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DarWIN Project and EcoMOL -Building an Entirely New Data-Driven Efficient Operation Method-

  • Eco Friendly
  • General Shipping

2025.01.14

Mitsui O.S.K. Lines (MOL) is advancing the "DarWIN Project," which aims to establish a new method for efficient ship operations, and the results are gradually becoming visible. This involves not only setting up a data platform that collects and aggregates operational data from a wide variety of ships, but also the full-scale efforts of EcoMOL, a specialized company analyzing the data to develop efficient navigation. The project proposes operational methods aimed at achieving zero greenhouse gas (GHG) emissions, which is evolving MOL's business mission as a shipping company.

The "DarWIN Project" Itself Evolves Like Darwin’s Theory of Evolution 

  1. MOL has set a goal in its "Environmental Vision 2.2" to achieve net-zero GHG emissions by 2050 and is pursuing five key areas to achieve this: 1. Introduction of clean energy, 2. Implementation of further energy-saving technologies, 3. Promotion of efficient operations, 4. Construction of business models that enable net-zero emissions, and 5. Expansion of low-carbon and decarbonization projects with the full power of the MOL Group. Of these, MOL aims to achieve 20% of net-zero emissions through energy-saving technologies (2) and promoting efficient operations (3). 

Diagram of “5 actions aimed at achieving mid to long-term goals” from MOL Group Environmental Vision 2.2

Diagram of “5 actions aimed at achieving mid to long-term goals”
from MOL Group Environmental Vision 2.2

  1.  
  2. The various initiatives aimed at efficient operations are collectively referred to as the "DarWIN Project". DarWIN stands for "Digital Approach to Reduce GHG With Integrated Network". Mr. Yuta Ito from MOL's Environment & Sustainability Strategy Division says, "The naming reflects the intention that, like Darwin's theory of evolution, MOL's efforts will continuously evolve and adapt to the rapidly changing environment." 

    The DarWIN Project promotes both the development of energy-saving devices on the hardware side and the development of more efficient ship operation methods on the software side. Supporting and advancing both of these is the
    "FOCUS Project", which aims to develop a platform to aggregate various types of data. 

    "With the progress of the FOCUS project, the tools for data collection have become more advanced, enabling us to gather data that was previously unattainable. Reflecting these developments, the DarWIN Project has become more clearly defined as a project for deepening efficient ship operations," says Mr. Ito. 

    Mr. Ito's department, the Environment & Sustainability Strategy Division, functions like the "headquarters" of the DarWIN Project, clarifying the project's role and formulating strategies and plans. They also coordinate with related manufacturers and partner companies, assess and evaluate the implementation and effectiveness of the project, and work closely with the sales and maritime departments to execute these plans. Furthermore, they regularly report to management regarding company-wide progress and results. 
  3.  
  4. DarWIN Project logo and specific initiatives

    "DarWIN Project" logo and specific initiatives

    1.  
    2. The DarWIN Project began at the start of FY2021. Initially, a target was set to "improve fuel efficiency by 5% by FY2025, compared to FY2019". Thanks in part to efforts that began prior to the project, a 7.2% improvement had already been achieved by the end of FY2023 (March 2024). As for the amount of investment, quantity, and targets such as the amount of GHG reductions on the hardware side, the plan was set to unfold over a 3.5 year period from the second half of FY2023 to FY2026. However, approximately 20% of the final goal had already been achieved by the end of FY2023. Although the project seems to be progressing smoothly, there is no room for complacency. 

      "The shipping industry is subject to market fluctuations that can significantly affect business conditions. As such, we anticipate scenarios where the GHG reduction efforts may face setbacks. However, MOL is committed to promoting GHG reduction in a way that is not influenced by market conditions, and is striving to build a system that will consistently deliver results," says Mr. Ito. 
  5.  

    1. itsui O.S.K. Lines, Environment & Sustainability Strategy Div., Yuta Ito
    2. Mitsui O.S.K. Lines, Environment & Sustainability Strategy Div., Mr. Yuta Ito

Tankers, Bulk Carriers, and Car Carriers, etc. 
Analyzing Massive Data from About 900 Diverse Ships 

Thanks to the data platform established through the FOCUS Project, all kinds of data related to ship operations can now be collected. For example, the "daily reports", which used to be sent via email from active ships to operations managers, are now automatically collected and converted into a database. This allows for various types of correlation analysis between weather conditions, wave conditions, travel distances, and fuel consumption, etc. Additionally, operational information measured by sensors on the ship’s equipment, such as engines and generators, is transmitted and shared in real-time to onshore managers. Put simply, onshore managers can constantly monitor ships during their voyage, meaning that ships are no longer sailing "alone" in the vast ocean. 

MOL operates around 9​00 vessels, encompassing a diverse range such as tankers, bulk carriers, and car carriers, with data from each vessel being collected. "The next challenge is how to utilize the collected data and translate it into improved actions," says Mr. Ito. 

A variety of ships operated by MOL

A variety of ships operated by MOL

This refers to the development of new methods for efficient operation based on data science. In 2022, MOL established a specialized company in the Philippines for this purpose, named EcoMOL. Why was EcoMOL established in the Philippines? According to the company's vice president, the head of EcoMOL Mr. Keiichiro Yokohashi, it is estimated that around 55,000 seafarers are employed on Japan operated ocean-going vessels, of whom approximately ​75% of foreign crew are Filipinos, and 20% from other Asian countries (India, China, Indonesia, etc.), with Asians accounting for 90%. 

In fact, approximately 70% of the crew on MOL-operated vessels are Filipinos, and their literacy regarding maritime knowledge is extremely high. Moreover, the fact that English is an official language in the Philippines, combined with a time difference of only 1 hour with Japan, makes communication with MOL’s headquarters easy. With an average national age of 24, the Philippines has a youthful population, and Mr. Yokohashi remarks, "I was charmed by their positive and earnest approach to everything they do." 

While the company uses the vast data gathered from many vessels to promote efficient operations, turning data analysis into actionable measures is not a simple task. Mr. Yokohashi explains, "EcoMOL's mission is to organize the data collected from the vessels into usable forms, conduct analysis and evaluation, and establish a consistent method to translate it into concrete measures to promote efficient operations." 

He continues, "Specifically, we identify correlations between the data, create evaluation criteria, and thoroughly visualize the operational results. Based on this, we propose and implement measures for improvement, then verify the actual effects on fuel efficiency. By repeating this series of tasks, we narrow down the effective measures, apply them across other operations, and continue to utilize them as part of an ongoing process." 

Eco MOL and Mr. Yokohashi

MOL Enterprise (Philippines) Inc. Vice President, Head of EcoMOL, Keiichiro Yokohashi

Revealing the "Habits" of Each Vessel's Operations and Proposing Rational, Efficient Operation Methods 

So, what kind of management methods for efficient ship operations are being developed? 

Take fuel consumption, for example. In a car, stepping on the accelerator on an uphill road uses more fuel. For ships, the equivalent of an uphill road is the wave conditions. When the sea swells or the wind is strong, the engine’s ​​RPM must be increased or the ship will slow down. Doubling the speed requires about 8 times the fuel, while reducing speed significantly cuts fuel consumption. At EcoMOL, they review the sea conditions and fuel consumption for each voyage, sharing the analysis results with the operations managers. By understanding each vessel's operational characteristics and discussing potential improvements for future voyages, they aim for continuous improvement. 

Additionally, they combine detailed performance analysis of the ship with highly accurate weather forecasts to determine the "optimal RPM" according to the conditions. This optimal RPM is frequently communicated to the ship, supporting the captain's decision-making process. 

"The mission of a shipping company is to deliver customers' cargo safely and on time to its destination. Naturally, this creates a strong psychological drive among the captain and other navigational staff to avoid being late for the scheduled delivery. As a result, ships may arrive at their destination several days ahead of schedule. While early arrival might be seen as positive, from the perspective of efficient operation, it is not always the most rational decision. Considering weather conditions and other factors, it may have been possible to operate more energy-efficiently and cost-effectively. That’s what we at EcoMOL believe," explains Mr. Yokohashi. 

MOL ship sailing with cargo

MOL ship sailing with cargo

In ship operations, the final responsibility lies with the captain. No matter how much feedback on efficient operations is provided through data analysis, it is ultimately up to the captain to decide whether to adopt it in practice. Even when a captain doesn't adopt the feedback, the operations are still analyzed and feedback is provided repeatedly. How does the captain perceive these results? This ongoing process is essential to achieving efficient operations. 

Mr. Yokohashi states, "In efficient operations, there’s no magic solution that will solve all problems. It’s like baseball- incrementally accumulating bunts and singles to gradually score runs. It is this steady, persistent effort that will lead to zero emissions." 

How to Overcome the Dilemma of "New = Risk" 

As previously mentioned, whether to adopt the feedback from data analysis is up to the captain. According to Mr. Ito, the data collected from approximately 900 diverse vessels has led to the extraction of about 900 measures for efficient operations. However, even if new methods for efficient operation are developed and feedback is provided, the implementation of daily operations remains under the authority of those on-site. 

"On-site staff may say 'We can't decide this here', thus involving management, or ask questions like, 'We don't understand this', allowing us to engage in back-and-forth communication, which we welcome. Different sites have varying levels of literacy and enthusiasm, so these opportunities help deepen their understanding. Promoting environmental measures is our mission, but spreading concrete measures to the field requires more than just one or two strategies," says Mr. Ito. 

This is due in part to the company's focus on “safe operation” as its first priority. For MOL, which prides itself on world-class safety standards, "new things = untested things", which also means risk. If something were to go wrong at sea, help doesn't arrive quickly, which is why cautious decision-making is required on-site. Striving for zero emissions while maintaining high safety standards presents significant challenges. However, there is also ample room for improvement, and bridging the gap between management and on-site staff through discussions, decision-making and implementation is essential for progress. 

Safety Vision Safety Action MOL

Overview of Safety Vision

To overcome these challenges and difficulties, Mr. Ito emphasizes, "We believe that instead of the traditional department-by-department approach, we need a company-wide, consistent initiative that integrates efforts across all departments. This approach should also visualize the results and allow for highly detailed verification. To achieve this, we are working closely with shipbuilding manufacturers and others to demonstrate the return on investment and effective decision-making methods, aiming to create clarity for those on the ground." 

Mr. Yokohashi, who leads EcoMOL, was in the same department as Mr. Ito before his appointment, where they worked together to launch the DarWIN Project. This means he also understands the dilemmas of on-site implementation well. 

"Not all measures are easily implemented, and in many cases, they take time. Since investment decisions are the responsibility of each department, if the expected effects are not achieved, there may be criticism of our proposals. However, I believe it is essential to take a step forward and present new ideas to the field, stimulating their mindset. Without this, there can be no change or evolution," Mr. Yokohashi states. 

People naturally fear changing the status quo. However, if we don't embrace change, we risk denying our own mission. For example, the fuel for ships is shifting from heavy oil to alternatives like LNG, ammonia, hydrogen, and methanol, etc. But at present, the cost of these new fuels is very high, and without new methods like efficient operations, the increased fuel costs will simply be passed on to customers. MOL sees this as a denial of its business mission. 

If the company changes itself and shares its knowledge with the world, the world can change dramatically. That is the very evolution of the DarWIN Project. 

MOL Mr. Ito and Eco MOL Mr. Yokohashi(LEFT)Mitsui O.S.K. Lines, Environment & Sustainability Strategy Division, Mr. Yuta Ito

(RIGHT)MOL Enterprise (Philippines) Inc. Vice President, Head of EcoMOL Mr. Keiichiro Yokohashi and one of his staffs

 

Download MOL’s initiatives on the Environment.
We will further enhance our activities to reduce environmental impact as an Environmentally Advanced Company.

Initiatives to realize MOL Group Environmental Vision 2.2

 

(This article is based on interviews conducted in July 2024.)

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