Shipgaz 5/10 by Henrik Bergqvist

Price EUR 12 No 5 â&#x20AC;&#x201C; October 15, 2010 www.shipgaz.com

Focus on function A new way of thinking is being introduced on the bridges of Carnival Corporationâ&#x20AC;&#x2122;s cruise vessels. The new bridge organisation focuses on functions rather than ranks.

Name and shame in new regime

From Soviet to the Swedish navy

The EU has decided to make poor performers in port state controls visible to the public. An online register will put the spotlight on them.

In the West some thought Soviet research vessels were built for collecting intelligence. Now one of them supports Swedish naval units.

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Bridge management:

Focus on function A new way of thinking is being introduced on the bridges of Carnival Corporation’s

cruise vessels. The new bridge organisation focuses on functions rather than ranks.

Name and shame in new regime

The EU has decided to make poor performers in port state controls visible to the public. An online register will put the spotlight on them.

From Soviet to the Swedish navy

In the West some thought

Soviet research vessels were built for collecting intelligence. Now one of them supports Swedish naval units.

by Stockholm Repairyard

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4 SHIPGAZ NO 5 2010

Intro Refit of the world fleet

FEATURE

WELCOME After having spent a week with many Norwegian shipping companies, there is one topic that drowns out all others: LNG propulsion. The engine manufacturers urge the shipowners to queue up now, so as not to be left behind when stricter emission regulations come in full force.

Another queue will be growing fast the next few years, and that is the one to fitting the ships of the world fleet with ballast water treatment equipment. The mind boggles at the numbers – according to the International Chamber of Shipping up to 50,000 ships are directly affected by the coming convention on ballast water treatment. Read about it on page 16.

»There is one topic that drowns out all others: LNG propulsion«

We went to the Netherlands to check out a revolutionizing concept of cruise bridge management, where they more or less throw rank overboard. Read the feature on CSMART and the benefits of putting the Captain in the back row. Anyone who is considering to build a ship in Russia should check out the article on the two Scandinavian shipowners who are stuck in legal disputes with Russian yards. In the technology column of this issue, our columnist looks at what lack of competition can do to the development of ship engines. He finds it hard to see any significant development on the engines themselves over the last couple of decades. We also had an ear at the MEPC, we look at how naming and shaming will work, follow the long journey of a Soviet research ship to the Swedish Navy and much more.

ASSISTANT EDITOR-IN-CHIEF Anna Lundberg anna.lundberg@shipgaz.com

NEWCOMER CT Offshore came up with an unusual solution to the well-known problem of how to get at new ship as soon as the idea emerges. PAGE 23

PORTRAIT We asked Noomi Eriksson at the Swedish Maritime Administration what a good leader is. She should know, as she just got the Wista award for being one. PAGE 10

REPORT From Russia with everything but love: two Scandinavian shipowners are entangled in legal fights with Russian shipyards. PAGE 14

NO 5 2010 SHIPGAZ 5

Intro Piracy: »When it’s time for commitments there isn’t much of a rush to be first in line« EDITORIAL, PAGE 7

In this issue 10 The power of some 14 No pay-up from Russian yards 16 High time to queue up for ballast water treatment gear 20 Name and shame in new regime 22 Broström re-flags to Denmark 23 From ferry to cable layer 26 Commission holds on to SECA 28 Competition next to none 30 Bridge management: Focus on function 52 Standard but still individual 54 Final Canadian newbuilding 56 Meeting ended in confusion A revolutionizing model for cruise ship bridge management, focusing on function in stead of rank, has been developed at Carnival’s simulation and training centre CSMART in the Netherlands. PAGE 30

58 New unit for the fastest service 60 New rules in 2011 70 Lost in the Liberian Civil war 72 From Soviet research to Swedish naval support 78 Rosa – surprisingly beautiful

Regular sections 7

Editorial

8 Market Review 10 Portrait 23 Newcomer REPORT Up to 50,000 vessels will need fitting of ballast water treatment equipment in a few years. Now is the time to get a queue ticket. PAGE 16

RETRO The Makona River, built by Danish Nordsøværftet, sailed for twenty years before it became a victim of a civil war on the African continent. PAGE 70

62 Technical Review 66 Fleet Review 70 Retro

Looking for a challenge?

2nd engineer, DFDS Seaways

NO 5 2010 SHIPGAZ 7

Editor-In-Chief Rolf P Nilsson rolf@shipgaz.com

Editorial

Less talk and a lot more action »Even if you would double the number of naval ships in the area, it would still be just a drop in the gigantic Indian Ocean«

petition demanding action to stop piracy was handed over to the IMO SecretaryGeneral Efthimios Mitropoulos at the World Maritime Day. The petition was the result of a campaign supported by a number of international maritime organisations and in just four months more than 930,000 people had signed it.

If you put that number in relation to the total of about 1.5 million seafarers manning the world’s international merchant fleet, you will understand that piracy is of the greatest concern to seafarers and the shipping industry. The global society has taken some action to improve the security situation for merchant ships and seafarers passing through the Gulf of Aden and trading in East African waters. At any given time, there are some 50+ naval vessels deployed by EU, Nato, China and other nations patrolling the pirate infested waters to protect merchant vessels in transit and those that transport aid shipments in the UN Food Aid programme.

The costs for this military presence is of course gigantic. But even if the navies are very effective, they haven’t been able to stop the trend of increased piracy activity. This year could see an all-time-high of successful hijackings by Somali pirates. Even if you would double the number of naval ships in the area, it would still be just a drop in the gigantic Indian Ocean. With around 50 successful hijackings already this year, you could argue that the risk is still very low considering that more than 22,000 vessels sail through the area each year. But when a vessel has been hijacked, you can add high costs to the suffering and atrocities civilian seafarers have to endure and the uncertainty their relatives are forced to cope with during, in most cases, many months.

“The long term solution (to the piracy issue) lies on land and on development and on a lasting political solution in Somalia”, said the EU chief diplomat Catherine Ashton in a statement in connection with discussions she held with South Africa and Mauritius. That citation did not generate any news flashes in world media. It has of course been common knowledge for many years that fighting piracy requires massive efforts by the world community on land in the law-less African nation. Next year, the country has been without a fully functional government for 20 years.

The UN envoy for Somalia, Augustine Mahiga, recently called for a coordinated strategy against piracy. Since this has been a growing problem for at least the last five years, it would be about time to say the least. Endless discussions and debates in international forums have still not produced a sustainable solution, and although every speaker seem to do their outmost to exceed the previous speaker in calls for action, when it is time for commitments there doesn’t seem to be much of a rush to be first in line.

The peacekeepers from the African Union and the national security forces are heavily underfunded, coordination between navies, the AU land-based forces and the Somali transitional government is inadequate and there are internal differences within the transitional federal institutions. Add to this the deplorable humanitarian situation and the continuous threats and violence aimed at the Somali people and aid workers by the Islamist militant organisation al-Shabaab. There is a long way to go before the situation has stabilised in Somalia, but one thing is certain – it will require less talk and a lot more action.

According to Clarkson Research, the average ransom has increased from USD 2 million to 4 million. Including the cost of three months’ off-hire, negotiators, ransom delivery, cargo loss or damage, repairs and welfare costs for seafarers and their families, the average cost for a hijacking adds up to USD 10 million. A number of recent incidents off Kenya and Tanzania also indicate that their “colleagues” in West Africa might have inspired the Somali pirates. The search for oil off East Africa has been intensified in recent years, and authorities doesn’t rule out that kidnapping of workers in the offshore industry might be a new business area for pirates from Somalia.

Rolf P Nilsson, Editor-in-Chief

8 Shipgaz No 5 2010

Market Review

The reefer – a dying ship type Analysis That reefers will totally vanish from the oceans in the foreseeable future is probably not especially likely, specialized vessels will always find niche markets, but most factors suggest that the reefer vessel is a dying ship type, suffering severely from the competition from modern container carriers.

»Today, there are only eight reefer newbuildings in the global order book for deliveries until 2013«

In Dutch Dynamar’s latest report, which analyzes the trend of the reefer fleet, it is expected that the total world fleet of 778 reefers will shrink to 450 by 2020. This is assuming that vessels will be scrapped at the age of 30 and that the order book does not increase

substantially. Today, there are only eight reefer newbuildings in the global order book for deliveries until 2013. According to Greek brokers Golden Destiny, 42 reefers were sold for demolition during January–August this year, the major part

to breakers in India. Scrapping activity has picked up in August, with 8 reefers broken up, a 700 per cent hike after a catastrophic low season on the market for specialized reefer vessels in July. Overall, 648 vessels of 19.2 million dwt were sold to the recycling yards during January–August this year, Golden Destiny reports. This represents only a modest increase compared to the corresponding period 2009, when 624 vessels of 19 million dwt headed for the breakers. Of the vessels sold this year, 190 are tankers, a significant increase compared to the

Active summer on the international offshore markets offshore The international offshore markets have seen quite a lot of activity over the summer, driven by ambitious plans in Brazil, the US Gulf oil spill and above all a reasonably stable oil price. Marketwise, May and June were favourable to the supply shipowners in the North Sea, whereas July and August proved less so. Still, platform supply vessels (PSVs) have experiences quite a stable demand, although anchor-handlers have frequently been eating into the cargo runs.

The PSV12 LNG-fuelled vessel ordered by Solstad Offshore ASA from the STX Langsten shipyard for delivery in November 2011. Artist impression by STX Offshore Norway.

Sales. On the corporate level, Aries Offshore Services Norway was sold in June to the Greek Restis Group which will retain the operation based in Ålesund with three platform vessels. The company has since been renamed Golden Energy Offshore. The company was formerly known as S Ugelstad. The proposed merger between Acergy and Subsea7 will create one of the largest subsea engineering and construction companies in the world with a stock value of USD 5.4 billion. The merger has recently been approved by US authorities. This marks another step in the consolidation of the sector, as Acergy’s ancestry is Stolt-Nielsen and Comex and Subsea7 contain the subsea business developed by Kristian Siem. Dag Bakka jr

New term North Sea fixtures Charterer Vessel Type Statoil Loke Viking ahts Statoil North Stream psv MLS Troms Castor psv ENI Norway Stril Challenger ahts BP Norway Aries Swan psv Fraser Offshore Toisa Defiant ahts TAQA Enea psv

Operation 3 wells + opt, Polar Pioneer, November 6 months + 3x1 opt, supply duties 45 days supply duties, August 1 well + opt, all duties, Polar Pioneer ext 14 months firm 2 wells support Ensco 92 5 yrs supply duties

New charters overseas Saipem Bourbon Peridot Petrobras Skandi Giant Petrobras ER Bergen Petrobras DOF Norskan tbn Petrobras DOF Norskan tbn Maersk Oil Sea Tiger Murphy Oil Normand Atlantic

2 yrs ROV/survey/light construction 4 yrs, beg Sept 4+4 yrs, August 8 yrs (AH12 Skandi Amazonas) 8 yrs (AH12 Skandi Iguacu) 7 months Brazil 2 wells + 4 opt, Indonesia

subsea ahts psv ahts ahts ahts ahts

Source: Shipgaz Bergen, september, 2010

Contracting. Since May we have recorded 17 new orders for offshore vessels in our region, in addition to a number of options. Total order value amounts to NOK 6.6 billion (abt USD 1.1 billion), of which 65 per cent are destined for the STX Offshore Europe coffers. The majority of the orders are for large PSVs in the region of 5,000 dwt, and it is interesting to note that Solstad, Island and Olympic Shipping are following Eidesvik into LNG-fuelled vessels. It is expected that these will be locked into firm employment, as the

emission quota regime is making such deals attractive to oil companies. The STX offshore design people also should be happy with nine sales out of 17, with the various PSV-designs much in demand. The new characteristic bow concept appears to be a response to Ulstein X-bows. As for designs, the new Eidesvik LNGfuelled PSV from Kleven Maritime is notable for being built to a conventional design, rather than the much-publicized V&S Avant “all-aft” concept. The Faroes-based Supply Service has taken a bold step back with the order of two PSVs of 4,700 dwt from Havyard, after a similar vessel was cancelled two years ago. With the recent orders, the yards in question have secured work for up to two years ahead.

no 5 2010 Shipgaz 9

Market Review 65 sold during the same period in 2009. Bulk carrier owners were passive on the demolition market, with only 66 vessels of 3.3 million dwt sold during the period. That is almost 100 units less than in 2009 and more than a halving of the tonnage.

eight in numbers but on par with the previous period tonnage-wise.

Quiet on dry markets – tankers suffering

scrAP Prices Are rising. For wet tonnage, Indian breakers offered USD 390–425 per ldt in the second quarter this year. That is a substantial improvement compared to USD 285–USD 320 per ldt in Q2 2009, but far below the USD 700–765 per ldt paid in Q2 2008.

with 150 vessels sOlD, the number of liner vessels that headed for the scrapping beaches was about the same as in 2009. The average size is however significantly smaller, as the total deadweight is more than one million less. Sales of pure container carriers decreased significantly, from 129 vessels of 3.8 million dwt in the 2009 period, to 60 vessels of 1.6 million dwt in January–August this year. 25 gas carriers were sold, an increase by

wet & Dry At the time of writing, most large tanker and dry bulk carrier markets are affected by holidays in Asia. In July, the Baltic Dry Index started an upturn that was broken in September. After having reached a high of close to 3,000 points on September 10, BDI fell by more than 500 points, to 2,452 on October 1. According to Clarkson, average earnings for a 10-year-old capesize stood at close to USD 30,000 per day at the beginning of October, on par with the average for the year to date, but almost USD 4,000 below the average for the crisis-stricken 2009. On the iron ore trade Tubarao–Rotterdam, the average earnings stood at USD 29,457 on October 1, to be compared to USD 43,914 for the full year 2009 and USD 105,639 in 2008.

eDitOr-in-chief

Rolf P Nilsson rolf@shipgaz.com

Come autumn, come fortune? shOrtseA Dry Bulk As much as brokers had been talking of a lift in September it gradually became obvious that the added volume was swallowed by the clear over supply of tonnage in the market. Rates out 800 of Baltic took a marginal jump in early September as grain started to move from Germany and Denmark, but as volume was 700sufficient to balance the large number not of 4,000–6,000 tonners available rates stabilized around the EUR 17–19.00 p/mt 600 for Span Med destinations with no level further upward pressure.

and self-discharger fleet benefited the most with owners able to book 2–3 weeks ahead at acceptable levels. Having said that brokers are expecting a gradual slowdown in feed transportation as the salmon feeding season MGO ■ IFO 180 is coming to an end. ■ the scAnDinAviAn mArkets showed signs of improvement in September with more volume in the ferroproduct and forest industry especially. Several re-lets of manganese and forest products were quoted and consequently covered at improved levels from August. Bad weather and weather related delays already started to have impact on the market with first real autumn storms expected to hit the North Sea soon. Week geir jerstAD

On the cOntinent agri products and ani500 mal feed cargoes dominated the trade with rather brisk activity reported from the fishmeal sector especially. The smallest coasters 400

USD/ton 800

700

600

30 Source: norBroKer aS, SeptemBer, 2010

Source: BunKerWorLD/norBroKer aS, SeptemBer, 2010

mgO rOtterDAm cif Prices

eArnings estimAtes

Past 12 months. EUR/day 4,000 3,500 3,000 2,500

By the enD Of sePtemBer, both the Baltic Panamax Index and the Baltic Supramax Index had reached year-low levels. Tanker markets are still suffering. On October 1, Stockholm Chartering reports WS 32.5 on the VLCC Persian Gulf–West Europe trade, with daily earnings reaching USD 7,000. Many ships are operated below operating costs, and owners now put their faith in a fourth quarter rally before a cold winter. This could however be offset to an uncertain extent by the today almost extinct storage market. This adds more ships to an already over-tonnaged market. On the PrODucts siDe, Gibson reports a year on year increase of MR tankers 2005–2009 totalling 718 vessels. Insignificant scrapping during the same period has resulted in a fleet of 1,703 vessels. The oversupply of vessels is obvious, as global demand has decreased. Average TCE earnings have been slashed by almost twothirds from 2008 to 2009. According to Gibson, owners of recently purchased MRs are struggling to meet financing costs, let alone full capital repayment. rOlf P nilssOn

wet AnD Dry Bulk inDices 1,500

500

400 40

Week 45

50 1

500

4000

3000

End ’08

End ’09

839

633

622

Dirty Tanker Index 1,252

815

684

3,023

2,452

Clean Tanker Index

1,000 Week 40

50 1

Baltic Dry Index

■ 1,250 DWT ■ 1,750 DWT ■ 2,500 DWT ■ 3,500 DWT ■ 6,500 DWT

784

Oct 1 ’10

Source: BaLtic eXchange

2,000

No 5 2010 Shipgaz 11

By Anna Lundberg anna@shipgaz.com

Noomi Eriksson

Portrait

The power of some What is a good leader? We asked Noomi Eriksson at the Swedish Maritime Administration. She should know. “… has shown outstanding leadership … great commitment to the matters she pursues … has unceasingly strived for change in a period of exceptional difficulty for shipping, all the while retaining respect from her colleagues. Noomi is bold, analytical and straight forward.”

Such were the words from the jury’s statement on why Noomi Eriks son got the Compass Card, a leader ship award that the Swedish branch of Wista (Women’s International Shipping & Trading Association) grants each year at the Swedish cele bration of the World Maritime Day. The delighted awardee stressed at the ceremony that she by no means is an island and depends completely on her competent co-workers. Noomi Eriksson has been at the financial department of the Swedish Maritime Administration since 2001. During some very turbulent months from the beginning of 2010 she stepped in as temporary SecretaryGeneral of the Administration, which was in the red and in the process of downsizing. Many tough decisions later she went back to her original po sition as head of the financial depart ment, which she has held since 2008. Shipgaz got a chat with Noomi Eriksson after the award ceremony.

»It is very stimulating for your own personality, when you have to deal with things, realise that you’re at the helm and there is no escape« Noomi Eriksson, 42, is a graduate in economics at the Linköping University. She lives outside Skänninge, some 80 kilometres from the Swedish Maritime Administration in Norrköping.

How does it feel now? “ It’s fantastic to get this kind of appreciation. But as I said, I don’t see this as an award to me alone, because I have relied com pletely on my ca pable and compe tent co-workers.”

The jury mentioned bold changes. Which are those? “The most important changes still lie ahead. That is to change the red figures to black, we must get an econ omy in balance. The process of stream lining is essential, not only for the sake of turning red to black, but we are after all living of the money from merchant shipping, as we are mainly financed by fees. It’s our duty to work as efficiently as possible so that the pressure of fees on the shipping in dustry can be as low as possible.” How do you regard the time as temporary Secretary-General, now that some time has passed? “It was a tough and a very intense time. It wasn’t only the fall in goods volumes and the great loss of income that we had to handle, there was also

a very tough ice-winter in the middle of it all. So there certainly were many difficult questions to deal with during that whole time. But just that is also very stimulating for your own per sonality, when you have to deal with things, realise that you’re at the helm and there is no escape.” “But once again, I was totally de pendent on my colleagues, who really supported me in every way. I have no earlier background in shipping myself and had never reflected upon what the Maritime Administration were doing before I came here in 2001. I must admit I never thought I would stay this long, but I came to realise quite soon what an exciting and com plex business this is.” What drives you? “Really – to do a good job. Then it’s pure bonus that this activity is so interesting and complex. And the public good that we do – that’s also an important driving force.” What is a good leader? “I think that the most important parts of leadership are clarity and vis ibility. To be present and available. To have a good foundation of values and treat others like you want to be treated yourself. Everyone really con tributes to the whole, no one is more important than the other.”



12 Shipgaz No 5 2010

Portrait Noomi Eriksson Photo: anna lundberg

What is most difficult in your position as a boss? “The most difficult is to make a decision and stand for it even if you yourself don’t have all the knowledge or background information. It’s not always easy to know that you’re doing the right thing, but somewhere you have to make up your mind and keep to that line.” So what is most rewarding? “There are two things. One is to see the business evolve and improve. The other is to see my colleagues grow. “That is something that my clos est co-workers have had to do, as I re mained head of the department at the same time as I was the Secretary-Gen eral and so they had to take a greater responsibility. And they did it in a fantastic way, I’m very proud of my colleagues.” The jury also mentioned respect from colleagues. How do you get that? “It’s very much about being truth ful and being yourself.”

»You just walk the minefield and learn your lessons« Don’t you become a pain when you’re truthful all the time? “No, on the contrary. For the mo ment it may seem more convenient not to be truthful, but in the long run it’s definitely more convenient to say how it is and stand for it. I think that’s very much what earns you respect.” Those situations where you, as the leader, have to say just what people don’t want to hear – how do you handle them? “What you must do in such a situ ation is to be straight and clear. There just is no way to wriggle around prob lems, you have to deal with them. Which basically is the most difficult task of being a boss, especially when the are problems with the staff. But afterwords you feel so much better, when you have actually dealt with it and set your limits.”

Animals When Noomi Eriksson grew up, she wanted to work with animals and become a farmer or veterinary. For a couple of years after turning twenty, she worked with trotting horses. She is a passionate dog trainer and one of her dogs, an Alsatian, is trained for major rescue operations like earthquakes.

Most people have a natural drive to be liked. As a boss you may need to set that aside. How do you handle that? “Well, I want to be liked too. It’s always a walk on a tightrope between being a part of the group and being the leader who is to make the deci sions and distribute the work. You have to find that balance. Now I have quite a few years of being a leader be hind me, I’ve been a boss for thirteen years. And this is something that comes gradually. You just walk the minefield and learn your lessons.” How is your leadership affected by gender? “Not at all, I must say. I think indi vidual factors make the difference. I frankly think that gender is quite un interesting. Of course you’re always unusual as a woman in a business dominated by men, but I’ve never during my ten years at the Admin istration felt patted on the head or something like that. Or maybe I’m just incapable of noticing when it happens (laughs) …”

Control your impact.

Global environmental concerns are increasingly becoming an issue which will impact on shipping as well. Long experience of ship legislation and international rule frameworks has clearly demonstrated that the shipping industry must actively engage in short- and long-term solutions to minimize emissions to air and discharges to sea. Our purpose is to safeguard life, property, and the environment. DNV provides a number of services that address shipping’s environmental impact – so that you can go ahead with confidence.

DNV serving the Maritime Industry www.dnv.com

14 Shipgaz no 5 2010

By Rolf P Nilsson rolf@shipgaz.com

Report Yard conflict

Photo: oDfJell

In the end of 2009, a Stockholm arbitration panel judged in favour of Odfjell and ordered Sevmash to pay a USD 43.8 million award. But the shipbuilder refused to pay.

no pay-up from Russian yards

From Russia with everything but love: two Scandinavian shipowners are entangled in legal figths with Russian shipyards. Shipbuilding has become a major issue in Russia. The country has an enormous domestic and ageing fleet to replace, a naval force to develop and offshore projects that need new vessels. The aim is to become one of the largest shipbuilding powers in the world, and for that Russia also hopes to attract foreign investors. If things however turn for the worst, shipbuilding customers from abroad risk being entangled in a long and timeconsuming legal fight. Two pending cases involving Scandinavian owners also show that even if you are right, this doesn’t mean that the Russian counterpart will have to honour a verdict and pay up.

The two owners, norway’s Odfjell and Sweden’s Stena Ro-Ro, have for years been engaged in legal battles over newbuilding contracts against their Russian counterparts, Sevmash and Baltiysky Zavod, respectively. Both shipowners have been successful in their arbitration processes, but the shipbuilders continue to

»When you reach the higher echelons of the Russian legal system, verdics are more professional«

refuse to pay the awards, and are using all legal means to contest the arbitration verdicts. Sevmash shipyard close to Archangel is the Fredrik Anderslargest shipbuilder in Russia, with a son, partner of law long history in building highly spefirm Mannheimer cialized naval vessels. 2008 and 2009 Swartling and head were troublesome years for stateof the Stena RoRo owned Sevmash that had to report legal team in the case against Balti- a USD 90 million loss for last year, about 60 per cent more than the loss ysky Zavod. the year before.

In 2004, tanker owner odfjell signed a contract with Sevmash shipyard for up to a dozen 45,000-dwt chemical products tankers for around USD 45 million a piece. At that time, the deal was seen as a milestone in Russian-Norwegian relations and a breakthrough for the shipyard in the civilian export market. In February 2008, Odfjell announced the cancellation of the con-

tract. After repeated delays of the delivery of the first vessel, and the shipyard’s continued demand for more pay in excess of the ten per cent increase the shipowner had offered, Odfjell had had enough. In a strongly worded announcement, Odfjell accused Sevmash of “wilful misconduct” and said it would seek compensation for its losses. Sevmash however rejected all claims and said that it was bewildered by the “wilful misconduct” attack.

In the end of 2009, a Stockholm arbitration panel judged in favour of Odfjell and ordered Sevmash to pay a USD 43.8 million award. Although being a disappointing ruling for Odfjell, having originally requested damages amounting to USD 300 million, it now expected Sevmash to pay the award plus interest and legal costs. In April a response came from Sevmash. The shipbuilder refused to pay as it regarded the verdict as “unenforceable”. The Odfjell strategy has been to use all channels possible to force Sevmash

No 5 2010 Shipgaz 15

Yard conflict

to pay, without involving the Russian court system. Now the company sees no other choice than to drag the Russian company before courts in Russia. This is not an easy path to tread, something that the Swedish ro-ro/ ro-pax specialist Stena RoRo has experienced. In 2005, the company ordered two ro-pax vessels from Baltiysky Zavod (Baltic Shipyard) in St Petersburg. Stena RoRo claimed that the shipyard had failed to comply with its contractual obligations.

According to Russian legal sources, the privatisation of the shipyard also complicated the deal. Just days before the contract was sealed, United Industrial Corporation (UIC) stepped in as majority shareholder in the company, with the Russian state holding on to a “golden share”. UIC is one of Russia’s largest industrial groups, managing around USD nine billion worth of assets, and is said to be close to Kremlin. To secure its own financing for the Stena RoRo project, the shipyard allegedly turned to external sources for a loan, and put up its own shares as collateral. Sources claim that the new owner did not approve of this. In 2008, a Stockholm-based arbitration panel ruled in favour of Stena RoRo, although scaling down the company’s initial claim for USD 145 million in damages, to USD 20 million.

This was contested by the shipbuilder in both Swedish and Russian courts, with the Russian company claiming that the contract was not properly signed by Stena’s board and therefore not valid. In May this year, the Swedish Svea Court of Appeal dismissed the claim from Baltiysky Zavod, and ordered the shipbuilder to pay according ot the arbitration. On the Russian side, the case was considered by lower-level courts. The verdict from the court of first instance in St Petersburg was in favour of Baltiyski Zavod for two main reasons:

• The contract was not valid due to the erroneous formal approval by Stena, and • the arbitration verdict was in violation of Russian public policy. The second reason is not seldomly used in Russian local courts, when dismissing arbitration verdicts in favour of foreign companies. Russia is one of some 140 states that have signed the New York Convention (NYC) that stipulates that an arbitration verdict in one country should be accepted by the legal systems in the other states. There is however one possible exception and this is if the verdict is in breach of the public policy in the country where the losing party resides.

Photo: ihourahane/flickr.com

»The shipbuilder refused to pay as it regarded the verdict as ‘unenforceable’«

Report

The scope of this exception is to avoid rulings that violates national law and it has been critisised for being a bit woolly and thereby creating space for wide interpretations. This is used in a creative and broad manner by Russian lower courts, especially against foreign companies. If a Russian company is seen as strategic by the court, and Baltiyski Zavod easily falls into that category, and if enforcement could lead to a bancrupcy, this would be a distress for the Russian society and for people affected. This means that even if a foreign arbitration ruling is considered correct by the court, it can nevertheless relieve the Russian company from having to pay the award. “Russian lower courts either don’t understand the NYC exception, or have other reasons for judging partial in favour of local companies”, says Fredrik Andersson, partner of law firm Mannheimer Swartling and head of the Stena RoRo legal team in this case. “When you reach the higher echelons of the Russian legal system, verdics are more professional and in line with international law”, Andersson says. Stena RoRo has taken the case to the highest level, the Russian Federation Supreme Commercial (Arbitrazny) Court.

The court has issued an appeal permit. “It has also dismissed the lower courts’ verdicts”, says Andersson. According to the Supreme Court, the validity of the contract has al-

Stena Ro-Ro The company operates and charters out roro- and ro-pax vessels. Stena Ro-Ro is part of the Stena Group.

ready been considered by the arbitration panel in Stockholm, and in accordance with NYC, the verdict cannot be assessed by a Russian court. The court also judged the reference to public policy as irrelevant.

The shipbuilder representatives have however not twiddled their thumbs, and have launched new cases in a number of lower-level courts. At the supreme court, the case is pending, awaiting the verdicts in these cases, and Fredrik Andersson expects that this will take at least six months. To complicate matters further, there is a Swedish-Russian bilateral agreement on trade in goods and payments, dating back from 1940 with the USSR, but confirmed in 1993 with Russia as part. The rules of arbitration in this vary somewhat from the NYC and this could be used by the shipyards in court challenges, Russian legal sources warn. All in all, if a foreign company decides to do business with a Russian counterpart, it should be aware that things could turn ugly in a potential dispute. It requires great patience and a sizable war chest, as legal costs could find themselves in a multi-million dollar range, and there is still no guarantee that you’ll get your money back.

16 Shipgaz no 5 2010

By Rolf P Nilsson, rolf@shipgaz.com

report Ballast Water Convention

Photo: ClaRe wilKinson/FliCKR.CoM

High time to queue up for ballast water treatment gear

In 2011 a new ballast water convention will enter into force – but new legislative actions have led to new uncertainties for shipowners. As the date is coming closer when the Ballast Water Management Convention (BWMC) will enter into force, shipowners and equipment suppliers gear up to prepare for a gigantic industry project valued at around USD 30–35 billion and involving up to some 50,000 vessels. The BWMC was adopted in 2004, but in 2007 the 2009 deadline in the BWMC (for smaller tonnage vessels) was postponed to 2011, in lack of sufficient and reliable technical solutions. In 2009, the Marine Environment Protection Committee assessed that this had been solved and the BWMC is expected to be ratified in 2011, and could then enter into force in 2012.

To achieve this, the convention needs backing by 30 member states with 35 per cent of the world’s merchant fleet on their books, with the current status at 26 states and 24.7 per

cent of the fleet. While the technological challenges to meet the convention requirements have been successfully achieved, new legislative actions have led to new uncertainties for shipowners.

»The problem is that there is no technology at present to cope with the New york requirements« The State of New York has introduced a rule that requires shipboard equipment with a performance standard 1,000 times higher than with the IMO Convention requirements.

stance introduced a rule that requires shipboard equipment with a performance standard 1,000 times higher than with the IMO Convention requirements. The problem is that there is no technology at present to cope with the New York requirements. The US federal and state initiatives could mean that vessels fitted with equipment that is compliant with the global rules, will not be approved by US authorities.

a US federal proposal on ballast water management rules is now on its way through the corridors of power in Washington. This is not unlike the IMO convention, but a paragraph has been added that stipulates that discharge criteria could be strengthened in the future. In parallel, separate states have also expressed their wish to have a say in the case. The State of New York has for in-

Installing ballast water equipment is a substantial investment. In addition to acquiring equipment, installation costs could escalate to sums far exceeding the price for the system itself. Newbuildings are one thing, if the BW equipment is an item already at the design stage, the equipment cost could constitute some 70 per cent of the total investment for the installation. When retrofitting an existing

No 5 2010 Shipgaz 17

Ballast Water Convention

Report Photo: wallenius

»All in all, this has led to hesitation among shipowners« vessel, the costs could skyrocket. A worst-case scenario is a tanker with a narrow pump room without the necessary space for the additional piping, pumps and other parts needed. This could mean extensive structural engineering works, such as re-location of bulkheads, with changed cargo or bunker capacity as a consequence.

But it doesn’t end there. If a system uses ultra-violet technology, energy consumption increases and generator out-put must be enlarged. In some cases, an additional generator will be needed. If the BWM system includes filters, the output pressure of the pumps might have to be increased to cope with the filter’s resistance. When installing a system with an active substance, careful consideration is needed. An active substance is a chemical and could be a hazard to the safety of the ship and its crew. This could lead to limitations to where and how storage tanks can be fitted. In addition, all systems for ballast water treatment have to go through an extensive evaluation process before being approved by the IMO. This requires a type approval from a member state and if the system uses an active substance, a chemical, it also has to have a green light from the Joint Group of Experts on the Scientific Aspects of Marine Environment Protection Ballast Water Working Group (GESAMP), before being finally approved by the IMO.

This process is time consuming and also expensive for the manufacturer. As a consequence, the number of systems is limited and before the MEPC session on 27 September – 1 October this year, less than ten systems had received final approval. All in all, this has led to hesitation among shipowners. Although the equipment order activity has picked up, it is from a very low level and it almost exclusively concerns newbuildings. There is a time-table for when a ship must be fitted with treatment equipment, with a number of dead-

Ballast water systems This is based on the situation before the September 2010 meeting of the IMO’s Marine environment Protection Committee, MEPC. The first ballast water system to be awarded full approval by the IMO in July 2007 was Sweden’s PureBallast, developed by AlfaLaval and Wallenius Water. Other North/Northwest European systems include: Name OceanSaver CleanBallast Greenship Unitor

Country Final approval Norway October 2008 Germany July 2009 UK/Netherlands July 2009 Norway March 2010

lines depending on when the vessel is built and its ballast water capacity. The last deadline is in 2016, or at the first intermediate or renewal docking thereafter, when all vessels built before 2012 must be retrofitted. Time is short and it concerns a lot of ships. Estimates of how many vary, and there are still some uncertainties. The Japanese delegation to MEPC has calculated the number to approximately 34,000, while the International Chamber of Shipping says that some 50,000 existing ships will have to be fitted from 2014.

Manufacturers are now warning for the consequences of an order frenzy if many shipowners wait to order until the last minute as the deadline approaches. One of those is OceanSaver, a Norwegian company focusing on ballast water management systems for large

Optimarin of Norway, Auramarine of Finland and Mahle of Germany have developed systems that are type approved. As they do not rely on active substances, they meet the IMO requirements without having to pass a final approval. Atlas-Danmark has a system that is expected to reach final approval by 2011. Desmi of Denmark, achieved basic approval by IMO in March for its Desmi Ocean Guard system and plans to deliver the first system in 2011. Germany’s Siemens has also been granted basic approval for its Sicure system and expects to pass the last approval hurdle next year. Source: IMO/Lloyd’s Register

»ICS says that some 50,000 existing ships will have to be fitted from 2014« “Shipowners shouldn’t hesitate to order BWM systems. It is best to act early and plan. Some retrofitting projects, if not organized properly, can be susceptible to time-consuming setbacks”, says Stein Foss, cofounder and CEO of OceanSaver.

and complex vessels. Established in 2003, the year before the BWM Convention was adopted, OceanSaver is one of the pioneers in this sector, and has taken a large share of the market. The company has an order back-log worth more than USD 60 million. Being the orderbook of one of the market leaders, its size in relation to an anticipated multi-billion dollar market clearly shows that there is a lot to do before all vessels comply with the convention.

OceanSaver warns for the consequences if shipowners wait to the last minute before installing the needed equipment. If all follow the conven-

18 Shipgaz No 5 2010

Report Ballast Water Convention »An exception must however be based on a risk evaluation« tion time table to the letter, OceanSaver estimates that some 16,000 ships will need outfitting in 2017.

“The pressure for engineers and shipyards to design and install systems quickly raises obvious quality concerns but the issues go beyond that. Will the manufacturers themselves have the experience required to adequately support this demand? Will the quality of their staff and their control of their supply-chain suffer if their capacity is stretched?” says Stein Foss, co-founder and CEO of OceanSaver. Foss urges shipowners to act now. “Shipowners shouldn’t hesitate to order BWM systems. It is best to act early and plan. Some retrofitting projects, if not organized properly, can be susceptible to time-consuming setbacks.” He also claims that there is a costsaving ingredient when installing the OceanSaver equipment. During the development of the system, independent studies in laboratories as well as on board have showed a significant reduction of corrosion and coating weathering rates. According to OceanSaver, if its system is installed on board a vessel, this could save up

The round goby causes problems.

IMO The IMO (International Maritime Organisation) is a specialized agency of the UN. The IMO’s primary purpose is to develop and maintain a comprehensive regulatory framework for shipping.

to two ballast tank refurbishments worth USD 2–8 million each. The convention however allows for exemptions that could reduce the number of vessels affected. The question is if it really is necessary for vessels trading regularly on short voyages, such as over the Baltic Sea or the North Sea, to install this equipment. “An exception must however be based on a risk evaluation”, says Henrik Ramstedt, environmental officer at the Swedish Transport Agency. “We have a co-operation between the North Sea states looking into the criteria for such an evaluation.” As there are several thousands of vessels trading on short sea routes, the short-list of ships that must com-

ply might be reduced significantly. There is however a catch. An exception will only be granted for the ports the vessel is trading between when the application is filed.

This means that the shipowner will have a vessel on his hands that he cannot transfer to any other operational area without either fitting the equipment or getting a new exception. And if the owner gets a good offer for a vessel on the second-hand market in 2017, with the buyer demanding full compliance with the BWM Convention, it won’t be a good business situation to get queue number 16,001 at the ballast water system manufacturers’ counter.

Microorganisms carried by vessels Seaborne trade has increased substantially over the last decades. It is carried by vessels that have to exchange ballast water. With the water follows micro organisms that are loaded in one part of the world to be discharged in another where they are not wanted. Some of the organisms that have been imported to the North Sea and Baltic Sea waters, causing severe problems, are: (Name, 0rigin and impact)

lations that dominate the zooplankton community and clog fishing nets and trawls, with associated economic impacts.

Cladorceran, water flea,

Toxic Algae, various species with broad ranges. May form Harmful Algae Blooms.

Black and Caspian Sea. Reproduces to form very large popu-

Mitten, crab, Northern Asia. Undergoes mass migrations for reproductive purposes. Burrows into river banks and dykes causing erosion and siltation. Preys on native fish and invertebrate species, causing local extinctions during population outbreaks. Interferes with fishing activities.

Depending on the species, can cause massive kills of marine life through oxygen depletion, release of toxins and/or mucus. Can foul beaches and impact on tourism and recreation. Some species may contaminate filter-feeding shellfish and cause fisheries to be closed. Consumption of contaminated shellfish by humans may cause severe illness and death.

Round goby, Black, Asov and Caspian Seas. Highly adaptable and invasive. Increases in number and spreads quickly. Competes for food and habitat with native fishes including

commercially important species, and preys on their eggs and young. Spawns multiple times per season and survives in poor water quality.

Zebra mussel, Eastern Europe. Fouls all available hard surfaces in mass numbers. Displaces native aquatic life. Alters habitat, ecosystem and food web. Causes severe fouling problems on infrastructure and vessels. Blocks water intake pipes, sluices and irrigation ditches. Economic costs to USA alone amounts to around USD 5 billion annually. Source: IMO

Welcome to Stockholm Repairyard We carry out all types of ship repair and maintenance works. With our dry-docks and the strategic location of the yard we offer excellent availability and service to our customers in the region of Stockholm and the Baltic Sea.

• Dry docks 180 m x 25 m and 100 m x 16,5 m • Cranes range from 12- 35 tons • Quay 75 m with a depth of 5 m • Quay 110 m with a depth of 7 m Don’t hesitate to contact us, we are available 24 hours when necessary. Welcome!

Stockholms Reparationsvarv AB Beckholmen SE- 115 21 Stockholm, Sweden Phone: +46 (0)8 54 56 63 50 Email: info@srvab.com Web: www.srvab.com

20 Shipgaz No 5 2010

By Fredrik Davidsson fredrik@shipgaz.com

Report Name and shame

photo: the european commission

The EU Commission’s vicepresident Siim Kallas follows Emanuele Grimaldi on a visit to the Antwerp Euroterminal.

Name and shame in new regime

In order to make poor performing companies visible, the EU introduces a name and shame site in connection to its new port state inspection regime. The European Commission introduces an online name and shame list in an effort to make visible which companies and flag states perform poorly in port state controls in Community ports. This name and shame tactic is linked to new rules made to enhance uniformity of port state controls throughout Europe.

Every year more than 80,000 individual ships call at European ports. Member states of the European Union are obliged to select 25 per cent of the vessels calling at their ports for inspections. However, according to the EU, there is a certain “national logic” to the way this selection is made. With the new rules, EU Directive 2009/16/EC, coming into force as of January 1 2011, there will be not only a wide harmonization of port state control inspection standards but there will also, for the first time, be a fully coordinated system of all the port state safety inspections carried out in the EU. This is called the New Inspec-

tion Regime. The name and shame campaign will be made public through an online register where the public can find both companies and flag states with bad track records as well as those performing well in the port state controls.

»The register will put poor performers in the spotlight« The Paris MoU will widen the banning for multiple detentions from certain ship types to all ship types and extend the flag from the black to the grey listed ones.

“As ever I am strongly convinced about the power of transparency. We want to shine a light on the safety records of shipping companies, flag states and certification organisations. More transparency in this sector will showcase companies with a strong safety record, giving them a competitive advantage. The register will also put poor performers in the spotlight so that with tougher inspection regimes and public pressure there is every incentive for them to raise their game rather than face a ban from EU waters”, says EU vice-president Siim

Kallas, responsible for Transport. The name and shame online register and the EU-wide inspections regime will rely on a newly developed information system called Thetis, named after the Greek goddess of the sea possessing the ability of prophecy and the mother of the hero Achilles. The information system Thetis will not have the ability of prophecy but it is the system where all information on vessels, flag states and companies will be gathered, and any body with a poor performance will be targeted for “very frequent inspections”.

Companies whose performance has been ranked as poor or very poor for three months or more will be listed in the online register, the name and shame site. According to the EU this means that “Manufacturers or other industries will be able to choose the shipping companies they use for freight or passengers in full knowledge of their safety record.” The Thetis system draws its informa-

No 5 2010 Shipgaz 21

Name and shame

To make a company’s performance more understandable a calculator is being developed, where users by answering five questions get a visual picture of the company’s performance as a result of its “company detention index” and a “company deficiency index”. The questions concern the number of port state controls undergone in the Paris MoU, the number of de-

tentions in these inspections, the number of both ISM deficiencies and non ISM deficiencies and if any refusal of access has been issued to any vessel in the company’s fleet. On the other hand, if shipowners want to know how likely it is for their vessels to be subject to a port state control the Paris MoU has published a calculator developed by EMSA where the owner can answer a number of questions on how his vessels has performed in port state controls and get the risk profile for his vessels.

The Ship risk profile calculator classifies ships as either a low risk ship (LRS), high risk ship (HRS) or a standard risk ship (SRS) according to the new inspection regime supposed to become effective on 1 January 2011. The Ship risk profile replaces the previously used Target factor and is what decides if a vessel should be inspected or not. Periodic inspections determined by the Ship Risk Profile where High Risk Ships, HRS, get a 5 to 6 month time window after its last inspection in the Paris MoU region where the vessel is

Siim Kallas’ and the EU’s new inspection regime requires all high risk profile vessels and bulk carriers, chemical tankers, gas carriers, oil tankers and passenger ships older than twelve years to send a 72 hour pre-arrival message, ETA72.

priority II and CAN be selected for inspection. Once the time window has passed the vessel becomes priority I and WILL be selected for a new inspection. For Standard Risk Ships and Low Risk Ships the time window is set to 10 to 13 months and 24 to 36 months respectively. Before the time window opens member states are not obliged to perform any inspection but may choose to do one if it is considered appropriate. In addition to the periodic inspections there are additional inspections which may be triggered by unexpected factors.

In the New Inspection Regime there are no new inspection types, they are still classified as, initially, more detailed and expanded inspections. Any vessel with an HRS profile, as well as any bulk carrier, chemical tanker, gas carrier, oil tanker or passenger ship older than 12 years will have to undergo the expanded inspection. A vessel with an SRS or LRS profile will undergo initial inspection, which might change into a more detailed inspection if necessary.

keeping the course

184x118, P1, dh 060510

tion from the EMSA system SafeSeaNet, which provides information on all vessels in, or expected at, all ports in the member states. Thetis will indicate which ships are a priority to inspect and the results from the inspections will be recorded and made available to all port state authorities in the EU and all members of the Paris MoU. Not only will Thetis be connected to EMSA but to a number of “maritime safety-related databases including those of the EU-recognised classification societies, Community and national information systems and other port State control regimes so as to exchange data and provide a full picture for the inspector.”

Report

26 – 28 jan 2011 istanbul www.smm-istanbul.com

7 – 9 april 2011 mumbai www.smm-india.com

HMC00D0104, Anz. SMM Kombi, Shipgaz Magazine NR5

4 – 7 sept 2012 hamburg www.smm-hamburg.com

shipbuilding • machinery & marine technology international trade fair

HMC00D0104_SMM_Kombi_ShipgazMag5_184x118.indd 1

09.06.10 13:59

22 SHIPGAZ NO 5 2010

By Pierre Adolfsson pierre@shipgaz.com

Report The end of an era

PHOTO: BROSTRÖM

The vessels to be re-flagged are: the Bro Anton, Bro Atland, Bro Deliverer, Bro Designer, Bro Developer, Bro Distributor, Bro Juno, Bro Premium, Bro Priority, Bro Promotion and Bro Provider.

Broström re-flags to Denmark

Broström turns down the Swedish flag – a remarkable step for a company that has belonged to the Swedish maritime cluster for more than a century. The Gothenburg-based tanker operator Broström will transfer its remaining eleven Swedish flagged vessels to the Danish International Registry, DIS. The decision marks the end of an era – Broström (nowadays Danish owned) is one of Sweden’s oldest and most prominent shipping companies. In 1890 the shipowner Axel Broström established what would later become the parent company of the Broström Group, “Ångfartygs AB Tirfing”, located in the centre of Gothenburg. It is rather sensational that the company’s fleet list no longer will contain any Swedish flagged vessels.

But the management of today has no room for sentimentality as the company needs to be more competitive. “It is not sustainable to operate tankers within the Swedish registry”, Robert Uggla, CEO of Broström, says. The operator was acquired by Danish Maersk Tankers in the Maersk Group in January last year for SEK 3.6 billion. The management has been explor-

ing the pros and cons of a major re-flag since spring. The lack of a modern Swedish shipping policy has not been an advantage for the Swedish registry. “The Swedish shipping policy has been inferior for a long period of time, irrespective of governing parties. It is positive that the Government has launched several studies, but studies by themselves do not help the shipping community. We need decisions. Denmark introduced an international registry already in 1988 and the tonnage tax regime in 2002”, says Robert Uggla, who was appointed CEO in September 2009.

»It is not sustainable to operate tankers within the Swedish registry«

Robert Uggla, CEO of Broström. Robert Uggla has been with the A P Møller-Maersk Group since 2004.

“We cannot afford to wait any longer. Now we get access to an international registry as well as tonnage tax, which means that we can compete on equal terms. The re-flagging to DIS gives us a greater flexibility and lower costs.” The company’s aim is to re-flag the

ships at the end of this year and at the beginning of 2011. At the moment, the re-flagging decision will not affect the shore-based organisation in the Gothenburg office. The headquarters were previously located at Östra Hamngatan 7, but are nowadays located on Mölndalsvägen together with Maersk. “Commercial management and technical operation will remain in Gothenburg, like today. The Swedish organisation already handles vessels under a variety of flags.”

Håkan Friberg, CEO of the Swedish Shipowners’ Association, expressed sadness at the re-flagging decision and pointed at the symbolic value and the consequences for the Swedish shipping community. “It is very traumatic, a Swedish epoch ends. But I do understand the reasons behind the decision, the product and tanker segments are competitive markets. It is very difficult to compete under the Swedish flag at the moment. Broström will save a lot of money, several millions (SEK) per vessel.”

No 5 2010 Shipgaz 23

By Bent Mikkelsen bent@shipgaz.com

Sia

Newcomer Photo: Bent Mikkelsen

From ferry to cable layer

Danish operator CT Offshore came up with an unusual solution to the well-known problem of how to get at new ship as soon as the idea emerges in the head of the shipowner. Instead of contacting a number of shipyards and order a newbuilding, CT Offshore bought an ageing English ferry and converted it to a stateof-the-art cable-laying vessel for operation in shallow waters.

»So we have to take what we earn from the other ships in the fleet«

The owner of CT Offshore is Paw Cortes, who has been in the cable laying business for years. He started his own company in 2003 after working for one of the cable majors. The start was modest with smaller vessels working in the upcoming industry of connecting offshore wind turbines with the shore installations. Since then CT Offshore has developed all kinds of services in connection with offshore cable installation, such as survey before laying cables, post lay burial services and repair

Owner of CT Offshore Paw Cortes explaining how to deal with the fact that the company could not get banks to finance the rebuild of the old ferry.

and recovering of older cables. During the years there has been a constant need for larger vessels than those in the fleet of CT Offshore, so at the end of 2008 the company was on the lookout for a much larger vessel.

Paw Cortes had a number of sleepless nights while negotiating with banks. The project did not get the necessary financial support, which made him state to a Danish newspaper that he could not borrow any money to the rebuild, “so we have to take what we earn from the other ships in the fleet”.

The Claymore was taken to In April 2009 the laid-up Scottish ferry Claymore was purchased, much to the surprise of everyone in the industry. The vessel was built in 1978 in Leith. Shipowner Paw Cortes had a strong belief in this particular vessel, which had the design needed for cable laying operation. As the purchase took place in the middle of the global economic crisis,

Svendborg for a major rebuild under charge of the local repair firm Petersen & Sørensen. The old accommodation block was stripped down to the bare steel and built up again to a modern standard of cabins with exotic woodwork used for the bunks. In its present role the Sia can accommodate up to 57 persons in 47 cabins, of which ten cabins are double



24 Shipgaz No 5 2010

Newcomer Sia Photo: Bent Mikkelsen

cabins. Usually the vessel has a crew of between 15 and 30 persons and the rest of the cabin facilities are used for clients’ representatives. It is not unusual that the cable owner has several representatives on board during operation. Furthermore, the ferry’s former public room nowadays contains a re creation space for crew and clients.

A whole lot of steel work has been done on the Sia during the conversion from ferry to cable-laying vessel. The original bridge wings have been integrated in the wheelhouse in order to provide a covered working space for the navigators and controllers during cable-laying. Most of this steel work was done afloat in Svendborg, while changes to the stern design (in order to make

The Claymore was taken to Svendborg for a major rebuild under charge of the local repair firm Petersen & Sørensen.

space for further thrusters) was carried through at a Polish shipyard in Gdansk. The engine department has also been through some changes. The original double Mirrlees plant remains on board and still provides power for the original double cp propellers. The original auxiliary engines have been removed and replaced by four new Mitsubishi engines in order to provide enough power to the number of new thrusters installed.

All told there is 600 kW thrusters in the stern and 1,200 kW at the bow (eight thrusters all told). All the thrusters are connected in a Dynamic Positioning system to DP2 standard. The combination of two older medium speed engines connected with the number of thrusters caused some

trouble, but after numerous tests the system provider managed to make the engines work together.

The former open car deck is perfect as a working deck in the role as cable-layer. In a garage aft of the accommodation house a cable turntable is installed, capable of holding nine kilometres of cable with a weight of 250 tons. It is possible to carry up to 500 tons on the 500-square metres aft deck, which is covered by two cranes with a capacity up to 150 tons. The vessel can also be fitted with 15-tons A-frame on the stern. Since the delivery the Sia has been working on a wind turbine farm off Ramsgate in England, and is presently working on a similar installation off the coast of Harwich.

No 5 2010 Shipgaz 25

Sia

Newcomer Photo: bent mikkelsen

1. The cable turntable on the main deck 2. The large crane on the aft deck 3. Sia in the original red colours showing the aft ramp. 4. Sia’s port of registry is Klintebjerg, a small town in the Odense fjord.

Sia Flag �� Danish Port of Registry �� Klintebjerg Owner �� CT Offshore, Odense Builder �� Rob Caledon Shipbuilders, �� Leith # 522

Year of build �� 1978 Length o a �� 77.2 m Length b p �� 70.8 m Breadth �� 15.5 m Draught �� 3.5 m

Depth moulded �� 4.8 m GT �� 1,871 t NT �� 579 t DWT �� 1,000 t

Photo: bent mikkelsen

26 Shipgaz No 5 2010

By Fredrik Davidsson fredrik@shipgaz.com

Report SECA

Photo: Magnus Hägg

Will the oceangoing vessels choose to call at The Port of Nantes-Saint Nazaire or Liverpool instead of Gothenburg and other ports inside the SECA?

Commission holds on to SECA

The EU Commission shows no support for industry calls to do something about the sulphur directive and the inequalities of the coming SECA. From what it looks like the European Commission says no to the industrywide lobbying campaign aimed at making the EU change its sulphur directive and the coming SECA (Sulphur Emission Control Areas) and its IMO-dictated 0.1 per cent sulphur cap scheduled for 2015. A number of investigations has come to the conclusion that the SECA and its rules would cause great raises in fuel costs, figures of both 70 and 80 per cent increase has been mentioned, which in turn most probably would lead to a so called modal back shift. Lorries instead of ships, goods moving on already congested roads instead of vessels moving on the North European waterways. The modal shift is recognized as a negative effect by the EU Commission but the economic effect for the shipping industries are clearly subordinate.

According to Elena Višnar Malinovská the European Commission, where she is working for the Environment commissioner, has an “Under-

standing of the economic situation but health and environment ask for further action.” At a cruise conference last month, Malinovská also stated the rhetoric question: “… to what extent has the industry been implementing abatement equipment or clean fuel like LNG? Are you considering doing so for the purpose of obtaining a competitive advantage, and if not, why?” Clearly kicking the ball back to the cruising industry’s, and all of shipping’s, side of the pitch.

»Has the industry been implementing abatement equipment or clean fuel?« So far the European Commission has no intention on backing down from the coming 0.1 sulphur limit in the SECA, but at the same time has asked the industry what can be done to ease the negative economic effects.

Furthermore she stated that trying to block rules in the IMO is a political problem, not a technical one. In other words, politicians will not take any step back from apparently environmentally sound legislation. Finland made complaints to the Commission last winter and so did 54 European organisations in a letter in

May. Another 20-something organisations wrote the opposite and asked for the Commission’s support of the strict rules. Sweden was late and stated complaints only in September when at a transport ministers meeting in Antwerp state secretary Leif Zetterberg said sulphur limits in bunker fuel must be the same throughout Europe. Sweden’s representative at the recent MEPC meeting also took a firm stand against the inequalities the SECA will bring. Apart from heavier fuel bills the complaints focus on the fact that the SECA is limited to only part of the EU waters, leaving out all of southern Europe’s coastline to the Atlantic and the Mediterranean as well as all of the Black Sea.

The Commission’s reply in July was very polite and José Manuel Barroso, President of the European Commission, thanks for the interest shown by the 54 organisations but at the same time he reminds everybody

No 5 2010 Shipgaz 27

SECA

concerned of the consequences of the SECA, that “interested organisations had the opportunity during three years of negotiations to inform the Member States or relevant representative organisations at the IMO of their concerns.” And this statement comes after an initial remark where Barroso says, “I do not think it is a realistic option to call into question the agreement reached at international level.”

Report

SECA

All together, one of the lobbyists sums up the present situation as a tug of war between the politicians in the European parliament and the officials in the EU Commission. The lobbyists feel they have won the politicians’ ear with a number of consequence studies, already presented and expected ones, showing the rising fuel costs and its effects for a large part of Northern Europe’s industries as well as the modal shift. Politicians are more sensitive to these arguments than the employed officials at the Commission. Still no one seems to think the SECA will be abandoned. Hopes are one of two alternatives will come through; either a postponement of the 0.1 limit by five or ten years to 2020 or 2025 and only compliance with the global 0.5 limit from 2015, or an enlargement of the SECA to avoid the geographical inequalities.

as opponents, which is a most likely development if the alternative with an enlarged SECA, including the Mediterranean, were to get the upper hand. We can only imagine what ports just outside the SECA, like for example the Port of Nantes-Saint Nazaire and Liverpool, and their political friends like any talk of an expanded SECA. At the moment with their position outside the SECA they have what looks like a bright future when ocean liners might choose them over competitors inside the SECA.

The struggle to lessen the negaThe latter alternative does not look very interesting to the industry in Northern Europe as the forest, paper and metal industries up north do not have their competition in Southern Europe. Also, the Northern European lobbyists are by no means interested in getting the Greek shipping industry

tive impact of the stricter emission regulations is far from over and at the Commission in Brussels the question is still alive. When asked to produce a copy of the letter from Barroso three different commissioners give three different answers. From the Commission’s

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The SECA will cover only a small part of the European Union’s coastline and might completely change transport patterns.

transport department the position stated now is nothing like the answer actually sent by Barroso in July. The position Transport claims that Barroso took this summer largely concerns Russia and its willingness to, via Helcom, apply the same rules to its vessels as the EU members. “The key point is to ensure fair competition and that means that all ships operating in the same zone should apply the same environmental standards.” The unequal competition between different parts of Europe is not commented upon in this statement. Another part of Transport says the letter from the 54 organisations strong industry group was never answered, and since it was addressed to several Commissioners it takes some time to reply but it is being processed and at the end there will be an official reply.

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28 SHIPGAZ NO 5 2010

By Per Nyström, per@shipgaz.com

Spotlight Technology

Competition next to none Technology: Per Nyström Per Nyström has a long experience as Chief Engineer, Shipyard Superintendent and troubleshooter when propulsion systems fail. He is part owner of FT Engineering AB.

With cooperation in certain sectors between the two engine manufacturer giants, competition on the market is next to none. Limited competition has also limited the development of engines and engine components as well as auxiliary equipment. It is hard to see any significant development over the last 20 years on the engines themselves. Turbocharging and common rail fuel injection is basically what has been improved over the last decades. Three decades ago, engines were manufactured with cylinderliners that had a lifetime of 130 000 running hours. Engines manufactured a decade ago have a lifetime of cylinderliners in the region of 35,000 to 60,000 running hours. Compared to the automotive industry, the development of the marine diesel sector appears to be very low. A modern car engine will operate during its entire lifetime without any other service than replacing luboil, filters and dive belts for camshafts etc, and it is seldom engine failure

that causes scrapping of a car. Lack of competition will impair the shipowner’s access to spare parts, at least when it comes to major parts. Pirate spares may be available but usually of inferior quality. One reason for this is manufacturing in “just-intime systems”, where spare part stock is considered too expensive. In the past, pirate spares were often of acceptable quality since engine component drawings were made on

»It is hard to see any significant development over the last 20 years on the engines themselves« Today, MAN-B&W and Wärtsilä Diesel master almost the entire engine market.

One recent experience is 40+ weeks for delivery of a shaft coupling for a large medium speed engine, consequently the ship had to be laid up for about 50 weeks waiting for a relatively simple coupling. Since the ship was converted for special transports it was very difficult to replace on its trade. Another ship, with a modern medium speed engine, had a crankshaft damage and the delivery time of a new crankshaft was in excess of nine months. Luckily this ship had more than one main engine and could proceed operaPHOTO: WÄRTSILÄ

uring the past two decades the two leading engine manufacturers have acquired most of the smaller engine manufacturers in the world. Furthermore the leading manufacturers have also acquired manufacturers of auxiliary equipment and propulsion trains. Today, MAN-B&W and Wärtsilä Diesel master almost the entire engine market, the few other actors remaining on the market are apparently left behind in the engine marketing race. Has the development of the diesel engine market resulted in any problems for the shipowners (end-users)? The answer is obviously yes.

paper and comparatively easy to get hold of. Today the drawings stay in the computer accessible to a limited number of persons and certainly not available to the spare part pirate. Therefore the pirate has to measure components to be manufactured and analyze the material, a process that often fails, and is seldom done by qualified engineers.

NO 5 2010 SHIPGAZ 29

Technology

Spotlight PHOTO: PIERRE ADOLFSSON

tion on reduced speed and transport capacity. With the increasing tendency of an engine manufacturer supplying the entire engineroom and propulsion train and mastering the sparepart supply for the entire unit, the cost of maintenance by service engineers and spareparts for the shipowner may rocket. The necessity for engine makerâ&#x20AC;&#x2122;s service engineerâ&#x20AC;&#x2122;s attendance increases with simplified instruction books and maintenance manuals.

When the engine maker also supplies regulating and monitoring systems, these will also be in the hands of the engine maker, and changes of set points etc can sometimes only be done by engine makers service engineer carrying a laptop with the required software, or in the worst case carrying a notebook with the appropriate password. A better competition for the major marine diesel engine manufacturers would have been beneficial to the shipowners, not only promoting better quality but also better service and better sparepart supply for major parts, not mentioning sparepart prices.It is however hard to see that

Shipowners would benefit from more competition. any investor is willing to take up the competition with the existing giants in the business. It requires a large capital to develop an engine and start manufacturing.

Therefore it appears that we have to live with the current poor development in the foreseeable fu-

ture. It may be a reasonable guesstimate that we will face one manufacturer for medium speed four stroke engines and another for large slow speed two stroke engines; i.e. no competition at all, possibly very high sparepart prices and engines that looks and operates very similar as today.

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Focus on function

A new way of thinking is being introduced on the bridges of Carnival Corporation’s cruise vessels. The new bridge organisation focuses on functions rather than ranks. TEXT & PHOTO: PÄR-HENRIK SJÖSTRÖM

Would it seem strange if the Second Officer of a large cruise vessel makes the important decisions while the Captain simply monitors the situation or perhaps makes brief comments? n several of Carnival Corporation’s vessels this is reality as a new bridge manning structure is being introduced to improve the resource management and the overall team performance. The results are most encouraging and a whole new training concept has been launched at the group’s new training facilities in the Netherlands. Carnival Plc’s state-of-the-art in-house training facility CSMART has been built from scratch – to a great extent with Swedish and Danish know-how. Strategically located in Almere, one of the fastest growing cities in the Netherlands, CSMART is located in the very heart of Europe. The closeness to Amsterdam and the Shiphol airport makes it easily accessible from all over the world. This is most important, as the officers to the cruise vessels of Carnival Corporation’s different brands are recruited world wide. “We have a many senior officers from the UK and Italy, which makes Netherlands the ideal location for a training facility”, Captain Hans Hederström explains. He is Director of Professional Marine Training & Research at the Centre for Simulator Maritime Training, CSMART, and has held a key role in building up the activities.

CSMART has been operating since summer 2009. With this remarkable investment in simulator technology and top class instructors, Carnival Plc takes both bridge procedures and operational training to the next level. A revised bridge manning structure forms the cornerstone of this concept. “It is all about avoiding incidents and accidents”, Hans Hederström says. The basic feature of the new protocols is to replace ranks with functions on the bridge. “To make the best use of the resources on the bridge the main tasks were identified through a job and task analysis”, Hans Hederström informs. “The tasks were then assigned to functions instead of ranks.” Four new functions were introduced on the bridge: Navigator, co-navigator, administrator and operations director. Based on the competence and experience of the bridge team, the Captain decides who is assigned to each one of these functions. There are also three different manning levels due to the circumstances. During open sea navigation there are two officers on watch. Navigation in coastal waters or in restricted visibility demands three officers, while navigation in restricted waters is carried through with four officers on duty.

The task of the navigator is always to concentrate on conning the vessel according to the passage plan. The co-navigator is, at all times, cross checking the navigator and handling external communications. In open sea the co-navigator is also handling other supporting functions such as internal com-

Operations director, navigator and co-navigator. Captain Hamish Reid and his team on the cruise vessel Oceana. Photo: CSMART

Instructor Gabriele Petruzzelli at CSMART during a briefing with cruise vessel captains before the start of a simulator exercise.

Hans Hederström, Director of Professional Marine Training & Research at CSMART, in the control room.

»The traditional organisation with the Captain as both operator and leader can lead to overload of the Captain while the officers tend to become passive bystanders» munications, keeping log, doing chart work and managing alarms. With three officers on the bridge an operations director is added. His or her task is to overview and supervise the operation. On level three, when navigating in restricted waters, some of the tasks of the co-navigator are transferred to another officer, handling the role of the administrator. One of the main purposes with adding the administrator to the team is to make sure that the navigator and co-navigator can focus on their tasks without disturbances. “Operations director is most likely the Captain or the Staff Captain. A Junior Officer should never be operations director, as wide experience is crucial”, Hans Hederström points out. This way of working creates a safety net, much of this has been adapted from the pilot-co pilot system in airlines. Neither changes of course nor engine orders may be carried out by the navigator without a confirmation from the co-navigator.

Hans Hederström thinks that despite the advantage of keeping the most experienced and skilled person to operate the vessel, the traditional set up with the Captain conning the vessel in front of his bridge team has several weaknesses. “The experience gap between the Captain and his bridge team is growing by each operation conducted. This ever widening gap in experience and skills makes it less likely that the

team members will speak up when an assertive input is needed to avoid an incident.” According to him, the traditional organisation with the Captain as both operator and leader can lead to overload of the Captain while the officers tend to become passive bystanders. The new manning structure encourages the captain to assume the role as operations director, while the team carries out the operation. This creates enthusiasm and motivation to work in the bridge team. “Delegating the tasks will above all promote and reinforce learning, but also create readiness to actively participate in problem solving.” The Captain’s experience is transferred to the Junior Officers by pointers. Instead of giving direct orders he or she may say things like ‘Have you thought of …’ “As operations director the Captain makes them aware of a situation. The decision is still to be made by the navigator, first by explaining his or her intentions and then communicating the decision in closed loop to the co-navigator”, Hans Hederström stresses.

As Hans Hederström describes the bridge work he frequently returns to the key word communication. “In the end it is all about communication. It is the most important thing in any management operation.” During the operation all orders are carried through by threeway communication in closed loop, avoiding any misunderstanding. A typical example is the procedure before changing course. First the navigator is thinking aloud, announcing his or her intentions and then says: “Changing course to 250, radius 2 miles.” The co-navigator responds: “Changing course to 250, radius 2 miles.”

Technical Manager Lars Husted acting as a VTS-operator to add realism during a simulator exercise. After that the navigator confirms before executing the course change: “Yes”. “Thinking aloud, also called ‘dynamic briefing’, is crucial for Team Situation Awareness. The person conning the vessel must think aloud so the bridge team can understand his or her intentions, reasons and projected outcome of a course or speed change, particularly if this is outside the passage plan.”

According to Hans Hederström debriefing after a mission is one of the most important management tools for evaluation and improvement. He thinks that a debriefing should end all major operations, such as arrivals, departures, lifeboat drills, fire drills or any situation involving increased risks. “The question that the Captain should ask all of the participating officers is ‘how do you think we could improve our operation next time?’ The operation may have been almost perfect in the Captain’s eyes, but another team member may have seen it differently.” “Of course debriefing does not reveal new things every time, but if this is made routine, it makes it easier to talk about the

»Debriefing does not reveal new things every time, but if this is made routine, it makes it easier to talk about the more difficult things if a near miss situation should occur» more difficult things if a near miss situation should occur. It is important to focus on the team all the time. We should ask ‘why didn’t we realise that something went wrong’ instead of pointing at one person and asking ‘why didn’t you see it coming’?”

The multi-cultural environment on the bridge may be challenging. Officers with different cultural backgrounds respond and act in different ways. The new bridge manning structure, and training concept, makes safe operation easier. “In most cases procedures override cultures. If there are no

procedures, the cultural background of the members of the bridge team will have a larger impact on how the job is done.” He underlines that a passage plan is in reality a procedure. “If the passage plan is created with a track line inside a corridor that forms the area for acceptable deviation, it makes it easy for the Captain during a briefing to promote the assertiveness of his officers, by asking them to speak up if the vessel is about to leave the corridor. The passage plan should also include safe speed limits, if required, both maximum and minimum, which also forms a reason for an officer to speak up if limits are exceeded.”

In traditional passage plans, there are certain ‘no go’ areas when navigating in coastal waters, where the water depth is not sufficient. “This is indeed good, but if a Junior Officer sees a situation coming, but does not speak out before the ship enters such a zone it may be too late. Therefore we prefer to sail in a safe corridor, defined by the passage plan.” CSMART is mainly handling in-house training for Carnival

Corporation. Today only some ten per cent of the courses are conducted for external customers. “In 2011 we will conduct more than 110 courses for Carnival Corporation and about 15 for external customers. Our main task is to provide Carnival Corporation with tailor made training.” In addition to the nautical courses, a similar training concept will be launched for engineers. An engine control room simulator is being built and it will be up and running in the summer of 2011.

“The introduction of the engine control room simulator is an important milestone, involving several new instructors. Now the same development towards procedures like those we already have on deck is coming to the engine department. We are also working with a common platform for communication, to make communication between deck and engine staff easier. I would also like to see the hotel sector integrated in this process somewhere in the future.” The addition of two Engine Control Room simulators will increase the number of courses by two, resulting in up 50 partici-

Principal Instructor Staffan Persson giving a lecture for captains in one of the class rooms at the CSMART training facility in Almere.

The Star Princess, one of the cruise vessels in the Princess Cruises fleet.

Hans Hederström and Staffan Persson posing in front of the CSMART building in Almere. pants each week. The next big step on the nautical side will be a course focusing on abnormal and emergency procedures, which will be launched in 2011. Today the new bridge manning structure has been adapted for all deck officers of Carnival UK, Carnival Australia, Cunard and Princess Cruises fleets. All senior officers and most of the junior officers have already attended the training programme. In 2010 Carnival Cruise Line started to work according to the new principles and next year CSMART will be running 40 courses for their deck officers. “It looks like the number of courses is sufficient to allow all of them to get their training.”

There are twelve participants on each navigational course, consisting of two bridge teams with six members in each to fill all the places on the bridge. The five-day course is delivered with various teaching techniques. Mainly the instructors use problem based learning through questions, open discussions, role-plays, company case studies and simulator exercises. The participants are assessed during simulator exercises. Individually the participants have to pass a written examination in order to receive a course certificate. After the course CSMART conducts an onboard follow-up to see how the training has affected the bridge teamwork in real life, helping the Captain to fine-tune the operation. The onboard visits also give CSMART a direct feedback on how to develop the courses further. The CSMART concept also includes active Captains to participate as assisting instructors and as onboard coaches. Five courses for instructors have been conducted to accredit captains as instructors. So far 20 captains in the Carnival Corporation have undertaken the voluntary instructor course. “With the Captains assisting in the training, a practise copied from airline flight simulators, really makes the Captains

»We have entered a new era and all are helping to take us forwards. This positive spirit has had a direct impact on the turnover of junior officers» understand and embrace the concept. It also helps us to further develop the bridge team management system”, Hans Hederström explains. “The instructor training is important also in the Captains’ daily work. A central issue is to transfer their own experiences and knowledge to the Junior Officers. This training makes it is easier for them to do that.”

The training results so far are encouraging, even if Hans Hederström underlines that it is yet too early to make any statements. “Surely there is a new way of positive thinking in the whole organisation. We have entered a new era and all are helping to take us forwards. This positive spirit has had a direct impact on the turnover of junior officers. It is now easier to make them stay as they feel that they have the possibility to develop their skills and participate in operating the ship in a new way.” This also makes it easier for them to advance in their career. “As they already as watchkeeping officers and then as Senior Officers and Staff Captains actively participate in ship handling, this creates an environment where an officer is better prepared to take the next step in his or her career. The biggest step is of course from Staff Captain to Next Page Captain, but this step used to be much bigger when Hederström: you never got the opportunity to con the ship, you “Pilotage is not just had to content with looking at the Captain maa one man band” noeuvring.”

This passage plan Hans Hederstrรถm always carried in his bag when he was a pilot in Gothenburg during the 1980s.

Two years ago, when Master Mariner Hans Hederström was asked by Carnival to build a state-of-the-art simulation training centre from scratch, it was a dream come true for the former pilot from Gothenburg. e has 30 years of experience of training and has held a key role in a long process, which gradually has changed the attitude to bridge work. “At quite an early stage of my career I realised that human resources play as an important role in safety as pure technical skills. It has repeatedly turned out that it does not help if the vessel has the most advanced navigation equipment if the bridge work is not organised for safe and efficient operation and also taking the wellbeing of people into account.” Now leading the CSMART training facility, owned by the largest cruise corporation in the world, Hans Hederström has come a long way from being a cadet in the Broström fleet in 1966. “I graduated as a Master Mariner in 1974 and continued to work on Broström’s tankers. I advanced to Chief Officer, but in summer 1977 came a downturn in shipping and I was told that I might lose my job as Chief Officer. I had already received my master’s licence, so I decided to try my luck with the ferry company Sessanlinjen.” He was signed on as a deck officer on one of Sessanlinjen’s ferries but already in autumn 1977 he was offered the opportunity to become a harbour pilot in Gothenburg.

“I then worked as a harbour pilot until the end of 1981, when the organisations of the harbour pilots and the sea pilots were integrated into one organisation under the National Maritime Administration, Sjöfartsverket. In 1981 I took a long service leave from pilotage and served as a Master on the ro-ro vessel Caribbean Trailer, trading between Miami and ports in the Caribbean, Venezuela and Central America. I then resumed being a Gothenburg pilot for another year when I was asked to take a month as Master on the Tor Finlandia, which I very much enjoyed.” In these two roles Hans Hederström had a brilliant opportunity to analyse his work as a pilot. “It was interesting to compare my own work as a pilot with how I saw the work of the pilot from a Master’s view. I already then had my own thoughts about how the pilots should do their job.”

Hans Hederström’s own view on pilotage and the interaction between the pilot and the bridge team was clarified when he met master mariner Kari Larjo, who was working as a captain on one of Silja Line’s ferries. “Kari has been a true mentor for me. The first thing he told

CSMART is a service mark of Carnival plc, which is a part of Carnival Corporation & plc, the worldâ&#x20AC;&#x2122;s largest cruise ship operator, with eleven cruise ship brands owned and operated by the corporation.

Hans Hederström in one of the two full mission bridge simulators at CSMART. me was that a pilot without a passage plan is no pilot. His message was that if you want to offer the best possible service as a pilot the bridge team must be fully involved in the process too.” Kari Larjo’s view on the matter was completely shared by Hans Hederström. “There were too many misunderstandings, the pilots did simply not inform the bridge officers about their intentions. They rather kept that information for themselves. However, long term successful pilotage has to be performed as a teamwork – not a one man band. Establishment of this teamwork is a joint responsibility between the bridge team and the pilot and should be required by both the shipowner and the general public in the interest of environment protection.”

Inspired by Kari Larjo’s revolutionary ideas Hans Hederström revised his own way of working and started each pilotage by briefing the captain. “It could be called master-pilot exchange, I simply started by explaining my intentions.” He made himself a passage plan, by drawing the routes and

adding all relevant information on convenient sized charts, which he had copied from the official chart. He collected them in a book. “We were a couple of pilots doing this, among them were Sven Gyldén and Benny Pettersson. On every pilotage since 1982 I presented my passage plan for the master and told him that we are now here and we are going there. Many bridge teams copied my passage plan, which of course was fine with me. The passage plan is also invaluable during blind pilotage or navigation in fog as it contains all parallel indexes and reference points. There are many other details too, which I used to present to the master to make him more comfortable during difficult circumstances.” In autumn 1982 Hans Hederström became involved in the Swedish pilot training programme together with his colleagues Sven Gyldén and Benny Pettersson. They also made several voyages with Silja Line to study the methods of Kari Larjo in detail. “We developed a training programme, including radar navigation, tug assistance and ship handling. The training also included turns with constant radius, which I nowadays prefer to

»There were too many misunderstandings, the pilots did simply not inform the bridge officers about their intentions. They rather kept that information for themselves» call controlled turns, as the radius as a matter of fact is changed if required as the turning proceeds.”

A new world opened up when Hans Hederström came in contact with SAS Flight Academy and their Flight Deck Resource Management in 1990. “I was deeply impressed, as it included so many parts of interest for me and much beyond that. Eric Wahren at SAS Flight Academy was at this time trying to get maritime organisations interested in converting the program into a maritime version. He had six sponsors and still lacked one to get the project started.”

Hans Hederström contacted the Swedish Club and talked to Hans Sandström, who became most enthusiastic. They presented the concept for managing director Lars Lindfelt, who in a couple of days accepted that the Swedish Club would enter as sponsor for the project. “The commitment from the Swedish Club got the project started and I was very pleased to be asked to represent the Swedish Club in the development group. I continued to work as a pilot, but on my time off work I worked with developing Bridge Resource Management”, Hans Hederström recalls. The first Bridge Resource Management (BRM) course was launched in 1993 and in the same autumn Hans Hederström travelled to Australia and presented the concept on a conference. He had already a couple of years earlier got acquainted with Ravi Nijjer, a teacher at the Marine Department of Royal Institute of Technology in Melbourne, who had adapted the Nordic ideas about bridge team work. Now the BRM concept received an overwhelming response at the conference. During the following year Hans Hederström spent two months in Australia, conducting six BRM courses.

»When you start digging deeper it has often turned out that an accident at sea can be traced back to a decision in the board room« “Ravi and three other teachers from Australia soon participated in an instructor training course at SAS Flight Academy. In spring 1995 I travelled to Australia again and helped them launch their own BRM training course, which is still running.” A few years later Hans Hederström and Benny Pettersson assisted Ravi Nijjer in launching a follow up course to BRM, called Advanced Marine Pilot Training. It was mainly intended for pilots, but also senior officers from merchant vessels participated. “Our aim was to bridge the gap between the human factors’ training and technology. It included a refresher BRM, but also new features such as ECDIS, GPS and controlled turns. It started in 1997 and is still due to continuous updating in the training programme for Australian pilots.”

In January 2000 Hans Hederström got a call from fleet captain Gustaf Grönberg at Star Cruises, asking if he would be interested to start working as an instructor at Star Cruises Ship Simulator Centre. After careful consideration he accepted and stayed with Star Cruises in Malaysia until the end of 2004 “This was a very interesting four and a half years with a steep learning curve for myself regarding how cruise ships are operated. The operation on board Star Cruise vessels were already at a very high level and with a very positive working environment both on board and ashore. The bridge organisation in Star Cruises was also inspired by the work of captain Kari Larjo, so I had no difficulties to adapt into this system.” Then Chalmers University of Technology in Gothenburg needed assistance with building up a new Full Mission Bridge simulator. “Together with Nils Borre we specified and built up two Transas simulator bridges. As there was soon a big demand for training on the new simulator, Staffan Persson, former staff captain

at Star Cruises and now a pilot on the Swedish east coast, came into the team as an instructor in 2006.” Hans Sandström, who now was running his own company Marine Profile together with partners, contacted Hans Hederström in early 2007. One of his potential customers, captain David Christie, Senior Vice President at Princess Cruises, wanted to come for a visit at Chalmers Full Mission simulators. Captain Christie knew about the simulator training at Star Cruises and their good safety record.

“He asked us to do a gap analysis, and a bridge operational review, analysing their operations, which we did in the summer of 2007. We studied the work on the Oriana and the Star Princess and when we presented our report in Gothenburg a management team from Carnival UK and Princess Cruises attended. We had studied all the bridge procedures, we observed how they were used and then tried to identify the potential risks involved and presented some suggestions for changes.” Those findings were later presented to captains in the fleet at a conference resulting in all captains being involved in developing a new bridge organisation and new bridge procedures. “We were then asked to produce a training course based on what the captains had agreed upon. With these procedures, a new bridge organisation and a modified Maritime Resource Management course we started training for CUK and Princess Cruises in Gothenburg in January 2008”, Hans Hederström says and continues: “Soon Captain Christie asked if we would be interested in participating in developing a simulator training centre for Carnival UK and Princess Cruises. In August 2008 we left our jobs at Chalmers and started building up the centre. Lars Husted, a former colleague from Star Cruises Ship simulator, joined in and became in charge of the technical part.” Hans Hederström is very impressed by the genuine commitment shown by Carnival UK and Princess Cruises. He thinks that the companies really have understood that the responsibility for safety goes far beyond the ship itself. “The shore organisation of all shipping companies have a much larger significance than it first may be thought. Generally

Carnival Corporation & plc Carnival Corporation & plc is a global cruise company and one of the largest vacation companies in the world. Headquartered in Miami, Florida, USA, and London, UK, Carnival operates a fleet of 97 ships, with another 10 ships scheduled for delivery until May 2014. With approximately 200,000 guests and 70,000 shipboard employees, there are more than 270,000 people sailing aboard the Carnival fleet at any given time. Carnivals portfolio of cruise brands include:

A status board like this is also found on the bridge of the cruise vessels of Carnival.

AIDA Carnival Cruise Lines Costa Cruises Cunard Line Holland America Line Ibero Cruceros

Ocean Village P&O Cruises P&O Cruises Australia Princess Cruises The Yachts of Seabourn

Nils Borre, Simulator Technician & Instructor at CSMART, and Hans Hederstrรถm were colleagues already at Chalmers university, where they specified and built two Transas simulator bridges.

The cruise vessel Arcadia of P&O Cruises, which is one of Carnival corporation’s brands.

»I try to run this facility in the same way as we teach, with clear task allocations for each function and a lot of briefings, debriefings and open communication« the employees of the shore organisations do not want to see their own role as significant if a vessel for example runs aground. When you start digging deeper it has often turned out that an accident at sea can be traced back to a decision in the board room.”

A suitable building for the training centre was found in Almere near Amsterdam in the Netherlands, which was rented in September 2008. “Staffan and I moved to the Netherlands in September 2008 and started working in an empty building. The first thing I had to do was to find a building project leader and to engage contractors.” In July 2008 Force Technology had been chosen the supplier of the simulator. In December the same year the building of the bridges, class rooms and offices started and they were completed in March 2009. The training activities commenced on July 7, 2009. But why Almere, a place which only a few outside the Netherlands would recognise without googling? “It was quite natural to situate the training centre in the Netherlands. The officers of Princess Cruises and Carnival UK are mainly living in the UK, Italy and the Balkans. We wanted a location close to a large airport, which is convenient when you have to fly in people from virtually all over the world. Schiphol Airport is not far away with its vast network of direct flight connections”, Hans Hederström explains.

Finally I asked Hans Hederström the inevitable question: “What has it been like to build up a simulator training centre from scratch?” “This is the largest and the most satisfying challenge of my life. Naturally this is a project carried through jointly with a lot of people. We have succeeded thanks to the fact that I have been able to work with extremely professional colleagues. Without them this all would not have been possible. Our instructors are from Italy, the UK and Sweden, which has proven very fruitful as we all have an open mind, making it possible to find innovative and flexible solutions when developing new training programs.” In June 2010 CSMART’s Bridge Team Management course was awarded the Safety at Sea International training award. “We have had a lot of assistance from psychologist Jan Hedegård, who conducts our instructor courses and is coaching all of our instructors in this matter.” It is obvious that Hans Hederström really enjoys his work. Although there are more and more administrative tasks as the activities at CSMART grow, he does not want to miss the action.

“I think that I speak for all of us when I say that we like working here and that we always look forward to come out to the ships and see the results of the training. I work both at the office and as an instructor. Indeed I should reserve more time for office work, which will be possible as we employ new instructors.” All new employees are evaluated by Marine Profile in Halmstad to ensure that they fit into the team. “The most important qualities needed are an attitude to share knowledge and the ability to work in a team. I try to run this facility in the same way as we teach, with clear task allocations for each function and a lot of briefings, debriefings and open communication.”

52 Shipgaz No 5 2010

By Pär-Henrik Sjöström par-henrik@shipgaz.com

Report Friendly ferries

Illustration: Wärtsilä / Deltamarin

Wärtsilä and Deltamarin will produce ferry design concepts that incorporate both operational and environmental considerations.

Standard but still individual

Standardisation of ferry design, still without losing the individual touch of each vessel, will bring down both investment and operational costs. Ferries represent a niche market, counting for less than one per cent of the world’s merchant fleet. Typically a ferry design is unique, developed to fulfil the special characteristics of a certain route. There are usually diverse passenger and freight requirements for each design, depending on the owner’s own business model. Diversity means high prototype costs and the ferry may even be hard to trade and finance. In ferry business standardisation of vessel types has seldom been the case, as it tends to lead to sub-optimal ships with low profitability.

Deltamarin and Wärtsilä have joined forces in a project to achieve a more rational approach to ferry design. The companies presented a series of new ferry designs during the 35th Interferry Conference in New York, on October 3 to 6, 2010. The solution developed by Wärtsilä and Deltamarin is the so-called Parametric Design Method. It enables designers to make a clear distinction between the marketable and nonmarketable features of a ferry. One of

the most important marketable features is the size and architecture of the passenger areas of a ship. They can be tailored to each customer’s particular needs. Other features of a ferry, such as the engine room layout, piping as well as ventilation, propulsion, navigation and automation systems, are non-marketable and can be designed using a more industrial method.

»The savings from the parametric approach will be considerable« The co-operation enables Wärtsilä and Deltamarin to generate subsequent basic designs rapidly, due to the combination of parametrically pre-designed elements and preengineered ship machinery and systems.

By modularizing and parameterising the above mentioned elements within a ferry, the partners claim that the same benefits can be utilized in subsequent ships without them becoming duplicates. They also state that the savings resulting from the use of the parametric approach will be considerable, both regarding the initial investment as well as the operational costs. “The industrial engineering of ship systems, and the serial effect created from pre-designed modules, are

estimated to result in cost savings of approximately 15 per cent. The fuel economy of these ferries, compared with ferries built 10 to 15 years ago, will also improve by 15 per cent, not least as a result of developments in Wärtsilä’s technology and Deltamarin’s advances in ship design”, says Markku Kanerva, Deltamarin’s Sales Director for Contracting Services.

Another important aim of the project is to introduce advanced, environmentally sound solutions, applied in a modular way. They must also be prepared for any future requirements. The ferries of the future will have to use less fuel and generate lower emission levels. As innovations in this field are costly, Deltamarin and Wärtsilä think that they must be standardized wherever possible. Deltamarin and Wärtsilä are continuously developing new and better solutions for reducing the environmental impact of shipping. Examples include Deltamarin’s ferry designs and Wärtsilä’s propulsion arrangements, exhaust gas cleaning systems, and LNG dual fuel marine engines.

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MARINE

54 Shipgaz No 5 2010

By Bent Mikkelsen bent@shipgaz.com

Report Nordane Shipping

Photo: bent mikkelsen

Final Canadian newbuilding

When Nordane Shipping took delivery of the Canadian-built tug Stevns Battler, it was the last part in an investment of more than DKK 400 million. The naming ceremony for newbuild ing no E97 from East Isle Shipyard in Quebec, Canada, marked the conclu sion of the cooperation between the Canadian shipyard and the Dan ish operator Nordane Shipping A/S, Svendborg. The tug was named the Stevns Batt ler and was the seventh newbuilding from the shipyard since 2006, when the Stevns Iceflower became the first in the series.

The series adds to another two tugs from other Canadian shipyards to Nordane Shipping, which all told has taken nine tugs from Canadian shipyards since 2003. Nordane Shipping and its partners decided at an early stage to build new

tugs instead of buying secondhand units. “There was too much repair and upgrading on the second-hand units to make them perform to our standards as well as the required standard for sailing under the Danish flag”, explains Niels Højlund Hansen, CEO of Nordane Shipping.

»Originally we approached a Canadian shipyard to talk about dry cargo ships«

“Originally we approached a Niels Højlund Hansen, CEO of Nordane Shipping.

Canadian shipyard to talk about dry cargo ships, but it eventually ended with ordering two tugs. Unfortunate ly the shipyard went bankrupt during the building of the second unit (the

Stevns Arctic), so we had to decide whether to give it up or try to find an other shipyard that could take on the responsibility.”

Over the years, Nordane Ship ping – acting as agent for the own ers, which are single ship companies with almost identical sharehold ers – has been taking tug and sal vage assignments for the tugs all over Europe. Presently the market is very dull, a number of tugs lie on standby. “The market is quite hopeless at the moment. We are looking at all possibilities to find employment for at least three of the new tugs in the fleet. Right now the tugs are working on day-to-day business, but we are

No 5 2010 Shipgaz 55

Nordane Shipping

Report Photo: bent mikkelsen

»If we could have read the future market we should not have ordered the last pair of newbuildings from Canada« looking for long-term employment”, says Niels Højlund Hansen. The seven tugs from East Isle Ship yard were delivered in three batch es. In 2006 the Stevns Iceflower, the Stevns Icecap and the Stevns Icequeen were delivered, all with 60 tons bol lard pull and full ice class.

The second delivery was the tevns Icequeen and Stevns Iceflow S er in 2009 (the tugs with the same names were sold off in 2008 and 2009). They are also ice classed tugs with 60 tons bollard pull. The last delivery came in 2010 with the two Bclass units Stevns Breaker and Stevns Battler. The pair has 72 tons bollard pull and no ice class. “If we could have read the future market we should not have ordered the last pair of newbuildings from Canada. But the world was an other place economically when the contracts were signed”, says Niels Højlund Hansen.

The Stevns Icequeen is on long-term charter to Svitzer, working under the name Svitzer Njal.

At the moment three of the seven new tugs are working on the spot market. That is the Stevns Ocean, the Stevns Icecap and the Stevns Breaker. Another two of the seven are working on long-term bareboat charters under Svitzer colours. That is the Stevns Icequeen as the Svitzer

Njal and the Stevns Iceflower as the Svitzer Nerthus. The Stevns Arctic is long-term employed working with A2SEA’s installation barge Sea Jack. The seventh tug is the new Stevns Battler, which is now crossing the Atlantic Ocean on a voyage from Can ada to Denmark in order to be fitted

Landskrona Stål AB

Nordane Shipping was founded in 1965 by shipowner Niels Højlund Hansen.

with more equipment upon arrival. The Nordane fleet of tugs includes a number of older units presently laid up at Svendborg. That is the Stevns Master and the Stevns Icebird plus a number of smaller tugs/icebreakers ready to be deployed in case of an ice winter.

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56 Shipgaz No 5 2010

By Rolf P Nilsson, rolf@shipgaz.com

Spotlight IMO

Meeting ended in confusion IMO: Rolf P Nilsson Rolf P Nilsson, Editor-in-Chief of Shipgaz, points the spotlight at IMO in each issue. Check this column to get the latest updates on what’s up in the IMO chambers.

he 61th session of the Marine Environment Protection Committee of the IMO was held at the organisation’s headquarters in London September 27 to October 1. The work of the Committee has become extremely politicised and the gap between developed and developing countries is widening in the Green House Gas (GHG) emissions issue. Although the majority of the Committee held on to the opinion that IMO regulations should cover all vessels irrespective of flag, the resistance against both the introduction of a market based measure and an Energy Efficiency Design Index, EEDI, was steadfast from developing countries.

The developing nations are driving a hard bargain. Their stand is that they will not accept a market-based instrument that adds costs to their shipping. They also oppose an EEDI and argue that any rules decided by IMO must follow the UNFCCC “common but differentiated responsibility” principle, meaning that the cost burden lies with the developed nations. Observers say that it is clear that the developing countries will not accept anything if they don’t get something back. This hard line made one delegate raise his voice asking “You already got the shipyards, what more do you want?” The answer is transfer of competence as well as finance.

In this context, it could be worth noting that the opposing side not only includes the poorest nations of the world but also countries such as China, the world’s economic motor, Dubai, oil-rich Saudi Arabia and Brazil. Although no consensus was

»If IMO fails, this will trigger regional solutions, and we all know that this is normally not a good thing for shipping« EEDI The MEPC has undertaken to develop measures to reduce emission of greenhouse gasses from shipping. One measure is the development of a CO2 index that indicates the CO2 output of a merchant ship. At MEPC 58, the CO2 design index was renamed Energy Efficient Design Index (EEDI).

reached, some progress was made during the meeting. After a complex debate on whether it is right or wrong to use Marpol Annex VI to implement EEDI, despite that this already have been decided by the Committee, a working group could be formed on Tuesday evening. Although the short time available and the continuing opposition, the group managed to finalise an EEDI proposal. The proposal met a hefty debate in the plenary and the Committee failed to reach an agreement to approve the regulations. It is now highly probable that one or more parties to the Marpol Annex XI will request that the Secretary-General circulates the amendments for future adoption. A correspondence group was established for further work on details before MEPC 62 in July next year.

An extraordinary working group was also agreed on. The group will meet in March next year to facilitate for the Committee to make a decision next year on what proposal of a market based measure should become reality. The big differences in opinions, lack of consensus and the politicization in the Committee, an arena where concrete technical solutions to problems normally are in focus, raises the question of MEPC really is the right arena for this issue. If IMO wants to continue to own the GHG issue and agree on the right solution for shipping, maybe it has to be lift-

ed to the next level, the Council. If IMO fails, or if the process develops too slowly, this will trigger regional solutions, and we all know that this is normally not a good thing for shipping. If this happens, shipowners have to put their hope to regional schemes that are similar enough to eventually be integrated into each other.

Other air pollution issues had to be forwarded due to lack of time, to the BLG Sub-Committee that have a meeting in March next year, and to the next MEPC meeting. Forwarded issues include revised standards for fuel, flue gas cleaning and a revision of the NOx Code. The Committee also managed to expand the number of ballast water treatment systems available for shipowners by giving six systems a final approval and a further three systems an approval in principle. The Committee did not succeed in finalising the guidelines for the Hong Kong recycling convention that was adopted last year. A correspondence group was set up to continue the work until MEPC 62. Guidelines for entries in the Oil Record Book, submitted by among others Denmark, were approved. It also stands clear that there is a growing understanding of the consequences of the regional rules on sulphur content in bunker oil that IMO has agreed on, not least from the nations within the ECAs of north/north west Europe, and that the question has created a split within EU. According to the chairman of the European parliament transport committee, Brian Simpson, IMO got it wrong and made a big mistake when it approved the low sulphur rules by 2015 in the Baltic Sea, the North Sea and the English Channel. “It’s unusual for the IMO to take such a decision”, he said to Lloyd’s List and continued “normally it takes them 50 years. But when they take it quickly they get it wrong.” Many consider the significantly higher cost for the low-sulphur bunker oil as a competitive disadvan-

No 5 2010 Shipgaz 57

IMO

Photo: imo

tage for industries in these ECAs. In Europe, there is a clear risk of modal back-shift, meaning that cargo transports will be transferred from sea to land. Despite protests from the concerned industry calling for a postponement of the rules, the EU Commission has said that the decision on ECAs in Europe stays firm. When a submission from ICS on availability and quality of low-sulphur bunker oil was debated, Sweden was one member state that supported a proposal that a correspondence group is established to look into this matter.

The MEPC also agreed on a ban on untreated sewage water from passenger vessels in the Baltic Sea. The ban could come into force in 2013 for new vessels and in 2018 for all existing passenger vessels. The week before the MEPC, IMO celebrated the World Maritime Day 2010 with “year of the Seafarer” as theme. In his speech Efthimios Mitropoulos, Secretary-General of the IMO, said:

The IMO Secretary-General Efthimios E Mitropoulos has soon served for the maximum period of two consecutive four-year terms.

“In today’s global economy, hundreds of millions of people all over the world rely on ships to transport the great multitude of commodities, fuel, foodstuffs, goods and products on which we all depend. Yet, for most of them, shipping, not to mention the huge range of related maritime activities that, together, go to make up what is loosely termed ‘the shipping industry’, does not register a particularly strong echo on their personal radar.”

This ignorance is one big reason behind the criminalisation, tough security rules, piracy and bad attitudes that the shipping industry and its

Spotlight

seafarers have to meet. During the day, the SecretaryGeneral could welcome the launch of a new organisation focusing on abuse and seafarers’ rights. Seafarers’ Rights International, SRI, is initially funded by the ITF’s Seafarers’ Trust, but will be formed as an independent centre. It will focus on research projects into criminalisation of seafarers, abandoned crews on detained or arrested vessels and the role of flag states. The Secretary-General was also presented a petition demanding increased action against Somali piracy, signed by around 930,000 people. The website www.endpiracypetition.org was launched by a number of shipping organizations just four months ago with the aim of reaching half a million signatures.

Some highlights from other Committees having held meetings recently: At its meeting, the IMOs FAL Committee urged the member states to ensure seafarer’s right to shore leave. The DSC Sub-Committee (Dangerous Goods, Solid Cargoes and Containers) finalised its work on revised recommendations for entering enclosed spaces. This is sent to the Maritime Safety Committee for adoption. The MSC meets in November. The NAV Sub-Committee has approved the Danish-Swedish ship reporting system in the Sound. This has also been submitted to the MSC for adoption. NAV has also agreed on new or amended ship routing systems along the Norwegian coast. The Flag State Implementation Sub-Committee has established a working group to work on a proposal of a code for classification societies approved for carrying out surveys and inspections on behalf of a flag state.

* Secretary-General nominees Next year, Efthimios E Mitropoulos will step down as Secretary-General after having served the maximum two consecutive fouryear terms. So far, three candidates have been nominated: • Andreas Chrysostomou, Cyprus, today chairman of the Marine Environment Protection Committee.

• Neil Ferrer, Philippines, today chairman of the Maritime Security Committee. • Koji Sekimizu, Japan, director of IMO safety division. More nominations are expected at the council meeting in November. The nomination period will probably be stretched to March next year for election at the Council meeting in June.

58 Shipgaz No 5 2010

By Bent Mikkelsen bent@shipgaz.com

Newcomer Venøfærgen

Photo: bent mikkelsen

New unit for the fastest service In the beginning of August the 200 inhabitants on the Isle of Venø received their first new ferry ever to keep them linked with the mainland. The new ferry, named Venøfærgen, runs from the isle of Venø in the Limfjord to Kleppen on the Danish mainland. The ferry is only the third ferry on the service since it started in 1958. The new Venøfærgen is the most expensive project ever for the Municipality of Struer – DKK 55 million (EUR 7.38 million). Out of this amount, the shipyard received DKK 33.5 million for the ferry and the rest was used for building new ferry docks on both ferry ports. A major part (DKK 43 million) of the total sum was paid via the Government’s ferry renewal fund.

The service is the fastest ferry service in Denmark. The ferry runs from port to port in only 66 seconds. The distance from shore to shore is 275 metres. The new ferry was built by A/S Hvide Sande Skibs- & Baadebyggeri, which also has signed a contract with Swedish Ventrafiken for a new ferry. Hvide Sande contracted the steel

hull from Remontowa Group in Gdansk, Poland. The ferry is designed by Jørgen Petersen A/S of Horsens, which has used the same design (with small adjustments) for four other Danish ferry services. All these ferries are built with open deck and with the landings hinged onto the ferry.

»It’s like going from a horse carriage to a modern sports car in one step« Venø Færgefart In 2009, Venø Færgefart transported around 260,000 passengers and 130,000 cars, busses and lorries on 48,000 sailings across Venøsund.

The Venøfærgen is rather special compared to all similar newbuildings as it is manned 24/7 all year round. Therefore it has better accommodation than other ferries, where the crew normally go back to their homes after the last crossing at the end of the day. It is different at Venø Færgefart, because the ferry is part of the emergency services and needs to be on 24-hour alert for any emergency on

the island. Two crewmembers are on standby during the night, when the ferry normally is moored at Venø.

The new ferry has two cabins and a dayroom with television and internet connection so that the crewmembers (one captain and one deckhand) can stay on board. The old ferry did not have these facilities, instead shore facilities were established close to the ferry dock. “The facilities will be luxurious compared with the old system. It’s like going from a horse carriage to a modern sports car in one step”, explains Søren Adsersen, head of Venø Færgefart. The Venøfærgen also offers seats inside for the passengers, but they are seldom used as most of the passengers either travel by car or bus. The new ferry improves the economy for the farmers on Venø as it will be possible to carry a full lorry on one sailing unlike the old ferry Venøsund.

No 5 2010 Shipgaz 59

Venøfærgen

Newcomer Photo: bent mikkelsen

1. The vessel has a total length of 41.4 metres. 2. The machinery 3. The bridge 4. The passenger facilities.

Venøfærgen Owner ��Venø Færgefart Built by �� Hvide Sande Skibs- & Baadebyggeri Newbuilding No �� 122 IMO No �� 9564449

Length o a �� 41.4 m Length b p �� 31.2 m Breadth ��9.2 m Draught ��2.2 m

GT ��269 tons Capacity �� 12 cars Engines �� 2 x Volvo Penta, 2 x 352 hp Speed �� 12 knots

Photo: bent mikkelsen

60 SHIPGAZ NO 5 2010

By Eddie Janson, eddie@shipgaz.com

Spotlight Safety

New rules in 2011 Safety: Eddie Janson Captain Eddie Janson of MariTrain AB, instructor and consultant in maritime safety, points the Shipgaz spotlight at safety related matters.

ll the rules and regulations that cover shipping are constantly changed and amended. In addition, new regulations are introduced continuously. We have several bodies regulating our daily work; the International Maritime Organisation, the International Labour Organization, flag states and port states among others. Below is a guide to some of the new rules that will enter into force in 2011.

Material Safety Data Sheets (MSDS): From January 1, an MSDS must be on board for all MARPOL Annex 1 substances, including bunkers. The MSDS must follow IMO’s recommendation for Material Safety Data Sheets.

»If the company’s other vessels have been detained or have had a high number of deficiencies the risk profile will be higher« On January 1 next year a new Port State Control Regime will enter into force. You can read more about this on page 26.

Ban of new installation of asbestos: Previously, asbestos has been banned “except for essential use”, but from January 1, any use of asbestos will be banned. Ship To Ship operations (STS):

There is an online Ship Risk Profile Calculator on the Paris MOU’s web page. The risk profile will decide how often a ship will be inspected by the port state control. A Low Risk Ship will be inspected with an interval of 24–36 months, a Standard Risk Ship with an interval of 10–12 months, and a High Risk Ship with an interval of 5–6 months. All High Risk Ships and all tankers and passenger ships older than twelve years which are due for inspection must send a 72 hour pre-arrival notification to the port state. The results from all Port State Controls will be available on a public website.

PHOTO: PIERRE ADOLFSSON

Any oil tanker involved in STS operations will be required to have an STS Operations Plan on board, approved by the Administration. This plan must be in place at the first survey after January 1, 2011, but any STS operation after April 1 must be carried out in accordance with an approved STS operations plan. All STS operations must be reported to the coast state at least 48 hours before the operation begins. Records of all STS operations must be kept on board for at least three years. There must be a qualified person in charge of the STS operation. Bunkering, loading from platforms and operations for saving life or preventing pollution are not covered by these rules.

New Port State Control Regime in Europe: Until the end of this year, the 27 European costal states have agreed on making Port Sate Controls on 25 per cent of all foreign flagged vessels calling their ports. It was up to each state to decide which 25 per cent to inspect. On January 1, 2011 a new Port State Control Regime will enter into force. Instead of the percentage it is a risk based approach to which ships will be inspected. Ships will be profiled as High Risk Ship (HRS), Standard Risk Ship (SRS), or Low Risk Ship (LRS). This profile will be based on: • Type of ship: tankers, bulk carriers and passenger ships are consid-

ered to have a higher risk profile than other ships. • Age: If the vessel is older than 12 years it will affect the risk profile. • Flag: If the vessel is flying a flag listed as Black or Grey by the Paris MOU it can never be profiled as a Low Risk Ship. • Class: If the vessel is classed by a classification society listed as Black or Grey by the Paris MOU it can never be profiled as a Low Risk Ship. • Company Performance: If the company’s other vessels have been detained or have had a high number of deficiencies the risk profile will be higher. • Number of previous deficiencies and detentions for the ship.

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62 Shipgaz No 5 2010

Technical Review Photo: jeppesen maritime

Photo: lubmarine

Martin Kits van Heyningen (left), CEO of KVH Industries, and Morten Aasen, managing director of Virtek.

KVH Industries grows software KVH Industries, Inc. has completed the USD 6.5 million acquisition of Virtek Communication AS. Norway-based Virtek specializes in the development and deployment of software known as “middleware” that helps commercial fleets and vessel owners manage the data transmitted to and from their vessels over different satellite communications services.

“In order to provide the highest quality maritime VSAT service available, we recognized that our end-to-end solution would be improved if we were able to optimize the data transmitted over the network while providing an array of versatile on board applications specially designed to work well in the maritime environment,” says Martin Kits van Heyningen, KVH’s chief executive officer.

7,000

Germanischer Lloyd, GL, has reached a milestone – 7,000 vessels are currently under the regular technical supervision of GL.

New fleet manager system from Jeppesen Software Jeppesen Maritime has unveiled a new maritime fleet management information system called Jeppesen Fleet Manager. The web-based system provides shore-side managers with up-to-date data on ships’ progress according to plan and real-time conditions, further more it provides powerful analytic tools using data from each ship’s passage to provide insights that help ship owners to more efficiently manage their fleets.

The program is designed to integrate with several of Jeppesen’s other products and services, including C-MAP charts and Jeppesen’s Vessel and Voyage Optimization Solution (VVOS). Jeppesen Fleet Manager assesses the passage of each ship, comparing progress in terms of distance covered, time used and fuel consumed, or according to the specific terms of a charter party agreement.

The system provides office personnel with an interactive display of the ship’s progress presented on professional navigational charts, with the potential for weather overlay. “One of the key differences between Jeppesen Fleet Manager and competing systems is the program’s ability to track a ship’s performance against charter party terms or pro forma,” says Ron Moody, product manager for Jeppesen Fleet Manager. “Both for the operator and the charterer, there is now clear documentation about the voyage.” Additionally, Jeppesen Fleet Manager can integrate with Jeppesen VVOS (Vessel and Voyage Optimization Solutions) to provide a comparison of planned route and historical track, predicted ETA and variance figures, severe motion and weather warnings and slow-down alerts.

No 5 2010 Shipgaz 63

Technical Review Photo: lubmarine

Photo: lubmarine

Lubmarine launches green lube oil

New communication products from Thrane communication At the SMM exhibition 2010 in Hamburg, the Thrane & Thrane presented several brand new GMDSS communication products that together form the Sailor 6000 GMDSS Series. The series targets vessels in all sea areas. “We are delighted to be launching a brand new suite of GMDSS and communications products that fit and work seamlessly together or perform faultlessly on their own. When combined through the sophisticated ThraneLINK system, the Sailor 6000 GMDSS Series meets all GMDSS requirements while also becoming a vital part of bridge operation and communication,” comments Walther Thygesen, CEO, Thrane & Thrane.

The all new ThraneLink network solution makes its debut on the Sailor 6000 GMDSS Series products. This new communications platform was developed by Thrane

& Thrane’s in-house engineers and provides benefits across the board, from maintenance through to operation. It enables all Sailor 6000 Series products to communicate and is based on a LAN interface, using standard RJ45 cabling and open protocols, making it highly versatile and expandable for future applications. The Sailor 6000 GMDSS Series consists of five products, which can be selected according to GMDSS regulations and a vessel’s operational requirements, in addition to a large portfolio of new accessories including alarm panels, switches, printers and keyboards. The all new products are: Sailor 6000 Consoles, Sailor 6110 mini-C with Sailor 6006 Message Terminal, Sailor 6222 VHF and Sailor 6300 MF/HF. Thrane & Thrane is a manufacturer of equipment and systems for global mobile radio and satellite communication.

Equipment The marine lubricants supplier Lubmarine has launched a new cylinder oil, Talusia Universal, which provides a lube solution to problems encountered by owners and operators in meeting regulatory and environmental requirements relating to sulphur limits. “Talusia Universal has been the only lubricant on the market until now which can be used with fuel of ALL sulphur contents, meaning that the need to switch lubricants when moving in and out of an ECA is completely removed”, says Patrick Havil, global marketing manager of Lubmarine.

“Lubricants have not always been top of the priority list for ship owners. But this is changing. In the current economic climate, ship operators simply cannot afford to ignore any potential cost savings that can easily be made. And in the current legislative climate, ship operators are forced to face issues arising from the need to operate within Emission Control Areas (ECAs). They must also, above all else, observe the highest standards of safety in order to protect both their workforce and the environment. When cast in this light, ship operators’ choice of lubricant takes on a new significance.”

Motor spare parts and good customer service Motor-Service Sweden AB Address: Mölna Fabriksväg 8, SE-610 72 Vagnhärad, Sweden Phone: +46 (0)156 34040 Fax: +46 (0)156 209 40 sales@motor-service.se www.motor-service.se Annons 1 - 61x185.indd 1

2010-07-30 10:49:25

64 Shipgaz No 5 2010

Technical Review Photo: autronica

Photo: marlink

The project Kaisei aims at finding new solutions to the growing problems associated with marine debris in the North Pacific Gyre.

Marlink supports new expedition communication Marlink supports the Project Kaisei for a second expedition. The project has been created by the Ocean Voyages Institute of California to seek viable solutions to the growing problems associated with marine debris in the North Pacific Gyre, which can then be developed for all oceans of the world. Marlink will provide the airtime for the project, which will allow it to communicate its findings through the internet via Marlink’s WaveCall(TM) VSAT service. WaveCall(TM) will be using Ku-band which will facilitate voice and internet broadband even in the remote areas that Project Kaisei will operate.

Photo: liebherr

New Liebherr crane system equipment Liebherr has introduced the industry’s first hydraulic hybrid drive for mobile harbour cranes. The new Pactronic hybrid drive system increases handling performance while reducing fuel consumption. Liebherr Pactronic is characterized by an energy storage device which is charged by regenerating the reverse power and using the surplus of the prime mover during lowering.

Improved fire detection system safety Autronica introduces its next generation of the fire detection system AutroSafe, AutroSafe 4, for maritime use. The system offers improved networking opportunities available from the integration of AutroNet, a brand new proprietary communications platform. AutroNet is an ethernet-based panel network that connects AutroSafe 4 panels through a dual-path, high-speed (100Mbps) redundant system, delivering solid, reliable performance in line with current regulations.

It safeguards communication between panels even if a line fault is present. All alarms are transmitted safely to all panels because all network traffic is duplicated along two independent network paths. In designing AutroSafe 4 Autronica has improved the system’s operation and simplified its installation and maintenance. The system is managed through a single point of operation for download of configuration data or program upgrades.

This ensures a faster and safer way to change or upgrade the system program, using the panel network, AutroNet or a USB memory stick. According to Autronica, the AutroSafe 4 and AutroNet are designed to meet all requirements in the high-end merchant, cruise and offshore vessel segments, as well as oil & gas platforms. The products are certified according to European directives (CPD) requiring EN 54 compliance and have Factory Mutual (FM) approval according to NFPA 72. “AutroSafe has been installed on over 5,000 vessels since we launched it in 1999”, says Kristin Øgaard, Vice President Sales Maritime Autronica and continues: “So, AutroSafe 4 is based on a well proven platform, but with a number of new features developed by our in-house designers and engineers. In particular, the introduction of AutroNet safeguards communication between panels in the case of a fault.”

Improved particle counter Equipment Prüftechnik has developed its Wearscanner oil particle counter. The system can now be equipped with a switching output for issuing alarms, in addition to the standard network interface for Modbus TCP. Consequently, the

Wearscanner can be used in systems without a network infrastructure. Wear scanner monitors particle distribution in lubricating oil, it detects metal particles in the circulating lubricating oil, records them in real-time and classifies them by size.

The success from 2009 continues... Donsรถ Tanker Meet will be the place to be in 2011 if you are working with/supplying Tanker Shipping in any way. This 2-day event offers face to face meetings of your choice, seminars all focusing on tanker shipping and TMSA related topics. For participation you need to register your company. This is easily done at our website, please visit us at: www.shipgaz.com/donsotankermeet

Seminars

Exibithion/ Seminars

Exibithion/ Lunch tent

Seminars

To the ferry

66 Shipgaz No 5 2010

Fleet Review Photo: Joachim Sjöström

Photo: Pär-Henrik Sjöström

Photo: Bent Mikkelsen

Veteran leaving Denmark Sale Soon there is nothing left of the once so large Danish coaster fleet. The fifty years old veteran coaster Volo is now sold after having been laid up since Christmas 2009, when the ship arrived at Svendborg.

It turned out that there was no long er any commercial reasons for returning to the poor winter market for small coast ers. Instead the 420 DWT ship has been sold to Societe Maritime S a r L at Cotonou, Benin. The Volo is presently in a stage of being fitted out for the trip to Africa, from where she will return never to Europe. The coaster owners in Benin have a long tradition of using the ships until technical problems appear and then dump them in the port of Cotonou. The Volo has been flying the Danish flag since 1973, when she was purchased from Germany by the Ohlsen Brothers of Gråsten and named Ulsnæs. The Volo was built in 1957 by Mützelfeldtwerft at Cux haven.

Danish coaster sold Sale The Danish coaster fleet has recently been reduced by two units – the Malene and the Volo – which have been sold to foreign buyers. The fleet of coasters less than 1,000 DWT now counts four units in full commer cial service. A further two vessels (Dania, 900 DWT and Atlas, 750 DWT) are laid up for sale and will definitively never sail under the Danish flag again. Gone are also the 240 DWT mu seum coasters Samka and Caroline S. The Caroline S is partly operated commercially, while the Samka is purely a museum ship.

One of the recently sold vessels is the Malene, which has been laid up at Svendborg since the beginning of 2009 after a two and a half years timecharter service from Cape Town to Pointe Noire and Luanda in Angola.

The ship has now been sold to Russian buy ers for USD 387,500 and was at the time of writing about to be towed from Svendborg to Klaipeda for a special survey and repair. In 1984 the Malene was the last new building from the original Bogense Skibs værft and the last in a series of five 950 DWT sister ships with one large hatch. Over the years the design has proved suitable for project cargos. The ship was originally fitted with two derricks with a ca pacity of up to five tons. In 2002 the derricks were removed and instead a two-ton crane was installed. The Malene was delivered from the shipyard as the Markland Saga, but changed name in 1990 after being black listed by Arabs after a trip to Israel with ex plosives.

No 5 2010 Shipgaz 67

Fleet Review Photo: Joachim Sjöström

Photo: Mobimar

Photo fleet review

1. Bro Nibe In June 2010 the 16,400-DWT tanker Nibe Mærsk was renamed Bro Nibe. 2. Summer Meadow Dynamar foresees in a report that the total world fleet of 778 reefers will decrease to 450 by 2020. 3. Göte II The Finnish company Mobimar has delivered the rescue vessel Göte II to the rescue services in Gothenburg. 4. AMBAL The former Finnish train ferry Runner is reported to be sold to Russian owners and renamed Ambal. She has been idle at Klaipeda since March 2010.

Source: Wärtsilä

Photo: Pär-Henrik Sjöström

First tanker running on LNG

Moving southwards rebuild On August 29, 2010 Kristina Cruis es’ new acquisition Kristina Katarina arrived at Helsinki on her maiden voyage. Two days later the vessel left Helsinki for cruises in warmer waters during the winter season. She will first be operating in the Mediterranean and in the Black Sea, thereafter in the Red Sea during the winter. In the spring of 2011 she will again cruise in the Mediterranean before returning to Northern Europe at the end of May.

Before entering service the Kristina Katarina underwent an extensive refit. All passenger areas have been renovated, including larger and better equipped cab ins as well as several new restaurants and lounges. The largest investments have been made in technical upgrading. The four

Sulzer 6LZ40/48 main engines and the aux iliary engines are completely overhauled by Wärtsilä and the navigation system has been upgraded. Drydocking was carried out by Turku Repair Yard in Naantali; the rest of the time the vessel has been in Kotka. The Kristina Katarina was built in 1982 in Poland as the Konstantin Simonov for the Soviet owner Baltic Shipping Company. When Kristina Cruises bought the vessel in 2009 she had been trading for several years as a cruise vessel in the Mediterranean as the Iris. She was handed over to Kristina Cruises in Haifa on December 17, 2009 and left the port on December 29. She arrived at Naantali for drydocking on January 16, 2010. The 12,700 GT Kristina Katarina sails un der Finnish flag.

conversion The 25,000 DWT Swedish product tanker Bit Viking will be retrofit ted with dual fuel Wärtsilä engines to run on gas (LNG). According to Germanischer Lloyd she will be the first ship classed by the society to use LNG as fuel. The Bit Viking is owned by Tarbit Ship ping and operated by Statoil, mainly in Norwegian coastal traffic.

Today the Bit Viking has two 6-cylinder, in-line Wärtsilä 46 main engines running on heavy fuel oil. They will be replaced by 6-cylinder in-line Wärtsilä 50DF dual-fuel engines that will operate on LNG. The ship is built with double engine rooms, twin screw propulsion, as well as doubled steering gears, rudders and con trol systems. After the conversion the Bit Viking will be one of the safest and most environmen tal friendly 25,000-ton product tankers in the world. The refit include two 500 cbm LNG fuel tanks, allowing for 12 days opera tion. The vessel is planned to re-enter serv ice after sea trials in May 2011.

68 Shipgaz No 5 2010

Fleet Review Photo: Joachim Sjรถstrรถm

The tanker Arctic Swan has reportedly been sold by Danish Uni-Tankers A/S to Georgia.

Newbuilding contracts in the Nordic market Month

Owner

Nat

May

Odfjell SE

75,000

Dwt

Type

Shipyard

Delivery

Value

tanker

Daewoo

1h13

USD 65 m

Eidesvik

Solstad

Frontline

Remarks

5,500

psv

Kleven

1q12

NOK 440 m

LNG-fuelled

5,000

psv

STX Norway

11.11

NOK 450 m

PSV12 LNG

320,000

tanker

Jinhai HI

Frontline

320,000

tanker

Jinhai HI

A2Sea

Den

132 m

inst

Cosco Shipyard

2h12

DKK 820 m

installation vsl

Aug

DOF Norskan

93 m

ahts

STX Promar

DOF Norskan

93 m

ahts

STX Promar

AH11

Northern Offshore

11.5 m

work

Grovfjord MV

1h11

catamaran aluminium catamaran aluminium

IMO2

AH11

Northern Offshore

11.5 m

work

Grovfjord MV

1h11

Ervik Havfiske

60 m

fishing

Tersan SY

9.11

NOK 175 m

Topaz Energy

Dubai

74 m

psv

Simek, Flekkefjord

7.11

NOK 200 m

UT755LC

Supply Service

Fae

4,700

psv

Havyard Leirvik

8.12

NOK 350 m

Havyard 833

long-liner

JO Tankers

74,500

tanker

New Time SB

USD 45 m

IMO3

JO Tankers

74,500

tanker

New Time SB

USD 45 m

IMO3

Circle Marine Invest

Rus

65 m

icebr tug

STX Norway Braila

NOK 225 m

for Caspian use

Circle Marine Invest

Rus

65 m

icebr tug

STX Norway Braila

NOK 225 m

for Caspian use

T Klaveness

2,500 teu

cont

Yangzijiang SB

end 12

USD 40 m

T Klaveness

2,500 teu

cont

Yangzijiang SB

end 12

USD 40 m

T Klaveness

2,500 teu

cont

Yangzijiang SB

beg 13

USD 40 m

T Klaveness

2,500 teu

cont

Yangzijiang SB

beg 13

USD 40 m

Island Offshore

4.750

psv

STX Brevik

2q12

NOK 450 m

UT776 LNG

Island Offshore

4.750

psv

STX Brevik

3q12

NOK 450 m

UT776 LNG

Sept

Olympic Shipping

93.8 m

mpsv

Kleven Maritime

1.12

USD 60 m + opt

Olympic Shipping

5,000

psv

STX Aukra

1q12

MT6015 PSV06 LNG

Grieg Shipping

49,000

dry

Hyundai Mipo

USD 46 m

open-hatch

Grieg Shipping

49,000

dry

Hyundai Mipo

USD 46 m

open-hatch

Viken Shipping

105,000

tanker

Samsung

8.12

USD 92 m

bb Transpetro

Viken Shipping

105,000

tanker

Samsung

10.12

USD 92 m

bb Transpetro

Viken Shipping

105,000

tanker

Samsung

12.12

USD 92 m

bb Transpetro

Viken Shipping

105,000

tanker

Samsung

1.13

USD 92 m

bb Transpetro

No 5 2010 Shipgaz 69

Fleet Review

Viken Shipping

105,000

AtoB@C Shipping

4,000

tanker

Samsung

3.13

USD 92 m

dry cargo

Bodewes

mid 11

Ventrafiken

Bømlo Brønnbåt

62.8 m

Hundested-Rødvig Færge Den

Golden Ocean

81,000

Frontline

320,000

tanker

Stolt-Nielsen Bitumen

Intl

3,500

tanker

Stolt-Nielsen Bitumen

Intl

3,500

tanker

Nanjing East Star

bb Transpetro 90 m, ice-class + option

ferry

Hvide Sande Skibs

8.12

SEK 110 m

fish

Aas MV

2.12

395 pax 21 cars

50 m

ferry

Western Marine

2q12

147 pax, 28 cars

81,000

bulk

Zhoushan Jiahaiwan

ice-class

bulk

Zhoushan Jiahaiwan

ice-class

Zhoushan Jiahaiwan

2.13

USD 105 m

Najing East Star

3.12

bitumen

6.12

bitumen + 2 opt

live fish carrier 1500 cub

Secondhand transactions in the Nordic market Month Name

Dwt

From

Price

Buyer

3,792 2000 dry cargo

Briese Schiffahrt, Hamburg

EUR 3.5m

Kopervik Sh, Kopervik

Ocean Star

1,513* 1975

Sartor Offshore, Bergen

Vestland Marine, Haugesund

Noorderkroon

4,500 2008 dry cargo

T L Sander, Hoogezand

K Sætre & Sønner, Fonnes

Begonia I

12,119 2007

Genfer I AS, Oslo

USD 8 m

O H Nesheim, Haugesund

Amaranta

Peter Döhle, Hamburg

USD 50.5 m

GTB Invest, Oslo

Seabed Viking

3,700 2010

psv

Seabed, Bergen

NOK 300 m

Farstad Shipping, Ålesund

Arctic Swan

4,237 1970

tanker

Uni Tankers, Fredericia

Georgia

Kristina Regina

4,295* 1960

cruise

Kristina Cruises, Kotka

Borea AB

Oak

13,525* 1984

roro

TransAtlantic, Skärhamn

breaking India

July

Bremer Reeder

Built

Type standby container

58,254 2003 container

Remarks/New name

hotel vessel

Vestfold

19,984 1992

container

Lorentzen Skibs, Oslo

USD 6.5 m

Knutsen OAS Sh, Haugesund

Runner

20,729* 1990

roro

Finland RoRo, Rostock

USD 6.5 m

Russian

Sea Jaguar

89,600 1985

tanker

Sea Production, Oslo

breaking Pakistan

Bryggen

16,500 2003 tanker

Bryggen Sh, Bergen

USD 16 m

Atlantica Sh, Oslo

Vaagen

16,500 2006 tanker

Bryggen Sh, Bergen

USD 19 m

Atlantica Sh, Oslo

Cochin resale

4,900 2010

psv

DOF, Austevoll

USD 54m

Hitec Vision, Stavanger

Cochin resale

4,900 2011

psv

DOF, Austevoll

USD 54m

Hitec Vision, Stavanger

YM Portland

Peter Döhle, Hamburg

USD 50.5 m

Norway incl tc

Frisian Sky

3,792 2000 dry cargo

Briese Schiffahrt, Hamburg

EUR 3.5 m

Kopervik Sh, Kopervik

Eva Danielsen

4,279 1986

mpp

Otto Danielsen, Copenhagen

Turkey

Aug

Tor Bellona

22,748* 1980

roro

Norwegian Car Carriers, Oslo

USD 3.45 m

breaking India

58,254 2003 container

Katrine

25 m 2002 tug

Dansk Bjergning, Cph

Deme group, Belgium

Havstein

3,750 1993

Bergen Shipping, Bergen

EUR 3.2 m

Misje Rederi, Bergen

Grande Lagos

44,408 2004 car carrier

Grimaldi Group, Naples

USD 39 m

Norw Car Carriers, Oslo

Berge Ragnhild

81,000c 1985

LPG

BW Gas, Oslo

USD 9.1 m

breaking India

Knock Dee

128,000 1974

FPSO

Fred Olsen Production, Oslo

breaking

Dayang resale

53,000 2010

bulk

undisclosed

USD 36.5 m

Seabulk, Oslo

Viking Troll

Eidesvik Offshore. Bømlo

Bukser & Berging, Oslo

North Traveller

3,115 1998

psv

GulfMark Norge, Sandnes

Sartor Offshore, Bergen

Arafura Endeavour

4,111 1992

mpp

Thor Rederi, Svendborg

USD 3.8 m

Philippines

Spirit of Oceanus

cruise

West Travel Inc, Seattle

Clipper, Copenhagen

Malene

dry cargo

A C Ørsleff, Holte

Russian

Dania Rimini

Toba

Tapiola

bulk

2,558 2000 ahts

4,200* 1991 1,300 1984

container

KS Dania Marine, Mariager

KS MV Philip, Copenhagen

31,396 1979

roro

Wilh Wilhelmsen, Oslo

breaking China

30,464 1979

roro

Wilh Wilhelmsen, Oslo

breaking China

Tampere

32,135 1979

roro

Wilh Wilhelmsen, Oslo

breaking China

Tourcoing

30,497 1979

roro

Wilh Wilhelmsen, Oslo

breaking China

Sept

Dueodde

13,906* 2005 ropax

Bornholmtrafikken, Rønne

New Zealand

Stella Maris

2,639 2008 dry cargo

Stella Shipping, Marstal

USD 3.61 m

Lubeca Marine, Germany

Las Palmas

6,876 2008 tanker

Antisana Ship, Nykøbing

USD 3.45 m

Greeks

CEC Daisy

4,100 1993

mpp

Clipper, Copenhagen

ACM, Israel

CEC Delta

4,100 1991

mpp

Clipper, Copenhagen

ACM, Israel

Cecilie Bulker

Lauritzen Bulk, Cph

USD 62 m

Sinokor, S Korea

Boa Rover

Boa Offshore, Trondheim

USD 45 m

Topaz Energy, Dubai

* = gross tons

15,174 1990

179,000 2009 bulk 3,835 2001

c = capacity in cubic metres

mpsv

All details believed to be correct but not guaranteed.

70 Shipgaz No 5 2010

By Bent Mikkelsen bent@shipgaz.com

Retro Makona River

Photo: Helge Kuehl

Lost in the Liberian civil war

The Makona River, built by Danish Nordsøværftet, sailed for twenty years before it became a victim of a civil war on the African continent. The coaster Makona River was lost in the first Liberian civil war between 1989 and 1996. The war claimed the lives of more than 200,000 Liberians and further displaced a million others into refugee camps in neighbouring countries.

The Makona River was built by Nordsøværftet at Ringkøbing in Denmark. She belongs to the 61-series (710 DWT and 299 grt), which was built from 1966 to 1977 and still holds the record as the world’s largest coaster series. The vessel in the picture above was delivered on August 2, 1971, as hull no. 59 to a part ownership controlled by Anders Jensen at the Trigon Rederierne in Vedbæk, Denmark. The ship was named Bajos Trigon and after delivery she started to trade world wide. The Bajos Trigon was sold in November 1978. The sale took place shortly before

Anders Jensen and Trigon Rederierne hit the headlines due to a scandal – the company had violated the UN embargo on arms trading to South Africa. The Bajos Trigon and several sister ships traded under false names from Europe to South Africa. The shipowner Anders Jensen managed to leave Denmark and settle in South Africa before going to trial. He remained a citizen of South Africa until his death in 2008.

»Anders Jensen and Trigon Rederierne hit the headlines due to a scandal« The UN imposed an embargo on arms trading to South Africa.

The Bajos Trigon and her sister ship Ajfos was sold to Denco Shipping Lines of Monrovia, Liberia, and were deployed in local trade in Liberia. On July 19, 1990, a message arrived to Lloyd’s Casualty Service in Colches-

ter, UK, telling that the Makona River, which became the Bajos Trigon’s name after the sale, had been lost in the civil war. The Ajfos was renamed Timbo River. The picture above (which was taken by the German captain Helge Kuehl when arriving to the Liberian port of Buchanan with a cargo of railway sleepers) shows that the Makona River has been gutted by fire in the accommodation house.

It is obvious, when taking a look at the photo, that all kinds of material have been removed from the wreck and probably sold or used elsewhere. Remaining is the steel hull and some of the heavier parts, as the derrick, everything else have been removed. Originally the Makona River was powered by B&W/Alpha diesel type 406-26VO, giving the ship a speed of ten knots.

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Brand new magazine

Shipgaz visits the Orasund alongside:

Fixing up a Dane

Officer labour market untouched

Grimaldi – an A ragged beauty Italian conqueror An ST Army Tug with the

Despite alarming headlines on lay-offs and lay-ups, ship officers in the Nordic countries keep their employments, according to a Shipgaz survey. page 50

Despite the strong traditions of the family, Dr Emanuele Grimaldi has never taken his position in the Group for granted. page 20

Iceland shipping special: Special:

paint falling off in flakes caught the eye of Bengt Fredriksson. Now he is determined to make her better than new. page 78

Shipgaz signs on to Immingham:

Winding road to recovery

EDITORIAL, PAGE 4

after the trauma. PAGE 22

Custom-made for The adventures the Western Channel of seaman Pålle Brittany Ferries introduces the ro-pax Armorique, their largest ever purpose built vessel for the Plymouth–Roscoff service. PAGE 36

Yearbook of Maritime Technology

Onboard insight »Although Shipgaz Long way back is a new magazine, In March 2007, the tug Bohus was smashed to it stands on solid splinters on the rocks off ground with a more Härmanö. Captain Ole than centuryKristiansen tells his story long heritage« of his way back to work

The front page picture is sponsored by Berg Propulsion AB

Waiting for a weather window

The front page picture is sponsored by Berg Propulsion

Anchor handling on the North Sea:

The engine department – a poor workplace?

Too many sea engineers crawl and squeeze their way through work. Monica Lundh at Chalmers checks out why. PAGE 16

Since the financial walls of Iceland came tumbling down in autumn 2008, the country’s shipping companies have had a tough ride through turbulent times.

A day on the Hansa route Shipgaz signed on the Finnstar in Helsinki and followed captain Jukka Tapiovaara and his crew to Travemünde. page 24

Successful struggle

Legendary achievements

Illegal oil discharges in the Baltic Sea are becoming a dramatically rarer sight. Helcom’s air surveillance is the reason.

He is seldom seen in the foremost rank, but his influence on Danish shipping in the last 30 years is legendary. Meet Knud Pontoppidan.

Hushed up grounding Survival technique An anonymous e-mail to the for female seafarers shipowner’s head office revealed that one of their bulkers had been grounded – but sailed on with damages to the hull. The crew had said nothing. page 20

Negotiator, constructor, maintainer or reproducer – which one are you? PhD student Momoko Kitada has identified four strategic roles for women on board. page 16

Shipgaz is a modern shipping magazine for operative personell. Every issue contains current events, newbuildings, onboard stories, technical innovations, safety related information, in-depth features and much more, crucial information as well as entertainment. A weekly e-mailed newsletter is included in the subscription.

www.shipgaz.com/subscribe

The story of Nils-Arne Pålsson begins on the steamer Moldavia in 1950 and winds through rat wars and cholera to his electronic inventions for the maritime industry. PAGE 58

Set on finding the right stuff In the brown leather chairs of Maritime Psychologist Bengt Schager’s office, the sheep are divided from the goats. PAGE 44

72 Shipgaz No 5 2010

By Pär-Henrik Sjöström par-henrik@shipgaz.com

Retro Arnold Veimer

Photo: Pär-Henrik Sjöström

The Arnold Veimer – from Soviet research to Swedish naval support In the West some thought they were built for collecting intelligence. Now one of them supports Swedish naval units at home and in foreign waters. In the early 1960s the step from a cold war to a hot war seemed to be alarmingly short in the World. The tensions between the two leading military powers and their allies had not eased very much towards the end of the decade. It was not only on an ideologic level that the Soviet bloc and the “free world” were antagonists. There was also a bitter race for technological and industrial advantages – not at least in the military sector.

A lot of prestige was involved too. In 1969 it was pay back time for the Americans when they landed two astronauts on the moon. A sweet victory after the humiliating defeat in 1961

when the Soviet Union sent its first kosmonaut to space. The rivalry between the super powers was particularly fierce at sea. The Soviet bloc navy expanded enormously during the 1960s and especially the Soviet submarine force was feared by the Western military alliance NATO. Also the Soviet merchant marine expanded. The red ensign with the hammer and sickle became a familiar sight on all oceans. To finance the arms race and a way to economic prosperity, the Soviet Union was de-

»The first vessel Dmitriy Ovtsyn was handed over on December 2, 1970« The sailing research vessel Zarya was made of completely anti-magnetic materials.

pendent on its vast natural resources. For exploiting its riches off the coast the Soviet Union launched various research programmes and started to build a fleet of research vessels.

Finland was involved in this process at an early stage. Already in 1952 the Finnish shipyard Oy Laivateollisuus Ab in Turku delivered the wooden schooner Zarya as the last vessel in Finland’s war reparations programme to the Soviet Union. In the late 1950s the same shipyard constructed a series of woden Arctic survey vessels, also designed for scientific research operations. In the late 1960s the Soviet Union placed an order at Laivateollisuus to build a series of

No 5 2010 Shipgaz 73

Arnold Veimer

Retro

Arnold veimer (renamed livonia 1991, Trossö 1996) Type �� Research vessel Converted into passenger vessel 1992 and to naval support vessel 1997 Builder �� Valmetin Laivateollisuus Oy, Turku, Finland

three tailor-made hydrographic research vessels within the frames of the Soviet five-year plan.

These vessels were followed by several further orders, giving the shipyard a leading position in Finland – and probably in the whole world – in the 1970s as a builder of scientific research vessels. All of them were delivered to the Soviet Union. The first vessel, Dmitriy Ovtsyn, was handed over on December 2, 1970. Including additional orders, the first batch consisted of ten vessels, delivered between 1970 and 1974. The vessels were designed for operations in both Arctic and tropical waters. A second batch of nine hydrographic research vessels of a slightly improved type were ordered during the following five year plan for delivery between 1976 and 1979. Symptomatic of the era was that the prestigious annual naval publication Jane’s Fighting Ships, listing all naval ships in the world, included the Finnish-built research vessels too.

Delivered �� June 15, 1984 Original owner �� Estonian Academy of Science Present owner �� Swedish Navy Length o a . .................................................. 71.6 m

They were listed under the title “Civilian Manned Survey Ships” and the publication informed that they were owned by the Ministry of Merchant Marine. Whether they had any military potential or not is irrelevant for this article, but perhaps they were regarded as some kind of intelligence collectors in the West.

On May 9, 1980, the Soviet foreign trade organisation V/O Sudoimport signed a contract with Oy Laivateollisuus Ab for the delivery of five hydro-meteorologic research vessels. The design was based on the vessels delivered in the 1970s, but it was larger with some state-of-the-art research equipment, including an automatic Vaisala weather station and Sovietmanufactured computers. A follow up took place in the summer of 1981 with the order of three geological research vessels of similar type for the Soviet Ministry of Gas. An option for a further two vessels was declared in December 1981.

Breadth �� 12.8 m Draught �� 4.5 m Displacement �� 2,140 t (today 2,100 t) Accomodation �� 53 (today 61) Service speed �� 14 kn

»The Soviet Union launched various research programmes and started to build a fleet of research vessels« The Finnish shipyard Oy Laivateollisuus Ab in Turku built a total of 33 research vessels for the Soviet Union from 1970 to 1987. The shipyard was closed down in 1989.

The lead vessel of the first batch, the Akademik Shuleykin, was delivered in July 1982 and the following four vessels during 1982 and 1983. The three geologic research vessels, starting with the Akademik Gamburtsev, were completed in 1983 and 1984. In 1983 the Valmet-owned builder had been reorganised and renamed Valmetin Laivateollisuus Oy.

The following vessel, assigned newbuilding number 355, was a little odd. The hull was launched on October 20, 1983, and named Arnold Veimer by Mrs Ljubov Aleksandrovna Rebane on June 12, 1984. Three days later the vessel was handed over – four months earlier than contracted – and her home port became Tallinn.

74 Shipgaz No 5 2010

Retro Arnold Veimer Photo: Per-Johan Lundsten

»Arnold Veimer was therefore a welcome addition to the Estonian fleet« Although sporting the red band with the hammer and sickle on her white funnel, she had a blue hull instead of a white. The text “Research Vessel” in latin capital letters was painted on the hull. On her funnel she also carried the emblem of the Estonian Academy of Science. Although still a Soviet republic, Estonia had received its first purpose-built research vessel.

In the 1970s the Estonian Academy of Science, which was a branch of the Soviet Academy of Science, started research projects within thermal and electro physics with the converted passenger vessel Ayu Dag. She was not especially well suited for this task, lacking winches for handling the equipment. She was also too small for ocean operations and had poor manoeuvrability. The Arnold Veimer was therefore a welcome addition to the Estonian fleet. She was a typical ocean going research vessel, capable of operations in waters with a depth of 5,000 metres. The crew consisted of 56 persons and when cruising with an economical speed of eleven knots the ship could be at sea for about 50 days without completing her stores of supplies and bunkers. Compared to the previous vessels in the series, the Arnold Veimer had improved manoeuvrability by an additional thruster in the stern. The control of the thrusters, rudder and propeller were integrated into a joystick manoeuvring system, providing dynamic positioning-like capabilities.

The vessel also introduced a new way of thinking with sheltered working areas under deck for collecting samples through side doors. These areas had direct access to the laboratories. According to the builder, only one East German research vessel had the same features in a less sophisticated version before that. The machinery consisted of two Soviet-built Gorki six-cylinder medium speed diesel engines, with an output

The Arnold Veimer in the Turku archipelago on her sea trials in June 1984.

Arnold Veimer (1903–1977). President of the Estonian Academy of Science 1968–1973. Chairman of the Council of Ministers of Estonian S.S.R. 1944–1951.

of 1,150 kW each. The single shaft arrangement included a Kamewa-propeller. The Arnold Veimer was classed by the USSR Register. During the summer seasons the Arnold Veimer was operated mainly in the Baltic Sea by the Estonian Academy of Science. During the winter season the Soviet Academy of Science used to deploy her for expeditions in the Atlantic Ocean. Estonian scientists also participated in the Atlantic operations together with oceanologists from Moscow. Raivo Portsmuth, at that time head of the hydrologic group at the Estonian Academy of Science, recalls that the building was supervised thoroughly at the shipyard in Turku. Some of the vessels in the series were reported to have some technical problems, but on the Estonian vessel everything worked better from the start.

The Estonian vessel was also said to be better equipped than her sisters.

“Every work desk had their own computer terminal and the scientific equipment was the best available. When scientists went ashore after an expedition on other research vessels the analysis of their raw materials was still ahead. The Estonian scientists had usually completed their reports before the expedition ended”, he informs. When Estonia was declared an independent state in 1991, the Arnold Veimer was owned by the Institute of Thermal Physics. Its marine department was after that incorporated in a new Marine Institute, which put the ship for sale and renamed her Livonia. Arnold Veimer was not a suitable name anymore. The person Arnold Veimer was a communist leader in

No 5 2010 Shipgaz 75

Arnold Veimer

Retro Photo: Per-Johan Lundsten

»She changed flag at the naval base at Muskö in Stockholm« Estonia during the Soviet occupation 1940 and held several important posts in the Soviet republic Estonia after that. Later he also was the head of the Estonian Academy of Science.

The Ministry of Environment, which now controlled the Marine Institute, did not want to transfer the vessel without compensation and the only way to receive money was to sell her abroad. The Livonia left the closed naval port Miinisadam in Estonia late on September 21, 1996. Without assistance from any tug the vessel easily manoeuvred out from the quay, her side first, and set to sea. A few days later she changed flag at the naval base at Muskö in the Stockholm archi-

The Arnold Veimer introduced a new thinking in the design of research vessels. Photo: Riho Randoja

The Livonia was laid up at Miiduranna harbour for a couple of years before the Estonian Academy of Science made a deal with Marine Expeditions in Canada about employing the vessel on Arctic cruises. The Livonia was rebuilt at Bremerhaven. The 14 laboratories and other research spaces were converted into passenger areas. The vessel got 40 spacious outside cabins for a total of 77 passengers. There was also two dining rooms, a large conference room, bar, sauna and a gym. The accommodation compartments were redesigned to separate the crew and the passenger areas. In 1995 the Livonia made voyages to Greenland and Canadian Arctic waters and in January 1996 she even sailed to the Antarctic. Originally it was agreed that the Canadian company should finance the refit of the vessel, but the Marine Institute never received any money and faced serious financial problems. In 1996 the Estonian Frontier Guard was interested in taking over the Livonia as the Estonian Coast Guard had been closed down in 1995. The duty to perform rescue missions was transferred to the Frontier Guard, which lacked a suitable multi-purpose vessel for such tasks.

The Livonia in the Miiduranna harbour near Tallinn in June 1995, before sailing for an Arctic expedition. pelago. The research vessel had been sold for SEK 18 million to the Swedish Navy. The acquisition inaugurated the third phase in the life of the former research vessel, which now was converted into a support vessel for the Swedish Navy. After a refit the vessel entered service as HMS Trossö in 1997. In 2003 the Trossö underwent a major refit at the Falkvarv shipyard in Falkenberg. The vessel was extensively upgraded and refurbished. In addition to an upgrade of the interior, some technical improvements were carried through. At the repair yard a catalytic converter and a new bilge water separator were installed. An extensive overhaul of the Russian-made main engine was also carried out in this SEK 30 million project, which was the largest so far for Falkvarv. Today the Trossö is serving with

HMS TRossö Formed the Swedish ME01unit together with the corvettes Stockholm and Malmö, which participated in the EU Navfor’s Operation Atalanta in 2009.

the 3rd Naval Warfare Flotilla (Tredje sjöstridsflottiljen), which is based at Karlskrona. This is a rapid reaction unit, owning the capacity to monitor sea areas, sea lanes and shipping. It has also the operational capability to carry out missions on the surface or under water and undertake mine clearance.

The maintenance division, consisting of the support vessel Trossö and its maintenance group, has the ability to support the flotilla’s operational vessels. The support vessel is also able to function as a platform from which the flotilla’s Commanding Officer can direct operations at sea. In addition, the support vessel is capable of providing support for other naval vessels and the civil authorities in areas such as maritime rescue operations and environmental tasks.

In 1964 …

… in January, the tanker vessel Dan Broström was delivered to Ångfartygs AB Tirfing (the parent company of the Broström Group) from Eriksberg’s Mek Verkstads AB in Gothenburg. The 57,000 DWT vessel was named after the Swedish shipowner and politician Dan Broström (1870–1925). After the death of his father Axel Broström (1838–1905) he became the sole owner of the shipping company Broström. Dan Broström developed the company and became an important entrepreneur within the Swedish shipping community, among his many achievements was the establishment of the Swedish American Line. Swedish-flagged vessels owned by a Broström company will soon be history. Today, a subsidiary to Maersk Tankers bears the Broström name. The Gothenburg-based company has now announced that all their vessels under Swedish flag will be transferred to the Danish registry as a response to the lack of a competitive shipping policy in Sweden.

78 Shipgaz No 5 2010

By Pär-Henrik Sjöström par-henrik@shipgaz.com

Retro Leena Nurminen

Water Color Painting: Håkan Sjöström

Rosa – surprisingly beautiful The Swedish shipyards built magnificent ships in the good old days. The general cargo vessel Rosa Smith was no exception. Painted wartime grey, the 3,950 DWT cargo steamer Rosa Smith left the Lindholmen shipyard in Gothenburg on her delivery voyage on October 19, 1942. Svensk Sjöfarts Tidning (The Swedish Shipping Gazette) wrote that the Rosa Smith, despite the grey war paint, offered a surprisingly beautiful impression for a cargo vessel thanks to her proportional lines and the blue maltese cross on the bulky funnel when she steamed out from the archipelago of Gothenburg in the lovely morning sun.

Owned by the Stockholm-based shipowner Anders Smith, the Rosa Smith had been contracted to replace the company’s cargo steamer Bissen, which had been sunk by a German submarine in the Atlantic in July 1940. According to an article in the Swedish Båtologen journal, the newbuilding became the first vessel in the And Smith-fleet to carry the characteristic Smith-suffix in her name. The vessel was of a modern shelter deck type with raked bow and cruiser stern. Built to the highest class in Lloyd’s Register, the 90.8 metres long

vessel was also ice strengthened. The Rosa Smith was equipped with four hatches and eight cargo booms, with the lifting capacity of five tons each. She was powered by a 1,550 ihp triple expansion steam engine built by Lindholmen. The machinery included a Götaverken turbo compressor to utilise the effect from the exhaust steam. The two coalburning boilers were manufactured by the shipyard but they were converted for oil-burning in 1945.

»The vessel was of a modern shelter deck type with raked bow« The reporter from Svensk Sjöfarts Tidning was impressed with the accommodation, including the eight double cabins for the crew under the poop deck aft: “The cabins look light and nice and are equipped with a chest of drawers and two wardrobes.” The officers had their quarters in the superstructure.

Shipowner Anders Smith died in 1953 and the helm for the shipping company was taken over by his son Anders Roberth Smith. Under his management the last three steamers in the fleet were sold in 1954 and 1955. The Rosa Smith was bought by the Finnish shipping company John Nurminen in November 1954. The vessel was handed over in Amsterdam and renamed Leena Nurminen. In John Nurminen’s history “Uljak

sen Vanavedessä” Leena Nurminen is told to have been regarded the most beautiful ship ever to fly John Nurminen’s houseflag. Despite that she remained in the fleet for less than two years. In August 1956 she was sold to Finnish Steamship Company in a swap deal, where John Nurminen instead acquired the 7,681 DWT cargo steamer Mercator from Finnish Steamship Company. The former Rosa Smith traded for a further ten years under Finnish flag in the large fleet of Finnish Steamship Company as the Regulus. In December 1966 she was sold and sailed during the last years of her life under Panama-flag, first as the Insula and then as the Fede. On November 17, 1972 the Fede caught fire off Sicily and was abandoned by her crew. The wreck was towed to Catania, but declared a total loss. In January 1973 the hulk drifted away from the quay and ran aground off the port, where she sank. In the fleet list in the John Nurminen history, compiled by Matti Pietikäinen, it is informed that the steamer ended her days in shallow water, being broken up on site.

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