"It’s like mega engineering – you see the vessel evolving into something more”

Hi Frank and hi Gaurav: What was the most transformative moment during the “Cisnes” conversion - the point at which you truly felt the ship was being reborn for a greener future?

Frank: The “Cisnes” is already the fifth C-class ship that we have converted. What impresses me most each time is the moment when the cut accommodation block is lifted off by crane, new decks are added, and the navigation deck is placed back on. That’s when the transformation becomes real. The fact that the navigation bridge ends up about 6 meters higher than before, what can symbolize the scale of change more? Cutting, lifting, realigning all systems - that’s when you truly see the ship becoming something new.

Gaurav: I feel the same. For me, that moment comes when the two new decks are inserted and the top of the ship, including the bridge, is placed back on. That’s when I think: this really is mega engineering. You can see the vessel evolving into something more efficient, more modern, and more sustainable.

By lifting the navigating bridge higher, you also had to extend the elevator, right? What was the biggest challenge - and what does it tell us about the realities of driving innovation on a technical level?

Frank: Yes, raising the navigation bridge meant we had to extend the elevator as well. For sustainability reasons, we decided to keep the existing system and adapt it to the new height. That sounds straightforward - but finding a company willing and able to do it was more difficult than expected. In the end, we found a practical solution with a European company and their local partner in China. The collaboration went well, even if communication sometimes needed a bit of creativity. Since the on-site engineers mainly spoke Chinese, we often used translation apps to coordinate -  and that worked quite well. Sometimes it’s exactly these small, hands-on fixes that keep a complex project moving.

Gaurauv: The elevator is a good example of how innovation always needs to stay close to the ground. You have to find the right balance between vision and feasibility. Otherwise, things might look great on paper but fall short in reality.

Speaking of collaboration across continents - between our internal teams, Anglo Eastern, and the Chinese shipyard - what role did it play in achieving this conversion with such precision and speed?

Frank: The time difference and distance are always factors - but daily coordination and the experience of our colleagues on site help to overcome that. At the yard, up to 300 or 400 people are involved, many already months in advance during prefabrication - working on components like the accommodation block, the new bulbous bow, or the lashing bridges. It works because there’s a shared understanding: everyone knows what’s at stake and wants to avoid preventable issues later. Mutual respect and good communication are key.

From a leadership perspective, how did you keep the teams motivated and focused during the intense 39-day conversion timeline, especially given the complexity of the upgrades?

Gaurauv: For the crew, this is something completely new, and you can really feel their excitement. Most of them have never been part of a conversion like this. During the shipyard phase, they stay in a hotel, which is nice for them. Still, it’s hard work: they dismantle pumps, motors, fans, support the overhaul of the main engine - it’s all hands-on deck, just differently. What really helps is making everyone feel like they’re part of something big. And in the evenings, we sit down together for dinner - no work talk, just time to connect and recharge. That really lifts the spirit.

Frank: In fact, I have to say that there’s no special need to motivate the various teams. Everyone knows their job and understands that even small inaccuracies can cause major issues later on, which then require extra effort to correct. That sense of responsibility runs deep. And so does the collaboration. Good relationships and mutual respect - across functions, companies and cultures - are just as essential as technical precision.

What impact does the “Cisnes” conversion have in terms of combining operational efficiency with environmental responsibility?

Frank: On “Cisnes”, we’ve added slots for almost 2,000 TEU without raising operational cost. Across all seven C-Class vessels we’re converting, that adds up to the capacity of a large container ship with a capacity of 13,500 TEU, but without the carbon footprint of a newbuild. The new propeller alone brings average fuel savings of about 4.5%, and by recycling components like the old propeller and the bulbous bow locally, we reduce waste and avoid unnecessary transport. It’s a smart way to upgrade - efficient, responsible, and grounded in what’s already there.

If you could take one lesson from the „Cisnes“ project and apply it to the next vessel in line, what would it be - and why?

Frank: With each conversion, we’ve learned how to better coordinate the sequence of tasks and align them with class renewal. That’s how yard time dropped from over 50 to under 40 days. Timing is everything.

Gaurauv: Absolutely. It all comes down to communication between all teams. The earlier the coordination, the fewer the problems later. That’s the key takeaway from “Cisnes”.

Dear captain, dear Frank, thank you both for these valuable insights.