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Spot grit blasting

Fuel tanks

Painting of Bridge construction

Petrochemical industrial plant

High pressure blasting 1600 bar

Sand blasting of hull

Inspection of hull

Navy vessel after superstructure painting

Superfast Ferries IX after various repairs and reconditionin

High pressure water blasting

Oil well with storage tanks after painting

High pressure blasting 1000 bar

Technical Advisor & Project Manager

Washing of building


Large fuel storage tanks

Submarine navy

Blue Star Ferry - Drydock

Welding works

Green renewable energy with generator turbines

Grit blasting of metal structures

Blue Star Diagoras after external Low pressure washing & Painting

Bottom of vessel after grit blasting

Fuel tank among maintenance


Ship in dry dock

115.00 tone oil tanker moored offshore

Hull painting

Sandblaster on duty

Industrial metal fuel tanks

Tanker vessel

Blue Star Diagoras after various repairs in Piraeus

Crude oil tanker after various repairs on deck pipes

Completed hull of vessel in dry dock

Fertilizer factory

VLCC after very serious repairs

Painting of cruise vessel after low pressure washing

Blue Star 1 after various repairs in NEORION Syros shipyard

Pipes transporting oil to storage tanks

Hosing down 200 bar

Ultra high pressure water blasting 2.500 bar

Oil Rig after various special Paintings

Korean shipyard

Final preparations before undocking


Blasting of paint for surface preparation

Tank coating

Painting of Industrial warehouse

Abrasive blasting of metal structures

Painting of steel building

On the right side: Chemical tank after painting

Storage tank before maintenance

Ships aft area after painting and drafts marking

Pipe lines and gas tanks

Tankers near the station for oil

Dynamic Co. cherry pickers

Sand blasting of container ship

Oil & Gas supertanker after various repairs

Integrated management systems are a common sense response to the proliferation of management systems, and to changes in manufacturing supply chains.

Integrated systems are a response for companies with multiple certifications. There are common components in many management systems since each system has to stand on its own. The potential for duplication of effort increases, especially as the number of installed systems gets to three, four or five. Integrated systems rationalize this duplication while preserving the unique elements of each system.

Changes in manufacturing supply chains also are driving the development of integrated systems. Operations among companies in some manufacturing complexes have become so intertwined that it is easier to evaluate the entire “super-facility” than each piece individually.

For example:

  1. In discrete product manufacturing, supplier facilities are co-located with prime manufacturer facilities. An integrated management system approach treats the entire complex as a super facility.
  2. In process industries, some large chemical facilities have been sold in pieces to different companies who focus on particular markets and products. Physically, the pieces of the facility are interoperable, although they have differing ownership. An integrated management systems approach starts with the super-facility, and then works with individual pieces only to the extent that they have unique operations.

Integrated management systems are a natural response to changes in the market. But only registrars with the long-term perspective of certification from pre-ISO time can best combine the essential elements to create an efficient integrated management system.