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DET NORSKE VERITAS

Draft Report

Fleet Energy Efficiency Study

ADNATCO-NGSCO

Report No.: 146SO6J-4

Rev 00, 2012-05-02

DET NORSKE VERITAS

Report for ADNATCO-NGSCO

MANAGING RISK Fleet Energy Efficiency Study

DNV Reg. No.:PP036368 Revision No.: 00

Date : 2012-05-02 Page i of viii

ADNATCO-NGSCO Fleet Energy Efficiency Study DET NORSKE VERITAS, DUBAI BRANCH

P.O. Box 11539 Dubai,

United Arab Emirates

Tel: +971 4 3526626

Fax: +971 4 3523717

http://www.dnv.com

For:

Polarcus DMCC

Khalifa Complex, Takreer Tower 9th Floor

P. O. Box 2977

Abu Dhabi, UAE

Account Ref.:

PO No: 130741

Date of First Issue: 2012-05-02 Project No.: PP036368

Report No.: 146SO6J-4 Organisation

Unit:

Management

Revision No.: 0 Subject Group: Operation Excellence

Summary:

Based on DNV‟s 6 areas of focus during the course of this project, the potential saving opportunities

identified amount to 21% (US$ 93 Million) across the ADNTACO-NGSCO fleet. These are through

Voyage performance, Ship Performance, Primary and Secondary Energy Consumers, Fuel Management

and Organisational and Strategy initiatives. Theoretical EEDI values were calculated for the appropriate

vessel in line with IMO as well as vessel EEOI baselines for data available. A high level way forward plan

is proposed.

Prepared by: Name

Cairns, Cameron; Johansson, Mikael; Kjeldsen, Gunnar; Tampi, Thomas; Ådnegard,

Vidar; Surya Prakasa Raju, Mudunuri; Navaneethan, Venkateswaran;

Approved by: Name and Position

Mohd Shahrin Bin Osman

Head of Management Advisory, Middle East

No distribution without permission from the client

or responsible organisational unit (however, free

distribution for internal use within DNV after 3

years)

Indexing Terms

No distribution without permission from the client

or responsible organisational unit Key Words

Energy Efficiency; Seismic operations: Environmental performance

Strictly confidential Service Area Operational Excellence

Unrestricted distribution Market Segment

Maritime seismic operation

Rev. No. / Date: Reason for Issue: Prepared by: Verified by: Accepted by:

00/20120502 Draft Final Report Cameron Cairns Mikael Johansson Shahrin Osman

© 2010 Det Norske Veritas, Dubai Branch Reference to part of this report which may lead to misinterpretation is not permissible.

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TABLE OF CONTENTS

1 EXECUTIVE SUMMARY ................................................................................................................. 1 1.1 Current Practise ................................................................................................................ 1 1.2 ADNATCO-NGSCO energy efficiency benchmarking ................................................... 1 1.3 Opportunities .................................................................................................................... 3

1.4 Suggested way forward .................................................................................................... 4 1.5 Concluding remarks ......................................................................................................... 5

2 NOMENCLATURE ............................................................................................................................ 6

3 INTRODUCTION ............................................................................................................................... 9

3.1 ADNATCO-NGSCO ....................................................................................................... 9 3.2 Background .................................................................................................................... 10 3.3 Objectives ....................................................................................................................... 10

3.4 Scope of work ................................................................................................................. 11

3.4.1 Energy Efficiency .................................................................................................... 11 3.4.2 Monitoring of effects ............................................................................................... 12 3.4.3 Ship Energy Efficiency Management Plan (SEEMP) ............................................. 12

3.4.4 Calculation of EEDI ................................................................................................ 12

4 METHODOLGY ............................................................................................................................... 13

4.1 DNV energy efficiency process description ................................................................... 13 4.2 Activities for Energy Efficiency opportunity assessment .............................................. 14 4.3 Data gathering and interviews ........................................................................................ 14

4.3.1 Interview list ............................................................................................................ 14

4.4 Workshops ...................................................................................................................... 15 4.5 Analysis .......................................................................................................................... 15 4.6 Capability Benchmarking ............................................................................................... 15

4.7 Opportunity assessment .................................................................................................. 15 4.8 Recommendations .......................................................................................................... 16 4.9 Way Forward development ............................................................................................ 16

4.10 Assumptions and limitations .......................................................................................... 16

5 THE ADNATCO-NSGCO FLEET ................................................................................................... 17 ADNATCO-NGSCO Case Vessels.................................................................................... 18 5.1.1 ........................................................................................................................................ 18

5.1.1.1 Tanker Fleet .................................................................................................... 18

5.1.1.2 LNG Carriers ................................................................................................... 19

6 ADNATCO-NGSCO‟S CURRENT ENERGY EFFICIENCY PRACTICE .................................... 20

ADNATCO-NGSCO.............................................................................................................. 21 6.1 Guiding Documentation ................................................................................................. 21

6.2 What the people on board say ........................................................................................ 22 6.2.1 Basis Ship ................................................................................................................ 22 6.2.2 Main results from any free text - Tanker ................................................................. 22 6.2.3 Main results from any free text - LNG .................................................................... 22

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6.2.4 Results from questions ............................................................................................. 22 6.3 Performance management .............................................................................................. 24 6.4 Operational profiles and fuel consumption for ADNATCO-NGSCO fleet ................... 26

6.4.1 Tanker Fleet ............................................................................................................. 26 6.4.2 Dry Fleet .................................................................................................................. 28

6.4.3 LNG Fleet ................................................................................................................ 29 6.4.4 Savings Calculation methodology ........................................................................... 30

7 BENCHMARKING OF ADNATCO-NGSCO ENERGY MANAGEMENT

CAPABILITIES ........................................................................................................................................ 31 7.1.1 Benchmarking approach .......................................................................................... 31

7.1.2 ADNATCO-NGSCO energy efficiency benchmarking .......................................... 33

8 ENERGY EFFICIENCY OPPORTUNITY ASSESSMENT ........................................................... 37

Voyage Performance .............................................................................................................. 40 8.1 ............................................................................................................................................... 40

8.1.1 Voyage planning and speed management................................................................ 41 8.1.1.1 Observations .................................................................................................... 41

8.1.1.2 Potential solutions ........................................................................................... 42 8.1.1.3 Expected benefits ............................................................................................ 43

8.1.2 Chartering and contracts .......................................................................................... 44 8.1.2.1 Observations .................................................................................................... 44 8.1.2.2 Potential solutions ........................................................................................... 44

8.1.2.3 Expected benefits ............................................................................................ 44 8.1.3 Weather Routing ...................................................................................................... 45

8.1.3.1 Observations .................................................................................................... 45 8.1.3.2 Potential Solutions .......................................................................................... 45

8.1.3.3 Expected Benefits ............................................................................................ 45 8.1.4 Autopilot .................................................................................................................. 46

8.1.4.1 Observations .................................................................................................... 46

8.1.4.2 Potential Solutions .......................................................................................... 46 8.1.4.3 Expected Benefits ............................................................................................ 46

8.1.5 Port operations ......................................................................................................... 47 8.1.5.1 Observations .................................................................................................... 47 8.1.5.2 Potential solutions ........................................................................................... 47

8.1.5.3 Expected benefits ............................................................................................ 47 8.2 Ship performance ........................................................................................................... 48

8.2.1 Sea trials................................................................................................................... 49 8.2.1.1 Observations .................................................................................................... 49

8.2.1.2 Possible solutions ............................................................................................ 49 8.2.1.3 Expected benefit .............................................................................................. 49

8.2.2 Propeller Polishing/Cleaning ................................................................................... 49

8.2.2.1 Observations .................................................................................................... 50 8.2.2.2 Possible solutions ............................................................................................ 52 8.2.2.3 Expected benefit .............................................................................................. 52

8.2.3 Hull condition .......................................................................................................... 53 8.2.3.1 Observations .................................................................................................... 54

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8.2.3.2 Possible solutions ............................................................................................ 57 8.2.3.3 Hull Coating: ................................................................................................... 57 8.2.3.4 Expected benefit .............................................................................................. 58

8.2.4 Draft Optimization ................................................................................................... 59 8.2.4.1 Observations .................................................................................................... 59

8.2.4.2 Possible solutions ............................................................................................ 60 8.2.4.3 Expected benefit .............................................................................................. 60

8.2.5 Trim optimisation .................................................................................................... 60 8.2.5.1 Observations .................................................................................................... 61 8.2.5.2 Possible solutions ............................................................................................ 61

8.2.5.3 Expected benefit .............................................................................................. 61

8.2.6 Energy efficiency devices ........................................................................................ 62

8.2.6.1 Observation ..................................................................................................... 62 8.2.6.2 Possible solutions ............................................................................................ 62 8.2.6.3 Expected benefits ............................................................................................ 63

8.3 Primary energy consumers ............................................................................................. 64

8.3.1 LNG Steam Plant Main Boiler ................................................................................ 65 8.3.1.1 Observations .................................................................................................... 65

8.3.1.2 Possible solution.............................................................................................. 65 8.3.1.3 Expected benefits ............................................................................................ 65

8.3.2 LNG Main Boiler Combustion Air System Air Heaters ......................................... 66

8.3.2.1 Observations .................................................................................................... 66 8.3.2.2 Possible solutions ............................................................................................ 66

8.3.2.3 Expected benefits ............................................................................................ 66 8.3.3 LNG Combustion Air System Forced Draught Fans and furnace ........................... 66

8.3.3.1 Observations .................................................................................................... 67 8.3.3.2 Possible solutions ............................................................................................ 67

8.3.3.3 Expected Benefits ............................................................................................ 68

8.3.4 LNG Flue Gas Oxygen Content /Smoke Indicators ................................................ 68 8.3.4.1 Observations .................................................................................................... 68

8.3.4.2 Possible solutions ............................................................................................ 68 8.3.4.3 Expected benefits ............................................................................................ 69

8.3.5 LNG Main Turbine-Performance ............................................................................ 69

8.3.5.1 Observations:................................................................................................... 69 8.3.5.2 Possible solution.............................................................................................. 70 8.3.5.3 Potential benefits ............................................................................................. 70

8.3.6 LNG Main Condenser-Performance ........................................................................ 71 8.3.6.1 Observations .................................................................................................... 71

8.3.6.2 Potential solutions ........................................................................................... 71

8.3.6.3 Expected Benefits ............................................................................................ 71

8.3.7 LNG Condensate Feed System ................................................................................ 72 8.3.7.1 Observations .................................................................................................... 72

8.3.7.2 Possible solutions ............................................................................................ 72 8.3.7.3 Expected Benefits ............................................................................................ 72

8.3.8 LNG auxiliary engine utilisation ............................................................................. 73 8.3.8.1 Observations .................................................................................................... 73

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8.3.8.2 Possible solutions ............................................................................................ 73 8.3.8.3 Expected benefits ............................................................................................ 73

8.3.9 Main and Auxiliary Engine Performance Management .......................................... 74 8.3.9.1 Observations .................................................................................................... 74 8.3.9.2 Potential Solutions .......................................................................................... 83

8.3.9.3 Expected benefits ............................................................................................ 84 8.3.10 Auxiliary Engine Utilisation .................................................................................... 84

8.3.10.1 Observations .................................................................................................... 84 8.3.10.2 Potential Solutions .......................................................................................... 86 8.3.10.3 Expected Benefits ............................................................................................ 86

8.3.11 Auxiliary Boiler utilisation and Performance .......................................................... 87

8.3.11.1 Observation: .................................................................................................... 87

8.3.11.2 Possible Solutions ........................................................................................... 87 8.3.11.3 Expected Benefits ............................................................................................ 88

8.3.12 Economiser Performance ......................................................................................... 88 8.3.12.1 Observation ..................................................................................................... 88

8.3.12.2 Potential Solutions .......................................................................................... 89 8.3.12.3 Benefits ........................................................................................................... 89

8.4 Secondary energy consumers ......................................................................................... 90 8.4.1 Secondary consumers utilisation and good practices .............................................. 91

8.4.1.1 Observations .................................................................................................... 91

8.4.1.2 Possible solutions ............................................................................................ 91 8.4.1.3 Expected Benefits ............................................................................................ 92

8.4.2 Variable speed drives ............................................................................................... 92 8.4.2.1 Observations .................................................................................................... 92

8.4.2.2 Potential solutions ........................................................................................... 93 8.4.2.3 Expected benefits ............................................................................................ 93

8.4.3 Low energy appliances ............................................................................................ 94

8.4.3.1 Observation: .................................................................................................... 94 8.4.3.2 Potential Solutions: ......................................................................................... 94

8.4.3.3 Expected Benefits ............................................................................................ 94 8.5 Fuel Management ........................................................................................................... 95

8.5.1 Understanding fuel specifications............................................................................ 96

8.5.1.1 Observations .................................................................................................... 96 8.5.1.2 Potential solutions ........................................................................................... 97 8.5.1.3 Expected benefit .............................................................................................. 97

8.5.2 Fuel Ordering, purchasing, documentation and responsibilities ............................. 98 8.5.2.1 Observations .................................................................................................... 98

8.5.2.2 Potential solutions ........................................................................................... 99

8.5.2.3 Expected benefit .............................................................................................. 99

8.5.3 Systematic Benchmarking of Fuel Quantity .......................................................... 100 8.5.3.1 Observations .................................................................................................. 100

8.5.3.2 Potential solutions ......................................................................................... 101 8.5.3.3 Expected Benefits .......................................................................................... 102

8.5.4 Reduce Statutory and Environmental risks............................................................ 102 8.5.4.1 Observations .................................................................................................. 102

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8.5.4.2 Potential Solutions ........................................................................................ 103 8.5.4.3 Expected Benefits .......................................................................................... 103

8.5.5 Systematic Fuel Quality Testing and understanding Fuel Parameters .................. 104 8.5.5.1 Observations- ................................................................................................ 104 8.5.5.2 Possible solutions .......................................................................................... 105

8.5.5.3 Benefits ......................................................................................................... 105 8.5.6 Fuel Training ......................................................................................................... 105

8.5.6.1 Observations .................................................................................................. 106 8.5.6.2 Potential solutions ......................................................................................... 106 8.5.6.3 Expected Benefits .......................................................................................... 106

8.6 Organisation and strategy ............................................................................................. 107

8.6.1 Goals, processes and procedures ........................................................................... 108

8.6.1.1 Observations .................................................................................................. 108 8.6.1.2 Potential solutions ......................................................................................... 109

8.6.2 Roles and responsibilities ...................................................................................... 110 8.6.2.1 Observations .................................................................................................. 110

8.6.2.2 Potential solutions ......................................................................................... 110 8.6.3 Training, evaluation and follow up ........................................................................ 110


8.6.4 Culture and awareness building ............................................................................. 112


8.7 Performance management ............................................................................................ 114 8.7.1 Reporting and follow up practices ......................................................................... 114

8.7.1.1 Voyage performance management ................................................................ 114 8.7.1.2 NGSCO primary consumer reporting (monthly) .......................................... 115

8.7.1.3 ADNATCO fuel measuring equipment ........................................................ 116

8.7.1.4 ADNATCO engine analysis tools ................................................................. 117 8.7.2 Performance follow up .......................................................................................... 118

8.7.2.1 Observations .................................................................................................. 118 8.7.2.2 Potential solutions ......................................................................................... 118 8.7.2.3 Expected benefits .......................................................................................... 120

9 THEORETICAL CALCULATION OF EEDI ................................................................................ 121 9.1 Tankers ......................................................................................................................... 122 9.2 Bulk carriers ................................................................................................................. 122 9.3 Container ...................................................................................................................... 123

10 CALCULATION OF THE EEOI.................................................................................................... 124 10.1 Utilising the EEOI value for Energy Efficiency analysis ............................................ 124

10.1.1 Establishing an EEOI reference ............................................................................. 124

10.1.2 CO2 emission based on Clean Cargo Working Group methodology .................... 125 10.1.3 ADNATCO-NGSCO Baseline .............................................................................. 127

10.2 Sample calculations ...................................................................................................... 127

11 PRIORITISATION OF OPPORTUNITIES ................................................................................... 129

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11.1 Assessment of initiative complexity ............................................................................ 129 11.2 Prioritisation of initiatives ............................................................................................ 131

12 WAY FORWARD .......................................................................................................................... 132 12.1 Quick Win Phase - Low implementation complexity initiatives rapid implementation

133

12.2 Phase 2 Energy efficiency enabler implementation ..................................................... 133 12.3 Phase 3 Energy efficiency project definition ............................................................... 134

13 CONCLUSION ............................................................................................................................... 136

14 REFERENCES ................................................................................................................................ 137

15 APPENDIX ..................................................................................................................................... 138 15.1 ADNATCO-NGSCO Fleet List ................................................................................... 138

15.2 Ship Questionnaire sample ........................................................................................... 140 15.3 Calculated EEOI – ADNATCO-NGSCO Fleet ........................................................... 141

Table of Figures:

Figure 1-1 : Industry Energy Management Capability Rules ................................................................................... 2 Figure 1-2 : Waterfall Diagram illustrating saving opportunities for ADNATCO-NGSCO ................................... 3 Figure 1-3 : Proposed way forward to initiate and implement the saving initiatives and enablers .......................... 5 Figure 3-1 : Scope across ADNATCO-NGSCO fleet ............................................................................................ 11 Figure 4-2 : Energy Efficiency opportunity assessment workflow ........................................................................ 14 Figure 4-3 : Interview list of key members of management team .......................................................................... 14 Figure 5-1 ADNATCO- NGSCO Fleet Overview ................................................................................................. 17 Figure 6-1 : Questionnaire Results – LNG Fleet & Dry and Tanker Fleet ............................................................ 23 Figure 6-2 : Illustration of high-level dataflow for an ideal reporting tool for ADNATCO-NGSCO ................... 25 Figure 6-4 : Total estimated annual fuel cost for the whole ADNATCO-NGSCO fleet based on 365 days

in a year ................................................................................................................................................................. 30 Figure 7-1: ADNATCO-NGSCO energy management benchmarking Industry Benchmarking ........................... 33 Figure 8-1 : Fuel savings by Vessel Type and Initiative ........................................................................................ 38 Figure 8-5 Resistance components for a displacement vessel................................................................................ 54 Figure 8-6 Estimated increase in fuel consumption from increasing hull roughness for the Al Hamra ................. 55 Figure 8-7 Estimated increase in fuel consumption from increasing hull roughness for the Abu Dhabi III .......... 56 Figure 8-9 Clean ADNATCO hull in dry dock after washing ............................................................................... 57 Figure 8-10 Reduction in fuel consumption from variations in draft for selected vessels ..................................... 59 Figure 8-13 : Boiler Fuel oil viscosity reading (Jan-2011 to Mar 2012) for vessel Al Hamra ............................... 65 Figure 8-14 : Boiler air heater trend (Jan-2011 to Mar-2012)................................................................................ 66 Figure 8-15: Furnace and Windbox pressure – Al Hamra ..................................................................................... 67 Figure 8-16 : Furnace and Windbox pressure - Shahama ...................................................................................... 67 Figure 8-17 : O2 content readings of flue gas - Shahama ...................................................................................... 68 Figure 8-19 : Main turbine parameter trending (Jan-2011 to Mar-2012) – Al Hamra ........................................... 69 Figure 8-20 : Exhaust Steam pressure Trend ......................................................................................................... 70 Figure 8-21 : Condenser vacuum readings – Al Hamra ......................................................................................... 71 Figure 8-22 : Make-up water consumption to boilers – Al Hamra ........................................................................ 72 Figure 8-23Analysis of engine performance for Abu Dhabi III – Tanker .............................................................. 74 Figure 8-24 : Main Engine SFOC comparing with ship trials................................................................................ 75 Figure 8-25 : Main Engine SFOC at sea (Aug 2011 – Mar 2012) ......................................................................... 75 Figure 8-27 : Main engine performance ................................................................................................................. 76 Figure 8-28 : Auxillary engine balance (Pmax, FPI and Texh) ............................................................................. 77

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Figure 8-29 : Auxillary engine #1 Performance ..................................................................................................... 78 Figure 8-30 : Auxillary engine #2 Performance ..................................................................................................... 78 Figure 8-31 : Auxillary engine #3 Performance ..................................................................................................... 79 Figure 8-32 : Analysis of engine performance – Shah ........................................................................................... 79 Figure 8-33 : Ro-Ro engine performance test ........................................................................................................ 80 Figure 8-34 : Engine performance result – Al Bazm II .......................................................................................... 81 Figure 8-35 Main Engine SFOC with shop trial .................................................................................................... 81 Figure 8-36 : Auxillary engine #1 balance Overview ............................................................................................ 82 Figure 8-37 : Auxillary engine #1 performance ..................................................................................................... 83 Figure 8-38 : Auxillary engine utilization –Al Dhafrah, Al Samha, Al Bazm, Abu Dhabi – III, Umm Al

Lulu, Bani Yas ....................................................................................................................................................... 85 Figure 8-39 : Auxillary Engine Load ..................................................................................................................... 86 Figure 8-40 : Auxillary Boiler AV Cons/day - Discharge ..................................................................................... 87 Figure 8-41 : Auxillary Boiler AV cons/day - Ballast ........................................................................................... 87 Figure 8-42 : Economizer Performance ................................................................................................................. 88 Figure 8-43 : Cost Benefit Analysis for VFDs ....................................................................................................... 93 Figure 8-44 : Best Practice Benchmark – Fuel Management ................................................................................. 96 Figure 8-45 : Fuel specification standard ISO 8217............................................................................................... 96 Figure 8-46 : Fuel – Evaluate Specifications ......................................................................................................... 97 Figure 8-47 : Fuel quantity received – adjusting figures...................................................................................... 100 Figure 8-48 : Bunker Delivery Note – MARPOL Annex VI ............................................................................... 103 Figure 8-51 Matrix (Sample) – Source: DNV ...................................................................................................... 110 Figure 8-52 ADNATCO-NGSCOImprovement Opportunities ........................................................................... 114 Figure 8-53: Possible Future Performance Management Concept ....................................................................... 119 Figure 8-54: Detailed KPI analysis ...................................................................................................................... 120 Figure 10-1 : Global CO2 Emissions - 2006 ........................................................................................................ 124 Figure 10-3 : EEOI Umm Al Lulu 2011 .............................................................................................................. 128 Figure 10-4 : EEOI LNG Shahamah 2011 ........................................................................................................... 128 Figure 11-1 : Implementation Complexity of initiatives for ADNATCO-NGSCO– Source: DNV .................... 130 Figure 11-2 : Fuel efficiency prioritisation matrix ............................................................................................... 131 Figure 12-1 : Way forward plan ........................................................................................................................... 135

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1 EXECUTIVE SUMMARY

For most ship owners/operators, energy is one of the largest cost aspects. The fuel price has

increased to historically high levels, environmental pressures from regulators are intensifying

leading to an increased focus on energy consumption and how it can be reduced to have

positive effect on emissions.

To date it is fair to say that the focus of ADNATCO-NGSCO over the past few years has been

firmly on integrating the two companies, and expanding operations. Through the process of

this project, it was apparent that due to these intense last few years there has been limited

focus and priority given to energy efficiency but a clear willingness to do so going forward,

where the outcome of this project is intended to be the firm starting point and a contributor to

its activities as part of the ADNOC sustainability program, to improve fuel efficiency and

ultimately reduce harmful emissions to air and enhance its environmental profile in the

industry.

1.1 Current Practise

During the course of the project, it was evident that whilst a lot of effort is being made to

account for and improve the company‟s environmental footprint, there did not appear to be a

companywide policy, strategic plan or strategic focus on energy efficiency, where in DNV‟s

experience the organisational enablers and strategic direction must be in place for a company

to be successful with energy management. Single energy efficiency initiatives (e.g. propeller

polishing, trim optimisation, etc) can be successfully implemented and reduce energy

consumptions on ships, but a company will not be able to take out its full potential without

addressing the organisation as a whole.

1.2 ADNATCO-NGSCO energy efficiency benchmarking

As illustrated in the overview in ADNATCO-NGSCO scores below average in most areas of

the analysis. It shall be stated that ADNATCO-NGSCO have gone through a rapid growth in

terms of fleet expansion over the last couple of years and the organisation is currently settling

for more stable conditions. Regardless a number of aspects are needed to be addressed in

order to meet and potentially beta the industry average in this respect. Detailed explanation to

scoring is provided in Chapter 7 of this report.

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Figure 1-1 : Industry Energy Management Capability Rules

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1.3 Opportunities

Based on DNV‟s 6 areas of focus during the course of this project, the potential saving

opportunities identified amount to 21% (US$ 93 Million) across the ADNTACO-NGSCO

fleet as represented in a waterfall diagram below:

Figure 1-2 : Waterfall Diagram illustrating saving opportunities for ADNATCO-NGSCO

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1.4 Suggested way forward

To define the way forward for ADNATCO-NGSCO energy efficiency opportunity DNV

suggest creating a 5 year Energy Efficiency Strategy with defined KPI‟s at various levels of

the organisation and accompanied by an implementation plan in 3 phases. The ambition with

this set up is to limit organisational stress and ensure the correct results.

Quick Win Phase - Low implementation complexity initiatives rapid

implementation

- Direct implementation of low complexity initiatives that will immediately

strengthen ADNATCO-NGSCO energy operations.

- Does not have to be driven as projects but rather definition of action and way

of working combined with targeted implantation

- Implementation of the SEEMP‟s and communication and awareness thereof

Phase 2 - Energy efficiency enabler implementation

- Definition and establishment of enablers for energy efficiency initiatives

- This task is more comprehensive and DNV suggest to set this up as dedicated

project(s)

Phase 3 - Energy efficiency project definition

- Dedicated project implementation of higher complexity initiatives based on

prioritisation matrix


project(s)

This is not a complete project plan but an overall layout of how ADNATCO-NGSCO can

address this aspect in further work. A detailed project plan needs to be established describing

exhaustively how the work will be managed, expected result, budget, timeline etc.

An information and communication plan connected to performance management need to

shadow the project plan.

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The illustration below represents the way forward for ADNATCO-NGSCO based on time and

potential fuel savings that can be realised by initiating and implement the prioritised

initiatives and enablers.

1.5 Concluding remarks

ADNATCO-NGSCO has gone through a rapid growth in terms of fleet expansion over the

last couple of years and the organisation is currently settling for more stable conditions.

However when benchmarked on Energy Efficiency against the industry there are a number of

aspects needing to addressed in order to meet and potentially beta the industry average in this

respect. Given that no solid framework was identified to be in place with regard to energy

efficiency, numerous saving potentials were identified for ADNATCO-NGSCO to optimise

the energy consumption which is detailed in the report.

It is recommended, that in order to have a focus and control over energy efficiency, a

dedicated project manager should be assigned to initiate these initiatives and gain some

momentum within ADNATCO-NGSCO. Ideally this role should be outside of the daily

operations such that a focus can be maintained without distractions of daily operational

concerns. This role should be instrumental in institutionalizing energy efficiency within

ADNATCO-NGSCO to become a leading and sustainable performer.

Figure 1-3 : Proposed way forward to initiate and implement the saving initiatives and enablers

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2 NOMENCLATURE

AC Air - conditioning

ACC Automatic Combustion control

ADGAS Abu Dhabi Gas Liquefaction Company

ADNATCO Abu Dhabi National Tanker Company

ADNOC Abu Dhabi National Oil Company

AMOS Analysis of Moment Structures

Avg. Average

BHP Brake Horse Power

BOG Boil-Off Gas

CBM Condition Based Maintenance

CE Chief Engineer

CEO Chief Executive Officer

Cd Drag co-efficient

CFD Computational Fluid dynamics

CH4 Methane

CO2 Carbon dioxide

Deg C Degree Celcius

DNV Det Norske Veritas

DNVPS Det Norske Veritas Petroleum Services

ECA Emission Control Area(s)

EE Energy Efficiency

EEDI Energy Efficiency Design Index

EEOI Energy Efficiency Operational Indicator

ERP Enterprise Resource Planning

ETA Estimated Time of Arrival

EU European Union

FD Forced draft

FO Fuel Oil

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GHG Green house Gas

HCFC Hydrochloroflurocarbon

HFO Heavy Fuel Oil

HR Human Resource

Hrs Hours

HSE Health, Safety and Environment

HVAC Heating, Ventilation and Air Conditioning

IAS Integrated Automated system

IMO International Maritime Organisation

ISM International Safety Management

ISPS International Ship and Port Facility Security

Code

IT Information Technology

ISO International Organisation for Standardisation

Kg Kilogram

Km Kilometre

kN Kilo Newton

KPI Key Process Indicator

kW Kilowatt

kWh Kilowatt-hour

LNG Liquid Natural Gas

MCR Maximum continuous revolution

MDO Marine Diesel Oil

MGO Marine Gas Oil

MT Metric Tonne(s)

NGSCO National Gas Shipping Company

Nm Nautical Mile(s)

NOx Nitrogen Oxide

OPEX Operating Expense

P&I Protection & Indemnity

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Pmax (from graph) Max Pressure

PMS Planned Maintenance system

RACI Responsible, Accountable, Consulted and

Informed

RPM Rotations per Minute

Ro-Ro Roll-in/Roll Of

ROV Remotely Operated Vehicles

SAP Systems, Application and Products in data

processing

SAH Steam Air Heater

SEEMP Ship Energy Efficiency Management Plan

SFOC Specific fuel Oil Consumption

SMART Specific, Measurable, Attainable, Realistic

and Timely

SMS Safety Management System

SOx Sulphur Oxide

SVP Senior Vice President

T Tonne

Texh (from graph) Exhaust temperature

TEPCO Tokyo Electric Power Company

US Unites States

USD United States Dollars

VSD Variable Speed Drives

VFD Variable Frequency Drives

VP Vice President

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3 INTRODUCTION

For most ship owners/operators, energy is one of

the largest cost aspects, and the general projections

is that the relative cost of the traditional energy

base for the maritime industry will increase. In

recent times, the cost of fuel has increased to

historically high levels manifesting this

development.

In addition, there is an increasing focus in the

market on the environmental footprint of shipping

and regulators are introducing instruments for

measuring the environmental performance. New

regulations on fuel such as ECA development put

increased pressure on the operators. As a result of

such pressures, DNV has worked with ship owners

and operators to identify opportunities to reduce

fuel consumption and thereby emissions through

technical, operation and organizational

improvements.

3.1 ADNATCO-NGSCO

Prior to 2009, ADNATCO and NGSCO were separate operating companies where NGSCO

was established in 1993 with the purpose of transporting LNG on behalf of its sister-company

Abu Dhabi Gas Liquefaction Company Limited (ADGAS) from its terminals to Tokyo Electric

Power Co. (TEPCO) in Tokyo Bay with 8 LNG vessels. ADNATCO was established in 1975

with the purpose of transporting crude oil, petroleum products and general cargo to the rest of

the world.

In 2009 the two companies were merged to form ADNATCO-NGSCO and at the same time

ADNATCO underwent major fleet expansion and acquired 15 new ships over 2 years. Today

ADNATCO-NGSCO operates a combined fleet of 30 vessels, one of the largest fleet in the

Arabian Gulf.

The rapid expansion has meant the combination of different vessel types and the way of

operating them as well as substantial increases in the resources required from personnel to IT

infrastructure in a short space of time. On top of this expansion, ADNATCO-NGSCO has

undertaken the implementation of an SAP ERP business solution to address the needs of its

expanded fleet and operational requirements with the aim of benefiting from real time

management and ultimately improve its overall efficiency in line with industry best practice.

ADNATCO-NGSCO is an ISM, ISO 9001 & 14001 certified company, ensuring a certain

level of safety, quality and environmental management within the company. This within the

shipping industry is considered as good practice and means the there is a focus and willingness

on the operations and its effects on the environment, where continuous improvement and

sustainability is targeted. The company, being part of the ADNOC group of companies is also

required to report it activities as part of a Sustainable Development program.

Source: Bunkerworld May 9th 2011

Soaring Bunker Prices Stakeholder Scrutiny

Regulatory Landscape becoming increasingly more complex

Source: Bunkerworld

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To date it is fair to say that the focus of ADNATCO-NGSCO over the past few years has been

firmly on integrating the two companies, and expanding operations. Through the process of

this project, it was apparent that due to these intense last few years there has been limited focus

and priority given to energy efficiency but a clear willingness to do so going forward, where

the outcome of this project is intended to be the firm starting point and a contributor to its

activities as part of the ADNOC sustainability program, to improve fuel efficiency and

ultimately reduce harmful emissions to air and enhance its environmental profile in the

industry.

Source: ADNATCO-NGSCO

3.2 Background

DNV visited ADNATCO-NGSCO during the month of May 2011 to give a presentation on

the regulatory agenda relating to shipping emissions from DNV‟s point of view to its senior

managers. Particular emphasis was put on the emissions to air and increasing regulations

being imposed on ship owners and operations. The focus of this presentation was to tackle

these regulations in a positive way to benefit shipping organisations.

One of the particular solutions offered by DNV that was presented was Energy Efficiency

(EE) and Ship Energy Efficiency Management Plan (SEEMP) and the positive impact on fuel

savings and thus emissions to air that solution that can generate for ship owners.

ADNATCO-NGSCO sent out a tender enquiry No. E11181, requesting a bid to carry out a

Fleet Energy Efficiency Study which DNV subsequently won.

3.3 Objectives

The objectives of this part of the work with ADNATCO-NGSCOcan be described as the

following:

Evaluate ADNATCO-NSGCO‟s energy efficiency performance

Benchmark ADNATCO-NSGCO‟s with industry best practice and their fellow peers

Present business case for fuel cost savings initiatives

Prioritise improvement opportunities

Propose high level way forward plan to realise identified savings

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3.4 Scope of work

3.4.1 Energy Efficiency

DNV have conducted an Energy Efficiency Phase 1 - Opportunity Assessment project with a

focus on 6 key areas as illustrated in the figure below based on the following approach:

High level verification and quantification of improvement opportunities

Quantitative and/or qualitative benchmark of performance vs. leading practises

Establish a foundation for an improvement programme

Assist ADNATCO-NGSCO to develop specific solutions to improvement

opportunities

Provide assistance over an extended period of time in Piloting the top 3 “Quick Wins”

identified during the project

o 6 months extended assistance (schedule to be agreed)

o Based on an estimate of 12 days over 6 months – (e.g. 2 days/moth)

The scope covers ADNATCO-NSGCO Fleet of 30 vessels.

Figure 3-1 : Scope across ADNATCO-NGSCO fleet

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3.4.2 Monitoring of effects

During the piloting stage of the 3 identified quick wins, DNV shall include the installation

and configuration of Nauticus Air, DNV‟s Environmental Performance System to be used by

ADNATCO-NGSCO as a tool to monitor the effects of Piloted Quick Wins.

3.4.3 Ship Energy Efficiency Management Plan (SEEMP)

Based on the outcome of this Energy Efficiency phase 1 project, where specific

recommendations have been made in a prioritized format, the SEEMP‟s have been developed

in line with the IMO guideline for each vessel to be implemented onboard in the near future

in line with a planned roll out to be defined by ADNATCO-NGSCO.

3.4.4 Calculation of EEDI

Currently the calculation of EEDI is only intended for new buildings and will become

mandatory for all new builds started after January 2013.

However, a voluntary estimated theoretical calculation was requested by ADNATCO-

NGSCO for it vessels in operation, based on the formula without sea trials and verification in

order to provide an estimated EEDI value for internal reference. This has been calculated for

each vessel type applicable and based on IMO Guidelines and plotted in relation to the IMO

reference line.

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4 METHODOLGY

This section aims to describe how the project was executed.

4.1 DNV energy efficiency process description

Below is an illustration of the typical process of an Energy Efficiency project DNV conducts.

A phase 1 was carried out with ADNATCO-NSGCO, where the process establishes the “as

is” situation working closely together to review data, conduct interviews and workshops,

analyse data and produce key recommendation as to where the ADNATCO-NGSCO realise

energy savings organisational improvements. The identified opportunities will further be

developed in Phase 2 to properly tailor them to ADNATCO-NSGCO‟s organisation. Full

implementation will be conducted in Phase 2.

Phase 1

Opportunity assessment

Phase 2

Solution development

Phase 3

Implementation

3 – 6 months

Objective:

• To prepare tailor made solutions

moved forward from phase 1 for

piloting or fleet implementation

• Swift implementation and

realisation of benefits for

identified “quick wins”

> 6 months

Objective:

• Realise the identified

opportunities by efficient

implementation of solution

elements & training programs

6 weeks

Objective:

• High level verification and

quantification of improvement

opportunities

• Quantitative and/or qualitative

benchmark of performance vs.

leading practises

• Establish a foundation for an

improvement programme.

• Identify quick wins for possible

piloting

DNV Polarcus

Figure 4-1 : DNV Three-phase Energy Efficiency Process

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4.2 Activities for Energy Efficiency opportunity assessment

The work was executed through the use of various techniques, methods and tools as

demonstrated in the illustration below:

Data gathering and interviews

Workshops Recommendations Analysis

Main Engine assessment Test Date 31.12.2007 Result

Engine balance (compared to avereage) Yellow Red Value

Pmax Maximum combustion pressure 5 7 % 3,4 %

Pcomp Compression pressure 4 5 % 5,1 %

FPI Fuel Pump Indicator 5 10 % 3,2 %

Texh Exhaus gas temperature 7 9 % 5,6 %

Engine efficiency (compared to new building sea trial)

Pmax Corrected comb. press. drop compared to engine ref. 5 10 % 20,4 %

Pcomp Corrected compression pressure drop compred to engine ref. 5 15 % 13,8 %

Texh Corrected exhaust gas temp. increase compared to engine ref. 10 15 % 13,8 %

ΔTTC Turbo charger differential temp decrease compared to ref. 15 20 % 26,7 %

Engine thermal load - MCR achivable 100 % 100 %

ΔPscav 280 mm 120

Engine overloada_Pmax Angle of maximum pressure less than 11,5 or greater than 16° 11,5 16 deg 0,0

Pignition Max pressure rise more than manufacturer's recommendation 30 bar 21

Fuel oil consumption (compared to NB sea trial)

t/d FO consumption increase to refence per day @ NCR [+4,31 (t/d)] 0 0 % 3,8 %

Warning levels

Scavenging air cooler air side fouling (mm H2O)

Benchmarking and Way forward development

Capability benchmarking

244

Client DNV

Analysis

US$

Way forward plan

Phase 1

Opportunity identification

Phase 2

Solution development

Phase 3

Implementation

Aux Eng

Bunker mgt

Autopilot

SUSTAINABLE

OPERATIONS (way of life)

* KPI’s

* Measurement

* Reporting

* Job descriptions

* Procedures

Saving

realisations

MUSD

NEW AREAS

* Maintenance

* Training

Trim/ballast

Hull/propell

Main engine(s)

Voyage mgt

1st round

2nd round

3rd round

8 12 16 20 weeks

The Way Forward for SCI

Organisation & Strategy

Voyage Performance

Ship Performance

Main & Aux Engines

Energy Consumers

Fuel Management

Par Best industry performance Company X

Figure 4-2 : Energy Efficiency opportunity assessment workflow

4.3 Data gathering and interviews

DNV requested and analysed data from ADNATCO-NGSCO with regard to their

organisational structure, fleet information, vessel performance data, noon reports etc., and

made observations serving as input to the interviews.

Interviews were conducted on-site of ADNATCO-NGSCO from 18th

– 29th

March, 2012 with

selected key members of the management relative to their functions including but not limited

to Executive Management Team, Vessel Managers, Department Managers, Superintendent,

On-board personnel etc. Interviews were done face to face or via telephone with Masters and

Chiefs that were available at the time for discussion.

In Addition one ship visit was made in Fujairah on LNG Al Khaznah vessel on 22nd

March

2012 to witness bunkering operations and interview the Master and Chiefs. Below is the list

of people interviewed, where some were absent at the time a stand in was interviewed:

4.3.1 Interview list Figure 4-3 : Interview list of key members of management team

Sn Position

1 CEO

2 SVP Operations

3 Tanker, Dry, LNG Fleet Managers

4 Tanker, Dry, LNG Fleet Senior Technical Superintendents

5 Tanker, Dry, LNG Fleet Senior Operations Superintendents

6 Tanker Technical Superintendent

7 Dry Operations Superintendent

8 LNG Technical Superintendent group

9 Marine Personnel Officer

10 Tanker Charter Manager

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Sn Position

11 VP Corporate Strategy

12 SVP Procurement

13 VP Finance

14 VP HR and Administration

15 VP HSE Division

16 Bunkering and Agency Officer

17 Procurement Officer

18 Captain and Chief engineer of DIYYINAH-I ( Tanker)

19 Captain and Chief engineer of ABU DHABHI-III ( Tanker)

20 Captain and Chief Engineer of SHAH ( Bulk Carrier)

21 Captain and Chief Engineer of RASGHUMAYAS ( Bulk Carrier)

22 Captain and Chief engineer of ARRILAH-I ( Bulk Carrier)

23 Captain and Chief engineer of AL KHAZNAH (LNG)

24 Captain And Chief Engineer of MRAWEH ( LNG)

4.4 Workshops

The results from the focused interviews were collated and some key observations and

hypothesis were determined. These were used as the basis for discussion during workshops

with ADNATCO-NSGCO‟s key resources where initiatives and hypothesises were presented

and discussed. The workshop ambition is to ensure that observations were validated and

identify any need for further analysis.

4.5 Analysis

All information gathered from interviews, workshops and systems were analysed using

various methods and tools to assess ADNATCO-NSGCO‟s performance and to benchmark

against industry best practice and industry peers.

4.6 Capability Benchmarking

Based on all the information reviewed, interviews and workshop conclusions and data

analysed, DNV assessed the organisation based on the 6 key focus areas mentioned in section

2.4 above and rated the organisation accordingly using a scoring system.

4.7 Opportunity assessment

As a result of the qualitative and quantitative analysis of information and data covered during

the course of the project, key improvement opportunities relating to energy efficiency were

identified and related to potential fuel savings where appropriate.

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4.8 Recommendations

As a result of the qualitative and quantitative analysis of information and data covered during

the course of the project, the workshops and the benchmarking process, DNV has made

improvement opportunity recommendations under the 6 areas of focus mentioned in section

2.4 above which include statements of saving potentials as appropriate, prioritisation of those

recommendations and the identification of quick win opportunities.

4.9 Way Forward development

As part of the final report delivery, DNV has developed a high level way forward plan

illustrating how best ADNATCO-NGSCO should proceed with development of solutions and

the process of implementing those solutions on a prioritisation and time basis so as to realise

the benefits and opportunities .

4.10 Assumptions and limitations

In the work carried out the following assumptions has been employed. Other assumptions

taken into account are explained.

The information and data provided is correct and accurate

Fuel Price of HFO of US$ 720/MT

Fuel Price of MGO of US$ 1040/MT

Where no consumption information was available for Auxiliary engines a SFOC of

220g/kwh was assumed.

CO2 conversion factor for MGO of 3.206

CO2 conversion factor for HFO of 3.1144

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5 THE ADNATCO-NSGCO FLEET

ADNATCO-NGSCOfleet comprises of 2 oil tankers, 9 bulk cargo vessels, 3 chemical tankers,

2 container vessels, 4 product carriers, 2 Ro-Ro vessels and 8 LNG carriers.

Figure 5-1 ADNATCO- NGSCO Fleet Overview

The 8 LNG vessels sit under NGSCO and

the reaming 22 vessels are under

ADNATCO.

The trade pattern of the LNG vessels are

fixed on a steady long term contract

between ADGAS and Tokyo Electric Power

Co. (TEPCO) and operate on a very regular

schedule between the Das Island

liquefaction plant and Tokyo Bay.

The container and RoRo vessels operate in

the Middle East coastal areas whilst the

small vessels operate between Ruwais and

Abu Dhabi.

The bulk vessels are operated on the spot market trading generally places such as the Middle

East, North Africa, India and South America, essentially around the equator. The oil tankers

are operated on the spot market trading in the Far East in places such as India, Malaysia and

Korea.

For the purposes of this project, 7 case vessels were selected as a representation of the

ADNACTCO-NGSCO fleet and were considered as average performing vessels based on

input from ADNATCO-NGSCO. These case vessels have been used as the case upon which

the savings potentials are calculated and aggregated to form an overall saving for the whole

fleet. The vessels are as follows:

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5.1.1 ADNATCO-NGSCO Case Vessels

5.1.1.1 Tanker Fleet

Oil Tanker:

Abu Dhabi - III

Ship particulars

Length Overall 243.98m

Beam 42.0m

Max Draft 15.33m

Deadweight: 105,200 MT

Main Engines: Hyundai B&W 6S60MC-C8

MCR rating: 14,280 kw x 105 RPM

Product Tanker

Bani Yas

Ship particulars

Length Overall 288m

Beam 32.24m

Max Draft 14.598m


Main Engines: STX MAN B&W7S50MC-C(MK VII)

MCR rating: 15,050 BHP

Chemical Tanker:

Umm All Lulu-I

Ship particulars


Beam 21m

Max Draft 8.269m


Main Engines: Caterpillar MAK 6M 43 C

MCR rating: 5400 KW

Bulk Carrier:

Shah

Ship particulars


Beam 27.84m

Max Draft 11.145m


Main Engines: Hyundai MAN B&W 6S50MC-C7

MCR rating: 7860 KW

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Container Vessels

Al Bazm-II

Ship particulars


Beam 22.7m

Max Draft 11.2m

Deadweight: 1100 TEU

Main Engines: MAN B&W 8S35MC7

MCR rating: 5920 KW x 173 RPM

Ro-Ro Vessel

Al Dhafrah

Ship particulars


Beam 21

Max Draft 5.3m


Main Engines: 2xMAK 9M453 AK 2x3600 Bhp 600 Rpm

MCR rating: 3600 BHP

5.1.1.2 LNG Carriers

Al Hamra

Ship particulars


Beam 48.10m

Max Draft 11.767m


Main Engine: Steam Turbine Mitsubishi ( MS 40-2)

MCR rating: 29,600 kw @ 85 rpm

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6 ADNATCO-NGSCO’S CURRENT ENERGY EFFICIENCY PRACTICE

During the process of interviews and workshops, it was

clear that the environment is a strong focus within

ADNATCO-NGSCO and there exists an embedded

awareness within all employees and since becoming

ISO14001, further emphasis was placed on this. The

company has identified environmental aspects of both

its shore and ship based activities such that those that

are deemed to have significant impact to the

environment are monitored and evaluated in monthly

HSE meetings. Some of the aspects include:

CO2, SOx, NOx, Methane CH4, GHG emission, HCFC‟s used and Energy Consumption

Furthermore, the company is part of the ADNOC Sustainability Performance Initiative which

requires annual reporting of numerous metrics relating to the environment which include but

not limited to the above mentioned aspects.

In addition, 3 notable energy efficiency initiatives in LNG operations were observed as

mentioned below:

In 2010 the LNG fleet increased the number of voyages in that

year by 5 more than the previous and consuming 100 tons less

bunker fuel.

Negotiating with ADGAS on increasing the use of LNG for

propulsion and thereby reducing heavy fuel oil consumption

and CO2 emissions.

Reduction of hull resistance with the application of Intersleek a

self-cleaning hull paint above 10 knots to all LNG vessels with

mix feelings of success.

These single initiatives were made through a concentrated focus on

reducing the energy consumption and CO2 emitted on the LNG fleet on more of a one off

push rather than part of a wider programme to reduce consumption.

During the course of the project, it was evident that whilst a lot of effort is being made to

account for and improve the company‟s environmental footprint, there did not appear to be a

companywide policy, strategic plan or focus on energy efficiency, where in DNV‟s

experience the organisational enablers and strategic direction must be in place for a company

to be successful with energy management. Single energy efficiency initiatives (e.g. propeller

polishing, trim optimisation, etc) can be successfully implemented and reduce energy

consumptions on ships, but a company will not be able to take out its full potential without

addressing the organisation as a whole.

It was clear from interviews, discussions and workshops that ADNATCO-NGSCO‟s

employees from the CEO to the crew believe there are opportunities for improvement and

showed great willingness and engagement to be part of creating those opportunities.

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6.1 ADNATCO-NGSCO Guiding Documentation

During DNV‟s time with ADNATCO-NGSCO the following documents were referred to in

interviews, discussions and workshops as providing guidance or focus to the organisation and

crew on energy management:

ADNATCO-NGSCO Dry Cargo Operations Manual

ADNATCO-NGSCO Tanker Operations Manual

ADNATCO-NGSCO LNG Operations Manual

QHSSE Policy

ADNATCO & NGSCO Fleet KPIs

The above operations procedures make some references to energy efficiency related aspects

such as fuel economy, reduction of speed and optimal engine loading but the responsibility is

left up to the individual masters and chief engineers to decide and does not appear to be

driven from top management or through a structured framework of appraisal.

The company QHSSE policy focuses on numerous aspects including the environment,

however there is limited reference to improving performance and striving for energy

efficiency in operations.

KPIs exist for both the ADNATCO and NGSCO fleet where only the NGSCO fleet have

some mention of energy efficiency and emissions related, however the KPI on bunker

consumption and how it is formulated is not understood and hence is not measured. The KPI

on CO2 emissions is monitored and calculated based on fuel consumption however it is

unclear how this is achievable by the crew.

No energy efficiency related KPIs exist at present

for the ADNATCO fleet.

Overall, the manuals focus on technical integrity

of the vessels and the KPIs on the safety and

quality of operations but in the context of energy

efficiency there is little in the way of concrete

policies and guidelines in place to ensure the

specific aspects from the highest levels in the

organisation at a Policy level get translated to the

on board operational tasks.

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6.2 What the people on board say

6.2.1 Basis Ship

Ship email questionnaire sent out to all ADNATCO-

NGSCO vessels at the beginning of the project. Masters

and Chief Engineers were also invited to provide free text

inputs on potential improvements

Objective of questionnaire was to map the Energy

Management culture within the company, ensure

involvement of sea staff and investigate current practices

on how some elements of vessel-operations are conducted

throughout the fleet.

All 30 ships questionnaires, 8 LNG and 22 Tanker were

retuned.

6.2.2 Main results from any free text - Tanker

Masters and Chief Engineers are generally very committed to fuel saving in their day

to day business however some are unaware of what they can do to help

Ship performance is perceived differently from various crews and limited sharing of

best practice within fleet (trim, auto pilot etc)

Weather routing used if charter requires only otherwise down to Master‟s judgment

Crew receives feedback on reports from the office when there is problem only

Suggestions from crew are always welcomed by the office

A ship specific Trim and Draft program would be beneficial in optimizing fuel burnt

Propeller cleaning only done in dry dock

Checks on hull conditions only when opportunity arises, not regular procedure

Bunker samples always sent for testing

Bunker quantity surveyors highly recommended

6.2.3 Main results from any free text - LNG

Masters and Chief Engineers are generally very committed to fuel saving in their day

to day business however some are unaware of what they can do to help

There is a general resistance to change

Passage planning relates to arrive time only and not fuel consumption

Measures and targets are self-defined

Time in hand on ETA is sometimes excessive

Checks on hull conditions only when opportunity arises, not regular procedure

Propeller cleaning only in dry dock

6.2.4 Results from questions

The scoring is based on a total positive answer basis in relation to each question asked in 8

sections in the questionnaire. Please refer to the appendix for a sample of the question set.

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Generally the crew on board are committed to energy saving.

There are minor differences that can be seen between the LNG and Tanker fleet where

it would appear that less focus is put on items 1- 4 however this is due to the nature of

the fixed route and coating of the propellers.

Masters and CE seem to have a strong belief in the company ability to save fuel, but

there is still some work to do on informing and making the ship crew aware of the

company focus on fuel management.

Specific targets and guidance is required from the office to facilitate the crew.

Regular feedback on performance and encouraging of information sharing and

benchmarking is needed.

Figure 6-1 : Questionnaire Results – LNG Fleet & Dry and Tanker Fleet

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6.3 Performance management

Currently in ADNATCO-NGSCO there are 2 data and information

systems running in the company where the LNG fleet are using

AMOS and Tanker fleet are using excel and paper based reporting.

There are various reports sent in to the office which are evaluated

and compared to the previous results and if anything unusual is

spotted it is then flagged and reported back to the ship for

clarification. Such reports include:

Chief Engineers reports

NOON reports

Monthly technical performance reports

Voyage reports

Main and Auxiliary Engine load tests

Each report serves a different requirement for technical, operations and commercial with

varying styles and formats between fleet types where the crew are required to generate these

numerous reports. Many of them contain the same information with additional parameters

depending on the office based requirement and hence numerous duplication of information

and reporting being done.

With the present information and reporting system, it is very difficult to establish an accurate

picture and detailed breakdown of each vessel into the numerous operations modes they

perform such as:

Loading Port

Laden pilot to pilot

Laden manoeuvre

Discharging Port

Ballast pilot to pilot

Ballast manoeuvre

Waiting

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Monthly and yearly summaries of energy, lube oil and

chemicals is done however no trending of the information

is carried out and hence there is a limited ability to monitor

and benchmark performance and consumption on a real

time basis.

Within the tanker fleet, there are no set targets or KPI‟s in

place nor communicated across the company that focus on

energy efficiency or management of performance and

improvement thereof.

The LNG fleet have 2 KPIs relating to annual CO2 emissions and bunker consumption

efficiency, however the origins of the latter and how it is calculated or measured is unclear

and thus not focused on. Hence no benchmarking of performance is done between vessels.

Co-ordination between the commercial, operations and technical departments is good

however there is no structured approach with regard to energy efficiency or common data and

information reporting format or tool that can be used to make key decisions upon.

Today the data collected from the vessel is substantial but it is not transformed to information

and decision support. A performance management system should:

Be a central tool for understanding and improving company performance.

Ensure ability to measure actual performance

Enable evaluation of performance towards historic trend and/or a defined set of targets

Support corrective actions which lead to further improvements

Currently ADNATCO-NGSCO is undergoing implementation of SAP ERP business solution

to address the needs of its expanded fleet and operational requirements. It is anticipated that

this system will be used as performance management tool retrieving data, transforming into

information and KPIs that can be used for evaluation and action taking.

Figure 6-2 : Illustration of high-level dataflow for an ideal reporting tool for ADNATCO-NGSCO

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6.4 Operational profiles and fuel consumption for ADNATCO-NGSCO fleet

Based on the information extracted from ADNATCO-NGSCO Technical Performance

Reports, it was possible to establish operational profiles for 7 representative vessels in

operation. The purpose of doing so was to establish a pattern as to how the vessels spend their

time during the course of their operations and how energy consumed is apportioned to the

various profiles. It is important to note that these are used as the base cases for the savings

calculations for the whole ADNATCO-NGSCO fleet, where the savings calculation basis is

further described in the next section below.

6.4.1 Tanker Fleet

Abu Dhabi III

Operations Mode MT/day Fuel MT/day Fuel MT/day Fuel

Sea Passage Ballast (hrs) 37.96 HFO 3.01 HFO 0.3 HFO

Sea Passage Laden (hrs) 39.13 HFO 3.20 HFO 0.3 HFO

Port/Waiting Time (hrs) 2.0 HFO 2.90 HFO 3.5 HFO

Main Engine (avg.) Aux Engine (avg.) Boiler (avg.)

CRUDE OIL

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Bani Yas

Operations Mode MT/day Fuel MT/day Fuel MT/day Fuel

Sea Passage Ballast (hrs) 30.65 HFO 2.35 HFO 2.35 HFO

Sea Passage Laden (hrs) 34.64 HFO 2.64 HFO 1.52 HFO

Port/Waiting Time (hrs) 1.4 HFO 2.42 HFO 9.87 HFO

Main Engine (avg.) Aux Engine (avg.) Boiler (avg.)

Umm Al Lulu

Operations Mode MT/day Fuel MT/day Fuel MT/day Fuel MT/day Fuel

Sea Passage Ballast (hrs) 17.28 HFO 1.32 HFO 0.15 MGO 0.21 HFO

Sea Passage Laden (hrs) 16.99 HFO 1.20 HFO 0.11 MGO 0.23 HFO

Port/Waiting Time (hrs) 0.74 HFO 1.64 HFO 0.12 MGO 0.39 HFO

Boiler (avg.)Main Engine (avg.) Aux Engine (avg.)

CHEMICAL

PRODUCT

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6.4.2 Dry Fleet

Shah





Boiler (avg.)Main Engine (avg.) Aux Engine (avg.)

Al Bazm II





Main Engine (avg.) Boiler (avg.)Aux Engine (avg.)

CONTAINER

BULK

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Al Dhafra


Sea Passage Ballast (hrs) 12.5 HFO n/a HFO 1.80 MGO 0.10 MGO

Sea Passage Laden (hrs) 12.74 HFO n/a HFO 1.80 MGO 0.10 MGO

Port/Waiting Time (hrs) 1.6 HFO n/a HFO 1.80 MGO 0.10 MGO

Aux Engine (avg.)Main Engine (avg.) Boiler (avg.)

6.4.3 LNG Fleet

Al Hamra Aux Engine (avg.)

Operations Mode MT/day Fuel BOG Equiv.

MT/DayFuel MT/day Fuel

Sea Passage Ballast (hrs) 118.0 HFO 45.6 LNG 0.3 MGO

Sea Passage Laden (hrs) 128.2 HFO 63.4 LNG 0.1 MGO

Port/Waiting Time (hrs) 45.1 HFO 16.0 LNG 0.1 MGO

Main Engine (avg.)

RORO

LNG

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6.4.4 Savings Calculation methodology

The basis for the calculation of the savings potential in this report is set on the following:

Compilation of Monthly Technical Performance Reports for each case vessel

Sorting into operational time profiles: Ballast, Laden and Port Waiting time

Averaging of fuel consumed for ME, AE and Boiler in MT per day (HFO and MGO)

Multiplying : consumption per day x 365 days x Operational Time x No of Vessels

Applying the appropriate fuel cost assumptions to HFO or MGO

Applying the saving % per initiative as applicable to the fleet and operational profile

Below is an illustrative example for Oil Tanker - Main Engine HFO, considering the effect of

improved voyage planning and speed management:

HFO Fuel Price 720 USD/MT

MGO Fuel Price 1040 USD/MT 1

Case Vessel:

Abu Dhabi III Cons/day Days/yr Ops Mode Subtotal/yr Vessels Total HFO/yr Total MGO/yr $ /year - HFO $ /year - MGO

1. Voyage

Planning and

Speed

Management

Fuel

Saving/yr

Operation Mode MT Days % MT No. MT MT USD USD % MT

Sea Passage Ballast 37.96 365 23% 3187 2 6373 n/a $4,588,908 n/a 10.0% 637.35

Sea Passage Laden 39.13 365 34% 4856 2 9712 n/a $6,992,688 n/a 10.0% 971.21

Port/Waiting Time 2 365 43% 314 2 628 n/a $452,016 n/a n/a

16713 $12,033,612 1608.56

Main Engine - HFO

Oil Tankers

Figure 6-3 : Illustrative example for Oil Tanker – Main engine HFO, considering the effect of improved voyage planning & speed

management

Below is the total estimated annual fuel cost for the whole ADNATO-NGSCO fleet based on

365 days in a year and is the denominator for the overall savings calculations:

HFO Fuel Price 720 USD/MT

MGO Fuel Price 1040 USD/MT

Total HFO/yr Total MGO/yr $ cost/year - HFO $ cost/year - MGO

MT MT USD USD

Oil x 2 20,145 0 $14,504,458 $0

Product x 4 44,886 0 $32,317,883 $0

Chemical x 3 6,670 133 $4,802,617 $138,364

Bulk x 9 48350 743.724 $34,811,960 $773,473

Container x 2 4318 177.536 $3,109,029 $184,637

RoRo x 2 3502 1387 $2,521,303 $1,442,480

LNG x 8 488385 554.8 $351,636,912 $576,992

616256 2996 $443,704,162 $3,115,947

Total Fuel (MT)

Tanker

Dry Fleet

LNG Fleet

Vessel type

$446,820,108

ESTIMATED ANNUAL AVG. FUEL COST

619,252 Figure 6-4 : Total estimated annual fuel cost for the whole ADNATCO-NGSCO fleet based on 365 days in a year

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7 BENCHMARKING OF ADNATCO-NGSCO ENERGY

MANAGEMENT CAPABILITIES

7.1.1 Benchmarking approach

DNV energy management benchmarking model focuses on the company‟s inherent

capabilities related to energy efficiency and seeks to provide a qualitative assessment of

performance based on interviews and information assembled. The benchmarking does not say

anything about the actual technical condition from an energy management perspective, this is

outlined in the qualitative assessment of savings potential where all potential energy losses are

analysed and savings potential (i.e. technical condition) is established.

The benchmarking addresses how the company works with the main dimensions of energy

management as outlined in section 1 and further elaborated in the bullet list below. Each main

dimension is divided into a number of sub-categories and analysed as follows:

1. Assessment of handling of each subcategory related to

a. Process – How are processes governing energy efficiency defined and

embedded in the day to day operation

b. Tools & Technology applied – What tools for measuring performance is

employed and how are ADNATCO-NGSCO actively seeking technology

solutions to further improve efficiency.

c. People & Organisation – What capabilities does the organisation and

individual persons possess related to the topic.

2. The assessment is based on a defined scale from “1” – “5” where 1 denotes significant

room for improvement and 5 indicates mature operation related to energy efficiency.

In the benchmarking procedure scoring “1”, “3” and “5” are described to guide the

assessment and ensure similar assessment.

A description of the main dimensions of the benchmarking is outlined below.

Capability dimension Description

Management &

Organisation

Assessment of how ADNATCO-NGSCO is handling the energy

efficiency dimension related to:

Energy management strategy & Tactical plans

Performance management

Roles & responsibilities

Competence, training & awareness

Environment & corporate responsibility

Experience transfer & Life cycle perspective

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Capability dimension Description

Voyage Performance



Fleet planning, route and ship allocation.

Chartering/Contracts

Voyage planning

Voyage execution and speed management

Weather routing and sea currents

Port and harbour operations

Ship Performance



General capability description for ship performance

Hull Condition

Propeller condition

Autopilot & rudder

Trim & draft

Hull appendages

Fuel Management



Pre bunkering

Bunkering

Post bunkering

Primary consumer



Engine performance

Engine utilisation

Secondary consumers



General energy consumers

Water production

AC plants

Hydraulic systems

Electric lighting

Compressor handling

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7.1.2 ADNATCO-NGSCO energy efficiency benchmarking

As illustrated in the overview in ADNATCO-NGSCO scores below average in most areas of

the analysis. It shall be stated that ADNATCO-NGSCO have gone through a rapid growth in

terms of fleet expansion over the last couple of years and the organisation is currently settling

for more stable conditions. Regardless a number of aspects are needed to address in order to

meet and potentially beta the industry average in this respect. Detailed explanation to scoring

is provided in the below table.

Figure 7-1: ADNATCO-NGSCO energy management benchmarking Industry Benchmarking

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Capability

dimension ADNATCO-NGSCO performance assessment

Management &

Organisation

Process

ADNATCO-NGSCO have some guiding documentation on optimal

performance of equipment and also reports on fuel consumption.

However, he room for improvement related to embedded and

institutionalised energy efficiency operation is significant. This is true for

most analysed areas (Energy management strategy & Tactical plans;

Performance management; Experience transfer & Life cycle perspective)

Tools & Technology The tools and procedures for institutionalising energy efficiency in in the

organisation is not in place and the SMS does not target energy

efficiency.

Performance follow up is a major development area within ADNATCO-

NGSCO where much reporting is based on manual and sometimes

handwritten reports with limited automated analysis and follow up.

People & Organisation

Roles and responsibilities related to energy management are not defined

and no structured training and awareness campaigns on this subject.

Voyage

Performance

Process

Voyage performance in general and the aspect of fuel efficiency in

voyage planning is not institutionalised in ADNATCO-NGSCO. Full

speed ahead is the general paradigm.

Tools & Technology Tools and support in the voyage planning phase to incorporate energy

efficiency can be improved in both chartering and operations.


The cooperation between technical and chartering/operations related to

energy consumption and implication on fuel efficiency correlation to

speed for example.

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Capability


Ship Performance

Process

Limited process support on-board or onshore to manage ship

performance in SMS manuals or maintenance management system.

Tools & Technology No tools for follow up on hull performance, propeller performance or

trim and drag institutionalised.


Clear roles and responsibilities not assigned.

Fuel Management

Process

There are significant improvement potential related to process aspects, it

is observed misalignment regarding terminology, process related to

benchmarking of received quality and quantity and in addition some

vessels carry carrying non-compliant statutory documents related to

MARPOL annex VI.

Tools & Technology No tools in place for supplier benchmarking and structured analysis of

bunker operations.


Limited training of onshore and on-board personnel handling bunker

purchase currently. Improved and structured knowledge management

will increase awareness and performance.

Primary consumer

Process

ADNATCO-NGSCO carry out structured reporting on consumer

performance however little structured and trended analysis of data

received. Related to utilisation of auxiliary engines limited follow up but

however guidelines on how to utilise engines form a technical integrity

point of view is in place.

Tools & Technology The reporting templates are fit for purpose but a one off exercise. Limited

institutionalised follow up with embedded trending and support for

handling deficiencies.


Clear roles and responsibilities not assigned.

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Capability


Secondary

consumers

Process

Limited process support related to energy efficiency, however guidelines

to ensure technical integrity.

Tools & Technology No application of frequency drives or low energy appliances to reduce

consumption on-board. Limited structured follow up.


Awareness on-board related to impact on fuel consumption and handling

of secondary consumers

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8 ENERGY EFFICIENCY OPPORTUNITY ASSESSMENT

Based on DNV‟s work in collaboration with ADNATCO-NGSCO and the information made

available at the time of the project, below is a summary of savings in % in cost estimated for

the entire ADNATCO-NGSCO fleet.

Focus area Savings [%]

Voyage performance

Voyage Planning and Speed Management 1.2%

Chartering and Contracts 0.0%

Weather Routing 0.9%

Autopilot Settings 0.9%

Port Operations 0.0%

Subtotal Voyage performance 3.1%

Ship performance

Sea trials 0.0%

Propeller polishing/cleaning 0.4%

Hull condition 0.7%

Draft optimization 0.3%

Trim optimization 3.5%

Energy efficiency devices 0.0

Subtotal Ship performance 4.9%

Primary Energy Consumers

LNG Steam Plant Main Boiler - Viscosity Control 0.5%

LNG Main Boiler Combustion Air System Air Heaters 0.4%

LNG Combustion Air System Forced Draught Fans and Furnace 0.8%

LNG Flue Gas Oxygen Content/Smoke Indicators - Exhaust System 0.8%

LNG Main Turbine Performance 0.0%

LNG Main Condenser-Performance 1.6%

LNG Condensate Feed System 0.8%

LNG Auxiliary Engine Utilization 0.5%

Main Engine Performance 0.5%

Auxiliary Engine Performance 0.2%

Auxiliary Engine Utilization 0.3%

Auxiliary Boiler Utilization and Performance 0.0%

Economiser Performance 0.0%

Subtotal Primary Energy consumers 6.3%

Secondary Energy Consumers

Secondary Consumer Performance 0.1%

Variable Speed Drives 0.1%

Low Energy Appliances 0.0%

Subtotal Secondary Energy consumers 0.1%

Fuel Management

Understanding Fuel Specifications 1.5%

Systematic Benchmarking of Fuel Quantity 1.0%

Fuel Ordering 1.5%

Statutory and Environmental Risk 0.0%

Fuel Quality Testing 2.0%

Fuel Training 0.5%

Subtotal Fuel Management 6.5%

Total 21%

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The above diagram shows a breakdown in Fuel Savings per vessel type in ADNATCO-

NGSCO based on a 365 day fuel cost for all vessels in each type category.

In all vessels fuel management shows some opportunities since this is a central

function

In LNG the largest savings are found in optimizing the main plant performance

In all remaining vessel types savings can be found in all areas where the bigger gains

are found in Ship performance through propeller polishing, optimizing of trim and

draft and in Primary Consumers through better utilization of Auxiliary Engines

through maintaining higher load factors.

Illustrating the potential in a waterfall diagram as

per below it is easy to see that the potential for

ADNATCO-NGSCO to optimise the energy

consumption is significant. The primary energy

consumer, ship performance and voyage

performance aspects represent the majority of this

saving. The activities, investments and time

required to achieve these vary and hence the

initiatives need to be prioritized which will be

outlined in the subsequent sections.

The below savings are based on the operations

data provided by ADNATCO-NGSCO for the case

vessels mentioned in Chapter 5, assuming these

vessels are representative of the ADNATCO-

NGSCO fleet.

Summary of savings potential/yr:

Oil Tankers: 21%

Product Tankers: 22%

Chemical Tankers: 23%

Bulk Carriers: 23%

Containers: 21%

RoRo’s: 21%

LNG’s: 21%

Total: circ. 130k (MT)

US$ circ. 93 million

400 k MT of CO2 (HFO&MGO)

Figure 8-1 : Fuel savings by Vessel Type and Initiative

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Figure 8-2: Energy Efficiency Opportunity Assessment

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8.1 Voyage Performance

Currently within ADNATCO-NGSCO a lot of data is either reported or logged on the vessel

in various systems such as, Daily noon reports, Voyage reports, Engine performance reports

and Cargo and statements of facts.

However, many of the reports currently in separate formats, contain differing information and

are also sometimes in paper format.

Voyage Performance

Fleet planning, route and ship

allocation

Chartering/contracts

Voyage planning

Speed Management

Weather routing & sea current

Port/harbour operations

In general speed relates to the cube of the fuel consumption and thus a small reduction in

speed conveys substantial reduction in fuel and limited schedule impact. The ambition is to

utilise slack in the logistic system to the operator advantage and not necessarily to go with the

lowest speed but to go with optimal speed.

Voyage Performance - A measure of the ability to execute a given vessel operation in an as

profitable and energy efficient way as possible.

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8.1.1 Voyage planning and speed management

8.1.1.1 Observations

There is a standing instruction to keep on most

economical speed as much as possible unless otherwise

requested specifically from client and they are willing to

pay the difference. However, currently there is no

definition or policy for optimized speed (“eco speed”) for any of the vessels in

ADNATCO-NGSCO

On the LNG‟s typical voyage times are a 14-15 day window where the vessel must

make it in this time and adjust speed accordingly hence the voyage plan is worked out

based on the ETA taking into consideration weather, stoppages and crew changes and

is left up to the master to work out a detailed passage plan.

Anecdotal evidence suggest some Masters on the LNGs speed up really fast for 13

days and then slow right down in last 2 days to make the unloading time or stop over

in Singapore.

Masters are only required to report a delay on the ETA otherwise generally they speed

up to have some time in the pocket and then slows down a bit before the destination to

make sure they make the ETA.

Contract speed is specified as per sea trial

data and thus not considering the reduced

speed from fouling.

On the ADNATCO fleet, Commercial fix

the vessels with a projected fuel

consumption and then hand over to

operations to plan the voyage accordingly

without any follow up – it is then left up to

the Master to plan accordingly.

Operations only provide guidance to the

ship during a voyage with regard to course

and speed if there is a risk apparent such as Piracy.

Commercial have speed consumption curves available for some vessels but there

exists variations and it is unclear on whether parameters used are consistent and

correct.

Currently there is no tool to assess the relationship between speed and cost (OPEX,

commercial) implication.

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8.1.1.2 Potential solutions

ADNATCO-NGSCO should develop a decision support tool for establishing optimal speed

with respect to known and anticipated schedule that can be used for planning and continuous

optimization as the schedule changes. The tool can be used to provide a harmonized

understanding of speed‟s effect on cost profile and emissions within ADNATCO-NGSCOas

well as basis for communication with clients regarding effect of various speeds related to cost

and environmental footprint of the transportation purchased. Base data for that kind of tool

can come from systems already employed within ADNATCO-NSGCO. These include

weather routing and route planning tools, speed consumption curves and market indexes.

In the below illustration conceptual decision support tool is outlined (the below sample is

based on a tool developed by DNV for a multi segment ship owner). A similar tool can be

developed for ADNATCO-NGSCOby using presently known data such as:

Consumption figures per engine

Engine utilisation

Speed consumption curves

Fuel price

Index benchmark figures (eg. Baltic Index)

Contractual figures (day rate etc.)

Figure 8-3 Speed vs. Fuel Decision Support Tool - Source: Det Norske Veritas (DNV)

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Voyage planning and speed

management

By effectively utilizing a live

decision support tool for speed

management ADNATCO fleet

could realize 3% savings and

NGSCO LNG fleet 1%

8.1.1.3 Expected benefits

More accurately adapted speed will possibility have

significant impact on fuel consumption for all fleet

segments.

On voyages in laden below charter speed, other

operators have reduced speed to 14 knots and

potentially saved 8 % of fuel consumption with

negligible impact on schedule

Estimated that it is possible to optimize speed on

30% of voyages and impact up to 10% of fuel

consumption for all segments in the ADNATCO fleet, hence a saving of 3% in ballast

and laden legs.

Although the LNG fleet are on regular schedules and specific ETA‟s, there is still

significant room for improving structured and consistent speed planning and follow up

across the fleet where up to 1% saving can be realised.

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Chartering and contracts

Quantifying saving benefits

for this initiative is not

feasible for this study.

This is however an initiative

which can be a differentiator

for ADNATCO-NGSCO in

dialogue with its clients

8.1.2 Chartering and contracts

Based on DNV‟s experience, companies who have a firm

control over their vessel performance, use that to their

advantage in contracts.


The LNG‟s are on a long term contract and bound by an

Annual delivery program stipulating the amount of cargo to be transported

ADGAS is the LNG client and controls the amount of supply to their customer in

terms of quantity and frequency in a year

The tankers and dry fleet are on the spot market with a

mixture of Voyage and Time charter contracts.

Contracts are fixed based on seat trial speeds rather

than actual

The relationship between operations and commercial

is good however there is a perception that they are

working in silos

Commercial reply on the technical department to provide information on consumption

for each vessel to factor into the chartering and contracts

Little post contract analysis is carried out to ensure the assumptions made were correct

Commercial fix the vessel based on certain assumptions and information but then

actually execution and performance of the vessel is up to the master.

There is no follow up from chartering on post voyages


Develop a common guideline between chartering, operations and technical

departments on the effects of speed management in terms of consumption and fuel

cost for the vessels to be used in charter contracts and operational considerations.

Focus on the speed in contracting with ambition to lower speed and consumption

figures if this is assessed to be a potential order winner.

Distribute critical speeds for each vessel and updated calculation tool to Operation

department and crew on board so all are on the same page


Putting a positive spin on energy efficiency in contracting

stage to profile ADNATCO-NGSCO.

ADNATCO-NGSCObrand initiative on fuel

optimisation towards charters

Price Energy Efficiency into charter contracts to

benefit ADNATCO-NSGCO

Provide clients with alternate choices linked to

environmental footprint per voyage .

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Routing from NAPA PowerRouting from NAPA Power

Weather Routing

1% improved fuel

performance in the

ADNATCO-NGSCO

fleet

8.1.3 Weather Routing

Companies DNV have previously worked with have seen

positive effect of weather routing implementation in the area of

3-5% on sea passages.

Weather Routing is the practice of utilising weather forecasts to

determine optimal routes along sea passages. In general

shipping, a rule of thumb is that 20% of voyages are through adverse weather based on

analysis of weather data carried out by DNV, which requires more propulsion power than in

benign weather conditions. Avoiding these areas can lead to fuel savings on the voyage. A

caveat is however that the route allows for flexibility of choosing different courses.

Potential fuel savings by applying weather routing is achieved by:

Optimised utilisation of current and tide

Minimise sailing in unfavourable weather (wind and waves)

Speed management taking oceanographic data into account

Many suppliers offer solutions to optimise the route based on weather info. These vary from

complex on board systems all the way to simple subscription “on-demand” services.


Currently Weather Routing is not utilised in the ADNATCO-

NGSCOFleet in a systematic way.

8.1.3.2 Potential Solutions

Subscribe to “on-demand” weather routing service.

In order to fully benefit from weather routing ADNATCO-

NGSCO needs to further train the masters in using the system

for fuel saving purposes and create a greater awareness

Choice of route must be followed up by shore together with speed profiles

Cost of this service is estimated to be between 1000-3000 USD per voyage based on

discussions with potential vendors.

8.1.3.3 Expected Benefits

Companies DNV have previously worked with have seen positive

effect of weather routing in the area of 3-5% depending on trading

pattern but savings in the area of 1-2% seem realistic target based

on ADNATCO-NGSCO trading patterns. This is not applicable for

the short sea segments where the impact is deemed negligible.

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But will use excessive and large angle rudder

movements to achieve this steady course-line.

PID System and Track control will generate a

very steady course-line.

But will use fewer and smaller angle rudder

movements to maintain the course-line.

More efficient autopilot (adaptive autopilot)

operation allows small deviations to course-line.

Autopilot Settings

1% improved fuel

performance in the

ADNATCO-NGSCO

fleet

8.1.4 Autopilot

Suboptimal autopilot settings can lead to excessive rudder/pod

movements causing unnecessary drag.


AutoPilot setting is done on individual masters

experience and setting

Most of the masters report that they change settings according to weather conditions

Focus on setting of autopilot in the fleet minimal.

There are no procedures or on board records on most fuel-efficient settings for

autopilot in open waters for different weather conditions

No trial carried out for different settings with respect to fuel consumption

Uncertainty in grade of optimisation of the autopilot settings on board the fleet


Adaptive autopilot should be

installed on all new vessels

Introducing clear instructions and

adequate training for optimal use of

existing autopilot also in terms of

fuel consumption, not just safety

Further optimising rudders and

steering gear could be assessed but

will require significant investments


Saving potential could be assessed by closely following

the manuals on settings from the autopilot provider.

DNV have carried out studies indicating

overconsumption up to 3% originating from differences

in autopilot and rudder operation.

Expected potential of 1% saving of fuel during sea passages

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8.1.5 Port operations

DNV‟s experience from past projects has shown that proper

preparation and organisation of port calls can reduce fuel

consumption and save valuable time.

For organisations where their vessels call to port on a regular

basis, adjusting their voyage speed to arrive at the right time

slot, streamlining their time in port by ensuring the right paper

work is in place and avoiding unnecessary use of equipment can enable them reduce fuel

consumption and time in port.


LNG terminals are always the same and have been

running the route for many years

In the ADNATCO fleet port cards are in use regularly

No KPI‟s on port time being used


Investigate the use of commercial systems available in the market that provide real time

information and updates to further optimize arrival times and facilitate continuous

improvement

Investigate the use of a KPI on reducing time on port


Due to the system in place already, it is not believed that many

benefits can be realised at this stage, however continuous

monitoring of port performance with the use of extensive data

available to ADNATCO-NGSCO will enable regular

benchmarking and thereby identification of any potential

improvements.

Port operations

It is not assessed that any

quantifiable savings can be

estimated related to

improved port operations.

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8.2 Ship performance

Ship performance relates to the activities where ADNATCO-NGSCO can optimise the vessel

efficiency by reducing a ship‟s drag in transit. Ship performance in the energy management

context deals with the energy that is consumed for creation of thrust from the propulsors and

the propulsion of hull through water. The aim of evaluating the ship performance is to

minimise the energy needed to make the ship move forward and to maximise the thrust

produced by the propulsors.

Ship Performance

Hull Condition

Propeller Condition

Trim and Draft Optimisation

Use of Autopilot

Sea Trials

Ship Performance - A measure of the ability to monitor and limit ship and equipment drag in

the water enabling energy efficient operations.

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8.2.1 Sea trials

Sea trials are conducted to ascertain the performance of the

vessel. Speed power trials are carried out to know the required

power for a given displacement and speed, and is a proposed

way to measure the propeller and hull condition on a regular

basis and measure the effects from a maintenance job.


ADNATCO-NGSCO does not employ any structured sea trials to assess the ship performance

as of today.

8.2.1.2 Possible solutions

A structured procedure on when to carry out speed trials and a standard template for speed

power trials will provide basis for decision support regarding the following:

Hull performance and maintenance will be done with the ambition of prolonging the

interval of first hull cleaning from dry-dock as far as possible within reasonable

performance limits not affecting energy consumption.

Planning and decision support regarding hull cleaning and propeller polishing

An established scheme for sea trials should give information on all key figures for speed

trials: speed, power input, weather, RPM, torque (if possible), and the report should include

guidance on how to conduct the test in order to calculate performance parameters in a

consistent manner.

Possible actions:

Speed trials once a year for LNG in ballast and laden for the same conditions ( time of

the year).

Measured mile tests for dry cargo and tanker fleet every six months once in laden and

ballast for the same conditions

8.2.1.3 Expected benefit

Enable to track, quantify and monitor energy saving

measures related to hull and propeller

Ensures focus of hull and propeller as large contributors to

resistance and fuel consumption

8.2.2 Propeller Polishing/Cleaning

Propeller roughness affects the total amount of energy consumed for propulsion of the vessel.

It is therefore an effective energy efficiency measure even for small relative improvements.

Propeller roughness affects the drag that each propeller blade experiences. A higher roughness

will increase the required energy to maintain the same rate of revolutions and thrust.

Propellers become rough during the operation and the roughness and possible marine fouling

of propellers has a large impact on energy consumption. Propeller polishing is generally

Sea Trials

It is not assessed that any

direct quantifiable savings

can be estimated related sea

trials

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executed by divers in the ports. For comparison of propeller roughness a standard Rubert

scale is used.


Propeller polishing is in general not done in service

Propeller polishing is generally done at every dry-dock for tankers and dry fleet

The LNG fleet is dry-docked once in 3 years and it is observed that the propellers are

coated

Propeller polishing is not done to a certain grade.

Effect of propeller polishing is not documented

Cannot measure any effects on hull fouling or propeller performance etc. (LNG Sr. Ops

Supt) i.e. no system in place to monitor effects

Based on available propeller data and empirical models, calculations have been carried out for

the Abu Dhabi III, Shah, Al Bazm, Al Samha and Al Dafrah showing the effect of increased

propeller roughness. Graphs showing the effect on daily fuel consumption for increased

roughness are given in

Figure 8-4.

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Figure 8-4 Effect of propeller blade roughness on daily fuel consumption for selected vessels

Based on previous studies and information gathered during interviews an average propeller

condition of D may be assumed for the dry cargo and tanker fleets. Many of the dry cargo and

tanker vessels are relatively new and the propellers are probably still in relatively good

condition. However, over time this will degrade if no action is taken.

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All vessels in the LNG fleet are reported to have coated propellers.


In-water propeller polishing is a well-known measure to reduce fuel consumption, however

not utilized in ADNATCO-NGSCO.

Propeller polishing should ideally be done when propeller roughness is above a set criterion,

however this may prove to be difficult to monitor. Installation of torque-meter is a way of

measuring the propeller, and the propeller roughness KPI = Torque / RPM may then be

continuously monitored.

The following actions are suggested for optimizing the propeller performance for the

ADNATCO dry cargo and tanker fleets:

In-water propeller polishing at fixed intervals of 6 months is recommended practice

Polish to grade A or B on Rubert scale to put pressure on service provider and to be sure

of effect

The effect of propeller polishing may be validated by sea trials.


The relative savings due to propeller roughness may be

applied to all sailing conditions for the dry cargo and tanker

vessels. Continuous follow up of propeller condition is

expected to enable ADNATCO to reduce the average

roughness with 2-3 steps on the Rupert scale for the two fleets.

The LNG vessels have coated propellers and the effect of

regular propeller polishing instead of coating the propellers

has not been assessed.

Propeller Polishing

It is anticipated that

regular polishing of

the propellers on

ADNATCO fleet will

save 2.5%

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8.2.3 Hull condition

A new ship will have smooth hull surface and lesser drag. As the

years of operation increases, the hull becomes rough and due to

marine fouling the drag through water will increase. Hull

cleaning is generally done during dry-docking, but hulls may

also be cleaned by e.g. ROVs or divers in between dry-docks.

Hull cleaning with brushes should be avoided as this is may

damage the coating. Use of antifouling paint may also improve the hull performance.

The ship resistance is dependent on the Froude number which is a non-dimensional ratio of

the vessel speed and length. Figure 8-5 presents the typical resistance components for a

displacement vessel, and the portion of contribution to the total resistance for a low speed and

high speed vessel

As seen, for slow-going vessels the frictional resistance is by far the largest contributor to the

total resistance, while for faster-going vessels the wave making resistance will increase and

hence represent a larger portion of the total resistance.

In order to minimize the viscous resistance and optimize the performance, it is important the

keep the hull as smooth as possible. If heavy fouling is observed, cleaning the hull will be an

important element in reducing the resistance and saving fuel.

Froude numbers of the case study ships for the ADNATCO fleet are given below.

Abu Dhabi III - Tanker @ 13,5 kn Froude value 0,14

Shah – Bulk @ 13,5 kn Froude value 0,17

Al Samha – Chemical @ 12,5 kn Froude value 0,18

Al Bazm II – Container @ 16 kn Froude value 0,22

Al Dhfrah - Ro/Ro @ 12 kn Froude value 0,19

Al Hamra - LNG Carrier @ 19,5kn Froude value 0,19

Reference values:

Low speed - VLCC @ 14,5 kn Froude value 0,13

High speed - Container (7100 TEU) @ 22,5 kn Froude value 0,21

The ADNATCO-NGSCO vessels hence range from slow to high speed.

High Speed : Wave Making Resistance accounts for ~30% of the total resistance

Slow speed : Frictional (viscous) resistance accounts for ~80% of the total resistance

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Page 54 of 151

Figure 8-5 Resistance components for a displacement vessel


8.2.3.1.1 Hull Coating:

Intersleek 700 antifouling paint is used for the LNG vessels.

The new Intersleek 900, which is claimed by the manufacturer to be self cleaning at 1-2

knots, is supposed to be applied on one vessel and benchmarked towards the other

vessels with Intersleek 700, in order to monitor the performance

In general, for the tanker and dry cargo fleets there is currently now direct strategy on

the choice of coating. Many of the vessels are rather new, with coating as applied from

the yard

LNG Vessels - Look at coating on ships but can not monitor effects of paints (Sr Ops

Supt)

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8.2.3.1.2 Hull Cleaning:

Hull cleaning is in general carried out in dry-dock. There is no common practice within

ADNATCO to carry out hull cleaning between dry-docks. The LNG vessels are in

general dry-docked every 3rd year while the dry cargo and tank vessels are dry-docked

every 5th year except the coastal vessels doing intermediate dry-docking.

Masters will observe fouling, but have no clear instructions on acceptance criteria or

actions to be taken.

Increased fouling shall be detected by operations after observations of reduced speed,

this triggering visual inspections. No clear instructions or acceptance criteria exists.

Marine growth in water belt is also observed for the Intersleek coated LNG vessels, but

the frequent dry-docking, short time in port and the expensive foul release coating

makes hull cleaning a refusing option for the superintendents. This coating is also

known to take easier damage from cleaning than other coatings.

The effect of hull roughness for selected vessels is shown in Figure 8-6 to Figure 8-8 below.

The graphs will give an indication of increase in power in case the vessel‟s hull roughness is

increased.

Figure 8-6 Estimated increase in fuel consumption from increasing hull roughness for the Al Hamra

Highly Fouled

Lightly Fouled

New Hull

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Page 56 of 151

Figure 8-7 Estimated increase in fuel consumption from increasing hull roughness for the Abu Dhabi III

Figure 8-8 Estimated increase in fuel consumption from increasing hull roughness for the Shah

Highly Fouled

Lightly Fouled

New Hull

Highly Fouled

Lightly Fouled

New Hull

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Page 57 of 151


8.2.3.3 Hull Coating:

Clear communication of products to be used and responsibility for selection of

antifouling, also between the fleets. Intersleek paints are applied to the LNG fleet only

and it is recommended to assess whether to apply this to the other fleets as well.

Testing process for evaluation of new products to give quantifiable answers of the

performance of antifouling products

Implement policy on dry-dock hull pre-treatment depending on ship age; e.g. complete

side shell grit blasting at 15 year docking

8.2.3.3.1 Hull Cleaning:

Establish procedures and criteria for when hull cleaning should be implemented.

Develop a matrix of cost including where and when hull cleaning is possible and what

systems are available

Hull cleaning should be conducted before longer transits and after longer periods at

anchorage / idling

Determine effect of hull cleaning by speed trials

Strive to use brushless systems (e.g. ROVs) in order to minimize damage on coating.

Figure 8-9 Clean ADNATCO hull in dry dock after washing

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Better control of the hull roughness and earlier detection of

increased fouling, along with established procedures and

criteria on coating selection will improve the hull condition

performance for the ANDATCO fleet

For the LNG fleet a certain regime is already established, and

combined with the frequent interval between dry-docking and

the applied foul release coating, direct measures such as

regular hull cleaning has not been proposed. However it is

important to keep the focus on hull condition, and

establishing clear procedures and decision criteria also for

this fleet. Hence a small fuel saving fraction has been proposed, based on future

development of improved coatings, and established coating selection criteria and testing

routines within ADNATCO.

Hull condition


Hull roughness

control on the

ADNATCO fleet will

save 2%

LNG coating

improvements can

save 0.5%

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Page 59 of 151

8.2.4 Draft Optimization

Viscous resistance accounts for the largest portion of the total

resistance for a typical merchant vessel. In ballast condition the

deadweight is ballast water and consumables such as fuel oil

and fresh water. By minimizing the deadweight on ballast legs

while still keeping the vessel within safety and operational

limits will lead to a possible reduction of the viscous resistance

and fuel consumption.


Approximately 50% of the sailing time for the LNG fleet, 40% for the tanker fleet and

30% for the dry cargo fleet is executed in ballast condition

Limited attention is being paid to the amount of ballast water / draft being carried on the

ballast legs

Viscous resistance accounts for ~80% of the total resistance for the low speed (Froude

number) vessels and ~65% for the higher speed vessels, and is proportional to the

wetted area.

Figure 8-10 below presents the estimated reduction in fuel consumption when comparing the

completed ballast leg with the highest draft to the one with the lowest draft for four selected

vessels, based on the received voyage reports. This comparison is not directly applicable to

fuel saving, as the ballast leg with highest draft here possibly is in harsh weather where a

large draft is imperative. However it gives an indication on the fuel saving possibilities based

on a reduction in draft.

Note that, as the Abu Dhabi III and Shah are rather new vessels with less than a year sailing

time, a larger difference in completed ballast leg drafts, hence larger estimated difference in

fuel consumption may be found for older vessels across the tanker and dry cargo fleet.

Figure 8-10 Reduction in fuel consumption from variations in draft for selected vessels

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Identification of minimum possible draft for all vessel classes by use of loading

manuals / loading computers and hull models, considering propeller immersion and safe

operations.

Development of vessel specific guideline for minimization of draft

Effects may be estimated as proportional to the change in wetted area and therefore

calculated by using known empirical methods for viscous resistance


The indicated saving potential for the three fleets in ballast are

provided for the combined effect of draft and trim optimization.

8.2.5 Trim optimisation

The water flow around a ship affects the pressure field along the hull and thereby the ship‟s

resistance. The wetted surface area, wave excitation and vortex

shedding can be minimized by trimming the vessel correctly.

The potential for reducing the fuel consumption by optimizing

the trim will be largest in off design sailing conditions as

ballast and partly loaded. A CFD study can be done covering

all relevant draft and speed conditions to get an optimum trim. A generic trim optimization

table from a CFD study of a vessel is shown in Figure 8-11 below.

Speed

Trim 1,0 0,5 0,0 -0,5 -1,0 1,0 0,5 0,0 -0,5 -1,0 1,0 0,5 0,0 -0,5 -1,0

9.0

0 -

9.7

0m

Avoid Avoid Fair Good Optimal Good Good Good Good Optimal Good Optimal Good Good Fair

8.3

5 -

9.0

0m

Avoid Avoid Avoid Good Optimal Avoid Avoid Avoid Fair Optimal Good Good Optimal Good Good

7.7

5 -

8.3

5m

Avoid Avoid Avoid Fair Optimal Avoid Fair Avoid Good Optimal Avoid Fair Good Optimal Good

13,0-15,5 knots 15,5-18,5 knots 18,5-21 knots

Dra

ft

Figure ‎8-11 : Generic results from a CFD trim optimization study

Example Example

Draft optimization


draft optimization can

achieve 2% on

ADNATCO fleet and

0.5% on NGSCO

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Page 61 of 151


There are no ship specific guidelines on what trim one should try to obtain during

ballast and part load conditions in order to reduce fuel consumption across the

ADNATCO fleets

LNG vessels are sailing on even keel in laden and ballast when entering and leaving

ports, but no specific guidelines exist for the voyage.

Trims are dictated by Master‟s experience


The optimal trim of a vessel depends on the hull lines, draft and speed. Studies of the ship

ballast tank configuration and means of varying the trim will identify the possible trim range.

Vessels with a larger portion of wave making resistance, such as the LNG fleet, will have a

larger fuel saving potential within trim optimization.

The optimal trim settings may be found for each hull by model tests or CFD calculations and

determined for a range of speeds and drafts. The trim will be set for standstill draft settings,

but calculations will account for squat effects.

Closer follow-up of the vessels and choice of trim will be important for implementation of the

measure. Defined KPI‟s for the number of voyages/days with optimum trim is a proposed

measure.

Based on a trim optimization study, trim tables and guidelines for the ADNATCO-NGSCO

fleet may be established


The indicated saving potential for the three fleets in ballast are provided

for the combined effect of draft and trim optimization.

Trim optimisation


optimizing trim on

the ADNATCO fleet

will save 3%

Optimising on LNG

will save 4%

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Page 62 of 151

8.2.6 Energy efficiency devices

Energy efficiency devices are used on existing ships to

improve the overall efficiency of a vessel by improving the

propulsion efficiency. The propulsion is a result of the

interaction between the hull, the propeller and the rudder.

The measures are in general divided into three groups:

Pre propeller measures: Improving the inflow to the propeller.

Propeller measures: Improving the efficiency of the propeller itself.

Post propeller measure: Improving the flow behind the propeller, in connection with the

rudder.

Some of these fuel saving measures are originally designed to minimize the danger of

propeller induced vibrations (pressure pulses), but do also have a favourable effect on the

propulsion efficiency.

8.2.6.1 Observation

No efficiency improvement devices are fitted to any of the ADNATCO-NGSCO vessels


Installing energy efficiency devices on vessels have been reported to give satisfying fuel

savings. If planning to install such devices on vessels, it is important to keep the following in

mind:

All proposed modifications need detailed analysis of effects on ship design and require

in many cases CFD analysis or similar.

It needs to be assessed vessel design by vessel design on what solutions are fit for

purpose and will provide the desired savings.

It is suggested to establish an overview of possible solutions and pros and cons for each

solution. An overall example of effect of different devices on different efficiency

factors are outlined in the illustration.

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Page 63 of 151

Figure 8-12 Effect on efficiency factors from different energy efficiency devices


Generic savings for installation are not possible to establish, as

there are so many different factors that needs to be taken into

account. DNV has worked with companies that have been able to

prove savings up to 5% and companies where no savings are

possible to demonstrate.

Energy Efficient

Devices

It is assessed that no

quantifiable savings

can be estimated

without further study.

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Page 64 of 151

8.3 Primary energy consumers

Energy Consumer performance relates to the activities where ADNATCO-NGSCO can

optimise the utilisation of Primary and Secondary consumers such as the engines and

electrical consumers on board the vessels.


Main engine performance

Auxiliary engine performance

Main engine performance

Boiler performance

LNG propulsion system performance

ADNATCO-NGSCO is operating a fleet of LNG (steam propulsion),RORO, Container ,Oil

tanker ,Chemical Tanker and bulk vessels that are all equipped with diesel propulsion varying

from 2550 kw to 14280 kw. The auxiliary engines in the fleet are all four stroke engines

varying from 480kw to 850 kw.

In order to provide a qualified opinion of potential improvement opportunities related to

energy efficiency for the ADNATCO-NGSCO vessels, DNV has made performance analysis

of engines and boilers and their utilization of the following sample vessels:

LNG- Al Hamra & Shahamah ( Steam Plant Study)

Chemical tanker- Al Samha

Bulker- Shah

Oil tanker- Abu Dhabi III

Container- Al Bazm

RO-RO- Al Dhafrah

DNV had an in-depth look at the operation of the diesel engines with regards to diesel engine

efficiency and utilization for conventional vessels, boiler and turbine plant efficiency for

steam propulsion vessels, auxiliary boilers and economizers performance and power

management optimization.

Primary energy consumer performance - A measure of the ability to monitor and ensure

optimal performance from an energy efficiency perspective of primary consumers (i.e. main

engine, axillary engine and boilers) on the vessel

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Page 65 of 151

Viscosity control

Improved fuel oil

performance by up to

1% for the NGSCO

fleet.

8.3.1 LNG Steam Plant Main Boiler

Viscosity and fuel pressure is instrumental in order to achieve

efficient combustion.


Fuel pressures in operation found within norms.

Viscosity readings in some reports higher than design norms (18 cSt at burner inlet).

The graph illustrates boiler fuel oil viscosity readings (Jan-2011 to March 2012 for

vessel Al Hamra. The reason for deviations could be that the viscosity meter is not

working accordingly. However it must

be assumed that the readings are correct.

In addition are viscosity readings

missing in the latest performance

reports.

The same analysis carried out for vessel

Shahama shows viscosity within the

desired interval showing good

performance for this vessel.

8.3.1.2 Possible solution

Ensure optimum combustion and reduced fouling by continuous viscosity control

Regular maintenance of viscometer and heater controls as per Maker‟s norms to

ensure that the monitoring equipment is providing accurate readings.

In case of inoperative viscometer, maintaining correct FO temperature at burner inlet

depending on density of fuel being used.


Correct viscosity control ensures optimum combustion,

reduced fouling in exhaust passages, improved fuel

consumption values.

Good viscosity control ensures optimum combustion and

based on reported values an added consumption of 1% can

be estimated.

Figure 8-13 : Boiler Fuel oil viscosity reading (Jan-2011 to Mar

2012) for vessel Al Hamra

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Page 66 of 151

Air heater performance

Improved boiler

performance by up to 0,5%

for the NGSCO fleet.

8.3.2 LNG Main Boiler Combustion Air System Air Heaters

Air heater functionality is instrumental for efficient combustion.


Parameters of Air Heaters within design norms. The graph illustrates boiler air heater

trend (Jan-2011 to March 2012).


Routine check of steam traps at Steam Air

Heater (SAH) drains to ensure optimum

operation. Use of Thermography

recommended.


Good heat transfer and reduction in energy loss.

Approximate fuel savings of 0.5 %.

8.3.3 LNG Combustion Air System Forced Draught Fans and

furnace

Furnace and windbox pressure within norms ensures correct

air/fuel ration and hence efficient combustion capabilities.

Figure 8-14 : Boiler air heater trend (Jan-2011 to Mar-2012)

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Page 67 of 151


Furnace and Windbox pressures

higher in earlier reports, more in

conformance with design values in

later reports for Al Hamra, most

probably explained with system

cleaning during dry docking.

For Shahama furnace and Windbox

pressures show a rising trend in

performance reports as shown in

Figure 8-16. Consequently, the

Forced Draught fan outlet pressures

are also higher than design values.

The recorded differential pressures at economizers are lower than can be expected.(

operational values 60-90 mm WG)

Voyage summaries show less frequency of soot blowing than should be evidenced with the

operational situation.

Causes for deviation might relate to:

Choked sensing lines of furnace and windbox transmitters.

Fouling in exhaust passages.

Defective controls in Automatic Combustion Control (ACC) of boilers.

Air loss between FD Fan discharge and windbox.

Economiser differential pr. Manometers malfunction.


Routine blowing through of transmitter sensing lines to prevent fouling.

Soot blowing operations should be carried out at least every alternate day at sea when

operating in FO and Dual modes.

Proper operation of soot blowers should be checked as per routine given by Makers.

Figure 8-15: Furnace and Windbox pressure – Al Hamra

Figure 8-16 : Furnace and Windbox pressure - Shahama

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Page 68 of 151

Combustion air

system

Improved boiler

performance by up

to 1% for the

NGSCO fleet.


Improved windbox and furnace operation will convey improved heat

transfer and reduction in energy losses. Improvement in the efficiency

of combustion by maintaining correct air-fuel ratio will result in

significant reduction of fuel consumption from existing values.

Reduced fouling will contribute to better heat transfer improving

boiler efficiency to near design values. This will convey approximate

fuel savings of up to 1%.

8.3.4 LNG Flue Gas Oxygen Content /Smoke Indicators

Proper trending and overview of O2 content and smoke in

exhaust gases are good indicators of boiler performance and

air/fuel mix.


O2 content readings of flue gas missing in 8

out of 11 reports trended for Al Hamra

indicating non-operational O2 Analyzers. For

Shahama O2 content readings of flue gas

within expected design norms.

Smoke indicator readings in all reports show readings, indicative of improper combustion and

presence of visible smoke at exhaust. Smoke indicator readings point to combustion condition

of Boiler 2 being worse than Boiler 1. (Expected readings of Smoke indicators at steady loads

is 0). Boiler smoke indicator trend for Al Hamra is presented in the graph (Jan-2011 to March

2012)


Smoke in boiler exhaust should be momentary, only during transient load changes.

O2 Analyzers to be maintained in good working condition and calibration checks

carried out as per Makers norms.

O2 content in flue gas to be monitored at all times and kept within design values of

excess air ( 7% at lower loads and 5% at higher loads)

O2 Trim control to be carried out in laden passages to eliminate excess air supplied by

ACC due to presence of N2 present in Boil-Off Gas (BOG) (start of laden voyage).

Figure 8-17 : O2 content readings of flue gas - Shahama

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Page 69 of 151

Exhaust system

Improved boiler

performance by up to 1%

for the NGSCO fleet.

Use of excess O2 curves provided by Boiler Makers to be utilized for O2 trimming. ( a

sample curve provided).Correct operation of Gas Chromatograph to be ensured,

calibrations to be done regularly.

Figure 8-18 : Sample curve of Boiler Load vs O2 content in Flue Gas


Optimum air-fuel ratio ensures the best combustion

resulting in fuel savings from present consumption

levels. Approximate fuel savings of 1%.

8.3.5 LNG Main Turbine-Performance

Efficient turbine performance is naturally instrumental for a

fuel efficient propulsion system for the LNG fleet.

8.3.5.1 Observations:

Turbine performance parameters

found within design norms and

recorded pressures indicate good

turbine condition for analyzed

vessels. Main turbine parameter

trending (Jan-2011 to March 2012)

for Al Hamra is presented in the

graphs.

Figure 8-19 : Main turbine parameter trending (Jan-2011 to Mar-

2012) – Al Hamra

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Page 70 of 151

Turbine performance

No anticipated savings

All performance parameters recorded

in reports. For Shahama HP 1st stage

temperatures are erroneously recorded

in last two analyzed reports.

8.3.5.2 Possible solution

Operation of turbine in extraction mode as much as operational circumstances permits

to obtain optimal efficiency.

8.3.5.3 Potential benefits

No expected benefits identified

Figure 8-20 : Exhaust Steam pressure Trend

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Page 71 of 151

Condenser performance

Improved performance by

up to 2% for the NGSCO

fleet.

8.3.6 LNG Main Condenser-Performance

The main condenser is the largest heat sink in the system and

performance has significant impact on energy performance.


For Al Hamra:

Condenser vacuum in latest performance

report of 19/03/2012 is -0.921 bar at SW

temp. 30 deg C. Design value is -0.9492

bar at 27 deg C. The readings are

illustrated in the graph, this indicates

potential leaks and air ingress in system.

Main condenser SW Diff. pressure is

recorded only in one performance report

of 19/03/2012 at 0.921 bar. Design value

is 0.2 bar.

Trend shows deterioration in main condenser vacuum.

The vacuum values do not conform with design values in latest reports.

Difference in SW temp between inlet and outlet is higher than the design value of 4 deg C.

Fouling of tubes, SW passages as evidenced by very high differential pressure.

For Shahama the parameters are within design norms.


Mercury Manometer, if fitted, to be maintained in good working order.

Backwash/cleaning of main condenser at regular intervals. Main condenser to be

cleaned at first available opportunity in view of excessive differential pressure.

Check for leaks causing air ingress to main condenser.

Maintain undercooling between steam and condensate in main condenser to within

3 deg C.

Maintain at least 710-720 mm Hg vacuum at main condenser.


Improvement in vacuum will result in substantial fuel

savings, since a higher vacuum results in incomplete

extraction of work and is an energy loss. Approximate

Figure 8-21 : Condenser vacuum readings – Al Hamra

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Page 72 of 151

Condenser feed system

performance



fleet.

fuel savings of 2.0%.

8.3.7 LNG Condensate Feed System

Correct operation of the condensate feed system ensures efficient

combustion performance.


Feed heater and deaerator feed outlet

temp and pressures are within norms

indicating good condition for analyzed

vessels.

Make-up water consumption to boilers

high for Al Hamra related to potentially

known problem as indicated in the graph

(green line indicate optimal

performance, yellow line tolerance level based on vessel age).


Maintain closed feed conditions.

Check and rectify leakages.

Steam trap condition to be checked by measurement of temp downstream with optical

pyrometer/thermography and overhauled as required. Work to be implemented in PMS

system as preventive maintenance routine.

Routine check of control valves to ascertain leaks past closed valves. Eg: Dump

Control valve.


Reduction in fuel consumption estimated to 1% as a

minimum

Figure 8-22 : Make-up water consumption to boilers – Al Hamra

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Page 73 of 151

LNG Auxiliary engine

utilisation



fleet in port operation.

8.3.8 LNG auxiliary engine utilisation

Electrical power in LNG vessels can be produced from either

Turbo Alternators or diesel auxiliary engines. In order to

optimise energy efficiency it is recommend to use turbo

alternators to largest possible extent.


The chief engineer can take his own initiatives on running turbo-alternators and diesel

generators.

Seemingly often two turbo alternators are run in parallel even when load is low. In

some cases the axillary diesel engines are being run in parallel with turbo alternators

running at very low loads.

This regime conveys overconsumption of energy.


Provide guidelines and follow up on turbo alternator and diesel auxiliary engine utilisation to

ensure single use of one turbo alternator and limit diesel auxiliary engine utilisation as much

as operational circumstances permit.


Based on anecdotal evidence their regime conveys an over

consumption of 12 tonnes per day. This could yield a saving of

up to 20% whilst in port manoeuvring.

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Page 74 of 151

8.3.9 Main and Auxiliary Engine Performance Management

A selection of 5 vessels were taken from the ADNATCO fleet to

provide an overview of the general performance of differing age

and type of vessels and the approach to capturing, monitoring and

following up of performance and the benefits thereto.


8.3.9.1.1 Tanker fleet

The below illustrates analysis of engine performance for Abu Dhabi III – Tanker.

Abudabhi-III

Yellow Red ME AE 1 AE 2 AE 3

Pmax 5 15 0,7 % 0,6 % 0,6 % 0,7 %

FPI 5 15 1,6 % 2,7 % 2,6 % 2,7 %

Texh 7 15 4,0 % 3,1 % 3,6 % 3,7 %

Yellow Red

Pmax 5 15 4,2 % -19,6 % -21,5 % -15,0 %

Pmax 5 15 4,8 % -19,1 % -20,7 % -14,3 %

Texh 10 20 -0,2 % 6,5 % 10,7 % 6,9 %

Yellow Red

SFOC 182,0

SFOC 3 10 1,6 % Condition acceptable

Keep attention

Investigate

Maximum combustion pressure

Exhaust gas temperature

Fuel Pump Indicator

Engine balance (compared to mean)

Specif ic fuel oil consumption - value [g/kWh]

Engine efficiency (compared to sea trial/shop test)

Fuel oil consumption

Performance results

Warning levels

29/1/2012

FO consumption increase compared to reference [g/kWh]

Results

Max corrected press. drop referred to engine reference

Corrected exhaust gas temp. increase compared to engine ref.

Average corrected press. drop referred to engine reference

Diesel Engine assessmentEngines input

Print

Figure 8-23Analysis of engine performance for Abu Dhabi III – Tanker

It was expected that a new vessel would demonstrate good overall performance and this

serves to illustrate that the current situation is good but will not continue and hence, even with

new vessels it is important to continuously monitor performance to ensure optimal

performance is maintained and any reduction can be spotted and dealt with as early as

possible.

The diesel engines of the ship are in general performing well. One should however keep an

eye on the exhaust gas temperatures of AE 2 as these are above what is considered acceptable.

The condition is not critical, but should be adjusted and/ or kept under surveillance.

8.3.9.1.1.1 Main engine specific fuel oil consumption SFOC

The specific SFOC shows an increase of 2.2% from shop trial data. This is as expected for a

“new” ship as shop trials are performed under optimal conditions. However as the ship ages

there will be a tendency for degradation of SFOC and if not monitored and followed up

regularly, this development will not be kept under control and lead to reduced fuel efficiency.

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Page 75 of 151

8.3.9.1.1.2 Main Engine Balance

The cylinder balance is good and well within limits of a good performing engine.

Main engine cylinder balance overview

(% difference from test average values)

-20,00 %

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

20,00 %

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Pmax

-20,00 %

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

20,00 %

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance FPI

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Texh

Close

Figure 8-26 : Main engine cylinder balance overview (Pmax, FPI and Texh)

Figure 8-24 : Main Engine SFOC comparing with ship trials Figure 8-25 : Main Engine SFOC at sea (Aug 2011 – Mar 2012)

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Page 76 of 151

8.3.9.1.1.3 Main Engine Performance

The overall engine performance is good. There is a slight drop noted on the scavenge air

pressure which can be monitored in order to prevent further decrease in the pressure. Pmax is

slightly lower than for shop trials, but presently insignificant.

Figure 8-27 : Main engine performance

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Page 77 of 151

8.3.9.1.1.4 Auxiliary Engines Balance

The DA balance is good for all three engines as is illustrated below.

Aux Engine #1 cylinder balance overview

-20,00 %

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

20,00 %

1 2 3 4 5

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Pmax

-20,00 %

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

20,00 %

1 2 3 4 5

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance FPI

-15,00 %

-10,00 %

-5,00 %

0,00 %

5,00 %

10,00 %

15,00 %

1 2 3 4 5

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Texh

Close

Figure 8-28 : Auxillary engine balance (Pmax, FPI and Texh)

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Page 78 of 151

8.3.9.1.1.5 Auxiliary Engine Performance

AE1 is performing well. A slight increase in exhaust gas temperatures noted which should be

monitored and kept under control.

Figure 8-29 : Auxillary engine #1 Performance

AE2 in general is performing well. The exhaust gas temperatures of AE 2 are slightly high,

approximately 11% above shop trials. Read in conjunction with other parameters, there are

indications that both the scavenge air pressure and the Pmax have slightly increased. It is

recommended to establish reasons for the increased scavenge air and Pmax pressures.


DET NORSKE VERITAS



Page 79 of 151

AE3 is performing well. A slight increase in exhaust gas temperatures noted which should be

monitored and kept under control.


8.3.9.1.2 Bulk

The Shah could not be fully analysed as there was only access to the sea trial data. This data is

insufficient in terms for a thorough analysis, however it can be used to give an indication of

the engine performance.

Shah


Pmax 5 15 1.1 % 2.0 % 1.1 % 1.8 %

FPI 5 15 0.0 % 0.0 % 0.0 % 7.2 %

Texh 7 15 2.6 % 4.1 % 4.0 % 5.3 %

Yellow Red

Pmax 5 15 13.0 % -33.2 % -26.3 % -27.4 %

Pmax 5 15 14.0 % -30.6 % -25.1 % -25.2 %

Texh 10 20 -0.1 % -16.7 % -9.5 % -4.7 %

Yellow Red

SFOC 160.5

SFOC 3 10 #DIV/0! Condition acceptable

Keep attention

Investigate

Performance results

Warning levels

12/30/2011


Results




Diesel Engine assessment



Fuel Pump Indicator





Engines input

Print

Figure 8-32 : Analysis of engine performance – Shah

The main engine has been analysed to the extent possible, although only two reference loads

were tested on sea trial. Only AE 3 was tested on the sea trials, although no analysis was

possible except from the exhaust gas temperatures. The main engine is low on Pmax. This

should be investigated and corrected.

Typically, a pressure drop of 10 bars equals 2% overconsumption of fuel. The SFOC from the

ship indicates a lower SFOC than calculated for the sea trial by 8.2%. This is not expected.

The on board SFOC calculations/ measurements should be investigated for errors. The AE 3

DET NORSKE VERITAS



Page 80 of 151

does show slight imbalance with the FPI. This could be an erroneous reading, but should be

investigated and mitigated if required.

8.3.9.1.3 RORO

It is registered that the performance test has been carried out at 50% load.

Figure 8-33 : Ro-Ro engine performance test

Best practise for engine performance testing, especially for 4-stroke engines, is between 80-

95% of MCR.

The deviations are generally too large, but this can typically be related to the low load on the

engine. To achieve a useful and comparable test result, the engines should be tested at a

higher load. Engines running on low load can often be “all over the place”, but will settle

down once properly loaded up.

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8.3.9.1.4 Container

The below is an analysis for Al Bazm II

Al Bazm II


Pmax 5 15 3.1 % 6.1 % 2.3 % 3.7 %

FPI 5 15 1.8 % 0.0 % 2.0 % 0.0 %

Texh 7 15 3.2 % 9.5 % 3.2 % 2.9 %

Yellow Red

Pmax 5 15 -5.4 % -8.3 % -16.3 % #DIV/0!

Pmax 5 15 -2.2 % -2.1 % -13.6 % #DIV/0!

Texh 10 20 -0.1 % 10.7 % 9.6 % 12.0 %

Yellow Red

SFOC 184.6

SFOC 3 10 5.6 % Condition acceptable

Keep attention

Investigate

Performance results

Warning levels

1/23/2012


Results




Diesel Engine assessment



Fuel Pump Indicator





Engines input

Print

Figure 8-34 : Engine performance result – Al Bazm II

The main engine results indicate there is an overconsumption of 5-6% compared to shop

trials. This should be investigated and mitigated. It is as a minimum, recommended, to keep

an eye on the consumption.

AE 1 is showing signs of cylinder imbalance and high exhaust gas temperatures. There is also

a slight decrease in combustion pressure compared to the test bed results. This is

recommended to be kept closely monitored and to take corrective action.

8.3.9.1.4.1 Main engine specific fuel oil consumption SFOC

A increase in the fuel consumption compared to the shop trials. Same can be assigned to the

conditions, but this should be kept closely monitored and trended to avoid further increase in

the fuel overconsumption.

Figure 8-35 Main Engine SFOC with shop trial

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8.3.9.1.4.2 Auxiliary Engine Balance

The cylinder balance is above recommended limits, and should be investigated and corrective

actions initiated.

Aux Engine #1 cylinder balance overview

-20,00%

-15,00%

-10,00%

-5,00%

0,00%

5,00%

10,00%

15,00%

20,00%

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Pmax

-20,00%

-15,00%

-10,00%

-5,00%

0,00%

5,00%

10,00%

15,00%

20,00%

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance FPI

-15,00%

-10,00%

-5,00%

0,00%

5,00%

10,00%

15,00%

1 2 3 4 5 6

% d

iffe

ren

ce

fro

m m

ea

n

Cylinder #

Balance Texh

Close

Figure 8-36 : Auxillary engine #1 balance Overview

8.3.9.1.4.3 Auxiliary Engine Performance

AE 1 is showing increased exhaust gas temperatures. Although not critical, especially

cylinder one should be kept under surveillance.

The scavenge air pressure is somewhat high, which could be an inaccuracy in the pressure

gauge. Pmax is good, and indicates a sound engine overall.

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Figure 8-37 : Auxillary engine #1 performance


It is recommended that the SFOC is trended to keep the development under control.

Changes towards a further increase should be mitigated.

The SFOC is a good overall parameter for the engine performance but does not give

any details on the reason for any changes in the engine. The tracking of diesel engine

performance and the collecting and trending of results s recommended for defined

engine parameters.

The benchmarking between vessels on SFOC and % deviation from baseline of the

engine parameters should be established. The following checks are recommended to

be carried to correct the anomalies noted in the above vessels.

There needs to be a harmonised process related to engine analysis regarding loads,

weather and other prerequisites.

There should be institutionalised and ideally automated trending and analysis of

performance test.

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Main and auxiliary

engine performance

For majority of the

ADNATCO fleet currently

limited savings potential.

Long term effect:

3% savings on

main engine

performance

5% savings on

auxiliary engine

performance


Based on development of the new vessels and status of the older

vessels in the fleet it can be stated that currently the savings

potential related to better follow up of engine performance is

limited. However, as has been illustrated, efficient trending

altering the organisation of substandard performance in the fleet

is not evident. This will over time convey degraded performance

and decreased fuel efficiency. Based on the analysis a long term

effect of neglecting these aspects will constitute

overconsumption of fuel as indicated below.

Effective control on the main engine performance and

timely corrective measures on deviation to ensure the

optimum performance can give an estimated

improvement potential of 3% in fuel savings across all

the ADNATCO fleet.

Effective control on the auxiliary engine performance and timely corrective measures

on deviation to ensure the optimum performance can give an estimated improvement

potential of 5% in fuel savings across all the ADNATCO fleet.

By ensuring optimal performance of the main and auxiliary engines, breakdowns and

excessive wear will be avoided impacting in a positive way on maintenance costs.

8.3.10 Auxiliary Engine Utilisation

Optimised auxiliary engine utilisation influences hugely the

fuel consumption as well as maintenance aspects related to the

engines. Analysis have been carried out based on reported data.


Auxiliary engine utilisation is difficult to follow up but based on the data provided an

analysis of running hours can indicate many generators online simultaneously.

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Figure 8-38 : Auxillary engine utilization –Al Dhafrah, Al Samha, Al Bazm, Abu Dhabi – III, Umm Al Lulu, Bani Yas

It can be seen that the average engine load over a period of 1 year is varying 40% to 65%

overall in the fleet. There could be multiple reasons for this however the most plausible would

be that the settings in the power management system are not optimised. Seemingly limited

follow up from an efficiency point of view on running hours of auxiliary engines or total

produced kWh. kWh meters are not installed on auxiliary engines and thus makes it

impossible to follow up actual utilisation.

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Auxiliary engine

utilisation

10% improved fuel

performance for

auxiliary engines in

ADNATCO fleet

Analysing the total power production per engine, it can be seen that engines have been

operating at loads below optimum level (around 80% in general) despite guidance on how to

utilise auxiliary engines in SMS documentation.


Phase 1 – No kWh meters installed

Institutionalise reporting of auxiliary engine running hours related to mode of

operation.

As for as operational circumstances permits the auxiliary engines should be operated

at loads higher than 75%.

Utilise the reporting tool to benchmark results where results are communicated back to

the vessel

Update SMS information to ensure consistency.

Phase 2 – upgraded PMS system and/or kWh meters installed

Improved management of auxiliary engines

Possible to monitor actual utilisation and benchmark results

The power management system utilization shall be at the optimum level.


For every 1% increase in load factor of the engines from 50%,

there is a realised benefit of a better SFOC - Thus maintaining

the average engine utilisation at 80% compared to current

50% whenever possible correlates to an 18% fuel saving per

hour from the 50% FO cons figure. This is however data

Figure 8-39 : Auxillary Engine Load

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Page 87 of 151

based on the reported monthly reports system and it is strongly dependent on the

accuracy of the tank sounding systems for the day tanks to determine the specific fuel

oil consumption.

In addition realising the full effect is not realistic, however an improvement in the area

of 5% to 10% should be achievable.

8.3.11 Auxiliary Boiler utilisation and Performance

The auxiliary boiler provides heat to the ship system as

required. Heat is provided by the auxiliary boiler system and

the economiser utilising exhaust gas heat. It should be the

ambition to maintain the consumption of the auxiliary boiler at

a minimum level and utilise the economiser “free” energy to

the largest possible extent.

8.3.11.1 Observation:

There are no performance analysis for

auxiliary boilers that can be used for

analysis of efficiency of boilers in the

fleet.

Boiler consumption for tanker vessel

Abu Dhabi III is illustrated in the

graphs.

8.3.11.2 Possible Solutions

In order to ensure optimal boiler performance it is suggested to institutionalise the following

To maintain as high a vacuum as possible in the COPT condensers to minimize the

fuel consumption

To ensure the boilers operate at loads higher than 60% during the discharge operations

for tanker fleet.

Boiler combustion and feed water treatment shall be maintained as per maker‟s norms

Maintaining the boiler feed water temperature at the recommended level

Effective utilization of the boilers by means of training

Figure 8-40 : Auxillary Boiler AV Cons/day - Discharge

Figure 8-41 : Auxillary Boiler AV cons/day - Ballast

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Auxiliary boiler

utilisation and

performance

1.5% improved fuel

performance in the

ADNATCO fleet

Ensure that only economizer is used during sea passage as primary source for heating

unless additional cargo heating is required.

The vessel shall aim at minimise utilisation of boiler in port and idling.

For cargo require heating the vessels shall to closely monitor cargo temp / air temp / sea water

temp and expected sea water temp / air temp en route for better planning of cargo heating.

The ambition shall be to use only one boiler (at full capacity) for cargo heating rather than

running two boilers at a reduced capacity. Close liaison on board the vessel between

engine/deck when heating coils are being shut/throttled in order to avoid “steam dumping” in

the condenser.

If there is no instruction to maintain cargo at the loaded temperature and to only meet

discharge temperature requirements, then temperature can fall to about 5-10 deg C above

melting/pour point and then cargo to be gradually raised to discharge temperature prior

vessel's arrival (always to be decided together with operator).

Above to be evaluated in connection with cargo characteristics (viscosity, pour point, melting

point cloud point, etc) and any other heating instruction given.


Reduction in fuel consumption approx. 1 to 1.5% for all

the above solutions combined.

8.3.12 Economiser Performance

As described above the economiser utilises “free” heat available

to optimise energy performance by minimising need for auxiliary

boiler utilisation.

8.3.12.1 Observation

The monitoring parameters are pressure drop and

temperature difference between the inlet and

outlet of the economiser. Present status indicate

good performance and no deviations noted

except for vessel Al Bazm, where the pressure

drop across economizer is beyond limits

indicative of faulty manometer as indicated in Figure 8-42 : Economizer Performance

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Economiser performance

No benefits expected

the graph.


Regular cleaning of the economisers when pressure drop increases to 80 to 90 mm

water gauge.

8.3.12.3 Benefits

As indicated the economiser in general seem to be in

good working condition.

Ensuring clean economiser will convey overall

improvement in plant efficiency and main engine fuel

consumption decrease due to clear exhaust passages

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8.4 Secondary energy consumers

DNV defines secondary consumers as all electrical equipment supplied from the main

electrical switchboard.

Secondary Energy Consumer

Thruster operations

Cargo operations

Ventilation, HVAC, lights

Insulation & energy losses

Water productions

Incinerator

Etc.

The major electrical consumers on board a typical vessel in the ADNATCO fleet for which

the motor power is more than 30 kw are as follows:

Ballast Pumps

Main sea water pumps

Low temperature cooling water pumps

Fire & GS pumps

Tank cleaning pump ( Chemical tanker)

Fixed gas free fan ( chemical tankers)

Ventilation fans

Steering gear pumps

Hydraulic power packs

Air compressors

However, it was chosen to focus on two major subjects in this chapter based on observations

and input from ADNATCO-NGSCO personnel through interviews and workshops;

Secondary consumers optimum utilization and best practices

Variable Frequency Drives for consumers greater than 30 kw.

In addition are implementation of low energy appliances addressed in this chapter.

Secondary consumer performance - A measure of the ability to monitor and ensure optimal

performance from an energy efficiency perspective of secondary consumers (e.i electrical

consumers) on the vessel

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8.4.1 Secondary consumers utilisation and good practices

Ensuring that all secondary consumers are operated at the most

energy efficient is instrumental and achieved by guiding manuals

combined with repeated awareness campaigns and focus on

superintendent and management vessel visits.


There is currently limited guidance on handling of secondary energy consumers from

an energy efficiency point of view in ADNATCO-NGSCO manuals.


Initiate awareness campaign and establish guiding material to ensure optimal energy

performance of secondary consumers.

Regime can address for example:

Demand controller for the air compressors to be checked for optimum start and stop

pressures

Regular cleaning of condensate traps of air compressors

Isolation of redundant lines to prevent leakages.

Volumetric efficiency of the compressors to be monitored and maintained

Air intake filter for compressors to be regularly cleaned

HVAC system cold air return filters from accommodation and cabin spaces to be

regularly cleaned.

Insulation damage for hot and cold lines to be monitored and rectified to prevent heat

loss and heat ingress.

Regular cleaning of steam traps.

Regular monitoring of air, water, fuel and steam leakages and rectification of same

KWH meters can be fitted on the

consumers for close monitoring of

energy production versus

consumptions and deviations from

the load balance prescribed by the

builders.

Regular cleaning of atmospheric

condenser

Energy baseline for the various consumers to be established for various modes of

vessel operation and same to be monitored.

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Page 92 of 151

Secondary consumer

performance

2% improved fuel

performance for

secondary consumers

(auxiliary engine fuel

consumption) for the

ADNATCO-NGSCO

fleet.


Institutionalised improved practices conveys optimum

utilisation of equipment and reduced maintenance

costs

Exact benefit figures are hard to predict, but is

expected to be up to 2% based on DNV experience.

8.4.2 Variable speed drives

Energy can be saved by using frequency converters or variable

speed drives:

Variable frequency drives (VFDs, variable speed drives,

VSDs) allow a motor‟s speed to be varied electrically instead

of by mechanical means. A variable speed drive often uses

less energy than an alternative fixed speed mode of operation.

Fans and pumps for example, provided that the consumer

output requirements vary in various modes of operation or depending on ambient conditions.

e.g. SW and FW pumps and engine room fans.

Another feature with VSD is the soft start option which leads to lower maintenance cost and

longer motor life. The variable speed is not only beneficial related to lower energy

consumption, but can be an effective way of protecting equipment in stand-by mode i.e.

steering gear and hydraulic power packs .

The price for VFD has reduced dramatically the last few years and are now becoming a

realistic option also for retrofit solutions.


It has been observed that ADNATCO-NGSCO has not used

VSD or frequency drive solutions in the fleet. The below

listed equipment are potential ones where the variable speed

drives can be installed.

Ballast Pumps

Main sea water pumps

Low temperature cooling water pumps

Fire & GS pumps

Tank cleaning pump ( Chemical tanker)

Fixed gas free fan ( chemical tankers)

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VSD/frequency converter

2% improved fuel

performance for

secondary consumer

(auxiliary engine fuel

consumption) for the

ADNATCO-NGSCO

fleet.

Ventilation fans

Steering gear pumps

Hydraulic power packs

Air compressors


Investigate applicability of retrofit of frequency/VFD solution on larger consumers.

DNV experience shows that it is difficult to provide a sound return on investment on

smaller consumers and hence does not at this stage advocate a solution or a saving

related to this area. However DNV are in discussion with a vendor claiming to have

significant progress in this aspect and claim sound return on investment estimations on

smaller consumers proven in the Cruise industry where smaller consumers are

abundant. DNV will monitor this development and share experiences with

ADNATCO-NGSCO enabling further development within this area.


The graph shows the pay-back time for the investment on VSDs for specific applications. It

follows from the affinity laws that reducing motor speed to 50% results in a power

consumption drop up to 15%. For certain modes of operation, the saving can be as much as

50% according to

manufacturers.

It is much more economical to

put VSDs on high power

motors as illustrated. The graph

shows clearly that pay-back

time for motor of 90 kW is less

than 1.5 year as compared to

about 5.5 years for motor of 45

kW.

It is assumed that VSD will

decrease the power

consumption of the motor by 10-30% considering the operational

profile conveying reduced fuel consumption on auxiliary engines

of about 2%.

In addition motor maintenance cost is expected to be reduced and

motor life is expected to increased.

Figure 8-43 : Cost Benefit Analysis for VFDs

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Low energy appliances

0.5% improved

auxiliary engine fuel

consumption for the

ADNATCO-NGSCO

fleet.

8.4.3 Low energy appliances

To reduce energy consumption on smaller systems, hotel

equipment and lightning an option is to shift to low energy

appliances. This has been done with success by other operators.

It needs to be assessed how the life expectancy of the

equipment will effect total life cycle cost, but in this assessment

include energy and potential water consumption as well as

technical quality.

8.4.3.1 Observation:

No indication of energy efficient lighting and practice of controls used for various

lighting systems.

8.4.3.2 Potential Solutions:

Energy efficient lighting can be explored.

Potential for intelligent lighting in the public spaces and cabins.

Best practices to be established for the switching on/off the lights for the various

spaces.

Low energy appliances in hotel.


The fuel saving for all the above solutions put together

should be around 0.5%.

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8.5 Fuel Management

Fuel Management is fuel related activities which ADNATCO-NGSCO undertakes prior to,

during and post bunkering operations. Risk management, cost, operational efficiency, and

compliance with regulatory requirements are all important aspects of Fuel Management.

Six improvement areas have been identified based on reviewed documents and procedures

pertaining to ADNATCO-NGSCO fuel management and bunkering operations as well as

interview sessions and an on board visit.

Fuel Management

Understanding fuel specifications

Fuel ordering, purchasing,

documentation and responsibilities

Systematic benchmarking of fuel

quantity

Reduce Statutory/Environmental Risk

Systematic Fuel Quality Testing and

Understanding of Fuel Parameters

Fuel Training

These six improvement areas are not covering all the aspects of ADNATCO-NGSCO‟s fuel

management, but it has been identified as the most critical areas to explore in order to mitigate

risk and be more fuel efficient.

All the initiatives detailed below are considered to apply in all operational modes.

Bunker operations from purchasing to consumption

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Figure 1 illustrates where ADNATCO-NGSCO stands in comparison to industry average in

the six identified improvement areas.

8.5.1 Understanding fuel specifications

The third edition of the ISO 8217 Standard was completed and published in November 2005

while the fourth edition was released in June 2010.

The revised standard contains amendments to the ISO RM (Residual Fuel) and DM (Distillate

Fuel) grades. In addition, 12 informative Annexes have been added to the revised standard,

including amongst others information about the newly introduced parameters, ignition/

combustion properties and interpretation of

test results.

Selection of the correct fuel grades for

each vessel is an important part of fuel

management.


There appears to be an inconsistent

understanding of the ISO 8217 Standard in

ADNATCO-NSGCO. Different

terminologies are being used for fuel

grades within the organization.

ADNATCO-NGSCOhas done a study and

RMA RMB RMD RME

10 30 80 180 180 380 500 700 380 500 700

Kinematic viscosity at 50 °C (b) mm²/s max. 10.00 30.00 80.00 180.0 180.0 380.0 500.0 700.0 380.0 500.0 700.0 ISO 3104

Density at 15 °C kg/m³ max. 920.0 960.0 975.0 991.0 991.0 991.0 991.0 991.0 1010.0 1010.0 1010.0 ISO 3675 or ISO 12185 (see also 7.1)

CCAI max. 850 860 860 860 See Annex B

Sulfur (c) mass % max. ISO 8754 (see also 7.2)

Flash point °C min. 60.0 60.0 60.0 60.0 60.0 60.0 60.0 60.0 60.0 60.0 60.0 ISO 2719 (see also 7.3)

Hydrogen sulfide (d) mg/kg max. 2.00 2.00 2.00 2.00 IP 570

Acid Number (e) mg KOH/g max. 2.5 2.5 2.5 2.5 ASTM D664

Total Sediment Potential mass % max. 0.10 0.10 0.10 0.10 ISO 10307-2 Procedure A

Carbon‎residue‎–micro‎method‎ mass % max. 2.50 10.00 14.00 15.00 18.00 18.00 18.00 18.00 ISO10370

Pour point (upper) - winter quality (f) max. 0 0 30 30 30 30 30 30 30 30 30 ISO 3016

Pour point (upper) - summer quality max. 6 6 30 30 30 30 30 30 30 30 30 ISO 3016

Water Volume% max. 0.30 0.50 0.50 0.50 0.50 0.50 0.50 0.50 ISO3733

Ash mass % max. 0.040 0.070 0.070 0.070 ISO6245

Vanadium mg/kg max. 50 150 150 150 IP 501, IP 470 or ISO 14597 (see also 7.8)

Sodium mg/kg max. 50 100 100 50 IP 501, IP470

Aluminium plus silicon mg/kg max. 25 40 40 50 IP 501, IP 470 or ISO 10478 (See also 7.8)

a This category is based on previous distillate DMC category specified in ISO8217:2005, Table 1

b 1 mm2/s = 1 cSt

c The purchaser shall define the maximum sufur content in accordance with relevant statutory limitations. See Clause 0.3 and Annex C

d Due to reasons stated in Annex D the implementation date for compliance with the limit shall be 1 July 2012. Until such time, the specified value is given for guidance

e See Annex H

f Purchasers shall ensure that this pour point is suitable for the equipment on board, especially if the ship may operate in cold climates

mg/kg Used lubricating oil (ULO): Zinc

Phosphorus

Calcium

60

100

60

IP 501 or IP 470Ca > 30 and Zn > 15

or

Ca > 30 and P > 15

0.50

0.150

450

100

°C

2.5

0.100

350

20.00

870 870

Statutory requirements

2.00 2.00

2.5

0.10

RMK

Catagory ISO-F-

RMG Test method reference Unit LimitCharacteristics

0.10

Figure 8-44 : Best Practice Benchmark – Fuel Management

Figure 8-45 : Fuel specification standard ISO 8217

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Fuel Specification

It is not practical to

estimate a benefit for

this activity but the

impact of enhanced

awareness is significant.

is now using 180 grade fuels instead of the 80 grade fuel which were previously being used by

the RoRo vessels. Evaluation of specifications for other vessels has not been done.

There is uncertainty on how to differentiate between commercial and statutory requirements

within the different departments.


Introduce standard terminology and references to ISO 8217:2010 standard throughout the

organization and incorporate knowledge as an integral part of the entire bunker chain.

Have a holistic approach to evaluating specifications for each vessel. Most often, 380 grade

fuels are „no better' than 500 grade fuels, with the latter being cheaper. A general policy

should be to use the highest viscosity possible with respect to the heating capability and

centrifuge capacity of the total fuel system. In fact, marine engines are designed to operate on

high viscosity fuel oils which (provided they are not contaminated) will often need less

consideration than operation on distillate fuels.

The fuel quality requirements of each engine and the storage and fuel treatment plant

requirements for each vessel should all be reviewed, and a suitable grade should be selected

from the ISO 8217 Standard which gives parameters nearest to these requirements.

The fuel purchasing department must use the fuel specifications for each vessel when seeking

quotations. If suppliers are not able to provide the quality required, it may be necessary to

accept an alternative grade. The purchase and technical department should discuss these

points and agree on a line of communication if the buyer is in any doubt regarding fuel

quality. However the technical department will also need to acknowledge that at certain times,

the buyer will need to negotiate on price and quality depending on availability.


Introducing standard terminology and references to the

specification would lead to a better understanding of the

quality requirement and quality ordered for each vessel

throughout the organisation.

Figure 8-46 : Fuel – Evaluate Specifications

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Page 98 of 151

This allows ADNATCO-NGSCO to set clear responsibilities within the organization

as well as with external parties like charterers and suppliers.

Reviewing the specifications for each vessel would result in greater flexibility while

ordering fuels and the use of cheaper fuels. There would also be flexibility to bunker

at different ports and avoid delays in case of non- availability of a specific grade in

certain ports.

8.5.2 Fuel Ordering, purchasing, documentation and responsibilities

Over the years, the problems encountered by ship owners and operators in the procurement

and use of marine fuels have not diminished. To mitigate the risks of getting poor quality fuel

or quantity discrepancies, as well as overpaying for the fuel, a good bunker purchasing routine

is vital. In addition, the follow up of each delivery is important as well, in order to monitor

the quality and compliance of each fuel that will eventually be consumed on board.


ADNATCO-NGSCO lifts most of their fuel off the port of Fujairah. This was not the case a

few years ago when ADNOC supplied marine fuels in Abu Dhabi and Fujairah, with superior

fuel quality and no quantity discrepancies.

The suppliers that are now used by ADNATCO-NGSCO worldwide come from an approved

list of suppliers and brokers provided by ADNOC. The list consists mostly of brokers, and

there are only a few physical suppliers from the port of Fujairah. It is not certain how often

the approved list of suppliers is updated and by what means.

There is no other benchmarking mechanism in place to rate the suppliers. Suppliers that have

delivered off spec fuel will be

tagged in the purchasing system,

but the internal results or data

analytics from current fuel

management partner is not utilized

to continuously assess the fuel

quality of these suppliers.

There is a tender system in place

for each fuel purchase. This tender

system is not catering to the

volatile and competitive market,

and it jeopardizes the possibility to

arbitrate the best suppliers at the

lowest cost. Suppliers or brokers receiving the tender will only have a few hours to reply, and

the deadline was observed to be during lunchtime, local time. If more than one broker is used

in this tender system, the physical supplier may hold the advantage and raise the fuel price

since there are several brokers asking the same supplier for the same nomination.

The supplier‟s terms and conditions are not clear to all departments. Ships staffs are not

aware of the binding commercial sample location and sample bottles, and some departments

are not aware of the timeline for issuing claims.

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Page 99 of 151

Fuel Ordering

It is estimated that

2% can be saved

across ADNACTO-

NGSCO fleet

Follow up actions are primarily in the hands of the superintendents, even with density

shortliftings. There are, however, many overlapping responsibilities in the entire bunker

operations with no clear guidelines.


Go through a RACI (Responsible,

Accountable, Consulted and Informed)

process to map up responsibilities from

pre-bunkering to post bunkering routines.

Use data analytic tools from fuel testing

companies to map up the reputable

suppliers instead of only relying on a list

of approved brokers and suppliers from

ADNOC

Have all the affected departments and

ship staffs understand the supplier‟s terms and conditions in order to be prepared for issues

relating to ADNATCO-NGSCO fuel deliveries.

Provide more time and flexibility when purchasing fuel oil from

brokers/suppliers, and avoid deadlines. Choose only one broker for

each nomination and possibly a few physical suppliers as well, but

avoid using many brokers for the same nomination as this may cause

supplier to hike their prices.


There will be clear mandates and responsibilities throughout

the organization with a RACI in place as well as clear bunker

purchasing guidelines. The workload in each department will

also be reduced when only the necessary claims are pushed by

the responsible department.

Best practice purchasing routines will result in savings and better service in a volatile

and competitive market. With the annual fuel quantity that is purchased by

ADNATCO-NGSCO, savings can reach an estimated USD 10-

20 million a year. (equals 2 – 4% of total fuel bill)

A better understanding of the supplier‟s terms and condition, as

well as using data analytics will send signals to the suppliers and

market that ADNATCO-NGSCO are quality focused.

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8.5.3 Systematic Benchmarking of Fuel Quantity

Bunkers are typically the largest contributor to the operational costs of a ship, with the

physical transfer of fuel often taking place thousands of miles away from the contracting

offices. As neither the buyer nor the seller is present to witness the bunker quantity transfer

and sampling procedures on board, any post-

delivery investigation on quantity shortages is

usually futile and inconclusive. Protests,

demurrages, physical shortages, legal fees,

management time, inconvenience and stress add

to overall costs.

Fuel disputes which are more likely to come to

the attention of solicitors, P&I Clubs and

underwriters are usually centred on quality

parameters rather than quantity as the associated costs are likely to be higher. Following

proper sampling procedures and documentation is of utmost importance during any

bunkering.


Inadequate benchmarking of actual quantity received. Large differences (up to 100MT)

between vessel received quantities and bunker tanker supplied quantities have been reported

on ADNATCO-NGSCO vessels.

In many cases, differences are not

brought to the attention of the

office as both the ship and barge

crews attempt to settle bunker

quantity disputes between

themselves by adjusting the bunker

figures

Taking and sealing of commercial

samples taken by the supplier are

usually not witnessed by the ship

staff. Supply vessel measurements

and sampling are sometimes not

witnessed due to unavailability of

safe access. Very often ship staff do

not have the time to witness the activities on the barge as they are involved with various other

activities on board like receiving stores/lubes, repairs, workshop personnel etc during the

short stay.

Surveyors “accepted by all parties” (which is usually the supplier‟s “preferred” surveyor) are

appointed for bunker quantity surveys.

It is not possible to follow-up on claims without adequate documentation

There is no benchmarking of the actual quantities on board the vessels.

Figure 8-47 : Fuel quantity received – adjusting figures

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Educate ship staff on the importance of witnessing bunker tanker measurements and sampling

procedures and reporting the actual quantities received.

Ship staff will not be familiar with the “Tricks of the Trade”. It is important to assist ship staff

by appointing truly independent surveyors that have the training, experience and integrity to

address a number of interrelated issues. Surveyors should follow proper surveying procedures

and ensure that correct petroleum measurement and sampling criteria are followed. Surveyors

appointed should report the actual figures and not adjust figures on site and be able to

objectively identify problems and concerns and provide all relevant details to the client.

Safe access for boarding the supply vessel should be provided for enabling ship staff/surveyor

to witness the Supply vessel measurements and sampling.

Quantification is also about uncovering discrepancies in density and water content. Roles in

the organization should be defined to follow up on claims including density shortliftings.

In the future, it may be required to investigate potential of flow meters in delivery routines.

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Benchmarking Fuel

Quality

It is estimated that 1%

can be saved across

ADNACTO-NGSCO

fleet


Avoiding settling of quantity disputes on board by adjusting

figures and reporting actual figures to the office is essential for

benchmarking quantity and consumption more accurately.

Use of independent surveyors following proper surveying

procedures, who are familiar with the “Tricks of the Trade”

will reduce the quantity discrepancies.

Proper documentation will also help with follow-up on

quantity and quality claims.

Considering 30 vessels in the fleet, each bunkering 6 times a year and losing 20 MT

per bunkering, estimated savings would be 30x6x20x700=2,520,000 USD/year.

More importantly, this will send signal to suppliers and the market that

ADNATCO/NGSCO are quality and quantity focused and eventually lead to a

reduction in disputes.

8.5.4 Reduce Statutory and Environmental risks

It is becoming more difficult to keep up with new and upcoming fuel regulations. Even with

MARPOL Annex VI fuel

requirements that have been

in place since 2005, many

vessels are still sailing with

non-compliant documents

and procedures on board.

Enforcement and controls

with regards to MARPOL

Annex VI requirements will

step up, especially in

Europe and in the US, so it

is important to understand

and to be compliant with

current and upcoming fuel regulations in order to avoid costly detentions in the future.


No ADNATCO-NGSCO vessels have been detained due to MARPOL Annex VI or European

Commission Directives 1999/32/EC and 2005/33/EC to date. There are, however, vessels

carrying non-compliant statutory documents.

Change-over procedures have not been re-evaluated since the new ECA sulphur limit was

reduced to 1.00%, and there are no test results available to verify correct change over

procedures.

Notification to the flag state and port state are not prepared when sample location or sample

equipment is different from the requirements under MARPOL Annex VI. In addition, no

notifications are prepared when the commercial test results indicated non-compliance.

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Statutory and

Environmental Risk




impact of enhanced

awareness is significant.

There are no agreement in place between ADNATCO-NGSCO and the suppliers/brokers

when it comes to the supplier‟s responsibilities if the official MARPOL Annex VI sample is

verified by the authorities.

Statutory and regulatory updates are mainly provided by the agents. No one is responsible for

collecting all the updates and information and distributing it internally in a clear and

understandable way.


Implement routines for collection,

registration and documentation of

Notifications catering to statutory needs.

Verify on a few vessels that compliant low

sulphur fuel oil is being consumed after

completion of change-over, and to make

sure the change-over procedures are

updated to cater to the lower sulphur

limits.

Have a standard clause to all

suppliers/brokers that if the official

MARPOL sample is tested and deemed to

be non-compliant, the sole responsibility

and costs will be on them (suppliers).

There should be one person and one back-up person responsible for collecting all fuel

regulatory updates.


There will be a reduced risk of vessel detentions if the

MARPOL Annex VI guidelines are followed, and there will a

reduced risk of any negative profiling.

ADNATCO-NGSCO will be updated and prepared for all

regulatory updates which may also have cost implications

It will send signals to suppliers and market that ADNATCO-

NGSCO is quality focused.

Figure 8-48 : Bunker Delivery Note – MARPOL Annex VI

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8.5.5 Systematic Fuel Quality Testing and understanding Fuel Parameters

Unpredictable fuel quality is a regular cause for concern among ship operators. Testing of

marine fuels can:

1. Prevent operational problems for vessels

2. Prevent commercial losses as a result of using „off specification‟ bunkers

3. Provide indication of compliance with MARPOL Annex VI regulations

4. Assist in the filing of claims against suppliers for off-specification fuel

5. Helps avoid unnecessary delays and other inconveniences resulting from bunkering off-

specification fuel

8.5.5.1 Observations-

Diffused understanding of what is a “good” fuel. A good fuel is not just a fuel meeting the

specifications or a “green” fuel report. In fact a fuel just meeting the specification may be

more dangerous than a fuel not meeting the specification as enough attention may not be paid

to the fuel treatment on board due to a false sense of security that the fuel is meeting the

specifications.

There is inadequate benchmarking of actual quality received and no bench marking of quality

based on important fuel parameters.

Poor utilization of

information derived from

Fuel Quality Testing (FQT)

throughout the organization.

Tabulated fuel quality test

results are not available and

bench marking of fuels by

vessel/fleet/ port has not

been carried out.

Unclear responsibilities with

regards to continued follow

up of test results

Receiving the requisite fuel

quality according to ISO

8217 is but one side of the

coin. Residual fuels should

always be treated as „contaminated‟ products, requiring on board fuel oil treatment to

minimise the level of contaminants present and to ensure that the quality of fuel is good

enough before it enters the engine. Monitoring and benchmarking of the fuel treatment system

is not in place.

The heat liberated by combustion of a fuel may be termed the specific energy. Marine fuel is

usually quoted in USD/ton with different prices for distillates (gas oils and marine diesel oils)

and residual fuel grades. The specific energy of fuels is not being taken into consideration

while ordering fuels.

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Fuel Quality Testing

It is estimated that 2%

can be saved across

ADNACTO-NGSCO

fleet


Educate across the organization about each fuel parameter and the impact it has on engine

operations.

Utilize the testing data which

provides detailed info based on

which decisions are made concerning

acceptance of the fuel, storage,

handling/treatment, engine

operational adjustments on board,

etc.

Tabulate results to monitor,

benchmark and evaluate fuel quality.

Define roles in the organization to

utilize the data derived from the quality testing

Implement verification of samples across the fuel system to monitor and assess the quality of

the fuel reaching engine.

The specific energy of fuels from different suppliers/ports should be benchmarked and taken

into consideration while ordering fuels.

8.5.5.3 Benefits

Familiarity with fuel

parameters and their impact on

operations will help in using

the test reports for more

efficient operation of the plant.

It will also help with following

up on the delivered quantity

and quality.

The analysis reports should also

be used to measure and

compare emissions accurately.

It will also help relate fuel quality to maintenance which will lead to possible

reduction in maintenance cost and avoid breakdowns

Benchmarking of specific energy of fuels by different

suppliers will help in evaluating the cost per unit of energy

and can lead to savings of up to 2% of fuel costs.

This will also help with accurate calculation of specific fuel

consumption.

8.5.6 Fuel Training

Ship owners and ship management companies often do not focus on fuel training, even though

fuel may account for up to 70% of the vessels operational costs. In addition, the fuel quality

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Fuel Training




impact of enhanced

awareness is

significant.

has deteriorated dramatically over the last 10 years, and there are now more statutory fuel

mandates to follow as well.


There is no formalized or required fuel training within the organization. Internal training and

officer conferences do not focus on fuel quality or fuel regulations.

There is a gross variation of relevant fuel related knowledge and competence in ADNATCO-

NGSCO. Some have attended external fuel related courses in the past few years, but others

only have the internal knowledge from when fuel quality and quantity was not an issue (ie

bunkered from ADNOC).

There is little to no attendance in fuel conferences from the commercial department. They

lack the insight, developments and connections which their counterparts from other shipping

companies receive from attending these conferences.


Introduce and systemize defined bunker related training for relevant staff so that they are

updated and knowledgeable about critical fuel

related issues.

Conduct officers conferences that cover topics

such as sampling, fuel treatment, significance

of test parameters and statutory requirements.

Participate in selected bunker conferences

such as Fujcon, International Bunker

Conference and Sibcon to gain industry

knowledge, updates and future developments

as well as connecting with peers and

suppliers/brokers.


Better understanding of what is important in fuel management

across all departments.

It will increase the network and information exchange from an

internal approach to a best practice industry approach.

It will allow ADNATCO-NGSCO to stay ahead of events affecting

operations and cost.

With fuel training in place, both onshore and on board, it will

provide the foundations to achieve the identified benefits relating to fuel management.

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8.6 Organisation and strategy

Organisation and strategy aspect relates to how ADNATCO-NGSCOcan build and benefit

from the organisational capabilities to fully institutionalise energy efficiency in the company.

Organisation and Strategy

Strategy & tactical plans

Roles & responsibilities

Culture & awareness

Competence & training

Cooperation & communication

Integrate with environmental profile

Performance management

During the course of the project, the topic of energy efficiency was discussed with several

employees, including Procurement, HR, Training, Finance, HSEQ, Chartering, Operations,

Technical and shipboard crew and was believed to provide a good representation of how

ADNATCO-NGSCOoperates.

It is clear that ADNATCO-NGSCOhas a strong commitment towards energy efficiency in

management levels. However there appears to be less of a systematic and institutionalised

focus on energy efficiency where the company‟s strategic ambitions and goals should reflect

the desire to continuously improve its use of energy and how that desire is achieved

operationally through measurable goals and thus operational procedures.

Organisation and strategy - In DNV experience, single energy efficiency initiatives such as

propeller polishing or draft optimisation, can be successful in reducing energy consumption

but a company will not be able to realise the full potential of its efforts without addressing the

fundamentals of the organisation.

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Figure 8-49 Overall energy efficiency strategic ambitions

8.6.1 Goals, processes and procedures


ADNATCO-NGSCOhas some

strategic ambitions in place

relating to environmental and

acquisition performance;

however in the context of energy

efficiency, these goals are not

very well defined and therefore

difficult to measure and follow

up.

There is a limited focus on energy efficiency/consumption in operation.

Some KPIs are In place relating to energy efficiency but very ambiguous and not used

in reality.

Lack of formal processes and procedures guiding the organisation in the area of

energy efficiency

Shore organisation shows limited energy efficiency focus

ADNATCO-NGSCOhas opportunities for improvement within all organisational and

strategic aspects regarding energy efficiency

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Define clear top level targets for energy efficiency such as 5% reduction in CO2

emissions per tonNm YoY.

Targets on all levels shall in the best case follow the SMART principle (Specific,

Measurable, Attainable, Realistic and Timely).

Establish and document an overall clear process and procedure relating to energy

efficiency

Review

performance

Initiate

improvement

actions

Set energy

efficiency targets

Bunker

performance

Ship Performance

Voyage

performance

Energy

consumers

Secondary

consumers

Results

achieved

•Cost

•RiskResources•Organisation

•Material

•Documentation

•IT Management

Figure 8-50 : Overall energy efficiency process

Establish guidelines and procedures supporting the

ADNATCO-NGSCOpersonnel in energy efficiency

efforts. This should encompass all aspects of energy

efficiency and could be structured in a energy

management manual and cheat sheets for various

roles on the organisation.

Ensure energy efficiency is present across all

departments on a management and organizational

perspective to ensure accountability and

responsibility is divided appropriately across team

to ensure a unified approach and common

understanding towards goals and strategy.

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8.6.2 Roles and responsibilities

Clearly defined roles and responsibilities with regard energy efficiency performance are

essential in order to have a sustainable and constant focus on energy efficiency over time.

It is vital to understand that energy efficiency is not a one off project but a continuous process

and the roles and responsibility within the ADNATCO-NGSCOneeds to reflect a long term

commitment to energy efficiency.


Currently roles and responsibilities regarding aspects vital for

structured energy efficiency are missing. For example:

Responsibility for energy efficiency is not defined or

delegated

Structured information management is very limited

Definition of reporting, monitoring and improvement

management limited and different between

departments

Responsibility for structural analysis and follow up of consumption is not defined

On an overall level there are allocated responsibilities for operational efficiency aspects

related to the operation of the vessel, however these are not relating directly to fuel efficiency

and are not institutionalised.


Define clear roles and responsibilities addressing energy efficiency for further improvement

by using a RACI matrix. An example is illustrated below: RACI - Chart for a Department

Responsible. Individual(s) who perform an activity - responsible for action. The degree of responsibility is defined by the accountable person

Accountable. The individual who is ultimately accountable. Includes yes/no and power of veto

Consulted. The individual to be consulted prior to final decision or action is taken. Two-way communication

Informed. The individuals who needs to be informed after a decision or action is taken. One-way communication

Man

ag

er

Pla

nn

ing

Off

icer

Te

am

Le

ad

er

As

sis

tan

t

Pa

yro

ll T

ea

m L

ea

de

r

Pa

yro

ll A

ssis

tan

t

We

lfa

re O

ffic

er

Te

am

Le

ad

er

As

sis

tan

t

Te

am

Lead

er

As

sis

tan

t

Te

am

Le

ad

er

As

sis

tan

t

Te

am

Le

ad

er

As

sis

tan

t

Develop annual budget c a r c c c i

Budget approval a c r i

Review SLA a a r c i i

Recalculate Manning Ratios Manning Ratio Tool i a r c c

Define cadet recruitment intake a i i i i

Review T+C for sea staff and adapt as required a c r c c i i

Develop HR policies-as required a c i r i c

Produce annual training and development plan a c r c c i

Overview long term plan of forthcoming crew changes i a r c i

Review dry dock plan against crew change plan c c a r i i

Forecast manning demand and identify recruitment needs a r c i i c

Plan recruitment process a r i c i

Plan IT systems training a c i i i c i i i i i c i i i i r i

Arrange medical appointments for signing on sea staff i a r

Review of certificate expiry dates a i r c i

HR Services

Tools &

TemplatesActivityNote

HR

VP

FM

S

Marine Manning

Operations

Training

BSU

GM

FO

GM

FP

SM

FP

Developmen

tCadet

Man

ag

er

Man

ag

er

Pay/Fin

An

nu

al

Pla

nn

ing

Mo

nth

ly P

lan

nin

g

A

R

I

C

A

C A R C C C I

A C R I

A A R C I I

I A R C C

A I I I I

A C R C C I I

A C I R I C

A C R C C I

I A R C I

C C A R I I

A R C I I C

A R I C I

A C I I I C I I I I I C I I I I R I

I A R

I R C IA Figure 8-51 Matrix (Sample) – Source: DNV

8.6.3 Training, evaluation and follow up

SAMPLE

WHO?

HOW?

WHEN?

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Plan

Closing of

gaps

Define

competence

needs

Business

Goals

and KPIs

Assess

current

competences

Implement

effective

training

Review

results

Map

competence

gaps

People are an organisation‟s most critical asset and

ADNATCO-NGSCOhas a highly committed and focused set of

employees.

Trained, motivated and empowered sea and shore personnel is

the key for continuous energy efficiency. Competence training

and awareness are central to the success of institutionalising

energy efficiency within ADNATCO-NSGCO.


Currently training is focused on personal safety and the environment and has little scope on

the subject of energy efficiency

There is little focus is on energy efficiency in evaluation and feedback procedures to onshore

and onboard crew.


Develop and introduce specific EE training packages:

Targeting all aspects of energy efficiency relative

to ADNATCO-NGSCO

Utilisation of vendor training sessions and

overhaul to leverage energy efficiency

competence

Use competence mapping within EE

Utilise training modules in energy efficiency to

institutionalise an energy efficiency culture. Training in energy related matters are

provided from many vendors. Below an indicative training plan is elaborated:

Training course Potential vendor Target group

Bunker training course DNVPS Bunker purchasers

Superintendents

Chief engineers

On-board bunker and

purification course

Engine manufacturers

Superintendents

Chief engineers

Energy management general

training

DNV advisory

Online solutions like Seagull

All

Engine monitoring and

tuning

Engine manufacturers Superintendents

Chief engineers

Include energy efficiency aspects as one topic in the evaluation scheme for all

personnel.

PEOPLE

PEOPLE

SU

CC

ES

S

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Define SMART KPIs that can be used for evaluation.

8.6.4 Culture and awareness building

Communication is one of the biggest concerns for employees both internally and

externally. Culture and communication need to be addressed to succeed with

energy efficiency and companies need demonstrate they can walk the talk as well

as talk the talk in order to create a sound culture and get buy in from employees.


The culture of focusing on environmental and energy

management aspects is not very present in

ADNATCO-NSGCO.

Data and information relating to vessel operation and

performance is recorded but not utilized to

demonstrate performance nor is there a common and

regular platform for feedback to senders (not full

circle)


A well managed and targeted communication strategy needs to be outlined in connection to

future fuel saving initiatives.

The communication plan should build on the standard and normal ways of communication

within the company. Vehicles for communication can be internet, mails, T-shirts, mugs,

posters etc.

Visualising and communication fuel consumption by billboards in office, posters on vessel

and on line data on bridge is one type of powerful tool in the communication work and

engaging employees in friendly and safe competition can prove to be very effective

Communicated information should be specific and relevant to the person it is being

communicated to.

Walk the talk – ensure that office initiatives and

efforts with respect to energy efficiency is

implemented and visualised in order to demonstrate

commitment and attitude. This can be done by using

awareness campaigns.

Don‟t only focus on the fleet but include offices and

travel as well – leading by example builds a sound

culture. It is suggested that a limited project is

established to address these aspects. It shall be noted

that the main driver for this is not economical return

but rather building an energy conscious image and

culture as part of a generic CSR framework.

Examples of office related activities to lower energy consumption can be:

Source: DNV

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- Travel

Incentive schemes for public

communication/reduce use of cars/car

pools

Increased use of virtual meetings

- IT equipment and server parks

- Ventilation, heating and cooling

optimisation

- Shut down computers and other equipment

- Movement controlled lightning

Fleet Offices and travel

Energy consumed in Polarcus offices and

for travel is a fraction of the total, but the

message is important

Source: DNV

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8.7 Performance management

Performance management is a central tool for understanding and improving company

performance. Like any improvement cycle, it is hinged on the ability to measure actual

performance and evaluate towards historic data and/or a defined set of targets such that

corrective actions can be taken which lead to further improvements.

Since its inception, ADNATCO-NGSCOhas been focused on getting the business off the

ground, vessels in the water and generating an earning. As a result less focus and attention has

been paid to performance management and improvement.

Improvement

initiatives

Communication

Adjustment and

modifications

Performance analysis

Monitor and control

Follow up

Measures and targets

Roles and

responsibilities

Information

management

Operational routines

supporting energy

efficiency

Performance

management

Opportunities for improvement: all organisational and strategic areas Figure 8-52 ADNATCO-NGSCOImprovement Opportunities

8.7.1 Reporting and follow up practices

8.7.1.1 Voyage performance management

8.7.1.1.1 Observations

Voyage reports are today in many parts of the fleet reported manually disabling structured

analysis and follow up. It seems that there is no standardised set up for voyage reporting

which disables consistent analysis and difficulties for benchmarking as illustrated by the

difficulties in this project to establish a sound and reliable baseline for energy consumption

for the various vessels.

If you can measure it you can’t monitor it. Turn data into information that can be used for

making key decisions

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8.7.1.1.2 Possible solution

Establishment of generic template for voyage reporting that is reported ion electronic format.

In the first stage this could be an excel solution as illustrated below.

In later stages it is recommended that a form solution connected to a database input is

established and the finals solution is a system like the Marorka system where values are

automatically transferred to a database form online monitoring equipment on-board.

8.7.1.2 NGSCO primary consumer reporting (monthly)


From AL Hamra performance reports of 02/10/2011 and 02/11/2011 are exactly

identical in all readings except the date. When compared with the data in voyage

summary reports, it is evident that one of these two reports is erroneous.

Seemingly no conformance standard related to performance test process:

o Performance report of 20/01/2011 was taken with sea and wind conditions of 4

and 5 respectively , report of 28/03/2011 with sea and wind force of

rough/force 7, report of 24/06/2011 at sea/wind of 6/7.

o Of 11 performance reports analyzed, 8 were taken in ballast passage and 3 in

laden passage.

Missing parameters

o Oxygen content of flue gas is mentioned only in 3 of the 11 performance

reports

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o FO viscosity reading is missing

o Main condenser SW diff pressure reading is recorded only in one performance

report of 19/03/2012.

o Exhaust gas temp readings at Economiser outlet not recorded in performance

reports.

Fuel consumption readings (combined) in most reports are not in conformance with

expected readings, some readings are far too low to be true.

Voyage summary reports studied indicated that soot blowing operation of boilers is

conducted at a far lower frequency than should be expected with the fuel used and

industry best practices.


Performance reports to be taken in fair weather conditions as much as possible,

unless specific objectives need to be met.

When FO burning is being carried out, even in Dual Mode, it is best practice to

soot blow boilers every alternate day to prevent build-up of soot upstream in

exhaust path.

Performance report data is to be recorded diligently. Ship staff to appreciate

importance of the same.

Fuel consumption to be recorded both for Gas and FO and then the combined

consumption is to be recorded on the reports.

It is recommended that the performance trial is conducted for a period of 1 hour

and flowmeter readings and counters noted and recorded.

Modification to Automatic Combustion Controls (ACC) to be able to operate

Boilers in Gas Mode in Port and low loads.( in line with EU requirements for use

of low sulphur fuels in ports)

8.7.1.3 ADNATCO fuel measuring equipment


The ADNATCO fleet have geared positive displacement fuel meters installed but not certain

on equipment readings. No vessel sin the fleet have coriolis meters installed or Torque meters

installed.

In addition not possible to follow up kWh production on the generators.


o achieve overview over the engine performance basically two

parameters that is required:

How much fuel is consumed by the engines

o Coriolis meter installed

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o Phased upgrade when applicable

How much energy do the engines produce.

o Torque meter on the propeller shaft

o kWh meters on the generators

Institutionalising this set of equipment in the fleet will convey correct and accurate fuel

measurement that can be trusted for analysis and optimisation.

It will also be possible to install slave monitor on bridge for momentary illustration of fuel

consumption (DNV currently working with operator where bunker cost will be integrated so

that live costs will show on bridge).

8.7.1.4 ADNATCO engine analysis tools


The established format is

good and consistent

(except for fuel

consumption for

auxiliary engines).

However, utilising the

reported data for

systematic follow up can

be improved. It shall be

mentioned that

ADNATCO utilises

same sheet used in entire

fleet which is very

positive.

There is limited guidance

related how to do the

performance testis,

ambient conditions

etcetera, much up to the

vessel crew to ensure

that data is recorded in a

structured manner.

Vessel Name: M/T "UmmAl Lulu1"

(5400 KW at 100% MCR) Condition: Loaded

Vessel Name: M/T "Umm Al Lulu 1 Date:

Trial Duration hrs 1,0 Compression pressure 1 bar 143 Peak pressure 1 bar 155

RPM (lever pos 10 = 90% load) rpm 498 Compression pressure 2 bar 144 Peak pressure 2 bar 158 Date of Trial 13-nov-11 ME DA IN DA OUT

Indicated power kW 5 006 Compression pressure 3 bar 144 Peak pressure 3 bar 155 RPM during trial 498,0 6328964 #REF! #REF! start

Shaft generator power (Loaded) kW 250 Compression pressure 4 bar 141 Peak pressure 4 bar 154 Spring size Dr.Diesel 6329913 #REF! #REF! finish

Actual % MCR % 93 Compression pressure 5 bar 142 Peak pressure 5 bar 156

165,0 Compression pressure 6 bar 143 Peak pressure 6 bar 158

Cylinder oil consumption per day L/d N/A Mean compression pressure bar 142,8 Mean peak pressure bar 156,0 Cylinder Pmax Pcomp Area Length MIP ikW kW

Governor arm on engine 3 0,0 0,0 0

Draught, Fwd m 7,3 M.I.P.1 bar 22,63 Fuel Rack 1 mm 52 4 0,0 0,0 0

Draught, Aft m 7,3 M.I.P.2 bar 22,50 Fuel Rack 2 mm 53 5 0,0 0,0 0

Displacement mt 18131,0 M.I.P.3 bar 23,17 Fuel Rack 3 mm 51 6 0,0 0,0 0

Vessel condition Loaded / Ballast Loaded M.I.P.4 bar 22,42 Fuel Rack 4 mm 52 7 0,0 0,0 0

Ship's speed kts 11,8 M.I.P.5 bar 22,52 Fuel Rack 5 mm 51 8 0,0 0,0 0

Sea Temperature °C 33,0 M.I.P.6 bar 22,57 Fuel Rack 6 mm 52 Average 0,0 0,0 0 Total 0 0

ER Air Temperature °C 34,0 Mean M.I.P. 22,64 Mean Fuel Rack mm 51,8

Outside air temperature °C 25,0 Total kW 5 006

Barometric Pressure mb 1032,0 Total HP 6 808

Wind force / direction 5/S

Turbo-charger rpm 19500,0 kW as a percentage of MCR 92,7 % MCR

Lub Oil Pump Disch/Suct Press bar 5,2 Exhaust Temperature 1 °C 386 Exhaust Temperature 1 °C

LO Pressure at engine bar 4,8 Exhaust Temperature 2 °C 418 Exhaust Temperature 2 °C Quantity of Fuel Used 0,949 Cubic Meters

LO Pressure at T/C bar 4,9 Exhaust Temperature 3 °C 405 Exhaust Temperature 3 °C Duration of Trial 1,0 Hours

Fuel Oil Pressure bar 6,1 Exhaust Temperature 4 °C 411 Exhaust Temperature 4 °C Density of fuel 0,9489 (380sCt )

JW Pressure bar 2,9 Exhaust Temperature 5 °C 395 Exhaust Temperature 5 °C SG at 140 °C 0,8702

LT Pressure bar 4,2 Exhaust Temperature 6 °C 386 Exhaust Temperature 6 °C Fuel Consumption per Day 19,8 Metric Tonnes

SW Pressure bar 3,5 Mean Temperature °C 400,2 Mean Temperature °C Specific Fuel Consumption 165,0 g/kW.Hr 121,3 g/BHP.Hr

Scavenge Pressure bar 3,5 Exhaust Temp Inlet T/C °C Exh temp before EGB °C 325

Scavenge Manifold Temp °C 46,0 Exhaust Temp Outlet T/C °C 338 Exh temp after EGB °C 275 Cylinder Oil Consumed #REF! Litres

LO Temp Before Engine °C 56,0 Cyl Oil Consumption per Day #REF! Litres

Specific Cyl Oil Consumption #REF! g/kW.Hr #REF! g/BHP.Hr

Fwd/Aft NOTES:

Jacket FW Temp Inlet °C 61,0 HT Cooler LT In °C 43 LT Cooler LT In °C 36 MIP =

Jacket FW Temp Outlet Max °C 78,0 HT Cooler LT Out °C 39 LT Cooler LT Out °C 35 length of card x spring constant 0,949 = Total cons

Jacket FW Temp Outlet, Min °C 78,0 HT Cooler FW In °C 74 LT Cooler SW In °C 32 #REF! = Minus DA cons

Thrust °C 42,0 HT Cooler FW Out °C 61 LT Cooler SW Out °C 39 MIP = 370 mm² #REF! = ME cons

Stern Tube °C 44/47 Controller set point / actual °C Controller set point / actual °C 76mm x 0.3

Fuel Oil Temp °C 140,0

Fuel Oil Viscosity at engine cSt 15,0 ER temperature (T/C AIR IN) °C 34 LO Cooler LT In °C 49 cylinder constant = 0.2245 (Engine manual Volume 1 Operation 706-05 page 3)

Fuel Oil SG @ 15°C 0,9489 Air cooler air In °C 178 LO Cooler LT Out °C 62 Indicated Power = MIP x cylinder constant x RPM

Air cooler pressure drop mm Air cooler air Out °C 46 LO Cooler LO In °C 74 Effective Power = (MIP - 1 bar) x cylinder constant x RPM

T/C intake pressure drop mm Air cooler LT In °C 39 LO Cooler LO Out °C 60 100% Effective Power = 5920kW

EGB gas pressure drop mm Air cooler LT Out °C 42 Controller set point / actual °C

Comments:

FWG running: Yes Engine Speed @ 95% load = 500 RPM

Any Other Comments: Shaft Speed @ 95% load = 160 RPM

Trial start time: 11:00 Trial Finish Time: 12:00 Total Trial Time: 1 Hr

F.O. Start (Reading From Flowmeter): Ltrs

F.O. Finish (Reading From Flowmeter): Ltrs

(This consumption is only for ME )

FUEL COUNTERS

Area of card Fuel Meter Calculations

REC 16: M.E. 85% Power Trial

LO COOLER x 1ME AIR COOLER x 1

Daniel Worytkiewicz

13-nov-11

6328964

6329913

Chief Engineer:

in cubic meters

(shaded cells are filled in automatically)

HT COOLER x 1 LT COOLER x 2

Chief Engineer:

Specific fuel consumption g/kW Hr

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“What’s measured gets done”

Thomas Peters

“If you can’t measure it, you can’t manage it”

Peter Drücker


Use the performance tests for systematic trending of performance and follow up of fuel

economy and establish guidelines of how to take performance test to ensure consistent follow

up.

8.7.2 Performance follow up


ADNATCO-NGSCOhas one [sic!] KPI on energy

efficiency established on overall reporting, and few know

how to interpret this measure. And no one is using it for

follow up on fuel consumption.

A lot of good data is either reported or logged manually or

on predefined formats, but this data is not interpreted into

information that can be used for taking decisions and

actions.


In order to do improve ADNATCO-NGSCOshould employ a development program in 2

steps:

Step1 – define the KPIs

Define a set of energy efficiency key performance indicators in a hierarchical format

where the top level is linked to the company‟s vision and value drivers.

The KPIs need to be SMART (Specific, Measurable, Achievable, Relevant and Time

bound) and designed to achieve the following:

- Encourage desired behaviour

- Fully integrated and aligned with all other operating measures

- Quantifiable and balanced

- Set at the level where decisions that affect the measurement are made

The KPIs shall be possible to extract on:

- company level,

- fleet level and,

- vessel level

DNV have worked with a number of operators developing KPI system for energy

performance follow up. ADNATCO-NGSCOrequires a common performance management

system where data is retrieved from numerous relevant sources and is transformed into

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information and KPIs that can be used in evaluation and action taking. The system should be

set up to be able to provide access to relevant and accurate information set at the appropriate

level for the persons accessing it. DNV suggest ADNATCO-NGSCOto use the above KPIs in

a hierarchical matter whereby the KPIs are propagated downwards to the relevant functions

in the organisation. I.e. temperature balance on the Engines is not something the CEO should

need to monitor, and maybe not even the Maritime Manager. This could however be a KPI

attributed for the Chief Engineer only, or maybe even the Superintendent. Further

development and implementation of this framework should get high priority in Phase 2 and 3

of ADNATCO-NSGCO‟ Energy Efficiency Project. It is instrumental to be able to set a

baseline and measure change in any improvement initiative.

Further refining and implementing the performance management framework should be

ADNATCO-NSGCO‟ main priority in going into a Phase 2 Energy Efficiency Project.

Figure 8-53: Possible Future Performance Management Concept

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Figure 8-54: Detailed KPI analysis

The figure above shows potential future scenario for ADNATCO-NSGCO‟s future

performance management system. The general idea is that all the data is disseminated in a

single “Data Mining Engine”. Whether this is placed onboard the vessels or if it is all

collected on shore, depends on the preferred IT infrastructure ADNATCO-NGSCOchoose.

Another benefit of collecting all the data to a single database is that it allows for potentially

reducing one or more data entry points. I.e. the current hand written voyage reports being

generated daily by the crew, can be integrated into overall reporting, and therefore one whole

reporting stream can be reduced. This must be further reviewed in Phase 2 of the Energy

Efficiency Project.

The IT logistical solution needs to be tailored based on the KPIs that ADNATCO-

NGSCOwishes to monitor and disseminate rather than vice versa.


Enable better oversight of how energy is being consumed during each operational

mode and what effect situations such as weather and current has on performance.

Enables benchmarking of performance and thereby continuous improvement in terms

optimizing energy consumption, reduction of emissions and improved budgeting for

future contracts

Communicating improvements and demonstrating how ADNATCO-NGSCOis

“walking the walk” regarding environmental performance.

Providing visualisation and up to date reference points in relation to specific KPIs

relating to energy efficiency

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9 THEORETICAL CALCULATION OF EEDI

The EEDI has been introduced by the IMO to promote environmental friendly ship design.

The IMO EEDI is a benchmarking scheme and an indication of a merchant ship‟s CO2 output

in relation to its value for the society and is expressed as follows:

Currently the calculation of EEDI is only intended for new buildings and will become

mandatory for all newbuilds started after January 2013. The requirements and process for the

calculation of the EEDI is relatively complex, involved and costly. However a voluntary

estimated theoretical calculation can be done on ship types already in operation based on the

formula without sea trials and verification in order to provide an estimated EEDI value for

internal reference.

DNV has calculated the estimated theoretical Energy Efficiency Design Index (EEDI) value

for each vessel type applicable as per the IMO Guidelines and plotted its position in relation

to the IMO reference line for the respective fleet types.

Based on the guideline certain vessel types and means of propulsion are currently not to be

considered and for ADNATCO-NGSCO these are as follows:

Gas carriers having Turbine based propulsion, hence all the LNG vessel

RoRo vessels

Chemical tankers having less than 20000DWT

Thus the following vessel type calculations were carried out as a representation of the

ADNATCO-NGSCO fleet that can be considered for EEDI.

As can be seen from the calculations for those applicable vessels, most are competitive in the

market at least after implementation of the EEDI first phase.

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9.1 Tankers

The required EEDI‟s are follows: 4.3 for DWT 105200 and 5.1 for DWT 73700

The above show the tanker fleet is also competitive in the market after EEDI

implementation of January 2013.

9.2 Bulk carriers

The required EEDI are as follows: 5.2 for DWT 577000 and 6.4 for DWT 37000

The above show these bulk vessels are also competitive in the market after EEDI

implementation of January 2013.

The required EEDI are as follows: 6.8 for DWT 32027 and 7.5 for DWT 26387

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The above show these bulk vessels will not be competitive in the market after EEDI

implementation of January 2013 if the clients are comparing EEDI values.

Certain measures are available to improve this position such as installation of energy

saving devices however this should be considered carefully based on a cost benefit

analysis.

9.3 Container

The required EEDI is as follows: 25.7 for DWT 13600

The container of DWT 13600 is below the required by approximately 20% which

shows that this vessel is competitive with new build vessels following implementation

of EEDI Phase 2 in January 2020 up to 2025.

Below are the assumption made during the process of calculating the theoretical EEDI values:

Assumptions :

1. No mechanical and electrical efficiency improvement methods /devices

2. No PTI/PTO

3. Gas carriers which are having Turbine based propulsion are not Considered for EEDI calculation

4. RO-RO vessels are not considered for EEDI calculations

5. Chemical Tankers which are having less than 20000DWT are not considered for EEDI Calculation

6. Auxilary engine power is taken as 2.5% of Main Engine MCR+250 for engines more than 10000kW

7. Auxilary engine power is taken as 5% of Main engine MCR for engines less than 10000kW

8. SFC for Main engine is considered as 183g/kWh

9. SFC for Main engine is considered as 210g/kWh

10. HFO is considered as Fuel for all vessels

11. Carbon factor CF is taken 3.114

12.P_ME is taken as 75%of MCR

13. For Conatiner ship the capacity is taken as 70%of the DWT

14. It is assumed that SFC for Main engine and auxilary engine is same.

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10 CALCULATION OF THE EEOI

The shipping industry burns approximately 335 million tonnes fuel per

year whilst transporting 85% of the world‟s goods. This can be

associated with the emissions of around 1 billion tonnes of CO2 per

year. If the shipping industry was a country then based on the below

graph, it would emit more than Germany per year.

International politics and stakeholder pressure has force the IMO to put measures in place to

curb the emissions from the shipping industry and as a result numerous requirements have

been and are going to be brought into force. One of these is the Energy

Efficiency Operational Inicator (EEOI). The formula is as follows:

The EEOI value provides more of a helicopter perspective rather then looking at an individual

ship and should be used as an efficiency parameter on a fleet level rathre than to assess an

individual ship performance. However, in DNV‟s experience, it is seen that this measure is

increasingly being asked for in a commercial setting and hence it will be important for

ADNATCO-NGSCO to understand, calculate and monitor this for all ships going forward.

As part of the scope of this project, DNV has clacluated each vessel EEOI from data provided

for the year 2011 in order for ADNATCO-NGSCO to establish a baseline for each vessel.

10.1 Utilising the EEOI value for Energy Efficiency analysis

10.1.1 Establishing an EEOI reference

Based on the methodology developed by the Clean shipping project

(http://www.cleanshippingproject.se/) it is possible to establish a reference/target value for

EEOI. The methodology is based on establishing the EEDI based on the reference

Figure 10-1 : Global CO2 Emissions - 2006

http://www.cleanshippingproject.se/

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curve(function between vessel deadweight and emitted grams CO2 per tonneNm) and the

account for operational factors (average load and payload ratio for the segment).

EEDI reference values:

General cargo EEDI = 290.28dwt – 0.33

Reefer (gen. cargo) EEDI = 290.28dwt – 0.33

Bulk EEDI= 1354dwt – 0.5117

Tanker EEDI = 1950.7dwt – 0.5337

Container EEDI = 139.38dwt – 0.2166

RoRo EEDI = 20528dwt – 0.7165

Car carrier (RoRo) EEDI= 20528dwt – 0.7165

Load factor:

General cargo 0.6

Reefer 0.6

Bulk 0.6

Tanker 0.55

Container 0.8

RoRo 0.88

Car carrier 0.9

Payload ratio:

General cargo 0.9

Reefer 0.9

Bulk 0.9

Tanker 0.95

Container 0.8

RoRo 0.5

Car carrier 0.25

Based on the above a EEOI reference value based on EDI and operational factors can be

established:

EEOIref = EEDI / (load factor * payload ratio).

The vessel specific EEOI obtained can then be compared with the reference value and

performance assessed.

10.1.2 CO2 emission based on Clean Cargo Working Group methodology

Another method for calculating CO2 performance is using the Clean Cargo Working Group

(CCWG) methodology. The methodology is only applicable for container vessels and using

the process outlined by the CCWG. In this case the reference values are defined by CCWG as

outlined below. DNV is carrying out verification of utilisation of CCWG methodology for

many big container operators.

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Standardized trade laneCCWG Average

(g CO2/ TEUkm)

Asia – Africa 81.7

Asia – Mediterranean 83.1

Asia – Middle East/India 92.8

Asia – North America EC* 89

Asia – North America WC** 82.8

Asia – North Europe 74.4

Asia – Oceania 91.8

Asia – South America (EC/WC) 90.4

Europe (North& Med) – Africa 108.5

Europe (North& Med) – Middle East/ India 92

Europe (North& Med) – Oceania (via Suez/via Panama) 98.7

Europe (North& Med) – Latin America/ South America 86.4

Intra –Americas (Caribbean) 109.1

Intra – Asia 104.1

Intra – Europe 117.7

Mediterranean – North America EC (incl. Gulf) 86.9

Mediterranean – North America WC 69.5

North America EC – Middle East/ India 88.2

North America – Africa 119.6

North America – Oceania 103.1

North America –South America (EC/WC) 92.1

North Europe – North America EC (incl. Gulf) 97.2

North Europe – North America WC 89.5

South America (EC/WC) – Africa 80.5

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10.1.3 ADNATCO-NGSCO Baseline

The objective going forward is to continue to calculate and monitor this metric and through

technical and operational measures and opportunities covered in this report, continue to

improve upon the baseline and hence reduce the CO2 emitted for the work done.

It is recommende that ADNATCO-NGSCO establish EEOI statistics and acceptance

criteria for each vessel EEOI, as outlined in the 8.7.2, so as to continuosly monitor

performance including the IMO reference value for the vessel in question, as

illustrated below:

10.2 Sample calculations

Below are a selection of 3 vessels in the ADNATCO-NGSCO fleet for quick reference. For

all vessels please refer to the appendix.

Figure 10-2 : EEOI Al Samha for 2011

As can be seen from Al Samha, currently operating in general above the IMO EEOI reference

value for the vessel.

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As can be seen for Umm Al LuLu, operationg at almost double the IMO EEOI reference

value for the vessel and hence there is much room for improvement.

Currently there does not exist an IMO EEDI reference value for vessels powered by steam

turbines and hence no established IMO EEOI reference value can be created for the LNG

vessels however this will come in time as the IMO develops. It may be worthwhile discussing

with industry peers with similar vessels to establish a common average reference value to

benchmark against.

Figure 10-3 : EEOI Umm Al Lulu 2011

Figure 10-4 : EEOI LNG Shahamah 2011

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11 PRIORITISATION OF OPPORTUNITIES

11.1 Assessment of initiative complexity

In order to provide a prioritisation of the initiatives DNV employ a rating of implementation

complexity of each initiative in 4 dimensions where have a relative weight:

Investment in 3 categories (Weight 50%)

- High, >10,000 USD/vessel Rated as 1

- Medium, 2,000<x<10,000 USD vessel Rated as 5.5

- Low <2,000 USD /vessel Rated as 10

Procedure Changes Needed in 2 categories (Weight 10%)

- Competence Change Rated as 1

- Procedure Change Rated as 10

Direct Measurability in 2 categories (Weight 30%)

- No Rated as 1

- Yes Rated as 10

Department Involvement in 3 categories (Weight 10%)

- Corporate Rated as 1

- Cross departmental Rated as 5.5

- N/A Rated as 10

As can be seen from the table on the following page, each initiative has been rated in the 4

dimensions highlighted above, combining the rating with the weight, provides a measure of

ease of implementation, where maximum score is 10 representing the least difficult to

initiate. Where as 1 indicates significant implementation complexity.

Combining the implementation complexity with the savings potential as outlined in

subsequent chapter provide a prioritisation matrix for ADNATCO-NGSCOthat can underlie

the planning of way forward activities. The implementation complexity rating is outlined in

subsequent table.

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Area Area Weighting Area Weighting Area

50%

Procedure

Changes

Needed

10%

Direct

Measurabilit

y

30% 10%

1.

H igh

>10,000

USD / vessel

5

M edium

2,000<x<

10,000

USD

vessel

10.

Lo w

<2,000 USD

/ vessel

1.

C o mpetence

C hange

10.

P ro cedure

C hange

1.

N o

10.

Yes

1.

C o rpo rate

5

C ro ss

department

al

10.

N / A

Score Weighted

ScoreScore

Weighted

ScoreScore

Weighted

ScoreScore

Weighted

Score

Voyage Performance

Voyage Planning and Speed Management 10 5 1 0.1 10 3 5 0.5 8.6 1.2%

Chartering and Contracts 10 5 10 1 10 3 5 0.5 9.5 0.0%

Weather Routing 1 0.5 10 1 10 3 10 1 5.5 0.9%

Autopilot Settings 10 5 10 1 1 0.3 10 1 7.3 0.9%

Port Operations 1 0.5 1 0.1 1 0.3 1 0.1 1 0.0%

Ship PerformanceSea Trials 5 2.5 1 0.1 1 0.3 10 1 3.9 0.0%

Propeller Polishing 5 2.5 10 1 1 0.3 10 1 4.8 0.4%

Hull Condition 1 0.5 1 0.1 1 0.3 10 1 1.9 0.7%

Draft Optimization 10 5 10 1 10 3 10 1 10 0.3%

Trim Optimization 5 2.5 10 1 10 3 10 1 7.5 3.5%

Energy Efficiency Devices 1 0.5 1 0.1 1 0.3 10 1 1.9 0.0%


LNG Plant Performance 5 2.5 10 1 10 3 10 1 7.5 5.4%

LNG Plant Performance 10 5 10 1 10 3 10 1 7.5 0.5%

LNG Main Boiler Combustion Air System Air Heaters 10 5 10 1 10 3 10 1 10 0.4%

LNG Combustion Air System Forced Draught Fans and Furnace 10 5 10 1 10 3 10 1 10 0.8%

LNG Flue Gas Oxygen Content/Smoke Indicators - Exhaust System 10 5 10 1 10 3 10 1 10 0.8%

LNG Main Turbine Performance 10 5 10 1 10 3 10 1 10 0.0%

LNG Main Condenser-Performance 10 5 10 1 10 3 10 1 10 1.6%

LNG Condensate Feed System 10 5 10 1 10 3 10 1 10 0.8%

LNG Auxiliary Engine Utilization 10 5 10 1 10 3 10 1 10 0.5%

Main Engine Performance 10 5 10 1 10 3 10 1 10 0.5%

Auxiliary Engine Performance 10 5 10 1 10 3 10 1 10 0.2%

Auxiliary Engine Utilization 10 5 10 1 10 3 10 1 10 0.3%

Auxiliary Boiler Utilization and Performance 10 5 10 1 10 3 10 1 10 0.0%

Economiser Performance 10 5 10 1 10 3 10 1 10 0.0%

Secondary Energy Consumers

Secondary Consumer Performance 10 5 10 1 1 0.3 10 1 7.3 0.1%

Variable Speed Drives 5 2.5 1 0.1 10 3 10 1 6.6 0.1%

Low Energy Appliances 5 2.5 1 0.1 10 3 10 1 6.6 0.02%

Fuel Management

Understanding Fuel Specifications 5 2.5 1 0.1 1 0.3 5 0.5 3.4 1.5%

Fuel Ordering 5 2.5 1 0.1 10 3 5 0.5 6.1 1.5%

Systematic Benchmarking of Fuel Quantity 5 2.5 1 0.1 10 3 5 0.5 6.1 1.5%

Statutory and Environmental Risk 10 5 1 0.1 1 0.3 5 0.5 5.9 0.0%

Fuel Quality Testing 1 0.5 1 0.1 10 3 5 0.5 4.1 2.0%

Fuel Training 5 2.5 1 0.1 1 0.3 5 0.5 3.4 0.5%

Saving

%

Investment costDepartment

Involvement

Initiative

Weighting Weighting

Ease of

Implementa

tion

Figure 11-1 : Implementation Complexity of initiatives for ADNATCO-NGSCO– Source: DNV

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11.2 Prioritisation of initiatives

By combining information of the savings table and the assessment of implementation

complexity for each initiative, a prioritisation matrix has been established as shown below.

The ambition of the prioritisation matrix is to assist ADNATCO-NSGCO‟ decision making

process:

The prioritisation matrix is divided in 4 quadrants to facilitate the prioritisation of activities

for next phase. The quick win activities are identified in the prioritisation matrix.

Quick Wins to

Focus on 1st

Figure 11-2 : Fuel efficiency prioritisation matrix

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12 WAY FORWARD

To define the way forward for ADNATCO-NGSCO energy efficiency opportunity DNV

suggest creating a 5 year Energy Efficiency Strategy with defined KPI‟s at various levels of

the organisation:

This strategy must be accompanied with an implementation plan in 3 phases. The ambition

with this set up is to limit organisational stress and ensure the correct results.

Quick Win Phase - Low implementation complexity initiatives rapid

implementation

- Direct implementation of low complexity initiatives that will immediately

strengthen ADNATCO-NGSCO energy operations.

- Does not have to be driven as projects but rather definition of action and way

of working combined with targeted implantation

- Implementation of the SEEMP‟s and communication and awareness thereof

Phase 2 - Energy efficiency enabler implementation

- Definition and establishment of enablers for energy efficiency initiatives


project(s)

Phase 3 - Energy efficiency project definition

- Dedicated project implementation of higher complexity initiatives based on

prioritisation matrix


project(s)

In the subsequent section a suggested way forward is outlined for ADNATCO-NSGCO. This

is not a complete project plan but an overall layout of how ADNATCO-NGSCO can address

this aspect in further work. A detailed project plan needs to be established describing

exhaustively how the work will be managed, expected result, budget, timeline etc.

An information and communication plan connected to performance management need to

shadow the project plan.

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12.1 Quick Win Phase - Low implementation complexity initiatives rapid

implementation

DNV suggest the following initiatives for Rapid implementation based on low

implementation complexity:

1. Voyage planning and speed management

Establish a framework and market based tool to determine optimal voyage speeds

and plan and adjust voyages accordingly with a continuous monitoring and

follow up regime set in place

2. Autopilot settings and weather routing systems

Optimize adaptive settings to allow for minimal rudder adjustments and

institutionalize a common practice across entire fleet and investigate the market

for weather routing systems from vendors

3. Propeller polishing

Institutionalize across ADNATCO fleet every 6 months

4. Trim & Draft optimization

Trial and error and team experience to find optimal trim and draft settings for

ADNATCO fleet and set guidelines and easy to use reference tables and

guidelines across all vessels. Similarly for Draft on LNG‟s

5. LNG Plant performance monitoring framework

With defined “good” performance parameters set and monitor and follow up

6. Fuel Ordering and Systematic Benchmarking of quality

Carry out a RACI process to map responsibilities for the whole fuel ordering

process and create a list of reputable suppliers instead of only approve brokers

7. Implementation of the SEEMP‟s and communication and awareness thereof

As part of this project delivery the SEEMP‟s are produced for each vessel

containing the quick wins and targets set.

DNV recommends that the requirements of a dedicated project manager role and candidate

should be considered at this stage with possible implementation by Phase 2 so as to facilitate

and have a focus on implementation of the initiatives outlined in the report.

12.2 Phase 2 Energy efficiency enabler implementation

Enablers for energy efficiency need to be institutionalised before implementation of more

complex initiatives. DNV suggest dividing this work in 3 streams:

1. Establishing of Processes, roles and responsibilities

2. Training and awareness

3. Implementation of performance management system (content as well as IT

systems)

4. Establishment and implementation of guiding documentation and training

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12.3 Phase 3 Energy efficiency project definition

On a general note DNV‟s experience shows that limiting focus on defined activities is more

fruitful then trying to address all aspects at once. Based on the prioritisation of initiatives

DNV suggest addressing the following aspects in a first phase of ADNATCO-NGSCO energy

efficiency program (no intermutual order):

1. Chartering and Contracts

2. Port Operations

3. Sea Trials

4. Hull Condition

5. Energy Efficiency Devices

6. Main Engine Performance

7. Auxiliary Engine Performance

8. Auxiliary Engine Utilization

9. Auxiliary Boiler Utilization and Performance

10. Economiser Performance

11. Secondary Consumer Performance

12. Variable Speed Drives

13. Low Energy Appliances

14. Understanding Fuel Specifications

15. Statutory and Environmental Risk

16. Fuel Quality Testing

17. Fuel Training

The illustration below represents the way forward for ADNATCO-NGSCO based on time and

potential fuel savings that can be realised by initiating and implement the prioritised

initiatives and enablers.

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Figure 12-1 : Way forward plan

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13 CONCLUSION

ADNATCO-NGSCO has gone through a rapid growth in terms of fleet expansion over the

last couple of years and the organisation is currently settling for more stable conditions.

However when benchmarked on Energy Efficiency against the industry there are a number of

aspects needing to addressed in order to meet and potentially beta the industry average in this

respect. Given that no solid framework was identified to be in place with regard to energy

efficiency, numerous saving potentials were identified for ADNATCO-NGSCO to optimise

the energy consumption. A total of 21% savings for entire fleet was identified which

translates into the following:

129,333 tonnes of fuel per year for entire fleet

US$ 93.3 million per year based on current estimated fuel price of US$720/MT

(HFO) and US$1040/MT (MGO)

402,857 tonnes of CO2

The opportunities identified during the process of this project were found to be a mixture of

management and organisational related initiatives as well as technology and hardware and in

order for ADNATCO-NGSCO to realise the benefits of these, certain enablers will need to be

put into place whilst others can be easily carried out with quick returns (quick wins). A way

forward plan must be established in order to clearly identify how these initiatives can become

effective and the benefits realised, for which DNV has produced a high level approach as seen

in Chapter 12, where this will serve as a good starting point. However, ADNATCO-NGSCO

must take this further to more clearly define a plan that takes into account time constraints,

budgetary concerns, roles and responsibilities, training needs, effective communication at the

right level and that clearly sets the target and limits for all concerned employees.

It is recommended, that in order to have a focus and control over energy efficiency, a

dedicated project manager should be assigned to initiate these initiatives and gain some

momentum within ADNATCO-NGSCO. Ideally this role should be outside of the daily

operations such that a focus can be maintained without distractions of daily operational

concerns. This role should be instrumental in institutionalizing energy efficiency within

ADNATCO-NGSCO to become a leading and sustainable performer.

DET NORSKE VERITAS



Page 137 of 151

14 REFERENCES

“List to be completed on issue of final report”

1. Case vessel Technical Performance Reports

2. Case Vessel technical information

3. Chief Engineers reports

4. ME and DA monthly load test reports

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

DET NORSKE VERITAS



Page 138 of 151

15 APPENDIX

15.1 ADNATCO-NGSCO Fleet List

SHIP PARTICULARS

Length

Overall

Beam Max

Draft

Main Engines MCR

rating

Oil Tankers

Abu Dhabi - III

243.98m 42.0m 15.33m Hyundai B&W 6S60MC-C8 14,280 kw x

105 RPM

Liwa-V

243.99m 42.036m 15.33m Hyundai B&W 6S60MC-C8 14,280 kw x

105 RPM

Bulk Carriers

Al habiyyah

178.16m 27.5m 11.399m MAN B&W 6L67GFCA

9600BHp@123 RPM 13100 BHp

Abu Al Abyad

190.00m 32.26m 13.271m STX MAN B&W 6S50MC-C

9480 Kw in 127 RPM 12700 BHp x

127 RPM

Al Yasat-II

190.00m 32.26m 13.271m STX-MAN B&W 6S50MC-C

(MK VII) 12700 BHP

x 127 RPM

Arrilah-I

186.40m 27.8m 11.145m Hyundai MAN B&W 6S50MC-

C7, 7860 KW in 129 RPM 7860 KW

Arzanah

166.64m 27.50m 11.399m MAN B&W 6L67GFCA

9600Bhp@123Rpm 13100 BHP

Butinah

190.00m 32.26m 13.271m STX-MAN B&W 6S60MC-C

(MK VII) 12900 BHP

x 127 RPM

Ras Ghumays-I

190.00m 32.26m 13.271m STX-MAN 6S50MC-C (MK

VII) 12700 BHP

x 127 RPM

Shah


C7 7860 KW

Umm Ad Dalkh


C7, 7860 KW in 129 RPM 7860 KW

Chemical Tankers

Al Samha

144.06m 22.60m 9.406m STX MAN B&W 8S35MC-

MK7 5920 Kw

Janana

127m 19m 8.029m MAN B&W 6L40/54 - 4 Stroke

Diesel 3900 KW @

500 RPM

Umm All Lulu-I

139.95m 21m 8.269m Caterpillar MAK 6M 43 C 5400 KW

Container Vessels

DET NORSKE VERITAS



Page 139 of 151

Al Bazm-II

149.46m 22.7m 11.2m MAN B&W 8S35MC7 5920 KW x

173 RPM

Al Sadr-I

149.46m 22.7m 11.2m Hyundai MAN B&W

8S35MC7, 5920 KW x 173

RPM

5920 KW x

173 RPM

Crude/Production Tankers

Bani Yas

288m 32.24m 14.59m STX MAN B&W7S50MC-

C(MK VII) 15,050 BHP

Diyyinah-I

288m 32.24m 14.59m STX MAN B&W7S50MC-

C(MK VII) 15,050 bhp

X 127 RPM

Mezaira‟s

288m 32.24m 14.59m STX MAN B&W7S50MC-


X 127 RPM

Yamilah-III

288m 32.24m 14.59m STX MAN B&W7S50MC-


X 127 RPM

Ro-Ro Vessels

Al Dhafrah

121.48m 21m 5.3m 2xMAK 9M453 AK 2x3600

Bhp 600 Rpm 3600 BHP

Al Ruwais

121.48m 21m 5.3m 2xMAK 9M453 AK 2x3600

Bhp 600 Rpm 3600 BHP

LNG Carriers

Al Khaznah

293m 45.75m 11.27m Steam Turbine Kawasaki AU

400 28,700 kw @

93.0 rpm

Shahama


400 28,700 kw @

93.0 rpm

Ghasha


400 28,700 kw @

93.0 rpm

Mubaraz

290.10m 48.10m 11.76m Steam Turbine Mitsubishi ( MS

40-2) 29,600 kw @

85 rpm

Ish


400 28,700 kw @

93.0 rpm

Mraweh


40-2) 29,600 kw @

85 rpm

Al Hamra


40-2) 29,600 kw @

85 rpm

Umm Al Ashtan


40-2) 29,600 kw @

85 rpm

DET NORSKE VERITAS



Page 140 of 151

15.2 Ship Questionnaire sample

Questions

Name of ship

LOCKED SHEET - ONLY EDIT IN WHITE CELLS

0. General YES NO NA Notes Capt Cheng

I am heavily committed to energy saving x x x

I am satisfied with the energy saving policy of this company x x x

My colleagues do not care about energy saving x x x

I have clear measures and targets related to my role x x x

I have no idea if the reports sent to shore are analysed by anyone x x x

I always have the necessary budget to cover all planned or routine maintenance tasks x x x

There are always positive reactions to proposed improvement projects within my company x x x

I find that I have far too much unnecessary e-mails that are not relevant to my work x x x

Reporting formats are standardised onboard all vessels x x x

1. Planning and execution of voyages

My company has clear and standard procedures for voyage or passage planning x x

We always plan passages to make sure the ETA is calculated from optimal speed x x

I sometimes receive ETA instructions from shore that are unrealistic x x

We receive information from shore of tide restrictions, pilot requirements and other issues that might affect the voyage x x

The company has procedures for evaluation of the passage after completion and feedback is sent to shore x x

The vessel is often struggling to keep to the scheduled speed requirements x x

2. Weather routing

Weather routing systems and services are in operation for all ocean passages or passages of more than 24 hours x x

Weather conditions are always evaluated as part of the passage planning x x

I trust the information and suggestions from the weather routing system/company x x

3. Trim

Trim is adjusted for different load conditions in order to reduce resistance x x

Company procedures for optimal trim and draft are available onboard all vessels x x

I know how trim and draft affect fuel consumption x x

4. Hull and propeller condition

My company has procedures to check the hull roughness between dry dock intervals x x

We carry out periodic checks of hull condition x x

The effect on vessel performance is noticeable after dry dock or propeller polishing x x

The propeller is cleaned regularly x x x

5. Engine condition

Engine performance measurements are taken every month x x

Engine performance measurements are taken at approx same engine load each time x x

The results from the engine performance measurements are evaluated before they are reported to shore x x

When engine performance is evaluated, the sea trial data is used for comparison x x

Acceptance criteria for the performance measurements are clearly defined x x

The Specific Fuel Oil Consumption (SFOC) for the diesel engines are calculated and monitored onboard x x

The SFOC is ISO corrected for engine room temperature and sea water temperature x x

6. Energy consumers

Total electrical energy used onboard (kWh) is measured and reported x x

The power management system is working properly x x

The crew is striving to minimise the energy consumption x x

7. Fuel and bunkering procedures

There is a need for Bunker Quantity Surveyors to ensure that correct quantity is received x x

We are short lifted from time to time x x

Bunker ROB (Remaining On Board) volume is recorded on the vessel every day x x

We are confident that the delivered fuel quality is acceptable x x

We use fuel oil sampling equipment onboard x x

Please cross off in the white boxes next to each question.

LIWA-V

Answers

DET NORSKE VERITAS



Page 141 of 151

15.3 Calculated EEOI – ADNATCO-NGSCO Fleet

Full fleet EEOI calculations to be added once all data has come from the ships. Some is still

outstanding but will be added here shortly.

DET NORSKE VERITAS



DNV Reg. No.: PP036368 Revision No.: 00

Date : 2012-05-02 Page 0-1

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