Stakeholders' Influence and Barriers to Energy Efficiency Operational Measures in Shipping

Stakeholders’ Influence and Barriers to Energy
efficiency Operational Measures in Shipping
Industry
Mohammud Hanif Dewan
Maritime Energy Efficiency Consultant

Introduction and Background
 Around 50,000 ships run worldwide for transporting cargo from
port to port. (BIMCO & ICS, 2015).
 Everyday each of these ships consuming of huge amount of
fossil fuels by marine diesel engines produces Carbon Dioxide
(CO2), Carbon Monoxide (CO), Nitrogen Monoxide (NO),
Nitrogen Dioxide (NO2), Sulphur Dioxide (SO2) and so on
which cause air pollution, global warming, climate change and
sea acidification.
 Increasing of earth's temperature has been causing melting of
polar ice caps, flooding of low lying territories and increase the
level of ocean water. (Ramanathan and Feng, 2009).
2

3
MEPC 62nd session 2011, Mandated the Energy Efficiency Design Index
(EEDI), for new ships, and the Ship Energy Efficiency Management Plan
(SEEMP) for all ships by 01 Jan 2013

4
Energy Efficiency Regulations and Measures

Problem Statement
 To find out the barriers for adoption of energy efficiency measures
in shipping industry of developed countries, a large amount of
study exists, BUT not a single one for shipping industry of Asian
developing countries.
 In developing countries of Asia, the barriers for adoption of energy
efficiency measures may not be the same with the developed
countries in Europe or America. Because the impact of these
barriers may vary from country to country, due to varied levels of
cultural, social, economical and technological environments.
5
Although the cost reducing effects of energy efficiency design and
operational measures are well established, shipping companies
appear reluctant to adopt them! This reluctance to adopt
economically beneficial measures is often referred to as barriers to
energy efficiency.

The research questions
This study has been undertaken on the basis of following three
research questions:
1. How is the stakeholder’s influence on implementation of
energy efficiency operational measures in shipping of
developing countries?
2. What are the actual barriers for adoption of energy efficiency
operational measures in shipping of developing countries?
3. What can be the recommendations to overcome these
barriers?
6

Objectives of Research
1. To analyze or quantify stakeholders influence on
implementation of energy efficiency measures in
relation to barriers.
2. To identify the barriers for adoption of energy efficiency
operational measures in shipping industry.
3. To recommend necessary guidelines to overcome the
barriers.
7

The scope of Research
To find out the barriers for implementation of energy efficiency
operational measures in shipping industries of developing countries,
this study has focused on two developing countries in South
East Asia: Malaysia and Bangladesh.
Malaysia has been selected because, here the shipping companies
owned mostly new ships and they usually manage their own vessels.
On the other hand,
Bangladesh has been selected because, the shipping companies
of Bangladesh usually purchase the second hand old ships and
they manage their own vessels.
8

The simple Energy Efficiency Concept….
Ship Energy Efficiency Management-HD 2016 9
100W Traditional
Incandescent bulb
23W Energy
Saving LED Bulb
But……
Literature Review

Energy Efficiency Concept and GHG Reduction in Shipping:
 According In the Second IMO GHG Study, Buhaug et al. (2009)
estimated, it is possible to achieve the potential ranged of
reduction of GHG emissions from 25% to 75%,
 by adoption of innovative energy efficiency design
measures (EEDI) for new-built vessels,
 by operational measures (SEEMP) for existing vessels, and
 by introducing of alternative fuels.
10
Literature Review

11
Ship design measures for EEDI reduction
Literature Review

12Source: Bazari & Longva, 2011 and IMO MEPC 63, 2011
Ship design measures for EEDI reduction are given below:
No. EEDI Reduction Measures Remarks
1 Optimized hull dimensions and
forms of the vessel
Vessel design for improve energy efficiency by selecting of main
dimensions and forms
2 Light weight ship idea Using of innovative lightweight shipbuilding materials
3 Hull coating Using of innovative hull coating and paint
4 Ship’s hull air lubrication system Applying air cavity by injecting air under or around the immersed ship’s
hull in order to reduce fiction in wet surface of the hull and thus reduction
of hull resistance
5 Optimization of ship’s propeller –
hull interface and flow devices
Optimization the design of ship’s propeller, hull and rudder and
associated changes of stern part of ships.
6 Contra-rotating propeller Use of two propellers in series which are rotating at different directions.
7 Waste heat recovery Ship’s propulsion and diesel generators’exhaust gas using in waste heat
recovery plant to generate electric power
8 Using of LNG Use of liquefied natural gas and dual-fuel engine
9 Hybrid electric power and
propulsion
For some ships, using of hybrid technology in propulsion can be more
energy efficient.
11 Wind power (sail, kite etc.) Sails, fletnner rotor, kites and so on. These innovative technology can
reduce consumption of fuels.
12 Solar Power Use of solar cells for sustainable energy use
Literature Review

13
Operational measures from SEEMP for existing ships
Literature Review

14Source: Bazari & Longva, 2011 and IMO MEPC 63, 2011
Operational measures from SEEMP for existing ships
No. Energy Efficiency Measures Remarks
1 Engine Tuning and Monitoring Optimization of propulsion engine performance and
monitoring condition
2 Hull Cleaning and Coating Avoidance of hull operation fouling & damage by hull
cleaning and coating
3 Propeller Cleaning and Polishing Avoidance of propeller operation fouling & damage by
cleaning and polishing
4 Optimization of Auxiliary power Use of less power by planned machinery operation and
well power management
5 Speed reduction / slow steaming Use of optimized speed and slow steaming
6 Optimized trim/ draft Optimization of trim and draft by monitoring
7 Voyage Execution Maintain just in time arrival and reducing port stay time
and waiting time at anchorage/port
8 Weather Routing To optimize voyage efficiency, use of weather routing to
avoid rough seas and sea currents
9 Propeller upgrade and stern body
flow devices
Use of propeller and stern body retrofits and additional
flow improving devices
Literature Review

No. Researchers Findings
1.
Jafarzadeh & Utne,
2014
Barriers to energy efficiency measures in
shipping are:
 information barriers,
 economic barriers,
 intra-organizational barriers,
 inter-organizational barriers,
 technological barriers,
 policy barriers and
 geographical barriers
2. Sorrell et al.(2009),
Sudhakar and
Painuly (2004),
Girard (2010) and
Acciaro et al.
(2012)
barriers to energy efficiency in shipping are
categories like:
 safety & reliability of the measures,
 technical uncertainty of the new technologies,
 organisational behaviour of the company,
 market constraints and financial & economic
constraints of ship's operation
15
Barriers to Energy Efficiency Measures
Literature Review

3.
Mark Jacobson
et al. (2015),
Barriers of energy efficiency are:
 social and political, not technical or
economic
4.
Olcer and Ballini,
2015
Barriers to Energy Efficiency in Shipping:
 lack of knowledge
 pertinent training to the decision makers,
ship designer and ship operator
16
Literature Review

5.
Blumstein, 1980
and Fiber , 2011
Barriers of energy efficiency are:
 Inter-organizational barriers among
stakeholders
6.
IMO MEPC 62
(Submission by
IMarEST, 2011)
Barriers for Energy Efficiency in Shipping:
 Technological barriers
 Financial barriers (budgeting)
 commercial barriers lie in the contracts
used in shipping
 Commercial barriers (abatement solutions)
7
Johnson &
Anderson, 2011
3 sets of barriers:
 Barriers related to markets,
 Barriers related to behaviour and
 Barriers related to organizations.
17
Literature Review

Table 2.4 List of Barriers for implementation of energy efficiency measures in shipping industry
Information Barriers Financial
Barriers
Inter-organizational
barriers
Technological
barriers
Technical
Barriers
Policy barriers Geographical
barriers
1. lack of information
2. Overload of
information
3. Absence of information
technologies in new
building contracts
4. Not utilizing data
5. Not maintaining data
6. Error in information
7. Inappropriate type of
data
8. Social contrasts in
regards to the required
data
9. Unfavourable choice of
information
10. Moral risk and
primary specialist
connections
11. The absence of
validity and trust in the
source of data
12. Varieties in
conditions of information
1. Constrained
approach to
capital
2. External hazard
3. Business
uncertainty
4. invisible
expenditure
5. Heterogeneity
6. Imperfect
planning of
budgets
7. Unrealistic
money saving
analysis
1. Organizational
culture
2. Inactivity
3. Limited rationality
4. Lack of power
5. Absence of trust in
the organization
6. Lack of time
7. Correspondence
issues
8. The lack of trust in
innovations
9. Split
encouragement
10. The ownership of
business
11. distinction in risk
perception
1. Incompatibility
between
technologies and
ship types
2. Immatureness
3. Technical risk
4. Interference with
fundamental
procedures
5. Unpredictability
of measures
6. Development
likeliness
7. Incompatibility
between
technologies and
operations
1. Crew’s lack of
technical
knowledge
2. Crew’s lack of
awareness training
3. Crew’s lack of
competence
4. Managers
without technical
background
1. Policy formation
barriers
2. Policy
Implementation
barriers
3. Lack of reviewing
& amendment of
policy
4. Conflicting policy
regulations
1. Piracy area
2. The route
dependency
3. Wind or tidal
effect
Total=52
Barriers
18
Source: Adapted from the researches of Johnson & Andersson (2011), Jafarzadeh & Utne
(2015), Acciaro et al. (2012), Faber et al (2011), Jaffe & Stavins (1994), Thollander & Palm
(2013), Sorrell et al (2000), Blumstein (1980), Fleiter et al (2011), Chai & Yeo (2012),
Cagno et al (2013), Trianni et al (2013), Faber et al (2009), Faber & Behrends (2011),
Fleiter & Hirzel (2012).
Literature Review

1.Lack of information about the measure
2.Financial (budgeting & costing issue)
3.Financial (maintenance or other hidden cost)
4.Intra-organizational difficulties in company
5.Installation difficulties
6.Lack of awareness & knowledge of ship crews
7.Operational difficulties
8.Technical risk and safety issue
9.Lack of credibility and immaturity of measure
10.Unrealistic cost-benefit issue
11.Conflict with charter party requirements
12.Policy formation & implementation barrier
13.Owner's lack of interest
14.Crew’s lack of competence
15.Incompatibility between technologies and ship type
16.Route dependency of the ship.
19
Literature Review
Identification of Possible Barriers to Energy Efficiency Operational Measures
From the literature review, 16 most possible barriers for implementation of
energy efficiency operational measures have been identified

DNV GL Energy Management Study 2014 on 86 shipping companies
20
Fig 2.1: Operational Measures that are part of SEEMP Fig 2.2: Operational Measures that are implemented
(Source: DNV GL Energy Management Study, 2014)
Literature Review

According to the IMO Study on SEEMP Measures (2016a) and other literature
review, 18 most used energy efficiency measures which are very popular and
the part of SEEMP measures in many shipping companies around the world,
have been selected for designing of survey questionnaires:
21
 Improved Voyage Planning & Weather
Routing,
 Just in Time/ Virtual Arrival,
 Speed Optimization/Slow Steaming,
 Trim Optimization,
 Ballast Optimization,
 Hull Cleaning & Coating,
 Propeller Cleaning & Polishing,
 Main Propulsion Performance
monitoring systems,
 Proper cargo handling with regard to
energy savings,
 Ship's Power Use Optimization,
 Using of de-rated Main Diesel Engine,
 Ship and Voyage Performance
Analyzers,
 Adaptive Autopilot/ Optimum Use of
Rudder,
 Use of Propeller Boss Cap Fins / Mewis
Duct Propeller,
 Bulbous Bow Re-shaped
 Improved Fuel Management
 Crew Awareness and Training on
Energy Efficiency Measures
Selection of Most Used Energy Efficiency Operational Measures

Identification of
Stakeholders
according to
Ship’s Operation
22
Table 2.5 Identified Stakeholders who are directly or indirectly involved with ship’s commercial operation
(Source: Adapted from Faiz (2014).
Literature Review

Identification of Stakeholders
23
From the study of stakeholders of shipping industry, 10 stakeholders
have been identified who are directly related with ships’ operation
and implementation of energy efficiency operational measures:
Literature Review
1. Ship owners and ship managers
2. Technical Manager
3. Engine Crews
4. Deck Crews
5. Class Surveyors
6. Flag State and Port State Control
7. Shipyard and Ship Repairers
8. Ship Charterers
9. Crew Trainers
10. Bunker Suppliers

24
Figure 3.1: Flowchart of Research work
Research Methodology

To validate the survey questionnaires for identifying key barriers for adoption of
energy efficiency measures, a pilot survey was carried out among various
stakeholders both in Bangladesh and Malaysia.
 The surveys were carried out at two technical seminars:
1. On 27 December 2015, NI and IMarEST of Bangladesh at Bangladesh Marine Academy,
Chittagong (22 Stakeholders)
2. On 24 March 2016, Malaysia Joint Branch (MJB) for IMarEST and RINA in Kuala Lumpur.
(30 Stakeholders)
 After the presentation on Ship Energy Efficiency Management by the author,
the pilot survey forms were distributed among the attendees.
 For Survey questionnaires validation, a standard test of Cronbach’s Alpha (CA)
has run on pilot survey data. The Survey questionnaires validated with a value
of 0.70.
25
Pilot Survey
Research Methodology

26
Sl.No. Stakeholders Number
01 ShipOwnersandManagers 07
02 TechnicalManagers(Superintendents) 18
03 DeckCrews(Masters) 16
04 EngineCrews(ChiefEngineers) 18
05 CrewTrainers 07
06 ClassificationSocietySurveyors 08
07 FlagStateandPortStatePersonnel 05
08 Dry-dockandShipRepairers’Personnel 06
09 ShipCharterers 05
10 BunkerSupplier’sPersonnel(Manager) 01
TotalRespondents 91
List of Participants Attended in the Survey
Total 108 stakeholders have been selected for the survey who have important roles
for the implementation of energy efficiency measures in shipping industry.

Findings from the Survey of Stakeholders’ Influence
By a Google online survey form, the stakeholders were asked about
their influence on implementation of energy efficiency operational
measures in their managed or operated ships by using the Likert
Scale.
The scale “Very Low to Very High” has been used by selecting the
ascending number 1 to 5.
The data has been collected from 91 respondents of different
stakeholders of shipping industry in Bangladesh and Malaysia as
described in Table 3.1.
27
Results & Findings
Details of data analysis and findings from
the Survey of Stakeholders’ Influence
have been described at pages no. 61 - 76

28
Table 4.1 Stakeholders Influence on Implementation of
Energy Efficiency Operational Measures

Very High Influence: Improved Voyage Planning & Weather Routing,
Speed Optimization/ Slow Steaming, Hull Cleaning & Coating and
Propeller Cleaning & Polishing.
High Influence: Just in Time / Virtual Arrival, Trim Optimization, Main
Propulsion Performance Monitoring systems, Using of De-rated Engine,
Ship and Voyage Performance Analyzers, Adaptive Autopilot/ Optimum
Use of Rudder, Bulbous Bow Re-shaping, Steam Use Optimization /
Improved Cargo Heating Plan, Ship Power Use Optimization and Crew
Awareness & Training
29
Influence of Ship Owners and Managers on various SEEMP Measures
Energy Efficency Operational
measures
Influence
Improved Voyage Planning &
Weather Routing
VH
Just in time (virtual Arrival) H
Speed Optimization/Slow
Steaming
VH
Trim Optimization H
Ballast Optimization M
Hull Cleaning and Coating VH
Propeller Cleaning & Polishing VH
Main Propulsion Performance
monitoring systems
H
Using of de-rated Main Engine H
Ship & Voyage Performance
Analysers
H
Adaptive Autopilot/ Optimum
Use of Rudder
H
Use of Propeller Boss Cap Fins
/ Mewis Duct Propeller
M
Bulbous Bow Re-shaping H
Proper cargo handling for
energy savings
M
Improved Fuel Management M
Ship's Power Use Optimization H
Steam Use optimization
/Improved Cargo Heating
H
Crew Awareness & Training on
Energy Efficiency
H

Very High Influence: Improved Voyage Planning & Weather Routing, Just
in Time / Virtual Arrival, Speed Optimization /Slow Steaming, Ballast
Optimization, Ship and Voyage Performance Analyzers, Adaptive
Autopilot/ Optimum Use of Rudder and Steam Use Optimization /
Improved Cargo Heating Plan
High Influence: Trim Optimization, Hull Cleaning and Coating, Propeller
cleaning and polishing, Main Propulsion Performance Monitoring systems,
Improve fuel Management, Ship Power Use Optimization and Crew
Awareness & Training
30
Deck Crews Influences on various SEEMP Measures

Very High Influence: Improve fuel Management
High Influence: Speed Optimization/Slow Steaming, Hull Cleaning &
Coating, Propeller Cleaning & Polishing, Main Propulsion Performance
monitoring systems, Proper cargo handling with regard to energy
savings, Ship's Power Use Optimization, Steam Use
Optimization/Improved Cargo Heating Plan, Crew Awareness and
Training on Energy Efficiency, Using of de-rated Main Diesel Engine,
Ship and Voyage Performance Analyzers and Adaptive Autopilot/
Optimum Use of Rudder.
31
Influence of Engine Crews on various SEEMP Measures

High Influence: Improved Voyage Planning & Weather
Routing, Hull Cleaning & Coating, Propeller Cleaning &
Polishing, Main Propulsion Performance monitoring systems,
Proper cargo handling with regard to energy savings, Ship's
Power Use Optimization, Steam Use Optimization/Improved
Cargo Heating Plan, Crew Awareness and Training on
Energy Efficiency, Ship and Voyage Performance Analyzers,
and Improved Fuel Management.
32
Technical Managers Influences on various SEEMP Measures

High Influence: Speed Optimization/ Slow Steaming, Trim
Optimization, Ballast Optimization and Crew Awareness & Training
on Energy Efficiency measures.
Medium Influence: Improve Voyage Planning & Weather Routing,
Just in Time, Hull Cleaning & Coating, Propeller Cleaning &
Polishing, Main Propulsion Performance monitoring systems, Ship
and Voyage Performance Analyzers and Adaptive Autopilot/ Optimum
Use of Rudder, Proper cargo handling with regard to energy savings,
Ship's Power Use Optimization, Steam Use Optimization.
33
Influence of Flag State and Port State Administrations on various
SEEMP Measures

High Influence: Hull Cleaning & Coating, Propeller Cleaning &
Polishing, Ship's Power Use Optimization, Improved Fuel
Management and Crew Awareness and Training.
Medium Influence: Improved Voyage Planning & Weather Routing,
Speed Optimization/Slow Steaming, Ballast Optimization, Main
Propulsion Performance Monitoring systems, Using De-rated Main
Engine, Ship and Voyage Performance Analyzers, Adaptive
Autopilot, Steam Use Optimization / Improved Cargo Heating Plan,
Use of Propeller Boss Cap Fins, Proper Cargo Handling.
34
Influence of Class Surveyors on various SEEMP Measures

High Influence: Improved Voyage Planning & Weather Routing, Just
in Time /Virtual Arrival, Speed Optimization/Slow Steaming, Ballast
Optimization, Hull Cleaning & Coating, Proper cargo handling,
Improve Fuel Management, Ship's Power Use Optimization and
Steam Use Optimization/Improved Cargo Heating Plan.
Medium Influence: Trim Optimization, Propeller Cleaning and
Polishing, Main Propulsion Performance Monitoring, Ship & Voyage
Performance Analyzers, Adaptive Auto-pilot, Crew Awareness and
Training.
35
Influence of Ship Charterers on various SEEMP Measures

Shipyard & Ship Repairers have medium
influence on implementation of Hull Cleaning &
Coating, Propeller Cleaning & Polishing, Main
Propulsion Performance monitoring systems
36
Influence of Shipyard and Ship Repairers on various SEEMP Measures

High Influence: Crew Awareness and Training on
Energy Efficiency measure.
Medium Influence: Ship & voyage Performance
Analyzers.
37
Influence of Crew Trainers on various SEEMP Measures

High Influence: Main Propulsion Performance
monitoring systems and Improved Fuel Management
Medium Influence: Ship & voyage Performance
Analyzers.
38
Influence of Bunker Suppliers on various SEEMP Measures

39
 A Google online survey form to various stakeholders of shipping industry in
Malaysia and Bangladesh. 108 stakeholders have been selected who have
important roles took part in the survey.
 Responses were received from 91 participants, and their response data were
analyzed, as presented in Figures 4.12 to 4.47. Charts were then generated for
18 most used operational energy efficiency measures from SEEMP and
identified barriers for implementation of these measures according to the
percentage (%) of responses of various stakeholders of maritime sector in
Bangladesh & Malaysia.
Data Collection and Findings
Findings from the Survey of Identifying Barriers
Details of data analysis and findings from
the survey of identifying barriers have
been described page no. 77 to 106

40
Barriers to Improved Voyage Planning & Weather Routing
Influencer Stakeholders:
 Deck Crew (Master)
 Ship Owners & Managers
 Technical Manager
 Ship Charters
Barriers:
 Route Dependency of the ship
 Lack of awareness of Ship crews
 Conflict with charter party requirement
 Crew’s lack of Competence
 Lack of information

Barriers:
- Lack of information,
- Operational difficulties,
- Conflict with charter party requirements
- Lack of awareness of ship crews.
41
Barriers to Just in Time / Virtual Arrival
- Deck crews (Master)
- Ship charterers
- Ship owners & ship managers
- Flag State & Port State

Barriers:
- Lack of awareness of ship crews,
- Operation difficulties,
- Lack of competence of ship crews and
- Lack of information
42
Barriers to Trim Optimization
- Ship owners & managers
- Flag state & port state control and
- Ship charterers

Barriers:
- Lack of competence of ship crews.
43
Barriers to Ballast Optimization
- Ship owners & managers,
- Ship charterers

Barriers:
- Financial (budgeting) issue,
- Financial (maintenance) issue
- Owner’s lack of interest
44
Barriers to Hull Cleaning & Coating
Influencer Stakeholder:
- Engine Crews
- Ship charterers
- Technical Managers

Financial (budgeting) issue,
owner’s lack of interest, financial
(maintenance) issue and
operational difficulties are the
main barriers for implementation
this operational measure
45
Barriers to Propeller Cleaning & Polishing

Barriers:
- Conflict with charter party requirements,
- Technical risk and safety issue
- Lack of Awareness and Knowledge of crews
46
Barriers to Speed Optimization / Slow Steaming
- Ship charterers
- Engine crews
- Flag state & port state control

Barriers:
- Lack of awareness and competence of crews,
- Crew’s lack of competence
- Installation difficulties
- Financial (budgeting) issue
47
Barriers to Main Propulsion Performance Monitoring Systems
- Engine crews
- Technical managers
- ship owners & managers
- Deck crews
- Bunker suppliers

Barriers:
- Installation difficulties,
48
Barrier to Using of de-rated Main Engine
- Engine crews
- Deck Crews
- Technical Managers

Barriers:
- Lack of awareness & knowledge of crews,
- Owner’s lack of interest,
- Financial (budgeting issue),
49
Barriers to Ship & Voyage Performance Analyzer
- Deck crews
- Engine crews

Barriers:
- Crews’ lack of competence
50
Barriers to Adaptive Autopilot/ Optimum Use of Rudder
- Deck crews
- Ship charterer
- Engine crews

Barriers:
- Owners’ lack of interest
51
Barriers to Using Propeller Boss Cap Fins / Mewis Duct Propeller
- Deck crews
- Engine crew
- Class surveyors

Barriers:
- Owners’ lack of interest,
- Installation difficulties and
- incompatibility between technologies & ship type
52
Barriers to Bulbous Bow Re-shaping
- Deck crews
- Engine crews

Barriers:
- Lack of awareness & knowledge of ships’ crew,
- Crews’ lack of competence.
53
Barriers to Proper cargo handling for energy savings
- Deck crews
- Engine crews,
- Technical managers,
- Flag state & Port State administration
- Ship charterers

Barriers:
- Crews’ lack of competence,
- Owners lack of interest
- Operation difficulties
54
Barriers to Improve fuel management
- Engine crews
- Deck crews,
- Class surveyors,
- Ship charterers
- Bunker suppliers

Barriers:
- Lack of competence of ship crews
- Technical Risk and Safety Issue
55
Barriers to Ship Power Use Optimization
- Deck crews
- Engine crews,
- Class surveyors
- Ship charterers

Barriers:
- lack of competence of ship crews
- Lack of Information
56
Barriers to Steam Use optimization /Improved Cargo Heating
- Deck crews
- Engine crews,
- Ship charterers

Barriers:
Lack of awareness of ship crews, owner’s lack
of interest, financial (budgeting) issue, lack of
information and policy formation &
implementation
57
Barriers to Crew Awareness & Training on Energy Efficiency
- Deck crews,
- Engine crews,
- Class surveyors
- Flag state & port state administrator
- Crew trainers

58
Sl.
No.
Energy Efficiency
Operational Measures
Most influential Stakeholders Identified Barriers
1 Improved Voyage Planning &
Weather Routing
- Deck Crew (Master)
- Ship Owners & Managers
- Technical Manager
- Ship Charters
-Route Dependency of the ship
- Lack of awareness of Ship crews
- Conflict with charter party requirement
- Crew’s lack of Competence
2 Just in Time /Virtual Arrival - Deck crews (Master)
- Ship charterers
- Ship owners & ship managers
- Lack of information,
- Conflict with charter party requirements and
- Lack of awareness of ship crews
4 Trim Optimization - Deck crews (Master)
- Ship charterers
- Lack of competence of ship crews and
5 Ballast Optimization - Deck crews (Master)
- Ship charterers
- operation difficulties,
- Lack of information and
6 Speed Optimization/Slow
Steaming
- Ship charterers
- Engine crews
- Flag state & port state control
- Conflict with charter party requirements, and
- Technical risk and safety issue
Table 5.1 Cost Free Energy Efficiency Operational Measures and their most
Influential Stakeholders and Identified Barriers

59
Table 5.1 Cost Free Energy Efficiency Operational Measures and their most
Influential Stakeholders and Identified Barriers
Sl.
No.
Energy Efficiency
Operational Measures
Most influential Stakeholders Identified Barriers
7 Proper cargo handling with
regard to energy savings
- Deck crews and Engine crews,
- Flag state & Port State administration
- Ship charterers
- crews’ lack of competence
8 Ship's Power Use Optimization - Deck crews
- Engine crews,
- Class surveyors
- Ship charterers
9 Steam Use
Optimization/Improved Cargo
Heating Plan
- Deck crews and Engine Crews
- Ship charterers
10 Crew Awareness and Training
on Energy Efficiency
- Class surveyors
- Flag state & port state administrator
- Crew trainers
- Policy formation & implementation barriers
11 Main Propulsion Performance
monitoring systems,
- Engine crews
- Deck crews
- Bunker suppliers
- Lack of awareness and competence of ship crews,
- Financial (budgeting) issue
-Installation difficulties
12 Improved Fuel Management. - Engine crews and Deck crews,
- Class surveyors,
- Ship charterers
- Bunker suppliers
- Crews’ lack of competence,
- Owners lack of interest
- Operation difficulties

60
Sl. No. Energy Efficiency measures Most influential Stakeholders Identified Barriers
13 Hull Cleaning & Coating - Ship owners & managers
- Flag state & port state control,
- Class surveyors,
- Ship charterers and
- Shipyard & ship repairers
14 Propeller Cleaning &
Polishing,
- Flag state & port state control,
- Class surveyors,
- Ship charterers
- Shipyard & ship repairers
- Operational difficulties
15 Using of de-rated Main Diesel
Engine
- Engine crews
- Installation difficulties,
- Lack of information and
16 Ship and Voyage
Performance Analysers
- Deck crews
- Engine crews
- Lack of awareness & knowledge of ship’s crew,
17 Use of Propeller Boss Cap
Fins / Mewis Duct Propeller
- Deck crews and Engine crew
- Class surveyors
- Owners’ lack of interest
18 Bulbous Bow Re-shaped and - ship owners & managers
- Deck crews
- Engine crews
- Owners’ lack of interest,
- Incompatibility between technologies & ship type
Table 5.2 Costly Energy Efficiency Operational Measures and their most Influential
Stakeholders and Identified Barriers

Conclusion
It has been observed that four main barriers which impede the adoption of all
cost-free operational measures are as follows:
lack of information of the measure,
lack of awareness and knowledge of ship crews (Deck and Engine)
lack of competence of ship crews (Deck and Engine)
operation difficulties.
These four common barriers can be eliminated by training of the ship crews
(Deck and Engine Crews) and office personnel who are directly involved with
ship’s operation.
On the other hand, it has been found that the following two main barriers
hinder the implementation of the operational measures which involve costs:
financial (budgeting & maintenance) issue and
ship owner’s interest
Green policy of the country for easy sourcing of financial supports for the ship
owners and managers can be helpful to eliminate these two barriers.
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 Recommendation guidelines to overcome the barriers:
Technical seminars/ training workshops on climate change on the
banner of IMO can be arranged by the flag state or maritime
administration for all stakeholders of shipping industry for grow
awareness and knowledge on maritime energy efficiency.
IMO Train the Trainer (TTT) Course on Energy Efficient Ship
Operation (IMO, 2016b), can be arranged by the Maritime
Administration to build up the capacity of the maritime trainers.
So that the trainer can train the ship crews and other stakeholders on the STCW short course: The Energy
Efficient Operation of Ship
Training for improving the knowledge and Awareness of ship’s crews and
technical managers on this SEEMP measures.
IMO has designed “Model Course 4.05: The Energy Efficient Operation of Ships”. The shipping company
can make mandatory of above mentioned course for their operation and management level deck and
engine crews.
62

Prior joining briefing and training of Ship’s Crews to update about
SEEMP measures
Management level crews (Master, Chief Engineer, Chief Officer and Second Engineer) need to be trained and briefed by
the company prior joining on board ship to explain the SEEMP measures implemented on that particular ship, the present
output of SEEMP measures and EEOI trends, company’s policy, future plans and target to achieve the goal for SEEMP.
Circulate updated technical information of SEEMP measures from the
Experts/ Vendors and on board training to ship crews and technical managers
time to time
Detailed information about the SEEMP measures can be collected from experts, details have to be described in SEEMP
manual and time to time, the updated information has to be circulated in whole fleet to update the ship crews.
Mutual agreement between Charter Party and ship owner & ship manager for
the he operational measures which have the barrier “Conflict with charter
party requirement’’ and high or very high influence of ship charters
(SEEMP Measures such as Improved Voyage Planning & Weather Routing, Just-in-Time /Virtual Arrival, Speed
Optimization/Slow Steaming, Steam Use Optimization/Improved Cargo Heating Plan) can be implemented by a mutual
agreement between Charter Party and ship owner & ship managers. A special instruction should be given to the master
on the basis of the above-mentioned mutual agreement which will be reflected to implement related SEEMP measures.
63

More focus on study, research and development (R&D) works on
maritime energy efficiency (design and operation) in maritime
education and training institutes
It is important that energy efficient technologies for sustainability will be given a higher focus in Maritime Education and
Training. The same should apply for future ship operators to update their skills for energy efficient ship operation, planning
and implementation of SEEMP measures in their fleet.
National policy formation and implementation by the government for
the shipping sector and necessary facilities can be ensured to boost
up energy efficient operation of national fleet
According to the demand of international regulatory body IMO, national policy formation and
implementation can be done by the government for the shipping sector and necessary facilities can be
ensured to boost up energy efficient operation of national fleet.
Green policy or energy efficient industry policy of the country for easy
sourcing of financial support for ship owners
Green policy or energy efficiency industry policy of the country for easy sourcing of financial support from
governments, bank or other can be helpful to eliminate these barriers. Besides, easy loan or financial
supports and long-term payment schemes of shipyard & dry dock or technology vendors or manufacturers
can attract the ship owners and managers to install the energy efficiency technology devices or retrofits to
install in their vessels. The energy efficiency policy of the government can ensure good services of
shipyards, dry docks and technology vendors in their territory.
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Research Significance & Contributions
1. Stakeholders influences on implementation of energy efficiency
Operational measures in shipping industry have been known and
quantified.
2. Barriers for adoption of energy efficiency Operational measures
have been identified in the shipping industry of developing
countries,
 By following the recommended guidelines, the shipping companies
of developing countries can improve the energy efficiency through
their fleet and able to reduce the fuel cost as well as CO2 emission.
65
Energy
Efficient
Shipping

Publications
WMU Journal of Maritime Affair is an ISI and Scopus Indexed Journal
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Stakeholders' Influence and Barriers to Energy Efficiency Operational Measures in Shipping

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