafe: highest intake of orders on focus at Lloyd’s record Register’s Hellenic Advisory Committee (HAC) Lloyd’s Register looking at ship performance and innovation with shipowners
Committee member Dr. John Coustas of Danaos Shipping presented the committee with an overview of ‘Eco-Ships’ and investment returns. Dr. Coustas described the current situation in terms of technological development comparing new designs with the potential to improve performance of existing designs as well as the current offerings from Asian shipyards. A long discussion followed debating shipowners’ investment options both in today’s market and in future scenarios. Committee Chairman, Mr Theodore Veniamis, who was chairing his first full Hellenic Committee meeting since his election last year, summarised the debate, stating, ‘That although eco ships should not be the driver for an owner to elect in investing in newbuildings at this time - such decisions are driven by market dynamics – however, a new design’s energy efficiency characteristics is going to be high on the list of owners’ criteria when evaluating specifications. Luis Benito, Lloyd’s Register Global Marine Marketing Manager, presented ‘A best practice service for Performance Optimisation’, the Lloyd’s Register service first introduced at SMM this year. The new service is intended for new designs, existing designs and existing ships, providing integrated solutions for all aspects of hull form, coatings and appendages optimisation. ‘CFD modelling with Lloyd’s Register is able to help owners looking for an integrated solution for the optimisation of their ships’ performance’, said Mr. Benito. Richard Sadler, Lloyd’s Register CEO,had provided an overview of recent developments across
Norsafe has received orders for 400 million NOK over the course of one month, reinforcing its role as the world’s leading manufacturer and supplier of maritime lifesaving systems. During October 2012 the sales department signed contracts for a value greater than NOK 400 million, thereby increasing the order backlog to a new record height of 1.35 billion NOK. «It is Norsafe’s newly developed GES50 MKIII freefall lifeboat which accounts for the bulk of these orders,» says CEO Geir Skaala, adding that the international demand for this product is fantastic. GES50 MKIII (Gravity Escape System) is certified according to the DNVOS-E406, the world’s strictest requirements for freefall lifesaving systems, applicable on the Norwegian continental shelf from 2015. «The boat is the first model in a series of three newly developed freefall lifeboats in compliance with these new regulations», says Geir Skaala. GES50 MKIII is 50 foot long, has a capacity for 70 persons, and is certified for drop heights of up to 47 metres. The market’s most advanced freefall lifeboat has achieved these tremendous results after having undergone a series of extreme tests, including a drop-test from 61.53 metres. The customers using the new lifeboats are oil companies, rig owners and operators who are committed to safety, often operating under the toughest possible weather conditions found in the North Sea, Barents Sea and the North Atlantic. Among the customers are Songa Offshore SE (Statoil), Seadrill Limited, Floatel International Ltd and Axis Offshore. Norsafe Group has its headquarters at Tromøy outside Arendal and today counts 850 employees. The company has a worldwide involvement that includes production, sales, delivery and service of lifesaving equipment for ships and to the offshore industry. The company has its own production and sales/service companies in Norway, China, Greece, Mexico, Singapore, South Korea, USA, Japan, Brazil and the Netherlands. In addition, Norsafe Group has a network of 45 service stations spread across all continents. Norsafe is continually growing, and new daughter companies and service stations are in the process of being planned/developed. the Lloyd’s Register and the Group’s focus on critical business infrastructure. He talked of the growth being seen in Lloyd’s Register’s Energy business, particularly in a new era of exploration and production of oil and gas. Lloyd’s Register’s new corporate structure was also described – the Group is now wholly owned by a charity, The Lloyd’s Register Foundation. And he updated the committee on the relocation of Lloyd’s Register’s Marine business to Southampton – a process that would be complete in June 2012, when the new Lloyd’s Register Group Technology Centre, on the University of Southampton’s campus, is ready to be occupied. Lloyd’s Register’s Marine Director, Tom Boardley - currently Chairman of IACS - provided a global shipping and shipbuilding activity update. Mr. Boardley emphasised the fact that the world fleet
exceeded 1bn grt in 2012and talked about ordering new tonnage in the context of the Energy Efficiency Design Index (EEDI). Apostolos Poulovassilis, Regional Marine Manager for Europe, Middle East & Africa, provided an update on Lloyd’s Register Key Activities in Greece. ‘Lloyd’s Register continuously supports local clients with evermore complex regulatory issues. Recent focus has increasingly been on Environmental and Energy Efficiency matters’, he said. ‘Lloyd’s Register was the first to provide ISO 50001 Energy Management Systems certification to a shipping company in Greece, which was also our first globally. Four more Greek companies have now been certified and another five have contracted to do so. We think this trend will now accelerate as more companies hear about the benefits being realised by the early movers”.
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Industry news
RINA Hellenic Technical Committee
The Hellenic Technical Committee of International Classification Society RINA focused on subjects, like the harmonised CSR on Bulk Carriers and Oil Tankers, the current situation of Chinese shipbuilding Industry and the Implementation of the asbestos ban onboard ships, at its recent meeting on Tuesday the 30th of October 2012 which was held at the Piraeus Marine Club. Spyros Zolotas, Country Manager for Greece and Cyprus, at his welcome to the participants, briefly referred to the achievements of RINA in the area and the challenges for 2013. The chairmen of RINA’s Hellenic Technical Committee, Mr Akis Tsirigakis and Mr Theo Baltatzis, at their introduction, invited members for an even more active participation to the Committee matters considering that RINA will take the chairmanship of IACS Council in the next year. They emphasized the always increasing RINA presence around the globe with more Offices opened and the initiatives on newbuilding projects in the Far East. Stefano Bertilone, RINA General Manager for Greece, Middle East and Africa gave a presentation on the latest RINA developments. He highlighted the new RINA mission, the newbuilding strategy of the Society in the Far East and the new network of offices in the area, opened in Cyprus and Jeddah. Dino Cervetto, RINA Technical Services Sector Manager and Member of the Small Group of IACS on the CSR, explained the current stage of development of the new harmonised CSR that are now available to the Industry for comments. RINA is today ready to offer its services according to these new set of Rules and its relevant software has received positive feedback. Yang Yi, RINA Marine Manager for China, in his presentation, provided an overview of the shipbuilding industry in China, highlighting also information on the new “eco” designs offered today by most designers and shipyards in the Far East. The technical presentations of the meeting closed with Mr. Cervetto, who referred on the implementation of the asbestos ban onboard newbuilding and existing ships. RINA’s Hellenic Technical Committee is made up of the most prominent Technical Managers of well-known Greek shipping companies, as well as distinguished guests like Mr. Takis Koutris, Chairman of Martecma.
RINA appoints new members to Hellenic Advisory Committee International classification society RINA has appointed three new members to its Hellenic Advisory Committee. The new members, who were appointed by committee chairman George Youroukos, are Mylonas Charalambos (Transmed Shipping Ltd), George Gratsos (Standard Bulk Transport Corp and President of the Hellenic Chamber of Shipping) and George Margaronis (Clarksons Hellas). The appointments were confirmed at a meeting of the committee in Piraeus on 14 November 2012, attended by Spyros Zolotas, Country Manager for RINA Group in Greece. At the meeting, Michele Francioni, Chief Operating Officer of RINA Group, debated the future of Eco-Ships. “Savings in energy consumption can be achieved through speed reduction and optimisation,” said Mr Francioni, “together with voyage planning, weather routeing, and hull retrofit improvements.” He added that hull and propeller maintenance and main and auxiliary engine retrofitting were important elements, and emphasised the advantages of computerised fuel consumption and emissions monitoring. “The crew must also be aware of their environmental responsibilities, and properly motivated to observe them,” he emphasised. An Energy Governance System being developed by RINA combines knowledge of rules and regulations and marine operations experience with software and consulting expertise. RINA CEO Ugo Salerno confirmed that RINA is looking forward to assuming the chairmanship of the International Association of Classification Societies (IACS) in 2013. He paid tribute to the excellence of the RINA workforce, and reported that RINA’s turnover in 2012 to date was Euros 290m, with earnings before interest, tax, depreciation and amortization of Euros 45m.
when a growing
BODY
covers huge distances
RINA GROUP making the best together
44
Industry news
Type approval by Lloyds Register Tanker: First GL of Ships of the DESMI Ocean certification for Guard OxyClean BWTS LEHNKERING according to TMSA OxyClean Ballast Water Treatment System tested for use also in fresh water is now type approved by Lloyds Register of Ships! This is the first UV-type BWTS which has been IMO-tested on land in fresh water!
It is a great pleasure to announce that on November 7th DESMI Ocean Guard A/S received type approval of the OxyClean Ballast Water Treatment System (BWTS). This means that the system is fully certified according to the requirements and guidelines adopted by the International Maritime Organisation (IMO) in the Ballast Water Management Convention. With the type approval certificate in hand DESMI can now offer the Industry a fully compatible BWTS which is setting new standards for effective treatment under very challenging conditions. During the more than three years of development and testing we have gained ground-breaking understanding of the water treatment challenges a system may encounter under real operating conditions. In particular these challenges have turned out to be related to the treatment of fresh water and water with very low UV-transmission , and with the type approval certificate in hand DESMI can today document industry leading performance in both respects. Extensive testing has proven that the system is IMO compliant irrespective of the salinity of the treated water, and down to UV-transmission values as low as approx. 0.35. “The excellent performance DESMI has been able to demonstrate, has already spurred a lot of interest from potential customers, and with the issuance of the type approval certificate we expect this to increase in the coming months. The majority of the shipowners are today painfully aware that type approved BWTS’ do not have equal performance, and that a number of already approved systems have proven unable to comply with the IMO requirements in ports where the water conditions are challenging. This may result in fines, detained ships and ultimately it can force a shipowner to replace already purchased and installed systems, if time after time they turn out to be non-compliant. Such a replacement is extremely costly”, says Rasmus Folsø, CEO of DESMI Ocean Guard. Performance is not the only important parameter when evaluating BWTS’. Cost, power consumption, footprint, no handling of chemicals and world-wide after sales support functions are all important aspects for most shipowners when having to chose a BWTS. OxyClean system is competitive on cost, has very low power consumption relative to performance, small and flexible footprint due to the modularity of the system, no use of added chemicals and finally DESMI has an already established global network of after sales support centres available for our customers through the global network of the DESMI organisation. DESMI Ocean Guard A/S was established by A.P. Moller-Maersk A/S, DESMI A/S and Skjølstrup & Grønborg ApS in 2009. The company is located in Aalborg, Denmark, and its main activity is development of systems for removal of living organisms from ballast water discharged by ships. Such systems are required to be installed on the world fleet according to the IMO (International Maritime Organization) Ballast Water Management Convention. It is anticipated that between 50,000-70,000 vessels need to install ballast water treatment systems in the period up to 2019, so the market potential is extensive.
The first companies to be certified by Germanischer Lloyd (GL) as complying with the international Tanker Management and Self-Assessment (TMSA) safety standard are LEHNKERING Reederei GmbH and LEHNKERING Rhein-Fracht GmbH. Both are part of the IMPERIAL Shipping Group. Following the successful audit, Dr Ulrich Ellinghaus, Head of GL Systems Certification Germany, presented the certificate to Hendrik Lorenz, Director Fleet Service of the IMPERIAL Shipping Group. The Tanker Management & Self-Assessment was introduced by the Oil Companies International Marine Forum (OCIMF) in 2004 and has been based on a self-assessment by the tanker shipping companies. GL now has developed a corresponding certification programme that allows shipping companies to document their compliance with the standard after an independent review. “The IMPERIAL Shipping Group has successfully implemented all elements of the TMSA standard, and can thereby prove that its personnel management, personnel qualifications in terms of navigation safety, safety management as well as accident investigations and improvement measures are all state-of-the-art”, Ellinghaus explained as he presented the certificate. The multi-day audits took place at the company’s headquarters in Duisburg and other places, including aboard 17 of the company’s tankers. “Quality and safety have top priority at the IMPERIAL Shipping Group”, Lorenz said, reiterating the group’s standards. “This certification now also provides confirmation by an independent third party that we live up to these standards.”
Ασφάλεια και αξιοπιστία χωρίς περιορισμούς • Σύγχρονος στόλος με νεότευκτα και μοντέρνα φορτηγά τύπου Panamax και Kamsarmax • Ελληνική σημαία με Έλληνες ναυτικούς • Σεβασμός στο περιβάλλον • Φροντίδα στην εκπαίδευση των ναυτικών και στη συντήρηση των πλοίων με στόχο την αξιοπλοΐα • Προσήλωση στην ασφάλεια
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Industry news
DNV assists Belgium take next step towards LNG bunkering
“Shipowners are working hard to meet the increasingly strict emissions requirements and ports are now responding as the popularity of LNG is becoming apparent,” says Torgeir Sterri, DNV Regional Manager Central Europe.
The market study led to a forecasted LNG bunkering demand for each port derived from shipping and world energy market forecasts, while the logistics model allows the ports to simulate, compare and calculate costs of different LNG bunkering supply chain options. The combined results serve as strategic and tactical decision support tool for the ports in developing their LNG bunkering infrastructure. The legal and regulatory analysis resulted in a comprehensive listing of applicable local, regional, national, European and international standards and regulations as well as in 23 concrete recommendations indicating gaps in the current framework. This part of the report is now available online and the recommendations include the need to develop operational bunkering procedures, and procedures for metering, measurement, fuel sampling and quality control. Additionally, there is a need to initiate the process for accreditation of LNG bunkering companies and a need to perform a training needs analysis for people who board LNG fuelled vessels in their line of duty, for example ship pilots, surveyors, government inspectors, customs officials and rescue services personnel.
“Through the realization of this study on the different aspects for the bunkering of LNG in the Flemish ports, the stricter standards of the IMO for marine fuel sulphur emissions are anticipated, and an important step has been taken towards providing LNG as shipping fuel in the Flemish seaports,” said Hilde Crevits, Flemish Minister for Mobility and Public Works. “Shipowners are working hard to meet the increasingly strict emissions requirements and ports are now responding as the popularity of LNG is becoming apparent,” says Torgeir Sterri, DNV Regional Manager Central Europe. It is anticipated that within the next years a considerable share of ships will be LNG fuelled, particularly in short-sea shipping and especially in Emission Control Areas. Ports are gearing up to accommodate this transition and a significant increase in the number of LNG bunkering facilities is expected by 2020. For this project, DNV has built on its extensive experience in LNG shipping and the LNG industry. DNV is leading the development of rules and recommended practices and heads the ISO workgroup commissioned with the development of LNG bunkering standards. “We bring to the table a unique
The Flemish government and the port authorities of Antwerp, Zeebrugge, Ghent and Fluxys have published a feasibility study on LNG bunkering. DNV provided a market forecasting study, a regulatory analysis and modelled the LNG supply logistics. The Flemish government is now acting on DNV recommendations to ensure the safe introduction of LNG bunkering at Flemish seaports.
combination of onshore and offshore risk analysis experience coupled with maritime and class expertise,” said Mr Sterri. “With DNV’s background, the Flemish government and the different participants have made an important step forward in the development of LNG as fuel in the region and even beyond. I am confident there is more to come in the region, just stay tuned!!” says Mohamed Houari, DNV Area Manager Solutions, Central Europe who also has supervised this feasibility study for DNV. Author: Per Wiggo Richardsen “Through the realization of this study on the different aspects for the bunkering of LNG in the Flemish ports, the stricter standards of the IMO for marine fuel sulphur emissions are anticipated, and an important step has been taken towards providing LNG as shipping fuel in the Flemish seaports,” said Hilde Crevits, Flemish Minister for Mobility and Public Works. For this project, DNV has built on its extensive experience in LNG shipping and the LNG industry. DNV is leading the development of rules and recommended practices and heads the ISO workgroup commissioned with the development of LNG bunkering standards.
Industry news
47
Many countries are turning to solar technology and renewable energy because of a need for alternative energy sources and environmental concerns. To help meet these needs, DNV has developed SUNdy, a large-scale offshore solar field concept which launched at Singapore International Energy Week.
DNV unveils its SUNdy floating solar field concept “Many countries are turning to solar technology and renewable energy because of a need for alternative energy sources and environmental concerns” says Bjørn Tore Markussen, COO of DNV KEMA Energy & Sustainability and adds, “This is particularly so in highly populated countries which need more and more energy to supply their booming economies. We firmly believe the SUNdy floating solar field concept offers sound and sustainable development prospects, particularly in Asia and the congested coastal megacities where there’s limited opportunity for rooftop solar power and urban areas which command premium prices for large-scale mounted solar production.”
Researchers at DNV have developed a dynamic floating offshore solar field concept. Dubbed SUNdy, the core feature of the concept is a hexagonal array which floats on the sea surface. A collection of these arrays, totaling 4,200 solar panels, forms a solar island the size of a large football stadium, capable of generating 2 MW of power. Multiple islands connected together make up a solar field of 50 MW or more, producing enough electricity for 30,000 people. “The renewable energy market is rapidly changing due in main part to climate change, soaring global demand for electricity, and scarcity of fossil fuels. For DNV, technological innovation is a key element in our strategy to help address these concerns and SUNdy, as an example of our research work, can help illustrate future applications for solar as a truly sustainable resource,” says Bjørn Tore Markussen, Chief Operational Officer for DNV KEMA Energy & Sustainability Asia. “Indeed, renewable energy is becoming increasingly important in nations across the globe, including Asia, and with such a readily available and abundant source that is rapidly approaching grid parity levels, it’s solar power that’s attracting a lot of interest in this part of the world.” The SUNdy concept is made possible using thin-film 560 W solar panels which are
flexible and lighter than the traditional rigid glass-based modules, allowing them to undulate with the ocean’s surface explains Sanjay Kuttan, Managing Director of the DNV Clean Technology Centre in Singapore. “The key to creating an ocean-based structure of this size is the use of a tension-only design. Rather like a spider’s web, this dynamic, compliant structure yields to the waves, yet is capable of withstanding considerable external loads acting upon it.” According to Dr Kuttan separating the solar arrays into prefabricated sections allows for large scale manufacturing and streamlined assembly offshore. The cable grid provides for maintenance access in the form of floating gangways. Below the surface, the shape of the island is maintained by the tensile forces from the lengthy spread mooring. “The island has been optimised for solar capability and cabling efficiency,” adds Kevin Smith, Global Segment Director for DNV KEMA’s Renewable Energy Services. “The solar arrays are divided into electrical zones feeding electricity produced into two main switches collecting the power for voltage step up at a central transformer (2MVA 480/34.5kV). From the offshore solar farm’s central island, 30kV electrical transmission lines connect, tying other islands in series to form a close loop and continue to the electri-
cal sub-station onshore for grid connection.” The unveiling of the SUNdy concept comes at a time when solar photovoltaics (PV) is experiencing extraordinary market growth. Almost 30GW of operating capacity has been added, increasing total global capacity by 74% to more than 69GW according to the Renewable Energy Policy Network 2012 report. While the EU again dominated the global market, markets are expanding in other regions, and China has rapidly emerged as the dominant player in Asia. Emerging markets, such as Southeast Asia, are also aiming to grow their renewable energy production with an increased presence in the solar sector. “Many countries are turning to solar technology and renewable energy because of a need for alternative energy sources and environmental concerns” says Mr Markussen and adds, “This is particularly so in highly populated countries which need more and more energy to supply their booming economies. We firmly believe the SUNdy floating solar field concept offers sound and sustainable development prospects, particularly in Asia and the congested coastal megacities where there’s limited opportunity for rooftop solar power and urban areas which command premium prices for large-scale mounted solar production.” Author: Stuart Brewer
48
Shipping risk
Richard Sadler
Chief Executive Officer of Lloyd’s Register, the world’s first classification society
Keynote speech delivered by Richard Sadler, CEO Lloyd’s Register, at the annual Donaldson Lecture to the Lloyd’s Market Association, in London, October 25, 2012
Shipping risk – knowing the odds I currently sit as the co-chairman of the Marine Industries Leadership Council and CEO of Lloyd’s Register, I am in a privileged position. I have access to senior government officials, business leaders and academics worldwide. My organisation, Lloyd’s Register, has as its primary role, to minimise operational risk and improve safety for stakeholders across many business sectors; so we have a unique view on the world and the critical infrastructure that supports society. Most importantly, I have no shareholders beyond those who govern my Foundation and they kindly allow me to speak freely about my views on the future of society, government and role of business. During the next 40 minutes, I hope to stir passion, debate and even disagreement. As most of you have a specific interest in shipping, tonight I will examine the strategic role it plays in support of the global economy, the value it provides to society, and the consequences that will arise if our government fails to treat the maritime supply chain as critical infrastructure and the risks associated with operations and regulations. I have always been fascinated by the assertion of Martin Stopford, the respected Clarkson analyst, that merchant shipping is the biggest poker game in the world. Since hearing it, I increasingly believe that working out the odds of ensuring consistent prosperity is so difficult that it is more like the game of roulette. Named after a French diminutive for “little wheel”, roulette allows players to bet on a single number, a range of numbers, red or black numbers, odd or even, or zero. In their casino, ship-owners regularly bet on deploying a single dry fleet, a mixed wet and dry fleet, big ships, small ones, new efficient ships or cheaper second hand ones.
The range choices are similar, not least in the uncertainty of their outcomes, and the probable return is as varied. To determine the winning number and colour, a croupier spins the gaming wheel in one direction and an ivory ball in the other on a tilted circular track which runs around the circumference at the top of the wheel. When the ball loses momentum, it falls into the wheel where one of 37 coloured and numbered slots host the winning bet. In America they added a 00, which further improved the house odds; draw whatever analogy you like to the Jones Act, or other protectionist activities. For us, the market is the croupier and the ports and commodities are the slots. Will your bet come good? Who knows? But if the ship-owners of today didn’t possess an incredible collective appetite for a big gamble, the whole world would be different. In roulette, the odds are designed so that, over time immemorial, the punters will always lose 5.28 cents of every dollar they wager. Let’s hope shipping proves a better bet. The public-transport community, for whom safety and security are the primary concerns, has certainly improved the odds of safe passage over the years. The number of people in the European Union who died in transport accidents (covering all transport modes) fell 37% between 1999 and 2009, according to Eurostat. Commercial shipping is showing a similar positive trend, with a high of 1,370 fatalities in 2006 dropping to just 42 last year, according to the IMO. While those appear to be comforting trends, there is no room for complacency: transport accidents are still the largest single cause of death among people aged 15 to 29. Unlike accidents at sea, in the air, or on the rails,
road accidents -- due to the comparatively small number of people involved in each incident -- tend to receive less public scrutiny, and less public outrage. But, back to shipping. Given our responsibility to public safety and global commerce, there is little doubt among us that the maritime sector is vital, even if it is largely undervalued by those looking in. Yet we are here today representing an industry that has been allowed to deteriorate through a lack of vision, investment and support from successive UK Governments. That neglect has slowly eroded the capability of our Royal Navy, our marine cluster and the related supply chain; it has resulted in a weakening of the London finance, legal and insurance communities in its support of the global industry increasingly controlled outside the UK. Our political leaders appear to have lost sight of the fact that we are an island nation that is totally dependent on the sea for our economic future. They also seem to have lost sight of plenty more, so maybe we shouldn’t feel victimised! Our current Energy supply strategy, particularly nuclear is a good example. But let’s be clear. What we are witnessing is not the inevitable decline of a sunset industry made redundant by advancing technology. As an island nation, we will always depend on a strong marine capability. As such, the risk of an eroding marine capability is far greater than its shrinking contribution to GDP. What we are gambling on is the prosperity of our children, and their children. With so much at stake, it is clearly time to improve the odds for them. Our rich maritime history does not entitle us to an influential role in the future of this vital industry. We are entitled to noth-
50
ing. Our industries of the past will remain exactly that, unless those we elect give them the long-term state support and encouragement they need to compete on a global level. Our politicians are increasingly transfixed on the short-term, on local voter and national sensation issues that could affect getting them re-elected. But while they focus on the cosmetic – to be seen to be ‘doing something’ – the long-term challenges are ignored. New tax regimes, strategic infrastructure investments, education and training and incentive schemes to protect our marine supply chains could all help mitigate the risks we face. But first we need our political leaders to recognise the threat posed by their failure to act. As an island society, we are almost totally dependent upon maritime transport for food and energy supplies. Could there be two more critical commodities? Forty per cent of the food we consume is imported and, since 2004, the UK has been a net-importer of the energy we need to keep our families warm and our businesses thriving. The trend towards import dependence is growing. Despite slowing demand for petrol, our dependency on oil and petroleum product imports continues to grow at pace: according to second quarter DECC statistics, we imported 5.5 million tonnes more of those products than we exported, compared with just 3.4 million tonnes a year ago, or a comparative growth of 62% in one year. This growing dependence on imports is, as I have said, coinciding with an unprecedented erosion of our maritime capabilities, making us captive to the nations who deliver the basic commodities we must have. Does that sound like a sensible gamble to you … or a reckless punt on a longshot? Political strategies aside, as a country with a remarkable maritime heritage, I find it sad to witness the UK’s decline. That is why I accepted my role at the Marine Industries Leadership Council. But the more time I spend in this role, the more I come to believe that the short-termism of our electoral system is in itself a strategic risk, especially to long-term, capital and human-
Shipping risk
intensive industries such as ours. I don’t believe this can be blamed on incompetence. I’m a firm believer that most governments know how to put things right, they just don’t like their chances of being reelected if they do. So they choose the politically expedient path over one that is right for the majority and for long term sustainability. As someone who has benefited from a career in shipping, I feel compelled to do what I can to help build the kind of partnerships -- particularly between academia, business and government -- that can improve prosperity and create rewarding jobs for young people. I know that goal was shared by my former co-chair at the Marine Industries Leadership Council, Mark Prisk, former Minister of State for Business and Enterprise. I thank him for his support, and hope I can count on his successor for the same. The UK needs more politicians like Mark if we are going to stop gambling on the prosperity of future generations, because the demise of maritime cluster is symptomatic of the fates of other traditional industries that once thrived on our shores. In the early 70s -- when we still had a shipbuilding industry -- manufacturing was 30% of GDP. It is now 12%. In 2006, we were the world’s 6th biggest manufacturer. We are now 10th. Despite a small recent upswing, our trade deficit on factory-made goods accounts for almost 5% of GDP. We need to turn that around. The FT reported yesterday that we are not even in the top 10 of exporting countries. My organisation has put our money on the table to support the kind of long-term research, development and training initiatives that support the sustainability of industry, in the UK and elsewhere. We have launched technical research and development centres in Southampton and Singapore to work with academia on projects that enhance safety in the energy and transport sectors, and engage businesses in furthering the engineering sciences. The right kinds of investments help to build sustainable businesses. But we also need to be realistic; the competitive market
has changed -- we need to accept that, and respond. We need to recognise that we are now living in a world where even the slowing pace of China’s economic growth is equal to the addition of one Swiss economy every year. Clearly, economic influence has shifted to Asia along with the manufacturing base. You know, manufacturing has developed a bad image in our modern world, reinforced by visions of dirty factories belching out the kind of toxins that plague too many of our cities. But that image seems to have also obscured a very important point: not only does the right kind of manufacturing boost GDP, it offers rewarding and skilled work for the significant parts of our UK society who neither live in southeast England -within reach of the City -- nor have access to higher education. The success of a society cannot be measured in financial terms alone; any industry’s social impact, environmental impact, carbon impact -- and even its effect on the water supply -- will need to influence the business cases of the future, while being central to the political strategies of our elected officials. Even in our modern world, a strong manufacturing sector built on environmentally sound principles provides economic and social benefits. So it follows that the marine manufacturing sector delivers even more tangible benefits, given its role in national security, energy security, food security and the security of our supply chains. Over the past 20 years, we have watched the financial sector become a priority from a government policy perspective, with good and bad consequences. But our growing dependence on imports would suggest our investment strategy needs greater balance. It needs to secure our energy, our food, and, ultimately, our quality of life. It may not be the government’s job to pick winners, but it is their job to create an environment where their citizens can prosper. Governing an island nation without marine transport infrastructure to ensure basic energy and food security is akin to spinning the wheel, closing your eyes and
hoping for the best. If you need convincing, let me offer you these scenarios. Scenario one The number of attacks may have abated recently, but what if the maritime piracy off coastal Africa is more than the actions of a few desperate men looking to get rich by extracting ransom? What if it is the start of a trend that will grow and become more sophisticated as essential energy products, food and water become scarce? As the value of vital commodities rise, trading ships make tempting targets. At $150 a barrel, a VLCC’s $300m cargo is very, very attractive. We’ve already seen that unfold. In that environment, what should be the primary role of our Royal Navy? Shouldn’t it shift from a military role of sovereign protection to the strategic defence of the critical supply routes? What price then will we pay for allowing its capability to erode to the point that it can no longer protect our essential supply routes? As an aside, I personally believe that you will see merchant and naval designs coming closer and defence systems being added, particularly for the cargoes that are essential to the maintenance of our societies. In future, armed guards are unlikely to suffice as the prizes get more attractive. Lord West, the former First Sea Lord, recently described the fact that the Royal Navy has just 19 frigates and destroyers at its disposal as “bonkers”! A reflection of years of policy-making in which annual budgets took precedence over rigorous strategic thinking. I would agree. The strategic capacity of our naval fleet clearly may have to be as much influenced by its responsibility to protect the supply chain, as our national sovereignty. This audience may lament the loss of a ship or stolen cargo, but that will dwindle into insignificance if there is no food, heating or energy to power essential services. Scenario two While successive governments have
allowed our shipbuilding and marine supply chains to erode, countries in the East have been busy expanding their capability. This has implications beyond the term of this Government, and probably the next few. Imagine, the year is 2045; it sounds like a long way off, but when I started work at 17, 2012 was my 2045, and here we are. The global population of the world will have just eclipsed 9 billion and hydrocarbon sources are dwindling; imagine water is fetching $50 a tonne and is actively traded. To sustainably feed our booming population base, we have had to be 50% more productive with the same land, water and energy resources that we had in 2012. Added to that, China is the world’s largest trading nation, the largest ship-owner and shipbuilder. Its economic growth has tripled its annual use of carbon-based energy on a per-capita basis, and its middle class continues to demand an even better lifestyle. The appetite of India’s 1.6bn consumers is not far behind. Beijing is facing a dilemma. Their shipyards are producing most of the ships that other countries are using to carry the cargo the Chinese people so desperately need. To fulfil their responsibility to their people, what do you think they will do? What would you do? You would limit your rivals’ ability to carry essential cargo; you’d stop selling ships, or stop making your ships available to charter. If you were China, you would encourage the carriage of essential goods on Chinese ships under Chinese ownership and management to have first call on what they carry. Where then will the UK be with 80m people to house and feed, essential services to run and no national transport infrastructure for the most vital commodities? Quite simply, we will be wishing we had recognised the strategic importance of a maritime industry in 2012. Scenario 3 If you’re sitting there thinking the last two scenarios were pretty far-fetched and unlikely to occur, let’s consider one you
may find more probable. At present, the price of bulk commodities traded in large ships are mainly influenced by supply and demand. Some countries have established sovereign agreements to deliver goods – such as the UK’s agreement for LNG -- on a COA basis. That is a good bet, if all things remain the same. But, if you don’t build ships or control a dedicated fleet to serve your supply chain, you are still vulnerable to ship-owning countries that shift the availability of their fleets to influence commodity prices. This is not a future scenario; it is happening now. Without a strategy for commercial shipping, the UK is at the mercy of countries which take the longer-term view. You only have to look at the chaos caused by the recent withdrawal of German and Chinese financing for our nuclear power projects to see how vulnerable our energy strategy really is. Our Energy strategy is being decided in the Board rooms of France, Germany, Russia and China. Let me be clear: four-year maritime programmes designed around electoral agendas are an unacceptable risk. They are the type of strategic longshots that makes the 35-1 offered by your local croupier look safe. In essence, it is a fool’s game. Shipping is the glue that holds our globalised world together. Without a strong marine presence, we can expect to become disconnected from it. Now that we’ve had a long look at the horizon, let’s turn our gaze to the more immediate risks and challenges we face; from the big picture, to the regulatory picture. Do our current maritime regulations adequately control the financial and insurance risks of operation? Prescriptive regulation was in place when the Deepwater Horizon Rig met its demise in the Gulf of Mexico. If it had been operating in the North Sea, it would have been subject to risk-based regulation. So, as insurers, you may want to ask yourself if there is a difference. Risk-based regulation in the North Sea puts the responsibility on the operator to identify
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the risks, mitigate them, get an independent party to ensure that the solution is appropriate, and then present the safety case to the authorities. As our assets get bigger, as we enter more hostile environments to search for new stores of energy, as we use more advanced materials and systems, the technology challenges increase. The pace of development increases in line with the speed of implementation. In our modern world, we simply do not have the luxury of time-based testing and the incremental change regimes upon which prescriptive regulation depends. Goal-based regulation does not specify how to achieve compliance. It sets goals that allow alternative ways to comply. For example: “People shall be prevented from falling over the edge of a cliff,” is an example of goal-based regulation. In prescriptive regulation, the guidance would read: “You shall install a one-metre high rail at the edge of the cliff.” There are acknowledged shortcomings of prescriptive regulation. The parties applying such regulations are only required to carry out the mandated actions to discharge their legal responsibilities. If these actions do not prevent an accident, it is the regulations and regulators who are seen to be deficient, not the parties applying them, who, by the way, the law holds clearly responsible. There has always been a contradiction, if not inherent conflict, in prescriptive regulation. Prescriptive regulation tends to be a distillation of past experience and, as such, while still having a value as a corporate or state memory, it can become less and less relevant over time. At worst, it creates unnecessary dangers in industries that are technically innovative. It is the innovators that are best placed to ensure the safety of their designs, not the regulator. Clearly, prescriptive regulations cannot cope with a wide diversity of design solutions. Also, prescriptive regulation encodes the best engineering practices at the time they were written and rapidly become deficient when best practice changes, for example, with evolving technology. In fact, it is likely that prescriptive regulation eventually prevents industry from adopting new best
Shipping risk
practices. There are clear benefits from adopting a goal-based approach, which gives greater freedom to develop technical solutions and accommodate different standards. The trend toward a risk-based approach does, however, raise questions about how insurers will assess risk if the methods by which goals are achieved vary according to designer and operator. I will leave that question unanswered for those in the room far more qualified than I to consider. But it is fair to say that the people who most understand the risks of a specific asset are those who designed it, and will operate it. Assessing asset risk involves a number of factors, including: design, the operating environment, duty factor, the operator’s experience and ability, the appetite for risk embedded in the operators’ management system and maintenance regime. This is why I am often concerned about the tendency of insurers and financiers to tightly focus on asset value and type when they assess whether to accept any risk. I will return to this later when I look at the role of human element. So, if risk-based regulation is seen as superior in countries such as the UK and Norway, why aren’t the US authorities wholeheartedly accepting it? Perhaps the biggest hurdle is found in the courtroom. In a litigious society where any incident is likely to end up in court, operational actions have to be rigorously defended. Prescriptive regulation says you must do A, B and C before you can operate. Once you prove you have done A, B and C -- regardless if it is known to be appropriate -- you are free to operate, and can hide behind adherence to the regulation in your defence should something go wrong. Risk-based regulation is more subjective. Engineers and operators assess the co-components of risk -- people, plant and process -- agree on the severity of the individual risks, and put design or operating processes in place to minimise it. This flexibility is much more difficult to defend in court, especially after an event when an unexpected sequence of events caused a failure. Secondly, transitioning from a prescriptive
to a risk-based regulatory regime requires a different approach from designers and regulators. To some degree, it requires retraining. You are asking people to take a wider view of the risks to ensure that the people, plant and process issues have been properly considered. It is a different skill set than simply having to check compliance with a prescription. The transition takes time and, during any transition, there is risk. So, as insurers, when the ships and other assets you cover move from prescriptive to risk-based regulatory regimes, you may ask yourself if those entrusted with risk mitigation in the new system fully understand the new challenge. I strongly believe that goal-based regulations provide the best risk mitigation in a technical environment that is evolving quickly. It is a shame when the priorities of the legal environment override our mandate to make assets safer and more sustainable. So we have covered the risks of getting a shipping strategy wrong, we have covered the risks of the wrong regulatory regime, so what else? Simple. We must now address risks posed by the workforce: the human element. Because, as I said earlier, if the social side of progress is ignored, we greatly limit our potential. It is widely accepted that the cause of most accidents is human error, yet the focus of most regulation is squarely on the asset. If you look at the original Lloyd’s Register of Ships from 1760, there are two columns that no longer appear: One is the detail of the fitted guns and cannons, and the other is the name of the Captain. The Captain was recorded when ships were assessed for risk in the days of Edward Lloyd’s original coffee shop because the right Captain with the right experience went a long way to mitigating the risks of a long voyage. How have we lost sight of that? Today, all insurers are aware that the biggest obstacle to a lasting improvement in casualty rates is human error; statistics collated by International Union of Marine Insurance show that human failure is a leading cause of lost lives, vessels and the valuable cargoes they carry. Moreover, IUMI’s Diedre Littlefield said last year that it was fully committed to
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improving maritime safety by improving the under¬standing of the role people play in safe operations. Despite this, most regulation continues to focus on assets and their control systems. Another accident? Add another microswitch or control system, adding to the complexity of the operation and probably increasing unknown risks. Understanding the human element in shipping operations and its impact on risk is critical. We all know the proper training and experience are the keys to producing reliable mariners, of course. But this also applies to the underwriters, loss-control professionals and surveyors who assume and manage the risks associated with international trade. Clearly, the ability to assess if a ship is well-operated requires a different skillset to assessing if it is well designed and maintained. The qualifications of surveyors and regulators are often discussed. But, if the influence of the human element on safe operations is going to be fully understood, it will require our entire industry to acquire a new skillset. Crew selection and training, maintenance in terminals and on board ships -- as well as basic operations such as loading and discharge -- can be positively or negatively affected by economic conditions. All marine professionals must be aware of how this potentially impacts the risks on their businesses. Today’s modern ship is a highly complex piece of machinery, largely controlled by computer programmes and systems, from the bridge to the engine room. Making the time for thorough training in these new technologies is vital for all parties, onshore and off. Language is another big issue when crews from different countries come together with little or no common language skills. Marine insurers and the P&I clubs are largely agreed that, in an ideal world, shipping should take its lead from the aviation industry, where English is the undisputed common language. But, in practice, the lack of a common language remains a risk. I am convinced that we are not paying enough attention to the human element.
Shipping risk
Standardising the training and qualifications of seafarer-trading establishments, ensuring a higher level of competency for operating procedures, maintenance and the management of shipboard staff will go a long way to minimising these risks. As I said at the beginning, properly assessing risk can be as simple as knowing enough to know how big a gamble you are taking. At its core, it can be as simple as knowing the odds. There was an article in the New Scientist recently that focussed on ‘risk intelligence’, essentially described as the ability to accurately estimate probability, or having the right amount of certainty to make educated guesses. It’s a simple definition, even if the task is complex. At its essence, assessing risk is about learning how to act on the basis of limited information and how to cope with an uncertain world; it’s about knowing your limitations and odds of success and failure. Expert gamblers have a chance to make money, because they know the odds; careless gamblers simply lose it. There are subtle differences. They both gamble in a manner that appears to be compulsive. But expert gamblers know how much to bet, and they evaluate each opportunity. Shipping is no place for careless gamblers. The risks are too high; the playing environment changes every day, while political and social demands shift with the tides. In closing, I would like to remind everyone here about who takes the most risk in shipping. It is the seafarer. We all have an obligation to make sure we never gamble with the lives of our seafarers. If we take commercial or regulatory risks that endanger seafarers’ lives, we are letting ourselves, our industry and our society down. As members of the London marine cluster, we should all have one simple rule that I tell my staff should govern the risks we take: if your son or daughter worked on or near the asset you’re assessing, or insuring in your case, what would be your tolerance for the associated risk? Would you risk their livelihoods on the spin of a wheel?
To determine the winning number and colour, a croupier spins the gaming wheel in one direction and an ivory ball in the other on a tilted circular track which runs around the circumference at the top of the wheel. When the ball loses momentum, it falls into the wheel where one of 37 coloured and numbered slots host the winning bet. Yet we are here today representing an industry that has been allowed to deteriorate through a lack of vision, investment and support from successive UK Governments. That neglect has slowly eroded the capability of our Royal Navy, our marine cluster and the related supply chain; it has resulted in a weakening of the London finance, legal and insurance communities in its support of the global industry increasingly controlled outside the UK. Beijing is facing a dilemma. Their shipyards are producing most of the ships that other countries are using to carry the cargo the Chinese people so desperately need. To fulfil their responsibility to their people, what do you think they will do? What would you do? You would limit your rivals’ ability to carry essential cargo; you’d stop selling ships, or stop making your ships available to charter. If you were China, you would encourage the carriage of essential goods on Chinese ships under Chinese ownership and management to have first call on what they carry. Where then will the UK be with 80m people to house and feed, essential services to run and no national transport infrastructure for the most vital commodities? Quite simply, we will be wishing we had recognised the strategic importance of a maritime industry in 2012. Without a strategy for commercial shipping, the UK is at the mercy of countries which take the longer-term view. You only have to look at the chaos caused by the recent withdrawal of German and Chinese financing for our nuclear power projects to see how vulnerable our energy strategy really is. Our Energy strategy is being decided in the Board rooms of France, Germany, Russia and China.
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Class news
The world’s fleet is changing rapidly as shipowners prepare for 2020 The ratification of IMO’s Ballast Water Management Convention is not yet certain, and the global sulphur limit in 2020 is subject to a review in 2018. What is certain is the new emission control areas and the energy efficiency design requirements that will soon enter into force. Certain or uncertain – all have a profound effect on the shipping industry’s uptake of new technologies. DNV’s look into the coming eight years, gives a clear answer: the world’s fleet composition is going to change as we head for 2020. DNV has published the results from its scenario analysis in the report Shipping 2020. Based on expected market developments, regulatory changes, fuel prices, cost and availability of new technology and specific shipowner requirements, the model explores the technologies with the best payoff that will also ensure compliance with the relevant environmental requirements. The learning curve The power of the model used comes from the combination of expert views on market trends, the analysis of 50,000 vessels and the determination on an individual basis of how each shipowner would seek to comply with regulations and make investment decisions. Using a large number of iterations, it has been possible to generate a realistic macro picture of the expected developments towards 2020 in the context of four scenarios for the future. “A shipowner’s strategy for coping with environmental requirements and high fuel prices, their willingness to take risks and on how other shipowners are likely to act are important factors to take into consideration,” says Remi Eriksen, CEO DNV Maritime and Oil & Gas and head of the project team. The model includes survey results from 24 shipowners. “We found that 75 per cent of the respondents have a payback horizon of 0–5 years, while 25 per cent have a horizon of only 0–2 years. In addition - second hand values are a key consideration for many,” says Mr Eriksen. Incorporating this and other details about technology knowledge and preferences into the model added realism to the predictions generated. Learning effects have a significant impact on the adaptation of new technologies such as scrubbers - gradually increasing technology capability, capacity and reliability as well as reducing technology costs. Without these maturity effects, the uptake of scrubber
installations would most likely be limited to 6000 rather than a projected 15,000-20,000 vessels in 2020. For energy efficiency measures, such as de-rated engines and waste heat recovery systems, the learning effect is minimal as these measures are more mature. Instead, installations are driven by mandatory requirements such as the Energy Efficiency Design Index (EEDI). The consequence of an investment decision is time dependent and may lead to technology lock-in effects as well as positive feedback effects on subsequent technology uptake. Early technology decisions may limit available options for later decisions due to technology incompatibility, and the cost of a technology is typically reduced as a result of learning as more and more ships adopt it. This implies that the initial cost reduction from early adoption of a technology in one market segment due to regulations may trigger a cascade of technology adoptions across the global fleet. “With many new regulations in the pipeline and rising fuel prices, the second-hand value of a ship becomes a prominent factor which is again dependent on the ship’s fuel efficiency and transport effectiveness. In general, a ship with low fuel consumption is and will be more attractive in the marketplace and can expect to obtain a charter in the future.” However, Mr Eriksen concedes that historically efficient ships have not been able to obtain a higher rate. “We have seen indications that this may well change in the
next few years and this will hasten the 30 year window for new technology saturation that has characterised the shipping industry in the past.” Fuel choices The time a vessel spends in ECAs often affects shipowners’ technology choices. It is less costly to use low sulphur fuel than to use LNG if the ship spends little time trading within ECAs. However, more than 1 in 10 newbuildings, approximately 1,000 vessels, are expected be delivered with gas fuelled engines in the next eight years. The demand for LNG is expected to reach 4-7 million tons per annum by this time. In 2020, the demand for marine distillates could be as high as 200-250 million tonnes annually. The current global demand is approximately 30 million tonnes annually. The 0.1 per cent limit in ECAs will increase the demand to approximately 45-50 million tonnes by 2015. However, the largest increase will be experienced after 2020 with the introduction of the global sulphur limit. “This marks a huge increase in the need for distillates,” says Trond Hodne, Global Business Development Director Maritime. “In the short term, the use of LNG and scrubbers will only have a limited impact on the need for low sulphur fuel. Even given a large number of scrubbers, the major part of the fleet will run on distillates.” The consumption of heavy fuel oil (HFO) is expected to drop from approximately 290
Class news
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“With the world economy in a fragile condition, it is not only financial analysts, bankers and policy makers who want to know what the world will look like towards the end of this decade. The shipping community is, quite rightly, asking the same questions,” says Tor Svensen, president of DNV Maritime and Oil and Gas. “Predicting the future is a risky business. However, our objective is to share our views on technology uptake towards 2020, and beyond, and to stimulate both discussion and correct decision-making.”
million tonnes in 2019 to only 80-110 million tonnes in 2020, unless the global sulphur limit is delayed, in which case HFO demand will be over 300 million tonnes annually. At least 30-40 per cent of newbuildings will be fitted with exhaust gas recirculation (EGR) or selective catalytic reduction (SCR) systems by 2016 to meet emission requirements. The Tier III 80 per cent reduction requirement in ECAs is the main motivator. Difference in fuel prices is important too, and if the price of LNG is low compared to marine gas oil (MGO), the environmental requirements are more likely to be met with LNG fuelled engines. Technology uptake Newbuildings in 2020 will emit significantly less CO2 than today’s ships. Environmentally efficient designs will gradually improve throughout this decade and a newbuilding contracted in 2020 will, depending on vessel type, emit 10-35 per cent less CO2 than a current ship with an EEDI equal to the IMO reference line. The largest reduction will be experienced for tank, bulk and container vessels. Between one-third and one-half of this reduction will be motivated by cost-efficiency alone and would be implemented regardless of the EEDI requirements. EEDI will be an important driver for the remaining reductions in particular from 2020 forward when Phase 2 of the EEDI is implemented, requiring new ships to be 20 per cent below IMO reference
lines. Propulsion efficiency devices and auxiliary system efficiency improvements will have a steady implementation rate on both newbuildings and existing ships. The majority of large newbuildings will adopt hull optimization in some way. In order to meet the Phase 1 EEDI requirement in 2015, some ships will opt for smaller engines optimised for a lower average speed range. Those who will use gas fuelled engines to achieve the 20 per cent limit or above are less likely to de-rate their engine, especially if LNG is a cheaper fuel. To reach the 30 per cent limit, which is not mandatory before 2025, de-rated gas fuelled engines with extensive hull optimization are a likely design combination option. Waste heat recovery will have limited uptake as a technology choice, but this is highly dependent on price. Currently, it is an expensive technology seeing application only in niche segments such as large container vessels. However, it could decrease in cost over time too, and so could become more suitable for smaller vessels too if incorporated as part of an integrated machinery optimisation program. “Existing ships will compete against ever more efficient ships, and it remains to be seen if this will create a two-tier charter market where energy efficient ships can command a premium rate or even a higher second-hand resale value,” says Mr Hodne. Ballast water treatment systems will be installed on at least half of the world fleet.
Delays in the ratification of the Ballast Water Management Convention are expected to create a larger backlog of technology orders with little variation in the phasing in time of the technology. The main peak for technology uptake comes in 2017 and will be driven to a large extent by US regulations. After 2019, retrofitting is expected to be largely completed. More to come There are numerous emerging environmental issues likely to become important after 2020. Those expected to be most significant are black carbon, hull bio-fouling and underwater noise. Climate change will remain the subject of much debate. A shift in wave patterns, increased wave heights and more severe weather conditions will most probably be observed, resulting in a call for enhanced safety standards. A possible shift towards risk-based regulation will facilitate increased innovation in ship design and the exploitation of novel solutions for increased safety and environmental performance. ”What is certain in this complex business environment is that the fleet of the future will be different than the fleet of today. Shipping 2020 sheds some light on which technology choices that the industry will be faced with, and offers some views on how the same technologies will be adopted,” concludes Mr. Eriksen. . Author: Wendy Laursen, freelance journalist.
Salvage news
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Tsavliris Salvage International General Cargo Vessel “EVERTON” case
On Wednesday 26th September 2012, the General Cargo Vessel of GT 6,714 and DWT 8,874, fully laden with containers, was immobilized (with blackout) due to fire in the engine room and in the accommodation at Mozambique Channel, approximately 180 nautical miles east of Beira. The same day LOF (2011) with SCOPIC invoked was signed between owners/managers of the “EVERTON” and Tsavliris Salvage (International) Ltd. On the 27th the Guard Utility Vessel “FLEUR DU CAP” was chartered and proceeded to casualty’s position to render standby safety services until the arrival of a suitable tug. On the 28th the nearest available tug “TERAS HYDRA” was chartered from Durban and sailed towards the casualty. Due to prevailing winds, swell and strong currents in the Mozambique Channel, casualty was drifting in a southerly direction at about 3 knots. On the 29th September the “FLEUR DU CAP” arrived at the casualty’s position whilst a salvage team of six persons
(which had been flown in) left Beira by the contracted Fishing Vessel “VEGAS 12”. The salvage team arrived and boarded the “EVERTON” on the 1st October, the vessel was supplied with water and provisions for her crew, and the salvage team immediately went about reinstating the e-power. The salvage team continued to improve the sustainability of the e-systems on board the “EVERTON”, the emergency generator was successfully started up providing lights on the starboard side, and navigation lights were reinstated, etc. Due to the bad weather salvage tug “TERAS HYDRA” did not arrive until the 4th October 2012, and came alongside to provide water and food supplies. Afterwards “TERAS HYDRA” connected the tow line to the “EVERTON” and the convoy proceeded towards Beira. The convoy arrived at Beira outer anchorage on the 7th October 2012 where “EVERTON” dropped anchor and “TERAS HYDRA” anchored at a close distance awaiting authorization for port
entry. Due to the port congestion at Beira and no available slot in the congested terminal, the decision was made for “EVERTON” to be towed to Durban with a skeleton salvage team onboard the “TERAS HYDRA”. Following preparations to the “EVERTON”, the “TERAS HYDRA” connected to the casualty and began towage to Durban on the 14th October. Prior to arrival at Durban roads the towing chain parted and the casualty was reconnected by the emergency tow line. Convoy arrived at Durban roads on the 20th October, however attempts to enter port were abandoned due currents and swell; therefore “EVERTON” dropped anchor with “TERAS HYDRA” alongside. On the 25th October “EVERTON” safely moored at Dormac berth and was provided with shore power and access to firefighting water. After over one month of salvage services “EVERTON” was safely redelivered to her owners on Monday 29th October 2012.
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20 χρόνια φίλων της Θάλασσας CYMEPA 20th anniversary Για τη συμπλήρωση των 20 χρόνων από την ίδρυση της CYMEPA διοργανώθηκε επετειακό δείπνο στο ξενοδοχείο Απολλώνια στις 15 Οκτωβρίου 2012. Κατά την διάρκεια του Δείπνου τιμήθηκαν με αναμνηστικές πλακέτες ο ιδρυτής και πρώτος Πρόεδρος της οργάνωσης Σερ Στέλιος Χατζηωάννου, τα ιδρυτικά μέλη του 1992 που εξακολουθούν να είναι μέλη της CYMEPA μέχρι σήμερα καθώς και οι μακροχρόνιοι χορηγοί της. Επίσης τιμήθηκε ο Γενικός Διευθυντής της ελληνικής HELMEPA Δημήτρης Μητσάτσος για την συμβολή του στην ίδρυση τόσον CYMEPA όσον και της διεθνούς INTERMEPA. Την εκδήλωση τίμησε με την παρουσία του ο Προεδρικός Επίτροπος κος Γιώργος Ιακώβου εκ μέρους του Προέδρου της Κυπριακής Δημοκρατίας, βουλευτές και άλλοι επίσημοι. Στο χαιρετισμό του ο εκ μέρους του Υπουργού Συγκοινωνιών και Έργων ο Διευθυντής του Τμήματος Εμπορικής Ναυτιλίας κος Γιάννης Ευστρατίου αναφέρθηκε στην προσφορά Φίλων της Θάλασσας – CYMEPA στην προστασία της Μεσογείου και στη συμπαράσταση που προσφέρουν στην κυβέρνηση για υιοθέτηση και εφαρμογή των διεθνών συμβάσεων για προστασία της θάλασσας από την
ρύπανση. Ευχαρίστησε την οργάνωση για τα προγράμματα περιβαλλοντικής εκπαίδευσης που ενισχύουν την κυβέρνηση στην προσπάθεια για δημιουργία περιβαλλοντικής συνείδησης και συνεχάρη όλους για την επέτειο. Ο Πρόεδρος των Φίλων της Θάλασσας – CYMEPA Γιώργος Τσαβλίρης αναφέρθηκε στη εικοσάχρονη πορεία και ευχαρίστησε όσους συνέβαλαν στην επιτυχία της. Το δείπνο που διοργανώθηκε σε συνεργασία με το Πολιτιστικό Ίδρυμα Τσαβλίρη, διανθίστηκε μουσικά δημιουργώντας μια εξαιρετικά ευχάριστη ατμόσφαιρα. The 20th Anniversary of the establishment of CYMEPA was commemorated by a Gala Dinner organized on the 15th of October 2012 at Apollonia Hotel in Limassol. During the Gala Dinner the Founder and first President of CYMEPA Sir Stelios Haji-Ioannou, the founding Members, the Members who continue to support the Association throughout the 20 years and the long standing sponsors were presented with commemorative plaques. A special mention was made of HELMEPA Director General Cpt. Dimitris Mitsatsos for his contribution in establishing CYMEPA and INTERMEPA. The Presidential Commissioner Mr George
Iacovou attended the Dinner on behalf of H.E. the President of the Republic of Cyprus, as well as Members of Parliament and other officials and dignitaries. The Acting Director of the Department of Merchant Shipping Mr Yiannis Efstratiou delivered a message to the participants on behalf of the Minister of Communications and Works. In his message the Minister expressed the support of the Cyprus Government to CYMEPA and its work promising to further extend this cooperation. CYMEPA President George Tsavliris made an overview of the achievements of the Association over the 20 years and thanked everyone who contributed to making the Gala Dinner a success. A high quality musical performance sponsored by the Tsavliris Cultural Foundation created an extremely pleasant ambience. Στη φωτογραφία ο Σερ Στέλιος παραλαμβάνει τιμητική πλακέτα από τον Προεδρικό Επίτροπο κο Γιώργο Ιακώβου και τον Πρόεδρο της CYMEPA κο Γιώργο Τσαβλίρη. In the photo Sir Stelios receives the commemorative plaquette from the Presidential Commissioner George iacovou and CYMEPA President George Tsavliris.
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Industry news
H TSAKOS για 5η χρονιά κατακτά τα AMVER AWARDS Σε εκδήλωση που διοργάνωσε στις 23.10.2012 to International Propeller Club σε συνεργασία με την πρεσβεία των Η.Π.Α. και την Ακτοφυλακή των Η.Π.Α., για την απονομή των βραβείων AMVER, η TSAKOS GROUP OF COMPANIES κατέκτησε για Πέμπτη συνεχή χρονιά την πρώτη θέση μεταξύ 144 βραβευθέντων Ελληνικών Εταιρειών που συμμετείχαν στο σύστημα AMVER της Αμερικάνικης Ακτοφυλακής το έτος 2011. Απονομή των βραβείων AMVER στην Tsakos. Από αριστερά: Capt. Π. Τριανταφυλλόπουλος, Capt. Ν. Σκυλλάς, Capt. Γ. Ζαζακλής, κ. Κ. Η TSAKOS GROUP OF COMPANIES, πιστή στις αξίες Μουσουρύλης, Capt. Χρ. Γρυπαίος, Capt. Γ. Βήχος - Σταματόπουλος και και τις αρχές του ιδρυτή της Καπτ. Παναγιώτη Ν . Τσάκου Capt. Ν. Ασλάνης \ και αφοσιωμένη στην προστασία της ανθρώπινης ζωής Απονομή των βραβείων AMVER στην Tsakos Group of Companies. Από αριστερά προς τα δεξιά : Capt. Π. Τριανταφυλλόπουλος, Capt. Ν. Σκυλλάς, Capt. Γ. Ζαζακλής, κ. Κ. Μουσουρούλης Υπουργός Ναυτιλίας & στην θάλασσα, θα συνεχίσει να προσφέρει τις Υπηρεσίες της στο σύστημα διάσωσης της Αμερικάνικης Ακτοφυλακής και συγχαίρει τους Αιγαίου, Capt. Χρ. Γρυπαίος, Capt. Γ. Βήχος-Σταματόπουλος και Capt. N. Aσλάνης. Αξιωματικούς και τα πληρώματα των πλοίων της για την ανεκτίμητη συνεισφορά τους στην προσπάθεια αυτή.
AET confirms its green credentials
Aker Solutions officially opens Malaysian subsea service base
AET – a leading global owner/ operator of petroleum tankers – formally gave its commitment to the MPA Green Shipping Programme. President and CEO, Hor Weng Yew, signed-up to the initiative at a ceremony held in Singapore as part of the international bunkering conference, SIBCON. The Green Shipping Programme was established by the Maritime and Port Authority (MPA) and is aimed at reducing the environmental impact of shipping and promoting green and clean shipping in Singapore. AET is participating in the Green Ship element of the programme which encourages shipowners to adopt energy efficient ship designs that reduce fuel consumption and associated emissions. To qualify, owners have to submit an International Energy Efficiency Certificate that proves the vessels’ Energy Efficiency Design Index (EEDI) exceeds the IMO’s minimum requirements. This vessel, named Eagle San Pedro, is the last of four sister ships to join the fleet from Samsung Heavy Industries in Korea. The 158,000dwt newbuild includes hull form optimisation and de-rating of the main engine power for low load optimisation, saver fins, a star propeller and rudder bulb to substantially reduce the amount of fuel used.
The new service base, which is located in Labuan Federal Territory in Eastern Malaysia, will provide strategic and effective support services for Aker Solutions’ onshore and offshore oil and gas customers. An opening ceremony was held today at the new site and was officiated by Dave Hutchinson, head of Aker Solutions’ subsea business in Asia Pacific. “Our new subsea lifecycle service base shows Aker Solutions’ commitment to serving our customers who require our services locally as well as being well placed to capture further potential clients. Malaysia represents an important market for our subsea business,” says Dave Hutchinson. The new service base will support Murphy Sabah Oil’s current Kikeh and upcoming Kikeh Phase II, and Siakap developments with an expected 20 plus years’ field life. Other important projects in this region include Petronas’ Kumang Kanowit development. “We have built a strong footprint in the Asia Pacific region over the past decade with the establishment of service bases in Perth in Australia, Kakinada in India, Songkhla in Thailand and now Labuan. We are now well placed to meet the needs of our customers with the opening of this new base in Malaysia,” says Hutchinson. Labuan Island is located off the northwest coast of Borneo, north of Brunei Bay and faces the South China Sea. Labuan was identified as a strategic location due to its proximity to the current and planned East Malaysian development locations. The site is accessible to other South East Asian locations including Vietnam, Philippines, Indonesia and China. Labuan has existing oilfield infrastructure and a port which supports local operators within the facility. The facility covers 13 680sq/m with a workshop of 1 296sq/m that has a 75 tonne overhead crane and pressure testing capabilities of us to 15 000 psi. A team of 18 staff are currently employed at the Labuan base. Aker Solutions also operates a high-tech subsea manufacturing centre in Port Klang, Malaysia. This facility can manufacture a complete subsea production system in one location. Aker Solutions is currently investing to double the manufacturing capacity at the Port Klang facility.
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Wärtsilä’s integrated gas propulsion system chosen for new offshore support vessel Costamare chooses Transas Simulators
Transas Hellas supplied a Navigational Simulator Complex to Costamare Maritime Training Services S.A in Athens. The simulator complex consists of a Transas Full Mission Bridge Simulator NTPRO 5000 latest version with 240 degrees of visualization, ECDIS Class and Debriefing Area. The full mission bridge will be used for training and certification of watch officers and chief officers in ship handling. ECDIS class will enable Costamare Maritime Training Services to carry out conventional ECDIS training and issue certificates of competency in full compliance with STCW 2010. NTPRO 5000 meets the following requirements which are mandatory for STCW 2010 compliant ECDIS training: ECDIS backup station; use of official S57 charts; fictitious area; and instruments for route planning, work with licenses and chart update.
Wärtsilä, the marine industry’s leading solutions and services provider, has been awarded another contract to supply a complete liquefied natural gas (LNG) package, including the propulsion, auxiliaries and controls, for a new offshore support vessel designed by STX Marine, Inc. The ship has been ordered by Harvey Gulf International Marine as a part of the company’s ‘Going Green’ initiative. The vessel will operate in the Gulf of Mexico’s offshore oilfields. This latest order is the fifth that Wärtsilä has received from Harvey Gulf for gas fuelled propulsion solutions. In October 2011, Wärtsilä technology was selected for two new Harvey Gulf offshore support vessels, making them the first ever U.S. flagged platform supply vessels (PSVs) to be powered by LNG. The order to supply gas propulsion packages for a further two Harvey Gulf ships was received shortly thereafter. The contract with Wärtsilä for this fifth vessel was signed in November 2012. The switch to LNG propulsion is part of Harvey Gulf’s ‘Going Green’ initiative, aimed at reducing the environmental impact of the company’s vessels and operations. “These PSVs will be the cleanest burning vessels operating in the Gulf of Mexico,” says Chad Verret, Senior Vice President, Harvey Gulf International Marine. “Many permits for the eastern Gulf of Mexico already demand that operators use the best available capture technology with regard to particulates. In my opinion, the best available particulate matter capture technology is not to have any to start with, and that’s what burning LNG gives you,” he says. “Wärtsilä is committed to reducing the carbon footprint from shipping through state-ofthe-art propulsion solutions, and by developing integrated systems that enable ships to use LNG as fuel. In this we are clearly the global leader. By reducing fuel consumption through greater efficiencies, and by enabling true flexibility in fuel choice, we can significantly reduce emissions while also lowering operating costs. It is a pleasure to work with Harvey Gulf International Marine, a company that shares our commitment to these issues,” says Magnus Miemois, Vice President Solutions, Wärtsilä Ship Power. Wärtsilä will supply the steerable thrusters, an Integrated Automation System, the Power Management System, a complete Low Loss Concept for the electrical distribution and drive architecture. All five of the vessels will be powered by 6-cylinder Wärtsilä 34DF dual-fuel generating sets capable of running on either LNG or conventional liquid fuels. The switch between fuels can be made seamlessly without loss of either power or speed. Wärtsilä will also supply the LNGPac LNG bunkering, storage and supply system. In gas mode, emissions of nitrogen oxide are reduced by some 85 percent compared to diesel operation, sulphur oxide emissions are completely eliminated since gas contains no sulphur, and CO2 emissions are also reduced. Furthermore, the production of particulates is virtually zero since natural gas has no residuals.
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Capital Link: Annual Shipping & Offsshore CRS forum - A great success As evidenced by an impressive attendance that exceeded 250 participants, Capital Link successfully organized its 2nd Annual Shipping & Offshore CSR Forum “CSR: Luxury or Necessity” on 31st October 2012 at One Moorgate. The Forum’s objective was to help raise awareness about the practice and benefits of CSR in the shipping and offshore industries. Through this event, Capital Link sought to provide companies with additional incentives to follow CSR practices by publicizing the benefits of CSR not only to a wider audience of shipping and offshore industries, but also to the investment and financial communities as well as to the public at large. The event is part of Capital Link’s objective to become a centralized informational source and communications platform on the topic of CSR, linking industry, government and non-government organizations, industry associations, the financial and investment community and the public. Capital Link’s Vice President, Ms. Olga Bornozi, pointed out in her welcome remarks that following the resounding success of the first forum, Capital Link proudly continued with the 2nd Annual Shipping & Offshore CSR Forum in London, the international hub for the maritime industry. Ms. Bornozi went on to emphasize that while there are several events on specific issues such as safety and the environment, the Capital Link Forum is the only event focusing on the whole range of CSR issues in the shipping and offshore industries. The need and significance of Corporate Social Responsibility (CSR) continues to grow and evolve in an increasingly diversifying global economy, which is apparent in the technological innovation involved in building new ships, the supply side of shipping, the emerging financial and commercial advantages, and the rising demand for maritime safety. Yet, the lack of information and misinformation makes it difficult for industry professionals, from shipowners to banks, to realize the long-term benefits of integrating CSR programs and initiatives into their own corporations and organizations. With this event, Capital Link continues to pioneer when it comes to linking the international shipping industry to the wider investment community, through its shipping portals, maritime indices, webinars, newsletters, and conferences taking place across New York, London, and Athens.
Mr. Clay Maitland, Founding Chairman – NAMEPA and Managing Partner – International Registries inaugurated the proceedings of the Forum as Keynote speaker and presented on “CSR and the Maritime Industry”. When NAMEPA was founded precisely five years ago, it was realized that shipowners, like brand owners in any industry, needed to protect their reputation, and therefore their commercial marketability, by establishing criteria to prove to investors, lenders, charterers, insurers and regulators, as well as the public, that their ships were safe and environmentally sound. Today, many of the world’s leading shipping companies have entire departments devoted to CSR. CSR is now about good business: a ship manager will embrace a system that demonstrates that it can provide reliable, well-trained crew, and that it has built into its operational plan sound environmental, health and safety policies. In these hard times, CSR is a constructive economic force: it encourages our industry to be more frugal in its use of resources, and more imaginative in the way it thinks about competitive advantage. CSR is also a vital tool in risk management and the best evidence of effective safety management. It has an important impact on insurance costs and regulatory burden: witness the growing importance of the International Safety Management Code. A strong CSR framework is more than an effort to engage with
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society on its own terms: it is good business. Mr. Stavros Meidanis, LRQA/Marine Business Centre Manager – Lloyd’s Register presented under the topic of “Environment” on “Corporate Social Responsibility & the Shipping Industry : Towards a sustainable journey”. Corporate Social Responsibility (CSR) is one of the hottest topics of the 21st century. The meaning of Sustainability and the necessity of achieving it, is becoming gradually, widely acknowledged and understood by the public worldwide. Shipping contributes significantly to the three pillars of sustainable development – Social, Environmental and Economic. It facilitates global commerce and the creation of wealth and prosperity among nations and people. Establishing a sustainable maritime transportation sector is essential to the development and growth of the world’s economy. Without shipping, it is very difficult to think the future of the global economy. To give the industry the best chance of thriving in this new world, it will need to work constructively with customers, regulators and other stakeholders to implement new technologies and a progressive, co-ordinated regulatory framework that provides investment certainty, transparency and, of course, sustainability. Ms. Karianne Tieleman, Head of Risk & Portfolio Management, Energy & Transportation – ABN AMRO presented on “CSR as a Financial Advantage”. The ship finance market today faces several challenges. The shipping industry is facing one of the worst slumps. There is still a significant part of the order book that requires finance. Banks today play an important role in the financing of the existing fleet, but their role is changing. Since 2008 (financial crisis) we see a trend of banks exiting ship finance. Ship owners will need to seek for other sources of funding and convince active ship finance banks of the competitive advantage of their company. Commitment to CSR can play a role here. There is a trend of banks and investors focusing more on responsible and sustainable investments. A bank like ABN
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AMRO takes CSR into consideration when evaluating projects. In addition a recent study of Eurosif indicates that professional European investors are focused on CSR. Random checks at website of private equity houses that are believed to have investments in shipping indicate that sustainability is an integral part of investment decision making. Mr. Roger Strevens, Vice President, Global Head of Environment - Wallenius Wilhelmsen Logistics presented on “Technological Innovation”. The presentation expanded on Wallenius Wihelmsen Logistics’ view that technological innovation is an enabler of progress towards its zero emissions ambition for an overall positive impact on profit, the environment and the communities in which it operates. It demonstrated how the choice to engage with technology is typically driven by the need for compliance or the promise of competitive advantage. Finally, key considerations from the different phases of the journey from the first encounter with a new, unfamiliar technology through to something which has become incorporated into an accepted way of working were also discussed.
understand how well rules are followed, procedures implemented and values embraced. The industry invest heavily in training and this in turn must be continuously assessed for effectiveness not just compliance. Safety cultures should be regularly refreshed to ensure there is a fresh, enthusiastic approach to safety with a real understanding of its value and need. Ballast Water Management requirements were given as a good example where regulations are implemented in very good faith, but technology and rules make the actual implementation very difficult for owners, who are genuinely looking to do the right thing and get systems right first time. Not least considering the huge costs involved. Sustainability is presently the biggest issue facing tanker owners. Deep concern was expressed that the current tanker market rates are consistently below ship owners’ operating costs and it can be seen owners are failing. INTERTANKO’s Chairman, Capt Graham Westgarth was quoted: “If these rate levels continue for a long period, this could lead to a situation where sustainability of the oil transportation industry is threatened.” “Our Members operate tankers to the highest standards and will continue to do so.
Mr. John Boreman, Marine Director – Intertanko presented an overview of the INTERTANKO 5- year Strategic Plan, which is based around a scenario of strong environmental concerns within an unstable geopolitical situation.
Operating for a prolonged period in an environment where tanker owners are not even covering their operating costs is obviously not a situation that can be maintained.” Mr. Mark Handin, Regional Vice President - Africa & Europe - Tidewater Marine., presented on the “Offshore Sector”.
This plan identified seven major Issues as key elements: Sustainability, Human Element, Tanker Safety and Performance, Greenhouse Gas Emission Reduction, Air Emissions Reduction, Ballast Water Management and Maritime Security Threats. All the elements have a place in companies’ CSR policies. Four items were explored further in terms of CSR: these were Human Element, Ballast, Sustainability and Piracy. Human element issues feature in 80% of incidents and are sure to feature prominently as companies continuously look to improve. Seafarers work in a highly regulated and managed environment; within this companies really
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DISCUSSION PANELS Mr. Stavros Meidanis, LRQA/Marine Business Centre Manager - Lloyd’s Register, Mr. Merijn Hougee, Project Manager Clean Shipping Coalition, Mr. John Aitken, Secretary General - SEAaT The Environmental panel discussed how in the midst of the current recession, the environment has fared in terms of corporate priorities as well as how the industry is doing on the environment from a performance standpoint. They went on to debate the validity of the claim that many shipowners are complaining that they are being unfairly burdened by regulations and particularly environmental regulations. The panellists also discussed if environmental regulations, such as Ballast Water Management and the Emission Control Areas have outpaced technology as well as if the flag/port states will be aggressive in enforcing the regulations. The greatest challenges to the marine and offshore industries now and in the next 5 years were also outlined along with the possibility of the industry developing alliances/ consortiums that might facilitate compliance. The session was concluded with suggested advice to shipowners as they work to meet regulatory requirements. “Technological Innovation” Moderator: Mr. Richard Meade, Editor Lloyd’s List Panelists: Mr. Jakob Buus Petersen, Director of Energy Efficiency – ABS, Ms. Diane Gilpin, Development Director - B9 Shipping, Mr. Roger Strevens, Vice President, Global Head of Environment - Wallenius Wilhelmsen Logistics, Mr. Nishatabbas Rehmatulla, Doctoral Researcher - UCL Energy Institute Among others this panel pointed out that CSR should perhaps be a more holistic approach to the whole gambit of responsible agendas and that in effect is a mindset change. This change is probably difficult for shipowners especially when looking at a bleak financial horizon right now. What was also debated was if the current technology situation is an enabler or just market forces at play rather than CSR. Another point that
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was made is that it is a great opportunity for the shipping sector to start looking at the way they can redesign for resilience. The current barriers to technology were discussed as being mostly informational ones as well as the split incentives. Industry has been reactive to regulatory change and has embraced it. What was also debated was in terms of the proven technology out there; what is stopping shipowners from optimising designs and if it is just a question of finance. Points that were also made included if the contractual arrangement of who pays for the fuel, being a major impediment, can be changed as well as how technology such as ballast water treatment and scrubbers affect the CO2 print. “Ship Recycling” Moderator: Dr. Anil Sharma, President, Founder and CEO, Global Marketing Systems, Inc. (GMS), Panelists: Dr. Nikos Mikelis, Head, Marine Pollution Prevention and Ship Recycling Section, Marine Environment Division, International Maritime Organization (IMO), Mr. Harry Malandreniotis, Managing Director Headway Ltd, Mr. Richard Meade, Editor - Lloyd’s List This panel debated the view that for people outside the industry, CSR and recycling ships in South Asia are perceived to be mutually exclusive as well as what needs to be done to change this perception. The panelists also discussed if the recycling of vessels in accordance with the technical standards contained in the Hong Kong Convention equate to a good CSR program. They went on to discuss the view that despite the developments in the industry and the growth of programs that can cost-effectively recycle ships in a safe and environmentally responsible manner, an overwhelming majority of sellers focus on price rather than quality of yards and the program, as well as how this view can be changed. Another point that was emphasized was if and how the media can play a part in the growth of CSR in ship recycling. The panel concluded with the discussion about CSR being a luxury or necessity.
“CSR and the Human Factor” Moderator: Capt. Kuba Szymanski, Secretary General - InterManager Panelists: Mr. George Tsavliris, Principal - Tsavliris Salvage Group, Revd. Canon Ken Peters, Director of Justice & Welfare The Mission to Seafarers, Mr. John Adams, Managing Director & Head of Marine HR – Teekay Corporation Capt. Szymanski set the scene by asking whether humans are part of the environment; the audience was of the opinion that obviously Humans are part of the environment. He went on to question how come we are so concerned about spills, birds, garbage, and allow fellow humans – seafarers to legally work 92 hours per week, that we still have deeply rooted blame culture, that very few of the seafarers have medical insurance when at home and 70% of our sea staff is being “hired and fired” every trip and that only 8% of people at sea have credit cards. The panel debated how the concept of CSR is being sold to the seafarers, how the image of the industry could be further improved, how to fight the lack of trust, the design of the vessels with human element in mind and how to improve retention rates. The panel concluded that the industry has more and younger people joining it and there is no shortage of seafarers. “The Demand for CSR in Shipping” Moderator: Mr. Sam Kimmins, Principal Sustainability Advisor – Forum for the Future Panelists: Capt. Jonathan Stoneley, Environment & Compliance Manager – Cargill, Mr. Merijn Hougee, Project Manager - Clean Shipping Coalition, “ Mr. Jan Fransen, Managing Director - Green Award Foundation The panel discussed the importance of CSR being a core part of a company’s strategy, rather than a ‘bolt-on’ to business as usual. Merjin Hougee reinforced the importance of tangible action, as opposed to paper commitments. Jan Fransen described how the demand for Green Award (as evidence of beyond compliance performance) has remained, despite the economic
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downturn, suggesting that good performance in CSR is increasingly seen as an important differentiator in a competitive market. Jonathan Stoneley gave the example of how Cargill are integrating CSR requirements within their charter agreements, to ensure energy and emissions considerations are included in commercial decisions. “The Supply of CSR in Shipping” Moderator: Mr. Clay Maitland, Founding Chairman - NAMEPA & Managing Partner - International Registries Panelists: Mr. Vassilis Papageorgiou, Vice Chairman - Tsakos Group, Mr. John Adams, Managing Director & Head of Marine HR Teekay Corporation, Mr. Dirk Vande Velde, Environment & Social Business Affairs Director - Mediterranean Shipping Company (MSC) This panel discussed what shipowners deliver through their operations in terms of CSR deliverables. Tsakos Group in terms of safety and the environment, Teekay Corporation reporting on what it does in terms of people, economics, the environment and their competency management system and MSC their internal CSR policy in terms of society, health & safety, the environment, the Sustainable Ports & Shipping Network and the safety project CINS (Cargo Incident Notification System) whose founding members are MSC, Hapag-Lloyd, Maersk, CMA & Evergreen. CSR has a business commercial value and shareholders and the financial markets want to see that one acts responsibly. What was also debated was if as ship operators they are able to give the industry a more transparent series of performance indicators which can also serve as indicators to the wider world. Another point that was made was if personal injury data is available to the charterers. SEEMP (Ship Energy Efficiency Management Plan) regulation was also discussed in terms of it being an opportunity for the smaller operators to use regulation to their advantage to take the first step on a CSR journey. “Ports” Moderator: Mr. Jan Fransen, Managing
Conference
Director – Green Award Foundation Panelists: Mr. Dirk Vande Velde, Environment & Social Business Affairs Director – Mediterranean Shipping Company (MSC), Mr. Patrick Verhoeven, Secretary General - European Sea Ports Organization (ESPO), Mr. Richard Marks, Director - ICHCA International Ltd. The panel discussed how the European Ports are affected in terms of the port stakeholders’ expectations from the ports in terms of their CSR policies. What were also discussed were the drivers for port planners to choose green technology. There is a major need for all parties in the supply chain to work together as they have common interests; port authorities have also the public authorities and the general public to deal with. MSC mentioned the Sustainable Ports & Shipping Network and the World Port Climate Initiative and their importance. It was noted that sometimes smaller ports have stronger CSR policies than larger ports. The panel also referred to the draft European Parliament report on ports having to charge a due, through the port dues, which will be used to build a fund that will finance environmentally sound recycling of European flagged ships. The panel concluded that CSR is a bare necessity for ports and port authorities. “Maritime Safety – Cost or Opportunity” Moderator: Mr. Julian Bray, Editor in Chief - TradeWinds Panelists: Dr. Peter Swift, Former Managing Director – Intertanko, Mr. Rob Lomas, Secretary General – Intercargo, “ Mr. Mike Powell, Head of Industry Liaison, Chenega UK - Open Ocean Without adequate safety for ships, their cargo, the environment and most importantly their crews, corporate social responsibility in the shipping industry adds up to little. Safety standards may have improved across the industry in recent years, however, many arguably avoidable incidents still occur. Yet owners and operators who strive to achieve best practice standards are often left with difficult choices between intense price pressures and sporadic regional enforcement of notionally global regulations. Nowhere has
this been more evident in recent years than in the Red Sea and Gulf of Aden where ships have faced hijack and ransom by Somali pirates. In the absence of sufficient international naval policing, responsible ship operators have chosen to pay for private security services. However, these operate in a largely unregulated environment which raises further safety risks, while those ships without protection are more vulnerable but are able to compete for business because of their lower costs. GLOBAL SPONSORS Global Lead Sponsors: ABN AMRO, Tsakos Energy Navigation, Lloyd’s Register Global Sponsors: Global Management Systems Inc. (GMS), The Marshall Islands Registry EVENT SPONSORS ABS SUPPORTING SPONSORS Onassis Foundation, Olympic Shipping and Management S.A., Tidewater SUPPORTING ORGANIZATIONS NAMEPA, SPNL, Carbon War Room, ICC Commercial Crime Services, IMASMA, Sustainable Shipping Initiative, Seafarer Help, Maritime Piracy. MEDIA PARTNERS Elnavi, Lloyd’s List, NafsGreen, Sustainable Shipping, The Maritime Executive, Worldoils, AllAboutShipping.co.uk. Capital Link is a New York-based Advisory, Investor Relations and Financial Communications firm. Capitalizing on our in-depth knowledge of the shipping industry and capital markets, Capital Link has made a strategic commitment to the shipping industry becoming the largest provider of Investor Relations and Financial Communications services to international shipping companies listed on the US and European Exchanges. Capital Link has developed new initiatives aiming to become an information hub on CSR matters in the shipping and offshore industries. Capital Link’s headquarters are in New York with a presence in London and Athens.
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Cruise news
Η ιστοσελίδα του Navigator Travel & Tourist Services βραβεύεται για τρίτη συνεχή χρονιά από τον Hatta Για τρίτη συνεχόμενη χρονιά ο ταξιδιωτικός οργανισμός Navigator Travel & Tourist Services διακρίνεται από τον Σύνδεσμο των εν Ελλάδι Τουριστικών και Ταξιδιωτικών Γραφείων (HATTA) για την ιστοσελίδα του και συγκεκριμένα στην κατηγορία “Θεματικού Τουρισμού”, κατά την Εκδήλωση για τη Βράβευση Εντύπων & Ιστοσελίδων Τουριστικών Γραφείων μελών του, που πραγματοποιήθηκε στο πλαίσιο της “28ης Philoxenia”. Η ιστοσελίδα του Navigator, HYPERLINK “http://www.navigator.gr” www.navigator. gr, προσφέρει ολοκληρωμένη ενημέρωση σχετικά με τα ταξίδια και την κρουαζιέρα, ενώ παράλληλα έχει να επιδείξει καινοτομίες, όπως η δυνατότητα online κράτησης κρουαζιέρας. Η διάκριση του Navigator σε αυτή την κατηγορία αποδεικνύει τη δέσμευση του ταξιδιωτικού οργανισμού για την ανάδειξη της κρουαζιέρας σαν επιλογή διακοπών και την προσπάθεια που καταβάλλει ο Navigator για την ανάπτυξη ενός τόσο σημαντικού κλάδου για τον τουρισμό της Ελλάδας. Το βραβείο αυτό ενισχύει την εικόνα του ταξιδιωτικού οργανισμού, που φέτος συμπλήρωσε μισό αιώνα επιτυχημένης παρουσίας στον τουριστικό κλάδο, επιβεβαιώνοντας ταυτόχρονα τη θέση του ως πρωτοπόρος στις συνεχώς αυξανόμενες τεχνολογικές απαιτήσεις του ταξιδιωτικού κλάδου. Ο κ. Ανδρέας Στυλιανόπουλος, Πρόεδρος και Διευθύνων Σύμβουλος του ταξιδιωτικού οργανισμού Navigator δήλωσε σχετικά: “Είμαστε ιδιαίτερα ικανοποιημένοι για τη βράβευση του Hatta για την ιστοσελίδα μας, καθώς αποτελεί την ανταμοιβή μας για την προσπάθεια που κάνουμε να εναρμονίσουμε την τεχνολογία με την ταξιδιωτική εμπειρία και να βελτιώσουμε τις παροχές προς τους πελάτες μας. Αυτό το βραβείο μας δίνει την ώθηση που χρειαζόμαστε για να δίνουμε πάντα τον καλύτερο εαυτό μας, να διατηρούμε την ποιότητα των υπηρεσιών μας στον υψηλότερο δυνατό βαθμό και να προσφέρουμε την τεχνολογική εξέλιξη που αναζητά ο σύγχρονος ταξιδιώτης. ”
Norwegian Cruise Line named “World’s Leading Large Ship Cruise Line” by World Travel Awards Norwegian Cruise Line has been named the “World’s Leading Large Ship Cruise Line” by the World Travel Awards. The 19th annual awards recognise travel companies for delivering an outstanding customer experience and are voted by travel agents worldwide. This is the first time Norwegian, which has received the award for Europe’s Leading Cruise Line for five consecutive years, has been honoured on a global scale by the World Travel Awards. “This award is a testament to the hard work of our dedicated team members to increase our travel partner support and education through our Partners First initiative, while also continuing to raise guest satisfaction scores to new heights,” said Kevin Sheehan, President and CEO of Norwegian Cruise Line. “We are so honoured to receive this prestigious award and thank our travel partners world-
wide for their continuing support. We have many exciting things to come in 2013 with the launch of Norwegian Breakaway, and we look forward to continuing to offer our guests the freedom to create their ideal holiday experience on the most contemporary ships at sea.” Hailed as “The Oscars of the Travel Industry” by the Wall Street Journal, World Travel Awards is recognised worldwide as the ultimate travel accolade. The awards were established in 1993 to acknowledge, reward and celebrate excellence across all sectors of the tourism industry.
Cruise news
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Το νεότευκτο Celebrity Reflection για πρώτη φορά στον Πειραιά
Το Celebrity Reflection, το πέμπτο κατά σειρά κρουαζιερόπλοιο κατηγορίας Solstice της Celebrity Cruises, χωρητικότητας 3.030 επιβατών, κατέπλευσε για πρώτη φορά στο λιμάνι του Πειραιά, το Σάββατο 10 Νοεμβρίου, στο πλαίσιο κρουαζιέρας που πραγματοποιεί στην Ανατολική Μεσόγειο. Κατά τη διάρκεια της επίσκεψης του Reflection στο λιμάνι του Πειραιά, εκπρόσωποι των ΜΜΕ και συνεργάτες είχαν την ευκαιρία να γνωρίσουν τις παροχές και τις ανέσεις του κρουαζιερόπλοιου και να ζήσουν από κοντά την μοναδική ταξιδιωτική εμπειρία που προσφέρει η Celebrity Cruises. Το Celebrity Reflection ξεκίνησε τον περασμένο μήνα το επίσημο πρόγραμμα κρουαζιέρων στα νερά της Μεσογείου, όπου και θα βρίσκεται μέχρι και την 1η
Δεκεμβρίου, ενώ έπειτα θα διασχίσει τον Ατλαντικό Ωκεανό για να καταλήξει στο Μαϊάμι, απ’ όπου θα ξεκινήσει μια σειρά από 7ήμερες κρουαζιέρες στην Καραϊβική. Το Celebrity Reflection ενσωματώνει μια σειρά από καινοτομίες, όπως το εξωτερικό γυάλινο ντους που προεξέχει της άκρης του πλοίου με θέα του μπάνιου στον ωκεανό, στην υπερπολυτελή Reflection Suite. Το πλοίο διαθέτει μία σειρά από αξιόλογες επιλογές διαμονής όπως οι AquaClass Suites με τις μεγάλες βεράντες και οι ψηλοτάβανες Signature Suites, με υπηρεσία butler όλο το εικοσιτετράωρο. Το εμπορικό κέντρο διαθέτει επώνυμες μπουτίκ, ενώ υπάρχουν θεματικά εστιατόρια και ποικιλία χώρων εστίασης, καθώς και πληθώρα επιλογών διασκέδασης από καφέ και μπαρ έως θεαματικές θεατρικές και μουσικές παραστάσεις. Το κορυφαίο
AquaSpa by Elemis προσφέρει χαλαρωτικές θεραπείες και υπηρεσίες που περιλαμβάνουν Σάουνα, Χαμάμ,μασάζ, σπα και κομμωτηρίο. Τέλος, εντυπωσιακό είναι η έκταση φυσικού γρασιδιού στον χώρο του εξωτερικού εστιατορίου The Lawn Club Grill. Ο κ. Ανδρέας Στυλιανόπουλος, Πρόεδρος και Διευθύνων Σύμβουλος του ταξιδιωτικού οργανισμού Navigator και αποκλειστικού αντιπροσώπου της Celebrity Cruises στην Ελλάδα, είπε σχετικά: “Χαιρόμαστε ιδιαίτερα που η Celebrity Cruises επιλέγει την Ελλάδα και τον Πειραιά για τα πρώτα ταξίδια του Reflection στην περιοχή της Μεσογείου. Στους δύσκολους καιρούς που διανύουμε, η κρουαζιέρα παραμένει ένας προσιτός τρόπος διακοπών που δίνει την ευκαιρία στον επισκέπτη να δει πολλαπλούς προορισμούς σε ένα μόνο ταξίδι.”
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Ταξίδι στη γνώση
Κώστας Δούκας
ΟΤΑΝ Ο ΟΜΗΡΟΣ ΓΙΝΕΤΑΙ...ΙΑΤΡΟΔΙΚΑΣΤΗΣ *Μύθοι τα περί τυφλότητος του ποιητή. *Όταν περιγράφει θανάτους ηρώων, νομίζει κανείς ότι συντάσει ιατροδικαστική έκθεση. *Γνωρίζει πού ακριβώς επλήγη ο ήρωας, ποιά όργανα τρύπησε το δόρυ, το βέλος ή το σπαθί και περιγράφει με ακρίβεια ιατροδικαστού τις αντιδράσεις του θνήσκοντος, σαν να ήταν παρών στην μάχη. *Αλήθεια, μήπως ήταν εκεί; Ποιός ήρωας του τρωικού πολέμου κρύβεται πίσω από το ψευδώνυμο του Ομήρου.
Η ραψωδία Ε της Ιλιάδος δεν είναι μόνο η ώρα του Διομήδη. Είναι η ώρα των σπουδαιοτέρων ηρώων των Αχαιών, οι οποίοι συναγωνίζονται μεταξύ τους στην εξολόθρευση των εξεχόντων αντιπάλων από το τρωικό στρατόπεδο. Και μέσα σ’ αυτή την σφαγή και το λουτρό αίματος, έχουμε τον Όμηρο να μας αφηγείται με τον πιό...εκνευριστικό τρόπο τις λεπτομέρειες του κάθε θανάτου, σαν να ήταν εκεί, παρών, και παρακολουθούσε εκ του σύνεγγυς τα διαδραματιζόμενα. Ο ορίζοντάς του όμως ήταν περιορισμένος. Είναι ανθρωπίνως αδύνατον να έχει κανείς αντίληψη των γεγονότων σε όλο το μέτωπο του πολεμικού θεάτρου. Υπάρχει ομηρική αποστροφή, που επιβεβαιώνει την άποψη αυτή. Κανένας αυτόπτης μάρτυς δεν είναι
δυνατόν να διατρέχει απ’ άκρου εις άκρον το μέτωπο των αντιμαχομένων και να καταγράφει με ποιόν συγκρούσθηκε ποιός και πώς σκοτώθηκε ποιός. Αλλά ο Όμηρος δεν αρκείται μόνο στην περιγραφή της μάχης και στα ονόματα των νεκρών εκατέρωθεν. Γνωρίζει το ονοματεπώνυμο του καθενός, από πού κρατά η σκούφια του, ποιά ήταν η οικογενειακή του κατάσταση, αν ήταν γνήσιος ή νόθος γιός κλπ. Ιδιαιτερότητες, που δεν θα είχαν μεγάλη σημασία μέσα στις χιλιάδες στίχους του έπους, αλλά που δείχνουν πόσο ενημερωμένος ήταν ο ποιητής γιά τους αντιπαλαίοντες στο πεδίο της μάχης. Διότι, όπως ομολογεί και στην Οδύσσεια: «ΟΥ ΜΕΝ ΓΑΡ ΤΙΣ ΠΑΜΠΑΝ ΑΝΩΝΥΜΟΣ ΕΣΤ’ ΑΝΘΡΩΠΩΝ». (Γιατί κανένας άνθρωπος δεν είναι τελείως ανώνυμος). Τώρα, πώς ο Όμηρος έμεινε τελείως ανώνυμος στην ιστορία,, με ένα ψευδώνυμο που δεν έχει καμμία σχέση με το πραγματικό του όνομα, δηλαδή του Οδυσσέα Λαερτιάδη, αναζητήστε τους λόγους στο φιλολογικό κατεστημένο των τελευταίων αιώνων, που θέλει τον Όμηρο εντελώς ξεκομμένο από τα τρωικά. Θέλει τον Όμηρο να έγραψε τα έπη 500 χρόνια μετά τα τρωικά, όταν η γλώσσα, τα ήθη, τα έθιμα, οι κοινωνικές και ιστορικές συγκυρίες είχαν ριζικά αλλάξει και δεν ανταποκρίνονταν στην εποχή εκείνη. Το πιό εκπληκτικό όμως στην ραψωδία αυτή και στις άλλες που περιγράφουν φονικώτατες μάχες, είναι ότι ο Όμηρος μας περιγράφει με κάθε λεπτομέρεια, με ποιό τρόπο πέθανε ο κάθε ήρωας, ποιό ζωτικό όργανο του σώματός
του έπληξε ο άσπλαχνος χαλκός και κάτω από ποιές συγκεκριμένες συνθήκες έχασε την ζωή του. Καθώς περιγράφει τις φονικές αυτές σκηνές του πολέμου, έχει κανείς την εντύπωση ότι ο Όμηρος συντάσσει ιατροδικαστική έκθεση. Θα έχετε την ευκαιρία άλλωστε να το διαπιστώσετε και οι ίδιοι διαβάζοντας αυτή την ανάλυση της ραψωδίας Ε, κατά την οποία το τρωικό πεδίο στρώθηκε με νεκρούς. Πολλούς νεκρούς. Αυτή ήταν η συνέπεια της καταπατήσεως των όρκων από τους Τρώες, με την θεϊκή βέβαια παρέμβαση.
ΔΙΟΜΗΔΗΣ ΜΑΙΝΟΜΕΝΟΣ
Η ραψωδία Ε αρχίζει με τον μαινόμενο Διομήδη, τον γιό του Τυδέα, τον οποίο λίγο νωρίτερα ο Αγαμέμνων, καθώς επιθεωρούσε τους ετοιμοπόλεμους Αχαιούς, τον είχε αποκαλέσει δειλό και απόλεμο. Ο Διομήδης εξοπλίζεται με απαστράπτοντα χαλκό, περικεφαλαία και ασπίδα και αντιμετωπίζει σε πρώτη φάση δύο γιούς του Τρώα Δάρη, ιερέα του Ηφαίστου. Ήταν ο Φηγεύς και ο Ιδαίος, οι οποίοι ήσαν σπουδαίοι πολεμιστές. Σαν παλικάρια πού ήταν, ξεπετάχτηκαν από το στράτευμα επιβαίνοντες σε άρμα. Ο Διομήδης ήταν πεζός. Καθώς το άρμα περνούσε κοντά, ο Φηγεύς εξακοντίζει δόρυ, που πέρασε πάνω από τον αριστερό ώμο του Διομήδη. Τον αριστερό, όχι τον δεξιό. Προσέξτε παρατηρητικότητα του ποιητή. Σηκώνει τότε αυτός το κοντάρι του, σημαδεύει τον Φηγέα και τον χτυπά κατάστηθα, ανάμεσα στους μαστούς και τον γκρέμισε από τους ίππους. Η λεπτομερής περιγραφή συνεχίζεται από τον Όμηρο. Ο Ιδαίος, βλέποντας νεκρό
Ταξίδι στη γνώση
τον αδελφό του, ούτε που τόλμησε να τον υπερασπισθεί. Γιατί κατάλαβε ότι θα έχανε κι αυτός την ζωή του. Πηδά λοιπόν από το άρμα και, υπό την προστασία του Ηφαίστου, εξαφανίζεται μέσα στο πλήθος. Η αλληλουχία της σκηνής έχει ως εξής: Ο Διομήδης αρπάζει τους τρωικούς ίππους και τους δίνει στους συντρόφους του. Βλέποντας οι Τρώες τον σκοτωμό του Φηγέως, θυμώνουν. Η Αθηνά παροτρύνει τον αδελφό της Άρη να αποσυρθούν και ν’ αφήσουν τους αντιπάλους να κάνουν μόνοι τους τον πόλεμο. Πήγαν λοιπόν και κάθισαν στις όχθες του Σκαμάνδρου και παρακολουθούσαν τις εξελίξεις του πολέμου. Και τότε αρχίζει η μεγάλη σφαγή.
ΟΝΟΜΑΤΕΠΩΝΥΜΑ ΗΡΩΩΝ ΚΑΙ ΒΙΟΓΡΑΦΙΚΑ
Αλλά θύτες και θύματα έχουν ονοματεπώνυμα, ιδιότητες, τόπο καταγωγής. Τους συνοδεύει πλήρες βιογραφικό σημείωμα, όπως κάνει κάθε καλός, υπεύθυνος και αντικειμενικός ιστορικός, που έχει ζήσει μιά φάση της ιστορίας των ανθρώπων. Δήτε γιά παράδειγμα τον Θουκυδίδη, δήτε τον Ηρόδοτο. Ας τ’ αφήσουν αυτά ότι ο Όμηρος ήταν ποιητής και όχι ιστορικός. Ήταν και ποιητής και ιστορικός και γεωγράφος, όπως τον χαρακτηρίζει άλλωστε και ο Στράβων. Ο Αγαμέμνων χτυπά με το κοντάρι του τον Οδίο, τον αρχηγό των Αλιζώνων και τον ρίχνει από τον δίφρο. Ναί, αλλά πώς τον ρίχνει; Αυτό έχει σημασία. Καθώς ο Οδίος έστριβε με το άρμα του, έδειξε τις πλάτες του στον Αγαμέμνονα, ο οποίος του έμπηξε το δόρυ «ΩΜΩΝ ΜΕΣΣΗΓΥΣ», που βγήκε από το εμπρόσθιο μέρος του στήθους. Αυτή η φράση του Ομήρου «ΩΜΩΝ ΜΕΣΣΗΓΥΣ», έχει ιδιαίτερη ετυμολογική αξία όσον αφορά το επίρρημα «μεσσηγύς». Σημαίνει «στην μέση ακριβώς». Αυτό έχει ιδιαίτερη αξία όταν μαθαίνουμε στην Οδύσσεια, ότι η νήσος Αστερίς βρίσκεται «ΜΕΣΗ ΑΛΙ, ΜΕΣΣΗΓΥΣ ΕΝ ΠΟΡΘΜΩ ΙΘΑΚΗΣ ΤΕ ΣΑΜΟΙΟ ΤΕ ΠΑΙΠΑΛΟΕΣΣΗΣ». Δηλαδή, δεν πρέπει να αναζητήσουμε την Αστερίδα απλώς στην μέση της θάλασσας, όπως ακριβώς βρίσκονται όλα τα νησιά, αλλά στην μέση ακριβώς του πορθμού μεταξύ Ιθάκης και απόκρημνης Σάμης, όπως ακριβώς
το ακόντιο του Αγαμέμνονος έπληξε τον Οδίο ΩΜΩΝ ΜΕΣΣΗΓΥΣ. Επομένως, δεν μπορούμε να αναζητούμε την νήσο Αστερίδα σ’ ένα βράχο, που απέχει άνισα από τα δύο νησιά, την Κεφαλληνία και την Ιθάκη. Η Αστερίς πρέπει να απέχει εξ ίσου από την Ιθάκη, όσο και από την Κεφαλληνία. Αυτό ας το λάβουν σοβαρά υπ’ όψη τους όσοι θέλουν να προσαρμόσουν τα έπη στις δικές τους ιδέες περί της πραγματικής Ιθάκης, που είναι βέβαια η Λευκάδα. Έρχεται η σειρά του Ιδομενέως, ο οποίος σκοτώνει τον Φαίστο, τον γιό του Βώρου από την Μαιονία, ο οποίος είχε έλθει από την εύφορη Τάρνη. Χαρτί και καλαμάρι οι πληροφορίες του Ομήρου γιά ένα εχθρό των Αχαιών που σκοτώθηκε. Ο Φαίστος χτυπήθηκε στον δεξιό ώμο (όχι στον αριστερό) κι έπεσε νεκρός στο χώμα από το άρμα. Σπεύδουν οι θεράποντες του Ιδομενέως και γυμνώνουν τον νεκρό από τα όπλα του. Η σύλληση των νεκρών εχθρών δεν ήταν μόνο μία τιμητική πράξη, αλλά είχε και πρακτική σημασία. Τα όπλα ανακυκλώνονταν. Όχι σαν τους σύγχρονους λαούς που διαθέτουν μεγάλο μέρος του ΑΕΠ γιά εξοπλισμούς, που στο τέλος αχρηστεύονται λόγω εξελίξεως της τεχνολογίας και πετιώνται, γιά να χαίρονται οι πολεμικές βιομηχανίες και οι μεσάζοντες. Τώρα ήλθε η σειρά του Μενελάου να δείξει την ανδρεία του. Σημάδεψε με το ακόντιο τον Σκαμάνδριο, γιό του Στροφίου, που ήταν σπουδαίος κυνηγός. Μάλιστα τον είχε διδάξει η Άρτεμις. Αλλά η τέχνη αυτή δεν του χρησίμευσε σε τίποτε. Κι αυτός εβλήθη «ΩΜΩΝ ΜΕΣΣΗΓΥΣ» καθώς έστριβε με το άρμα του και το δόρυ πέρασε το σώμα και βγήκε από το στήθος, παρατηρεί και πάλι ο ποιητής. Ακολουθεί ο Μηριόνης, ο οποίος σκότωσε τον Φέρεκλο, τον γιό του Τέκτονος Αρμονίδου, που γνώριζε να φτιάνει έξοχα τεχνουργήματα, επειδή τον αγαπούσε πολύ η Αθηνά. Και εδώ ο Όμηρος φαίνεται να είναι πολύ καλά ενημερωμένος. Γιατί ο πατέρας του νεκρού είχε κατασκευάσει τα πλοία που χρησιμοποίησε ο Αλέξανδρος (Πάρις) γιά να γίνουν η αρχή του κακού, δηλαδή να γίνει η απαγωγή της Ελένης και ν’ αρχίσει ο τρωικός πόλεμος.
ΕΝΑΣ ΤΥΦΛΟΣ ΙΑΤΡΟΔΙΚΑΣΤΗΣ
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Υπάρχουν όμως και λεπτομέρειες γιά το πώς ακριβώς πέθανε ο Φέρεκλκος. Φαίνεται ότι ήταν πεζός και, καθώς έτρεχε να σωθεί, ο Μηριόνης τον πρόλαβε καταδιώκοντας και τον έπληξε προς τον δεξιό γλουτό. Η αιχμή διαπέρασε την κύστη κάτω από το οστούν και αυτός κραυγάζοντας έπεσε νεκρός. Ρωτήστε όποιον ιατροδικαστή θέλετε. Ο άνθρωπος που θα πληγεί στην ουροδόχο κύστη και τον εντερικό χώρο δεν πρόκειται να γλυτώσει τον θάνατο. Ο ιατροδικαστής Όμηρος το γνωρίζει και μας το περιγράφει. Κατά τα άλλα ήταν...τυφλός! Έρχεται η σειρά του Μέγητος, ο οποίος σκοτώνει τον Πήδαιο, τον γιό του Αντήνορος. Ο Όμηρος, δηλαδή ο Οδυσσέας, γνωρίζει πολύ καλά τόσο τον Αντήνορα, όσο και τον γιό του, διότι, όπως ομολογεί ο Αντήνωρ στην ραψωδία Γ της Ιλιάδος, είχε γνωρίσει τον Οδυσσέα μέσα στην Τροία, όπου είχε εισέλθει γιά διαπραγματευτική υπόθεση. Γνωρίζει λοιπόν ο Όμηρος, ότι ο Πήδαιος ήταν νόθος γιός του Αντήνορος, που τον ανέθρεψε η Θεανώ. Ήταν ανάγκη την ιδιαίτερη αυτή πληροφορία να την γνωρίζει και ο ποιητής; Και να πώς σκοτώθηκε ο Πήδαιος: Ο Μέγης, που ήταν άριστος κονταρομάχος, πέρασε δίπλα του και του τρύπησε το ινίο. Η αιχμή του δόρατος βγήκε μπροστά αντίκρυ από τα δόντια και του έκοψε την γλώσσα. Κι αυτός έπεσε νεκρός στην σκόνη, πιάνοντας με τα δόντια του τον ψυχρό χαλκό. Η σκηνή αυτή είναι μεγίστης περιγραφικής
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σημασίας. Θυμίζει τον οβελία, όταν η σούβλα τρυπά το ινίο του εγκεφάλου και η αιχμή της βγαίνει από τα δόντια. Όλους αυτούς τους θανάτους τους φαντάστηκε άραγε ο Όμηρος, ή μήπως ήταν αυτόπτης μάρτυς; Θα το δούμε σε λίγο, εξετάζοντας και άλλες περιπτώσεις. Τώρα ο Όμηρος μας περιγράφει μία άλλη τρομερή σκηνή. Ο Υψήνωρ, γιός του Δολοπίονος, που ήταν ιερέας του Σκαμάνδρου ποταμού και τον τιμούσαν στον δήμοσαν θεό, καταδιώκεται από τον Ευρύπυλο Ευδαιμονίδη, τον προφθάνει και με το σπαθί του πηδώντας του κόβει το χέρι από τον ώμο. Ο Όμηρος δεν είδε ποιό χέρι του έκοψε. Το δεξί ή τ’ αριστερό; Δεν το λέει. Μάλλον το αριστερό, αφού ο πολεμιστής κρατά το ακόντιό του ή το σφάγανο με το δεξί, έχοντας στο αριστερό την ασπίδα. Το χέρι έπεσε ματωμένο στο πεδίο κι εκείνος βρήκε πορφυρό θάνατο, δηλαδή πέθανε από ακατάσχετη αιμορραγία. Αυτές οι λεπτομερείς περιγραφές θανάτων που δεν μοιάζουν μεταξύ τους, μας δίνει και μία αξιόπιστη ιδέα, ότι ο Όμηρος βρισκόταν στο πεδίο της μάχης με την μορφή του Οδυσσέα.
Ο ΦΟΒΟΣ ΦΥΛΑΕΙ ΤΑ ΕΡΗΜΑ
Στο μεταξύ ο Διομήδης μαινόμενος έτρεχε στο πεδίο σαν πλημμυρισμένος ποταμός, όμοιος με χείμαρρο, που διασκορπίζει τα προχώματα αραδιασμένα στην σειρά, ούτε οι φράκτες που προστατεύουν τα αλώνια καθώς έρχεται η νεροποντή του Διός. Από την παρομοίωση αυτυή εμείς μαθαίνουμε ότι επί εποχής Ομήρου γίνονταν σπουδαία υδρευτικά και αντιπλημμυρικά έργα. Καθώς έτρεχε μαινόμενος ο Διομήδης, δέχεται βέλος από τον γιό του Λυκάονος. Ο Όμηρος δεν φαίνεται να γνωρίζει το μικρό
Ταξίδι στη γνώση
του όνομα και δεν μας το λέει. Το βέλος τρυπά τον θώρακα και μπήγεται στον δεξιό ώμο. Ο Διομήδης αιμορραγών ζητεί βοήθεια από τον Σθένελο, τον γιό του Καπανέως, να του βγάλει το βέλος. Ο Σθένελος πηδά από το άρμα, τραβά με δύναμη το βέλος και το αίμα εξακοντίζεται από την πληγή του Διομήδη, οποίος αγνοεί τον πόνο και το αίμα, προσεύχεται στην Αθηνά, η οποία έρχεται δίπλα του, του απαλύνει τον πόνο και του συνιστά να χτυπήσει την Αφροδίτη, αν έλθει κοντά του. Ο Διομήδης υποχωρεί προς τους συντρόφους του, αλλά τότε καταλαμβάνεται από μένος. Κι εδώ έχουμε μία εκπληκτική παρομοίωση, στην οποία πρέπει ν’ αναφερθούμε: Έχετε ακούσει την ρήση «ο φόβος φυλέι τα έρημα». Έχετε όμως διερωτηθεί τι σημαίνει η έκφραση; Ποιά είναι τα έρημα και πώς τα φυλάγει ο φόβος; Ακούστε λοιπόν την παρομοίωση του Ομήρου, από την οποία πιστεύω ότι διαιωνίσθηκε στον Ελληνικό λαό η έκφραση αυτή. Όπως, λέει, λιοντάρι ορμά σε μαντρί για να κατασπαράξει πρόβατα κι έρχεται ο βοσκός, ο οποίος του εξακοντίζει δόρυ, αλλά δεν το πετυχαίνει καίρια, μόνο το γρατζουνίζει, με αποτέλεσμα να κορώνει τον θυμό του λιονταριού. Και τότε ο βοσκός εξαφανίζεται αφήνοντας έρημα τα πρόβατα. Η ομηρική έκφραση είναι: «ΤΑ Δ’ ΕΡΗΜΑ ΦΟΒΕΙΤΑΙ». Δηλαδή τ’ αφήνει έρημα και ο ίδιος το βάζει στα πόδια. Φοβέομαι σημαίνει φεύγω λόγω φόβου. Αλλά όταν φοβέομαι, τότε φοβάμαι. Κάθε ζώο όταν κινδυνεύει το βάζει στα πόδια. Το ίδιο και ο άνθρωπος. Έτσι, στην προκειμένη περίπτωση, «ΤΑ Δ’ ΕΡΗΜΑ ΦΟΒΕΙΤΑΙ». Αυτή η ομηρική έκφραση σώθηκε από τον λαό μας ως «ο φόβος φυλάει τα έρημα»,
δηλαδή τα απροστάτευτα τα φυλάει το φευγιό. Μ’ αυτή την εκπληκτική παρομοίωση ο Όμηρος χαρακτηρίζει τον Διομήδη, ως λέοντα που τραυματίζεται ξώφαλτσα, θυμώνει και επιτίθεται στα πρόβατα, δηλαδή στους Τρώες, τους οποίους οι ηγήτορές τους τους άφησαν κι έφυγαν, όπως ο Λυκάων. Κάτω από τέτοια συναισθήματα ο Διομήδης εφορμά εναντίον του Αστυνόου και του Υπείρονα, και οι δύο ηγέτες των Τρώων. Τον ένα τον χτυπά με δόρυ πάνω από τον μαστό και τον άλλο στην κλείδα κοντά στον ώμο, χρησιμοποιώντας το σπαθί του. Βλέπετε, ο Όμηρος δεν παύει ούτε στιγμή να μας περιγράφει σε κάθε περίπτωση την ανατομία του ανθρωπίνου σώματος. Ευθύς αμέσως χύνεται στον Άβαντα και στον Πολύιδο, τους γιούς του Ευρυδάμαντος, που ήταν ονειροκρίτης. Και οι δύο νεκροί. Αμέσως ορμά ακατάσχετος στα στερνοπαίδια του Φαίνοπος, τον Ξάνθο και τον Θόωνα. Και ο πολύξερος Όμηρος παρατηρεί μελαγχολικά:»Μακρυνοί συγγενείς μοιράστηκαν την περιουσία τους». Τόσο καλά ήταν κατατοπισμένος ο ποιητής γιά τον καθένα από τα δύο στρατόπεδα. Πιό πέρα βλέπει δύο από τους γιούς του Πριάμου, τον Εχέμονα και τον Χρομίο, ανεβασμένους σε δίφρο. Και τους δύο τους κατέβασε νεκρούς από το άρμα και σύλησε τα όπλα τους. Μπροστά σ’ αυτό το μακελειό, ο Αινείας προσέρχεται στην μάχη γιά ν’ ανακόψει το μένος του Διομήδη, βρίσκει τον Πάνδαρο, τον γιό του Λυκάονος, τον οποίο παροτρύνει να χτυπήσει τον Διομήδη. Ο Λυκάων έχει αναγνωρίσει τον εχθρό, αλλά διατηρεί τις αμφιβολίες του. Πολύ φοβάται ότι είναι θεός και όχι άνθρωπος. Γιατί είχε και την εμπειρία ότι του έρριξε προηγουμένως στον θώρακα χωρίς αποτέλεσμα. Είχε μάλιστα χτυπήσει και τον Αγαμέμνονα, οι οποίοι μάτωσαν, αλλά μάλλον θύμωσαν περισσότερο. Ο Αινείας επιβιβάζει στο άρμα του τον Λυκάονα. Κάπου οι δύο ήρωες λογομαχούν γιά το ποιός θα κρατά τα ηνία και ποιός θα μάχεται πεζός. Τελικά πεζομαχεί ο Λυκάων, ενώ ο Αινείας τον παρακολουθεί από κοντά,
Ταξίδι στη γνώση
μήπως χρειασθεί να υποχωρήσουν και να σωθούν. Τους βλέπει ο Σθένελος, ο βοηθός του Διομήδη, και τον ενημερώνει γιά την επικειμένη σύγκρουση και αποτρέπει τον φίλο του να συγκρουσθεί μαζί τους. Ο Διομήδης όμως τον αγριοικυτάζει και του λέει, ότι γι’ αυτόν δεν είναι ταιριαστό να φεύγει από την μάχη, φιλοσοφία ανδρείας στην οποία στηρίχθηκαν πολλούς αιώνες αργότερα οι Σπαρτιάτες γιά να δημιουργήσουν το δικό του «ιμπέριουμ». Φιλοδοξεί ο Διομήδης να τους σκοτώσει και τους δύο με την βοήθεια της Αθηνάς καθώς, εκτός από την δόξα, θέλει ν’ αρπάξει τους θαυμάσιους ίππους του Αινεία. Οι αντίπαλοι έρχονται κοντά. Ο Πάνδαρος προκαλεί τον Διομήδη και ακοντίζει το δόρυ του εναντίον του. Η αιχμή διαπερνά την ασπίδα του Τυδεΐδη και ο Πάνδαρος νομίζει ότι τον τρύπησε στο λαγόνι διαμπερώς.
ΑΝΑΤΡΙΧΙΑΣΤΙΚΕΣ ΠΕΡΙΓΡΑΦΕΣ ΘΑΝΑΤΩΝ
Έρχεται η σειρά του Διομήδη να ρίξει και ο Όμηρος αισθάνεται την ανάγκη να μας περιγράψει άλλη μιά φορά με ιατροδικαστική ακρίβεια τον οικτρό θάνατο του Πανδάρου. Του έρριξε βέλος που τον πέτυχε στην μύτη κοντά στον οφθαλμό και διαπέρασε τα λευκά του δόντια, κόβοντάς του την γλώσσα από την ρίζα. Ακολούθως το βέλος βγήκε από το ύστατο σημείο του σαγονιού. Είναι προφανές ότι το βέλος είχε φορά εκ των άνω προς τα κάτω, ώστε ν’ ακολουθήσει αυτή την ανατομική πορεία. Είναι δυνατόν να υπάρχει ακόμη άνθρωπος που να πιστεύει ότι ο Όμηρος ήταν τυφλός και ότι δεν ήταν αυτόπτης μάρτυς των γεγονότων του πολέμου; Προσέξτε τώρα την αλληλουχία των σκηνών. Ο Αινείας ορμά ιαχώντας τρομερά με δόρυ και ασπίδα. Ο Διομήδης, ο οποίος προφανώς είχε χρησιμοποιήσει όλα τα όπλα του, πιάνει μιά μεγάλη πέτρα και την εκσφενδονίζει κατά του Αινεία, τον οποίο πλήττει στο ισχύον, εκεί όπου ο μηρός στρέφεται προς το ισχύον και αποκαλείυαι
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κοτύλη. Κόβει και τους δύο τένοντες καθώς ίδιος ο Άρης, καθώς δέθηκε σφιχτά από τα και την κοτύλη και ο Αινείας πέφτει ερείπιο γιγαντιαία παιδιά του Αλωέως, τον Ώτο και στα γόνατα, στηριζόμενος με το ένα χέρι του. τον Εφιάλτη και τον κρατούσαν φυλακισμένο Και λιποθυμά. Και θα είχε χάσει την ζωή του 13 μήνες. Επίσης της υπενθυμίζει ότι και η ο Αινείας, αν δεν τον είχε διασώσει η ίδια η Ήρα είχε βληθεί στον δεξιό μαστό με βέλος τριών γλωχίνων, δηλαδή την γνωστή μας Αφροδίτη, καθώς ήταν γιός της. Ο βοηθός του Διομήδη αρπάζει τους ίππους «τριγλώχινα», λέξη διεθνή που γνωρίζουν του Αινεία και τραβά προς τους Αχαιούς. έτσι γιά την βαλβίδα της καρδιάς όλοι οι Τους παραδίδει και επιστρέφει στην μάχη, καρδιολόγοι του κόσμου. ακολουθώντας τον μαινόμενο Διομήδη, Ο Άρης θεραπεύθηκε από τον γιατρό των ο οποίος βάλθηκε να κυνηγά την ίδια την θεών, τον Παιήονα, ο οποίος του επίπασε Αφροδίτη, που απομάκρυνε τον γιό της από αναλγητικά φάρμακα. το πεδίο της μάχης. Μόλις που πρόφθασε Και ενώ η Αφροδίτη θεραπεύεται με φάρμακα να την τραυματίσει ελαφρά στο τρυφερό του Παιήονα, η Αθηνά και η Ήρα αρχίζουν να της χέρι, που μάτωσε. Αλλά δεν ήταν αίμα αυτό. Ήταν ιχώρ, το αίμα των θεών. Μόνο οι άνθρωποι έχουν αίμα. Πονώντας η Αφροδίτη, ρίχνει στο έδαφος τον γιό της, που τον προστατεύει τώρα ο Απόλλων. Ο Διομήδης, δεν φθάνει που τραυμάτισε την Αφροδίτη, αυτός, ένας θνητός μία θεά, αλλά της μιλά και προσβλητικά. Κι αυτή έξαλλη και πονώντας, φεύγει με την βοήθεια της Ίριδος, η οποία ζητεί τους ίππους του Άρεως και μεταφέρει την τραυματισμένη Αφροδίτη στον Όλυμπο. Η μητέρα της, η Διώνη, δεν μπορεί να το πιστέψει, ότι δηλαδή η κόρη της τραυματίσθηκε από ένα θνητό. Προσπαθεί να παρηγορήσει την Αφροδίτη και της Ο Αχιλλέας σκοτώνει τον Έκτωρα τρυπώντας συγκεκριμένο υπενθυμίζει το κακό σημείο του λαιμού, όπως παρατηρεί ο Όμηρος, ώστε να που είχε πάθει ο μπορέσει λίγο πριν πεθάνει να αρθρώσει κάποιες λέξεις.
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την περιπαίζουν και να την ειρωνεύονται, διότι ενώ αυτή είναι θεά του έρωτα, ασχολείται με πολεμικά έργα. Η στιχομυθία προκαλεί την επέμβαση του Διός, ο ποίος υπενθυμίζει στην Αφροδίτη να ασχολείται με τον ίμερο (τον πόθο) και με τα έργα του γάμου και ν’ αφήσει τα πολεμικά έργα στην Αθηνά και τον Άρη. Και ενώ αυτά συμβαίνουν στον Όλυμπο, ο Διομήδης δεν λέει να ηρεμήσει. Το πολεμικό του μένος έχει κορυφωθεί. Αν και γνώριζε ότι τον Αινεία προστάτευε με τα χέρια του ο ίδιος ο Απόλλων, εκείνος, ασεβώντας προς τον θεό, επιθυμούσε να σκοτώσεει τον γιό του Αγχίση και της Αφροδίτης και να του πάρει τα ξακουστά του όπλα. Τρερίς φορές εφόρμησε να τον σκοτώσει μαινόμενος, αλλά τρείς φορές του τίναξε πίσω την ασπίδα ο Απόλλων. Και όταν γιά τέταρτη φορά επιχείρησε ο Διομήδης να σκοτώσει τον Αινεία, ο Απόλλων τον προειδοποίησε θυμωμένος να μη τα βάζει με τους θεούς, διότι είναι διαφορετικό το φύλο των θεών και διαφορετικό των ανθρώπων που γεννώνται στην γή. Ο Διομήδης επί τέλους φοβήθηκε και υπεχώρησε. Ο Απόλων μεταφέρει τον Αινεία στην ιερή Πέργαμο, όπου ο Όμηρος μας πληροφορεί ότι οι άνθρωποι του είχαν χτίσει ιερό.
ΕΝΑΣ ΠΑΝΤΟΓΝΩΣΤΗΣ «ΤΥΦΛΟΣ» ΠΟΙΗΤΗΣ
Στην συνέχεια της ραψωδίας ο Σαρπηδών, που ήταν γιός του Διός, απευθύνει πολλά προσβλητικά λόγια στον Έκτορα, επειδή δεν προτρέπει τον στρατό να επιτεθεί κατά των Αχαιών και εκφράζει τον φόβο μήπως οι Αργείοι εκπορθήσουν την καλοκατοικημένη Τροία. Τα σκληρά λόγια του Σαρπηδόνος δάγκωσαν την ψυχή του Έκτορος. Πηδά πάνοπλος από το άρμα στο χώμα και άρχισε να χύνεται παντού, παροτρύνοντας όλους να μάχονται. Επέρχεται η μεγάλη σύγκρουση. Οι Αχαιοί ανασυντάσσονται και σηκώνουν τόση σκόνη αυτοί και οι ίπποι τους, ώστε ασπρίζουν τα κεφάλια τους και οι περικεφαλαίες και οι ώμοι τους, σε σημείο τέτοιο, που να θυμίζουν στον...»τυφλό» Όμηρο τους λιχνιστές στα ιερά αλώνια, όταν η ξανθή Δήμητρα, καθώς φυσά ο άνεμος, ξεδιαλέγει τον καρπό από τα άχυρα και ξασπρίζουν οι αχυροσωροί. Ερώτημα: Είναι δυνατόν ένας τυφλός
Ταξίδι στη γνώση
άνθρωπος να γνωρίζει τόσες εικόνες από τον καθημερινό βίο των ανθρώπων, από την χλωρίδα, από την πανίδα, από τα καιρικά φαινόμενα, από την βουκολική ζωή, και γενικά να γνωρίζει κάθε τι, και κάθε φορά να ανασύρει από την μνήμη του την κατάλληλη παρομοίωση, που να ταιριάζει θαυμάσια στην πολεμική σκηνή που περιγράφει; Μόνο ένας αφελής θα πίστευε τις φιλολογικές αυτές ανοησίες, με τις οποίες έχει τραφεί ο κόσμος τους τελευταίους αιώνες. Αλλά θα συναντήσουμε και άλλα τέτοια και θα θαυμάσουμε γιά την παρατηρητικότητα του ομήρου και όχι την δήθεν τυφλότητά του, που υποτίθεται ότι εξασφαλίζει την ποιητική του δεινότητα. Καθώς οι Τρώες αντεπιτίθενται, ενθαρρυμένοι από τον Άρη και την Έριδα, και καθώς η Αθηνά, η προστάτιδα των Αχαιών, έχει αποχωρήσει, οι δύο Αίαντες, ο Τελαμώνιος και ο γιός του Οϊλέως, μαζί και ο Διομήδης, παροτρύνουν τους Δαναούς να αντισταθούν, ενώ οι ίδιοι έμεναν ακλόνητοι στις πρώτες γραμμές. Και ξέρετε πώς; Διαβάστε την παρομοίωση ενός τυφλού: Έμεναν ασάλευτοι, όμοιοι με τις νεφέλες, που ο Δίας σε νηνεμία στήνει στις άκρες των βουνών, άτρεμες, όσο κοιμάται το μένος του βοριά και των άλλων σφοδρών ανέμων. Μέχρι αυτό το μετεωρολογικό φαινόμενο είχε παρατηρήσει ο Όμηρος, που όλοι μας βλέπουμε εμείς οι ανοιχτομάτες στην εξοχή. Εκτός αν είχε ένα μόνιμο συμβουλάτορα, που του περιέγραφε κάθε στιγμή ο,τιδήποτε συνέβαινε στην φύση και ο Όμηρος τα απομνημόνευσε όλα και τα ανέσυρε κατά περίπτωση από την μνήμη του την κατάλληλη στιγμή. Αιδώς Αργείοι!...
«ΚΑΡΕ-ΚΑΡΕ» Η ΠΕΡΙΓΡΑΦΗ ΘΑΝΑΤΟΥ ΤΩΝ ΗΡΩΩΝ
Όμως και ο Ατρείδης πηγαινοερχόταν στον όμιλο των ανδρών και τους παρότρυνε. Και δίνοντας ο ίδιος το παράδειγμα, ακοντίζει και σκοτώνει τον Δηικόωντα Περγασίδη, τρυπώντας τον στην κοιλιά. Τα πάντα έχουν ονοματεπώνυμο στα ομηρικά κείμενα. Στο μεταξύ ο Αινείας συνήλθε από το χτύπημα του Διομήδη και εμφανίστηκε στο στρατόπεδο των Τρώων, δίνοντάς τους θάρρος και χαρά. Σύντομα μπαίνει στην μάχη και σκοτώνει
τους δίδυμους αδελφούς των Δαναών, τον Κρήθωνα και τον Ορσίλοχο, πλουσιόπαιδα με μεγάλη περιουσία κοντά στον Αλφειό. Ο Όμηρος-Οδυσσέας είχε ιδιαίτερα συγκινηθεί από τον θάνατο των δύο νέων αδελφών, που τους παρουσιάζει σαν δυό λιοντάρια ορεσίβια που ερημώνουν τα μαντριά, αλλά κάποτε κι αυτά σκοτώνονται από τους ποιμένες. Κι ακόμη τους παρουσιάζει σαν ψηλά έλατα που κατέπεσαν. Ο Μενέλαος και ο Αντίλοχος, ο γιός του Νέστορος, στέκονται πάνω από τους νεκρούς αδελφούς για να τους προστατέψουν από την σύλησή τους. Βλέποντας την αποφασιστικότητά τους ο Αινείας, κάνει πίσω. Σύρουν τους νεκρούς στα μετόπισθεν και αμέσως επιστρέφουν στην μάχη ο Μενέλαος και ο Αντίλοχος. Και αρχίζει νέα σφαγή. Ο Μενέλαος σκοτώνει τον Πολυμαίνη, σπουδαίο πολεμιστή, αρχηγό των Παφλαγόνων. Με το δόρυ του τον πέτυχε στην κλείδα. Ο Αντίλοχος αρπάζει μεγάλη πέτρα και πετυχαίνει στο μέσον του αγκώνα τον Μύδωνα Ατυμιάδη που περνούσε με το άρμα του. Τα κάτασπρο σαν ελεφαντόδοντο ηνία του φεύγουν από τα χέρια. Και δήτε τώρα μία μοναδική στιγμή, που μόνο ο κινηματογραφικός φακός θα μπορούσε να συλλάβει. Δεν υπήρχε κανένας λόγος να μας περιγράψει μία τέτοια σκηνή ο Όμηρος αν δεν την είχε ιδή και δεν του είχε κάνει εντύπωση, όπως κάνει και σ’ εμάς. Φανταστήτε τον Μύδωνα, τον ηνίοχο, να τραυματίζεται με την πέτρα στον αγκώνα. Του φεύγουν τα ηνία και προς στιγμή χάνει τον έλεγχο του δίφρου. Ο Αντίλοχος εκμεταλλεύεται την στιγμή, ορμά και με το ξίφος του τον τρυπά στον κρόταφο. Καθώς οι ίπποι τρέχουν ακυβέρνητοι, εκτοξεύουν τον ήδη νεκρό Μύδωνα από το άρμα κι αυτός, πέφτοντας κατακέφαλα, σφηνώνεται με το κεφάλι στο έδαφος, διότι έτυχε να είναι αμμώδες. Ο Όμηρος παρατηρεί το παράδοξο φαινόμενο, ένας νεκρός Τρώας να μένει καρφωμένος στο αμμώδες έδαφος με το κεφάλι κάτω και το σώμα όρθιο ανάποδα. Τα άλογα στριφογύρισαν και, επί τέλους, ρίχνουν κάτω τον νεκρό. Αυτός ο περίεργος θάνατος δεν είναι αποκύημα της φαντασίας ενός ποιητή και βεβαιώνει την παρουσία του Ομήρου στο
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Ταξίδι στη γνώση
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τρωικό πεδίο. Τότε στην μάχη μπαίνει γιά πρώτη φορά ο Έκτωρ συνοδευόμενος από τον ίδιο τον θεό του πολέμου. Τον βλέπει ο Διομήδης και αναρριγά, όπως κάποιος που σταματά και κάνει πίσω μπροστά σε αφρισμένο ταχύρροο ποτάμι. Προσπαθεί να ενθαρρύνει τους συμπολεμιστές του, αλλά ο Έκτωρ σκοτώνει δύο αρματομάχους, τον Μενέσθη και τον Αγχίαλο. Σε αντίποινα ο Αίας ακοντίζει και σκοτώνει τον Άμφιο, γιό ενός μεγαλοκτηματία. Ορμά να τον γδύσει από τα όπλα του και δέχεται βροχή ακοντίων από τους Τρώες. Τελικά, φοβούμενος γιά την ζωή του, τον πατάει και αποσπά το δόρυ από το κορμί του, καθώς δεχόταν βροχή βελών. Ακολουθεί μία μεγάλη σύγκρουση με πρωταγωνιστές σπουδαίους ήρωες. Τον Σαρπηδώνα, που ήταν γιός και εγγονός του νεφεληγερέτου Διός και τον Τληπόλεμο, του οποίου η γενεά κρατούσε από τον Ηρακλή. Και οι δύο εκτοξεύουν τα ακόντιά τους ταυτοχρόνως. Ο Σαρπηδών πετυχαίνει τον Τληπόλεμο στο μέσον του αυχένος και η αιχμή πικρή βγήκε πέρα γιά πέρα. Ο θάνατος ήταν ακαριαίος. Ο Τληπόλεμος πέτυχε τον Σαρπηδόνα στον αριστερό μηρό και η αιχμή τρύπησε ακόμη και το κόκαλο. Ο Όμηρος παρατηρεί ότι ο πατέρας του ο Ζεύς, απόδιωξε τον θάνατο. Ένας σύγχρονος γιατρός θα έλεγε ότι η αιχμή από τύχη δεν πέρασε την αρτηρία. Ο Όμηρος μας λέει το ίδιο με ποιητικό λόγο. Ως αυτόπτης μάρτυς παρατηρεί ότι οι σύντροφοι του Σαρπηδόνος τον σύρουν εκτός μάχης, αλλά χωρίς να του βγάλουν το δόρυ από τον μηρό. Έτσι οι Τρώες υποχωρούσαν με δυσκολία. Οι Αχαιοί πάλι μαζεύουν τον νεκρό Τληπόλεμο. Και τότε κάνει γιά πρώτη φορά αισθητή την παρουσία του ο Οδυσσέας, ο οποίος μπαίνοντας γιά πρώτη φορά στην μάχη, σκοτώνει όχι ένα ούτε δύο ούτε τρείς, αλλά επτά Τρώες μονοκοπανιάς. Πάντοτε ο Οδυσσέας πρωτεύει και ο Πίνδαρος πολύ αργότερα ψέγει τον Όμηρο επειδή επαινεί τόσο πολύ τον Οδυσσέα. Εσείς τώρα ξέρετε το μυστικό... Κ.ΔΟΥΚΑΣ
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