World Bunkering > News > Spring 2011 > Chairman's Introduction

Mike Ball

As I write this, it hardly seems possible that a year has gone by since our last IBIA Dinner. Also, it hardly seems possible that once again I am late in meeting the editor’s deadline. For his sake, I hope our next chairman is a little more prompt!

This is my last Introduction to World Bunkering, as chairman – unless somebody isn’t telling me something. As I look back on my year in this role, it is maybe time to reflect on whether or not I have achieved my goals. You may recall that I wanted to make IBIA more visible and more accessible to its membership, and to encourage members to be more vocal and to tell us what they really want. In addition, I was keen to see progress on education and industry qualifications obtainable through IBIA.

So how have we done? I have an opinion, of course, but I see matters from only one perspective. It would be interesting to hear what you, the membership, think. I can of course remind you of what has happened in the past year, and – at the risk of appearing boring – will do so. First of all came the appointment of Charlotte Egan as IBIA’s Events Manager. Charlotte was primarily responsible for our excellent conference in Connecticut, where for the first time IBIA members were invited to take a role in setting the organisation’s direction on representation in debates at IMO on how to regulate GHG emissions from shipping.

Our Chief Executive, Ian Adams, has become a regular lecturer at conferences worldwide, constantly flying the IBIA flag, as well as attending IMO sessions and steering the publication of our latest booklet, in conjunction with BIMCO, on a guide to bunkering for ships’ crews.

On the education front, in Singapore IBIA awarded the first Bunker Cargo Officer Certificates. While we have not yet managed to set up a course for the general bunker industry qualifications in the bunker market per se, this work continues with the appointment in Singapore of Kwok Fook Sing as our new Asian Regional Manager. He has undertaken the job of developing a new educational programme.

So what is missing? As far as I can see, only the input from the membership. IBIA is your organisation. It cannot operate in a vacuum. Be vocal. If you have concerns, problems, or great ideas, let us, the board and the administration, know. This is particularly important in view of the daunting challenges which lie ahead for everybody involved in our industry.

Challenges, after all, are the things that make life interesting. Overcoming them is what makes life rewarding. The international bunker industry has a huge reservoir of talent and experience, much of which is doomed to remain untapped unless optimum use is made of IBIA’s resources and its reputation in the industry. One could think of any number of industries which would love to have an organisation such as IBIA, which represents all their constituent parts, and not just one user group within that industry. Never forget, either, that IBIA has a voice at the highest table, at IMO, where they make the rules by which we must all abide. To forgo the opportunity to have an input into that intergovernmental process would be foolhardy and short-sighted.

As is the case with any industry organisation, IBIA can only be as good as its members. And nothing is more certain than the fact that we are going to need our membership to be proactive and cooperative in the years ahead. Consider just some of the challenges which our industry faces. The job of the bunker industry is to keep shipping moving on a global scale, safely, efficiently and cleanly. That means several things, not least the need to continue investing in new technology, new equipment, and new human resources against the background of an attritional economic downturn.

New international, national and regional regulations and legislation are raising the environmental bar for the bunker industry, along with everybody else. We have to be seen to be green, and we have to be seen to be safe, as well as maintaining our economic competitiveness. That won’t be easy, but it is achievable if we put our collective heads together. Remember, too, that some of the decisions which will shape our future have still to be made, and there is yet time to influence the thinking. Let us not waste the opportunity.

Finally, it just remains for me to thank – not only on my behalf, but on behalf of the membership – the board for their continuing unflagging support and enthusiasm, and Ian and the Administration for their professionalism and hard work, which so often goes unnoticed. I would like to thank you, the membership, too. The bunker industry remains a great place in which to work, with good humour generally overcoming any despondency in these difficult times.

I wish Bob Lintott every success when he takes over as chairman in April. I hope he enjoys his year as chairman as much as I have enjoyed mine.

Mike Ball