A technically sound retrofit can prove unstable in operation without clear service pathways.
Points of contact, spare parts, training, software updates and escalation procedures.
New fuel pathways increase the number of specialised components.
Clear points of contact, escalation procedures, minimum stock levels and a review phase.
A methanol conversion affects far more than the engine. The fuel system is fundamentally changed: new tanks (typically stainless steel or coated carbon steel due to methanol's corrosivity), new double-walled piping, inert gas supply for tank ventilation, fuel conditioning and a modified ventilation system for the engine room zone.
The engine conversion itself — whether to MAN ME-LGIM or Wärtsilä dual-fuel — requires new injectors, modified control software, adapted cylinder covers and a pilot fuel system (methanol requires an ignition source as it has no auto-ignition point). Each of these components potentially comes from a different supplier, and the interfaces between them become a service risk.
The safety system is also extended: methanol leak detection (methanol is colourless and has a low flash point of 12 °C), fixed fire-fighting installations for alcohol fires (conventional foam is often unsuitable), gas warning devices and expanded emergency shutdown logic. The class requirements under the IGF Code define minimum standards, but the specific implementation varies by yard and system supplier.
For service operations, this means: after the conversion, the vessel has considerably more specialised components than before. The spare parts list grows, the number of possible fault states increases, and the crew must work with systems they had not previously encountered. Without structured service planning, the initial operational phase becomes a stress test.
After a methanol conversion, five service interfaces typically emerge that must be clearly regulated. First: engine OEM and conversion yard — who is the point of contact for problems occurring at the interface between engine and fuel system? Second: tank supplier and piping contractor — in the event of leaks or corrosion findings, it must be clear which supplier responds.
Third: software and controls — the engine control system will regularly require software updates after conversion. Who delivers these, how are they installed on board, and who validates the functionality? Fourth: safety systems — gas warning devices and leakage detectors require regular calibration and sensor replacement. Fifth: class and flag — condition surveys and notation audits require timely documentation of all maintenance work performed.
In practice, it frequently emerges that service responsibility at these interfaces remains unclear because the conversion contract does not adequately cover the operational phase. Operators should define Service Level Agreements (SLAs) for the first 12 to 24 months of operation during the contract negotiation for the conversion itself — not afterwards.
The methanol retrofits completed to date — including Stena Germanica as one of the earliest projects — have shown that the initial operational phase demands particular attention. Stena Germanica was converted to methanol dual-fuel in 2015 and has since provided valuable operational data. Among the documented challenges were: adjustment needs in the engine control system after the first months of operation, higher-than-expected pilot fuel consumption and crew training requirements that exceeded what was envisaged during the conversion planning.
For future conversion projects, the resulting recommendation is to plan a formal review phase after 6 and 12 months of operation. During this phase, consumption data, maintenance intervals, crew feedback and system availability are systematically evaluated and service agreements adjusted as necessary.
Before commencing a methanol conversion, operators should have clarified five service questions. First: who is the single point of contact for the first 12 months of operation — yard, OEM or a third party? Second: which spare parts must be on board or in the warehouse before commissioning?
Third: how is the crew trained — basic training before conversion, advanced training during trials and refresher training after the first months of operation? Fourth: how are software updates and remote diagnostics organised? Fifth: what escalation pathways exist for problems that the onboard crew cannot resolve?
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