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// ULUSLARARASI DEN‹Z VE T‹CARET

FPSO SECTOR IN STORM

ISSN: 1305-2918

YEAR // YIL: 12 ISSUE // SAYI : 133 JANUARY // OCAK 2016

SEKTÖRÜ KR‹ZDE

WORLD’S GIANT SCORPIO’S DECISION ON TURKEY DÜNYA DEV‹ SCORPIO’NUN TÜRK‹YE KARARI

HELLO // MERHABA

To Toss Every “If only” Out… It starts and ends in some way. But the important thing is not how it started or where it ended. The things sandwiched between the two… I am talking about the life. The life, about which we complain even if we survive the longest period appreciated for a living organism called human, but at the same time loutishly spend the time undetermined already either with “if only” accountings or unconsciously…

Dildar Ünde¤er, dildar@dildarpr.com

What has changed? What is changing in your life when you create imaginary theories, by saying if only, about the things passed by? Nothing other than looking for a scapegoat and postponing the things to do as if you have never-ending time…

I am one of those who live without “if only”. One of those who can explain herself the past frankly, who can say “whatever I did, for a reason”… One of those who try to sandwich something meaningful, something accountable between the starting and finishing lines… Believe me, it is a relieving feeling. It contains belief, hope and confidence in itself. And of course, peace of mind as an extension of them. Sometimes I have experienced sentences starting with “If I knew then what I know now” but even these are very rare... You know the saying “sometimes the words are glass pieces filling the mouth. Hurts when you keep silent, bloodies when you talk.” Life is the same. Sometimes it will hurt, sometimes it will bloody and there is no escape. Whatever your choice is, being able to say “for a reason” is enough... May the sea and the “marine&commerce” always fill your life...

“Keflke”ler Çöpe… Bafll›yor ve bir flekilde de bitiyor. Ama asl›nda önemli olan nas›l bafllay›p, nerede sona erdi¤i de¤il. ‹kisi aras›na s›k›flt›r›lanlar… Hayattan bahsediyorum. ‹nsan denen canl›ya biçilen en uzun süre de yaflansa k›sa diye flikayet etti¤imiz, ama ço¤unlu¤un ya bilinçsizce ya da “keflke” hesaplaflmalar›yla zaten belirsiz olan zaman›n› hoyratça tüketti¤i hayattan… Ne de¤ifliyor? Keflke diyerek geçmifl gitmifl konular için hayali teoriler üretti¤inizde, yaflayaca¤›n›z hayatta ne de¤ifliyor? Günah keçisi aray›fl›n›n ve sonsuz zaman›n›z varm›flcas›na yapacaklar›n›z› ertelemenin d›fl›nda hiçbir fley… Ben keflkesiz yaflayanlardan›m. Eskiyi düflündü¤ünde kendisine dobraca aç›klayabilen, “yapt›ysam bir nedeni vard›r” diyebilenlerden… Bafllang›ç ve bitifl çizgilerinin aras›na hesab›n› verebilece¤i, anlaml› fleyler s›k›flt›rmaya çal›flanlardan... Rahatlat›c› bir duygu inan›n. ‹nanc›, güveni ve umudu bar›nd›r›yor içinde. Bunlar›n uzant›s›nda da iç huzurunu elbette… “fiimdiki akl›m olsayd›” diye bafllayan tecrübeli cümlelerim var zaman zaman, ama onlar bile öyle az ki... Hani denir ya; “Cam k›r›klar› gibidir bazen kelimeler, a¤z›na dolar insan›n. Sussan ac›t›r, konuflsan kanat›r.” Hayat da böyle… Bazen ac›tacak, bazen kanatacak kaç›fl yok. Yeter ki hangisini seçtiyseniz, vard›r bir nedeni diyebilin!... Yaflant›n›zdan deniz ve “marine&commerce” hiç eksik olmas›n... Dildar Ünde¤er (dildar@dildarpr.com) Editor in Chief // Genel Yay›n Yönetmeni

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CONTENTS // ‹Ç‹NDEK‹LER

ULUSLARARASI DEN‹Z VE T‹CARET www.marineandcommerce.com ISSN: 1305-2918

JANUARY // OCAK 2016

Published monthly // Yerel süreli yay›n // Her ay yay›nlan›r

Dildar Tan›t›m, Halkla ‹liflkiler ve Turizm Ltd. fiti. ad›na Publisher & Managing Editor // ‹mtiyaz Sahibi Elk.Y.Müh. Halis Öztürk Editor in Chief Genel Yay›n Yönetmeni (Sorumlu) Dildar Ünde¤er dildar@dildarpr.com, mc.editor@dildarpr.com

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SHORT WAVE // KISA DALGA Latest developments, events, new products in the world... // Dünya denizcili¤indeki son geliflmeler, olaylar, yeni ürünler CONVERSATION // SÖYLEfi‹ World’s Giant Scorpio’s Decision On Turkey // Dünya Devi Scorpio’nun Türkiye Karar› DEVELOPMENT // GEL‹fiME New Technology LNG Terminal On The Way // Yeni Teknoloji Gaz Terminali Yolda OIL // PETROL FPSO Sector In Storm // FPSO Sektörü Krizde TRAVEL // GEZ‹ Gypsies Of The Sea: Bajaus // Deniz Çingeneleri: Bajaular MANAGEMENT // ‹fiLETME Ayships Prefers Controlled Growth // Ayships Kontrollü Büyümeyi Tercih Ediyor

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REPORT // RAPOR Menacing Clouds In The Sky Cast A Shadow Gökyüzündeki Tehditkar Bulutlar Küresel

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SUPPLY // TEDAR‹K 012

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AVS Küresel Tedarikte Öncü OUTLOOK // GÖRÜNÜM

Cover Photo // Kapak Foto¤raf› Teekay Offshore

Correspondence // Yaz›flma Adresi

Global Offshore Patrol Vessels // 048

Küresel Aç›k Deniz Devriye Gemileri

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Subscription // Abonelik Orhan K›vrak Translation // Çeviri Ayflen Tekflen

AVS Is A Pioneer In Global Supply //

MARKET // P‹YASA They’re Back! // 022

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Geri Döndüler! BRIEF NEWS // KISA HABERLER Voice of the Turkish maritime industry...

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Source of up-to-date information... News, developments, projects... // güncel bilgi kayna¤›... Haberler

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geliflmeler, projeler...

Demolotion sales // Hurda sat›fllar›

004 MARINE&COMMERCE JANUARY 2016

Print House // Bask›

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060 &

Newbuilding contracts // Yeni infla

Dildar Tan›t›m, Halkla ‹liflkiler ve Turizm Ltd. fiti. Dildar Public Relations & Tourism Co Ltd Sinanpafla Mah. Akmaz Çeflme Sokak No:15/14 Befliktafl 34353 ‹stanbul TÜRK‹YE Tel: +90 212 259 70 10 pbx E-mail: info@dildarpr.com, info@marineandcommerce.com

www.marineandcommerce.com

Türkiye denizcilik sektörünün sesi,

Second-hand ship market // ‹kinci el gemi sat›fllar› sözleflmeleri

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Ekonomiye Gölge Düflürüyor

Graphic Editor // Görsel Yönetmen Bulut Onur Advertisement Department // Reklam advert@dildarpr.com

On Global Economic Developments //

INDUSTRIAL DATA // SEKTÖREL VER‹LER

Contributors // Katk›da Bulunanlar John Clever, Aysha Ozturk, Michael Radoms

Stil Matbaac›l›k Sanayi ve Ticaret A.fi. ‹brahim Karao¤lano¤lu Cad. Yay›nc›lar Sok. Stil Binas› No: 5 Seyrantepe 4. Levent - ‹stanbul Tel: +90 212 281 92 81 Fax: +90 212 279 30 86 © “marine&commerce” magazine is published in accordance with the laws of the Republic of Turkey. The name and publication rights of “marine&commerce” are owned by our company. All rights relating to all articles, photographs, illustrations, maps and subjects published in the magazine are reserved. The subjects can be used by reference to our magazine only. © “marine&commerce” (Uluslararas› Deniz ve Ticaret) dergisi T.C. yasalar›na uygun olarak yay›nlanmaktad›r. “marine&commerce” dergisi’nin isim ve yay›n hakk› flirketimize aittir. Dergide yay›nlanan yaz›, foto¤raf, illüstrasyon, harita ve konular›n her hakk› flirketimizde sakl›d›r. Sadece dergi ad› belirtilerek al›nt› yap›labilir.

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UASC Starts Its Strategical 40th Year Celebrations From the Suez Canal UASC Stratejik 40. Y›l Kutlamalar›na Yeni Süveyfl Kanal›’ndan Bafllad›

nited Arab Shipping Company (UASC) started the 40th year celebrations from the Suez Canal. Together with Ahli United Bank (AUB), Egypt, the passing of 18,800 TEU capacity M/V Al Zubara, one of the world’s greenest ultra-large container vessel, through the new Suez Canal was the first of a number of activities.

The event was attended by a large number of statesman and representatives including Dr. Khaled Fahmy, Minister of Environment, Admiral Mohab Mameesh, Chairman of the Suez Canal Authority, Basil Al-Zaid, Chief Financial Officer at UASC, Nevine El-Messeery CEO of AUB and Captain Emad Oraby, the General Manager of UASAC Egypt. Attendees were taken on a guided tour on board while sailing through the new Suez

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Canal passage, where Admiral Mohab Mameesh presented a brief introduction to the strategic project. Basil Al-Zaid, Financial Officer at UASC stated his views about the issue by saying; “Initiating UASC’s 40th anniversary celebrations from the Suez Canal makes perfect sense given its strategic location, being the fastest maritime route connecting Asia to Europe. UASC’s vessels passed through the Suez Canal around 295 times last year, reflecting its’ importance to us. Having the new canal operational has helped to reduce our vessel’s transit time, which of course, reflects positively on the company. “This celebration not only facilitates our passage payments in the canal. At the same time, it marks our long term partnership with the Suez

MARINE&COMMERCE OCTOBER 2015

irleflik Arap Denizcilik fiirketi (UASC) 40. y›l kutlamalar›na Süveyfl Kanal›’ndan bafllad›. Ahli United Bank (AUB), M›s›r ile birlikte, dünyan›n en çevreci ultra-büyük konteyner gemisi olan 18,800 TEU kapasiteli M/V Al Zubara’n›n yeni Süveyfl Kanal›’ndan geçifli bir dizi etkinli¤in ilki oldu. Etkinli¤e, M›s›r Çevre Bakan› Dr. Khaled Fahmy, Süveyfl Kanal ‹daresi Baflkan› Amiral Mohab Mameesh, UASC Finans Direktörü Basil Al-Zaid, AUB CEO’su Nevine El-Messeery ve UASAC M›s›r Genel Müdürü Emad Oraby’nin de içinde bulundu¤u çok say›da yetkili ve devlet adam› kat›ld›. Kat›l›mc›lar, gemiyle rehberli bir tura ç›kar›larak Amiral Mohab Mameesh’in stratejik projeye giriflin k›sa bir sunumunu verdi¤i yeni Süveyfl kanal›nda yolculuk ettiler.

UASC Finans Direktörü Basil Al-Zaid konuyla ilgili flunlar› söyledi; “UASC’nin 40. Y›l kutlamalar›n› Süveyfl Kanal›ndan bafllatmak, onun Asya ve Avrupa’y› birlefltiren en h›zl› denizcilik rotas› olarak stratejik konumu nedeniyle çok anlaml›. UASC’nin gemileri geçen y›l Süveyfl Kanal›’ndan yaklafl›k 295 kez geçti ve bu da onun bizim için önemini gösteriyor. Yeni kanal›n kullan›ma haz›r hale gelmesi gemilerimizin geçifl süresini azaltmaya yard›mc› oldu ve elbette bunun flirketimize yans›malar› olumlu oldu. Bu kutlama yaln›zca kanaldan geçifl ödemelerimizi kolaylaflt›rmakla kalm›yor. Ayn› zamanda UASC’nin, dünyan›n en enerjitasarruflu ve çevre dostu gemileri aras›nda yer alan 17 yeni gemiden oluflan, mevcut yeni infla program›na da mali katk›da bulunan Ahli United Bank ve

Canal and Ahli United Bank has contributed to financing UASC’s current newbuilding program, comprising 17 new ships among the most costefficient and environmentally friendly in the world.”

Al Nefud, Al Zubara and Al Dahna respectively. This superior series of vessels are among the world’s greenest due to their outstanding environmental credentials and first-class technology on board.

There is a special division to support the shipping industry in AUB, with a strategic goal of developing support for the region’s economy. The bank facilitates canal passing payments, port projects and berths, as well as supporting the financing of the investment project to develop the canal area. To date, UASC has received five 18,800TEU class vessels; Barzan, Al Muraykh,

Achieving a record breaking load of 18,601 TEU of Al Muraykh last month was a test for those advanced vessels. This unprecedented westbound shipment was also UASC’s highest utilization to date of very eco-efficient class. CO2 output per TEU on this journey is set to be more than 60% lower if the same containers were shipped on board a 13,500 TEU ship.

Süveyfl Kanal›’yla uzun süreli ortakl›¤›m›za da iflaret ediyor.” Bölge ekonomisi için destek gelifltirme fleklinde stratejik bir amaca sahip olan Ahli United Bank’da, denizcilik sektörünü desteklemek ad›na özel bir departman mevcut. Banka, kanal alan›n› gelifltirmek için yat›r›m projesinin finansman›n› desteklemenin yan› s›ra kanal geçifl ödemeleri, liman projeleri ve iskelelere olanak sa¤l›yor. UASC flu ana dek befl adet 18,800 TEU s›n›f› gemi teslim ald›. Bunlar s›ras›yla; Barzan, Al Muraykh, Al Nefud, Al Zubara ve Al Dahna. Mükemmel

çevresel yeterlilikleri ve gemideki birinci s›n›f teknolojileri nedeniyle bu üst seri gemiler dünyan›n en çevreci gemileri aras›nda kabul ediliyor. Al Muraykh’›n geçen ay 18,601 TEU yükle rekor k›rmas› geliflmifl gemilerinin testi oldu. Bat› yönüne efli benzeri olmayan bu nakliye ayn› zamanda UASC’nin son derece eko-verimli s›n›ftan bu güne kadarki en yüksek yararlanma oran›yd›. Yolculukta TEU bafl›na CO2 sal›m›, ayn› konteynerlerin 13,500 TEU bir gemiyle nakledilmesi durumunda do¤acak olan ç›k›fltan %60 daha düflük olarak belirlendi.

World’s Busiest Container Port in 2015 Is Shanghai fiangay 2015 Y›l›n›n En ‹fllek Liman›

hina’s Shanghai port has retained the number one spot as the world’s busiest container port with a 2015 throughput of 36.54m TEU, according to figures released by Shanghai International Port Group Co (SIPG).

Geçen y›l›n 36.54 milyon teu olarak aç›klanan konteyner hacmi, 2014’te 35.29m teu olan ifllem hacminden %3.5 art›fl anlam›na geliyor. Yine bir önceki y›l›n ayn› döneminde elleçlenen 2.9m teu ile k›yasland›¤›nda SIPG’nin, Aral›k 2015’te 3.07m teu elleçleyerek %5.9 art›fl yapt›¤› anlafl›l›yor.

Last year’s container volumes announced as 36.54m TEU represents a 3.5% improvement from the 2014 throughput of 35.29m TEU. Again, compared to 2.9m TEU handled in the same period of the previous year, it is seen that SIPG has recorded an increase of 5.9% by moving 3.07 m TEU in December 2015. Net profit reported for 2015 is RMB6.5bn (USD 988.7m) and it represents a decline of 4% compared to the gain of RMB6.77bn in 2014. However, it is seen that the revenue for last year rose by 2.5% year-on-year to RMB 29.5bn.

The port of Singapore, closest rival of SIPG, has not published its 2015 throughput yet. Southeast Asian port posted a throughput of 28.41m TEU for the first 11 months of last year.

2015 y›l›na iliflkin aç›klanan net kar ise 6.5 milyar RMB (988.7m dolar) ve bu rakam 2014 y›l›ndaki 6.77 milyar RMB kazançla k›yasland›¤›nda %4’lük bir düflüfl anlam›na geliyor. Ancak, geçen y›l›n gelirinin y›ll›k bazda %2.5 artarak 29.5 milyar RMB oldu¤u görülüyor.

hangai International Port Group Co (SIPG)’nin yay›nlad›¤› rakamlara göre, Çin’in fiangay Liman› 2015’te 36.54m TEU ifl hacmi ile dünyan›n en ifllek konteyner liman› olarak birinci s›radaki yerini korudu.

SIPG’in en yak›n rakibi olan Singapur Liman› 2015 ifllem hacmini henüz aç›klamad›. Güneydo¤u Asya Liman›’ysa geçen y›l›n ilk 11 ay›na iliflkin ifllem hacmini 28.41m teu olarak ifade etti.

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Profitability in Container Shipping Will Deteriorate In 2016 Konteyner Tafl›mac›l›¤›ndaki Karl›l›k 2016’da Gerileyecek

imbalances caused by weak volumes and over supply.

The decline in global container shipping freight rates is anticipated to have been as great as 9% last year and Drewry is forecasting that carrier unit revenues will decline further in 2016, albeit at a slightly slower pace. Excluding 2009, the lowest spot rates in most major trade lanes and all at the same time has been seen in the past 12 months. This is not solely due to fundamental supply/demand

End of year 2015 spot rates from Asia to the US West and East Coasts were around $815 and $1,520 per 40ft container respectively. These were easily the lowest since 2009. With decent cargo growth and load factors of over 90% to the US west coast, the rate deterioration emphasise that carriers have been fighting for market share and are positioning themselves further for potential shifting of cargo from the west to the east after the Panama Canal widening. It should be kept in mind that the spot rates of below $200 per 40ft container in the AsiaNorth Europe trade during June 2015 were also unprecedented. While spot rates have staged a recovery

urther widening of the supply-demand imbalance at the trade route level and insufficient measures to reduce ship capacity will lead to an acceleration of freight rate reductions and industry-wide losses in 2016, according to the latest Container Forecaster report published by global shipping consultancy Drewry.

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MARINE&COMMERCE OCTOBER 2015

arz/talep dengesizliklerinden kaynaklanm›yor.

Küresel konteyner nakliyesi navlunlar›ndaki düflüflün geçen y›l›n %9’u kadar olmas› bekleniyor ve Drewry, biraz daha yavafl bir biçimde de olsa, 2016 y›l›nda tafl›mac› birim gelirlerinin daha da azalaca¤›n› öngörüyor. 2009 y›l› haricinde son 12 ayda, belli bafll› ticaret rotalar›n›n ço¤unda ve ayn› anda, en düflük spot fiyatlar› görüldü. Bu yaln›zca zay›f hacimlerin ve afl›r› arz›n neden oldu¤u köklü

Asya’dan ABD Bat› ve Do¤u sahillerine y›l sonu spot fiyatlar› 40’l›k konteyner bafl›na 815 ve 1,520 dolar civar›ndayd›. Bunlar 2009’dan beri görülen en düflük fiyatlard›. ABD Bat› yakas›na %90’dan fazla yük faktörü ve yeterli kargo büyümesiyle bu fiyat düflüklü¤ü, tafl›mac›lar›n pazar pay› için savaflt›¤›n› ve Panama Kanal›’n›n genifllemesinden sonra kargonun bat›dan do¤uya olas› tafl›nmas› için kendilerini konumland›rd›klar›n› gösteriyor. 2015 Haziran ay›nda Asya-Kuzey Avrupa ticaretindeki 40’l›k konteyner bafl›na 200 dolar›n alt›ndaki spot fiyatlar›n da benzersiz oldu¤u hat›rlanmal›. 2016 bafl›ndan beri spot fiyatlar› bir iyileflme gösterirken, Drewry bu kazan›mlar›n k›sa ömürlü oldu-

üresel denizcilik dan›flman› Drewry taraf›ndan yay›nlanan en son Konteyner Tahmincisi raporuna göre, ticaret rotas› seviyesinde arz-talep dengesizli¤inin daha da derinleflmesi ve gemi kapasitesini azaltmaya yönelik önlemlerin yetersizli¤i, 2016 y›l›nda navlun indirimlerinin h›zland›r›lmas›na ve sektör genelinde zararlara yol açacak.

since the start of 2016, Drewry believes that these gains will prove short-lived. Many stakeholders point to the fact that bunker prices of for example $140 per tonne in Rotterdam (IFO380) are clearly contributing to lower overall container freight rates, but Drewry believes that a new and worrying trend has become apparent for ocean carriers. Company’s most recent data suggests that they are no longer able to cut costs faster than the prevailing declines seen in the freight rate market. Drewry believes that oil prices have probably hit the market bottom right now, that the costs for the positioning of empty containers and vessel lay ups will increase this year. Latest calculation show that a 10,000 TEU vessel would incur a minimum of $450,000 in reactivation costs if laid up in Asia for three months or more. It should also not be forgotten that many lines no longer even quote a BAF on same trade lanes. The consequence of this is that Drewry expects industry losses to widen to over $5bn in 2016. Ocean carriers believe they have taken a great deal of corrective action during the final three months of 2015 in order to lift very low freight rates. But the removal of six major east-west services, the blanking of 32 voyages in November and 21 in December did relatively little to improve trade route supply/demand balances. At the beginning of October 2015, the average load factors in eastwest main course were only 85%, compared to 94% one year earlier. The GRI initiatives implemented in late 2015 did not work for carriers on many trade lanes and in some cases

were suspended or postponed because conditions were simply too feeble. Drewry believes that more needs to be done by the industry to bring about any kind of stability. Proposed or forthcoming industry consolidation may well reduce the number of big market players and improve individual company efficiency, but this will not reduce industry vessel capacity in any way. With the idle fleet touching one million TEU in late 2015, or just under 5% of the global fleet, decisions need to be taken by lines to remove more vessels and re-structure more trade lanes with new operational agreements. Big vessels no longer guarantee decent profitability and should Asia to North Europe contract rates be signed at an average $900 per FEU -and this could be too optimistic- for 2016, this equates to an estimated $1.4 billion loss for the carriers on one trade lane. In his statement related with the issue, Drewry’s Director of Container Research, Neil Dekker said: “Comparisons are being made to 2009 when approximately 1.3 million TEU was removed from a considerably smaller fleet. The mass scale lay ups were triggered by the fact that lines ran out of cash. The industry is not there yet as some lines are still making a profit and the very low fuel prices are propping them up. But a further two or three quarters of declining financial profitability may trigger a notable rise in the idle fleet as we enter the second half Neil Dekker of 2016.”

¤unun anlafl›laca¤›na inan›yor. Çok say›da paydafl örne¤in, Rotterdam’da ton bafl›na 140 dolar yak›t fiyatlar›n›n (IFO380) daha düflük toplam konteyner navlununa katk›da bulundu¤u dikkat çekiyor, ama Drewry okyanus tafl›mac›lar› için yeni ve endifle verici bir e¤ilimin belirdi¤ini düflünüyor. fiirketin en son verisi, maliyetleri navlun piyasas›nda görülen genel iniflten daha h›zl› bir biçimde düflüremediklerini düflündürüyor. Drewry, flu anda olas›l›kla petrol fiyatlar›n›n piyasan›n dibine vurdu¤una, bu y›l gemilerin lay-up yap›lmas›n›n ve bofl konteynerlerin konumland›r›lmas› maliyetlerinin artaca¤›na inan›yor. Son hesaplamalar 10,000 TEU bir geminin üç ay ya da daha fazla süre Asya’da lay-up’a çekilmesi durumunda, minimum 450,000 dolar yeniden devreye sokma maliyeti do¤aca¤›n› gösteriyor. Pek çok flirketin art›k ayn› ticaret rotas›nda bir BAF fiyatland›rmas› bile yapmad›¤› unutulmamal›. Bunun sonucu olarak, Drewry 2016’da sektör zararlar›n›n 5 milyar dolar›n üzerine ç›kmas›n› bekliyor. Okyanus tafl›mac›lar› çok düflük olan navlunlar› yükseltmek için 2015’in son üç ay›nda çok say›da do¤ru ad›mlar att›klar›na inan›yorlar. Ama alt› önemli do¤u-bat› seferinin kald›r›lmas› ile Kas›mda 32 ve Aral›kta 21 yolculu¤un iptal edilmesi, ticaret rotas› arz/talep dengelerini iyilefltirmeye çok az yard›mc› oldu. Ekim 2015 bafl›nda, do¤u-bat› ana rotas›ndaki ortalama yük faktörleri bir y›l önceki %94’e k›yasla yaln›zca %85 idi. 2015 sonunda uygulanan GRI giriflimleri pek çok ticari rotada-

ki tafl›mac›lar için yararl› olmad› ve baz› durumlarda koflullar fazlas›yla zay›f oldu¤undan ask›ya al›nd› ya da ertelendi. Drewry, nas›l olursa olsun bir istikrar sa¤lamak için sektör taraf›ndan daha çok fley yap›lmas› gerekti¤ini düflünüyor. Önerilen ya da yaklaflmakta olan konsolidasyon büyük piyasa oyuncusu say›s›n› azaltabilir ve bireysel flirket verimlili¤ini artt›rabilir ama sektörün gemi kapasitesini hiçbir flekilde düflürmeyecektir. 2015 sonunda bir milyon TEU’ya yaklaflan ya da küresel filonun %5’inin biraz alt›nda olan bir iflsiz filoyla, flirketler taraf›ndan daha fazla gemiyi sökmek ve operasyonel anlaflmalarla daha fazla ticaret rotas›n› yeniden yap›land›rmakla ilgili kararlar al›nmas› gerekir. Art›k büyük gemiler makul karl›l›¤›n garantisi de¤ildir ve 2016 için Asya’dan Kuzey Avrupa’ya sözleflme fiyatlar› FEU bafl›na ortalama 900 dolarla imzalanacaksa -ki fazlas›yla iyimser bir rakam-, bu bir ticaret rotas›nda tafl›mac›lar için tahmini 1.4 milyar dolar zarara denk gelir. Drewry Konteyner Araflt›rma Müdürü Neil Dekker konuyla ilgili aç›klamas›nda; “Önemli ölçüde daha küçük bir filodan yaklafl›k 1.3 milyon TEU kapasitenin söküldü¤ü 2009 y›l›yla k›yaslamalar yap›l›yor. Büyük miktarda lay-up’lar› tetikleyen fley, flirketlerin nakdinin tükenmesiydi. Baz› flirketler hala kar etti¤inden ve çok düflük olan petrol fiyatlar› onlar› destekledi¤inden, sektör henüz o noktada de¤il. Ama finansal karl›l›¤›n iki ya da üç çeyrekte düflük kalmas› 2016’›n›n ikinci yar›s›na girerken iflsiz filoda önemli bir art›fl› tetikleyebilir.” dedi.

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Norden Sells Capesize, Buys Supramaxes Norden Capesize’›n› Sat›p Supramax Al›yor

anish shipping company Norden has entered two separate deals, one to sell the Capesize vessel Nord-Energy and the other to buy a Supramax vessel. Both deliveries will take place in the course of the first quarter of 2016.

This move comes from the company’s recently introduced Focus & Simplicity strategy which projects that Norden would focus on Panamax and Supramax vessels within its dry cargo ownership sector. Following the sale, the company will no longer own Capesize vessels and will operate only one chartered vessel of this type. Norden announced that the sale of the 180,310 dwt, 2004-built Nord-Energy will be at an accounting loss of

geliyor. Sat›fl›n ard›ndan flirketin art›k kendi Capesize gemisi kalmayacak, ayn› türden sadece bir kiral›k gemi iflletecek.

USD 14.8 million, which will be included in the annual results for 2015. The loss is especially driven by the development in fleet values seen in the fourth quarter of 2015. As a result of the sale of Nord-Energy, expectations to the 2015 EBIT results including profits from vessel sales are adjusted to USD 4363 million compared to the previous USD 58-78 million, the company said.

animarkal› denizcilik flirketi Norden, biri Capesize gemisi Nord-Energy’nin sat›fl› ve di¤eri de bir Supramax gemi al›m› için, iki ayr› al›flverifle girdi. Her iki teslimat da 2016 y›l›n›n ilk çeyre¤inde gerçekleflecek. Bu hamle flirketin yak›nlarda duyurdu¤u ve Norden’›n kendi kuru yük armatörlü¤ü sektöründeki Panamax ile Supramax gemilere odaklanmas›n› öngören Odak & Basitlik stratejisinden

Norden, 2004 yap›m› 180,310 dwt Nord-Energy’nin sat›fl›n›n, 2015’in y›ll›k sonuçlar›na dahil edilecek olan, 14.8 milyon dolar muhasebe zarar›yla gerçekleflece¤ini aç›klad›. Zarar özellikle, filo de¤erlerinde 2015 y›l›n›n dördüncü çeyre¤inde görülen bir geliflmeden kaynaklan›yor. Nord-Enerji’nin sat›fl›n›n sonucu olarak flirket, gemi sat›fllar›ndan karlar da dahil olmak üzere 2015 FVÖK sonuçlar›yla ilgili beklentilerinin, bir önceki 58-78 milyon dolar karfl›s›nda 43-63 milyon dolar olarak düzeltildi¤ini söyledi.

MOL Receives Newbuilt Woodchip Carrier C.S. Bright MOL Yeni ‹nfla Yonga Gemisi C.S. Bright’› Teslim Ald›

itsui O.S.K. Lines, Ltd. (MOL) take the delivery of the new woodchip carrier, C.S. Bright, which has a cargo hold capacity of about 4.3 million cubic feet, from the Mizushima Shipyard belonging to Sanoyas Shipbuilding Corporation. C.S. Bright vessel has a length of 209.99 m, breadth of 37.00 m and depth of 22.85 m. Following the delivery ceremony, the vessel left to take on a cargo of wood chips in Australia for Hokuetsu Kishu Paper Co., Ltd.

itsui O.S.K. Lines, Ltd. (MOL), 4.3 milyon kübik feet civar›nda yük ambar kapasitesine sahip olan yeni yonga gemisini, Sanoyas Gemi ‹nfla flirketine ait Mizushima Tersanesi’nden teslim ald›. C.S. Bright isimli gemi; 209.99 m uzunluk, 37.00 m genifllik ve 22.85 m derinli¤e sahip. Teslim töreninin ard›ndan C.S. Bright, Hokuetsu Kishu Paper Co., Ltd için Avustralya’dan yonga yükü almak üzere yola ç›kt›.

Designed with a shallow draft the vessel is maximizing cargo hold capacity to allow efficient loading of wood chips, which are lightweight and take up a relatively large amount of space. The vessel features environmental-friendly specifications to cut CO2 emissions, such as a rudder bulb fin to enhance propulsion efficiency and low-friction ship-bottom paint.

S›¤ bir su çekimi ile tasarlanan gemi, hafif ama göreceli olarak çok fazla hacim tutan yongalar›n etkin biçimde yüklenmesine olanak sa¤layan yük ambar kapasitesini maksimize ediyor. Gemi, tahrik verimlili¤ini artt›rmak için kanatl› dümen balb sistemi ve düflük sürtünmeli karina boyas› gibi CO2 sal›m›n› azaltmaya yönelik çevre dostu özellikleriyle de öne ç›k›yor.

Continually striving to offer safe and reliable wood chip transport service for paper companies in Japan and overseas, MOL is contributing to a stable supply of resources and energy.

Japonya ve deniz afl›r› ülkelerdeki ka¤›t flirketleri için düzenli olarak güvenilir ve emniyetli yonga nakliyesi hizmeti veren MOL, istikrarl› bir kaynak ve enerji teminine katk›da bulunmak için çaba harc›yor.

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WORLD’S GIANT SCORPIO’S DECISION ON TURKEY DÜNYA DEV‹ SCORPIO’NUN TÜRK‹YE KARARI D‹LDAR ÜNDE⁄ER

Having rapidly developed into a world’s giant starting from a small family shipowning company, Scorpio is the center of attention for entire maritime and finance circles. The group’s name is often recalled by its entrepreneurial and brave steps, since its investments keep snowballing together with the decision of becoming a listed company and it has a corner on the world shipping markets with more than 80 tankers owned and the young fleet under its management. Küçük bir aile armatörlük flirketinden, h›zla bir dünya devine dönüflen Scorpio, tüm denizcilik ve finans çevrelerinin ilgi oda¤› konumunda. Borsaya aç›lmas›yla birlikte yat›r›mlar› ç›¤ gibi büyüyen, bugün sahip oldu¤u 80’den fazla tanker ve iflletmesi alt›ndaki genç filosuyla dünya denizcilik piyasalar›nda söz sahibi olan Grubun ad›, att›¤› cesur ve giriflimci ad›mlarla s›kl›kla an›l›yor.

nvestors are closely watching the business models of Scorpio who has also ordered a number of the largest container ships of the world through long term chartering contracts by expanding its range and became a center of attention with its decision to build a considerable amount of bulk carriers. Monaco headquartered Group is situated in 9 locations globally. It conducts the commercial operations from Mumbai and chartering activities from New York, London, Dubai and Singapore. Technical ship management is carried out in Mumbai, Athens, Houston and also, Istanbul.

Enver Bilgi

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Founded in 2013 in Istanbul as an affiliate company of Scorpio Group, Zenith Ship Management Inc. is already one of the youngest and largest tanker operators in Turkey. Managing Director of the company, Enver Bilgi is a name we are familiar

elpazesini geniflleterek, uzun süreli kiralama sözleflmeleriyle dünyan›n en büyük konteyner gemilerinden de siparifl eden, bunun yan›s›ra önemli say›da dökme yük gemisi infla etme karar›yla dikkat çeken Scorpio’nun ifl modelleri, yat›r›mc›lar taraf›ndan ciddi biçimde takip ediliyor. Merkezi Monako’da olan Grup, küresel olarak 9 noktada konumlanm›fl durumda. Ticari operasyonlar› Mumbai’den ve gemi kiralama faaliyetleri New York, Londra, Dubai ve Singapur’dan yürütülüyor. Teknik gemi iflletmecili¤i ise Mumbai, Atina ve Houston’un yan› s›ra ‹stanbul’dan yönlendiriliyor. ‹stanbul’da Scorpio Gruba ba¤l› olarak 2013 y›l›nda kurulan Zenith Gemi ‹flletmecili¤i A.fi., flimdiden Türkiye’nin en genç ve en büyük tanker iflletmecilerinden biri konumunda. Genel Müdürü Enver Bilgi uzun y›llard›r tan›d›¤›m›z bir isim. Basamaklar› sindire sindire ç›kan, mant›k ve duygu dengesini çok

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with for many years. He is a successful executive who climbed the steps one by one, displays a well-balanced logic and emotion approach and ignited the wick for Scorpio Group’s decision on making investment in Turkey and establishing Zenith. With a career from a third-mate to senior executive and even shareholder, he has an important experience in Dünya Denizcilik known as one of the most important global companies in tanker market of the period. Besides, from managers to sub-staff and from sea to shore, he is working with carefully selected Turkish personnel, majority of which is from the preeminent team of Dünya Denizcilik. Mr. Bilgi says that the segment of Zenith in tanker management industry is “major oil” charterers and 1st class “oil traders” and adds; “Namely, it’s the uppermost league of the world where the competition reaches to the top levels, charterers like Shell, Chevron and BP are supervisors and even rivals at the same time, and a wrong clears away all the rights. Of course, being a player in this segment necessitates a well educated and equipped labor force.” It is a rainy, stormy, busy Istanbul morning with a heavy traffic as usual... Nevertheless, in good spirit… We are together with Mr. Enver Bilgi in a conversation where we feel ourselves and “marine&commerce” as privileged. Can you please share the story of Scorpio Group’s decision about founding a company in Istanbul? Although we had no business relationship with them, we had

iyi kuran, Scorpio Grubu’nun Türkiye’ye yat›r›m yapmas› ve Zenith’in kurulmas›yla ilgili fitili ateflleyen baflar›l› bir yönetici. Döneminin tanker piyasas›nda küresel anlamda en önemli flirketlerinden biri olarak an›lan Dünya Denizcilik’te, 4. Kaptanl›ktan üst düzey yöneticili¤e, hatta hissedarl›¤a kadar uzayan önemli bir deneyime sahip. Üstelik, ço¤unlu¤u Dünya Denizcilik’deki donan›ml› ekip olmak üzere, denizden karaya, yönetimden alt kadroya kadar tamam› özenle seçilmifl Türk personelle çal›fl›yor. “Zenith’in tanker iflletmecili¤indeki segmenti “oil major” kirac›lar ve 1. s›n›f “oil trader”lar.” diyor Enver Bey ve ekliyor; ‘‘Yani, rekabetin en yüksek seviyelere ulaflt›¤›, Shell, Chevron, BP gibi kirac›lar›n ayn› zamanda denetçi ve hatta rakip olduklar›, bir yanl›fl›n tüm do¤rular› götürdü¤ü dünyan›n en üst ligi. Elbette bu klasmanda oyuncu olmak da, son derece e¤itimli ve donan›ml› insan gücünü gerektiriyor.’’ Yo¤un bir ‹stanbul sabah›nda; ya¤mur, f›rt›na ve tabii trafik… Ama keyfimiz yerinde… Yine “marine&commerce”› ve kendimizi ayr›cal›kl› hissetti¤imiz bir sohbette, bu kez Enver Bilgi’yleyiz. Scorpio Grubu’nun ‹stanbul’da da bir flirket kurma karar› nas›l geliflti? Hikayesini paylafl›r m›s›n›z? Bir ifl iliflkimiz olmamas›na ra¤men, Scorpio ile Dünya Denizcilik’in MR (Medium Range / 50-52,000 dwt) tanker segmentinde bulunmas›ndan dolay› uzun y›llara dayanan bir tan›fl›kl›¤›m›z vard›. Ancak, ilk kooperasyonumuzun temeli 2012 y›l›n›n Haziran ay›nda MARINE&COMMERCE OCAK 2016

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a long-standing acquaintance with Scorpio resulting from their presence in the MR (Medium Range / 50-52,000 dwt) tanker segment like Dünya Denizcilik. However, I can say that the foundation of our first cooperation was laid in June 2012. Becoming acquainted incidentally with our current Group CEO, Emanuele Lauro, in a party at Posidonia Exhibition in Greece was actually the starting point of our cooperation. Chartering the “Gan-Trust”, one of the first ECO type MR tankers that was scheduled to enter the market in early 2013, came to the fore in that meeting. On those days, we were in search of a proper charterer for time chartering. Then, upon the suggestion of Emanuele, we found the opportunity to gather with London commercial office of Scorpio in Copenhagen and following the successive meetings on charter party clauses and negotiations, we fixed the ship for time charter, 3 + 1 + 1 years, at a price that was best in those days. As being the “sister ship” of Scorpio tankers that were to appear in the market from the same shipyard in South Korea later on, that ship served as a model for Scorpio in terms of its fuel-efficiency and performance. In a short period of time, mutual trust was formed while the companies shared some technical data with each other. Indeed, there were plenty of resemblances between Dünya Denizcilik and Scorpio. The sharpest of those resemblances were; their presence in the tanker sector for many years, their focus on MR segment, their feature of being family businesses with traditional structure and their constitution open to improvement resulting from the importance they attached to training. With the positive influence of the stock market in 2012/2013, Scorpio started a rapid growth and placed about 50-60 newbuilding orders and, from shipyards to types, majority of these vessels were exactly coinciding with the orders of Dünya Denizcilik. However, Scorpio’s timing was perfect and the company tended to invest in future with ECO ships during a period when the newbuilding prices hit rock bottom. This was a very correct investment decision and opened the way for larger orders to be placed later on. For instance, the company was able to order the sister ship of its new built MR tankers plus the ECO type of it, which offers daily fuel-saving between 4 and 5.5 tons, for a price a little over than 30 million dollars while this price was around 52 million dollars in Korea before the 2008 crisis. Another decision of Scorpio Group that I appreciate is the practice of operating their vessels in-house through management companies rather than out-sourcing them to third party. In my opinion, this policy is one of the most important factors in the very rapid and healthy growth of the company up until now. Since it was not possible to operate that number of new built ships with its current team, the company turned to the technical teams in Istanbul, Athens and Houston besides Mumbai office, and made another correct investment in terms of spreading the risk and benefiting from the capacity of companies with sufficient experience in the same segment. In that way, it provided access to qualified labor force in different countries. One of the countries with that potential was Turkey. A team experienced in the same segment was ready. Following the Turkey attempt, establishment of OSS (Optimum Ship

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at›ld› diyebilirim. Yunanistan’daki Posidonia Fuar›’nda bulundu¤um s›rada, bir partide tesadüfen flimdiki Grup CEO’muz Emanuele Lauro ile tan›flmam iflbirli¤imizin de bafllang›c› oldu asl›nda. Bu görüflmemizde, 2013 y›l›n›n ilk günlerinde piyasaya ç›kacak ve ilk ECO tip MR tankerlerden biri olan “Gan-Trust”›n kiralamas› gündeme gelmiflti. Biz de o günlerde süreli sözleflme için düzgün bir kirac› aray›fl›ndayd›k. Sonras›nda Emanuele’nin görüflmemizi önerdi¤i; Scorpio’nun Londra ticari ofisi ile Kopenhag’da biraraya gelme f›rsat› bulduk ve pefli s›ra kiralama sözleflme maddeleri, pazarl›k görüflmeleri aflamalar› derken, o gün için çok iyi bir kira bedeli üzerinden gemiyi 3 y›l +1 +1 y›ll›k süreli kiralamaya ba¤lad›k. Bu gemi, Güney Kore’deki ayn› tersaneden daha sonra piyasaya ç›kacak Scorpio tankerlerinin “sister”› olmas› özelli¤iyle de, Scorpio’ya yak›t tasarrufu ve performans›yla örnek teflkil etti. Bir tak›m teknik bilgileri flirketler aras›nda paylafl›rkense, k›sa sürede karfl›l›kl› güven olufltu. Asl›nda Dünya Denizcilik ile Scorpio aras›nda pek çok benzerlik vard›. Benzerliklerin aras›nda en göze çarpanlarsa; her ikisinin de uzun y›llardan beri tankerci olmalar›, MR segmentinde yo¤unlaflmalar›, geleneksel bir yap›yla aile flirketi olmalar› ve e¤itime verdikleri önemle geliflmeye aç›k yap›lar› idi. 2012/13 y›llar›nda borsan›n pozitif etkisiyle, Scorpio h›zl› bir yükselifle geçmifl ve 50-60 gemi kadar yeni infla siparifli vermiflti, ki bu gemilerin ço¤unlu¤u tersanesinden tipine kadar, Dünya Denizcilik’in verdi¤i siparifllerle birebir örtüflüyordu. Ancak, Scorpio, zamanlamas›n› çok iyi yapm›fl, piyasada yeni infla gemi fiyatlar›n›n dibe vurdu¤u bir s›rada, ECO gemilerle gelece¤e yat›r›ma yönelmiflti. Bu çok do¤ru bir yat›r›m karar›yd› ve sonradan verilecek büyük siparifllerin de önünü açt›. Örne¤in, 2008 krizinden önce Kore’de 52 milyon dolar civar›na ulaflan yeni infla MR tankerlerin kardefl gemisini ve üstüne seyirde 4 ile 5.5 ton günlük yak›t tasarrufu sa¤layan ECO tipini, 30 milyon dolar›n biraz üzerine siparifl edebilmiflti. Scorpio’nun çok do¤ru buldu¤um kararlar›ndan bir di¤eri de, gemilerini üçüncü flah›s flirketlerine iflletmeye vermek yerine, Grup bünyesindeki iflletme firmalar›yla yürütmeyi benimsemesi. Bana göre bu politika, flirketin bugünlere kadar çok h›zl› ve sa¤l›kl› büyümesindeki en önemli etkenlerden biri. Bu kadar yeni gemiyi mevcut ekibiyle iflletmesi mümkün olmayan firma, Mumbai ofisinin yan›s›ra, ‹stanbul, Atina ve Houston’da teknik iflletme ekiplerine yönelerek, ayn› segmentte deneyimi olan firmalar›n kapasitesinden yararlanmak ve riski da¤›tmak konusunda çok do¤ru bir yat›r›ma daha yöneldi. Böylece ayn› zamanda farkl› ülkelerdeki yetiflmifl insan gücüne ulaflmay› sa¤lad›. Bu potansiyeldeki ülkelerden biri de Türkiye oldu. Ayn› segmentte tecrübeli haz›r bir ekip mevcuttu. Düflünceyi destekleyen bir baflka yaklafl›m da, bizden sonra Yunanistan’da OSG’nin eski ekibiyle anlaflarak, OSS (Optimum Ship Services)’in kurulmas› oldu. Scorpio ile geliflen karfl›l›kl› güven, Dünya’da edindi¤imiz tecrübe, e¤itim, denizcilik kültürü ve çevrenin yan›s›ra, Dünya Denizcilik repütasyonu, k›sa denilebilecek süre içerisinde ‹stanbul’da bir ofis aç›lmas› karar›nda etkili oldu. Tabii elbette bütün bunlar›n yan›s›ra, böylesine sorumluluk isteyen, büyük çapl› bir oluflumun kurul-

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Scorpio turned to the technical teams in Istanbul, Athens and Houston besides Mumbai office, and made another correct investment in terms of spreading the risk and benefiting from the capacity of companies with sufficient experience in the same segment. Scorpio Mumbai ofisinin yan›s›ra, ‹stanbul, Atina ve Houston’da teknik iflletme ekiplerine yönelerek, ayn› segmentte deneyimi olan firmalar›n kapasitesinden yararlanmak ve riski da¤›tmak konusunda çok do¤ru bir yat›r›ma daha yöneldi.

Services) by compromising with the former team of OSG in Greece was another approach supporting this idea. Besides the reputation of Dünya in maritime world, the mutual trust developed with Scorpio, the experience, education, shipping culture and environment we gained in Dünya was effective on the decision of opening an office in Istanbul in a period that may be considered as short. Of course, apart from all these factors, due diligence procedure performed during the establishment phase of such a full-scale formation that demands high responsibility, feeling of personal reliance and confidence in capacity also played a significant role in the organization decision. Years ago a friend of mine, a Greek captain had said; “I love a saying of Turks very much and that is Kismet”. I think coincidence of Scorpio’s rapid growth with the last period of Dünya Denizcilik was the last factor that influenced the foundation of Zenith and this was kismet (fortune) in one sense. At the end of March 2013, my message to the charterers -one of which was Scorpio- stating our resolution to quit the company’s current ship management business according to a decision taken in General Assembly Meeting of Dünya, formed the first spark for the foundation of Zenith. Two days after that message, Emanuele called and asked the reason for this decision. I explained! He called again a few days later and this time asked about my plans. I told him the project we shared with Mr. Suay Umut previously and said that I wanted to preserve the sea and shore team having a forty-year Dünya Denizcilik experience and to continue in the management service field. Ultimately, we preserved our team and decided to proceed with Scorpio, who shares a similar infrastructure and maritime culture with us, without further strain.

mas› aflamas›nda yap›lan “due diligence” prosedürü, kapasiteye olan güven ve kiflisel itimat duygusu da organizasyon karar›nda önemli bir rol oynad›. Yunanl› bir kaptan arkadafl›m y›llar önce “Türklerin bir laf›n› çok seviyorum, o da kismet” demiflti. San›r›m Scorpio’nun h›zla büyümesinin Dünya Denizcilik’in son zamanlar›na tesadüf etmesi de Zenith’in kurulmas›nda etkisi olan son faktördü ve bir anlamda k›smetti. 2013 Mart’›n›n sonlar›yd›, Dünya’n›n bir Genel ‹dare Kurulu toplant›s›nda al›nan kararla kirac›lara, ki bunlardan biri de Scorpio idi, mesaj gönderip mevcut gemi iflletmecili¤ini b›rakaca¤›m›z› bildirmem, Zenith’in kurulmas›ndaki ilk k›v›lc›m oldu. Mesaj›mdan iki gün sonra Emanuele arad›, nedenini sordu. Aç›klad›m! Aradan birkaç gün geçtikten sonra tekrar arad› ve bu kez bana ne yapmak istedi¤imi sordu. Ben de daha önce Suay Beyle de paylaflm›fl oldu¤umuz projeyi anlatarak, 40 y›ll›k Dünya Denizcilik tecrübeli deniz ve kara ekibini da¤›lmaktan korumak, iflletmecilik yapmak istedi¤imi belirttim. Sonuçta ekibimiz da¤›lmad›, çok benzer alt yap› ve denizcilik kültürüne sahip oldu¤umuz Scorpio ile fazla zorlanmadan, oldu¤u gibi devam etme karar› ald›k. Scorpio’nun gözünde Türkiye grubunun stratejik bir önemi var. Zira Türkiye genç ve dinamik, yetiflmifl insan potansiyeli olan bir yap›ya sahip. Ayr›ca genel anlamda da iflletmecilik için düflünülen önemli bir servis kayna¤› niteli¤inde. Grupla birlikte Zenith’in de uzun vadede büyümesi bekleniyor, ancak as›l beklenti problemsiz ve kaliteli gemi iflletmecili¤i. Elbette daha fazla ne kadar büyürüz, bunu de¤erlendiriyoruz ama, bundan sonras›n› biraz da zaman ve flartlar gösterecek. MARINE&COMMERCE OCAK 2016

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Turkey group has a strategical importance in Scorpio’s eye, since Turkey’s nature consists of young, dynamic and qualified human potential. Besides, it is also a significant service resource for management in the general sense. It is anticipated that Zenith will also grow in the long term together with the group but the main expectation is a problem-free and highquality ship management service. Certainly, we are evaluating the extent of further growth but time and conditions will show the rest. How do you describe the Scorpio Group with three words and why? I would describe it as innovative, farsighted and brave. Innovative; because there is no other example of the work performed; in a sense, history is being made in maritime. Farsighted; because I think developing into a world’s giant listed on New York Stock Exchange, with offices in nine countries, from a fleet with 5-6 ships operated from Monaco in 2005; becoming the commercial manager of more than 200 vessels and technical manager of more than 130 ships in 2016 and managing the world’s largest MR tanker pool necessitates a serious farsightedness. Currently, Scorpio conducts the commercial management of 7 pool organizations, 4 of them being tanker and 3 bulkers. Brave; because the road taken is a long, risky, toilsome and nontrivial road unparalleled in the world that require intense labor, intelligence and courage. It depends on knowledge, education, technology and sizable investments. What is the number of tankers managed by your company, their types and total tonnage? What is your targeted total tonnage in long and short terms? Currently we are the manager of 21 vessels in total, more than one million dwt, with the average age of 2. It is the youngest and the largest product tanker fleet in Turkey. All of the ships managed by us are ECO type, modern MR tankers built in Korea in 2013 and afterwards, except 2 conventional tankers built in 2010. Our company policy related with management centers upon providing qualified service rather than the number of ships. In the short and long term, to the extent permitted by the international political structure and depending upon the conjecture, we will continue to expand with the trained tanker personnel existing in Turkey. Even if it is not

Scorpio Grubu’nu üç kelimeyle nas›l tan›mlars›n›z ve neden? Yenilikçi, ileri görüfllü ve cesur olarak tan›mlar›m. Yenilikçi; çünkü yap›lan iflin dünyada örne¤i yok, bir anlamda denizcilikte tarih yaz›l›yor. ‹leri görüfllü; çünkü 2005 y›l›nda, Monako’dan iflletilen 5-6 gemilik filodan, 9 ülkede ofisi bulunan, New York’ta borsaya kotal› bir dünya devine dönüflmek; 2016’da 130’dan fazla geminin teknik iflletmecisi ve 200’den fazla geminin ticari iflletmecisi olmak, dünyan›n en büyük MR tanker havuzunu yönetmek ciddi bir ileri görüfllülük gerektirir san›r›m. Scorpio halen 4’ü tanker, 3’ü kuruyük olmak üzere, 7 adet havuz organizasyonunun ticari operasyonunu yap›yor. Cesur; çünkü benimsenen yol, dünyada örne¤i bulunmayan, riskli, meflakkatli, uzun, hiç de kolay olmayan, yo¤un emek, ak›l ve cesaret gerektiren bir yol. Bilgiye, e¤itime, teknolojiye ve büyük yat›r›mlara dayan›yor. ‹flletmekte oldu¤unuz tanker say›s›, tipleri, ortalama yafl› ve toplam tonaj› nedir? K›sa ve orta vadede toplam tonaj›n›z›n ne olmas›n› hedefliyorsunuz? fiu anda ortalama yafl› 2 civar›nda, Türkiye’nin en genç ve toplamda 21 adet gemi ile bir milyon dwt’yi aflan, en büyük ürün tankeri filosunun iflletmecisiyiz. 2 adet 2010 yap›m› konvansiyonel tanker hariç, iflletmekte oldu¤umuz gemilerin tamam› 2013 ve sonras›nda Kore’de infla edilmifl, modern, ECO tip MR tankerleri. fiirket politikam›z, iflletmecilikte gemi say›s›ndan çok, nitelikli servis sa¤lamak üzerine yo¤unlafl›yor. K›sa ve orta vadede, Türkiye’de mevcut e¤itimli tanker personeli ile konjonktüre ba¤l› olarak, uluslararas› siyasi yap› müsaade etti¤i ölçüde büyümeye devam edece¤iz. Bundan sonras› için net bir say› vermek flu anda mümkün olmasa da, 2 y›l gibi bir sürede 25-26 gemiye ç›kmay› planl›yoruz. fiu anda Grup gemilerinin toplam içindeki oran› nedir? Grup içerisindeki gemi da¤›l›m›na bakt›¤›m›zda, mevcut tankerlerden 1/4 ile 1/5 aras›ndaki bir say›da gemiyi iflletti¤imizi söyleyebilirim. Amac›m›z say›sal olarak artmak de¤il, kaliteden ödün vermeden büyümeyi sa¤layabilmek. Peki 3. flah›slara verilen hizmeti art›rmak için nas›l bir strateji izliyorsunuz? Do¤rusu Scorpio’nun yüklü yeni infla sipariflleri, bizi bugüne kadar Fiba Holding hariç, 3. flah›s gemilerinin iflletmecili¤ine yöneltmedi ve bu konuda pazarlama yapmak gibi bir politikam›z da olmad›. Zaten, flu ana kadar Scorpio Tankers Inc. gemilerini emniyetle ve bir kalite standard›nda iflletmek, her sene 7 yeni gemiyle büyümek, ofis ve gemilerde major petrol flirketlerinin onaylar›n› almak ile yeni bir oluflumu oturtmak tüm zaman›m›z› ald›. Asl›nda yeni bir tanker iflletmecisinin güven sa¤lamas›, dünyada kabul görmesi en az 5 y›l sürer, ama bizim arkam›zdaki Scorpio deste¤i ve Dünya’dan gelen tecrübemiz bu süreyi minimuma indirdi. Bafllang›çtan bu yana epey yol ald›k ve art›k özellikle bundan

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possible to give an exact number far from now on, we are planning to increase the number of our ships up to 25-26 pieces within 2 years. What is the percentage of Group ships within the total? When we consider the distribution of ships within the Group, I can say that we are operating a number of ships corresponding to 1/4 or 1/5 of the existing tankers. Our goal is to achieve growth without sacrificing quality, not just to increase the number. What kind of a strategy you are pursuing in order to increase the service given for the 3rd parties? In fact, mass orders of Scorpio for new buildings did not allow us to manage 3rd party ships until today, except Fiba Holding and we did not have a policy for marketing in this field. We were indeed busy with managing the ships of Scorpio Tankers Inc. in a safe way and according to a certain quality standard; growing by 7 ships every year; receiving the approvals of major oil companies in offices and ships, and framing the new organization. Actually, it takes at least five years for a new tanker manager to gain recognition and earn trust across the world but Scorpio’s support behind us and the experience we gained in Dünya has minimized this period. We came a pretty long way from the beginning and now we can consider to manage the ships of principled, proper, high-quality 3rd party companies. Meanwhile, I would like to state that we place a premium on sentimental value of Fiba Holding, who believed in us right from the beginning, and its three “Gan” ships of which we have undertaken both the technical and commercial management starting from construction project days. You are offering ship management service with a traditionalist approach loyal to our core values. Can you tell us the features that make Zenith privileged and distinguished? Indeed, the answer is hidden in the question. I think the most important distinguishing feature of us is “to adopt traditional maritime practice loyal to the core values”. The sub-expansions of this feature namely, the importance we attached to training, the effort to perform maritime business by adhering to customs and traditions through the knowledge, experience we gained until today, our respect for human, environment and labor, and ship safety are our uncompromisable features. In fact, when you view the company policies, you cannot find any management company or ship-owner that set these principles aside, but internalizing them in real terms is something very different. We practice training uninterruptedly both on the sea and shore. As you know, keeping to the budget is an important indicator of professionalism in ship management so we are well disciplined in this issue and we have a rigid budget policy. But the only budget item that we never limit is the training. According to another policy of Scorpio, the incidents experienced are circulated among the Group and ships in order to be transparent and prevent the iteration of similar mistakes. In that way, every company within the Group stays informed about the incidents experienced in other ships and takes the necessary lessons and measures. Of course,

sonra kaliteli, prensipleri olan, düzgün 3. flah›s firmalar›n›n gemilerini de iflletmemize almay› düflünebiliriz. Ama bu arada, bafl›ndan beri bize güvenen Fiba Holding’in ve infla projelerinden bu yana hem teknik, hem de ticari iflletmecili¤ini yapt›¤›m›z sahibi olduklar› üç adet “Gan” gemilerinin bizim için manevi de¤erinin büyük oldu¤unu belirtmeliyim. Öz de¤erlerimize ba¤l›, gelenekselci bir yaklafl›mla gemi iflletmecili¤i hizmeti veriyorsunuz. Zenith’i farkl› ve ayr›cal›kl› k›lan özellikleri neler? Asl›nda bunun cevab› sorunun içinde gizli. Bizim san›r›m en önemli fark›m›z; “öz de¤erlerine ba¤l› geleneksel denizcili¤i benimsemek”. Bunun alt aç›l›mlar› olan; e¤itime verdi¤imiz önem, bugüne kadar edindi¤imiz bilgi, tecrübe ile denizcili¤i örf ve ananelerine ba¤l› kalarak yapmaya gayret etmek, çevreye, insana, eme¤e duydu¤umuz sayg›, ve gemi emniyeti ödün vermedi¤imiz önceliklerimizden. Asl›nda flirket politikalar›na bakarsan›z bunlar› önemsemeyen armatör veya iflletmeci firma yoktur ama gerçekten özümsemek çok farkl›. E¤itimi hem denizde, hem de karada kesintisiz uyguluyoruz. Biliyorsunuz gemi iflletmecili¤inde bütçeye ba¤l› kalmak profesyonelli¤inizin önemli bir göstergesidir ve biz de bu konuda çok disiplinliyiz, s›k› bir bütçe politikam›z var. Ama s›n›rlamad›¤›m›z tek bütçe kalemi e¤itim. Transparan olmak, benzer hatalar›n tekrar etmesini önlemek için yaflanan kazalar› Gruba ve gemilere sirküle etmek, Scorpio’nun benimsedi¤i bir di¤er politika. Bu sayede Gruptaki her firma, di¤er gemilerde yaflanan kazalardan da haberdar olup, gerekli ders ve tedbirleri al›yor. Tabii bunun yan›nda, tüm regülasyonlara ve Marpol Kurallar›na uyarak, s›f›r kaza ve s›f›r deniz kirlili¤i de ana hedefimiz. Müflteri memnuniyetini ön planda tutan bir iflletmecilik anlay›fl›m›z var. Bizim için tüm taahhütlerimizi eksiksiz ve zaman›nda yerine getirmek kadar, her tür flikayeti ve talebi dikkate almak da önemli. MARINE&COMMERCE OCAK 2016

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zero accident and zero sea pollution by obeying all the regulations and Marpol Rules is our primary target. We have a management notion that prioritizes the customer satisfaction. Taking all kinds of complaints and demands into consideration is also very important for us besides fulfilling all our commitments on due time and fully. Our team is young and dynamic. All our inspectors and managers have nearly the same background and we have colleagues who serve as captain or chief engineer in our fleet. And some of them have even worked on the same ships together. That is to say, we are a team before anything else and for that reason it is important to improve the standards of the workers, to teach them how to become a team, to value every person individually, to respect their personality and untouchable personal private territory. We had the chance to experience the growth process of Scorpio all together, we watched the transformation into a world’s giant of a small team. We became a part of it in Turkey, every one of us gained a huge experience and we put the things we learned into practice. And every single day we continue to learn something new in international maritime field and try to perform our jobs in accordance with the international standards and the necessities of the time. Turkish crew are employed in all the ships you manage. We know the advantages. Is there any disadvantages? The most important problem of Turkish crew is the lack of English proficiency, and the fugitives, who betray his friends and occupation without considering anybody except themselves, infiltrating into the majority even though very rarely. I cannot explain the morally and materially hard situation experienced by the shipowners and operators as a result of flees from the ship. It is also the duty of administration as well as ours to take precautions in order to prevent this situation. It is time to take a set of radical measures. We would like to ask a situation about which you say, “I never want to live again” as an experienced seafarer and executive? Regrettably, Turkish shipowners and shipyards misread the golden age of maritime experienced between the years 2004-2008 and paid a heavy bill for this mistake. Shipowners became shipbuilders and shipbuilders became shipowners during that period and they engaged

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Ekibimiz genç ve dinamik. Tüm enspektör ve müdürlerimiz hemen hemen ayn› yollardan geçmifl, filomuzda kaptan veya bafl mühendislik yapm›fl arkadafllar›m›z. Hatta baz›lar› beraber ayn› gemilerde görev alm›fllar. Yani herfleyden önce biz bir ekibiz, bunun için çal›flanlar›n standartlar›n› yükseltmek, biz olmay› ö¤renmek, her insana birey olarak de¤er vermek, kiflili¤ine ve dokunulamaz flahsi sahas›na sayg› göstermek önemli. Biz Scorpio’nun büyüme zaman›n› birlikte yaflama flans›n› yakalad›k, küçük bir ekibin nas›l bir dünya devine dönüfltü¤ünü gördük. Türkiye’de bunun parças› olduk, hepimiz büyük bir tecrübe edindik ve ö¤rendiklerimizi uygulad›k. Her gün de uluslararas› denizcilikte yeni birfleyler ö¤renmeye devam ediyor ve iflimizi uluslararas› standartlarda, ça¤›n gereklerine göre yapmaya çaba gösteriyoruz. ‹flletmekte oldu¤unuz gemilerin tamam›nda Türk personel çal›fl›yor. Avantajlar›n› biliyoruz. Peki dezavantajlar› var m›? Türk personelin en büyük sorunu; ‹ngilizce eksikli¤i ve iyi niyetli ço¤unlu¤un aras›na s›zan binde bir de olsa, kendinden baflka kimseyi düflünmeyen, mesle¤ine, arkadafllar›na ihanet eden kaçaklar. Gemiden kaçmalar›n armatörü ve iflletmecisini içine düflürdü¤ü maddi-manevi s›k›nt›l› durumu anlatamam. Bunu önlemek için hepimize oldu¤u kadar, idareye de görev düflüyor. Art›k bir tak›m radikal önlemler al›nmak zorunda. Deneyimli bir denizci ve ifl insan› olarak “bir daha asla karfl›laflmak istemem” diyece¤iniz durum nedir diye sorsak... Türk armatörü ve tersanecileri 2004-2008 aras›nda yaflanan denizcili¤in alt›n devrini ne yaz›k ki yanl›fl okudular ve faturas›n› çok a¤›r ödediler. Bu dönemde armatörler tersaneci, tersaneciler armatör oldu ve kapasitelerinin üzerinde büyük yat›r›mlara girdiler. 2008 y›l›nda bafllayan kriz de, Türk denizcilik firmalar›n›n ço¤unun karfl›laflt›¤› ilk büyük kriz oldu, pek çok firma da bunu atlatamad›. Bu dönemde, örne¤in Yunanl› armatörler toplam filo kapasitelerinin yaklafl›k %10’u kadar yeni sipariflle krize yakalan›rken, Türk armatörleri toplam filonun neredeyse %100’ü kadar yeni gemi siparifliyle krize yakaland›lar. Bunun nedeni de bence, zaman›nda Yunanl›lar›n 1980’lerin bafl›ndaki krizi, 1,000 parça gemilerini Pire aç›klar›nda “lay-up” yaparak yaflam›fl olmalar›. Maalesef son krizi atlatamayan firmalardan biri de Dünya Deniz-

CONVERSATION // SÖYLEfi‹

in investments larger than their capacities. The crisis experienced in 2008 was a huge crisis that majority of Turkish maritime companies met for the first time and most of them could not manage to overcome it. For instance, Turkish shipowners caught in crisis with new building orders corresponding nearly 100% of their total fleet, while the Greek shipowners with 10% of their fleet capacity during that period. In my opinion the reason for this is the fact that the Greek owners had experienced the crisis in early 1980s by “layingup” 1,000 pieces of their ships offshore Piraeus. Unfortunately, one of the companies that could not overcome the crisis is Dünya Denizcilik although it had the mission of being the school of the time. I too, lived the crisis started in 2008 gravely as a member of the board, a shareholder even if it is small, and Managing Director of the past five years in Dünya. Especially, the last year of the company is a period I would never want to live again. Loosing the grasp on the company that shelters very beautiful memories for us and grew up like our child, new austerity measures taken every day, endless dismissals are the times I would never want to witness again. Every month you are dismissing another friend of yours; you have been worked together for a long period of time, maybe you are the one who hired him, he has a family, and children. Dismissal decision is taken; it weights on you days before and one day you declare to his face that he is fired. It was truly very hard. We take part in an industry with a very high degree of stress and pace. What are the methods you use for strengthening your spirit? Our former managing director in Dünya Denizcilik used to say that “the only thing more stressful than our job is being unemployed” and I share it. Our job is truly, very hard and stressful in every aspect but the pleasure taken in the face of success is also great as its challenges.

Currently we are the manager of 21 vessels in total, more than one million dwt, with the average age of 2. fiu anda ortalama yafl› 2 civar›nda olan toplamda 21 adet gemi ile bir milyon dwt’yi aflan filonun iflletmecisiyiz. cilik oldu, ki flirket zaman›n okulu denilebilecek bir misyona sahipti. Ben de, Yönetim Kurulu üyesi, ufak da olsa hisse sahibi ve son 5 y›l›n›n Genel Müdürü oldu¤um Dünya’da, 2008’de bafllayan krizi çok a¤›r yaflad›m. fiirketin özellikle son y›l› tekrar yaflamay› istemedi¤im bir dönemdir. Çok güzel an›lar›m›z›n oldu¤u, çocu¤umuz gibi bizimle büyüyen firman›n, adeta elimizden kayarak düflüflü, her gün yeni tasarruf tedbirleri, bitmek bilmeyen iflten ç›karmalar benim için bir kez daha görmek istemedi¤im zamanlar oldu. Her ay bir arkadafl›n›z› iflten ç›kar›yorsunuz, uzun süre birlikte çal›flm›fls›n›z, hatta ifle siz alm›fls›n›z, ailesi, çoluk çocu¤u var. Ç›karma karar› al›n›yor, günler öncesinden a¤›rl›¤› düflüyor üzerinize ve bir gün ifline son verildi¤ini yüzüne siz deklare ediyorsunuz. Gerçekten çok a¤›rd›. Stresi, temposu çok yüksek bir sektördeyiz. Sizin ruhunuzu besleme yöntemleriniz neler? Dünya Denizcilik’deki eski genel müdürümüz “bizim iflten daha stresli tek fley, iflsiz olmakt›r” derdi ki bu söze kat›l›yorum. ‹flimiz gerçekten, her yönüyle çok a¤›r ve stresli, ancak baflar›ld›¤›nda al›nan haz da bir o kadar büyük oluyor.

I can relieve from the stress of the business only by playing with my twins at home and sailing on the sea.

‹fl stresini sadece evde ikiz çocuklar›mla oyun oynarken ve denizde yelkenle seyir yaparken atabiliyorum.

Lastly, if we turn back to Zenith again, what do you think about foreign investors’ entering into Turkish market apart from Scorpio?

Son olarak yine Zenith’e gelirsek, Scorpio’nun d›fl›nda farkl› yabanc› yat›r›mc›lar›n da Türkiye’de sektöre girmesi konusunu nas›l de¤erlendirirsiniz?

Zenith is a first in Turkish maritime industry that provides foreign capital and regular inflow of foreign currency and opens a significant employment door for Turkish seafarers. When we leave aside the Turkey offices of multi-national companies aiming at personnel capacity, in an environment where most of the Turkish shipowners out-source their ships to foreign managements, Zenith is a chance to reverse the wheel.

Zenith, Türkiye’ye denizcilik sektöründe yabanc› sermaye ve düzenli döviz giriflini sa¤layan, pek çok Türk denizcisine ciddi istihdam kap›s› açan bir ilk. Çok uluslu iflletmecilik firmalar›n›n personel amaçl› Türkiye ofislerini bir tarafa b›rak›rsak, ço¤u Türk armatörünün gemilerini yabanc› iflletmecilere out-source etti¤i bir ortamda Zenith, iflleyen bir çark› tersine çevirmek için aç›lm›fl bir f›rsat.

I hope that this development sets an example and Turkey receives other investors; there is enough number of Turkish maritime personnel to meet it. In fact, reputation of Turkish personnel as well as our international recognition will increase if the American and European shipowners incline to Turkey. Besides, Turkish shipowners will also tend more to Turkish seamen and witness that the people near at hand are able to manage their ships with the same standards, not the people they don’t know, don’t see. Therefore, a better position will be achieved in the international market. &

Umar›m bu oluflum iyi bir örnek teflkil eder ve Türkiye’ye baflka yabanc› yat›r›mc›lar da gelir, ki bunu kald›racak yeteri kadar Türk deniz personeli mevcut. Asl›nda Amerikal› ve Avrupal› armatörler Türkiye’ye yönelirse uluslaras› tan›n›rl›¤›m›z›n yan›s›ra, Türk personelinin repütasyonu da artacak. Ayr›ca bu sayede, Türk armatörler de Türk denizcisine daha fazla yönelecek ve görmedi¤i, bilmedi¤i kiflilerin de¤il, elinin alt›ndaki insanlar›n gemilerini ayn› standartta iflletti¤ine flahit olacak. Dolay›s›yla da uluslararas› piyasada daha iyi bir konuma ulafl›lacak. & MARINE&COMMERCE OCAK 2016

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NEW TECHNOLOGY LNG TERMINAL ON THE WAY YEN‹ TEKNOLOJ‹ GAZ TERM‹NAL‹ YOLDA Sevan Marine’s subsidiary HiLoad LNG AS has entered into a Technology License Agreement with Vires Energy Corporation Ltd. for an LNG receiving and regasification terminal in the Philippines. Sevan Marine’in yan kuruluflu HiLoad LNG AS, Filipinler’de bir LNG al›m ve yeniden gazlaflt›rma terminali için Vires Energy Corporation Ltd. ile Teknoloji Lisans Anlaflmas› yapt›.

fter a feasibility study, Vires has decided to move forward with the project, and a separate engineering service contract has also been agreed with HiLoad LNG providing design and engineering work. Payment under the license agreement is subject to Vires constructing and operating the regasification terminal. Construction is currently expected to start in 2016.

Sevan Marine acquired the rights to the proprietary HiLoad Technology for gas and LNG applications and has developed solutions for offshore loading of LNG and LNG receiving and regasification terminals based on the HiLoad Technology. The LNG receiving and regasification terminal, named Floating Regas Dock (FRD) provides a competitive alternative to FSRUs for smaller volumes, ranging typically from 50 to 200 mmscfd. HiLoad LNG AS is in dialogue with other potential clients for similar terminals in South East Asia and Latin America. Lars Odeskaug, who is responsible for Sevan Marine’s LNG efforts, says: “We look forward to working with Vires on this groundbreaking project. We believe there is a significant market for this solution, which provides clean gas as fuel for power plants and fills a niche in size below the more traditional FSRUs. We hope that the Vires contract is the first of many.”

AGREEMENTS ON FPSO PROSPECT Sevan Marine ASA who specializes in design, engineering and project execution of floating units for offshore applications, based on its patented cylindrical floater technology and is listed in Oslo Stock Exchange, Norway, has signed two agreements

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ires, bir fizibilite çal›flmas›ndan sonra projede ilerlemeyi kabul etti ve ek olarak, tasar›m ve mühendislik hizmeti veren HiLoad LNG ile de ayr› bir mühendislik hizmeti sözleflmesi imzalad›. Lisans anlaflmas›na göre, ödemeler Vires’in yeniden gazlaflt›rma terminalini kurmas›na ve iflletmesine ba¤l› olacak. ‹nflaat›n 2016 y›l›nda bafllamas› bekleniyor.

Sevan Marine, HiLoad Teknoloji gaz ve LNG uygulamalar›n›n tescil haklar›n› sat›n ald› ve bu teknolojiye dayal› LNG al›m ile yeniden gazlaflt›rma terminalleri ve aç›k deniz LNG yükleme için çözümler gelifltirdi. Yüzer Yeniden Gazlaflt›rma Doku (FRD) olarak adland›r›lan LNG alma ve yeniden gazlaflt›rma terminali, genelde 50 ila 200 mmscfd aras›nda de¤iflen daha küçük hacimler için yüzer yeniden gazlaflt›rma ünitelerine (FSRU) rekabetçi bir alternatif sunuyor. HiLoad LNG AS, Do¤u Asya ve Latin Amerika’da benzer terminaller için di¤er müflteri potansiyelleriyle de görüflüyor. Sevan Marine’in LNG çal›flmalar›ndan sorumlu olan Lars Odeskaug projeye iliflkin flunlar› söyledi: “Bu ç›¤›r açan projede Vires’la birlikte çal›flmak için sab›rs›zlan›yoruz. Enerji santrallerine yak›t olarak temiz gaz sa¤layan ve daha geleneksel FSRU’lar›n alt›ndaki boyutlarda bir bofllu¤u dolduran bu çözüm için önemli bir pazar oldu¤una inan›yoruz. Vires sözleflmesinin pek çok di¤erlerinin ilki olmas›n› umuyoruz.”

FPSO ARAMA ANLAfiMALARI Patentli silindirik yüzdürme teknolojisine dayanarak aç›k deniz uygulamalar› için yüzer birimlerin tasar›m›, mühendisli¤i ve proje uygulamas› alan›nda uzman olan ve Norveç, Oslo Borsas›’nda ifllem gören

DEVELOPMENT // GEL‹fiME

related to the FPSO prospect in the UK North Sea. The first agreement is a Technology License Agreement whereby the client will pay a license fee to Sevan Marine for the right to use their proprietary technology. The second is a Service Agreement under which Sevan Marine will continue to provide technical and administrative resources to the project. Start of construction of the unit is not expected before second half of 2016.

Sevan Marine ASA, BK Kuzey Denizi’nde FPSO aramas›yla ilgili olarak iki anlaflma imzalad›. Bu anlaflmalardan ilki, kendilerine tescilli olan teknolojiyi kullanma hakk› için müflterinin Sevan Marine’e lisans ücreti ödeyece¤i bir Teknoloji Lisans Anlaflmas›. ‹kincisi ise, Sevan Marine’in projeye teknik ve idari kaynaklar sa¤lamaya devam edece¤i bir Hizmet Anlaflmas›. Birimin inflas›n›n 2016’n›n ikinci yar›s›ndan önce bafllamas› beklenmiyor.

CEO Carl Lieungh stated: “The entering into these agreements with an oil major is yet another verification of both the benefits and maturity of the Sevan Marine cylindrical hull design.”

CEO Carl Lieungh flunlar› söyledi: “Bir petrol uzman›yla bu anlaflmalar› yapmak Sevan Marine’in silindirik gövde tasar›m›n›n hem faydalar›n›n, hem de olgunlaflm›fl oldu¤unun bir di¤er onay›.”

Sevan Marine sold its cylindrical Sevan Voyageur FPSO (renamed as Voyageur Spirit) to Teekay Petrojarl in 2012 due to financial issues. The agreed sales price was $540m. Teekay Offshore, listed on the New York Stock Exchange, acquired the 2008-built Voyageur Spirit as part of the acquisition of three FPSO units from Sevan.

Sevan Marine, silindirik Voyageur FPSO’sunu (Voyageur Spirit olarak yeniden adland›r›ld›) 2012 y›l›nda mali konular sebebiyle Teekay Petrojarl’a satt›. Üzerinde anlafl›lan sat›fl fiyat› 540 milyon dolard›. New York Borsas›’nda ifllem gören Teekay Offshore, 2008 y›l›nda infla edilen Voyageur Spirit’i Sevan’dan üç FPSO birimi al›m›n›n bir parças› olarak sat›n ald›.

The Voyageur Spirit FPSO is deployed on the Huntington field in the United Kingdom. The production unit has been installed for its charter contract with E.ON Ruhrgas UK E&P (E.ON). The charter is expected to last for a firm period of five years, with extension options of maximum 10 years. Designed with a storage capacity of 270,000 bbls, the Voyageur Spirit FPSO offers a processing capacity of 30,000 bopd and a total liquids (oil and water) processing capacity of 60,000 bpd. Its accomodation facility is for 57 people and water depth is 89 m. &

Voyageur Spirit FPSO, Birleflik Krall›ktaki Huntington sahas›nda kullan›l›yor. Üretim birimi, E.ON Ruhrgas UK E&P ile kira kontrat› için kuruldu (E.ON). Maksimum 10 y›l uzatma seçene¤iyle, kiralaman›n sabit befl y›l sürmesi bekleniyor. 270,000 varil depolama kapasitesiyle tasarlanan Voyageur Spirit FPSO, 30,000 v/g iflleme kapasitesi ve 60,000 v/g toplam s›v› (petrol ve su) iflleme kapasitesi sa¤l›yor. 57 kiflilik bar›nd›rma tesisine ve 89 metre derinli¤e sahip. &

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FPSO SECTOR IN STORM FPSO SEKTÖRÜ KR‹ZDE Despite the oil price downturn cycle currently JOHN CLEVER

experienced, analysts estimate that the floating production, storage and offloading (FPSO) sector is

015 has proved to be a challenging year for the oil and gas industry. The drop in the price of oil has affected the FPSO market, so all stakeholders from oil companies to FPSO contractors and equipment providers will need to work together to find ways to weather the storm.

likely to see between $80-$120 billion-worth of

However the current crisis has also provided the industry with a good opportunity to re-examine their foundations, and find mutually beneficial, innovative and sustainable business models to deliver cost-effective and efficient projects in the future.

it still equates to the GDP of Angola

Utilising FPSOs to monetise both marginal and deep water fields around the world will continue to dominate the oil and gas industry’s discussions and the 16th Annual FPSO World Congress in Singapore in September and the FPSO Europe Congress in London in February are the major platforms to take these discussions to the new level, and focus on the key issues pertaining to current and future field developments and the potential for FPSO projects in the existing oil price environment.

GOLIAT CLOSER TO OIL PRODUCTION Eni Norge, a Norwegian subsidiary of the Italian oil company Eni, has received approval from the Norwegian authorities to use the Goliat FPSO and associated facilities on the Goliat field, in the Barents Sea, moving the field a step closer to production after delays. The world’s largest cylindrical floating production storage and offloading facility (FPSO), Goliat FPSO, was ordered by Eni Norge and built by Hyundai Heavy Industries (HHI), the world’s biggest shipbuilder and a leading offshore facilities contractor, in South Korea. The Goliat is the first oil field to be developed in the Norwegian section of the Barents Sea, approximately 85 kilometers northwest of Hammerfest. Water depth in the area is 360-420 metres. The oil reserve was proven in 2000, and the field development plan was submitted in 2009. The field, dubbed the world’s northernmost offshore development,

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investment through 2019. While the figure has been rounded down from previous projections of $160 billion over the same time period, dedicated exclusively to mobile hydrocarbon production units.

015’in petrol ve gaz sektörü için zor bir y›l oldu¤u görüldü. Petrol fiyat›ndaki düflüfl FPSO piyasas›n› etkiledi. Dolay›s›yla, petrol flirketlerinden FPSO’lara, müteahhitlere ve malzeme tedarikçilerine kadar tüm paydafllar›n krizi atlatman›n yollar›n› bulmak için birlikte çal›flmas› gerekecek. Di¤er taraftan mevcut kriz, kurumlar›n yeniden gözden geçirilmesi ve gelecekte düflük maliyetli, verimli projeler sunmak üzere faydal›, yenilikçi, sürdürülebilir ifl modellerinin bulunmas› için sektöre iyi bir f›rsat da sa¤lad›. Dünyadaki hem marjinal, hem de derin su sahalar›n› paraya çevirmek için FPSO’lardan yararlanma konusu, petrol ve gaz sektörünün tart›flmalar›nda a¤›rl›¤›n› sürdürmeye devam edecek. Eylül 2016’da Singapur’da gerçekleflecek 16. Y›ll›k FPSO Dünya Kongresi ve fiubat 2016’da Londra’daki FPSO Avrupa Kongresi bu tart›flmalar› yeni bir düzeye tafl›mak; flimdiki ve gelecekteki saha geliflmeleriyle ilgili ana sorunlarla, mevcut petrol fiyat› ortam›nda FPSO projeleri potansiyellerine odaklanmak için en önemli platformlar.

GOLIAT PETROL ÜRET‹M‹NE DAHA DA YAKLAfiTI ‹talyan petrol flirketi Eni’nin Norveçli yan kuruluflu Eni Norge, Goliat FPSO’yu ve ilgili tesisleri Barents Denizi’ndeki Goliat sahas›nda kullanmak için Norveç yetkililerinden onay alarak, ertelemelerden sonra sahay› üretime bir ad›m daha yaklaflt›rd›. Dünyan›n en büyük silindirik yüzer üretim depolama ve boflaltma tesisi (FPSO) Goliat FPSO, Eni Norge taraf›ndan siparifl verildi. Dünyan›n en büyük gemi yap›mc›s› ve önde gelen aç›k deniz tesis-

OIL // PETROL

Petrol fiyat›nda flu anda yaflanan düflüfle ra¤men analistler yüzer üretim, depolama ve boflaltma (FPSO) sektörünün 2019’a kadar 80-120 milyar dolar de¤erinde yat›r›m görece¤ini tahmin ediyor. Bu rakam ayn› dönem için 160 milyar dolar olan daha önceki projeksiyonlardan afla¤›ya çekilmiflse de, özel olarak mobil hidrokarbon üretim birimlerine yönelmifl olan Angola’n›n GSY‹H’s›na eflit. is estimated to hold about 174 million barrels of oil. The cost of the development had originally been set at $5.06 billion, but the figure has now surpassed the $6 billion mark. The FPSO was inspected a short while ago and several irregularities with the electrical systems, and the control of potential sources of ignition that could, in contact with gas or flammable liquids, lead to an explosion, were found. In line with the documentation obtained, the Petroleum Safety Authority (PSA) Norway has granted the consent on the precondition that the activities that Eni has described for both pre- and post-production start are completed. The field was originally planned for first oil in 2013. However, it seems now that the production is imminent as PSA has given the approval.

BUILT AT HYUNDAI’S ULSAN YARD IN SOUTH KOREA The design and manufacture of the Goliat FPSO strictly complied with the NORSOK standards. The FPSO features a cylindrical shape designed to withstand harsh sea conditions and was delivered in February 2015. The 64,000 ton cylindrical floater, measuring 112 meters in diameter and 75 meters in height, is designed to store one million barrels of crude oil. With the 490-meter-long H-Dock, specifically designed to build mega-sized offshore facilities and the two 1,600 ton gantry

leri müteahhidi Hyundai Heavy Industries (HHI) taraf›ndan da Güney Kore’de infla edildi. Goliat, Hammerfest’in yaklafl›k 85 km kuzeybat›s›nda, Barents Denizi’nin Norveç kesiminde gelifltirilecek ilk petrol sahas›. Bölgenin su derinli¤i 360-420 metre. Petrol rezervi 2000 y›l›nda kan›tland› ve gelifltirme plan› 2009’da sunuldu. Dünyan›n en kuzeydeki aç›k deniz geliflimi olarak an›lan sahan›n yaklafl›k 174 milyon varil petrol bar›nd›rd›¤› tahmin ediliyor Gelifltirmenin maliyeti bafllang›çta 5.06 milyar dolar olarak belirlenmiflti ama flimdi bu rakam 6 milyar dolar seviyesini aflt›. FPSO, k›sa süre önce ekspertize tabi tutulmufl ve elektrik sistemleri ile gaz ya da yan›c› s›v›larla temas durumunda patlamaya yol açabilecek potansiyel yanma kaynaklar› kontrolünde çeflitli eksiklikler bulunmufltu. Norveç Petrol Emniyeti ‹daresi(PSA), sunulan belgelere dayanarak, üretimin bafllamas›ndan hem öncesi hem de sonras› için Eni’nin belirtti¤i faaliyetleri tamamlanmas› ön flart›yla onay verdi. Bafllang›çta sahadan ilk petrolün ç›kar›lma tarihi 2013 olarak planlanm›flt›. Ancak, PSA onay› al›nm›fl oldu¤undan, flimdi üretim çok yak›n gibi görünüyor.

HYUNDAI’N‹N ULSAN TERSANES‹NDE ‹NfiA ED‹LD‹ Goliat FPSO’nun tasar›m ve inflas› NORSOK standartlar›na tam olarak uyumlu. fiubat 2015’de teslim edilen FPSO, zorlu deniz koflullar›na dayanmak üzere tasarlanm›fl silindirik flekliyle öne ç›k›yor. MARINE&COMMERCE OCAK 2016

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cranes at its Ulsan offshore yard, HHI has built nine over-twomillion-barrel FPSOs to date accounting for more than 60 percent of the world’s market share.

112 metre çap›nda ve 75 metre yüksekli¤inde 64,000 tonluk silindirik yüzer araç bir milyon varil ham petrol depolamak üzere tasarlanm›fl.

GLEN LYON FPSO SETS SAIL TO NORTH SEA

HHI, mega boyutlarda aç›k deniz tesisleri kurmak için özel olarak tasarlanm›fl, 490 metre uzunlu¤unda, H-doku ve Ulsan aç›k deniz tersanesindeki iki adet 1,600 tonluk portal vinciyle bu güne kadar iki milyon varil üzeri kapasiteye sahip dokuz FPSO infla etti. Bu rakam dünya piyasa pay›n›n %60’›ndan fazlas›na karfl›l›k geliyor.

BP has reached a major milestone with the sail away of its Glen Lyon FPSO from the Hyundai Heavy Industries yard in South Korea to the Quad 204 in Shetland. The unit, which is 270metres long and 52metres wide, will be one of the largest FPSOs in the North Sea. Drilling has already started on the field with Odfjell Drilling’s Deepsea Aberdeen on a seven-year contract in the field. Trevor Garlick, Regional President for BP’s North Sea business said: “The Schiehallion and Loyal oil fields are established assets with a strong future. And through this investment, we are taking significant steps to maximise the greater potential together with our co-venturers Shell and OMV.” The Schiehallion field was discovered in 1993 with production starting in 1998 from the Schiehallion FPSO. The Glen Lyon FPSO will replace the Schiehallion on its arrival in the North Sea.

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GLEN LYON FPSO, KUZEY DEN‹Z‹NE G‹D‹YOR Glen Lyon FPSO’sunun Güney Kore’deki Hyundai Heavy Industries tersanesinden Shetland’da Quad 204’e do¤ru yola ç›kmas›yla BP önemli bir kilometre tafl›na ulaflt›. 270 metre uzunlu¤unda ve 52 metre geniflli¤indeki ünite, Kuzey Denizi’ndeki en büyük FPSO’lardan biri olacak. Sahada yedi y›ll›k bir sözleflmeyle, sondaj çal›flmalar› Odfjell Drilling’in Deepsea Aberdeen’iyle bafllam›fl durumda. BP’nin Kuzey Denizi Çal›flmalar› Bölgesel Baflkan› Trevor Garlick konuyla ilgili olarak ; “Schiehallion ve Loyal petrol sahalar› güçlü gelece¤i olan kan›tlanm›fl de¤erlerdir. Yapt›¤›m›z yat›r›m sayesinde ortak giriflimcilerimiz Shell ve OMV ile birlikte, çok daha büyük po-

OIL // PETROL

BP owns 36.3% in the project while Shell has a share of 54.03% and OMV 9.67%.

FPSO MILLS BEGINS GHANA VOYAGE Amid one of the deepest oil price crashes in history, Britain’s Tullow Oil (TLW.L) is sending one of the world’s biggest floating deep-water oil production platforms to West Africa to pump crude for at least 20 years. The vessel set sail to Ghana, where it is scheduled to gradually ramp up production from the TEN (Tweneboa-Enyenra-Ntomme) deepwater oilfield. The 340-metre long FPSO MILLS, named after late Ghanaian president Prof John Evans Atta Mills, was converted in Singapore from a Very Large Crude Carrier (VLCC) supertanker and will be the second floating production, storage and offloading (FPSO) vessel of the region. The departure on schedule of the vessel is that was under construction since 2013 is considered as an important milestone for the TEN Project, which is now over 80% complete and remains on track to start producing oil in August 2016. With its production capacity of 80,000 barrels of oil per day and a storage capacity of 1.7 million barrels, FPSO is expected to arrive in Ghanaian waters in early March. The vessel that to be stationed above the TEN fields around 60 kilometres from the coast of Ghana’s Western Region will be attached to nine steel anchor piles, each 21 meters high, to maintain her position above the oil fields. With costs (operating plus capital expenditure) of around $20 per barrel and an expected production life of 20 years or more, Tullow authorities hope it can weather a storm which has seen crude prices LCOc1 tumble over 70 percent in 18 months to around $30 per barrel. Explaining to Reuters in Singapore that the downturn in oil prices is causing the industry huge pain despite low production costs, Tullow Operations Director McDade said that he is not expecting a sharp rise in oil prices as happened in 2009 after the last crash during the global financial crisis. Then, referring to low oil prices in the decade following the price crash of 1986, he

tansiyeli maksimize etmek için önemli ad›mlar at›yoruz.” dedi. Schiehallion sahas› 1993’de keflfedilmifl ve Schiehallion FPSO’dan üretim de 1998’de bafllam›flt›. Glen Lyon FPSO, Kuzey Denizi’ne vard›ktan sonra Schiehallion’un yerini alacak. Projede BP %36.3 paya sahipken, Shell’in %54.03% ve OMV’nin %9.67 pay› var.

FPSO MILLS GANA YOLCULU⁄UNA BAfiLIYOR Tarihteki en derin petrol fiyat› düflüfllerinden birinin ortas›ndayken, Britanya’n›n Tullow Oil (TLW.L) flirketi dünyan›n en büyük yüzen derin-su petrol üretim platformlar›ndan birini, en az 20 y›l boyunca ham petrol pompalamak üzere Bat› Afrika’ya yolluyor. Gemi, Tweneboa-Enyenra-Ntomme (TEN) derin su petrol alan›ndaki üretimi kademeli olarak artt›rmas›n›n planland›¤› Gana’ya do¤ru yol al›yor. 340 metre uzunlu¤unda olan, Gana Eski Baflkan› merhum Prof. John Evans Atta Mills’in ad›n› tafl›yan FPSO MILLS, Singapur’da bir VLCC süper tankerinden dönüfltürülmüfl ve bölgenin ikinci yüzen üretim, depolama ve boflaltma gemisi olacak... Ekim 2013’den beri infla sürecinde olan geminin planland›¤› zamanda yola ç›kmas›; flu anda %80’den fazlas› tamamlanm›fl ve Temmuz ya da A¤ustos 2016’da petrol üretmeye bafllamak için ray›nda ilerleyen TEN projesinin önemli bir köfle tafl› olarak de¤erlendiriliyor. Günlük 80,000 varil petrol üretme ve 1.7 milyon varil depolama kapasitesine sahip FPSO’nun, Mart bafl›nda Gana sular›na ulaflmas› bekleniyor. Bat› Bölgesi k›y›s›ndan yaklafl›k 60 kilometre aç›kta, TEN sahalar› üstünde konufllanacak gemi, petrol sahalar› üzerindeki konumunu koruyacak olan her biri 21 metre yüksekli¤inde, dokuz adet çelik silindir tespit kaz›¤›na ba¤lanacak. Tullow yetkilileri,, varil bafl›na 20 dolar civar›nda maliyetler (iflletme art› sermaye harcamas›) ve 20 ya da daha uzun y›ll›k üretim ömrü beklentisiyle, LCOc1 ham petrol fiyatlar›n›n 18 ayda yüzde yetmifl oran›nda düflerek varil bafl›na 30 dolara indi¤i bir f›rt›nay› atlatabilmeyi umuyor. Singapur’da Reuters’e, düflük üretim maliyetlerine ra¤men azalan petrol fiyatlar›n›n sektörde büyük s›k›nt›ya yol açt›¤›n› ifade eden Tullow Operasyon Direktörü Paul McDade, küresel mali kriz dönemindeki son çöküflün ard›ndan 2009’da oldu¤u gibi petrol fiyatlar›nda keskin bir yükselifl beklemedi¤ini söyledi. Daha sonra,1986’daki fiyat düflüflünü izleyen on y›lda petrol fiyatlar›n›n düflük olmas›na iflaret ederek, “Bu durum 2008’den ziyade 1986’ya benziyor. Daha köklü bir sapma. 2008 bir mali krizdi ama bugün çok farkl›. Arz fazlam›z var. Bu yap›sal bir durum ve uyum sa¤lamak daha fazla zaman al›yor.Temmuz/A¤ustos’ta üretimin aflamal› olarak bafllamas› plan›m›za tam olarak uyduk. Amaç, 2017 bafl›nda üretimin zirvesine ç›kmak.” dedi. TEN tam üretime geçti¤i zaman Bat› Afrika’dan toplam ürün miktar› 2017 bafl›nda 100,000 v/g rakam›na ulaflacak. Talep fazlas› olarak her gün 1-2 milyon varil ham petrolün pompaland›¤› büyük küresel üretim fazlal›¤› ortam›nda, bu y›l üretim MARINE&COMMERCE OCAK 2016

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said “It feels more like a 1986 than a 2008. It’s a more fundamental shift. 2008 was a financial crisis but today is very different. We have oversupply. This is a structural case.” "We are very much on schedule for a July/August gradual start of production. The aim is to hit peak production in early 2017,” Once TEN is at full production, combined net output from West Africa would reach 100,000 bpd in early 2017. In the midst of a huge global production overhang, with 1-2 million barrels of crude pumped every day in excess of demand, West Africa is one of the few regions that is expected to see production increases and further investment this year. Analysts at AB Bernstein said they expected “Africa ... as the most active basin in 2016”, in terms of developments and investments of potential offshore projects. It is said that, having the chance of high quality, low cost assets in Ghana, Tullow’s overall cash operating costs is around $15 per barrel.

TAKE-OVER TARGET? Because of the low prices, McDade said Tullow would have to be flexible with its next investment decisions, including expansion of the Jubilee field, which Bernstein estimated to see a final investment decision (FiD) in the second quarter of 2016. The plunge in crude prices has already thrown several oil and gas projects off track. Energy consultancy Wood Mackenzie estimates projects worth $170 billion would be deferred or cancelled between 2016 and 2020 and it appears like this will bringing the total since 2014 to $380 billion. Barclays has said it expects global spending on exploration and production to fall by 15-20 percent this year, after already declining in 2015, noting it would be the first time spending will fall in consecutive years since 1986/87. “Ideally, you’d want to invest in the current environment as services are cheap and likely to become cheaper still. In the last 8-10 years we may not have seen a better time to invest than now,” Tullow’s McDade said but added this would depend on Tullow’s financial and equity position. Tullow’s share price has fallen by around 70 percent over the last year, giving the company a market capitalization of 1.18 billion pounds ($1.68 billion). The firm’s low share price and market capitalisation meant that Tullow was potentially a take-over target. “As a smaller company, you’re always going to be a take-over target,” he said, but added that Tullow was not up for sale and warned any bid would also be challenging as its partnerships in Africa would entail clearances from regional governments. &

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art›fl› ve daha fazla yat›r›m görmesi beklenen az say›da bölgeden biri de Bat› Afrika. AB Bernstein’daki analistler potansiyel aç›k deniz projeleri gelifltirme ve yat›r›mlar› aç›s›ndan “2016’daki en faal havzan›n Afrika olmas›n›” beklediklerini söylediler. Gana’da yüksek kalite, düflük fiyatl› mal flans›na sahip olan Tullow’un toplam nakit iflletme maliyetinin varil bafl›na 15 dolar civar›nda oldu¤u ifade ediliyor.

DEVRALMA HEDEF‹ M‹? McDade, düflük fiyatlar nedeniyle, Bernstein’›n nihai yat›r›m karar›n›n (FiD) 2016 y›l›n›n ikinci yar›s›nda verilmesini bekledi¤i Jubilee sahas›n›n geniflletilmesi de dahil olmak üzere Tullow’un bundan sonraki yat›r›m kararlar›nda esnek olmas› gerekti¤ini söyledi. Ham petrol fiyatlar›ndaki t›kanma flimdiden çeflitli petrol ve gaz projelerini yolundan sapt›rd›. Enerji dan›flman› Wood Mackenzie 2016 ve 2020 aras›nda 170 milyar dolar de¤erinde projelerden vazgeçilece¤ini ya da bunlar›n ertelenece¤ini tahmin ediyor. Bu da 2014 y›l›ndan bu yana olan rakam› 380 milyar dolara ç›karacak gibi görünüyor. Barclays, sondaj ve üretime harcanan küresel paran›n 2015’deki iniflten sonra bu y›l da %15-20 oran›nda düflmesini bekledi¤ini söyleyerek, 1986/87’den beri birbirini izleyen y›llarda ilk kez harcaman›n düflece¤ine dikkat çekti. Tullow’dan McDade, “‹deal olarak, hizmetler ucuz oldu¤undan ve daha da ucuzlayacak gibi göründü¤ünden mevcut ortamda yat›r›m yapmak istersiniz. Son 8-10 y›lda flimdikinden daha iyi bir yat›r›m zaman› bulamazs›n›z” dedi ama bunun Tullow’un finansman ve öz kaynak durumuna ba¤l› oldu¤unu da ekledi. Geçen y›l Tullow’un hisse fiyat› yüzde 70 oran›nda düflerek flirketin piyasa de¤erini 1.18 milyar pound (1.68 milyar dolar) yapt›. Firman›n düflük hisse fiyat› ve piyasa de¤eri, Tullow’un potansiyel olarak bir devralma hedefi oldu¤u anlam›na geliyor. McDade, “Daha küçük bir flirket olarak her zaman bir devralma hedefi olursunuz” dedi ama Tullow’un sat›flta olmad›¤›n› ekleyerek Afrika’daki ortakl›klar›n›n bölgesel hükümetlerden izinler al›nmas›n› gerektirece¤inden herhangi bir teklifin de zor olaca¤› konusunda uyar›da bulundu. &

TRAVEL // GEZ‹

GYPSIES OF THE SEA: BAJAUS DEN‹Z Ç‹NGENELER‹: BAJAULAR ARTICLE & PHOTOS: ZAFER KIZILKAYA

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Maybe because of living a nomadic and seafarer’s life throughout the history, Bajaus are called as “Gypsies of the Sea”. It is estimated that the Gypsies of the Sea who born and die on board of a ship are coming from the Sulu Islands located at the south of Philippines. Tarihleri boyunca göçebe ve denizci bir yaflam süren Bajaular belki de bu yüzden “Deniz Çingeneleri” diye an›lm›flt›r. Bir teknenin güvertesinde do¤up yine ayn› yerde ölen Deniz Çingeneleri’nin Filipinler’in güneyindeki Sulu Adalar›’ndan geldikleri tahmin ediliyor.

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nown as one of the best mariner tribes of the region and having a life on board by setting sail, hunting and collecting, Bajaus supplied the primary materials of Sulawesi’s trade with China (sea cucumber, tortoise shell and pearl). Gypsies of the sea became a victim of governmental policies and developing industry just like the other nomadic peoples living in the different regions of the world. Majority of Bajaus vanished within the terrestrial population after being forced to a permanent settlement. Understanding that they cannot accommodate themselves to a life surrounded with four walls, a small group returned to the oceans

Tukang Besi Islands in the southeast of Indonesia’s Sulawesi Island is one of the last points where those Bajau colonies anchored and spend a semi-nomadic life. Almost all of the Bajau settlements are built on either the shallow reefs on open seas or piles on shore. Fishing still forms the most important part of their lives while they feed themselves with almost everything they collect on coral reefs. Nowadays, Bajau divers are fishing with spears and small eye masks they made of wood and glass by themselves. However, the brilliant ecological wealth of the region they live in is facing serious problems because of the fishing methods introduced by Chinese merchants. Those merchants tried to instill two most powerful methods of poaching namely, fishing by dynamite and cyanide as a life-style for the Bajaus. And the result is an ecologic tragedy ending with the destruction of coral reefs evidenced in many parts of Indonesia. Today, various Bajau boats are picked up and arrested while fishing on north Australia shores where they hunt sea cucumbers for ages.

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ölgenin en iyi denizci kavimlerinden biri olarak bilinen, bütün hayatlar› tekne üzerinde yelken basarak, avc›l›k ve toplay›c›l›k yaparak geçen Bajaular, Sulawesi’nin Çinle yapt›¤› ticaretin temel materyallerini (deniz h›yar›, kaplumba¤a kabu¤u ve inci) temin etmifller. T›pk› dünyan›n di¤er bölgelerinde yaflayan göçebe insanlar gibi, deniz çingeneleri de hükümet politikalar›n›n ve geliflen endüstrinin kurban› oldular. Yerleflik hayata mecbur edilen Bajaular›n birçoklar› karasal nüfus içerisinde kaybolup gitti. Küçük bir grup ise dört duvarla çevrili bir yaflama uyum sa¤layamayacaklar›n› anlay›p tekrar okyanuslara döndü. Endonezya’n›n Sulawesi Adas›’n›n güneydo¤usundaki Tukang Besi Adalar›, bu Bajau kolonilerinin demirledi¤i ve yar› göçebe olarak yaflad›¤› son noktalardan biri. Bajau yerleflim yerlerinin hemen hemen tamam› ya aç›k denizlerdeki s›¤ resifler üzerinde ya da k›y›da kaz›klar üzerinde kurulmufl durumda. Mercan resifi üzerinde toplayabildikleri hemen her fleyle beslenirken, avc›l›k yaflamlar›n›n hala en önemli k›sm›n› oluflturuyor. Bugünlerde Bajau dalg›çlar› tahta ve camdan kendi yapt›klar› küçük göz maskeleri ve z›pk›nlarla avlan›yorlar. Ancak, Çinli tüccarlar›n getirdi¤i avc›l›k yöntemleri yüzünden yaflad›klar› bölgenin göz kamaflt›r›c› ekolojik zenginli¤i de ciddi sorunlarla karfl› karfl›ya. Bu tüccarlar yasad›fl› avc›l›¤›n en kuvvetli iki yöntemi dinamit ve siyanürle bal›k avc›l›¤›n› Bajaulara yaflama biçimi olarak afl›lamaya çal›flm›fllar. Sonuçlar› ise Endonezya’n›n birçok yerinde tan›k olunan mercan resiflerinin yok olmas›na varan bir ekolojik trajedi. Bugün, bir çok Bajau teknesi yüzy›llard›r deniz h›yar› ç›kard›klar› kuzey Avustralya sahillerinde avlan›rken yakalan›p tutuklan›yor.

TRAVEL // GEZ‹

It is estimated that the Gypsies of the Sea who born and die onboard a ship are coming from the Sulu Islands at the south of Philippines. Bir teknenin güvertesinde do¤up yine ayn› yerde ölen Deniz Çingeneleri’nin Filipinler’in güneyindeki Sulu Adalar›’ndan geldikleri tahmin ediliyor.

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fiimdi onlar için yeni yaflam biçimi olmaya bafllayan bir çiftçilik yöntemi var: Deniz yosunlar›. Bölgenin s›¤ sular›nda yaflayan bir tür yosun kozmetik ve ilaç sanayiinin vazgeçilmez hammaddesi durumda. Son y›llarda besin sanayisinde de hayvansal ya¤lar›n yerine kullan›lmaya bafllanan bu yosunlar ekolojik aç›dan son derece uyumlu bir bitki. Toplanmas›n›n ve yetifltirilmesinin çevre üzerinde olumsuz etkisi ise yok denecek kadar az. Toplanan yosunlar güneflte kurutulduktan sonra kaynat›larak jelatinimsi bir madde elde ediliyor. Daha sonra plakalar halinde veya toz olarak sat›lan bu madde iyi de al›c› buluyor. Bajaular yaflad›klar› s›¤l›klarda denizin içine çakt›klar› kaz›klara ba¤lad›klar› ipler üzerinde bu yosunlar› yetifltiriyorlar. Yosun çiftliklerinin artmas›yla beraber

Known as one of the best mariner tribes of the region and living a life on board by setting sail, fishing and collecting, Bajaus supplied the primary materials of Sulawesi’s trade with China (sea cucumber, tortoise shell and pearl). Bölgenin en iyi denizci kavimlerinden biri olarak bilinen, bütün hayatlar› tekne üzerinde yelken basarak, avc›l›k ve toplay›c›l›k yaparak geçen Bajaular, Sulawesi’nin Çinle yapt›¤› ticaretin temel materyallerini (deniz h›yar›, kaplumba¤a kabu¤u ve inci) temin etmifller.

Nowadays, a farming method is becoming a new life-style for them: marine algae. A kind of algae living in the shallow waters of the region is an indispensable raw material for cosmetic and pharmaceutical industry. Used in recent years as a substitute for animal fats in food industry, marine algae are a very harmonious plant in terms of ecology. The adverse impact on environment of collecting and growing them is scarcely any. Picked algae are dried under the sun and then boiled to obtain a gelatinous substance. The substance sold in the form of plate or powder finds a good number of purchasers. Bajaus are growing those algae on ropes they tied to the piles fixed to the sea bottom at the shallows where they live. Fishing with dynamite and cyanide at the region is started to decline together with the increasing

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number of algae farms. Perhaps, this development is a milestone for the coral reefs exposed to the risk of extinction. Those ancient sea nomads living without water, school and healthcare are in a struggle for existence in 21st century. Neither the Bajaus are the same as the old sea gypsies nor are the seas wealthy as they were before. The only thing they know and believe is the fact that the sea on which they live will not deprive them of food. Bajau divers are fishing with spears and small eye masks they made of wood and glass by themselves. However, also the brilliant ecological wealth of the region they live in is facing serious problems because of the fishing methods introduced by Chinese merchants. &

bölgedeki dinamit ve siyanürle bal›k avc›l›¤› da azalmaya bafllad›. Bu geliflme yok olma tehlikesiyle karfl› karfl›ya bulunan mercan resifleri için belki de bir dönüm noktas›. Suyu, okulu ve hiç bir sa¤l›k hizmeti olmadan yaflayan bu eski deniz göçmenleri 21. yüzy›lda yaflama savafl› veriyorlar. Art›k ne Bajaular eski deniz çingeneleri gibiler, ne de denizler eskisi gibi zengin. Bildikleri ve inand›klar› tek fley, üzerinde do¤duklar› denizin onlar› aç b›rakmayaca¤›. Bajau dalg›çlar› tahta ve camdan kendi yapt›klar› küçük göz maskeleri ve z›pk›nlarla avlan›yorlar. Ancak, Çinli tüccarlar›n getirdi¤i avc›l›k yöntemleri yüzünden yaflad›klar› bölgenin göz kamaflt›r›c› ekolojik zenginli¤i de ciddi sorunlarla karfl› karfl›ya. &

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AYSHIPS PREFERS CONTROLLED GROWTH AYSHIPS KONTROLLÜ BÜYÜMEY‹ TERC‹H ED‹YOR HAL‹S ÖZTÜRK

Ayd›n Örme, Memorial Health Group, English Home, A101, Taff Yap›, Pizza Lazza, Salon Burger, Depomaxx, As Lisans, Ayships... The adventure started in 1958 of Turgut Ayd›n continues with these very ambitious investments. Gathering all its companies under a single roof and aiming to reach a total employment figure of 40 thousand by the end of 2016, the holding is one of the “industrialists” targeting controlled growth in its maritime company established in 2010. Ayd›n Örme, Memorial Sa¤l›k Grubu, English Home, A101, Taff Yap›, Pizza Lazza, Salon Burger, Depomaxx, As Lisans, Ayships... Turgut Ayd›n’›n 1958’de bafllayan serüveni, bu son derece iddial› yat›r›mlarla devam ediyor. Tüm flirketlerini bir çat› alt›nda toplayan ve 2016 sonunda 40 bin kiflilik istihdam rakam›n› yakalamay› öngören Holding, 2010 y›l›nda yöneldi¤i denizcilik iflletmesinde kontrollü büyümeyi hedefleyen “sanayici”ler aras›nda.

he name of Turgut Ayd›n Holding’s company, targeting to provide full-scope commercial and technical services for shipowning companies across the world, is Ayd›n Deniz ‹flletmecili¤i A.fi. or Ayships in short. Currently, the company portfolio consists of five dry bulk carriers, three of which is under construction and two is operated. One of the vessels operated is a 56,830 dwt Supramax and the other one is a 61,191 dwt Ultramax. All the vessels, including three 64,000 dwt Ultramaxes under construction, are G.Burak Alkoç Singapore flagged and

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urgut Ayd›n Holding’in dünya genelinde armatörlük firmalar›na tam kapsaml› ticari ve teknik hizmetler vermeyi hedefleyen flirketinin ad› Ayd›n Deniz ‹flletmecili¤i A.fi. ya da k›saca Ayships. fiu anda flirket portföyünde üçü inflada, di¤er ikisi ise iflletmede olan toplam befl adet dökme yük gemisi bulunuyor. ‹flletmede olan gemilerin biri 56,830 dwt Supramax, di¤eri de 61,191 dwt Ultramax. Yap›m› süren üç adet 64 bin dwt Ultramax’larla birlikte gemilerin tamam› Singapur’da kurulu olan SuseSea Holdings Pte. Ltd.’e ait ve Singapur bayrakl›. K›sa süre önce Ciner Grup’tan transfer edilen Genel Müdür G.Burak Alkoç’la Ayships’i ve beklentilerini konufltuk. Alkoç, ‹stanbul Teknik Üniversitesi Denizcilik Fakültesi Gemi Makinalar› ‹flletme Mühendisli¤i Bölümü mezunu. Dünya Denizcilik, Aktif Denizcilik, Ciner Denizcilik gibi sektörün iddial› flirketlerinde, denizde ve karada aflama aflama üst düzey yöneticili¤e kadar uzayan bir kariyere sahip. Aikido sanat›, self defense ve yelken sporu ile yak›ndan ilgilenen, motorsiklet merak› olan ve bateri çalan Alkoç, çok yönlü, renkli bir kiflilik. Turgut Ayd›n Holding’in denizcilik sektörüne girme karar› ald›¤› 2010 y›l›, piyasalar›n kar›fl›k oldu¤u, agresif bir dönemdi. Yaflan›lan geliflmelerle bafllayal›m sohbetimize… Evet özellikle o y›llar bizim gibi baz› holdinglerin, büyük gruplar›n denizcili¤e armatör ya da iflletme firmas› olarak yönelme ve yat›r›m yapma karar› verdi¤i y›llard›. Çünkü krizle paralel gemi fiyatlar›nda önemli düflüfller yaflan›yordu. Ayd›n Deniz ‹flletmecili¤i’nin filosuna katt›¤› ilk gemi, Singapur merkezli SuseSea Hol-

MANAGEMENT // ‹fiLETME

belongs to Singapore based SuseSea Holdings Pte. Ltd. We talked about the company and his future expectations with Managing Director G.Burak Alkoç who was transferred from Ciner Group recently. Alkoç graduated from Istanbul Technical University Maritime Faculty Marine Engineering Department. He has a career gradually reaching to the position of senior manager through serving, on sea and shore, in ambitious companies of the maritime industry like Dünya Denizcilik, Aktif Denizcilik and Ciner Denizcilik. Alkoç is an all round, colorful personality who is a fan of motorcycles, interested in the art of Aikido, self-defense and sailing and plays drums. 2010, the year when the Turgut Ayd›n Holding decided to enter in maritime industry, was an aggressive period with the markets in chaos. Let us start with the developments experienced... Right, especially in those years, some large groups and holdings like us decided to tend towards and make investment in maritime industry as ship owners or management companies. For, there were significant decreases in ship prices in parallel with the crisis. The first vessel that Ayships included in its fleet was 56,830 dwt Supramax, SOLDOY belonging to Singapore-based SuseSea Holdings Pte Ltd and delivered in 2011, following the building process in the Yangfan shipyard of China. It is a 189.90 m long, 32.26 m wide vessel with 12.80 m draft The second vessel was GREAT 61, a 61,191 dwt Ultramax bulker with super eco-design that was built in NACKS shipyard of Japan (Nantong Cosco Kawasaki Ship Engineering Co. Ltd) and delivered in April 2015 to the same owner. The ship with 199.90 meters full length and 32.26 m beam has a draft of 13.0 meters. Both vessels were operated by Densan Denizcilik previously. As Ayship, we took over the operation of NK classed ships as of January 1, 2016. Besides, our portfolio also contains three 64,000 dwt, super-eco ships and also Japan-designed new building orders belonging to SuseSea Holdings under construction. Now we act as technical supervisor of these vessels named SORSI, ULTRALAZ and SOTKA, and we will carry out their technical management after their delivery. These are the first vessels of the series that Tsuneishi Cebu shipyard gives outside. The shipyard built the first of the series for its own use and the second, third and forth ships for SuseSea Holdings Pte.Ltd. The ships called as TESS64 Aeroline, have a new, very special design and advantage that Japanese are proud of. First of all, they are 5 tons advantageous in terms of fuel consumption compared to other super-eco types. For, the main engine on these ships is a last generation MAN B&W 6S50ME-B9.5. Fresh, clean air is pumped directly to the engine room from the side of living quarters, through the vortex. It has a rudder bulb design. Its propeller is optimized and it has fin, stator in addition; that

dings Pte Ltd’ye ait olan ve Çin’deki Yangfan tersanesinde infla edilerek 2011 sonunda teslim edilen 56,830 dwt Supramax SOLDOY oldu. Gemi 189.90 m tam boy, 32.26 m en ve 12.80 m su çekimine sahip. ‹kinci gemi, donatan› yine ayn›, infla yeri Japonya NACKS tersanesi (Nantong Cosco Kawasaki Ship Engineering Co. Ltd) olan, 2015 Nisan ay›nda teslim edilen 61,191 dwt Ultramax super eco dizayn dökmeci GREAT 61 idi. 199.90 m tam boy ve 32.26 m ene sahip geminin su çekimi 13.0 m. Her iki gemiyi de daha önce Densan Denizcilik iflletiyordu. 1 Ocak 2016’dan itibaren, NK klasl› gemilerin iflletmesini Ayships olarak al›p yapmaya bafllad›k. Portföyümüzde ayr›ca SuseSea Holdings’in 64,000 dwt, süper eco ve yine Japon tasar›m› olan yap›m aflamas›nda üç yeni gemi infla siparifli daha var. Yeni infla teknik gözetimini üstlendi¤imiz SORSI, ULTRALAZ ve SOTKA isimli bu gemilerin de teslimlerinden sonra teknik iflletmelerini yapaca¤›z. Tsuneishi Cebu tersanesinin ayn› seriden d›flar›ya verdi¤i ilk gemiler bunlar. Serinin ilk gemisini tersane kendisi için yap›yor. ‹kinci, üçüncü ve dördüncü gemileri ise SuseSea Holdings Pte.Ltd. için infla ediliyor. TESS64 Aeroline diye adland›r›lan gemiler, Japonlar›n gurur duydu¤u yeni, çok özel bir tasar›ma ve avantaja sahipler. Öncelikle MARINE&COMMERCE OCAK 2016

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is to say, it is a very special design. Besides, waterline is optimized and frictional and wind resistance is reduced. In addition to these features, exhaust gas discharge of the generators is connected to the engine economizer and the power generation is increased in that way. As you know, Japanese are very successful at design. Of course, also the form of the vessels are very different, and it is planned to deliver them every other two months as of the mid 2017. Just as we did in the previous projects, our team and the shipyard are working together to develop this design. Namely, owner of the ships is SuseSea Holdings in Singapore and technical manager is Ayships. Nevertheless, why Singapore? We have a pleasant dialogue with Singapore. As you know, Singapore is the hearth, center of the maritime industry in the Far East side. We set up an office in Singapore considering the situations necessitating to resolve the problem of time-difference on issues like agency services, technical problems of the vessels or chartering relations. Indeed, it is important in terms of our management leg to have active offices in 4 locations in parallel with Singaporean shipowning company; Istanbul, Singapore, London planned for April and Tokyo or Busan in the forthcoming period. What kind of a path you are planning to follow for growth? Naturally, the course of the market is an important factor but we have to keep the range wide and tend towards different ship types in different packages in order to spread the risk. Our target is to keep 10 bulkers, 5 tankers and 3 container ships around 3,000 TEU in our management. In my opinion, we have to expand the typical management frame from now on. Finding cargo, the number of ships under your management, your ability to charter and detailed management expertness are very important. Besides, we are planning to offer technical services and supervision service in the newbuilding field to other companies. For, the staff that we formed through transfers from a number of important maritime companies of the industry contains a qualified team involved in numerous shipbuilding projects in the Far East for a long period of time. What is your assessment related with the industry in the near future? It seems like 2016 will be a hard year. Bulk market is also in distress. Because when you look at the orderbook, you see a considerable amount of bulk vessels to be launched at the beginning of 2016. Considering that, the freight rates will be around the levels of the previous year and even below them with these new buildings, we foresee that a hard year is waiting for the ship owners. To lay-up the Capesize, Kamsarmax vessels in particular, may create a minor mobility in the market in the short term. Some 400 vessels were laid-up as of the beginning of the year. Some of the bulkers operating in the Istanbul, ‹zmit and Piraeus regions are examining the conditions of lay-up for 6 months or 1 year. There are too many parameters in maritime

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yak›t tüketimi bak›m›ndan di¤er süper eco’lara göre yaklafl›k 5 ton civar› daha avantajl›lar. Çünkü bu gemilerde ana makine olarak son jenerasyon MAN B&W 6S50ME-B9.5 var. Yaflam mahallinin yan taraf›ndan direkt makine dairesine vortex sayesinde temiz, taze hava bas›l›yor. Rudder bulb dizayn› mevcut. Hem pervanesi optimize edilmifl, hem de fin, stator mevcut, yani çok özel bir dizayn. Ayr›ca tekne su hatt› da optimize edilmifl durumda, sürtünme ve rüzgar direnci azalt›lm›fl. Bunlara ilave olarak jeneratörlerin egzoz gaz ç›k›fllar› ana makina ekonomizerine ba¤lanm›fl; bu sayede sitim üretimi art›r›lm›fl. Japonlar biliyorsunuz dizayn konusunda çok baflar›l›lar. Tabii formu da farkl› olan bu gemilerin 2017 ortas›ndan itibaren ikifler ay arayla teslim edilmeleri planlan›yor. Bu dizayn›n gelifltirilmesi için ekibimizle tersane daha önceki projelerde de oldu¤u gibi birlikte çal›fl›yor. Yani gemilerin donatan› Singapur’daki SuseSea Holdings, teknik iflletmecisi ise Ayships. Peki neden Singapur? Singapur’la olan iyi diyaloglar›m›z mevcut. Sonra Singapur biliyorsunuz denizcili¤in Uzakdo¤u taraf›ndaki kalbi, merkezi. Acentelik hizmetleri, gemilerin teknik problemleri veya kiralama münasebetleri nedeniyle saat fark› sorununun ortadan kalkmas› gereken durumlar düflünülerek Singapur’da da bir ofis aç›ld›. Asl›nda iflletme aya¤›m›z için Singapurlu armatörlük firmas› ile paralel 4 noktada; ‹stanbul, Singapur, Nisan ay›nda planlanan Londra ve önümüzdeki dönemlerde Tokyo ya da Busan’da aktif ofislerimizin olmas› önemli. Büyüme için nas›l bir yol izlemeyi planl›yorsunuz? Marketin gidiflat› elbette önemli bir etken, ama riski da¤›tmak için yelpazeyi genifl tutmam›z, farkl› sepetlerde farkl› gemi tiplerine yönelmemiz gerekiyor. Hedefimiz, iflletmemizde 10 adet dökmeci, 5 adet tanker ve 3 adet de 3,000 TEU civar›nda konteyner gemisi bulundurmak. Bence art›k tipik iflletme çerçevesini geniflletmemiz gerekiyor. Yükünüzün olmas›, iflletmenizdeki gemi adedi, gemi kiralama yapabilmeniz ve detayl› iflletme uzmanl›¤› son derece önem tafl›yor. Biz bir de bunun yan› s›ra, di¤er firmalara teknik hizmetler ve yeni inflada gözetim hizmetleri vermeyi planl›yoruz. Çünkü sektörün önemli pek çok denizcilik firmas›ndan transfer ederek oluflturdu¤u-

MANAGEMENT // ‹fiLETME

muz kadromuzda deneyimli ve Uzakdo¤u’da y›llarca say›s›z gemi infla projesinde bulunmufl donan›ml› bir ekibimiz var. Yak›n gelecekte sektörü nas›l de¤erlendiriyorsunuz?

industry. If the number of scrap ships increases; if the new rules like Tier III, which is being implemented in new buildings as of this year, or Ballast Water Management enters into effect immediately (but according to the announcement of California, it is not seen possible till 2020), then it is certain that the industry would relax a little because of the impact of the fleet age and renewal. There are other factors need to be taken into account like the limited growth in China, low oil prices, failure of India to realize the anticipated acceleration. Even if it is hard to say something under the incalculable conditions of the market, I do not expect a recovery until the end of 2017. Regrettably, the same situation is valid for the LNG and offshore industries also. I think the recent natural gas agreement with Qatar will bring heat to the region. Besides, the interest of Japan in Turkey and ship dismantling may create a positive activity in time. I believe that this period is not an appealing period for shipowners to buy new bulk carriers. For, there are 3 or 4 years old second-hand ships for sale or other affordable resales under the control of banks or shipyards since the owner could not make the payment or could not find a bank credit or charterer. Handysizes that can be purchased for 44 million dollars before the 2008 crisis are around 17-18 million dollars in China currently. Ultramax prices fell to 19 million dollars. Again in Korea, there are Capesize vessels for 34 million dollars. We are in an unbroken communication with the investor and owner SuseSea Holdings and we are targeting to introduce vessels of different segments into our management. How do you maintain the management of the current vessels? The first of the ships under our management currently is operated in spot market by SuseSea and the second one is timechartered; and features with its BDI (Baltic Dry Index) + eco, Green Ship Index value. Nevertheless, we have to watch the developments continuously in both cases. Voyage chartering is another alternative that should be evaluated in crisis period. &

2016 y›l› kötü geçecek gibi görünüyor. Dökme yük piyasas› da oldukça s›k›nt›l›, çünkü siparifl listesine bakt›¤›n›z zaman yeni inflada 2016 bafl›nda piyasaya ç›kacak oldukça yo¤un dökmeci gemileri bulunuyor. Bu yeni girifllerle, navlunlar›n yine geçen seneki seviyelerde, hatta bir miktar daha afla¤›da olaca¤›n› düflündü¤ümüzde, armatörleri zor bir senenin bekledi¤ini öngörüyoruz. Belki özellikle Capesize, Kamsarmax gemilerin lay-up’a çekilmesi piyasada k›sa vadede ufak bir hareketlenme oluflturabilir. Y›lbafl› itibariyle 400’e yak›n gemi lay-up’a çekildi. ‹stanbul, ‹zmit ve Pire bölgelerinde de bu hatta sefer yapan kuruyük armatörlerinin baz›lar›, 6 ila 1 y›ll›k lay-up durumunu inceliyorlar. Denizcilikte birçok parametre var. Hurdaya ç›kan gemiler artarsa, bu y›l itibariyle yeni inflalarda bafllayan Tier III ya da Balast Suyu Yönetimi gibi yeni kurallar h›zla yürürlü¤e girerse (ama bu California duyurusuna göre 2020’ye kadar pek olas› gözükmüyor) sektör, filo yafl› ve yenilenme etkisi ile elbette biraz daha rahatlayacakt›r. Tabii Çin’deki s›n›rl› büyüme, düflük petrol fiyatlar›, Hindistan’›n beklenen ivmelenmeyi gerçeklefltirememesi gibi birçok etmeni de göz önüne almak gerekir. Piyasalarla ilgili de¤iflen koflullarda birfley söylemek zor olsa da ben 2017’nin sonlar›na kadar bir aç›lma beklemiyorum. LNG ve Offshore’da da durum malesef benzer flekilde. Katar ile yap›lan yeni do¤algaz anlaflmas› bölgeye hareket getirecek diye düflünüyorum. Ayr›ca Japonya’n›n, Türkiye ve gemi söküm konusundaki ilgisi de ilerleyen zamanda müsbet bir faaliyet olacak gibi gözüküyor. Bu dönemin armatörler aç›s›ndan dökmeci yeni gemiler al›nmas› için cazip olmad›¤›n› düflünüyorum. Çünkü ikinci elde 3-4 yafl›nda olan ya da sipariflten sat›flta armatörün ödemesini yapamad›¤›, bankadan finanse edemedi¤i, kirac›s›n› bulamad›¤› için tersanede ya da bankalar›n kontrolünde olan çok uygun gemiler var. 2008 krizinden önce 44 milyon dolara al›nabilen Handysize’lar›, flu anda Çin’de 17-18 milyon dolarlara bulabiliyorsunuz. Ultramax’lar 19 milyon dolara düfltü. Yine Kore’de 34 milyon dolara Capesize gemiler var. Yat›r›mc›, armatör SuseSea Holdings’le sürekli iletiflim halindeyiz ve piyasan›n koflullar›na göre, farkl› segmentlerde gemileri iflletmemize kazand›rmay› hedefliyoruz. Mevcut gemilerin iflletmesini nas›l yap›yorsunuz? Bizim flu an iflletmemizdeki gemilerin ilki SuseSea Holdings taraf›ndan spotta çal›flt›r›l›yor, ikinci gemi ise süreli kiralamada ve BDI (Baltic Dry Index) + eco, Green Ship Index de¤eri var. Ama tabii her iki durumda da geliflmeleri sürekli çok iyi kollamak laz›m. Sefer kiras› da kriz döneminde de¤erlendirilmesi gereken bir di¤er seçenek. & MARINE&COMMERCE OCAK 2016

037

REPORT // RAPOR

MENACING CLOUDS IN THE SKY CAST A SHADOW ON GLOBAL ECONOMIC DEVELOPMENTS GÖKYÜZÜNDEK‹ TEHD‹TKAR BULUTLAR KÜRESEL EKONOM‹YE GÖLGE DÜfiÜRÜYOR 2015 never really took off,

Bu y›l›n bafl›nda küresel

even though the global

ekonomik faaliyetler daha güçlü

economic activity looked

görünmesine ra¤men, 2015

stronger earlier in the year.

hiçbir zaman gerçek anlamda

The negative indicators seen

geçip gitmedi. 2014 sonunda

at the end of 2014 were not

ortaya ç›kan olumsuz göstergeler

overcome, and we saw a

afl›lmad› ve 2015 y›l›nda önceki

significantly lower level of

befl y›lda oldu¤undan daha düflük

growth for global GDP in 2015 than in the previous

bir küresel GSY‹H büyüme seviyesine tan›k olundu.

five years. This was primarily due to the struggling

Bu durum öncelikle, Çin’in ekonomik odaklanmas›ndaki

emerging markets and developing economies, led by changes in China’s economic focus.

de¤iflikliklerin neden oldu¤u, zor durumdaki yükselen piyasalar ve geliflmekte olan ekonomilerden kaynakland›.

s BIMCO’s hope for a bounce-back in 2016 wanes, shipping should brace itself for yet another challenging year. Despite this, the International Monetary Fund has forecast higher GDP growth rates for 2016 across the board. As China re-evaluates its future growth and direction, the shipping industry can expect an uncertain and lower level of support from one of the most important drivers of shipping demand growth in recent times.

IMCO’nun 2016 y›l›na iliflkin toparlanma umudu sönmek üzere. Dolay›s›yla denizcili¤in bir di¤er zorlu y›l için kendisini haz›rlamas› laz›m. Buna ra¤men, Uluslararas› Para Fonu (IMF) 2016 için genel olarak daha yüksek bir GSY‹H büyümesi öngörüyor. Çin gelecekteki büyümesini ve yönünü yeniden belirledi¤inden, denizcilik sektörü son zamanlarda tafl›mac›l›k talebindeki büyümenin en önemli faktörlerinden birinden kesin olmayan ve daha düflük düzeyde bir destek bekleyebilir.

WHAT COULD TURN THIS AROUND?

NE TERS‹NE ÇEV‹REB‹L‹R?

Europe and Japan, in particular, look like they might provide positive surprises in 2016. The European Central Bank and Bank of Japan are continuously seeking to boost their economies to bring on the sustainable recovery that everyone needs.

Özellikle Avrupa ve Japonya 2016 y›l›nda olumlu sürprizler yapacakm›fl gibi görünüyor. Avrupa Merkez Bankas› ve Japon Bankas› herkesin ihtiyac› olan sürdürülebilir toparlanmay› h›zland›rmak için sürekli olarak ekonomilerini canland›rmaya çal›fl›yor.

In the US unemployment rates are low and GDP growth is high. This means that higher interest rates may be just around the

ABD’de iflsizlik oranlar› düflük ve GSY‹H büyümesi yüksek. Bu, daha yüksek faiz oranlar›n›n eli kula¤›nda oldu¤u anlam›na geli-

038

MARINE&COMMERCE JANUARY 2016

REPORT // RAPOR

BALTIC DRY INDEX & WORLD TRADE VOLUMES

FREIGHT RATE DEVELOPMENTS

Baltic Dry Index

2011

2012

2013

2014

2015

2106

Source: Thomson Datastream, CPB, Capital Economics

corner. This could raise prices but could also lead to some “cooling off” for investments and consumption across the globe. The unpredictability of China’s market forces is really causing some concern. We cannot rely on the usual market forces or conditions within some Chinese industries, which is bringing more volatility in shipping demand. What seems certain is that the rebalancing of its economy from investment to consumerdriven growth will also drag down economic growth. This transition is long overdue and - more positively - its greater sustainability should support a steadier level of growth in shipping demand in the future. In short, a “new normal” has arrived, lowering the GDP-to-trade multiplier generated by global economic activity.

DRY BULK: THE SUPPLY-SIDE WAS PUSHED LOWER AS DEMAND FADED The dry bulk market experienced a troublesome 2015 as the ongoing decline in Chinese coal imports was not countered by any significant upswing elsewhere. Whereas iron ore imports

NAVLUN F‹YATLARI GEL‹fiMELER‹ (2013-2015) 250

250

200

150

100

11.2013 12.2013 01.2014 02.2014 03.2014 04.2014 05.2014 06.2014 07.2014 08.2014 09.2014 10.2014 11.2014 12.2014 01.2015 02.2015 03.2015 04.2015 05.2015 06.2015 07.2015 08.2015 09.2015 10.2015 11.2015

World Trade Volumes (3m y/y change %, Latest October)

5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0

Index value // Endeks de¤eri

20 18 16 14 12 10 8 6 4 2 2010

BDI

World trade volumes // Dünya ticaret hacmi

BALTIK KURUYÜK ENDEKS‹ VE DÜNYA T‹CARET HACM‹

Containerships - SCFI - Konteyner gemileri Bulk carriers - BDI - Dökme yük Gemileri Crude oil tankers - BDTI - Ham petrol tankerleri Product tankers - BCTI - Ürün tankerleri Source: BIMCO, Baltic Exchange and Shangai Shipping Exchange

yor. Bu süreç fiyatlar› yükseltebilir ama tüm dünyada yat›r›mlar ve tüketim için belli bir “sakinleflmeye” de yol açabilir. Çin’in piyasa güçlerinin tahmin edilemez durumda olmas› belli kayg›lara neden oluyor. Baz› Çin sektörlerindeki bildik piyasa güç ya da koflullar›na güvensizlik, denizcilik talebine daha fazla de¤iflkenlik kat›yor. Kesin görünen tek fley, Çin ekonomisinin yeniden dengelenerek yat›r›mdan tüketici-odakl› büyümeye yöneltilmesinin, ekonomik büyümeyi de afla¤›ya çekece¤i. Bu geçiflin zaman› çoktan gelmiflti ve -olumlu aç›dan bak›ld›¤›nda- daha fazla olan sürdürülebilirlik, gelecekte denizcilik talebinde daha istikrarl› bir büyüme seviyesini destekleyecek. K›sacas›, küresel ekonomik faaliyetin yaratt›¤› GSY‹H’n›n ticaret çarpan katsay›s›n› düflüren “yeni normal” anlay›fl› kap›da.

KURU DÖKME YÜK: TALEP AZALDIKÇA ARZ TARAFI DAHA DA AfiA⁄I ÇEK‹LD‹ Çin kömür ithalat›nda sürmekte olan düflüfl baflka yerlerde önemli bir iyileflmeyle dengelenmedi¤inden, kuru dökme yük piyasas› s›k›nt›l› bir 2015 yaflad›. Demir cevheri ithalat› 2014’le ayn› düzeydeyken, Çin’den çelik ihracat› yeni bir zirveye ç›karak orta-büyüklükte gemiler için faydal› oldu. 2016’da pek çok fley Çin çelik haddehanelerinin ne yapaca¤›na ba¤l›. ‹ç tüketimi aflan miktarda üretime devam m› edecekler, yoksa yerel olarak ç›kar›lm›fl cevherin yerine ithal edilmifl cevher mi koyacaklar? Henüz karar verilmedi. Kas›m ay› sonunda Balt›k Kuruyük Endek-

MARINE&COMMERCE OCAK 2016

039

REPORT // RAPOR

were on a par with 2014, steel export from China reached a new high, benefitting mid-sized ships. For 2016, much depends on what Chinese steel mills will do. Will they continue production above domestic consumption - or substitute domestically mined ore with imported ore? The jury is still out. At the end of November, the Baltic Dry Index hit 498, a new all-time low. For most of the year, the majority of ships have traded below OPEX levels, resulting in financial losses for many companies. The horrific first half of 2015 brought around a new half-year record for scrapping. Improvements in the freight market during Q3 regrettably cooled down demolition market activities. Nevertheless, fleet growth recorded a twelve-year low. In 2016, BIMCO expects the supply-side to grow by around 2% (2.6% in 2015E) - and that this will be helped by a new record level of scrapping. On the demand-side, growth is forecast to remain level. Challenging market conditions in China will be likely to affect the level of risk.

TANKER: AFTER THE PERFECT STORM A STEADIER YEAR AWAITS Both the crude oil tanker and oil product tanker markets enjoyed an extraordinarily strong freight market throughout 2015; ignited by the drop in oil prices that began in mid-2014 and supported by a relatively low supply-side growth in 2015. It was the best year for all oil tankers since the market crashed in late 2008. Strong refinery margins meant that the demand for all oil tankers was high all year - with a momentary pause for much-needed refinery maintenance. Going forward, the significant building of oil stocks in 2015 may slow tanker demand growth somewhat in 2016. BIMCO expects Iran’s return to the crude oil export market in 2016 to disrupt current trade patterns. As Iran rebuilds its market share, it will seek to take the place of neighbouring and West African competitors in supplying European and Asian markets. Time will tell if this will also bring higher tanker demand, but BIMCO does not expect that to happen. The multi-year slide in the crude oil tanker fleet growth was reversed in 2015. BIMCO expects the crude oil segment to see a fleet growth of around 4.5% in 2016 (2.3% in 2015E). As the demand-side growth is unlikely to reach the same high level, downward pressure on freight rates will follow. We expect similar market conditions to develop for oil product tankers, with supply-side growth staying high while the demand-side is likely to soften after the winter market. For the full year, freight rates are predicted to be lower in 2016 compared to 2015. BIMCO estimates that supply growth for the oil product tanker segment in 2016 will be around the same level as in 2015 - which was 5.5%.

040

MARINE&COMMERCE JANUARY 2016

BALTIC DRY INDEX BALTIK KURUYÜK ENDEKS‹ That’s an 84% fall Bu %84 düflüfl demek All-time lows Tarihin en düflük seviyeleri

1,500 1,000 500

369 0

0 01.01.2014 01.05.2014 01.09.2014 01.01.2015 01.05.2015 01.09.2015 01.01.2016 Source: investing.com

The Baltic Dry Index has been on a consistent downward slump for more than five years. Befl y›ldan uzun bir süredir Balt›k Kuruyük Endeksi sürekli bir düflüfl e¤iliminde.

si yeni bir en düflük seviye olan 498’e indi. Çünkü y›l›n önemli bölümünde gemilerin ço¤unun OPEX seviyelerinin alt›nda ticaret yapmas› çok say›da flirket için mali kay›plara yol açt›. 2015’in korkutucu ilk yar›s› hurda için yeni bir yar›-y›l rekoru getirdi. Üçüncü çeyrekte navlun piyasas›ndaki iyileflmeler ne yaz›k ki söküm piyasas› faaliyetlerini gevfletti. Yine de, filo büyümesi son 12 y›l›n en düflü¤ü olarak kaydedildi. BIMCO 2016’da arz taraf›n›n %2 büyümesini (2015’te %2.6) ve hurdaya ay›rma seviyesinde yeni bir rekorun buna katk›da bulunmas›n› bekliyor. Talep taraf›nda büyümenin dengede kalaca¤› öngörülüyor. Çin’deki zorlu piyasa koflullar›n›n risk seviyesini etkilemesi mümkün.

TANKER: MÜKEMMEL B‹R FIRTINADAN SONRA DAHA ‹ST‹KRARLI B‹R YIL BEKL‹YOR Hem ham petrol, hem de petrol ürünü tankeri piyasalar› 2015 boyunca ola¤anüstü güçlü bir navlun piyasas› yaflad›; bu durum, 2014 ortalar›nda petrol fiyatlar›n›n düflmesiyle atefllendi ve 2015 y›l›nda göreceli olarak düflük arz büyümesiyle desteklendi. 2008 sonlar›nda piyasas›n›n çöküflünden bu yana, tüm petrol tankerleri için en iyi y›ld›. Güçlü rafineri marjlar›, -rafineri bak›m› için verilen çok gerekli k›sa süreli bir arayla- bütün y›l boyunca tüm petrol tankerleri için talebin yüksek oldu¤u anlam›na geliyor. ‹leriye dönük olarak, 2015 y›l›nda petrol stoklar›n›n önemli ölçüde birikmesi, 2016 y›l›nda tanker talebi büyümesini belli oranda yavafllatabilir. BIMCO, 2016’da ‹ran’›n ham petrol ihracat piyasas›na geri dönüflünün mevcut ticaret kal›plar›n› bozaca¤›n› tahmin ediyor. ‹ran kendi pazar pay›n› yeniden oluflturdukça, Avrupa ve Asya pazarlar›na tedarikte komflular›n›n ve Bat› Afrikal› rakiplerinin yerini

REPORT // RAPOR

almaya çal›flacak. Bunun ayn› zamanda daha yüksek bir tanker talebi getirip getirmeyece¤ini zaman gösterecek, ama BIMCO böyle bir beklenti içinde de¤il. Ham petrol tanker filosu büyümesindeki bir kaç y›ll›k düflüfl 2015 y›l›nda tersine döndü. BIMCO, ham petrol segmentinde 2016 y›l›nda %4.5 civar›nda (2015’de %2.3) bir filo büyümesi öngörüyor. Talep büyümesinin ayn› yüksek düzeye ulaflmas› mümkün görünmedi¤inden bunu navlunlar üzerinde düflüfl bask›s› izleyecek.

CONTAINER: GROWTH ON KEY TRADE LANES IS NEEDED TO RESTORE MARKET DYNAMICS Disappointing European demand for containerised goods versus the strong growth of imports into the US slowed the demand for container ships significantly. At the same time, 900,000 TEU worth of ultra large container ship capacity was delivered. Overall, the market imbalance worsened as the supply-side rose to a four-year high (8.0% in 2015E) while the demand-side growth rate hit a three-year low. The lack of head haul volume growth on the Asia to Europe trading lane was particularly worrisome as it accelerated the heavy cascade of ships clogging up other parts of the network. The revival of time charter rates in the first part of the year was not based on a strong improvement in the fundamental market balance, and both spot and time charter rates dropped as the year passed. Going forward, what is needed to revive European imports of containerised goods is for the Euro to strengthen against the Renminbi and for retailers to begin restocking again. Towards the end of 2015, idled container ship capacity reaching a high not seen since 2010 at over 1 million TEU, as ships of all sizes were swiftly removed from over-supplied trade lanes. But it did not prove to be enough to counter the drop in demand and subsequent revenue erosion. What remains crucial for the industry is to improve the fundamental market balance in 2016. As the lower “new normal” GDP-to-trade multiplier limits the potential upside of the demand-side, careful management of deployed capacity by the individual operators is still of utmost importance. Last year did not ease the imbalance as more than 1.6m TEU was delivered in 2015. After a record for new capacity entering the market in last year, 2016 is set for a much lower influx at around 3.5%. This is not sufficient and means the challenging market conditions for container shipping will extend for another year. &

K›fl piyasas›ndan sonra talep taraf› yumuflayacakm›fl gibi görünürken arz taraf›ndaki büyümenin yüksek kalmas›yla, petrol ürünü tankerleri için de benzer pazar koflullar›n›n geliflmesi bekleniyor. Tüm y›l boyunca, 2015’le k›yasland›¤›nda 2016 navlunlar›n›n daha düflük olaca¤› tahmin ediliyor. BIMCO, 2016 y›l›nda petrol ürünü tanker segmenti için arz büyümesini %5.5 olan 2015 y›l›n›nkiyle yaklafl›k ayn› düzeyde olaca¤›n› öngörüyor.

KONTEYNER: PAZAR D‹NAM‹KLER‹N‹N DÜZELMES‹ ‹Ç‹N ANA T‹CARET ROTALARINDA BÜYÜME GEREK‹YOR ABD’ye ithalatlar›n güçlü büyümesi karfl›s›nda konteynerle tafl›nan ürünlere yönelik umut k›r›c› Avrupa talebi, konteyner gemisi talebini önemli ölçüde yavafllatt›. Ayn› zamanda, 900,000 TEU de¤erinde ultra büyük konteyner gemisi kapasitesi teslim edildi. Genel olarak, arz taraf› dört y›l›n en yüksek seviyesine ç›karken (2015’te %8.0) talep taraf› büyüme oran› son üç y›l›n en düflü¤ü olarak gerçekleflti¤inden piyasa dengesizli¤i daha da kötüleflti. Bu durum a¤›n di¤er bölümlerini t›kayan gemi birikimini h›zland›rd›¤›ndan, Asya’dan Avrupa’ya ticaret rotas›nda yük faktörlerinde hacim büyümesi olmamas› özellikle kayg› vericiydi. Y›l›n ilk bölümünde kira fiyatlar›n›n canlanmas› temel pazar dengesinde güçlü bir düzelmeye dayal› de¤ildi ve hem spot, hem de süreli kiralama fiyatlar› y›l ilerledikçe düfltü. ‹leriye dönük olarak, konteynerle tafl›nan ürünlerin Avrupa ithalat›n› canland›rmak için gerekli olan fley, Avro’nun Renminbi karfl›s›nda güçlenmesi ve perakendecilerin tekrar stoklamaya bafllamas› olacak. 2015 sonuna do¤ru, her boyutta geminin arz fazlas› olan ticaret rotalar›ndan h›zla çekilmesiyle, boflta bekleyen konteyner gemisi kapasitesinin 1 milyon TEU üzerine ç›kmas› 2010’dan beri görülmeyen bir seviye oldu. Ama talepteki düflüflü ve onu izleyen gelir kayb›n› dengelemek için yeterli olmad›¤› anlafl›ld›. Sektör için önemini koruyan fley, 2016 y›l›nda temel pazar dengesini korumak. Daha düflük olan “yeni normal” GSY‹H’n›n ticaret çarpan katsay›s› talep taraf›n›n olas› yükseliflini s›n›rlad›¤›ndan, en önemli fley her bir iflletmecinin kulland›¤› kapasitenin dikkatle yönetilmesi olarak ifade edilebilir. 2015 y›l›nda 1.6 milyon TEU’dan fazla teslimat yap›ld›¤›ndan geçen y›lda dengesizlik azalmad›. 2015’de piyasaya giren yeni kapasitedeki rekordan sonra, 2016 y›l› %3.5 civar›nda çok daha düflük bir girifl için haz›rland›. Bu yeterli de¤il ve konteyner gemicili¤i için zorlu piyasa koflullar›n›n bir y›l daha uzayaca¤› anlam›na geliyor. &

Source: BIMCO

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AVS IS A PIONEER IN GLOBAL SUPPLY AVS KÜRESEL TEDAR‹KTE ÖNCÜ D‹LDAR ÜNDE⁄ER

In parallel with its 30 years background and experience in maritime industry, AVS is taking important steps in four issues that complement each other; supply management, technical ship management, crew management and software… Denizcilik sektöründeki 30 y›ll›k birikimin, yaflanm›fll›¤›n paralelinde birbirini tamamlayan dört konuda önemli ad›mlar at›yor AVS; tedarik yönetimi, teknik gemi iflletmecili¤i, personel yönetimi ve yaz›l›m…

arat›c›l›k, giriflimcilik, zeka… Karfl›m›zdaki ifl insan›n› en güzel bu üçlü karma tan›ml›yor san›r›m. ‹lklere imza atmay› seven ve sektörün güçlü oyuncular›ndan olan AVS Küresel Gemi Tedari¤i ve Yönetimi A.fi. Yönetim Kurulu Baflkan› Vahit fiimflek’i sayfalar›m›za konuk ediyoruz. Son dönemlerde özellikle s›rad›fl› ve tamamlay›c› uygulama modelleriyle dikkat çeken fiimflek’in sürekli yükselen bir ifl grafi¤i var. Öngörüyle, zaman›nda ve do¤ru at›lan ad›mlar; her biri en az iki dil bilen, donan›ml› ve araflt›rmac› bir ekiple bütünleflti¤inde bu sonuç pek de flafl›rt›c› de¤il do¤rusu.

We made a pleasant talk with him by focusing on the currently unparalleled supply management of AVS that determines its frontiers as the world and takes assertive steps in this field.

Vahit Bey, AVS olarak global tedarik yap›yorsunuz. Rotan›z› bu yöne çevirmenizi sa¤layan nedenlerle bafllayal›m sohbetimize.

Mr. fiimflek, as AVS, you are providing global supply, let us start with the factors that drive you to set a course in this direction. Indeed, we had reviewed our fiction about our future plans when the 2008 crisis started and even before it. Our decision was, in all circumstances, to stay in the business that we knew. For, we had experienced that the business within our specialization area is more lasting and the success would increase in that way. We had made some important strategical decisions within this framework in the crisis period also. We handed over first our Captain Zaman ferry, then Vatan Konserve and lastly our company performing food logistic, Anele Foreign Trade. New owner of Vatan is Ülker and of Anele is Netlog

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reativity, entrepreneurship and intelligence… I think this triple combination is the best way of identifying the executive in front of you. In our pages, we are hosting Vahit fiimflek, the Chairman of one of the powerful players of the industry, AVS Global Ship Supply that loves to lead the way. Mr. fiimflek, who stands out in recent days especially with his extraordinary and complementary application models, has an ever-ascending business graphic. In fact, this outcome is not surprising when the steps taken timely and correctly with foresight are combined with an investigative and qualified team consisting of members proficient in at least two languages.

MARINE&COMMERCE JANUARY 2016

S›n›r›n› dünya olarak belirleyen ve alan›nda iddial› ad›mlar atan AVS’nin, henüz benzeri olmayan tedarik yönetimi konusunu merkezimize alarak hofl bir sohbet gerçeklefltirdik.

Asl›nda 2008 kriziyle birlikte, hatta belki biraz da krizden önce gelece¤e yönelik, ne yapmak istedi¤imizle alakal› kurgumuzu gözden geçirmifltik. Ald›¤›m›z karar, her koflulda bildi¤imiz iflte kalmak yönündeydi. Çünkü uzman olunan iflin daha kal›c› oldu¤unu ve baflar›n›n artaca¤›n› deneyimlemifltik. Kriz döneminde de bu çerçevede önemli baz› stratejik kararlar ald›k. ‹lk olarak Captain Zaman feribotumuzu, ard›ndan Vatan Konserve’yi ve son olarak da g›da lojisti¤i yapan Anele D›fl Ticaret flirketimizi devrettik. Vatan’›n yeni sahibi Ülker, Anele’ninki de Netlog Lojistik oldu. Biz de yepyeni projelerle denizcilik sektöründe kalmay› tercih ettik. Ald›¤›m›z ve prati¤e geçirdi¤imiz bu stratejik kararlar›n yans›malar›n› de¤erlendirdi¤imizde de, son derece yerinde olduklar›n› ve yaratt›klar› art›lar› görüyoruz. Biliyorsunuz, fiimflek ailesi olarak 30 y›ld›r denizcilik sektöründe tedarik ifli yap›yoruz. Ancak AVS ile bunu bir ad›m ileriye tafl›maya karar verdik. Y›llara dayanan çok sa¤lam bir tedarik a¤›m›z ve

SUPPLY // TEDAR‹K

Logistic. And we preferred to stay in maritime industry with brand new projects. When we evaluate the reflections of this strategic decisions that we made and put into practice, we are witnessing that they were sound and have created surplus value. As you know, fiimflek family is carrying out supply business in maritime industry for 30 years. But we decided to carry it a step further with AVS. We have a very sound supply network and relationships backed by many years. We built an extraordinary business model within this frame and then put it into practice. We designed our model in a way to meet all the requirements of the customers we serve, whether Turkey-based or international. We started out by analyzing the global supply market more profoundly. Majority of our customers are from abroad or Turkish shipowners, operators whose vessels are hardly ever calling at Turkey. Therefore, we had to create service areas in ports they called at if those heavy tonnage ships operating across the world seas were not coming to Turkey anymore. After all, we are a member of ISSA (International Ship Suppliers’ Association) for years. We made agreements with suppliers in 80 different corners of the world by using the advantages of our recognized family name. Then we began to give services with quite charming prices to our customers calling at those locations. Today, we have an active supply network at 450 points in some 100 countries. Therefore, when the ships of our customers from Turkey or any other country go to those geographies, we supply all their requirements from a-to-izzard through our contractual suppliers. Additionally, we are the first and the only company in Turkey in this field. How the catering side of supply is developed? In consequence of our talks with our customers, we understand their need of receiving supply from third parties professionally. In business life, nobody wants to meet with surprises related with the costs. Employer wants to know the delivery period and cost of a product and to place this data in annual budget plans as exactly as possible. In other words, he prefers to manage the surprises better. In fact, chandlery costs come after the personnel, fuel, insurance, maintenance-repair etc. in a ship’s total operating costs and constitutes a small share like 5-6%. However, it is a time-consuming item that has to be systematized and resolved in terms of mentality. So, as a matter of occupational responsibility, we made an internal study to see how we could carry this problem to the point of zero risk and minimum surprise for our customers. Within this scope, we organized our “catering” system, in other words contracted supply, conforming to MLC 2006 standards. We developed a practice that can meet all the needs of ship crew and at a certain daily price per capita, we agreed with our customers who receives regular service from us. We are keeping the minimum stock that these companies are obliged to keep onboard; offering a certain quality service for their crew and ensuring that they experience no problems related with this issue. And we are sending their unsurprised invoices at the end of the month.

Vahit fiimflek

iliflkilerimiz var. Bu çerçevede s›rad›fl› bir ifl modeli kurgulad›k, ard›ndan da uygulamaya koyduk. Modelin Türkiye ya da uluslararas› merkezli, hizmet verdi¤imiz müflterilerimizin tüm ihtiyaçlar›n› karfl›layabilecek boyutta olmas›n› planlad›k. Global tedarik pazar›n› daha da derinlemesine analiz ederek yola koyulduk. Müflterilerimizin ço¤u yurtd›fl›ndan ya da art›k gemileri Türkiye’ye neredeyse hiç u¤ramayan Türk armatörler, iflletmeciler. Dolay›s›yla, dünya sular›nda çal›flan bu büyük tonajl› gemiler Türkiye’ye gelmiyorsa, bizim onlar›n u¤rad›¤› limanlarda hizmet alanlar›m›z› oluflturmam›z gerekiyordu. Zaten y›llard›r ISSA/Uluslararas› Gemi Tedarikçileri Birli¤i üyesiyiz. Sektörde soy ismimizin biliniyor olmas›n›n da avantajlar›n› kullanarak, dünyada 80 farkl› noktadaki tedarikçilerle özel anlaflmalar yapt›k. Ard›ndan da o co¤rafyalara giden müflterilerimize oldukça cazip fiyatlarla hizmet vermeye bafllad›k. Bugün yaklafl›k 100 ülkede ve 450 noktada aktif bir tedarik a¤›m›z mevcut. Dolay›s›yla art›k gerek kendi ülkemizden, gerekse herhangi bir ülkeden hizmet verdi¤imiz müflterilerimizin gemileri o co¤rafyalara gitti¤inde, A’dan Z’ye bütün ihtiyaçlar›n› anlaflmal› tedarikçilerimiz kanal›yla temin ediyoruz. Üstelik bu anlamda Türkiye’de ilk ve tek firmay›z. Peki tedarikte catering boyutu nas›l geliflti? Müflterilerimizle yapt›¤›m›z görüflmeler paralelinde art›k onlar›n da ifllerini profesyonel olarak 3. flah›slardan tedarik etme ihtiyaçlar›n› gördük. Hiç kimse ifl hayat›nda maliyetlerle ilgili sürpriz yaMARINE&COMMERCE OCAK 2016

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flamak istemiyor. ‹flveren bir ürünü ne kadar zamanda, hangi maliyetle tedarik edece¤ini bilmek ve y›ll›k bütçe planlar›n›n içerisine, olabildi¤ince net koyabilmek istiyor. Yani bir anlamda sürprizleri iyi yönetmeyi tercih ediyor. Asl›nda kumanya, bir geminin iflletme giderleri toplam›nda personel, yak›t, sigorta, bak›m - onar›m vs.’den sonra geliyor ve %5-6 gibi çok küçük bir rakam› oluflturuyor. Ancak zihniyet olarak çözülmesi ve sistematize edilmesi gereken oyalay›c› bir kalem. Biz de, mesleki sorumlulu¤umuz gere¤i kendi içimizde müflterilerimize bu sorunu, minimum risk ve minimum sürpriz noktas›na nas›l getirebilirizin çal›flmas›n› yapt›k. Bu kapsamda da MLC 2006 Standartalar›na uygun “catering” sistemimizi oluflturduk ya da di¤er ad›yla sözleflmeli tedarik. Ve düzenli hizmet verdi¤imiz müflterilerimizle, günlük adam bafl› belli bir ücret üzerinden anlaflarak, gemi personelinin tüm ihtiyac›n› karfl›layabilecek bir uygulama gelifltirdik. Bu firmalar›n, geminin üzerinde tutmalar› gereken minimum sto¤unu tutuyor, belli bir kalitede çal›flanlar›na hizmet veriyor ve bu konuda herhangi bir problem yaflamamalar›n› sa¤l›yoruz. Ay sonunda da sürprizsiz faturalar›n› gönderiyoruz. Türkiye için yine bir “ilk” olan bu uygulamay› dünyada da ancak bir elin say›s› kadar firma yap›yor. Üstelik bunun için müflterilerimizin özel ihtiyaçlar›na yönelik yaz›l›mlar haz›rlatt›k, altyap› çal›flmalar›m›z› tamamlay›p, ekibimizi de oluflturduk. 3 sene önce bafllatt›¤›m›z bu projeyle düzenli hizmet verdi¤imiz yerli ve yabanc› müflterilerimize ait gemi say›m›zsa 150 civar›nda. This practice, which is also a “first” in Turkey, is performed across the world only by a handful of companies. Then again, we tailored software to meet the special needs of our customers, completed our substructure works and organized our team. Currently, we are providing service to some 150 ships owned by our domestic and foreign customers through the said project we started 3 years ago. Another system we developed is based upon a fully transparent cost-plus pricing principle and some shipowners prefer this method. Instead of establishing a purchasing department within their company, they want to receive this service through our team having a grasp of the worldwide supply network, and with a margin predetermined together with them. After this point, we are trying to supply every product needed by framing the best prices and conditions for every single point of the world. In fact, Turkish ship owner likes to solve things by himself but… Right, generally this is their characteristic feature but especially starting from the crisis, they begin to see this kind of new developments under a positive light. In the end, everything is price-oriented for the businessperson. They said, “If I outsource the work and can control the price; if I can ask question and receive answer when there is a problem, then why not” and they promote the project with a very positive approach. We also added in our system a special software called AVS Soft prepared by our software team in order to render this model of practice

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Gelifltirdi¤imiz bir di¤er sistem de, maliyet+kâr fleklinde tamamen fleffaf fiyatland›rma esas›na dayan›yor ve baz› armatörler bunu tercih ediyor. Mevcut gemileri için bir sat›n alma departman› oluflturmak yerine, bu hizmeti, dünyadaki tedarik a¤›na hakim ekibimiz üzerinden, kendileri ile önceden belirlenmifl bir marjla yapmak istiyorlar. Biz de bu noktadan sonra ihtiyaç duyulan her ürünü, dünyan›n her noktas› için en uygun fiyat ve flartlar› tesis ederek tedarik etmeye çal›fl›yoruz. Türk armatörü kendi içinde baz› fleyleri çözmeyi sever asl›nda ama… Do¤ru genelde böyle bir karakteristik özelli¤e sahipler ama özellikle krizle birlikte bu tür yeni aç›l›mlara çok pozitif bakt›lar. Sonuçta ifl insanlar› için her fley rakam odakl›. “‹fli d›flar›ya verip rakam› kontrol alt›nda tutabiliyorsam, bir problem oldu¤unda hesab›n› sorup, cevab›n› da alabiliyorsam neden olmas›n” dediler ve çok güzel bir yaklafl›mla projeyi desteklediler. Bu uygulama modelini daha küresel hale getirebilmek için yaz›l›m ekibimizin haz›rlad›¤› AVS Soft ad›ndaki çok özel bir program› da sistemimize dahil ettik. Böylece hem müflterilerimize daha profesyonel boyutta hizmet verecek, hem de flirket içerisinde bu projeleri daha sa¤l›kl› yönetebiliyor olaca¤›z. Tedarik konusunda ayda kaç gemiye hizmet veriyorsunuz? fiu aflamada tedarik noktas›nda ayda ortalama 300-350 gemiye hizmet veriyoruz. Orta vadedeki hedefimiz bu rakam› 550-600 gemiye ç›karmak. Bununla birlikte tabii catering noktas›nda da ayn› flekilde sözleflmeli gemi oran›m›z› yükseltmek istiyoruz.

SUPPLY // TEDAR‹K

more global. In this way, we will be able to both provide service for our customers more professionally and manage these projects more sturdily within the company. You are giving supply service for how many ships every month? Currently, we are providing supply service for average 300-350 ships monthly. Our mid-term target is to increase this number up to 550-600 ships. At the same time, of course we want to increase our contracted ship rate in catering side also. What is your rate of growth in supply side? The growth between the last year and this year is 27%. And this rate will increase on regular basis since there is no limit for our job. We are a Turkey-based company but our service area is all the existing ports of the world. We are a local ship chandler in every corner of the world but also in a position to define all the suppliers across world as our own supply centers. Often ship crew are from different nations. How do you satisfy the expectations of ship owner related with variety of chandlery for these personnel? We have different packages. For there is a scale which every ship owner wants to see onboard and they do not want to lower the tone. Besides, there are sine qua non criteria related with the international seafarers, and the minimum amount of service we can give for the ships is already defined. Of course, we are also supplying all other kinds of consumables of the ship besides food. For, servicing other consumable items to a company, with whom we made contractual food agreement, provides important advantages for both sides. Indeed, what we are trying to do is, with the help of a solution-oriented approach, to develop alternative products for the risk owner in maritime industry to convince him working with us. Meanwhile, as AVS Global Supply, we procure 20% of our supply from Turkey and 80% from the suppliers in other countries within our network. What about the extent of the technical services? There are foreign companies that we consider as our strategical partners. One of them is Holland-based Q Shipping providing ship management and technical ship management services. A foot of the company is in Turkey. Therefore, we obtain a part of the technical services from them and when this service is not sufficient, we provide it from outside. Do you have different projects with Q Shipping? As AVS, we have a partnership in 50% shares of Q Shipping. Other 50% belongs to one of the leading companies of the world that offers crew management service for ships under the name of Marlow Navigation. Marlow gives personnel service for the ships that I provide technical management service. As you know, there are important challenges in Turkey related with ship personnel. And we take a

Tedarik konusundaki büyüme oran›n›z ne peki? Geçen seneyle bu sene aras›nda % 27’lik bir art›fl söz konusu. Ve bu oran düzenli olarak yükselecek. Çünkü iflimizin s›n›r› yok. Biz merkezi Türkiye, ama hizmet yeri dünyadaki tüm mevcut limanlar olan bir flirketiz. Hem dünyan›n her yerinde lokal bir gemi kumanyac›s›y›z, hem de dünyadaki bütün tedarikçileri kendi tedarik merkezlerimiz olarak tan›mlayacak bir noktaday›z. Peki armatörün zaman zaman farkl› milletlerden olan personelinin kumanya çeflitlendirmesiyle ilgili beklentilerini nas›l karfl›l›yorsunuz? Farkl› paketlerimiz var. Çünkü genelde her armatörün gemisinin üzerinde görmek istedi¤i bir skala söz konusu ve onu düflürmek istemiyor. Bir de zaten uluslararas› gemiadamlar›yla ilgili olmazsa olmaz kriterler var ve bizlerin gemilere minimum ne kadarl›k hizmet verece¤i tan›mlanm›fl durumda. Tabii g›dayla birlikte geminin di¤er her türlü tüketim malzemelerini de tedarik ediyoruz. Zira sözleflmeli g›da anlaflmas› yapt›¤›m›z firmaya, di¤er tüketim kalemleri için de servis vermemiz çift tarafl› olarak ciddi avantaj sa¤l›yor. Asl›nda yapmaya çal›flt›¤›m›z çözüm odakl› davranarak, deniz sektöründeki risk sahibine bizimle çal›flabilece¤i alternatifli ürünler gelifltirmek. Bu arada AVS Global Supply olarak tedarik temininin %20’sini Türkiye’den, %80’ini ise network’ümüzdeki farkl› ülke tedarikçilerimizlerden yap›yoruz. Teknik hizmetler ne boyutta? Bizim stratejik ortakl›k yapt›¤›m›z yabanc› firmalar var. Bunlardan biri de gemi iflletmecili¤i ve teknik gemi iflletmecili¤i hizmetleri veren Hollanda merkezli Q Shipping. fiirketin bir aya¤› Türkiye’de. Dolay›s›yla teknik hizmetlerin bir bölümünü oradan karfl›l›yoruz, karfl›layamad›¤›m›z noktada da d›flar›dan temin ediyoruz. Q Shipping’le farkl› projeleriniz de var m› peki? Q Shipping’in %50’sinde AVS olarak ortakl›¤›m›z var. Di¤er % 50 ise Marlow Navigation ad›nda gemilere personel yönetimi hizmeti sunan dünyan›n önde gelen flirketlerinden birine ait. Marlow benim teknik iflletmecilik hizmeti verdi¤im gemilerin, personel iflini yap›yor. Türkiye’de gemi personeli noktas›nda oldukça büyük s›k›nt›lar var biliyorsunuz. Biz de bu konuda bir ad›m att›k. fiubat ay›nda AVS- Marlow birlikteli¤iyle, denizcilik sektörü için yeni bir personel yönetimi ofisini hizmete geçiriyoruz. Marlow’un yaklafl›k 20 bin çal›flan› var. Konteyner a¤›rl›kl› 1,200 gemiye personel yönetimi hizmeti veriyorlar. Bizim g›dada yapt›¤›m›z›n ayn›s›n› onlar personelde yap›yor. Bu konuda Türkiye’deki hedefiniz ne? Bir kere Türkiye’de de sisteme dahil olan armatör personel de¤iflikli¤iyle, sigortas›yla, gittisiyle geldisiyle hiç u¤raflmayacak. Di¤er taraftan Türk denizcisini de düzenli çal›flabilece¤i bir damar›n içerisine koyabilece¤iz. Yani gemiadam› sözleflMARINE&COMMERCE OCAK 2016

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SUPPLY // TEDAR‹K

step in this direction. In February, we are putting a new crew management office for maritime industry into service with AVSMarlow partnership. Marlow has nearly 20 thousand employees. They are offering crew management service for 1,200 ships most of which is container. They are doing the same thing in personnel side what we are doing in food side. What is your target in Turkey related with this issue? First, the shipowner included in the system will not be busy with crew changes, insurances, comes and goes anymore in Turkey. On the other side, we will be able to place Turkish seafarer into a channel where he can work regularly. That is to say, when the contract of a seafarer is terminated, he will not think about whether he will be able to work in the next contract or not. He will have a job automatically within the system. Thus, Turkish seafarer would also be in the international market in a sense. If you ask where this will take us in AVS; I can say that we will start to send our own cooks to the ships we provide contracted service. Beginning from the end of 2016, we will employ some of the cooks, existing in the personnel pool of the system, in our own projects. In brief, we will continue with such investments that complement each other. We purchased a plaza in Istanbul-Maltepe for bringing all the teams working in different projects of AVS under the same roof and transforming our works into a more compact structure. We will begin to give service for our customers from that location starting from February. An important leg of your complementary investments is software. What are the developments in this side? We purchased 50% shares of Edmar, a software and consultancy company, owner of important software projects in maritime industry during the last 10 years. The company generates software solutions, certified by international organizations, which allow administration from a single center of all processes related with ship and office management in maritime industry and those solutions are used in more than 150 ships. Also, the software project prepared for Ro-Ro ships is finished. Lastly, what would you say about the present day and tomorrow of the industry? The reason for the distress experienced now is seen like a demand and supply gap. However, on the one side, a number of investors foreign to the industry are trying to get involved in maritime and on the other side, we are trying to overcome the crisis for a long time together with the seniors of the industry. We have witnessed many hardships but none of them lasted that long. I believe that the real owners of the industry will triumph ultimately. We will see better days especially in 2017 and afterwards. Every hardship is followed by an ease. The important think is to be able to endure until the peak of this distress. I think that this period in shipping is about to finish generally in the world, privately in Turkey. &

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MARINE&COMMERCE JANUARY 2016

mesi bitti¤inde, bir sonraki sözleflmede çal›fl›p, çal›flmayaca¤›n› düflünmeyecek. Sistemin içinde otomatik olarak bir ifli olmufl olacak. Böylece bir anlamda Türk denizcisi, uluslararas› pazara da girmifl olacak. Bu bizi AVS’de nereye götürecek diye sorarsan›z; sözleflmeli hizmet verdi¤imiz gemilere kendi aflç›lar›m›z› göndermeye bafllayaca¤›z diyebilirim. 2016 sonlar›ndan itibaren sistemin içerisindeki personel havuzunda yer alan aflç›lardan baz›lar›n› kendi projemizde kullanmaya bafllayaca¤›z. Özetle böyle birbirini tamamlayan yat›r›mlarla yolumuza devam edece¤iz. AVS’nin farkl› projelerinde görevli tüm ekibini ayn› çat› alt›nda toplayabilmek ve çal›flmalar›m›z› daha kompakt bir kurguya dönüfltürebilmek için de ‹stanbul-Maltepe’de bir plaza ald›k. fiubat ay›ndan itibaren müflterilerimize oradan hizmet vermeye bafllayaca¤›z. Tamamlay›c› yat›r›mlar›n›z›n önemli bir aya¤› da yaz›l›m. Bu konudaki geliflmeler ne yönde? Son 10 y›ld›r denizcilik sektöründe yaz›l›m noktas›nda ciddi projelere imza atan Edmar Yaz›l›m ve Dan›flmanl›k firmas›n›n %50 hissesini ald›k. Söz konusu firma, denizcilik sektöründe gemi ve ofis yönetimi ile ilgili tüm süreçlerin tek merkezden yönetilebilece¤i ve uluslararas› kurulufllardan sertifika alm›fl yaz›l›m çözümleri üretiyor, 150’den fazla gemide de kullan›l›yor. Ro-Ro gemileri için yap›lan yaz›l›m projesi de tamamlam›fl durumda. Son olarak sektörün bugünü ve gelece¤i için ne söylersiniz? Yaflanan s›k›nt›n›n nedeni, arz-talep dengesizli¤i olarak görülüyor. Bununla birlikte, bir taraftan sektörün yabanc›s› birçok yat›r›mc› denizcili¤e dahil olmaya çal›fl›yor, di¤er taraftan da bizler uzun zamand›r sektörün eskileriyle krizleri aflmaya çal›fl›yoruz. Çok s›k›nt›lar gördük, ama hiç biri bu kadar uzun sürmemiflti. ‹nan›yorum ki, sektörün gerçek sahipleri en sonunda kazanacak. Özellikle 2017 y›l› ve sonras› daha güzel günler olacak. Her zorlu¤un arkas›nda bir kolayl›k vard›r. Önemli olan, o zorluk sürecinin zirvesine kadar dayanabilmektir. Ben denizcilik sektöründe, özelde Türkiye’de, genelde dünyada bu sürecin tamamlanma aflamas›nda oldu¤unu düflünüyorum. &

OUTLOOK // GÖRÜNÜM

GLOBAL OFFSHORE PATROL VESSELS KÜRESEL AÇIK DEN‹Z DEVR‹YE GEM‹LER‹

Offshore Patrol Vessels (OPVs) are the fastest growing segment of the Naval Vessels Market. At least 24 countries are known to have a total of 136 OPVs on order and 30 countries have plans for up to another 276 at a total value of over $60 billion. The total number of OPVs on order has increased by 4.4% in the last year, while the number planned has also increased by 4%. Donanma Gemileri piyasas›n›n en h›zl› büyüyen dilimidir, Aç›k Deniz Devriye Gemileri (OPV). En az›ndan 24 ülkenin toplam 136 OPV siparifli bulundu¤u ve 30 ülkenin de 60 milyar dolar› aflan toplam de¤ere sahip 276 civar›nda ek gemi için planlar› oldu¤u biliniyor. Siparifl edilen toplam OPV say›s› son bir y›lda %4.4 artarken planlananlar›n say›s› da %4 artt›.

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MARINE&COMMERCE JANUARY 2016

OUTLOOK // GÖRÜNÜM

he total number of OPVs in operation worldwide has increased from 681 to 776 in the last year, but an additional 49 Chinese and 16 Taiwanese vessels, previously not included, but now classified as OPVs have been added to the total. Disregarding these additional vessels, the world OPV fleet has actually grown by 4.4% in the last year.

eçen y›l dünya genelinde çal›flan toplam OPV say›s› 681’den 776’ya ç›kt› ama daha önce bu gruba dahil edilmeyen oysa flimdi OPV olarak s›n›fland›r›lan ilave 49 Çin ve 16 Tayvan gemisi toplama eklendi. Bu ilave gemiler göz ard› edildi¤inde, dünya OPV filosunun geçen y›l fiili olarak %4.4 artt›¤› görülüyor.

Asia has the largest proportion of the current fleet (44%) and the numbers on order (46%). Japan and India have 50% of the Asian vessels between them, while India alone has 26% of the total vessels on order worldwide.

Asya, mevcut filonun en büyük oran›na (%44) ve en yüksek say›da siparifle (%46) sahip. Asya gemilerinin %50’si Japonya ve Hindistan aras›nda paylafl›l›rken, dünya genelinde siparifl edilmifl olan toplam gemilerin %26’s› tek bafl›na Hindistan’a ait.

The proportion of the total number of OPVs on order worldwide, in South America, has increased from 13%-15% over the last year, while in Europe, the proportion on order has increased from 8% to 19% of the worldwide total and in North America, from 6% to 15%.

Dünya genelinde siparifli verilmifl OPV toplam say›s›n›n oran› Güney Amerika’da geçen y›l %13-%15 artarken bu oran Avrupa’da toplam dünya genelinin %8’inden %19’una ve Kuzey Amerika’da da %6’dan %15’e ç›kt›.

OPVs can be broadly classified into two types: the first; high-end war-fighting vessels with expensive weapon systems and C4I suites and the second; more basic patrol vessels, designed for sustained low intensity missions and equipped with basic gun armaments, standard navigation sensors and built to commercial standards.

OPV’ler genel olarak iki tipe ayr›l›yor. Bunlardan ilki; pahal› silah sistemleri ve C4I süitleriyle üst düzey muharip gemiler, ikincisi ise; düflük yo¤unlukta sürekli görevler için tasarlanm›fl, ticari standartlarla infla edilmifl ve temel silah teçhizat›, standart navigasyon sensorlar›yla donat›lm›fl daha temel özellikte devriye gemileri.

Which of these types a country chooses depends on its particular naval requirements, resulting from its geographic location, political aspirations and intended role of its naval force. However, the majority of OPV programmes are of the low-cost, multi-role variety. These are being used in an increasing number of roles, including fishery protection, pollution control, fire-fighting, salvage or search and rescue (SAR), counter-narcotics, humanitarian operations and exclusive economic zone (EEZ) patrol. &

Bir ülkenin bu tiplerden hangisini seçti¤i onun co¤rafi konumundan, politik amaçlar›ndan ve deniz kuvvetlerinin planlanan rolünden do¤an özel donanma gereksinimlerine ba¤l› olarak flekilleniyor. Ancak, OPV planlar›n›n ço¤u düflük-maliyet, çoklu-rol türünden oluyor. Bunlar bal›kç›l›¤› koruma, kirlilik denetimi, yang›n söndürme, kurtarma ya da arama ve kurtarma (SAR), uyuflturucuyla mücadele, insani operasyonlar ve özel ekonomik bölge (EEZ) devriyesi de dahil olmak üzere giderek artan say›da görevler için kullan›l›yor. &

MARINE&COMMERCE OCAK 2016

049

MARKET // P‹YASA

THEY’RE BACK! IRANIAN OIL RE-ENTERS THE WORLD MARKETS GER‹ DÖNDÜLER! ‹RAN PETROLU DÜNYA P‹YASALARINA YEN‹DEN G‹R‹YOR Recently, international sanctions related to Iran’s nuclear program were lifted after the International Atomic Energy Agency verified that Iran had completed the key physical steps triggering sanctions relief. Some of the immediate questions facing the tanker market are: When will the additional oil start flowing; Which/whose ships will be used and where will it go? Uluslararas› Atom Enerjisi Ajans›’n›n ‹ran’›n yapt›r›mlar›n hafifletilmesini bafllatan önemli fiziksel ad›mlar› tamamlad›¤›n› do¤rulamas›n›n ard›ndan, ‹ran’›n nükleer program›yla ilgili uluslararas› yapt›r›mlar geçen hafta sonunda kald›r›ld›. Tanker piyasas›n› bekleyen acil sorulardan baz›lar› flunlar: ‹lave petrol ne zaman akmaya bafllayacak; Kime ait/hangi gemiler kullan›lacak ve nereye gidecek?

fter four years of sanctions, it is no surprise that there is a great deal of uncertainty around what can be done, especially since a host of U.S. sanctions remain in place. U.S. citizens continue to be generally prohibited from engaging in transactions or dealings involving Iran, including the Government of Iran and Iranian financial institutions. Iran’s initial increase in exports will likely come from its oil stockpiles. Iran has significant amounts of oil stored on tankers (the estimates range between 30-50 million barrels), although most of that is reportedly condensates. Additional volumes are currently stored at onshore facilities. According to AIS Live, one vessel, the M/V Serena, a 2013 built VLCC owned by the National Iranian Tanker Company, has lifted anchor and is currently on its way with a cargo of oil. This vessel had been used for floating storage at Assaluyeh Anchorage (off the coast of Iran) since December 2014. The Serena is reportedly on her way to India. India is part of a small group of countries that also includes China, South Korea, Turkey and Japan (among others) that were allowed to continue to import limited volumes of Iranian crude while the sanctions were in place.

Selling additional oil to existing customers will be much easier than trying to ship oil to customers in Europe, for example. European oil companies and traders have indicated that there are significant legal uncertainties that need to be clarified before they will buy Iranian crude. Question marks around vessel insurance, the availability of letters of credit from banks to facilitate trade and a lack of dollar clearing are some of the hurdles that may

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MARINE&COMMERCE JANUARY 2016

ört y›l süren yapt›r›mlardan sonra ve özellikle de pek çok ABD yapt›r›mlar› sürerken, yap›labilecekler konusunda önemli ölçüde belirsizlikler olmas› flafl›rt›c› de¤il. ABD vatandafllar›n›n, ‹ran Hükümeti ve ‹ranl› finans kurumlar› da dahil olmak üzere, ‹ran’la ba¤lant›l› ifllemler ya da ifllerde yer almalar›yla ilgili yasak genel anlamda devam ediyor.

‹ran’›n ilk ihracat art›fl›n›n petrol stoklar›ndan kaynaklanmas› olas› görünüyor. Önemli bölümünün yo¤ufluk oldu¤unun söylenmesine ra¤men, ‹ran tankerlerde stoklanm›fl büyük miktarda (tahminlere göre 30-50 milyon varil) petrole sahip. Ek hacimler flu anda k›y›lardaki tesislerde depolan›yor. AIS Live’a göre, Ulusal ‹ran Tanker fiirketi’ne (NITC) ait 2013 yap›m› VLCC M/V Serena demir ald› ve flu anda petrol yüküyle yoluna devam ediyor. Bu gemi 2014 Aral›k ay›ndan beri (‹ran aç›klar›ndaki) Assaluyeh demirleme bölgesinde yüzer depo olarak kullan›l›yordu. Söylenenlere göre, Serena Hindistan’a gidiyor. Hindistan, yapt›r›mlar henüz sürmekteyken s›n›rl› miktarlarda ‹ran petrolü almas›na izin verilen (di¤erlerinin yan› s›ra) Çin, Güney Kore, Türkiye ve Japonya’dan oluflan küçük bir grubunun içinde yer al›yor. Mevcut müflterilere ilave petrol satmak örne¤in, Avrupa’daki müflterilere petrol yollamaya çal›flmaktan çok daha kolay olacakt›r. Avrupa petrol flirketleri ve tüccarlar›, ‹ran ham petrolünü sat›n almaya bafllamalar›ndan önce aç›¤a kavuflturulmas› gereken önemli yasal belirsizlikler oldu¤una dikkat çekti. Ortadan kald›r›lmas› haftalar alabilecek olan engellerden baz›lar› gemi sigortas›, ticareti h›zland›rmak için banka kredisi mektuplar›n›n mevcudiyeti ve dolar mahsubundaki yetersizlik etraf›nda dolanan soru iflaretleri olarak görünüyor. Bu, dünyan›n petrolle dolu olmas›n› ve fiyatlar›n 2004’ten beri en düflük seviyelerde dolaflmas›n› de¤ifltirmiyor.

MARKET // P‹YASA

(31.03.2014 - 21.01.2016)

HISTORICAL AND FORECASTED IRANIAN OIL PRODUCTION

‹RAN YÜZER PETROL STO⁄U

TAR‹HSEL VE ÖNGÖRÜLEN ‹RAN PETROL ÜRET‹M‹

IRANIAN FLOATING OIL STORAGE

Monthly Iranian petroleum and other liquids production (2011-17) Ayl›k ‹ran petrol ve di¤er s›v›lar üretimi (2011-17)

Million barrel 49.5

36 01.2015 02.2015 03.2015 04.2015 05.2015 06.2015 07.2015 08.2015 09.2015 10.2015 11.2015 12.2015 01.2016 07.2014

10.2014

01.2015

04.2015

07.2015

10.2015

01.2016

Source: Windward

million barrels per day

40.5

12.2011 U.S. imposes sanctions on 7 Iran’s Central Bank ABD ‹ran 6 Merkez Bankas›’na yapt›5 r›m uygulad›

07.2012 EU import ban and shipping insurance 10.2015 sanctions enacted JCPOA adopted AB ithal yasa¤› JCPOA benimsendi ve nakliye sigortas› yapt›r›mlar› 07.2015 yürürlü¤e girdi Joint Comprehensive 16.01.2016 of Action Plan 11.2013 Implementation Day (JCPOA) Joint Plan Uygulama Günü established of Action Kapsaml› established non-crude Eylem Ortak Ortak Eyliquids lem Plan› Plan› (JCPOA) di¤er s›v›lar belirlendi belirlendi

crude oil ham petrol

2 1

take several weeks to clear. It does not help that the world is awash in crude and prices are at their lowest levels since 2004. From a shipowners’ perspective, one of the key factors that remains uncertain is P&I insurance cover. Many P&I clubs don’t know yet what will happen if they have to pay for a claim involving Iranian oil or ports. Because the remaining sanctions on Iran prohibit transactions of U.S. citizens with Iranian interests, P&I clubs feel that they might not be able to fully recover claims involving Iranian interests. U.S. insurers and reinsurers may be unable to meet their obligations and pay a claim with an Iranian nexus. Without clarity on this, owners may be hesitant to call at Iranian ports. We assume that the remaining issues around Iranian exports will be resolved over the next few weeks or months and over the medium to long-term, it is expected that Iran will significantly ramp up both production and exports. Iran’s production remained relatively flat over the past three years, while sanctions were in place, averaging 2.8 million barrels per day (b/d). The U.S. Energy Information Administration (EIA) forecasts that Iran’s crude oil production will reach 3.3 million b/d by the end of 2016, and almost 3.6 million b/d in 2017 (see figure 2). There is some uncertainty about Iran’s ability to mitigate production decline rates, deal with technical challenges and how quickly they can bring new oil fields into production. With respect to the implication for the crude oil tanker market, it appears that the Iranian crude, as well as their fleet of tankers, will re-enter the world markets more gradually than initially expected and the impact on the tanker market may be more muted. Until the uncertainties around items such as P&I insurance are resolved, NITC will try to use their own tonnage to move their additional crude to markets. We expect these markets to remain predominantly in Asia, until European customers are comfortable with the legal and financial implications of importing Iranian crude oil.

01.2011

forecast tahmin 01.2012

01.2013

01.2014

01.2015

01.2016

01.2017

Source: U.S. Energy Information Administration, Short-Term Energy Outlook, January 2016

Gemi donatan› aç›s›ndan bak›ld›¤›nda, belirsiz kalan önemli etmenlerden biri de P&I sigorta kapsam›. Pek çok P&I kulübü ‹ran petrolü ya da limanlar›yla ilgili bir tazminat talebini ödemeleri halinde ne olaca¤›n› henüz bilmiyor. ‹ran üzerinde sürmekte olan di¤er yapt›r›mlar ABD vatandafllar›n›n ‹ran ç›kar›na ifllemler yapmalar›n› yasaklad›¤›ndan, P&I kulüpleri ‹ran ç›karlar›n› içeren tazminat taleplerini tam olarak karfl›layamayabileceklerini düflünüyorlar. ABD sigorta flirketleri ve reasürörleri yükümlülüklerini yerine getiremeyebilir ve ‹ran ba¤lant›l› bir tazminat› ödemeyebilir. Bu konuya bir aç›kl›k getirilmedi¤i sürece gemi sahipleri ‹ran limanlar›na yanaflma konusunda karars›z kalacakt›r. ‹ran ihracat›yla ilgili di¤er konular›n önümüzdeki birkaç hafta ya da ay içinde ve orta ya da uzun vadeli olarak çözülece¤ini düflünüyoruz. Bu arada ‹ran’›n da hem üretim hem de ihracat›n› önemli ölçüde artt›rmas› bekleniyor. Yapt›r›mlar›n sürdü¤ü dönemde ‹ran’›n üretimi son üç y›lda günde ortalama 2.8 milyon varille (v/g) göreceli olarak yatay durumda kald›. ABD Enerji Enformasyon ‹daresi (EIA) 2016 sonunda ‹ran ham petrol üretiminin 3.3 milyon ve 2017’de de yaklafl›k 3.6 milyona v/g ulaflaca¤›n› öngörüyor. ‹ran’›n üretim düflüfl oranlar›n› azaltma, teknik sorunlarla bafla ç›kma yetene¤i ve yeni petrol alanlar›n› ne h›zla üretime geçirebilece¤i konusunda da baz› belirsizlikler mevcut. Ham petrol tanker piyasas› için sonuçlar›n› de¤erlendirdi¤imizde, öyle görünüyor ki ‹ran ham petrolü ve tanker filolar› dünya piyasalar›na bafllang›çta beklenildi¤inden daha yavafl olarak girecek ve tanker piyasas›ndaki etkisi daha yumuflak olacak. P&I sigortas› gibi konular› çevreleyen belirsizlik çözülene dek NITC ek petrolünü piyasalara tafl›mak için kendi tonajlar›n› kullanmaya çal›flacak. Avrupal› müflteriler ‹ran ham petrolü alman›n yasal ve mali sonuçlar› konusunda kendilerini rahat hissedinceye kadar bu pazarlar›n a¤›rl›kl› olarak Asya’da kalaca¤›n› düflünüyoruz.

Source // Kaynak: POTEN & PARTNERS

MARINE&COMMERCE OCAK 2016

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MARKET // P‹YASA

BREAKUP AS BACKUP WHAT IS THE SCRAPPING POTENTIAL OF THE CRUDE FLEET? YEDEK OLARAK SÖKÜM HAM PETROL F‹LOSUNUN HURDA POTANS‹YEL‹ NED‹R? Tanker owners are currently doing fairly well, certainly compared to their colleagues in the dry bulk market. However, history shows that such markets do not last forever and when the downturn comes, it is important that the supply side can respond quickly. The tanker orderbook is not excessively large in historical terms but still requires a sizable demand increase to maintain a balanced market in the coming years. Scrapping is the other variable that influences the supply side of the equation and the question is: What is the potential for scrapping to help balance the market in the coming years? Kuru dökme yük pazar›ndaki meslektafllar›yla k›yasland›¤›nda tanker sahiplerinin iflleri flimdilik oldukça iyi durumda. Ancak, tarih bu gibi pazarlar›n sonsuza dek sürmedi¤ini ve s›k›nt›l› dönem geldi¤inde arz taraf›n›n h›zla yan›t verebilmesinin önemli oldu¤unu gösteriyor. Tanker siparifl defteri tarihsel anlamda afl›r› büyük de¤il, ama yine de önümüzdeki y›llarda dengeli bir piyasan›n sürdürülmesi için önemli ölçüde bir talep art›fl› gerektiriyor. Eflitli¤in arz taraf›n› etkileyen bir di¤er de¤iflken ise hurdaya ç›kartmak ve soru da flu flekilde: Önümüzdeki y›llarda piyasay› dengelemeye yard›mc› olmak için hurda potansiyeli nedir?

he tanker fleet is fairly modern, following the single hull phase out of the early 2000’s and the ordering wave during the great commodity boom from 2004 to 2008. This is illustrated by relatively modest scrapping in the last several years. There are an estimated 92 crude tankers of Aframax size and larger that will be 20 years and older by the end of the year. The current VLCC fleet consists of 653 vessels with an additional 128 (20% of the fleet) on order. 26 of the trading VLCCs will reach an age of 20 years or older by the end of this year and could be considered potential scrapping candidates in the coming years to offset the fleet growth. The Suezmax fleet consists of 426 tankers with 129 vessels (30%) on order but only 21 vessels were built prior to 1997. For Aframaxes, we are adding older coated tankers to the crude fleet as these vessels are more likely to be employed in the dirty trades as the economics of maintaining the coatings worsen, especially in a poor market. The Aframax fleet has 594 crude tankers and an orderbook of 92 vessels (15%). The number of Aframax tankers older than 20 years is about half the orderbook at 45 crude tankers including five coated tankers.

Ship owners will continue to trade vessels as long as they feel they can do so profitably. A major decision point is when the vessel needs to perform a special survey, typically when it reaches 20 years and again at 22.5 years and 25 years of age. The special survey of such

052

MARINE&COMMERCE JANUARY 2016

000’lerin bafl›nda tek cidarl›lar›n ayr›lmas› ve 2004’den 2008’e kadar süren büyük emtia patlamas› dönemindeki siparifllerin ard›ndan tanker filosu oldukça modern. Son birkaç y›lda göreceli olarak daha az miktardaki hurdaya ay›rmalar da bunun bir göstergesi. Y›l sonunda 20 yafl ve üstünde Aframax ve daha büyük tipte 92 ham petrol tankeri olaca¤› hesapland›. Mevcut VLCC filosu 653 gemi ve ek olarak sipariflteki 128 gemiden (filonun %20’si) olufluyor. Çal›flan VLCC’lerden 26’s› bu y›l›n sonunda 20 yafl›nda olacak ve önümüzdeki y›llarda filo büyümesini dengelemek için potansiyel hurda adaylar› olarak de¤erlendirilebilirler. Suezmax filosu sipariflteki 129 (%30) gemiyle 426 tankerden olufluyor ama 1997’den önce infla edilmifl olan yaln›zca 21 gemi var. Aframax’lara gelince; özellikle zay›f bir piyasa durumunda boya bak›m ekonomisi kötülefltikçe bu gemilerin kirli ifllerde kullan›lmas› olas› göründü¤ünden daha eski boyal› tankerleri ham petrol filosuna ekliyoruz. Aframax filosu 594 ham petrol tankeri ve 92 gemilik (%15) bir siparifl defterinden olufluyor. Befl adet boyal› gemi de dahil olmak üzere 45 olan 20 yafl›ndan büyük Aframax tankerleri say›s› siparifl defterinin yaklafl›k yar›s› kadar. Gemi sahipleri bunu karl› bir biçimde yapt›klar›n› hissettikleri sürece tanker ticaretine devam edecektir. Genelde 20 yafl›na ve yine 22.5 ve 25 yafllar›na geldi¤inde geminin özel bir ekspertiz gerek-

MARKET // P‹YASA

CRUDE TANKER ORDERBOOK COMPARED TO FLEET REACHING 20 YEARS OF AGE

TAR‹HSEL HURDAYA AYIRMAYLA KIYASLANDI⁄INDA HAM PETROL TANKER‹ S‹PAR‹fi DEFTER‹

20 YAfiINA ULAfiAN F‹LOYLA KIYASLANDI⁄INDA HAM PETROL TANKER‹ S‹PAR‹fi DEFTER‹

35 30 25 20 15 10 5 0

Scrapping

Orderbook

70 50 40 30

Orderbook

Aframax Scrapping

Suezmax Scrapping

VLCC Scrapping

Aframax Orderbook

Suezmax Orderbook

VLCC Orderbook

In order to assess the likelihood of tankers heading for the scrap yard, it is useful to examine the employment opportunities of such tonnage. AIS data shows that the vast majority of these vessels are trading East of Suez. With the exception of 8 PDV Marina Aframaxes, involved in Venezuelan crude trades, and some Eastern Mediterranean and Black Sea voyages, most of these vessels rarely show up in the Western hemisphere, where terminal operators are often stricter on age limitations. During the last couple of months, about 21 of these tankers were predominantly involved in Intra-Middle Eastern trades. Of the remaining tankers, 23 vessels have been trading predominantly from the Middle East to Asia, mainly India, China or Korea. Another 10 vessels were employed in Intra-Asian trades.

20+yrs

10 0

2016

Source: Poten & Partners

older vessels often requires the investment of up to several million dollars in steel, coatings, etc., dependent on the condition of the vessel. When these special surveys come due during a poor market, owners are more likely to sell the vessel for demolition.

20+yrs 20+yrs

20 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Orderbook

60 Million DWT

Million DWT

CRUDE TANKER ORDERBOOK COMPARED TO HISTORICAL SCRAPPING

Aframax

2016-2017 Suezmax

2016-2018 VLCC

Source: Poten & Partners

tirdi¤i zamanlar önemli bir karar noktas›d›r. Bu gibi yafll› gemilerin özel ekspertizi, geminin durumuna ba¤l› olarak, s›kl›kla birkaç milyon dolara kadar ç›kan çelik, boya vb. yat›r›m› gerektirir. Bu özel ekspertizler zay›f bir piyasa dönemine denk geldi¤inde sahipleri gemiyi söküm için satma e¤iliminde olurlar. Tankerlerin gemi söküm tersanelerine gitme olas›l›¤›n› de¤erlendirmek için bu tonajlar›n kullan›lma f›rsatlar›n› incelemek yararl› olur. AIS verisi bu gemilerin ço¤unun Süveyfl’in do¤usunda çal›flt›¤›n› gösteriyor. Venezüella ham petrol ticaretinde ve baz›lar› da Do¤u Akdeniz ve Karadeniz yolculuklar›nda kullan›lan 8 PDV Marina Aframax’lar› hariç olmak üzere, bu gemilerin ço¤u terminal iflletmecilerinin s›kl›kla yafl s›n›rlamas› konusunda daha kat› oldu¤u bat› yar› küresinde ender olarak ortaya ç›k›yor. Son birkaç ay içinde bu tankerlerden 21’i a¤›rl›kl› olarak Ortado¤u içindeki ticaretlere dahil oldu. Geri kalan tankerlerden 23’ü baflta Hindistan, Çin ya da Kore olmak üzere genellikle Ortado¤u’dan Asya’ya ticarette kullan›ld›. Bir di¤er 10 gemi Asya içi ticaretlerde yer ald›.

Another way to look at the data is to examine the special survey dates. Based on Q88 data and estimates, we project that 47 tankers will have a special survey due in 2016 and an additional 17 in 2017. In 2018, 23 tankers will have their next special survey (and likely some of the vessels with a survey in 2016). For four vessels, Q88 data states that their next surveys are in 2019 and later. If the market remains strong in 2016, most, if not all, of the scheduled tankers will undergo their special survey, and in the years thereafter, a smaller number will face the decision.

Veriye bakman›n bir di¤er yolu ise, özel ekspertiz tarihlerini araflt›rmak. Q88 veri ve hesaplar›na dayanarak, 47 tankerin özel ekspertiz zaman›n›n 2016 ve di¤er 17 tanesinin 2017 y›l›nda gelece¤ini öngördük. 2018 y›l›nda 23 tanker bir sonraki özel ekspertize girecek ve öyle görünüyor ki gemilerden baz›lar› 2016’da incelenecek. Q88 verisi dört geminin bir sonraki ekspertizinin 2019 ve sonras›nda oldu¤unu belirtiyor. Piyasa 2016 y›l›nda gücünü korursa, planlanm›fl tankerlerin hepsi de¤ilse de ço¤u özel ekspertize girecek ve sonraki y›llarda daha az say›da gemi için karar verilmesi gerekecek.

We forecast a continuation of the strong market for 2016, as high crude production will continue to require transportation and inefficiencies related to high oil inventories persist. After this year, we foresee weakening freight rates as deliveries increasingly affect tonnage supply and oil inventories start to wind down. Based on the profile of the fleet, it does not look like there are enough scrapping candidates to offset the deliveries and quickly support the rates.

Yüksek ham petrol üretimi nakliye gerektirmeye devam edece¤inden ve yüksek petrol stoklar›yla ilgili yetersizlikler sürece¤inden, 2016 y›l›nda güçlü pazar›n devam›n› öngörüyoruz. Teslimler giderek artan biçimde tonaj arz›n› etkiledikçe ve petrol stoklar› düfltükçe, bu y›ldan sonra daha zay›f navlun ücretleri tahmin ediyoruz. Filo profiline bak›ld›¤›nda, teslimleri dengelemeye ve fiyatlar› h›zla desteklemeye yetecek kadar hurda aday› varm›fl gibi görünmüyor.

Source // Kaynak: POTEN & PARTNERS

MARINE&COMMERCE OCAK 2016

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KB IR SI AE

H AN B E R L E R E W S

Ship Owners Send Distress Signal Armatörler S.O.S. Veriyor

ssociation of Turkish Coaster Ship Owners and Operators (KOSDER) conducted an assessment meeting under the title of “Decreasing the Operational Costs and Savings” to evaluate the risky decline in freight market. Increasingly continuing depression in freight market that was started with the economic crisis of 2008 and in consequence of this situation, the emergency of taking measures for reducing the ship operation costs, which is the major expenditure item of shipping companies, is discussed at the meeting. It is aimed to develop an action plan for taking appropriate austerity measures also for other items of the operation expenditures, including personnel expenses primarily. In the written statement issued after the meeting with the signature of Chairman Salih Zeki Çak›r on behalf of KOSDER, it is emphasized that the freight losses should not be considered as a problem of ship owners only. Besides, it is stated that the losses should be distributed rightfully and sustainably between all the stakeholders including administration, in order to provide a 20% saving on all the items. The statement continued as below: “Existing global

054

economic situation has brought the freights down to the level of historical rock bottom. As in all other industries, the most important goal also in marine industry is to generate profit, and grow together with the investments. When a business/investment is in a loss, the first measure taken by a foresighted businessman is to find an answer for the question of how to profit from the loss and to what extent. Depending on the success of these measures, other precautions comes to the fore such as downsizing, asset sales, new partners and scrapping the vessels or laid-up. Ship owners and operators are now busy with finding a solution to minimize the loss, and their only request from the productservice suppliers, whom they considered as their strategical partners, is to cut their profits at least until the freights reach to a reasonable level. Leading financial institutions anticipates that global economy will experience difficult times between 2016-2018 and as a result of this, the maritime companies would try to support their key elements, ship operators in a harder environment.” Çak›r touched upon the

MARINE&COMMERCE JANUARY 2016

avlun piyasas›ndaki tehlikeli düflüflü de¤erlendirmek üzere Koster Armatörleri ve ‹flletmecileri Derne¤i (KOSDER), “‹flletme Maliyetlerinin Düflürülmesi ve Tasarruf” konulu bir de¤erlendirme toplant›s› yapt›. Toplant›da 2008 y›l› ekonomik kriziyle bafllayan navlun piyasas›ndaki daralman›n artarak devam etmesi, bunun sonucunda denizcilik firmalar›n›n ana gider unsuru olan gemi iflletme maliyetlerini azalt›c› tedbirlerin acil flekilde gündeme geldi¤i ifade edildi. ‹flletme maliyetleri içerisinde öncelikli personel giderleri olmak üzere, di¤er kalemler için de uygun tasarruf tedbirleri üzerinde bir eylem plan› oluflturmak amaçland›. Toplant› sonras›nda KOSDER ad›na Yönetim Kurulu Baflkan› Salih Zeki Çak›r imzas›yla yap›lan yaz›l› aç›klamada, navlun zarar›n›n sadece gemi sahiplerinin sorunu olarak görülmemesi üzerinde duruldu. Ayr›ca bu zarar›n tüm kalemler üzerinden yüzde 20 tasarruf edilmesi için idare de dahil olmak üzere tüm paydafllar aras›nda adil ve sürdürülebilir bir flekilde paylafl›lmas›n›n gereklili¤i vurguland›. Aç›klama flöyle devam ediyordu; “Halihaz›rdaki küresel eko-

nomik durum tüm armatörlerin navlunlar›n› tarihi dip seviyelere çekmifltir. Her ticari kuruluflta oldu¤u gibi denizcilik iflletmelerinde de en önemli amaç kâr etmek ve yeni yat›r›mlarla büyümektir. Bir ifl/yat›r›m zarara gitti¤inde basiretli bir tüccar›n ilk tedbiri, zarardan nas›l ve ne ölçüde kâr edebilece¤ini araflt›rmak olur. Bu önlemlerin baflar›s› ölçüsünde de di¤er tedbirler olan küçülme, varl›k sat›fl›, ortaklar kabul etme veya gemileri s›cak/so¤uk devre d›fl›na alma yahut hurdaya verme gündeme gelir. Armatör ve iflletmeciler flu anda zarar› nas›l azaltacaklar› telafl›ndad›r ve stratejik ortaklar› olarak gördükleri mal- hizmet tedarikçilerinden bu dönemde tek ricalar› kârlar›ndan hiç olmazsa navlunlar tekrar makul seviyelere ç›kana kadar feragat etmeleridir. Önde gelen finans kurulufllar› taraf›ndan 2016-2018 y›llar› aras›nda dünya ekonomisini daha zor günlerin bekledi¤i ve bunun sonucunda denizcilik firmalar›n›n ana unsuru olan gemi iflletmelerini daha zorlu bir ortamda ayakta tutmaya çal›flmalar› beklenmektedir.” Yaflanacak bu süreç içerisinde baflta kosterler olmak üzere

importance of below 9 issues that should be taken into consideretion in order to ensure that the Turkish-owned merchant marine fleet and the coasters in particular, may overcome the crisis successfully; • To decrease the lubricant costs that remained same as before despite the declining oil prices, • To provide recovery in insurance premiums, • To decrease the taxes, duties, charges levied on SCT excluded bunker, • For a period of two years, to cancel out the SGK burden related with the crew working in Turkish flagged vessels, • To provide discounts off the material, shipchandling and repair-maintenance services, • To provide that the Turkish banks giving credit for Turkish

B r a k e s F re n l e r

vessels, defer the credit capital and interests at least for the one year ahead. • Again, during this critical one year period, to provide the suspension of the administration’s practice in the direction of 48 hours transit time during the passages from Turkish straights, and to cancel out the expenses such as light house, coastal health for the ships to be laid-up, • To set a 1 USD premium for the exporters or importers when they prefer Turkish flagged vessels for their export and import cargoes. • For the two years ahead, to revoke the penalties under any name inflicted by Ministry of Transport, Maritime Affairs and Communication and also by other Ministries.

Türk sahipli deniz ticaret filosunun kriz ortam›ndan en az hasarla ç›kabilmesi için 9 konunun önemine de¤inen Çak›r bunlar›; • Düflen yak›t fiyatlar›na ra¤men düflmeyen ya¤ maliyetlerinin azalt›lmas›, • Sigorta primlerinde iyileflmelerin sa¤lanmas›, • ÖTV’siz yak›ttan al›nan vergi, resim ve harçlar›n düflürülmesi, • Türk bayrakl› gemilerde çal›flan personelin SGK yükünün iki y›l süreyle s›f›rlanmas›, • Malzeme, kumanya, tamirbak›m hizmetlerinden indirimler sa¤lanmas›, • Türk gemilerine kredi veren yerli bankalar›m›z›n hiç de¤ilse önümüzdeki 1 y›l için kredi anapara ve faizlerinin

ertelenmesinin sa¤lanmas›,

• Türk bo¤azlardan transit geçifllerde 48 saat transit süresinin yine bu 1 senelik kritik dönemde idare taraf›ndan uygulanmas›n›n ertelenmesi, s›cak/so¤uk devre d›fl› (laid-up) b›rak›lacak gemilerden fener, sahil s›hhiye gibi herhangi bir masraf al›nmamas›, • Tüm ithal ve ihraç yüklerinde ithalatç› veya ihracatç›ya 1 Amerikan Dolar› Türk bayrakl› gemi tercih primi verilmesi, • Ulaflt›rma Denizcilik ve Haberleflme Bakanl›¤› ve di¤er bakanl›klar taraf›ndan muhtelif isimlerde kesilen cezalar›n önümüzdeki 2 sene için toptan kald›r›lmas› olarak s›ral›yor.

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Electrifying container cranes

Çevreci ve tasarruflu çözümler

Konteyner vinçlerinin elektrik ile çal›flfltt›r›lmas›

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MARINE&COMMERCE OCAK 2016

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KB IR SI AE

H AN B E R L E R E W S

Turkey’s First Offshore Wind Farm Project Starts in 2016 Türkiye’nin ‹lk Deniz Üstü Rüzgar Gülü Çiftli¤i Projesi 2016’da Bafll›yor

t is announced that the first Offshore Wind Farm Project of Turkey will be started in 2016 and completed in 2025. It is expected that the project will meet 40% of Turkey’s total energy requirement. Antalya International University (UAÜ) hosted an assessment meeting for the Standards of Turkey’s first Off-Shore Wind Farm. Top representatives from Turkey’s Ministry of Energy and Natural Resources, the Turkish Standards Institute, the United Kingdom Trade and Investment Department, the Embassy of the United Kingdom; faculty members from the Middle East Technical University (METU) and Istanbul Technical University (ITU), and company managers participated in the meeting. It is pointed out that Turkey have the potential for nearly 40 gigawatts of eco-friendly wind energy that is currently untapped. Following the first stage of the project that will take two years to complete, organizations are expected to bid for a project to build 800 megawatts of three offshore wind farm basing on a separate research project on the potential for the Turkish coastline. In his speech at the meeting, Kamran Khalid Ghouri, Technical Coordinator of the Offshore Wind Farms Standards of Turkey said that Turkey would successfully complete the project by using aviation methods as well as working with experienced partners such as the United Kingdom and

056

olan projede sonras›nda Türkiye’nin sahil fleridi hakk›nda ayr›nt›l› bir araflt›rma yap›lacak ve ihaleyi alan kurulufllar 800 MW’l›k üç adet deniz üstü rüzgar çiftli¤i infla edecek.

Scandinavian countries. Ghouri predicted that the project would begin in 2016, and added, “We anticipate that the project will be completed in 2025. After this, the entire Antalya region will be able to supply its own energy needs. Furthermore, it will create jobs for more than 6 thousand people in the industrial sector. This will thus affect Turkey’s GDP. Universities such as AIU, METU, and ITU will be actively engaged in the goal of helping to solve important problems such as seismic loads and floating foundations. This project will trigger other projects like generating electricity through solar energy. As regards to energy produced by wind action, the southern regions will be able to produce all of their own energy needs.” It is anticipated that the cost of the project will be around EUR 2 billion.

MARINE&COMMERCE JANUARY 2016

ürkiye’nin ilk Deniz Üstü Rüzgar Çiftli¤i projesinin 2016 y›l›nda bafllay›p, 2025 y›l›nda tamamlanaca¤› bildirildi. Proje sayesinde Türkiye’nin enerji ihtiyac›n›n yüzde 40’›n›n karfl›lanmas› bekleniyor. Uluslararas› Antalya Üniversitesi (UAÜ), geçti¤imiz günlerde Türkiye’nin ilk Deniz Üstü Rüzgar Çiftli¤i Standartlar›’na iliflkin de¤erlendirme toplant›s›na ev sahipli¤i yapt›. Toplant›ya, Türkiye Enerji Bakanl›¤› yetkilileri, Türk Standartlar› Enstitüsü ve Birleflik Krall›k Ticaret ve Yat›r›m Bölümü’nden üst düzey yetkililer, Birleflik Krall›k Büyükelçili¤i’nden görevliler, ODTÜ ve ‹TÜ’den ö¤retim görevlileri ile flirketlerden yöneticiler kat›ld›. Toplant›da, Türkiye’nin henüz kullan›lmam›fl 40 GW’a yak›n çevre dostu rüzgar enerjisi potansiyeline sahip oldu¤una dikkat çekildi. ‹lk aflamas› yaklafl›k iki y›l sürecek

Toplant›da konuflan Türkiye Deniz Üstü Rüzgar Çiftlikleri Teknik Standartlar› Koordinatörü Kamran Khalid Ghouri, Türkiye’nin havac›l›k yöntemlerini kullanarak, Birleflik Krall›k ile ‹skandinav ülkelerinden deneyimli ortaklarla yap›lacak iflbirli¤i sayesinde, projeyi baflar›yla tamamlayaca¤›n› söyledi. Projenin 2016 y›l›nda bafllamas›n› öngördüklerini kaydeden Ghouri,” Projenin, 2025’te tamamlanmas›n› bekliyoruz. Bu sürecin sonunda bütün Antalya bölgesi elektrik enerjisi ihtiyac›n› karfl›lama konusunda kendi kendine yeter bir duruma gelecek. Üstelik, 6 binden fazla kifliye de endüstri alan›nda istihdam sa¤lanacak. Böylece, Türkiye’nin Gayri Safi Milli Has›las› da de¤iflecek. UAÜ, ODTÜ ve ‹TÜ gibi üniversiteler de, deprem yükü ve yüzer temel tabanlar› gibi ciddi sorunlar›n çözümünde destek vermek amac›yla projeye dahil olacak. Proje, günefl enerjisinden elektrik üretimi gibi baflka projeleri de tetikleyecek. Rüzgar gücüyle üretilecek enerji sayesinde ise güney bölgesisinin tamam›, elektrik üretimi bak›m›ndan tamamen kendi kendine yeter bir duruma gelecek” diye konufltu. Projenin 2 milyar euro’ya malolmas› bekleniyor.

Cemre Signs Another Contract With Havyard Group Cemre Havyard Grup’la Bir Anlaflma Daha Yapt›

emre Tersanesi Danimarka firmas› Esvagt ile Havyard 831 SOV Rüzgar Tarlas› Destek Gemisi yeni infla sözleflmesini imzalad›. Cemre, Havyard 831 SOV projesini 2017 y›l›n›n ikinci yar›s›nda teslim edecek. 2005 y›l›ndan beri Havyard Grup’la yak›n iliflkisi olan tersane, bugüne kadar Havyard’a 35 gemi teslim etti. Bu proje içinse Grup’tan tasar›m ve ekipman hizmeti alacak. Gemi; 58.5 m uzunlu¤a, 16.6 m geniflli¤e ve gelifltirilmifl Havyard & Solution dizayn›na

emre Shipyard has signed contract with ESVAGT for delivery of Havyard 831 SOV Windfarm Support Vessel. NB48 Havyard 831 SOV would be delivered and commence service in the second half of 2017. Cemre Shipyard has close cooperation with Havyard Group AS since 2005. Cemre has delivered 35 vessels to Havyard up to now. Havyard will provide the design and equipment package to Cemre Shipyard on this project. Main size properties of the project design which have been developed by Havyard Design & Solution are 58.5 m Lenght, 16.6 m Breadth. The vessel has 12 knots speed and the capacity of 36 persons.

sahip. 12 knot h›za sahip gemi 36 kifli kapasiteli.

10 Y›ll›k Gemi Sözleflmesi MHI Vestas Offshore Wind aç›k deniz rüzgar enerjisi maliyetlerini afla¤› çekme çal›flmalar›n›n bir parças› olarak amaca uygun infla edilecek aç›kdeniz hizmet gemisi (SOV) için Esvagt ile 10 y›ll›k sözleflme imzalad›. Gemi Belçika k›y›lar›ndan 50 kilometreye kadar aç›klardaki projelerde iki hafta süreyle denizde kalabilecek teknisyenlerin çal›flmalar›na destek verecek.

10 Year Vessel Contract As part of an ongoing focus on reducing the cost of offshore wind energy, MHI Vestas Offshore Wind has signed a 10 year contract with leading offshore operator Esvagt, for a purpose built service vessel to support technicians working on projects located up to 50 km from the Belgian coast. Due to the distance from shore, the technicians will work and live on the vessel for two week periods, the vessel will also function as a floating warehouse, storing spare parts and tools for servicing wind turbines offshore. Use of the service vessel cuts out the long daily sailing journey from the coast, less time in transition means more focus on ensuring maximum availability of the wind turbines. MARINE&COMMERCE OCAK 2016

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KB IR SI AE

H AN B E R L E R E W S

Full Support For Marina Investments Yat Liman› Yat›r›mlar›na Tam Destek

inistry of Transport, Maritime Affairs and Communication gives full support for the acceleration of marina projects. Following the Bayrakl› Marina plannned to be built in the Gulf of ‹zmir; also, the master plan of Yeniflakran Marina in Alia¤a is published by the Ministry of Environment and Urbanization. President of ‹zmir Branch of ‹MEAK Chamber of Shipping, Yusuf Öztürk said: “Tourist coming to our country on yacht, spends currency 30 times more than a cruise passenger. And nearly all the marinas in our region work with a 110% capacity. We have to improve our berthing space capacity in order to receive further income through sea tourism. In the Aegean Region, we are in need of new marina investigations with specific features and appealing to different customer groups.”

“We Are Behind Our Competitors In The Mediterranean” Emphasizing that the sea tourism has a wide range from cruise to diving, wind surf to yachting, Öztürk said: “We have to improve all kinds of sea tourism instead of focusing on its one side only. Yachting is a kind of tourism where we have competitive advantage in Aegean and Mediterranean regions. Yacht tourism

Yusuf Öztürk

058

develops rapidly across the world. Turkey should receive her share from this market that grows 8 percent annually. In our country, blue voyage accesses to 300 thousand tourists every year with around 3,000 charters and 30,000 beds space; daily yacht tours reaches to 1.5 million tourists every year with 1,500 boats. Our marina sector contains 56 marinas and 21,617 berthing spaces and slipway zones. However, we are failing to make use of our geographical advantage duly when compared to our competitors, the countries bordering the Mediterranean being in the first place. We are ranked fifth after France, Italy, Spain and Croatia. We would be ranked fourth after the Spain even if we can reach to the target of 50 thousand berthing spaces planned for 2023.”

laflt›rma, Denizcilik ve Haberleflme Bakanl›¤› yat liman› projelerinin h›zland›r›lmas›na tam destek veriyor. ‹zmir Körfezi’nde yap›m› planlanan Bayrakl› Yat Liman›’n›n ard›ndan Alia¤a’daki Yeniflakran Yat Liman›’n›n imar plan› da Çevre ve fiehircilik Bakanl›¤›’nda ask›ya ç›kar›ld›. ‹MEAK Deniz Ticaret Odas› ‹zmir fiubesi Yönetim Kurulu Baflkan› Yusuf Öztürk, “Yatla ülkemize gelen turist, bir kruvaziyer yolcusundan 30 kat fazla döviz b›rak›yor. Üstelik bölgemizdeki yat limanlar›n›n tamam›na yak›n› yüzde 110 kapasite ile çal›fl›yor. Deniz turizminden daha fazla gelir elde etmek için, ülkemizin yat ba¤lama kapasitesini art›rmal›y›z. Ege k›y›lar›nda kendine has özelli¤e sahip olan ve farkl› müflteri gruplar›na hitap eden yeni yat liman› yat›r›mlar›na ihtiyac›m›z var” dedi.

“‹zmir Should Look After The Investments”

“Akdeniz’de Rakiplerin Gerisindeyiz”

Pointing out that the yacht traffic will be tripled within 20

Deniz turizminin kruvaziyerden dal›fla, rüzgar sörfünden yatç›-

MARINE&COMMERCE JANUARY 2016

l›¤a kadar çok genifl yelpazeye sahip oldu¤unu vurgulayan Öztürk, “Sadece bir alana ba¤l› kalmak yerine, deniz turizminin her türünü gelifltirmek zorunday›z. Yatç›l›k, Ege ve Akdeniz bölgelerimizde rekabetçi üstünlü¤e sahip oldu¤umuz turizm çeflidinin bafl›nda geliyor. Yat turizmi dünyada çok h›zl› büyüyor. Her y›l yüzde 8 büyüyen bu pazardan Türkiye de pay›n› almal›. Ülkemizde mavi tur, y›ll›k 3 bin dolay›nda charter seferi, 30 bin yatak kapasitesi ve 300 bin turiste; günlük yat turlar› da 1,500 tekne ile y›lda 1.5 milyon turiste ulafl›yor. Marina sektörümüz ise 56 marina, 21 bin 617 ba¤lama ve çekek yeri kapasitesine sahip. Ancak Akdeniz’e k›y›s› olan ülkeler baflta olmak üzere rakiplerimize göre co¤rafi avantaj›m›z› gerekti¤i gibi de¤erlendiremiyoruz. Fransa, ‹talya, ‹spanya ve H›rvatistan’›n ard›ndan 5. s›raday›z. 2023 y›l› için planlanan 50 bin yat ba¤lama kapasitesine ulaflsak bile, ‹spanya’n›n ard›ndan 4. s›raya yükselebilece¤iz” diye konufltu.

years; Öztürk said that every new marina to be built in Aegean coast would trigger the growth of demand. After emphasizing that attaining the goals is possible only by providing enough berthing capacity on due time Öztürk said: “Within our responsibility area reaching to Didim from Ayval›k, there are 8 marinas with 3 thousand berthing capacity on sea. Marinas fail to satisfy the demand in our region and most of them works with 110 percent occupancy rate. Increasing the berthing space capacity would also increase the share we receive from Mediterranean basin. It is estimated that 30 thousand berthing space capacity will be achieved until 2020 together with the marinas under

construction currently and the ones in the bidding phase. Yeniflakran, Karaburun, Yeni Foça, ‹nciralt›, Bayrakl›, Çeflmealt›, Çeflme fiifne, Seferihisar Ürkmez marina projects are planned for ‹zmir region and they will significantly increase the potential for yacht tourism in the region. As Izmir, we have to look after the marina investments if we want to develop our region and country through tourism. We have a long way to go in this field. Especially, new marinas to be built in the Gulf of ‹zmir will give a brand new outlook to our beautiful city. Besides, we need boat parks and berthing spaces like the ones in Istanbul that will trigger the small boat demand, boat sales and new buildings.”

“‹zmir Yat›r›mlara Sahip Ç›kmal›” Yat trafi¤inin 20 y›l içinde 3 kat›na ç›kmas›n›n beklendi¤ini ifade eden Öztürk, Ege k›y›lar›nda yap›lacak her yeni yat liman›n›n talep art›fl›n› tetikleyece¤ini söyledi. Hedeflere ulaflman›n, yeterli yat ba¤lama kapasitesinin zaman›nda arz›yla mümkün olabilece¤ine dikkat çeken Öztürk, “Ayval›k’tan Didim’e uzanan sorumluluk saham›zda 3 bin denizde ba¤lama kapasitesine sahip 8 yat liman› bulunuyor. Bölgemizde yat limanlar› yetersiz kal›yor ve birço¤u yüzde 110 dolulukla faaliyet gösteriyor. Ba¤lama say›s›n›n art›r›lmas›, Akdeniz çana¤›ndan ald›¤›m›z pay› art›racakt›r. Halen inflas› devam eden ve ihaleye haz›rlanan yat limanlar› ile birlikte 2020 y›l›na

kadar 30 bin ba¤lama kapasitesine ulafl›laca¤› tahmin ediliyor. Yeniflakran, Karaburun, Yeni Foça, ‹nciralt›, Bayrakl›, Çeflmealt›, Çeflme fiifne, Seferihisar Ürkmez marina projeleri ‹zmir bölgesi içinde planlanm›fl olup, bu projeler bölgedeki yat turizmi potansiyelini önemli ölçüde art›racakt›r. Turizm ile ülkemizi ve bölgemizi kalk›nd›rmay› istiyorsak, ‹zmir olarak yat liman› yat›r›mlar›na sahip ç›kmal›y›z. Bu alanda gidecek çok yolumuz var. Özellikle ‹zmir Körfezi içinde yap›lacak yeni yat limanlar›, güzel flehrimize yepyeni bir görünüm kazand›racakt›r. Ayr›ca bölgemizde küçük tekne talebiyle tekne sat›fl› ve imalat›n› tetikleyecek, ‹stanbul’daki gibi tekne ba¤lama yerlerine ve tekne parklara ihtiyaç duyuyoruz” dedi.

Subscription form // Abone formu Name, Surname // Ad›, Soyad› : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Title // Ünvan› : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Company // Firma : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Address // Adres : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ............................................................... ............................................................... Post/Zip Code // Posta Kodu: . . . . . . . . . . . . . City // fiehir : . . . . . . . . . . . . . . . . . Country // Ülke : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Vergi Dairesi ve No. : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Phone // Tel : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Fax // Faks : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . E-mail // E-posta : . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Please transfer the annual subscription fee (EURO 250 for abroad or TL 200 for Turkey to the account below) to the account TR74 0006 2000 4010 0009 0964 69 at Garanti Bank Levent Branch, the beneficiary name: Dildar Tanitim Halkla Iliskiler ve Turizm Ltd. Sti. and send this form as well as the transaction receipt. Y›ll›k abonelik ücreti olan 200 TL’nin Garanti Bankas› Levent fiubesi IBAN TR83 0006 2000 4010 0006 2008 57 numaral› flirketimize ait hesaba yat›r›lmas›n› ve makbuz kopyas›n›n bu formla birlikte taraf›m›za ulaflt›r›lmas›n› rica ederiz.

Dildar Public Relations Co. Ltd. // Dildar Tan›t›m Halkla ‹liflkiler ve Turizm Ltd. fiti. Sinanpafla Mah. Akmaz Çeflme Sokak No:15/14 Befliktafl 34353 ‹STANBUL-TÜRK‹YE Tel: +90 212 259 70 10 (pbx) E-mail: info@marineandcommerce.com

MARINE&COMMERCE OCAK 2016

059

SECOND HAND SHIP SALES ‹K‹NC‹ EL GEM‹ SATIfiLARI

Vessel Name // Gemi Ad›

Type // Tipi

DWT

Built // ‹nfla

USD

Buyer // Al›c›

Carbonian Frontier

tanker

2,114

2012 Japan

6,000,000

Korea

Sinar Tokyo

tanker

2,949

2004 Japan

4,500,000

Indonesia

Samskip Hoffell

cont

5,580

1999 China

1,650,000

Iceland

Chulan 1

tanker

7,299

2011 Malaysia

5,700,000

Malaysia @

Chulan 2

tanker

7,299

2011 Malaysia

5,700,000

Malaysia @

Chulan 3

tanker

7,299

2011 Malaysia

5,700,000

Malaysia @

Atlantic Carrier

bulk

7,644

2001 Poland

2,200,000

German Bank deal

Bon Han

tanker

8,299

1983 Japan

1,700,000

Taiwan

Alheera

tanker

10,018

2001 Turkey

5,600,000

F. East

Shun Cheng

cont

10,094

1998 Germany

1,400,000

China Auction

Hanse Reliance

cont

11,809

2006 China

4,250,000

Undisclosed

Nordic Philip

cont

13,031

2010 China

11,000,000

China @

Nordic Stani

cont

13,200

2010 China

11,000,000

China @

Songa Hawk

tanker

13,265

2009 Korea

12,800,000

Korea

Lodestar Grace

tanker

14,298

2002 Japan

11,000,000

Singapore St. Steel tanks

Kenza

tanker

16,000

2001 Japan

8,500,000

Mar Adriana

tanker

18,736

2002 Spain

10,000,000

Undisclosed

Sichem Contester

tanker

19,822

2007 Japan

22,000,000

Norway St. Steel in 5 yrs TC

Island Mariner

bulk

29,501

1998 China

2,850,000

M. East

Kalliroi K

bulk

31,838

2002 Japan

6,000,000

Greece Auction

Laura Bulker

bulk

31,890

2008 Japan

7,500,000

Turkey

Korea

Richard Maersk

tanker

35,000

2001 China

11,750,000

F. East

Cielo di Salerno

tanker

36,031

2002 Korea

13,000,000

Undisclosed inc 3 yrs TC

Alpine Hibiscus

tanker

37,000

2010 Korea

24,500,000

Undisclosed

Ocean Jewel

bulk

37,186

2012 Korea

8,900,000

Carla Maersk

tanker

44,999

1999 Korea

12,000,000

F. East

TRF Oslo

tanker

45,500

2014 Japan

15,000,000

Undisclosed

Joost Schulte

bulk

45,874

1997 Japan

2,200,000

Turkey

Stove Transport

bulk

46,223

1998 Japan

3,500,000

Undisclosed

Celeste

bulk

46,667

1999 Japan

3,800,000

Greece

Savannah

tanker

47,172

1996 Japan

8,300,000

M. East

Gener8 Consul

tanker

47,700

2004 Croatia

17,500,000

Challenge Passage

tanker

48,658

2005 Japan

19,000,000

CPO Japan

tanker

51,747

2009 Korea

2,850,000

Greece @

CPO Korea

tanker

51,747

2009 Korea

27,500,000

Greece @

Furness Karumba

bulk

52,551

2001 Japan

Capital

bulk

55,340

2013 Vietnam

10,000,000

Undisclosed @

Sharp

bulk

55,340

2013 Vietnam

10,000,000

Undisclosed @

World

bulk

55,340

2013 Vietnam

10,000,000

Undisclosed @

Secret

bulk

55,395

2013 Vietnam

10,000,000

Undisclosed @

060 MARINE&COMMERCE JANUARY 2016

4,250,000

Undisclosed Norway

Greece

SECOND HAND SHIP SALES ‹K‹NC‹ EL GEM‹ SATIfiLARI

Vessel Name // Gemi Ad›

Type // Tipi

DWT

Built // ‹nfla

USD

Buyer // Al›c›

Falcon Trader I

bulk

55,500

2006 Japan

6,400,000

Greece

Selecta

bulk

56,000

2011 China

9,000,000

Greece @

Sandra

bulk

58,110

2012 China

9,000,000

Greece @

GMT Phoenix

bulk

56,763

2012 China

7,900,000

F. East

Kesari Prem

bulk

69,186

1997 Japan

2,900,000

Undisclosed

Deep Seas

bulk

72,891

1999 Korea

2,900,000

China

Sri Prem Aparna

bulk

73,461

2001 Japan

4,500,000

Undisclosed

He Ming

bulk

73,541

2012 China

10,000,000

China

Eternity Island

bulk

81,404

2012 Korea

13,500,000

Greece

Canon Trader

bulk

82,000

2012 China

14,500,000

S. America

Ikan Kurau

bulk

88,266

2006 Japan

12,300,000

Greece

CMA CGM Otello

cont

101,500

2005 Korea

50,000,000

Undisclosed in BB charter

Petrokrepost

tanker

105,657

1999 Korea

15,000,000

Norway

Silia T.

tanker

164,286

2002 Korea

30,000,000

Norway inc TC

Koryu

bulk

172,000

2000 Japan

6,000,000

Undisclosed

Cape Century

bulk

172,638

2001 Japan

6,500,000

Turkey

Bulk Peace

bulk

175,858

2010 China

20,400,000

Europe

Nord Power

bulk

176,346

2005 Japan

12,000,000

Undisclosed

Faustina

bulk

177,775

2010 Korea

19,000,000

Geece

Bruno Marks

bulk

180,000

2016 Korea

37,000,000

Greece @

Jenmark

bulk

180,000

2016 Korea

37,000,000

Greece @

SBI Camacho

bulk

180,000

2015 Korea

33,000,000

Greece @

SBI Magnum

bulk

180,000

2015 Korea

33,000,000

Greece @

SBI Montesino

bulk

180,000

2015 Korea

33,000,000

Greece @

Star Areies

bulk

180,000

2016 Korea

37,000,000

Greece @

Star Taurus

bulk

180,000

2016 Korea

37,000,000

Greece @

SBI Behike

bulk

180,000

2016 Korea

34,000,000

Norway @

SBI Monterry

bulk

180,000

2016 Korea

34,000,000

Norway @

Red Ivy

bulk

180,600

2016 Japan

37,000,000

F. East

Megalodon

bulk

182,503

2016 Japan

37,000,000

F. East

Famenne

tanker

298,530

2001 Japan

38,400,000

Undisclosed

Plata Pioneer

tanker

300,144

1999 Japan

35,000,000

Undisclosed @

Plata Sunrise

tanker

302,193

1999 Japan

35,000,000

Undisclosed @

Ore Shandong

bulk

400,000

2012 China

106,000,000

China @

Ore Hebei

bulk

400,535

2012 China

106,000,000

China @

Ore China

bulk

400,606

2011 China

105,000,000

China @

Ore Dongjiakou

bulk

400,606

2012 China

106,000,000

China @

MARINE&COMMERCE OCAK 2016

061

SECOND HAND SHIP SALES ‹K‹NC‹ EL GEM‹ SATIfiLARI NEWBUILDING CONTRACTS - YEN‹ ‹NfiA SÖZLEfiMELER‹ Yard // Tersane

Type // Tipi

Size (units) // Boyut (adet) Delivery // Teslimat

USD

Buyer // Al›c›

Chengxi

bitumen

7,800 dwt (x2)

2017

20,000,000

Kumiai Senpaku

HHI

gas

84,000 cbm

2017

77,000,000

KSS Line

Jiangnan

gas

22,000 cbm (x2)

2017

41,000,000

Petredec

CIC Jiangsu

tanker

150,000 dwt

2018

60,000,000

Trade & Transport

CIC Jiangsu

tanker

115,000 dwt

2018

50,000,000

Trade & Transport

Daehan

tanker

114,000 dwt (x2)

2017

55,000,000

Ship Finance Int.

DEMOLITION SALES - HURDA SATIfiLARI Vessel Name // Gemi Ad› Type // Tipi

DWT

Built // ‹nfla

USD/LDT

LDT

Buyer // Al›c›

African 4

bulk

23,442

1978

275

6,979

Alpha Friendship

bulk

161,524

1996

280

19,525

India Bangladesh

Atlantic

bulk

73,565

1996

285

10,437

India

Atlantis

bulk

38,023

1983

284

9,219

India

Berge Matterhorn

bulk

170,000

1996

263

20,884

Bangladesh

Cape Canada

bulk

171,978

1996

287

20,884

India

Cape Olive

bulk

169,962

1996

284

21,750

India

Captain Evangelos N.M.

bulk

71,685

1997

262

9,039

India

Consul Poppe

bulk

68,591

1995

280

9,800

India

Dona Maria

bulk

27,995

1983

278

8,082

India

Drin

bulk

73,087

1996

281

10,741

India

Everglory

bulk

69,355

1988

278

9,971

Bangladesh

Fortune Star

bulk

16,312

1980

231

4,251

Bangladesh

Hanjin New Orleans

bulk

70,338

1994

275

9,997

Bangladesh

Hui Hong II

bulk

70,521

1998

295

9,027

India

KG Barito

bulk

73,008

1996

255

12,415

Bangladesh

King David

bulk

178,633

1998

280

21,558

India

Mighty Christos

bulk

71,862

1997

256

9,789

Mineral Water

bulk

170,201

1999

270

20,297

Ore Timbopeba

bulk

200,692

1986

267

23,903

Riruccia

bulk

74,002

1997

283

9,733

Bangladesh

Samjohn Light

bulk

71,756

1994

281

9,970

India

Sanshu Maru

bulk

88,495

1991

230

11,000

India

Sea Fortune

bulk

74,012

1996

285

10,526

India

Pakistan As is Singapore As is Singapore

Silver Master

bulk

158,387

1996

290

18,940

Bangladesh

Taroko

bulk

122,792

1996

270

16,516

India

Toledo

bulk

19,509

1978

276

5,107

India

Zena A

bulk

42,975

1994

289

8,019

Apl Malaysia

cont

66,910

2000

317

20,058

India Bangladesh

Federal

cont

61,152

1994

328

22,003

India inc bunkers

Singapore

cont

67,476

1997

265

24,218

As is Philippines

Marine Reliance

roro

11,676

1987

283

9,612

Nanhai Kai Tuo

tanker

152,406

1970

361

30,764

Bangladesh

Vista I

tanker

67,980

1984

290

16,500

Pakistan

@: enbloc

Subcontinent options

All information is given in good faith but without guarantee. // Bilgilerin do¤rulu¤u için maksimum çaba harcanm›flt›r, ancak garanti edilemez. Source // Kaynak: Alpina Denizcilik 01.2016

062 MARINE&COMMERCE JANUARY 2016

MARITIME EVENTS DEN‹ZC‹L‹K ETK‹NL‹KLER‹ Date 24-25.02.2016

Event

Website

Istanbul, Turkey

www.smm-istanbul.com

15 Annual German Ship Finance Forum

Hamburg, Germany

www.marinemoney.com

7th Intermodal Asia 2016

Melbourne, Australia

www.transportevents.com

6 Mare Forum ‹stanbul

Istanbul, Turkey

http://mareforum.com

09-12.03.2016

MTB Marine Americas

Mexico

www.coplandevents.com

14-17.03.2016

The Cruise Industry’s Premier Global Event

Fort Lauderdale, USA

www.cruiseshippingevents.com

Ocean Business 2016

Southampton, UK

www.oceanbusiness.com

25.02.2016 25-26.02.2016 09.03.2016

01.04.2016

SMM Istanbul

Place

07-08.04.2016

15 Intermodal Africa 2016

Accra, Ghana

www.transportevents.com

12-14.04.2016

European Offshore Energy 2016

Birmingham, UK

www.europeanoffshoreenergy-expo.com

13-16.04.2016

MTB Marine Asia

Singapore

www.coplandevents.com

27-28.04.2016

4th MED Ports 2016

Tanger, Morocco

www.transportevents.com

10-13.05.2016

MTB Shipyards

Abu Dhabi, UAE

www.coplandevents.com

11-13.05.2016

China International Marina, Port & Shipbuilding Fair

Nanjing, China

www.cimps-europort.com

23-26.05.2016

AWEA Offshore Windpower 2016 Conference & Exhibition

New Orleans, USA

www.awea.org

23-27.05.2016

Tugnology 2016

Boston, USA

www.tugandsalvage.com

24-27.05.2016

INTERTANKO 2016 Annual Tanker Event

Singapore

www.intertanko.com

26-27.05.2016

5 Black Sea Ports and Shipping 2016

Constanta, Romania

www.transportevents.com

06-10.06.2016

Posidonia 2016

Athens, Greece

www.posidonia-events.com

14-16.06.2016

TOC Europe

Hamburg, Germany

www.tocevents-europe.com

15-18.06.2016

MTB Superyachts

Tenerife, Spain

www.coplandevents.com

21-22.06.2016

RenewableUK Global Offshore Wind 2016

Manchester, UK

www.renewableuk.com

21-23.06.2016

Marine Maintenance World Expo 2016

Amsterdam, The Netherlands

www.marinemaintenanceworldexpo.com

14-15.07.2016

14 ASEAN Ports and Shipping 2016

Bangkok, Thailand

www.transportevents.com

06-09.09.2016

27th SMM Hamburg

Hamburg, Germany

www.hamburg-messe.de/smm

19-21.09.2016

Marintec South America

Rio de Janeiro, Brazil

http://marintecsa.com.br

22-23.09.2016

11th Southern Asia Ports, Logistics & Shipping 2016

Colombo, Sri Lanka

www.transportevents.com

25-26.10.2016

Offshore Energy 2016

Amsterdam, The Netherlands

http://offshore-energy.biz

12 Trans Middle East 2016

Jeddah, Saudi Arabia

www.transportevents.com

31.10-01.11.2016

ISSA Conference

Dubai, UAE

http://shipsupply.org

31.10-02.11.2016

SMEM Seatrade Middle East Maritime 2016

Dubai, UAE

www.seatrade-middleeast.com

BIMCO Annual Conference and Awards Dinner

Shanghai, China

www.bimco.org

16 Intermodal Africa 2016

Mombasa, Kenya

www.transportevents.com

29.11-01.12.2016

Seaworrk Asia 2016

Shangai, China

www.seaworkasia.com

30.05-02.06.2017

Nor Shipping 2017

Oslo, Norway

www.nor-shipping.com

29-31.03.2017

Maritime Vietnam

Ho Chi Minh, Vietnam

www.maritimeshows.com/vietnam

20-23.06.2017

Brasil Offshore

Rio de Janeiro, Brazil

www.brasiloffshore.com

06-07.07.2017

15th ASEAN Ports and Shipping 2017

Yangon, Myanmar

www.transportevents.com

26-27.10.2016

09.11.2016 24-25.11.2016

064 MARINE&COMMERCE JANUARY 2016