When a ship runs aground, a team of experienced salvors, surveyors and mariners come together to ensure that she is safely refloated and either sent to the dry dock for repairs or scuppered at sea. During this time, the public is kept abreast of the progress and made aware of any potential environmental danger that the casualty poses to the marine environment. Behind the scenes a host of inter-agency and inter-departmental decision-making is taking place and a cohesive statement of details is presented to ensure that the relay of factual information is continuously available.

We ran aground and ignored some of this protocol.

With one of the biggest assets in our fleet temporarily aground – the printed version of the magazine – we have attempted to continue to operate in a “business as usual” way without the proper communication and acknowledgment of the true nature of the situation. While we have managed to continue on some levels, the grounding can no longer be ignored.

The tide is turning, however, and we are seeing signs that we can achieve a successful refloat and avoid scuppering our valuable asset.

Nautical terminology aside, we are in the process of ensuring that Maritime Review does not become another maritime media statistic that joins several major titles that have closed in recent years around the globe.

It is time to communicate properly in this regard as well as outline our plan going forward. The hard facts that we cannot ignore are that, as a magazine that relies solely on advertising budget to survive, we have to tweak our business model. The reality is that many companies are struggling and simply do not have the marketing budget that they had in the past – and are looking at other ways to maximise their own spend.

The majority of our content has always been free to the industry, and we are still aiming to continue to offer this service, but we will be developing premium content that will only be available to subscribers.

Our printed magazine remains a central point of our brand, but times have changed. Much of our audience now consumes content digitally. We are competing with citizen journalists who can record and release “news” as it unfolds in front of them. We are competing with social media that costs many companies very little to access and disseminate their own content.

As such it is the printed magazine that has hit the hard ground. Quite simply, we have not been able to print the first issue yet. That’s the reality. That’s the ship aground.

But we are implementing a decisive plan and want our public to be aware of how we intend managing the process going forward.

Issue One – which is currently still in production will be released purely as a digital version. It has been impacted not only by the decrease in marketing budget available, but also now by the situation in the country that has rocked distribution channels. Although severely impacted by these realities, this issue includes some amazing content that we do not simply want to scupper.

As such, we have upgraded our online hosting plan to help us create a richer audience experience of the magazine and allow for detailed engagement analysis. Our new hosting plan allows for the inclusion of video and audio within the online magazine. We are excited about the opportunities that this could offer us and our clients.

In addition, we will pursue all avenues to ensure that we reach the same audience and more. This will serve as the testing ground for our pursuit of whether we convert completely to online delivery in 2022 or not. 

Currently we are still aiming to print the remaining three issues of the year after releasing Issue One digitally, but will curate the online experience making it richer than the printed version as we move forward.

Our content themes for the remainder of the year are as follows:

• Issue 2: Marine Engineering and the Offshore Sector
• Issue 3: Ports, Harbours and Related services
• Issue 4: Safety, Security and Incident response

Our aim needs to be to remain a trusted source of relevant, analytical, in-depth content that is accessible to stakeholders in the maritime industry.

In the meantime, we are also in the process of updating and upgrading the magazine’s official website. The new Buyers Guide is almost ready to be revealed.

We are also working on getting back On The Quayside to talk to the long list of interesting maritime people that we have compiled.

We note too the need for closer collaboration with the industry we serve and acknowledge the irony of some of the previous admonishing we have dealt out towards other stakeholders in this regard.

Just recently we did collaborate to create a song tribute on the International Day of the Seafarers which is now actually being refined by a new band to add percussion, base and viola. We have also taken the lyrics from the song to create merchandise (T-shirts and Shopper Bags) to help fundraise for the GBOBA Bursary Fund.

So is the vessel afloat? Well, not entirely – but it is a long way from being scuppered. Please do get in touch and join our team of salvors to ensure that we keep maritime journalism alive on the continent.

After 20 years of operating from the same offices, we are lifting anchors and sailing on to a new port of call. While packing up the boxes (and boxes) of past magazines, interview notes and drawers of catalogued photos – it’s both overwhelming and satisfying to acknowledge what we have accomplished over almost two decades.

They say that a change is as good as a holiday, but I have been inspired by the vast topics we have covered during our time in these offices and aim to keep the engines running and navigate an even more adventurous course ahead. No time for a holiday right now!

While the next two weeks will require some dry docking time, we are still available to engage with the industry and look forward to plotting our course from new premises.

The telephone and postal contact details for Maritime Review will remain unchanged.
Tel: 021 914 1157
PO Box 3842, Durbanville, 7551

With a number of vacancies currently on its Executive Management Team, the South African Maritime Safety Authority (SAMSA) is in a unique position to address its gender balance during the IMO World Maritime Day themed year of “Empowering Women in the Maritime Community” by appointing relevant, strong maritime women.

According to SAMSA’s website there are at least three (possibly four since the retirement of Nigel Campbell last year) positions available on its executive team – including the long-empty position of Chief Executive Officer.

With only one woman currently listed on the 11-member team, now is the time for SAMSA to appoint for a more balanced and reflective team.  With two women on its Board, they represent 40 percent of SAMSA’s rather diminished Board of five – a better statistic, but more symptomatic of a Board that has been slowly whittled away, than indicative of a concerted effort to show gender diversity (in my opinion).

Compared to some of the other major African Maritime Authorities, SAMSA still falls somewhat short. The Kenya Maritime Authority includes four women on its 15-person Board of Directors, while Ghana Maritime Authority boasts four out of 13 on its management team.

Nigeria’s Authority (Nigerian Maritime Administration and Safety Agency – NIMASA) fares the worst, however. With four men on the Executive Management Team there is clearly no space for a woman. The representation on the NIMASA Board is equally as dismal with only one woman on the 11-member team.

The International Maritime Organisation (IMO) has themed this year’s World Maritime Day “Empowering Women in the Maritime Community” – a challenge to the industry that has long been male-dominated. Interestingly IMO, itself, may want to heed its own call as Kitack Lim, the current Secretary General, nears the end of his term that began in 2016.

It’s certainly an opportunity for the international body to lead by example and look to appoint its first female Secretary General. It is impossible to believe that there are no women capable of stepping up to this challenge.

Happy International Women’s Day!

[All statistics are based on information available on each Authority’s website and assumes that their listings are accurate and up-to-date.]

PetroSA remains under fire this week. According to the press, Energy Minister, Mmamoloko Kubayi, has lashed out at the executives of PetroSA for paying themselves millions of rand in bonuses after suffering a financial loss of R14.5 billion.

Kubayi stated in Parliament that she would not privatise PetroSA, despite its poor showing, but would strengthen its capacity.

The recent downgrades of South Africa’s sovereign rating will not have a major impact on Transnet. According to the press this is due to the fact that only about 19 percent of the state-owned company’s expenses were foreign, said chief executive Siyabonga Gama.

Premier Food and Fishing (PFF) delivered solid growth in earnings for the six months ending in February 2017.

According to the press, the group’s operating profit increased by 12 percent to R18 million, from R16 million.

PFF chief executive, Samir Saban said, “Premier Fishing achieved solid performance and positive growth for the six months to end February as per our expectations.”

Africa is the continent most affected by climate change, and yet, according to the press, funds that are available for green projects, which could accelerate the economy, are simply not being used.

“Capital is available worldwide, but few renewable energy projects are ready for implementation,” says African Development Bank vice-president, power, energy, climate and green growth, Amadou Hott.

“Capital and technological innovations are extremely important and that is what we don’t have enough of in Africa,” added Hott.