cruise, offshore and HOs; ib ilww1.jeppesen.com/documents/marine/commercial/publications/i3.pdf · V is ib il ity Q13 4. 04 i3 • INTEGRATING INTELLIGENT INFORMATION IS A MAGAZINE

Visibil ity

Q4.2013

04

i 3 • INTEGRATING INTELLIGENT INFORMATION IS A MAGAZINE PUBLISHED BY

Making WavesThe digital boating community; ENCs in the search & rescue community.

Moving with the WavesFacts & fiction in the age of discovery.

Mastering the WavesIndustry insights: The ocean space race; embodying cruise, offshore and HOs; maritime multicasting.

Revealing the bigger picture

i 3 • INTEGRATED INTELLIGENT INFORMATION Data to the power of three. i3 magazine explores how radical transformation occurs and how integrated intelligent information fuels it.

i 3 is a magazine for partners and customers of Jeppesen. It is also available in PDF format at www.jeppesen.com/i3.

i 3 Creative CoMMons liCense.You are free to share content from i3 magazine — as long as you follow the Creative Commons license CC-BY-NC-ND 3.0. You must attribute the work with this text (Source: name of article/quotee, i3 magazine, www.jeppesen.com/i3.) and may not suggest in any way that i3 magazine or Jeppesen endorses you or your use of the content.

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There are many ways to create visibility. Paradoxically, even “turning a blind eye” to input and trusting your own judgment instead may do the trick…

The phrase “turning a blind eye” is often credited to British Admiral Horatio Nelson, himself completely blind in one eye. During the Battle of Copenhagen in 1801, with defeat looking likely, the then Captain Nelson was notified of a signal flag from Admiral Sir Hyde Parker ordering retreat. Nelson supposedly replied to his flag captain, “I have only one eye – I have a right to be blind sometimes.” Calmly raising his telescope to his blind eye and aiming it in the direction of the signal to withdraw, he continued, “I really do not see the signal.” Thus, having turned a blind eye to the signal of retreat, he continued to fight, and within an hour had secured victory.

Making WavesStories to help raise your gaze.

Myth buster! Seeing through myths in the Age of Discovery.p.6

Visibility

broadening the bandMaritime multicasting opens up new possibilities.p.24

helping boatersjoin the ConversationThe digital sailing community find new channels.p.10

enCs to the resCue Norway’s search & rescue service transitions to ENCs.p.12

Mastering the WavesStories that dive deep into marine issues.

THE MARKET

While the number of shipping companies has decreased, the total DWT has constantly increased in the same period:

THE FLEET

65.07% of the companies have less than 5 vessels, but only operate 9.27% of the total DWT. Fleets with 25+ vessels only represent 5.07% of the companies, but they operate 49% of the total DWT.

Distribution of shipowners per fleet size:

Market share according to fleet size:

Average fleet size:

6.62

4,573 vessels

100

200

300

400

500

600

700

800

NUMBER OF COMPANIES

NUMBER OF COMPANIES TOTAL DWT

2005 2006 2007 2008 2009 2010 2011 2012 2013

100

100M

200M

300M

200

300

400

500

600

700

800

2005 2006 2007 2008 2009 2010 2011 2012 2013

NUMBER OF COMPANIES OPERATING VESSELS 20+ YEARS OLD VESSELS 0-9 YEARS OLD

100

200

300

400

500

600

700

800

2005 2006 2007 2008 2009 2010 2011 2012 2013

AVERAGE AGE OF THE FLEET (YEARS)

5

10

15

20

2005 2006 2007 2008 2009 2010 2011 2012 2013

COMPANIES

The number of Greek owned shipping companies is 690

COMPANY OWNERSHIP

Despite the fact that European Banks have reduced the funding of Greek shipping and capital from US stock market has significantly decreased the last 3 years, the shipping crisis has strengthen Greek traditional Shipowners who had reserve significant capital in their register from previous years.

The price of vessels in the second hand market has gone down by 30% since 2008.

In the years 2011-2012 traditional Greek shipowners bought more than 400 second hand vessels and have almost overbooked Asian shipyards with new orders, especially in China.

As a result, companies are operating newer vessels:

The average age of the fleet has significantly reduced:

which is the same number as in 2005, and it has been decreasing over the past years.

6%are listed companies

<5 VESSELS

25+

<5 VESSELS

25+

400+(almost 9% of the fleet)

THE GREEK SHIPPING COMMUNITY

on the inside of eCdis Get your entire organization on the same page for ECDIS compliance.p.28

ÅLESUND REGION

STAVANGER REGION

BERGEN REGION

KRISTIANSAND REGION

HAUGESUND REGION

ARENDAL REGION

TROMSØ REGION

TRONDHEIM REGION

OSLO REGION

OFFSHORE ENERGYLorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus sed metus ac sem rutrum molestie. Nullam venenatis consectetur nisi id commodo. Nullam venenatis porttitor leo sit amet dapibus. Suspendisse potenti. Aliquam vulputate, velit vitae rutrum venenatis, nunc velit dictum tortor, nec varius leo nisi sit amet tellus.

SEAFOODLorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus sed metus ac sem rutrum molestie. Nullam venenatis consectetur nisi id commodo. Nullam venenatis porttitor leo sit amet dapibus. Suspendisse potenti. Aliquam vulputate, velit vitae rutrum venenatis, nunc velit dictum tortor, nec varius leo nisi sit amet tellus.

MARITIMELorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus sed metus ac sem rutrum molestie. Nullam venenatis consectetur nisi id commodo. Nullam venenatis porttitor leo sit amet dapibus. Suspendisse potenti. Aliquam vulputate, velit vitae rutrum venenatis, nunc velit dictum tortor, nec varius leo nisi sit amet tellus.

OCEAN INDUSTRIESThe Norwegian maritime industry has the added advantage of belonging to a wider cluster known as the Ocean Industries. With the second longest coastline in the world, Norway has many industries operating within the ocean space. These Ocean Industries, comprising shipping, offshore oil and gas, and seafood, are able to draw on each other’s expertise in the areas where their operations overlap.

an oCeaniC vision Norway’s maritime cluster leads the way to a new space race.p.20

ONBOARDFully integrated solution.• Antenna• Modem• Antenna Control Unit• Network Manager

IN SPACEMultiple interconnected satellite transponders deliver KVH’s mini-VSAT Broadband service globally, covering all shipping routes, offshore oil fields, and fishing grounds.

ANY TIME, ANY PLACE24/7/365 Call CenterOne call resolution for any hardware or service issue, with remote diagnostics and local technical support at every major port on Earth.

ON LANDSecure, regional teleport hubs equipped with advanced network management servers monitoring the network.

Corporate OfficesSecure connections from onboard network to onshore hubs for vessel-critical operations.

MOVIES & IPTV NEWSPAPERS

RADIO

TV SPORTS& NEWSCLIPS

ECDIS CHART

DATABASE DELIVERY &

UPDATES

WHAT’S IN THEMINI-VSAT BROADBAND?

EXISTING SERVICES

PLANNED SERVICES

WEATHER FILES &

FORECASTS

CREW SOCIAL MEDIA

TRAINING& e-LEARNING

on the radar:gerry larsson-fedde Insight from cruise, offshore and the hydrographic world.p.16

Moving with the WavesStories of transformation closer to home.

i3 • INTEGRATING INTELLIGENT INFORMATION4

QR cODEs On the pages of i 3 you will find QR Codes that connect you to inspiring digital content and product or service information.

TO usE A QR cODE:

1Use a camera-enabled smartphone or tablet.

2Find a QR code reader App on the phone (or download one).

3Scan the QR code.

4You will be quickly linked to digital content.

If you prefer, you can type the “short URL” beside the QR code straight into your web browser to access the same information.

W elcome to the fourth issue of i 3. Our mission is to share insight, promote dialogue with industry peers like you, and to explore how integrated intelligent information can radically transform global transportation.

Creating visibility – whether for maintaining situational awareness of vessels at sea, for assessing the performance of your fleet, or for understanding your exact location during a high-speed search & rescue mission – is a growing and critical challenge for the maritime community.

To be successful, we need to be masterful in managing and harnessing the tremendous amounts of data that are available to maritime organizations. This involves integrating and filtering these ever-growing data streams for particular situations and purposes. Only then – when we fully understand their meaning and can effectively associate them with our circumstances – do we experience data as useful information.

When coupled with experience and knowledge, this integrated set of intelligent information equips us to assess new and unknown situations, evaluate options and consequences, and ultimately make the best decisions possible. Integrated intelligent information therefore is essential in comprehending the big picture while optimally understanding the critical details.

This big idea - that intelligent information leads to better decisions – is what creating visibility is all about. One of our core goals is to help make the complex simple for our customers by making it easier transform data and information into wise decisions. This issue of i 3 presents stories related to visibility I hope will appeal to you both as a member of the global marine community and as an individual with an interest in everything maritime.

Our new On the Radar feature (pp. 16-19) will spotlight industry experts. First out is Gerry Larsson-Fedde, VP operations at Troms Offshore Management, who shares insights gained from a long career in cruise, offshore and the hydrographic world. Helping boaters join the conversation (pp. 10-11) looks at how pleasure sailors are using new digital community channels. In ENCs to the Rescue (pp. 12-13) Norway’s search & rescue service makes the transition to ENCs. To get a fix on the new ocean space race, read An Oceanic Vision (pp. 20-23). Broadening the band (pp. 24-27) shows how maritime multicasting is opening up new possibilities between ship and shore. Finally On the Inside of ECDIS (pp. 28-31) underlines the importance of getting your organization prepared for ECDIS compliance.

The marine community is helping transform the way the world moves. i 3 aims to help transform the way we communicate. This issue contains links/QR codes to help you access online information and insights. It also connects you with thought leaders and decision makers in the commercial marine industry via e-Navigation.com and its discussion group on LinkedIn.

I sincerely hope you enjoy your reading, browsing and networking!

Alex Zakroff, Vice President and General Manager, Jeppesen Marine


http://e1.no/uwWKVH

Q4.2013 • VISIBILITY 5

Making WavesFacts & fiction in the age of discovery.


Myth buster!Kicking off the Age of Discovery, one man did much to make the world more visible – Portugal’s Prince Henry the Navigator.

is famed navigation school was even located at the southern most tip of Portugal at Sagres, believed by ancient mariners to be the end of the earth. Perhaps his choice of this location indicates he was a fearless man who wanted to tackle the established “truths” of the oceans head on.

MotivatorWhile known as a navigator, there is actually no record of Henry ever going to sea. His admirable talent seems to have been master-minding discovery by inspiring others.

Again and again, the prince sponsored voyages into the unknown, encouraging his captains and sailors to go beyond their horizons. Over time, they benefited from significantly improved maps and better ships, but one obstacle remained: the myth of the Green Sea of Darkness, the area beyond the dreaded Cape Bojador (west

of the Sahara Desert, just below the Canaries).

According to legend, here the sun was so close to the Earth that it would burn sailors’ skin black, set ships on fire and boil the sea, where monsters were lurking.

Prince Henry was determined to overcome this challenge and offered riches to anyone who successfully passed the Cape. However, for more than 15 years, attempt after attempt failed.

triuMph at last! Success finally arrived in 1434 when explorer Gil Eanes rounded the Cape in one of Henry’s ships and managed, in spite of the myth and the area’s frequent, violent storms and strong currents.

Eanes’ approach was different than that of all of the previous expeditions, one of which he had commandeered. This time he avoided

H


supERsTITIONs AT sEA

Today’s sophisticated mariners have the latest technology at their beck and call to support their navigation. But, the sailors of yesteryear followed many superstitions to make the uncontrol-lable seas seem more manageable. Here are just a few:

• Never set sail on a Friday.

• Don’t change the name of a ship.

• Tattoos give luck, protection and power. (The North Star was a popular image as wearing this symbol was said to help the sailor find his way home safely)

• Whistling brings on wind, which can be needed but can also cause a storm.

• Red skies predict the weather, good or bad depending on when they occur. (Red sky at night, sailor’s delight; red sky in the morning, sailor’s warning.)

• Birds at sea carry a dead sailor’s soul and should never be killed – or even touched.

• A shark following a ship is an omen of death but dolphins doing the same is good luck.

1394 Born in Portugal, son of King John I of the Aviz dynasty

1415 Masterminds the Portuguese invasion and capture of Ceuta, a valuable port in North Africa

1419 Initiates a school for navigation – an influential community of scholars under his direction and likely “in action” throughout his life

1420 Receives a papal bull, proclaiming him Grand Master of the Order of Christ, which brought funds and political power to support his later exploration

1427 One of his navigators discovers the Azores, later colonized by Portugal

1434 Sponsors expedition that is the first able to successfully sail south of Cape Bojador, considered impassable up to this point

1440 Directs development of the caravel, a new and lighter ship based on Arab technology that enables further and faster sailing

1441 Sends expedition that reaches Cape Blan-co, where Mauritania and Western Sahara meet

1444 - 1446 Sends as many as 40 vessels out to explore from Lagos

1460 Dies at his villa near Sagres, and his nephew, King John II, continues his work, with exploration going further south and then east and throughout Asia

prinCe henry the navigator

While there is no definitive account of Henry’s life, there are some highlights and approximate timeframes to guide curious historians.

SAGRES

CApE boJAdoR

GAMbIARIVER

CApE pALMAS

sailing in sight of land, instead charting a wide course into the Atlantic before turning back toward Africa. The result was that when the ship once again saw land, the feared Cape Bojador was already passed.

Just like that, the folklore around the Sea of Darkness was shown to be fiction. This achievement gave significant visibility, literally and figuratively, into an infinite range of possibilities.

World eXplorationNot only did it open the African coast to navigators, but also led to the enlarging of other previously accepted geographical boundaries. The idea that there were any “ends of the Earth” was gradually dispelled. When the Age of Discovery came to a close in the 17th century, Europeans had explored Africa, the Americas, Asia and Oceania. ●

Optimal routes for efficient performance.With shipowners and operators striving to improve efficiency, captains need to plan and maintain optimal routes. Jeppesen Professional Services vessel routing service provides captain-to-captain support, plus weather and route analysis, to keep your vessels on track.

Choose Jeppesen – A BOEING COMPANY

jeppesen.com/vessel-routing

Captain-to-Captain

Meet us at Marintec, 3-6 December. Stand No. N3K25.

Movingwith the WavesThe digital boating community; ENCs in the search & rescue community.


pLAN2NAvFor more information about Plan2Nav, visit

http://e1.no/l9Xxy

Plan2Nav is available for iOS and Android, while ActiveCaptain is only available on Android.

Helping boaters join the conversation

Your guidebook says the marina you’re approaching has showers, but are they clean? This type of nitty-gritty detail is now just a tap away, thanks to ActiveCaptain on Jeppesen’s free Plan2Nav app.

nly fellow boaters can answer questions like: “Where’s the cheapest fuel?” or “Which marinas should we avoid?” And you won’t find honest outbursts like: “They’re charging how much for that dump?” in the guidebook.

The other trouble with guides is they quickly become outdated. Phone numbers and services change, attractions close, shops alter their hours. All this can wreck your boating plans. Ask high-tech entrepreneurs Jeff and Karen Siegel. Arriving, after a two-hour dinghy ride, at a chosen hole-in-the-wall restaurant, to find it closed wasn’t exactly the anniversary surprise they’d wanted.

Frustrations like this, coupled with a lack of information on anchorages, hazards and bridges, as well as limited marina coverage, led the pair to develop the online service ActiveCaptain. Its mission is to provide critical cruising data and boating information from boaters around the world.

Noting the success of crowdsourcing portals like Wikipedia and TripAdvisor, where an online community offers

information, opinions or ideas, the Siegels decided this would work for boaters. So ActiveCaptain gives real-life observations and up-to-date information from captains on the water. The service covers everything from dangerous shoaling and off-station NavAids to tricky currents at popular inlets.

poWerful toolUsers of Jeppesen’s Plan2Nav mobile app can now access ActiveCaptain’s extensive database of local information. Combined with Plan2Nav’s features and Jeppesen Professional+ charts, Android users now have a powerful tool for use afloat and in ashore. Plan2Nav users can access ActiveCaptain offline and update it whenever they have an Internet connection.

“The detailed local information provided by ActiveCaptain is a perfect complement to Plan2Nav,” says Francesco Altamura, Jeppesen senior product manager. “It allows boaters who are on the water every day to act as ‘eyes and ears’ for us all. This collaboration will enhance safety and enjoyment for boaters, whether

O


FROM MEDIcINE TO bOATINGThe Siegels’s first company, Evergreen Technolo- gies, developed the first software product to receive an FDA approval for clinical diagnostics. The product, MedVision connected to CT, MRI, nuclear and ultrasound devices and used PCs and Macs as diagnostic tools.

The couple also produced a tiny electrocardiogram device that uses a Palm personal digital assistant (PDA) as its viewing device. It is still available today and has won many awards.

“We realized these palm-sized devices could be used in many areas. As we started cruising, the entrepreneurs in us kept coming up with ideas on how they could be used for boating.

“There’s not much difference between the medical imaging we did with MedVision and the imaging we do to display nautical charts,” says Jeff.

Those 25 years of imaging experience is why their software pans and zooms nautical charts so smoothly.

they use Plan2Nav for voyage planning or as a back-up navigation system.”

To ensure accuracy, ActiveCaptain verifies information before making it avail-able to other boaters. Unedited personal reviews and comments on marinas, anchorages and more are also a feature.

“ActiveCaptain provides data that chartplotters do not, or do not do well,” say the Siegels. “We collect over 120 data fields on marinas from contact information to amenities to nearby points of interest. Boaters can create, rate and comment on anchorages and navigation hazards. We call it ‘capturing the conversation’ and it’s our way of recording the casual local knowledge between boaters.”

CritiCal pointsBesides being avid boaters, this couple from Maine in the United States has been building high tech companies since the 1980s, mainly in the medical device field. Karen has an MBA in marketing and has worked for Apple. Jeff has 40 years of experience as a software developer.

According to the two, Jeff comes up with hundreds of ideas and Karen weeds out the dreams from potential projects.

“When we began designing ActiveCap-tain, we knew there were a few critical points required for long-term success. First, facts needed to be validated to prevent accidental and intentional errors. There is a sophisticated backend system on the ActiveCaptain server that facilitates this process, which is continually being refined,” they say.

Then there had to be a way for boaters to give unbiased opinions and comments. The Siegels set some basic rules for user comments: family friendly, truthful, no personal attacks. But otherwise they are untouched.

Finally, the pair had to merge the data with chartplotter data to bring all the pieces together for the plan-ning and execution of boater travel.

According to the Siegels, the most popular part of ActiveCaptain is the reviews and comments from boaters because these uncensored opinions aren’t

found anywhere else. Boaters can read what others have experienced at a marina or anchorage and see what they found when passing a navigational hazard.

neW CapabilitiesAs one boater put it, “Sometimes we need more than just chart data or a name, address and phone number. Sometimes we need someone’s personal experience and perspective.”

About 20 percent of ActiveCaptain’s 200,000 users access the data online on the website. The other 80 percent access it via offline applications such as Plan2Nav, say the Siegels.

“We continue to use our own experience as active cruisers to define new capabilities that we want to make our cruising lifestyle safer and more enjoyable. Our newest project is eBoatCards, which is set to combine ActiveCaptain’s knowledge base with social media,” say the couple.

“We’ve learned that our users have a lot of information to share and we want to provide more tools to let them do this,” adds Jeff. ●

AcTIvE cApTAIN’s cOMMuNITY:

200,000 ActiveCaptain users

80% access the service via offline applications such as Plan2Nav

© B

OB S

TOpp

ER, L

yONS

, Ny


ENCs to the rescueIf you ever have to make a mayday call from your yacht, you’ll want to hear that the rescue service is on its way. In Norwegian waters, the Norwegian Society for Sea Rescue (NSSR) will probably be your savior.

rom the Norwegian Society for Sea Rescue headquarters in a modern office complex on the outskirts of Oslo, I can see one of their vessels docked in the nearby Oslo fjord. For Norwegians, its characteristic color scheme and logo conjure up fond memories of Elias the Little Rescue Boat, the Society’s official mascot and main character of an animated children’s TV series nominated for the Emmy Awards.

Elias and the Society are much loved in Norwegian society, where supporting the century-old rescue service is a long-standing tradition. In the past, fishermen’s wives held bazaars to raise funds, today Norway’s top sports stars willingly promote its activities.

The Society is also a favorite with Norway’s shipping community, which has donated a considerable number of its ships and vital equipment. This is evident to Rikke Lind, the Society’s secretary-general, from her involvement in the Norwegian government’s maritime strategy and experience from the Norwegian Shipowners’ Association and Norway’s Maritime Forum. “Without the shipowners and maritime industry that support us, we would not be here,” she underlines.

state-of-the-art support Jeppesen and the Norwegian Hydrographic Service (NHS)/PRIMAR recently announced they will donate free Electronic

Navigational Charts (ENCs) to the NSSR fleet. This is the latest develop-ment in an 11-year relationship whereby Jeppesen has provided NSSR vessels with digital charts, regular updates and supplementary data, as well as IT support.

Delighted with the donation, Rikke Lind emphasizes, “We have a very good cooperation with Jeppesen. With a fleet that is involved in some 7,000 missions a year, we really need to have state-of-the-art equipment onboard our vessels.”

Egil Aarstad, managing director at Jeppesen Norway says Jeppesen is proud to support the Norwegian Society for Sea Rescue, a “very worthy organization that goes out in all kinds of weather to save lives and rescue people in distress.”

Although most of the Society’s operations involve assisting a boat into the nearest port after engine problems, lack of fuel or a broken sail, and are not very dramatic, saving lives is its top priority. The statistics are telling: during the last decade the NSSR has assisted 130,000 people, saved 300 lives and prevented 1,000 ships from being lost. Its 44 vessels maintain a 24/7 service along the Norwegian coast, aiming to reach any incident within an hour – no mean feat considering that only Canada has a longer coastline than Norway. To do so, the NSSR has almost 200 professional seafarers, who live and work onboard ship on 28-day rotations, and around 1,000 volunteer crew.

F


teaCh safety early Although hardly a professional seafarer, Rikke Lind is a safety-focused pleasure boater and well aware that “high drama in high seas” is a very real experience for the Society’s crews. “Too many people lose their lives at sea,” she says, “Yesterday one of our crews was called out to a very dangerous, critical situation and helped save the lives of five people off [the western Norwegian island of] Hitra.”

If this wasn’t enough to bring home the seriousness of safety at sea, my safety conscious boating enthusiast of a son points out that the statistics place me, as a male over 40 and sports fishermen, in both the high-risk groups for accidents at sea. That brings us back to Elias the Little Rescue Boat, which is used by local NSSR groups, and schools and kindergartens, to teach children about safety at sea. The reason for reaching out to young people is that they influence the rest of the family. Rikke Lind, a mother of five, confirms this: “My kids often give me advice. If we can reach out to young people about using a life jacket and how to behave in a boat, I think they will remind their mums and dads too.”

safety at sea – vieW froM bridge Kjell-Reino Christiansen was involved in more than a few rescues during his decade as an NSSR rescue boat captain. As part of what is typically a three-to-four-person crew, he served along the Norwegian coast from the south, with its flotillas of pleasure craft, to the west and north, where fishing boats, large tankers and offshore vessels are more common.

Christiansen explains that with NSSR

rescue boats capable of doing 40 knots in rough seas they have to have redundant systems. “We need two engines and propellers and two sets of navigational equipment to ensure that we can complete a mission if a system fails.”

Like other experienced NSSR captains, Christiansen is an electronic chart “super user” and can tell me that high-speed rescue operations also pose a number of challenges for charting systems. “Although we use radar as our primary navigation tool, the charts have to be constantly updated because of the many undersea reefs and obstacles found in Norwegian waters. We often discover and report these ourselves, as our missions take us close to shore, or into narrow, shallow and remote sea areas away from the major sea lanes.”

All NSSR rescue boats are equipped with TELchart ECS electronic charting systems and Jeppesen Professional+ electronic charts, which are updated weekly. The charting system must also be able to interact with the GPS at high speed to maintain a fix on the ship’s position. “It’s a very, very fast system, updating 10 times per second. If the chart plotter was unable to keep up, we just couldn’t do fast search-and-rescue missions in bad weather, darkness or snow. So we are very pleased to have the TELchart and Jeppesen Profes-sional+ charts onboard,” says Christiansen.

enCs to the resCueAlthough not yet required for the NSSR fleet, international legislation requires larger ships to phase in ENCs as a primary means of navigation. However, the NSSR is already charting its own unique course towards

ECDIS compliance. The NSSR Seafarer School uses ECDIS to train crews in high-speed navigation and other navigation exer-cises. Newer NSSR vessels have an ECDIS onboard, which will now utilize ENCs from Jeppesen and the Norwegian Hydrographic Service. At the moment though, NSSR crews are still using their TELchart plotters because the ECDIS –being an international standards system– doesn’t integrate with other equipment onboard, such as the radar.

Jeppesen will back the ENCs with online digital updates and extend its support of the Society’s transition to ECDIS, says managing director Egil Aarstad. The Norwegian Hydrographic Service/PRIMAR will update the ENCs. Jeppesen, a Boeing company, has had a long collaboration with the NHS, having provided the dKart Office software tools the NHS uses to produce paper and digital charts since 2006.

NHS director Evert Flier describes Jeppesen as a “long-term strategic partner for ENC distribution” and underlines how correct use of ENCs reduces the chance of accidents at sea. He also emphasizes the importance of ensuring that those involved in search and rescue operations use the same high-quality ENCs as profes-sional SOLAS shipping is obliged to.

“Giving the NSSR free access to Norwe-gian ENCs does just that. The solution provided is an excellent example of public-private cooperation between PRIMAR and Jeppesen. This is a good day not only for NSSR, NHS and Jeppesen, but for all mariners relying on NSSR services when sailing along our coast,” Flier concludes.

Even a 40-something fishing enthusiast like myself can feel reassured hearing that! ●

© R

EdNI

NGSS

ELSK

ApET

Cut through the complexity of managing ENCs Make a simple transition to paperless navigation

Global ENCs always available for voyage planning & navigationOne annual invoice and license No additional softwareEasy chart updating

Choose Jeppesen FlatFee

jeppesen.com/flatfee

The ENC Revolution

Meet us at Marintec, 3-6 December. Stand No. N3K25.

Mastering the WavesIndustry insights: The ocean space race; the embodiment of cruise, offshore and HOs; maritime multicasting explained.


Gerry Larsson-Fedde

Gerry Larsson-Fedde shares some key industry insight gained from his experiences of the cruise industry, the hydrographic community and the offshore services sector.

he shipping & offshore sectors seem to overlap more and more. Which factors are driving this convergence?

It’s a combination of the fact we use a lot of the same people and technology and that most of the regula-tions are similar. Regular shipping and offshore share a technology focus on fuel-optimization systems and propulsion innovations like Azipod.

Our vessels are also getting similar. Even regular supply vessels − in essence just trucks going back and forth to a rig with cargo or garbage − are becoming more sophisticated. The way they operate, the areas they operate in, and the move into arctic areas mean that they have to meet a lot more requirements. So there is actually not a big difference between, for example, a 300-meter cruise ship and an 80-90-meter supply vessel when it comes to equipment and the knowledge required to operate them.

Vetting and audits are now an everyday concern for cruise ships and offshore vessels alike. Today this is basically done while the ship is alongside a pier by a clas-sification society, vetting company or oil company. I think there is a danger of this becoming more of a paper exercise rather than actually confirming whether or not

you’re following the correct policies and procedures. We use our own vetting team, senior captains or office staff with sailing experience who go onboard for three to five days as the operation takes place. They vet everything from cargo handling on deck and safety to bridge operations from a navigational and operations standpoint. We aim to verify two main things: that instructions and procedures in our quality management system are followed; that they are valid and feasible for the opera-tion. In addition, we aim to uncover best practices to share with the rest of the fleet.

How does Troms Offshore fit into the shipping and offshore picture?

We were recently acquired by Tide-water Inc. However, we will continue to specialize in high-end, clean design PSV vessels. Clean Design is a class notation by DNV that focuses on the environmental aspects of vessel operation. Clean Design ships are built to environmentally friendly specs, and the notation comes with its own Clean Design manual covering everything from garbage handling to engine catalysts. For example, the vibration spec requires us to monitor and limit vibration and noise levels in the vessel to ensure a good working environment for the crew.

T

ON THE RADAR



What are the key challenges faced by the offshore sector?

I would say it’s safety reporting, recruit-ment, energy efficiency and Polar operations.

The oil industry’s requirements on safety reporting have impacted a large part of our day-to-day operations. We welcome this, but the industry needs to get better at sharing best practice instead of everybody re-inventing the wheel. It has a lot to do with creating a no-blame culture that encourages incident reporting with the sole intention of discovering root causes, learning from them and making sure mistakes aren’t repeated.

Similarly, when we submit a tender for any offshore operation, one of the major factors is HSE statistics, your lost-time injuries and accident frequencies. We have to be careful that this doesn’t encourage companies to underreport in order to win a tender. A balance is needed to make sure that the whole industry reports in a transparent and realistic way. Otherwise, if you want to be best in class and always report everything, you’re going to get punished financially.

Recruitment is another challenge, with huge demand for officers and engineers. The growing rig market is one reason, especially with increasing numbers of self-propelled rigs that require staff with maritime licenses. The biggest challenge though is to get engineers. We have a very good cooperation with maritime academies from where we take a lot of apprentices and cadets. We prefer to bring recruits in young and develop them through our system. We also do a lot of additional training, which is not very common in the industry. Our maritime leadership program, in cooperation with

University of Tromso, that gives all our captains an in-depth knowledge of maritime and safety leadership issues and meth-odology. That they are able to maneuver, navigate and run the ship safely is a given. In addition, we want them to become good leaders. A captain’s job requires good people skills as well as good managerial skills. Our shore based senior manage-ment also participates in the program.

Do the oil majors also demand top energy-efficiency performance of their service and vessel suppliers?

Yes, it’s become a ticket to trade. You either meet their requirements or you don’t get a contract. With a background from the cruise industry, which is extremely focused on energy efficiency, the offshore industry has been a little different for me. Traditionally in the offshore industry, the oil company paid for the contractor’s fuel. This might have been a contributing factor for less focus on fuel cost.

New regulatory requirements (SEEMP) combined with more focus on environ-mental impact and taxation for NOx etc. has led to this being a focus area also within the offshore industry.

All Troms Offshore’s new ships have hulls optimized for various sea conditions and good environmental performance. We are also looking into dual fuel and pure LNG engines. Pure LNG is difficult due to the tank size needed for a supply vessel. Our latest ship, a state-of-the-art clean design PSV, is also being equipped for shore power.

The key area for improved fuel and environmental performance is how we operate the vessels, and that depends on the

dialogue you have with the operators. For example, you want to discuss, and avoid, sending a ship out if the weather is going to be so bad it cannot operate. Similarly, you may need to challenge an operator who asks you to go from base to rig at full speed, when reducing the speed by half a knot might significantly reduce fuel consumption. A good dialogue between the oil company and the captain onboard a vessel is vital in an industry whose mantra is “We need it yesterday.” You can put all kinds of energy saving technology onboard ships, but the first thing you need to do is define a way of operating based on good dialogue.

How are Polar operations creating new challenges?

There will be a lot of development up here in the Arctic area. So it’s important to think about more than just the ship being able to withstand Arctic conditions; you need to have people onboard that are trained to operate in this kind of climate. The IMO is trying to address these issues in its Polar Code, which will provide some guidelines on vessel design and arctic operations. A generic definition of the arctic would help: if you are from Northern Norway, the Arctic is quite far north and quite far east; others would say it’s north of the Arctic Circle. The key challenge from an operational point of view is obviously navigating in areas with drifting ice and extreme temperatures. We now have different ice classes for vessel hulls, dictating under which conditions they can operate. Another challenge is icing on the vessels themselves, which is a major design chal-lenge for deck equipment like safety systems, lifeboats and launching mechanisms.


GERRY LARssON-FEDDE vp Operations at Troms Offshore Management

Former cruise captain and head of the Norwegian Hydrographic Service (NHS). A popular captain of Royal Caribbean and Celebrity Cruises ves-sels, Gerry was also a staunch advocate of electronic charts and ENC distribution innovations during his tenure as head of Norway’s hydro-graphic office.

From a navigational point of view, when you start operating close to land in some of these areas, there is an issue with chart coverage and updates. For example, in large areas to the northeast of Spitsbergen there haven’t been any new soundings since the early 1900s and some areas have still not been surveyed. The Polar areas seeing increased offshore and arctic exploration cruise activity are in general poorly charted. Both these examples point to environmental risks, an issue the industry is really working on. In Spitsbergen, they have added resources such as oil recovery and rescue which are both reac-tive measures. I would like to see a more pro-active approach focusing on preventive measures, such as improving nautical charts based on new surveys of these areas to prevent ships running aground, instead of cleaning up the mess after a grounding.

Satnav and other new technologies seem to be ending the “what happens at sea stays at sea” era. Does this herald more transparency in shipping?

Technology and other factors are opening up the world of shipping, and this goes for all sectors. New communications links are making what happens at sea visible to crews’ families, the media and public.

During my time working in the cruise industry, if you were docking a major cruise ship and bumped into the pier, nobody noticed. Nowadays you may get 300 guests filming when you dock so any little mistake maybe everywhere within five minutes. The Offshore industry is also making a transition from “out of sight-out of mind”, to being very much in the public sphere.

For example, we can sometimes see pictures of an incident aboard an offshore vessel via contacts on social media such as Facebook before it is reported anywhere else.

Whether it’s the cruise or offshore industry, transparency translates as safety and nothing should compete with safety. We should compete on services, pricing, and commercial terms, but cooperate for improving safety. We all know that any major incident impacts the whole industry. Costa Concordia is a good example: when guests starting thinking, “Should I rather take an all-inclusive resort vacation instead of a cruise?” It hurt everyone. After that incident, a team of seniors from the various cruise lines was put together to analyze how to improve cruise safety.

Offshore companies could cooperate more to improve safe vessel operations. Statoil is leading the way with their biannual HSE conferences, where HSE managers and operations staff from contractors gather to analyze incidents and work on safety improvements.

In the HO community you advocated for putting safety before commercial interests. Is there still danger of commercializing safety at sea by attaching a price tag to it?

The new ENC licensing and payment systems are phenomenal for users. What I don’t like is the fact that the hydrographic community is still competing on availability of ENCs. All ENCs should be available for every approved distributor; the competi-tion should be on pricing and service. You shouldn’t compete at the expense of safety, which is what you do when you say, “Because we help these nations produce

these ENCs we will only distribute them through our ENC service.” If you have a good product, competitive pricing and great services, you shouldn’t be worried if someone else has the same amount of ENCs, because you get customers based on how well you deliver the product.

There are also a number of countries that really need to step up to the plate and produce electronic charts from an all-digital production line, instead of just digitizing paper charts. Digitizing like this can create serious problems, such as confusing contours in the ENCs. Some countries use contours of 5, 10, 20, 30 meters, some use fathoms, so deciphering this is a huge challenge for users.

How has Troms Offshore experienced the transition to ENCs?

All our new vessels are dual ECDIS, which works well with some training. However, the transition to ECDIS and ENCs has not been handled well. There’s been too much back-and-forth between the hydrographic offices, creating confusion about what’s approved, how the fees work, etcetera, and that has spread to the maritime organizations.

There’s still a huge amount of confu-sion in the shipping companies about what the new licensing scenario means for both the shore-side organization and mariners, resulting in misinformation from the corporate offices to the vessels.

These problems aside, if we look at how we navigated before GPS, electronic charts, AIS and integrated bridge systems, there’s no doubt that these systems, used correctly, have the potential to improve safety tremendously. ●


An oceanic visionNorway’s innovative maritime cluster leads the way in a new space race – one that takes place in the ocean and thrives on collaboration.

he ocean space is a term that refers to the site of growing industrial activity on the sea surface, under water or under the seabed. With the longest coastline in Europe, Norway has a vast number of industries operating in the ocean space.

This Scandinavian country is also argu-ably the most diversified maritime nation in the world. Every part of the industry’s value chain is represented here – from ship-owners to shipbuilders, from shipbrokers and classification societies to technology providers. This results in unique multi-party collaborations, innovation and competence that are often both closely interconnected with global companies and springboards for global initiatives.

This cooperation is front and center as synergies between the so-called “ocean industries” of maritime, offshore energy and seafood are getting more focus. Increasing business integration in this supercluster means these three sectors are able to draw on each other’s expertise and resources – their vessels,

gear and equipment all operate at sea.The ocean industries overlap comes

naturally in Norway, where many companies invest in all three segments, traditionally starting with shipping. According to a BI Norwegian Business School report, they are also considered the most important industries for the country’s future. As BI professor Torger Reve said at the first Ocean Technology Summit during Nor-Shipping 2013: “Things to do with the ocean and tech-nology are what Norway is all about.”

The country’s industrial history is one of taking know-how, technology and capacity from one sector and reusing it in another – for example, an equipment manufacturing industry that thrives in the overlap between shipbuilding and offshore energy. Global leaders like ABB, VARD, Rolls-Royce and FMC Technologies invest in Norway to make the most of this overlap. By creating a new category that embraces the industries that smaller, innovative companies today address separately, the way is paved to

T


ÅLESUND REGION

STAVANGER REGION

BERGEN REGION

KRISTIANSAND REGION

HAUGESUND REGION

ARENDAL REGION

TROMSØ REGION

TRONDHEIM REGION

OSLO REGION

OFFSHORE ENERGYThere are many key offshore energy hubs spread around the country. These include Stavanger, Norway’s oil capital, and the Bergen area, home to a world-leading cluster in subsea technology.

MARITIMEOslo’s importance to world shipping is undisputed, thanks to its stock exchange, owners and operators, brokers, technology companies, insurers, banks and law firms. But the capital is only one of nine regional hubs and is well integrated into a national cluster. Each location plays a key role – for example, more than 75% of the world’s large hi-tech vessels are designed in western Norway.

SEAFOODBergen, the global seafood capital, is home to more than 1,100 seafood companies, They encompass the entire seafood value chain – from farming and processing to finance and logistics. Other seafood cluster locations are Stavanger, Oslo, Møre og Romsdal, northern Norway and Sogn og Fjordane.

OCEAN INDUSTRIESWith the second longest coastline in the world, Norway has many companies operating within the ocean industries, of maritime, offshore energy and seafood. These are able to draw on each other’s expertise in the areas where their operations overlap. The map demonstrates that there is also geographic overlap, which naturally also encourages synergies between the three.


bigger markets for the smaller players and leaner innovation processes for the globals.

KnoW-hoW + innovation These global players are not just attracted to market overlaps but also to the concentration of knowledge and competence naturally in Norway. Access to talent and knowledge-based clusters has become increasingly important to success in the global marketplace.

Insights into industrial cluster devel-opment internationally highlight the importance of specialized research and quality education. Well-known examples include the development of the IT cluster in Silicon Valley, California and the life science cluster in Boston, Massachusetts. The Norwegian maritime cluster has taken steps to prioritize education and research such as sponsoring more than 20 profes-sorships at institutions across the country.

Innovation is also critical for cluster development. Harvard Business School professor and cluster specialist Michael

Porter says that competitive advantage – how companies make productive use of inputs – requires continual innovation and drives a cluster’s competitiveness. This puts Norway at an advantage.

The nation’s cultural bias towards trusting others is reflected in its business environment, where a flat management structure and willingness to take risk encourages innovation. At a recent summit, a key speaker claimed that GE – a company with the world as its playground – has chosen to site a research and development center in Stavanger, Norway rather than a low-cost location, due to the positive impact the trust factor has on innovation.

oCean industry front-runnersBut if anyone is the “poster child” for the ocean industries idea, it is John Fredriksen with a net worth of USD11.3 billion – undeterred by the worst ship-ping market since the 1970s, the world’s biggest oil tanker owner is a major player in the offshore industry as well as

in seafood. As a leading investor in all three industries, he has built an ocean industry portfolio of companies.

Kjell Inge Røkke with a net worth of over USD2.1 billion controls Aker Solutions but started selling fish off a single boat in Seattle. The first sentence that Forbes uses in their presentation of him sounds like an ocean industry success case: “Maritime magnate Kjell Inge Røkke’s main holding is a conglomerate that operates shipyards, offshore drilling, seafood, and shipping.”

The Grieg Group is a good example of Norwegian corporations that operate globally within a variety of business areas, from shipping, port operations and ship-broking, to maritime information systems, investment consulting and fish farming.

Classification society DNV (Det Norske Veritas) goes back to 1864, when the foundation was established in Norway to inspect and evaluate the technical condition of Norwegian merchant vessels. Today DNV has a network of 300 offices in about 100 countries, and more than

OFFSHOREENERGy

OCEANINduSTRIES

MARITIME SEAFOOd

NATuRAL RESOuRCES

TECHNOLOGy

SERVICES

FINANCE

KNOWLEdGE


10,000 employees worldwide. Only one of its three main branches is headquartered in Norway. This is DNV Maritime and Oil & Gas, demonstrating that the market served is global, and the location of its “Ocean Industry Expert Pool” is Norway.

In late 2013, a team of Norway based shipping, offshore and finance professionals plan to establish the Maritime & Merchant Bank (“M&M’’), a niche financial institu-tion dedicated to meeting the funding needs of owners active in worldwide ship-ping and offshore industries. M&M will focus on the maritime and offshore indus-tries, providing a broad range of services, including secured lending, syndication, hedging products and payment services.

Moving forWardMaritime industry players in Norway are keen to move the ocean industries concept forward and aren’t waiting around for others to take action. This was on display at the international trade fair Nor-Shipping in 2013 where two ocean industries

initiatives were already up and running.The first-ever Ocean Technology

Summit took place just outside the exhibition area, showcasing the Norwegian maritime cluster’s focus on cutting-edge expertise and research, and how Norway’s ocean industries work together.

Companies from across Norway’s ocean industries also came together during Nor-Shipping week at the city center-based exhibition Ocean Talent Camp. With a significant shortage of engineers expected in years to come, its focus of connecting with young talent is an important one. The realignment of the ocean industries into one powerful knowledge hub is a step towards attracting this talent.

Next on the agenda is Ocean Industries Week, scheduled in Oslo for May 2014.

With maritime know-how at its core, the ocean industries concept looks to be gaining traction. The gauntlet may have been thrown down in Norway but it is sure to be driven with and by international players in this very global “space race.” ●

ONE GLObAL cORpORATION’s sTORY OF INvEsTMENT IN NORwAY

Boeing subsidiary Jeppesen recognized all of the advantages when it looked at the Norwegian market. As with the cross-market overlap focus of the ocean industries concept, a search for dynamic interaction was the focus. “In order to be successful with mergers and acquisitions, you need to gain synergies,” explains Jeppesen’s director of maritime industry relations Michael Bergmann.

Well known in the aviation business, Jeppesen was looking for opportunities to apply the compa-ny’s tools and methodologies to other segments. Like the airlines, ship operators were sensitive to increasing fuel costs. Navigation-related software for optimizing their routes and voyages could therefore save a great deal of time and money.

Acquiring Norway-based C-MAP, a provider of digital maritime cartography, data services and other navigation information, was part of Boeing’s diversification into the maritime sector. The acquisition shortened time-to-market and decreased development costs, becoming key for the company’s establishment of a new standard of information solutions in the maritime industry. The new company, Jeppesen Marine, has since evolved from a locally based player into part of a global organization promising to “radically transform global transportation.”

‘‘This is the space program of our time. It’s the ocean space!”

Torger Reve center for Maritime competitiveness, bI Norwegian business school

‘‘We are living in a world of massive shifts in the economic and political centers of gravity, and the shipping industry provides the most important infrastructure. This worldwide web of logistics, transporting goods between countries and regions of the world, exploits the entire ocean space to the benefit of global society.”

sturla Henriksen Director General, Norwegian shipowners’ Association

TORGER REvE ON OcEAN INDusTRIEs

http://e1.no/6oitr


Broadening the band

The revolution already underway within ship-to-shore communications has just sped up, thanks to KVH Industries’ new multicasting content delivery strategy.

ver the last several years, fleet after fleet has made the transition to VSAT (very small aperture terminal) broadband satellite communication service. The goal: to utilize bandwidth-hungry applica-tions for improving efficiency, logistics and administration, as well as providing Internet and voice calling for crews.

While future applications will demand even faster connections and ever-greater bandwidth, many vessels already have this requirement. Most tankers use five to seven gigabytes per month for business communi-cations alone – and that is just to run their onboard applications. But the cost of trans-mitting large amounts of data over satellite links has been too expensive, resulting in bigger files often being placed on DVDs and delivered via physical mail to the vessel.

KVH took on the challenge to find a more economical way to delivery content to vessels. The company recognized that many of the necessary files do not contain proprietary data, removing the need for

individual transmission to each ship. The answer: multicasting technology.

Fast, affordable delivery of electronic charts, weather data and news as well as movies, sports and other entertainment becomes possible with the IP-MobileCast service developed by KVH. This innova-tion has the potential to transform life for mariners at sea, just as broadband connectivity continues to transform every aspect of daily life on land.

KVH undertook a major effort to form alliances with application providers and to that end formed a cooperative agreement with digital chart market leader Jeppesen for electronic chart delivery via the new service. The two companies are also working closely together to develop innovative new Jeppesen services to be delivered over the mini-VSAT broadband network.

i3 talked to Robert Hopkins, Director of IP-MobileCast Services at KVH Industries, Inc. about the partnership with Jeppesen, the benefits of the new service and how it works.

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ONBOARDFully integrated solution.• Antenna• Modem• Antenna Control Unit• Network Manager

IN SPACEMultiple interconnected satellite transponders deliver KVH’s mini-VSAT Broadband service globally, covering all shipping routes, offshore oil fields, and fishing grounds.

ANY TIME, ANY PLACE24/7/365 Call CenterOne call resolution for any hardware or service issue, with remote diagnostics and local technical support at every major port on Earth.

ON LANDSecure, regional teleport hubs equipped with advanced network management servers monitoring the network.

Corporate OfficesSecure connections from onboard network to onshore hubs for vessel-critical operations.

MOVIES & IPTV NEWSPAPERS

RADIO

TV SPORTS& NEWSCLIPS

ECDIS CHART

DATABASE DELIVERY &

UPDATES

WHAT’S IN THEMINI-VSAT BROADBAND?

EXISTING SERVICES

PLANNED SERVICES

WEATHER FILES &

FORECASTS

CREW SOCIAL MEDIA

TRAINING& e-LEARNING

wHAT Is vsAT?A very small aperture terminal (VSAT), is a two-way satellite ground station or a stabilized maritime VSAT antenna with a dish antenna that is smaller than three meters. When used on a ship at sea, the antenna needs to be stabilized with reference to the horizon and true north so that it is constantly pointing at the satellite it uses to transmit and receive signals. VSATs are most commonly used to transmit narrowband data, such as with credit card transactions, or broadband data, for example with satellite Internet access to remote locations.


Why did KVH industries choose to enter into the strategic partnership with Jeppesen?

Our customers need to have charts onboard their ships. And most of them use Jeppesen. Jeppesen is the leader in the busi-ness. They also have a vision that’s as ambi-tious as ours. So we’re starting with charts, which is mandated, must-have information for safety reasons for all ships. It will grow from there to other collaborations.

What does your company hope to achieve through this partnership?

We want to solve a business problem for our customers, which is updating the charts. It’s very concrete. They need to have updated charts on their ships every week. And there’s no feasible way to do that today other than mailing DHL packs around the world or going online and trying to download fussy little patches. So our solution is to send one global database to the entire fleet every week. Then, ships are automatically up to date at all times.

How is this innovative for the maritime industry?

It was (previously) unthinkable to deliver three gigabytes of charts to a ship at sea. That’s a thousand times bigger than the kind of information a ship would expect to get. So that’s the innovation. And the reason we can do it is that we’re not

sending that set of charts to each and every ship one by one when they ask for it. On the contrary, we’re broadcasting it to all of them at once. If they’re signed up for this service, they’re authorized to receive the transmission and it lands on the ship’s KVH CommBox server.

How is it actually done on a week-to-week basis?

Jeppesen collects all of the updates and mariner notices for charts all around the world – when a buoy has moved, a sand bar shifts, there are piracy issues or whatever. They update their own global data set and pass it to us. We distribute it through our 19 satellites whose footprints cover the whole world, to all the ships that are carrying KVH antennas. Each antenna is connected to a CommBox, which is a file server, where the updated charts are stored. The ship’s ECDIS navigation system renders charts by Jeppesen. The ECDIS could be built by one of 32 different manufacturers; they’re all using Jeppesen. And then what Jeppesen does with the ECDIS is to grab the updated chart that landed on the ship and render it. There are regulations for this. Ships must update monthly. We’re doing weekly updates, the best practice.

Nothing like this has been done before?No, it’s a world-first and totally unique.

‘‘The industry is going the ‘Apple way’, meaning easier updates, the right functionality and the correct price. Customers are not particularly interested in licensing or chart distribution. They need to navigate and that’s what they want to focus on. It’s our job to help them with that by making everything simpler.”

Kjetil bentsen product Manager, Jeppesen

‘‘One of the many benefits of receiving charts via KVH’s new multicasting service is that all charts are available free of charge for planning – a customer need only pay for the charts used in navigation. But if a ship needs to deviate from course, the mariners have all those charts on their system. This really saves a lot of time and hassle, as the ordering of ENC charts can be a very complicated matter.”

paul Elgar OEM strategic business Manager, Jeppesen

KvH INDusTRIEs, INc.

Leading manufacturer of solutions for global, high-speed Internet, television and voice services via satellite to mobile users at sea, on land and in the air.

Founded in 1982 by prolific inventor and avid sailor Arent H. Kits van Heyningen and his two sons, Robert and Martin

Global headquarters Middletown, Rhode Island in the United States.


‘‘Passengers on cruise ships simply expect broadband. They will not go on a cruise ship if they cannot go online or read their e-mails. It’s just a must. Similar things are happening with crew on vessels of all types. If you are a company which has onboard connectivity for crews to communicate with their family, even for a few minutes every day, you have an advantage in recruiting and retaining crew”

Michael bergmann Maritime Industry Director, Jeppesen

Where do you think it may take the industry as a whole?

When you have a heavy data set that you want to move from shore to ship, KVH has the only solution for doing that today. We’re using it for charts. We’re also using it for crew morale and crew well-being because we can send them movies and news. In the future, we can send very high-resolution weather data. So there’s a mixture of business and entertainment applications that the industry demands, content that people already expect to get at home, in a hotel, etc., that we can deliver to ships.

How can cost efficiency be achieved through this collaboration?

There’s a cost of even passively receiving a DVD. It’s figured to be around 100 USD. That’s the cost of the hassle that you experience when someone sends you the package that has to get there tomorrow, but it gets hung up in customs, misses the ship and it goes on and on. We’re eliminating that soft cost and that uncertainty, and the hassle of putting the DVD in the drive, twiddling your thumbs while it’s loading and all the rest of it. We’re replacing it with a verifiable update that happens automatically. There’s a cost to doing that, we’ll charge a modest fee per month to our subscribers for the service, but it’s a fraction of what they would pay by any other means.

Do you think you will see a lot of competition?

Yes, eventually. But in our space, no one is even talking about a multicast solution. So they must be thinking about it and figuring out how to do it, but we’re well ahead of them. The reason we are is because we have an end-to-end solution. We lease the satellite space and we run equipment that uploads data to the satellites. It lands from the satel-lites on shipboard equipment that we built and that we can see in this exhibit area. So we control the whole chain. And that was necessary because there are a lot of technologies that had to be implemented to make a multicast work.

Where do you think this collaboration might go in the future?

I think we should be looking at anything that improves the efficiency of a fleet. We’re just going to follow along and support Jeppesen. Jeppesen has the domain expertise and the profound knowledge of how to work with customers. And we provide a platform to enable them to have better connectivity. So it’s that kind of a relationship. But I know where they’re going and that’s where we want to go. It has to do with efficiency, has to do with key issues like performance monitoring, voyage routing and weather hazard avoidance. ●

RObERT HOpKINs JR.

Director, IP-MobileCast Services at KVH Industries, Inc.

Develops product marketing partnerships based on KVH’s mini-VSAT antenna and CommBox server platform with businesses serving the commercial shipping industry.

Past career highlights include roles as coach, performance tester, navigator or design team coordinator for many well-known sailing races and teams, including the US Olympic sailing team.

Educated at Yale University.

usING vsAT TO DELIvER ENc cHARTs FROM JEppEsEN

http://e1.no/6rhjrj


On the inside of ECDIS

Hydrographic data in a common ENC format should provide the basis for a revolutionary leap forward in the shipping industry, rather than being a mandated problem. So why has ECDIS compliance and ENC management proven to be anything but easy?

ne reason is that the transition to electronic charting has challenged the hydrographic community and industry players to assume new responsibilities and adopt new business models. Another is that many shipowners and operators have struggled to realize that ECDIS compliance requires more than new equipment, charts and training for bridge crews. To avoid safety, finance and compliance risks, it requires collaboration between many different departments within shoreside organizations and strict, near real-time control and inspection.

Public-private cooperation has been vital in helping hydrographic offices meet these challenges. It allows each partner to focus on their core competence: HOs on creating and issuing data; private companies on developing innovative products and support.

Mandated CoMpleXity Support comes in many forms. John Psychas, managing director at Jeppesen Hellas, says an important focus for his

company is helping Greek shipowners understand how the ECDIS mandate impacts them.

“When we approach customers, our first topic of discussion is not which charts to use or how to get them, but how to prepare their entire organization for ECDIS compliance.” Psychas says many shipping companies still have surprisingly little understanding of how the mandate will actually affect them and how to prepare for its requirements.

He underlines that paperless navigation involves much more than electronic charts and a bridge display. “The whole system of producing and distributing chart data has changed and will most probably change again in the future with new regulations and specifications for S-100.”

Psychas describes modern shipping as a complex business and ECDIS compliance as a complex challenge: “On one hand, we have vessels that resemble small communi-ties at sea, many still isolated from their shoreside colleagues. They require swift,

O


efficient support from parent organizations (shipping companies). On the other hand, shoreside organizations have to deal daily with hundreds of issues and respond to constant requests in addition to serving the needs of their fleets. Consequently, these two groups’ concerns are often different, despite being inextricably connected.”

Gerry Larsson-Fedde, our profiled industry expert in this issue of i3, has also experienced the challenge of ECDIS. Currently VP Operations at Troms Offshore Management and a former head of the Norwegian Hydrographic Service, Larsson-Fedde says there is a “huge amount of confusion in shipping companies about what the ENC licensing scenario means for both the shoreside organization and mariners,” something which results in misinformation from corporate offices to vessels. He suggests that anyone with solid hydrographic understanding could become an ECDIS consultant and have plentiful work for the next ten years.

inside the organization Psychas says shipowners and operators often focus on how the mandate will affect their crews and vessels, but overlook the signifi-cant consequences for the rest of the organi-zation. One consequence is that you no longer get actual charts, just permission from HOs to use charts and updating services for a specific time. He points out that this obliges users to understand the effects of their licensing choices on a string of depart-ments and the year-end budget: “For this to work, you need closer relationships between the purchasing and technical departments and the operators inside the organization.”

Another major difference from paper charts is that ENCs are produced by many national HOs and distributed through various distributors and channels. As most vessels, especially SOLAS ones, are used to having one chart producer for paper charts, it is easy for mariners to think that they can compare paper charts with ENCs and vice versa.

step-by-step psyChology Psychas is adamant that a step-by-step process is vital for achieving a smooth transition to ECDIS compliance for mariners and shoreside departments alike. “First make the whole organization, both shoreside and crews, aware of the process and implications of migrating from paper to electronic charts. Then meet the technical department and agree on trials with a limited number of vessels that start using ECDIS, but keep the paper charts. This allows the mariners to get used to the new equipment and processes, to experience any issues with the electronic charts, and get our support to solve them. Once they have gained confidence, you start reducing the paper portfolio onboard.”

The transition is very much a change of mindset for both shipping organizations and mariners aboard ships, according to Psychas. On the bridge-side, he recalls a captain who quit after 20 days sailing with ECDIS. “He was properly trained, but


wasn’t comfortable with the technology. I guess he felt insecure without the paper charts. We should not underestimate the psychological challenge this involves, espe-cially for older captains not very familiar with digital navigation—it has nothing to do with training or a mariner’s abilities.”

Some think that problems with using ECDIS and e-Navigation tools will disap-pear with the younger generation of bridge crews and captains who have has grown up using digital devices. Psychas somewhat agrees: “ECDIS is just a type of naviga-tional software, so if you are used to laptops and touch screens, and have navigated using a smart phone in your car, it’s much easier to troubleshoot simple problems during ECDIS planning or navigation. For example, if you cannot update the ECDIS, you are likely to know that it’s either a faulty CD ROM or hard drive. An older captain is more likely to start calling

for support or summon the onboard engineer.”

single solutionPsychas’ understanding of the complexity of ENC management, and the frequent frustrations and challenges experienced by shoreside staff and mariners, inspired him to find a solution. “At Jeppesen, we decided to simplify the entire ENC process, from ordering, licensing and installing to updating, administering and budgeting —to create a service that would take care of this for shipowner and at a fixed price.”

Jeppesen’s FlatFee service was launched in October and promises to revolutionize ENC management. It ensures that your ECDIS always has updated ENC chart data onboard for both planning and naviga-tion. It also allows you to manage costs, predicting the exact annual chart costs for all departments from operations and

chartering to finance and administration. Underlining that ECDIS is already

recognized as a step forward for improving safety at sea, Psychas says, “FlatFee is the runway for implementing ECDIS and transitioning to paperless navigation. Mariners can focus on their primary goal, safe navigation from A to B, and forget ENC logistics and budget headaches. They just install an annual license, keep the charts updated online and sail.”

More than just another ENC ordering/licensing model, FlatFee utilizes a range of Jeppesen technologies to give shipowners and operators the best ENC management platform on the market.

“We want the shipping industry to know that Jeppesen is here to support them in their transition to paperless navigation, which is recognized by many shipping professionals as the biggest challenge in marine navigation since the ‘radar age’,” concludes Psychas. ●

INsIDE GREEK sHIppING

FlatFee was initially inspired by John Psychas’ deep ties to the Greek shipping community, which is renowned for its resilience. Here he shares some of his local insight.

“The Greek shipping market has been less affected by the global economic crisis. This is largely due to the fact that traditional family-owned companies still operate many shipping fleets in Greece. Some of these shipowners go back to the 18th century and have survived many crises. They often view a crisis as more of an opportunity, which is illustrated by how dramatically their fleets have increased the last four years. When many Asian and European shipping companies were selling vessels, the Greeks were buying and placing orders for newbuilds, taking the opportunity to modernize their fleet very cheaply. It’s something Greek shipowners have practiced for the past 100 years.

As they don’t have public stocks, family shipowners retain capital to invest in the middle of a crisis, when otherwise it’s almost impossible to raise financing on the stock market. This makes them more flexible and able to act very quickly—a real strength when it’s a race against time and everybody is shuffling to position for the upturn.

This has been reflected in our business at Jeppesen, which hasn’t seen any decrease in the middle of a crisis.”

sEE MORE ON FLATFEE HERE:

http://e1.no/6ff

John psychas Managing director, Jeppesen Hellas


THE MARKET

While the number of shipping companies has decreased, the total DWT has constantly increased in the same period:

100

200

300

400

500

600

700

800

NUMBER OF COMPANIES

NUMBER OF COMPANIES TOTAL DWT

2005 2006 2007 2008 2009 2010 2011 2012 2013

100

100M

200M

300M

200

300

400

500

600

700

800

2005 2006 2007 2008 2009 2010 2011 2012 2013

NUMBER OF COMPANIES OPERATING VESSELS 20+ YEARS OLD VESSELS 0-9 YEARS OLD

100

200

300

400

500

600

700

800

2005 2006 2007 2008 2009 2010 2011 2012 2013

AVERAGE AGE OF THE FLEET (YEARS)

5

10

15

20

2005 2006 2007 2008 2009 2010 2011 2012 2013

COMPANIES

The number of Greek owned shipping companies is 690

The price of vessels in the second hand market has gone down by 30% since 2008.

In the years 2011-2012 traditional Greek shipowners bought more than 400 second hand vessels and have almost overbooked Asian shipyards with new orders, especially in China.

As a result, companies are operating newer vessels:

The average age of the fleet has significantly reduced:

which is the same number as in 2005, and it has been decreasing over the past years.

6%are listed companies

400+(almost 9% of the fleet)

THE GREEK SHIPPING COMMUNITYTHE FLEET

65.07% of the companies have less than 5 vessels, but only operate 9.27% of the total DWT. Fleets with 25+ vessels only represent 5.07% of the companies, but they operate 49% of the total DWT.

Distribution of shipowners per fleet size:

Market share according to fleet size:

Average fleet size:

6.62

4,573 vessels

<5 VESSELS

25+

<5 VESSELS

25+

COMPANY OWNERSHIP

Despite the fact that European Banks have reduced the funding of Greek shipping and capital from US stock market has significantly decreased the last 3 years, the shipping crisis has strengthen Greek traditional Shipowners who had reserve significant capital in their register from previous years.

sOuRcE: 2013 petrofin research - Greek Shipping Companies by Ted petropoulos, October 2013

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