eight bells special 25 anniversary issue sri lanka master mariners december 2016 … bells dec...

EIGHT BELLS SPECIAL 25 ANNIVERSARY ISSUE SRI LANKA MASTER MARINERS DECEMBER 2016

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EIGHT BELLS

DECEMBER 2016

JOURNAL OF THE COMPANY OF MASTER MARINERS OF SRI LANKA

CMM CALENDER Maritime presentation at the OPA*

Bi-monthly meeting with a Technical Presentation*

Motor Rally*

Joint Technical presentation with NI Sri Lanka branch Final confirmation and further details will be announced separately by the CMM Secretary

*All Members are invited to encourage contributions from prospective “Guest” writers known to them, which contributions will be included, subject to value addition and availability of space in the journal.

In this issue

People and Events

CMM events

AGM Report

The first AGM

Joining the OPA

NI Corner

Joining CILT

From the Editor

CMM - the journey from the beginning

CMM - milestones

Guest column

Member contributions

Fire on board!

MLC Implementation and control measures

Storm seen from a desert tea-cup

Of a Rescue at Sea

Port and Shipping News

CSC news

Marking World Oceans Day

IMO Bravery at Sea Award

Of Pirates and Piracy

CMM Annual Cricket match report

Our Secretary‟s “Genting Dream”

For CMM parents and their kids

One for the road


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PEOPLE AND EVENTS We wish calm seas and safe voyages to the following members who signed on recently: Capt.‟s Thusitha Buddhadasa, Mihira De Silva, Kapila Jagoda, Prawala Perera, M. Mankkaleswaren, Kolitha

Gunawardane, Dushantha S. Fernando, Palitha Vithana, Anura Wijesekera, J. Priyanga Udugampola, Sadun Kankanamge, Ajith D. Liyanage, Udayantha Kriyawasam, Samantha Ratnayake, Manjula Dodantenna, Patrick Rodrigo, Vijith Dias, K. Srikrishnan, Asitha De Abrew, Niroshan Dassanayake, Rohan de Alwis, Sanjeewa Colonne, Sisila Dharmawansa, Prasanna Fonseka, Vidya Karunaratne, Sanjeewa Delgoda, Ajantha Pushpakumara, Ajith Maldeniya, Keith Jayasuriya, Roshan Fernando, Senaka Hemamal, Sujeewa Dassanayake, Ranjith Kumarasiri, Prasad Alwis, Udaya Somachandra, Lakshman Dodantenna and Niranjan Dias.

And a warm welcome back to the following who have returned from sea on vacation: Capt.‟s Shiran Nasoordeen, Taraka Telwatte, Udeni Jayatillake, Nishantha Jayakody, Channa Abeytunga, Dinuk Mendis, Chandana Perera, Nalindu Karunaratne, Vajira de Alwis, P. Ananda Higgoda, Vajira de Alwis, Chinthaka Karawita, Chanaka Sapukotana, Nalaka Wijewardane, Suranga Pathirana, and Anura Rajakaruna.

NEW APPOINTMENTS We wish good luck to the following CMM members who have shifted their anchorages and taken up assignments ashore or shifted berth to other companies since the last issue. Capt. Nish Wijayakulathilaka joined Ceylon Shipping Corporation as DPA for the two new Bulk carriers, Capt. Jayantha Aluvihare joined Sri Lanka Shipping Company as Marine Manager, Capt. Niranjan Gunewardena took up the position of General Manager of Ocean Shipmanagement (Pvt) Ltd., Capt. L.K. Jayasuriya and Capt. Palitha de Lanerolle took up the field of Maritime Education with Mercmarine and Capt. Harsha Perera as Marine Personnel Superintendent with Ceyline Shipping Ltd., The following took up government service, joining the Ministry of Ports and Shipping. Capt. Asiri Herath as Port State Controller and Management Representative for the QMS, Capt. Upul Peiris as Government Ship Surveyor (Navigation). The following joined the Pilot Service under the Sri Lanka Ports Authority Capt‟s Ajith Herath, Sanjeewa Usgoda Arachchi, Sugath de Silva and

Lindunil Priyanjane. Capt. Lakshi Wasantha who served as DHM Trincomalee transferred to the Port of Colombo as Pilot and Capt. Sriyantha Arampath transferred out of Colombo to take up the position of DHM Trincomalee. CMM wishes the above members success and progress in their new assignments. Capt. Lasitha Cumaratunga took over as Chairman of the Chartered Institute of Logistics and Transport (Sri Lanka Branch) on 28

th March 2016 and Capt.

Harindra Perera took over as Chairman of the Nautical Institute (Sri Lanka Branch) on 07

th

October 2016, at the respective AGM‟s held this year. Capt. Ajith Peiris continued as Chairman of the CASA providing leadership to the Shipping Agencies of Sri Lanka. CMM can be proud of the achievements of these members. CILT Chairman Capt. Lasitha Cumaratunga represented Sri Lanka at this year‟s Chartered Institute of Logistics and Transport (CILT) international convention held in Montreal Canada from 08-11

th May, which was attended by over 250

foreign delegates from 24 of its member countries. This year‟s theme was „Linking North America to the world‟. CILT conducts its Annual Convention in a member country in rotation every year. Sri Lanka hosted the annual convention in June 2013, after it was recognized and given territory status.

Capt. Suresh Marcandan was invited to present a paper at the Sri Lankan “NATIONAL HUMAN RESOURCE CONFERENCE 2016” held at the BMICH in Colombo, Sri Lanka on the 21

st and

22nd

June 2016. Under this year‟s theme “HR Ecosystem for Competitiveness” Capt. Marcandan delivered his presentation in Session 9 under the topic: “How HR Changed A Nation – The Singapore Story”.

A synopsis of the presentation could be found at: www.ipmnhrc.lk/index.html#schedule

On the invitation of IOMAC Sri Lanka, Capt‟s Uditha Karunathilake and Nishantha Jayakody represented CMM at the meeting held at the BMICH on 21

st July

to discuss the proposed "Conference on the Oceans from an Ocean Policy and Governance" perspective. The report by Capt.‟s Uditha and Nishantha notes that the main point discussed at this meeting was on providing security to the Indian Ocean Region. This is an issue concerning the Sri Lanka Navy and does not come within the purview of CMM. Matters discussed at the meeting are summarised elsewhere in this issue.

http://www.ipmnhrc.lk/index.html#schedule


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CMM‟s total membership at the time of going to press is currently 290. CMM now has 201 Life Members, 77 Members awaiting Life Membership, and 12 Ordinary Members.

From the Editor The last issue of the “EIGHT BELLS” was published in June 2015, edited by our long standing, inimitable and pioneer Editor, Capt D.J Amarasuriya. Since the AGM in June 2015, with DJ having been appointed a Vice President of CMM, the

job of the editor was almost thrust upon me. However, very soon, I too found the difficulties DJ experienced over the years becoming my own. Contributions by members with articles were a rare commodity. In the meantime, news from the industry; CMM, its membership and events, were instantly uploaded by our erstwhile Secretary Capt. Rohith Fernando, on the CMM website or promulgated by mass media email messages to the membership, resulting in a magazine in print form having difficulty to keep pace and be of value. The change into a web based media was a long felt need of the new editor with change of time, as there is no alternative to information technology or to keep pace with Secretary Capt. Rohith Fernando‟s promulgation of Notices to Mariners. As such, it was proposed by me in end of 2015 to the CMM council to convert the EIGHT BELLS into a web based magazine. It took some time to arrive at a decision. Even after the council taking the decision, and my having made a format for it in February 2016, uploading it to the CMM website became another task, as the web host was not adequately supportive. More time passed until Capt. DJ felt it was necessary for him to intervene and go back to the proven and accepted old style once again and volunteered to compile the journal providing me the material to edit. Just a few days ago, Capt. DJ managed to complete the compilation, by which time I was up to my neck in deep water, struggling to operate two small vessels, which had been made increasingly difficult to operate by external circumstances. Thankfully, we had a salvor volunteering to help with the setting of this new revived Silver Jubilee special edition, giving me time and space to breathe. We should all applause young Capt. Nishantha Jayakody for his invaluable voluntary effort to bring this design and setting out to the membership. It also goes without saying how thankful we should be to Capt. DJ for putting things

together. We shall eventually try our best to make this a web based magazine and technologically to keep the blue ocean with green ships. In the meantime and until the next edition, enjoy your reading! Capt. Ranjith Weerasinghe Editor - Dec 2016

CMM Events upto Dec 2016 With 2016 being the Silver Jubilee anniversary of CMM, the AGM took precedence over all other events. The AGM itself was well attended and many were the stories of the past that were swapped. It was most encouraging to have the participation of the younger members, who will eventually be handed over the helm to steer CMM on its progressive path to the Golden Jubilee. The AGM report is included elsewhere in this issue. As stated after our last AGM of 2015, the record attendance was not only linked to the annual growth in membership, but it reflected a belonging to CMM “the exclusive club”, the desire to integrate with fellow mariners and renew old friendships and ties, and the enthusiasm of the younger generation to participate in CMM events, all of which augurs well to proceed on the charted course to meet the objectives of CMM.

The AGM photos, along with other recent events can be viewed on our website http://www.cmmsrilanka.lk

AGM Report The Company of Master Mariners of Sri Lanka held the 25

th Annual General Meeting at the Victorian

Ballroom of Hotel Kingsbury commencing at 18.30 hours on Saturday 25

th June 2016. A very good

attendance of 60 members was recorded. Fifty six members sent in their apologies, mainly due to being on duty or overseas. After the CMM President Capt. Nirmal Silva called the meeting to order, a two-minute silence was observed in memory of Capt.‟s Kumar de Silva and Simon Rasiah who passed away recently. The minutes of the 24

th AGM held on Saturday 13

th June

2015 was adopted, proposed by Capt. Nimal Perera and seconded by Capt. N Jeyasriskandarajah. The annual audited accounts were adopted after discussion, proposed by Capt. Ranjith Weerasinghe and seconded by Capt. Udayantha Kariyawasam.

http://www.cmmsrilanka.lk/


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The presentation of the Annual CMM Budget 2016/17 was made by the Treasurer. It was accepted by the house, proposed by Capt. Sanath Munasinghe and seconded by Capt. Upul Peiris.

Next came two “PROPOSED AMENDMENTS TO CHANGE THE CMM CONSTITUTION”. After some debate and discussion, it was unanimously approved by the membership. The amendments are as follows. 10. POWER OF COUNCIL TO BORROW AND

SPENDING LIMITS

Add new sub para C

c. The council will have authority to decide in

providing monetary assistance for immediate

relief in case of a National Disaster, which the

Council, taking into consideration all aspects of

the situation, satisfies itself that such a relief

measure is demanded by the circumstances and

the limit of such monetary assistance shall be a

maximum of Rs. 200,000 per year.

12. ELECTION OF COUNCIL AND VOTING

Add new sub para i

i) Any member to be elected as a representative

member in the CMM Council needs to have a

minimum of two continuous years in the CMM as

an Ordinary Member.

j) Existing sub para i) to be moved to sub para j)

Further, the current Auditors M/s. Indrasena Perera & Co Ltd., were re-appointed as the auditors for CMM for the financial year 2016 / 2017. Certificates were presented to members who joined CMM since the last AGM, whose names are listed below.

Capt.‟s K.R.P. Perera, J.A.K. Raweendra, I.R.S. Liyanage, Y.B.U.P. Kumara, S. Dilojan, K.A.J. Fernando, E.S.P.A. Perera, S.M. Kankanamge, A.C.M. Milhan, A.I.K. Ranasinghe, U.S.W. Jayatilake, P.M. Gamage, S.D.G.A.K. Wilson, D.A.D.A. Rajakaruna, I.L. Priyanjane, B.L.V.K. Bogahapitiya, S.D. Dharmawansa, and W.M. Wasantha. Capt.‟s B.G.U.S. Somachandra and K.I. Pramuditha

were awarded Life Membership. It was earlier

decided to give recognition to the 250th Member of

CMM with an award. Capt. Prasad Alwis was the

recipient of the award.

Arrangements were made by the Secretary to courier the Certificates of members who could not be present at the AGM. With regard to the AGM proceedings, Capt. S. Chinniah, a very senior and respected Master and former Harbor Master of the port of Colombo, was invited by President Capt. Nirmal Silva to take the chair as pro-tem Chairman to conduct the election of office bearers. Capt. Chinniah invited Capt. Nirmal Silva to take the chair and to continue as President CMM for year 2016/17. New members to the Council were appointed with the unanimous agreement of the house. Capt.‟s Rohan Codipilly and Palitha De Lanerolle were appointed as the two Vice Presidents. The other appointments to the Council were Secretary Capt. Rohith Fernando, Asst. Secretary Capt. Uditha Karunathilake, Treasurer Capt. Tilak Wickramasinghe, Asst. Treasurer Capt. Mahendra Ranatunga and Editor Capt. Ranjith Weerasinghe. The following constituted the CMM Council as shore based members, for the year 2016/17 - Capt.‟s Harsha Perera, Gajaba Sirimanne, Sampath Athukorale, Upul Peiris, Mahesh Kuruppu and Sanjeewa Usgodaarachchi, with Capt.‟s Rohan de Alwis, Prasad Alwis, Nishantha Hettiaratchy and Sumudu Dodampalage filling in the positions of sailing members. The President Capt. Nirmal Silva thanked all members and their spouses for their participation and support at the AGM that evening. The vote of thanks was proposed by Secretary Capt. Rohith Fernando who also reminded members that the IMO had declared this anniversary day as the “Day of the Seafarer” with the theme “At Sea for All”. Quoting the IMO Secretary General, (QUOTE) "this year, on June 25th, the Day of the Seafarer, we are once again asking people everywhere to show their appreciation for the seafarers that quietly, mostly unnoticed, keep the wheels of the world in motion" (UNQUOTE) Capt. Rohith Fernando thanked the Chief Guest Mr. Lionel Fernando, the Keynote Speaker Capt. Asitha Wijesekera who was the founder Secretary of CMM, and senior Council Members from SOCEM & IMarEST for accepting the invitation to grace this event. Mr. Lionel Fernando spoke of CSC‟s past; whilst Capt. Asitha gave the members a glimpse of how CMM was formed and the progress made through the past 25 years. The Secretary also thanked Consultant Plastic Surgeon Dr. Sathis Wijemanne who was invited by the council, and made a very informative


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presentation to the ladies when the AGM was in progress. Capt. Fernando identified and thanked overseas members Capt. and Mrs. Suresh Marcandan and Capt. Arosha Ratnayake for their presence at this AGM. A special thank you went out to the outgoing Vice President Capt. D.J. Amarasuriya who was requested to continue supporting the Editor with the publication of the Eight Bells. Capt. Chinniah was thanked for taking the chair as the pro-tem chairman when electing office bearers for 2016/17. The Secretary also thanked a Senior CMM Past President and a senior Master for contributing the premier drinks for the fellowship, the Management and staff of Kingsbury Hotel, MSTI for providing Cadets to handle the front desk and the Mercmarine Group of Companies for sponsoring the white entrance gift bag which carried all the advertising brochures. The event was also made a success due to sponsorships by Solartherm, MTD Walkers, Gesco Steel, Indocean Developers and Finco Engineering. Capt. Rohith Fernando finally thanked all the members and their spouses for attending in such large numbers to make the 25

th

AGM a great success. Upon the conclusion of the formal proceedings of the 25

th AGM of CMM; members and spouses

enjoyed an evening of fellowship, music and singing, followed by a sumptuous dinner. The following members have joined since the AGM of 2016. Capt.‟s P.A.D.N. Dias, G.R.A.U. Gonawala, P.U.R. Peiris, L.S. Atapattu, S.B.S. Lakmal, D.K.C. Samarakkody, F. Lansakara, A.S. Seneviratne, W.S. Fernando, B.M.B.L. Bandaranayake, M.J.C. Mathalawa, K.L.A.A. Udakara and R.A.V.C. Rajapakse. Sent in by Capt. Rohith Fernando Secretary CMM

AGM Keynote Speech The following is an excerpt of a broader speech delivered by Capt Asitha Wijesekera, who was the founder Secretary of CMM. It gives an excellent insight into where we were, where we are today and what remains to be done as a matter of priority. “Quote” The last time I spoke at a CMM gathering was when I was its Secretary. I did a lot of talking at the time on behalf of CMM at different forums, both in the public and private sector and among members. It was a “brand new” society, a club and an association. I do not know whether it is the same today, but the Secretary, at the time was

empowered to the fullest by its President and Committee to say and do things as he wished, the way he thought best suited to prop up the image of a new organisation. There was no Eight Bells, but I had a monthly newsletter doing the rounds, written by me to all members. Unlike today, they were all surface mailed, the cost of which was borne by my office. I wrote of what I felt about the industry, its people, events etc. I even ventured into areas, at times, on how the government should be run. I said what I felt the industry should do to improve its standards; and in the process, stepped on the feet of a few frowning members. Obviously, they hated my guts, but then there were some who applauded my work. Most of those who were irritated, charged that I was promoting the school through these newsletters and in the process getting my personal agenda fulfilled. One such issue was the mailing address of the CMM that read as The Company of Master Mariners, c/o The Institute of Maritime Studies, which appeared on all CMM letterheads, newsletters and other documents. In my opinion, it really did not matter, The CMM was poor, unlike today, and the cost of all that material was anyway borne by my office. I carried on regardless. In retrospect, I like to believe that the Secretary might have done something quite extraordinary for this organisation to last for this long, A quarter of a century gone and yet kicking along. 1991, was an eventful year for me. I decided to give up sailing and remain ashore for good. I had not sailed for almost a year by then and if I had got back to sea, the school I ran most likely would have suffered a setback and lost the momentum it had in the first year of its operation. It was a year in which my son was born and a year in which I embarked on many of my projects, both in my private and public life. It was also the year CMM was established and I was its founder secretary. I vividly remember Capt. Harindra Perera‟s frequent visits to where we set up school at 320, R.A. De Mel Mawatha, Colombo. On one of his visits to my office, Harindra told me about a conversation three Pilots had at the Pilot Station, the night before. The place, we all know, a few eureka moments arise all the time. We all know there‟s a lot of time for all that, in that place. This time, their issue was that Home Trade Masters license holders were posing off as Captains and were engaged in professional work offered through shipping agents. They charged low fees for their


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work and were eating into the business of professional Master Mariners. The agents had an issue of identifying the two groups. This created a dangerous situation and a risk to the shipping industry. It also undermined the credibility of the professional outlook of Master Mariners and threatened to undermine the true value of a foreign going ship‟s Master. To cut a long story short, the idea to form an association of Master Mariners was urgent. In order to tackle several of these issues, it was thrust upon me to do the groundwork. Not many Master Mariners had the office and secretarial services I enjoyed at the time; and this is perhaps why I was asked to do it. I took up the challenge very gladly, at the expense of my employer, and soon there was a meeting of Masters, who were then based ashore, held at No. 320, R.A. de Mel Mawatha, which housed the Institute of Maritime Studies. At that meeting, I was again shanghaied into drawing up a draft constitution and I recall taking refuge by referring up the two constitutions of the Company of Master Mariners of UK and that of India, and turning out a document which I thought suited best for our local community. At the first meeting of CMM, which we had at the Mission to Seafarers in Colombo Fort, the first committee of the CMM was appointed in the presence of all Master Mariners ashore, which I believe was over 25, and its first constitution was adopted. Being the most senior Master at the time, Capt. George Henricus was unanimously elected President. There were two Vice Presidents, Capt. Chinniah and Capt. Weinman. I was elected Secretary and Capt. R.C.N. Mendis was its Treasurer. Leave alone what the constitution said, there was an unwritten objective of this particular committee, which I thought is important to mention here. That was to ensure, through this association, to instill in all its new members, the culture that was maintained among Senior Officers and Masters at CSC. The culture I am talking about here, is what the CSC inherited from those who migrated to the CSC from some of the blue-chip shipping companies at the time, such as Blue Funnel, BI, Bibby and Clan Line, where they brought with them a culture which more or else resembled that of the British Merchant Navy. The gradual demise of CSC‟s fleet of ships was imminent at the time and almost all of our

future mariners were shaping their sea careers on board foreign flagged, mixed manned ships. Jeans and T‟s were replacing the traditional whites and winter blues. Ships were hardly being built with spacious dining and leisure areas. No ship‟s bar, smaller recreational spaces and less time for partying and fellowship. Your first committee therefore, saw it prudent to make this association a platform for youngsters to follow the style, if I may say so, of those who sailed as Masters on the CSC. Our President Capt. Henricus liked to call it the exclusive club, a tagline which existed until the present one. Exclusive because, no other could join this organisation unless they held a certificate of competency as a Master Mariner issued by a commonwealth state, and that excluded many from some great maritime nations. It excluded even some of our senior Masters who were ex - Naval officers; and finally, exclusive because it was a place that helped transfer the culture we so relished, to the next generation of mariners. It may or may not be relevant in today‟s terms, but the idea of a CMM was to have functions of fellowship of a certain style and standing. I remember black tie dinners were on the cards, and in fact, we had a few. If not through the CMM, we had them through the Nautical Institute. I am not sure if this culture is maintained at CMM today, but again times have changed in every aspect of our lives in the last quarter of a century, and I believe, so has the CMM. In the case of the CMM, I like to believe it has been for the better. This organisation was set up 25 years ago as a social network. I believe, socialising apart, it should now very seriously take a more proactive role in the affairs of the Maritime Industry. If you are not heard, no one takes notice of you. Those who are unheard, go unnoticed in today‟s society. I want to now take you on a quick journey through the industry we represent. Even after over 40 years, the STCW convention seems to be the only convention among some 20 other conventions adopted by Sri Lanka, which has some form of teeth or legal status in this country. That again, is by virtue of it being gazetted and not by virtue of its adaptation by an Act of Parliament. Coastal shipping has no set regulations, and if you ask me, I will tell you they are free to run their ships the way they feel right. The Administration is legally powerless to act on any of the IMO conventions.


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Sri Lanka, having requested for an audit, is not prepared to face the IMO Member State Audit Scheme. At this audit, member states are expected to demonstrate their ability to execute the contents of the conventions that are ratified, by law in that country. I read an article in a popular newspaper recently forward through email by our Secretary, which said, I quote - “SOLAS will be implemented from 1

st July

2016”. I am not sure who sent it to the newspaper, but whoever wrote it, is sure deceiving the public and the industry. Having worked so hard through the National Seafarers‟ Welfare Board and as its Chair in 2009, I find that MLC 2006 is yet to be implemented. What I am saying here is that it is time for the CMM to change course from what it stood for 25 years ago, to what it must stand for now. I strongly believe, it is time that we focus our energies towards making this industry more respectable, either on our own individual steam, or collectively as a group through the CMM. If a member of this organisation is striving to put something right, it should be the responsibility of this organisation to help and back him up, if he needs or asks for it. World Shipping has its own crests and troughs. The cycle we see, averages around every 8 years or so and I think it becomes the responsibility of this organisation to be concerned of the numbers of Merchant Navy Officers who remain unemployed or under-employed. Organisations such as ours, do not have any strength or credibility without a future generation of mariners to fill in. I hate to bring out issues of the Port here due to my previous involvement in that organization, but the CMM should be aware of why the SLPA has lost container volumes to CICT and SAGT? Why is the East Container Terminal yet Non-Operative? Why is the Hambantota Port in a state of idle and the Government is saddled with having to pay off debt to the tune of $ 1.2 Billion with no income from the infrastructure in sight? And why the government has failed to show any significant progress in the shipping industry even after one and a half years in power? You may know that Bunker business in this country still stands at the same level as that of the year 2000 at 400,000 MT, against Singapore‟s 41 Million MT. Sri Lanka‟s failure and the loss has further exacerbated by the liberalisation of bunkering in

India, and I suppose we will gain to lose big time if nothing is done soon. I think it is good to get to know the state of the industry; and this organisation should, in my opinion, make a concerted effort to keep its members constantly informed of these developments. I was rather taken off guard when a private party organised a major international maritime conference and in the process made some money out of it last September, I remember asking the party concerned to contact the CMM and vice-versa, and I believe nothing very much happened. I think the CMM should take the lead in these matters and have at least 1 major conference every year, relating to the state of the industry. I heard there was an effort by the CMM to have some sort of a conference very recently, which apparently was put off because it was unable to get an appointment to invite the Prime Minister for its closing session. Pardon me if this is wrong, but if that was the real issue, it speaks volumes of the influence we have as an association in our society. Influence, as described by an unknown author, is considered as the highest level of human skill. So, let us, as Master Mariners, be skillful to the extent that we have better influence over this industry, and when we gain that influence, we will not only be “Commanders of the Ocean and Leaders by Nature” as our motto states, but also be “Commanders Ashore and Leaders of the Maritime Industry”. “Unquote”

The first AGM Going back down memory lane, the first AGM of CMM was held at the Colombo Mission to Seafarers (Seaman‟s Club) on 23

rd May 1992.

Quoted below is the speech made by the first President of CMM, late Capt. G.O. Henricus, which gives a good indication as to the progress of CMM in the first 12 months. Quote:

Today is a proud one for all of us, as we hold our first Annual General Meeting. It is indeed an achievement that the Company of Master Mariners of Sri Lanka, which was formed in November 1990, has continued to exist, especially in view of part of the membership serving afloat. From what was a wary start, we have slowly but surely increased in numbers, and in the spirit of the venture. I am particularly pleased that the dark periods of our association have passed, this mainly due to the enthusiasm of those concerned.


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At present, we have set apart the last Wednesday evening of each month to meet for discussion and later to socialize. This has proved to be a great success. It has been suggested that we invite one of our members to speak for 10 minutes on any topic of interest, at these meetings each week. I request members interested in doing so to notify the Secretary, I am very pleased indeed to acknowledge the issue of the first newsletter. My sincere thanks go out to the Editor, Capt. D.J. Amarasuriya, firstly for volunteering to take on the assignment and next, for making it a reality. Well done D.J.! Many thanks to all those who sent in articles for the first issue, I hope this would inspire others to do likewise. Gentlemen, you would also be pleased to learn that the Secretary General of IMO has been notified by the Ministry of Ports and Shipping, of the examinations and short courses being conducted in

Sri Lanka for the shipping industry, and also in regard to the relevant certificates being issued by the Department of Merchant Shipping. The IMO would, in turn, make this known to all member States. Action, in this regard, was initiated by a committee appointed by the membership. The next question is, “where do we go from here”? We have come this far, we must now look for new horizons, to start cultivating new avenues of interest. For this, I look to the membership. I am sure, Gentlemen, that amongst you, there would be a few with enterprise, creative thoughts and the like. In this respect, I suggest we form an “Action Committee” comprising of four or five members who could think new ventures. In conclusion, I thank the members of the Council for all the interest and assistance given both to me and the association. In particular, I thank Capt. Asitha Wijesekera, the Secretary, for the hard work put in by him both at the formulative stages and thereafter. My thanks also go out to the Directors of Ceyline who have handled the secretarial work of the Association without any cost. I also thank Capt. L.P. Weinman for the assistance his office has rendered in printing work and such. Thanks to all of you, and I sincerely hope that we could depend on your continued support in the future.

Thank You. “Unquote”

Some interesting facts of the first AGM of CMM. The AGM was help as a “pre-lunch” meeting at the Mission to Seafarers, which was followed by a well laid out luncheon at the Garnet Room of the Hotel Ceylon Intercontinental. Darryl Rosairo acted as Pro-tem President. The Council elected for the year 1992/3, consisted of the following. President - G.O. Henricus; Vice Presidents - L.P. Weinman, S. Chinniah; Secretary - A.S. Wijesekera, Asst. Secretary - E.S.M. Senanayake; Treasurer - R.C.N. Mendis, Asst. Treasurer - P.A.P. Peiris. The Committee consisted of D.R.J.S. Jayamanne, A.V. Rajendra, W.A.A.D.H. Perera, W.T. Wickremasinghe and P.A. Virasinghe.


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The following was resolved at the discussion which followed the election of members. a) To print membership cards b) To compile a

directory of members c) To accelerate the membership drive.

The Secretary reminded members “to keep in mind that the monthly gatherings be utilized to bring out members views and ideas to achieve the objects of our association while making it a constructive social event” As a matter of coincidence, the 25

th Anniversary

dinner (+ AGM) was held at the same hotel, now renamed as Hotel Kingsbury. A summary of the first AGM Income and Expenditure Account dated 15.05.92 Income : Admission fees/Annual subscription = Rs. 73,500.00 Contribution from a well wisher = Rs. 600.00 Total income Rs. 74,100.00 Expenditure : Printing & Stationery = Rs. 17,545.00 Occupation charges + entertainment = Rs. 1,387.00 Bank charges = Rs. 70.50 Total Rs. 19,002.50 Excess of Income over Expenditure (Bank balance) = Rs. 55,097.50 Note: If these accounts are not simple enough, then what is?

Joining the OPA The CMM is a member of the OPA. CMM members who wish to join the OPA as an "OPA Centre Member" can apply for life membership of the OPA and use the OPA facilities. An application should be made to the OPA through the CMM. Kindly note the only educational and professional qualification which is required from CMM Members and which should be stated in the OPA application, is “Master Mariner”. Please contact CMM Secretary for further details.

Members may obtain an “OPA Membership Application

Form” from Capt. Rohith Fernando. As per the latest

OPA directory of life members, less than 15% of CMM

members have individually joined the OPA. Kindly

forward your completed application form, attaching the

required documents, to the Secretary CMM on

email [email protected] with payment; or by post

to No. 14, Collingwood Place, Wellawatte, Colombo 06.

PLEASE DO NOT FORWARD APPLICATIONS

DIRECTLY TO THE OPA.

Kindly note the following when filling up the

application form -

item No: 5 The Company of Master Mariners of Sri Lanka

item No: 8 Academic Qualifications keep blank item No: 9 Professional Qualifications only write

“Master Mariner Class I” item No: 11 will be filled by Secretary

# Member Achievements - Members are invited to bring to the notice of the Editor, any special achievements of our Members and their organizations to be included in the 8 Bells. Member achievements are also posted on the CMM Website. The new CMM website is now quite active and all current activities, events and photographs are promptly updated with photographs. Members are kindly requested to log on to www.cmmsrilanka.lk and send in their feedback on-line. Kindly email your suggestions for improvement or additions. Members can send photographs of past and present events and information updates as a matter of priority, direct to the Editor Capt. Ranjith Weerasinghe. As advised by the Secretary, members are kindly requested to log in and update any changes to your personal data. CMM paraphernalia such as Tie, Tee shirts, Lapel and an attractive new Cap can be purchased at the

following prices: White linen Shirt Rs. 1200, Tee -

shirts (L & XL) Rs. 750, Tie Rs. 1000, Cap (new design) Rs. 250, Jacket Lapel Rs. 500. For purchases, please contact Secretary Capt. Rohith Fernando at No. 14, Collingwood Place, Wellawatte, Colombo 06. Phone - Residence 2588171 and Mobile 0777 543 444 email: [email protected] All members are encouraged to attend the bi-monthly meetings, seminars and meet CMM colleagues in fellowship. Announcements, which are circulated by email to the general membership, will also be posted on the CMM website.

# Respect cannot be demanded, it must be earned – Respect is earned only by giving it away.

In the advancement of professionalism and to keep abreast with the technical and related aspects in the field of maritime transport, members are encouraged to join the Nautical Institute UK and the Chartered Institute of Logistics and Transport UK,

mailto:[email protected]




10

which process is made quite easy through the Sri Lanka Branch offices. Further news is included in this issue.

The Book on CSC

The book on the life and times in CSC, in which Chief Engineer Mr. Rohan Wijeratna is the Editor, assisted by our members Capt. Harindra Perera, Capt. Asitha Wijesekera and Capt. Nimal Perera, is now closed for contributions. It is presently with the printer and will come in an attractive leather bound cover and a hard cover, at different prices.

This is a “once-in-a-lifetime” production of stories, recollections, memories, historical photographs and adventures of those who sailed with the CSC. It is not an ordinary journal but a handsomely bound full color production encompassing an anthology, depicting the lives and actions of some of the colorful and unforgettable characters who sailed the high seas with the CSC. Needless to say, it will most definitely catch the attention and appreciation of the reader in a manner that will leave a taste of admiration of those who sailed those pretty ships. It will not only be a tribute to all those who trained, worked and protected the National Shipping Line, but also be a valuable collectible and a resource of reference for generations to come, particularly of those whose names appear in it. It will also be a historical account of what life at sea was, for the benefit of future seafarers. In a nutshell, it is a full and absorbing account of this remarkable organization which will never be what it was, no matter how well it may be shaped in the future.

Many CMM Members, who have sailed in different ranks from Cadet to Master, have sent in contributions.

Since this is a limited edition which will never be reprinted and copies are reserved by Deck and Engineer Officers, it is expected to be a fast “sell out”.

Members may contact Capt. Nimal Perera to reserve a copy.

“Don't let a little dispute injure a great friendship”. “Give people more than they expect and do it cheerfully”.

NI Corner

The newly elected NI Sri Lanka Branch council members for

2016/7 of which 11 are CMM Members-

The Nautical Institute Sri Lanka Branch held their Annual General Meeting followed by a fellowship and dinner at the Grand Monarch on Friday 07

th

October 2016. The AGM and fellowship was well attended and it was good to see the numbers growing. Since many CMM members are office bearers of the NI Sri Lanka Branch, CMM will be kept informed of the branch activities through the Secretary.

Since the branch Chairman Admiral Dr. Jayanath Colombage FNI had completed a long tenure of six successful years at the helm, he stepped down from the position. One of the founder members of CMM and a long standing member of the NI (U.K.); Capt. Harindra Perera FNI, was unanimously elected as the new branch Chairman. Our congratulations and best wishes go out to Capt. Harindra. Other CMM Members who are in the Executive Committee are Professor (Capt.) Nalaka Jayakody FNI and Capt. Rohan Codipilly MNI as the two Vice Chairmen, Capt. Nish Wijayakulathilaka AFNI as Secretary and Capt. Peshala Medagama AFNI as Treasurer.

The following CMM members are council members of the NI Sri Lanka branch for the year 2016/17. Capt.‟s Nimal Perera, D.J. Amarasuriya, Nirmal Silva, Ravi Jayaratne, N. Jeyasriskandarajah, Kanchana Dolapihilla and Mahesh Kuruppu.

CMM Members (Holders of Master Mariner Class 1 certificates) can join in the category of Associate Fellow of the Nautical Institute (AFNI) U.K. You can get further details by logging on to the NI UK website or contact the Secretary Capt. Nish Wijayakulathilaka or Capt. D.J. Amarasuriya (contact details are in the CMM Diary). You can also watch the following Utube clip to see the work NI is involved in.


11

http://www.youtube.com/user/TheNauticalInstitute

NI website is www.nautinst.org or

you can Login here direct for membership details :

http://www.nautinst.org/en/membership/

The many benefits of Nautical Institute membership include the following : # worldwide professional recognition, including

being able to display your Nautical Institute membership on your CV and business card

# monthly copy of Seaways, keeping you abreast of key developments in the maritime industry (now also readable online)

# 30% discount on all Nautical Institute specialist maritime books and practical guides

# big discounts on attendance at many Institute and industry events together with the opportunity to network with colleagues, employers and customers

# £100,000 worth of legal defence insurance cover, protecting you against criminalisation

# support for your continuing professional development through our „CPD Online‟ programme

# online Jobs Board # a representative voice at IMO, IALA and other

industry bodies on key policy issues # personal copies of our human element Alert!

Bulletin and The Navigator # online knowledge resources and a monthly e-

newsletter

CILT

CMM Members can also directly join the Chartered Institute of Logistics and Transport (CILT) UK, through the Sri Lanka Branch.

The Chartered Institute of Logistics and Transport is a uniquely established global professional body. The CILT is the leading professional body associated with logistics and transport. With over 33,000 members from over 32 countries worldwide, CILT holds unparalleled professional international recognition.

Established in 1919 and receiving its Royal Charter in 1926, the Institute has an exciting history behind it, but is always adapting to stay consistent with current logistics and transport issues. The Institute's Patron is HRH Queen Elizabeth II.

The principal objective of the Institute is “To promote and encourage the art and science of logistics and transport”. The Institute achieves this objective through both its membership and its educational qualifications.

CILT Membership provides a professional identity to those in the logistics and transport sector, as well as international recognition.

The Institute‟s professional qualifications educate not only those already in the sector, but also those wishing to enter into it.

The Chartered Institute of Logistics and Transport in Sri Lanka (CILTSL) was established in 1984 and incorporated by the Parliamentary Act No. 08 of 2000. In 2012, the Council of Trustees of the CILT U.K., upgraded the status of CILT Sri Lanka from a Branch to a Territory. Presently CILTSL has over 1000 Sri Lankan members (including those in the Student category), who are highly qualified in the Transport and Logistics fields.

Holders of Master Mariner Class 1 certificates can join in the category of Chartered Member of the Chartered Institute of Transport (CMILT) U.K. You can get further details by logging on to the CILT Sri Lanka Branch website given below. Please contact Capt. Lasitha Cumaratunga (Chairman of the Sri Lanka Branch), Capt. D.J. Amarasuriya or Ms. Maryse below, for further information regarding membership.

Contact Ms. Maryse De Costa - Coordinator The Chartered Institute of Logistics & Transport Sri Lanka, C/O The National Chamber of Commerce of Sri Lanka, 450, D.R. Wijewardana Mawatha, Colombo 10, Sri Lanka. Direct : +94 11 5657 357 Mobile : +94 77 7579 798 Fax : +94 11 2698 494 E-mail : [email protected] Website : www.ciltsl.com

CMM - the journey from the beginning This being the Silver Jubilee year of CMM, it is deemed appropriate that we record parts of our history for the benefit of our many new young members. Digging up the archives was done by the present editor who was a “once upon a time” energetic Secretary of CMM. Readers are also fortunate that we managed to find the speech made by our first President Capt. G.O. Henricus, at the first AGM held at the Mission to Seamen, Colombo on 23

rd May 1992.

Following are some facts gathered by Capt. Ranjith Weerasinghe some years ago. However, before that we wish to quote how it all started, as sent in by Capt. Niranjan Gunewardena on our request.

http://www.nautinst.org/

http://www.nautinst.org/en/membership/

http://us.mc1603.mail.yahoo.com/mc/[email protected]

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12

Quote : “To get a Master Mariner certificate is a tedious exercise, as we all know. However, at that time in 1990's, we found so many persons calling themselves “Captain” and it was always bothering me, that we were all categorized as “Captain”... however much we spent our time and money to achieve this goal as a Master Mariner (F.G.). As stated, the so called unqualified “Captains” were the result of Home Trade master certificates. In Sri Lanka you could get the certificate without difficulty from the Shipping Office. There was this day, when I was in the washroom of the old pilot station, I saw this vessel coming in and the Captain was one of them who used to insist on being called “Capt. so and so”......(he is now a qualified Master Mariner at last) and shouting through the VHF at the signalers on duty. Sardha, Harindra and I were the duty pilots on that day, when I related this incident to them and suggested “why not we have our own Master Mariner association?‟ The two jumped at the idea and said “why not?” Let‟s have a meeting. The first call was made to Rohith and I asked him to call few people and get a meeting organized. This was the beginning and we did have our inaugural meeting attended by a good crowd and I presented my idea and that was it. From there it was a collective effort to take matters forward, and this was the birth of CMM. At last we are recognized as a “Captain” true to the status of a foreign going Master, and I maintain the status of not calling anybody else as Captain. Cheers to CMM. “Unquote”

CMM MILESTONES

1. Mooting the idea of CMM 1990 (Capt.‟s Niranjan, Harindra, Sardha)

2. First meeting to form CMM in 1990 (headed by Capt. Harindra Perera - with 25 attendees)

3. First working Committee to set up CMM 1990 (Capt. G.O. Henricus, Capt. S. Chinniah, Capt. Harindra Perera, Capt. A.V. Rajendra, Capt. Rohith Fernando, Capt. Sardha De Silva & Capt. Asitha Wijesekera)

4. First Council appointed in 1991 : President Capt. G.O. Henricus, two Vice Presidents: Capt. Lester Weinman and Capt S. Chinniah, Secretary - Capt. Asitha Wijesekera, Asst. Secretary - Capt. Shiran Senanayake,

Treasurer - Capt Ryle Mendis, Asst. Treasurer - Capt Ajith Peiris.

Committee – Capt. Harindra Perera, Capt L.N. Jayasooriya, Capt. Shanthilal Jayamanne, Capt. A.V. Rajendra, Capt. Tilak Wickramasinghe.

5. Idea to join OPA proposed in 1991 (Capt. Joseph Ranchigoda) and but not pursued

6. Introducing CMM Logo 1992 (Capt. Chandra Godakanda Arachchi)

7. Introducing “Eight Bells” 1992 (Name proposed by Capt. Henricus, Editor Capt. D.J. Amarasuriya)

8. Introducing the CMM Diary in 1993 (Capt‟s. Sesha Athuraliya and Tilak Wickremasinghe, Capt. Palitha De Lanerolle joining to edit)

9. First CMM Cricket Match 1994 (leather ball L/O Vs CDL)

10. First Change of Command 1994 (Capt. P.A. Virasinghe appointed as the second President of CMM)

11. Immediate past President to remain as ex-officio council member 1994 (proposed by Capt. Virasinghe)

12. First sub-committee appointed for study tour of Nautical Schools 1995 - headed by Capt. Edward Perera on the Shipping Ministry‟s intention to appoint consultants for seafarer education.

13. CMM Accounts audited by Chartered Accountants 1994/95 (Treasurer - Capt. A.V. Rajendra)

14. 2nd Change of Command 1997 (Capt. Lester Weinman)

15. 3rd

Change of Command 2000 (Capt. Ryle Mendis)

16. CMM Secretariat at Mission to Seafarers 2003 (proposed by Capt. Ryle Mendis)

17. 4th Change of Command 2003 (Capt O. L.

Samaranayake)

18. 5th Change of Command 2004 (Capt. Ravi

Jayawickrema)


13

19. CMM Joined the OPA 2004 - (Pursued by Capt.‟s Ryle Mendis, Ravi Jayawickreme, Sesha Athuraliya)

20. Introducing CMM Web Page - 2004 (Proposed by .… arranged by Capt. Sopaka Karunasundera)

21. Introducing CMM Motto 2004 - (Capt. Darrel Silva)

22. 6th Change of Command 2005/6 – (Capt. Ajith

Peiris)

23. Introduction of 5 Sub committees – (Proposed by Capt. Ajith Peiris, Classified by Capt. Ranjith Weerasinghe)

24. Idea of CMM Life Membership - 2005 (Proposed by Capt. Sesha Athuraliya)

25. Inaugurations of CMM Secretariat - 28th Oct

2005 (Capt.‟s Ajith Peiris, Ranjith Weerasinghe and Sesha Athuraliya)

26. Introducing CMM fun Motor Rally - 2005 (Capt. Nimal Perera)

27. Introduction of Sponsored Coloured cover printed version of EIGHT BELLS - 2005 (Capt.‟s Ranjith Weerasinghe and D.J. Amarasuriya)

28. CMM New Constitution introduced - 2006 (Capt.‟s Ajith Peiris, Ranjith Weerasinghe and Ryle Mendis)

29. First CMM Dance “Night at Sea” – 2006 (Capt‟s Ajith Peiris and Nimal Perera)

30. 7th Change of Command 2006-2009 (Capt.

A.V Rajendra)

31. First CMM/ IMarEst Joint dance - 2007(Capt. Nimal Perera)

32. Introducing CMM Seminars - 2007 (Capt. A.V. Rajendra)

33. Financial Investment plans - 2008 (Capt. Joseph Ranchigoda)

34. 8th Change of Command – 2009 (Capt. Nimal

Perera)

35. 20th Anniversary Celebration – 2011 (Capt.

Nimal Perera)

Capt. H. Subramanium, our most respected Guru from LBS Nautical & Engineering College, Bombay, was invited as Chief Guest for the AGM celebrations.

A new OPA Professional Category ”Maritime Profession” was requested

36. CMM Study and Report on “Coastal Ship

Regulations, Merchant Shipping Act and Seafarers Examinations and Certifications CMM President; Capt Nimal Perera, Secy. Ravi Jayaratne, Sub-Committee Head - Capt. Rajendra with members, Ranjith Weerasinghe, Shiran Senanayake, Rohan Codipilly, Anura Herath.

37. 9th Change of Command (2012) - Capt J.B

Ranchigoda.

As a result of CMM‟s push, the OPA accepted a new Professional Category.

The ”Maritime” Profession was finally established and CMM became the first member organization coming under the maritime category of the OPA.

38. 10

th Change of Command 2014 - Capt.

Nirmal Silva. A HISTORICAL “STATEMENT OF FACTS” OF THE CMM – THE SECOND THREE YEARS (ADMINISTRATIVE YEARS: AGM „94 to AGM „97) It seems the editor of the “Eight Bells” (Capt. DJ) does not want to me stop digging into the archives of CMM‟s Bosun‟s stores and Mates lockers for records. Having bundled up the first three years of historical records, now I try to pull out the records of the next three years. The first record I dusted out was the AGM notice sent out by the then Secretary Capt. Asitha Wijesekera, which notified the members that the 3

rd

AGM of the CMM was to be held at Mission to Seamen at 10.30 hrs on the 14

th May 1994. The

usual practice then was to have the AGM in the morning and dinner for members and wives later in the evening. This time around it was to be at Flower Lounge down R.A. De Mel Mawatha (Duplication Road). The AGM had been attended by 33 members with 8 members sending apologies, whilst the membership by then had reached around 100.


14

At the AGM, new office bearers elected were, President Capt. P.A. Virasinghe, Vice Presidents, Capt. Asitha Wijesekera and Capt. Edward Perera, Secretary Capt L.K. Jayasuriya, Asst. Secretary Capt. Nalin Peiris, Treasurer Capt. Rajendra, Asst. Treasurer Capt. Sardha De Silva. One significant event of the AGM 1994 was the new President‟s proposal to include the immediate past President as an ex-officio member in the committee, which was unanimously passed resulting in Capt. G.O. Henricus being voted into the committee. Reporting to the membership about the AGM, the outgoing Secretary Capt. Asitha Wijesekera wrote in his last letter as Secretary, that he felt Capt. Virasinghe, as the new CMM President, could help the Flag Administration in the area of Training and Education, which he doubted the Flag Administration had sufficient expertise of. The AGM dinner at Flower Lounge that evening, as promised by the Chef Geory, had been a sumptuous one. At the first committee meeting held in June, decisions had been taken to work on a few activities such as a Cricket Match, a Charity Fund, and to continue with the study on Maritime Training and Education and Education Structures in the country. LK had later arranged a Leather ball 50-over Cricket Match with Colombo Dockyard plc, CMM won this match scoring 129 runs against Dockyard score of 125. During this year at various meetings deliberations had been made at Joining OPA, it had been seen as a major project, but never got to a point of achieving. The Diary Committee put in a lot of hard work as usual. The Eight Bells, by this time, had ceased to ring. In October 1994, Capt. Anton Andrado volunteered to edit the Eight Bells, but it still could not be printed for another year. The Charity fund collected only Rs. 1500/- and contributions were from Capt‟s Priyantha Dias, T. Ramzil and Sarath Fernando. During this period, a lot had been talked on the subject of Education and Training, Sri Lankan seafarer certification, professional conduct etc. The CMM sub committee headed by Capt. Edward Perera was appointed to take a study tour of all Nautical Schools in the country and submit a Report. On other fronts, cases have been argued on “public servants” engaging in Private Business. On the issue of the Shipping Ministry‟s intention of hiring a consultant to advise on Training of Seafarers, it was suggested that CMM together with other seafarers organizations like NI, Society of Chief Engineers should write a joint letter to the Ministry. After

months of deliberations, the other organizations had felt that independent attempt was the way to go. Well, nothing happened at the end. There was a bit of turbulence in the sea of opinions of CMM as well. Amongst all these, the need to become a recognized professional organization was running as an undercurrent. Consequently, the barometers were checked amongst the Membership on the need to become a member of the OPA. Pressure was building up to do so, without knowing which way the wind would blow. The Treasurer Capt. Rajendra worked hard to organize the CMM accounts and get the same Audited for the first time by Chartered Accountants. There were efforts by the CMM to obtain a P.O. Box address, entailing that was the requirement of registering the CMM as an Association under the Registrar of Companies. Given the tedious and restrictive nature of the procedures involved, the attempt was halted. However, the Ceylon Chamber of Commerce had been approached and CMM obtained their approval to use their address. The usual worries of the CMM, viz; not getting the Members subscription in time and poor attendance at monthly meetings continued. “Eight Bells” also could not be revived as expected. The year 1994 ended fast whilst CMM‟s lofty plans to take it to higher strata, were still only gathering momentum at ground level. The 1995 AGM was held on the 17

th June, at the

Mission to Seamen. The main event was the election of new office bearers. Whilst Capt. Virasinghe was elected President for a second term, Capt. Asitha Wijesekera and Capt. Edward Perera were re-elected as Vice Presidents. Capt. Nalin Peiris was elected as the new Secretary, whilst Capt. D. J. Amarasuriya became the Asst. Secretary. Capt. Rajendra was re-elected as Treasurer. Notably, there was no Asst. Treasurer for that year. The Committee comprised of Capt‟s Niranjan Gunewardena, O.L Samaranayake, L.N. Jayasooriya, Palitha De Lanerolle and Diresh Palihena. It is on record that the outgoing Secretary Capt. L.K. Jayasuriya had organized another leather ball L/O Cricket match against Lion Shipping which was played at the NCC ground on 23

rd July 1995. Nimal

Ranchigoda of Lion Shipping has always been a supporter of CMM and been the main liaising person to organise the match. The match turned out to be tough one for CMM as regular club players were included in the Lion Shipping team. CMM were all out for 124, with Ajith Peiris scoring 58 and LK keeping the side together with 18 runs. Lion Shipping scored 125 runs for the loss of one wicket.


15

The only consolation price was Ajith being awarded the best batsman trophy. One of the significant features of Capt. Nalin Peiris‟ tenure as Secretary, was the regular release of newsletters, which contained some informative and educative articles. This was in the absence of the “Eight Bells” which remained in the Bosuns stores for a long time. Two new hands Capt. Ajantha Abeysinghe and Capt. Rohan Codipilly tried to get the Eight Bells re-started, but due to other work in hand, not much time could be dedicated to complete the task. During the same period, CMM had some involvement with the MPPA as Mr. Dhanapala Weerasekera who was the Chairman, got in touch with CMM for possible inputs to MPPA activities. Capt. Harindra Perera and Capt. Ravi Jayaratne were initially appointed to a sub-committee to liaise with the MPPA. However, since the MPPA had directly appointed Capt. L.K. Jayasuriya to conduct some form of a survey in the Colombo Harbour and Capt. Ravi Jayaratne was also directly involved with MPPA, the sub-committee was rearranged to comprise of Capt. Harindra Perera, Capt. L.K. Jayasuriya and Capt. O.L Samaranayake. By August 1995, an Eight Bells Committee had been formed, comprising of Capt‟s D.J. Amarasuriya, Ajantha Abeysinghe and Rohan Codipilly. The Committee had found an Editor in Capt. Ranjith Weerasinghe, who had volunteered to give it a try. A revival of the Eight Bells finally took place in October 1995 with Capt. Priyantha Dias being the sole helping hand. After one edition, the Editor had to take up some other assignment, which resulted in the Eight Bells being re-stowed in the Bosun‟s store. There had been a Dinner Dance planned for December 1995, but the situation of the country was too serious to proceed with it. Instead, the committee decided to donate the funds reserved for the year-end bash for the welfare of the injured SL Navy personnel. Compiled by Capt. Ranjith Weerasinghe, CMM Secretary dated 28

th Oct 2005.

The Day of the Seafarer 25 June.

http://www.imo.org/en/MediaCentre/PressBriefings/P

ages/19DOTSpreview.aspx#.VYuHvxuqqkq

According to the United Nations, about 80 percent of global trade by volume and over 70 percent of global trade by value are carried by sea and are handled by ports worldwide. Currently there are more than 50,000 merchant ships trading internationally, which are registered in over 150 nations and manned by more than a million seafarers of just about every nationality.

GUEST COLUMN We have a personal contribution from our Guest Writer for this edition, Mr. Ajith S. Amarakoon who started a sea career as a Deck Cadet, but had to give up sea life due to various reasons… he still longs to be at Sea! Ajith is presently the Director of MeriTrans Trading (Pvt) Ltd.

MY UNFORGETTABLE STORY

While I was schooling at Royal College Colombo 07, I applied for the post of Officer Cadet as there was a vacancy in a Singapore based shipping company, which had a branch office in Colombo. I felt elated on being selected as it was a great opportunity for me and I was eagerly looking forward to working in my first ship of the merchant navy. The ship was commanded by Capt. Andre Jayot who was a 65 years old Master Mariner, a veteran, weather-beaten sailor from France. The officers and crew were from Sri Lanka, India and Philippines. My maiden voyage was from Colombo to Turkey. It was a personal privilege for me to cross the Suez Canal, as it was one of my dreams coming true. In my first voyages we called at the port of Assab in Ethiopia and then it was on to Djibouti, Suez Bay and Port Said in Egypt followed by sailing into the Mediterranean Sea to call at the ports of Lattakia in Syria and Mersin in Turkey. I worked hard for one year on board this first vessel and learnt many things about seamanship. I was now a confident sailor, and getting to be a veteran in the art of seamanship. After the completion of my first contract, and returned home, I was asked to fly to Mumbai to join the second vessel. I flew from Colombo to Mumbai with other officers and crew. The ship was a freezer cargo vessel and my first voyage on it was to Japan, carrying frozen shrimps. The ports of call were Yokohama, Kobe and

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16

Sendai. Our first port of call was at Yokohama where we discharged our cargo and proceeded to Kobe to load some cargo. We had to stay in the anchorage in Osaka bay before entering the port for loading. One evening, I went to the after part of the ship to call the Carpenter to take soundings of the tanks. The crew members were having their supper, but the carpenter was not to be seen. When I was about to turn back, I heard some of the crew shouting. When I looked to see what was happening, I saw a ship (a dredger) approaching our ship with high speed. First, I thought that the dredger knows what it is doing, but soon after, I realized that we are in for a major collision. My first reaction was to shout loudly for help and run for safety. Hardly had seconds passed when I heard a big bang and I was thrown to the deck due to the sudden movement of the ship. When I picked myself up to a vertical position from being horizontal on the deck, I saw the forepart of the dredger had penetrated our ship, damaging a number of cabins below where I was now standing. It was a narrow escape for me as I sustained some injuries and I consider myself fortunate to this day to have survived the incident. Later we were informed that the Dredger had lost control due to a steering problem. Three of our cabins were severely damaged and the ship was taken to the Mitsubishi dry-docks in Kobe for repairs. After repairs, we proceeded to the port of Sendai to load paper reels for discharging at Bombay (now Mumbai). During these voyages, as a trainee officer, I was mainly engaged in chipping, painting, washing, cleaning, steering and navigational work. Every Master of a ship has to execute these duties in the beginning of their career. In my second year I was fully involved in learning theory and practice of navigation, bridge watchkeeping with the senior officers and other administrative functions. Coming back to our voyages, after discharging paper reels in Bombay, we sailed to the Red Sea to load and transport Nile oranges from Egypt to the port of Jeddah in Saudi Arabia. We were in the vicinity of the port of Jeddah and the Captain was giving orders from the bridge. I was on the forecastle with the First Officer at stations. Suddenly there was a big noise from underneath the bow area, the front of the ship was lifted with a big jerk and the ship came to a sudden halt. I was thrown up and away for the jerk and was about to topple over into the sea. Luckily for my life, the First Officer held me firmly and prevented me from going overboard and creating an additional “man overboard” situation to whatever had happened to

the ship! I am indebted to him for saving my life as the ship was hard aground on the coral reef. If he did not hold me, I would certainly have fallen onto the huge bed of coral reef from a great height and got torn apart. We all got a bit disorientated but, yes, the ship had run aground. So, for the second time my life was saved. We informally got to know that our Captain had „one too many‟ and ambitiously decided to take a short-cut route to the pilot boarding grounds. He had not checked the depth of the sea and the ship was now stuck in the coral reef. To pull-out from the corals, at first, the Captain used the ship‟s engines in full astern but it was not successful. Secondly, we moved the two anchors to the after part of the ship and dropped both so they could get entangled and hold onto the corals. We tried to heave up the anchors, but still there was no movement of the ship. Finally, the captain had to call the port to obtain the assistance of two tug boats which succeeded in pulling the ship off the reef. Fortunately, there was no damage to the hull of the vessel to make the ship unseaworthy. I was sad that Captain had to leave the vessel as he was a good and competent Master Mariner, who just made one mistake. The First Officer was promoted and took over command of the ship as he had his Master‟s license. In Jeddah a new First Officer and a 3

rd

Officer joined us. Earlier, we did not have a Third Mate as the Captain was keeping the 8-12 watch with the Cadets. After discharging the Nile oranges in Jeddah, the ship was heading towards Mumbai when the last incident occurred. The new Third Mate was assigned to be the Officer-in-Charge of the 00.00 to 04.00 hrs. (12 midnight to 4 am) watch and the two Cadets (including myself as the Senior Cadet) were detailed to assist him on the bridge. On this particular day, we were on the bridge watch with the Third Officer. The sea was calm and the steering was done using the auto pilot. As usual, we were instructed to observe the oncoming traffic and check if the auto pilot is steering the correct course. The new Third Officer was some kind of a pundit and did not want us to be in the chart room at all, even for a short period. He remained inside the wheel house and once in a while came out to the wings to ascertain if we were doing our duty properly. Just before the watch was over at 04.00 hrs, the First Officer came to the bridge to take-over the next watch. After a few minutes, we heard a heated argument between them and knew that something serious was happening or had already happened. The Captain came to the bridge as per


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the request of the First Officer and took over. Later, the Captain held an inquiry in the presence of Officers and us Cadets who were on duty. At the inquiry, it was proved that the Third Officer had altered the course improperly and the ship was off the planned track for about one hour. If we had continued, the ship and all on board would have been in dire straits, as we were heading directly for an island. As soon as we arrived at Bombay, the Third Officer was asked to sign-off from the ship. As I was recommended by the Captain to be a competent Officer; and further, being the Senior Cadet, I received a promotion as the acting 3

rd Officer.

My last trip was to Thailand. When we came back to Bombay, my contract was over. I flew back to Colombo with some officers and crew, intending to join, another vessel. ````````````````````````````````````````````````````````````````````` After working in the third ship I had to leave the Merchant Navy due to personal reasons. I turned a new page in my life several decades ago, and was employed in leading establishments in the country. At present, I‟m a member of the board of directors in a firm; and with my wife, living in a quiet Colombo suburb, with plenty of flora and fauna around. Ajith S. Amarakoon

Members are reminded that any views expressed by contributors to the “8 Bells” are strictly their personal views and do not reflect the views of the CMM. Any articles, suggestions, criticisms, comments etc., can be sent to [email protected] and will be duly acknowledged.

THE FIRST MUTINY Popular belief would have it that it was the “Lanka Keerthi” incident of 1977, which was given much publicity in the local press at the time. However, Errol (Dharmaratne) who was then a fourth mate, was to remind me during the just concluded CMM AGM, of an incident which only the two of us in the room that evening had lived through in 1973, well-nigh forty years before. The ship - the “Lanka Devi”; the Port – Tilbury; and me, a 20 year old on my maiden voyage. Cargo work had been completed earlier in the day, and we were to sail on the following morning‟s tide.

The agents, Cory Brothers, being aware of our schedule beforehand, had arranged a party on board for that evening. Revelry was in full swing, quite close to the Witching Hour, as used in modern parlance, in the Senior Officer‟s Saloon adjacent to the Captain‟s cabin. It was to be converted to the common Officers‟ saloon at the end of that voyage, with the Junior Officers‟ saloon taking on its new role as the officers‟ bar. I was on my way to the Officers‟ Deck, one below, to answer a call of Nature, there being no common toilet on the Captain‟s Deck. Halfway down the companionway I met a seaman (Quartermaster Spittel, a well-built specimen, all of 6 feet and a bit) in a rather advanced state of inebriation ascending it. On inquiring what he wanted, I was told he wished to see the Old Man, Capt. Virasinghe (Baba to some). Sensing trouble a brewing, I disturbed the Staff Captain, Ranjan Kumarasinghe (Kum, as he was commonly known) enjoying a dance to the extreme. I had to disturb his unfettered enjoyment and tell him there was a seaman wishing an audience with the „Old Man‟. He very reluctantly disengaged himself from his dancing partner and went down to meet the seaman concerned. There was a rather heated exchange of words amidst raised voices. The party naturally came to a halt, with the Old Man and officers‟ going to see what was up. I probably was kept behind with a few of the other new hands to reassure the ladies, because I don‟t recall the happenings over the next few minutes. According to Errol, the deck crew except Chippy Dharmasena, had made their way to the Officers‟ accommodation, the crew being housed aft. They were reportedly in an agitated state. Third Engineer Chittasabesan had been in his cabin, and put his head out to see what the commotion was, and the crew had grabbed him by the collar for his efforts. I believe the Old Man was asked to make himself scarce as they feared the situation might turn ugly. The crew somehow had been persuaded to return to their cabins. The next I knew was Capt. Virasinghe telling me “Cadet, the police have been informed and they are on their way. Go down to the gangway and meet them and bring them up here”. The call had been made from the payphone in the ship‟s office on the Officer‟s deck, usually placed on board at the ports in the UK and Continent. They had been called to get Quarter Master Spittel, who was the chief protagonist of the evening‟s events and had had many a run in with the Old Man, off the vessel.



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“This is a bit rich” I thought to myself as I went down, alone into the lion‟s den. Having gone to the gangway, there was nothing to do but hang around, awaiting the arrival of the constabulary. While there who do I see, but the naval deck crew personnel led by Bo‟sun Dharmasena emerging from the after accommodation. I found them staggering towards me, an inebriated bunch of about twelve to fifteen personnel, on a very short fuse. The first thing on my mind was personal survival should they turn nasty. I stood with my back to the accommodation bulkhead, and close to the entrance affording me four possible avenues of retreat. I watched their progress with one vary eye, the other being given to anxiously scanning the pier for the police squad car, which had not arrived by the time they reached me. They drew to a halt opposite me and one of them said “Ado Cadet, kappiyata kiyapan Uge ******”. They continued to congregate around me raising my levels of anxiety, but I must say there were no threats to me, verbal or physical. The sigh of relief I breathed when I saw the police squad car pulling up alongside, was a huge one. A sergeant and a constable alighted and were met by me at the gangway. I accompanied the sergeant upstairs, while the constable stayed behind at the gangway. There was a short conference between the Captain, Agents and the Police Sergeant, after which they trooped down to the gangway. There the Sergeant took a hold of the blustering Spittel by the upper arm, by what I am fairly certain was a hold of some sort, and led him down the gangway like a lamb, possibly to spend a night in police cell awaiting repatriation. Some sort of remark was cast by one of the crew, because Quarter Master Spittel having been settled in the car, the sergeant came back up and wanted to know whether anyone cared to keep Spittel Company. He then ordered Bo‟sun Dharmasena to get the crew into the accommodation with strict instructions to stay there for the rest of the night. The drama so ended, as did the enjoyment for the night. The police had assured us that the patrol car would make periodic visits through the night, which it probably did and I at least enjoyed a good night‟s sleep. Come the morrow and it was time to sail, rather early in the day because we were going on stations on empty stomachs. The pilot was aboard and stations called, the tugs had arrived and were hovering around waiting to be made fast. Lo and behold, there was no crew; with the possible exception of the Chippy (Carpenter), who was a non-naval seasoned old salt and independent in

spirit, and engaged in his morning soundings till the recalcitrant souls showed up. Errol‟s take on the matter is that they feigned sickness. I remember it as a flat refusal. Word obviously was conveyed to the Old Man of the impasse. The pilot having exercised a great deal of patience until the deadline to enter the locks passed, stood down the tugs and disembarked. It meant delayed sailing by a full day. Cash having been returned, there was nothing to do but enjoy a leisurely day. Looking back, it never occurred to me that we had been through a “Peaceful Mutiny”, if there is such an expression. There was no bloodshed or extreme violence that the term conjures up. In fact it was Errol‟s recollection of the incident that brought home to me the realisation that we had experienced a truly tumultuous incident. One could put it down to the innocence and free spiritedness of youth. To get back to the story, there is no doubt that the Captain and Agents were making frantic phone calls in a bid to resolve the issue. In an era when life was much simpler, the gangway was very likely unmanned. Being at the very bottom of the pecking order it would have been my lot to man the gangway, and I would remember very vividly given the circumstances, had I done it. Perhaps a crew member, sufficiently sober and in the realisation that they had put themselves in a right pickle, did it. Sometime mid-morning two gentlemen from the High Commission in London boarded the vessel, and met the Master and, I would imagine the Bosun too. Their brief was to convey a message from The Commander of the Navy; the message being that they were ordered by the Commander carry out their duties without causing any further trouble, and that their grievances would be looked into on reaching Colombo. That being agreed on, the vessel sailed for Colombo the next morning. The rest of the voyage was completed without any further altercations. We arrived in Colombo around 2100 hours, on the 30

th

of November if memory serves me right, and berthed on arrival with the inimitable - and rather inebriated - Babu Jacob piloting, and taking us on a tour of the Port of Colombo as it happened. The naval crew were signed off on the morn in their entirety. There were some good blokes who were victims by association. On came the first batch of, what were known as, “The Trinco Trainees”; they having been trained at the naval academy in Trincomalee set up especially for training hands for


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the CSC; deck, engine and catering. They were accompanied by a Bosun and three quartermasters who were seconded from the navy. All this begged the question “Why”. Many were the reasons in my opinion. The following were some, all equally important in their own way; and so in no particular order they were; Discipline – The Old Man was a martinet for discipline. It was “My way or the Highway”, or possibly seaway in our case. It extended to all facets of running the ship without exception. Friendships did not matter. Space does not permit me to go into detail. I am fairly certain he was the first Sri Lankan Master in CSC; and that too at a very “tender” age, the Lanka Kanthi being his first command. He was most definitely the first Sri Lankan to Captain any vessel on the UK - Continent run; a process which involved getting approval from Unimar, our European Agents; having, I believe, been involved with the financing of the purchase of the vessels on the European run. He probably saw himself as the Standard Bearer to ease the path for approval for others who were to follow, and probably was under the impression that the best way to convince Unimar was to run a tight ship. But I always felt he could have cut some slack thereby achieving a more harmonious environment. Food – The crew always had a grouse with the choice of menu. Not that theirs was in anyway inferior to that of the officers. The converse was true because there never was a difference in the menus. But the Old Man had misjudged their palates. They were sons of the soil who liked nothing better than their three meals of rice a day. The western breakfasts were tolerated. Not for them though, the dinners of soups and courses. Rice and curry was the preferred menu, all day everyday if they could have it. However, the Old Man would have none of it. To him the single menu policy was sacrosanct. I can see his reasoning. He was trying to stick to his policy of “Equal Treatment for all”. To deviate and cook separately for the crew, had he been so inclined, was impossible because the galley couldn‟t cope. There was no separate galley like on BI vessels, which he had sailed on, where the Indian crew had a separate galley with an Indian cook. To leave the leftover lunch for dinner, I am sure had him feeling vulnerable to likely accusations from the

crew that he was serving leftovers. The result was that leftovers were discarded overboard. However, I remain convinced that a suitable compromise could have been found. Exuberance of age most likely deterred him. I wonder whether the Old Man considered it a sign of weakness to yield to the wishes of the crew. Second Officer Proctor – A word or two about Second Officer Vijayan Proctor would not be out of place here. He was a loose cannon if ever there was one, who to add to it all had a drinking problem. It usually surfaced after dinner, when all of us junior officers were gathered in the smoke room. Proccy, as he was called would be sitting quietly with us and minding his business. Then someone would start “Proccy have a drink”. Proccy would refuse and resist, and then a few of them would gang up and literally badger him into submission. Three drinks and he would be a wreck. And now the supreme irony - when he had finally made his unsteady way out of the smoke room, the very same gang would be the first, and most vociferous, to remark “Why does he drink if he can‟t stand it”? None ever tried the exercise in reverse; that is to dissuade him from drinking if he asked for one, and gang up on him and badger him with the same intensity. To get back on track. The crew most likely identified him as one of their own; the more senior among them having served under his father, Commander (?) Raja Proctor in the Royal Ceylon Navy. They considered him being signed off sometime earlier in the voyage for disciplinary reasons an affront to the Navy. To be fair to the Old Man, Proccy was given innumerable chances. The renowned chats had no effect and did nothing to reform a wayward soul. The Old Man would have decided to call time to preserve his sanity, if nothing else. Bonded stores – The crew were only entitled to beer, a case a week I think. A birthday party needed a special request to the Old Man for whisky. It was not refused, but the quantity was controlled. As to whether the restriction always prevailed or was a result of previous transgressions, I don‟t know. The problems were simmering beneath the surface for a long time. So there you have it. Although no blood was shed, the events fit the dictionary definition of a mutiny. The events occurred more or less as stated. Others on board would have played their different parts in this drama. I have no knowledge of them. Maintaining a diary is not a habit with me. Errol‟s


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mention of it at the just concluded CMM AGM set my recollections in motion. Never in my wildest dreams did I think that 43 years down the line I would pen to paper, recalling this incident. Time has taken its toll on my memory. The opinions, I reiterate, are my own reflections of the past, tempered, and I hope balanced, with the passage of time. They are not to be taken as being critical of anyone. Sent in by Capt. Nimal Perera, former Secretary and President of CMM.

The Most Unexpected Fire – a true life experience It was the scariest night in my whole seafaring career of thirteen years. I thank my God and for all the training I received during my sea career, for getting me and all on board, through that night. The incident occurred on board a general cargo vessel on a ballast voyage in the central Atlantic Ocean in the month of March. The vessel was heading SE, True wind ENE at 11knots, with the relative wind from astern at 2knots. In the slight sea condition and clear sky the vessel, being light, was rolling moderately at times. After a long and hard day‟s work, I went off to bed after leaving the usual night orders to my bridge team. At 03.05 hours the OOW detected the pre-warning alarm on the fire indicator panel. The exact location was unknown as multiple alarms were detected in the engine room. The OOW called the Duty Engineer and informed him of the pre-warning alarm. At the same time, I received a call from the bridge informing me about the pre-warning alarms. When I inquired, he told me that the indicated location was the engine port blower room and that it was being checked by the Duty Engineer. I quickly jumped out of bed and changed to go to bridge. By that time, the Duty Engineer had called all of the engine room staff as the engine room was filling with smoke. At the same time, I received a second call informing me that so far there was no "Fire Alarm" activated until then, despite the pre-warning alarms. Nevertheless, I instructed the Duty Officer to raise the General Emergency Alarm as I rushed to the bridge, since we were still unable to identify the location of the fire. The fire alarms then got activated in multiple locations in engine room as indicated in the alarm panel. The main location indicated was the engine room port blower room which had been checked several times but there was still no sign of fire in it. It was at 03.18 hours, when I turned towards the port bridge wing that I

saw a yellow glare on the accommodation bulkhead. I quickly ordered “stand by” engines and switched over to manual steering while rushing to the bridge wing to check the yellow glare. I was shocked to see a massive, flaming fire on the poop deck. I quickly made a public address system announcement from bridge giving the location of the fire and ordered the crew to fight the fire with the hose on the port side poop deck. All crew mustered and got into action as per their Muster List duties for fire, attacking the fire in the poop deck by using water jets. The engine party isolated the power to the mooring winches even though they were not in use. Both the main sea water pump and the emergency fire pump were in operation and four jets of water were used in the attempt to extinguish the fire. The vessel had seven decks in the accommodation from the main deck with the bridge being the eighth deck, and the height of the fire almost reached the 5th deck. Another concern was for the safety of the free-fall lifeboat, which was situated in the middle of the poop deck. It was only a short distance away from the fire. The deck below, which housed the steering gear room, was checked and all flammable materials were cleared to a safe place. This was not a difficult task as there was sufficient height in the steering gear compartment. After about 10 minutes of heavy fire fighting, at 03.30 hours, the crew extinguished the fire. The hoses were however left running to cool off the decks and the equipment and a fire watch was maintained under the supervision of the Chief Mate. I started my emergency communication with the office on the pre-arranged emergency call numbers and also broadcast an urgency message over the VHF. There was no traffic in the vicinity, and none within VHF range. All events were logged down by the Third Officer who was on bridge assisting me. I briefly sent a non-routine message to the office, followed by a short telephone conversation, informing that the fire was under control and that I would update them within the hour. It was the mooring ropes which had caught fire. The ropes, which were made of polypropylene, had melted within a few minutes, while two ropes on the aft winch drums were severely damaged. The flames destroyed the garbage drums and the paintwork on the poop-deck port side and part of the accommodation block. The engine blower on the port side which was on the 3rd deck from the main deck had sucked the smoke into the engine room. It was this action which set off fire detectors in the engine room.


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At about 4 am it was established that the fire and the smoke was fully under control and there was no other possibility of re-ignition. The vessel increased speed and resumed her voyage. The urgency message was cancelled and all removable and flammable objects on the poop deck were removed and secured. The fire in the poop deck was easily visible from the port bridge wing. The bridge duty personnel were very poor in performing their look out duties while on watch. If the personnel had carried out proper and timely bridge rounds both inside and out on the bridge wings, they would have easily detected the early indications of this fire. A fire investigation was carried out thereafter, to identify the source of the fire. Statements were obtained from individuals and a log of all events was prepared. A back-up of the Voyage Data Recorder was taken and played back to verify that all events were properly recorded. The OOW stated that earlier in his watch, he saw few funnel sparks shoot off from the funnel, and he had informed the Duty Engineer about it. He also mentioned that he had sent the AB down to the poop deck to investigate. The AB reported that all was in good order. The funnel sparks had stopped after about 20 minutes. The VDR play back suggested that after the initial bridge round was taken, the duty personnel were engaged in a lengthy discussion inside the bridge until the time of the pre-warning alarm. On concluding the investigation, it was found that the funnel sparks, together with the light wind from astern must have contributed to ignite the fire. This was a most unexpected situation as normally funnel sparks burn off before reaching the aft poop deck. Thankfully, what could have been a catastrophic disaster had it not been detected at the time, was averted without any harm to the crew or major damage to the lifeboat or the ship. Report sent in by Capt. B.M. Lasith Anthony De Silva, Dated : 28th August 2016

We are all visitors to this time, this place. We are just passing through. Our purpose here is to observe, to learn, to grow, to love... and then we return Home." - Aboriginal Philosophy-

MARITIME LABOUR CONVENTION 2006 (ILO - MLC 2006) - Implemetion and Control Measures - CHALLENGES TO THE MASTER ON BOARD.

Overview The International Labour Organization (ILO)‟s MLC 2006, provides wide-ranging rights and protection at work for the world‟s seafarers. The MLC:

sets minimum global standards for seafarers‟ living and working conditions

combines and updates more than 68 maritime-related international labour standards, produced over the last 80 years

makes it easier for governments and ship owners to apply the system, and provide decent working conditions

With the required countries agreeing to adopt MLC on 7

th August 2013, it came into effect on the

7th of August 2014.

How the MLC is organized: There are 3 main parts: 1. articles, which set out the broad principles and

responsibilities

2. regulations, which set out the basic requirements

3. the Code, made up of standards (Part A) and guidelines (Part B), which fall into the 5 titles

Title 1: minimum requirements for seafarers to

work on a ship - age, medical and training

certificates


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Title 2: conditions of employment - wages,

working hours, rest and leave; career

development

Title 3: seafarers‟ accommodation, leisure

facilities and onboard catering standards

Title 4: health and safety, medical care, access

to on-shore welfare facilities

Title 5: complaints, inspections, responsibilities

of the flag and port states

The MLC convention does not apply to:

ships navigating only in inland waters

ships navigating in waters - in, or close to,

sheltered waters, or areas where port

regulations apply

ships involved in fishing

ships of traditional build, such as dhows and

junks

warships or naval auxiliaries

ships not normally used in commercial activities

Shipping companies have many wonderful qualities, but demanding comprehensive, new, rigorous and fully enforced legislation with serious penalties for any breach of the requirements, is not normally one of them.

Shipping companies might not like each and every one of the standards that the Convention sets. But the standards are clear, the companies know what is required and have adequate time to make sure that they, their ship managers and manning agents are in compliance. They know that it will be widely ratified and enforced by Flag and Port States so their major competitors will also have to comply. Port and Flag State Inspectors must observe the standards, and union officials cannot apply their own interpretations.

To take an example, a speed limit imposed on a major road near my house may cause me a degree of inconvenience. However, if everyone must comply with the set limit, and it is properly enforced, and is seen to be of benefit to the local community, it will be welcomed. The ILO Maritime Labour Convention is the same and shipping companies should (and do) welcome it.

Now the challenges to the prudent Master……

The Master needs to be familiar with the requirements of the Convention and know its requirements. The Master must develop effective measures and procedures for ongoing compliance (Declaration of Maritime Labour Compliance Part 2), and implementing such measures and

procedures on board. The longer you wait, time will be your enemy in finding effective solutions.

Apart from the above, many responsibilities are given to Ship Owners/Operators, and the Flag and Port States.

DMLC Part I (Flag State responsibility) requires establishing, implementing and follow-up on procedures (to cover requirements for MLC and DMLC), identifying existing needs for updating, revising and new procedures. DMLC Part II (Ship owners / operators responsibility) requires competence for all involved (ashore and on board) in order, to handle this effectively; understand the process of inspections and certification, training requirements (STCW, Safety and other), hours of work or rest for all seafarers (including Masters), Medical Certificates (issuance by a duly qualified Medical Practitioner).

It also includes, reporting and follow up of accidents, injuries and diseases, Safety and Health policies (including for risk evaluation), handling of complaints, documenting payment of wages, Shipowner‟s liability, documentation, logistics, Port State Control (no more favourable treatment / more favourable treatment). There may well be other challenges for Masters in this area.

There is a need to make sure sufficient competence and knowledge of Officers and crew on board and ashore, with means to get clarification as and when necessary. Apart from his overall command and responsibilities, the Master needs to take care regarding all MLC related documentation and MLC implementation, during his limited working hours.

It would certainly be a big challenge for the Master to balance his work and rest hours.

Contributed by Capt. N. Gowtheepan - Sailing Master

My first Command It was a sunny day in mid September 2014, when I achieved the highest position in my seafaring career. The ship was beautiful, comforting and had faith in me. I stepped on board her almost three months previously. I smoothly and steadily came to know her mannerism in traversing the oceans. I had treated her well and given her my fullest effort and energy as the second in command. She was a 46,000 DWT general cargo vessel with two massive 40 tonnes gantry cranes fitted on deck. The ship was near 200 meters in length and drew about 12 meters draft at that time. The single screw vessel was fitted with a bow-thruster. The standard 35 degree semi-balanced rudder was sluggish in


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steerage at times due to strong winds making sails of the two gantry cranes. I recall that the first day I set sail in my sea career as a Deck Cadet also fell in the month of September. After 11 long years of hard work, I got my first command on board the ship. The Master who handed over to me was very well experienced, nearly 20 years in command and was very strict. Needless to say, I learned much from him during the three months I sailed under his command. The challenge for me was the handling of crew and the food. Ninety percent of the crew were from India. There was a major crew change of about 50% of those on board in the port of Dahej in India, which happened to be the port of discharge and the same port I got my command. I had a good idea about the buoyed channel as I had navigated through it on two previous occasions with the same Master prior taking over. My fear was that in addition to me being new to the job, my bridge team consisted of a Chief Officer who was a very young chap with only 12 months of experience in rank and who was also new to the company. In addition, I was given a newly promoted Third Officer along with a few new Cadets and AB‟s. The Second Officer was the only old hand on board, but he too was also due to sign off on completion of his contract. After dropping off the harbour pilot, I had to navigate through the channel for 5 hours through light fishing vessels and inbound traffic. I was quite relieved after getting through that, but it worked to my disadvantage as I had to go through the first watch of the newly promoted Third Officer. When the Second Officer completed his noon duties, I took a short break, well knowing that I have to be with the Third Officer again for the evening watch. I was preparing all the documents required for the next port when I got a call from the Second Officer due to his concern regarding the traffic encountered. The vessel was passing off the coast of Mumbai through many fishing vessels and coastal and other traffic. I felt a sense of relief after clearing the area and altered course to head South along the Indian coast. We passed south of Sri Lanka, during which time I had to conduct Fire and Abandon Ship Drills, report to insurers about warranty breach on departure, get the exemptions, inform bunker requirements and prepare the provision list and CTM requirements for the next scheduled port of call, which was Singapore. Despite the never ending “to-do” list, we even managed to have a BBQ party prior to entering the Malacca Strait.

I had more than enough previous experience navigating through the Malacca and Singapore straits, but it felt very different this time. I had the Chief Officer arrange the piracy watch and the bridge additionally manned due to the new bridge team members. The Second Officer was lined up to sign off in Singapore. Our instructions were to receive bunkers and stores at Singapore Eastern Anchorage and to depart from the anchorage within 24 hours. After regularly updating our ETA to Singapore Pilots, I had to reduce and adjust my speed to timely reach the pilot boarding area. I experienced a close quarter situation near "Racon D" in Singapore Straits, while turning the ship‟s course from SE to NE as the newly promoted AB on watch at that time, incorrectly turned the rudder to Port 10, whereas the order was given as Starboard 10. When I observed our vessel nearing the Car Carrier on our port side, to my surprise I found it was now overtaking us from the port quarter. Quick, corrective action to starboard combined with a reduction of speed resolved the situation. When nearing the Eastern pilot boarding ground “Bravo”, I was feeling a bit anxious as I had to cross the busy, westbound lane at full speed and drop the speed drastically on reaching the Pilot boarding ground. I was proceeding at almost 3 knots while I searched for an opportunity to cross the traffic separation lane. Adding to the pressure, the Pilot called and informed us that he was waiting to board! However, I eventually found the gap I was searching for and after informing VTS central we crossed and headed west in the inshore traffic lane to pick up the pilot. It took a further 6 hours for the vessel to anchor and the Pilot to disembark. After waiting for our agent, receiving the provisions and invoices and the bunkering to commence, I took some time to rest, knowing my presence would be required when the bunkering operations were completed. At daybreak the following day, the vessel was ready to receive the Pilot again, this time for departure. The Chief Engineer was exhausted as he had some issue with the bunker barge and had forwarded a letter of protest, informing me that he was not 100% happy regarding the quantity. I asked him if the quantity received was within the tolerable limits as per company guidelines and he answered in the affirmative. When all required husbanding was completed, I informed the Pilot of the vessel's readiness to depart. Although the Pilot Boat arrived on time, the


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Pilot did not board our vessel. Instead, he guided me via the VHF from the Pilot Boat. In another five days we were to stop at the next port of call Kaohsiung in Taiwan. The Second Officer who joined the ship in Singapore was also newly promoted, which now officially made my entire bridge team including myself, new to their respective ranks. The vessel arrived at the Kaohsiung South entrance at around 20.00 hours and I was under the impression that the vessel would get the Pilot on arrival. To my surprise, even after reporting twice that the vessel was ready to take the Pilot and the ship being just two nautical miles off the breakwater, the Pilots informed me that the vessel's schedule had been changed and I was required to proceed to the anchorage and drop anchor in anchorage No.3. I quickly adjusted the vessel course to the anchorage and proceeded with extreme caution to find a slot with the required depth, within the designated anchorage. It was a congested anchorage and when I finally anchored, I found two small fishing vessels fishing within my turning circle, both of which I promptly flashed and chased away. It was my first anchoring without a Pilot and I was quite delighted with myself that it was a smooth operation. Next day early morning, we were the third vessel to enter the port after two massive container vessels. As expected, the pilot boarded half a mile prior to entering the breakwater and berthed the vessel safely. The ever-friendly agent boarded the vessel with some fruits as a gift to the vessel. I knew him personally from my previous voyages and he was excited to see me as Master. The same day however, I received a mail from the Charterer informing me to proceed to a new discharge terminal named "Putao Terminal” in China. I was very upset due to this last minute change, especially as I had no idea as to where the port was. On previously voyages we discharged cargo in Xiamen, China; so the Second Mate and I busied ourselves searching for the new port and passage. We finally found a new terminal in the same region as Xiamen and got the required BA charts through the Kaohsiung agents. We could not obtain the harbour chart, which problem was solved after communicating with the China agents, who promised to deliver it along with the pilot at boarding time. After a smooth port operation at Kaohsiung, we sailed for the next port which was less than a day's passage to Pilot Boarding grounds and a river passage of about three hours. After a hectic approach through Taiwan straits, I was feeling bit at uneasy as the depths shown on the BA charts are less at the berth and it was not

possible to reach with our present draft. I inquired and informed the Agents, Charterers as well as our Shipmanagers. All reacted as one would expect, replying that there is sufficient depth at the approaches and at berth. The pilot was to board in a buoyed channel near an anchorage. The current was about 2 knots with us (flood), which made it even more difficult to steer with the additional hazards of the shallow depths all around and the outbound traffic. I was preparing to anchor when the pilot boat arrived. The pilot boarded the vessel with the missing BA chart and we went through the required Master-Pilot exchange. When I inquired from the pilot regarding the berth and the depths, he reassured me that there was sufficient depth, as the BA charts were apparently not surveyed up-to-date. When the pilot was navigating using his own ECDIS (as Chinese pilots normally do) I was absolutely amazed to find out so many new constructions and changes to the BA profile, which gave clearly outdated information. I corrected our own chart as we manoeuvred and complained to the pilot about the chart requirement, who said the agents should take the responsibility for not providing the vessel with the MSA Chinese charts. I also asked the pilot of the regulations and he said there were none, which was of no help in laying my doubts to rest. So with continuous monitoring of the ship's position and the UKC, we finally managed to berth at Putao Terminal. Thankfully, cargo operations went off without any concern, as we discharged the cargo and returned through the same passage to Xiamen where all the remaining cargo was to be discharged. Like all the previous discharge ports, I had to anchor at Xiamen as well, waiting for berthing. My main concern was the PSC in China, which generally known to be a terror at the time. Although we spent four days at berth in Xiamen, no PSC officials boarded the vessel. I was both relieved, and in a way a bit disappointed, as I had thoroughly prepared for such an instance. After Xiamen, we were to proceed to Changshu in Yanziat River for loading cargo. The passage was three days where we encountered plenty of fishing traffic. It was about 6 -7 hours passage from CJK pilots to the berth. As expected, several pilots boarded the vessel, one sea pilot, one junior pilot, two trainees and finally the harbour pilot who boarded later on. The sea pilot complained as he had tumbled and missed a step on the pilot ladder while boarding. He was feeling embarrassed as there were trainee pilots with him, but I managed to calm him down with a pack of cigarettes.


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We reached our allocated berth at Changshu and commenced loading bulk commodities to our permissible drafts. Both the Chief Engineer and I were at ease as the ship's cranes were not used for loading and the operation went smoothly. On this particular design of ship, the gantry cranes were the main method of loading and discharging, which at times is a nightmare in relation to all the electronic circuit boards. When any malfunction occurs, it can take from a few hours to a few days to resolve the trouble, at which time the vessel will be off-hired. Fortunately for us, the Port Captain was very cooperative and due to the cargo operations going on smoothly, all the ship's staff enjoyed a good shore leave. The vessel then departed for Durban in South Africa, which was to be the first discharge port, with bunkering planned in Singapore. On departure from Changshu port, I knew I had a very long and tiring bridge watch with 6 hours of pilotage and managing congested waters thereafter, until we cleared the China coast. It was almost midnight when I dropped the last Sea Pilot and vessel safely across the CJK traffic separation scheme and left coastal waters. At 04.00 hours, I handed over the watch to Chief Officer and went down to rest with the feeling of comfort that by this time my bridge team members were quite familiar and confident with their work. The very next day, the steward came up with a severe stomach ache and loose motions. I took him off from duties, and as he was feeling extremely unwell, requested radio medical advice. After a couple of days of recommended treatment, he recovered but still had a few complains. Since he requested to see a doctor at Singapore I had to make a firm decision both for him and vessel; considering the impracticality of sending him through a launch to consult a Doctor ashore, getting him back on the ship before bunkering completed, the costs involved and the three week sea passage to the next port. I decided to send him home to get proper treatment mainly due to the limited medical facilities on board on a long sea passage. The company arranged for a suitable reliever to replace him in Singapore. After an uneventful voyage from Singapore to Durban, I completed my second month in command. Having completed a total of five months on board, the company informed me that they have arranged a reliever for me at Durban. The vessel berthed safely at Durban and I handed over command. The vessel‟s superintendent thanked me for my service on board, and I signed off knowing that my efforts to uplift the ship‟s standards and to treat my crew with compassion had been appreciated by the company.

I gained a lot of experience during my first contract, but I knew I had much more to learn and improve to be a good leader and a Master. It was nevertheless one the most contented days of my contract as I packed my bags and flew back home with loaded pockets. Sent in by Capt. Lasith Anthony De Silva Dated: 30th July 2016

“Don't compare your life to others. ….You have no idea what their journey is all about!”

Storm seen from a desert tea-cup: My near ringside 'view' of the US - led liberation of Kuwait in 1991 In thirty-five years of sailing world-wide and more than half of it on board foreign ships, mostly Hong Kong Chinese, strange experiences would materialize from time to time, as they do for to the average sailor. There was one time when in some foreign port (too long ago to remember), I woke up and as usual strolled to the Bridge, and was pleasantly surprised that day to find Her Majesty's Yacht “Britannia” moored behind us. I was even more surprised to observe how small it was in comparison to my 40,000 tons DWT bulk carrier. To my knowledge at the time, there were no Royal passengers on board and I had no idea why the ship was there. Another such unusual experience, and the subject of this article and my next, was when I found myself sitting nearly ringside for a month during most of Operation Desert Storm, the US-led Coalition war to liberate Kuwait from Sadam Hussein's Iraq in early 1991. Those were the last of the 'fun days' when a Captain was really the “Master of his ship and once he sailed he was almost on his own. The internet had not yet reached us and the ships were in a transition between the days of having only “Morse code” communication with a Radio Officer on board every ship, and the growing connection between the internet and probably the second largest communications network, Inmarsat, which was then in the early days of directly linking ships-to-shore via satellite. Until then, messages were of course sent as telegrams using the Morse code, sometimes being passed to stations ashore to be forwarded to the recipient in another country and taking hours if not days to get through.


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[Image: 01 - LOL for S]

Today, the Captains have lost some of that power with the coming of the internet and fast, cheap communications bringing the head office right up to their shoulder (I am now part of that head office and do sympathise with the Captains of today- in fact every time I find the need to tap his shoulder). My ship however, at the time had Sat-C which was costlier than email, but more efficient than the old Morse Code. However, it was still not regular email, so we were still somewhat to ourselves - the significance of which will appear later in the story. Meanwhile, the new Sat-C was a joyous “any-fool-can-now-do-it” communications system which very soon would make the Morse Code and the need for a Radio Officer ('Sparky' as he was called due to the kind of equipment he used) obsolete. The Sparky and his need to keep a watch on the radio for distress signals from other ships was an international requirement ever since the sinking of the Titanic. This was not the only piece of legislature to come into force after that event, in which a huge number of people died, to ensure that we would sail under much safer conditions – they didn't die in vain.

[Image: 02 - route China-Hodeida 4]

It was my first command in the Hong Kong company with whom I worked with intermittently in those days. This was a role I slipped into effortlessly as I had already sailed as a Chief Officer for about ten years before and was chafing at the bits for my own command in a company I was quite comfortable with and who knew me well by then. After taking over, „as usual‟, in China, we sailed down to Australia to load a full cargo for Hodeida in Yemen. Why 'as usual'? I hear you say. It was a Hong Kong based Chinese owned company who had at some point in the past realised that having English-speaking Commonwealth Certified officers on board their PRC-manned ships which were running between China and countries such as Australia and Canada and the USA in the west, with the patience to handle their crews and liaise with the Western Authorities who dealt with the ships was a far more efficient system than having the Chinese Captains of the time; which, like everything else, would change in the years to come as modern maritime training colleges (at least one with a British-built ship simulator) would produce better trained elite officers and make us redundant. But at the time we were in demand and we even received a one month's wage as a bonus for returning every time we joined a ship (usually a 'contract' of nine to twelve months). We receive this bonus and a briefing in Hong Kong first, before flying out to a Chinese port to join the ship. Being somewhat 'out of touch' with the rest of the world in those days with no internet or email, and as I always did when sailing and being out of world news, I had the BBC running in the background continuously, whether in my cabin or at my workplace on the Bridge, trying to keep abreast of news events from around the world. As my voyage began, I knew that not too far from my final destination, the largest mobilisation of a military force since World War 2 was taking place, and the drums of war were starting to beat. I knew what I was heading into, or at least thought I did, so I stocked up with three months of provisions and water instead of the usual one month's reserve before leaving Australia. As we sailed across the Indian Ocean towards the island of Socotra near the entrance to the Red Sea, the drums started to get more insistent. I informed the Company that anything could be expected when I got to that area, and to even expect radio silence. I also informed my wife that my usual regular messages may stop.


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As the Iraqi forces strengthened on the border of occupied Kuwait facing Saudi Arabia and the coalition forces, the Navies of the Western countries involved took up station on the sea approaches – one such approach which I was headed for was the Red Sea...... I was heading towards the “Mother of All Battles”, if not into the heart of it, then into the arms of Iraq's good friends in Yemen. For the next one month we would disappear into a deafening silence behind the roar of war.

[Image: 03 - Camel with warships]

I was enjoying my first command with this Chinese company and Australia was my last stop before we called Hodeida in the Yemen. While this was nowhere near Iraq and the recently invaded oil-rich Persian Gulf state of Kuwait; Yemen, as a good friend of Sadam Hussein and Iraq, was preparing for war and I knew it. Ships with cargo for Iraq and heading into the Persian Gulf were being stopped by the Navies of the Coalition forces which had taken station on the approaches to the area. Knowing this, Iraq and its friends would be diverting ships to ports of its friends nearby, and Yemen was such a friend. My ship was headed for Yemen.

I had stocked up provisions and fresh water for three months and was as ready as reasonably could be expected.

[Image: 04-My ship]

I knew that although anchorage outside Hodeida was deep, but carrying a full load of cargo along with the additional weight of three month‟s stock of fresh water (although not overloading us beyond the loadline limit) made us too deep to enter the port. When the time came to enter the port, I would have to pump out a quantity of fresh water and keep a minimum for us to use when inside port, until the cargo on board was unloaded and the ships lighter draught would allow me to take in water again as necessary.

The route we had to take from Australia across the Indian Ocean and to Hodeida brought us into the bottle-neck at the entrance to the southern end of the Red Sea. As a kid, I was a Navy Brat who spent a lot of my childhood in one Ceylon Navy base or another and had, as the son of a senior Navy Officer, been on board nearly every type of warship by my early teens, including aircraft carriers and the largest of cruisers in Asia (as one of the officers on that Indian cruiser told me its guns would, if all fired in unison, cause the heavy glass of their portholes to shatter). The sight of warships patrolling the Bab-el-Mandeb Straits as we approached our destination had brought back my childhood excitement, but it was tinged with worries of the unknown as we were allowed through.

On one occasion, we passed a Carrier force, one of my favourite sights of warships at sea. While she has a lot of aircraft and hangar space underneath for parking these aircraft and support facilities for them, she does not have much in the way of weapons, and hence is surrounded by other more powerful warships, although she does have plenty of sophisticated electronics for spotting the enemy from a long way off. Aircraft carriers, of course, must always steer into the wind, whether they are launching or recovering their aircraft and therefore are hampered vessels whichever direction they are steaming in.

[Image: 05-Hows my driving]


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On the radar it is easy to spot a Carrier force from a long way off as it produces a steady pattern on the screen of several ships moving together; sometimes with fast-moving blips indicating aircraft or helicopters. Of course, I am certain that they pick us up in turn on their radars from a very long way off. We usually get 'challenged' by them from a great distance and then get warned to keep well clear. In this case, one of the fast-moving blips altered course towards us and materialised into a chopper which buzzed us once to get a closer look and then moved away. This was only after having asked us for identification and port of origin as well as our destination. Once we arrived off Hodeida, instead of being able to remain at anchor in the deep water off the port, due to 'war conditions', the harbour authorities ordered me in to the shallower bay of the port, as they did with all the ships arriving there. Now that Iraqi-bound ships were also being diverted to Yemen, the port was filled with hundreds of ships anchored bow to stern. In our case, my protests that entering the port meant I would have to pump out most of my three month‟s supply of fresh water (needed for drinking and cooking) were to no avail, so I had to pump out valuable fresh water to anchor inside. Strictly speaking, my ship was 'impounded' by Yemen as they did with every ship waiting to berth there. Now, after being ordered into the port, we were also ordered to observe radio silence and not allowed any communications with the outside world whatsoever. So, after a brief message to the Chinese owners, we virtually 'disappeared'. The rest of the world in turn disappeared from our 'view', and except for occasional messages from a single VHF (Very High Frequency) Radio Station of the Hodeida Port Authority, we had no contact with anyone else. In addition to this, I had to strictly ration water on board, and therefore stopped all but essential work by the crew. We were dug in being at anchor for the long haul, ready for a stay as long as three months. As it turned out, we were there for an entire month and time enough for me to follow by radio the liberation of Kuwait in all the details short-wave radio would allow me to follow.

[Image: 06-Wwhere is Iraq]

With the shortage of water, I had to order the heads of departments on board that no maintenance work would be carried out and in addition to being „out of communications‟ with the larger world due to the 'war-time conditions', we not only could not do any work but were forced into an impromptu 'holiday' with only a skeleton crew running the ship. This was the main way to ration water.

[Image: 07-Op Desert Shield]


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[image: 08-Ships awaiting berth]

My Chinese crew spent the days idling, walking around on the sun-drenched decks in shorts, t-shirts and slippers with one hand behind the back and the other probing their teeth with a tooth-pick. That‟s if they were not leaning against the side-rails with a fishing rod and line in hand. For me, it not only meant a chance to catch up with paperwork, but also gave me the opportunity to follow the details of the build up to and the commencement of a war, the likes of which our generation had never seen. I set up a „monitoring center‟ in my cabin and spread out the sea charts which I brought down from the bridge and included every chart I had covering the Persian Gulf, especially Kuwait and Iraq. I had the ship's Electrician run wires from the short-wave radio on the bridge (a ship has on average pretty good radio transmitters and receivers, of course) down to a speaker in my cabin so I was continuously tuned to the BBC which covered the war in exceptional detail. I had another connection to a separate speaker from the VHF so I could listen to Port Control, which was the only permitted communication. This allowed me to work out, together with my notes, on the hundred or more ships anchored tightly together inside the little bay awaiting their turn to berth, and how much longer we had to await our turn. This way I did not need to run up to the bridge each time I wanted to get an idea of where the front line in the war had progressed to, as I had radio and charts in my cabin. Much later, I would be surprised at the amount of detail in which people ashore were able to follow the war news on CNN TV. I did not have such a luxury on the ship, but the BBC World Service coverage was excellent, and except for video, I did not miss much.

[image: 09-Tanks]

As I waited with bated breath, I suddenly picked up the news that the Iraqi front line defences were crumbling electronically and even before aircraft with electronic counter-measures flew in and wiped out the Iraqi radars, (we would later discover how), the electronics on the Iraqi front-line were going blind. By the time the coalition air forces started bombing the Iraqi defences, they could not be seen coming in until within visual range.

[image: 10-Operation_desert_shield]

For a civilian, I had an above average idea of what cruise missiles were. When following my Chief Mate's course at the South Shields Maritime College in the UK, there was a day for the students of this course where staff of the Royal Navy delivered lectures on our role as Merchant Navy Officers during a time of war and how to liaise with them. Part of the course included an hour's lecture with slides showing us how the recently developed magical flying bomb, the Cruise Missile, operated. It had so much computer intelligence on board that it could almost fly down one street, turn up another and then blast its target with an accuracy down to the very room of a building. The description on the BBC, of how a reporter saw a passing missile doing something very similar, brought all those lectures back to my mind.


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[image: 11-Cruise launch]

By the time I returned to the UK three years later, the Falklands War had taken place and they was being more careful about sensitive material and only British students were allowed to attend the Navy Day course. However, nothing else was stopped for us high-paying foreign students (while the locals paid only a tenth, our fee was about 2,000 pounds only for the main College course in 1983). I would hear on the BBC and CNN what everyone else ashore was watching on television; missile camera views as they flew down vent shafts before a clinical destruction of a bunker. The BBC World Service covered it all in stunning detail with much of the normal programmes interrupted or stopped altogether.

[image: 12-Choppers]

On another memorable occasion, the news reports described how the Iraqi forces were defecting in large numbers and their helicopters were spotted by the reporters coming in to land at a base early one morning. I later heard how the British Special Forces had been going in during darkness with helicopters showing Iraqi markings and returned early morning; naturally they did not trouble themselves to explain this to any reporters at the time!

Finally, about a month after we arrived and spent the time almost cheek by jowl with other ships waiting for our berth, a boat was alongside calling to us to prepare the engines and to lower our gangway for the pilot. Not too soon, as we were down to the last few buckets of water drawn from our water tanks! I was almost sorry to leave the peace and quiet of the anchorage as cargo operations meant lots of disturbance (but fresh water was available alongside) while I did try to follow the exciting finish of the war – something I kept quiet about with the Yemeni officials, who remained rather grim-faced throughout. Sent in by Capt. Mehran Wahid from Bremen,Germany. Capt. Mehran has been a regular and valuable contributor for the 8 Bells over the years

Medical Evacuation – Indian Ocean Injured Party (IP) Seaman flown ashore by Drone

It was a beautiful morning in the Indian Ocean, one couldn‟t have asked for a better day at sea with blue sky and calm seas. The vessel is making headway as usual and everyone busy with their work. However, the message just coming from the main deck is notifying about an accident which just occurred now seems to be significant, injuries sustained, prompting to activate the “Drone Medical Evacuation Plan”. The nearest “on shore” Drone Ambulance Station sponsored by IMO in Galle, seven hundred miles away is contacted via the Drone Unique Frequency (DUF) one-touch button radio. Paramedics ashore get into action, fully equip the drone cab with all required medical equipment and get it airborne immediately with a medical officer and a paramedic on board, and head towards the ship‟s given position whilst also homing onto the Ship‟s Unique Frequency (SUF) making a speed of four hundred mph, with ETA in less than two hours. The drone arrives a little earlier than ETA, and as it was nearing the ship, drone trained officers took over the landing and taking off from the ship for safety, although the drone itself is equipped with high resolution CCTV and infrared camera for night landing, connected to a base station via a unique satellite link and has the capability to remote control land vertically, as guided by the base station, with pinpoint accuracy. Landing was very smooth as anticipated.


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The casualty, now strapped in an advanced high-tech stretcher is loaded onto the drone, and then hooked up via the monitoring connection to drone‟s connection (visible on distributed control system screen at base station) and the drone returns to the base station without delay. I was very curious about the new technology work and approached the paramedic earlier to get some narratives of the drone. I was given a chip which I loaded onto my pocket reader, which in turn, transmitted the drone technical and operations data to my special reading glasses in text. The drone is dual powered through high energy Hydrogen cells, with a backup UPS power charged through solar energy. Communications between shore and drone PLC‟s are via a satellite link by shore based Distributed Control System (DCS) with controllers fitted for each stage of the operation, also having sufficient redundancy. The drone structure is made of super-light alloy with the body lines shaped similar to a flattened egg to obtain extreme „aero dynamic efficiency‟ with the advantage of high absorbent solar cells embedded fully on its body to capture a large area of sunlight, focused on to the body of the drone by a virtual high density air curtain magnet. This enables superfast charging. Hydrogen cells powers four mini-electric turbines, fitted in each of the four corners of the drone which can achieve a combined velocity of 500 mph. The drone is also fitted with an emergency turbine under its belly, diagonally across the centre and used only for emergency flying, which is kept retracted in board with air rams during normal operation and uses a small sized compressed air cylinder, the pressure of which is automatically topped up by a tiny air compressor. Turbines can be turned around by mechanical means, both horizontally and vertically. The horizontal and vertical movements of the turbines are for controlling takeoff, cruising and landing and uses the mini electric turbines with extreme control capability of two modes high and low power, where low power is used for remote controlled vertical landing and taking off. A super drone is designed to be flown with any two turbines for reliability. The drones uninterrupted power supply (UPS) is relatively small in physical size, though it stores high energy with advanced battery technology. The UPS can store power for the drone to fly a minimum of six hours, which is equivalent to nearly 2400 miles at a speed of 400 miles per hour. A Programmable Logic Computer (PLC) communicates between the base station PLC and drone PLC, via a satellite link. The base station has the capability to handover the landing control to the

vessel if necessary for the vessel‟s safety, with the vessel using Ship‟s Unique Frequency (SUF) via an interface PLC link to ship/shore control. Once the drone has landed, the casualty is taken on board and hooked on for monitoring, secured, taken off in a flash and on its way to the shore landing platform at Galle, where a local ambulance with highly trained paramedics is waiting to do the needful, whilst driving the patient to the hospital. The medical evacuation operation is completed in less than four hours. I was suddenly woken up as my bedside alarm rand. I then realised that I had gone through a dream of my life and remembered the drone in full details. I was in fact happy, hoping to see the dream come true one day, though my only concern would be the local ambulance drivers stopping at way side boutiques to buy coconuts etc., with the possibility of disregarding the wellbeing of the patients as each minute counts in an emergency!! If you can dream it, you can make it! Sent in by Capt. Chandra Godakanda Arachchi from Brisbane Quite an innovative and novel „dream‟ which will certainly come true in the future. CG is one of the staunchest supporters of 8 Bells right throughout from its launching, nearly 25 years ago.

Never laugh at anyone's dreams. People who don't have dreams don't have much.

Of a Rescue at Sea

Editor‟s Note: We have finally been able to get a “real life” incident of another successful rescue at sea by one of our own CSC ships and Sri Lankan Master (CMM Member) and crew, fully coordinating with the SOLAS and SAR services. The report and related photos are given below.

Report On The Rescue Operation Of Yacht Rebecca Off Mauritius M.V. CEYLON PRINCESS the new bulk carrier of the Ceylon Shipping Corporation sailed from Singapore on 02

nd September 2016 after taking in

bunkers and with 8 new Officer Cadets joining the Master and 26 other officers and ratings on board. The Ceylon Princess was bound for Richards Bay in South Africa to take in a full load of coal for the Norochcholai coal power plant in Sri Lanka.


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On 12th September 2016, the vessel was on

passage NE of Mauritius, when at 17.30 hours LT (LT = GMT +4), the OOW heard an Urgency message “PAN/PAN/PAN” transmitted via VHF Channel 16. At the same time, we heard the Distress message “Mayday/Mayday/Mayday” and noted down the name REBECCA which we came to know was a yacht in distress was trying to communicate with the Mauritius Coastguard. In a normal situation, we would have acknowledged the messages when vessel passing close to the coast, unless otherwise the Coastguard or MRCC acknowledged it first. Since the yacht in distress was in direct communication with the Coastguard, we kept on our normal passage, all the while listening to the live communication. At 17.50 hours the Coastguard contacted our vessel and after getting our vessel‟s information, we were requested to proceed towards the Rebecca. It was 19.00 hours and dark when we reached the location, and due to clear visibility, had not much difficulty in sighting the small yacht which was drifting, apparently without power. The Ceylon Princess established communication with the yacht through VHF Channel 69 and obtained their details and the assistance required. We were informed that two persons were on board and safe. The Rebecca had lost propulsion power and the backup system had not done the needful. We then contacted the Coastguard and passed on the information that we had located the yacht and the 2 crew members on board were safe. We were requested to standby the yacht and monitor the situation until the Coastguard vessel arrived to the location. We remained in the position by maneuvering to keep the yacht protected by the lee of our ship. We took note of the fact that the Coastguard vessel was getting delayed, so we informed them and with some difficulty, were able to secure the Rebecca alongside us by using a messenger line in order to avoid it drifting away and to reduce the heavy rolling it was undergoing. Finally, the Coastguard vessel arrived and connect a towline to the Rebecca, whereupon they released our line released and granted permission for the Ceylon Princess to resume her voyage.

The below information will give readers a clearer picture of the rescue. Date12.06.2016 (LMT=GMT+4)

Weather condition: SW Force 4 wind with a 1knot

SW‟ly current

1750 - Vessel was contacted by Mauritius

Coastguard through VHF Channel 16.

1755 - After obtaining vessel information, advised

CG that a small craft was spotted drifting at

Position Lat. 19° 42.45‟S, Long 057° 41.58‟E

and proceed to the vicinity of the craft,

position 6.5 nm away.

1800 - Stand by Engine position Lat 19° 42‟S, Long

057° 46.2‟E

1845 - Vessel arrived near the drifting yacht and

sighted two persons inside.

1845 - Coastguard was informed regarding locating

the yacht and was requested to standby until

they arrive.

2000 - Due to delay of arrival of CG, yacht was

secured with vessel‟s messenger line to

avoid drifting away.

2100 - Coastguard vessel arrived and a tow line

was passed from the yacht.

2115 - Vessel released the line secured to yacht

and permission granted by CG to resume

passage.

2130 - Resumed sea passage from Position Lat 19°

45.38‟ S, Long 057° 38.9‟E

“Don't let a little dispute injure a great

friendship”. “Give people more than they expect and

do it cheerfully”.


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Arrival at location of the yacht

Awaiting Coastguard with Rebecca tied alongside

Vessel locates the yacht

Yacht drifting with no power

Yacht secured alongside vessel with messenger line

Coastguard vessel approaching

Coastguard vessel arrives


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Coastguard vessel failed to connect due to weather condition

Finally, a towline is connected from the Coastguard vessel

Sent in by Capt. Ajantha Pushpakumara Hettiarachchi

Port and Shipping news

Ceylon Shipping Corporation (CSC)

celebrates 45 years

This bit of news brings back fond memories to almost all of the CMM Members in its first fifteen years of existence, as almost all of them had worked on board CSC ships and many of them sailed all the way from Deck Cadet to Master in the fleet, working between 15-22 years with the National Line. The Ceylon Shipping Corporation (CSC) which was set up in 1971 through a Special Act, celebrated 45 years of operation with ambitious plans for the future. Going down memory lane, the m.v. Lanka Rani was the first vessel commissioned by CSC in 1971. By 1985, CSC owned a fleet of nine second-hand vessels (eight conventional and one tanker purchased in 1974). During this period, Ceylon Port Services Limited was re-activated as the ship chandler for CSC‟s vessels.

CSC was supported through the export cargo allocation system for CSC vessels, executed through the Central Freight Bureau (CFB). The Port of Colombo was containerized in the year 1980, prompting CSC to commence containerized operations in the same year. CSC operated 04 container liner services to UK & Continent, Far East, Arabian Gulf & Red Sea and entered in to a joint venture with Neptune Orient Lines (NOL) and it operated on the UK and North Europe routes.

CSC was the first to commence containerized operations in the Indian Sub-Continent and supported containerization of the Sri Lanka Ports Authority (SLPA), thereby setting the initial steps for Colombo port to function as the regional hub port. SLPA has already recognized CSC as the highest revenue contributor to the Port of Colombo in three consecutive years in 1989, 1990 and 1991.

The joint venture with NOL was discontinued in 1982 and CSC operated the UK - North Europe service with her own chartered three vessels of 668 TEU capacity each. This service earned enormous revenue and CSC commissioned the fourth vessel to Bombay and Karachi to collect cargo for the return trip as well. In 1983, the new delivery m.v. Lanka Mahapola, with a capacity of 408 TEU was introduced to the Red Sea service.

In addition, CSC was able to launch a shuttle service from Colombo to Karachi, West Coast of India ports such as Bombay, Mangalore, Cochin and Tuticorin to Colombo and from the East Coast of India to Singapore.

The Shipping Industry was fully liberalized by the Government of Sri Lanka in 1989/1990 and CSC was exposed to the highly competitive market conditions. CSC was converted to a Government owned Company as Ceylon Shipping Corporation Limited (CSCL) in the year 1992.

Unfortunately, CSC, with its fleet of smaller container ships, was not in a position to face the fierce competition of the larger container ships which enjoyed the benefit of economies of scale, operating round the world services. During this period CSC continuously recorded loss from her business activities.

The Treasury granted financial assistance to overcome the financial instability of the Corporation. CSC was entrusted with the transportation of coal to Lakvijaya power plant of Ceylon Electricity Board from its inception by a Cabinet decision.


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CSC has introduced an innovative brand in its

shipping and logistic services within Container Liner

Operations to offer tailor made shipping and logistic

solution to Government sector customers. CSC‟s

first bulk vessel m.v. was Ceylon Breeze started

operations in January 2016 and is on charter until

the beginning of the next contractual year 2016/17

and the second vessel m.v. Ceylon Princess will

follow suit, engaged in transportation of coal to

Lakvijaya Thermal Power Plant during the non-

monsoon period.

CSC has signed a Commercial Management

Contract with Wallem Commercial Services Ltd.

which is a reputed management company for

securing cargo/charter opportunities and has also

identified a number of potential profitable projects in

consultation with shipping experts at CSC.

IOMAC matters

Some of the matters discussed at the IOMAC meeting held at the BMICH on 21

st July 2016 on

“How to make Sri Lanka a hub in the silk route” are summarized as follows.

The main emphasis was on providing security to the Indian Ocean region and providing cleaner seas and a greener world to promote marine activity in the Indian Ocean where CMM in all is expertise and strength of membership could to contribute with expert advice and support on following. With 20 new Naval ships being built in India, the Sri Lankan Navy could provide and enhance security in the Indian Ocean region in conjunction with the Coast Guard. For merchant vessels, this could be in the form of random identity checks with routine questions as done in other coastal states. Establishing a VTS around the coast of Sri Lanka, similar to that of Singapore, in the form of a mandatory ship reporting system or similar with the aim of using AIS to track and monitor vessel movements in and near our coastal waters. Making Colombo the hub port in the region, considering the challenges we will meet with the development of deep-water container terminals in India and the future of transshipment volumes through ISC. There is also the Arctic route being used by China where the journey from Shanghai to Hamburg will be 2,800 nautical miles shorter than going by the Suez Canal. Once this route is commonly used, it will directly change global maritime transport and have a profound influence

on international trade and world economy. What impact will this have on Sri Lanka and have a noticeable impact on Sri Lanka‟s hub status. Full compliance with the SOLAS, MARPOL and other important conventions related to Sri Lanka. There should be relevant acts, legislation and the legal framework to enact all conventions effectively to safeguard the marine environment to provide greener seas to marine traffic. We should look at how best we could use China‟s silk route to our economic benefit by developing ports and infrastructure to cater for the demand in Trincomalee, Galle and Hambantota. CMM can help out in this national need.

Summary sent in by Capt. Uditha Karunatillake through the Secretary CMM

While matters are discussed in the shipping industry regarding actual implementation of SOLAS and other important IMO Conventions, the below article is quoted from a local Newspaper. Does this relate to VGM certification?

„Safety of Life at Sea‟ Convention from

July 1

AS REPORTED IN THE NEWSPAPER OF 15 JUNE 2016

The Safety Of Life At Sea (SOLAS) Convention will

be implemented from July 1, Director General of

Merchant Shipping Ajith Seneviratne said.

He said the convention will be implemented for the

first time in Sri Lanka. Seneviratne said the

Convention has been put into action under the

guidance of Port and Shipping Minister Arjuna

Ranatunga, following discussions he had with

sections involved in the marine industry.

“Sri Lanka is a member of the International Maritime

Organization. There are accords related to

International Maritime Transport. We are obligated

to act according to those accords. According to that,

we have introduced a new law as a convention on

the Safety of Life. It will operate from July 1. When

Sri Lanka is engaged in international trade

activities, it is necessary to certify the weight of

every vessel. According to that we have formulated

a system,” he said.

The International Maritime Organization has introduced common rules and regulations to follow international shipping in 1974.


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The Merchant Shipping Secretariat is working as Sri Lanka‟s hub in the United Nations and International Maritime Organization.

Merchant Shipping Secretariat is a subsidiary of Ports and Shipping Ministry. Formulating and implementation of the relevant legislation and monitoring merchant maritime and shipping activities are conducted through the Merchant Shipping Secretariat office. As a result of that implementation of “Safety Of Life At Sea (SOLAS)” convention had been commenced. This is being implemented to increase the security of container ships, maintain the stability and balance of ships, storing containers properly and minimising the environmental impact.

The Merchant Shipping Secretariat office has taken steps to publish and implement the guidance, procedures and instructions to issue required certificates. For further information log on to - www.portmin.gov.lk.

Controversial shipping regulation draws wrath of SL shippers Friday, 1 July 2016

A contentious regulation issued by the International Maritime Organisation (IMO) for shippers to declare the weight of a container prior to being loaded on a vessel becomes legally effective as of today.

Circulated in 2013 as part of the IMO‟s Safety of Life at Sea (SOLAS) convention, which Sri Lanka is signatory to, the regulation reads “before a packed container can be loaded onto a ship, its weight must be determined through weighing” and has drawn the ire of the local shipping fraternity. Shippers are required to submit a verified gross mass certificate to the carrier prior to rolling it on to a vessel. Some international freight forwarding companies, Daily FT learnt, have made it mandatory for shippers to submit this certificate via a web portal by paying a registration fee.

The Sri Lanka Shippers‟ Council (SLSC) on Wednesday vowed to protest at the highest level internationally if steps are not taken to simplify this regulation which, it claimed, will be a burden to local shippers and antithesis to ease of doing business.

Speaking to Daily FT on the sidelines of the SLCS‟s 46th annual general meeting yesterday, SLSC Chairman Sean Van Dort said that international service-providers charge different amounts, ranging from USD 25 to 50, from local shippers when submitting a container weight certificate online. This, he said, is not required, as it‟s a simple

process of just communicating the weight of a container.

The SLSC has been engaging the authorities on the matter, but to no avail, Van Dort told Daily FT, adding that they‟re making it unnecessarily complicated by not taking the shippers‟ suggestions into consideration. Foreign service-providers whose principles are abroad, he said, are trying to make a “collection point of this.” The tolerance factor is 5% per 1 tonne of increased weight, and if a shipper so much as attempts to amend this, he or she can be charged for it, he complained.

“We‟re not for any charges, because this is a simple notification. We take the certificate at our cost and we give it to them 24 hours before the vessel‟s arrival,” he added. The SLSC seeks to have the regulation simplified.

“A majority of these charges are coming from international players. So we‟re going to confront them in the best possible way to ensure that our shippers are not penalised. We have been engaging the Director Merchant Shipping, the terminals, the port, but it seems like it‟s fallen on deaf ears. We have given recommendations. We had so many meetings with the authorities. We will continue to push,” Van Dort said speaking at the AGM. “It is very pathetic that after so much hard work. We will protest at the highest level to ensure that our members are not held to ransom and ensure fair trade again,” he added.

Submitting the weight certificate is between shipper and consignee, an SLSC member who did not wish to be named told Daily FT. “We have given a lot of recommendations. These aren‟t good enough, because that might prune the revenue earning avenues for the state regulator,” he said.

Courtesy Daily FT

On another aspect, readers are invited to log on to the following link which has some interesting graphics, courtesy of Cyprus Maritime.

https://maritimecyprus.com/2016/06/05/infographic-the-

fall-of-the-titanic/

# If a drop of water falls in a lake, there is no identity… But, if it falls on a leaf of lotus, it shines like a pearl. We need to choose the best place where we can shine.

http://www.portmin.gov.lk/

https://maritimecyprus.com/2016/06/05/infographic-the-fall-of-the-titanic/

https://maritimecyprus.com/2016/06/05/infographic-the-fall-of-the-titanic/


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m.v. Ceylon Breeze - Ceremonial

Acceptance

The Ceremonial Acceptance of the newly built bulk carrier of Sri Lanka‟s National Line, the Ceylon Shipping Corporation which was named m.v. “Ceylon Breeze”, is expected to add a new page in CSC‟s shipping related business activities.

This vessel which is the first out of two newly built ships from China berthed at the new South Port of Colombo for a formal ceremony on her laden passage to discharge her first load of coal in Norochcholai. CSC, which is well known as a leading national carrier for over several decades in the Asian region, previously owned a fleet of eight conventional vessels, eight container vessels and one tanker during in the 1970‟s and 1980‟s when it pioneered the containerization trade at regional level. In 1990, the then Sri Lankan Government liberalized its shipping policies in an open market economy that aroused the attention of leading international shipping lines thus making the Port of Colombo; the hub port in South Asia. The introduction of Mega Carriers resulted in the increasing attraction for inbound and outbound cargo generated in the region, while forcing a sizable reduction of the national carrier‟s fleet to competitively match the needs of the international trade, thus limiting the number of ships owned by CSC.

Developments in the break-bulk sector in this millennium has overwhelmingly influenced CSC to look beyond the horizon to serve national needs to ensure the nation‟s energy security by acquiring two new vessels, each having a cargo carrying capacity of 63,000 DWT. The first vessel m.v. Ceylon Breeze was completed in a Chinese shipyard and was on her maiden voyage to Sri Lanka laden with 55,000MT of coal required for the Norochcholai Thermal Power Plant.

CSC transported approximately 2.20 million metric tons of coal annually, required to generate 900MW electricity at the Lakvijaya Thermal Power station. CSC has been greatly involved in both the shipping and lightering of coal since 2012, enabling the Ceylon Electricity Board to provide uninterrupted power supply to the island.

The ship has been designed to provide training berths to accommodate upto 28 Sri Lankan Officer Cadets at any given time, which is a unique provision for this type of vessel. This will provide a stable stream of seafarers to the benefit of Sri Lanka maritime community and the national economy at large.

12 Sri Lankan Cadets passed out from the University of Moratuwa and TTI Katunayaka joined the ship and received their appointment letters at the ceremony in Colombo. Further Cadets from private Maritime Training Institutes are lined up to join the ship.


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CSC secures full-term certificates for „m.v. Ceylon Breeze‟ from DNV GL

DNV GL, a leading classification society with a 150-year-long tradition in the maritime industry and presence in over 100 countries, has added to its registry as of March, a new vessel m.v. Ceylon Breeze built for CSC, a Government owned shipping company with a 45-year-long tradition in shipping.

The Bulk Carrier „Ceylon Breeze‟, built at AVIC Weihai Shipyard Co. Ltd. China will be flying the Sri Lanka Flag, with home port Colombo, and is the first of two sister vessels having a registered length of 199 metres and displacement of 63,323 DWT.

The vessel was built to DNV GL Class Rules under close supervision of CSC‟s own supervisors and the

DNV GL consultants with the highest shipbuilding standard class notation as follows: „+1A1 Bulk carrier BC(A) BIS COAT-PSPC(B) CSR E0 ESP Grab (20 t)‟.

The full-term certificates of the „Ceylon Breeze‟ were handed over to CSC‟s Chairman Mr. Shashi Dhanatunge by DNV GL Country Manager (Maritime) Lal de Silva. The CSC Chairman confirmed that the Board of Directors of CSC instructed its Technical Manager and onsite supervisors to focus on the quality and finish, in addition to the guaranteed performance and class, agreed by the shipyard. “They all together with our management staff did their best under a lot of concerns and constraints in order to own an important national asset and an item which has not been on the CSC‟s inventory for a long time,” the Chairman stated.

It is important to know that Chief Engineer Mr. Lal De Silva started his career in 1984 on board the m. v. Lanka Mahapola owned by the Ceylon Shipping Corporation; thereby linking, in a way, these two companies with rich maritime traditions.

Relationship between Ceylon Shipping Corporation and DNV GL goes a long way back to the early seventies, to the time of inception of Ceylon Shipping Corporation. The latest project is well in line with the national carrier‟s corporate policy “to secure state-of-the-art classification services for their new fleet, to be a logistics partner in the country‟s energy sector and produce Sri Lankan seafarers conforming to international standards”.

CSC‟s second vessel m.v. Ceylon

Princess delivered and ready to sail The newly built second bulk vessel of Ceylon Shipping Corporation named "m.v. Ceylon Princess", which was constructed at AVIC International shipyard at Wehai China, was delivered on 23

rd of June in the presence of a

distinguished gathering led by CSC Chairman Shashi Dhanatunge. This vessel was built alongside its sister ship m.v. Ceylon Breeze, which was delivered on 20

th January 2016. The vessel is

199.813 meters long, 32.251 meters wide and has the carrying capacity of 63,212 Metric Tons. Among the other participants at this ceremonial occasion, S.L. Rajapakse, the Technical Manager of CSC represented the owners, while Mrs. Chen Xiaohong, the Vice President of AVIC International Beijing Company, and other higher officials of the Shipyard joined to grace the handing over of the


39

ship to the owner, CSC. Primarily, these two newly built ships will be deployed to carry coal for the Puttalam Lakvijaya Power Station. The ship also has a specially designed additional deck to accommodate and provide much needed onboard sea service for Sri Lankan Officer Cadets who undergo their academic studies ashore in maritime training colleges.

As coal transportation is carried out only during a six-month window, avoiding the South West Monsoon period from May to August each year, these two vessels are expected to be deployed in the open International Charter market at competitive rates, to raise an additional revenue for the country‟s much needed foreign exchange earnings. This would also enable CSC to service the loans obtained in securing these two great national assets.

Due to the volatile market situation for containerized cargo, and expanding demand for bulk cargo vessels forecasted for the future considering the market trends, CSC is looking at expanding its bulk fleet along with other new shore-based business ventures that will soon become a reality in order to sustain in the industry as a modern shipping entity in the world.

Of Bunkers and Bunkering Hambantota bunkering:

Two big loss- making ventures also in the running Courtesy- Namini Wijedasa

Two loss-making Government ventures are among those which have submitted bids to carry out bunkering operations at the Hambantota oil tank farm. Bids were submitted for bunkering by the Ceylon Petroleum Corporation (CPC) and Ceylon Petroleum Storage Terminals Ltd (CPSTL) as well as Adani Bunkering and the John Keells Holdings-World Fuel Services joint venture.

Based on what is in the public domain, the CPC and CPSTL do not meet the minimum qualification criteria on their own, despite bidding as such, an industry source said. “It also defies logic that Government corporations, particularly those running at a loss, would bid to take over other Government assets,” he said.

Meanwhile, six bids were also submitted for other business ventures at the Port of Hambantota.

It is now six years since Phase I of the Hambantota Port was opened. April 2016 marked the third occasion on which the Government called for proposals for business ventures in Hambantota.

To date, however, not a single initiative has been set up. Consequently, the only revenue that the Port derives is from vehicle carriers that have been moved there from Colombo.

Proposals had been requested for other businesses by the Ministry of Ports and Shipping. Accordingly, Ace Distriparks (Aitken Spence of Sri Lanka), has bid to set up a warehousing facility, Pyramid Wilmar of Sri Lanka has bid for a sugar refining facility and Gunvor Group of Singapore has bid for liquefied natural gas (LNG) transshipment and distribution.

JKH and Fortrec, a Sri Lankan and Singapore joint venture, have also bid for a petrochemical tank terminal. Lucky Cement of Pakistan has bid for cement manufacturing and Hayleys Advantis and NYK of Sri Lanka have bid for a roll on-roll off terminal.

“The Government should kick-start some activity there which, in turn, will help stimulate further interest in Hambantota and create momentum which is woefully lacking at present,” the source said.

The bunkering terminal at Hambantota was built at an exorbitant cost, well over industry norms. However, it appears to be a well-constructed, world class terminal, the industry source said. “Leaving it idle is a criminal waste,” he added.

The previous Sri Lanka Ports Authority (SLPA) Chairman Priyath Bandu Wickrama lost more than US$16 million in an ambition to turn SLPA into a bunker supplier and trader.

The Unity Government, within a month of coming into power, shut down the bunkering operation in February 2015.

“The new Government has had 18 months to do something with an asset that is sitting idling, and probably perishing in the process, while incurring massive debt repayments on it with zero income” a private sector source said.

“The Government should evaluate the conforming bids received to establish whether there is an option that will, at least partially, address the debt repayment problem.”


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CICT launches first mobile app to track container movements

Colombo International Container Terminals (CICT) reached a new level of sophistication with the launch of a mobile app to keep track of containerised cargo. A first for Sri Lanka‟s port industry, CICT‟s „eZPort‟ app for smartphone users can be downloaded free from the App Store or Android Play store, and enables users to access key information pertaining to the despatch and arrival of containers from and to the CICT managed South Terminal at the Colombo Port.

In its first phase, the new app provides information such as vessel schedule which includes detailed information such as vessel name and voyage, Estimated Time of Arrival (ETA), Estimated Time of Berth (ETB) and Estimated Time of Completion (ETC); Full Container Load (FCL) opening time; details of nominated container; status and position of the truck; demurrage and storage charges due and Equipment Interchange Receipt (EIR) details. “Access to all of this information via a smartphone is a significant advancement in convenience over the existing on-line access,” CICT CEO Ray Ren said. “But this too is the just the first phase of the app. We hope to offer much more as the app is developed further.” He said the envisaged evolution of CICT eZPort would encompass Mobile Booking in phase II, Mobile Payments in phase III and personalised customer services in phase IV. “With the rapid increase in the use of smartphones, the CICT mobile app will increase in versatility and

value. CICT will continue to add new services of eZportas a value addition for our customers as part of our commitment to be the best service provider in the Colombo Port,” Ren said.

He added that eZPort is also intended to provide

Business Intelligence and paperless solutions to

CICT customers in addition to efficient information

access and real-time terminal services.

ARTICLE TO MARK WORLD OCEANS DAY – 8TH JUNE 2016

Healthy Oceans, Healthy Planet: Cleaning up Marine Debris from Natural Disasters Athula Senaratne Jun 08, 2016

The World Oceans Day is marked today, under the theme „Healthy Oceans, Healthy Planet‟; at a time Sri Lanka is striving to recover from a major natural disaster. While natural disasters cause sudden surges of ocean debris, taking tonnes of garbage from land into the ocean, it is much worse during floods, especially when populated areas adjoining the coastal belt are affected – as it did during the recent floods in Sri Lanka‟s Western Province.

As the country is still struggling to overcome from the trauma in the wake of the disaster, the serious impact this has on oceans is likely to be neglected, as more immediate problems on land naturally take priority. In the usual havoc created by scattered debris after floods, one might even be pleased if all of it gets washed off to the ocean, a course of action often taken for granted to remove garbage and waste from coastal areas. However, such thinking may be counterproductive, causing long-term damages to the marine environment, leading to a situation of „Sick Oceans, Sick Planet‟, the opposite of the today‟s theme.

http://www.ips.lk/talkingeconomics/?author=43

http://www.worldoceansday.org/

http://www.sundaytimes.lk/160605/business-times/at-least-75000-families-affected-91-missing-in-sri-lankas-worst-floods-last-month-196204.html




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“Recent floods in the Western province, especially in the Kelani River closer to its sea entrance is likely to have resulted in some influx of flood debris to the sea. This has so far not received sufficient public attention”

Marine pollution, due to disasters that occur in the ocean, such as ship accidents, oil spills, chemical spills, etc., have been well recognized and many countries are prepared to face these at least to a certain level. Similarly, there is also awareness on marine debris from ships and various land sources. However, comparatively, the knowledge of marine pollution caused due to natural disasters on land areas is somewhat limited. Studies show that natural disasters that occur on land can lead to a heavy collection of ocean debris. Disasters such as hurricanes, tropical storms and tsunamis are usually associated with high winds, heavy rains, storm surges, and flooding that can pull large amounts of land debris into surrounding seas. Such debris include small to large structures, household items, and garbage washed off from flooded areas. Observations on such marine debris have been made after many reported cases such as Hurricanes Katrina and Rita, and cyclone Sandy. National Oceanic and Atmospheric Administration (NOAA) of USA has carried out such studies on marine pollution associated with disasters.

The 2011 Tsunami in Japan and Fukushima disaster captured world attention due to the possible involvement of radiation contaminated marine debris. According to the estimates of the Government of Japan, the disaster brought over 5 million tons of debris into the sea. Sudden influx of debris flows caused by disasters could lead to various unfavourable outcomes such as public safety and health issues, problems for navigation due to obstruction of navigation channels and threats to marine biodiversity and ecosystems. Studies have shown that significant amount of debris breakup into parts and get sunk in the sea, mostly in nearshore areas. However, there is floating debris that could take different paths. Part of it is washed ashore sooner or later. Observations indicate some floating debris may get carried over by waves, scattering over the ocean, sometimes ending up in distant places. Depending on the nature of float, the speed and distance travelled may vary. For instance, some debris generated in Japan‟s Tsunami disaster has been reported in West coast of USA. Sometimes debris could get caught up in a circular ride of currents (e.g. North Pacific Subtropical Gyre), ending up in „garbage patches‟ where debris has accumulated. Some materials in the disaster debris could stay in the environment without being degraded for long periods of time (e.g., some types of plastics).

“Sudden influx of marine debris from disasters is a problem that involves inland areas, coastal zone and marine environment. The problem requires an integrated approach that combines all three „zones‟ – land, coast and sea”

Understanding on post-disaster surge of marine debris appears to be limited in Sri Lanka. The only occasion that it could have captured the public attention was the 2004 Tsunami. However, in the midst of a large death toll, tremendous property damage, and large-scale displacements; it escaped the public discussion that it deserved. The recent floods in the Western province, especially in the Kelani River closer to its sea entrance is likely to have resulted in some influx of flood debris to the sea. This has so far not received sufficient public attention.

Mitigating disaster debris is a challenge for public agencies. It needs monitoring of debris movement and accumulation of them. If accumulated debris is causing obstructions to navigation channels or usual habitats of marine animals, actions should be taken to for their removal. Establishing reporting procedures on debris washed ashore is necessary and this should be followed up with a beach clean-up. Some countries have resorted to calling for voluntary public support for reporting and cleaning up. Whenever possible, recycling of some debris may be the best course of action (e.g. metal cans, plastics). To achieve success from such measures, there should be good awareness and education among the public.

Sudden influx of marine debris from disasters is a problem that involves inland areas, coastal zone and the marine environment. Hence, the problem requires an integrated approach that combines all three „zones‟ (land, coastal zone, and sea) of environment. Sri Lanka has introduced the Marine Pollution Prevention Act (MPPA) in 1981, along with the Coast Conservation Act (CCA) passed in the same year, just one year after passing the National Environment Act (NEA). These three acts are responsible in overcoming pollution problems in the ocean, coastal zone and inland areas, respectively. Along with these Acts, three national agencies, namely, the Marine Environment Protection Authority (MEPA), Coast Conservation Department (CCD) and the Central Environmental Authority (CEA) also were formed. This system was further strengthened with the introduction of Disaster Management Act (DMA) in 2005, establishing the Disaster Management Centre (DMC) as the implementation agency. Hence, the necessary legal framework and institutional arrangements are already in place to find an integrated solution. What is needed is a coordinated


42

effort by the relevant agencies and effective enforcement.

About The Author

Athula Senaratne is currently a Research Fellow and Head of Environmental Economic Policy research at the IPS. Prior to joining the IPS in 2006, he has gathered considerable experience on the management of environmental resources and economic policy in Sri Lanka serving in the government sector. He holds a PhD from the Deakin University, Australia. (Talk to Athula - [email protected])

Note: On finding this article to be of interest to CMM

Members, Dr. Athula was contacted and agreed to

release it for publication in the “8 Bells” and our

appreciation goes out to him for the contribution.

Yet another achievement by a CMM Master

The Master of the 10,000 teu m.v. MOL Benefactor, detailed in the press release below, is none other than our own CMM Member Capt. M. Mankkaleswaran. The m.v. MOL Benefactor is the first neopanamax container ship to use the new locks. We should all be proud of his achievement.

The ship which was delivered in March 2016, has the following dimensions: Length 336.96m, Breadth 48.2m, Depth 27.2m, DWT 119,324.5MT.

MOL‟s history with the Panama Canal dates back to over 100 years ago when in 1915, the motor vessel Kongosan Maru became the first MOL operated vessel to transit the Panama Canal.

Containership Pays Nearly $1 Million Toll to Cross the Expanded Panama Canal

With the opening of the Panama Canal expansion in June, it was to be expected that the waterway would shatter all sorts of cargo volume records, but with the canal‟s added capacity one figure in particular stands out: $829,468 that‟s the staggering toll a containership previously too big to use the

Panama Canal just paid to pass through it.

MOL Benefactor in the new locks of the expanded Panama Canal.

The toll was paid by the Mitsui O.S.K. Lines-operated MOL Benefactor for a northbound transit of the canal on July 1, 2016, the Panama Canal Authority has confirmed. The previous toll record was paid by the “COSCO Shipping Panama” for its inaugural transit of expanded locks to the tune of $575,545

In fact, the 10,000 TEU MOL Benefactor was actually the first neopanamax containership to use the new locks since commercial operations began June 27, so the transit offers a glimpse of what is likely to come in terms of toll revenue.

The ACP said, as of June 30, a total a total of 174 vessels has booked slots to transit the Panama Canal‟s neopanamax locks, although it did not disclose how many of those were specifically neopanamax container ships.

The ACP sets tolls for container ships based on vessel size and TEUs, so assuming container ships with a cargo capacity of up to 13,000 TEU begin using the canal as expected, it seems like it‟s only a matter of time before we see the first million dollar transit of the Panama Canal.

http://gcaptain.com/containership-pays-nearly-1-million-toll-to-cross-the-expanded-panama-canal/

# As we sail through life…. Don‟t avoid storms and rough waters…. Just let it pass… just sail…. Always remember, calm seas never make skillful sailors…..





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Bravery At Sea: Indian Tanker Captain First Woman to receive prestigious IMO Award

Dated July 10, 2016 courtesy John Konrad

Captain Radhika Menon, Master of the oil products tanker Sampurna Swarajya, is to receive the 2016 IMO Award for Exceptional Bravery at Sea for her role in the dramatic rescue of seven fishermen from a sinking fishing boat in tumultuous seas.

Captain Radhika Menon, Master of the oil products tanker Sampurna Swarajya.

The IMO Council, meeting for its 116th session in London, endorsed the decision of a Panel of Judges that Captain Menon displayed great determination and courage in leading the difficult rescue operation in the Bay of Bengal in June last year.

Captain Menon was nominated by the Government f India, for the rescue of all seven fishermen from the fishing boat Durgamma, which was adrift following engine failure and loss of anchor in severe weather. Food and water had been washed away and they were surviving on ice from the cold storage. Through wave heights of more than 25 feet, winds of more than 60 knots and heavy rain, on 22

nd June, the second officer on the Sampurna

Swarajya spotted the boat 2.5 kilometres away, off the coast of Gopalpur, Orissa. Captain Menon immediately ordered a rescue operation, utilising the pilot ladder and with life jackets and buoys on standby. It took three arduous attempts in the lashing wind and rain and heavy swells before all seven weak and starving fishermen, aged from 15 to 50 years old, were brought to safety on board the ship. Their families had already considered them to be lost at sea, but thanks to the rescue, led by Captain Menon, they were reunited with their loved ones a few days later. “I am humbled, honoured and grateful.” said Captain Menon “It is a master‟s obligation to save souls in distress at sea and, as a seafarer in command of my ship, I just did my duty”. Captain Menon is the first female captain in the Indian Merchant Navy and will be the first female to receive the IMO Award for Exceptional Bravery at Sea.

Increasing world shipping tonnage - Why are the manning levels not increased proportionately? The question can be answered in different perspectives by owners, managers and seafarers. In the owners‟ point of view, there is a belief that the requirement for the manning of a ship is only the bare minimum to fulfil the applicable regulations i.e. what is stated in the minimum manning certificate. The managers need to please the owners by reducing the running cost, as well as simultaneously treating the seafarer with compassion, in order to maintain a good, motivated crew to manage the vessel. The seafarer will complain about the workload and their safety, which is not at all unreasonable. Considering each point of view, a simple solution would be the automation of ships both in operational and machinery monitoring aspects. But is it really that simple? Can robotics, shore satellite monitoring and IT solutions run a ship and indeed replace the seafarer? Container vessels of 14,000 TEU's are now a thing of the past. From 2006, the Emma Maersk and Ebba Maersk were the proud giants of the sea. Less than 10 years later, bigger mega vessels owned by CMA-CGM, MSC, CSCL and Maersk having 18,000-19,000 TEU capacity have been constructed. The 400,000 tons Valemax bulk carriers and 440,000 tons TI Class super tankers have contributed to drastic increase in world shipping tonnage during the last fifteen years.

https://gcaptain.com/author/john/

https://gcaptain.com/author/john/

http://gcaptain.com/tag/bravery-at-sea-award/


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Then, there is the oil industry with the introduction of ultra large crude oil carriers, and a whole chain of tankers being used to reach smaller ports and oil rigs. They also act as storage units. The intercontinental bulk trade carrying nearly half-a-million tons of cargo in one vessel have pushed the smaller and medium sized bulk vessel owners out of business. Today's world is rapidly adapting to this change by expanding standard ports to mega ports, dredging the river channels deeper, allocating dedicated anchorages for large vessels and even the new expanded Suez and the new Panama canal locks are now constructed. Engines are enhanced or built to move these huge amounts of cargo through oceans and vessels are equipped with most sophisticated navigational and manoeuvring equipment. Yet, what about the operators, the ship's Master and the crew? Carriage of goods through water has never been more demanding in terms of quality of service and timely delivery. Not to undermine the high technical, safety and environmental standards set by the industry. Companies and seafarers are penalized very stringently and heavily if the above standards are not met. So how did the shipping companies and ship owners prepare for this huge industry boost - the introduction of larger vessels? The ship owners and the management companies have invested in better technical support, i.e. registry under standard Classification Societies having well equipped technical, safety and quality management systems implemented. Ship owners are also concerned with the standards of their seafarers. To ensure this, seafarers are continually forced to do online assessments and to attend value added courses when on leave. This can be considered as a positive aspect, as this shows the concern of the operators towards theses giants of the seas. However, any such additional knowledge given or tested by doing an on-line assessment has not effectively solved the issue at hand, which is still the lack of manpower. No doubt, the quality of the seafarers should be raised, which is undoubtedly enforced through the new STCW 2010 Manila Amendments, and so will continue to improve. The safety of life on a big vessel is standardised by SOLAS and the new environmental pollution prevention regulations are set by MARPOL. Next comes the question, who decides on and controls the manning levels? The Administration or the Governments the ships are registered at issue a minimum safe manning certificate to operate ships. Are these manning

levels really sufficient? So, let us compare yesterday's job with today's job for a particular rank. An electrician who looks after refer containers in a 6000 TEU vessel with the help of deck officer's. The industry minimum standards are to monitor reefer units at least twice daily. However, when you are working on a 18,000 TEU vessel the job is barely manageable, even with help of additional deck officer or a second electrician. Now most reefers are fitted with a satellite temperature monitoring system which will indicate if there is any concern. As such, the ship may get a call in the middle of the night to check a particular reefer container. Now, what if two or three reefers had a problem and it took considerable amount of time to rectify them? How are we to then manage the rest hours of the people involved? All of the above aspects should be checked by the managers and owners when manning their ships. It is same for the deck or engine crew, as bigger the ship, bigger the area of the of the deck and engine room. How can the maintenance be managed? It takes a considerable amount of time just to move around! Of course, the ships are equipped with bicycles, elevators and other means of transport within the ship but have the actual man power increased proportionately? Yesterday there were about 20 people to manage a 200 meter vessel and now there are only 22-25 crew members to handle a double-the-size, 400 meter ship; not to mention the number of seafarers who lost their jobs as one ship replaced four or five other smaller ships. Another instance to consider is having an emergency such as a fire incident or structural failure. The main element will be the human factor and their actions. Seamanship is not at all same as it was over the years, such as through the 70‟s to 90‟s as those methods were for smaller vessels. The solution of putting collision patches does not work anymore; neither does the re-enforcement of the structure. What about accessibility to the location? Can we move around so quickly to attack a fire within a few minutes? We all know how a fire can spread within a few minutes' time. The guidelines should be changed to resort to fixed installation deployment first, rather than as the last resort. Yes, certainly automation has helped by having pre-warning alarms even in the most remote of places within a ship, but for any action to be taken, still the right decisions have to be made with many other considerations- all of which could only be decided by the on-scene emergency co-ordinator.


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UMS ships have duty engineers allocated for each night and during un-manned hours. They have engine alarm systems fitted in many common and accommodation places including cabins. Do the alarm limits take into account the time required to reach the space however? Perhaps the rest rooms are provided near the engine room where the duty engineer can rest, but if the situation requires more manpower, people will obviously take time to reach the engine room located 100 meters from the accommodation block. The Chief Officer who looks after the deck department is usually a busy soul. After keeping eight hours of navigation watch, he has to monitor the cargo and the deck maintenance. The time taken to check cargo and cargo lashings and to monitor deck maintenance safety rounds will be much more compared to the smaller ships. Continuously the marine legislations and standards are being amended to become more stringent. The work load to implement these on a particular ship is not an easy task and is severely time consuming. The shipping industry being a post-active industry, we only learn and implement the new amendments after a major disaster. Think about a factory the same size of a mega ship ashore, the number of machinery, number of operators and tonnes of good produced. We all agree the number of employees in that shore factory will be as much as two or three times of a ship. Nobody can argue that the work load will nevertheless be much higher on a ship. Similarly, the hours of work will be more on a ship as well. In the same manner, ship staff will be more resourceful and skilled than the shore factory workers. Yes, the salary of the ship staff will be much higher than the shore staff, but can money compensate all? Is it right to give a ridiculously high salary and ask to do an impossible job? In conclusion, bigger ships require more man power no matter how automated the ship is built. The governments and the maritime industry should look at this and take steps towards improvement. Large ships have large maintenance and spare parts cost, higher port dues, pilotage dues and canal dues, higher management cost, but comparatively the cost allocated for crew or sea staff remains the same. As solutions, when operating, especially in congested waters or within port limits, the manning level should be increased either by having a shore stand-by staff or additional seafarers contracted for certain voyages. Taking on a deep sea pilot or coastal pilots who sail on board during long congested river passages is another solution.

Having port cargo officers to look after the port cargo duties is another method to lift up the manning levels on large vessels. Increasing the number of trainees is also another method to increase the man power, but one should be careful not to allow an increase of the chances of accidents due to their shortcomings. Increasing shore workshop services during port stays and increasing the docking frequency is also another solution to maintain safer and low work force. With the increase of automation on ships, owners and managers should also perhaps look at new ranks specializing in Mechatronics and IT engineering to serve on board. Sent in by Capt. Lasith De Silva

Some thoughts on Shipping – Uncertain Market Conditions

It is fair to say that most senior Master Mariners in Sri Lanka, who are now in the twilight years of their sailing careers or already retired, began their apprenticeships in the early CSC era. The liner Titanic which sank in the Atlantic Ocean in 1912 had steam reciprocating engines, riveted hull, used a sextant for navigation and Morse Code for (radio) communications. Ships started utilising Radar during the second world war and motor engines in 1950‟s. As welded ships suffered brittle fractures in the early days of the WW II, the practice of riveted ships continued, until the technology was advanced enough to build ships with welded superstructures. Two significant developments our senior Master Mariners have experienced during their Cadetships were the Radar and Gyro compass. The Titanic was not fitted with a Gyro compass, as the technology was in the development stage then. With the pace of technology taking off in late 1980‟s, seafarers witnessed huge changes and many developments in the operation of ships. Today, ships can be designed and fitted with control systems to be remotely operated half a world away. Global shipping industry is yet trying to come to terms with Hanjin Shipping going belly up which was a warning shot for all shipping outfits in the current volatile shipping market. No doubt Hanjin would have done it‟s utmost best to remain afloat in the current global climate though what it tells other shipping companies is to manage the bottom line more carefully and effectively probably in survival mode until the global market conditions improve. Shipping industry appear to have kept some pace with the ever-developing technology but the question needs to be asked is “Has the shipping industry done enough research as how to use technology in reducing daily operation cost?”.


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This could be fuel efficient engines, efficient recycling of waste heat or using modern technology for navigation to get the best out of burning fuel in sea heavy sea conditions, tapping of solar or wind energy in right climate conditions, particularly out at sea and storing solar power in UPS (uninterrupted power supply batteries) to be used at night so that fuel consumption can be minimised. It might sound like a tiny bit of savings though may be a good a start in the right direction. Even though it is not going to happen overnight, IMO should take the leadership in research in partnership with shipping industry bodies to research and develop methods to reduce DOC on a continuous basis in order not to see any other shipping outfits going for voluntary administration in future. The Titanic the infamous liner that sank in Atlantic Ocean 1912 had steam reciprocating engines, riveted hull, used sextant for navigation and morse code for (radio) communications. Later ships started utilising radars the during the second world war and motor engines in 1950s. As welded ships suffered brittle fractures in early days during second world war, the practice of riveted ships probably continued until the technology was advance enough to resume ships with welded superstructures. Two significant developments Master Mariners in afore-mentioned category seen during their apprenticeships were the radars and Gyro compass in comparison to Titanic age. Titanic was not fitted with a Gyro compass as the technology was just coming into being at the time. With the pace of technology taking off in late 1980s, seafarers witnessed a huge change and developments the way ships are operated. Ships, if needed, can be developed to operate remotely half a world away in this day and age. Global shipping industry is yet trying to come to terms with Hanjin Shipping going belly up which was a warning shot for all shipping outfits in the current volatile shipping market. No doubt Hanjin would have done it‟s utmost best to remain afloat in the current global climate though what it tells other shipping companies is to manage the bottom line more carefully and effectively probably in survival mode until the global market conditions improve. Shipping industry appear to have kept some pace with the ever developing technology but the question needs to be asked is “Has the shipping industry done enough research as how to use technology in reducing daily operation cost?”. This could be fuel efficient engines, efficient recycling of waste heat or using modern technology

for navigation to get the best out of burning fuel in sea heavy sea conditions, tapping of solar or wind energy in right climate conditions, particularly out at sea and storing solar power in UPS (uninterrupted power supply batteries) to be used at night so that fuel consumption can be minimised. It might sound like a tiny bit of savings though may be a good a start in the right direction. Even though it is not going to happen overnight, IMO should take the leadership in research in partnership with shipping industry bodies to research and develop methods to reduce DOC on a continuous basis in order not to see any other shipping outfits going for voluntary administration in future. “If you can dream it, you can achieve it”.

Going Down Memory Lane……

Remember the famous Shanghai Club Rice, Tsintao Beer and Chinese Rum at the Shanghai Seamens Club…??? It is now a hotel as seen in below pictures.


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The Seagull on the bund Hotel! The walls will have many

stories to relate about the CSC Cadets and Officers!

Of Pirates and Piracy

Non-violent measures against pirates

(Source: http://maritimesecurityalliance.com/about-us/) Sound cannons that produce sounds with the intensity of an F-16 fighter jet with afterburner, disorienting searchlights, blinding lasers and anti-climbing structures to efficiently deter pirates, were just some of the products that were tested and displayed during a testing day for several suppliers of these maritime self-protection systems. Can merchant vessels be safe during their transit in high risk areas without private armed security guards or navy vessel protection detachments? The Maritime Security Alliance (MSA) organized a testing day for these non-violent self-protection measures against pirates on Friday the 13th of May. The test took place on board the historical restored sea-going tug „ELBE‟ and the tug „SD SALVOR‟ of KOTUG. Suppliers of the protection systems were asked to equip the test vessels with sound cannons, razor wire systems, crew armed with a laser rifle, ballistic protection against incoming rockets as well as anti-climbing systems. The result of the test? “When ship-owners apply a smart combination of these measures and know

well how to use them effectively the chance of a successful hijacking is minimized. The best protection is still navy resources on board, especially for the large, slow sailing vessels with a low freeboard”, says Rear Admiral Michiel Hijmans RNLN ret, who leads the MSA. Hijmans was Commander of Operation Ocean Shield by NATO in 2010 and 2011 and was involved with anti-piracy operations in the Gulf of Aden and the Indian Ocean. Private armed security guards and navy seals are not allowed by local authorities in most places in the world. The MSA is a platform for collaboration between non-violent self-protection equipment suppliers that aims to build the best integrated non-violent self-protection platform in the maritime industry. Lights and sound If this does not deter a potential pirate, the force can be escalated to include blinding laser lights, disorienting searchlights and /or heavy sound cannons. “These heavy sound cannons produce up to 140-150 decibel, which is more noise than a F-16 fighter jet with afterburner. Earplugs don‟t help much at this stage and the vibrations of the sounds are so intense that they shake your entire body. We tested up to 119 decibel (real pain starts at 120 dB) with hearing protection – this was impressive.” In addition, the laser rifle was quite unpleasant and threatening according to the guest on the ELBE. Anti-climbing systems When pirates manage to approach a merchant vessel, there are several anti-climbing systems used to harden the vessel. On board, several stainless steel razor systems were shown. Some of the systems shown on board are used in the US for protection of nuclear and high-detention facilities. Normal razor wire deteriorates significantly during the first journey at sea and is often thrown away after a short period in operation. “The systems we show on board do not corrode and are easy to deploy and retrieve”, according to Hijmans. Remarkable was an aluminium anti-climbing system using un-foldable lightweight plates which form a triangle shape with sharp edges on the outside. This system is deployed on the railing of the vessel after which it becomes impossible to climb by ropes or ladders over the railing. Westmark demonstrated a model of the P-Trap (pirate trap) anti-boarding device which drags a series of lines alongside the vessel which trap the propeller of a pirate vessel and release the P-Trap line, leaving the attacker with an inoperable attack vessel.

http://maritimesecurityalliance.com/about-us/

http://maritimesecurityalliance.com/about-us/


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It is not an exception that pirates attack vessels with RPG‟s (rocket propelled grenades). Therefore, a RPG protection grid was shown which protects bridge wings and bulkheads against these hostile incoming grenades. During the last three years, piracy has reduced significantly in the Gulf of Aden. This is because of anti-piracy operations by cooperating navies, self-protection of merchant vessels and finally by initiatives in Somalia, for example, which encourage the Somalia youth to stay away from criminal activities. Armed robbery is increasing in West Africa. The goal is not to hijack the crew, but to violently rob the vessel. Pirates often target valuable crew belongings and vessel cargo. Piracy and maritime crime is also increasing in the regions of the South-Chinese Sea, Strait of Malacca and the Strait of Singapore. P – Trap testing: https://www.youtube.com/watch?v=X6bs4oew5tM&feature=player_embedded

Only for the “Cricket Crazy”

11th Cricket Encounter Master Mariners Vs

SOCEm/IMarEST Marine Engineers – 2016

The Company of Master Mariners of Sri Lanka (CMM) together with the Society of Chief Engineers Marine (SOCEM) and the Institute of Marine Engineering Science and Technology (IMarEST) held their 11

th Annual Softball Cricket Festival on

Saturday 12th

November 2016 at the Bloomfield Cricket Grounds. This popular annual family event was well attended by a number of member‟s wives and children. DJ Music and unlimited beer kept all the visitors swinging right up to the grand finale. The main event was the 20 over cricket match between the Engineers and CMM Members.

This match was followed by the annual Senior Mariners, Children and the Ladies matches. The event culminated with the usual grand prize giving. The event was jointly sponsored by DNVGL, Reederei Nord Group, CMA CGM, Lloyd‟s Registry, Bureau Veritas, Tantri Marine, Laugfs, Colombo Dockyard PLC and other institutions of the Marine Industry of Sri Lanka. The match coordinator for CMM was Capt. Sumudu Dodampalage and the team Captains were Capt. Nandika Peiris for CMM and Chaminda de Silva for the IMarEST/SOCEM team. A summary of the T20 main event is as follows, where the opposition took first lease of the crease. Chaminda Piyasoma Silva who was run out 48 most unfortunately missed a well deserved half century, Charaka Wickramanayake top scored with a well compiled and steady 59, Thaminda Jayasinghe coming in the late middle order scored 53 in a total of 210 runs, where eight players scored 10 or less each. For CMM, Nandika Peiris, Samantha Bandara, Sumudu Dodampalage and Ajith bagged two wickets each and in tight bowling spells gave away only 07 extras. CMM confidently chased a tall score and openers Upul Peiris got 18 runs and Samantha Bandara continued with an excellent technique and ability to take the side through to victory remaining unbeaten on 111 runs. Nandika Peiris gave excellent support coming in at no.3 position (maybe he can fill this difficult position in the national side) and scored 40 runs, and Sumudu chipped in with a breezy 17 and Senaka Hemamal finished off the match remaining unbeaten on 10. CMM scored 212 runs to take the trophy. Statistics show that the opposition gave away 16 extras; which, if controlled would have put CMM under even more pressure. The teams and spectators enjoyed a high pressure match played in friendly rivalry and such results will ensure the annual encounter will remain high on the list of events of both associations. Capt. Samantha Bandara was adjudged best batsman and Nandika Ratnasiri was adjudged best bowler. The player of the match award went to Capt. Samantha Bandara for his match winning performance. Under the other categories, CMM won over the opposition in the Seniors match and the Children‟s match, whereas the mixed friendly ladies match was won by the Engineers.

https://www.youtube.com/watch?v=X6bs4oew5tM&feature=player_embedded

https://www.youtube.com/watch?v=X6bs4oew5tM&feature=player_embedded


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All participants had a very enjoyable day out with good food, beer, music and fellowship.

Flags being hoisted before the start.

Eng Chanaka Katuwawala (Secy IMarEST), Captain of the Cinec team , Capt Nirmal Silva – President CMM, Eng Kariyawasam (From SOCEM - Not in Picture)

CMM Wining Team

Members of CMM winning teams, Standing L - R Senaka Hemamal, Samantha Bandara, Upul Peiris, Ajith Liayanage, Sanjeewa Usgoda arachchi, Prasanna Sederick, Mahendra Ranatunga, Chinthaka Batagoda, Ravindra & Ravin Perera Squatting L - R. Mahesh Kuruppu, Chandana Medagedara, Sumudhu Dodampalage, Nandika Peiris & Sudev Perera

Winners Trophy

Captain Nandika Peiris lifts the winner‟s trophy with Sanjeewa, Mahesh and Senaka

Best Batsman & the Man of the Match

The Main T20 match CMM team Capt. Samantha Bandara receiving the award from Mrs. Lal De Silva

Seniors Match

Captain of the CMM Seniors team Nalaka Jayakody receiving the NORD trophy from Ms. Achini, the representative from NORD.

A selfie of the Masters, L - R.

Uditha, Mohan, Sumudhu, Sanjeewa, Nishantha, Mahendra with Lilip Sanjeewa (GM Maritime Agencies)

# The most important thing in any game is not to win but to take part… Similarly, the most important thing in life is not the triumph but the struggle…. The essential thing is not to have conquered but to have fought well.


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Members are requested to log on to http://www.cmmsrilanka.lk for a detailed report and more photographs of the Marine

Engineers Vs CMM Cricket Match 2016.

Sent in by “Power Play”

Below is a Dream experience as described by our own CMM Secretary Capt. Rohith Fernando when he was part of the “husbanding” agency team in the port of Colombo.

ASIA’S LARGEST LUXURY PASSENGER CRUISE VESSEL CALLS IN COLOMBO

M.V. Genting Dream - Where Dreams Set Sail

Genting Hong Kong, a leading global leisure, entertainment and hospitality enterprise which unveiled its plans to claim Asia‟s premium cruise market with the introduction of Dream Cruises, the first-ever Asian based premium cruise line brand. Genting Dream was previously ordered as Genting World for Star Cruises. The ship is designed for the Asian cruise market with luxuries as stated below.

Specifications:-. SHIPS NAME: m.v. Genting Dream Port of Registry: Nassau FLAG: Bahamas BUILT: Papenberg, Germany DELIVERED: 12

th October,

2016 CLASS: DNV - GL LOA: 335.35m BREADTH: 39.70 MOULDED DEPTH: 14.20m DESIGNED DRAFT: 08.30m GRT: 150695 NRT: 131653 PROPULSION: Twin Screw – POD ENGINE: 05 Diesel Electric Engines TOTAL POWER: 76800kw SPEED: 23kts DECKS: 18 PASSENGER CAPACITY: 3400 CREW: 2000

HIGHLIGHTS: 35 Restaurants and Bars with authentic Asian and International dining, Mahjong & Cards Room, Bowling Alley, Basketball Court, Mini Golf, Jogging Track, Casino with 21 gaming tables, a cigar lounge, the Deck 06 Silk Road & Cabaret night club with fine dining, 05 Karaoke Rooms, Live show 3D theatre with 999 Seats, Waterslide Park with 06 water slides, a variety of whirlpool swimming Pools, the Zouk Beach Night Club and theatre, The World‟s first Johnnie Walker House at Sea, a private whisky tasting room, a Wine vault, Duty Free shopping, 142 State Rooms, Luxury Suites with private balcony, Dining room, Pool & Sun deck with European Butler service, Ordinary suites, Fitness Centre, 20 Private rooms for Western and Asian Spa and Massage treatment, Steam and Sauna, a beauty and wellness center, 02 State-of-the-art luxury Submersibles to explore the ocean, Helicopter deck for landing and winching and an endless list of luxuries to pamper you. The Medical Section located on Deck 05 is staffed with two Doctors and four Nurses and the clinic has an Intensive care and an Operating Theatre and Laboratory facilities. There is also a Morgue on board. I had the opportunity and pleasure of helping my friend Mr. Rohaan Abeywickrame, MD of M/s. Sathsindhu Ltd., the appointed shipping agent in Colombo for this world‟s second largest passenger cruise vessel, for a very busy short call at Colombo.

Built at the Papenberg ship yard in Germany, this floating resort was delivered to Dream Cruises on 12

th October, 2016. A veteran Finnish Cruise Ship

Master, Capt. Jukka Silvennoinen sailed the ship from Germany, with a crew of 1913 on board. The ship‟s first port of call was Mumbai on the 29

th

of October, followed by Colombo on 31st October

and then on to Singapore and other cruise ports in the far east. The ship features a stunning piece of hull artwork created by Chinese pop-artist Jacky Tsai on the theme “Voyage of a Lover‟s Dream”. This envisages an ethereal and fantastical journey of love between a mermaid and an astronaut combining the essence of oriental culture with popular elements of western art. The ship was piloted inward by CMM President and Pilot Capt. Nirmal Silva, being welcomed with a water salute provided by the SLPA tugs. Upon berthing, celebrations began with a troupe of cultural dancers and drummers provided by the Sri Lanka Tourism Promotion Bureau.



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When asked to help in this operation, my idea of handling such a ship call was to arrange and attend to the standard in-out requirements, with regard to ship‟s agency work. However, it did not take me long to realize that it was not an easy task to disembark and embark over 3400 passengers within the short port stay of 8 hours, with absolutely no Passenger Facilities at the berth. Further, coordinating with our principals‟ offices in Malaysia, Singapore, Hong Kong and India was not easy. The officials manning the Principal‟s offices painstakingly went into every minute detail to ensure the comfort of passengers, immaterial of costs involved. Our initial issue was how to clear Immigration and Customs with so many disembarking and embarking passengers. I must say that all government institutions like the SLPA, Immigration & Emigration, Customs, Port Security, Sri Lanka Navy and the Sri Lanka Police went out of their way to make this operation a success, with the hope of attracting more large cruise ships to Colombo in the future. Several meetings were held with all the above mentioned, authorities so as to facilitate a smooth transfer of passengers. With no dedicated passenger terminal available, finding the easiest and most convenient way out where passengers were least hindered, was a nightmare. The prevailing strong winds and heavy evening rain showers was also a factor to be kept in mind. An air conditioned 50mtr X 15mtr marquee was erected on the bare East Container Terminal, along with a carpeted wooden flooring and an intricate floor plan was designed to separate disembarkation and embarkation of passengers. Similar to the Immigration clearance at the airport, 09 computer-topped tables, with space for passengers to pass in between, were laid for the Immigration work of passport scanning and stamping. Separate tables for Custom checks, and a “green channel” for passengers who had „nothing to declare‟ for speedy exit was also arranged. A separate table for baggage and boarding pass check-in was also included. To get over the difficulties in Immigration clearance of over 1900 inward passengers, a few Sri Lankan Immigration officers carrying scanning equipment were flown to join the ship in Mumbai, to arrange necessary clearance at sea, before arrival Colombo. This way, a quick disembarkation and custom clearance was achieved. From this point, passengers boarded luxury buses for transport to the port entrance gate No: 1A, from where they went their own way either with taxis

provided, or with family, or with pre- booked local tour operators. Similarly, embarking passengers were transported by luxury bus from the port gate 1A to the ship. The embarking passengers also went through the same process of Customs and Immigration clearance, prior to boarding ship. A baggage check-in counter was arranged at the far end of the marquee, where bags were tagged with passenger names, cabin and deck numbers and stored in the baggage area for placing in large crates for forklift transfer to ship through a separate baggage door. Passengers were directed and assisted by over 30 staff. Their bags were manually handled by over 60 porters inside the tent and at the bus stop outside tent and at gate No: 1A. Whilst the passenger operations were going on, unknown to many, a separate side entrance in the marquee was used to usher in the Chief Guest, VIP guests, and Government official invitees, followed by local travel agents and the media. These guests, who were identified by differently coloured neck lanyards, were directly taken into the 999 seater Zodiac theatre on Deck 07 for a „live‟ out of the world performance, followed by the on-stage welcome ceremonies. On completion of the above ceremonies, the guests were split into about 8 groups and taken on a tour of the ship, with each group going on a different route. The culmination of this 45-minute tour was a grand „sit down‟ dinner in the spacious Genting Ballroom cum Dining Room on Deck 08. During this short port stay, the ship was supplied with bunkers and fresh water where the barges whose black rubber fenders were covered with white sheets to prevent discoloration of the newly painted ship‟s hull. Several crew changes, supply of various types of cargo received by air and local stores also took place during this time. I learnt that the minimum age permitted to sail on board this ship is 06 months and any guest under the age of 18 must be accompanied by a parent/adult/legal guardian who is over 18 years. Having embarked a total of 1957 passengers, the vessel was piloted outward just after midnight on 31

st, by our very own member and Snr. Pilot Capt.

Sesha Athuraliya. The ship‟s next port of call was to be Singapore on the 4

th of November, 2016.

I thank my dear friend Rohaan for giving me this opportunity to help him in this project. I also thank him for the immense experience I gained of a trade not handled before and for the invitation to me and my family to view and to dine on this luxurious


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floating resort. The long sleepless nights experienced the previous 2 weeks, I must say, was finally very well compensated. Sent in by Capt. Rohith Fernando, our energetic Secretary and one of the members who have been closely attached to CMM activities from the time it was formed.

The link below will give you access to Capt. Rohith’s Dropbox where a 31MB video is presently located and gives you a very detailed super tour through the entire ship. https://www.dropbox.com/s/wdjnd4e1dix2t82/Genting%20Dream%20Video.mp4?dl=0 (Below Genting Dream file pictures are for Member’s to

get an idea what a luxury liner the ship is)

Rohith’s Mermaids….

CMM Christmas Party pics are on the last page

https://www.dropbox.com/s/wdjnd4e1dix2t82/Genting%20Dream%20Video.mp4?dl=0

https://www.dropbox.com/s/wdjnd4e1dix2t82/Genting%20Dream%20Video.mp4?dl=0


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FOR CMM PARENTS AND THEIR KIDS

"Character cannot be developed in ease and quiet. Only through experience of Trial and Suffering can the soul be strengthened, vision cleared, ambition inspired, and success achieved."

Now, more things to understand about life and living… Readers are encouraged to dig into Robin Sharma‟s bestseller books – you can start off with “Daily Inspiration” and get into “the leader who had no title”… the other books which sold over 6 million copies will easily follow.

Remember the article we had in a previous issue regarding the missing Flight MH370 Here is an update, as the plane till has not been found.

A few for the road….

Wasp attack on tourists in Sigirya

A group of tourists, which included the family of our Treasurer Capt. Tilak Wickremasinghe were hospitalised following a wasp attack which occurred while they were climbing down the Sigiriya Rock. Police said that the tourists, including four foreigners and this family from Dehiwela, were attacked by a swarm of wasps that are nesting on the rock fortress. They all had to rush to the safety nets provided, but unfortunately the wasps were smarter and targeted our portly Treasurer.

The tourists were admitted to the Kimbissa Hospital

for treatment, however hospital sources say that

none of them are in serious condition. However, our

colleague opted to remain at Kimbissa with all his

pains, as the village name alone has attracted him

very much.

- A similar attack can be seen at:

http://www.adaderana.lk/news/36008/wasp-attack-

on-tourists-in-sigirya#sthash.H0jPJ7Bm.dpuf

PERMANENT NOTICE – (for non-life members only!) Kindly contact the Treasurer Capt. Tilak Wickramasinghe or Secretary Capt. Rohith Fernando to check if your

subscriptions are due. Thank you.

http://www.adaderana.lk/news/36008/wasp-attack-on-tourists-in-sigirya#sthash.H0jPJ7Bm.dpuf

http://www.adaderana.lk/news/36008/wasp-attack-on-tourists-in-sigirya#sthash.H0jPJ7Bm.dpuf


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