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Enduring engagements with IMO Continuing to break new ground VOLUME 11 | SEPTEMBER 2026
ADVISOR Prof. Emeritus Dato' Dr. Abu Abdullah CHAIRMAN Ts. Dr. Capt. Manivannan Subramaniam SECRETARY Dr. Mohd Azizi Hamid EDITOR IN CHIEF Capt P.George Oommen 4IR APPLICATION INFO BIT – ‘Obsolescence’ of Work & Money - Page 12 Sweat Saves Blood – Page 7 4TH IR TECHNOLOGY SEGMENT – Smart Cities: Convenience & Comfort or Unreasonable Scrutiny & Regimentation? - Page 10 Steady as she goes - Page 9 EDITORIAL TEAM CONTENT MESSAGE FROM THE EDITOR Enduring engagements with IMO – Continuing to break new ground is the theme for this issue. The theme embodies the spirit that is within ALAM’s DNA; A spirit that always perseveres to make its presence known in international shipping. Needless to say, the challenges have been many, but we have weathered the storms to remain a voice that inspires confidence in the fraternity. What offerings do we have in this issue? Well for a start, the theme was inspired by a submission by Ts. Dr.Capt. Manivannan Subramaniam which dealt with training developed for Mariners who wished to take up operational positions on Floating Storage Units (FSU), LNG FSUs and fuel/oil storage FSUs. What made the submission special was the news of its acceptance by IMO. This follows in the footsteps of an earlier submission of ours; the IMO Model Course 1.36 which dealt with training in ‘Liquified Cargo Handling Simulator (LCHS)’. All these are in addition to the fact that we have been constant partners with the Malaysian Marine Department in engagements with IMO for some years now. Our newsletter has, since its inception, seen the contribution of many articles that inspire, give insight and remind people of what they may have learned before but have forgotten. It is no different this time with articles on excellence in operations achieved through ‘Quality Management Systems’, persevering in training in order to reduce the possibility of accidents, ethics when using VHF equipment & the regular 4TH IR revelations. As the year draws to a close, it is vital that we pay attention to what is happening in a fast changing world. This newsletter is produced in the hope that it will act as one of the many voices that opens eyes to new realities in that fast changing world. Page 2 EDITOR Nadia Harnisa Abdul Rahman An Alternative Pathway To Competency: The Lng Fsu Offshore Operator Certification Program - Page 3 Strengthening excellence in Alam operations through Quality Management System: Driving excellence, Resilience, and Continuous Improvement– Page 5
This is an overview of Malaysia’s Floating Storage Unit (FSU) Operator Certification Program, which introduces an alternative career pathway for COC holders and diploma holding non-mariners. The program aims to develop competent offshore personnel for FSUs, FSRUs, and related platforms through a structured, competency- based certification framework aligned with national human capital development strategies Introduction Floating Storage Unit (FSU), including LNG FSUs and fuel/oil storage FSUs, have become increasingly important in global and regional energy supply chains. These units require operators with specialized knowledge in cargo integrity, pressure systems, emergency shutdown procedures, mooring safety, and environmental protection. AN ALTERNATIVE PATHWAY TO COMPETENCY: THE LNG FSU OFFSHORE OPERATOR CERTIFICATION PROGRAM By Ts. Dr.Capt. Manivannan Subramaniam. A New Global Competency Standard for FSU Operator The developed FSU Operator Certification Program and Technical Reference Book (TRB) document competency acquisition, practical training, and supervisor verification for personnel working on Floating Storage Units. FSU operations present unique operational, safety, and environmental risks, yet no international standard or structured competency recording system currently exists for FSU operators. The FSU Operator Program and TRB initiative represents the first documented global practice to formalize competence development for this specialized workforce. Page 3 At present, FSU personnel competency requirements are not explicitly covered by the STCW Convention or its associated Codes. Existing offshore training frameworks do not provide structured recording mechanisms equivalent to those used for shipboard officers and ratings. ALAM in collaboration with Lloyd’s Register (LR) and with the immensely valuable support of the Malaysia Marine Department (MMD) and MISC Berhad, has developed a world’s first: A series of five (5) Technical Reference (TR) booklets – Competence Standards and Performance Criteria for Liquefied Natural Gas (LNG) Floating Storage Unit (FSU)” The newly introduced FSU Operator Certification Program will support national and regional offshore workforce development, particularly in the context of expanding LNG FSUs, FSRUs, and floating energy storage platforms. The program establishes a structured, competency- based certification scheme for personnel assigned to FSUs, offering an alternative career pathway for existing COC holders and employment access for diploma- qualified non-mariners. This initiative addresses a global training gap, as no dedicated international competency or certification framework presently exists for FSU operators, despite the increasing operational, commercial, and safety significance of these units.
Certification Structure The program offers two main certification tracks: Engineering (Technical Manager – TM) 1. Technical Manager Class 1 (TC1) – Chief Engineer (FSU context) 2. Technical Manager Class 2 (TC2) – Second Engineer 3. Technical Manager Class 3 (TC3) – Cargo Engineer 4. Technical Manager Class 4 (TC4) – Fourth Engineer Nautical (Offshore Installation Manager – OIM) 1. OIM Class 1 (OC1) – OIM/Captain (FSU context) 2. OIM Class 2 (OC2) – Chief Officer 3. OIM Class 3 (OC3) – Second Officer Entry points are flexible, allowing diploma holders or new entrants to begin at junior levels (OC3/TC4), while COC holders may access mid- or senior-level certification depending on prior experience. Certification is awarded only after completion of the training matrix, required courses, sea service, and oral assessments conducted by external FSU subject-matter experts. Technical Reference (TR) Books Candidates are issued TR Books as self-evaluation and competency development tools, documented in the following Technical Reference (TR) books, as listed below: Deck TR Books (DTR) 1. DTR 1 – Third & Second Officers > Cargo Operator 2. DTR 2 – Chief Officer & Master > Deputy OIM & OIM Engineering TR Books (ETR) 1. ETR 1 – Fourth & Third Engineers > Machinery Engineers 2. ETR 2 – Cargo Engineer > Cargo Technical Advisor 3. ETR 3 – Second & Chief Engineers > Deputy TM & TM Assessments and Certifications To qualify for certification, candidates must: 1. complete all required training courses, 2. fulfil onboard service as prescribed in the training matrix, and 3. undergo an oral assessment conducted by certified external FSU assessors. The authority subscribing to the system can verify candidate eligibility and compliance with the competency matrix before the assessment. The certification of the program supports national maritime and offshore workforce development by diversifying talent pipelines for offshore operations, reducing cost and qualification barriers for diploma holders, as well as providing structured industry-endorsed offshore certifications and supports Malaysia’s broader human capital strategies for the energy transition and offshore sector Significant advantages for maritime industry, Flag States and Coastal States The program and TR Books will enhance regulatory oversight through a formalized competency certification structure for FSU operators, improving compliance assurance and audit readiness. It creates clear national standards for FSU operational competencies where IMO instruments do not yet provide explicit guidance. Strengthening FSU Safety and Compliance By having a structured FSU program, incident liability will be reduced simply because certified personnel have undergone validated training and expert assessment. In alignment with STCW principles, it also contributes to a Flag’s credibility. The FSU Operator Certification Program represents a progressive national initiative to professionalize offshore roles for FSUs and FSRUs through a structured, alternative competency framework. Malaysia has submitted this information to IMO in support of its Sub-Committee’s ongoing work on human element development Page 4
Excellence as a Strategic Imperative At ALAM, operational excellence is not merely an objective — it is a strategic imperative that underpins the delivery of high-quality maritime training, support services, and campus operations. To sustain this commitment, ALAM has established a robust Quality Management System (QMS) that provides a comprehensive framework for ensuring consistency, efficiency, and continual enhancement across all operational processes. Aligned with internationally recognized standards developed by the International Organization for Standardization (ISO) — particularly ISO 9001 — ALAM’s QMS fosters a culture grounded in quality, accountability, and systematic improvement throughout the organization. Driving Operational Excellence Through a Structured QMS ALAM’s QMS adopts a disciplined, process-driven approach to operational management. By clearly defining procedures, roles, and responsibilities, the system ensures that all activities — from training delivery to facility management — are executed with precision, consistency, and control. This structured framework enables ALAM to: • Maintain uniformity in service delivery across all departments • Strengthen coordination between operational and support functions • Reduce process variability and eliminate inefficiencies • Enhance governance, transparency, and accountability Through well-established documentation, standard operating procedures, and performance monitoring mechanisms, ALAM ensures that all processes remain reliable, traceable, and aligned with strategic objectives. Continuous Improvement as a Strategic Enabler Continuous improvement is a fundamental pillar of ALAM’s QMS, ensuring that the system remains dynamic, relevant, and responsive to changing operational demands. In accordance with the principles of ISO 9001, ALAM adopts a structured methodology to identify, evaluate, and implement improvements at all organizational levels. Page 5 STRENGTHENING EXCELLENCE IN ALAM OPERATIONS THROUGH QUALITY MANAGEMENT SYSTEM: DRIVING EXCELLENCE, RESILIENCE, AND CONTINUOUS IMPROVEMENT Key mechanism include: • Internal Audits: Regular and structured assessments to ensure compliance and identify improvement opportunities. • Corrective and Preventive Actions (CAPA): Root cause analysis and implementation of sustainable solutions. • Performance Monitoring: Utilization of Key Performance Indicators (KPIs) to track efficiency and service quality. • Management Review: Periodic strategic assessments of QMS performance to ensure alignment and drive continual enhancement. These mechanisms collectively ensure that insights are translated into meaningful actions, risks are proactively managed, and operational performance is continuously elevated. Integrated Approach with HSSES and ERM ALAM’s QMS is not implemented in isolation but is fully integrated with its HSSES (Health, Safety, Security, Environment & Sustainability) and Enterprise Risk Management (ERM) frameworks. This integration establishes a holistic management system that balances quality, safety, and sustainability considerations. Key benefits of this integration include: • Embedding risk-based thinking into all operational processes • Early identification and mitigation of operational, safety, and environmental risks • Strengthened compliance with regulatory and industry requirements • Enhanced organizational resilience in addressing emerging challenges, including climate-related and human factor risks By integrating QMS with HSSES and ERM, ALAM ensures that continuous improvement efforts deliver not only to quality outcomes but also to safer and more sustainable operations. By Ahmad bin Hj. Ismail
Fostering a Culture of Quality and Accountability A successful QMS is ultimately driven by people. At ALAM, cultivating a culture of quality is a shared responsibility embraced across all levels of the organization. Employees are empowered and encouraged to: • Proactively identify opportunities for improvement • Report non-conformities and risks transparently • Actively participate in audits, reviews, and improvement initiatives • Uphold quality standards in their daily responsibilities This collective commitment transforms QMS from a compliance-based framework into a culture of operational excellence, where continuous improvement becomes an integral part of everyday work. Delivering Sustainable Value to Stakeholders The effective implementation of QMS enables ALAM to consistently deliver value to its stakeholders by: • Upholding high standards in training and operational services • Enhancing stakeholder confidence and satisfaction • Ensuring compliance with international standards and regulatory requirements • Supporting long-term sustainability and organizational competitiveness Through its unwavering focus on quality and improvement, ALAM continues to strengthen its position as a trusted and leading institution in maritime training. At ALAM, quality is not a destination — it is a continuous journey. By embedding ISO 9001 principles and integrating improvement into every facet of operations, ALAM strengthens excellence, builds resilience, and drives sustainable success. Operational excellence is our compass. The drive for continuous improvement is our engine. Together, they propel ALAM forward — setting new benchmarks in maritime training and campus operations. Page 6
Hello there! Have you ever heard the saying, “Sweat saves blood”? What does it actually mean? Can sweat really save blood?. “Sweat saves blood” is a well-known military saying. It carries a simple but powerful message; hard work, discipline, and proper training today can prevent injuries, failures and casualties tomorrow. Most of us understand sweat as perspiration, the salty liquid produced by our bodies during physical activity. However, in this context, sweat represents hard work, effort, exercise, drills, discipline, and preparation. What about blood? Blood is a vital fluid that circulates through the heart, arteries, veins, and capillaries. It consists of plasma, red blood cells, white blood cells, and platelets. However, in this saying, blood represents injury, damage, failure, or even disaster that may occur later if we are not adequately prepared. The lesson is clear: when we undergo difficult and demanding training at the beginning, we become better prepared to face future challenges with confidence and reduce the possibility of harm or failure. There is another saying, “If you cheat in your training, you cheat yourself in life.” We must learn to accept reality and face the challenges of training with courage. Instead of constantly complaining, we should conduct an honest self- assessment, identify our weaknesses, and adapt as quickly as possible to the circumstances around us. Brick by brick, we build our dreams. Training can be rigorous, repetitive, exhausting, and sometimes lonely. There may be moments when we feel discouraged or wonder whether all the effort is worthwhile. No matter what we are going through, we must remain calm, stay focused, and continue moving forward. Another familiar saying comes to mind, “No pain, no gain.” Nothing worthwhile comes easily. We must take small but consistent steps every day to prepare ourselves for difficult situations. Each new day provides another opportunity to learn, improve, and become stronger. We should make full use of these opportunities and be grateful for the chance to better ourselves. SWEAT SAVES BLOOD By Capt. Siva Page 7
Page 8 On the battlefield or whenever a critical situation arises, we must be ready to face the challenge. To perform effectively when it matters most, preparation must begin long before the actual event. This may require sacrifices. We may have to spend less time with our families, wake up earlier, work harder, practise repeatedly, or do things outside our comfort zones. At the end of the day, our success often depends on the sacrifices we are willing to make to achieve our goals. The rewards may be waiting for us, but we must first do our part. We have to do the required training, practise consistently, and prepare ourselves properly so that when the day of judgement comes, we are ready to perform to the best of our ability. If we study the lives of successful people, we will find that many of them achieved success through years of effort, sacrifice, discipline, and perseverance. Their achievements did not happen overnight. They were built through sweat. Life is tough and challenging, and nothing worthwhile comes easily. There will be times when we fall, or feel discouraged. What matters is our ability to pick ourselves up, learn from the experience, and continue moving forward. Train, retrain, improve, and prepare for a better future. The question we should ask ourselves is, are we prepared to sacrifice our time and endure the hardship of training today so that we can become better and stronger individuals tomorrow? At the same time, we must always remember that health is wealth. While pursuing our dreams, we should never neglect our physical and mental well-being. Make time to exercise, rest, eat well, and invest in your health. A healthy mind thrives in a healthy body. Do not pursue success at the expense of your health. Your ambitions and your well- being should move together. Take every opportunity to learn, engage, improve yourself, and take proactive steps towards a better tomorrow. Always remember, the sweat you shed today may save you from the blood, pain, and regret of tomorrow.
By Capt. Mahadzir bin Dahari Page 9 In today’s maritime environment, “VHF-assisted” collisions, contacts and near-misses are hardly novel occurrences at sea. Masters and watchkeepers know the Collision Regulations by heart and are expected to conduct their vessels in a seamanlike manner. The COLREGs provide mariners with a clear and predictable framework, overcoming language barriers and reducing the confusion that can arise during tension-filled manoeuvres at sea. During my heyday as Chief Officer aboard an MISC chemical tanker, we were making a westbound Atlantic crossing on a clear day, with a razor-sharp horizon and the bluest of waters. I was keeping the morning watch in high seas and clear weather, sipping a cappuccino. Radar showed a vessel on a reciprocal course about 12 miles away; it had been acquired and was being monitored. At about 10 miles, the VHF squelched: “Amigo, please alter your course to port and let’s pass green-to-green.” I wanted to ask the caller, “Excuse me, are you going to tell me how to steer now?” Although the situation was undoubtedly a hilarious blooper, it illustrates something many of us now experience at sea: collision avoidance being negotiated over VHF. The Bridge Procedures Guide is clear that VHF radio should not be used for collision-avoidance purposes. Valuable time can be wasted trying to make contact, positive identification may be difficult, and misunderstandings may arise once contact is made. Every deck officer who has leafed through the Bridge Procedures Guide will have encountered this warning and should follow it while on watch. Sadly, this is not always the case. STEADY AS SHE GOES No Place for VHF in Collision Avoidance A mariner’s reflection on the friendly radio call that can quietly undo the COLREGs Heads Up In spite of repeated training and various books emphasising the same rule, we continue to see confusion caused by officers using VHF to decide between themselves whether to pass red- to-red or green-to-green. This often leads to close-quarters situations or, in the worst cases, collisions. Even with AIS in use, confusion may arise because some vessels may have their AIS switched off or may not display the correct information. Many will argue that VHF should be the ace when a close- quarters situation arises, but why should that situation arise in the first place? If a proper lookout is maintained and the COLREGs are followed, there should be no need for VHF, even when there is a clear need to act. A related problem is that some seafarers appear to think that using VHF for collision avoidance will save them the trouble of making the course alterations required for early and substantial action. This may be well intentioned, but it can place the ship at risk by confusing the other vessel. If the other vessel misinterprets your intentions, what happens then? Seafarers should think twice before reaching for the VHF the next time they find themselves in a collision-avoidance situation, and strongly resist depending on the equipment. It must not be used to agree on a COLREGs-contradictory maneuver such as “green-to-green” in a head-on situation. Perhaps this reminder can help improve training and watchkeeping standards globally. Let us use the equipment for what it was designed for, not merely for our own convenience—especially in a matter so critical. On this note, I wish you fair winds and following seas. How VHF creates a dangerous chain 1 IDENTIFICATION: The ship answering may not be the ship you intended to call. 2 LANGUAGE: “I will pass on your port side” can create two opposing mental pictures. 3 RULE-BREAKING: A negotiated green-to-green manoeuvre can contradict the predictable action required by the COLREGs. 4 DELAY: While officers call, repeat and clarify, the CPA keeps shrinking. 5 FALSE COMFORT: Monitoring may relax after an agreement even though the risk remains. THE CORE DANGER A VHF agreement can sound precise while leaving both bridge teams with different intentions. The sea responds to manoeuvres— not promises.
By P. George Oommen 4TH IR TECHNOLOGY SEGMENT – Smart Cities: Convenience & Comfort or Unreasonable Scrutiny & Regimentation? Page 10 What do proponents aim to achieve with ‘Smart Cities’? Some of the stated aims of smart cities in the 4th IR publication by Prof. Klaus Schwab are to increase the efficiency of using resources, productivity, quality of life, efficiency of preservation of the environment, increased accessibility & reduction of pollution How will ‘smart cities’ be enabled? The foundation would be the ‘internet of things’(IoT) & ‘Artificial Intelligence’(Ai). The application of ‘internet of things’ & Artificial Intelligence’ relatively speaking, is at it’s infancy as far as ‘smart cities’ are concerned. The reason is because under this concept, “everything that can be connected, can & must be connected” (‘Things to things’, ‘things to man’ & ‘man to man’) & we are not there fully yet. Having said that, the following places are already recognized as ‘smart cities: Palo Alto(USA), Zurich (Switzerland), Singapore, Taipei(Taiwan), Lausanne(Switzerland) & Oslo(Norway). For the ‘IoT’ in smart cities to work, sensors for example must be fitted to things such as lamp posts, pavements, waste bins, water supply pipelines, lavatories, vehicles etc. Certain vehicles already have data being transmitted to remote locations that analyze these data to determine driving behaviour & the results of the analysis, are being used to either reward or penalize a driver. See the potential to increase safe driving behavior in cities? And so, data has to be allowed to float to various remote locations where control is wielded. How will ‘smart cities’ look like practically? Practically speaking the following describe some of a smart city’s features: • Effective traffic monitoring & control: This monitoring & control is achieved by drones, apps on phones, mounted cameras on streets, that when it is connected to what is known as ‘adaptive road pricing’ can influence driving behavior & reduce congestion (saving travel time) & reduce pollution. ‘Adaptive road pricing’ is a modification of charges such as tolls – charges reduced or increased as needed. Drivers will choose better, when to travel & which route to take with the data they have on hand. • Effective Water management: Sensors on water supply lines can detect leaks ensuring timely shut off, reducing wastage of water. Sensors can also manage water harvesting systems. • Waste management: Waste bins fitted with sensors can transmit the fact that it is full, to trigger collection. This ensures that collection trucks travel only on routes needed, hence reducing emissions - One truck deployed on the routes needed instead of multiple trucks on different routes. • Street lighting: Switched on in the dark hours automatically, only when traffic is detected Pic Source: iProUP
Page 11 • Predictive Policing: Policing using tech tools such as computer algorithms, data analysis mechanisms, artificial intelligence & facial recognition to predict & hinder criminal activity. There are two facets to how prediction & prevention can be applied & these are ‘place based’ & ‘person based’. Both of these use past records to predict & prevent. Facial recognition is used to identify people on roads. All these enhance safety & security. • Efficient Taxi management: Control centres remotely monitor routes & direct taxis to places where possible customers are likely to be. Taxis will have in them cameras that monitor both the driver & passenger, reducing the possibility of an undesirable ride for both parties. • Efficient maintenance of city flora: Moisture content of grasslands & grass patches again, monitored by sensors that can trigger automated watering systems, saving water. • Smart buildings: Buildings just like how lamps are switched on roads only when sensors pick up traffic, can be made to switch on lights & other utilities only when sensors pick up presence. Energy & cost of operation is then reduced. • Product as a service model: This promotes a concept where individual ownership of products is given up in favour of ownership by corporations. The idea being that the durability of products will be increased because the ‘headache’ of maintenance is taken over by these corporations Role of ‘Data Centres’ in ‘Smart Cities’ To put it simply, ‘Data Centres’ would be the ‘nervous system’ of ‘smart cities’. It is from here that everything needed in a ‘smart city’ is going to be controlled from. It stores & processes very large amounts of information & initiates needed responses for ‘smart cities’ to operate. Convenience & Comfort or Unreasonable Scrutiny & Regimentation We should all be subconsciously regimented. Regimentation would & should buy us safety & security. However, in recognizing technology especially 4th IR technology as a great tool for humanity to exercise regimentation & gain comfort with greater control, men must be keenly aware of the possible tradeoffs with the idea of ‘smart cities’. At the very top of our concern should be the integrity of the systems that will be employed to run ‘smart cities’. Cyber threats, integrity of personnel that run the systems & the pervasive nature of the tools in use are all legitimate concerns.
4IR APPLICATION INFO BIT – ‘Obsolescence’ of Work & Money Zenith Editorial Team Page 12 “Money will stop being relevant at some point in the future & work will be like playing sports or a video game” Elon Musk Factors that make this a possible future: • Ai & Robotics creating abundance: Ai with it’s super intelligence will solve all problems relating to production & consumption of all that is needed by humans. Ai aided Robots working super efficiently to mass create products. Cosmic threats are also dealt with. • Immortality of human beings being a reality: ‘Singularity’ is a project that seeks to make man immortal. Target: 2030 to 2045. The logic of the above Abundance: When resources are not scarce, there will be no competition for it. Immortality: When death is no longer a factor, ‘on the surface’ at least, what’s money’s use? Really? Caveat • You don’t own the technology that offers abundance. There may be a bargain you may not want to make. • Money can be redefined. Money is determined by ‘fiat’.
Page 13 Department Coordinators Capt. Mohammad Monir Hossain - FAMS Mohamad Riduan Bin Ramli - FAME Zaful Rullah Hakiem Bin Zaini - CPT (Simulation Training) Siti Rabi'ah Binti Hamzah - CLS R. NurHidayat Bin Raja Kamarudin - Rating Programs Norashikin Binti Alias - CPT (Modular Courses) Kazlina Binti Kharib Shah - HR Ummu Haani - SAFAD Ahmad Bin Ismail - QHSE Muhammad Syuqran Saudaullah Bin Rohaizad – KMC dR,. Mohd Azizi Hamid - CAQ DESIGN & EDITORIAL SUPPORT MISC Group Corporate Communications Disclaimer Malaysian Maritime Academy (Akademi Laut Malaysia / “ALAM”) makes no warranty and guarantee on the accuracy, completeness, or adequacy of the contents of ALAM’s newsletter (“ZENITH”), and neither ALAM, nor its employees shall have any liability for any direct or indirect loss or damage resulting from the reliance or use of contents published in ZENITH, or for any errors, omissions or misstatements in ZENITH. Copyright Statement All contents in ZENITH shall be the property of ALAM unless otherwise stated. No parts of ZENITH may be reproduced, transmitted or copied in any form or means without the prior written consent of ALAM.
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