By
Capt Ruchin Dayal, IIMS President
The Dangerous Erosion of Iron Ore Sampling Standards in India: A Call for Urgent Action
We Have Been Here Before
Fifteen years ago, India exported over 100 million tonnes of iron ore annually, with Goa alone contributing half of that volume. During that period, two vessels—MV Black Rose at Paradip and MV Asian Forest at Mangalore— capsized and sank after loading iron ore fines. Crew members lost their lives. Other vessels were held in litigation, stopped from sailing, their crews unknowingly saved from potential disaster. The cause in each case was cargo liquefaction: wet iron ore fines loaded during monsoon rains turned into slurry, shifted catastrophically, and destroyed the vessel’s stability within minutes.
Those casualties prompted immediate regulatory intervention. The Directorate General of Shipping established a framework for marine laboratory approval. The IMSBC Code became mandatory. Shippers began covering stockpiles with tarpaulins. Masters gained clearer authority to refuse unsafe cargo. The industry learned, adapted, and improved.
Today, as iron ore exports from India prepare to resume after years of decline, we face a troubling reality: the infrastructure, expertise, and vigilance that emerged from those 2009 tragedies have quietly deteriorated. We are returning to the conditions that caused those casualties. The question is not whether another incident will occur, but when.
The Cycle of Decline
The numbers tell part of the story. India’s iron ore exports collapsed from over 100 million tonnes in 2010 to less than 10 million tonnes by 2015. Goa’s mining ban in 2012 removed 50 million tonnes from the market overnight. This decline was not merely statistical—it represented the systematic dismantling of an entire safety ecosystem.
Shippers facing zero revenue laid off contract labour and machinery operators, retired experienced mining and shipping staff, and closed offices. The 450 barges that operated in Goa in 2010 sat idle, degrading and wasting. Ports that had relied on iron ore export income faced severe cash flow constraints. Survey and sampling companies, which had thrived when handling hundreds of samples monthly, suddenly received only occasional requests. Many reduced staff and equipment. Others closed entirely. Those that remained often resorted to untrained contract labour with no accountability.
The marine laboratories approved by the Directorate General of Shipping—starting with the pioneering eDOT Marine Laboratory and eventually expanding to eight facilities—struggled to maintain standards when sample volumes dropped to a fraction of previous levels. The economic pressure was immense. When business declines by 90%, maintaining ISO accreditation, calibrated equipment, trained personnel, and quality systems becomes financially unsustainable for commercial entities.
THE REPORT | MAR 2026 | ISSUE 115 | 95
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