A bit more than a year ago, Chris Charman took the helm of the International Marine Contractors’ Association (IMCA) and has since been steering it through a journey of significant change.
He argues that the organisation is now more purposeful, is developing a stronger business nose and is raising its already considerable reputation by becoming more visible and proactive within the industry it serves and engaging with its many stakeholders besides.
IMCA is one of those membership bodies that the offshore energy industry looks up to, especially with regard to safety and the setting of competency standards.
“But we’ve never really recognised our own self-worth and the strategic value that we add to the offshore energy industry worldwide,” admits Charman.
“We have a reputation for delivering very valuable safety guidelines and that is one of our cornerstones. We keep being asked to do more; but we have to be careful as to what we commit to and how we do it as we have resource limitations and there are areas where we are not necessarily qualified to go into.
IMCA has 980 corporate members with a collective turnover of around £94billion ($150billion) per annum and together account for 350,000 jobs distributed among 60 or so countries. Income from members and services last year was £4.1million – a jump from £3.4million the prior year.
Not only is it having to live up to the expectations of a large, influential and diverse membership, it has to engage with a host of different governments with varying approaches to maritime and offshore energy business, associated legislation and therefore regimes, including fiscal, plus the likes of the IMO (International Maritime Organisation).
“Our priority is engaging with governments and regulators. In some places, all they have to rely upon in maritime offshore health and safety are IMCA guidelines, which are regarded by some as quasi-regulations because it’s all they have to rely upon,” says Charman.
“It is always far better to talk to such governments and regulators and say that we’re doing this work anyway and that they can have it for free.
“Offshore renewables is a good example of where we are providing our historic knowledge and documentation to help an industry that is still in its infancy.
“They don’t need to reinvent safety guidelines; we have them, they are available and if they want to adapt them to suit their purpose that’s fine.”
The renewables engagement has been growing, despite IMCA being poor at marketing itself, at least until recently.
Germany is seen as especially important in this context, not just because of its offshore energy ambitions but also because of the role of the engineering conglomerate Siemens due to its domination of the wind turbine market.
“Siemens has recognised that there are guidelines out there already which suits and helps its purpose as it builds an offshore business.
“This company is also a good go-between as some developers are not familiar with IMCA and its role.
“Having Siemens alongside IMCA is proving very useful, even in the US where wind development off the Eastern Seaboard is still at a very early stage.
“We’re already talking with the USCG, for example, advising its people that they don’t need to reinvent guidelines for windfarms as they’re already available and proven.”
Back home, Charman is also engaging more and directly with the UK government and has met with DECC and Biz, discussing how IMCA can help.
“They have a very good cross-sector profile… better than ours because they’re government and we’re not. We can piggyback with them; they can bring us into play where they think we can add value whether offshore oil and gas or renewable.
“OK, of course we’re raising our profile here, including within our traditional territory – offshore oil and gas, but we’d also like to do the same in Singapore and Houston. There’s also the wider Asia-Pac, down towards Australia, plus Africa and Brazil.
Singapore and Houston are seen as especially important and the Charman plan is to appoint high profile individuals, perhaps retired or doing consultancy – doyens of the sector who are keen to build the IMCA profile, initially part-time.
“However, I need to get over there, meet people and shake hands and tell them the IMCA story,” Cherman says. “That will probably happen late this year. I’d then like to repeat that process elsewhere, even in China where the China Salvage and Diving Association wants to bring itself up to international standards.”
He is extending relationships into Brazil, waving the flag in Macae as well as Rio de Janeiro; also working with Sao Paulo University on an ROV pilot technicians’ training programme, reflecting the local content drive in that country.
And another excitement is working with Pemex of Mexico, where large issues like fair contracting principles have surfaced and where significant change is under way as the state operator moves towards at least a partial listing.
“The Pemex relationship is a fantastic example of where work being carried out by IMCA could lead to some member companies securing contracts.”
Oil and gas is without question the big ticket item for IMCA and safety and relevant competence standards setting are core business.
Core too is looking after the interests of its diverse members, many of whom operate sophisticated construction and service vessels.
This is why IMCA has observer status at the International Maritime Organisation.
“We are there, we know what’s going on, we do lobby, build networks with those who can influence IMO rulings,” says Charman.
“It’s important to realise that IMO rulings are aimed at vessels shifting cargoes point-to-point, passengers too.
“IMCA member companies are different with their fleets of specialist vessels and this requires keeping a watchful eye on the IMO regulation machine, seeking derogations/exceptions as necessary. There are many specialists like divers and ROV operators, for example, who work offshore and whose interests must be protected.”
And there’s much more to do besides for Charman and his small team.
“There’s a lot that can be improved, but it’s difficult to do this with limited resources. We have to be clinical in the way that we work,” he warns.
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