Pratik Bijlani –

The Campbell Annual Seminar 2026 was successfully hosted by Campbell Shipping on 6 March at the Radisson Blu Mumbai International Airport, Mumbai bringing together maritime professionals, company leadership, and industry stakeholders for a day of discussion, learning, and engagement. Centred on the theme Building Consistency, the seminar provided a platform to explore the importance of consistent practices in performance, service, innovation, and operational excellence within the maritime sector.

The event opened with a welcome address by Mr Homi Bharda, Chief Cultural Officer of Campbell Shipping, who described the seminar as a celebration of achievements, learning, and collaboration within the maritime community. He encouraged participants to actively engage in discussions and knowledge sharing, emphasizing that consistent professional practices and open dialogue are essential for strengthening reliability and long-term growth in shipping.

A video message from Mr Lowell J Mortimer, Chairman of Campbell Shipping, followed. Unable to attend due to instability in the Middle East, Mr Mortimer highlighted the central role of seafarers in safeguarding the company’s most valuable assets—its vessels—and emphasized the importance of mutual trust between the company and its crew. Reflecting on the realities of life at sea, he stated, “Consistency at sea is built through experience—each new challenge a seafarer faces becomes a lesson that strengthens teamwork, sharpens judgment, and helps create reliable practices that keep our vessels operating safely and efficiently.”

Providing further insight into the seminar’s theme, Capt Rajesh Dhadwal, MD & CEO of Campbell Shipping, explained that “Building Consistency” reflects the company’s focus on reinforcing strong operational habits rather than constantly introducing new initiatives. Drawing inspiration from the story of Arjuna’s unwavering focus in the Mahabharata, he illustrated how discipline and repeated practice lead to mastery and reliability in maritime operations. Emphasizing the importance of daily habits, Capt Dhadwal noted, “Success is not achieved by constantly introducing new initiatives, but by practicing the right actions consistently. When focus, discipline, and daily habits align, consistency becomes the foundation of excellence both at sea and in life.”

The seminar featured a series of presentations addressing different dimensions of consistency in maritime operations and professional development. Ms. Roja Jilla, Group Nutritionist at Campbell Shipping, spoke on “Building Consistency in our Well-Being,” highlighting how health and performance are closely linked. Drawing on Abraham Maslow’s hierarchy of needs, she emphasized the importance of maintaining consistent habits related to sleep, hydration, exercise, and diet to sustain long-term physical and mental well-being.

Operational performance was discussed by Mr. Amit Ghosh, Vice President – Technical at Campbell Shipping, who presented “Generating Consistent Horsepower.” He highlighted the company’s CTOM Model designed to align departments in support of fleet performance and reviewed improvements in Port State Control outcomes, including an average of 0.5 findings per inspection in 2025 and numerous nil-deficiency inspections. He also noted improvements in RightShip ratings, with the fleet achieving three-star performance.

Mr. Ghosh, along with Mr. Agasthya Chodhimella, also introduced AI Pragya, an artificial intelligence assistant designed to support seafarer training and onboard knowledge management by providing instant access to company manuals, operational data, and compliance requirements. Additional presentations addressed safety and operational discipline, including a session on risk management by Capt. Swapnil Harne, Senior HSEQ Risk Manager, who emphasized the importance of the STOPP–TAKE 5 safety principle in preventing incidents through proactive risk assessment.

Industry perspectives were further shared by Mr. Muhammad Mahadhir of the Britannia P&I Club, who discussed consistent fuel sampling and documentation practices to safeguard shipowners during bunker quality disputes. Presentations on procurement efficiency, organizational psychology, and commercial chartering operations were also delivered by speakers including Ms. Preeti Mundhra, Mr. Kaitan Lobo, and Ms. Agathe Rondeau.

The seminar also highlighted digital transformation initiatives through a presentation on SMARTShip, an IoT- and AI-enabled system for real-time monitoring of vessel performance. The system, presented by Mr. Saurabh Kumar and Mr. Shubham Asati with further insights from Mr. Arvind Singh, demonstrated how integrated data analytics can support predictive maintenance, fuel optimization, and operational efficiency across Campbell Shipping’s fleet.

Following the presentations, Ms. Preeti Mundhra delivered the vote of thanks before the event transitioned into the Annual Awards and Recognition Celebration 2026, honouring employees both at sea and ashore for their dedication and achievements. Long Service Awards were presented to personnel completing five, ten, and fifteen years of service, recognising their continued commitment.
The Rising Star of the Year 2025 awards were presented to Capt. Gurtej Singh in the Officer Category and Mr. Vishwakarma Kaushal in the Ratings Category. The Michelin Star of the Year 2025 awards went to Chief Cook Mr. Shoyeb Malik and Steward Mr. Lector Emiliano Da Gama, while Capt. Swapnil Harne received the Emerging Leader of the Year 2025 (Shore Category) award.

The Learning Champion of the Year 2025 awards were presented to Mr. Miskin Morker, Mr. Ajeet Kumar Sharma, and Mr. Govind Yadav, while Seafarer of the Year 2025 honours went to Mr. Rajneesh Jaiswal, Mr. Sanjeet Kumar, and Mr. Ashok Kumar Pal. The Best Performing Vessel of the Year 2025 was awarded to CS Candy, and the Shining Team of the Year 2025 to the Postfix Nassau Team.

The seminar concluded with networking interactions, followed by an evening reception featuring music, dinner, and informal discussions, providing participants an opportunity to strengthen professional relationships and celebrate the collective achievements of the Campbell Shipping community.

The Campbell Annual Seminar 2026 was successfully hosted by Campbell Shipping on 6 March at the Radisson Blu Mumbai International Airport, Mumbai bringing together maritime professionals, company leadership, and industry stakeholders for a day of discussion, learning, and engagement. Centred on the theme Building Consistency, the seminar provided a platform to explore the importance of consistent practices in performance, service, innovation, and operational excellence within the maritime sector.

The event opened with a welcome address by Mr Homi Bharda, Chief Cultural Officer of Campbell Shipping, who described the seminar as a celebration of achievements, learning, and collaboration within the maritime community. He encouraged participants to actively engage in discussions and knowledge sharing, emphasizing that consistent professional practices and open dialogue are essential for strengthening reliability and long-term growth in shipping.

A video message from Mr Lowell J Mortimer, Chairman of Campbell Shipping, followed. Unable to attend due to instability in the Middle East, Mr Mortimer highlighted the central role of seafarers in safeguarding the company’s most valuable assets—its vessels—and emphasized the importance of mutual trust between the company and its crew. Reflecting on the realities of life at sea, he stated, “Consistency at sea is built through experience—each new challenge a seafarer faces becomes a lesson that strengthens teamwork, sharpens judgment, and helps create reliable practices that keep our vessels operating safely and efficiently.”
Providing further insight into the seminar’s theme, Capt Rajesh Dhadwal, MD & CEO of Campbell Shipping, explained that “Building Consistency” reflects the company’s focus on reinforcing strong operational habits rather than constantly introducing new initiatives. Drawing inspiration from the story of Arjuna’s unwavering focus in the Mahabharata, he illustrated how discipline and repeated practice lead to mastery and reliability in maritime operations. Emphasizing the importance of daily habits, Capt Dhadwal noted, “Success is not achieved by constantly introducing new initiatives, but by practicing the right actions consistently. When focus, discipline, and daily habits align, consistency becomes the foundation of excellence both at sea and in life.”

The seminar featured a series of presentations addressing different dimensions of consistency in maritime operations and professional development. Ms. Roja Jilla, Group Nutritionist at Campbell Shipping, spoke on “Building Consistency in our Well-Being,” highlighting how health and performance are closely linked. Drawing on Abraham Maslow’s hierarchy of needs, she emphasized the importance of maintaining consistent habits related to sleep, hydration, exercise, and diet to sustain long-term physical and mental well-being.
Operational performance was discussed by Mr. Amit Ghosh, Vice President – Technical at Campbell Shipping, who presented “Generating Consistent Horsepower.” He highlighted the company’s CTOM Model designed to align departments in support of fleet performance and reviewed improvements in Port State Control outcomes, including an average of 0.5 findings per inspection in 2025 and numerous nil-deficiency inspections. He also noted improvements in RightShip ratings, with the fleet achieving three-star performance.

Mr. Ghosh, along with Mr. Agasthya Chodhimella, also introduced AI Pragya, an artificial intelligence assistant designed to support seafarer training and onboard knowledge management by providing instant access to company manuals, operational data, and compliance requirements. Additional presentations addressed safety and operational discipline, including a session on risk management by Capt. Swapnil Harne, Senior HSEQ Risk Manager, who emphasized the importance of the STOPP–TAKE 5 safety principle in preventing incidents through proactive risk assessment.
Industry perspectives were further shared by Mr. Muhammad Mahadhir of the Britannia P&I Club, who discussed consistent fuel sampling and documentation practices to safeguard shipowners during bunker quality disputes. Presentations on procurement efficiency, organizational psychology, and commercial chartering operations were also delivered by speakers including Ms. Preeti Mundhra, Mr. Kaitan Lobo, and Ms. Agathe Rondeau.

The seminar also highlighted digital transformation initiatives through a presentation on SMARTShip, an IoT- and AI-enabled system for real-time monitoring of vessel performance. The system, presented by Mr. Saurabh Kumar and Mr. Shubham Asati with further insights from Mr. Arvind Singh, demonstrated how integrated data analytics can support predictive maintenance, fuel optimization, and operational efficiency across Campbell Shipping’s fleet.

Following the presentations, Ms. Preeti Mundhra delivered the vote of thanks before the event transitioned into the Annual Awards and Recognition Celebration 2026, honouring employees both at sea and ashore for their dedication and achievements. Long Service Awards were presented to personnel completing five, ten, and fifteen years of service, recognising their continued commitment.

The Rising Star of the Year 2025 awards were presented to Capt. Gurtej Singh in the Officer Category and Mr. Vishwakarma Kaushal in the Ratings Category. The Michelin Star of the Year 2025 awards went to Chief Cook Mr. Shoyeb Malik and Steward Mr. Lector Emiliano Da Gama, while Capt. Swapnil Harne received the Emerging Leader of the Year 2025 (Shore Category) award.

The Learning Champion of the Year 2025 awards were presented to Mr. Miskin Morker, Mr. Ajeet Kumar Sharma, and Mr. Govind Yadav, while Seafarer of the Year 2025 honours went to Mr. Rajneesh Jaiswal, Mr. Sanjeet Kumar, and Mr. Ashok Kumar Pal. The Best Performing Vessel of the Year 2025 was awarded to CS Candy, and the Shining Team of the Year 2025 to the Postfix Nassau Team.

The seminar concluded with networking interactions, followed by an evening reception featuring music, dinner, and informal discussions, providing participants an opportunity to strengthen professional relationships and celebrate the collective achievements of the Campbell Shipping community.

Mariners’ Viewpoint

MR HOMI BHARDA
Director and Chief Cultural Officer
It has been a true honour to be part of Campbell Shipping and contribute to building a culture that values purpose, collaboration, and consistency. Watching individuals and teams grow together, align with the organization’s vision, and strengthen the company’s foundation has been one of the most rewarding aspects of my journey here.”

CAPT SWAPNIL SATISH HARNE
Senior DPA/HSEQ Manager
Safety at sea begins with the individual seafarer. If every crew member pauses to assess risks before starting a task, it strengthens the safety of the ship and the protection of the environment. At Campbell Shipping, consistent training, RightShip readiness, and practical onboard learning are key to maintaining high HSEQ standards.”

MR YASH SHETTY
Senior HR Executive
At Campbell Shipping, building a consistent and high-performing culture begins with continuous learning and teamwork. Through regular training initiatives and collaborative events like the annual seminar, we bring together teams from across the organization, ensuring both seafarers and shore staff grow together while strengthening engagement, coordination, and shared purpose.”

CAPT RAGHAVENDRA SINGH CHAUHAN
Sailing Master
Rising from a rating background to Master with Campbell Shipping has been a proud journey. The company believes in giving opportunities to those who perform and remain committed. My advice to young cadets is simple: stay patient, avoid complacency, and focus on learning—growth in this profession comes with consistency and time.”

MR ALBIN THOMAS
Chief Officer
Receiving the Best Seafarer of the Year 2024 award and being promoted to Chief Officer is a deeply humbling moment for me. I am truly grateful to Campbell Shipping, my seniors, and colleagues whose guidance shaped my journey. This recognition reflects teamwork, discipline, and the strong support system the company provides.”

MR SUKENDER YADAV
Chief Officer
My journey at Campbell Shipping—from deck cadet to Chief Officer over the past 14 years—has taught me that consistency, discipline, and loyalty are essential for a seafarer’s growth. If young cadets stay committed, follow procedures, and keep learning, they can steadily rise through the ranks and achieve their goals.”

MR TEPPALA DILLESHWARA RAO
Chief Engineer
In my 15 years with Campbell Shipping, the strong support from superintendents, timely supply of spares, and continuous training through platforms like KARCO have helped us maintain engineering standards at sea. It feels like a family environment where guidance and teamwork make solving challenges on board much easier.”

MR AJEET KUMAR SHARMA
Additional Second Officer
Winning the Learning Champion of the Year 2025 award is a proud moment for me and I am truly grateful to Campbell Shipping for this recognition. The company’s strong learning culture, guidance from seniors, and training platforms have helped me grow professionally and continue improving my knowledge at sea.”

Marex Media

Pratik Bijlani –

The Government of India is set to induct specialised naval architects into the Directorate General of Shipping (DGS) as part of a broader strategy to strengthen domestic shipbuilding capabilities and reduce reliance on foreign-built vessels. The initiative, led by the Ministry of Ports, Shipping and Waterways, aims to enhance the regulator’s in-house technical expertise and align India’s maritime standards with global best practices.

Officials indicate that around 15 naval architects will be appointed to form the technical backbone of a dedicated Shipbuilding Cell within the DGS. These professionals will bring expertise in ship design, construction quality, safety standards, digital infrastructure, and investment facilitation, enabling the regulator to provide structured consultancy support to Indian shipyards. The move is expected to strengthen project planning, execution, and compliance while improving overall industry competitiveness.

The Shipbuilding Cell will play a critical role in evaluating existing and proposed shipyards, assessing infrastructure, capacity, and upgrade requirements, and preparing feasibility studies and concept plans for shipbuilding and repair projects. It will also develop standardised design specifications and support financial modelling, helping create bankable project proposals to attract both domestic and international investment.

The development comes as the DGS transitions into the Directorate General of Maritime Administration under the new Merchant Shipping Act, expanding its mandate to include digital administration, green energy initiatives, and enhanced maritime security. The integration of naval architects is expected to support this transformation, reinforcing the regulator’s ability to drive policy implementation and sectoral growth.

Industry experts believe the move signals a clear commitment to building indigenous capacity and improving ease of doing business in the maritime sector. By combining regulatory reform with technical capability, India aims to accelerate its ambitions of becoming a top global shipbuilding nation while fostering a more resilient and self-reliant maritime ecosystem.

Pratik Bijlani –

On 8^th April, the Institute of Maritime Studies Goa (IMS Goa) recently organized a technical seminar on Building Mental Resilience and Emotional Strength in Young Seafarers at Hotel Mirage, bringing together maritime professionals, educators, and industry stakeholders to address the growing importance of mental health in the seafaring profession. The seminar focused on the psychological challenges faced by young seafarers, including isolation, long contracts, and high-stress working environments, while emphasizing the need to integrate emotional well-being into maritime training.

The session highlighted a significant shift in the industry’s approach, recognizing that modern maritime education must extend beyond technical competencies to include emotional intelligence, resilience-building, and mental preparedness. Discussions centred on equipping young mariners with practical coping mechanisms, stress management techniques, and the ability to adapt to the demanding and often unpredictable conditions at sea. The initiative reflected a broader industry commitment to prioritizing the “human element” in shipping and aligning with global efforts to enhance seafarer welfare.

The programme was compered by Mr. Heston Dias, Faculty at IMS Goa, and commenced with a welcome address by Shri Alwin A. Dias, Deputy Director at IMS Goa. In his address, he emphasized that while technical skills remain essential, mental resilience is equally critical yet often overlooked. He noted that many young seafarers are technically prepared but not mentally equipped to handle the realities of life at sea, which can impact both safety and performance.

Reinforcing this perspective, he stated, “A seafarer may be trained in skills and operations, but without mental resilience and emotional strength, the true demands of life at sea cannot be met—because a resilient seafarer is not only a better professional, but a safer and stronger individual.”

The seminar featured a series of insightful presentations addressing various dimensions of mental resilience. Capt. Rajat Kathuria, Learning Development Manager at Scorpio Marine Management, highlighted the gap between expectations and onboard realities, stressing the importance of mentorship, supportive leadership, and open communication. Mr. Anand D’Souza, Senior Manager (Learning & Development) at MMSI Ship Management, examined the impact of social media on young seafarers, noting how constant exposure to curated lifestyles can weaken emotional stability and create unrealistic expectations. Mr. Romell Tiwari focused on the challenges faced during the transition from shore to ship, advocating for stronger onboard support systems and practical coping strategies such as hobbies, mindfulness, and social interaction.

Ms. Puja Rawat, Placement Advisor at IMS Goa emphasized that resilience is not theoretical but must be practiced daily through consistent habits and behaviours. She highlighted the role of leadership in shaping onboard culture and reducing human error by fostering mental stability. As she noted, “Mental resilience is not something we learn in theory—it is built every day through our habits, our responses, and the culture we create; because at sea, being mentally strong is not an option, it is a requirement for safety and survival.” Mr. Dipak Shah added a perspective on emotional healing, advocating practices such as meditation, gratitude, and positive thinking to maintain inner balance and well-being.

The panel discussion, moderated by Capt. (Dr.) Shashank Jahagirdar, Managing Director – Country Head at MTM Ship Management, further explored key challenges including fear, communication barriers, stress, and isolation among young seafarers. Panellists emphasized the importance of supportive onboard environments, strong leadership, and early habit-building to ensure both individual well-being and operational safety.

The seminar concluded with a vote of thanks delivered by Shri Shivam Kamat, followed by networking, cocktails, and dinner, reinforcing the collective commitment of the maritime community to building a more resilient, prepared, and future-ready workforce.

Marex Media

The maritime industry has always operated in complex environments. Ships move across jurisdictions, regulations evolve constantly, and crews make decisions under pressure where time is limited.

Yet one challenge has remained unchanged.
Managing information at sea is often harder than managing operations.

Today, artificial intelligence and automation are beginning to change that.

The Hidden Complexity of Maritime Operations

Behind every voyage lies a dense layer of documentation and compliance. Ship documents, safety procedures, inspection records, and regulatory frameworks such as SOLAS, MARPOL, and the ISM Code are central to daily operations.

In practice, the issue is not a lack of knowledge. It is access. Crews often struggle to find the right information quickly, especially in high-pressure situations.

This gap between information and action is where risk begins.

Why Traditional Systems Fall Short

Over the years, the industry has digitized much of its documentation. Files are stored, shared, and archived.

But storage alone does not solve the problem.

Information is often fragmented across systems. Documents are difficult to search in real time. Updates are not always consistent across vessels. As a result, crews rely on experience rather than systems when it matters most.

This creates a disconnect between compliance requirements and real-world execution.

The Role of Automation

Automation is helping address this disconnect by bringing structure and consistency to maritime workflows.

It can ensure that documents are updated and distributed across vessels without delay. It can trigger workflows for inspections, audits, and reporting. It can maintain audit trails without adding to the crew’s workload.

By reducing manual coordination, automation improves reliability. It allows crews to focus on operations instead of administration.

AI as a Decision Support System

Artificial intelligence adds a new layer of capability. It transforms static information into actionable insights.

AI systems can retrieve relevant procedures instantly, interpret regulatory requirements, and identify compliance gaps before inspections occur. They can also analyze patterns across vessels and voyages to highlight risks early.

In critical moments, the ability to access the right procedure within seconds can make a measurable difference.

AI does not replace human judgment. It supports it with speed and context.

Connecting Shore and Ship

One of the long-standing challenges in maritime operations is the disconnect between shore teams and onboard crews.

Policies are often defined onshore but executed under very different conditions at sea.

AI and automation help bridge this gap. Updates can be reflected across vessels in real time. Shore teams gain visibility into onboard operations. Crews can provide feedback that improves systems continuously.

This alignment strengthens both safety and efficiency.

Challenges to Adoption

Adoption is not without hurdles. Legacy systems, varying levels of digital maturity, and resistance to change can slow progress.

Technology must also work within the realities of maritime operations. It must be reliable, simple to use, and effective even with limited connectivity.

Solutions that add complexity will not succeed. Practicality is critical.

The Road Ahead

The future of maritime operations lies in integrated systems that combine data, workflows, and intelligence.

We will see systems that provide real-time guidance, support continuous compliance, and reduce reliance on manual documentation. Information will become easier to access, interpret, and act upon.

The focus will shift from managing documents to enabling decisions.

Maritime operations will always involve uncertainty. But the way we manage information does not have to.

AI and automation offer a clear path to reduce friction, improve decision-making, and enhance safety.

The organizations that adopt these technologies will not only improve efficiency. They will build resilience in an industry where resilience matters most.

Marex Media

If you’ve any questions or would like to have a detailed chat about the evolution of AI in managing maritime operations over the years, happy to connect at the below email address.

Jagdamba Prasad Pandey –

In a powerful display of industry leadership and operational commitment, Celsius Tech Limited recently concluded its flagship Officers Conference 2026. Held from March 19–20 at The Leela Ambience in Gurugram, India, the event brought together the backbone of the fleet—its officers—alongside shore-based leadership under the evocative theme: Leadership Excellence at Sea – Leading the LNG Fleet of the Future. This two-day summit served as more than just a professional gathering; it was a landmark journey designed to bridge the gap between ship and shore while navigating the rapidly evolving landscape of global LNG shipping.

The conference opened with a stirring welcome to the dignitaries and team members, where the company recognized the sacrifices made by officers at sea and framed their expertise as the true backbone of operations. Mr. Rajesh Singh, Managing Director of Celsius Tech Limited, and Mr. Jeppe Jensen, Founder and Chairman of Celsius Shipping, set the tone early by emphasizing that as the industry pivots toward cleaner energy and digital transformation, the decisions and professionalism of Celsius officers will define the fleet’s success. This vision for a “shared horizon” underscored the pivotal moment the maritime industry currently faces.

The first day focused heavily on the technical and regulatory standards required for top-tier LNG operations. Key sessions led by Rasmus Højmark and Mads Bang focused on aligning charterer expectations with crew engagement, while the QHSE Team conducted a workshop on leading safety from the front. This reinforced the company’s zero-compromise approach to risk. Furthermore, Captain Pankaj Ranjan briefed attendees on the incoming SIRE 2.0 Inspection protocols, and Mr. Rajat Thakral discussed the critical intersection of ship energy efficiency and CII performance.

The evening transitioned from rigorous technical discussion to a night of networking and dinner, allowing for the rejuvenation and recharge promised in the conference mission.

On the second day, the agenda pivoted toward leadership, technology, and the wellbeing of the crew. A standout session featured Master Mariners and Chief Engineers discussing their roles as “Onboard Executives,” managing high-tech LNG assets as mobile business units.

The conference discussed the “Human Firewall,” exploring cyber security and AI roles at sea, and featured insights into innovation and emissions. Sessions on soft skills and building reliable crews emphasized the need for a team that’s physically fit, mentally strong, and operationally ready.

“Building a reliable LNG crew is not just about technical proficiency; it’s about fostering a human-centric culture where every seafarer feels valued as part of a growing family,” said Sourabh Gupta, Head of Manning at Celsius Tech.

The conference concluded with an open forum and a vote of thanks by Mr. Rajesh Singh. By focusing on the core pillars of connecting, learning, and leading, Celsius Tech Limited has reinforced its position as a forward-thinking leader in the maritime world. As the officers return to their decks and engine rooms across the globe, they do so with a renewed sense of purpose, equipped with the tools to lead the LNG fleet of the future into a safer, more sustainable horizon.

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Ganpat University’s Faculty of Maritime Studies (FMTS) marked a significant milestone in maritime education and innovation with the successful organization of Samudra Shakti 1.0, its first-ever maritime technical symposium, held on 3rd and 4th April 2026 at Ganpat Vidyanagar, Kherva, Mehsana, Gujarat.

Conceived under the inspiring theme “Voyage of Self-Discovery,” the symposium reflected the university’s commitment to fostering technical excellence, sustainable innovation, and holistic student development. The event was guided by the visionary leadership of Hon’ble President and Patron-in-Chief, Dr. Ganpat I. Patel, and the dynamic encouragement of Hon’ble Joint President and Group Pro Chancellor, Dr. Mahendra Sharma. Their dedication to value-based education and industry-oriented initiatives continues to shape Ganpat University’s role as a leader in maritime studies.

The two-day festival featured five flagship competitions—Samudra Chintan (Technical Conference), Samudra Yantram (Model Making), Jal Ashwa (Renewable Energy Boat Racing), Sagar Samvad (Just a Minute), and Prashna Sagar (Maritime Quiz). Designed to encourage research aptitude, innovation, teamwork, and communication skills, these events offered students a platform to showcase creativity and technical proficiency while preparing for the evolving demands of the maritime industry.

With prize money exceeding ₹1.5 lakh and national-level exposure, Samudra Shakti 1.0 provided a bridge between classroom learning and real-world maritime applications. The symposium also benefited from the presence of distinguished guests and industry experts, including Mr Marcel ANTO, Assistant Manager, Synergy Marine Group; Mr Deepak Agrawal, Technical Manager, Schulte Marine Concept; Mr Puru Bakshi, Hon. Treasurer, IMEI Gujarat Chapter; and Mr Viswas Setiya, Founder & MD, and Mr Ashish Thakur, Co-Founder/CMO, Marine Your Career, whose insights and support added credibility and value to the proceedings.

As the inaugural edition, Samudra Shakti 1.0 has laid the foundation for what promises to become a flagship maritime festival in the years ahead. By fostering a culture of innovation, collaboration, and sustainability, Ganpat University reaffirmed its commitment to shaping competent, responsible, and future-ready maritime professionals.

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The argument that tolls can be charged in the Strait of Hormuz because the Suez and Panama canals charge fees is based on a false equivalence. The two categories are governed by completely different legal regimes.

Legal Status: Artificial Waterway vs International Strait

The Suez Canal and Panama Canal are artificial waterways. They are internal waters of Egypt and Panama respectively, constructed and maintained at national expense. Transit through them is subject to national sovereignty and governed by specific conventions like the Constantinople Convention of 1888 for Suez and the Torrijos-Carter Treaties for Panama. Fees there are levied as canal dues for the service and infrastructure provided.

The Strait of Hormuz is a natural “strait used for international navigation” under Part III of the United Nations Convention on the Law of the Sea, or UNCLOS. It connects two parts of the high seas and is subject to the regime of transit passage. Coastal states exercise sovereignty over their territorial sea, but that sovereignty is qualified by the right of transit passage for all ships and aircraft.

The Prohibition on Passage-Only Charges

UNCLOS Article 38 establishes the right of transit passage, and bordering states “shall not hamper transit passage.” Article 26 makes it explicit: “No charge may be levied upon foreign ships by reason only of their passage through the territorial sea.” Charges are permitted only for “specific services rendered to the ship,” such as pilotage or towage, and must be applied on a non-discriminatory basis. A blanket toll per transit or per barrel is not a service charge. It is a duty on innocent passage, which the Convention bars.

The Precedent Risk

The UN’s International Maritime Organization has already warned that a toll on Hormuz would “set a dangerous precedent” because there is no treaty basis for monetizing transit through international straits. If the principle is conceded here, it can be invoked for the Strait of Malacca, Bab el-Mandeb, the Danish Straits, or the Dover Strait. That would fragment the customary regime of freedom of navigation into a patchwork of national tolling zones.

Canal dues compensate a state for an artificial shortcut it built and operates. A toll on Hormuz would tax a right that already exists under international law. UNCLOS draws a clear line between the two. Conflating them undermines the legal order that keeps global shipping lanes open.

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The escalating tensions in West Asia, particularly the ongoing geopolitical friction involving Iran and the United States, have once again exposed a critical vulnerability in India’s energy security architecture—its overwhelming dependence on foreign-owned shipping for the transportation of crude oil, LNG, and LPG. As a nation that imports nearly 85% of its crude oil requirements, India’s reliance is not merely on external energy sources, but also on foreign-controlled maritime logistics to sustain its economic engine.

This dual dependency—on imported hydrocarbons and foreign tanker fleets—creates a precarious situation during geopolitical conflicts. In times of war or heightened tensions, shipping routes through strategic chokepoints such as the Strait of Hormuz become susceptible to disruptions, increased insurance premiums, and even outright blockades. The immediate consequence is a surge in freight rates, supply uncertainty, and a cascading impact on domestic fuel prices and inflation.

India’s current shipping ecosystem reflects a structural imbalance. Despite being one of the world’s largest energy importers, the country owns and operates only a limited number of crude oil tankers and LNG carriers. A significant proportion of its energy cargo is transported by foreign shipping companies, often flagged under jurisdictions that may not align with India’s strategic interests during crises. This exposes India to external leverage, where commercial and political considerations of foreign fleet owners can directly affect the nation’s energy supply chain.

The solution lies in establishing a robust, self-reliant shipbuilding and maritime supply chain ecosystem. India must urgently invest in expanding its domestic shipbuilding capacity, particularly in the construction of specialized vessels such as Very Large Crude Carriers (VLCCs), LNG carriers, and LPG tankers. Public-private partnerships, fiscal incentives, and long-term charter guarantees can play a pivotal role in encouraging Indian shipyards to enter this capital-intensive sector.

Simultaneously, the development of a national fleet strategy is essential. Indian shipping companies must be incentivized to acquire and operate energy carriers under the Indian flag, ensuring greater control over logistics during emergencies. Strategic collaborations with global shipbuilders for technology transfer, coupled with the modernization of domestic shipyards, can accelerate this transition.

Moreover, financial institutions in India must be encouraged to support maritime financing, a domain currently dominated by foreign lenders. Without access to competitive financing, Indian shipping companies will continue to lag behind their global counterparts.

The West Asian conflict is not merely a geopolitical flashpoint; it is a wake-up call. India’s aspiration to be a global economic powerhouse cannot coexist with such fundamental vulnerabilities in its energy logistics. A resilient and indigenous shipbuilding supply chain is no longer a matter of economic ambition—it is a strategic necessity.

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