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SAFETY4SEA Log I March 2025 I ISSUE 101 I 3 safety4sea.com 2025 is a pivotal year for the global shipping industry, with all eyes on the upcoming IMO MEPC 83, taking place in April. At this critical meeting, mid-term measures to reduce greenhouse gas emissions will be negotiated. These measures will create incentives for adopting new fuels, and from our perspective, the key priority is ensuring they accelerate the transition as much as possible. With just a few weeks remaining before this crucial IMO Committee meeting, it is encouraging to see negotiations progressing in a positive and cooperative spirit. This was evident during the latest IMO gathering, the Intersessional Working Group on Reduction of GHG Emissions from Ships (ISWG-GHG 18), which advanced discussions on reducing shipping-related greenhouse gas emissions. This edition focuses on preparations and strategies for ‘Shipping 2030.’ As we transition to alternative fuels, energy-efficient solutions, and carbon reduction strategies, attention to detail is essential. Shell Energy Scenarios offer valuable insights into short- and long-term projections, while the annual WEF forum in Davos, held in January, set the tone for both energy and digital transformation. Most importantly, achieving a level of political consensus is crucial to driving meaningful change in this transition. It remains to be seen how the upcoming discussions will provide certainty to the sector and incentivize decarbonization. Stay tuned to safety4sea.com for more green shipping updates! Apo Belokas Founder & Managing Editor, SAFETY4SEA [email protected] Apostolos Belokas Editorial CONTENTS SAFETY4SEA is Fostering Sustainable Shipping for more than 15 years, hosting the leading safety4sea. com (300k visitors monthly), producing monthly magazines & tailored publications (100k p.a. circulation onboard & ashore), & Industry Surveys along with e-mail, video & social media, and delivering SAFETY4SEA, GREEN4SEA, SMART4SEA, CAREER4SEA & Crew Welfare Week Forums & Awards. INTERVIEWS 10. Torvald Klaveness: Leadership plays a crucial role in fostering a safety-focused culture 14. Amogy: Leveraging ammonia as a clean energy solution is key to industry's decarbonization efforts 18. Lloyd’s Register: Seizing opportunities in a decarbonised and digitally-driven future for classification societies OPINIONS 28. Safety of navigation in the digital era 40. A tale of two safety cultures ARTICLES 8. Shell: Net-zero CO2 emissions likely, but timing uncertain 12. IMO advances discussions on greenhouse gas reduction from shipping 16. Sustainable Shipping: Focus on ammonia as a fuel 25. Preparing for the Hong Kong Convention: Key considerations 26. WEF Annual Meeting in Davos: Key highlights for shipping 31. Mapping global financial support for maritime decarbonization 32. Sustainability Focus: The port sector can unlock over $54 billion in business opportunities by 2030 50. LR: MASS introduction necessitates a thorough review of existing regulatory framework EVENT COVERAGE 44. 2025 SAFETY4SEA Limassol Forum: Embracing adaptability on the road to transformation 46. The future of maritime careers: Adapting to digitalization and decarbonization INFOGRAPHICS 16. Sustainable Shipping: Focus on ammonia as a fuel 34. RISK4SEA: Singapore PSC Scorecard (CY2024) 42. Psychological Safety: Cultivating inclusion safety is the first step COLUMNS 4. Highlights 21. Green News 36. Safety News 49. Women in Shipping 53. Career paths 54. Maritime health 56. Alerts 58. Safety digest 60. Video review 62. Book review 63. Reports 65. Regulatory Update 66. Crossword In this issue Find us here
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Now, as the maritime industry seeks sustainable alternatives to conventional fossil fuels, ammonia is emerging as a promising solution for decarbonizing shipping. With zero carbon emissions at the point of use and the ability to be produced from renewable sources, ammonia presents a viable pathway toward reducing the sector’s environmental footprint. Collaboration among different maritime stakeholders is essential to ensure the safe integration of ammonia as a marine fuel. Seafarers must acquire knowledge of ammonia’s properties, including its toxicity and material incompatibility. Regulators must update regulations, including the IGF Code, the IMO STCW Convention and Code, as well as seafarer certification standards. Shipowners and operators should conduct a gap analysis to identify necessary changes and develop programs to address them. Training providers should establish a transition pathway for seafarers and shore-based staff. Seafarers must be informed about the evolving competency and training requirements associated with ammonia fuel. ► ► ► ► ► Key considerations for maritime stakeholders In a recent report, LR and MMMCZCS highlight the following: SUSTAINABLE SHIPPING FOCUS ON AMMONIA AS A FUEL
safety4sea.com Drive investment through a comprehensive policy portfolio Low-carbon ammonia production requires significant capital and operational investment Decarbonize existing ammonia production Retrofitting existing ammonia plants offers the quickest path to emission reductions Reduce costs and scale up Green ammonia needs scaled-up electrolyzers, and more renewable energy investment Support innovation through R&D&I Key focus areas include improving the cost, efficiency, and durability of electrolyzers Build ammonia transport and storage infrastructure The challenge lies in coordinating ammonia, hydrogen, and CO2 systems Expand ammonia shipping and terminal infrastructure Investment in specialized vessels and terminal facilities becomes essential Ensure a holistic approach Synchronizing production capacity, demand, and the infrastructure connecting them is vital Facilitate a global market for low-carbon ammonia Collaborative efforts can accelerate investments in essential infrastructure Establish standards and a global certification framework Standards should align with international frameworks, such as ISO Enhance public awareness and engagement Address ammonia’s safety issues through transparent regulatory frameworks 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. RINA explains that achieving a low-carbon ammonia market demands an integrated strategy KEY PRIORITIES FOR AMMONIA AS A FUEL
46 I SAFETY4SEA Log I March 2025 I ISSUE 101 safety4sea.com ART I CLE that understands both current and emerging regulations while integrating sustainable operations seamlessly. Challenges in adopting new technologies The integration of AI and automation presents both opportunities and obstacles. White highlighted that AI is already being used to optimize ship design, monitor performance, and enhance predictive maintenance. However, he cautioned that the industry must ensure that all professionals—both at sea and ashore—are brought along on this journey to avoid skill gaps. Captain Karavasilis raised concerns about the tendency of younger crew members to rely too heavily on technology, potentially neglecting traditional navigational skills. He warned that while digital tools provide valuable insights, they should supplement rather than replace human judgment. Captain Parani shared real-world examples of AI applications in the maritime sector, such as AI-enhanced CCTV monitoring for safety violations and automated analysis of corrosion levels in ship structures. He underscored the importance of viewing AI as a support system rather than a replacement for experienced seafarers. Economic and industry-wide implications The panelists also discussed the economic factors associated with digitalization and decarbonization. The maritime industry is undergoing a profound transformation, driven by rapid advancements in digitalization and the urgent need for decarbonization. These shifts are redefining skill requirements for maritime professionals, altering traditional roles, and creating new priorities. THE FUTURE OF MARITIME CAREERS ADAPTING TO DIGITALIZATION AND DECARBONIZATION operations and automation play a crucial role. He highlighted the growing need for a balance between hands-on shipboard experience and digital proficiency to ensure operational safety and effectiveness. Captain Konstantinos G. Karavasilis echoed this sentiment, noting that while younger generations are naturally adept at using digital tools, training is still required to ensure they fully understand maritime-specific applications. He warned that the shift toward digital solutions should not overshadow fundamental seafaring skills, as over-reliance on technology could lead to complacency. Decarbonization and its impact on workforce training As the industry moves toward greener solutions, professionals must be equipped with knowledge of alternative fuels and sustainable practices. However, according to Captain Karavasilis, the challenge lies in the uncertainty surrounding which fuel technologies will dominate. The lack of standardized solutions makes it difficult to develop a comprehensive training framework, requiring both experienced professionals and newcomers to stay agile and adaptable. Shaun White reinforced the need for continuous learning and collaboration between industry stakeholders and educational institutions. He stressed that navigating decarbonization effectively requires a workforce The 2024 CAREER4SEA Forum featured an engaging panel discussion where industry experts shared insights into these challenges and opportunities, as well as strategies for cultivating a future-ready maritime workforce. The first panel of the event, moderated by Anastasia Kypriotaki, News Editor at SAFETY4SEA, addressed the pressing challenges posed by digitalization and decarbonization. The discussion emphasized their profound impact on the maritime industry and workforce development. The panel featured the following experts: Capt. Konstantinos G. Karavasilis, Regional Director, Loss Prevention, UK P&I Club; Capt. VS Parani, Vice President – Marine, Tufton Asset Management and; Shaun White, Managing Director, Foreship UK Ltd. They shared insights on effective strategies for preparing for the future of work, highlighting the importance of investing in training, collaboration, and leadership that align with the sector’s evolving needs. Evolving skill requirements in the digital age The emergence of technologies such as automation, artificial intelligence (AI), and digital twins is reshaping the skillsets required in the maritime sector. Captain V.S. Parani emphasized that while digital tools enhance efficiency, seafarers must adapt to a landscape where online
SAFETY4SEA Log I March 2025 I ISSUE 101 I 47 safety4sea.com ART I CLE Implementing advanced technologies requires significant investment, and as Captain Karavasilis pointed out, these costs ultimately affect the end consumer. Companies must weigh the benefits of innovation against financial constraints while ensuring competitiveness in the global market. Preparing for the future As the maritime industry continues to evolve, fostering a resilient and skilled workforce is imperative. The panelists agreed on the following key strategies: 1. Investing in training and education – Continuous professional development is necessary to bridge the gap between traditional maritime knowledge and emerging technological expertise. 2. Promoting cross-industry collaboration – Learning from other transportation sectors, such as aviation and rail, can accelerate the adoption of best practices in digitalization and sustainability. 3. Emphasizing human-AI collaboration – Rather than viewing AI as a threat, seafarers should be trained to leverage it as a tool to enhance efficiency and safety. 4. Encouraging industry-wide standardization – Establishing common frameworks for training and regulatory compliance can streamline the transition to digitalized and decarbonized operations. The maritime industry stands at a critical juncture where digitalization and decarbonization are reshaping the workforce. While these changes present challenges, they also offer unprecedented opportunities for innovation and efficiency. Challenges in attracting seafarers The panel also highlighted the pressing challenges facing the maritime industry in attracting and retaining skilled professionals, both at sea and onshore. Key concerns included: • Living conditions & contracts: Many young professionals hesitate to join the industry due to long periods spent in confined environments, with limited shore leave. Unlike in the past, when seafarers could return home and afford property, today’s salaries often fail to offer such financial rewards. • Wage gaps & compensation: In developed countries, salaries for maritime professionals are no longer significantly higher than shore-based alternatives, making it difficult to attract young talent. • Crew welfare & benefits: Beyond digitalization and internet access, overall crew welfare needs improvement. Issues such as pensions and long-term benefits remain unaddressed, particularly for seafarers working under foreign flags that do not offer social security contributions. While the maritime industry has traditionally been individualistic, with shipowners prioritizing their own interests, the panelists emphasized that a collective effort is required to address the talent shortage. A lack of skilled officers—estimated at 30,000 globally—leads to underqualified personnel being placed on complex vessels, increasing the risk of accidents and inefficiencies. Many shipping companies focus on immediate financial returns, but investing in better conditions, training, and employee well-being is essential for long-term sustainability. The discussion underscored that attracting and retaining talent is not just a matter of convenience but a business-critical issue. If the maritime industry fails to address these concerns, the shortage of skilled professionals will continue to impact operations, safety, and long-term growth. A shift in mindset—both from shipowners and industry leaders—is necessary to make maritime careers more sustainable and rewarding for future generations. Key changes suggested 1. Better internet access: Seafarers today rely on digital connectivity to stay in touch with their families, making good internet a necessity rather than a luxury. 2. Improved leadership & work culture: Encouraging strong, empathetic leadership at all levels to create a more supportive and stress-free work environment. 3. Transparent communication about the job: Young professionals should be given a realistic picture of the industry’s challenges and opportunities to make informed career choices. 4. Parental involvement: Since family support can influence career decisions, involving parents in discussions about maritime careers can help sustain motivation during difficult periods at sea. 5. Highlighting career growth & opportunities: The maritime industry offers diverse career paths, including opportunities to transition from sea to shore. Emphasizing these possibilities can make the industry more appealing to new entrants Explore more at https://tinyurl.com/5n74adf7
50 I SAFETY4SEA Log I March 2025 I ISSUE 101 safety4sea.com ART I CLE OPINION In particular, in the report titled “Maritime Autonomous Surface Ships (MASS): Creating a Framework for Efficiency, Safety, and Compliance”, the classification society emphasizes the imperative need for the industry to develop regulatory and assurance frameworks essential for ensuring the operational safety of MASS. “The current standards established by the STCW, COLREGs and SOLAS conventions have provided a solid foundation for maritime safety and operation. However, the introduction of MASS necessitates a thorough review and augmentation of these frameworks to accommodate the unique challenges and requirements posed by autonomy.”, the report mentions. In this context, LR proposes that a multi-stakeholder collaboration is formed, between governments, as funding partners, Regulators and their recognised organisations in maritime, and key industry stakeholders, including ship opThe ongoing development of Maritime Autonomous Surface Ships (MASS) could significantly impact many of the critical challenges faced by the sector today. For instance, MASS can help the industry address the growing international challenge of crew shortages, as well as the management of seafarers’ welfare and workload, LR notes in a recent report. LR: MASS INTRODUCTION NECESSITATES A THOROUGH REVIEW OF EXISTING REGULATORY FRAMEWORK erators, ports and other identified participants in the sector. The main purpose of this collaborative effort would be to define the steps necessary to adequately adapt COLREGs, STCW and SOLAS to facilitate the safe operation of MASS, in line with the ongoing advancements in autonomous systems technologies. In the report, LR examines the challenges of integrating MASS into the existing regulatory framework. COLREGs COLREGs are a vital tool in reducing the risk of accidents for mariners worldwide, promoting clear communication and harmonised practices. In reality however, application of the regulations requires specific issues to be interpreted on a case-by-case basis to determine how multiple rules are concurrently considered, prioritised and/ or applied. For example:
SAFETY4SEA Log I March 2025 I ISSUE 101 I 51 safety4sea.com ART I CLE • COLREGs Rule 5 states: “Every vessel shall at all times maintain a proper look-out by sight and hearing … in the prevailing circumstances and conditions so as to make a full appraisal of the situation and of the risk of collision”. This terminology is clearly human-centric but may be interpreted as the situational awareness of whomever controls the ship and their ability to take informed decisions to avoid collisions and other incidents. However, clarity on how to accomplish this role is required. Moreover, the responsibility for maintaining a lookout is less clear when there are no human operators on board to oversee the vessel’s navigation. • COLREGs Rule 8 outlines the actions to be taken to avoid collisions, including alterations of course and speed. However, the term “to avoid collision” lacks a precise definition, leaving room for subjective interpretation. While this rule provides general guidance, its application of the term “early and substantial action” also lacks quantifiable parameters and raises questions about how MASS vessels should prioritise collision avoidance manoeuvres and interact with other vessels. Factors such as vessel size, speed, and manoeuvrability can influence what actions constitute adequate collision avoidance, introducing ambiguity into maritime operations. Consideration should also be given to defining the term ‘good seamanship’, as well as ‘timely’, ‘too close’, ‘safe distance’, ‘vessel is clear’, and ‘sufficient distance’. These are often referred to in case law and have therefore arguably been assigned meaning, but they have not been codified. While ‘good seamanship’ has been described as “appropriate practice for the operation of ships”, there is no specific definition. These ambiguities could pose challenges during complex and dynamic situations. STCW and the role of the crew The STCW Convention and Code lay down minimum standards for the training and certification of seafarers globally. While the Convention addresses general principles, the detailed requirements are outlined in the Code. However, there are no quantitative standards, and certification of qualifications is left to IMO Member States, who then delegate that responsibility to educational and training institutions. “For MASS, we need to define how – and potentially where – these navigational roles will be augmented or transferred, identifying which competencies can be replaced by MASS technologies and which cannot.”, LR points out. Furthermore, the combination of the human and these new technologies is likely to change the nature of certain onboard roles and may therefore affect the competencies required of the human as the role evolves. The STCW consists of 66 Knowledge, Understanding & Proficiency (KUPs) items across 19 competence themes outlining the minimum standard of competence for officers and ratings across all shipboard areas (Nav, ER, Radio, Cargo). By establishing these standards, the STCW defines the skills and competencies required to fulfil designated roles effectively. Autonomy will redefine how – and where – many of these roles are delivered. Some will be augmented or superseded by autonomy, while others may be transferred to Remote Operating Centres. It will be important to maintain a human-centered approach and focus on the emergent issues of seafarers’ training and competency standards as MASS development continues. Adapting SOLAS for MASS Various provisions within SOLAS could create challenges in interpretation in a MASS environment. Examples include: • SOLAS Ch. II-2, Reg. 7 Detection and Alarm – This regulation calls for fire patrols, including regular patrols by the crew to detect and extinguish fires as early as possible, without relying on fire detectors. • SOLAS Ch. III, Life Saving Appliances and Arrangements – In this section, Reg. 20 on Operational readiness, maintenance, and inspection specifies the recording of various life-saving equipment in the Inspection and Logbook. Changing manning levels in an autonomous environment may change the requirements for lifesaving equipment, though lifeboats may also serve as rescue boats, and may be needed to deal with marine casualties. • SOLAS Ch. IV, Radiocommunications – Reg. 12 (Watches) requires ships to maintain a constant radio watch on a range of frequencies. In addition to DCS messages, support for voice communications is also required. Reg. 16 (Radio Personnel) also states that every ship must carry personnel qualified for radio communications and that a crew member must be designated as responsible for distress communications. • SOLAS Ch. V, Safe Navigation – Reg. 5 (Meteorological services and warnings) requires meteorological observations to be recorded and communicated to land stations and surrounding vessels in the event of severe weather. • SOLAS Ch. V, Safe Navigation – Reg. 24 (Use of heading and/or track control systems) requires that the possibility to switch to manual steering be maintained where heading and/or track control systems are in use, and that manual steering should be tested under the supervision of a responsible officer after prolonged use of Heading Control System (HCS)/ Track Control System (TCS).
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