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Abu Dhabi Ports, MSC Join with Silsal for Blockchain Solution

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Abu Dhabi Ports subsidiary Maqta Gateway said that it is to carry out its first testing of international blockchain solution Silsal with a maritime operator in partnership with MSC Mediterranean Shipping Company, a global leader in shipping and logistics.

Silsal provides a seamless and secure link between stakeholders across the trade community using the electronic ledger system.

As a major carrier, MSC will provide vital information and feedback on the international pilot project, which will test the capabilities of the technology to exchange, identify, and acknowledge cargo documents and certificates between Abu Dhabi Ports and other ports.

Captain Mohamed Juma Al Shamisi, CEO of Abu Dhabi Ports, said: “The vision of the UAE Leadership is for our nation to become a world leader in adopting blockchain, as per UAE Blockchain Strategy 2021, transforming digital transactions and saving time, effort and resources on a huge scale.”

Abu Dhabi Ports is proud of the role that Maqta Gateway and initiatives such as Silsal are playing in helping to realize this vision and we will continue to harness the power of innovative solutions and emerging technologies to further facilitate trade in the future.”

Diego Aponte, President and CEO of MSC Group, said: “We greatly value our partnership with Abu Dhabi Ports, working together to facilitate trade and improve our customers’ experience through technology and innovation.”

Dr Noura Al Dhaheri, CEO of Maqta Gateway, said: “We are delighted to be working with a world-class international partner such as MSC on such a milestone project for Abu Dhabi Ports, Silsal is the first unveiled blockchain solution of its kind between our Emirate and the world”

Andre Simha, Chief Information Officer at MSC Mediterranean Shipping Company, said: “This innovative pilot project should help pave the way for improved documentation flows and streamline supply chains for companies. We welcome new partnerships which reduce delays, improve inventory management, and identify issues faster, resulting in significant cost savings for all parties involved.

The partnership with MSC is a major milestone for the Silsal project, as it will allow the technology to be tested with a major container carrier for the first time. MSC is one of the world’s leading shipping firms, with a network of more than 480 offices in 155 countries, a fleet of 510 container vessels and over 70,000 employees. Its global sailing schedules cover 200 routes, calling at 500 ports.

Blockchain technology acts as an open digital ledger that can be used by trade actors to record and extract transaction details with greater security, transparency and efficiency. First unveiled in June 2018, Silsal has been rolled out in phases and will be offered first to freight forwarders and their customers, and subsequently extended to the rest of the trade community as a complementary tool to Maqta Port Community System.

As part of the pilot project, Maqta Gateway will use Silsal to run a Proof of Concept test for the handling of international trade documentation using blockchain technology.

The partnership with MSC comes at a time when the port operator is strengthening its relationship with institutions that can support Abu Dhabi’s digital transformation in line with Abu Dhabi Economic Vision 2030.

Silsal was developed internally in the Digital Innovation Lab at Abu Dhabi Ports. The project is managed predominantly by UAE Nationals, with Emiratis making up more than 75% of the team. Ninety per cent of the team are young, dynamic talent under the age of 40.

Source:marinelink

INPEX-operated Ichthys LNG Project commences LNG shipment

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INPEX CORPORATION (INPEX) announced today that the INPEX-operated Ichthys LNG Project (the Project) recently commenced shipment of liquefied natural gas (LNG) as the first shipment of LNG departed the onshore gas liquefaction plant in Darwin in the Northern Territory of Australia en route to the INPEX-operated Naoetsu LNG Terminal in Niigata Prefecture, Japan. The shipment follows the Project’s shipment of condensate (ultra-light crude oil), which commenced on October 1, 2018, as announced on the same day.

The Project is scheduled to gradually increase its production volume of LNG, and produce approximately 8.9 million tons of LNG per year, equivalent to more than 10% of Japan’s annual LNG import volume, when it reaches its production plateau. As approximately 70% of the LNG produced by the Project is scheduled to be supplied to Japanese customers, INPEX will further contribute to the stable supply of energy to Japan through the Project and continue to respond to the energy demand in Asia and the rest of the world. The Project is also scheduled to commence the shipment of liquefied petroleum gas (LPG) following shipment of LNG.

INPEX will continue to work toward achieving stable production and an early ramp-up at the Ichthys LNG Project with the understanding and cooperation of all its stakeholders, including the project’s joint venture partners, the local communities, the Australian federal government and the governments of Western Australia and the Northern Territory.

The Project’s expected revenue contribution remains unchanged from the outlook announced in the company’s forecasted consolidated financial results for the year ending March 2019 announced on August 9, 2018.

In terms of dividend forecasts, as announced at the beginning of the current fiscal year, INPEX plans to issue a commemorative dividend of ¥6 per share following the Ichthys LNG Project’s start-up and shipment of cargo.

INPEX CORPORATION is Japan’s largest exploration and production (E&P) company, and a mid-tier E&P player just behind the world’s oil majors. INPEX is currently involved in approximately 70 projects across more than 20 countries, including the Ichthys LNG Project in Australia as Operator. Through sustainably growing its oil and gas development business, INPEX aims to become a top class international oil and gas E&P Company and continue providing a stable and efficient supply of energy to its customers.

The Ichthys LNG Project is a project led by INPEX (Operator, participating interest: 62.245%) alongside major partner TOTAL (participating interest: 30%) and the Australian subsidiaries of CPC Corporation, Taiwan (participating interest: 2.625%), Tokyo Gas (participating interest: 1.575%), Osaka Gas (participating interest: 1.2%), Kansai Electric Power (participating interest: 1.2%), JERA (participating interest: 0.735%) and Toho Gas (participating interest: 0.42%) that involves liquefying natural gas lifted from the Ichthys Gas-condensate Field offshore Western Australia at an onshore gas liquefaction plant constructed in Darwin, Northern Territory, and producing and shipping approximately 8.9 million tons of liquefied natural gas (LNG) and approximately 1.65 million tons of liquefied petroleum gas (LPG) per year, along with approximately 100,000 barrels of condensate per day at peak. The Ichthys LNG Project is a large-scale LNG project by global standards, and is expected to be operational over a period of 40 years. In 1998, INPEX acquired an exploration permit in the block where the project is located, and following development studies including exploration, evaluation and FEED work, the company announced its final investment decision (FID) in January 2012. Thereafter, following the construction of the required facilities, the Project commenced production of gas from the wellhead in July 2018 and commenced shipment of condensate in October 2018.

Source:portnews

Aker Solutions Wins Subsea Order for Lingshui Field Development in China

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Aker Solutions received a notification of award for orders valued at more than NOK 1.7 billion from the China National Offshore Oil Corporation (CNOOC) to provide the subsea production system and umbilicals for the Lingshui 17-2 gas field.

Lingshui 17-2 is CNOOC's first subsea deepwater project developed by the company with water depths of up to about 1,500 meters. The field is located in the South China Sea, off the Hainan Province.

The subsea production system for the Lingshui 17-2 field consists of 11 horizontal subsea trees, four manifolds, topside and subsea control system and a vertical tie-in connection system. The work scope also includes more than 70 kilometers of static and dynamic umbilicals, linking the subsea development to a new, semisubmersible platform.

"We are pleased to extend our partnership with CNOOC in China to the Lingshui gas field and leverage our global deepwater capabilities," said Luis Araujo, chief executive officer of Aker Solutions. "Our complete offering of a subsea production system and umbilicals will enable CNOOC to reduce costs and maximize the production of the field."

The project will further strengthen the supplier base in China. Aker Solutions is committed to developing the supplier industry in China and assist them in unlocking new opportunities in the industry through this project.

The subsea manifold will be manufactured and tested locally by China Offshore Oil Engineering Company (COOEC). The services for installation and commissioning will also be executed in China.

The global project will involve Aker Solutions' facilities in Malaysia, Norway and the United Kingdom. The delivery for the subsea production system and umbilicals will be from the second half of 2019 to 2020.

The order will be booked in the fourth quarter of 2018.

Press release

 

Next steps to deliver IMO GHG strategy

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The work to deliver the IMO initial strategy on reducing greenhouse gas emissions from ships has moved forward with the approval of a programme of follow-up actions.

The International Maritime Organization’s Marine Environment Protection Committee (MEPC 73) approved the follow-up programme on Monday (22 October). It is intended to be used as a planning tool in meeting the timelines identified in the initial IMO strategy, which was adopted in April 2018.

The initial strategy refers to a range of candidate short-, mid- and long term measures that will be considered by IMO. Short-term measures could be finalized and agreed between 2018 and 2023; mid-term measures, between 2023 and 2030; and long-term measures, beyond 2030.

Feeding in to the process towards adoption of a revised Strategy in 2023 will be the data collection system on fuel oil consumption of ships over 5,000 gross tons, which begins on 1 January 2019; and a fourth IMO GHG study, to be initiated in the first half of 2019.The programme of follow-up actions provides agreed timelines for specified streams of activity.  

Commending the Committee’s approval of the programme of follow-up actions, IMO Secretary-General Kitack Lim said  the programme of follow up actions “sets a clear signal on how to further progress the matter of reduction of GHG emissions from ships up to 2023”.

The planning exercise to implement the Initial Strategy up to 2023 is now behind us. It is time to take a step further. In looking at the agreed programme of follow-up actions, I understand that you have a heavy workload ahead,” he said.  “I am convinced that, in re-doubling your efforts and with enhanced support from working arrangements, you will be able to deliver and even accelerate the pace of actions and tackle this immense and global challenge.”

Programme of follow-up actions 
The streams of activity identified in the programme of follow-up actions include:

  • candidate short-term measures (Group A) that can be considered and addressed under existing IMO instruments;
  • candidate short-term measures (Group B) that are not work in progress and are subject to data analysis;
  • candidate short-term measures (Group C) that are not work in progress and are not subject to data analysis;
  • candidate mid-/long-term measures and action to address the identified barriers;
  • impacts on States;
  • Fourth IMO GHG Study – set to be initiated in 2019;
  • capacity-building, technical cooperation, research and development; and
  • follow-up actions towards the development of the revised Strategy – set to be adopted in 2023.

The Committee invited concrete proposals on candidate short-term measures to the next Committee session, MEPC 74 (May 2019), for consideration, as well as on the procedure for assessing the impacts on States; and also on candidate mid/long-term measures to MEPC 74 and MEPC 75. 

A working group is set to meet during the current MEPC session, to discuss, in particular, the scope of the planned Fourth IMO GHG Study. The working group is expected to report back to the plenary session at the end of the week.   

Press release

US, UK join forces on cyber front

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The UK and US will be teaming up in the fight against growing cyber threats, UK defense secretary Gavin Williamson announced.

Speaking at the Trafalgar night dinner on board the carrier, the defense secretary announced that a new “Atlantic Future Forum” would take place on Monday, bringing US and UK industry and military together in the face of changing warfare both at home and abroad.

The forum comes after the UK has exposed the reckless attacks by the likes of the Russian intelligence services not just in the UK but around the world, and revealed the country is fending off more than ten cyber-attacks a week.

Some believe it is not the place of our Armed Forces to operate outside deployed conflict zones many thousands of miles from the UK mainland,” Wiliamson said. “They are wrong. Against a threat seeking to subvert and destabilize the very fabric of our society such capabilities are critical.”

That’s why we are launching our new forum. And that’s why on Monday we’ll sign an accord to ensure our nations dominate the cyber commons.

The Atlantic Future Forum comes just months before HMS Queen Elizabeth prepares to have her systems rigorously tested against the evolving cyber danger next year, when she forms part of Information Warrior 2019.

 

ICS and ITF Publish Guidelines on Welfare Aspects of the MLC

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The International Chamber of Shipping (ICS) and the International Transport Workers’ Federation (ITF) have jointly released new Guidelines for implementing the Welfare aspects of the Maritime Labour Convention (MLC).
 
Adopted by the International Labour Organization in 2006, the MLC aims to ensure comprehensive worldwide protection and enforcement of the rights of seafarers and to establish a level playing field for ILO Member States and shipowners committed to providing decent working and living conditions for seafarers.
 
ICS and ITF emphasize that a number of countries with highly developed arrangements for providing seafarer welfare services and facilities are not yet signatories to the MLC, while many seafarer supply countries have also not yet developed welfare organizations to provide services or facilities for seafarers either at home or abroad.
 
The new complementary publication is intended to assist governments and welfare agencies in drafting their own guidelines for implementing the welfare provisions of the MLC or in adapting the new Guidelines to complement their current practices.
 
ITF General Secretary, Stephen Cotton said: “Seafarers are separated from their families and communities for long periods of time and remain on board ships with very limited time ashore. They therefore require adequate services at sea and in ports where different national, cultural and political experiences can create challenges.”
 
The new Guidelines, which can be downloaded from the ICS and ITF websites free of charge, are currently being distributed throughout the global shipping industry via ICS national shipowners’ associations and ITF union affiliates. 
 
As representatives of shipowners and seafarers respectively, ICS and ITF have previously teamed up to promote initiatives of mutual benefit. In 2016, both organizations joined forces to publish the international Guidance on Eliminating Shipboard Harassment and Bullying, which can also be downloaded from the ICS and ITF websites free of charge.

Source:maritime-executive

E2open Acquires INTTRA, the Top Ocean Freight Platform

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Cloud-based supply chain software company E2open announced Monday that it will purchase INTTRA, the leading neutral booking platform for containerized freight. The two firms say that their integration will "streamline the information flow between manufacturers, suppliers, shipping service providers [and] carriers."

INTTRA was founded by a consortium of ocean carriers in order to simplify the booking process for freight forwarders and BCOs. Its networked booking platform covers 60 carriers and 35,000 shippers, and it handles the digital "paperwork" for one out of four ocean container shipments worldwide. E2open is the largest cloud-based provider of applications for supply chain management, with 70,000 partner companies and 200,000 users. Its current portfolio of transport-related products covers transportation management, logistics visibility and transportation forecasting, and its acquisition of INTTRA will give it added reach in the ocean freight component of the global supply chain.

The benefits of joining the two networks will extend to carriers and shippers alike, says INTTRA president and COO Inna Kuznetsova. Carriers will be able to gain more visibility into shippers' forecasting for future shipment volumes, allowing them to plan their capacity needs, and BCOs and forwarders will get better visibility into the details of their container shipments. 

"Let's take the example of a delayed container. The forwarder or BCO faces a dilemma: can you afford to wait for that container, or do you have to originate a new shipment?" Kuznetsova says. "Today, you have to access many different sources to get enough information to answer that question. But if you have data on the amount of inventory you have on hand [from E2open] and information on the delayed container [from INTTRA], you can solve this task much more easily."

The acquisition requires regulatory approval, so the details of the post-merger services and applications are not yet finalized. However, the ultimate goal is "a unified platform with real-time end-to-end visibility" for all participants, according to E2open CEO Michael Farlekas. 

Source:maritime-executive

‘Digital twin’ to test upcoming Tuas mega port’s design

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A “digital twin” of the upcoming Tuas Terminal mega port is being developed to help researchers evaluate the impact different layout designs and concepts can have on the efficiency of port operations.

The simulation is one of several projects that is being developed at the newly launched Centre of Excellence in Modelling and Simulation for Next Generation Ports (C4NGP).

The $18-million centre uses simulation analytics and artificial intelligence to optimise operations, such as how to move the most number of containers in the least amount of time.

The digital twin can also be used to simulate potential disruptions to operations at the Tuas Terminal mega port, which will open from 2021. Such disruptions include natural disasters and extreme weather events.

Senior Minister of State for Transport and Health Lam Pin Min officially opened the maritime research centre, which is based at the National University of Singapore (NUS) in Kent Ridge, yesterday.

Seven memorandums of understanding were also signed at the event, between the centre and seven industry and research partners, to jointly develop digital twins of next-generation port, land, and sea systems.

The seven partners are Jurong Port, Optimisation Analytics Technology, PSA Marine, Singapore Polytechnic’s Centre of Excellence in Maritime Safety, Softship Data Processing, Surbana Jurong and ZPMC Southeast Asia.

The research centre, part of NUS’ engineering faculty, will help Singapore’s maritime and port industries to develop innovative capabilities, and also work with companies in the sectors to improve their technical know-how, efficiency and productivity.

Dr Lam said the centre is an important endeavour, as the port is “a cornerstone of our maritime ecosystem, connecting Singapore to more than 600 ports in some 120 countries”.

To cater for larger vessels and increased activities in port waters, the new Tuas Terminal is being built to expand port capacity.

The multibillion-dollar Tuas project – which will be twice the size of Ang Mo Kio town – will be opened progressively from 2021.

When fully completed by 2040, it will be able to handle up to 65 million twenty-foot equivalent units of cargo a year.

Added Dr Lam: “But we are not just building a larger port. We are building a smarter, more cutting-edge port. We are looking to deploy smarter systems and state-of-the-art technologies, as well as increase the degree of automation at the future Tuas Terminal.

The centre, which will eventually have about 20 researchers, is a collaboration between NUS and the Singapore Maritime Institute.

Associate Professor Chew Ek Peng, the centre’s director, said that by collaborating with the partners, NUS will be able to deepen its research capabilities in modelling and simulation, as well as nurture talents for the industry.

The long-term goal of creating a future-oriented digital maritime ecosystem will promote innovation and further enhance Singapore’s competitiveness as a leading maritime capital,” he said.

Source:hellenicshippingnews

How on earth did they manage that?

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Maritime professionals and interested onlookers will have been equally astonished at the recent pictures following the curious collision off Corsica, with the Tunisian ro-ro ferry Ulysse buried up to her bridge in the side of the containership CLS Virginia. A universal question, asked by everyone, would have been – “How on earth did they manage to do that?

One is constantly warned not to prematurely speculate in such cases, urged to await the results of the casualty investigation. This is often a futile exercise, as some flag states are so useless and inert that there is no proper investigation and if there is, it is buried for years or lost in translation. With an incident as spectacular and photogenic as this one, who would not want to guess the reasons for this lapse. So here goes!

Maritime law is sometimes very curious, but it is difficult to imagine that much of the blame for the collision will adhere to those aboard the container ship. Maybe the chap keeping the anchor watch should have screamed over the VHF, sounded the siren or fired rockets, as the ferry charged down on the hapless anchored vessel, but there would have been very little else available to mitigate the oncoming disaster.

Gone for a cup of tea?

So, what on earth was going on aboard the Tunisian ferry? It is probable that the ship was following a computerised track on an electronic chart, with nobody on the wheel. Perhaps the look-out had been sent below to have breakfast, or have a cup of tea, or to wake the cook. What might the officer of the watch have been doing? Was he (or she) dazzled by the beams of the rising sun on the eastern horizon? Was he engaged in a particularly difficult Sudoku puzzle to alleviate his boredom? Perhaps he was chatting to his nearest and dearest on his smartphone?

Might the OOW have been distracted by having to complete the garbage disposal form (six copies) before the ship’s arrival, or some other administrative burden? Or with the lookout away and the bridge mercifully quiet, the posture-perfect chair comfortable, and the steady hum of machinery, did the watchkeeper just fall, briefly but critically, into the arms of Morpheus?

It would not be even remotely strange if one of these reasons was discovered as the prime cause of the collision, because all of these silly reasons and more have already contributed to one or more instances of accidents attributable to navigation. Who recalls the OOW who claimed that he had arisen from his chair to alter course, caught his trousers in its footrest and laid himself out, lying unconscious on the console, while his ship sped to its doom on the rugged coast of Cornwall?

The curse of communication

There has been any number of accidents attributed to the sophistication of the navigation equipment, rendering the OOW almost, but alas, not quite, pointless. Others blamed on the curse of communication. A notably choice case was that of a chemical tanker, being conned by her master, who was shouting with rage into his mobile, oblivious to the entreaties of his watch officer telling him he was leaving the channel. Or the wretched overworked supply boat master trying to leave port in fog, communicating on his VHF and two mobiles simultaneously, but missing the one important message from the VTS telling him he was about to crash into the breakwater.

Technology itself has been blamed for many more than one total loss and lots of serious damage. If electronic navigation hadn’t been invented, it would have been unlikely that a hapless navigator would have laid his course on a paper chart, right into an island, while managing to edit out the land on his ECDIS. But there again (and here we might just possibly return to the sad case of our Tunisian ro-ro), if ship’s officers felt a bit more engaged and useful, and not merely there to oversee the clever equipment, they might have a bit more interest and pride in their work. Discuss.

Source:seatrade-maritime

BP Cranks Up Thunder Horse Expansion Project In GoM

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BP has started production at its deepwater Thunder Horse Northwest Expansion project in the U.S. Gulf of Mexico (GoM), marking the fourth major project startup for the British major this year.

The expansion project, which the company said was completed four months early and 15% under budget, is expected to increase production at the Thunder Horse Field by about 30,000 barrels of oil equivalent per day (boe/d) to reach more than 200,000 boe/d.

The tieback project involved adding a new subsea manifold and connecting two wells to existing flowlines about 3 km (2 miles) north of the Thunder Horse platform. The project marks the third major project in the last three years at the field. BP said a major water injection project was completed in 2016 to enhance oil production, and another expansion project last year boosted gross production at the field by more than 50,000 boe/d.

This latest expansion of Thunder Horse is another important milestone in our efforts to maximize value from our assets in the Gulf,” Starlee Sykes, regional president of BP’s Gulf of Mexico and Canada business, said in a news release. “Over the past five years, we’ve driven up production through safe and reliable operations and bringing on new deepwater projects in a more efficient and standardized way. All this hard work is now delivering results. Our Gulf of Mexico business is thriving.”

The production startup took place as the offshore oil industry continues to rebound from the aftermath of the recent market downturn. Offshore producers are also having to compete with onshore unconventional developments for investment dollars.

But the outlook for production in the GoM production, where tiebacks to existing infrastructure are bringing costs down, appears bright. The U.S. Energy Information Administration (EIA) forecasts production to jump to an average 1.7 million barrels per day (MMbbl/d) in 2018 and to 1.8 MMbbl/d next year.

However, uncertainties in oil markets may still affect long-term planning and operations in the GOM, and the timelines of future projects may change accordingly,” the EIA cautioned.

Source:epmag