DNV SERVING THE MARITIME INDUSTRY

ship energy efficiency management plan

The how, why and

what of SEEMP

MANAGE
ENVIRONMENTAL
PERFORMANCE
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CONTENTS
GLOBAL SERVICES TO THE MARITIME AND ENERGY INDUSTRIES
04 What is SEEMP? 13 Establishing a baseline
Q Safety, health and environmental risk management Q Verification 06 Why SEEMP? 14 Assessment of improvement potential
Q Enterprise risk management Q Ship classification 09 What is the roadmap for SEEMP? 15 Implementation and performance monitoring
Q Asset risk management Q Offshore classification 11 DNV’s recommendations for the four focus areas 16 Evaluation and improvement
Q Technology qualification 12 DNV – bringing practical experience to the 17 SEEMP in a few words
SEEMP development 18 Map

With a Ship Energy Efficiency Management Plan (SEEMP), you can cut costs
and reduce emissions. DNV has unrivalled expertise from the maritime
industry, so the SEEMP we can develop for you will have a solid foundation.

THE POWER TO MANAGE YOUR

ENVIRONMENTAL PERFORMANCE
© Getty Images/Chad Thomas
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WHAT IS SEEMP?
A Ship Energy Efficiency Management Plan (SEEMP) is intended to be a practical tool for helping
ship-owners manage their environmental performance and improve operational efficiency – in other
words, cut costs and reduce emissions.

In DNV, our experience from the maritime industry is second to

none. We believe that the way a SEEMP is implemented is crucial Q A Client commenced an energy efficiency project with DNV
to its success. We have developed SEEMPs for many ships of all with a target of reducing fuel consumption by 10%. After the
sizes, types and ages, giving us a unique advantage over less first year, not only had they realised a 15% reduction in fuel
experienced players in the field. DNV can help you reap the consumption, but also prevented a near catastrophic main-
benefits of a SEEMP for your ships – cutting fuel consumption engine breakdown through an improved performance
and operating costs. management framework.
Q Another Client used DNV to verify and assist implementation

The purpose of this brochure is to provide a description of of a comprehensive energy efficiency strategy and used the
the SEEMP standard* as of January 2012, as well as provide process and results to launch their new climate-change
recommendations for how you as a ship-owner or operator initiative to their clients, shipping pool-owners and industry
can develop SEEMPs for the vessels in your fleet. representatives.

The benefits of a correctly implemented SEEMP go beyond In DNV, we have built our SEEMP development services on our
fuel savings, which are typically in the order of 10% or more. extensive experience from the maritime industry worldwide.
Organisations that have successfully implemented and main- Our expertise in fuel management and efficiency, ship design,
tained a SEEMP programme also see reductions in their statutory and class services provides a solid foundation for the
maintenance costs and improvements in their green profile: SEEMPs we develop for our customers.

DNV EXPERIENCE WHERE IT COUNTS

 More than 50 energy management projects in recent years
 Savings potential ranges from 8-28% (average 12%)
 Experience from most shipping segments including Tank, Bulk, Container,
Cruise/RoPax, LNG/LPG, Chemical, RORO, Seismic and Offshore
 Delivered fuel saving plans for approximately 1500 ships
 Experience from most geographical regions
 DNV Petroleum Services has approximately 65%
of the world’s fuel testing market
 Leading ISO certification including ISO 9001 (management systems)
and ISO 14000 (environmental management systems) and ISO 50001
(energy management)
 DNV Benchmark recording operational performance across
thousands of vessels worldwide
 DNV SeaSkill certifying and delivering maritime training globally

© Getty Images/Kevin Phillips

* MEPC.1/Circular 683 ‘Guidance for the development of a Ship Energy Efficiency Management Plan (SEEMP)’ first published in August 2009.
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WHY SEEMP?
In recent years, the shipping industry has become the subject of increasing scrutiny as the general
community and regulating authorities worldwide become more concerned about global carbon emissions.
It is widely recognized that carbon emissions could be reduced significantly if operational efficiency were
improved on a large number of ships.

The IMO has taken a lead through MARPOL and other regula- The SEEMP will not be subject to approval by flag states or recog-
tory instruments to enhance energy efficiency and reduce green- nized organisations as with class, but will be part of a new Chapter
house gas emissions from shipping. In July 2011, the Marine 4 of MARPOL Annex 6 on regulations and be required under the
Environment Protection Committee (MEPC) of the IMO con- International Energy Efficiency Certificate (IEEC).
cluded its sixty-second session with the adoption of new require-
ments on CO2, including making a SEEMP mandatory for new The IEEC requires under Regulation 22 that “each ship shall
and existing ships irrespective of flag from 1 January 2013 at the keep on board a ship-specific Ship Energy Efficiency Management
first renewal or intermediate survey after this date. Plan (SEEMP) … (which) shall be developed taking into account
guidelines adopted by the (IMO).”
A SEEMP provides an approach for monitoring ship and fleet
efficiency performance over time, and encourages the ship-owner
to consider new technologies and practices at each stage of the
plan.

Global carbon emissions could be reduced

significantly if operational efficiency were
improved on a large number of ships

© Getty Images/Manuel Gutjahr

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WHAT IS THE ROADMAP FOR SEEMP?

The guidance document from IMO will be reviewed and updated in the period before the introduction
of SEEMP as a mandatory requirement in January 2013.

KEY FEATURES OF THE SEEMP: Please note that this document will be updated over the coming
The challenge for ship owners & operators is to Q It recognises that improvements in operational efficiency can 12-months or more, and while it is not expected to change much,
make a valuable contribution to reducing global carbon adjustments will be made. To ensure that you have the latest
actually achieve the emissions reductions based on emissions version, always check the IMO website for details.
the actions and measures contained in the SEEMP. Q Its main purpose is to establish a mechanism for a company to
improve the energy efficiency of a ship’s operation – preferably As always, the challenge for ship owners & operators is to
as part of a broader corporate energy management policy actually achieve the emissions reductions based on the actions
Q The SEEMP is to be tailored to meet the characteristics and and measures contained in the SEEMP. The IMO recommends
needs of individual companies and ships. focus on four areas – planning, implementation, monitoring and
evaluation. In the next section, we provide our recommendations
On the next page, we present a summary of the IMO Guidance for each of these areas.
for Development of a SEEMP, along with our recommendations
based on our experience gained from working in this area for
many years.

Q It is worth noting that other organisations, such as the Oil

Companies’ International Marine Forum (OCIMF), have also
developed their own guideline to SEEMP.
Q The IMO guidelines themselves can be found at the following

address: [Link]
Documents/683%[Link]
© Getty Images/Jason Edwards
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DNV’S
RECOMMENDATIONS FOR
THE FOUR FOCUS AREAS

1 3
PLANNING MONITORING
– includes ship- and company-specific – describes the establishment of
measures, human resource develop- a system utilising various tools,
ment and goal-setting while bearing existing and new, that can provide
in mind the need to minimise on-board a qualitative and quantitative basis for self-
administration. evaluation and subsequent performance
review.
Q DNV’s tip: This is the most crucial phase
of the SEEMP development and should Q DNV’s tip: This is perhaps the hardest area
reference company goals and processes, to activate in a consistent manner. The
ship-specific features in technical and interaction of the right tools, systems and
operational spheres, training, competence processes is crucial for measuring achieve-
and timelines. ment and ensuring sustained improve-
ment. Many organisations collect data

2
IMPLEMENTATION from a wide range of sources, but not all
– includes attention to establishing manage this information systematically
an appropriate system that allows so that they know how well they are per-
for each selected measure to be forming or whether they are on track.
rolled out according to the plan.

4
SELF-EVALUATION, IMPROVE-
Q DNV’s tip: Any ‘system’ can involve a mix MENT AND REVIEW
of tools, processes and record keeping that – complete the continuous improve-
when combined, will enable the imple- ment cycle by assessing the effective-
mentation of specific energy efficient ness of implemented energy efficiency
initiatives. A communication plan that actions, identifying ways to improve associated
identifies who is responsible for each processes and formerly reporting to
step in the process will increase awareness stakeholders.
and the likelihood of sustainable activity.
Q DNV’s tip: Plan to communicate both
‘good’ and ‘not so good’ news to inter-
ested parties. This will increase awareness
and build trust in the programme and
activities. In addition, seek regular feed-
back from others via meetings, presenta-
© Getty Images/Zero Creatives

tions and emails to check and validate

plans as they unfold.
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DNV – BRINGING PRACTICAL

EXPERIENCE TO THE SEEMP
DEVELOPMENT
A
ESTABLISHING A BASELINE

DNV recognises and fully supports the IMO Guidance for the TO REALISE THE BENEFITS YOU MUST HAVE A PLAN It is important to examine the tools and processes in order to Q Baselines for operational aspects are typically described in
development of the SEEMP for ship-owners and operators. We The DNV approach remains fully compliant with the IMO guid- determine a credible baseline from which goals, plans and actions internal operational procedures typically called port operations
believe that the quality of implementation is crucial to the success ance and builds on it by emphasising the delivery and implemen- all grow. Not only will this help in your understanding of current and voyage planning.
of the plan. Thus, developing a SEEMP the DNV way will ensure tation of the SEEMP. The following section provides some insight consumption levels, it also provides the best starting point in - Consider including the IMO recommended Energy Efficiency
consistent and lasting savings, not just compliance. into leading practices from a range of shipping segments, and assessing a realistic improvement goal for tomorrow. Operating Index (EEOI) – MEPC.1/Circ.684 – as a baseline
while we acknowledge that the fleets around the world vary for measuring and recording the CO2 emissions per transport
DNV has developed SEEMPs for customers around the world and widely, the logic behind each applies to all. UNDERSTANDING THE SHIP’S ENERGY PROFILE kilometre. While this method can apply to many shipping
brings a systematic, structured and cost effective approach to each Q The energy flow within a ship shows that there are many factors traditional segments, it is not easily calculated for others
project. And as the overriding goal of a SEEMP is to reduce fuel that contribute to energy being lost between ‘purchase’ and (anchor handlers, for example). For more information
consumption, the outcome of a successfully deployed SEEMP is ‘output.’ on the EEOI, its application and calculation, please visit
reduced costs and emissions. “Consider internal ship processes Q Performance baselines are typically found in ship and the IMO website, [Link]
as well as operational aspects” equipment design documentation and sea trial data:
- Engines: shop or sea trial
- Electrical consumption: design electric load calculations
- Boiler efficiency: equipment specification and test of steam
system.

ADDING THE INFLUENCE OF THE SHIP’S Q Baselines can be hard (i.e. qualitative) or soft measures
OPERATIONAL PROFILE that should cover a wide range of areas including people
Q The operational profile refers to how the ship is managed and processes.
and how the equipment and systems are operated, such as:
- Route planning
- Weather routing
- Cargo operations
- Ship trim
- Electric power management
- Use of autopilot
© Getty Images
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BASSESSMENT OF IMPROVEMENT POTENTIAL

C
IMPLEMENTATION AND PERFORMANCE MONITORING

Once a performance baseline has been established, the next step Ship operational aspects (for example): Once the opportunities have been identified, quantified and EXAMPLES OF PIS WIDELY USED
is to identify how much you can save and, just as importantly, - Electric power management prioritised, the next important step is to put them into action. Q The EEOI (ratio of mass CO2 emitted per unit transport work)
what you need to do to realise the improvements. It is worth - Review of the route planning process While information technology is a great enabler in many business is a useful reference at an aggregated level
keeping in mind that some areas with a high savings potential - Review of cargo operations. and operational areas, beware of falling into the trap of ‘imple- - However, it is not sufficient to monitor actual performance
may take considerable effort to plan, implement and achieve. menting by email.’ Use a variety of established systems and of ship internal processes or operational aspects
PRIORITISE IMPROVEMENT INITIATIVES processes to help overcome resistance to new initiatives. - Does not easily apply to certain segments such as supply
ASSESS ENERGY LOSSES Q It is important to be realistic when it comes to implementing vessels, RoRo or research.
Q The gap assessment can be carried out using performance identified initiatives. ESTABLISHING A MONITORING FRAMEWORK Q SOX and NOX emissions based on consumption and fuel type
data analysis or a ship energy audit. Data analysis might be Q A risk-based approach which charts impact and probability Q We recommend that the performance monitoring system Q Specific fuel oil consumption (gram fuel oil per kWh) is a

sufficient if the company has reliable data available for each creates a picture that helps decision-makers target ‘quick wins’. should be standardised for the entire fleet, and should be able unified energy efficiency measure for engines and widely
ship, while an energy audit of the ship will be necessary if this to track the effects of each improvement initiative individually. used in the shipping industry.
is not the case. Q The chances of the various initiatives being sustained success- Q Fuel costs, seasonally adjusted, by route, operational
Q To ensure a practical approach, ship energy audits could fully increases if tracking performance translates ‘effects’ into mode or bunker port.
be carried out for reference ships (one or two ships per sister ship ‘benefits’ when reported to ship and shore. For example,
class and should cover ship internal and operational aspects: money saved, emissions reduced, company profit increase,
Ship internal aspects (for example): and so on. “Clarify ownership of the implementation,
- Engine performance tests Q Use as many existing systems as possible in order to reduce
that is who does what, when and how!”
- Insulation of piping and steam traps the burden on personnel. The more new formats that are intro-
- Review of engine log books duced, the higher the risk of implementation failure. Always
keep ‘simplicity’ and ‘relevance’ at the top of the agenda when
1st Priority 2nd Priority planning new performance monitoring requirements.
HIGH

“Carry out a gap assessment to identify

improvement initiatives” SELECTING PERFORMANCE INDICATORS
Initiative 2
IMPROVEMENT POTENTIAL

ENERGY
Initiative 4
Q Measuring and managing energy efficiency on ships is compli- EFFICENCY
POLICY COMPANY
cated because of a lack of accurate measuring equipment, the STANDARD
FOR ENTIRE
presence of many parameters with large uncertainties that can FLEET
influence energy efficiency, and the difficulty of isolating the KEY
Initiative 3
effects of some parameters. Choosing the most relevant and PERFORMANCE
INDICATORS
appropriate performance indicators is important to ensure
actual realisation of efficiency benefits.
Initiative 1 Q Leading practices suggest that performance indicators (PIs)
LOW

SEEMP
should be a mix of company-wide and ship-specific to ensure & SHIP
PERFORMANCE
that those chosen are aligned with the operational and strategic INDICATORS
SPECIFIC

environment and seek to achieve the following:

LOW HIGH
Q Encouraging the desired behaviour
EFFORT REQUIRED
Q Be quantifiable
For example, an approach that underpins this method is to rank the various Q Be balanced figure text:
energy efficiency initiatives according to ‘energy efficiency impact’ and ‘effort
Q Are set at the “controlling” organisation level.
required to implement’ to prioritise the different solutions.
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SEEMP IN A FEW WORDS

DEVALUATION AND IMPROVEMENT

The progress within the different improvement initiatives EXAMPLE FORMATS Developing a SEEMP should be a systematic and structured And don’t forget, as the IMO Guidance Documents and IECC
should be regularly followed up by the people or department process that draws on relevant information and experience regulations state, a SEEMP must be prepared for each ship.
responsible. The performance assessment should be used to within the organisation. The examples in this brochure should While it can be based on a standard format and will contain
modify future goals and implementation tactics. give you a good idea of what it takes to develop a SEEMP that some generic elements, it should be tailored to be relevant to
not only meets the IMO requirements but also – perhaps most each ship type, trading route and operational profile.
KNOWLEDGE TRANSFER AND RAISING AWARENESS importantly – increases the chances of actually achieving
Q To increase awareness within the organisation, a forum for reductions in emissions and associated costs.
sharing experience from the different initiatives could be “Moving from resisting change to embracing
established and discussions communicated. new ideas will take time and be based
Q Consider reporting publicly the results of actions implemented
to as to demonstrate commitment to improving energy
on results that can be verified”
efficiency and minimising environmental impacts.

CLOSING THE LOOP

Q As implementation of initiatives advances, revisiting the
prioritisation list (Step 2 above) will help maintain momentum
– not to mention providing a perfect opportunity to let your
stakeholders know of your progress.
Q To make this part of the company culture, evaluate processes
in the context of corporate policy and integrate into formal
company procedures.

© DNV / Nina Rangøy

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