Mr David Birwadkar
Navigating Cyber Risk in the Maritime Industry
The past year proved to be a challenging time for ports, terminals, and maritime operations globally, with a surge in unwelcome cyber incidents. From a ransomware attack crippling a major ship software supplier in Norway to the disruption at Japan’s largest port and a cyberattack on a defence shipbuilder, the maritime sector faced significant cyber threats affecting operations and security.
The intricate web of systems supporting port efficiency, from cargo tracking to customs processing, is vulnerable to cybercriminal intrusion. The repercussions of such attacks are far-reaching, disrupting operations, compromising sensitive data, and impacting global trade flow.
Cyber threats continue to evolve, with cybercriminals targeting the maritime industry with increasing sophistication. Recognizing this escalating risk, the Biden administration introduced new regulations in early 2024 to address cybersecurity in the maritime sector.
To bolster their defences, port and terminal owners must enhance their cybersecurity measures and
assess their cyber liability insurance coverage with expert guidance. Cyber insurance plays a vital role in protecting ports and terminals from the financial aftermath of cyber incidents, offering crucial support against losses from cyberattacks, data breaches, and other digital risks.
While cyber insurance coverage varies, it typically includes protection for business interruption losses, computer forensics, data recovery, and legal expenses. Port and terminal operators must carefully evaluate their cyber insurance policies to ensure comprehensive coverage tailored to their unique operational risks in the face of escalating cyber threats.
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Windcat collaborates with Anglo-Eastern to manage their first Elevation Series CSOV
The signing of the ship management agreement between Willem Van Der Wel (left), managing director at Windcat and Bjørn Højgaard (right), CEO at Anglo-Eastern for the first vessel was completed on July 19 in Hong Kong
As part of CMB.TECH, Windcat, Europe’s premier offshore people transfer firm, has ordered six Elevation Series CSOVs from Damen Shipyards. Windcat will now collaborate with AngloEastern on the technical and crewing management of these vessels.
Windcat has already appointed Anglo-Eastern Technical Services (AETS), Anglo-Eastern’s technical consultancy arm, to oversee the construction of six sophisticated future-proof Commissioning Service Operation Vessels (CSOVs) in October 2021. These vessels will be managed by Anglo-Eastern upon delivery, thus strengthening the link between Anglo-Eastern and the CMB.TECH group, particularly through the establishment of cooperation with Windcat. The ship management agreement for the first vessel was signed on July 19 in Hong Kong. This agreement is a significant step forward in Anglo-Eastern’s aim to extend its technical consultancy services and fleet management skills in the offshore renewable energy sector.
The CSOVs are specialised vessels that stay in offshore wind farms for up to 30 days, supplying maintenance materials and housing up to 90 technicians in hotel-style accommodations. The 87-meter-long, 20-meter-wide CSOVs will be fuelled by hydrogen. Six vessels will be built at the Ha Long Shipyard in Vietnam and operated by Windcat. The first Windcat CSOV will go into service in 2025. To improve operating efficiency, the walkto-work (W2W) layout includes active motioncompensated gangways.
These CSOVs are outfitted with four azimuth thrusters (stern and bow) and a motioncompensated crane to meet the most stringent operating and safety requirements. The vessels will also have cutting-edge living quarters for industrial people, ensuring comfort and communication via STARLINK-supported network systems.
In keeping with CMB.TECH’s aim to decarbonising the maritime industry, these vessels will be outfitted with dual-fuel hydrogen engines, resulting in lower emissions. Notably, these are the first ships of this class to run on hydrogen. This ground-breaking effort demonstrates Anglo-Eastern and CMB. TECH’s shared ambition of advancing the marine industry towards a more sustainable future.
“Anglo-Eastern is grateful for the trust placed in us by Windcat to be a part of this innovative project developing the next generation of hydrogenpowered offshore vessels,” according to Bjorn Hojgaard, CEO of Anglo “By combining our deep industry knowledge and shared vision for a greener future, we are confident this investment in clean energy technology will pave the way for more environmentally responsible maritime solutions.”
Windcat’s Managing Director, Willem Van Der Wel, says: “Partnering with Anglo-Eastern is a step forward in our objective to establish the standard in the offshore business. With Anglo-Eastern’s large global reach and considerable ship management experience, we can widen our horizons and provide the same unmatched service and innovation that our customers expect to this new vessel type internationally. Their extensive experience with larger DP/offshore vessels, as well as their welldeveloped operational excellence standards, compliment ours admirably.”
Anglo-Eastern will manage the CSOVs comprehensively as part of this agreement, which will be supported by a team of industry specialists with extensive offshore operations and vessel management experience. The AETS team provides important knowledge in project oversight, technical advice, and fleet optimisation, assuring the effective delivery and operation of these cuttingedge, hydrogen-powered vessels.
Understanding General Average
Known as one of the most ancient systems in the maritime trade, General Average is intriguingly unique, a system that finds place only in maritime trade. The earliest mention of the principle that allows jettisoning of goods over the vessel to avert further peril, loss of which shall be contributed by all the parties concerned appears in the Rhodesian Maritime Code.1
Average can have one of two meanings depending on its use; either it could mean “loss or damage sustained by a ship” or “its cargo” or both together; such loss can either be “general” sustained by one or more parties to the adventure for larger common
safety, or it may be “particular”, in that it was caused by a specific peril.
An English Court judgment2 first constructed a definition, that, “All loss which arises in consequence of extraordinary sacrifices made or expenses incurred for the preservation of the ship and cargo comes within general average and must be borne proportionately by all who are interested.” However, this definition falls short as it fails to consider the essential aspect of volition of interests and further fails to consider that the general average act must be “reasonable”3. English law only ever recognised general average relating to the property being
placed safely and upon achieving safety, under then Common Law, General Average ceased. Maritime Trade being international in character, different interpretations from differing laws defining General Average differently would prove impractical.
Addressing this, seafaring nations concluded the York-Antwerp Rules in 1864;4 defining the circumstances under which General Average can be declared5, the types of sacrifices6 and expenditures(sacrifice) that qualify for General Average and the method for apportionment of liabilility.7 The fundamental essence of general average is the element of “extraordinary sacrifice and/or expenditure”. The word “sacrifice” implies intentionally giving something valuable up. Inasmuch, particular average is partial loss incurred by chance and general average loss is a partial/total loss deliberately sustained to avoid a total loss of the whole adventure.
A master upon encountering a non-remediable perilous situation declares General Average. Upon declaration of General Average, the Ship Owner acts as an agent of the GA Community and appoints an Average Adjuster that apportions the liability each individual participant is liable to contribute to level the field of loss incurred. This declaration must be communicated to all interested parties, including cargo owners, insurers, and any other stakeholders at the earliest possible avenue. It is important to understand the ‘peril’ which is the yardstick for declaration of General Average. Fear of a peril which in fact is non-existent does not justify a “general average act”.
It is trite practice that before any sacrifices or expenditure is committed; they must have been necessitated by a peril – present or imminent which threatens the “common safety”. Therefore, a predetermined threshold cannot exist. A vessel disabled at sea in calm weather unable to manoeuvre is not a grave peril; nevertheless, if a tow is engaged the cost of towage is admissible as general average8. In another case, a vessel carrying timber on and under deck encounters heavy weather causing instability and threatening of the capsizing of the vessel. The only course then available to the master may be to sever the lashing and allow the on-deck cargo to slide overboard.
This loss is also admissible to general average9 Pursuant to a general average declaration the shipowner has a common law obligation firstly to keep the cargo until security is provided, secondly
prepare an adjustment and finally contribute in general average.10 If shipowner is in breach of the contract of carriage, cargo interest is at liberty to challenge the inclusion in general average adjustment claiming actionable fault, however this is subject to court discretion. One must note that in absence of a contractual obligation the Average Adjustment is non-binding and can be challenged before the appropriate admiralty court.
General average retains its significance in maritime trade since it ensures equitable distribution of losses and forms a basis on fairness although commercial efficiency remains questionable, It is prudent that if a structured mechanism for sharing the financial burden which is also commercially viable will be successful in promoting cooperation and stability in maritime commerce and ensure continued application of general average as the industry evolves.
References:
1. Proshanto Mukherjee, ‘Maritime Law Perspectives Old and New’ 2023.
2. Birkley vs Presgrave 102 ER 86
3. Rule Paramount, York Antwerp Rules| Hellenic Bank of Greece SA v. Trade Green Shipping Co SA [2000] 2 Lloyd’s Rep 451
4. Revised in 2004 but due to operational impracticality are rejected unanimously and 1994 rules continue.
5. Rule A
6. Rule B
7. Rules D-G
8. Dimitrios N. Rallias v. Western Steamship Co Ltd [1922] 2 AC 501
9. Ralli Brothers v. Compania Naviera Sota y Aznar [1920] 2 KB 287
10. Crooks v Allan (1879) 5 QBD 38
Mr Harsh B Buch Maritime Lawyer
Mr Buch is a dedicated and accomplished Maritime Lawyer having graduated from the World Maritime University in Sweden. Beyond his practice, Mr. Buch is a regular speaker at various institutions and law schools and professes that academicians are the architects of a successful society.
GAO Report Highlights Regulatory Challenges for Autonomous Ships
The US Government Accountability Office (GAO) has released a new report titled “Coast Guard: Autonomous Ships and Efforts to Regulate Them,” which investigates the rising role of autonomous ships in the maritime industry and the regulatory challenges they offer. The paper concludes that, while autonomous ships are making progress in the United States and around the world, their current commercial uses are restricted, with human monitoring still required in most operations.
Autonomous vessels, outfitted with powerful sensors and technology to control speed, navigation, and collision avoidance, are viewed as a game changer in the maritime business. Potential benefits highlighted by industry stakeholders include improved safety, efficiency, and workforce diversity. However, these improvements present hurdles, particularly in ensuring that these technologies
are safe for commercial usage and comply with existing U.S. legal frameworks, which frequently need a crew to remain onboard.
On a global scale, the International Maritime Organisation (IMO) is designing a regulatory framework that will be implemented by 2025, with mandatory enforcement by 2032. The US Coast Guard, which represents the United States in these meetings, is actively involved in creating these international laws while also navigating domestic legal hurdles, such as statutory crew requirements that could stymie the spread of autonomous systems.
As autonomous ships set a new trajectory for the maritime industry, the GAO’s report emphasises the importance of thoughtful regulation to guarantee that these innovations can be safely and effectively integrated into the global shipping ecosystem.
Pratik Bijlani
Exploring Pathways to a More Sustainable Maritime Industry
On Friday, July 26th, ClassNK, a prominent classification society, held a technical seminar at the Hotel Turyaa in Chennai, India. The event brought together industry leaders and stakeholders to discuss crucial issues in marine safety and sustainability.
- Jagdamba Prasad Pandey
The seminar began with a cordial welcome presentation from Mr Y Iga, Regional Manager of Middle East & South Asia, who set the tone for the evening’s talks. Mr Ashish Matta, Manager, took the stage to speak on Measures to Improve Energy Efficiency. He emphasised the necessity of optimising energy use in ships, giving practical solutions and best practices for lowering fuel consumption and emissions.
Mr Sekhar Padala, Principal Surveyor, then gave a thought-provoking presentation titled Alternate Fuelled Ships for Zero Emission. He investigated the possibility of alternative fuels like LNG, hydrogen, and methanol for zeroemission shipping. The audience participated in a spirited Q&A session to gain clarification on the viability and constraints of implementing these fuels.
Mr Divyal Komarpant, Surveyor, presented PSC Related Statistics, which provided significant information on Port State Control (PSC) inspections and detention patterns. He emphasised the need of compliance and maintaining high safety standards among shipowners and operators.
Mr Sumithran Sampath, General Manager, delivered the seminar’s closing address, thanking the presenters and participants for their enthusiastic participation. He reaffirmed ClassNK’s commitment to assisting the marine industry’s transition to a sustainable future.
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Striking a Balance
On June 30th 2024, Mr David Birwadkar retired as Advisor, The Great Eastern Shipping Company Limited (GESCO). Before this he was Vice President for 14 years in the same company. He is a well-known figure in the marine business, with vast experience and significant achievements in a variety of crucial roles. He has a wealth of experience as an Engineer Superintendent at Wallems Ltd., Head of Tankers Technical at Essar Shipping Ltd., and Fleet Director at Anglo Eastern Ship Management. He will be continuing as Consultant in GE Shipping and will be associated with the Pre-sea Institute in Lonavala.
Currently, he holds the position of Honorary Chairman of The Institute of Marine Engineers (India) - IME(I) Mumbai Branch, where he continues to influence and inspire the marine engineering community.
In a heartfelt chat with Marex Media, Mr Birwadkar shares essential insights and a deeper appreciation for his extraordinary journey and long-lasting impact on the marine industry.
Initiatives in IMEI…
As Chairman of the Institute of maritime Engineers (India) Mumbai Branch, my primary focus has been on improving the training and professional growth of our maritime community. My involvement with IME(I) began in 2018, and as a member of the Executive Committee, I had the opportunity of leading the Training Sub-Committee. During this period, we’ve introduced a number of value-added training courses for Marine and Electrical Engineers of various ranks, as well as shore-based technical personnel. These courses,
Mr David Birwadkar
which include Hydraulic & Pneumatic, Instrumentation & Automation, and a one-year Management Course in Commercial Knowledge for Technical Staff, have been successfully conducted both online during the COVID period and now also physically. The positive reception and popularity of these courses has encouraged us to ensure their continuity and expansion.
We are devoted to conducting Technical Seminars on current and relevant issues such as regulation implementation, IMO conference outcomes, and maritime sector sustainability. Our annual get-together, which attracts about 600 visitors, including spouses, has been a highlight and is warmly appreciated by all attendees.
Our activities go beyond training and events. We are actively involved in administrative efforts and serve on core committees for a variety of topics. Notably, I am a member of the recently constituted Advisory Committee of the Directorate General of Shipping, which addresses issues affecting the Indian maritime industry and includes key industry experts.
At IME(I), we are committed to holistically improving the wellbeing of maritime engineers. We are working relentlessly as an efficient organisation to achieve this goal.
Professional Outlook…
I am eternally grateful to the Almighty for providing me with such a fantastic career and profession. Each day has been a terrific learning experience, and I can say with great satisfaction and fulfilment that my journey has provided me with a wealth of knowledge and diverse experiences. Reflecting on my career, I feel a strong feeling of accomplishment and pride, with numerous highlights from all of the prestigious organisations you listed. There have been many pleasant and unpleasant
events, successes and failures, but each has been an important part of my learning curve.
Choosing just a few incidents to relate is difficult, but I will give it a shot.
As a junior engineer working alone on night watch on a product truck at SCI, I witnessed a fire caused by leaking fuel oil spilling onto the auxiliary engine’s exhaust. I was able to quench the fire virtually single-handedly, preventing a terrible calamity. This I accomplished by turning off the generator, which caused a blackout and stopped the main engines, and then extinguishing the fire using a local fire extinguisher. This deed got me praise from the Master and Chief Engineer, making it one of the proudest moments of my early career.
During the Easter vacations, as a Technical Superintendent at Wallem on a reefer vessel transporting bananas from Ecuador to Europe, we experienced a severe generator failure. If repairs had not been made quickly, the owners would have faced a multimillion-dollar claim. Despite the fact that the world was on holiday due to the longer Easter weekend, we were able to obtain the essential spares. I travelled to Japan to pick up the turbocharger spares, flew to Panama where the ship was docked, and coordinated with a Houston service engineer and a local workshop. We completed the repairs on time and kept the cargo cold by leasing a portable generator. This feat is a matter of great pleasure, as any damaged cargo may have impacted the entire shipment due to the heat generated during ripening.
Another noteworthy occurrence occurred when I was the Vice President, Fleet Management at GE Shipping. We had to bring a bulk carrier to Inner Anchorage, Singapore, because two of the five units were not firing owing to fuel pumps issue. On a Sunday evening, we manned the contingency room and advised the Master and Chief
Celebrating 50th birthday with a cricket match
Engineer on how to manage engine movements in the event of a failure during reversing. Reporting the problem would have necessitated extra towing assistance, which would have been prohibitively expensive in Singapore. We took a calculated risk and successfully navigated the vessel to inner anchorage.
These are just a few of the countless experiences that have shaped my lengthy and rewarding career. Each task and difficulty has taught me crucial lessons and boosted my determination. Great Eastern Shipping in particular has a special place in my heart. The experiences and memories I’ve gained here are invaluable.
I am even thinking about creating a book to share these experiences and thoughts with others. It’s been an incredible adventure, and I’m grateful for every minute.
Your role as a Vice President and Advisor…
At first, I had no intention of joining GESCO because I had a well-established and encouraging position at Anglo Eastern, and I was also a part of the profit sharing programme, which made me feel needed and significant. I’m not sure how the then-head of HR at GESCO managed to entice me and eventually convince me to accept the offered position as Vice President of Fleet Management, which comprised major departments such as Technical, New Buildings, Procurement, and Fleet Personnel. I couldn’t pass up the opportunity and the appropriate pay. When I reflect on my 17.5 years with the organisation, I am happier for it.
Last August, the company celebrated 75 beautiful years of existence. The Sheth family organised a large celebration at the Jio Convention Centre exclusively for former and current GESCO employees. It was an unforgettable occasion. I can proudly state that I look back on these years as a perfect combination of some fantastic highs and a few forgotten lows. The organisation takes excellent care of its workforce. The fact that I was asked to continue post-superannuation for 3.5 years and now for another 6 months as a consultant demonstrates that efficient and trustworthy people are not allowed to
depart so simply and are kept in employment to maintain a connection with the organisation.
The company is run very professionally, and it is not just India’s largest private sector shipping enterprise, but also one of its most successful. The management believes in managing the vessels to a world-class quality, and we are regarded as one of the best-run shipping companies in the world. When it comes to preserving the assets and making them preferred ships for charterers, the company goes above and beyond, with no compromises or budgetary constraints. Employees are made to realise this and reminded of the company’s policies, objectives, and ambitions in this direction.
The company has always taken a conservative approach to expansion, but this is because management does not believe in taking unnecessary risks in its effort to acquire more assets or diversify into other markets.
The organisation is particularly focused on excellent training for seafarers, both pre-sea and post-sea, and has a full-fledged pre-sea institute in Lonavala as well as a training centre right next to the Mumbai headquarters.
Creativity and Adaption…
We have always prioritised developing innovation and agility within our technical and business development teams. The organisation has continually led the market in implementing emerging technologies, aiming to be the preferred choice of charterers and stakeholders.
We began implementing market-based fuel-saving methods early on, such as the Mavis Duct, PBCF, silicon paint on the hull, and others. We also concentrated on raising awareness among our ship and shore crew to ensure cost-effective operations and new fuel-saving methods. These efforts reduced emissions while also improving our carbon footprint, demonstrating our commitment to sustainability.
When market conditions were favourable, we had an active new building programme. In contrast, when
Mumbai Marathon 2015
conditions were less favourable, we modernised our fleet by purchasing second-hand ships that were only a few years old. We replaced outdated tonnage with ships outfitted with electronic engines and other cutting-edge technology and equipment. Crew training on new equipment of ship operations has been a critical component of this upgrading.
Our approach to ship operation is continually improving, with the newest technologies for ship monitoring ensuring ideal circumstances. GE Shipping’s management is very adaptive, constantly seeking fresh inputs and innovations to preserve our market leadership.
The experience with GE Shipping has been quite rewarding. The company’s persistent commitment to advancement and excellence resonates strongly with me. I am extremely proud of the progress we have done and the legacy we are continuing to establish. The culture of innovation and adaptation at GE Shipping is truly amazing, and I am proud to have been a part of this incredible journey.
Intriguing Tale…
One tale that exemplifies the character of GESCO occurred during the difficult days of the COVID-19 pandemic. When the world came to a halt, the safety and well-being of our seamen became our top priority.
I distinctly recall the company’s tireless efforts to care for seafarers stuck on our ships. In a circumstance where economic interests could have easily prevailed, GE Shipping took a different approach. We arranged for specially chartered flights and even diverted ships to allow crew sign-offs. We went as far as going off-hire to secure our crew’s safe return home, even if it meant mooring at exorbitantly priced ports.
The logistics were hard, and the costs were high. Nonetheless, despite the considerable cost, we prioritised arranging these flights to safeguard the safety of our seafarers. This wasn’t just about completing a duty; it was also about recognising the trust and effort of individuals who keep our ship operations running efficiently.
The company’s efforts during those difficult times underlined our unshakeable dedication to our employees. By putting our crew’s safety and well-being first, GESCO demonstrated what it genuinely stands for. It was a testament to our principles, which always prioritise the well-being of our team members.
This experience stands out in my mind because it exemplifies the core of GE Shipping: a firm that cares profoundly about its employees and is prepared to go above and beyond to assure their safety and well-being, no matter the cost.
Leadership style…
Throughout my time at GESCO, my leadership style has developed dramatically, influenced by both achievements and setbacks. At first, I believed in a hands-on approach, methodically overseeing every aspect to assure efficiency and excellence. While this strategy produced results, I quickly realised the value of empowering my staff.
I gradually developed a more collaborative and empowering leadership style. I learnt to trust my team’s ability by delegating tasks and cultivating a collaborative and innovative environment. This adjustment not only increased team morale but also unleashed their full potential, resulting in more creative solutions and longterm growth.
One of the most important skills I’ve learnt is the value of actively and empathetically listening. Understanding my team members’ viewpoints and concerns, as well as stakeholders across the organisation, allowed me to make educated decisions that were acceptable to everyone involved. Building great connections based on trust and respect formed the foundation of my leadership strategy.
Another important takeaway was the value of adaptation in a dynamic profession like maritime. Navigating through economic volatility, regulatory changes, and technology improvements necessitated agility and vision. I promoted a culture of continual learning and adaptability among my team members, ensuring that we kept ahead of the curve and capitalised on emerging opportunities.
In addition, I realised the power of setting a good example. Whether it was promoting maritime safety or advocating for ethical business practices, my actions spoke louder than words. Maintaining integrity and accountability won the trust of stakeholders while also instilling a feeling of purpose and commitment in my team members.
In summary, my leadership development at GESCO has been an ongoing process driven by a dedication to excellence, teamwork, and ethical stewardship. I am grateful for the opportunities to learn and grow, and I am excited to share my knowledge with the future generation of leaders in our business.
Leisure activities…
I enjoy reading, whether it’s marine literature, historical narratives, or current fiction; escaping into a good book allows me to decompress and broaden my perspective. Cricket has been a pleasure of mine since childhood, and a friendly game on weekends continues to give me with a sense of community and physical activity that I enjoy. Furthermore, watching cricket matches, especially with
family and friends, is an excellent source of pleasure and bonding.
Family is extremely important in my life. Spending quality time with my loved ones is not negotiable. Whether it’s a weekend break, visiting new places, or simply resting at home, these experiences generate cherished memories and provide a healthy balance to my professional pursuits.
Watching Netflix and other OTT shows allows you to unwind and absorb narrative in a range of genres, including drama and documentaries, which frequently offer insights into different cultures and perspectives.
I am still actively involved with maritime organisations. Contributing to programmes that promote safety, training, and sustainability in marine operations is not only a professional obligation, but also a personal commitment to the industry I value.
In essence, these different interests and activities outside of work enrich my life by providing leisure, excitement, and opportunity to connect with my passions as well as the people who are most important to me.
Future plans post retirement…
I am overwhelmed with appreciation for the excellent experience I had in the maritime industry. Retirement represents a transition in which I hope to strike a balance between my commitment to the industry and my personal goals.
I am excited to spend more quality time with my family. They have been a pillar of support throughout my career, and now I want to savour the moments with them that I have often missed owing to job commitments. We’ve had long-term plans for travel and experiences together, which I’m excited to fulfil.
My demanding schedule has sometimes taken precedent over my personal well-being. Now, I plan to prioritise living a healthy lifestyle through regular exercise and following a healthy diet.
I am excited about the possibility to contribute to the Great Eastern Institute of Marine Studies (GEIMS). They have graciously offered me a position in cadet placement, which perfectly coincides with my desire to nurture new talent in the sector. I hope to make a significant contribution to their careers.
While I have gotten offers from numerous marine organisations, I have yet to make a definitive decision. I believe in taking some time to reflect, refuel, and review how I can best contribute going forward. Any future responsibilities must compliment my desire for a balanced lifestyle after retirement.
Retirement for me is not about slowing down completely, but rather channelling my energy towards endeavours that bring personal fulfilment and allow me to continue supporting the marine community that I hold dear.
GESCO’s Way forward…
GESCO is expanding, and the management team is extremely forward-thinking. They have always believed in staying ahead by using cutting-edge technology wherever possible and tailoring it to the unique requirements of our fleet.
Safety continues to be GESCO’s top priority. The company is always raising awareness and guaranteeing rigorous adherence to safety procedures. This unwavering dedication to safety and innovation is what distinguishes it.
Mr Bharat Sheth’s imaginative leadership, backed up by a highly qualified team, looks extremely promising for the company’s future. His forward-thinking approach, together with the team’s dedication, ensures that the organisation not only meets but also exceeds industry standards.
I envisage a very bright future for Great Eastern. I am convinced that the company will continue to develop and prosper, leaving no stone unturned in its quest for greatness.
DIPA appoints Manoj Kumar Singh as Director General
Manoj Kumar Singh a wellknown executive within the passive infrastructure industry, has been appointed as the Director-General of the Digital Infrastructure Providers Association (DIPA) with immediate effect.
“I am delighted to join Digital Infrastructure Providers Association (DIPA) as Director General. I am confident that DIPA will continue to provide a neutral platform for Digital Infrastructure Industry players to grow together and contribute to building “Aatm Nirbhar Bharat” through world class digital infrastructure,” expresses Mr Singh.
Mr Singh held important positions in Indus Towers, one of the biggest tower firms in the world, from August 2008 until August 2024. These positions included Chief Regulatory Officer & CSR and Chief Technology Officer & Chief of Regulatory Affairs & Sustainability.
The tower association’s current Director-General TR Dua has stepped down due to personal commitments effective September 30, 2024, having been with the association for over 13 years.
“A few months back, I requested the management to step down as DIPA Director General, due to personal commitments. I am delighted that they have finally accepted it” (T.R. Dua).
Dua served DIPA, formerly known as the Tower and Infrastructure Providers Association (TAIPA), since its inception in 2010.
The Delhi-based association represents the telecom infrastructure providers including Summit Digitel, American Towers, Indus Towers, Ascend Telecom, Cloud Extel, Pratap Technocrats, Crest Digitel, Signotox Towers, Applied Solar Technologies, iBUS Networks, SpaceWorld and Suyog Telematics.
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Air freight capacity at the push of a button
Ahead of the expected annual peak season in air transport, DB Schenker has chosen cargo.one to digitally connect with dozens more airlines from across the globe. The collaboration enhances the global logistics service provider’s portfolio of live capacity access from nine originally to over 50 airlines in total. From now on, DB Schenker can better identify suitable capacities and fitting rates for ad-hoc shipments of its customers.
Thorsten Meincke, Global Board Member for Air & Ocean Freight, DB Schenker: “We continue to digitalize transportation by establishing solutions that are highly demanded on the market. By boosting our access to available airline capacities, we save time for our customers and make processes faster, smoother, and more efficient for them. cargo.one is the perfect
fit for this endeavor as they bring profound expertise in managing the massive amount of real-time data to the game.”
Christa Koenen, Global Board Member for Information Technology and Digitalization (CIO/CDO), DB Schenker: “Every day we strive to lead the digitalization of the freight forwarding industry. With more than 150 years of business expertise, we aim to choose the ideal external providers to build up new options based on innovation and technology. Efficiency gains accomplished through IT help to make the entire logistics industry more resource efficient. The more carriers DB Schenker connects to digitally, and thus automates and optimizes processes, the better the final choice for our customers will be. The concept is comparable with automated last-minute deals from airlines or travel agents.”
Moritz Claussen, Founder and Co-CEO, cargo.one: “DB Schenker has chosen cargo.one to further speed up its path to powerful digital transformation. We are thrilled to provide a state-of-the-art air freight procurement platform that boosts efficiency, accuracy, and user-friendliness for our new partner. With cargo.one’s top tier infrastructure, DB Schenker can elevate customer satisfaction and sharpen its competitive edge.”
The demand for rapid short-dated sourcing of air freight capacities and market prices has grown in relevance as global supply chain disruptions have become a normality and e-commerce demand for air transport keeps rising. Therefore, since 2022, DB Schenker has established direct API interfaces with nine airlines from Europe, North and South America, the Middle East and Asia.
Scaling up capabilities to maximize efficiencies
Now DB Schenker has decided to partner with cargo.one, a market-leading air freight procurement technology provider. It acts as a digital connector between airlines and freight forwarders. With the new collaboration, DB Schenker receives access to seamlessly book with over 50 airlines in total and will benefit from cargo.one’s continuous carrier growth.
DB Schenker’s digital infrastructure for air freight draws on an integrated landscape of six systems. For customers, all processes are bundled in DB SCHENKER connect to receive rate offers and see the latest status updates of their shipments. The new additional choice of spot capacities and trade lanes is available immediately and without any changes to the familiar customer interface.
ICS and SCI Promote Continuous Education and Career Advancement for Seafarers
On July 31st, 2024, the Institute of Chartered Shipbrokers (ICS) Mumbai Branch, in partnership with the Shipping Corporation of India (SCI), hosted a critical maritime industry meeting titled “Insight on Continuous Education” at SCI’s office in Mumbai. The program emphasised the necessity of ongoing education for seafarers and how being an ICS member may substantially advance their careers.
ICS, founded in 1911 and headquartered in London, is a prestigious professional organisation that fosters the growth and advancement of shipbrokers, ship managers, and agents worldwide. It provides maritime professionals with education, certification, and networking opportunities while maintaining high standards of professional behaviour and knowledge in the shipping business. For seafarers, ICS membership provides recognised qualifications, lifelong learning opportunities, and a strong network of professional contacts, giving them the skills they need to flourish and pursue new opportunities in the maritime industry.
The event witnessed excellent participation from Senior Representatives from SCI, IMU, Capt Rajesh
Tandon (FOSMA) Capt Vivek Bhandarkar, Secretary General, CMMI; Capt Girish Phadnis (Ex-MASSA), Mr Sanjeev Mehra (IMEI), Mr Anand Tripathi (AMET), Mr Niladri Bandyopadhay, Senior VP of Mackintosh Management Services; Dr Deepti Mankad, Professional Development Trainer & Consultant at Mindspeak and Industry Stalwarts.
Capt Ashok Gogia, FICS, Chairman of the ICS Mumbai Branch, launched the ceremony with a speech about ICS’s history and global renown. He emphasised ICS’s active participation in the maritime world, the high quality of its courses, and the unequalled networking opportunities it provides.
“Additionally, it provides fantastic networking opportunities. Any shipping company you go to around the world, you’ll almost certainly find someone from ICS,” he said. He also expressed excitement about the digitisation of ICS courses and encouraged guests to join the prestigious institute.
Mr. Krishnan Subramaniam, FICS, International Vice Chairman of ICS, spoke next. He discussed his journey to becoming ICS’s board member, emphasising the institute’s member-driven character. He emphasised
the value of teamwork and mentioned ICS initiatives and exemptions for graduates of certain programs. He gladly acknowledged the industry’s involvement in his career, expressed gratitude, and looked forward to future interactions.
Capt BK Tyagi, FICS, Chairman & Managing Director of SCI, followed, thanked ICS for his election as Fellow member of the Institute membership. He discussed the courses he had completed and his experiences, emphasising the possibilities for ICS cooperation. He also discussed the Indian government’s aspirations to expand the shipping industry and encouraged the marine community to work with ICS.
Mr. Ajay Reshamwala, Managing Director of Reshamwala Shipbrokers, discussed the history of his family’s broking business and the founding of the company in 1948. He emphasised the essential function of shipbrokers, who facilitate 90% of global trade, and the value of ICS certification for aspiring shipbrokers. He provided internships to top ICS students, emphasising the need of actual experience in this subject.
Ms Meera Kumar, FICS, President and CEO of Diabos spoke about her experience in the marine business and her discovery of ICS. She appreciated the quality of ICS’s courses and networking possibilities, which had a big impact on her career. “I thoroughly enjoyed the high-quality instructional materials I received. “I’ve never had anyone go to such lengths to provide me with such good material since I graduated from school,” she stated. She also mentioned Diabos’ technology breakthroughs in the maritime sector, which aim to achieve cost-effective digitisation.
Finally, Mr. Dinesh Kutty, FICS, Deputy General Manager and heading the Tanker Desk at SCI, addressed the crowd. He talked about modern marine technology advancements as digitalisation, green fuels, and renewable energy sources. He foresaw future challenges for Indian shipping and emphasised the value of collaboration through strategic alliances, mergers, and acquisitions. He asked ICS to expand its alumni network and interact more with SCI, thereby contributing to the country’s maritime destiny.
This event not only highlighted the importance of continual education in the maritime industry, but also demonstrated ICS’s substantial contributions to advancing seafarers’ careers. It emphasised the importance of teamwork and creativity in dealing with the maritime industry’s future difficulties.
ICS Mumbai branch awarded Mr Bharatiraman Raghavan, MICS, as he gained the Highest Marks in Ship Operations & Management in the ICS Exams.
Mr Ashok Jain, FICS spoke from his .heart and he has been an active member of the ICS.
Capt. Anupam Raizada, MICS , Co-Founder and Director of Offing Group, host of the event kept the afternoon in high spirits and expertly led the session. The event was followed by refreshment and excellent networking which was highly evident.
Maritime SheEO Highlights Progress and Challenges for Gender Equality in India’s Maritime Industry
On August 12th, a new research, titled “Survey on Gender Equality in Indian Maritime Industry (2024),” was issued, providing insight on the great advances and persistent problems for women in the Indian maritime sector over the previous five years. The report was created by Maritime SheEO with financial assistance from the Consulate General of the Kingdom of the Netherlands, Mumbai. This survey is a follow-up to one taken in 2019.
The report was formally launched at the Consulate General of the Kingdom of the Netherlands in Mumbai, in the presence of Capt. Daniel J Joseph (Nautical Surveyor/Deputy Director General of Shipping), Consul General Bart de Jong, and Deputy Consul General Thierry van Helden.
The major findings indicate both progress and ongoing issues experienced by women in the marine sector. Since 2019, female participation in
the business in India has increased significantly. Notably, the percentage of female CEOs has increased from 3.9% in 2019 to 21.4% in 2024. Similarly, the adoption of gender-neutral policies by businesses has increased from 80% to 92.7%, demonstrating the industry’s attempts to become more inclusive. However, the paper stresses that, despite these advances, difficulties still exist. The proportion of female seafarers has only slightly increased, from 89% in 2019 to 89.5% in 2024, indicating the need for further targeted actions in this sector. Furthermore, while compliance with global standards such as the UN Women’s Empowerment Principles has increased from 25% to 89.3%, variations in the implementation of these practices highlight the need for improved communication and support methods.
A Call for Continued Action
The research emphasises the necessity of continued efforts to enhance working conditions and career possibilities for women in the maritime industry. It advocates for specific initiatives to overcome barriers to professional advancement and create more inclusive workplaces, particularly in seafaring roles.
Sanjam Sahi Gupta, the founder of Maritime SheEO, observed, “Despite the industry’s critical importance in the nation’s economy and worldwide trade, women are significantly under-represented in key maritime professions, both onshore and offshore. With this paper, we hope to look into the
issues that women face in the Indian maritime sector, assess current gender disparities, and offer measures to improve gender equality and empower women in this critical area.”
Mr Bart de Jong, Consul General of the Kingdom of the Netherlands in Mumbai, stated, “The Netherlands has been a champion of gender equality, particularly in the marine sector. Several initiatives and policies have contributed to an increase in the number of women employed in this sector. We are delighted to sponsor Maritime SheEO’s latest study on women’s engagement in the maritime sector in India. It represents tremendous progress towards female diversity in this critical business.”
He also stated that the study’s findings show a good trend, with more women entering and contributing to the maritime sector, indicating a shift towards more inclusivity. However, it also underscores the barriers, notably in professional development and workplace diversity that impede full and equal involvement.”
Mr De Jong believes that continuing to address these challenges is critical to ensuring long-term growth and creating a fairer environment for female maritime workers.
The Maritime SheEO Conference 2024
This report’s findings will be discussed in a dedicated panel at the marine SheEO Conference 2024 in Mumbai, where industry executives, policymakers, and stakeholders will unite to explore solutions for achieving gender equality in the marine sector.
Download the Report
The whole research, as well as case studies from industry leaders such as Mrs. H.K. Joshi, Bhagyashree Ogale, and companies such as Synergy Marine Group, Seaspan Corporation, and Anglo-Eastern, can be downloaded from our website: https://maritimesheeo.com/research/ MMT
Legendary cricketer Sourav
Former India cricket captain and Chairman of the ICC Cricket Committee, Sourav Ganguly is now set to bring his leadership and strategic acumen to the boardroom of the leading consulting and training organization, Blue Ocean Corporation. This significant addition comes as Blue Ocean continues to expand its influence across the UK, Middle East, and India, further cementing its commitment to unlocking the vast potential within the supply chain industry.
With a stellar 26-year track record of excellence in supply chain management consulting and training, Blue Ocean Corporation has consistently led the way in industry innovations and professional development. The inclusion of the former BCCI President Sourav Ganguly marks a pivotal moment in the organization’s journey.
“I am pleased to join the Blue Ocean Corporation Board, an organization that has consistently set the benchmark in supply chain training and consulting. The supply chain industry is a vital backbone of global business, and I look forward to contributing my insights as we work collectively towards achieving the company’s vision,” said Sourav Ganguly.
The news of Sourav Ganguly joining the company’s Board of Directors (as Non-Executive Director) was unveiled at Blue Ocean Corporation’s flagship event, the International Procurement and Supply Chain Conference (IPSC) 2024 in Mumbai, where he was the Chief Guest.
Welcoming the legendary cricketer on board, Dr. Sathya Menon, Group CEO of Blue Ocean Corporation, remarked “We are honored to welcome
our beloved ‘Dada’ Sourav Ganguly to our Board of Directors (as Non-Executive Director). His exemplary leadership on and off the cricket field took India to unparalleled glory. We are confident that his vision and insights will add immense value to our growth and expansion, particularly as we navigate new challenges and opportunities in the global supply chain industry.”
Blue Ocean Corporation, a conglomerate with global footprint in the UK, UAE, KSA, and India, stands at the forefront of supply chain consulting and training among others. The organization is set to begin its operations in France and Egypt soon.
“We are immensely proud to have an international icon like Sourav Ganguly join the Board at Blue Ocean Corporation. His strategic mindset aligns perfectly with our vision for growth and excellence. It will undoubtedly strengthen our efforts to lead in the global supply chain sector,” added Jayesh George, Director – Corporate Relations, Blue Ocean Corporation, Honorary President of KCA and Ex. BCCI Joint Secretary.
The appointment of a leadership figure like Sourav Ganguly also reaffirmed the company’s dedication to attracting top-tier talent and integrating diverse perspectives to achieve its strategic goals. Blue Ocean Corporation, a Great Place To Work certified organization, is resolutely committed to innovation and excellence. The organization was recently ranked as one of the “Best Workplaces for Millennials” by the Great Place To Work awarding body, underscoring its commitment to creating a positive and dynamic work environment that aligns with the ambitions of the millennial workforce.
Under Ganguly’s leadership, the company is wellpositioned to navigate future challenges, driving transformative change and delivering exceptional value to stakeholders and clients.
Seaspan Corporation commemorates 20 Years of Maritime Excellence in Crew Management
On June 3, Seaspan Corporation, a leading independent charter owner and operator of containerships, celebrated the twentieth anniversary of its crewing division in Mumbai at ITC Maratha, Mumbai. Seaspan Corporation, founded in 2001, quickly evolved into a major participant in the worldwide marine business, known for its large fleet and uncompromising commitment to operational excellence. Seaspan Crew Management India Private
Ltd. (Seaspan Crew Management) was established in 2004 in Mumbai to lead the company’s crewing operations. Over the last two decades, Seaspan has reached significant milestones; including as increasing its fleet to over 160 ships and serving some of the world’s top liner firms. The company’s emphasis on long-term, fixed-rate charters has offered stability and predictable cash flows, cementing its position as a dependable partner in the shipping sector.
- Pratik Bijlani
Seaspan’s success has been built on a commitment to innovation and sustainability. The corporation has made significant investments vessel efficiency and fuel transition to lower its environmental footprint, in line with worldwide initiatives to combat climate change. This involves using fuel-efficient vessel designs, using cleaner fuels, and participating in industry activities that promote sustainable shipping practices.
Seaspan Crew Management is celebrating its 20th anniversary and intends to build on its legacy of innovation, sustainability, and operational excellence. With a strong workforce and a clear vision for the future, Seaspan is well-positioned to sustain its marine sector leadership for many years.
MMT
Promoting long-term growth and operational excellence
Torsten Pederson, Chief Operating Officer, gives insights on the company’s vision and objectives, as well as future improvements.
Seaspan’s vision and mission…
Since Seaspan’s foundation in Vancouver 24 years ago, the company has prioritised operational excellence and unique customer collaborations. This focus has been deeply established in the organisation and has served it well throughout the years. Seaspan’s innovative integrated operating model acquired appeal among the world’s top container shipping lines, prompting the firm to clarify its vision and mission. We want to be industry leaders and strive for long-term, sustainable growth. Making these concepts more obvious has enabled Seaspan to accelerate quality growth over the last 4-5 years, propelling it to become one of the world’s leading owners of contemporary container ships.
Strategic benefits Mumbai serves as a major hub… 20 years ago, Seaspan chose to add Mumbai to its existing management centres in Hong Kong and Vancouver. The primary goal was to provide a solid platform for crew management activities, with Indian seafarers being the majority of Seaspan’s global pool. Mumbai’s strong maritime skill pool has been a big advantage, and the location has enabled Seaspan to pursue bright personnel from other disciplines. Today, our Mumbai office manages IT, purchasing, finance, and business optimisation. This year, Seaspan expanded to include technical ship management services in Mumbai, and the firm expects these services to develop significantly as it continues on its upward trajectory.
Envision AI and automation evolving in maritime… AI and automation are the upcoming wave in the maritime industry. Historically, high connectivity costs have impeded digital transformation projects in shipping. However, new prospects for low-orbit connection have enhanced speed and lowered prices. Seaspan has outfitted its whole fleet with StarLink connectivity, enabling IoT solutions and big data analytics while improving crew welfare. We need a methodical approach to digital transformation activities that is driven by business requirements. As we open up for new projects, I am confident that we will come across ideas that we haven’t considered yet. That is arguably what thrills me the most about technological advancements: the ability to find entirely new solutions to ageold problems.
Managing Seaspan’s fleet expansion with thorough planning and a devoted team
Manoj Gandhi, VP Fleet Personnel, discusses his positive experience, rapid growth, and staying current with marine safety standards and laws.
Positive Experience…
I joined Seaspan in September 2013 as General Manager SCMIPL, where I oversaw the planning and placement of seafarers throughout the fleet. In May 2019, I was promoted to Director of Fleet Personnel, followed by Vice President of Fleet Personnel in April 2024. I have implemented various basic improvements to streamline operations, resulting in increased efficiency and economies of scale without sacrificing quality. Some of my most rewarding experiences have included streamlining in-house promotion within ranks, increasing the intake of cadets and trainee ratings, and completing the takeover of 25 LNG dual-fuel vessels by December 2024.
Rapid Growth…
Seaspan attributes its rapid growth to thorough prior planning, breaking down results into smaller workflows with timetables, and having a focused team with a positive can-do attitude. The Fleet Personnel Team possesses these characteristics, and he emphasises the need of a dedicated and efficient team in attaining the company’s growth goals.
Staying
Current with Marine
Safety Standards and Laws…
Seaspan’s dedication to strong safety standards is driven by its executive leadership. Seaspan guarantees that seafarers are trained for important occupations and works closely with classification societies to keep up with changing rules. “Seaspan walks the talk,” he says, emphasising the company’s aggressive safety and compliance policies.
Navigating through innovation and expansion
Dinesh Jairam, GM Fleet Personnel speaks about the remarkable advancements and dual fuels.
Remarkable advancements…
I joined Seaspan in January 2003 and have witnessed the company’s growth from two ships to approximately 160. Seaspan’s ongoing development and innovation, including the shift from normal MC engines to ME engines, RTFlex, and now DF ships powered by ME-GI engines and clean fuel ships. Seaspan enters the car carrier industry with new builds joining the fleet. Despite trade disruptions, Seaspan has maintained its 50% lead as the largest non-operating owner by constantly innovating and enhancing fleet operations.
Dual fuels…
It is critical to meticulously design and improve seafarers’ training capabilities for DF-LNG and clean fuel ships. Seafarers are constantly looking to work on newer technology ships, develop new skills, and remain ahead of the competition. Investing in seafarers for a mutually beneficial future is critical for managing the company’s long-term growth and competitiveness in the market.
Improving operational efficiency and responsiveness with strategic expansion in Mumbai
Rahul Khurana, Fleet Manager informs about creating a technical office in Mumbai and accessing the talent pool.
Creating a technical office in Mumbai…
Opening a technical office in Mumbai will help manage and maintain Seaspan’s constantly expanding fleet. The strategic location facilitates greater coordination with Asian time zones, complementing the Vancouver and Hong Kong centres and offering smooth round-the-clock monitoring and assistance to the fleet. This increases overall efficiency and responsiveness, ensuring timely responses to vessel needs.
Accessing the Talent Pool… India has long had a substantial population of qualified maritime professionals and technical skills. By establishing a technical office in Mumbai, Seaspan can tap into this skill pool, optimising the maintenance and operation of its growing fleet. The site also allows for better collaboration between the vessels and other Seaspan offices, resulting in increased efficiency and synergy.
Promoting the integration of emerging technology and sustainability into seafarer training
Gurmeet Ranghar, Training and Development Manager focusses on dual-fuel training and preparing seafarers for upcoming technology and sustainability practices
Dual-fuel training…
The use of green fuels and dual-fuel ships necessitates a fundamental shift in safety and technical training. Seaspan has created detailed training courses centred on engineering, automation, and instrumentation. The introduction of augmented reality and immersive learning tools has improved seafarer training, ensuring that they are ready for new technology and sustainability practices.
Upcoming Technology and Sustainability Practices…
The necessity of ongoing training and development, remaining current on developing technology, and incorporating new teaching tools such as AR and VR. We will stay up with it with initial help from makers and our integrated basics training.
Bold perspectives and
GAC Shipping (India) Private Limited Main office
GAC House, P.B. No. 515, Subramanian Road, Willingdon Island, Cochin 682 003, India
E: india@gac.com | T: +91 484 266 8372
CIN: U63090KL1983PTC003733
