The California-based Monterey Bay Aquarium Research Institute (MBARI) is hoping to propel oceanographic research to the next level after taking delivery of its newest research vessel, a project that has taken over a decade to actualize.

MBARI announced that R/V David Packard has arrived at its headquarters in Moss Landing after completing a 59-day transit from Spain’s Freire Shipyard, where she was built at a cost of $50 million. The new ship is named after the institute’s founder, the late Silicon Valley innovator and ocean philanthropist David Packard.

Planning for David Packard, which was funded by the David and Lucile Packard Foundation, began in 2009 when the institute engaged U.S naval architecture and marine engineering firm Glosten to design the vessel. In 2021, the construction contract was awarded to Freire, a well-known specialty yard that also built the Schmidt Ocean Institute's R/V Falkor (Too).

The ship is a major addition to MBARI’s capabilities in ocean exploration. At 50 meters long, 12.8 meters wide with a draft of 3.7 meters, the new ship is bigger than its predecessor. The larger size will expand the institute’s ability to study marine life across the West Coast, from the Pacific Northwest to Baja California.

The David Packard will replace MBARI’s flagship research vessel, the Western Flyer, which was retired in 2022 and which was the institute’s workhorse for two and half decades. It now joins Rachel Carson and Paragon in MBARI’s fleet of research vessels.

Having arrived in Moss Landing, MBARI’s marine operations team is expected to take on the lengthy process of installing custom equipment and systems for oceanographic research. Also planned is a period in dry dock for maintenance and regulatory inspections before she can return to Moss Landing.

Science missions aboard David Packard, which can accommodate up to 12 crew members and 18 scientists for voyages lasting up to 10 days, will begin later this year.

“The ship will not only support advanced technology developed by the MBARI team but also promote collaboration across the marine science and technology community. Together, it’s all hands on deck to understand our changing ocean,” said Kaya Johnson, MBARI Director of Marine Operations.

The new ship boasts cutting edge technologies. It will serve as the command center for the institute’s remotely operated vehicle, Doc Ricketts, a robotic submersible that can dive up to 4,000 meters underwater. David Packard can also support the launch and recovery of autonomous technologies, including underwater vehicles that can map the seafloor, conduct visual surveys of the midwater, and monitor ocean health.

 

Australian oil and gas company Woodside Energy is selling down its equity stake in its Louisiana LNG project, starting with the sale of a 40 percent stake to U.S.-based investment firm Stonepeak.

Woodside is getting near to a final investment decision on the LNG production and export project, which it acquired in a $900 million takeover of developer Tellurian last October. The cost of implementing the entire five-train facility near Lake Charles, Louisiana is estimated at $27 billion.

The Australian company says that the sale of the 40 percent stake to Stonepeak is timely. Stonepeak is expected to inject $5.7 billion in capital expenditure into the project, covering 75 percent of the project’s capital needs in both 2025 and 2026.

Woodside says that the stake sale reduces its capital expenditure profile and brings the project one step closer to a FID. Talks continue with other potential partners as Woodside aims to sell another 10 percent stake in the project. Its aim is to retain a 50 percent operating stake in the megaproject, which will produce 27.6 million metric tons per annum (MTPA) when complete.

The transaction is expected to close in the second quarter, subject to a positive FID and the needed regulatory, legal, and other approvals. At that point, Stonepeak is expected to make available $2 billion as part of its capex contribution.

The Louisiana LNG project is being built in four phases. Phase I includes two trains with a capacity to produce 11 MTPA, while Phase II has one train with a capacity of 5.5 MTPA. In December last year, Bechtel was awarded the contract for phases one and two, which are estimated to cost $900 to $960 per tonne of capacity. Construction is already well under way, ahead of a final investment decision. 

“The project represents a compelling opportunity to invest in a newbuild LNG export facility nearing FID approval with an attractive risk-return profile and best-in-class partners in both Bechtel and Woodside to construct and operate the asset,” said James Wyper, Stonepeak Senior Managing Director and Head of US Private Equity.

He added the significant additional capacity from the Louisiana LNG project will be central in further propelling the status of the U.S as a leading LNG exporter. The country exported 11.9 billion cubic feet per day of LNG in 2024, remaining the world’s largest exporter.

 

World markets are still trying to adjust to the reality of a U.S. market with steep tariffs, and U.S. consumers are weighing the impact of rising prices for foreign goods. Luckily for consumers, those price hikes will likely be tempered by two things: cheaper oil, thanks to an OPEC production hike and a weakening economic outlook; and falling costs for ocean freight, thanks to reduced demand for shipping.

According to UK-based Pantheon Macroeconomics, a drop in oil prices and shipping costs will offset about one quarter of the expected inflation effects of the White House's tariffs. The consultancy's base case forecast is a one percent additional increase to consumer prices due to the tariff schedule.

Spot rates for freight to and from the U.S. have been falling since December, and the core Shanghai-LA route is now half the price that it was at the beginning of the year ($2,700 per FEU today vs. $5,500 in early January). Pantheon predicts that less expensive ocean freight will offset tariff hikes, and will take about 0.15 percent off of a key measurement of inflation, the Personal Consumption Expenditures Price Index.

Energy is also getting cheaper. West Texas Intermediate has fallen from $72 per barrel last week to $61 per barrel on Monday. "The drop [in oil prices] mostly reflects expectations that global demand will wither due to tariffs, but prices also fell after OPEC unexpectedly announced last week a bigger increase in output," explained Pantheon's chief economist Samuel Tombs in a research note. 

The drop in oil prices means that domestic fuel prices will likely drop by about 14 percent, offsetting tariffs and knocking another 0.1 percent off of inflation. 

OPEC's oil production decision comes after repeated lobbying from the White House. President Donald Trump has been asking Saudi Arabia and other OPEC producers to export more oil and lower the global cost of energy since his first week in office, citing a desire to reduce Russian oil revenue. 

"[It's] his clear intention to use energy as leverage over Russia to end the war in Ukraine. That said, lower oil prices will certainly not incentivise US oil producers to 'drill, baby, drill' – particularly in high-cost Alaska," said David Oxley, chief climate and commodities economist at Capital Economics, speaking to BBC after the inauguration.

[By: CMA CGM Group]

The CMA CGM Group, a global player in sea, land, air, and logistics solutions, and Mistral AI, a pioneering company in generative artificial intelligence, today announced a five-year strategic partnership to revolutionize the shipping, logistics, and media sectors through artificial intelligence (AI). Supported by a €100 million investment, this partnership marks a significant milestone in the Group’s ambition to integrate AI across all its activities.

Mistral AI’s top international experts at the heart of CMA CGM
As part of the agreement, a dedicated team of Mistral AI’s world-class international specialists will be based at the CMA CGM Group’s headquarters in Marseille, as well as at Grand Central—the headquarters of CMA Media. Working in close collaboration with CMA CGM’s in-house experts, these AI professionals will deploy and scale AI solutions across shipping and logistics operations while also pioneering new forms of media innovation.

To ensure swift and effective implementation, two dedicated teams will be established:

• Mistral AI Factory: Transforming the Customer Experience and Optimizing Operations

Based at the Group’s headquarters in Marseille, the Mistral AI Factory will bring together Mistral AI specialists and CMA CGM teams to accelerate AI adoption in shipping and logistics. The focus will be on streamlining and personalizing the customer experience through solutions such as automated claims processing, intelligent e-commerce tools, and advanced document management systems.

• AI Media Lab: Innovating in Media Through AI

Located at Grand Central, CMA Media’s headquarters in Marseille, the AI Media Lab will unite Mistral AI experts, journalists, and media professionals to develop cutting-edge tools for the industry. Key initiatives include intelligent content management and an innovative fact-checking system, aimed at enhancing information reliability and addressing the evolving challenges of modern journalism.

This partnership will also empower TANGRAM, CMA CGM’s center of excellence for learning and innovation, by enhancing its AI training programs and equipping employees across the Group to effectively harness these new technologies 

Rodolphe Saadé, Chairman and CEO of CMA CGM Group, says: “This partnership with Mistral AI marks a decisive step in the transformation of CMA CGM through artificial intelligence. Together, we will develop tailored solutions to reinvent our businesses, from maritime transport to logistics and media, with tangible benefits for our customers and our employees. With Mistral AI, we are choosing a French technology leader that combines excellence, digital sovereignty, and a strong sense of responsibility, to build an artificial intelligence that serves both our performance and our values.”

Arthur Mensch, CEO of Mistral AI, adds: “CMA CGM’s commitment to transforming all its activities through generative AI underscores both the Group’s ambition and strategic vision. Our partnership is intended to serve as a model for how AI can be structurally embedded within organizations to enhance Europe’s competitive edge. We are honored by the trust Rodolphe Saadé has placed in our company, our models, and our ability to support this transformation.”

A 100% French partnership for innovation and industrial transformation through AI
From the moment Mistral AI secured its first round of funding in June 2023, the CMA CGM Group took the initiative to invest in this pioneering startup, forging a collaboration with a key global player in generative AI. Through this bold partnership, Mistral AI and CMA CGM will reinforce France’s leading position in AI-driven industrial and technological innovation. This alliance also reflects a long-term commitment to developing fully French solutions, built on robust source verification and information integrity.

In this spirit, CMA CGM and Mistral AI are committed to accelerating the adoption of generative AI (GenAI) across the Group. Building on the rise of the first large language models (LLMs), the emergence of more autonomous “agents” paves the way for new forms of automation and more natural, context-aware interactions. This breakthrough technology is set to fundamentally reshape how teams operate—automating repetitive tasks, boosting productivity, and freeing up time for higher-value, strategic work.

AI as a key driver of the CMA CGM Group’s transformation
This partnership aligns seamlessly with CMA CGM’s broader strategy, which places AI at the heart of its innovation and transformation roadmap. Under the leadership of Rodolphe Saadé, Chairman and CEO, the Group has committed €500 million to AI, forging strategic partnerships—notably with Google and Perplexity—and investing in companies such as PoolSide and Dataiku. The 2023 launch of Kyutai, a nonprofit research lab co-founded by Rodolphe Saadé, further reflects the Group’s commitment to advancing AI.

The CMA CGM Group structures its AI strategy around three key pillars: equipping employees with tailored AI-driven tools, offering an AI-optimized customer experience, and transforming its core activities across shipping, logistics, and media. Through TANGRAM, the Group has the capacity to train up to 3,000 employees each year in these rapidly evolving technologies.

[By: Regent Seven Seas Cruises]

Regent Seven Seas Cruises^®, the world's leading ultra luxury cruise line, has enhanced its all-inclusive onboard offering for the curious traveller, revealing a new guest speaker and entertainment program.

Cultural enthusiasts and history buffs will enjoy expert discourse led by thought leaders and guest speakers renowned in their respective fields such as former ambassadors and diplomats, international correspondents, historians and more. Guests will also be treated to exclusive performances from award-winning comedians, stars of Broadway and London’s West End, and sensations from global TV talent shows such as American Idol and The Voice.

“As a leader in ultra luxury, all-inclusive cruising, engaging enrichment and exciting entertainment is essential to an unrivaled guest experience,” said Jason Montague, Chief Luxury Officer of Regent Seven Seas Cruises. “Our amazing teams are consistently looking to enhance our discerning guests’ vacation, and with a fresh and innovative new program, we are looking forward to elevating the standard of ultra-luxury cruising, all included in the price of the sailing.”

Led by Daniel Bartrope, Director of Entertainment Operations and Enrichment for Regent Seven Seas Cruises, the refreshed guest speaker and performer lineup follows the recent announcement of brand new production shows across the Regent fleet.

“The Regent enrichment and entertainment experience is as spellbinding as it is comprehensive - we put as much care and attention into our onboard programming as we do our incredible itineraries and extensive shore excursion menu,” says Daniel Bartrope, Director of Entertainment Operations and Enrichment, Regent Seven Seas Cruises. “From former ambassadors and rocket scientists to cultural historians and talented stars who have tread the boards of the West End and Broadway, this line up perfectly complements the already unrivaled standard of entertainment onboard The World’s Most Luxurious Fleet.”

The line-up of Regent’s guest speakers and performers features exciting names across the fleet, and all lectures and performances are complimentary to watch as part of Regent’s uniquely comprehensive all-inclusive cruise fare.

Selection of New Guest Speakers

William Jacob Rothschild, Rocket Scientist

Seven Seas Explorer^®
North Pacific Crossing
17 September, 2025 - 19 nights 

Seven Seas Splendor^®
Auburn Sunsets, Turquoise Seas
2 November, 2025 - 15 nights 

Rocket scientist Lt. Col. Bill Rothschild has 45 years of experience in aerospace, including 20 years as an officer in the US Air Force. His lectures are filled with interesting, down to earth stories spiced with tantalising insider information about the real moon race, what’s happening in space now, and an intriguing look into the future.

Jeana Rogers, Cultural Historian

Seven Seas Mariner^®
Northern Sites, Coastal Delights
19 September, 2025 - 12 nights

Magic in the Mediterranean
1 October, 2025 - 12 nights

Heritage Sites and Greek Isles
13 October, 2025 - 9 nights

Spotlight on Wine with Honig Winery
22 October, 2025 - 12 nights

Seven Seas Grandeur™
Rhythm of Paradise
11 December, 2025 – 11 nights

Merriment & Joy in the Tropics
22 December, 2025 – 12 nights

Jeana Rogers is a cultural historian, specialising in the history and customs of European cultures. Combining local music, her photography and knowledge of the region, she motivates cruise guests to understand the essence of Europe, including the geography, history, culture, cuisine, what not to miss and more.

David Litt, Former Ambassador

Seven Seas Navigator^®
Norwegian Summer Sojourn
9 June, 2025 - 18 nights 

Seven Seas Voyager^®
Wines of Europe
2 September, 2025 - 12 nights 

Flamenco & Jaleo
12 September, 2025 - 10 nights
 
Ambassador David C. Litt retired from the US Foreign Service in 2008 having served for 34 years as a career U.S. diplomat, specialising in the Middle East and Africa. David was the US Ambassador to the United Arab Emirates and later served as political advisor to US Special Operations Command, focusing on all regions of the world. 

Selection of New Guest Entertainers

West End Star, Christine Allado

Seven Seas Splendor
Coast to Coast Italy
2 July, 2025 - 10 nights

Christine Allado is a multi-awarded, Grammy nominated Artist, international star of screen and stage, and a West End leading lady, best known for her role in the Olivier Award winning Original London cast of “Hamilton" as Peggy and Maria Reynolds.

West End Star, Paul Baker

Seven Seas Grandeur
Fabled Forests & Fjords
27 July, 2025 - 18 nights

Olivier Award-Winner Paul Baker has earned the reputation of being one of the exceptional talents in British Musical Theatre with critical acclaim, as one of the finest actors and singers of his generation. He has starred in many famous shows such as "Chicago" and "Les Misérables”. 

Broadway Star, Andrea Ross

Seven Seas Splendor
Auburn Sunsets, Turquoise Seas
2 November, 2025 - 18 nights 
Andrea Ross is an internationally recognised vocalist and Broadway performer having starred in two Broadway National Tours; Andrew Lloyd Webber's Whistle Down the Wind and Rodgers and Hammerstein's The Sound of Music. 

 

[By Simon Bullock, Christiaan De Beukelaer and Tristan Smith]

You’re probably reading this article on a device assembled in Asia, using materials shipped there from all around the world. After it was made, your phone or laptop most likely travelled to your country on a huge ship powered by one of the world’s largest diesel engines, one of thousands plying the world’s oceans. All this maritime activity adds up: international shipping burns over 200 million tonnes of fossil fuels a year.

The sector is trying to clean up its act. Its 2023 global climate strategy set a “strive” ambition of 30% cuts in greenhouse gas emissions by 2030, relative to 2008 emissions and 80% by 2040. That’s close to a level of ambition that can deliver on the Paris climate agreement, but this target urgently needs policies to make it happen. This is also urgent: 2030 is only five years away.

The technology to deliver a rapid transition exists. Wind propulsion technology – yes, sails – can be fitted to existing ships, and much of the sector could soon switch to zero-emission fuels if they were seen as a good investment.

That said, the transition needs to be fast and will be costly. This raises questions about who is to foot the bill.

That’s the backdrop for a pivotal meeting this week in London at the International Maritime Organization (IMO). The IMO is the United Nations’ agency, made up of 175 nation states, charged with coordinating a response on shipping’s climate pollution. At this meeting, nations will take a series of decisions that will have a profound impact on whether the sector makes a rapid transition away from fossil fuels, or if it continues to limp along on its current high-carbon course.

There are two crucial and interlinked decisions to be taken, and at the moment the proposals range from strong to exceptionally weak. Outcomes could go either way.

The efficiency of shipping hasn’t got much attention, even though it’s an important part of reducing emissions. One key policy is the Carbon Intensity Indicator, which measures how much carbon is emitted per tonne of cargo for every mile travelled. The IMO’s current strategy requires improving this efficiency by 40% by 2030, compared to 2008 levels.

Annual fuel oil consumption (by ship type):

How different fuels were used by different ship types (2023 data). IMO Future Fuels, CC BY-NC-SA

But here’s the problem: global demand for shipping is expected to grow by around 60% in that same time. So even with a 40% efficiency boost, total emissions from shipping could stay the same – or even go up – because so much more cargo will be moved.

Despite this, many countries haven’t updated their policies to reflect this growing demand or to align with the IMO’s updated “30% cuts by 2030” target.

Some countries, including Palau – a Pacific island nation vulnerable to climate change – and the UK, have pushed for stronger action. But there remains a long way to go before the world agrees on an ambitious path forward.

Green energy

The more hotly debated issue is around a fiendishly complicated set of “mid-term measures”. A key part of this is creating a “global fuel standard” – essentially, targets for how much “zero emission” (or “green”) fuel ships must use and by when.

These rules would come with penalties or costs for using polluting fuels, which would effectively put a price on greenhouse gas emissions. Experts have long agreed that putting a price on shipping pollution is the most effective way to encourage cleaner and more efficient practices. But despite nearly 20 years of discussions, countries still haven’t agreed how to do this.

Decisions are further complicated by wrangles over how to fairly distribute the revenues from these penalties.

The good news is that the world is less than a week away from a decision which will put a price on shipping pollution in some form. The bad news is that proposals on the table could easily deliver a weak, uncertain price signal which doesn’t push the industry to invest in more green solutions. And the fuel standard itself might fall short of the ambitious climate targets set in 2023.

Until now, talks on improving shipping efficiency and on pricing polluting fuels have happened separately. A big task at the IMO summit in London is to integrate the two into one coordinated plan.

From a climate perspective, these policies should be judged by whether they will work together to cut shipping emissions by 30% by 2030 (the IMO’s current target).

As things stand, that outcome is still possible – but is now an uphill battle. Agreement this week is crucial and countries will show their true colours. If they can’t agree to agree more ambitious policies it will undermine the IMO’s ability to regulate shipping emissions.

Historically, the IMO tends to take its biggest decisions in the last hours of Thursday in week-long negotiations. Both ambitious and more cautious countries have a lot on the line, as the measure adopted will be legally binding for all of them.

A positive result depends on whether powerful groups such as the European Union line up to support ambitious measures, as as proposed by African, Caribbean, Central American and Pacific countries as well as the UK.

Although countries have agreed on climate targets for shipping, some still refuse to support the policies needed to actually phase out fossil fuels fast enough. That stance much change. If done right, IMO negotiations this week could be a turning point – not just for shipping, but for renewable energy and climate action worldwide.

Simon Bullock is a Research Associate in Shipping and Climate Change, University of Manchester.

Christiaan De Beukelaer is a Senior Lecturer in Culture & Climate, The University of Melbourne.

Tristan Smith is a Reader in Energy and Transport, UCL.

This article appears courtesy of The Conversation and may be found in its original form here. 

 

The U.S. Coast Guard has released the results of an investigation into the death of an engineer aboard the OSV Red Stag in Port Fourchon, Louisiana in 2023. The crewmember was electrocuted after opening a high voltage electrical panel without authorization. 

On the afternoon of October 13, 2023, Red Stag was moored alongside at the Adriatic Marine dock in Port Fourchon, and was preparing for its next charter. At about 2000 hours, the vessel's first engineer adjusted ballast by activating the vessel's mud pump system, turning it on and off using the emergency stop button on the aft deck rather than the control panel belowdecks. When finished, he left the e-stop in the "off" position. This is normal practice, according to the Coast Guard. 

At 2330 hours, the crew conducted a watch change. The oncoming engineering watchstander, the "unqualified engineer," was tasked with cleaning the engine room. 

At about 0530 hours, the unqualified engineer asked the deckhand where he could find a voltage meter. The deckhand did not know, and didn't know why his crewmate needed it. This was the last time that anyone saw the unqualified engineer alive. 

Sometime thereafter, the unqualified engineer opened up the 480-volt electrical panel for the mud pump system. His body was found in front of the panel at about 0640, and his fingerprints were later found on a high voltage conductor inside the open panel door. 

The master called emergency medical services on his cell, and the crew started CPR. The man could not be revived and was pronounced dead at 0740. His death was ruled accidental by the county coroner.

According to the Coast Guard, the unqualified engineer was training for his engineering license but was not qualified to access and work on the 480-volt panel for the mud pump. It is unknown why he opened the panel, but the Coast Guard suspects that he was unaware that the pump e-stop on deck was turned off. He then bypassed company safety policies and attempted to troubleshoot it himself. 

"It is reasonable to assume that if the Unqualified Engineer was more experienced with the operation of the mud pump system, he may have verified the status of the pump’s emergency stop and de-activated it, preventing him from having to open the 480 volt panel and prevented the incident from occurring," the Coast Guard concluded.

The investigators also noted that Red Stag lacked some form of an indicator to show that the e-stop was activated; if an indicator had been present, the engineer might have realized that the system was already working as designed. Likewise, a lock on the cabinet would have prevented unauthorized access. 

The operating company initiated a fleetwide safety stand-down after the fatality to review policies with all crewmembers. The Coast Guard found no regulatory breaches, and made no additional recommendations. 

[By: MAN Energy Solutions]

MAN Energy Solutions reports that its MAN 175D engine has recently won two separate orders to power newbuildings for the Portuguese Navy.

Damen Shipyards Group of the Netherlands has ordered multiple MAN 175D engines in connection with the construction of a multi-purpose vessel (MPV). The order covers one shipset comprising 2 × 12V175D-MEM engines (each delivering 1800 kW at 1,800 rpm) + 2 × 16V175D-MEM engines (each delivering 2,400 kW at 1,800 rpm).

Delivery of the engines is set for 2025, with vessel delivery subsequently scheduled for 2026. The 107-metre long MPV will comprise a multi-purpose platform with primary mission roles including oceanic research, search and rescue, and emergency relief in addition to maritime safety and naval-support operations.

Florian Keiler – Head of High-Speed Sales, Marine Four-Stroke – MAN Energy Solutions, said: “This vessel’s multi-purpose functionality will enable the Portuguese Navy to execute the most demanding missions, as well as give it the ability to perform research at the greatest ocean depths. A particular requirement for this order related to structure-borne noise and, accordingly, the 175D GenSets will come with double-resilient mounting to meet all noise requirements over the full frequency range.”

For the other key project, Portuguese shipbuilder, West Sea – Estaleiros Navais, has ordered multiple MAN 175D engines in connection with the construction of 6 × 83-metre offshore patrol vessels (OPVs). The order encompasses six shipsets featuring 2 × 16V175D-MEL engines, each delivering 2,960 kW at 1,800 rpm.

The Viana do Castelo-class OPVs will be built at West Sea’s shipyard in northern Portugal. The engines will be constructed at MAN Energy Solutions’ Frederikshavn facility in Denmark and are scheduled for ongoing delivery from early 2026 to mid-2029 with respective vessel deliveries set for 18 months after in each case.

The OPVs’ main tasks involve long-range maritime surveillance and patrol missions, as well as search-and-rescue operations. However, depending on the sensors and weapons installed on board, they can be assigned to military missions in traditional maritime areas of unrest.

Dietmar Zutt – Sales Manager, High-Speed Navy – MAN Energy Solutions, said: “This is an excellent reference for the MAN 175D as naval vessels have high requirements in terms of manoeuvrability, speed, maintenance cycles and environmental considerations. West-Sea and the Portuguese Navy jointly chose this engine mindful that each vessel’s power requirement of about 6 MW can be achieved with just two compact 16V175D-MEL GenSets. These offer the segment’s best power-to-length ratio – a unique selling point – meaning they can deliver power requirements with eight fewer cylinders than rival engines, freeing up space in the engine room and lowering maintenance requirements.”

In general, MAN 175D units offer:

• superior engine dynamics with the segment’s fastest vessel manoeuvring and quickest acceleration;
• OPEX leader in market segment, leading to longer cruising range;
• resilience to high temperatures – engine always capable of operation at full power, negating any need for derating that might put the vessel at risk;
• exceptional low-load endurance – capable of 24-hour low-load operation without the need to increase engine power.
• control system for full level of cybersecurity;
• capable of CO2-neutral operation with 100% FAME fuels;
• methanol-ready.

[By: Jotun]

Jotun, a leading provider of high-performance hull coatings and solutions for the global maritime industry, has entered into a commercial agreement with Singapore/Thailand- based shipowner Thoresen Shipping Singapore Pte. Ltd. for the adoption of Jotun Hull Skating Solutions (HSS), a revolutionary proactive cleaning solution to advance on hull performance and vessel efficiency.

Under the new partnership, Thoresen Shipping has selected bulk carrier Thor Brave for the implementation of HSS. Designed to maintain a clean hull throughout the vessel’s entire sailing interval, HSS will enhance operational efficiency through preserving fuel, cut carbon emissions and protect biodiversity.

A key component of Jotun´s HSS is the HullSkater, the first robotic technology that has been purpose-designed in collaboration with Kongsberg for proactive hull cleaning. Combined with ultra-premium SeaQuantum Skate antifouling that works in perfect symbiosis with the HullSkater, HSS enables Thor Brave to prevent early stage fouling to contribute positively towards the sustainability agenda.

Commenting on the partnership, Thoresen Shipping’s Managing Director Andy Hillier said: "We at Thoresen Shipping are excited by our partnership with Jotun to help redefine the next generation of hull and vessel performance. We are pleased to have signed this agreement and taken a step towards decarbonization with Jotun’s HSS to support our vision of delivering a high-quality service with a passion for being the best in class for cost control and in caring for our environment. We also hope this encourages further industry partnerships and efforts to reduce global carbon emissions."

As the maritime industry pursues its ambitious net zero emissions target by, or around, 2050, optimizing vessel efficiency has become a critical priority. Keeping the hull clean is regarded as one of the ‘lowest hanging fruits’ of decarbonization. A solution like HSS driving proactive biofouling management is not just an operational best practice but a sustainability imperative, offering effective and immediate pathway towards positive contribution to carbon intensity indicator (CII) and other operational efficiency indicators.

Kristine Anvik Leach, Managing Director of Jotun Thailand commented: "We look at HSS, with the HullSkater as the core element, as a ground-breaking approach to biofouling management. We are absolutely delighted that Thoresen Shipping understands the potential of HSS when it comes to their business practices as well as the impact it has on the environment as a whole. As a company, we strive to go beyond improving operational efficiency by also focusing on concrete environmental goals and fostering deeper relations with our community. This agreement supports our clean shipping commitment, and we are hopeful of its ripple effect to progressively reaffirm how small changes can set the example for what a sustainable shipping industry should look like in the future."

The partnership between Jotun and Thoresen Shipping will assist the integrated shipowner and operator of bulk carriers in accelerating its zero-carbon vision as it takes a leading role in promoting sustainable growth in the maritime industry through its environmental efforts.

[By: ClassNK]

ClassNK has completed the Technology Qualification (TQ) process for the 'Advanced Routing Simulation and Planning: ARS', developed by JAPAN MARINE SCIENCE INC, and issued its first statement. The statement demonstrates the software has been verified to have safety equivalent to that of technologies designed under existing regulations, marking an important step toward the practical installation of autonomous navigation systems on actual vessels.

Technologies related to maritime autonomous surface ships (MASS) are being actively developed to reduce human error, ease crew workloads, and address labor shortages. To support the implementation of such technologies, ClassNK has published its 'Guidelines for Technology Qualification', which enable the safety assessment of novel technologies not covered by existing regulations. The TQ process identifies potential risks and challenges and reviews safety measures to confirm that the technology functions safely and reliably within a defined scope.

'ARS' is software that predicts the future behavior of a vessel and surrounding ships, and develops action plans to avoid collisions and groundings. It is one of the core technologies for autonomous ship operations and is scheduled to be adopted in demonstration projects in Japan using a container vessel and a remote island passenger ferry."

ClassNK examined 'ARS' based on its 'Technology Qualification Guidelines' and 'Guidelines for Automated/Autonomous on ships (Ver.1.0)' including novelty evaluation, risk assessment, simulation testing, and qualification validation. Upon confirming that core functions for achieving autonomous navigation meet the requirements, ClassNK issued the statement.

ClassNK will continue supporting the implementation of automated/autonomous operation technologies by setting standards and technical verification.

 

Adani Ports and Special Economic Zone Ltd. (APSEZ) has begun operations at its new Colombo West International Terminal (CWIT), located at Sri Lanka’s Port of Colombo. The terminal has been under construction since 2022, almost a year after the Adani Group signed the port deal.

CWIT was developed by a consortium consisting of APSEZ, the Sri Lankan conglomerate John Keells Holdings and the Sri Lanka Ports Authority (SLPA) under a 35-year Build, Operate, and Transfer (BOT) agreement.

The $800 million CWIT project features a 1,400-meter quay length and 20-meter depth, allowing the terminal to handle approximately 3.2 million TEU annually. This capacity will elevate the status of Colombo port as a key transshipment hub in South Asia. According to APSEZ, CWIT is the first deep-water terminal to be fully automated in Colombo, improving cargo handling and vessel turnaround time.

“The commencement of operations at CWIT marks a momentous milestone in regional cooperation between India and Sri Lanka. The opening is also a proud moment for Sri Lanka, placing it firmly on the global maritime map,” said Gautam Adani, Chairman of the Adani Group.

Last year, the CWIT project was subjected to scrutiny after U.S prosecutors indicted Gautam Adani for an alleged bribery scheme. Adani has denied these allegations, but some countries - including Kenya - had to cancel deals associated with his companies.

Although the CWIT project progressed, it proceeded without a $500 million loan guarantee from the U.S government. In November 2023, the U.S International Development Finance Corporation announced a loan providing support for the CWIT project. The financing had not been processed by the time Adani Group withdrew from the loan deal in December. At the time, Adani Group said it would finance the terminal through the company’s internal accruals and capital management plan.

With CWIT now open, it has to compete for cargo business with other major terminals in Colombo. The China-backed Colombo International Container Terminal (CICT) controls the largest share of containers passing through the port. Last year, CICT handled 3.3 million TEUs. Two of SLPA’s controlled terminals - Jaye Container Terminal and the deep-water East Container Terminal - handled 2.4 million TEU. South Asia Gateway Terminal (SAGT) operated by John Keells Holdings handled 2 million TEU. In total, Colombo port handled 7.7 million TEUs, up 12.3 percent compared to 2023.

Charles B. Robertson is the President and CEO of river cruise leader American Cruise Lines, and he recently spoke to TME editor-in-chief Tony Munoz about the company's history and his own journey as an executive. 

Welcome, Charlie! Tell us about yourself – how you grew up and prepared to one day run the family business.

It's been a lifelong preparation, really. I literally grew up with the company, which my parents started before I was born. We were in the dinner and excursion boat business back then on the Connecticut River and they were just getting back into the overnight cruise business.

I grew up on the boats, and it was a unique childhood. I fell in love with the business before I ever knew it was a business or that it had a lot of growth potential. It was just a great thing to do in the summers and on weekends during the school year. I have two brothers and they were the same way. We all kind of found different niches in the company.

Where did you go to school? Did you go to one of the maritime academies?

No, I went the standard college route and have a little bit of Ivy in me, but not so much that I forgot how to work. Like a lot of people in the company, I went to the "School of American Cruise Lines."

Cool. Tell us about your Dad. He was a legend in the industry and in many ways the founder of river cruising in America. What was his vision in founding the company? How did it all start and work? He was way ahead of his time.

Yes, he really was. He was a pioneer. He was a fighter, and he fought for whatever he believed in. He was sort of fortunate to find maritime and the cruise business back in the Seventies, long before the cruise industry had taken off in any material way. He had been a captain on ferries, so he knew what he was doing around boats, but he didn't have any business background.

Give us a brief overview of the company and how it evolved over the last 50+ years.

My parents started American Cruise Lines in 1973, but they were more about shipbuilding until 2000 when the cruise line started taking off. They had one ship in 2000 and a second ship in 2003. They were each only 49 passengers. So we were a really small company when I was in high school and working on the boats. Everybody did everything back then and we just grew organically, slowly expanding into the fleet of ships that we have today.

How many ships do you have now?

We have 21 and nine more under construction.

Do you and your brothers own the company?

We do. We're a hundred percent family-owned and love it that way. It keeps us very nimble. It keeps us very grounded, and we care unbelievably about the company. It's pretty unique. We love being private and have a lot of fun with it. I mean, we can really manage the business the way we think is best.

That family feeling extends to the ships and is part of why people love our product so much. Even though it's now a sophisticated environment onboard, it still feels family-like. The way people get to know one another, passengers among themselves and passengers and crew, is very genuine. The whole operation, from the way we run excursions to cocktail hours and onboard entertainment, is designed to be about one another and the experiences we share in extraordinary places.

Wow, very cool! Who came up with the cocktail hour idea?

My parents did. We've had them from the beginning, and that nightly event is so important to the camaraderie onboard. We're absolutely adamant not to have any point-of-sale displays on board. There's no cash registers on board. There's no traditional separation that you would have between the person serving you and the guest. Everything's free. It's all premium drinks and high-end hors d'oeuvres, and everything is face-to-face. It's a very genuine, family-like experience. And that's what we want to create.

Tell us about your employees. How many do you have and where do they come from? How do you train them?

We have about 2,500 and they come from all 50 states. They're all Americans, and they all go to our facility in Salt Lake City for training. They get a very consistent training program there and are then deployed around the fleet.

People can come in without any real experience, get trained and then get started in deck or housekeeping or food service roles and grow with us. Some of our best managers have been hired on after their initial employment period with us as a server, for instance. They come back and they do great because that's how most of us got started.

I joke that I went to the School of American Cruise Lines, but so many of our executives did the same thing. We started our careers here and grew. So you see this really interesting longevity and progression in people's careers that's rare in many companies.

What about the mariners and deck officers? They went to the academies, correct?

They come from the academies, the oil patch, and out of the military, but we also make a lot of officers. Take someone young who's never been at sea before. They can get on board as a deckhand with us, build their time in getting a license – we'll put them through a licensing program – then they can apply to be a mate. And that's actually the track I took myself, but later shifted into the office.

Are you a captain?

I am, but I don't sail as a captain. I have the license for it, but I respect the position too much to make myself captain. It takes years of experience at sea to truly be able to handle any situation. As much time as I've spent on board, I don't have that yet. I'm a well-qualified mate and would sail as a mate.

Tell us about the shipyard – Chesapeake Shipbuilding. When did that come along?

It was around 1980, and it's sort of the most fun part of the business. We were, in a way, shipbuilders first. My Dad had worked in shipyards, and when he started his own business he wanted to build his own ships. My parents found the shipyard property that we have now in Salisbury, Maryland. At the time, it was just an abandoned piece of industrial property – abandoned after World War II – but it had the right bulkhead to build on.

It's taken off a lot from there, even in just the last few years. We now have hull fabrication buildings. We have plasma tables, robotic welding equipment, all these different things that really allow us to build ships at the pace we are now. We also have a team of Marine engineers and naval architects on staff who design everything we build.

As the operator, builder, and designer, we have a seamless communication flow between the operational wish list and the construction reality. Understanding both the operation and the construction really helps us see how each ship can be better and how the latest technology can be incorporated into the design.

Each ship is designed specifically for its region in the U.S. with its bridges, its lock systems, its water depths, but also in a regulatory sense. They comply with the latest Coast Guard and EPA requirements in a way that no other passenger vessels in the world really have to. We're very proud to be pioneering this application of technology in some of the most environmentally sensitive areas in the country.

Who's your target demographic? Who are the people you market to?

Our market is older, affluent Americans. Well-traveled people. They're often cruisers who've been around the world. Now they want to explore their own backyard a little bit, and they want to relax. They want to learn something. They want to move on from the mass luxury that exists around the hospitality space generally to a more intimate, sophisticated atmosphere.

Our product is designed to appeal to that luxury traveler and provide them a venue and an experience they would never expect to find in the U.S. I mean, it's unbelievable to be in a luxury hotel cruising through the Snake River canyons or the Ohio River locks. It's just an extraordinary experience. We're really creating these domestic cruise markets and adding routes that no one's done before.

So, our marketing program is as robust as it is because we're really educating people that you can get a ship into these places and you can have an experience that you thought was only available on European riverboats. It's as much about education as it is about promotion. And it works because we bring people who graduate from other areas of the cruise industry and move into our product.

We have a local expert on every cruise, usually a historian of some kind who has a real background in the region we're visiting and gives daily presentations on each destination. We feature local cuisine and local wines and local entertainment. We also offer at least three different shore excursions at each stop. So passengers are immersed in the history and culture of the region.

What's your biggest challenge right now? What keeps you up at night?

What keeps me up at night is all these ships running. We have people at sea and we have machinery running 365 days a year. And that means we always have to stay sharp. We always have to be prudent in our operations and always have to be ready for whatever comes next. Growth is also a challenge, but it's a blast and we just want to keep absorbing all the potential we see in the market.

Awesome. Any final message for our readers?

"Small Ship Cruising Done Perfectly" – that's been our slogan from the beginning and it's a fantastic slogan because perfection is a high bar. You can always be better. It forces you to keep evaluating yourself, keep changing, keep trying to be better. It also speaks directly to our mission to share America's story on the finest American ships.

Tony Munoz is The Maritime Executive's publisher and editor-in-chief. 

 

As the International Labour Organization (ILO) meets to consider changes to the Maritime Labour Convention (MLC), leading maritime charity?Stella Maris UK?is calling for urgent protections to stop seafarers being forced to choose between shore leave and adequate rest, a decision that no seafarer should have to make. 

“This should never be a choice,” said Tim Hill, CEO of Stella Maris UK. “But for many crew, it’s an unacceptable reality. We regularly meet seafarers who are either denied shore leave on vague ‘operational’ grounds, or are too exhausted to go ashore even when permitted.” 

A recent International Transport Workers’ Federation (ITF) report backs up what Stella Maris chaplains and ship visitors witness daily: shore leave is becoming harder to access, and many seafarers are sacrificing it out of necessity - not choice - due to relentless working hours. 

In one case, a crew was told not to leave the ship as they were needed to receive provisions - despite already working long hours. In another, a crew on a detained vessel was denied shore leave for two weeks and told to keep working until repairs were complete. When visited by a Stella Maris chaplain, they were visibly exhausted and demoralized. 

Elsewhere, crews showed signs of severe fatigue and deteriorating mental health. One seafarer resigned due to stress, while others were considering breaking their contracts just to get home. 

“There are many ship operators who do the right thing and put crew welfare first,” Hill added. “But the erosion of shore leave and disregard for meaningful rest are having a clear and dangerous impact on crew wellbeing. Without stronger safeguards and consistent enforcement, unsafe working conditions risk becoming the norm.?Adequate rest and access to shore leave must be treated as operational essentials, not optional extras. 

Stella Maris UK is calling on the ILO to strengthen protections and tighten enforcement to ensure that seafarers don’t have to choose between rest and their right to shore leave. 

Stella Maris (formerly known as Apostleship of the Sea) is a registered UK charity. Stella Maris’ chaplains and ship visitors provide fishers and seafarers with practical and pastoral support, information and a listening ear in the UK and worldwide.

For months, climate campaigners and industry insiders have projected optimism about the odds of a long-debated global carbon levy on bunker fuel at the IMO Marine Environment Protection Committee's 83rd meeting (MEPC 83). Shipping's carbon is regulated by IMO, outside of the framework of the Paris Climate Agreement, and MEPC has repeatedly deferred the question of how to achieve a target of a 50 percent emissions cut by 2050. Consensus appeared to be building around a carbon levy in the run-up to MEPC 83, including a tax proposal from the International Chamber of Shipping.  

With the change of administration in Washington, continued opposition to a bunker levy from certain petroleum-producing nations, and the global economic uncertainty created by the new U.S. tariff regime, the odds of getting an ambitious bunker tax passed at this MEPC are looking slimmer, campaigners now acknowledge.

"In recent years I have often commended the changed course in IMO, as it did indeed seem like there was a credible plan towards a global tax of significance," commented Søren Have, Mobility and Infrastructure Lead at Danish think tank CONCITO. "Now this unfortunately seems much more uncertain. I urge Danish government and shipping firms to keep the course, and push others to follow."

"This week’s talks at the IMO have been a rollercoaster, with no clear path toward securing an ambitious universal GHG pricing mechanism," agreed Anaïs Rios, Shipping Policy Officer at Seas At Risk. "A universal GHG pricing mechanism isn’t just one of many tools; it’s the only viable way to decarbonize shipping fairly and effectively, ensuring no one is left behind." 

If it were passed, a strong MEPC bunker levy would be a major win for the clean-shipping sector and a major setback for opponents of climate action. It would be more than just a new shipping regulation: the levy would be the first international carbon tax, implemented and overseen by the United Nations.

"It would represent a huge moment of solidarity in the fight to tackle climate change," said Emma Fenton, senior director for climate diplomacy at Opportunity Green, speaking to the AP. "For the first time, we will have, hopefully, an effective global framework tackling this international issue. Most emissions are tackled domestically."

Climate researchers and advocate groups have long maintained that a strong, global carbon levy is the only way to provide shipping with an economic incentive to reduce its emissions to meet IMO targets. Green fuels are not commercially competitive with bunker fuel, the lowest-value residual fuel product from oil refining. Reversing this equation would require regulatory action to distort market prices for all players at once, making bunker fuel more expensive (with a levy) and green fuel less expensive (with a subsidy). Independent estimates for an effective bunker levy come to at least $150 per tonne of carbon emitted, which would nearly double the price of HFO. 

 

Yemen’s dominant but unrecognized Houthi government has been a target since the rebel movement took over the Yemeni capital Sana’a in 2014 - and provoked Emirati and Saudi intervention in 2015 to support the legitimate government, which had been displaced.

During this civil war, air power was an important element in preventing further Houthi advances. But it was never able to turn the tide, neutralize the Houthi ability to launch ballistic and cruise missiles, or push the Houthis back into their traditional homeland, the province of Saada in the northwest of Yemen. 

The ineffectiveness of the coalition’s airpower, matched by an inability of its ground forces to make progress over the toughest of terrain, was in part a consequence of a lack of accurate intelligence. American and other foreign governments also restricted the sale of weapons that would be accurate and powerful enough to destroy a dispersed and well-protected arsenal of Houthi drones and missiles.

The Houthi drone and missile capability was based on a surprisingly powerful arsenal of such weapons built up during the period prior to the civil war, when the Yemeni Armed Forces boasted three surface-to-surface missile brigades based in cave complexes around Sana’a, fielding both Scud derivatives and SS-21s mobile missiles. Moreover, the Yemenis had developed an infrastructure and technical capability to support this force, which was self-sustaining but also leveraged the technical capability of the Iranians - who in turn had learnt the missile business during the Iran-Iraq war and who had taken careful note of lessons learned from the Coalition Scud-hunting campaign of the First Gulf War. This capability was not beaten down by Saudi and Emirati air attacks from 2015 onwards, but rather grew in strength.

The target set facing the United States when the Houthis began their attacks on shipping had long been allowed to multiply and grow out of control.  The difficulty of dealing with the Houthi threat is compounded by the character of the adversary. Waging war is a national pastime in Yemen, where life is extremely tough even in peace. Yemenis have historically devoted an inordinate amount of effort to fighting each other, from the pre-1967 British era; the struggle for independence in the South, and between Royalist and Republican factions in the North; then unification in 1990, followed by various coups; and finally the effective division of the country once again in 2014. By repute there are three AK-47s per capita in Yemen, and they are put to frequent use. Tribal and factional loyalties can switch overnight, often encouraged by subsidies from external parties. As Washington Institute fellow Michael Knights has described it, the environment has created a nation of warriors who “are very pain tolerant .... they're the worst people to try and publicly coerce”[1].

It is unlikely that any attempt to destroy the Houthi ballistic and cruise missile capability will wholly succeed.  The protection and dispersal of inventory - as much as the depth of technical expertise within Houthi ranks - suggests that even if stocks are highly degraded, some capability will remain, capable of being launched in defiant albeit perhaps ineffective gestures.  To halt Houthi missile and drone attacks requires a dismantling of Houthi political authority and the effective control mechanisms that the Houthis have developed to keep themselves at the top of the pile.  Attacks need to be focused on this core Houthi cadre in order to avoid alienating the wider population.  If this can be achieved - notwithstanding the group’s high pain thresholds - there will come a time when peripheral tribes and wavering General Political Congress factions begin to peel away. The Houthi diehards will then be tempted to retreat to their Saada heartlands and lie low - until the next opportunity arises to start yet another battle for advantage in Yemen’s austere landscape.

Unfortunately for Yemen’s suffering civilian population, this means that the route to ending the threat to the global maritime community presented by the Houthis means maintenance of a high-tempo, focused assault on the Houthi political and internal security infrastucture - until rock-hard Houthi resolve and control begins to splinter. This will entail maintaining a high US naval carrier-borne presence in the region until the job is done, a task that may be difficult to carry through to successful conclusion without the assistance of allies.

 

Carnival Corporation and Fincantieri signed the group’s first new order for cruise ship construction for its AIDA brand since the pause in operations in 2020. It also marks the corporation’s efforts to resume shipbuilding and expansion of its brands outside the U.S. after focusing on its Carnival Cruise Line.

Speaking with the media on Sunday, April 6, CEO Josh Weinstein hinted that the corporation was planning to move forward with the expansion of its brands based on demand in the different segments of the market. He highlighted the corporation’s success in reducing debt accumulated during the pandemic and growth in demand globally for cruising. In FY 2024, the corporation reported a 40 percent increase in its EBITDA earnings ($6.1 billion). It nearly doubled operating income for the recently reported first quarter on $5.8 billion in revenues.

Carnival Corporation had previously said it would add new cruise ships at the rate of approximately one per year across its nine brands. The corporation in 2024 ordered seven cruise ships for Carnival Cruise Line due between 2027 and 2033, split between Meyer Werft in Germany and Fincantieri in Italy. It also has one legacy order from before the pandemic due for delivery this year for Princess Cruises.

Fincantieri termed today’s order “very important,” reporting that it represents a value exceeding €2 billion ($2.2 billion). They will be the first cruise ships Fincantieri will build for AIDA. Except for two cruise ships built a decade ago in Japan by Mitsubishi, AIDA has worked with Meyer Werft for its fleet.

AIDA has elected to build two midsized cruise ships between the size of its largest cruise ships Helios Class (183,900 gross tons with 2,732 passenger cabins) and the Hyperion Class (125,572 gross tons with 1,643 passenger cabins). No details were released on the new ships other than they would have 2,100 passenger cabins. Delivery is scheduled for early 2030 and late 2031.

The new ships will be equipped with multi-fuel engines which Fincantieri reports will be capable of operating on LNG, bio-diesel, and future sustainable fuels. AIDA has prided itself on being at the forefront of sustainability. The two Japanese-built cruise ships, AIDAprima and AIDAperla, were the first to be outfitted with engines to use LNG dockside, and the AIDANova commissioned in 2018 was the first cruise ship capable of sailing on LNG. The company has also adopted shore power and other energy-saving technologies.

AIDA’s President Felix Eichhorn notes the brand will reach 13 ships with the addition of the new order. He said the ships will have new features and experiences without providing details.

The cruise line has also launched a revitalization program for three cruise ships in its fleet. The program started last month with AIDAdiva and will improve technology and refurbish passenger areas. They are adding new restaurants, including a maritime-themed cafe, French and Asia restaurants, and a Tapas Bar. The AIDAluna and AIDAbella will follow in 2025 and 2026. 

AIDA has been one of the strongest-performing brands in the portfolio. It focuses on the German-speaking market.

[By: Restech]

Pneumatic Line Thrower (PLT®) specialist Restech is offering Service Operation Vessel owners in the wind industry a preview of a brand-new system developed to satisfy rising demands for flexibility in towing and mooring operations. 

A scale model of an innovative Remote Launcher TI will be on display on the VIKING Life-Saving Equipment stand (EC-40) at WindEurope 2025, held at Copenhagen’s Bella Center, April 8-10. As part of the modular design, its remotely triggered launcher will fit seamlessly together as a fixed line thrower with the emergency towline.

The scale model introduces the potential for a Remote Launcher that can be brought to market at a fraction of the cost of the project-specific remote launchers which Restech has previously developed to customer specifications. 

“We have undertaken several government projects involving remote control launchers, but they have been supplied for special requirements and in small numbers,” says Petter Olsen, Chief Marketing Officer, Restech Norway AS. “The knowledge we have gained has been critical in developing a comprehensive understanding of the challenges of the remote launch option and for finding cost effective solutions.”

One driver for innovation has been Norway’s Ocean Charger consortium, which is developing technologies to transition SOVs to zero emission battery power. Objectives include enabling SOV recharging offshore, rather than to return to port. To support this, a line is launched from the charging point to the receiving vessel, with the line lifted from the water. 

Olsen also sees wider application for the competitively-priced Remote Launcher TI, where Restech’s PLT® systems have established a strong maritime and offshore market presence based on their safety, efficiency, and straightforward operation. Fixed or steerable launchers could be deployed to enhance safety in various operations.

“Turbine barges or rigs are often under tow for 30-50 days in open seas,” says Olsen. “If a towing wire breaks, the original line can easily become entangled. For a reasonably modest cost, one launcher could be mounted on each corner of the barge or rig, with the unit in the best position launching an extra line in an emergency or in heavy seas.” The launchers would be easily dismantled after use, he adds.

Looking further ahead, Olsen suggests that operationally-proven Remote Launchers are likely to be one of the solutions that come under consideration for autonomous ships, whether used for mooring or emergency purposes. He also acknowledges that the suggestion falls beyond the scope of the preliminary rules under development for maritime autonomous surface ships (MASS) at the International Maritime Organization.

[By: Bolidt]

New ‘Signature’ decking system from Bolidt sets fresh standards in authenticity for a Bolideck® product family that is already established as the market-leading alternative to real teak.

Resin applications specialist Bolidt has unveiled Bolideck® Future Teak Signature Premium as a modern reinterpretation of the sustainable, durable and lightweight alternative to real teak which has led the cruise market for 20 years.

Using a sophisticated blend of colours to recreate the natural patterns of the highest quality of teak, Bolidt began developing Bolideck® Signature Premium together with the Accor Group Orient Express brand in 2023. The result is a next generation decking solution, which is distinguished by exceptional authenticity – inspired by nature and with the ‘look and feel’ of timeless elegance.

The new system will feature on board the Orient Express Corinthian, which will enter service as the largest sailing yacht at sea upon delivery from Chantiers de l’Atlantique in 2026.

“Chantiers de l’Atlantique has been specifying Bolidt solutions on its cruise newbuilds for decades,” commented Gerben Smit, Head of Operations, Bolidt. “Bolideck® Future Teak Signature Premium achieves a timeless elegance befitting of a vessel that marries classic aesthetics and modern innovation for a new era of maritime luxury. We are delighted with the result.”

Made of a higher-quality material with greater colour stability, Bolideck® Signature Premium is also less prone to the fading effect of sustained UV exposure on sun decks and retains its natural appearance even when wet.

“We were inspired to create Bolideck® Future Teak Signature Premium with this extraordinary sailing yacht of the future in mind – where innovation meets nature and sustainability,” said Smit. “To achieve a level of elegance and natural aesthetics that would surpass those of the original Future Teak, we used an entirely new development process incorporating specialist tools and testing equipment. Even the pouring procedure is based on a new technique that our installers need to be specially trained in.”

Bolideck® Future Teak Signature Premium is being unveiled at the forthcoming Seatrade Cruise Global exhibition, taking place in Miami this month.

 

On Sunday, Japan’s Defense Ministry launched a new military unit, the Maritime Transport Group. The unit is expected to improve Japan Self-Defense Forces (JSDF) maritime logistics, allowing swift deployment of ground troops and equipment to front-line bases. The inauguration ceremony was held at Kure naval base in Hiroshima Prefecture. 

The plan for a specialized maritime transport unit for the JSDF was initially announced in 2018. The aim was enhancing JSDF ability to transport troops to remote islands - especially the islands west of Okinawa, a response to China’s maritime expansion in the region and the risk of a Chinese invasion of Taiwan.

The new Maritime Transport Group is part of the Japanese government's strategy to strengthen its island defense system, and will be managed by Japan's army (Japan Ground Self Defense Force, or JGSDF). This command structure is similar to the United States' landing craft fleet, which is housed within the U.S. Army Watercraft Systems division. 

The Maritime Transport Group consists of about 100 members, drawn from the three branches of JSDF including the Ground, Maritime and Air Self Defense Forces. For the operations of the unit, the ministry plans to procure 10 vessels by March 2028. The vessels include two LSVs (Logistics Support Vessel), four LCUs (Landing Craft Utility) and four maneuver support vessels. They will be based at Kure base and the Hanshin base in Kobe city. There are also plans to prepare wharfs on the island of Amami-Oshima in Kagoshima Prefecture. Two vessels have already been launched.

The LCU Nihonbare launched in October last year at the Naikai Zosen shipyard in Onomichi City of Hiroshima. The LCU is about 80 meters long, has a draft of 3 meters and displacement of about 2,400 tons. It has a crew capacity of 30 and it can transport a dozen twenty-foot containers. In addition, the LCU has beaching capabilities that allow it to load and unload on sandy areas.

A month later, the LSV Yoko was launched at the same shipyard. The LSV is about 120 meters, has a draft of 4 meters and a displacement of 3,500 tons. It can load and unload vehicles and supplies through a side ramp on the starboard side. However, Yoko does not have beaching capabilities like Nihonbare.

The strengthening of Japan’s military transport capabilities comes at a time China has become more assertive in the East China Sea. The two countries have a long-standing maritime dispute over the Senkaku/Diaoyu Islands, which Japan controls. In the past year, China has sent a record number of heavily armed ships to patrol the islands.

According to data by Japan Coast Guard (JCG), Chinese government vessels entered the contiguous zone of the Islands (12 to 24 nautical miles from the coast) on 355 out of 366 days in 2024. This set a record for the highest number of days since 2008, when Chinese vessels were officially confirmed patrolling the Islands.

 

On Sunday, the crew of the Philippine Coast Guard cutter BRP Cabra narrowly averted a head-on collision with an aggressive China Coast Guard cutter, according to the PCG. 

On Saturday, BRP Cabra intercepted the China Coast Guard cutter CCG-3302 at a position about 85 nautical miles off the coast of Luzon. CCG-3302 is the latest in a string of Chinese government vessels that have been dispatched to patrol the Philippines' coastal waters, asserting Chinese law enforcement jurisdiction in an area about 500 nautical miles from mainland China. Beijing claims almost all of the South China Sea as its own, including large sections of its neighbors' exclusive economic zones. 

"The 44-meter BRP Cabra boldly confronted the larger 99-meter CCG vessel, asserting its rightful presence within the Philippine Exclusive Economic Zone," the PCG said in a statement Saturday. 

 

On Sunday, PCG spokesman Commodore Jay Tarriela said that the CCG-3302 had engaged in "reckless and dangerous maneuvers," and nearly carried out a head-on collision with BRP Cabra. Only the skill of the PCG crew prevented a collision, he said. 

After the encounter, CCG-3302 retreated further from Luzon's shores by about 10 nautical miles, according to Tarriela. It continues its "illegal patrol," he said, and BRP Cabra remains on scene to monitor it. The pushback is intended to prevent the "normalization of unlawful activities" by the Chinese government in the Philippine EEZ. 

Tensions between the Philippines and China are running higher than usual, and not just in the South China Sea. Philippine police forces have arrested 18 Chinese nationals in four separate busts since the start of the year on espionage charges, including five who were detained for allegedly spying on U.S. Navy vessels in Subic Bay. 

The Armed Forces of the Philippines has also advised its forces to be prepared for the possibility of a Chinese invasion of Taiwan. If this occurred, AFP troops would be needed for an evacuation of Philippine overseas workers: an estimated 250,000 Filipinos are employed in the Taiwanese economy, and would have to be brought back to safety across the Strait of Luzon.