Strategic Development Cell (SDC) in the Directorate General of Shipping.

7r, ., 3{l--flKlor - 8{rld$'fir{/ GOVERNMENT OF INDIA Gqa F6ffrq -d,ffi{ilft qf, t[trfr4]"td?Tilq MINISTRY OF PORTS. SHIPPING AND WATERWAYS *rfarfrfuElrrq. q{$ DrR-EcroRATE GENERAL or sg'fppINc' wIL-]IBAI No.22-38/25I2022-PER-DGS Dated"t3'L2'2022 File DGS Order No. 21 of 2022 Shippinq - req 1. whereas the Maritime Vision 2030 has been developed with the objective of propelling lndia to the forefront of the Global Maritime sector, which details the blueprint to achieve the same through specific thrust on technology and innovation, strengthened policy and institutional framework to support all stakeholders, enhanced lndia's Global stature and Maritime co-operation and leading the World to a Safe and Sustainable Maritime Sector' 2. Whereas the maritime industry across the globe is in a transformation era with growing environmental requirements on one side and increasing digitalization efforts on the other end. Due to the unique international nature of the industry' both these initiatives in maritime sector are spearheaded by its global regulator, the lnternational Maritime organization (lMo) through suitable regulatory frameworks developed by the organization from time to time. The lMo GHG Emission control strategies led by the Marine Environment Protection committee (MEPC) and the Maritime Autonomous surface Ships (MAss)regulatoryframeworksbeingdevelopedbytheMaritimeSafety committee (MSC) are considered to be the game changers for the industry for several decades to come. 3. Whereas when a capital intensive industry like shipping goes through a disruptive environment, the Maritime Administrations is expected to take the lead to provide necessary strategic guidance to the industry, particularly ensuring that such regulatory developments are complimenting the long-term national interests of the country. 4. Noting the above, the Director General of Shipping (DGS) hereby orders creation of a dedicated strategic Development cell (sDC) in the Directorate to monitor, coordinate and effectuate such contemporaneous needs of the industry in a proactive manner. The SDC will primarily focus on the timely 9A fiSrd, ill.l fHlrr, 3rB ta-6, rBlcs, 6rqr rts, 6-$Ert(Ti), x-€ - ,100042 dtarr9 oU r .F oIO l -O 't T t, - rB trE <T rA ol oB /U llldlno, l-Thlnk q T t-o rc 'rh -n r<o r<C ,a om rqp nus <, t -K l a lFn -i nu rr a V il l nlla og .he i. -R 4.o .aa ,d .i, " Ka ;"n Hlu zr lm w.a hr .g n p( E), M uu Lm rb 8 /l l- o4 .0 h0 i.0 n4 in2 o'nw i.development of administrative and regulatory initiatives from the Directorate thatinform,shapeandSupportthestrategicdecisionsconfrontingthe industry,particularlywhentheenvironmentischaracterizedbyahighlevelof volatility and complexity as of today. 5. Considering the current requirements' the SDC will comprise of three separate sub-cells with related functional scopes as below:- (i)GreenShipping:TocoordinateallGreenShippingrelatedactivitiesat the Directorate to help the maritime industry in eliminating GHG emissions in line with lndia's NDC to UNFCCC for coastal shipping and lMo strategy for lnternational Shipping, ensuring sustainability of lndia,s Blue Economy. (ii)Digitalization:Tokeeptrackoftheglobaldigitalisationtrendsinshipping' including MASS and develop strategies to capitalise on lndia's shengths in of the field' through timely policy initiatives, co-ordination sector-wise efforts and building stakeholder awareness. The cell will also help to identify & develop appropriate database and its analysis to objectively aid policy initiatives from the maritime administration' (iii) lMo Matters: To ensure effective participation of lndia in all related Committees,sub-committees,WorkingGroupsandcorrespondence Groups and to encourage submission of papers, suitably reflecting lndia,s concerns and interests in the respective areas' 6.Adetailednoteonthestructureandprofile,deliverables,targetsand monitoringmechanism of the sDC is provided in the Appendix to this order. Mr )^* 1 (Amitabh Kuma0 Director General of ShiPPing& Additional Secretary to the Govt. of lndia To, All stakeholders through DGS website. qtratpoir- Dprrplnnmpnt (. pll ISDCIAooendix to the DGS Order No.21 ot 2022 Backqround (i) The Maritime Vision 2030 details the blueprint to propel lndia to the forefront of the global maritime sector, through specific thrust on technology and innovation, policy and institutional framework to support all stakeholders, and enhanced global maritime co-operation. The Maritime Vision 2030 also have specific goals related to lndia's involvement and influence at the lMO, bridging the gap between the functioning of the lndian Maritime Administration and the priorities of the IMO through enhanced involvement at all Committees and Sub- Committees of IMO and by making sure that lndia's stake-holders interest are well represented at the lMO. (ii) Decarbonisation and sustainable shipping being at the forefront of IMO strategic direction, the continuing debates at the MEPC of IMO are all focussed to achieve zero carbon shipping as early as possible. However, decarbonisation is a complex process and requires coordinated effort of various agencies and organization, to create, timely and cost-effective enabling conditions for such a transitions. For the lndian fleet in particular, comprising of different ship types and sizes, one fit solution may neither be feasible nor cost effective, but, require continual research and brain storming between various stakeholders to identify suitable solutions taking into account the latest research and developments. (iii) One of the sectors currently under discussions in the global maritime world is the Digitalisation in Shipping, including the Maritime Autonomous Surface Ships (MASS). All these initiatives will be requiring reliable database and its timely analysis not only for undertaking policy decisions by the Directorate but also for making informed submission papers at the lMO, so that future regulatory developments from the Organization take cognizance of related national concerns. (iv) The Blue Economy Working Group on "Bridging the gap between the functioning of lndian Maritime Administration and the priorities of lnternational Maritime -Organization (lMO)" had identified the need for creation of a Green Shipping and an IMO Cell at Directorate' Stratpoi. Dprrplnnmcnt Cpll f(Dfl2. Strate ic Develo ment Cell SDC It is against the above background that the creation of a shategic Development Cell (SDC), comprising of three interdependent Sub-cells as below, has been envisaged:- (iv) Green Shi pinq Cell: To coordinate all Green Shipping related activities at the Directorate to help the maritime industry in eliminating GHG emissions in line with lndia's NDC to UNFCC for coastal shipping and IMO Strategy for lnternational Shipping, ensuring sustainability of lndia's Blue EconomY. (v) Diqitalization Cell: To keep track of the global digitalisation trends in shipping, including MASS and develop strategies to capitalise on lndia's strengths in the fleld, through timely policy initiatives, co-ordination of sector-wise efforts and building stakeholder awareness. The cell will also help to identify & develop appropriate database and its analysis to objectively aid policy initiatives from the maritime administration' (vi) IMO Cell: To ensure effective participation of lndia in all related Committees, Sub-committees, Working Groups and Correspondence Groups and to encourage submission of papers' suitably reflecting lndia's concerns and interests in the respective areas. 3.Structure of the SDC: A Director level officer shall be heading the department, with the support of existing officers of the DGS/MMD. Three other officer (E&ss, NS, SS as the case may be) will be under respective Technical wings largely undertaking the coordination functions between the cell and respective Wings It shall also include initially three Consultants or experls from industry with Marine Engineering / Naval Architecture/ IMO matters background having sufficient exposure to related fields. ln addition, two Secretarial assistants having good skill in drafting and data base software handling can be hired on contract basis. The cell shall be given objective work to be completed within a given time frame and performance assessed periodically. Based on this assessment and achievement of objectives, the necessary structural and work profile changes shall be undertaken. Stratpoir^ Dpvelnnmpnt Cpll fSDCIThe preliminary structure of Strategic Development Department (SDD) shall be: l- 0.yro dr, r.portlng to Chl., Strategic 0?volopmant s T{ .n 'o., . ra , C.rr oa Pro .l nr .w dr k.l. .n l o 9l .p rl. .r r! il i4 dl Sld.ror or N.uliol Adr.o... Cett m.u.nFr by . C.,ffint.. h..d.d t, Aadip..l oc(s), chnr s.etd. x.qHl Io b. h.ir.d 5r 1D.plty Anvrrd. Ctul lhlP Sn.,or ..i rubnE.n L-- CS,{A/CSS Lr!d Onk.r uiil.ll{iLn I o.l. a.c..r!t I Eilr.tff a shlt S!fl.ro. ! I I Eng..t ! 5lrl, I En$n-r ! shD sw.Fr^&llc.l s@y.rAhrP sur.ror^.utl..l SuN.yorls$P Sw.yo. ! t ClEtl.nl SlE yore I Co@ltrl 4. Work Profile of Each Cell: The cell will primarily focus on the timely development of administrative and regulatory initiatives from the Directorate that inform, shape and support the strategic decisions confronting the industry, particularly when the environment is characterized by a high level of volatility, complexity, and ambiguity, as of today. Each cell shall be assigned objectives based on following strategic directions: 5. Green ShiPPinq Cell: Strateqic Direction: To help the maritime industry in eliminating GHG emissions in line with lndia's NDC to UNFCC for coastal shipping and lMo strategy for lnternational shipping and ensuring sustainability of lndia's Blue Economy This is to be done through: (i) Accelerating the deployment of scalable low-carbon technologies across the maritimeecosystembyvalidatingtechnicalandcommercialfeasibility. (ii) Lowering the adoption barriers for low-/zero-carbon fuels and technologies by closing the gaps in infrastructure, safety, operations and financing' (iiD Developing Blue Economy goals for lndian shipping such as removal of use of plastics, reduced waste generation on ships, availability of port reception facilities, similar area risk assessment for BWTS exemption etc The above to be achieved through: (i) ldentifying the inefficiencies in operations (Ports, shipping companies' charterers etc.) and developing solutions to remove inefficient operations. (ii) conducting studies through Research, pilot projects, collaboration with stake- holdersto identify cost-effective decarbonisation solutions for each ship type (coastal)&identifying baniers such as technical, infrastructure (fuel availability and bunkering, technology availability etc ) and financial and suggest mechaniSmstoovercomesuchbarriersthroughpo|icychanges,incentivesand investment in infrastructure. (iii) Providing necessary technical and regulatory assistance to ports and other stakeholders for shore power supply and JIT of ships' Str2lpoi. nprrFlnnmpnt Celt ISftCl(iv) Monitoring data from swacch sagar and preparing monthly reports. ldentify areas of non-implementation and ensure complete implementation' (v) ldentify data to be sourced from various stakeholders for Blue Economy indicators. (vi) ldentify ports, alternate fuels and ship types within lndian and between lndia and foreign port for development of Green Corridors' 6. Diqitalization and Data Sourctn Cell: Strate ic Direction Enable lndia to capitalise on lndia's strengths in the field of digitalisation' through timely policy initiatives, co-ordination of sector-wise efforts and building stakeholder awareness. This is to done by: (i) Keeping track of the global digitalisation trends in shipping, including MASS and develop suitable strategies accordingly (ii) identifying & developing sources for data collection required to meet the objectives of Directorate, MMD, IMO Cell and Green Shipping cells (iii) Monitoring and preparing reports based on such data sources; (iv) Ensuring that all stakeholders are adequately trained to use various digitized services being offered by Directorate; (v) Confirming that lndia's submission at IMO GISIS is up-to date and complete & (vi)Creatingofresearchdatabaserelatedtonewtechnologiesand developments. The above to be achieved through: (i) ldentify various digitalization trends in global maritime industry and take lead in familiarizing lndian industry and help the DGS in developing appropriate policy initiatives in the area. (ii) ldentify areas to create data collection for making submissions at IMO and policy decisions related to Green Shipping, Blue Economy and Safety of lndian Shipping and Coast. lnputs can come from IMO cell, Directorate, MMD & Green Shipping Cell. (iii) Research and create database related to alternative fuels, and other technologies for Green Shipping, Blue Economy and IMO submissions' (iv) Continually assess E-governance system, EXIT Exam system, Swacch Sagar and other digitized seryices such as e-certification for being user friendly and changes required. Str.tcoi. flerrelnnmpnt Cpll f Sfl(- I(v) Training various stake holders in usage of new and existing e-gov system for various purposes such as online seminars' (vi) Develop indicators to capture performance of all stakeholders such as ships, ISM Companies, MTl, RPSL, Port Reception Facility Providers etc. (vii) continually monitor performance and prepare monthly, three-monthly, 6-monthly and YearlY rePorts. 7. lnternational Maritime Orqanization (IMO)Cell: Strateqic Direction: lncrease lndia's involvement and influence at the lMo, bridging the gap between the functioning of the lndian Maritime Administration and the priorities of the lMo through enhanced involvement at all committees and sub-committees of lMo and by making sure that lndia's stake-holders interest are well represented at the lMo. This is to be done bY (i) Adequate representation at all meetings with planned preparations; (ii) Submission of adequate number of papers in each committee and sub- committee; (iii) Representation by manpower trained in lMo rules and regulations and historical developments at that committee or sub-committee (iv) strategies to achieve key positions in various lMo committees and Sub- Committees. (v)Submissionofadequatenumberofresearch&dataorientedpapersand (vi)Maximumco-sponsorshipofsuchpapersbylike-mindedmemberstates. The above to be achieved through: (i)Adequateandmoreimportantlysuitablerepresentationfromall stakeholders. (i) ldentifying experts for various shadow committees and sub-committees of IMO to develop lndia's stand and prepare paper submissions.Establish'l2shadowandbase.shadowcommittees with relevant industry members and experts in line with IMO committeestructurewithcompetentandrelevantstakeholders, from industry, knowledge cluster, Ministry, DGS hqs, MMDs, IRS etc. (ii) Holding regular shadow committee meetings and preparation of stand on various issues well in advance. Strzlpoi. Dpvplnnmpnt (. Pll fSDCI(iii) ldentifying continually discussed issues at IMO and prepare lndia's stand on such issues well in advance. ldentify issues for paper submissions, preparation of papers and ensuring co-sponsorship. ldentify like-minded member states on each issue and discussion and submission of joint papers. Coordinate with Ministries for lndia's stand on critical issues needing other Ministries feedback (iv) Prepare tailor-made training courses for Officials and stakeholders attending IMO meetings. (v) ldentify individuals to take up various roles at IMO and develop them through training, involvement and visibility at IMO for taking up various positions and pitch through MEA once opportunity arises. Continually monitor lndia's performance at each committee and sub- committee and suggest improvement. (vi) Follow-ups on previous IMO meetings action points. qtralpoi. Dprrplonmpnt Cpll fSDfl