Efficiency changes delivered 135,000 tonnes of emissions savings

Unifying fragmented operational data

P&O is tackling the challenge of fragmented operational data by using the cloud-based SMARTShip fleet intelligence platform from ZeroNorth, explains Mr O’Rourke.

In a live demonstration over the Teams platform, Mr O’Rourke provided extensive visibility into the SMARTShip data integration, asset monitoring and fuel consumption analytics that serve as the foundation for driving efficiency. This includes granular tracking of main engine usage, generator runtimes, boiler consumption and more - quantified every 30 seconds. Supplementary dashboards chart comparative daily fuel burn, engine temperatures, shaft power and speed optimisations. Vessel crews have full access to visualise these same telemetry and performance views. By leveraging integrations to extract vast operational detail, the digital platform enables both shoreside and shipboard teams to investigate optimisation opportunities through shared transparency. And by reacting quickly to detected inefficiencies, whether it be driving styles or engine configurations, significant fuel savings can be achieved over time.

He expects deeper machine learning will further automate ship-specific or fleetwide insights surfaced through the SMARTShip pipeline. “Enhanced models trained on aggregated datasets will help optimise engine load balancing or inform predictive maintenance. New sensor inputs from mass flow meters will also add to our capability.”

But what of the challenges when using a cloud architecture? “There can be delays in analysing or visualising sensor data, depending on transmission intervals,” he says. “Connectivity issues can also slow down data transmission, but buffered recovery counters the issue. Also, if there is a loss of connectivity, the system holds the sampling data and transfers it as soon as the connection is restored, ensuring no data is lost.”

P&O puts a lot of emphasis on continually strengthening security measures to prevent vulnerabilities arising as more operational data is accumulated. This includes enterprise firewalls, application security and credentialing mechanisms to limit access to data sources. “We actively monitor our infrastructure for any potential security breaches and regularly simulate unauthorised activity to stay ahead of evolving threats. We also follow zero-trust data principles when adding new tools to our analytics processes,” says Mr O’Rourke.

“Since January 2021, cyber-security requirements mandate that data from ships flows into secured onshore servers, protected both on board and shoreside. There is also separation between operational and information networks. Any external access attempts would be blocked, preventing potential hacking. Currently, we don’t share SMARTShip data with anyone outside the immediate team, but we have colleagues and partners within the business who are interested in accessing this data once we have it correlated and set up properly.”

The ability to scrutinise historical consumption data has led to some significant wins. In one instance, Mr Lockwood and his team identified discrepancies in fuel usage between sister ships. In another instance, data showed ships spiking fuel usage when changing between shaft alternators and auxiliary engines while adjusting speed.

“Based on our knowledge and my experience, we understood the vessels always bring the combinators back to six, using the power management system to switch from shaft alternators to auxiliary engines,” says Ms Houlker. “They would then increase the handles back to eight to regain speed for about four to five minutes before going on standby and reducing the handles to six to slow down for the approach to the harbour.”

“We asked one of the Masters on the Spirit of France to take a fuel reading at six on the combinators and another reading when they returned to six on standby,” says Mr Lockwood. “The fuel spike amounted to 150 litres. We advised them to wait three to four minutes before the changeover to avoid the spike. If we can save 150 litres of fuel, five to six times a day, the cumulative cost savings over a year are substantial.”

Analysing duration and transit speeds on P&O’s Hull-Rotterdam route revealed that ships were taking longer, but boosting speeds to meet port slots, rather than optimising for lowest fuel burn. Adjusting timetables quickly reclaimed major savings. No sensor upgrades were required, rather mining existing data streams revealed the waste.

On the Larne-Cairnryan route, 7.0% fuel savings resulted from a combination of new propeller blades improving efficiency and adjusted sailing paths informed by analysed route data. The joint hardware and software optimisations built on transparency from vessel telemetry.

The shoreside team recognises there is a balance to be found between monitoring and overcoming crew perceptions of remote performance monitoring as intrusive Big Brother oversight. “Our aim is to position the initiative as supportive collaboration and not top-down policing. By encouraging senior captains to review peer driving techniques and standing orders, findings can be positioned more as constructive coaching between colleagues rather than orders from above,” says Mr Lockwood. 

A related challenge is persuading senior staff, who have operated vessels autonomously for years and have their own way of utilising a ship, to adopt a different approach. “Given their age demographic, many will have begun their careers in an analogue world. Now we’re asking them to embrace smart technology and analyse the data themselves as we transition to a digital world.”

To build trust and confidence, crews have full and transparent access to the same fuel consumption dashboards, analytics and engine telemetry as the shoreside team. This comprehensive visibility ensures all parties see a common set of metrics and can co-ordinate based on the shared digital view. Built in to the system are notifications to automatically flag any sensor malfunctions which could introduce data errors. “This prevents any faulty readings from influencing optimisation recommendations or performance tracking,” adds Mr Lockwood.

Looking ahead, further granular savings are expected by finishing installation of mass flow fuel meters across the 50% of vessels in the fleet without them. This will provide more precise measurements of diesel usage in engines, generators and ancillary systems. It will also support better load balancing to reduce peaks and valleys in combustion. Mr O’Rourke predicts a 5% reduction in fuel consumption once fleet integration is complete.

In addition to improving metering, the team constantly reviews new sensor technologies for hull pressure, cavitation and wave impact. “Last year, we engaged with a technology that involves surveying hull condition using drones. We employ a German company, Stein Maritime Consulting, to conduct drone dives twice a year. From an AI perspective, the drone scans the hull in the first six months, and then we rescan it six months later. This allows us to detect any differences in the hull coating condition over time.”

Mr Barry  says the company has rigorous emissions-verification processes in place to meet European EU-ETS. These are  underpinned by a combination of sensor data validation via StormGeo, external verification by DNV and active internal auditing. “With 90% of the fleet serving Europe, most vessels fall under the EU-ETS scheme. For added assurance, DP World audits consumption figures which get reported through Lloyd’s Register to confirm full alignment with benchmarks.”

When first embarking on its efficiency drive, P&O Ferries compiled a list of more than 50 improvement opportunities, says Mr Barry. “Having addressed many initial elements, we are confident tackling the remaining items on the list will again reduce fuel consumption and emissions.” He says looking at hotel loads on the longer Hull-Rotterdam route is the next priority efficiency opportunity.

Reflecting on progress to date he admits, “Our own expectations were probably higher than the actual outcomes. However, this can be viewed positively as having higher expectations drives us to achieve more.”