Sea Steward

Sea Steward Article Feature

Enhancing Maritime Operations: Paul Westerman on Streamlining Ship Provisioning with Sea Steward’s New App

In the fast-paced world of maritime operations, efficiency and precision are critical. Managing provisions, monitoring stock levels, and generating accurate reports can be daunting tasks for both on-board crews and office staff. Recognizing these challenges, Sea Steward Limited has developed a groundbreaking app to transform ship provisioning and inventory management. Co-founder Paul Westerman shares how this innovative tool is set to streamline the maritime industry, making operations smoother, more efficient, and cost-effective. Importantly, this app is available to all ship managers and owners on a subscription basis, regardless of whether they have a catering contract with Sea Steward or any other provider.

 

Click below to access the digital brochure version

A Seamless Solution for Crew and Office Staff

Sea Steward’s app is designed to streamline provisioning processes and simplify inventory management for both on-board teams and office personnel. In this interview, Paul explains how the app is reshaping how shipping companies manage their daily operations. “The app’s goal is to provide an all-in-one solution for maritime provisioning, eliminating the complexities of manual systems and reducing the risk of human error,” he says. “It allows crews and managers to focus on their core responsibilities, knowing that provisioning is taken care of efficiently.”

 

Streamlining Provision Requests

One of the standout features of the app is its provision request system. Crew members can easily submit requests for supplies through the app, ensuring that all necessary provisions are ordered on time. “This feature helps avoid shortages or delays, which are critical in maritime operations,” Paul explains. The app’s intuitive design allows users to create and submit requests with just a few taps, improving speed, accuracy, and communication between ship and shore.

 

Real-Time Stock Monitoring

Another key benefit of the app is real-time stock monitoring, giving both on-board crews and office staff a clear overview of current inventory levels. “Keeping track of stock is crucial, especially in maritime where overstocking or understocking can lead to significant operational disruptions,” says Paul. The real-time updates ensure any changes in stock are instantly reflected, enabling swift and efficient management decisions.

 

Comprehensive Inventory Reports

Gone are the days of manually compiling inventory reports. The app automatically generates full-month inventory reports, offering a comprehensive view of all provisions used, remaining stock, and any discrepancies. “These reports are not only accurate but also customisable to meet specific needs,” Paul explains. Whether for internal reviews or regulatory compliance, the app provides essential tools for efficient inventory management.

 

Calculating Victualling Rates Made Easy

Managing victualling rates is a crucial component of maritime operations, and the app includes a powerful victualling rate calculator. This feature simplifies the process of determining daily costs per crew member, providing transparency into provisioning budgets. “By offering a clear picture of victualling expenses, the app helps shipping companies better manage their budgets,” Paul highlights.

 

Available to All Ship Managers and Owners

An important feature of Sea Steward’s app is its availability to all ship managers and owners, not just those who have a catering contract with Sea Steward or any other provider. Paul explains, “This app is designed to be universally accessible, with a monthly or yearly subscription, ensuring that any ship can benefit from its features without the need for a specific catering agreement.”

 

Beyond Basics: A Comprehensive Solution

While its core features are impressive, the app is designed as a comprehensive solution for modern maritime provisioning. From detailed analytics and forecasting tools to seamless integration with existing systems, it caters to the full range of operational needs. Additional features include multi-language support, offline capabilities for at-sea usage, and secure data storage. “The app is versatile and reliable, designed to adapt to various maritime environments,” says Paul.

 

Sustainability Built In

Beyond improving efficiency, the app also plays a part in sustainability initiatives. With features that track and reduce food waste through portion control and inventory optimisation, it supports vessels in minimising their environmental footprint. “Sustainability is a core focus for us,” Paul notes. “This app helps shipping companies be more conscious of their resources while still maintaining top-tier operations.”

 

Final Thoughts

In an industry where precision and efficiency are key, Sea Steward’s app offers a transformative approach to managing ship provisions, stock levels, and victualling rates. With its robust features, real-time capabilities, and user-friendly design, it’s poised to become an indispensable tool for maritime professionals. As Paul Westerman concludes, “This app ensures that both crew and office staff can focus on what they do best—keeping ships sailing smoothly.”

M & Y Marine Services W.L.L

M&Y Article Feature

Leading with Integrity: Magdy Sharkawy’s Vision for M & Y Marine Services W.L.L

In this interview, Magdy Sharkawy, CEO of M & Y Marine Services W.L.L, shares his leadership philosophy and the guiding principles that shape his approach to managing his team. With a career spanning decades in the maritime industry, Sharkawy emphasizes the importance of leading by example and fostering a culture of trust, collaboration, and continuous learning. He discusses the challenges and triumphs of building M & Y Marine Services into a respected player in the ship repair and maintenance sector while remaining committed to the core values of integrity, commitment, and excellence. Join us as we explore Sharkawy’s vision for the future of the company and his dedication to inspiring the next generation of marine professionals.

 

Click below to access the digital brochure version

Career Journey: Can you share your career journey and what motivated you to establish M & Y Marine Services? What key experiences have shaped your approach as a CEO?

 

My career journey began back in 1971 when I chose to apply to the Faculty of Engineering at Alexandria University. At just 18 years old, I made the significant decision to leave my home governorate in Egypt and move to Alexandria on my own. This marked the first step in my path toward marine engineering and nautical architecture. After graduating in 1976, I started working at TIMSAH SHIPBUILDING AND REPAIR YARD Co, in Ismailia. This initial exposure to the marine industry allowed me to develop a deep passion for shipbuilding and repair.

 

In 1981, my father advised me to seek opportunities abroad due to the changing political and economic landscape in Egypt. Following his advice, I applied for a position at ASRY (Arab Shipbuilding and Repair Yard Co.) in Bahrain and was fortunate to secure the job. By December of that year, my family had joined me in Bahrain, marking a significant turning point in both my personal and professional life. My time at ASRY was characterized by determination and a keen attention to detail, traits that did not go unnoticed by my seniors. The shipyard and ship repair industry became my world, and I immersed myself in it, building a global network of professionals—a network that I cherish deeply. The trust placed in me by ship owners and agents over the years has been humbling and has continuously fueled my passion for the field, ultimately motivating me to establish M & Y Marine Services.

 

Founding M & Y Marine Services was a natural progression for me. The name itself holds deep personal significance—’M’ stands for Magdy, and ‘Y’ stands for my wife, Yousria, who has been my unwavering support throughout this demanding career. Starting this company wasn’t just a business decision; it reflected a lifetime of dedication and hard work in the marine industry. Transitioning from a successful career at ASRY in March 2016 to launching my own company presented its own set of challenges. One of the primary hurdles was shifting from being a sought-after individual to positioning my company at the forefront, even if it meant accepting lower profits initially.

 

Being the founder and CEO of M & Y Marine Services has been an intense journey, culminating in June 2024. I am immensely grateful for where we have reached today. This path is one that many technical professionals in our industry might find themselves on, especially those who thrive in large, renowned shipyards with robust systems in place. In such environments, the focus is solely on shipbuilding and repair, with everything else running smoothly in the background. However, leading M & Y presented unique challenges. One major setback was hiring the wrong people for critical roles. Our industry is unique, requiring individuals who either come from our background or are willing to fully immerse themselves in it. Another significant challenge was defining the services we provide, especially since M & Y does not own any shipyards.

 

Despite these challenges, I am proud to say that M & Y is now on its path to maturity. Our journey has been marked by resilience and dedication, and we have overcome numerous challenges.

 

Company Vision: M & Y Marine Services has marked several milestones, including its 5th anniversary. Can you provide an overview of the company’s mission and how it has evolved over the years?

 

It’s been quite a journey. When I first started the company, it was named M & Y Marine Consultancy, which is why our domain still reflects that old name. We’re in the process of transitioning to our new domain, mandyms.com, to better reflect our current identity as M & Y Marine Services. Initially, I felt compelled to offer the full spectrum of services that marine management companies typically provide. This encompassed everything from ship management to marine consultancy. However, my true expertise and comfort zone lie in ship repair and shipyards, a domain I know inside and out. This realization led me to narrow our focus, and it’s a piece of advice I’d like to share with others in the maritime industry: you don’t have to follow the traditional blueprint of services. It’s okay to evolve and refine your focus over time.

 

When starting a business, you won’t have everything perfectly defined from the get-go. It takes time to understand the market from a business perspective, which is quite different from the technical perspective. Celebrating our fifth anniversary isn’t about having achieved perfection; it’s about recognizing the perseverance and resilience it took to keep the company going. As someone with a strong reputation in ship repair, I often face the temptation of shipyards wanting to bypass my company and hire me directly. But my commitment to M & Y has remained steadfast. I want to tell engineers like me that it’s okay if your mission and vision aren’t perfect from the start. They will evolve as you gain more business insight.

 

Our mission and vision have transformed significantly. Initially, they sounded quite generic, but with time, they have evolved to truly represent what M & Y is and are specifically tailored to us. Our new mission is: “At M & Y Marine Services, our mission is to deliver comprehensive, innovative, and sustainable solutions that address the critical needs of the maritime industry, particularly the ship repair field. We are dedicated to enhancing operations through our Macro, Micro, and Marketing service lines, fostering strategic partnerships, and ensuring the highest standards of efficiency, reliability, and growth for our clients. Our services are based on best practices and successful operations, ensuring that we consistently meet and exceed industry standards. We are the essential partner for both shipowners and shipyards, providing the expertise and support needed for their success.”

 

If you saw our 5th anniversary video, you will find that at the end it says that M & Y is my legacy. This is exactly what I aimed to work on, and I think I succeeded in showing it since June 2024. This is my legacy, my contribution, and continuation to an industry that has helped shape civilizations since the beginning of time.

Service Portfolio: What are the core services offered by M & Y Marine Services, and how do they address the critical needs of the maritime industry?

 

At M & Y Marine Services, we’re genuinely excited about the direction we’re headed since June 2024. Our mission revolves around offering a robust portfolio that meets the ever-evolving needs of the maritime industry. We’ve developed three core service lines: M & Y Macro Service Line, Micro Services, and Marketing Services, each designed to address critical aspects of shipyard operations.

 

Let’s start with our Macro Services. These are big-picture solutions tailored for shipyards. We provide Shipyard Assessment and Consultation, Correctional Actions Implementation, and Training Sessions. Imagine walking into a shipyard and seeing potential areas for improvement; that’s where we come in. Our team conducts thorough inspections, particularly focusing on floating docks, to help shipyards streamline their processes and maximize efficiency. By offering a holistic approach, we ensure that operations run smoothly, and growth is sustained.

 

Next up, our Micro Services. These are the nitty-gritty, detail-oriented solutions that both shipyards and ship agents or ship owners often need but may struggle to implement on their own. We offer Comprehensive Estimating Services, Comprehensive Invoicing Services, and Tendering. It’s like having a specialized toolkit that can be adapted to fit each unique challenge. Despite seeming trivial, some of the stakeholders are not able to do it efficiently on their own. The beauty of our Micro Services lies in their adaptability—they’re quick, cost-effective, and flexible, making them perfect services to start relationships with new clients, later fostering strong, trust-based relationships with them.

 

Lastly, we’re developing a comprehensive Marketing Service Line. We’ve already seen success with network marketing, driving significant sales increases for shipyards. Our goal is to refine this into a full-fledged marketing solution that truly speaks the language of the maritime industry. By leveraging our deep understanding of the sector, we craft marketing strategies that not only resonate but also drive tangible success.

 

At M & Y Marine Services, our aim is clear: to offer flexible, impactful services that cater to diverse client needs. We’re committed to transforming our relationships and the industry at large through these essential and adaptive service lines. We’re thrilled about what the future holds and can’t wait to continue this journey together.

 

Sustainability Initiatives: Environmental sustainability is becoming increasingly important in the maritime sector. How is M & Y Marine Services contributing to sustainable practices within the industry?

 

Though we haven’t been very vocal about our sustainability initiatives at M & Y Marine Services, we’re deeply committed to making a positive impact. Interestingly, the push towards sustainability within our company was significantly influenced by my daughter. She wasn’t officially part of the company until recently but has always been passionate about the aquatic environment, with a particular love for humpback whales. In 2022, she proposed the “Sail Clean, Sail Green” initiative, even uploading a draft on her YouTube account. Unfortunately, due to some employment decision setbacks, this initiative hasn’t taken flight yet. However, it’s now back on the table, and we’re actively involving stakeholders who are committed to sustaining our seas.

 

Given that M & Y’s core focus is on ship repair and maintenance, I recently wrote an article for “Maritime Tech Talks by Magdy,” our platform for sharing industry knowledge. The article, titled “To Retrofit or Not to Retrofit: The Future of Fleet Modernization,” delves into the necessity of retrofitting ships to enhance energy efficiency and environmental sustainability in the 21st century. The maritime industry has undergone a significant paradigm shift, driven by rising fuel costs and a growing awareness of climate change. Retrofitting strategies have focused on incorporating energy-saving technologies to reduce both fuel consumption and emissions, achieving economic and environmental goals.

 

Additionally, in our consulting work for shipyards, we ensure their operations comply with environmental standards. Whenever issues arise, we provide the specialized expertise needed to achieve compliance. While we’ve taken initial steps towards sustainability, we’re now more vocal about our direction and commitment to this crucial issue. We believe in the cause and are dedicated to integrating sustainable practices into our operations. M & Y Marine Services is committed to contributing to a more sustainable maritime industry and ensuring our seas are preserved for future generations.

Strategic Relationships and Collaborations: Partnerships are crucial in the maritime industry. Can you discuss some of the strategic partnerships M & Y Marine Services has formed and how these have benefited the company and its clients?

 

In today’s business world, strategic partnerships are not just an option—they are the right answer. At M & Y Marine Services, we have been fortunate to forge meaningful alliances with esteemed companies, and we feel truly honored to have them by our side. Let me share a couple of these partnerships that have made a significant impact on our journey and, more importantly, on the services we offer to our clients.

 

One of our standout partnerships is with ISTECH-METALFINISH BV, a company led by the visionary Mr. Ronald Veen. ISTECH symbolises excellence in stainless-steel treatment across various industries, with a special focus on maritime. This collaboration, which holds the name ISTECH Bahrain, ensures that the quality of ISTECH services is now accessible in the Middle East and, especially, the Arabian Gulf region through M & Y Marine Services. ISTECH Bahrain brings you all the high-quality solutions you need, bolstering the reliability and durability of maritime structures—a crucial aspect for our clients who demand nothing but the best.

 

Another key partnership has been with JOME Engineering L.L.C, a name synonymous with outstanding performance in the maritime and offshore industries, headquartered in the bustling United Arab Emirates. JOME Engineering specialises in ship repair and offers a comprehensive range of sales services for the marine and offshore sectors. Their expertise spans from regional vessel support to timely parts supply and global supply chain solutions. What stands out about JOME is their state-of-the-art workshop and their commitment to providing 24/7 onboard repair services. Being officially registered across all UAE ports, they are authorised to conduct comprehensive ship repair activities, showcasing their dedication to quality and efficiency.

 

These strategic partnerships have been instrumental in elevating M & Y Marine Services. By collaborating with ISTECH and JOME Engineering, we have expanded our service offerings, ensuring we meet the diverse needs of the maritime industry. Working alongside such esteemed partners allows us to uphold the highest standards of quality and efficiency, benefiting not just us but, most importantly, our clients. In this ever-evolving industry, it’s these relationships that drive growth and innovation, enabling us to navigate the seas of change together.

 

Challenges in the Maritime Industry: The maritime industry is constantly evolving.  What are the key challenges you see in the industry today, and how is M & Y Marine Services positioning itself to overcome them?

 

The maritime industry is a dynamic and ever-changing landscape, presenting both exciting opportunities and significant challenges. At M & Y Marine Services, we find ourselves uniquely positioned at the intersection of ship owners, agents, and ship repair yards. This central role exposes us to various critical dynamics within the industry, which we navigate daily.

 

One of the primary hurdles we face involves balancing the interests of ship owners and the capabilities of ship repair yards. Ship owners understandably demand high-quality and timely services, but shipyards can vary widely in terms of expertise and resources. Striking a balance that satisfies both parties requires meticulous coordination and negotiation. Ensuring that everyone is on the same page is no small feat, but it’s crucial for the smooth operation of our services.

 

Another significant challenge is maintaining high standards across the board. Particularly with lesser-known shipyards, we often find resistance when we recommend best practices. Even when shipyards reach out for our assistance, implementing the necessary changes to meet our standards can be a struggle for them. This ongoing effort to uphold our high standards is a cornerstone of our commitment to quality.

 

Enforcing payment terms is another area that demands careful handling. In the early stages of our business journey, personal relationships within the industry made it challenging to assert our pricing. However, distinguishing between personal and professional interactions is essential. We’ve learned that presenting solid payment schemes upfront and standing firm on these terms is vital. Sometimes, we even have to halt services if clients fail to comply with agreed terms, underscoring the importance of financial stability.

 

The post-pandemic landscape has introduced its own set of challenges, from supply chain disruptions and port delays to container shortages. Additionally, regional conflicts have further strained resources and logistics. Investment and spending in the industry have tightened, making it imperative for companies to adapt and innovate.

 

At M & Y Marine Services, we are committed to overcoming these challenges through strategic positioning and continuous improvement. Building strong relationships with both ship owners and shipyards helps us navigate the complexities of balancing interests and maintaining high standards. Our dedication to implementing best practices in ship repair and maintenance, as evidenced by our adherence to ISO 9001:2015 Quality Management Systems, underscores our commitment to quality.

 

We’ve also established clear and firm payment policies to ensure our financial health. By presenting these terms upfront and sticking to them, we maintain the stability of our operations. Staying abreast of industry trends and continuously adapting our strategies is another key aspect of our approach. Leveraging technology and innovative solutions allows us to enhance our services and meet the evolving needs of our clients.

 

In our industry, flexibility and the ability to adapt rapidly to changes are crucial. By staying competitive and responsive to the demands of our clients, we position ourselves to navigate the complexities of the maritime industry successfully. Through strategic positioning, adherence to high standards, and a commitment to continuous improvement, M & Y Marine Services is well-equipped to face these challenges head-on and continue delivering exceptional value to our clients.

Future Growth and Expansion: What are your future plans for M & Y Marine Services in terms of growth and expansion? Are there any new markets or services you are looking to explore?

 

When I think of M & Y Marine Services, I don’t just see a business—I see a home. It embodies a lifetime of learning and the relationships I’ve built within the maritime industry. With my daughter now actively involved and bringing her unique perspective, we’re embarking on an exciting journey of growth and diversification. While our core technical services—what we call our Macro Service Line—remain at the heart of what we do, we’re increasingly venturing into management and marketing services tailored for our maritime clients.

 

Our primary focus has always been the Middle East, particularly the GCC region. However, with the nature of our work, we’re equipped to serve a global clientele, especially through the specialized microservices we offer. Of course, our Macro Service Line also plays a significant role, but the microservice line enables quicker and easier outreach, serving as an initial stride towards establishing robust and extensive collaborations with clients globally.

 

We’re also deeply committed to educating and inspiring the next generation of Marine Engineers and Nautical Architects. This passion has led us to create initiatives like Maritime Tech Talks by Magdy. We’re channeling more energy into this project and are thrilled to announce the upcoming launch of the Maritime Tech Talks by Magdy podcast. It’s an exciting platform where we’ll have engaging conversations with remarkable guests from our field, discussing topics that truly matter to our industry.

 

Leadership Philosophy: What is your leadership philosophy, and how do you inspire and manage your team to achieve M & Y Marine Services’ vision and goals?

 

When thinking about leadership, I always come back to the idea of leading by example. Throughout my career, influenced by the managers I encountered early on, I’ve learned that leadership is fundamentally about walking the walk. When your team sees you embodying the principles you preach, it fosters a deep sense of trust and respect. At M & Y Marine Services, I, Magdy Sharkawy, have made it my mission to live out the core values we stand for—integrity, commitment, and excellence.

 

From day one in my career, even while managing my team in a ship repair job, my philosophy has been rooted in the belief that a leader should be willing to dive into the details right alongside their team. This hands-on approach not only builds unity but also shows that no task is beneath anyone when we’re all working toward the same goal. It’s about creating a shared sense of purpose and demonstrating that each contribution, no matter how small, is vital to our success.

 

Inspiring and managing a team to achieve our goals isn’t just about handing down directives; it’s about fostering an environment where every team member feels valued and heard. Open communication is crucial in this process. By maintaining an inclusive atmosphere, we not only drive innovation but also ensure everyone is on the same page regarding our vision. Being approachable and genuinely concerned for my team’s well-being helps create a culture of trust and mutual respect. When people feel that their contributions are recognized and appreciated, they’re naturally more inclined to give their best.

 

However, it’s important to note that even after your best efforts as a leader, not all team members may share the same work ethics. Despite guidance and opportunities for improvement, some individuals’ agendas may not align with the team’s natural ethics. In such cases, as a successful leader, it is crucial to remove these individuals to protect the team from any negative influences.

 

By encouraging a culture of learning and collaboration, we ensure that M & Y Marine Services remains at the forefront of the industry.



TechBinder

Techbinder Article Feature

Navigating the Future: Insights into TechBinder’s Innovations and Industry Impact

In an era marked by rapid technological advancement and increasing operational complexity, TechBinder stands at the forefront of transforming human-machine interaction within the maritime and technical fields. In this exclusive interview with Bram van den Boom, Founding Partner at TechBinder, we delve into the company’s mission and the groundbreaking technologies driving its success. Bram van den Boom provides an in-depth look at the Smart Vessel Optimizer and Smart Field Support technologies, their impact on efficiency, sustainability, and industry challenges. This comprehensive exploration also highlights how customer feedback shapes TechBinder’s evolution and offers a glimpse into the company’s vision for the future. Through Bram’s insights, we gain valuable understanding of TechBinder’s role in addressing contemporary challenges and shaping a more efficient, sustainable, and technologically advanced industry landscape.

 

Click below to access the digital brochure version

Company Mission and Vision: What inspired the founding of TechBinder, and how do you envision your company transforming human-machine interaction?

 

TechBinder aims to improve human-machine interaction. We have observed that many tasks currently performed by humans can be done far more effectively when humans and machines work together. This is not about automating work but giving people more relevant information that is used to support their daily work. There is a growing gap between what is technically possible and how we currently organise our work and operations. This gap leads to a waste of valuable time and resources. To illustrate this, I often refer to Martec’s Law, which highlights the significant challenge companies are facing, or will face shortly. TechBinder is inspired by this phenomenon, offering technological solutions that represent substantial improvements for maritime operations across all areas. This includes higher profits, reduced risks, a smaller ecological footprint, and future-proofing operations.

 

About two years ago, we recognised this challenge and began actively working to close the gap. We achieve this by offering direct support, establishing physical innovation labs, and collaborating with our ‘value-adding partners’—companies and individuals who contribute specific knowledge, technology, and market reach to support Smart Vessel Optimizer users in their adoption. TechBinder will continue on this path to support maritime operations in addressing operational challenges.

Smart Vessel Optimizer (SVO): Can you elaborate on how the Smart Vessel Optimizer enhances maritime operations and what makes it unique in the industry?

 

SVO enables effective data logging of virtually all assets on board. Implementing SVO immediately provides better insight into what is actually happening and has happened. This results in more relevant information that supports all aspects of maritime operations. Some examples of the value created by SVO include:

 

  • Early Detection of Failing Assets: The system can detect a failing asset at an earlier stage. Not only does it notify the shore operation, allowing for faster action, but it also provides direct access to all the information needed to start troubleshooting. Combined with the embedded remote support tool (SFS), experts from shore can guide the crew to resolve the issue. If it cannot be resolved remotely, they can send the appropriate person with the necessary spare parts, significantly reducing the mean time to repair and lowering the cost of repair.

 

  • Efficient Claim Handling: In shipping, companies may face claims for various reasons, such as warranty issues or damage. Traditionally, resolving these claims can take weeks or even months. We have seen cases where data from SVO supported swift fact-finding, especially when the onboard CCTV was also connected. This data and video footage provide direct facts about the issue or situation, shortening the claim handling period to days, if not hours.

 

  • Optimised New Builds and Overhauls: When a new build or major overhaul is planned, the gathered information provides a detailed overview of the operational profile of the vessels or assets. This information helps design better-fit-for-purpose vessels and determine the best new technical configuration, saving both operational and capital expenditures while minimising the ecological footprint.

 

  • Automated Reporting: SVO eliminates the need for manual reporting by the crew, reducing tedious tasks prone to human error and fully automating the reporting process. This results in more accurate and detailed reports.

 

These examples illustrate what makes Smart Vessel Optimizer unique in the industry. With a single data pipeline and data logger, maritime companies can feed their entire operation and value chain. Users retain ownership of their data, allowing them to manage and utilise it as they see fit. Additionally, TechBinder’s unique approach involves working closely with technology partners for development and tech validation. This collaboration creates a true ‘win-win’ for all parties involved.



Smart Field Support (SFS): How does Smart Field Support empower field operators, and in what ways does it integrate AR and VR technologies?

 

Smart Field Support (SFS) started as part of the Smart Vessel Optimizer portfolio. We noticed that many optimisation challenges and risks in shipping stem from the declining technical knowledge of the crew. With fewer available technicians and growing technological complexity, effectively solving issues has become increasingly difficult.

 

SFS enables less skilled personnel to perform more value-adding work. This is achieved through several key features:

 

  • Remote Expert Assistance: Field operators can call remote experts for guidance, bridging the gap between less experienced crew members and highly skilled technicians.
  • Pre-Programmed Instructions: Step-by-step instructions can be pre-programmed, ensuring that operators follow precise procedures even without extensive technical expertise.
  • Access to Manuals: Manuals and technical documentation are available in a user-friendly format, ensuring essential information is always accessible. Now equipped with Large Language models (LLM) the crew can talk to their manuals as if it was an expert sitting next to them and thinking with them to solve an issue. 

 

These features result in improved technical information management within a company. The significance of SFS became particularly evident during the COVID-19 pandemic, which led us to rebrand and separate this segment of our portfolio into its own proposition, now known as SFS.

 

Today, SFS is being adopted by both maritime and non-maritime customers. It remains fully integrated with the Smart Vessel Optimizer, offering substantial opportunities for enhanced operational efficiency. While the original response did not specify the integration of AR and VR technologies, SFS’s capabilities in improving technical support and information management are notable.

  

Efficiency and Optimisation: In practical terms, how do TechBinder’s solutions drive efficiency and optimisation in the industries you serve?

 

There is a growing need for more digitised operations across various industries due to several factors. These include new laws and regulations, a decline in the availability of technicians, environmental pressures, competitive advantage, and the increasing complexity of both technology and operations.

 

TechBinder addresses these challenges by leveraging digital technology to enhance operational efficiency. The company focuses on using technology to resolve real-world issues rather than simply showcasing advanced features.

 

By centering their approach on practical use cases rather than technological capabilities alone, TechBinder ensures that their solutions contribute meaningfully to operations. This approach helps clients improve their efficiency and optimisation without getting bogged down by unnecessary features or complexity.

 

In essence, TechBinder’s solutions are designed to make operations more effective and streamlined, allowing clients to tackle contemporary challenges while also seizing new opportunities for growth and improvement.

Sustainability Impact: How do your solutions contribute to sustainability in the maritime and technical fields?

 

This is an interesting question, and to be honest, the answer could fill a 50-page book, but I’ll keep it concise. Both the Smart Vessel Optimizer (SVO) and Smart Field Support (SFS) provide insights that were previously unknown or only speculated about. By using these tools, operations gain access to detailed information that enables faster and more precise actions.

 

In the short term, these tools support behavioural changes such as taking alternate routes, adjusting speed, optimising asset usage, and eliminating unnecessary travel. For example, a vessel operator with a diesel-electric propulsion system and four gensets discovered through monitoring that multiple engines were often running at very low loads. This practice resulted in inefficient fuel use, increased emissions, higher wear and tear, and unnecessary running hours on the gensets. By improving load sharing between the gensets, the operator achieved more efficient sailing, reduced fuel use and emissions, fewer running hours, longer maintenance intervals, and decreased oil consumption.

 

In the mid-term, maritime operators can address minor issues that impact sustainability. For instance, a case where a gearbox never reached its optimal operating temperature was identified. The cooling system was over-cooling, causing the gearbox to operate below the ideal temperature range of 45°C to 55°C. This led to increased wear and tear and wasted energy for cooling. Adjusting the cooling settings resolved this issue, leading to long-term optimisation over the vessel’s lifespan, which could extend another 20 years.

 

Another example involves the variability in captains’ ecological practices. With the data provided by SVO, operators can identify the most environmentally friendly captains and use them as benchmarks for others. This approach helps develop a structured plan to improve ecological footprints, which will be mandatory starting in 2025.

 

These tools not only contribute to immediate efficiency gains but also support long-term sustainability goals, aligning with upcoming regulations and industry standards.

 

Challenges in Development: What are some of the biggest challenges you’ve faced in developing TechBinder’s solutions, and how have you overcome them?

 

There are many challenges in developing TechBinder’s solutions, and fortunately, that’s what makes our work complex and valuable. Here are some of the biggest challenges we’ve faced:

 

  1. Compatibility with Diverse Assets and Data Sources: One of the significant challenges is ensuring that our technology is compatible with the vast array of different assets and data sources. We currently have plugins for over 600 different PLCs and more than 100 industrial communication protocols. Despite this extensive range, we are constantly confronted with new data sources that require integration.
  2. Low Standardisation in Shipping: The lack of standardisation in the shipping industry, even among sister vessels, presents another challenge. For instance, while one vessel might be set up perfectly, replicating that setup for a sister vessel can be complicated due to minor differences onboard that make a straightforward “copy-paste” installation impractical.
  3. Connectivity Issues: Connectivity problems can result in randomly missing data, which can render analytics tools ineffective. To address this, we implemented “store and forward” technology, which allows data to be stored locally and transmitted when connectivity is available. However, this solution introduces additional challenges when it comes to visualising and analysing the data.
  4. Developing a Structured Data Hierarchy: Creating a highly structured data hierarchy with proper meta-tagging is essential. This structure is crucial for delivering a scalable system and allowing users to compare vessel and asset performance effectively. Developing this system requires careful planning and execution to ensure robustness and usability.
  5. Compliance and Security: We also face the challenge of complying with cybersecurity requirements, regulations, and ensuring the ruggedness of both hardware and software. Meeting these basic yet critical standards demands continuous effort and resources.

 

These challenges have driven us to innovate and adapt our solutions continually, ensuring that TechBinder remains at the cutting edge of technological advancement in the maritime industry.

 

Customer Feedback and Evolution: How has customer feedback shaped the evolution of your products and services?

 

Customer feedback plays a pivotal role in shaping the evolution of our products and services, accounting for approximately 75% of our development efforts. Given the vast array of opportunities and possibilities with our technology, it’s easy for us at TechBinder to get caught up in continuously creating new features. However, as illustrated by Martec’s Law, the technical potential often exceeds what maritime customers can readily adapt to.

 

Therefore, we prioritise developments driven by customer feedback and demand. This approach ensures that our advancements align closely with the real needs and challenges faced by our users. The remaining 25% of our developments are influenced by our own vision and that of our technology partners. This segment allows us to lead the industry by introducing innovative features and applications that may not have been initially anticipated but offer significant value to our customers’ operations.

 

By balancing customer-driven enhancements with forward-thinking innovations, we strive to deliver solutions that not only meet current needs but also anticipate future requirements in the maritime industry.

Future Technologies: Are there any new technologies or innovations that TechBinder is currently exploring to enhance your solutions further?

 

Absolutely, we are exploring a wide array of emerging technologies and innovations. It’s almost like opening Pandora’s Box, given the rapid advancements in digital technology. We’re looking into areas such as artificial intelligence (AI), large language models (LLM), and augmented/virtual/mixed reality (AR/VR/MR). The landscape is evolving with smarter sensors, improved connectivity, and faster computing power, which, when combined, unlock even more possibilities.

 

This is where our name, TechBinder, comes into play—signifying our role in connecting these diverse technological elements. While we explore these innovations, our approach to commercialisation is guided by customer involvement, ensuring that new technologies align with practical needs.

 

Additionally, our physical demo centres and access to ‘trial’ vessels allow us to test and refine new features and technologies in real-world scenarios. Supported by a network of students and industry experts, we continuously scout for new opportunities and advancements in technology to enhance our solutions.



Vision for the Future: Looking ahead, what is your vision for the future of human-machine interaction, and how does TechBinder plan to contribute to this future?

 

For those who embrace change and new opportunities, the future holds incredible promise. Technology is continuously opening new doors and challenging traditional ways of working. At TechBinder, our goal is to help customers lead and excel in this evolving landscape. We focus on ensuring that investments in technology and innovation are effective and worthwhile, avoiding unnecessary developments that don’t deliver value.

 

We envision a digitally-driven maritime industry where technology empowers humans to excel and find satisfaction in their work. TechBinder is dedicated to partnering with organisations to achieve this vision, ensuring they stay at the forefront of innovation and efficiency. We are committed to transforming human-machine interaction to create a future where technology not only supports but enhances human capabilities and job satisfaction.

Savage Lighting

Savage Lighting Article Feature

Illuminating Innovation: Julie Clark’s Vision for Savage Lighting

In an industry where adaptability and creativity are paramount, Julie Clark, Managing Director of Savage Lighting, has carved a niche for herself as a trailblazer in marine lighting solutions. With over two decades of experience, Julie’s journey reflects her commitment to quality, sustainability, and innovation. Under her leadership, Savage Lighting has not only navigated the challenges of a rapidly evolving market but has also embraced opportunities for growth and collaboration. In this interview, Julie shares her insights on the company’s journey, the importance of customer relationships, and her vision for the future of marine lighting.

 

Click below to access the digital brochure version

Career Journey: Can you share your career journey and what led you to your current role as Managing Director at Savage Lighting? 

 

After leaving school with minimal qualifications, I had my first daughter at a young age. I decided to go back to school while being a young mum to study accounting. Shortly after two years, I realised that being an accountant was not for me, so I pursued further education in business and sales. I worked for various banks, large utility corporations, and IT companies before settling into self-employment, where I helped small businesses by implementing procedures and sales pipelines—from initial inquiries to following up on sales, accounts, payroll, and basically all administrative duties.

 

That’s when I received a call from a contact for whom I had done some previous work, asking if I could help a small, relatively new company that had only a team of three people for around six months. That was 23 years ago! I was informed that the office lady was due to go on maternity leave in about four weeks, so she would help show me the ropes. However, as babies do, hers decided to arrive the next day, so it was sink or swim time. Luckily, I have always been a good swimmer!

 

I had to navigate around the products while implementing procedures and dealing with customer inquiries. I am sure I drove the production manager insane with my constant questions. However, I soon started to learn the products, build relationships, and double the turnover within the first year. After six years, I was presented with the opportunity to acquire shares. In 2007, I became a shareholder and managing director. After various business partners—some retired and some simply did not work out—I became the sole owner in 2021 and have never looked back!

 

Company Overview: Savage Lighting has a strong reputation in the marine lighting industry. Can you provide an overview of the company’s history and its core areas of expertise? 

 

Savage Marine is known for its high-quality products. We offer a full turnkey bespoke service, as we engineer everything in-house. This capability enables us to create products as specified or desired by our clients. We work closely with interior designers, architects, owner teams, installers, and the shipyards.

 

Product Innovation: Savage Lighting is known for its high-quality, customisable lighting solutions. What drives your innovation, and how do you stay ahead of trends in the marine lighting industry? 

 

With dedicated in-house designers, R&D, and product engineers, we create and introduce new products and services. We constantly look at trends and the latest technologies that are new to the market or represent a substantial and novel iteration of an existing product. We listen to what our clients require and produce in-house from the initial concept through to the finished products.

 

We are continuously seeking improvements in components and materials, technical specifications, and other functional characteristics such as ease of installation and maintenance. Technology has advanced significantly over the last two decades. We now produce lighting that cleanses the area and kills bacteria, as well as lighting that works with the human circadian rhythm, helping our brains be more alert and productive.

 

Lighting has always been an essential tool to help us see when it’s dark, but it is now also available to enhance our mental well-being and clean our spaces.



Sustainability Initiatives: Sustainability is a growing concern across industries. How is Savage Lighting incorporating sustainable practices in its products and operations?

 

Savage Marine prides itself on minimising waste. We use fully recyclable metals to produce our products and offer a refurbishment service—why replace when you can refurbish? For example, if a client wishes to upgrade from an old halogen system to LED and some parts of their existing fittings are still usable, we can offer a full restoration and upgrade service, thereby minimising waste. We can also manufacture to suit existing cutouts, which eliminates the need for replacement overheads.

 

Additionally, we look at using recycled ocean waste materials in our manufacturing processes wherever possible. We are also set to have a new facility in 2026, and sustainability will be key to the design and build of the new headquarters.

 

Customer Relationships: How does Savage Lighting ensure that it meets the specific needs of its diverse clientele, especially in such a niche market? 

 

The superyacht world is a global industry, but it is also a very small community. I have always prided myself on offering the utmost level of service to our clients. I listen to what the clients want and deliver a first-class service along with a first-class product. Yes, we are all human, and errors can sometimes happen, but we will always rectify any issues. This commitment has earned us an excellent reputation within the industry and repeat business from our clients for over 20 years.

 

Technological Integration: How does Savage Lighting leverage the latest technologies in the design and manufacturing of its products? 

 

Lighting has changed significantly over the last two decades. When I first started, it was a simple halogen bulb that could either be turned on or off or dimmed using mostly a standard pot coil dimmer. The introduction of LEDs dramatically changed this landscape. LEDs outperform traditional forms of lighting, such as incandescent and fluorescent bulbs. They produce a much brighter light, contain no mercury (making 95% of the bulb recyclable), and have a lifespan of around 50,000 hours.

 

Now, we can change colours with the push of a button or a voice command, integrate lighting into our music, control it via Wi-Fi apps, and set scenes— the possibilities are endless. When it comes to product development, Savage Lighting ensures that their products have full technical functionality, allowing seamless integration with all high-end control systems.

 

Strategic Partnerships: Can you discuss some of the strategic partnerships Savage Lighting has developed and how these collaborations have influenced the company’s growth? 

 

With ever-changing technologies, it made perfect sense to collaborate with some of the industry’s leaders. As a manufacturer, we were approached by Crestron to develop a new range of fittings using the Crestron DMX C. We now have a full range of fully addressable fittings. These fixtures, utilising Crestron DMX, come with a built-in program for the circadian rhythm, allowing for ease of colour change. Using these on artwork or fine pieces can truly bring the colours to life.

 

They are easy to install, with no need for individual circuits, as all are addressable. This also gives clients complete control, enabling us to change the cluster of fittings at any time without the need to rewire—simply by changing the app.

 

In addition, we have collaborated with VYV Technology to create a range of fittings using their UV-Free Antimicrobial LED Technology, which kills viruses, bacteria, fungi, and mould on surfaces. Not only does this help control and eliminate viruses, including COVID-19, but it also reduces the need for harsh chemicals, making it more sustainable for the environment.

 

Collaborating with both of these companies has opened up a world of opportunities for Savage Lighting, including in the hospitality, residential, healthcare, and food preparation industries. Additionally, we work with key control experts like Crest System and MP Technical Solutions, which enables us to provide a fully experienced team for a complete lighting solution.

Challenges in the Industry: The lighting industry, especially for marine applications, faces unique challenges. What are the main challenges Savage Lighting encounters, and how are they addressed? 

 

Without a doubt, being a UK manufacturer exporting to the EU has brought some of the biggest challenges with Brexit. To enable us to trade seamlessly with our clients, we opened a European office in 2021. Additionally, the ongoing crises from wars have resulted in a downturn in new builds over the last couple of years. However, the refit market remains buoyant for us.

 

With our ability to manufacture and adapt our products for existing systems, we maintain a competitive edge in the refit market. There is no doubt that there is more competition in the industry; therefore, we must stay ahead by innovating, listening, and offering excellent products along with outstanding service.

 

Future Growth: What are your plans for the future of Savage Lighting in terms of expansion, innovation, and market presence? 

 

We have some very exciting expansion plans for Savage. With the recent award of planning permission for a new sustainable headquarters, which we hope to complete by 2026, we will be able to expand our engineering department, establish a new R&D technology centre, and create an in-house exhibition space. With our diversification into new markets, the future looks very bright!

 

Leadership Philosophy: What is your leadership philosophy, and how do you guide your team to uphold Savage Lighting’s standards of quality and innovation? 

 

I always encourage everyone to be self-aware, have respect for each other, and maintain a vision that looks beyond today. Collaboration is essential for forming the best team. Additionally, I believe in being passionate about what you do, having courage, and demonstrating resilience.

Kolberg Caspary Lautom AS

KCL Article Feature

Building a Safer Future: Vegard Solheim on Innovation and Leadership at Kolberg Caspary Lautom AS

In this interview, Vegard Solheim, CEO of Kolberg Caspary Lautom AS, shares his vision for the company’s future and its commitment to innovation in the maritime industry. With a legacy dating back to 1906, KCL is a leader in marine safety solutions, focused on enhancing the reliability of lifeboat systems and meeting the evolving needs of the maritime sector. Solheim discusses the company’s dedication to quality, flexibility, and sustainability, as well as the challenges and opportunities that lie ahead. Through a collaborative leadership style rooted in Norwegian values, he inspires his team to deliver exceptional solutions while positioning KCL for continued growth and success in a competitive market.

 

Click below to access the digital brochure version

Career Path: Can you share your background and career journey that led you to become the CEO of Kolberg Caspary Lautom AS?

 

About 25 years ago, I studied business administration and marketing and found myself at a crossroads after my bachelor’s degree: either continue on to get a master’s degree or gain some experience in the real world of work. I ended up with an opportunity to carry out a six-month engagement for KCL, where the task was to conduct internal and external analyses and prepare a five-year total business plan for the company to be decided by the board. I embarked on this engagement, believing it would provide me with useful experience before deciding on my further studies. The plan was presented after six months of work and was adopted. At the same time, I was offered a job as a trainee, where I was to serve as a product assistant, preparing campaigns and reporting to the company’s product department. The board wanted me not only to present the plan but to help execute it as well.

 

After six months as an assistant, I was offered a permanent position as marketing coordinator. I quickly discovered that the learning curve here was far steeper than at any university. In the next three to four years, a lot happened in the market, and the company’s main owner brought me along as his support for all processes, new business areas, acquisitions, and all strategic work.

 

In 2004, Kolberg Caspary Maskin AS merged with Lautom AS to become KCL. This merger introduced a new sector to the company, with in-house production and industrial products aimed at the offshore and marine segments, along with extensive experience in hydraulic systems. In this merger, I took on the role of sales and marketing director, where I was responsible for everything commercial in the company. During this time, we acquired and consolidated several industrial companies and streamlined KCL’s business areas according to plan, as they appear today.

 

In 2007, I naturally assumed the role of CEO and have run the company ever since, guided by a clear strategy and philosophy of high Norwegian quality in everything we do, with as much in-house production as possible, maintaining control over the distribution chain, and ensuring maximum flexibility.

 

Company Vision: What is your vision for Kolberg Caspary Lautom AS, and how are you positioning the company to achieve its strategic objectives in the market?

 

KCL is today one of Norway’s leading importers in several industries and markets and was established in 1906. We are a privately owned company and place quality, flexibility, and innovation first. That is the main reason we are soon to be a 120-year-old company—and this is the foundation of our vision. We have an industrial long-term view.

 

The vision for the marine safety sector is to make all lifeboats far more reliable and safer than they are today, with a fail-safe release system.

Core Offerings: Kolberg Caspary Lautom AS specialises in various maritime solutions. How do you ensure the quality and innovation of your products and services in this competitive industry?

 

We have over 50 years of experience with equipment and systems for the maritime sector. Traditionally, our production of systems is related to equipment on deck, such as drivetrains for cranes and anchor handling winches in the form of HPUs of all sizes and purposes. Today, there are major changes in the market, especially regarding electrification and the efficient use of all operating systems. This is an area we focus strongly on, and we follow the trends and needs very closely. In recent years, this has, among other things, resulted in us supplying frequency converters for the majority of all HPUs produced today. What sets KCL apart from others is that we base ourselves on tailor-made solutions, adapted to the customer’s needs—and manage the whole process, from drawing to finished operational and serviced solution.

 

To ensure the quality and innovation of our products and services, we only use components from world-renowned manufacturers and brands. These, combined with our own production department for critical components, ensure that we always have the best possible quality and, not least, innovation in our solutions. If we don’t have the component needed for a result, we simply create it.

 

Exactly this was also the case when we saw the urgent need for another solution for maritime safety for traditional lifeboats.

 

Lifeboat Release: So Simple Yet So Difficult

 

It sounds simple: lifeboat hooks should only do two things: release the lifeboat in every situation when needed and never allow an unwanted release. But factors such as high waves, dragging, on-load release situations, complicated user interfaces, and reset procedures add complexity, which is the main source of malfunctions. Unfortunately, no hook design has addressed all these issues satisfactorily so far.

 

KCL’s NOA-Hook: Everything is Different

 

Thomas Fabian, Chief Safety Officer at RCCL, describes the new KCL NOA hook features:

 

“While conventional lifeboat release systems have load forces applied to moving parts, the KCL NOA design connects the master link directly to the keel. This eliminates an unwanted release due to mechanical failure. There are no weak parts such as fragile locks, cams, or springs—the hook itself consists only of two very strong parts.”

 

Lifeboat Drills Made Easy

 

“The lifeboat crews are always changing, and complicated instructions are quickly forgotten. The KCL NOA system is extremely easy to operate, and the whole user instruction manual consists of fewer than 50 words. This minimises operational errors while drilling and allows safe operation in an emergency,” explains Thomas Fabian.

 

KCL NOA’s New Release Technology, Inspired by the Airline Industry

 

“Redundancy has been one of the core design elements,” according to Ragnar Jørgensen, the inventor of the KCL NOA hook system. “The KCL NOA-hook system features an electro-hydraulic release system, which is only pressurised when in use. In case of a power failure, there are two additional safety layers: manual hydraulic and fully manual release.”

 

Full Steam Ahead for KCL

 

“To start with, there has been a lot of resistance from the established lifeboat vendors, protecting their existing revenue streams and looking at innovation as a threat rather than an opportunity,” explains KCL’s CEO Vegard Solheim. “But in the long term, the need for a safer solution can’t be stopped—in the end, it is the customer who makes the decision.”

 

Industry Trends: What are the major trends and challenges in the maritime equipment industry right now, and how is Kolberg Caspary Lautom AS adapting to these changes?

 

For our part of the market, which concerns marine equipment on deck, electrification and power utilisation are the most important changes. Here, we are at the forefront and offer solutions for everything we deliver. When it comes to safety and lifeboats, the trend is that more and more people are waking up to the fact that something has to happen. Carrying out lifeboat exercises can pose direct and unnecessary dangers, and lives are lost. Undoubtedly, many near-disasters occur. One can only imagine the margins of error and the unnecessary danger that arise in a real emergency. In all humility, I believe we will be a trendsetter in the years to come. I think KCL NOA lifeboat hook systems are going to be the norm.

Industry Trends: What are the major trends and challenges in the maritime equipment industry right now, and how is Kolberg Caspary Lautom AS adapting to these changes?

 

For our part of the market, which concerns marine equipment on deck, electrification and power utilisation are the most important changes. Here, we are at the forefront and offer solutions for everything we deliver. When it comes to safety and lifeboats, the trend is that more and more people are waking up to the fact that something has to happen. Carrying out lifeboat exercises can pose direct and unnecessary dangers, and lives are lost. Undoubtedly, many near-disasters occur. One can only imagine the margins of error and the unnecessary danger that arise in a real emergency. In all humility, I believe we will be a trendsetter in the years to come. I think KCL NOA lifeboat hook systems are going to be the norm.

 

Technological Advancements: How is Kolberg Caspary Lautom AS incorporating new technologies into its products and services? Can you provide examples of recent innovations or upgrades?

 

Technological advances and upgrades are essential to success, even in a relatively conservative market and industry. It is one thing to adopt technology that is here to stay, but a greater challenge is to create innovation by combining old and new technology. I believe we have achieved this, especially with our electro-hydraulic safety solution for lifeboat hooks. Here, we have integrated existing technology from the aircraft industry into the control system and layers of safety, while simultaneously adding our own groundbreaking technology and design to the hook itself.

Sustainability Efforts: Sustainability is becoming increasingly important. What initiatives has Kolberg Caspary Lautom AS undertaken to enhance its environmental performance and contribute to sustainable practices?

 

KCL, like all businesses, has an impact on its surroundings and the environment. Our goal is to minimise this impact as much as possible. With a robust management system, such as ISO 14001, we ensure more profitable and efficient operations while keeping energy consumption and environmental impact to a minimum.

 

Society is increasingly concerned with preserving the environment, and our customers demand that we take a proactive stance on this issue and work systematically to reduce our environmental burden. KCL has recognized this and has implemented several measures and investments to achieve these goals, which also strengthen our position in the markets we operate in, setting us apart from our competitors. With ISO 14001 certification, we enhance ties with existing customers and can attract new ones.

 

In both existing and new buildings, we utilise 100% heat pump operation, which draws heat from 19 wells in the ground. This provides extreme efficiency in heating during the winter and cooling during the summer. A large portion of the roof of our facility is covered by solar panels. In an average year, the system can supply 208.4 MWh to the public grid, in addition to what we consume. These investments for everyone’s future mean that KCL has reduced its own environmental footprint by at least 70%. During an average Scandinavian summer half-year, KCL is a net exporter of energy. We have one of the country’s most energy-efficient and environmentally friendly buildings, coupled with optimal green operations.

 

In daily operations, everything is subject to strict recycling procedures. We reuse all packaging, cardboard, plastic, and wood. We recycle cardboard that cannot be reused by producing stuffing for all our outgoing shipments.

 

KCL has optimised its energy management and implemented measures to be as energy-efficient as possible. We recycle to the highest extent feasible and process emissions and waste as optimally as possible for our operations. Our environmental goal is to ensure that our total environmental footprint does not significantly increase with increased activity but rather remains at a similar or lower level. This is achieved by following the already established procedures in ISO 14001—Environment, Energy, and Waste Management.

 

The control function at the operational level involves departmental protection rounds that focus on environmental issues.

 

The control function at the verification level measures total annual energy consumption against value creation, weighted against the previous year.

 

Customer Solutions: How does Kolberg Caspary Lautom AS address the evolving needs of its customers? Can you highlight any recent projects or solutions that showcase your commitment to customer satisfaction?

 

Customer satisfaction is at the heart of all our business. We measure customer satisfaction continuously. For each project, we receive feedback on defined critical information that is always evaluated and measured.

 

Our flexibility and tailor-made customer solutions are among our main competitive advantages, often setting us apart from most others. This means that the customer only needs to describe their requirements, provide the measurements for the desired solution, and specify the scope and utility—and we create the solution. Our competent staff and production infrastructure, including our large local warehouse, enable us to meet our customers’ needs faster and better than others, allowing us to create more efficient and rational solutions quickly.

 

This philosophy also applied when developing the KCL NOA lifeboat hook. We recorded existing solutions and, by chance, the inventor himself took a private cruise and observed the weaknesses in the current systems. We spoke to the crew and gathered their general dissatisfaction and insecurity regarding these systems. We asked ourselves, “Is it possible to do this better and safer?” Consequently, we designed and engineered what we call a “game changer” in lifeboat hooks. We initiated an early dialogue with Royal Caribbean Cruise Lines (RCCL), and they found this innovation so groundbreaking and interesting that we had the opportunity to re-hook their first ship earlier this year.

 

The market reception has been fantastic, and we have begun to penetrate not only the cruise market but also the gas tank market, which requires safer and more efficient hook systems—not just for lifeboats, but also for FRC/MOB boats.

 

All these projects, and this entire business area, are the result of listening to our customers and developing tailored solutions.



Competitive Edge: What differentiates Kolberg Caspary Lautom AS from its competitors in the maritime sector, and how do you maintain a competitive advantage?

 

Our total market offering is what differentiates us from most others. We stock all components in our own building, have our own in-house production of all critical components with top quality, and maintain a distribution network of the highest class with maximum flexibility. With a highly competent staff that has continuity over a long period, combined with this infrastructure, we can effectively address and be at the forefront of our customers’ needs in the maritime sector.

 

To further secure these competitive advantages, we must remain loyal to our strategy and culture and continue to build our capabilities stone by stone.

 

Future Directions: What are your key strategic priorities for Kolberg Caspary Lautom AS over the next few years, and how do you plan to achieve these goals?

 

For the maritime sector, our strategic priority is focused on further market penetration of our lifeboat hook systems. We are concentrating on all passenger ships that have lifeboats, MOB boats, and FRC boats. This market is large and overdue for a much-needed better solution—something KCL now offers. Our strategy moving forward is to direct our efforts towards equipping cruise and passenger fleets worldwide with our game-changing KCL NOA lifeboat hook, ensuring that all passengers and crew have the safety they deserve at all times.

 

We are in the business of saving lives.

 

Leadership Philosophy: How do you approach leadership and team management at Kolberg Caspary Lautom AS? What do you believe are the most important qualities for effective leadership in your industry?

 

We are a Norwegian company, and this naturally influences our management culture and leadership philosophy. In our region of the world, local democracy has been part of our history for as long as we can remember. Therefore, we have a flat structure, where the culture and tradition dictate that everyone should be heard before important decisions are made. With us, nobody sits in their ivory tower. We help each other, support one another, and do what we must to succeed. This is a leader’s most important task: to inspire and make good things happen. Our experience is that the very best employees are those who, after good performance, get the opportunity to develop and take the next step within our organisation. It is very inspiring for all employees to feel seen and to know that as a leader, you always look within your own organisation to fill future positions. This is crucial for our business idea—in order to offer quality, flexibility, and competence in everything we do, we must build continuity and expertise over time with everyone.

My leadership is based on simple principles:

  • Listen more than you talk.
  • Give freedom under responsibility.
  • Never close the office door.
  • Encourage employees to enter the office not with a problem but with a proposal for a solution.

Culture eats systems for breakfast.

Waypoint Port Services

Waypoint Article Feature

Steering Success: Christopher Williams on Operations at Waypoint Port Services

In this interview, we delve into the professional journey of Christopher Williams, Operations Manager for North America at Waypoint Port Services USA LLC. With a rich family history in maritime and nearly a decade of military service on U.S. nuclear submarines, Christopher’s transition into the commercial maritime sector was seamless. He shares insights into his role at Waypoint, detailing the company’s commitment to innovative and high-quality service in port operations. Christopher also discusses the challenges faced in the industry, the importance of teamwork, and the strategies Waypoint employs to adapt to the ever-evolving maritime landscape. Through his experience, he sheds light on how the company maintains its customer-focused approach while navigating the complexities of the maritime environment.

 

Click below to access the digital brochure version

Career Path and Experience: Can you share your professional journey and what led you to become the Operations Manager for North America at Waypoint Port Services? 

 

I have been involved in the maritime industry since my great-grandfather served in the Pacific during World War II with the USMC. I was a sailor in the US Navy for a little under 10 years, serving on US nuclear submarines. The transition to the commercial maritime sector after my military service was easy. I started at Texas Marine Agency, then moved to NLI, where I was introduced to Waypoint and Scorpio Tankers, and finally returned to Waypoint.

 

Role and Responsibilities: What are your primary responsibilities as the Operations Coordinator, and what does a typical day look like for you at Waypoint Port Services?

 

I maintain a team of 8 individuals across North America who are in charge of port operations among the various ports and nations. My responsibilities include liaising with local authorities in the region for permits and procedures, procuring vendor agreements, seeking out new clients, managing the CRM for the operations team and customers, and accounting for daily billing and P&L in the various port operations.

Company Vision: Waypoint Port Services aims to be the preferred choice for port agency services. How does the North American division contribute to this vision, and what strategies are in place to achieve this goal? 

 

In simple terms, technology, innovations in port operations, and our people are Waypoint North America’s secret to outperforming the competition. The Agency has been around for hundreds of years, yet it hasn’t changed much since its founding. It’s time to innovate and be on the cutting edge. I see us as being at the forefront of the technological revolution for agencies, driving innovation. By combining this with Waypoint’s commitment to maintaining quality personnel over quantity—even during budget cuts—we recognize that our people are our business.

 

Operational Challenges: What are some of the biggest challenges you face in coordinating port operations across North America, and how do you address these challenges? 

 

We face several challenges in coordinating port operations across North America, including inflation affecting different territories and states, as well as constantly changing regulations due to political turmoil. Additionally, we deal with logistical concerns and pricing issues with vendors and existing agreements, which are also influenced by inflation.

Customer Focus: Waypoint emphasises high-quality, customer-oriented service. How do you ensure that the services provided meet and exceed customer expectations? 

 

Waypoint USA operates 24/7, and we strive to maintain a net-zero inbox across all our communication profiles. This ensures that all correspondence is received and answered, if not in real time, then by the end of the normal business day. With this proactive approach and our expert operators, we aim not only to execute operations with excellence but also to do so in the most cost-effective locations across the United States. This strategy allows us to outperform the competition in local ports by considering the larger picture, including average daily demurrage costs per vessel type and advising clients on the most economical ports for husbandry services.

 

Sustainability Practices: Sustainability is increasingly important in maritime operations. What initiatives has Waypoint implemented to promote sustainability within its port services? 

 

Yes, I have developed a Port Guide and Standard Operating Procedures (SOP) for all agents at Waypoint. Additionally, I work to maintain accurate CRM information regarding costs across the various ports to ensure precision in the face of ever-changing market conditions.

Team Collaboration: Can you discuss the importance of teamwork and collaboration within Waypoint Port Services, particularly across different regions and departments?

 

It’s crucial to have exact and precise communication when liaising with individuals from all walks of life, especially if the language being spoken isn’t their native tongue. Having the right staff and team members in place is essential to explain things clearly to upper management or other team members who may be confused, ensuring clarity in communication.

 

Maintaining a standard is also vital. To establish and uphold that standard, everyone must be on the same page with communication from top to bottom; otherwise, the process doesn’t work.

 

Being patient, kind, and understanding is important, and above all, it’s essential to remember that everyone was new at one point as well! The key is to listen to your team.



Adapting to Market Changes: The maritime industry is constantly evolving. How does Waypoint Port Services adapt to changes in the market, and what trends do you foresee impacting the industry in the near future? 

 

Waypoint intends to address the needs of the market and pursue them accordingly. Each region has its own unique “venture” to consider, and it’s about capitalising on those opportunities while maintaining quality. That is key—not overextending ourselves or making false promises. In this business, your word is everything.



EPSCO Group

Epsco Article Feature

Charting New Waters: Andreas Ioannou’s Vision for EPSCO Group

In this insightful interview, Andreas Ioannou, Owner of EPSCO Group, shares his journey and the core principles that have driven the company since its inception in 1995. With nearly three decades of experience in the maritime safety and service industry, Andreas reflects on the challenges and milestones that have shaped EPSCO into a leading provider of global fleet safety services. He discusses the company’s innovative approaches to client relationships, technological integration, and sustainability initiatives, all while maintaining a commitment to exceptional service. As EPSCO approaches its 30th anniversary, Andreas outlines his strategic vision for the future and the steps being taken to navigate the evolving maritime landscape.

 

Click below to access the digital brochure version

Founding Vision: Can you share the story behind the founding of EPSCO Group in 1995 and what inspired you to establish the company?

 

I was working for a major marine supplier in the early 90s but felt unhappy in what I perceived as a stifling corporate environment, where the bottom line was prioritised over providing excellent service. A turning point for me occurred during a customer visit when a superintendent shouted at me from across their office, stating that it had cost them less to fly a team from the UK to Rotterdam than to use our local service team for a safety inspection.

 

This incident made me realise that I should be providing solutions that benefit my customers rather than merely selling a product.

 

I left that position and set up EPSCO in January 1995. I am not ashamed to admit that the first couple of years were incredibly tough. I had a tiny office, a fax machine, and a PC. I could not afford air conditioning, and as you may know, summers in Cyprus can get very hot. So, I spent every day going out and knocking on doors. I had relationships with customers, but I had to prove that I could deliver on my promises, and it took time to gain their trust.

 

Thirty years later, we have a team of about 32 people, four offices, and our own FFE servicing facilities in Rotterdam.

 

Milestones and Achievements: EPSCO Group will soon complete 30 years. What have been some of the greatest milestones and achievements for the company over the years?

 

We were one of the first companies in the industry to introduce the concept of fixed fee fleet agreements for safety services in 2007. Since then, we have been imitated by much larger companies, but none have maintained the simplicity and effectiveness that we offer.

 

In 2008 and 2009, we opened our own sales offices in Hamburg and Singapore, respectively. In 2021, we made a significant investment in our own service facilities and sales office in Rotterdam, completing a 100% takeover this year.

 

In the past year, we have also undertaken a complete overhaul of all our management systems, which has provided us with much better control and oversight of our operations, allowing us to enhance our service to customers.

Global Fleet Safety Service: Your Global Fleet Safety Service Agreements are a significant part of your offerings. How do these agreements benefit your clients in terms of safety, efficiency, and cost-effectiveness?

 

It’s said that safety constitutes 1% of the budget but generates 95% of the headaches. Clients may have to arrange for BA Sets to be inspected in one port, fire extinguishers in another, and CO2 inspections elsewhere, among other tasks. This incurs costs not only in terms of pricing, transport, and overtime but also in the time they spend coordinating these services instead of focusing on their core operations.

 

We alleviate that headache for our clients, allowing them to concentrate on more pressing matters.

 

As mentioned earlier, we were one of the first companies to introduce this concept, born out of a desire to simplify safety services. Our agreement provides customers with a single price anywhere in the world, enabling effective budgeting while harmonising all their certifications by minimising the number of service calls required.

 

Additionally, we manage all service reminders and maintain all certificates on their behalf. Clients can access this information through our secure servers, where they can view service dates, check what services we have completed, and download certificates at their convenience.

 

Our Global Fleet Safety Agreements are designed to be straightforward, with no hidden clauses!



Technological Integration: How does EPSCO integrate new technologies, particularly in cybersecurity and marine safety, to stay ahead of industry trends and ensure the highest standards of safety?

 

We have invested significantly in improving and automating our management systems, providing us with a comprehensive view of customer preferences and buying trends to better assess their needs. Additionally, we have implemented regular penetration testing as part of our cybersecurity regime to identify and address any vulnerabilities within our systems, ensuring they are resilient against the latest attack techniques.

 

We also pay close attention to all SOLAS/IMO updates and ensure our customers are kept informed about these changes.

 

In terms of marine safety, our senior personnel maintain constant communication with manufacturers and developers of safety products to stay abreast of new innovative offerings. We anticipate bringing a couple of major developments to market in the upcoming year.

Sustainability Initiatives: What sustainability practices has EPSCO implemented to reduce environmental impact, and how do these initiatives align with global maritime regulations?

 

In today’s business world, being environmentally friendly and socially responsible is more important than ever. At EPSCO, we are working hard to make a positive impact, focusing on both environmental sustainability and community involvement.

 

Our company is committed to reducing our environmental footprint and has implemented a range of green practices. These include a target of becoming paperless, boosting energy efficiency, expanding recycling programs, and reducing carbon emissions through the use of mild hybrid company cars.

 

Since the pandemic, we have limited our travel and decided to continue this practice as much as possible by holding online meetings rather than flying, except when absolutely necessary.

 

One of our key goals is to achieve a zero-waste operation, further reducing our carbon footprint.

 

A significant part of this effort involves partnering with suppliers who also prioritise sustainability. By choosing eco-friendly packaging and encouraging a circular economy, we work collaboratively with our suppliers to minimise waste and tackle issues like plastic pollution and climate change.

 

EPSCO is also a member of CYMEPA (Cyprus Marine Environmental Association) and supports all their locally based activities.

 

Our dedication extends beyond environmental issues. We actively participate in and support various charitable initiatives. Employees volunteer for local events, such as the Distinguished Gentleman’s Motorbike Ride for Prostate Cancer, blood donation drives, and work at animal shelters.

 

We also donate all safety equipment and clothing required by a local volunteer firefighting team engaged in combating forest fires here in Cyprus, and we participate in community events such as the IMarEST clay shooting day.

 

These efforts contribute to creating a positive and supportive work environment where employees feel proud of their company’s impact.

 

Additionally, as part of our commitment to reducing environmental impact in our sales activities, we have taken on the representation of a UK-based company, Sonihull, which produces ultrasonic anti-fouling systems. These systems assist vessels in saving fuel, reducing CO2 emissions, minimising the need for biocides, and preventing invasive species from being transported to other regions through 100% green technology.

 

Ethical business practices are a priority for me personally. I value honesty and fairness in all our dealings and expect the same from our partners. This commitment to doing the right thing has earned EPSCO a reputation as a responsible and respected business.

 

Employee Development: How does EPSCO approach employee training and development, and what initiatives are in place to ensure the welfare and growth of your staff?

 

At EPSCO, we recognize that staff development and employee welfare have a direct impact on productivity. A company, any company, is nothing without its people.

 

We encourage ongoing mentorship and coaching for our newer team members, as well as the coordination of one-on-one meetings to keep communication open and honest.

 

Some of our key initiatives include in-house presentations and training from our resident fire services expert, regular team meetings to discuss any questions or issues, trips to supplier facilities, and visits to exhibitions and conferences. We also encourage our team to participate in maritime events and to take memberships in organisations such as WISTA or YoungShip.

 

To further support our staff’s well-being, we arrange regular team-building events, social gatherings, and informal evenings out for drinks, all aimed at boosting morale.

 

Given the nature of our industry, our team must be available 24/7. Therefore, we offer flexibility with working hours and remote working arrangements to ensure that our employees’ family obligations are met.

Client Relationships: EPSCO services approximately 3500-4000 vessels annually. How do you maintain strong relationships with your clients and ensure their needs are consistently met?

 

With a global network of service centres and partners, we can support our clients wherever their ships are located. This extensive reach ensures that we provide consistent service across different regions.

 

We have purposefully remained a small, proactive, and agile outfit. We prioritise our customers’ needs far more than simply “selling services.” Regular contact with our clients, whether through visits or online meetings, is essential. We frequently ask for their feedback on how we can improve our service offerings. This proactive approach helps us stay attuned to their evolving needs and preferences.

 

Each customer is assigned a dedicated account manager who serves as their primary point of contact. This ensures personalised service and a deep understanding of each client’s specific requirements.

 

Our fleet agreements are not a “one size fits all.” We tailor our agreements to meet the unique needs of each client, ensuring that we provide solutions that are both effective and efficient. This customization helps build trust and fosters long-term partnerships.

 

We understand the importance of timely service in the maritime industry. Our processes are designed to be efficient and reliable, ensuring we consistently meet our clients’ schedules and deadlines.

 

“Information is king.” We maintain clear and open communication channels with our clients, providing them with regular updates on the status of their services. This transparency builds trust and ensures clients are always informed.

 

Finally, from a personal point of view, maintaining personal contact with our customers is crucial. Being available to take a call at any time and discussing any concerns directly, rather than relying solely on email, is important to me.



Industry Challenges: What are the biggest challenges facing the maritime safety and service industry today, and how is EPSCO addressing these challenges?

 

There are several challenges currently facing the maritime safety and service industry, including the prevailing geopolitical climate. Ongoing geopolitical tensions significantly impact global trade and maritime operations. To navigate these complexities, we stay agile by closely monitoring developments and adapting our strategies accordingly.

 

The maritime industry is highly regulated, with stringent international, regional, and national regulations that are constantly evolving. At EPSCO, we ensure that we stay updated on the latest maritime regulations, which allows us to maintain compliance across our services and solutions. We have implemented robust compliance management systems to effectively monitor and manage regulatory requirements.

 

Another major challenge is the increasing digitalization of maritime operations, which makes the industry more vulnerable to cyberattacks that can compromise safety and operational efficiency. As mentioned earlier, we conduct regular penetration tests on our systems to ensure they are resilient against potential attacks.

 

Additionally, we face challenges in remaining competitive amidst rising costs, increased competition (some of which may not adhere to ethical practices), and price pressures from ship management companies. We strive to remain as cost-effective as possible by continually improving our processes to enhance efficiency.

 

However, we believe there is inherent value in the services we provide. We refuse to compromise on quality, and while we do our best to be competitive, we do not claim, nor do we aspire to be the cheapest option. We will not cut corners, nor will we partner with any entity that engages in such practices.

Future Vision: What are your strategic goals for EPSCO Group in the next five to ten years, and how do you plan to achieve these goals while continuing to innovate and expand your services?

 

Our goal is to continually improve our operations, and we plan to open more of our own servicing facilities in various regions over the next few years. This expansion will provide us with tighter control over the quality of service we deliver, a success demonstrated by our station in Rotterdam over the past three years.

 

Additionally, we will focus on innovative and sustainable new technologies that enhance safety on board. By integrating these advancements into our service and supply offerings, we aim to differentiate ourselves from our competitors.

MCTC

MCTC Article Feature

Pioneering Excellence: Christian Ioannou’s Vision for MCTC

In this interview, Christian Ioannou, CEO of MCTC, shares his journey in the maritime catering industry and the founding vision that has driven the company since 2012. He discusses the evolution of MCTC, highlighting the importance of tailored solutions and partnerships in enhancing crew welfare and operational efficiency. With a focus on sustainability and innovation, Ioannou outlines the company’s commitment to revolutionising onboard dining experiences and promoting the well-being of seafarers. As MCTC continues to adapt to industry challenges and customer needs, Ioannou’s leadership philosophy and dedication to corporate social responsibility set the tone for the company’s future growth.

 

Click below to access the digital brochure version

Founding Vision: Can you share the inspiration behind founding MCTC and how the company has evolved since its inception in 2012?

 

Having worked for ship management and ship-owning companies since 2004, a vital part of my duties as a Catering and Training Supervisor was to visit vessels worldwide, travel with the vessels to ensure that the needs of the crew were met, and create a supportive network as part of my crewing responsibilities. After spending significant time with the entire crew on board, from the Captain to the Cadets, it became evident that both the Deck and Engine departments had the necessary support from their office to address any challenges or requests they might face. However, the catering department lacked an assigned person ashore to communicate with and provide support for any challenges they might encounter.

 

My background in Culinary Arts, having graduated in Germany, allowed me to offer the necessary support to cooks remotely after returning to the office from my travels. This experience highlighted the need for better communication and support for the catering department while they were on board, facing various challenges.

 

In 2012, I founded MCTC to address this gap, and we have since evolved into one of the main players in catering management and training in our industry. Serving over 1,100 vessels and supporting our clients with all their catering needs—from supply chain management and training initiatives to motivational and wellbeing programs—has established us as one of the leading catering management and training companies in the maritime industry today.

 

Catering Competency Development: MCTC offers a Catering Competency Development Programme. Can you explain what this program entails and how it benefits the crew members onboard?

 

This program is the flagship initiative of MCTC and marks the beginning of our journey in 2012. Over time, it has evolved into a highly valuable service that we now offer to our clients free of charge as part of our Catering Management and Training packages. The program includes a variety of components such as training packages (both ashore and on board), motivational programs like nutritional support for the crew and their families, webinars, onboard visits, distance coaching while the crew is at sea, digital platforms with access to thousands of recipes and menus, digital supply chain management, standardisation processes for the catering department, green agenda initiatives, and much more.

 

Simply attending a short onshore course and checking a box is, in MCTC’s view, not the solution to the issues concerning proper meal standards in our industry. Our philosophy is holistic support—ashore, on board, at home, and at sea—not only for the crew but also for their families. Changing life habits cannot be achieved through a simple onshore upgrading course but requires a comprehensive 360-degree support package for the crew and their loved ones.

Partnerships and Collaborations: MCTC has partnered with several major shipping companies, such as TORM and Hapag-Lloyd. How do these partnerships enhance your services and what have been some key successes?

 


It is extremely valuable to us to have clients with such strong market reputations as TORM, Hapag-Lloyd, Navigator Gas, Hafnia Tankers, BW LPG, Teekay Tankers, and many others. All of our clients share our commitment to creating a better working environment and promoting healthier living on board their vessels. We LISTEN to our clients. Instead of offering a standardised package of services, we take the time to understand what is important to them. We then design and tailor our offerings to meet their specific needs, ensuring they receive the best possible service.

 

We present our clients with a detailed project plan, guaranteeing that everything we promise to deliver is completed ahead of schedule, with set milestones throughout the year. We have received very positive feedback from clients regarding the reduction of diet-related chronic diseases on board and the promotion of healthier eating habits. While these results cannot be achieved overnight, we are fully committed to our clients for the long term, and for that, we need their ongoing support.

 

There must be a good reason why more than 1,100 vessels of clients have entrusted us with this important task in the very short period of five years.

 

Impact of Nutrition on Crew Well-being: How does providing nutritious meals impact the overall well-being and productivity of the crew, and what measures does MCTC take to ensure high nutritional standards?


Let’s face it: the only thing that one looks forward to when on board a vessel is mealtime. If these meals are not up to standard or do not remind the crew of home, it can be a demotivating factor for many. When do we connect with each other? During dinners. Families always come together on holidays and during mealtimes. The same applies to our colleagues on board the vessels. They are far away from home, and their closest companions are the rest of the crew members. They need to spend time together and connect. This can only be achieved during mealtimes.

However, imagine if the meals served on board are of poor quality. The whole experience is destroyed; connections are not made, and the meal experience becomes counterproductive. Apart from the social aspect related to meals, a balanced diet is a necessity.

We need to ensure that everyone on board has access to a balanced diet that the cooks may sometimes struggle to provide. This is where we offer our support and guide the cooks by sharing menus that are appropriate for the nationalities on board, while also considering religious requirements.

Each daily menu must be developed to ensure that all crew members have access to healthy, balanced meals. Our goal is to design menus that meet daily nutritional recommendations and provide guidelines on how to prepare nutritious meals. The daily challenges they face significantly influence their health and well-being. The high demands of their work schedules often force them to rush through meals and choose ready-made food that is high in sugar, fat, and calories.

We emphasise educating all crew members on how to choose healthy foods and provide them with alternative options to meet their nutritional needs. We support them on a personal level regarding their dietary requirements based on their health history to avoid deficiencies and address possible health conditions. Knowledge is one of the greatest assets because it can influence them to change their lifestyle and prevent the development of chronic diseases.

Sustainability Practices: What sustainability initiatives has MCTC implemented in its catering services to reduce food waste and promote environmentally friendly practices?

 


MCTC is actively advancing sustainability in its catering services through several key initiatives. The company implements customizable 4-week cycle menus via its Estia platform, providing access to over 1,000 weekly menus and 2,000 recipes. This approach helps manage food waste by catering to specific dietary needs and using the planning calendar tool to create precise requisitions, ensuring that only necessary ingredients are ordered and prepared.

 

Additionally, MCTC is developing a Carbon Emissions Database for every food product on its requisition list, set to be available by the last quarter of 2024. This database will empower clients to make environmentally conscious food choices.

 

In an effort to reduce single-use plastics, MCTC is conducting case studies with vessels equipped with water filtration systems to monitor reductions in plastic bottle usage. The company has also signed the IMPA SAVE Pledge, committing to eliminate single-use plastic drinking water bottles on board by 2025.

 

Moreover, MCTC has assessed its suppliers’ environmental practices through a comprehensive survey, leading to initiatives that encourage the use of biodegradable wrapping film, reusable materials for pallet packaging, and other eco-friendly practices. These efforts are supported by ongoing educational initiatives that drive behavioural changes among collaborators, ensuring a sustainable supply chain and reducing the overall environmental impact of MCTC.

 

Training and Development: How does MCTC ensure that its galley staff are well-trained and up-to-date with the latest culinary skills and safety protocols?

 


At MCTC, we believe that onboard meals are vital not just for taste but for the health, safety, and well-being of the entire crew. Founded in Cyprus in 2012, we’ve grown into a global leader in maritime catering management, driven by a mission to revolutionise onboard dining through culinary excellence and thorough safety standards. Our team, including former chief cooks with onboard experience, provides continuous support to galley crews, ensuring they maintain high standards. We also create a safe space onshore where galley staff can seek assistance, addressing challenges and fostering their ongoing development.

 

Comprehensive Training Programs

 

MCTC’s training programs equip galley staff with the latest culinary skills and safety protocols to meet the diverse needs of seafarers. Our 360-degree development program offers tailored courses for both onshore and offshore settings, including:

 

Safe Food Handling and Nutrition Course: This e-learning program emphasises the importance of food safety and nutrition, ensuring that all meals prepared onboard meet the highest standards of health and safety. Following the completion of this course, MCTC conducts post-course feedback to monitor the performance of galley crews, ensuring they maintain high standards. If areas for improvement are identified, further training or guidance is provided.

 

Onshore Courses: Our onshore training includes both theoretical and practical sessions aimed at improving the skills of cooks. These courses focus on areas such as efficient kitchen management, cooking methods, menu planning, and baking, all designed to enhance meal variety and nutritional quality onboard.

 

Trade Tests: To ensure that galley crews are equipped with the required knowledge and skills, we offer trade tests that assess their competencies in galley operations. These tests help identify areas where additional training might be needed, ensuring that crew members are fully prepared to meet the demands of their roles.

 

Briefings: MCTC conducts online briefing sessions prior to galley staff’s embarkation to their vessels for their next assignment. These sessions cover the vessel’s catering management performance, any past challenges, the progress of the onboard courses, a demonstration of MCTC’s software, and provide an opportunity for participants to ask questions.

 

Customised Training and Special Training Activities: Recognising that each vessel and crew may have unique needs, MCTC offers customised training. These specialised programs can be delivered both onboard and onshore, addressing specific challenges and requirements to ensure that our clients receive a tailored approach to culinary excellence.

 

Ongoing Support and Innovative Initiatives

MCTC’s commitment to excellence extends beyond training. We also engage our clients’ crews through a variety of initiatives designed to foster continuous learning and improvement:

 

Cooking Competitions: MCTC invites catering staff aboard their vessels to participate in motivational cooking competitions during the festive period at the end of the year. A subject is announced each year, and the catering staff from each vessel are eligible to participate. The winner from the customer’s fleet receives an award from MCTC, promoting culinary excellence and healthy competition.

 

Webinars: We offer quarterly webinars that cover topics such as health and nutrition, food safety management, culinary development, and more. These webinars provide an interactive platform for crew members to learn and ask questions about the presented topics.

 

Onboard Visits: Our culinary training consultants visit vessels to spend time with the catering staff, offering support in all catering-related areas. During these visits, issues such as menu development, recipes, safe food handling, challenges in the galley, food waste, and inventory management are discussed. After the visit, MCTC provides a comprehensive report and detailed feedback to the customer.

 

Cook’s Day: Celebrated on May 30th, Cook’s Day is dedicated to the cooks on board vessels. We organise an event where any crew member can cook or bake to show appreciation to their cook, fostering a sense of community and recognition.

 

Newsletters: We issue biweekly newsletters prepared by our experienced food nutritionists, food technologists, and culinary training consultants. These newsletters provide valuable insights on healthy living, nutrition tips, and proper food storage techniques, directly supporting the wellness of your crew.

Adapting to Challenges: The maritime industry faces various challenges, including those brought by the COVID-19 pandemic. How has MCTC adapted its services to meet these challenges?

 

We were fortunate that most hybrid working methods had already been implemented at MCTC prior to COVID-19. When the announcement came that we should all stay at home, it took only a few hours to close the office and transition operations to a remote setup. As a result, MCTC did not face significant challenges in this regard, as processes for working online were already in place. Supporting our clients to ensure that their vessels received all the necessary provisions remained essential. More and more existing clients, as well as new ones, sought our assistance in restricted areas where strict lockdowns were enforced.

 

Customer Feedback and Improvement: How does MCTC incorporate customer feedback into its service improvement processes, and can you share an example of a significant change made due to customer input?

 

Solution-based services are central to MCTC’s philosophy. While we offer market-leading packaged services, we also take great care to understand the exact challenges our clients face. Whether it’s optimising the supply chain or developing their cooks and transforming the galleys on board into efficiently run departments, we work closely with clients to develop a customised project plan for the upcoming 12 months.

Throughout our service delivery, our team maintains constant communication with clients to ensure that their expectations are met. A key improvement suggested by one of our clients was to further enhance our reporting. Since then, we have significantly refined the analytical aspects of our client reports, which are now much more comprehensive and have been well-received by our clients.

Future Innovations: What future innovations or new services can we expect from MCTC to further enhance the dining experience and health of seafarers?

 

We envision taking catering management and training to the next level. Holographic training and remote support for our galley crews are areas we are currently developing. With the rapid improvement of onboard internet connectivity, we are confident that these offerings will soon become a part of our services. Innovation never stops. At MCTC, our philosophy is to reinvest in our value-added services every year to ensure that every single need of our clients is met.

 

Corporate Social Responsibility: Can you discuss some of MCTC’s corporate social responsibility initiatives and how they contribute to the maritime community and beyond?

 

MCTC demonstrates a strong commitment to corporate social responsibility (CSR) through a variety of initiatives that benefit the maritime community and society as a whole. At the core of MCTC’s CSR strategy is sustainability, which is embedded in the company’s operations. This includes a focus on environmental stewardship, as evidenced by its adherence to the ISO 9001 and ISO 14001 standards. These standards ensure that MCTC promotes sustainable practices and continuous improvement while fostering social responsibility in all aspects of its business.

 

Employee well-being is a top priority for MCTC. The company offers various programs to support both physical and mental health, including Stand-Up Paddleboarding (SUP) sessions, rooftop yoga classes, beach volleyball, gym memberships, and one-on-one nutrition consultations with an in-house nutritionist. MCTC also addresses employee mental health

In Association with:

Antai Marine, established in 2005, is a leading provider of marine equipment and solutions with a strong focus on quality and innovation. The company specializes in manufacturing deck machinery, propulsion systems, and offshore engineering equipment. With a global presence, Antai Marine delivers cutting-edge products that meet international standards, serving clients in sectors like shipping, offshore oil, and shipbuilding. Committed to excellence, the company combines advanced technology with sustainable practices, driving innovation in the maritime industry while prioritizing safety, efficiency, and environmental responsibility. Antai Marine continues to expand its footprint, enhancing the operational capabilities of vessels worldwide.

http://www.antaimarine.com/ 

Deckhouse Ship Supply is dedicated to serve you and your crew whenever you need. We physically serve from Brownsville, Texas to New Orleans, Louisiana including most of the parts of US Gulf. We will deliver any necessary supplies to your vessels at offshore, in port, at berth, at anchorages or off-port limits.

At the time of delivery we make sure that perishables are fresh, frozen products are well frosted, stores are clearly marked and are separated from beverages/foods and each ordered item you asked for is delivered precisely.

https://deckhouseusa.com/

G. Pierotti, established in 1962, is a renowned ship chandler and marine services provider, catering to the needs of vessels across the Mediterranean. Specialising in the supply of provisions, technical parts, and equipment, the company supports the shipping, yachting, and cruise industries.

With a strong commitment to quality and customer service, G. Pierotti ensures efficient, timely deliveries and customised solutions to meet the unique demands of each vessel. Backed by decades of expertise and a solid reputation, G. Pierotti continues to be a trusted partner for maritime operations, enhancing efficiency and reliability in port and at sea.

Home

RMS Marine Service, founded in 1993, is a leading global provider of marine supply and services, specialising in ship spares, provisions, and technical support. Serving the shipping, offshore, and cruise industries, RMS Marine operates from strategic locations worldwide, ensuring efficient and timely delivery to vessels in port and at sea.

The company is known for its commitment to quality, safety, and sustainability, offering a wide range of solutions, including ship repair, inspection services, and logistics support. RMS Marine Service continues to drive innovation and operational excellence in the maritime industry, building long-term partnerships with clients globally.

https://www.rmsmarineservice.com/

Sinwa is the Asia Pacific region’s premier provider of marine, offshore supply, and logistics
services, offering a comprehensive range of solutions. Founded in Singapore, Sinwa has
earned a strong reputation for reliability, operational efficiency, and unwavering commitment to delivering high-quality services.

Sinwa is committed to continuously enhancing our Quality, Environmental, Health & Safety
systems, ensuring adherence to international standards. We are certified in ISO 9001, ISO
14001, ISO 22301, ISO 45001, and ISO 22000, reflecting our commitment to excellence and our dedication to meeting the needs of the global maritime industry.

https://www.sinwaglobal.com/

ADA Marine, established in 1985, is a prominent supplier of marine equipment and services, specializing in firefighting, lifesaving, and safety systems for vessels and offshore platforms. With a focus on safety and compliance, the company provides high-quality products that meet international maritime standards, ensuring the safety of crews and cargo. ADA Marine’s comprehensive offerings include inspections, maintenance, and technical support for marine safety systems. Trusted by clients worldwide, ADA Marine combines expertise and innovation to deliver reliable solutions that enhance operational safety and efficiency in the maritime and offshore sectors.

https://www.adamarine.com/

Saifee Ship Spare Parts & Chandlers, founded in 1971, is a leading global provider of ship supplies and marine services, offering a wide range of products from provisions to technical spare parts. Serving the maritime, offshore, and shipbuilding industries, Saifee Ship ensures reliable and timely deliveries to vessels worldwide, backed by a network of trusted suppliers. The company is known for its commitment to quality and customer satisfaction, providing tailored solutions that meet the unique needs of each client. With decades of experience and a reputation for excellence, Saifee Ship remains a trusted partner for ship owners and operators around the globe.

https://saifeeship.com/

Cosmos Supply, established in 1990, is a leading supplier of marine provisions and technical spare parts, catering to the maritime and offshore industries across South America. The company specialises in delivering high-quality products and services, including food supplies, deck and engine parts, and safety equipment. With a strong focus on customer satisfaction, Cosmos Supply ensures efficient, timely deliveries to vessels in port and at sea. Their expertise and commitment to excellence make them a trusted partner for ship owners and operators, providing tailored solutions that support smooth and safe maritime operations.

http://www.cosmossupply.com.ar/

GAC Group

GAC Article Feature

Sailing Towards Innovation: Shanaka Fernando on GAC Group’s Future in Shipping

In this insightful Q&A, we explore the dynamic perspectives of Shanaka Fernando, Group Vice President – Shipping at GAC Group. With extensive experience in the maritime industry, Fernando shares his thoughts on the evolving landscape of shipping, highlighting the critical role of sustainability, digital transformation, and innovation. He discusses how GAC Group is preparing to meet emerging trends and challenges while maintaining its commitment to high-quality service standards. As the shipping industry navigates an era of significant change, Fernando’s insights provide a roadmap for future growth and success within GAC and beyond.

 

Click below to access the digital brochure version

 

Global Operations and Local Expertise: With GAC’s global reach and local presence in over 50 countries, how does the company ensure a consistent quality of shipping services across diverse geographies and regulatory environments?

 

As one of the world’s largest shipping agencies, GAC represents more than 3,500 principals and handles over 100,000 jobs annually. In addition to having more than 300 GAC offices in over 50 countries, GAC operates regional hubs staffed by specialists who understand local market dynamics and regulatory environments. This helps ensure a customer-first approach that combines our global reach with local expertise, enabling us to tap into our extensive network to tailor services that meet global, regional, and country-specific regulatory and operational requirements while maintaining a single global standard of excellence.

 

We also work with a network of trusted partners in locations worldwide where we do not have a direct GAC presence. The GAC Supplier Vetting System (GAC SVS) supports our company in maintaining an effective supplier vetting process, which is essential for our supplier management.

 

Standardisation is a critical aspect of our business approach. We employ standardised operating procedures and advanced in-house IT solutions across our network, ensuring efficient and secure operations wherever we go. This facilitates seamless coordination of information between offices and guarantees that our services consistently meet the highest quality benchmarks, regardless of location.

 

The GAC Corporate Academy (GCA), an ISO-certified learning organisation within the GAC Group, offers a range of core and job-specific courses to all staff. Utilising modern eLearning technology, workshops, and practical work-based learning methods, GCA provides programs covering areas such as Shipping Agency Operations, General Data Protection Regulation Awareness, Cyber Security Awareness, and IOSH Managing Safety. These programs are designed to improve business performance, operations, commercial skills, and personal and professional development.

 

We are committed to upholding the highest levels of the GAC Group’s Compliance and Ethics policy, ensuring that our practices meet rigorous compliance requirements and reflect our dedication to ethical conduct in all aspects of our operations. We emphasise compliance with international standards and certifications, such as TRACE certification and ISO 9001, to uphold strict quality and safety benchmarks. Our Quality Management System (QMS), based on ISO 9001:2015, enables us to document and improve practices to better satisfy the needs and expectations of our customers and stakeholders.

 

This commitment extends to our adherence to health, safety, security, and environmental (HSSE) standards, reflected in our HSSE Management System, which establishes Group-wide minimum standards for our business activities. This incorporates principles from the International Labour Organization (ILO) health and safety standards, ISO 45001 – Occupational Health and Safety Management Systems, and ISO 14001 – Environmental Management Systems.

 

Role in the Energy Sector: Given your extensive experience in the oil and gas sector and your role in the Middle East, how do you see the evolving energy landscape influencing GAC’s shipping services?

 

The energy industry is shifting from traditional operations to more sustainable and renewable projects, reducing investment in high-risk, capital-intensive exploration. Greater investment will be directed toward sustainably sourced power, with offshore wind currently dominating. However, other sources such as offshore solar panels and wave/tidal energy will also play a role, and innovative methods of creating sustainable energy are expected to emerge. Alongside the development of new technology, offshore wind, particularly floating farms, will expand into new territories in South America and Africa, similar to how oil exploration ventured into new frontiers and deeper waters.

 

Despite the accelerating transition to renewable energy, global demand for power continues to grow rapidly, which means a continued strong demand for fossil fuels. This transitional paradox is especially pronounced in the Middle East, which supplies more than one-third of the world’s oil and gas. While countries in the region explore alternative, sustainable energy sources, they also face renewed demand for oil and gas, particularly offshore. As a result, we expect increased demand for cost-effective, fast, and reliable support services, even as the offshore sector encounters significant challenges, including geopolitical issues, supply chain constraints, and stricter regulations.

 

GAC’s extensive experience in the energy sector, spanning over 60 years, positions us well to adapt to industry changes and emerging trends. Our understanding of local requirements, combined with strong relationships, allows us to quickly and efficiently address customer needs. We specialise in providing an integrated range of tailored upstream and downstream support for energy exploration, development, and extraction, as well as for the growing renewable energy sectors. Our strategic warehousing and yard storage facilities, along with base management hubs in Norway, the Netherlands, the UK, the US, the UAE, Singapore, Brazil, and South Africa, support a wide scope of offshore operations. Our GAC Hub Services team assists many of the world’s leading energy companies on a regional and global basis, from seismic surveys to wind farm installations.

 

To tackle supply chain challenges, we use regional consolidation hubs in the Middle East to stock critical spare parts with high transportation costs or short shelf lives. This approach provides rig managers with flexible access to necessary components, reducing costs and preventing shortages. Similar solutions are implemented in key energy locations globally. Owning our fleet of vessels, including workboats, tugs, and barges, further strengthens our supply chains. In a competitive environment where customers seek to drive down costs, GAC continually innovates, integrating advanced technologies and optimising processes for greater project and cost efficiency.

 

Our adaptability is crucial in today’s energy market, ensuring we provide reliable and efficient support to our customers. GAC is well-placed to meet this demand with our existing facilities and the ability to quickly set up and operate new supply bases when and where required. We understand the importance of growing in line with our customers and their projects to provide sufficient and cost-effective support services.

Navigating Global Challenges: The shipping industry faces significant geopolitical and inflationary challenges. How is GAC navigating these challenges while maintaining high service standards for its customers?

 

GAC prioritises commercial resilience, stability, and a measured approach to maintain high service standards. Geopolitical challenges, such as disruptions to trade routes and regulatory changes in different regions, impact the flow of goods and services. Our diverse service offerings and geographical presence allow us to adapt to market changes and continuously evaluate and benchmark against industry best standards, keeping us competitive and agile. By diversifying our portfolio and expanding our footprint, we mitigate risks associated with geopolitical instability and ensure that we can continue to provide reliable services to our clients regardless of external pressures.

 

Consistency and efficiency throughout our global network, along with the use of advanced technology and digital solutions, enable us to streamline processes to maintain high-quality service standards. By leveraging cutting-edge technologies like real-time tracking systems and automated documentation, we boost our operational efficiency and reduce the margin for error. Technological integration also ensures we meet stringent quality benchmarks and provides transparency for our customers.

 

We proactively assess risks by evaluating alternative suppliers, shipping routes, and inventory levels, creating robust backup strategies to ensure uninterrupted operations. Regular risk assessments and contingency planning enable us to respond swiftly to unexpected disruptions. By maintaining a network of reliable alternative suppliers and flexible shipping routes, we can quickly adapt to changes and minimise the impact on our supply chain.

 

Furthermore, optimising inventory levels helps us manage resources more effectively, ensuring we can meet demand even during periods of instability. This comprehensive risk management approach fortifies our ability to deliver consistent and high-quality services, regardless of external challenges.

 

Innovation and Industry Standards: Innovation is key in the shipping industry. Can you discuss any recent technological advancements or initiatives at GAC?

 

With Crew Desk Automation in GACagent, GAC’s in-house developed shipping operational system, the update of crew members’ passports and visa files is automated. It also generates crew, passport, and visa entries automatically. By reducing manual work and errors, this feature speeds up processing and ensures that documentation is always up to date, making operations more efficient and reliable.

 

Our Port Line Up digital solution is a comprehensive online visualisation tool offering real-time updates on port activities, including vessel arrivals, departures, and berth assignments. The standardised, up-to-date information improves voyage planning, reduces administrative workload, and supports better decision-making.

Digital Transformation in Shipping: How has the digital transformation impacted GAC Group’s efficiency and service delivery in the shipping sector?

 

Digital transformation requires balancing human expertise with technological innovation to better support our companies in a volatile and highly competitive market. GAC achieves this balance by investing extensively in our in-house IT department and training programs to ensure our workforce can effectively utilise our systems. Our ISO 27001-certified IT processes secure data across all our systems, allowing customers to prevent supply chain breakdowns, avoid delays, and reduce costs.

 

As the business technology landscape evolved, GAC identified the need to connect its global network of operations more effectively. Aware of the limitations of paper-based documentation, which can slow down supply chains and is prone to human error, GAC adopted automated and digital documentation processes early on. We introduced a proprietary and flexible management system to optimise shipping service efficiency, providing customers with real-time data, KPI reporting, and connectivity with their own ERP systems. This significantly streamlined operations, reduced manual intervention, and increased operational agility, transparency, and responsiveness across the Group.

 

Cybersecurity is a pressing concern, so ensuring the confidentiality, integrity, and availability of data exchanged over the 100,000 port calls GAC handles annually is crucial to maintaining trust and safeguarding sensitive information. By centralising multiple on-site data centres across 50 countries, GAC migrated to the Azure cloud to increase availability, bolster security, and advance data management. This centralised platform connects all critical systems, suppliers, and the customer network, facilitating seamless data flow. With this infrastructure, GAC can deploy new features 90 percent faster than before, boosting speed and agility in solving business needs.

 

People-Centric Approach: As GAC emphasises the importance of people and relationships in its business philosophy, how do you foster a positive and productive work culture within your team?

 

GAC has a proud heritage of investing in our staff, empowering them to be customer-focused and people-driven. They are always at the end of the phone, offering constant support to promote a truly interconnected supply chain. GAC employees around the world are given the opportunity to upgrade their knowledge through a range of courses offered by the GAC Corporate Academy (GCA), specifically designed to provide them with the training they need to meet the needs of our diverse customers. We also place a premium on their physical and mental welfare, both inside and outside the workplace, offering support when needed and training for staff members to recognize and assist colleagues who may be struggling.

Corporate Culture and Heritage: Reflecting on GAC’s history and your journey with the company since 1994, how do you think the company’s Swedish roots and seafaring heritage influence its corporate culture and business philosophy today?

 

Established in 1956 in Kuwait by a team of Swedish shipping executives, GAC Shipping marries the seafaring heritage and straightforward business customs of Scandinavia with the Gulf’s traditions of hospitality and strong personal ties.

 

GAC’s founder, Bengt Lindwall, believed in people. He recognized that good business was conducted by good people who were inspired, motivated, and valued. He laid down a set of caring values that still guide GAC’s approach to our people, customers, suppliers, and the communities in which GAC employees live and work.

 

That pioneering spirit and open attitude towards opportunities continue to define GAC today as we expand our geographical reach and range of services while applying an entrepreneurial mindset to new opportunities.

 

Now, from the Middle East to Africa, Asia, and the Americas, people everywhere have learned they can count on GAC to get the job done professionally and with a smile.

 

Sustainable Business Practices: Can you share insights into GAC Group’s approach to shipping services and how it aligns with the company’s commitment to sustainable practices, as highlighted in GAC’s roadmap to sustainability?

 

GAC is committed to decarbonizing and achieving carbon neutrality by 2050, aligning with global sustainability goals. Our Roadmap to Sustainability is grounded in the United Nations’ (UN) Sustainable Development Goals and focuses on reducing our carbon footprint, promoting renewable energy, and supporting sustainable practices across all operations. By prioritising ‘adapt, innovate, and reduce,’ GAC engages stakeholders to create long-term value while maintaining high service standards.

 

GAC is part of the Global Maritime Forum’s Getting to Zero Coalition, an alliance of more than 140 companies from the maritime, energy, infrastructure, and finance sectors working to accelerate the decarbonization of shipping by developing and deploying zero-emission vessels (ZEVs) by 2030.

 

Our approach includes comprehensive initiatives to assess and manage our economic, environmental, and social impact. For instance, GAC Norway was awarded the EcoVadis Gold standard, reflecting its dedication to sustainable practices across four core themes: Environment, Ethics, Labour & Human Rights, and Sustainable Procurement. This accolade highlights our collective commitment to continuous improvement and provides customers with confidence in our sustainability efforts. As an environmental advocate, GAC Singapore leads the Green Ally Champions, an alliance of 15 companies dedicated to sustainability initiatives supporting the UN’s Climate Action and Partnership for the Goals.

 

GAC’s operational changes are evident worldwide. Our offices in the Middle East are embracing solar energy, with warehousing facilities in Bahrain, Dubai, and Qatar integrating solar panels and renewable electricity sources. GAC UK has transitioned to electric forklifts in all its warehouses, a move aligned with our sustainability roadmap. Similar initiatives are underway at our offices in Denmark, the Middle East, and Asia, where electric-powered equipment is becoming the norm.

Future Industry Trends: Looking ahead, what are the major trends or changes you anticipate in the shipping industry, and how is GAC preparing to meet these future demands?

 

The shipping industry is poised to experience several major trends. Cybersecurity remains a top concern as digitalization continues to expose vulnerabilities that require constant attention. Sustainability is another key focus, with the industry striving to reduce its carbon footprint through alternative fuels, route optimization, and efficient port operations.

 

Data integration is becoming increasingly important, with customers demanding seamless integration into their systems despite the challenges posed by global standards.

 

We anticipate significant advancements in the industry, including the increased use of Artificial Intelligence (AI) for predictive maintenance, autonomous navigation, and route optimization. The shift towards clean energy will continue, with greater adoption of alternative fuels and energy-efficient vessels.

 

Maritime robotics, such as underwater drones, will gain prominence, and energy-efficient technologies will be integrated to lower fuel consumption and emissions. The Internet of Things (IoT) will enhance real-time monitoring of ships and cargo, while immersive reality technologies like augmented and virtual reality will improve training, engineering, and inspection processes.

 

GAC is preparing to meet the demands and seize the new opportunities these trends bring, ensuring we stay at the forefront of industry advancements and continue to provide innovative solutions.

The Workboat Association

Leading the Way: Kerrie Forster, navigating The Workboat Association’s Future

In this exclusive interview, we sit down with Kerrie Forster, the CEO of The Workboat Association, to explore his dynamic leadership journey and the strategic role he has within maritime. With over 20 years of maritime experience, Forster has navigated the complex landscape of the industry, rising from a part-time workboat crew member to the helm of The Workboat Association. Under his leadership, the association has seen significant growth and transformation, tripling its membership and expanding its influence and outreach.

 

Join us as Kerrie Forster shares insights into his leadership approach, the association’s mission to promote trade, skills, and safety standards, and the challenges and opportunities facing the workboat sector today. Discover how The Workboat Association is championing advancements in maritime safety, sustainability, and technological innovation, and learn about their vision for the future as they celebrate their 30th anniversary and prepare for the next phase of growth and development.

 

Click below to access the digital version

Professional Journey and Leadership: With a 20-year career in maritime, transitioning each-rung of the ladder from a part-time workboat crew member to CEO of The Workboat Association, how have your onshore and offshore experiences shaped your leadership approach?

 

Patience – quite simply. We all have different backgrounds, expectations, and thought processes. There is more than one way to skin a cat.

 

Having worked with many different nationalities in remote environments and thousands of miles away from home, you quickly learn that leading, working, managing, and behaving all require someone to remain adaptive, professional, thorough, but also amicable.

 

‘Collaboration without bigotry or prejudice’ is ultimately something that continues to go through my mind when making operational and leadership decisions. How can the decision I am making be influenced by any of the stakeholders around me? Are my eyes closed to something right under my nose? These are the questions I ask myself when considering the effects of my actions. ‘Can somebody that will be key to the success of my expectations either positively or negatively affect the outcome of the shared objective beyond my own experience or interest?

 

Maybe this means engaging early with front-line employees, pulling together key influencers and ‘best practice ambassadors’ for their opinions, re-assessing your internal skill sets, or when necessary, reaching out for help without feeling ashamed.

 

There are lots of people out there that do not willingly help others to succeed; maybe it is a fear of being overtaken, or simply that they struggle to have this connection with others. I found the right role models around me, with the right mentality and skill sets to show me everything they could. All I had to do was turn up, with a willingness to learn and an eagerness to do my best and achieve. The rest is simply a matter of time.

 

Workboat Association’s Mission: As CEO, how do you interpret The Workboat Association’s mission to promote trade, skills, and safety standards, and what are your top priorities for the association?

 

As a not-for-profit organisation run by constitution, our mission and objectives are clearly defined. However, turning these into ‘SMART’ based actions is the key. Transforming a broad objective such as ‘promoting skills’ into something specific takes some doing, but the key is focusing on the combination of such activities. Again, I return to asking myself the same questions: What are others doing? What has already been done? How do our needs differ from others? Where can we collaborate? Who can we learn from? Who are the role models?

 

I place myself in the shoes of different stakeholders: members, other key organisations, and non-members. I try to look at my thoughts through their eyes: How would I feel if I were them? How would I react? Would I want to engage? Would I share my opinion? Is there something for me?

 

Our priorities remain to support our members and their industry, to ensure that the workboat sector is thriving and well-regulated with suitable, but achievable rules and policy. We aim to ensure that the employees of the sector have good opportunities, a challenging but safe work environment, and sustainable operations achieved by the sharing of best practices and an emphasis on the evolution of technology, all pinned together with appropriate training, education, and certification.

 

We host regular workgroups and networking events, write guidance, exhibit at exhibitions and conferences, organise training and stakeholder sessions, support government and stakeholder organisations, and stand by to help any of our members with their business concerns. With over 200 member organisations, this keeps us all very busy!

Collaboration with Maritime UK: The Workboat Association’s membership with Maritime UK represents a significant step. Can you discuss the synergies between the two organisations and the benefits of this collaboration?

 

The Workboat Association joined Maritime UK in 2020, seeking to increase our political understanding and presence. Facing the uncertainties of Brexit negotiations, we played our role in shaping the future relationship between the UK and the EU. With the looming Brexit date and discussions of soft and hard Brexit, along with a rapidly decreasing timeframe and intense competition from other sectors, we knew we needed to be part of a larger coalition.

 

In 2020, as much of the world was in lockdown due to Covid-19, our seafarers continued to work at sea and in ports, part of a wide but often uncelebrated group of key workers. They ensured that the lights stayed on, supermarkets were stocked, cars had fuel, and hospitals had power and resources to operate.

 

Joining Maritime UK during this politically sensitive time was immensely beneficial for us. Maritime UK is an alliance of key UK maritime industry membership organisations. It serves as a focal point for government interaction and a conduit for excellent collaboration and networking.

 

Challenges in the Workboat Sector: What are the current challenges facing the workboat sector, and how is The Workboat Association addressing these challenges?

 

While I write this, the top four challenges for us are:

 

  1. Supporting UK business and trade in our sector following Brexit
  2. Developing and nurturing the small commercial vessel seafarer skills pool
  3. Steering industry to meet the global and national decarbonisation objectives
  4. Guiding and educating members and government on applicable policy and regulation

 

International readers may be surprised to see Brexit still at the top of the list, but it is the gift that keeps on giving… Five Prime Ministers later, countless Ministers, a huge number of civil service changes, and a continually changing rulebook—Brexit will remain one of our top challenges for a number of years to come.

 

Workboats (in majority) operate under domestic regulations, falling out of the convention vessel application due to their smaller size. Therefore, it is down to each country to decide what their applicable rules are in their waters and who they choose to let in and operate.

 

The UK’s departure from the EU, a significant workplace for many of our members, means that the expectations, intentions, and strategies of the EU/UK flag states have been given a good shake-up. The belt of “unity” has been unbuckled and expanded a few holes, giving more room for change, with each country’s Port State Administration and Immigration teams busy setting new policies to ensure that they put their own country’s workers and businesses first.

 

As a result, we see increased troubles for non-UK vessel owners and crew to work within the UK, and a forever-changing landscape for UK stakeholders to work in the EU, with each country setting different and evolving rules.

Advancements in Maritime Safety: Safety is paramount in the maritime industry. Could you highlight some key safety initiatives or advancements that The Workboat Association has championed or implemented recently?

 

Championing safety is a significant part of our work. In recent years, we have run annual safety campaigns on topics such as mental health, fatigue, recovery from water, access and egress, passage planning, PPE, dangerous goods, and emergency preparedness.

 

Sometimes we join forces with like-minded organisations, while other times we go alone, depending on the objectives set by our stakeholders and the target audience. We have previously collaborated with organisations such as The British TugOwners Association, IMCA, CHIRP, The Seafarers Charity, Port Skills & Safety, Marine Safety Forum, MAIB, and the MCA. Together, we have produced toolkits, poster campaigns, training sessions and webinars, guidance documents, flashcards, conference sessions, live drills, and much more. Many of the (downloadable) outputs of our safety campaigns are available free to both members and non-members via our website or through our stakeholders’ websites.

 

One of the most effective and long-lasting efforts we have been a part of regarding safety advancements is our committed and continued partnership with the UK’s flag state, the Maritime and Coastguard Agency (MCA). If there is any work being undertaken by the MCA related to small commercial vessels, we are always invited to take part, provide expertise or opinions, help draft documents, organise or co-host events, and be a part of training sessions, consultations, roll-outs, or campaigns. Additionally, we have a great relationship with many of the various departmental staff, which means we know exactly the right internal subject experts to liaise with or ask questions. This is something we are very appreciative of.

 

Sustainability and Environmental Initiatives: Sustainability is a growing focus within the maritime sector. How is The Workboat Association contributing to the industry’s move towards more sustainable practices?

 

I would say our role is as ‘Enablers’. We work with both industry and government to enable sustainable practices, technological evolution, and the necessary sharing, education, and networking to make it happen on time and effectively.

 

We host regular sustainability and decarbonisation events, support a wide number of applications and Joint Industry Projects (JIPs) for financial grants and exposure, and steer regulators to ensure the correct policies are in place to enable new technology to safely and successfully enter use.

 

Through partnerships and collaboration with various industry and government-backed research and funding offices, innovation centres, and task forces, we take a proactive approach to helping the whole industry meet global and national environmental objectives. I think we are very fortunate in maritime, especially within Europe, that the majority of us share the same enthusiasm for making a positive difference. Aiming high and committing to new investments is always made a lot easier when you are not doing it alone.

Impact of Technology: Technology is rapidly evolving in every industry, including maritime. What technological advancements do you see as most impactful for workboats, and how is the association facilitating technological adaptation among its members?

 

One of the biggest technological advancements in our sector within the last decade has been data digitalisation. Intelligent data recording and processing have significantly transformed maritime operations. It’s not just about artificial intelligence initially but the digital developments that have been changing and integrating into our world over the past 10 years. The ability to capture data and then turn it into something we can actually see and use has been revolutionary.

 

Data is being used in more clever ways across all maritime sectors, whether it manifests or stores records, deck logs, hours of work, planned maintenance systems, chart systems, NMEA data processing, safety management systems, communications, mechanical system displays, and reports. We now use advanced data processing and display systems to gauge wave heights before they even hit the ship, show how changes in certain mechanical conditions affect vessel performance live, provide more accurate weather and route forecasting, enable quicker and more effective incident reporting and mitigation, facilitate remote fault finding, monitor seafarer fatigue or activity patterns, guide training needs, improve and allow focused offshore communications, enhance stability analyses, and innovate mechanical deterioration and fuel usage tracking, whole body vibration, air quality monitoring, and much more.

 

Digital data advancements are one of the most powerful changes in the current maritime industry. When I started working commercially offshore in 2008, one of my duties was to take the vessel’s logbooks, tear out all the carbon copies of each log entry, and post them back to head office at the end of every month. Apart from a lucky or very broken phone call once or twice a week from the vessel’s superintendent, this was about the limit of the vessel’s connection with management. Ten years later, I was managing a globally operating fleet of vessels and staff, and I could hear colleagues getting upset that WhatsApp messages hadn’t been answered, even though they could see the messages had been read!

 

The evolution in data processing has been remarkable. Purchasers now can pick up their phone from bed, access all their emails, photos, and documents from their smartphone, go onto a webshop, order the parts directly, and inform the crew the part is on its way with an accurate delivery time without even having eaten their morning toast. The incredible data being collected and processed means that the next time the part needs ordering, a Planned Maintenance System will most likely pre-empt the item’s requirement and order itself, requiring somebody to just agree to the purchase and enter a delivery address.

 

The Workboat Association facilitates technological adaptation among its members by hosting regular events, workshops, and training sessions focused on the latest technological advancements. We also provide resources and support to help our members integrate these technologies into their operations, ensuring they stay competitive and efficient in a rapidly evolving industry.

 

Skills Development and Education: Given your role in nurturing a safety culture and responsible work ethics, what initiatives or programs does The Workboat Association offer for skills development and continuing education within the industry?

 

We are active members of the Maritime Skills Alliance and Maritime UK skills programs, and I am personally a registered Director of both organisations. I was recently also part of the UK Government’s UK Shipbuilding Skills Taskforce.

 

Skills, education, and the employment pool are significant and continuing challenges for all businesses – it is a never-ending, looping cycle, where all parts of the system are active at the same time!

 

For every worker at the end of their career, there is somebody at the beginning, somebody in the middle, somebody not reaching their potential, and somebody going unrecognised.

 

It is a matter of continuous resource, enthusiasm, and planning. It is never easy, and if it is, it is probably because something is being overlooked.

 

There are four quotes I like to remember on this subject:

 

  1. Lord Nelson: “We cannot control the weather, but we can prepare for it.”
  2. Anon: “What happens if you train your employees and they leave? What happens if you do not train your employees and they stay?”
  3. Richard Branson: “Train people well enough so they can leave, treat them well enough so they don’t want to.”
  4. Robert Burns: “The best laid schemes of mice and men go oft’[en] awry.”

 

There is always a chance, even in the simplest recruitment scenarios, to the most complex but most professional, that something will change and serious action needs to be taken. What happens if a pivotal employee suddenly goes off sick (or worse)? What happens if they suddenly, out of the blue, say they are leaving? What happens if that vital contract holding your company together suddenly goes ‘pop’? These are all big challenges for recruitment and skills, but with a good plan that encompasses all four of the quotes above, you are sure to be on the front foot.

 

Nobody is indispensable, but sometimes they are pretty significant!

International Collaboration and Standards: How does The Workboat Association engage with international counterparts to harmonise standards and best practices across the global workboat industry?

 

It normally starts with a telephone call or an email, and in a lot of situations it is reactive, directly requiring an answer or some work for a situation already in hand: “Good morning, I am one of your members and I need some advice…” or “Hello, you are talking with _____ from _____ flag state, I am on board a workboat and….”.

 

Quite often it is either a translation or interpretation issue or a difference in expectations. Maybe someone used to inspect larger convention vessels is used to a certain type of certificate that workboats do not carry or maybe a rule which small vessels are not required to implement. The crew and/or operator are trying to convince the surveyor that everything is ok, but the surveyor wants some kind of additional evidence etc. We step in as a third party to help the vessel crew/operator understand what the Surveyor is looking for (it can often be something completely unheard of before to many), or we are networking different government representatives together to get the information clarified directly.

 

Of course we would rather work proactively, spotting opportunities for confusion or gaps in policy/regulation and fixing them before an issue evolves, but it is not always possible. We take part in, and help secretariat many consultations and workshops – all with an eye to steer, rather than upset. Naturally we do our fair share of lobbying, but efforts and resources are normally best used if we can be a part of a process early on. I would much prefer to ease things into a better starting place, rather than having to get political or opposing once bills have already been passed. It isn’t nice for industry, and it isn’t nice for the regulator (who more often than not are doing things with the best intentions in mind).

 

Vision for the Future: Looking ahead, what is your vision for the future of The Workboat Association, and how do you plan to navigate the evolving landscape of the maritime industry?

 

2024 marks the 30th anniversary of The Workboat Association, and the General Committee is diligently developing a five-year plan to guide us from 2025 to 2030. This is my sixth year as CEO, and before that, I volunteered with the organisation as a Workgroup Chairman and General Committee member since 2014. Over the past decade, I have witnessed significant changes within The Workboat Association, both in terms of membership and activity. In 2014, our membership consisted of roughly 60 companies; today, we have just over 200. Previously, we employed my predecessor for ‘up to’ two days a week, and he worked alone, supported by an ad-hoc treasurer who contributed as needed. Today, we have a team of five working diligently behind the scenes to deliver on our members’ interests and objectives.

 

While our new strategy is still in the brainstorming phase—comprising pages of scribbles, doodles, brainstorming notes, and wish lists collected from members and stakeholders—it is now being translated into a strategic plan. This plan will be discussed by our General Committee at our next meeting. The work will continue throughout the year, with the intention of delivering a proposal at our AGM in late November 2024.

 

Until then, we have much to celebrate from our past 30 years. We are holding a celebration event, featuring a luxury river cruise on the Thames in September, for members and guests. This is a perfect opportunity to thank everyone who has helped us reach where we are today and those who continue to support our work. Ultimately, it is a chance to bring the membership together for a memorable event and remind them that ‘together, we achieve great things.’