Maritime Matrix March 2024

Take Charge

As individuals we all have experienced some degree of stress in our lives. Hence it is important to develop appropriate techniques for managing and mitigating its impacts. Though stress can be daunting, you can manage it if you comprehend what causes it.

Seafarers face unique challenges that lead to stress; here are some healthy ways you can deal with it:

• Regular exercise, such as jogging, yoga, or shipboard workouts, might help produce endorphins and reduce stress levels

• If tension becomes too much, seek professional help from onboard counsellors or mental health specialists

• To prevent feelings of isolation, keep in touch with loved ones ashore via emails, phone conversations, or social media

• Deep breathing, meditation, and mindfulness activities can help you stay grounded and control your anxiety

• To avoid burnout, organise duties properly, prioritise your workload, and take regular breaks

• Create a support network onboard by talking to co-workers or seeking help from the ship’s counsellor or medical officer

• To maintain physical and mental health, eat well-balanced meals, stay hydrated, and avoid drinking too much alcohol or caffeine

• Create coping techniques, such as blogging, listening to music, or participating in hobbies, to help you relax and unwind during downtime

• Participate in stress management seminars or courses to develop skills for dealing with difficult situations efficiently

• Organise cultural events or group activities on board to promote camaraderie and reduce stress through shared experiences

So, controlling stress entails gaining control of your thoughts, emotions and surroundings, as well as dealing with difficult events. Always remember that the ultimate goal is to live a balanced life that includes time for work, relationships, relaxation, and pleasure, as well as the ability to perform under pressure and face obstacles head on. And this can be possible by Taking Charge of the given situation we are in.

SETTING A COURSE FOR THE FUTURE

At KR Shipping, we take pride in our long-standing legacy of providing pioneering solutions for integrated cargo movement. Our consistent track record has given a new meaning to dependability of long-haul transits. As Oman aims to become a strategic gateway to the region, we are primed to help deliver on that vision.

14001:2015

shipping.khimji.com

Tiger Triumph aims to share best practices & SOPs in undertaking multinational HADR operations

The Opening Ceremony of the Bilateral Tri-Service Humanitarian Assistance and Disaster Relief (HADR) Amphibious Exercise between India and US, Tiger Triumph, was held onboard INS Jalashwa 19 March. The Exercise represents the robust strategic partnership between both countries and aims to share best practices and Standard Operating Procedures in undertaking multinational HADR operations.

The Harbour Phase of the exercise is being conducted at Visakhapatnam from 18 to 25 March

and would include pre-sail discussions, Subject Matter Expert Exchange on professional subjects and deliberations on planning and execution procedures of various tasks. Sports engagements are also scheduled to further enhance camaraderie between the participating armed forces personnel of both nations. The Sea phase, from 26 to 31 March, would include units of both countries setting up a joint Command and Control Centre and a Joint Relief and Medical Camp.

A Planning and Coordination Exercise would concurrently be undertaken to discuss and refine a Standard Operating Procedures (SOP) to enable rapid and smooth coordination between forces of both countries.

The participating units from the Indian Navy include a Landing Platform Dock, Landing Ship Tanks (Large) including their integral Landing Crafts and helicopters, guided missile Frigate and Long Range Maritime Reconnaissance Aircraft. The Indian Army would be represented by one infantry battalion group including mechanised forces. The Indian Air Force would deploy medium lift aircraft, transport helicopters and a Rapid Action Medical Team (RAMT). Additionally, the Special Ops Forces from all the three services will also participate in the exercise.

The US Task Force would comprise of a US Navy Landing Platform Dock including its integral Landing Craft Air Cushions and helicopters, a Destroyer, maritime reconnaissance and medium lift aircraft, and also, US Marines.

MMT

Providing operational support and cost savings for Korean container vessels

Technology group Wärtsilä has signed a fiveyear Lifecycle Agreement with Korea Maritime Transport Co (KMTC). The agreement covers two post-Panamax container vessels, each powered by Wärtsilä 12RT-flex96C-B two-stroke main engines, and became effective from January 2024.

This agreement follows a similar five-year agreement signed a year earlier to cover four KMTC Panamax container vessels operating with Wärtsilä 7RT-flex96C-B main engines. The technical support provided by Wärtsilä, together with the security of supply for key components and other

benefits under the terms of the contract, ensures the vessels’ operational reliability and delivers significant maintenance cost savings.

“We have been very happy with the earlier Wärtsilä agreement and are pleased to renew it for these two ships. It allows us to save time and resources on maintenance issues as well as enable efficient engine management with reliability,” says Mr. Woo Y.O, General Manager, Repair & Supply Team, KMTC Ship Management Co. Ltd.

In addition to the secured availability of contracted key components, the scope of the agreement includes the Wärtsilä Health check which is an annual main engine’s condition assessment by two-stroke technical engine experts. This ensures that the engines operate within design boundaries, whilst providing maximised operation intervals for the key components. The scope also includes some specific component services and overhauls. Furthermore, Wärtsilä provides dedicated agreement management and technical support by local experts.

“The signing of a new agreement with KMTC demonstrates the value that our agreements can offer to our customers, especially at a time where the industry is so heavily focused on the decarbonisation transition. We appreciate the strong relationship between our companies and look forward to continuing our operational support for their fleet,” comments Do Hyun Kim, Sales Manager / Owner Account, Wärtsilä Marine Business Sales for Korea.

Wärtsilä’s Lifecycle Agreements provide longterm cost predictability and availability by using data-driven technical support and maintenance at every step from planning to execution. The customer benefits from proactive support and recommendations by experts at Wärtsilä Expertise Centres, who help to optimise maintenance intervals according to actual needs, while preventing unexpected downtime.

Sustainable shipping fuels can achieve cost parity with fossil fuels by 2035 with decisive policy

Sustainable shipping fuels could reach cost parity with fossil fuels as early as 2035 with the help of decisive emissions policy such as carbon taxes and emissions limits, according to a new report launched today by technology group Wärtsilä.

The report, titled ‘Sustainable fuels for shipping by 2050 – the 3 key elements of success’, reveals that the EU Emissions Trading Scheme (ETS) and FuelEU Maritime Initiative (FEUM)[i] will see the cost of using fossil fuels more than double by 2030.

[ii] By 2035, they will close the price gap between fossil fuels and sustainable fuels for the very first time.[iii]

Transporting 80% of world trade, shipping is the engine room of the global economy. However, despite being the most efficient and environmental way to transport goods, it emits 2% of global emissions, equivalent to the annual emissions of Japan. Without action, this could increase by more than 45% by 2050.[iv]

In 2023, the International Maritime Organization (IMO) set a target of achieving net zero emissions by 2050. Existing decarbonisation solutions, such as fuel efficiency measures, could cut up to 27% of emissions[v]. Wärtsilä’s report argues that sustainable fuels will be a critical step in eliminating the remaining 73% but radical action is needed to

scale them. The industry suffers from a “chicken and egg” challenge – ship owners won’t commit to a fuel today that is expensive, only produced in small quantities, and may be usurped by another fuel that scales faster and more affordably. Meanwhile, it is difficult for suppliers to scale production without clear demand signals.

Wärtsilä has produced new modelling that shows a timeline of which fuels are likely to become widely available on a global scale, when and at what cost. To accelerate this timeline, the report argues that decisive policy implementation, industry collaboration, and individual operator action must coalesce to scale the production of these fuels.

Roger Holm, President of Wärtsilä Marine & Executive Vice President at Wärtsilä Corporation says: “Achieving net zero in shipping by 2050 will require all the tools in the toolbox, including sustainable fuels. As an industry, we must focus on coordinating action across policymakers, industry and individual operators to bring about the broad system change required to quickly and affordably produce a mix of sustainable fuels. Policy in Europe is showing just how impactful action at the international level can be, closing the cost gap between fossil- and low-carbon fuels for the first time.”

Decisive Policy: Wärtsilä’s modelling shows sustainable fuels will be 3-5 times more expensive than today’s fossil fuels in 2030. As ETS and FEUM show, policy is key to closing the price gap. The report argues that policymakers should:

• Maximise certainty: Set an internationally agreed science-based pathway for phasing out fossil fuels from the marine sector, in line with IMO targets.

• Boost cost competitiveness: Adopt a global industry standard for marine fuel carbon pricing.

• Collaborate: Increase global collaboration between governments on the innovation and infrastructure necessary to deliver sustainable fuels at scale worldwide.

Industry collaboration: The sector must collaborate with stakeholders from inside and outside shipping. The report calls on industry to:

• Pool buying power: Initiate sector-wide procurement agreements to pool demand from multiple shipping operators.

• Collaborate with other sectors: Convene with leaders in aviation, heavy transport, and industry to establish a globally recognised framework for the production and allocation of sustainable fuels.

• Share skills: Establish an industry-wide knowledge hub for the purpose of sharing expertise, skills and insights.

Individual actions: Every euro an operator saves in fuel costs at today’s prices, could be worth 3-5 times that by 2030. That means companies such as Carnival Corporation, which made a 5-10% efficiency gain through its Service Power Upgrade Program, could cut its fleetwide fuel costs by as much as $750 million per year in 2030.[vi] All operators can benefit from improving the efficiency of their vessels – the technology is readily available today.

Holm adds: “If there is one take away from our report, it is that smaller operators need not feel powerless. They have a major role in accelerating towards net-zero emissions shipping. Taking steps to improve fuel efficiency and invest in fuel flexibility can deliver immediate returns, reducing both emissions and operating costs. But action must be swift – we have the lifecycle of just a single vessel to get this right.”

Investing in fuel flexibility is the most financially viable way to avoid the risk of stranded assets. Wärtsilä has been developing multiple fuel options. Most recently, Wärtsilä launched the first commercially available 4-stroke engine for ammonia fuel, which can immediately reduce emissions by over 70%, compared to diesel.

The report provides a roadmap for the future of sustainable fuels, identifying how the industry can more rapidly and affordably scale these fuels and achieve full decarbonisation by mid-century – within the lifetime of just a single vessel.

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Fostering an environment conducive to innovation and knowledge exchange

Indian Navy and Indian Institute of Technology Kharagpur, signed a Memorandum of Understanding (MoU) today at Naval Headquarters, New Delhi, symbolising their commitment to promote technology development, innovative solutions and joint R&D. Rear Admiral K Srinivas, Asst. Chief of Materiel (Dockyard & Refit) at Naval Headquarters and Prof. (Ms) Rintu Banerjee, Dean (R&D) of IIT

Kharagpur signed in presence of Prof Virendra Kumar Tiwari, Director of IIT Kharagpur.

The strategic collaboration focuses on joint research and development initiatives involving teams from Indian Navy and IIT Kharagpur. The MoU will be coordinated by INS Shivaji, Lonavala. This alignment signifies a move towards a symbolic relationship between the Academia and the Military, fostering an environment conducive to innovation and knowledge exchange.

Who will police the police

The 4th Executive Committee (EC) Meeting of the Federation of Freight Forwarders’ Associations in India (FFFAI), which was held at NESCO, Mumbai on 28th and 29th Feb, had a very special Knowledge Session captioned “Who will police the police”. This highly interesting Session was conducted by Dr. Sujay Kantawala, who is an eminent lawyer and specializes in Constitutional and Administrative Law litigation pertaining to Indirect Taxation, Customs, Excise, Service Tax and AntiDumping Duty. The objective of organizing this session was to sensitize the FFFAI members regarding undue practices of authorities concerned as regards to Customs Brokers’ plights of being penalized for a matter without any involvement and responsibilities for the same.

Welcoming the Special Guest Speaker Dr. Sujay Kantawala, Mr Dushyant Mulani, Chairman, FFFAI pondered on the importance of the subject of this session. He pointed out that the CB community often faces undue penalties imposed on them, Show Cause Notices are being issued, harassment and treated on par with exporters or importers for any mistakes done by their customers (importers or exporters).

Taking cue from the FFFAI Chairman, Hon. Secretary Mr. Sudip Dey highlighted Dr. Kantawala’s professional profile as an acclaimed advocate and his support to the industry. He frequently appeared in the Supreme Court of India and many High Courts across the States to safeguard the interest of victims pertaining to issues on indirect taxes, customs, excise, service tax matter, anti-dumping duty, etc.

In his presentation Dr. Kantawala, focused on Customs related issues and especially on misinterpretations of the CBLR/Customs Act by many Customs Officers. He raised the serious concern of accountability of Customs Officers. Quoting renowned Justice Krishna Iyer’s statement “Who will police the police?”, he raised the pertinent question “Who will police the Customs Officers?” According to him, Citizen Charters displayed in Customs Offices do not make any sense in view of the ground reality. For example after five years a CB is not required to maintain any records. However, he still receives Show Cause Notices (SCN) for the same.

He also underscored many instances of serving SCNs to CBs for which he was not even remotely involved. He also stated that responsibilities on issues/disputes arising out of selfassessment are equal concerning involvement of a shipper and

proper officer who is the final verifying authority on this matter. In his opinion, many times Customs Officers fail to adhere to the Guidelines issued by the CBIC. CBs should not be penalized for any error in this regard. Similarly, concerned Officers should be punished for any incorrect SCN, penalty or revocation of CB license.

Concluding the Knowledge Session, Mr. Dushyant Mulani informed that with inputs and guidance of Dr. Kantawala, FFFAI would make a representation to CBIC to do away with any injustice to the CB community. He appreciated Dr. Kantawala’s statement that unequal cannot be considered as equal defending the Article 14 of the constitution of India. He pointed out that 70 percent of FFFAI members are from the MSME Sector and this sector is the backbone of the progress of the country. FFFAI is committed to protect the interest of this sector for the greater interest of the country’s economy.

Attended by more than 100 EC Members across 31 locations in the country, the EC meeting was also addressed by Mr. Sagar Kadu, Director Logistics, DPIIT, Ministry of Commerce & Industry, Government of India. He graced the occasion to share insights on the government’s initiatives in the Logistics sector for meeting the ambitious target of becoming the third-largest economy in the world, with a target of a $5 trillion economy by 2025 and a ‘developed country’ by 2047.

The 4th EC meeting also discussed several issues and recommendations regarding Customs, Sea Port, Airport, ICDs etc.

At this meeting FFFAI released a LIVE shipment through FIATA e-BL. This marks a significant step in the history of FFFAI in supporting the Government initiatives of Digitization. The FIATA paperless Bill of Lading allows freight forwarders to easily issue a secured e-FBL through a seamless one-click process, thereby removing double data entry. Members of FFFAI can generate the bill in three distinct ways; API integration with internal systems to fetch the data into the platform, excel uploads or using an innovative machine learning interface to pull data from legacy PDF or scanned documents into the FIATA format with more than 95% accuracy. FFFAI is the only authorized representative of FIATA in India to offer FIATA e-BL services through its Member SSO login, in a highly secured digital environment.

Fostering Mental Health and Wellness at Sea: An In-Depth Look at “Wellness by Learning Seaman”

In the vast and often solitary expanse of the world’s oceans, the mental health and wellness of seafarers stand as a pivotal concern that has long demanded attention. The maritime industry, with its unique challenges and stressors, poses significant risks to the mental well-being of those who navigate the seas. Recognizing this critical need, Learning Seaman emerges as a beacon of support, etertainment and education, offering a tailored platform dedicated to the mental health and wellness of seafarers.

The Genesis of Learning Seaman

Learning Seaman was conceived out of a pressing need to address the mental health crisis among seafarers. The platform’s founders, armed with a deep understanding of the maritime industry’s demands and the psychological toll they exact, set out to create a comprehensive resource that could offer preventive solutions to mental health challenges. Learning Seaman is not merely a response to a growing concern but a proactive step towards creating a healthier, more resilient maritime community.

A Holistic Approach to Mental Wellness

At its core, Learning Seaman is the first worldwide platform-application that adopts a holistic approach to mental health and wellness, recognizing that the well-being of seafarers is influenced by a myriad of factors, both occupational and personal.

It’s an all-in-one platform that consists of a wide range of features such as mental health awareness, wellness and self-development, meditation, cognitive and ice-breaking games, fitness and yoga, nutrition, music, and sleep, supporting seafarers in developing a culture of well-being at sea. The platform also includes a chat functionality for peer-to-peer support, so the seafarers can share between them their experiences as well as discuss problems they may face onboard. Τhe aim is to offer seafarers their own tools which will help them develop emotional resilience and manage stress, especially that brought on by the unique working conditions, such as social isolation and blurry boundaries between living and working. Its educational aspect contributes to personal growth and self-esteem and fosters a greater sense of purpose, satisfaction, and life fulfilment.

It is scientifically proven and commonly accepted that a holistic mental health approach, as well as mental health awareness, mental health education and education in general outside traditional knowledge relevant to seafaring, such as the one followed by Learning Seaman, leads to emotional, spiritual, social, intellectual, and physical wellness, resilience and overall wellbeing and happiness! When we feel good, our minds expand! Positive psychology leads to compassion, courage, gratitude and resilience.

The content of Wellness by Learning Seaman is constantly updating and is presented in a very consice and simple way in audio and video formats. A very significant advantage is the fact that our team consists of more than 15 recognized members of the international scientific and academic communities, from 10+ countries, who select and prepare the most interesting topics in a simple and engaging way, in order to make the platform appealing to all seafaring ranks.

Last but not least, Learning Seaman is the only mental health platform that has been approved by Rightship and is a proud member of their Zero Harm Innovation Partnership program.

Our vision is to make a profound difference in the lives of seafarers by improving their mental health

and resilience and incentivise them to spend their free time onboard creatively!

Impact and Outreach

Learning Seaman actively collaborates with maritime organizations, shipping companies, and regulatory bodies to promote mental health awareness and integrate wellness practices into the fabric of maritime operations. These partnerships are crucial in driving industry-wide change and ensuring that mental health considerations are prioritized alongside physical safety and security.

Learning Seaman is available as an online or offline platform eliminating the need for Internet connection.

The Road Ahead

As Learning Seaman continues to evolve, its mission remains steadfast: to safeguard the mental health and wellness of seafarers worldwide. The platform is constantly expanding its offerings, integrating the latest research and technology to meet the dynamic needs of the maritime community. Future initiatives include the introduction of multilingual content to cater to a diverse global audience.

Conclusion

Learning Seaman stands as a testament to the maritime industry’s growing recognition of mental health as a critical component of seafarer welfare. Through its comprehensive approach, wideranging resources, and unwavering commitment to the maritime community, Learning Seaman is not just a platform but a movement towards a healthier, more resilient future for all who sail the world’s oceans. As we navigate the challenges of the maritime industry, the importance of platforms like Learning Seaman cannot be overstated, for they light the way towards a future where mental wellness is not just an aspiration but a reality for every seafarer.

MMT

The Author

Mr Yofis Florentin Founder/CEO Learning Seaman

Make Goa an ideal maritime destination to Invest in

- Miss Delphine Estibeiro

The Honourable Chief Minister of Goa, Dr Pramod Sawant stated, “Goa is an ideal state for maritime investment due to it’s strategic location.”

Dr Sawant’s message was conveyed to an august gathering at the Future Skills Maritime 2024 global conference today, 15th March via a video recording at the beautiful Bogmallo Beach Resort, Goa. He expressed his gratitude to The Naval Connection, Founder, Capt Shoukat Mukherjee for hosting this conference for the second time in Goa, which will be an enriching experience for gaining insight into the futuristic skills of the maritime industry.

Furthermore, the shipping industry is rapidly advancing with the latest technologies and Goa being a coastal state is already contributing to this growth in the aspect of academic, port activities, etc.

Dr Sawant acknowledged the contributions of his colleague Capt Venzy Viegas, MLA, Benaulim for being an advocate of the shipping industry at the ministerial level.

In conclusion, he said, “We will continue to provide all the support we can give in making Goa an ideal maritime destination.”

Dr Pramod Sawant

Deutsche Bahn invests a record EUR 7.6 bn in Strong Rail in Germany in 2023

DB Group (DB) invested more than ever before in creating a high-performance rail network and vehicle fleet in 2023, continuing to systematically implement its strategy for Strong Rail in Germany. At some EUR 7.6 billion, net capital expenditures from Deutsche Bahn’s own funds increased by over 16% year on year, setting a new record. As expected, additional infrastructure expenditures and substantial upfront expenses of more than EUR 1 billion pre-financed for the German

government had a negative impact on DB’s EBIT. DB Group closed the 2023 financial year with an adjusted EBIT of EUR -964 million (compared with EUR 1.225 billion in the previous year). DB expects a positive adjusted EBIT of over EUR 1 billion again in 2024.

Demand for rail passenger service continued to rise in 2023. DB also made significant progress in its services for passengers in 2023, for example with a larger and more modern vehicle fleet, additional connections and more digital service.

Clear plan for Germany’s climate targets, says DB CEO Lutz

“In 2023, we made upfront expenditures and did more construction than ever before because we cannot delay overhauling and modernizing our infrastructure,” said DB CEO Dr. Richard Lutz in Berlin. “But 2023 also marks a turning point: together with the German government, we launched the largest and most comprehensive capital expenditure program since the German Rail Reform in 1994. No more running our rail infrastructure into the ground – it’s time to overhaul and modernize it from top to bottom. Thanks to the major increase in budgetary funding from the German government, we are able to make additional expenditures of roughly EUR

30 billion. We are continuing to press ahead with implementing our Strong Rail strategy. Achieving Germany’s climate and transport policy objectives and shifting more traffic to environmentally friendly rail will simply not be possible without highperformance infrastructure.”

A general modernization of roughly 40 heavily used corridors in DB’s rail network will be the key piece in upgrading rail infrastructure for more stability and quality. The lines will undergo a full modernization, which will equip them with extended platforms, upgraded permanent way, digital signaling technology and more. By 2030, Germany will have a high-performance network over 9,000 kilometers long. The project will begin this year with the roughly 70 kilometer Riedbahn line between Frankfurt and Mannheim. A test phase in January 2024 installed five times more building material than is typical for conventional construction projects.

DB and the German government increased gross capital expenditures in 2023 by about 12% year on year to a total of EUR 16.9 billion. More than 94% of this record capital expenditures went toward rail in Germany, primarily in the infrastructure. As expected, net financial debt was up as of December 31, 2023, in part due to capital expenditures on

rail infrastructure and vehicles, and to DB’s prefinanced expenditures for the German government. DB had a net loss for 2023 of some EUR 2.4 billion (compared with a net loss of EUR 227 million in the previous year). One of the negative factors here was the significant increase in interest paid, which was driven in part by higher borrowing for capital expenditures. The DB Group’s results were also affected by the additional burdens of inflationrelated cost increases, a sharp rise in personnel expenses and multiple strikes.

Some 1.8 billion passengers took DB’s trains

DB Group generated revenues totaling roughly EUR 45.2 billion in the 2023 financial year, down about 13% from 2022. The decline can largely be attributed to the industry-wide normalization of freight rates in international logistics, which, as expected, was also felt by DB Schenker. With an operating profit of EUR 1.1 billion, DB Schenker’s adjusted EBIT was still more than twice as high as it was before the Covid pandemic.

In DB’s core business, the Integrated Rail System, revenues rose 6.2% to about EUR 26.2 billion. DB Long-Distance increased its revenues in 2023 by 18.4% year on year to some EUR 5.9 billion. DB Regional, DB’s business unit for regional and local transport, generated some EUR 9.7 billion in revenues, a year-on-year increase of 7.4%. It significantly increased its volume sold, for both rail and bus service, by over 9% to some 43.5 million passenger kilometers. The Germany-Ticket played a major role in this increase. DB Long-Distance surpassed pre-Covid levels for the first time in 2023, with some 45.5 million passenger kilometers (up 9.0%). At DB Cargo, revenues rose 6.4% to some EUR 5.6 billion in 2023.

About 1.8 billion passengers took DB’s trains in 2023, 5.8% more than in the previous year. By taking the train instead of driving, they traveled the climate-friendly way: long-distance rail passengers alone reduced greenhouse gas emissions by some 7.5 million tons in 2023. In order to meet growing demand, DB continued to expand its services. On average, it put three new ICE trains into service each month. DB greatly expanded its long-distance connections at the timetable change in December. Many new service features were added to DB Navigator, Germany’s most popular mobility app.

Train kilometers on the highly utilized track infrastructure in 2023 fell slightly year on year, by 1.3%, to about 1.12 billion train-path kilometers.

High capacity utilization of the rail network, combined with a high level of construction, had a negative impact on punctuality in long-distance transport, which was at 64.0% (down from 65.2% in the previous year). The punctuality of DB Regional trains was 91.0% (compared with 91.8% in the previous year).

Looking ahead

DB Group expects revenues to increase to about EUR 47 billion in 2024. It also expects to generate an operating profit, and decidedly so at over EUR 1 billion. Reimbursement of DB’s pre-financed expenditures for maintenance in 2023 will be the main contributing factor. DB Group also expects positive effects from a further increase in demand for rail passenger service and from measures to boost efficiency.

“Our rail companies will need to return to profitability and to be able to finance their capital expenditures from their own cash flow,” said Dr. Levin Holle, DB’s Chief Financial Officer, at the annual results press conference.” To achieve this, we must become significantly more efficient.”

Gross capital expenditures by DB and the German government is set to increase further to about EUR 21 billion. DB Group intends to significantly increase net capital expenditures from its own funds again in 2024. Additionally, it expects to achieve a punctuality of about 70% for its longdistance services and some 93% for DB Regional rail services.

This forecast is subject to uncertainties, particularly since the legal and regulatory framework for higher payments from the German government still needs to be put in place.

New STCW –The Way Forward

Our sister concern

ICAO, civil aviation necessarily abides by more standardisation and ‘thou shall’ concept, not minimum mandatory including facilitation thereof. Shipping, going forward in the era of on line, AI, ML autonomous etc. needs to follow suit.

ICAO has big Articles: 96, IMO typically has 10-15 Articles; ICAO has lesser rules regulations, codes, circulars. At IMO it is exactly opposite. One reason is civil aviation is much smaller sector in global

economy than shipping. However, happy balance is required to be achieved now. Therefore, STCW Articles should be revisited, strengthened and the argument that it will delay acceptance process should not hold water. In 50 years even constitution needs change or re look. Articles give the document the teeth e.g. UNIFORM APPLICATION & minimum mandatory standards, upgrade in real time.

Reference document:

STCW SOLAS MARPOL & MLC, HTW 9, 10, ISWG, MSC 107 report and relevant papers / WG outcomes, Consultation paper of UK MCGA (questionnaire)

June 2021, Paper of ICS 2019, Paper of EU & UK 2023.

SoP:

1. Set up a steering committee consisting of Mr. M. P. Pinto, Jt. Sec MpSW, Capt. Naphade, Mr. Ajoy Chatterjee, Ashok M, Dr. P. Misra, Subhedar, Dilip

Mehrotra, Mahesh Y, Deboo, DDG, Master,CMMI President IMARE (13). Steering committee supported by smaller committees of domain experts in each identified topics. E.g. MASS, medical / welfare / wellbeing.

2. Get working (soft) copy of STCW 2010 Articles, Regulations, Code A and Code B.

3. Obtain feedback from faculty &students on STCW 2010 – design survey form.

3. Ditto from IMU, DGS, Indian delegation.

4. Feedback / suggestions from end users.

5. Gap analysis after STCW implementation globally and future ready shipping requirements.

6. Drafting groups & collation as per HTW 11, 12 and ISWG.

7. Draft changes to Articles. Art 2 & 6 Certificate; new Article re uniform interpretation, communication of information, PSC, bringing changes into force quickly; transition, dispensation / exemption / not to sail without properly manned by number of qualified staff, technical cooperation arrangements between parties / and IMO. Re visit national provisions for entry levels say, 12 years of science education for first CoC. Lesser4 criterion for CoP and NCV.

8. Re visit Regulations; definition of functional approach, Autonomous, AI, ML, NCV, CBT, QSHET. Sea going, sea time, training / trainer / assessor. Application. CoC, CoP, FORMS 1-2-3, endorsements / limitations, NCV, QMS, National requirements, medical / wellbeing, underpinning knowledge, Simulation, Communication of information, sensors / enhanced watch keeping, recognition of certificates and proficiency mutual acceptance,& CPD. in lieu of revalidation Harmonise MLC and other IMO instruments’ issues e.g. rest hours / 2 – 3 watch systems, control provisions, alternative certification for desired competency.

9. Examine mandatory Code A – tables of competency – element / function, competence, demonstration, criterion range – ECDIS, gas fuel, air pollution / EEDI, commercial business, case studies, investigations, reports of variation etc. Unmanned ship; effect of quick changes

to technology - such assInteranko ECDIS guide re cyber security concerns, importance in opassage planning, constraints, alerts from deviation etc. LNG , gas code training, Enclosed space entry continuing incidents; pilot transfer, LB hook / launching etc. Free fall LB , simulator training.

10. Review non – mandatory Code B. Guidance on career progression, value addition. Moving some elements to Code A. Guidance on . Perhaps, No Code B / guidance required going forward with STCW experience last 6 decades or list of current IMO/STCW/ Assembly resolution, circulars.

Timeline: 24 Months – Jan 2026 First draft of New STCW

Consultation: INSA ICCSA & industry / NGO workshop s.

Outcome - Final draft: Submission to Government by steering committee chairperson for consideration in the context of comprehensive revision of STCW possibly being announced by next Council meeting of IMO or India should so propose.

Budgetary provision for completing these tasks Rs. 100 lakhs.

India should offer to hold diplomatic conference for STCW Jan 2027-28 in ICC, Lodhi road, New Delhi or VigyanBhavan.

DP World launches Global Freight Forwarding Network

DPWorld has inaugurated the latest in a string of more than 100 freight forwarding offices across the world, marking a significant expansion aimed at supporting customers navigating the complexities of global trade.

In response to increasing disruptions to global trade – from climate change, geopolitics and macroeconomic challenges – DP World has embarked on a bold initiative to bolster its commitment to its customers.

The offices already employ 1,000 staff, adding to DP World’s already 108,000-strong team and this is expected to grow significantly over the next 12 months, helping move more than 10% of global trade every year. In India, DP World has a strong freight forwarding network with offices in over 16 locations including major metros like Mumbai, Delhi, Bangalore, Chennai, and tier I cities like Pune, Ahmedabad, Cochin, and Jaipur to name a few.

Fuelled by global trade disruptions, businesses are now prioritising dynamic strategies to build resilience into their supply chains, according to Economist Impact research The traditional assetlight freight forwarding model, which moves cargo via third parties, has proven to be susceptible to disruption at key chokepoints and can have knockon effects for inventory and fulfilment planning for businesses and their customers.

With businesses seeking increased control over their supply chains, DP World’s expansion comes at a pivotal time for the global logistics and supply chain industry. By expanding its freight forwarding offering, with a focus on air and ocean freight, DP World will deploy its ‘toolbox’ of services or capabilities made up of ports, terminals, warehouses, trucks, rail and shipping services to increase control and resilience, supported by proprietary digital technology, whilst also working with complementary partners across the supply chain to boost efficiency.

With freight forwarding offices being opened across the world, DP World is building on its end-to-end network of high-value port assets and specialist expertise across ports, trucking, air and ocean freight, customs and warehousing services that spans over 430 business units in 86 countries.

The growing service currently spans order and origin management, port handling and freight management for ocean and air, and at-destination services such as customs, drayage, logistics, last-mile delivery, deconsolidation and bonded

warehousing services. Additionally, DP World offers a variety of value-add services including embedded trade finance, commodity-specific services, cars in containers, transload and advanced hubs and more.

This is all accessed through a single digital window that is backed by an integrated Global Services Centre that centralises back-end processes, made up of over 500 IT specialists. The advanced digital system means customers can track their goods in real time and easily manage their cargo journey.

Akash Agrawal, VP Freight Forwarding at DP World, India Subcontinent and MENA, said: “We are constantly evolving our business to ensure that we deliver seamless logistics solutions to customers. Our expansion in freight forwarding complements this vision. With 100 branches across the world - 16 locations in India, we offer customers air and ocean freight, trucking services, customs clearance and warehousing facilities. We remain committed to simplifying global trade for our customers by offering them end to end solutions that make trade flow.”

DP World’s latest expansion is not only increasing the size of its global logistics team to more than 45,000 employees but also contributes to the company’s total global workforce of nearly 110,000 people. These employees are distributed across a diversified portfolio of logistics services spanning: ports and terminals, marine services, and logistics.

Pankaj Bhagat to spearhead Alvarez & Marsal’s Infrastructure & Capital Projects in India

Leading global professional services firm Alvarez & Marsal (A&M) announced the appointment of Managing Director Pankaj Bhagat to spearhead its infrastructure & capital projects INFRA sector expertise/capabilities expansion in India. A&M India’s INFRA offering will address market needs arising from continued Indian Government infrastructure spending and private capital investments expanding manufacturing capabilities across multiple sectors including steel, mining, clean energy and energy transition.

The strategic augmentation of A&M’s INFRA offering and geographic footprint builds on the firm’s recent expansion in Canada, Australia, and Europe alongside its increasing capabilities in the US. Additionally, A&M India’s INFRA line of service signals the firm’s continued market commitment as demonstrated by the recent naming of Himanshu Bajaj as Managing Director and India Co-Country leader.

Mr. Bhagat specializes in advising clients on infrastructure, engineering and construction, real estate, oil & gas, metals, power and industrial equipment sector matters. His notable assignments include mega capital project management programs for leading owners, developers and engineering, procurement & construction (EPC) contractors across various industries. He has also advised leadership teams and the Boards of India’s top three EPC and construction sector organizations.

Marcos Ganut, Managing Director and Global Head of the firm’s Infrastructure & Capital Projects practice, noted, “Our comprehensive INFRA practice expansion delivers on our strategic commitment to provide clients with strong regional capabilities rooted in a global approach. A&M has more than 700 INFRA focused professionals world-wide. Pankaj’s hire expands our INFRA global reach and enhances our ability to advise clients across the project life cycle,

from the strategic investment decision-making stage, through optimization and structure design, procurement strategy, execution, and performance oversight for transitioning operations.”

Mr. Bajaj welcomed his new colleague, “Adding Pankaj to our team strengthens our global network of boots-on-the-ground professionals to drive growth for clients. The firm’s integrated platform and India’s extensive infrastructure push, positions the market as a key expansion route for A&M’s INFRA service offering. As government, corporates and investors drive large scale and complex infrastructure development across sectors, A&M India is perfectly poised to help them achieve their goals.”

Prior to joining A&M, Mr. Bhagat spent over 12 years with Accenture Strategy & Consulting in India, most recently serving as Managing Director. As part of that firm’s Supply Chain & Operations practice, he advised clients on mandates, including cost and productivity improvement, digital strategy and implementation, operating model design and change management.

Mr. Bhagat, said, “A&M’s operational heritage and results-driven mindset aligns with my professional experience and approach to long-term client relationships. Across the region, clients are asking for oil & gas, transportation and EPC capital investment solutions and cost controls. A&M’s global platform and mission to solve for complex problems helps clients maximize value through growth and transformation.”

Mr. Bhagat earned a bachelor’s degree in civil engineering from Nagpur University, a post graduate qualification in general management from IIM Kozhikode and a post graduate qualification in artificial intelligence from McCombs School of Business, University of Texas.

MD Pankaj Bhagat

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