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ISSUE 102 FINAL

Shipping &MARINE

The magazine for maritime management

All in the

mind

The intuitive mind can become a great weapon in the maritime industry, if you learn how to use it confidently

GOING GREEN

Ship managers based on the Isle of Man are keeping up-to-date with new environmental regulations

FREEDOM TO MOVE

The development of comprehensive eMaritime tools offers clear benefits to the European shipping market

MOVING ON FROM PAPER

Modern navigation systems use electronics and satellites to help mariners find their way


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Editor

ISSUE 102 Early

www.shippingandmarine.co.uk

Thinking big T

Shipping &MARinE

ThE magazInE for marITImE managEmEnT

All in the

mind

The intuitive mind can become a great weapon in the maritime industry, if you learn how to use it confidently

he story on page 14 of this issue struck a chord with me. I am definitely guilty of getting a ‘bad feeling’ about

GOING GREEN

Ship managers based on the Isle of Man are keeping up-to-date with new environmental regulations

FREEDOM TO MOVE

The development of comprehensive eMaritime tools offers clear benefits to the European shipping market

something I’m working on but not paying attention to it,

MOVING ON FROM PAPER

Modern navigation systems use electronics and satellites to help mariners find their way

thinking I am begin paranoid or worrying over nothing…only for it to come back later as a bigger problem. As Brian Bacon highlights in his

There is increasing evidence that intuition is more than merely a feeling

piece: “There is increasing evidence that intuition is more than merely a feeling. Many scientists now believe that it is, in fact, the result of our brains piecing together information and experiences to come to different, and less obvious solutions and conclusions.” So the next time I get one of my ‘feelings’ I really need to trust my instincts and also practice some of Brian’s brain training techniques!

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Contents FEATURES

PROFILES

3 News

18 psa zeebrugge

Updates and announcements from the shipping and maritime arena

22 ABP GRIMSBY AND IMMINGHAM

6 Going green

28 SCHOTTEL

With growing commercial and regulatory pressure to reduce fuel costs and emissions, ship managers based on the Isle of Man are looking at green alternatives

26 IMPERIAL SHIP MANAGEMENT 33 PORT OF LIVERPOOL (PEEL PORTS MERSEY DIVISION) 37 roll group

6

41 PORT OF HAMINAKOTKA 45 SCORPIO GROUP 47 HYDE MARINE, INC 50 OZATA SHIPYARD 54 SWIRE BLUE OCEAN 57 GRENLAND HAVN IKS 60 TORGEM 62 PIENING PROPELLER 64 PRAXIS AUTOMATION TECHNOLOGY

8 Freedom to move

67 THE RICKMERS GROUP

At its full potential, the eManifest will take the form of an intra-European harmonised and electronic cargo manifest

69 zf marine krimpen

10 It’s electric

80 hakvoort

The rise in popularity of electric boating in the commercial sector is thanks to dramatic improvements in performance and battery technology

10

73 ems-fehn-group 77 a-rosa flussschiff 82 dammam shipyard 84 oceansaver 87 drahtseilwerk 90 oslo bulk shipping 92 dynamic shipping services ltd 94 Frydenbø sabb motor 96 bertling logistics in sweden (fh bertling ab) 99 reederi heino winter 102 port of den helder 105 port of dover

12 Moving on from paper Modern navigation systems use electronics and satellites to help mariners find their way more safely

14 All in the mind Senior managers in the maritime sector can benefit from using intuitive intelligence in leadership. Brian Bacon explains the principles

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108 de keizer marine engineering

108


News New developments Catapult Catamarans can now be contacted directly, for an immediate quotation on 10, 11, 12, or 14 metre South Catamaran workboats with conventional shaft installation, jet drives, v-drives and so forth, with various wheelhouse configurations at customers’ requests. It can deliver from basic kits to full sets of mouldings or finished craft fitted out to individual specifications. It will also be able to provide moulding sets to other boat building companies to fit out to their individual customers’ requirements. Production will commence October 2013 – Catapult is anticipating the demand to be high. Catapult has acquired the adjacent unit to its own work shop facilities to expand its mould shop to cater for the high demand that is anticipated for the South Catamaran. At the moment it is in the process of moulding a nine metre Catapult ‘The Blade.’ This vessel is designed to be a high speed, low draft economical to run vessel. This vessel will be able to be purchased after testing – the company is anticipating going to market with this vessel December 2013. sales@catapultcatamarans.co.uk

Leading global maritime centre As London International Shipping Week kicked off on 9 September, a new report from TheCityUK revealed that London remains the world’s leading maritime centre. The maritime industry contributes nearly £14bn to the UK economy, including £1.5bn from the support services London provides to the industry including law, insurance and finance. Chris Cummings, chief executive of TheCityUK, commented: “The maritime industry makes a significant contribution to the UK economy. It’s not difficult to see why. London boasts a unique blend of maritime business services including shipbroking, derivatives, insurance, ship finance, ship classification, education and legal services, meaning it remains the number one destination for global shipping activity. “However, there are a number of other maritime centres fighting to take London’s crown, including Hong Kong, Singapore and Dubai. Because of our history and expertise in this industry, not to mention its contribution to the UK economy, it is vital London retains a vibrant and successful maritime sector.”

Next stage of outfitting

£250m contract A new naval air defence system that can intercept and destroy enemy missiles is to be manufactured in the UK under a £250 million MoD contract that will sustain hundreds of jobs. Sea Ceptor, which will be fitted to the Royal Navy’s Type 23 frigates and in future, the Type 26 Global Combat Ship, is a cutting edge missile designed and built by MBDA. Capable of travelling at speeds of more than 2000 miles an hour, it will be able to intercept multiple targets and protect an area out to a range of 25km. It will complement the longer range Sea Viper system on the Type 45 destroyers, providing the Royal Navy with a full range of missile systems to defeat current and future threats. Defence Secretary, Philip Hammond said: “The production of Sea Ceptor will be a huge boost to the UK’s world-leading missile industry, providing hundreds of jobs and once again proves our commitment to providing battle winning technology to our Armed Forces. Having balanced the defence budget we continue to order new equipment for our forces with confidence.” First Sea Lord Admiral Sir George Zambellas said: “I am delighted by this announcement which marks an important milestone in the Sea Ceptor project. This state-of-the-art missile system is part of an exciting renaissance in our naval equipment programme – and when fitted to Royal Navy frigates it will further enhance our global authority as a leading maritime power.”

Following the arrival of the Royal Netherlands Navy Joint Support Ship Karel Doorman at Vlissingen, Alewijnse Marine Systems is now embarking on the second stage of a four-year project to install the electrical systems on this exceptionally sophisticated vessel. The contract was awarded by Damen Schelde Naval Shipbuilding at the end of 2010 and is for the installation of the ship-wide electrical systems including those for command and control, environmental systems and power distribution and monitoring systems. The first stage of the build of the 205-metre, 28,000 tonne naval vessel took place at the Damen facility at Galati, Romania, with the electrical installation being handled by Alewijnse subsidiary Alewijnse Marine Galati (AMG). As with all projects of this complexity, it was not without its challenges, and cable pulling and cable connecting on such a scale raised a number of issues that required rapid solutions. However, rising to the task, AMG moved to double shifts and completed the entire Galati programme in just 28 weeks. The delivery of the cable routing and dressing is a source of pride for AMG. The medium voltage and degaussing cables in particular, given their length and diameter, presented a challenge when it came to pulling and dressing, but recent investment by AMG in specialist cable pulling equipment contributed to both faster and easier installation. With the Karel Doorman now at Damen Schelde Naval Shipbuilding, Vlissingen, the AMG team is currently working to make the 440V power system operational and activating the lighting systems to ensure that the vessel is safe for personnel to work onboard. After that the focus switches to commissioning and finalising the installations in the individual areas of the vessel in time for the handover to the Royal Netherlands Navy in 2014. www.shippingandmarine.co.uk - 3


Fully integrated solutions

Daewoo Shipbuilding & Marine Engineering (DSME), a South Korean shipbuilder established in 1973 in South Korea, has awarded a $6.7 million+ order to Rockwell Automation. Rockwell Automation will deliver fully integrated safety solutions for Transocean, a leading international provider of offshore contract drilling services for energy companies, and an important DSME customer. Rockwell Automation will employ its large-project delivery management expertise to provide its PlantPAx Integrated Control Power and Safety Solution with the AADvance process safety system. The contract covers deliveries to four new Transocean drill ships, with options for six more ships. It follows a $6 million+ order from DSME to Rockwell Automation for four new offshore drill ships in 2011. “We’re confident that Rockwell Automation will deliver and commission integrated information, control, power and safety systems needed to complete this important project for Transocean, based on their expertise to design, develop and deliver automation systems for the offshore industry,” said a DSME spokesperson.

Award winner

DFDS Seaways was named ‘Europe’s Leading Ferry Operator’ at the European leg of the 2013 World Travel Awards in Antalya, Turkey. It is the seventh consecutive year that the ferry company has been recognised for its outstanding service at the World Travel Awards. Max Foster, passenger director for DFDS Seaways, comments: “The cruise and passenger ferry market is very competitive and we strive to deliver outstanding customer service on every sailing. We feel very proud to be recognised by the World Travel Awards for the seventh consecutive year, which is a great endorsement of the high standards we adhere to and the enormous effort of our hard working staff. “Passengers’ holidays start as soon as they board a DFDS Seaways ferry and we will continue to invest in our vessels and services to ensure we are providing the very best service.”

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Partner of choice Induction-based electric propulsion motor technology from GE’s Power Conversion business will be used to power four new LNG carriers that Korean shipbuilder Hyundai Heavy Industries will build for Maran Gas Maritime, the gas shipping unit of the Angelicoussis Shipping Group. Contracts for the propulsion systems were signed in late May. Hyundai Heavy Industries will deliver the vessels over a 15-month period beginning in July 2015. Paul English, marine business leader at GE Power Conversion says: “It is very satisfying for us that one of the most important shipbuilding companies in the world has recommended GE’s innovative electric power systems for LNG vessels in recent months. Our strength in technology and attention to customer needs has helped us create excellent working relationships with both Hyundai Heavy Industries and Maran Gas.” Hyundai Heavy Industries is a strong proponent of GE’s power and propulsion technology. Hyundai Heavy Industries was in fact the first shipbuilder in Korea to adopt it, and the new contract with Maran Gas demonstrates the group’s continuing belief in its @Courtesy Maran Gas advantages.

Expanding global reach Harkand, the international subsea inspection, repair, maintenance and light construction group, has confirmed the acquisition of the main assets and business of Veolia Marine Services (VMS). The acquisition adds 150 onshore and offshore staff, three dynamically-positioned multi-purpose vessels (MSV) and six work-class remotely operated vehicles (ROVs) to Harkand’s growing workforce and fleet. With Harkand already active in the North Sea, Asia Pacific and Africa, this acquisition expands the group’s international reach by adding a Houston operation with an established track record in deepwater inspection, repair and maintenance in the Gulf of Mexico.

Six new vessels Family owned shipping and energy services firm Craig Group, has announced the investment of £70 million to build six new vessels at the Balenciaga Shipyard in Northern Spain. Four D class IMT 950 Emergency Response and Rescue Vessels (ERRVs) and two F class IMT 958 ERRVs will be delivered during 2014 and early 2016, replacing existing tonnage in the fleet. Douglas Craig, chairman and managing director of Craig Group, said: “This significant investment is part of our continued drive to operate the largest and most modern wholly British owned fleet engaged in the UK offshore industry. “A new-build programme of this size and scale underlines our commitment to the marine industry and means that we continue to offer our customers an unrivalled service.” The fleet expansion comprises four D Class vessels, complementing the existing four D Class vessels already in service within the fleet. Fifty metres in length, the vessels will be outfitted as a minimum with one Daughter Craft and one Fast Rescue Craft as well as state-of-the-art survival facilities. Two F Class vessels will also be brought into service. Slightly larger at 58 metres long with diesel electric propulsion via twin Azimuth Stern Drives, they will also be equipped with Daughter Craft and Fast Rescue Craft as well as being able to transfer and store limited deck cargo and provide offshore locations with fresh water and fuel if required.


News Spill protection coating

Skills ‘perfect storm’

PPG Industries has announced the launch of a new application of PITT-CHAR XP. PITT-CHAR XP is a flexible epoxy-based intumescent passive fire protective (PFP) coating suitable for environments where exterior durability and corrosion resistance are required. It utilises established technologies to prevent steel structures from heating up rapidly in the event of a fire by providing insulative protection against high temperatures. The product can also be used as an insulative method of protecting structural steel from exposure to the extremely cold temperatures that can result in the event of a cryogenic liquid spill, a feature that is of particular interest to the LNG market. Paul Greigger, technical manager PITT-CHAR, PPG Industries says: “Because of the performance characteristics of flexible epoxy intumescent PFP coatings in low and high temperatures, the petrochemical industry has expressed interest in these coatings as a means to protect structural steel from the extremely cold temperatures that could result in the event of an LNG release, as well as a potential explosion and subsequent fire. “PITT-CHAR XP offers low-temperature flexibility, cryogenic capability, hydrocarbon fire protection, jet fire resistance and blast resistance. It can be used in environments where hydrocarbon pool and jet fires are a risk, particularly under cryogenic and explosion overpressure conditions. PITT-CHAR XP provides enhanced resistance to cracking on flexing and vibrating structures and delays the loss of load-bearing capacity and integrity, buying time for personnel to evacuate to a safe area.”

Leading marine and offshore resource and asset management service company C-MAR Group, has highlighted the UK’s escalating skills gap as the most critical issue facing the UK industry today. Speaking as the industry gathered for the Offshore Europe Conference, chief operating officer Peter Aylott described how combination of factors have come together to create a ‘perfect storm’ for the industry. Aylott said: “The fact that there is a marine and engineering skills gap in the North Sea is widely recognised. Less well known is the size of that gap. The figures are startling – 70 per cent of companies operating in the region now report that they are struggling to recruit. The latest estimates are that we will need 12,000 new staff every year for the next decade.” He continued: “The difficulty is that there’s not just one issue which we need to address. An ageing workforce, a lack of students entering the industry, stringent immigration requirements even for skilled workers, and an explosion in demand for specialist crew such as dynamic positioning officers, have all combined to create a perfect storm for the domestic industry. On their own, these issues may be manageable, but together they have created a noose which threatens to throttle the industry’s growth.” Aylott went on to address the impact of the widening skills gap on the UK’s attempts to reinvigorate North Sea oil and gas. He commented: “Through last year’s licensing review, the Government has made a major effort to stimulate the domestic oil and gas industry. Sadly, with the current situation, that is going to be a struggle. We have seen wages rise by more than 10 per cent in the last year leading to spiralling costs and a slow-down in production.” Aylott concluded: “Government has addressed the issue of demand, now the challenge is to tackle the supply side. We need to do more to help top quality people enter the industry. That means more apprenticeships and more efforts to encourage students to study marine and engineering at Further and Higher Educational levels. “More must also be done to encourage promising foreign candidates to come to work in the UK. Offering the best training, providing a flexible working environment, and delivering challenging and fulfilling opportunities are all important in the end picture.”

You bring me sunshine Meyer Werft of Papenburg, Germany has selected Metso DNA for the integrated alarm, monitoring & control system (IAMCS) to Royal Caribbean Cruises Ltd’s new generation of cruise ships referred to as ‘Project Sunshine’. The contract is for three vessels of 167,000 GRT with a capacity for 4180 passengers in double occupancy. The vessels will be of the latest innovative design with high focus on energy saving and sustainable environmental solutions, both important subjects for Royal Caribbean. The IAMCS will be sized to handle close to 18,000 I/O’s within machinery, air-condition and emergency shutdown systems. The management of the diesel electric power plant is an integral part of the Metso DNA system. Metso is delighted to be part of RCCL’s innovative project Sunshine at Meyer Werft having supplied automation system components earlier to Royal Caribbean International’s Radiance class and Celebrity Cruises Solstice class ships as well as many other cruise projects at Meyer Werft over the years.

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green issues

Going

green Joerg Vanselow discusses the need to keep abreast of all new environmental legislation

T

he Isle of Man is well known as an ideal environment to nurture and develop clean tech businesses and for a relatively small nation it punches well above its weight in terms of implementing and supporting a wide range of energy efficiency initiatives, particularly in the maritime industry. With ship efficiency fast becoming the most talked about topic amongst shipping professionals, shipping managers, regulators, charterers, owners, and operators based on the island are increasingly aware of the need to stay abreast of the latest developments to make ships more efficient and more eco-friendly or 'greener'. With growing commercial and regulatory pressure to reduce fuel costs and emissions as well as a growing awareness of the financial benefits that running more fuel efficient vessels can bring, ship managers based on the Isle of Man are looking to alternatives. As a leading ship management company Midocean (IoM) Ltd., part of the Peter Döhle Group and based in the Isle of Man, we have always placed a high priority on the safety of our vessels

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and the protection on the environment as well as the importance of running a cost-efficient service. Today every vessel has to have a Ship Energy Efficiency Management Plan (SEEMP), the existence of which is certified and filed in the ships’ and the companies’ cupboards, ready to be audited. Cynics may say this is yet another attempt to take responsibility away from the vessel, reducing further the master’s and or chief engineer’s liberty to take decisions as they see fit, whilst increasing further the dreaded paperwork. A closer look reveals that the main burden of additional tasks lies within the shore based organisation, as particular consideration should be given to minimise any onboard administrative burden. However, the pressure to reduce costs, or rather, to increase energy efficiency, is not only driven by prudent managers and active legislators, but to a certain extent also by commercial pressures. You may have heard that, and far from wanting to state the obvious, it is a fact of life that ships are primarily operated to supply the world trade with an option for transport – and to make a return on the investment. In times when ships are less eagerly differentiated by their


charter rate but to a larger extent by their daily fuel consumption it came as no surprise that the high speed ‘gas guzzlers’ came under close scrutiny. The consumption curve of a combustion engine runs unfortunately exponentially. Combine that with the ever-increasing costs of fuel and you have a perfect motivator for the development of energy efficient vessels. The technical and design options are plenty and some classification societies have summed them up very nicely, usually referring to the legislation that requires them. They range from the concept of injecting water into the fuel via the HFO vs LNG discussion to more traditional options like the use of wind power or slow steaming. But they all come at a cost. Here is the point: You have to constantly keep up with the latest developments, educate yourself and others constantly about the design options and their impact on operations. You have to be familiar with the consequences of the chosen design and the associated costs at the investment phase, the operational phase and the divestment phase of a ship’s life cycle. Will this increase the threshold to become a ship manager or at least differentiate the good from the very good? Hopefully it will.

Those owners/managers investing in development or new building departments and afford constant training and education, onboard and ashore, deserve undoubtedly to be rewarded with happy customers who know that they are dealing with a best in class. v

Joerg Vanselow

Joerg Vanselow is a director of the ship management company Midocean (IoM) Ltd., part of the Peter Döhle Group and based in Douglas, Isle of Man. Döhle (IOM) Ltd was founded in the Isle of Man in 1989 under the name of Midocean Maritime Limited as a crewing services provider to Peter Döhle Group and its long-term partners. Its vision is to be the world’s leading provider of international ship management services, ranging from crew and technical to commercial, corporate, large yacht management and marine insurance. For further information visit: www.doehle-iom.com.

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emaritime technologies

Freedom to move eMaritime capabilities in Europe: beyond the Blue Belt concept. By: Ioannis Koliousis and Panagiotis Koliousis

T

he administrative procedures with which maritime transport operators need to comply with are complex, time-consuming and, in many case just numerous. Furthermore, most of these procedures are (still) paper based and urgently require efficiency upgrades. A case in point for the European shipping industry is the gap between ports that have advanced information systems and those ports that rely on either legacy or paper based systems. This gap entails inefficient administrative procedures, multifaceted ‘single windows’ and bodies that don’t communicate with each other. This gap is large, hindering the competitive edge of certain routes, regions or companies. In order to reduce the adverse effects, the European Commission started working as early as 2009 on this topic, with the most important documents being the ‘EU Maritime Policy until 2018’ (COM2009:0008/21.1.2009) and the Reporting Formalities Directive (2010/65/EU). One of the most recent accomplishments is the establishment of the Blue Belt Concept. The business objective is to increase quality and efficiency in transportation and particularly in maritime transport, by drastically removing multiple entries of the same information repeatedly and often manually, in each port of call. Blue Belt is an area where vessels operate freely under EU internal market conditions. The administrative burdens

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are minimised, while fully respecting EU safety, security, environmental protection, customs and tax policies. This is implemented through improved maritime transport monitoring and reporting capabilities that additionally improve competitiveness and reduce burden and costs. Blue Belt was initiated in 2011 by the EC in co-operation with the European Maritime Safety Agency (EMSA) to demonstrate to competent and national authorities, including customs, how SafeSeaNet could support their work. Authorities now receive notification reports before vessel arrival, including information on routes, ports of call and vessel behaviour (e.g. encounters at sea). Furthermore, the Blue Belt demonstrates among other business tools, the use of eManifest, which facilitates voyages of vessels calling both in EU and in third country ports. The eManifest solves the problems of (ir)regular (tramp) shipping services. The systems that are currently implemented are fully interoperable and log the eManifests’ information into repositories that facilitate automatic exchange of information among authorities. eManifest doesn’t create a new system but builds on existing systems, such as the National Single Window(s), developed in the framework of the Reporting Formalities Directive. The eManifest solves the problem of Union and non-Union status of goods transported. DG MOVE / EC estimated that less than 15 per cent of maritime traffic corresponds to regular shipping


services, thus previous schemes were not entirely fit for European Shipping. The majority of vessels carry both Union and non-Union goods and stop frequently at both Union and non-Union ports (e.g. in Norway, Northern Africa, Russia). The eManifest facilitates data exchange between authorities so as to minimise physical checks when and where appropriate. This tool disseminates the required information (information provided by all relevant actors in the supply chain) to customs on the status of the goods and allows the authorities to determine the procedures to be applied according to the goods’ status of the goods. At its full potential, the eManifest will take the form of an intra-European harmonised and electronic cargo manifest. The eManifest benefits to the European Shipping market include: l Union goods benefit from the internal market status throughout the chain. This is now extended to goods transiting through voyages with calls in third countries ports. l Non-Union goods are subject to the same full compliance requirements that exist today. l European Customs authorities devote more resources to risk assessment and clearance of non-Union goods while Union goods circulate freely. Particularly, for the European shipping companies, agents and transport stakeholders: l The data entry is significantly reduced and l The time it takes for a container to be discharged from a port or terminal is drastically cut. The eManifest is only one of the different tools that EU has put in place through the ‘Reporting Formalities Directive’. From the Authorities side, the exchange of vessel and voyage related information supports: l The effective collection of information in support of the PSC inspection regime; l The effective collection of the required security information prior to ship’s entry into a port of a Member State and facilitation of sharing vessel position information for security purposes; l The monitoring of ships and cargoes that pose potential risks to the safety of shipping and the environment, including those involved in incidents, thus allowing for earlier precautionary actions and risk mitigation by coastal states; l The efficient and timely response to incidents or pollution at sea in progress including search and rescue operations; l The management of Flag State responsibilities, including the follow up of ships involved in incidents/accidents; l The efficiency of port logistics; l The gathering and comparison of objective and reliable information on maritime safety and on pollution by ships, thus enabling users to take the necessary steps to improve maritime safety and the prevention of ship-generated pollution, and to evaluate the effectiveness of existing measures.

Last but not least, the eMARITIME vision goes many steps forward and intends to make all procedures electronic. The applications that are currently being developed are limitless and actually re-engineer all legacy procedures in the domain. Indicatively, eMARITIME upgraded procedures and tools include: l Cargo declaration for exports by/for shipping companies, shipbrokers freight forwarders to submit exit manifests (ECS obligation); l Cargo declaration for imports to European Customs Authorities; l Customs processes (scans, checks, controls, inspections, sanitation, etc); l Discharge reports including information, status reports, discharge lists, discrepancy lists, etc; l Export Control System (ECS) procedures; l Loading lists; l Full transport cycle barge planning, from pre-announcement of inland barges and cargo to sea terminals to delivery; l Vessel notifications; l Declaration procedures for Food & Consumer products; l Procedures for dangerous goods & HAZMAT; l Waste disposal procedures; l Pre-arrival cargo declaration import (4h) and Entry Summary Declarations for ICS obligations; l Transit declaration; l Pre-arrival cargo declaration import (24h); l Intermodal planning procedures (rail, barge, trucks); l Transport order; l Veterinary and Phytosanitary inspection procedures. The development of comprehensive eMaritime tools, such as eManifest, offers clear benefits to the European shipping market, streamlining maritime operations and enabling greater efficiency in maritime operations. v This article reflects on the work done within the eMAR Project, funded by the European Commission under the FP7 Program. eMAR develops and tests tools under the eMARITIME Initiative of the European Commission / DG MOVE. For the latest updates, more information and relevant documentation, please visit the e-Maritime portal @ http://www.emaritime.eu/

Ioannis Koliousis & Panagiotis Koliousis

Ioannis Koliousis is project manager, Decision Dynamics and Panagiotis Koliousis is project manager, Decision Dynamics. Decision Dynamics is a management consulting firm which assists organisations across both the private and the public sectors outperform their rivals and create value achieving a sustainable competitive edge. Decision Dynamics focuses primarily on the transportation, logistics and operations domains and supports companies to solve problems across all transport modes, including rail, maritime, road, air, inland waterways or pipelines. For more information visit: www.decisiondyn.com.

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electric engines

It’s

electric John Arnold discusses the rise in popularity of electric boating in the commercial sector, thanks to dramatic improvements in performance and battery technology

A

s the price of fuel remains at an all time high, commercial boaters continue to look for ways to reduce their vessel’s operating costs. This, combined with the desire of many businesses to reduce their carbon footprint, has encouraged the development of advanced technologies in marine electric drive systems. Despite the recent rise in popularity, electric powered boats in a commercial setting aren’t new. The first commercial electric boat was produced in 1839 with a peak in popularity between the 1880s and 1920s. However, pure battery electric drive seems to have eluded mainstream commercial boating. This is likely down to poor battery performance and batteries that were unable to power large electric propulsion systems, such as high performance electric outboard motors, or give the duration required. However, electric boating has now opened up to the larger power segments, thanks to leaps in technology. We have successfully combined a large outboard engine with an electric motor for the first time to produce a revolutionary 80-horse power equivalent, integrated propulsion system, which offers commercial operators outstanding efficiency with greater power and range. Our system has been chosen to power Zodiac MILPRO’s SRMN600 professional RIB, which is designed for military and professional customers, the RIB is extremely heavy-duty and needs a tough, durable motor. As the larger power classes have opened up to electric boating, the weight of battery technology has continued to fall. Now there is not only a significant environmental case, but also a strong economic case, for switching to electric only marine power. One of the main advantages of electric propulsion is that the more it is used, the more environmentally friendly and economical it becomes. It is the only form of propulsion that can operate entirely on clean energy - we like to call this ‘flat-fee boating’ - once the initial outlay has been made for the motor and batteries there is the potential to go boating with no further costs incurred for powering the boat. With battery costs independent of the amount of usage, commercial users with petrol costs over £3600 can save money almost immediately by switching from a petrol to an electric motor. Electric outboard motors are much more efficient than the typical

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petrol outboard. This is essential if they are to become the norm in boating, given the finite ‘fuel tank.’ Whilst petrol outboards can have an efficiency of around ten per cent, some electric outboards now boast an efficiency in excess of 50 per cent. Lithium batteries are now often used, which increase safety and some even come with nine-year capacity guarantees. The high energy density of lithium batteries and the fact they can withstand high current drains are extremely important for marine propulsion systems. These properties reduce the weight and bulk of the on-board battery system, whilst ensuring the power supply does not collapse despite the high currents drawn by electric motors. Another key advantage is lithium batteries have no memory effect and feature high cycling stability. In contrast to conventional lead-acid batteries, they lose hardly any charge - even during months of storage and in cold weather. Along with performance, safety is a vital requirement for lithium batteries - as seen in the recent problems Boeing’s Dreamliners have had. There are four core requirements a safe lithium battery should fulfil: 1) Safe battery chemistry 2) Safe packaging of individual cells, such as laser welded steel cylinders to protect against internal short circuits 3) Precise and clean production processes at the cell’s manufacturer - check the cells used are produced by a well-known manufacturer 4) A built-in battery management system (BMS), which protects against over-charge, over-current and over-temperature. Some more sophisticated battery management systems are now constructed in accordance to a redundant safety principle - where any component with a safety critical function is also backed up by a redundant component that duplicates the safety function It’s also worth considering the different ageing process of individual cells. Some batteries are now equipped with an


individual cell balancing system, ensuring all cells have the same charge status and are therefore ageing at the same rate, this helps to maximise the battery service life. Similarly, even though submerging a battery should be avoided, many are now designed to withstand being in water for a period of time. Just as important is ‘electric’ waterproofing. This process prevents electrochemical corrosion when the battery is immersed. Electric outboards are virtually silent in use and are extremely cheap to run. Some systems now feature an onboard computer that uses GPS to calculate remaining range as well as display travel time and direction to individual waypoints. With vastly improved battery technology, the cleanliness, reliability and low maintenance ownership experience of a modern electric engine is now highly appealing to a wide range of commercial boat users. v

John Arnold

John Arnold is UK sales manager for Torqeedo. Founded in 2005 in Starnberg, Germany, Torqeedo is the market leader in the fast growing electric outboard motor industry. With a broad product range of outboards ranging from one to 80 HP, as well as innovative accessories, including solar powered chargers and high-powered lithium batteries, Torqeedo’s products are environmentally-sound and truly pioneering, reflected in the numerous awards the products have won. For further information on the Deep Blue system or any of Torqeedo’s hightech electric outboard range, please visit www.torqeedo.com.

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ship safety

Moving on from

paper Modern navigation systems use electronics and satellites to help mariners find their way more safely

T

he clock is ticking for ship owners and operators to get up to speed with the latest ECDIS requirements… meaning a busy year ahead for companies who supply both the equipment and the data they run on! The ECDIS, or ‘Electronic Chart Display Information System’ mandate is all about ship safety, and efficiency. That’s why the International Maritime Organization (‘IMO’) recently changed the International Convention for the safety of Life at Sea (SOLAS) to make it a requirement to fit an ECDIS system on a ship’s bridge. The amendment to SOLAS means that all vessels, including cargo ships, cruise liners and tankers will be required to install an ECDIS according to a staggered timetable that began in July last year. “ECDIS will make for safer and more efficient voyages,” says the aptly-named Steve Mariner, business development director at Kelvin Hughes, whose subsidiary company ChartCo provides navigational software and products that integrate with ECDIS systems. “Crews will appreciate the capabilities of this navigation and

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management tool but shipping companies and vessel owners that haven’t yet installed an ECDIS system need a plan of action to meet their deadline. It isn’t just about equipping your bridge with the right platform. It’s also about ensuring your sailors have the right training to use this tool properly, having the appropriate data and keeping this data up-to-date. It’s also about amending your bridge procedures, particularly around ‘passage planning’, which is becoming a hot topic with Port State Control.” ‘Passage planning’ is a procedure by which a ship’s captain builds a complete description of a voyage from beginning to end. Although it is the captain’s responsibility to do this under international law, the task is usually delegated to the ship’s navigation officer. Research shows that human error is partly to blame for a significant proportion of all navigational accidents, and that in many circumstances the mistake could have been avoided if the person responsible had properly used information that was made available to them. “Effective passage planning is crucial,” says Steve. “It helps to ensure safety of life at sea, it makes for efficient navigation, and it


helps to protect the marine environment. Poor passage planning can result in accidents such as collisions, running aground, spillages or lost cargo.” Of course an Electronic Chart Display Information System is only as good as the data it displays. Navigators need accurate, up-todate information. Not only because it is helpful to do so, but also because it is also legally required for vessels to ensure their charts are up to date before they embark on a specific voyage. Wrecks can shift, becoming a hazard on a busy shipping lane; buoys may move; port authorities can alter shipping lanes; sea depths may change following a survey. And whilst such changes were communicated by snail mail in the past, shipping companies now need faster updates. Products such as ChartCo’s PassageManager system work seamlessly with an ECDIS platform to send such navigational updates to ships at sea by satellite broadcast, internet or email. The software, already installed on almost 6000 vessels worldwide, allows navigators to quickly identify charts, books and navigational data that they need for their journey. Once plotted, the route can be used to optimally select the electronic and paper charts needed for maximum safety and minimum cost. The system then automatically identifies which products are not part of the ship’s holdings or what electronic products do not have a valid license and the data and permits can then be delivered directly to the ship’s bridge. It also provides data on piracy, for example, notifying navigators of recent ship attacks close to a plotted route. PassageManager can also display comprehensive port data and integrate this information with the Passage Plan. Using the programme, navigators can ask any port for the information required and view/print out photos, port plans, and arrival documentation. It all makes for a safer, more efficient vessel that fully meets the requirements of ‘Port State Control’, the inspection of foreign ships in any national port. Of course, sailors cannot plan for every eventuality on a voyage - especially the weather, and especially in certain parts of the world at certain times of the year, including the Atlantic hurricane season and

the Pacific typhoon season. A bridge-based system, with frequent, accurate and reliable weather updates, is important for safety of ship and cargo; container losses cost the industry millions of pounds every year. PassageManager, for instance, provides users with fresh weather updates every six hours. The paper charts and maps that once helped ships to sail the seas are now giving way to electronic tools, and its innovative products such as these that are driving this revolution in modern navigation. v

Kelvin Hughes

Kelvin Hughes is a world leader in the design and supply of navigation and surveillance systems and maritime data. It has been in the forefront for more than 250 years, supplying advanced navigation solutions and services around the globe. Kelvin Hughes has established itself as a technology innovator and reliable partner to the world’s navies, merchant shipping, and pleasure craft operators. For further information, visit: www.kelvinhughes.com

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EXECUTIVE COACHING

All in the

mind Senior managers in the maritime sector can benefit from using intuitive intelligence in leadership. Brian Bacon explains the principles

C

an you think of an occasion where you’ve had a gut feeling that something wasn’t right about a significant business issue but didn’t listen to your intuition and later regretted it? Do you often doubt your intuition in favour of hard evidence to support your business decision? If so, you may be underutilising one of the most powerful leadership tools, your intuitive intelligence. Many people may feel that intuition has little or no place in business, that decisions should be based on empirical evidence rather than on trusting your gut feeling. But there is increasing evidence that intuition is more than merely a feeling. Many scientists now believe that it is, in fact, the result of our brains piecing together information and experiences to come to different, and less obvious solutions and conclusions. Publications, such as ‘Intelligent Memory: Improve the Memory That Makes You Smarter,’ by neuroscientist Barry Gordon, show that decision-making and intuition are inextricably linked. Leadership experts and those working in organisational development give a lot of credence to IQ and EQ (emotional intelligence) but in fact

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‘intuitive intelligence’ is perhaps the greatest weapon for business decision-making. I’ve spent much of my career working with some of the world’s largest corporations, and some of the best managers and strategists used their intuition first before looking to back it up with facts; almost as if the intuitive approach was the starting point and the measurement came afterwards. Intuition needs to be trained. It's a learned skill, and the more you use it, the more reliable it becomes. Those who are training to sharpen their cognitive sensors are encouraged to use their intuitive senses when they are making decisions. This is especially beneficial when you are taking some tough decisions, which have far-reaching implications in your work life. Your intuition can reveal some aspects of your situation, which your ability to reason cannot. In fact, your internal radar works perfectly. It is the operator who is in question. There are things your gut knows long before your intellect catches on. Every day, all day, an intelligent agent is sending you messages. The best leaders have learned not only to just trust their instincts, but also to obey them. Obeying your instincts requires that you listen to your own internal voice, acknowledge your internal reference point, rather than rush to embrace the myriad references and voices of others. Your instincts are readily available 24/7. Your mind is continually in overdrive. You spend a lot of time in an internal dialogue – in other words, you’re busy having a conversation with yourself. If you were to speak out loud the dialogue that goes on inside your head, you would be labeled, well…a bit crazy. And often the self-talk is negative rather than positive and constructive. You can change that. Developing the ‘Intuitive intelligence’ of leaders is at the heart of what we do here at Oxford Leadership Academy. The basis for ‘intuition intelligence’ is a powerful new science of the mind known as ‘Intelligent Memory’ – a convergence of insights from behavioural psychology, cognitive psychology, neuroscience, and molecular biology. As Barry Gordon states in his book (Intelligent Memory: Improve the Memory That Makes You Smarter): ‘Since birth our brains compartmentalize experiences and information akin to an elaborate closet organization system. The brain warehouses existing knowledge into separate files and, when new data is received, it searches the stored files looking for similar information. Upon finding a match, the new information is combined with the existing knowledge to create a fresh thought. This process, called intelligent memory, is the basis for producing creative, breakthrough ideas.” Looking at this further…the breaking down and storing process is analysis. The searching and combining is intuition. Both are necessary for all kinds of thought. Even a mathematical calculation requires the intuition part, to recall the symbols and formula previously learned in order to apply them to the problem. When the pieces come off the shelf smoothly, in familiar patterns ... you don't even realise it has happened. When lots of different pieces combine into a new pattern, you feel it as a flash of insight, the famous ‘aha!’ moment. The situations in which leaders most consistently rely on their intuitive intelligence in business include: l In a crisis: When rapid response is required and there is no time to go through a complete rational process of analysis

‘‘

I’ve spent much of my career working with some of the world’s largest corporations, and some of the best managers and strategists used their intuition first before looking to back it up with facts

l In high-speed change: When the factors upon which decisions are made change rapidly, without warning l In a messy situation: When a problem or challenge is poorly constructed l In an ambiguous situation: When the factors to be considered are hard to articulate without sounding contradictory

In helping leaders expand their intuitive intelligence and develop greater trust in their ‘flashes of insight’ we train them in the following: Be Present: Become mentally quiet and develop an ‘eye of the storm’ mental posture. As you may have seen a martial arts master do – centre yourself mentally, disconnect from the emotions of the situation. Detach from all noise and voices, just be still and observe. Be inside. Listen. Look. Suspend judgment. Don’t analyse or try to understand. Just quietly observe. In a crisis, this can be done in just a matter of seconds. It’s the starting point to engagement of the whole brain. See The Whole Picture: Interrogate the context. Become a detached observer of the situation and embrace the big picture. Get off the dance floor, stand of the balcony and look at the situation from a different, elevated perspective. See what has gone on before. Recall lessons from history. Things you’ve read and may have forgotten. Actually it’s all stored there in your intelligent memory. Engage other players involved. Talk with them. Not at them. Be curious. Take in all different perspectives and data points. This engages your intelligent memory and theirs as well. Such conversations stimulate creative collaboration. One person’s observation, sparks off another and chain reaction of insights emerge. Now, the whole brain is engaged. Clarify Your Intention: Be clear on your purpose. Bring this into the front of your mind. Your intention becomes the filter through which you observe a situation. This provides focus and helps you zoom in on the few things that are most important. The clearer and more resolute your intention, the faster and more reliable will be the ‘flash of insight’ that follows. In leadership training we place a lot of intention on developing clarity of purpose. This requires deep reflection on your own truth about yourself, where you’re headed and why. Engage your Values: Either consciously or unconsciously, all choices and decisions are driven by what you value most. The clearer you are about the values and principles, which guide you, the faster and more reliable will be your decision making and choice selection. Where you will end up in any situation in

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executive coaching life will ultimately be determined by the choices you make, so close examination of values is about the most important work a leader can do to prepare for making good choices. When observing and examining any situation your purpose and values engage together to provoke a flash of insight that ‘feels right’. This is when your intuition can be trusted. Fierce Resolve: Total and absolute commitment follows when there is a feeling of certainty about the things you ‘feel are right’. The power of discrimination and judgment lies at the heart of leadership wisdom and character. Your ability to trust and execute your choices, based on that ‘flash of insight’ requires consistent alignment of intention, words and actions. A decision is worthless unless it is brought into action and followed through without second-guessing or procrastination. In great leaders, this is seen as their fierce resolve to stay the course and do what needs to be done. This five-step process to develop intuitive intelligence takes place at a sub-conscious level, even if you use your conscious mind to formulate or rationalise the final results. Information is processed in parallel, not sequentially. Instead of going through the logical sequence one by one, the leader sees the situation more as a whole, with different fragments emerging simultaneously in parallel. Your brain can be trained to work as an advanced pattern recognition device. Your subconscious mind finds links between your new situation and various patterns of your past experiences. In a team setting this becomes even more powerful, as you replicate what happens in the brain in a group setting. This is how high performing teams develop creative solutions and collaborative action, based on collective insights and wisdom. Intuition intelligence helps you navigate faster through vast amounts of unstructured data and can work around gaps and conflicts in the information. Yet, even the most highly developed intuition can be misled if too many of the facts are wrong or missing, so don’t neglect the rational mind or need for diligence in fact gathering and analysis. Just get the balance right. The intuitive mind can become your greatest weapon in business, if you learn how to use it confidently and accurately. v

Brian Bacon

Brian Bacon is chairman and founder of the Oxford Leadership Academy, a UK based international leadership consultancy with 200,000 alumni, 215 people and offices throughout Europe, USA, Asia, Latin America and the Middle East. He is an advisor to several Heads of State and leadership consultant to the Boards and top management of numerous multinational corporations including Telefonica, BASF, Metro AG, Akzo Nobel, Sandvik, Unilever, BP, HSBC, Ericsson, Coca-Cola, McDonald’s, GE, ING, NXP Semiconductors and Volvo. For more information visit: www.oxfordleadership.com.

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Profiles There are thousands of ships sailing the oceans today, transporting every kind of cargo. The global fleet is manned by over a million seafarers of virtually every nationality and the companies involved in this sector are among the most technologically sophisticated of any in the world. The prominent and successful companies that are highlighted in the next pages of Shipping & Marine provide real world examples of how state-of-the-art technology, best practices and modern innovations are put into practice in the maritime sector.

l psa zeebrugge

l zf marine krimpen

l ABP GRIMSBY AND IMMINGHAM

l ems-fehn-group

l IMPERIAL SHIP MANAGEMENT

l a-rosa flussschiff

l SCHOTTEL

l hakvoort

l PORT OF LIVERPOOL (PEEL PORTS MERSEY DIVISION)

l dammam shipyard

l roll group

l drahtseilwerk

l PORT OF HAMINAKOTKA

l oslo bulk shipping

l SCORPIO GROUP

l dynamic shipping services ltd

l HYDE MARINE, INC

l Frydenbø sabb motor

l OZATA SHIPYARD l SWIRE BLUE OCEAN

l bertling logistics in sweden (fh bertling ab)

l GRENLAND HAVN IKS

l reederi heino winter

l TORGEM

l port of den helder

l PIENING PROPELLER

l port of dover

l PRAXIS AUTOMATION TECHNOLOGY

l de keizer marine engineering

l THE RICKMERS GROUP

l oceansaver


The gateway to

Europe W

ith a mission to be the port operator of choice in gateway hubs across the globe that is renowned for the best possible services and successful partnerships, PSA International has a rich heritage dating as far back as 1819. From its humble beginnings at the mouth of the Singapore River PSA has grown into the world’s largest container terminal operator, handling approximately 60 million TEU a year. Today the firm operates a port in Singapore and has a further 29 ports located in areas ranging from Argentina to Thailand. “As a group we employ around 28,000 staff at our 30 ports; we have been active in Zeebrugge since the 1980s where we operate two large container terminals,” states Enno Koll, managing director of PSA Zeebrugge. “Container Handling Zeebrugge (CHZ) was the first container terminal in Zeebrugge, the facility has capacity for one million TEU and we handle around 750,000 TEU; our main customers at CHZ are CMA-CGM, MSC, China Shipping and UASC. Our second container terminal, PSA Zeebrugge International Port (ZIP), opened on the 19th July 2013; in addition to the container berth, it also has a multipurpose facility that handles around one million

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Profile: PSA Zeebrugge

tonnes of paper and half a million tonnes of pulp. Approximately 80 million euros were invested in the terminal in 2011/2012 and it’s now fully operational; the biggest container customers at the moment are Evergreen, the largest paper customers are Stora Enso and Norske Skog.” Built for the future, ZIP has been designed as a deep sea and transhipment hub for mega vessels of up to 22,000 TEU. The first phase of investment includes four gantry cranes, the largest in Europe, one rail handling crane, 24 straddle carriers and 172 reefer connections. The quay length is 800 metres with a maximum depth of 16.5 metres, an area of 25 hectares, five rail tracks of 750 metres and an annual capacity of 750,000 TEU. The final phase will boast a quay length of 1500 metres, a maximum depth of 17 metres, an area of 90 hectares and an annual capacity of three million TEU. Furthermore, it will boast 15 gantry cranes, 90 straddle carriers, three RMG rail handling cranes and 645 reefer connections. “Our CHZ terminal opened in 1971 and was beginning to reach full capacity so we saw an

KALMAR Kalmar offers the widest range of cargo handling solutions and services to ports, terminals, distribution centres and to heavy industry. Kalmar is the industry forerunner in terminal automation and in energy efficient container handling, with one in four container movements around the globe being handled by a Kalmar solution. Through its extensive product portfolio, global service network and ability to enable a seamless integration of different terminal processes, Kalmar improves the efficiency of every move.

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opportunity to start from scratch. We designed the terminal to have 17 metres of draft with cranes that can reach 24 rows across, thus making PSA Zeebrugge fully prepared for the mega vessels of the future,” says Enno. Built in record time of only 12 months, the terminal is highly automated and has an emphasis on efficiency, speed and innovation, giving PSA a highly competitive edge in container handling. “We have constructed infrastructure to enable us to handle any type of vessel at any point in the future while also retaining the flexibility of a small port. We can take in vessels and deploy labour at any even hour (6am, 8am, 10am….) compared to other ports who start work only at three fixed times in the day. In the centre of ZIP’s 100 hectares is a warehouse and logistics centre, our logistics services are of superior quality, which is due to our productive, dedicated and flexible staff,” adds Enno. Proud of its flexibility and forward thinking approach, PSA Zebrugge is open to mutually beneficial partnerships that deliver the best possible solution for customers. “We primarily

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Profile: PSA Zeebrugge

work with the port authority, which is a supplier of ours but we view the relationship more as a partnership where we work together to find the best results for the shipping lines who call Zeebrugge. We have also linked the PSA terminals in Zeebrugge with the PSA terminals in Antwerp with a new extended gateway concept that combines the strong transhipment services at Zeebrugge with the location and import/export services of Antwerp,” highlights Enno. The new service will improve efficiency for shipping lines through a direct connection from Zeebrugge’s deepwater port to Antwerp’s port facilities. Vessels discharging in Zeebrugge instead of Antwerp will save 12 hours sailing time, lower emissions and offer improved flexibility to supply chains. Benefitting from a central location in Northern Europe, ease of access to key European markets, a positive customs regime for imports, a positive investment climate and excellent infrastructure, all ingredients are there for PSA Zeebrugge to grow, as Enno concludes: “Zeebrugge currently has six Asia-Europe services a week and we are seen as the gateway to Europe for Asian exports, however we would like to attract more business and grow our portfolio of destinations to areas such as North America, South America, India or Pakistan. This would give more choice our customers who want to import or export from our terminals; we also aim to triple our direct rail and barge connections to the hinterland in the next few years. The port of Zeebrugge is a port to be discovered and a port for the future, we want potential customers to come and see what PSA has to offer here.” v

PSA Zeebrugge www.psa-zeebrugge.be • PSA International is the world’s largest container terminal operator • Operates two large container terminals at the port of Zeebrugge • Newest terminal is a hub for vessels up to 22,000 TEU

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Investing in the

future

Above: Port of Grimsby and right, renewable fuels terminal Port of Immingham

T

here has been a transformational change in Grimsby in recent years with the introduction of the automotive and offshore wind industries,” said John Fitzgerald, port director of ABP Grimsby and Immingham. “Offshore wind operations and maintenance support has seen massive growth over the last 48 months in terms of development and we as port operators plan to invest huge amounts into the infrastructure and to support this. We have also spent £26 million on the new Grimsby River Terminal, which is predominantly for the automotive business but will serve the offshore wind industry too. Grimsby has been in Immingham’s shadow for a long time so I’m very proud of the massive regeneration taking place and the recognition Grimsby is getting as the UK’s centre for the developing offshore wind industry.” Combining to form the UK’s largest port by tonnage, Grimsby and Immingham handle up to

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55 million tonnes of cargo each year. Traditionally connected to the fishing and food industry, the port of Grimsby today focuses on the handling imports and exports of trade cars, with more than 600,000 vehicles handled through the port each year. This number is set to grow massively over the coming years following ABP’s £26 million investment in developing the Grimsby River Terminal, which will enable the port to handle the largest operating car carriers. Until recently car-carrying ships have solely used Grimsby’s Alexandra’s Dock, which is accessed through the port’s original Royal Lock. The new terminal not only cements Grimsby’s role in the automotive market, but will also ensure increased efficiency and speed of service during the production build up for the two registration peaks each year. “The Grimsby River Terminal (GRT) is now operational and officially opened on 20th September,” said John. Speaking at the official opening he noted that this investment represents a vote of confidence in the town and the start


Profile: Associated British Ports Grimsby and Immingham

ABP’s £26 million investment in developing the Grimsby River Terminal... will enable the port to handle the largest operating car carriers

of what he believes will be a long-awaited renaissance for Grimsby. John is confident that the facility will secure the port’s position as one of the UK’s major automotive terminals, boosting

the region’s economy and creating jobs. He explained the reasoning behind ABP making this significant investment: “We decided to future proof the port as new ships are getting

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ABP Port Drector Grimsby and Immingham John Fitzgerald and Robin Woolcock

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bigger whilst older and smaller ships are being scrapped. The inner port can take ships that can carry up to 800 or a 1000 cars, depending on the type of car, but with the river terminal we can take ships that can carry up to 3000 cars and we have already seen double the previous maximum volume on a single ship,” he said. Volkswagen, Audi, Skoda, Toyota, Peugeot, Citroen and, most recently, Suzuki are the manufacturers currently serviced at Grimsby, however John anticipates more contracts in the future: “We have already seen new business come into the port since the terminal was announced with Suzuki arriving as a new customer and Volkswagen increasing volume; I am absolutely certain our decision to move forward helped these customers in their decisions.” ABP chief executive, James Cooper, added: “The opening of the Grimsby River Terminal marks another important milestone in ABP’s wider programme of investment across the

new terminal is further testimony to ABP’s ongoing commitment to the Humber region, to serving our customers and to delivering growth.” Indeed, ABP is investing £100 million in the Humber ports in connection with a 15-year contract with Drax Power Limited to handle biomass shipments for the company’s power station in Selby. This investment in the ports of Immingham, Hull and Goole will support Drax Power’s conversion to a low carbon electricity producer through replacing coal with sustainable biomass. The Drax power station at Selby is the UK’s largest single producer of electricity and meets approximately seven per cent of the UK’s electricity needs; new plans at the power station include converting three of its existing coal-fired generating units to burn sustainable biomass, resulting in its output being predominantly from renewable resources over the next few years. This new major investment is certain to secure the region’s position as a hub for the

Humber, which we expect will total at least £350 million over the coming years. This brand

development of the low carbon energy future. As part of the development ABP will invest


Profile: Associated British Ports Grimsby and Immingham

Viking Constanza on the Grimsby River Terminal management of the port in preparation for increased activities, thus ensuring the port is operating most effectively. “The Grimsby River Terminal project is the biggest investment in Grimsby since the port was built and we are immensely proud of it. It was a well thought out decision and gave us the opportunity to consolidate and develop our position in the automotive trade while also enhancing our position as the centre of operations and maintenance for the offshore wind industry,” concludes John. v

in new discharge and storage facilities at the three ports, while the Port of Immingham’s Humber International Terminal (HIT) will boast a new dedicated import facility, the Immingham Renewable Fuels Terminal, to handle up to three million tonnes of wood pellets each year in Panamax sized vessels. Furthermore, the investment will require a new quayside discharge plant and associated equipment to move the biomass from ships to new silos, which will have the capability to store 100,000 tonnes. From the silos, cargo will be conveyed to a new train loading facility that will service specialised rail wagons which Drax are currently having manufactured and which will transport the biomass to the Drax power station in Selby. ABP’s Humber ports are already at the forefront of the renewables industry thanks to continued investments by leading offshore wind operators such as EON, Siemens, RES, Centrica and Dong developing operations and maintenance bases at the port of Grimsby “Our sister port in Hull is involved in assembly and manufacture of offshore wind turbines, while Grimsby is already established as a centre for the operations and maintenance services to the offshore wind industry. We have already seen major investments from EON, Siemens, Dong and Centrica, so the big players are already establishing themselves at the port of Grimsby and we are in discussions with a number of others,” explains John. “Centrica recently opened a £3 million operations base/control centre in Grimsby, EON are constructing at the moment and Dong are setting up a 950 square metre construction base for its Westermost Rough project. All of these companies are investing a lot of money and that is bringing new jobs to Grimsby and improving the town as a whole; it has a domino effect and it is all very positive.” As investments continue over the coming months, ABP has secured the future of Grimsby

and Immingham by ensuring they move forward with customer demands in the burgeoning offshore wind industry, while also enhancing infrastructure and access as a whole. “We have a lot of plans in the pipeline in terms of infrastructure upgrade, for example we are looking at how to improve access at the Royal Dock. We will also be upgrading the marine

Associated British Ports Grimsby and Immingham www.abports.co.uk • Grimsby is the UK’s centre for the developing offshore wind industry • More than £100 million investment in the port of Grimsby and Immingham over the next 18 months • New Grimsby river terminal now operating

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Complete

solutions B

ased in Gothenburg, Imperial Ship Management was established in 2007 as part of parent company Imperial Shipping’s strategic plan to expand from an internal ship management firm for its own ships to offering services externally. “Our parent company was established in 1997 as a ship building firm, which originally turned to third parties for shipping management solutions. However, in 2006 the board decided to move into providing ship management for both themselves and third party operators; thus, Imperial Ship Management was formed in 2007,” explains Lars-Arne Inberg, managing director of Imperial Ship Management. With core activities in the dry cargo market, Imperial Ship Management is responsible for operating and maintaining the shipping line’s own fleet of six general cargo vessels and seven RoRo ships, which mainly range in sizes from 6000 – 35,000 dwt. “As a company we provide full ship management services including crew, technical, ISM qualifications, security safety and IT,” says Lars. “Our main strengths are that we have full DOC documents for many flags, including the UK, Sweden, Bahamas and Gibraltar. This is a big advantage for any operators looking to enter our group; the fact we can offer a comprehensive package of ship management solutions is also beneficial.” Offering complete in-house ship management, the company has worked in close co-operation with the OSM Group for many years on crew planning, working with crews primarily from Sweden, the Philippines, Poland and Russia. In 1999 Imperial Shipping became the sole owner of the Swedish Orient Line (SOL), which resulted in services between Northern Europe and the Mediterranean beginning again. SOL has been operating in European shipping for a century and has developed a strong customer base within the forest industry; in addition to freighting forest products between ports, SOL also offers management. “Imperial Ship Management is based in the same building as the SOL, which operates as a separate company and has some of its own ships. We supply shipping management to SOL; this means that

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it is able to run efficiently and can communicate effectively,” says Lars. Together with SOL, the company’s vessels transport cargoes from Northern Europe to Southern Europe and Africa and also deliver a wide range of project and contract cargoes around the world. A number of Imperial Ship Management’s vessels transport forestry cargo from the Baltic Sea to the Eastern Mediterranean, while another two vessels are chartered to Stora Enso, for the transshipment of goods between the Baltic Sea and Europe. This assignment includes fleet management, positioning of empty equipment, SECU’s (Stora Enso Cargo Units), budgeting and an operational follow-up of the system, the repair


Profile: Imperial Ship Management Looking ahead, Lars anticipates growth and the possibility of acquiring new ships, but is keen for Imperial Shipping Management to retain its own niche market. “We have no plans to compete with major ship management firms; we have our niche and aim to continue operating within that by providing the best, comprehensive service possible to our customers. This is our core value, to continue to deliver the most complete and high quality management solutions,” he concludes. v

Imperial Ship Management www.imperialshipping.com • Operates out of offices in London and Gothenburg • Wholly owns the Swedish Orient Line shipping firm • Currently manages 13 RoRo and General Cargo ships

forest products logistics requirements. Built in 1991, the vessel has a length of 169 metres and weighs in at 22193 tonnes. Following this contract, the company was awarded a new management contract with SCA Transforest for the crewing and technical operations of its three ships, MV Ostrand, MV Ortviken and MV Obbola. The contract, which began in December 2011, includes the purchasing of materials and also maintaining compliance with international safety regulations. “We have staff at our offices in Sweden who oversee the management of these operations,” says Lars. Imperial Ship Management manages the technical operation of these vessels, while the crew is the responsibility of OSM/Transforest AB. Despite the vessels being 17 years old, the equipment has been replaced over the years to ensure its technology remains new and modern. The three RoRo vessels are all under the same classification, Ice Class 1A, and have an overall length of 170 metres, a beam of 23.5 metres, speeds of 16 knots and a cargo capacity of 8200 tonnes, with a double loading deck design. They are the first in the world to be specifically designed for cassette handling and each has a longitudal bulkhead that separates the decks into two 10.5 metre wide areas that have room for four cassettes athwartships, which minimises the danger of cargo damage and load movement during transportation. These vessels continue to offer a successful service from London to Rotterdam via Helsinborg to northern Sweden. “We have strong, long-term relationships with SCA and NOCC; we value these relationships and aim to maintain ongoing business relationships with all of our customers,” highlights Lars.

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The value of

partnerships We have a large number of customers for tugs and offshore vessels that have been our partners for many years. But our systems have been adapted continuously to various applications so that we have a great stake in the areas of ferries, passenger vessels and river cruise vessels

Cerro Itamut - one out of 14 tractor tugs for the Panama Canal propelled by SCHOTTEL© Astilleros Armon

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S

CHOTTEL was founded more than 90 years ago, at first operating as a yard for smaller barges and passenger vessels. In 1950 the SCHOTTEL Rudderpropeller (SRP) was developed and launched, and with this invention SCHOTTEL started to concentrate on the design, development and manufacturing of propulsion systems. The SCHOTTEL Rudderpropeller continuously conquered the shipping world and is now the first choice propulsion system when utmost manoeuvrability is required. As the company continued to evolve, further propulsion systems were added to the product range, and SCHOTTEL now offers an entire product range necessary for moving a vessel. As Gerhard Jensen, CEO, explains, there remains a focus on manoeuvrability applications: “We have a large number of customers for tugs and offshore vessels that have been our partners

The new SCHOTTEL NAV Generation

for many years,” he began. “But our systems have been adapted continuously to various applications so that we have a great stake in the areas of ferries, passenger vessels and river cruise vessels. We also have other interesting applications in research vessels, river bulk vessels, river tankers and yachts.” It is clear that SCHOTTEL places a lot of focus on the development of products and at the end of 2013 the company has a new launch planned – the NAV. Gerhard gave some more details about this important development: “The new SCHOTTEL Navigator is a very interesting product that has no comparison on the market. It is a complete outboard unit consisting of an engine and the SCHOTTEL Rudderpropeller as well as the SCHOTTEL steering system. The yard just has to prepare the basement of the vessel and the complete propulsion system can easily be mounted with this unit called NAV. You could call it ‘plug and play’. It is interesting for smaller work vessels and small ferries but also big offshore barges. You can add as many of the NAV as you need, e.g. two at the stern for a ferry or a work vessel or maybe four for big barges (two NAV at each side of the vessel). It has definitely never been easier to motorise a vessel.” The NAV 200 will be exhibited at Europort in November.


Profile: schottel

This is not the only important new release from SCHOTTEL though. Gerhard was also keen to highlight the new SCHOTTEL Rim Thruster (SRT), which he described as: “The ideal side thruster for OSVs, superyachts and inland water vessels when reduced noise and vibration, high efficiency, savings in space and weight as well as eco-friendliness are key requirements.” He added: “Furthermore we have expanded and upgraded our SRP series and the series of our electric Combi Drive (SCD) as well as the Transverse Thrusters (STT), the SCHOTTEL Pump Jet (SPJ) and the retractable systems.” The strength of these products is one of the key foundation stones of the company, but as Gerhard noted, they have to be supported by a reliable team and excellent customer service in order to create an all round package: “We know that the best product is not worth its price if a manufacturer cannot ensure best quality service,” he said. “So we have done a lot to give our customers the best support when service is needed. We place great value on having the best engineers and technicians in the SCHOTTEL Group, plus we make sure that experts in our propulsion systems staff our service stations all over the world. Moreover, we have a state-of-the-art training centre in Germany, the SCHOTTTEL

SCHOTTEL Rim Thruster SRT

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Profile: Schottel

Prof. Dr. Gerhard Jensen

Academy, which means the employees at our service stations undergo in-depth training on how to operate our systems, and we can train customers as well. “We also attach great importance to keeping a large part of our manufacturing in-house,” he added. “This not only saves time and simplifies business processes, but also safeguards our know-how and ensures consistent high quality.” The manufacturing facility mentioned by Gerhard is under scrutiny at the moment – after nearly a century of production and growth, the company has outgrown its location: “Our manufacturing sites are no longer what you would call ‘state-of-the-art’, said Gerhard. “The machines are new, of course, but the logistics do not cope with modern standards anymore and are inefficient. The plant is situated in a small village, which doesn’t offer any more space. We are planning to move to a place with a lot of space and the optimum logistics for the complete supply chain. We are creating this new site close to the present one, so we can keep our skilled employees and offer them the most modern working environment in the industry.” Considering the new product launches and the new facility to develop, it is clear that the growth at SCHOTTEL is not slowing down. Gerhard also pointed out that more exciting ideas are already on the agenda, this time in its tidal energy business: “We have noticed a strong interest in our very economic approach of harvesting energy from the sea,” he said. “The first prototypes were sold to customers and we are convinced that in three to five years many of our systems will be working worldwide.” SCHOTTEL is also looking to expand the gears and drives activities of its subsidiary PW. Nearly 100 years of innovation have resulted

World Diamond – one out of six new state-of-the-art PSV propelled by SCHOTTEL © Damen

in SCHOTTEL holding a leading market position, but as Gerhard concluded, the company never takes its position for granted. “I would like to thank all our customers for the trust in us and our systems,” he said. “We really value the long-term partnerships we have with many customers, and always work to ensure that we keep their satisfaction at the heart of what we do.” v

SCHOTTEL www.schottel.de • Close customer relationships • In-house experience and technology • New site under development

Cross-view of the SCHOTTEL Combi Drive

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Profile: Port of Liverpool (Peel Ports Mersey Division) Port of Liverpool

Ambitious Terberg DTS (UK) Terberg has developed a strong relationship with Peel Ports as proud suppliers to this leading port operator in the UK and Ireland seaport sector. With its tractors used for both RoRo and container applications, Terberg believes this endorses Peel Ports’ commitment to deliver the best possible customer service. Terberg has also supplied a number of trailer solutions for terminal applications. Alongside Peel’s approach to innovative forward thinking, Terberg welcomes a long and exciting future relationship with them.

T

plans

he Peel Ports Group is strategically located to serve the whole of the United Kingdom. Five major gateways from Clydeport to Medway handle a broad spectrum of international trade amounting to more than 65 million tonnes of cargo a year. At the centre of the country and the heart of the Group are the Port of Liverpool and the Manchester Ship Canal, a continuous water highway forming a single facility of major strategic and economic significance. The Port of Liverpool is one of the busiest and most diverse ports in the UK handling over 30 million tonnes of cargo every year. Operations in Liverpool account for two thirds of the group’s total trade, and diversity is a key strength. The main sectors for Liverpool include containers, bulk liquids, biomass, petrochemicals, grains, animal feed and steel along with lo-lo- and ro-ro. Already a significant asset to the UK in general and Peel Ports in particular, the Port of Liverpool is set to become even more

important, when Liverpool2, Peel Ports’ £300 million landmark deep-water terminal, becomes operational in 2015. Gary Hodgson, chief operating officer of Peel Ports, explained that Liverpool2 will allow much larger vessels to call directly at the Port of Liverpool, meaning shipping lines will be able to operate some of the world’s largest vessels in close proximity to the UK’s central logistics hub and a population of 35 million consumers within a radius of 150 miles. “This is the region’s most important infrastructure project for a generation,” he said. “Work has already started on the container terminal, which will enable some much bigger ships, with capacity of up to 13,500 TEU, to call directly at the Port of Liverpool. “So far in excess of 136,000m3 of material has been dredged from the bed of the Mersey to create the necessary approach channel and 16.5 m berthing pocket, and approximately three million cubic metres of infill will be needed to create the planned new container area,

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Profile: Port of Liverpool (Peel Ports Mersey Division)

Port of Liverpool

alongside 15,000m of steel piles (329 circular steel tube piles in total) weighing in at around 20,000 tonnes, 230,000 square metres of new surfacing, 6100m of new crane rails and 3500m of new roads. Steel piling operations are just underway, and are likely to last for 12 months. “The construction programme for Liverpool2 will also feature an 854 metre-long quay wall with some 30,000 cubic metres of concrete

Terberg DTS (UK) Terberg has developed a strong relationship with Peel Ports as proud suppliers to this leading port operator in the UK and Ireland seaport sector. With its tractors used for both RoRo and container applications, Terberg believes this endorses Peel Ports’ commitment to deliver the best possible customer service. Terberg has also supplied a number of trailer solutions for terminal applications. Alongside Peel’s approach to innovative forward thinking, Terberg welcomes a long and exciting future relationship with them.

Royal HaskoningDHV With extensive maritime and water’s edge experience, Royal HaskoningDHV has an unrivalled reputation in maritime infrastructure, assessment and design. Its strong relationship with Peel Ports dates back over ten years, during which it has provided innovative and sustainable solutions to a number of upgrade and maintenance projects in Peel Ports’ extensive dock estate. Royal HaskoningDHV was involved in Liverpool 2 since 2008 and is proud to be associated with this landmark project for Peel Ports.

required for the capping beam. The project will require eight ship to shore cranes and 27 rail mounted gantry cranes, and around 2500m of new fencing.” Gary continued: “Liverpool2 will enable companies once again to use vessels that call directly into the northern half of the UK (capacity at the Port of Liverpool is currently limited by the size of its Victorian locks). It is anticipated somewhere in the region of 100 million – 150 million miles of land based transport could be saved as a result of the development of Liverpool2.” One company that has already transferred much of its cargo to Liverpool is Typhoo. By shipping through Liverpool, Typhoo will save in excess of a quarter of a million kilometres of road transport and around 200t of CO2 over the next year or so. Another major benefit for clients working with the Port of Liverpool is its strategic alliance with the Manchester Ship Canal (which was actually originally constructed by the merchants of Manchester expressly to bypass Liverpool). This relationship has created an innovative and sustainable Green Highway Network, which seamlessly links Liverpool’s deep sea offering with a string of hubs along the Manchester Ship Canal, with 12 terminals handling over

seven million tonnes of cargo. In 2013 the Manchester Ship Canal container shuttle service will move in excess of 20,000 containers across a distance of 44 miles between the ports of Liverpool and Manchester. That’s 20,000 fewer trucks making the journey to Manchester on the region’s road network. As an illustration, trainers manufactured in the Far East can hit the shelves of the Trafford Centre with only a handful UK road miles in their supply chain. The carbon and cost benefits for customers are clear. Gary added: “In 2013, 2500 TEU of containerised Kellogg cereal products will be transported on the Manchester Ship Canal between the company’s manufacturing plant in Manchester and their international markets in Ireland and Iberia. The containerised product is transhipped at the Port of Liverpool onto shortsea services that operate to Dublin, Belfast and Bilbao. “Their use of the shuttle service will equate to an 85 per cent reduction in road miles for the Liverpool to Manchester supply chain: a reduction of 40,000 road miles and 61 tonnes of CO2 in the coming year as they get products like Cornflakes and Rice Krispies into shopping baskets and onto breakfast tables.” Such is the confidence that Peel Ports has in

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Profile: Port of Liverpool (Peel Ports Mersey Division)

this Alliance that it is investing another £200 million in the development of a series of logistics hubs that will incorporate inland water, rail, major roads and warehousing solutions along the canal at Ports Bridgewater, Warrington and Salford which will add further capacity and benefits to the service. “With ten motorways within ten miles of the water as well as on-site branch line connections to the West Coast Mainline, the Port of Liverpool and Manchester Ship Canal have unrivalled multimodal connectivity, and our assets in terms

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of the integration of the Manchester Ship Canal and the Port of Liverpool is one of our main strengths,” said Gary. “We can also provide a real diversity of commodities and capabilities, and added value services (whether provided by us or by partnering with third parties) enable us to provide differentiated offers to our customers, such as multi user/flexible warehousing, for example.” Going forward, Gary and his team are not resting on their laurels and have more ambitious plans for the Port of Liverpool. In the short term, these include entering into a partnership with Liverpool John Moores University and the City of Liverpool College to create the UK’s only low carbon SuperPort University Technical College (UTC). “Peel Ports wants its investment in Liverpool2 and the wider port estate to be sustainable,” explained Gary. “The UTC will operate with an employer-led curriculum and will specialise in maritime, low carbon and superport

qualifications for 14-19 years olds alongside a mainstream curriculum. “Our priorities include investing in people, as well as processes and technology. We’re confident that we can continue to grow our market share in a number of our traditional sectors, and we also have some exciting plans in the automotive and renewables sectors, and we need to bring these to a point of being investable projects during the rest of 2013.” He concluded: “With the investments we are making and planning over the next few years the Port of Liverpool will be transformed into a modern logistics hub for a number of key commodities, therefore the focus for us is really on delivering our very ambitious business plans.” v

Port of Liverpool (Peel Ports Mersey Division) http://peelports.co.uk • Work commenced on new £300m container terminal • Alliance with Manchester Ship Canal • Invested £3m in steel terminal upgrade at Gladstone Dock


Profile: Roll Group

A new

approach W

hen it comes to best facilitating heavy lifting solutions in the maritime environment, the Roll Group knows how. In contrast to other shipping companies that focus on limitations, the group is committed to relying on its can-do attitude and world-class expertise to provide bespoke solutions to its customers’ heavy lifting needs. Based in Holland, the group was established in 2006 and has quickly earned a reputation for offering a unique approach in a sector where more often than not, original thinking is required. As such it has found appreciative clients with the petrochemical, power and renewable energy, engineering, dredging and naval sectors. The Roll Group is comprised of RollDock, Roll-Lift, 50 per cent Barge Master and 50 per cent MCRoll Salvage. RollDock also operates a joint venture with fellow heavy lifting company BigLift Shipping, named BigRoll. Responding to the increasing number of projects in GTL and LNG markets and an apparent synergy between RollDock and BigLift Shipping, BigRoll represents the coming

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together of two leading heavy lifting experts to better accommodate a growing market. As Roll Group managing director Wout van der Zwan

vessels we are actually more complementary than competitive. We share a philosophy about how we approach projects and both see a lot of projects coming up in LNG and GTL. They needed vessels to help deal with some of the very big modules so we decided we could work on this together.” BigRoll has contracted COSCO Dalian Shipyard Co, Ltd to construct two MC Class Module Carriers for the transportation of ultra large and heavy modular cargos. The vessels are designed with a focus on reliability of operations, short loading and discharging time, high-speed service and low accelerations. They will be built with Finnish Swedish 1A ice class notation. The vessels will be DP2 prepared with an overall length of 173m, with a beam of 42m. This will provide the ships with a deck space of 42 by 125m with the added advantage that the deck will be free of manholes, air heads and so on. They will have a depth of 12m and a maximum deadweight of 21,000mt. The design of the vessels makes them suitable for travel to remote areas such as the Arctic as well as for direct offshore supply.

explains: “Although on paper BigLift Shipping are our competitors, because of the fact we operate dock vessels and they operate lifting

Within the Roll Group, the core of RollDock’s service are ROLLDOCK SUN and ROLLDOCK SEA, two 142 metre 7000 DWT ‘S’ class


Profile: Roll Group

multifunctional heavy lift transport sister vessels that were delivered in 2010 and 2011 respectively. Both are newbuild ships, constructed by Indian contractor Larsen & Toubro to RollDock’s own specification, complete with dual 350 tonne deck-mounted heavy lift cranes (700 tonnes total) and a ro-ro ramp adjustable in height with a maximum load of 4000 tonnes. Both vessels offer roll-on/roll-off, float-in/float-out, and lift-on/lift-off trifunctionality as well as a top speed of 18 knots. Additional features include unrestricted open top sailing and ice class E2. This fleet is also set to expand with two new vessels currently under construction in Germany at FSG: the ROLLDOCK STAR and ROLLDOCK STORM. The ROLLDOCK STAR was launched in August

this year and delivery is expected no later than November, while the ROLLDOCK STORM is expected to be ready by March 2014. The ships are similar to the ROLLDOCK SUN & ROLLDOCK SEA albeit slightly bigger in size and DWT. Despite being a relatively young company, Roll Group has proven to be both resilient and dynamic enough to weather a competitive market place and tough economic conditions. The economic crisis struck around the time that RollDock began sailing its fleet in 2010, however, despite launching into such troubled waters the company has continued to grow and earn a steadily growing list of satisfied customers. The group has operated all over the world and facilitated heavy lift projects from Brazil to

Lithuania, Denmark to the UK, New Caledonia to Australia and many others. The company’s ability to consistently obtain contracts is based on a combination of its impressively versatile fleet and its can-do approach to challenging projects. The engineering capabilities form the lifting arm of the group’s operation and are able to provide a wide range of solutions for every aspect of the transportation of heavy cargos. Supporting this strength is a clear vision to provide total solutions from factory to foundation, with Roll Group actively encouraging clients to approach it with challenging projects. The company is committed to tailoring its services to its clients needs rather than expecting customers to ‘shoe-horn’ their requirements to fit transport limitations. As the Roll Group moves into the future it is poised to take advantage of what it perceives as an increasingly buoyant market. The company has brought a 50 per cent stake of Barge Master into the group, which has contracts with Boskalis in the Philippines ready to commence in 2014. Between its own operations, the BigRoll joint venture and brand new opportunities with Barge Master the Roll Group is steaming ahead and is set to make huge waves in the heavy lifting market. v

Roll Group www.rolldock.com • Heavy lifting experts • Bespoke solutions • Spirited co-operation

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Profile: Port of HaminaKotka

Doubly

strong

EAST LIGHT EAST LIGHT OY is a Finnish company specialised in handling, storage and forwarding of transit goods. Founded in 1990 company has over 20 years of experience in logistics and trade with Russia. The company has two ‘A’ class customs terminals, one, which is located in the Port of HaminaKotka and another at Finnish-Russian border offering the best storage and production facilities with a video surveillance system. Long-term co-operation and enduring partnerships with European and Russian companies allows East Light Oy to develop and provide its customers with a full range of logistics services in transportation, cargo consolidation, handling and forwarding of full containers and LCL shipments. Co-operation in all these areas is a very important aspect of close interaction between the company and its customers and is the main key to provide fluent logistic services all the way to Russia.

T

he Port of HaminaKotka Ltd is the biggest universal, export and transhipment port in Finland as a result of the successful merger between the Port of Hamina and the Port of Kotka in 2011. At this time a new limited company, Port of HaminaKotka Ltd, was established to administer the port activities. Based only 35 kilometres from the Russian border means that the port is also the most eastern in Finland, and the largest import/export

channel between Finland, Russia and the rest of Europe. In general the Port of HaminaKotka offers excellent connections in the Baltic Sea region with a full service centre for logistics and other port related industries. Speaking previously to Shipping & Marine, managing director and CEO of Port of HaminaKotka Ltd Dr. Kimmo Naski explained the benefits delivered by the merger: “Our total container handling capacity was increased to above 1.5 million TEU by the merger. Despite market conditions, we managed to increase our container volume by 18.9 per cent in 2011 and by three per cent in 2012. In 2012 a total amount of 631,000 TEU was handled in the Port of HaminaKotka, which made our port by far the biggest container port in Finland. “The merger also brought other benefits. For example, during the past decades many overlapping investments were made in the two ports, and the merger gave us the opportunity to optimise and co-ordinate our traffic functions, which has saved us a lot of money already and will continue to save us even more over the coming years. We have also found many synergies in operational work. Both the ports of Hamina and Kotka had considerable investment plans in place and due to the port merger we

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now can postpone these investments. There is plenty of capacity in our port for the future traffic growth in all areas. As a result we are currently trying to focus on the usage of existing port capacity.”

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The port’s 1100 hectares of land is not only home to ten port operators, but also 170

port, HaminaKotka serves all types of cargo including container, RORO, liquid bulk, dry bulk, LOLO, project cargo and passengers. The port also maintains a subsidiary called Kotkan Satamatalot Ltd, which rents out offices, storage space and field areas within the port. Following the merger the Port of HaminaKotka has also worked to unify standards so that its managing system consists of both the ISO 14001 environmental standard and the ISO 9001 quality management standard. These help to improve and develop the level of operations, quality and environmental protection to better serve the port’s customers and ensure the competitiveness of its business. This environmental focus has seen the Port of HaminaKotka play a role in the co-operation project ‘Ecologically Friendly Port’, launched in December 2012 together with parties such as the Russian State Hydrometerological University, UstLuga Company JSC, and Kymenlaakso University

other businesses, which in terms of logistics, stevedoring and other port services makes it a unique set-up by the Baltic Sea. As a universal

of Applied Services. The aim of this two-year project is to reduce the environmental impact of two ports in the Gulf of Finland – HaminaKotka


Profile: Port of HaminaKotka

The economic challenges of Europe have however impacted on figures in recent years as Finnish exports to Europe failed to develop favourably, which in turn effects the Port of HaminaKotka as the largest export port in that market. Despite this, 2013 has started positively for the company as although total port traffic is down by 0.9 per cent over the year 2012-2013, imports are up by 3.7 per cent and container traffic is up by 2.5 per cent. Part of this is down to the close co-operation between the Port of HaminaKotka and its customers as a result of the difficult operating environment, and this puts the port in an even stronger position for when the upward turn arrives. v

and Ust-Luga. This focuses on four main areas; the present state of environmental impact management, development of replacement procedures, environmental legislation, and monitoring of environmental impact. Over the years a number of expansion projects have been implemented at the various harbours that make up the Port of HaminaKotka. Delivered prior to the merger, the deepening of the fairway in the Port of Hamina to 12 metres is one of particular importance as it now allows the port to handle ships from seven to ten metres wider and 20 to 30 metres longer. This was especially important for the oil harbour as the liquid cargo trade develops and the trend of moving towards larger commercial cargoes. Mussalo in Kotka has also seen two new terminals built as a result of investment from RP Logistics Oy, totalling 10,000 square metres of new storage capacity. These began operating in April this year, and once again demonstrate the attractiveness of the port’s position having come about as a result of repeat requests for additional storage facilities at Mussalo. Furthermore, the deep water at the Mussalo (Kotka) terminal allows vessels of 15.3 metres depth (all vessels being able to pass the Danish straits) to call at the port. Many of the products handled in these new facilities come from the wood-processing industries, which is a key business area for the Port of HaminaKotka. The sawn products are generally exported to North-East Asia, the UK, Mediterranean and Japan, whilst unfinished sawn timber is mainly carried to China and North Africa. The port is used for the unloading, warehousing and loading of the products coming from the Finnish sawmills, which then

go onto be exported. Often this is done through containers, which is proving to be a growing market share with the container transport volume of sawn goods is already higher than those of conventional transport.

Port of HaminaKotka www.haminakotka.fi • Finland’s largest general port • Links Europe and Russia • Investment synergies

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Profile: Scorpio Group

Strategically

minded

T

he history of the Scorpio Group shows a company that has moved with the tides. Established in 1971 as Scorpio Ship Management, for three decades the company owned and operated dry bulk, tanker, and OBO (oil/bulk/ore) vessels within the market cycles – buying low and selling high. Then in 2003 new activities were added to the Group in the form of Scorpio Commercial Management, which offers third party commercial and technical management, pooling, bulk logistics, and private equity investments. A change in the market though brought Scorpio Group back to its early activities when in 2010 it established an independent subsidiary, Scorpio Tankers Inc. This publically-held tanker company owns and operates its own fleet, with commercial and technical management remaining with the Group.

Scorpio Tankers Inc. currently owns 18 tankers (one LR2 tanker, four LR1 tankers, one Handymax tanker, 11 MR tankers, and one post-Panamax tanker) with an average age of 3.9 years, time charters in 27 product tankers (eight LR2, four LR1, eight MR and seven Handymax tankers), and has contracted for 60 newbuilding vessels (25 MR, 12 LR2, and 14 Handymax ice class-1A product tankers, and nine VLGC), one of which is expected to be delivered to the company by September 2013, 40 within 2014 and the remaining 19 by the end of 2015. In September 2013 Scorpio Tankers announced that it has agreed with certain unaffiliated third parties to issue shares in exchange for the transfer of ownership to the company of four MR product tankers currently under construction in South Korea. The newbuildings are expected to be delivered in the

first and second quarters of 2014 and are similar to the company's newbuildings that are also under construction at the same shipyard. The purchase price of the four vessels, in aggregate, is approximately $151 million. In the region of 30 per cent of the consideration for the vessels will consist of newly issued common shares of the company having a valuation based on the fair market value of the shares at the time of issuance. The new common shares will be issued to Ceres, Valero and a group of institutional investors advised by J.P. Morgan Asset Management; the remainder of the purchase price will be paid to the shipyard from cash-on-hand and bank debt. The transaction also includes a time charterout agreement for each of the four vessels for a fixed daily revenue amount at current market levels plus a profit sharing scheme whereby earnings in excess of the base time charter rate

KONGSBERG KONGSBERG is an international technology corporation that delivers advanced and reliable solutions that improve safety, security and performance in complex operations and during extreme conditions. The Group is a customer-focused organisation with a worldwide performance culture. KONGSBERG works with demanding customers in the global defence, maritime, oil and gas and aerospace industries. KONGSBERG MARITIME deliver systems for marine automation, engine control, propulsion control, dynamic positioning, navigation, safety management, cargo handling, subsea survey and construction, maritime simulation and training, and satellite positioning. KONGSBERG MARITIME’s solutions enhance efficiency and safety throughout the whole maritime technology spectrum and offer additional competence in providing turnkey engineering services within the shipbuilding and floating production sectors. For maritime transportation KONGSBERG MARITIME supply The Full Picture concept with fully integrated navigation, automation, cargo and propulsion control solutions. KONGSBERG MARITIME has 55 offices in 18 countries.

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Profile: Scorpio Group will be split between the company and charterer, Valero. The first vessel delivered will be time chartered-out for a 24-month period, and the remaining three will each be time chartered-out for 12-month periods. The transactions will be completed by way of novation of the existing shipbuilding agreements and remain subject to final documentation. Another very significant development for the Scorpio Group has been the formation of a new independent company, Scorpio Bulkers Inc, which is a dry bulk company completely separate to the tanker operations. Although a freestanding corporation in its own right, with separate financing and shareholders, the commercial and technical management of Scorpio Bulkers will also be delivered through the Scorpio Group. This is due to the benefits offered in terms of economies of scale and synergies in post fixture administration, IT, technical management and planned maintenance that come from managing those vessels alongside the tankers. In July 2013 Scorpio Bulkers announced that it had reached agreements with three yards in China to construct newbuilding vessels for its fleet. The company has reached agreements with ChengXi Shipyard CO. Ltd, Dalian COSCO KHI

Ship Engineering Co. Ltd, and Nantong COSCO KHI Ship Engineering Co. Ltd for the construction of a minimum of 11 and up to 14 dry bulk vessels for approximately $27 million each. The vessels are from 61,000 to 64,000 DWT (Ultramax vessels) and designed for the carriage of dry bulk commodities. Of the first 11 vessels, two will be delivered in the first quarter of 2015, one in the second quarter of 2015, five in the third quarter of 2015, two in the fourth quarter of 2015, and one in the first quarter of 2016. The additional vessels, if confirmed, would be delivered two in the second quarter of 2016 and one in the third quarter of 2016. The addition of Scorpio Bulk to the Scorpio Group may have grown the organisation to four divisions, but Scorpio Ship Management is still a very important part of the overall business. It is still actively involved in advancing the agenda of sustainable and quality practices in the shipping industry, and to this effect the company has adopted and implemented policies and

procedures to the latest ISO 9001, ISO 14001, OHSAS 18001 and ISO 50001 standards which have been audited by ABS and found to meet the requirements of the ABS Guide for Marine Health Safety Quality Environmental and Energy Management (April 2012 Ed). In the four decades that Scorpio Ship Management has been in business, it has learned important lessons and accrued years of knowledge and experience. It has also put together a mission statement, designed to highlight the values it holds dear, and the targets it has for the future. Safety is a top priority - providing safe and reliable services to clients; continuously improving through the creativity and commitment of its professionals and partners; and advancing the agenda of sustainable and quality practices in the industry are all foundations of the company. Its stated goals feature both health and safety and the environment – they include maintaining ‘Safe Ships’ with ‘No Incidents’ and ‘Clean Seas’ with ‘Zero Spills’ - all within a performance atmosphere that strives for commercial success. The company strives for continual improvement, which is verified by periodical measurement and analysis of the company’s performance against various key performance indicators. In 2010 when the chairman and CEO of the Scorpio Group Emanuele Lauro spun Scorpio Tankers out of the Group as an independent owner of product tankers, he took a brave decision. But from that point to the present day, Scorpio Tankers and the Scorpio Group have continued to pursue a leadership position in their fields, investing in modern tonnage and managing them to best advantage in a challenging market environment. v

Scorpio Group www.scorpiotankers.com/ www.scorpiogroup.net • Strong group structure • Ordered new build vessels • Over 40 years in business

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Profile: Hyde Marine, Inc. UV Lamp 2

Combined

Hyde Marine factory

A

expertise

world leader in ballast water treatment systems, Hyde Marine, Inc. designs and manufactures technology to control the spread of non-indigenous aquatic organisms. Offering an International Maritime Organization (IMO) type approved solution to owners and operators dedicated to the responsible, economical and sustainable operation of their vessels, the company’s Hyde Guardian Ballast Water Treatment System (BWTS) is suitable for a wide range of treatment requirements, thus maximising a ship’s environmental compliance. As a pioneer in early ballast water research, Hyde Marine has retained its position as a leader in technological developments and insights. With the inception of Hyde Windlass in 1865, the company promotes its long history in the supply of equipment and services to the marine market. However, it was in 1995 that Hyde Marine became aware that the ballast

water in vessels was carrying thousands of invasive aquatic animal and plant species that were destroying the marine environment in and around the Great Lakes area. These organisms were also a risk to human health and threatened the economies that rely on healthy aquatic ecosystems. “Hyde Marine was one of the first companies involved in ballast water treatment when it learned that mussels from the Black Sea were creating significant problems in a number of areas in the US. We partnered with the University of Michigan and regulatory institutions to find a solution; this led to our direct involvement in the Great Lakes Ballast Technology Demonstration Project (GLBTDP) and to the development of our equipment in the early 2000s,” says Chris Todd, sales director at Hyde Marine. The Hyde Guardian BWTS relies on a simple two-step treatment method: physical solidliquid separation through surface filtration with backwashing disc filters and physical disinfection via ultraviolet (UV) technology. The

system confirmed its compliance with IMO resolution MEPC/174 guidelines upon receipt of type approval in 2009 by Lloyd’s Register on behalf of the UK Maritime and Coast Guard agency (MCA). Following this milestone, Calgon Carbon Corporation (NYSE: CCC) acquired the Cleveland based company in 2010. “Calgon Carbon Corporation is a global leader in the activated carbon industry and has over 25 years experience in the use of UV technology for disinfection of drinking water, wastewater and the remediation of contaminated water. The acquisition of Hyde Marine is integral to the UV Technology division’s growth strategy, and at the same time is beneficial to Hyde Marine’s product improvement efforts,” explains John Platz, president of Hyde Marine and vice president of CCC, UV Technology division. “Prior to the acquisition Hyde Marine was involved in several marine equipment and supply activities, but since the acquisition our sole focus has been on ballast water treatment.

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The company is now located in Pittsburgh, Pennsylvania, where we do everything from manufacturing of our UV reactors to integration, assembly, and factory testing of the Hyde Guardian ballast water treatment system. Our current facility is 60,000 square feet and is dedicated to UV technology products, including Hyde Marine systems. Cognizant of the anticipated, large market potential, Hyde Marine has positioned itself as a market leader and is confident in its ability to support the upcoming rapid growth in demand through its expertise, reliability, and service capabilities. “Prior to 2010 there was very little ballast water treatment equipment purchased, but with anticipation of IMO ratification over the last couple of years, the number of orders has significantly increased.” says John. “Hyde Marine has sold 260 units out of the approximately 2000 to 2300 ballast water treatment systems ordered to date. Today it is predominantly new builds

upon ratification. Meanwhile, other ship owners or operators with older vessels are hesitant to make a large financial investment until it is an absolute requirement.” First adopted in 2004 by the IMO, the International Convention for the Control and Management of Ships’ Ballast Water and Sediments (BMWC) addresses the transportation of potentially damaging organisms passing through ballast water. The convention requires vessels to conduct ballast water exchange to meet the concentration based ballast water discharge standards at ports that have ballast tanks 99 per cent free of

acquiring this equipment, mainly because it is easier to install during the construction of the ship and because they will require operation

pathogens and living organisms. Furthermore, these vessels

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must comply with the implementation schedule linked to the build date of the ship and the amount of ballast carried aboard. Regulations will be enforced 12 months after the IMO BWM Convention is ratified. This needs to be done by at least 30 states, and at minimum 35 per

Hyde Guardian ballast water treatment system


Profile: Hyde Marine, Inc.

Hyde Marine, Inc. www.hydemarine.com cent of world merchant shipping gross tonnage must be represented. With a large corporate parent offering financial backing, Hyde Marine is able to strengthen its market position and further enhance its technology as it continues to be a leading expert and educator on the challenges facing the ballast water sector. “The regulatory landscape has two faces at this point: IMO and the US Coast Guard,” states John. “Our equipment is already certified for the IMO regulation, which has not yet been ratified but is expected to be in late 2013 or 2014. However, the US Coast Guard regulation has been promulgated and requires vessels with ballast capacities between 1500 and 5000 m3, at the time of their first dry docking after January 2014, to comply and implement a solution. Additionally, new vessels built after December 1st 2013 with plans to call on the US must comply with the regulations upon arrival. With dynamic requirements and enforcement dates, we are working continuously and expeditiously to ensure we achieve full US Coast Guard approval and that our equipment is acceptable to both regulatory bodies. In the meantime, our Hyde Guardian system has already achieved Alternative Management System (AMS) approval in the US as an interim choice for shipowners to install and comply with upcoming US deadlines.” With an estimated 30,000 – 60,000 ships requiring ballast water treatment equipment, Hyde Marine anticipates a major increase in orders over the next few years in order to maintain or grow its market share. In line with these estimations, Hyde Marine aims to constantly improve its manufacturing and distribution capabilities along with its service offerings and product dependability. As Chris concludes: “Our strategic

goal is to increase our install base and educate the market with additional testing data and insight in order to become a technical leader in ballast water treatment. These efforts combined with continuous product enhancements will allow Hyde Marine to achieve its goals.” v

• Specialises in the manufacture of ballast water treatment systems • Long history and experience in the maritime market • Expects order rate to increase when IMO convention is ratified

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Yards

ahead

Today Ozata Shipyard boasts a large facility, with 7500 square metres of state-of-the-art indoor facilities for the controlled production of composite vessels as well as a 20,000 tonne annual steel processing capability

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F

ounded in 1990 to carry out steel and piping works in both new builds and ship repairs, Ozata Shipbuilding continued working in a range of shipyards at the Tuzla shipyards zone until 2003. Following this, founder Mr Ozdemir Ataseven began discussions with government authorities for investment in a 46,000 square metre site in the Altinova area, Yalova. The authorisation period for Ozata Shipyard was completed in 2005 while operations were simultaneously ongoing in the construction of parts for a wide range of ships in the Tuzla area, with the shipyard delivering fully equipped, furnished yachts, mega yachts, passenger boats and aluminium boats throughout this period. Today Ozata Shipyard boasts a large facility, with 7500 square metres of state-of-the-art indoor facilities for the controlled production of composite vessels as well as a 20,000 tonne annual steel processing capability. Committed to quality, the shipyard works in compliance with international standards and classification

regulations and is regulated by ISO standards 9001-14001-18001. Proud to be operating with the best possible facilities and working on groundbreaking projects in composite aluminium steel and reinforced plastics, Ozata Shipyard is focused on offering product quality, continuous technological innovation and ongoing investment in its facilities. In June 2012 , this dedication to offering high quality resulted in Ozata Shipbuilding Corporation winning the tender for Izmir Metropolitan Municipality’s 15 cruise ferries, with a bid of 117 million euros. Called ‘Ships of the Future’ the project will ease transport congestion into the city centre and strengthen Turkish citizen relationships with the sea through the use of pioneering technology and construction material chosen by Izmir Metropolitan Municipality. Anticipated to start a new age in Turkish shipbuilding, the ferries will use carbon composite material instead of steel, which will make the ships lighter and ensure low fuel costs at high speeds. Not allowing for any corrosion that is found


Profile: Ozata Shipyard

in metal structures, carbon composite material provides more isolation in both sound and heat, ensuring high quality noise isolation and more quiet operations in comparison to current ferries. Other benefits include the local availability of the raw material of carbon fibre, which is produced in Turkey. It is more robust than other options, thus lowering maintenance budgets and increasing the expected lifetime of the vessels. Using today’s most advanced technology,

the environmentally friendly, disability friendly, catamaran type hull ferries will be constructed to provide stability, high maneuverability and large, comfortable rooms for passengers to enjoy spaciousness, comfort and ease of landing and boarding. As standard, ships will also offer internet access and a TV broadcast. In line with tender specifications 550 days after the first ship the other ships will be delivered every 90 days, with all 15 ships delivered by 2017.

DIAB DIAB is a world-leading supplier of sandwich composite solutions that make products stronger, lighter and more competitive. DIAB’s solutions include a wide range of core materials, cost effective core kits, a wide range of finishing options and a comprehensive set of composite know-how. DIAB also provides a series of consulting services within composite technology through the Composites Consulting Group. DIAB is a global company providing local service within wind energy, marine, transportation, aerospace and industry.

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SIGMATEX Sigmatex is one of the world’s leading converters of carbon fibre. Sigmatex develops and manufactures from carbon fibre textiles for composite material applications. From global locations, Sigmatex supplies spread tow, 2D woven, unidirectional, multiaxial (non-crimp), 3D and recycled textiles with high levels of quality and reliability to a broad range of industries. Sigmatex’s partnership approach, combined with over 265 years combined technical textile experience has helped facilitate the cutting edge composite solutions that Ozata shipyard are now delivering to the market. Sigmatex looks forward to being a partner of Ozata Shipyard, as it continues its impressive growth in the composite marine market.

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Ozata Shipyard holds a clear vision of continually improving production and engineering experience to become a reputable global name, known for providing high quality products and customer satisfaction. To do this, the shipyard invests regularly in its cutting edge facilities; these include a 2600 Kva power supply, a 150 x 42 metre slipway, a 120 x 16 metre slipway for repairs, a 120 metre pier for repairs, a 2000 metre squared air conditioned closed area for carbon fibre prefabrication, which includes a carpentry workshop, fibre cutting shop and carbon fibre warehouse. On top of this, the shipyard has a closed prefabrication area of 400 square metres, which has a six metre x 30,000 metre double heads CNC cutting machine, 600 tonne bending press; a 8000 square metre section building area, steel stock area of 1000 square metres and a 500 square metre warehouse. Capable of building a range of vessels to 45 metres in length and 30,000 dwt, the shipyard also has a number of cranes at its facilities such as three 15 tonne cranes, three ten tonne cranes as well as two forklifts at five tonnes and ten tonnes.


Profile: Ozata Shipyard

welfare and environment. Developed to promote teamwork, training, planning and discipline, the shipyard carries out activities in accordance with procedures to avoid risks to both employees and any other persons. Following the tender win, Ozata Shipyard is currently in the process of constructing three of the 15 contracted vessels. Anticipating an increase in demand in carbon composite material based vessels in the future, the experienced shipyard is prepared for the expected influx of orders following the successful delivery of the state-of-the-art vessels in 2017. v

Ozata Shipyard www.ozatashipyard.com • Specialise in shipbuilding passenger vessels • Won a major £117 million contract for 15 passenger vessels in 2013 • All ships will be delivered by 2017

Offering a wide range of workshops to support the shipyard’s repair, conversion and construction projects, its fully equipped mechanical workshop enables experienced personnel to dismantle, inspect and repair the complex components of vessels. The electrical workshop’s facilities enable staff to perform all electrical works for repairs, such as checking and testing equipment, and the maintenance workshop ascertains the availability and use of reliable, safe equipment. Included in the yard’s impressive facilities is a 3000 square metre steel shop that prepares and constructs steel using ultra-modern steel cutting and shaping equipment. To fabricate all structural sections needed for repair and conversion work as well as new building the yard utilises its overhead and portal cranes capacity and has additional capacity available when needed. With a quality policy designed to ensure services equal or exceed the customer’s quality standard for the refitting, repair and new building of maritime vessels of all classes, Ozata Shipyard’s quality manual and its related procedures are in compliance with ISO-90012008 requirements. Equally imperative to the ongoing success of the yard is its commitment to an effective management and continual improvement policy in relation to health, safety,

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Oceans of

opportunity A

lthough a relatively young name in the shipping industry, Denmark’s Swire Blue Ocean A/S has nonetheless made an early impact. The company began life in 2008 as Blue Ocean Ships, before becoming part of the Swire Group in February 2010. “Shortly after the takeover, the Swire Group took the decision to order the first vessel for us on speculation. At the time we saw that it would be very unlikely that we could secure contracts without having a vessel at least on order, so it was nice as a start-up company to have a parent with the financial strength to do that,” describes Lars Blicker, general manager and director. Clearly this was a shrewd move as shortly

Pacific Orca as seen from above

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after Swire Blue Ocean secured its first offshore windfarm project. “Not long after we signed a contract with DONG Energy for a number of projects, including foundation installation for the West of Duddon Sands wind farm where we are currently working,” continues Lars. “This triggered the ordering of a second vessel, which is the exact sister of our original ship Pacific Orca.” Together these ships represent the world’s largest windfarm installation vessels (WIV), with capacity to carry and install up to 12 units of a 3.6 MW design. The jack-up design means that the vessels can fix their six legs to the seabed and lift themselves up to heights of 17 metres above the surface of the ocean. This enables installation to be carried out in a manner least affected by wind and waves, and with maximum accuracy. “The vessels were designed for the future so there is no size turbine that we can’t install, and if you look at the waters around Europe where


Profile: Swire Blue Ocean

Pacific Orca windfarms may be developed we can operate in all those locations, even the deepest waters,” highlights Lars. “They are predominately intended for foundation and turbine installation, but can also be used for repair and maintenance if required. This may be a beneficial approach for clients as we have all the equipment onboard for a full campaign to be completed without having to go into port. Furthermore the fleet have also delivered works in the oil and gas industry through the decommissioning of an old gas platform, with a second contract in place for 2015.” Pacific Orca, and its sister Pacific Osprey, are both built to an advanced specification that

KJAER DATA KJAER DATA is an innovative and vibrant IT company situated in Denmark. KJAER DATA has had the privilege of providing Swire Blue Ocean with flexible and reliable IT solutions at their office in Copenhagen and two of their vessels, Pacific Orca- and Osprey. Swire Blue Ocean chose KJAER DATA’s One Box solution to secure communication and IT-operations on board. Today they run a stable and cost-effective solution with a minimum of maintenance requirements. The collaboration is great and Swire Blue Ocean expresses that KJAER DATA understands the unique challenges associated with establishing best-practice solutions in a highly specialised industry sector.

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Profile: Swire Blue Ocean

Pacific Orca - maintenance

focuses on safety, efficiency and reliability. The ability to operate in water of up to 75 metres deep, DP2 capabilities, a 1200 tonne crane, and over 4000 square metres of usable deck area makes the vessels incredibly flexible in terms of their operation. At present the Pacific Orca is working on the aforementioned West of Duddon Sands project in the Irish Sea for DONG Energy, whilst the Pacific Osprey is active in the same area but on a repair and maintenance contract for Siemens. Once this has been completed the vessel will then go on to install turbines on the DanTysk windfarm project in the German sector. With Swire Blue Ocean now the offshore windfarm arm of the Swire Group, the acquisition has certainly proved fruitful in bringing together the companies wind energy expertise with Swire’s extensive capabilities and reputation. “We are a very experienced organisation,” notes Lars. “All of our people have been involved in the marine industry for many years, and several of them have been in the offshore wind industry since it started so there’s a lot of expertise in the company. “On top of that we have 35 years experience in

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running vessels, with our parent company’s fleet numbering 100 vessels in oil and gas by 2015. We also have access to a pool of more than 2000 sailors with many different experiences that are used to working in harsh environments. We hope that we can bring some of the health and safety culture of the oil and gas industry into offshore wind as this is incredibly stringent.” The greatest challenge though remains having the right political framework in place to enable offshore wind as an energy source to keep moving in the right direction. Confidence in the industry is high, boosted by the growing presence of large players in the energy business and news of their commitment to the sector. “It will be interesting to see if these clients opt for full EPCI contracts or keep the multi-contractor models many use now,” describes Lars. “The focus is very much on the political framework so we can push the industry forward and get more farms up, which in turn will enable it to develop more efficient turbines and cheaper foundations. By using bigger vessels like ours to industrialise offshore wind you also help to reduce costs. We are hopeful that the intentions

that were had with Round 3 in the UK of making the consent process smoother will spill over into the next round as they haven’t had the start that everyone hoped. There’s a lot happening at present as even though the industry has been there a while, it’s not fully mature yet,” he continues. It is also the wider state of the industry which will inform the direction of Swire Blue Ocean’s strategy. If the frameworks and political aspirations are moving in the right direction the company may look at investment into other new vessels. In particular, with the current WIVs capable of working in oil and gas, it may look to supplement these with oil and gas vessels that can also work in wind thereby creating more contingency with a foot in each energy market. v

Swire Blue Ocean www.swireblueocean.com • Focused on offshore wind • Largest installation vessels • Part of Swire Group


Profile: Grenland Havn IKS

Harbouring

aspirations

B

ased in the county of Telemark, Norway, Grenland Havn IKS is an inter-community port, owned by the three municipalities of Skien, Porsgrunn and Bamble. Equipped to handle almost any type of cargo, this multi-tasking port is strongly linked with the industrial cluster of the region, which sees it dealing with dry bulk, liquefied gas, petroleum products, petrochemicals, cement, shipping yards, and process industries. In total Grenland Havn handles around ten million tonnes of cargo each year and receives vessels of up to 150,000 dwt.

It is down to the harbour authority to manage maintenance and order in the harbour district, ensure all rules and regulations are adhered to, and assist clients with the information to achieve the best possible traffic flow. It also makes the provisions necessary for local industry to use sea transport. “We are also the only ro-ro terminal in the Oslo fjord, offering a weekly ro-ro and lo-lo connection to Immingham, Ghent, Rotterdam, Gothenburg and Hamburg,” begins harbour director Finn Flogstad. “We focus on intermodal connections as we have integrated rail and road directly into the port. We’ve also increased the water depth

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in bottleneck areas of the ports such as bridges, to enables vessels of up to 70,000 dwt to pass under these. “The area we operate in is very industrial, and not very mobile when it comes to its production, which gives us a comparative advantage as cargo is being generated nearby. Compared to other ports which deal more with imports and consumables, we are operating with a much more long-term perspective and are eager to offer the best possible services to the region.” This is being helped through the significant improvements being made to the infrastructure of the region, both on Grenland Havn’s part and the municipalities. The main road between Oslo and Stavanger which passes near the port is undergoing work, and a new rail connection is being constructed by Norway’s national rail company, which will shorten the existing route and reduce time between neighbouring cities by up to a third. It is the wider intention that Grenland Havn becomes one of Norway’s most important harbours, contributing to the region’s industrial development and improving competiveness for users. Commenting on current proposals that fall under that aspiration Finn says: “We have a very good co-operation with our three municipality owners, as well as the wider business environment. At present we are looking for areas located close to the sea where we can establish new terminals for demanding industry. The region is also working to improve its services for the offshore industry even further as at present this is the area of most investment within Norway.” One element that is expected to have significant impact is the new directive that states that as of January 2015 shipping lines can only use fuels with 0.1 per cent sulphur content. This will see investment in equipment such as scrubbers or conversion of vessels to LNG, or even movement on non-compliant tonnage out of the market and the arrival of new ships in the area. The environment is an area that Grenland Havn already works to address through various measures such as rebate for vessels using LNG or environmentally friendly fuels, ISO 14001 certification, noise reduction, and sediment monitoring. Earlier in the year Grenland Havn launched a new ferry line with Fjord Line between its Langesund terminal and Hirtshals in Denmark, which is then connected onto Stavanger and Bergen. “We have invested more than 100 million NOK in the ferry terminal and so are keen to utilise that capacity even further through the addition of new lines,” elaborates Finn. “At

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Profile: Grenland Havn IKS

present there is a decision being made regarding operation of one line which could see a ferry between Langesund and Strömstad in Sweden, so we are very interested in the outcome of that. “Another new area as of last year has been cruise vessels, as the region we operate in is very attractive to tourists due to its beautiful coastlines. Coupled with this is a high level of activity in the private market for leisure boats, as many people in the area have sailing or speed boats and want to enjoy the beautiful landscapes as well,” he continues. These newer markets are a core element of Grenland Havn’s future plans, as Finn outlines in his forward projections: “We are now putting together the new strategy for the port, which is very focused on creating a strong offering to attract those who are looking for a new location in the region. We’re also keen to utilise the capacity

of the ferry terminal and increase our presence in the cruise market. “As a net exporter in the region we do have some imbalance in terms of import and export volumes so we are looking at ways to improve import activity as well. We recognise that parts of the industry are undergoing a transformation and we want to play a part in that by facilitating new business opportunities and offering attractive propositions for new and existing clients,” he concludes. v

Grenland Havn IKS www.grenland-havn.no • Inter-community port • Handles all cargo types • Growing ferry and cruise business

NORCEM

Chr.Th.Boe & Son

Norcem Brevik ships one and a half million tons of cement every year from its harbor in the Grenland Havn area. A majority is shipped to Norcem’s terminals in Norway, but cement and clinker is also shipped internationally. The plant also imports raw materials and coal through its harbor. The sea is the link to the markets!

Chr.Th.Boe & Son AS has used the terminals in Grenland on several of its project cargoes and shipments. Grenland Havn possesses excellent facilities and very good terminal equipment. Chr.Th.Boe & Son has always been pleasantly received, and all operations have been very well organised in a very professional manner.

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Ship-shape O

wned and operated by the Torlak family since 1880, the TOR Group has grown with each successive generation of the family. Having first started out manufacturing wooden boats in the Rize Provence, the family business evolved into an international shipbuilding and maintenance group that continues to develop new areas of expertise. This illustrious past includes delivery of the first steel vessel in Turkey in the year 1968, which at the time put the TOR Group at the forefront of modern ship construction. Eventually the family would go on to establish Torgem Shipyard in the Halic shipbuilding region of Istanbul, Turkey. Torgem Shipyard grew in size and was relocated to its current location in Tuzla, Istanbul, Turkey in 1983 since which time the shipyard has developed into part of the TOR Group of Companies. The Shipyard covers an area of 19,000 square

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metres including 4202 square metres of marine fills with pier and coastal borders, 2000 square metres of workshop space, a 12,000 square metre construction area with two slipways, and an outfitting and repair quay. The company’s strategic location is protected by a water-break against potentially disruptive weather conditions. To date, Torgem Shipyard has served as the construction site for 100 new build projects, giving the company a wealth of experience, and the opportunity to constantly upgrade its facilities and technology, meaning that the shipyard is equipped to handle the building, repair, maintenance and conversion of a wide range of vessels. Having taken over operation of the shipyard as the fifth generation in early 2012, chairman Mustafa Kemal Torlak previously told Shipping and Marine magazine about some of the changes to the business that were to be implemented which would involve the restructuring of the TOR

Group and a new focus on niche markets such as tug and workboats, as well as other specialist areas like AHTS and offshore support vessels. Since that statement, the TOR Group has been restructured and comprises of a number of separate companies beginning with Torgem Shipyard that owns and operates shipyards, workshops and group offices. These assets are used by affiliate ‘Tor Marine’ who is responsible for shipbuilding projects and ‘Lemmar’ who is the affiliate that carries out conversions and ship maintenance and repairs. Completing the TOR Group is ‘Tor Construction’, who is responsible for onshore projects. This new structure is partly the result of the global financial crisis of 2008, when the TOR Group felt it could better position itself through the formation of specialist affiliate companies focused on niche sectors. Furthermore, importance was given to investing in people; as such long-term employment, quality assurance and professional


Profile: Torgem

competence became a high priority. The TOR Group has implemented its quality management systems in accordance with ISO 9001. Furthermore, all personnel benefit from in-house training programmes as well as Total Quality Management (TQM) and Employee Health and Safety Procedures (ISG) training. The company has built its reputation around being a trustworthy partner that consistently drives for excellence throughout all of its operations. The results of these changes are beginning to show; this year the TOR Group has launched six new built boats, and has a number more contracts ongoing. One of these is for a fleet of ten port service boats, including three tugs, three fast patrol boats, one garbage collection vessel,

one service vessel and one diving boat, which are to be delivered for the Saudi Ports. Likewise the Group is doing well in the repair and maintenance segment and with a successful track record of converted single hull vessels to double hulls, the refitting of Ropax vessels, resizing of vessels in both length and height, and conversion of general cargo ships to container vessels, this side of the business remains well placed to grow. Perhaps more strongly than some, the shipbuilding industry has felt the pressing hand of the global economic crisis. However, the long history of the TOR Group means that the company has seen and overcome several crises of the past and with that experience it has risen to

the challenge, which has enabled the TOR Group to structure its business in the best possible way. Likewise, the leadership of the new management team has seen the Group secure new business and some significant success even in these depressed circumstances. With an aspiration to add even more new products and niches to its activities, the TOR Group looks to be in ship-shape condition for the future. v

Torgem www.torgem.com • Long family-owned heritage • Shipbuilding and repair services • Established new niche markets

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Propelling

T

hat Piening Propeller has earned a reputation as a leading designer and manufacturer of ship propulsion systems is hardly surprising when you consider the company’s rich history. Dating back 85 years to 1928, Otto Piening founded the company as a machine locksmith workshop for motorbikes, but its first propeller repair was carried out for a local fisherman soon after. Prior to this, Piening had not decided to make a dedicated move into the area, however following the success of the work the company made the decision to work with ship propulsion in the following years. This serendipitous event would go on to reflect a dedicated can-do approach to meeting customers’ needs that continues to characterise the company today. Since its inception Piening Propeller has grown considerably and is now able to offer comprehensive ship propulsion solutions including a full package of systems, propellers and steering gears with shaft brackets. The company’s power package is a full propulsion system, which can be integrated into a vessel’s structure, providing an excellent solution for new ships. Catering also to existing vessels and systems, Piening Propeller is able to offer an

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success expansive range of repair services and supply spare parts. Many of these repair contracts come from the busy shipping industry whereas new builds tend to be from niche markets like mega yachts, naval vessels, coast guard boats and research ships where the high level of quality that Piening Propeller can guarantee is required. Powering the company forward is a winning blend of flexibility, experience and expertise. Having entered the commercial shipping market in 1929 the company boasts over 80 years of experience and is dedicated to making sure that the competence and knowledge that come with these years is retained within the business. Managing director and share holder Mathias Pein, who represents the third generation of this families company, elaborates: “We train all of our workers ourselves and we do not rent any contractors. All of our workers are fully in-house and in some cases have been working with the company for 20-30 years. This allows us to deliver the high quality expected by our customers in more demanding markets like mega yachts and defense.” Having grown steadily over the years the company now employs over 65 dedicated and highly skilled staff. This allows it to offer flexible service options to its customers, which has proven vital in establishing real relationships

with clients and retaining long-term business. “This is our target,” Mathias begins. “We are not looking for customers who will approach us looking for a single cheap price. We are focused on long-term relationships. Equally, coming from the other direction we hear from customers that they are happier to work with us rather than larger companies, as the larger companies tend to move or change their people. This means that the level of quality cannot be guaranteed. With us they know that they are always dealing with the same people and can really feel confident.” Every propeller supplied by Piening is custom designed to meet the requirements of its intended vessel. “If you are looking for efficiency, to run as smoothly and silently or for non-cavitating propellers these are requirements we address at the design stage,” Mathias explains. “For example, if you have a high speed boat or a yacht that shall sail as silently as possible, we have seven bladed propellers and similarly for other vessel types we are able to look at the sailing profile of the ship, how much the ship is running and in what conditions. These are all important areas that we consider in designing our propellers,” he observes. Supporting its design applications, Piening Propeller is proud to incorporate ZF gearboxes into its propulsion systems. “It is quite important


Profile: Piening Propeller

months. As it looks to the future, the company is keen to grow its workforce from around 65 to 70-75 workers and to further develop its pristine reputation as a world-class provider of ship propulsion systems. v

Piening Propeller www.piening-propeller.de • Custom designed propellers • Ship propulsion systems • Dedicated repair solutions

for us to select the right gearbox ratio from the beginning, because we can design or even pre-calibrate propellers for the RPM which works best, then see how it fits with other gearbox ratios to get a range of performance data to provide fully optimised propulsion systems,” Mathias explains. Complementing its design and production services, Piening Propeller operates a dedicated repair and maintenance department. All of the company’s workshops are run in accordance to the necessary class of certification, which apply to production, repair work and welding as well as other areas. Of equal importance is its commitment to developing new products and considering new areas of business. Recently, the company has developed a range of thrust bearings, to be part of the stern gear. The goal is optimal performance and efficiency, which is something that has been achieved with prototype models of new systems running already. At present the company is servicing a number of contracts for rescue vessels and actively seeking further contracts for vessels belonging to Germany’s authorities. It is a competitive market, however, with its proven track record of uncompromising quality and impressive portfolio of previous custom Piening Propeller is well placed to win new business in the coming

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Leading the way

O

perating within the highly competitive market of ship automation solutions, Praxis Automation Technology BV has earned a reputation as a leading provider of automation and navigation solutions and maintains an image as a synonym for customer satisfaction. Based in Leiderdorp, Holland the company has been active for close to 50 years and has developed innovative ship automation solutions and in-house expertise including consultancy, development, hardware and software design, system integration, engineering, manufacturing and product certification. Supporting its modern facility base in Holland, the company enjoys an extensive global presence meaning that its customers can expect the same level of dedicated support no matter where their vessels are around the globe. Florina Van RuitenDavid, sales and marketing, Praxis Automation elaborates: “Our global network has a total strength of around 600 highly skilled people, who are on call at 40 strategic locations on major shipping routes worldwide, including South Korea, Singapore, China, Romania and India. And we ensure the quality and consistency of our service worldwide through a rigorous and continuous training programme.” The company understands that its customers want a complete and dependable service and as such, is committed to supporting their needs around the clock. Furthermore, owing to the size, global structure and quality of the organisation, Praxis Automation has the critical ability to deliver its services on time and while keeping its promises on quality and price. In a highly

Glass console

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competitive and often turbulent market this is something of which operators are increasingly appreciative. A corner stone of the company’s success has been its globally renowned Mega-Guard series of solutions, which provides an extensive range of vessel automation applications. The MegaGuard series has found customers in impressively

diverse markets including tugs and workboats and mega yachts, through to passenger ferries and tankers to very large container ships, bulk and crude carriers. The Mega-Guard Ship Automation system includes a host of features including: alarm monitoring and control, valve control and monitoring, power management, propulsion control, Integrated navigation, navigation-light control, dynamic positioning, position reference as well as BNWAS watch alarm, fire alarm, alarm and monitoring and wiper control. “To date, there are at least 3600 vessels of every description fitted with Mega-Guard and this product has proven to be a huge market success for several reasons,” Florina begins. “For instance, its user friendliness and ease of maintenance for a ship’s crew is very important. It has full, built-in automatic systems redundancy and can be used either as a stand-alone system, or part of a total integrated automation and navigation solution. And there are cost-saving and efficiency aspects too. For example, less onboard wiring is needed and by reusing the same hardware and software, fewer spare parts are required. On top of this, by keeping the number of makers on board a vessel to a minimum, the number of interfaces and also the service co-ordination requirement is also reduced.” Not content to rest on its laurels, Praxis Automation is dedicated to continuously developing and delivering new technology to the market place. This allows the company to remain competitive in an ever changing, fiercely competitive market and to incorporate state-of-the-art technology into its products as Florina explains: “New processor generations, new memory technologies and new ideas of


Profile: Praxis Automation Technology DP console

AMCS workstation

transmitting the information from one place to another have been introduced within a few years interval. This rapid development in a most critical area of a ship’s operation is a major challenge for all parties involved in such a conservative business as seagoing. “The new automation systems must be maintained and operated in a safe way, even under abnormal conditions. These tasks require good knowledge about the operation and about the structure of the systems. The user is still the same human being, who must be able to operate and to maintain these systems correctly. And our company is part of this process, we offer training to our customers in order to provide complete understanding and detailed knowledge of the modern systems.” To ensure that its customers are best placed to utilise its products Praxis Automation maintains training facilities globally and to support its new Mega-Guard Dynamic Positioning (DP) System it has opened DP training centres in Rio de Janeiro, Mumbai, Shanghai, Singapore, Busan and Leiden. Representing part of the company’s growing portfolio of new products the new DP system was created to address the demand for increasingly accurate positioning technology as operators expand their offshore fleets and move into deeper waters. The system automatically controls a vessel’s heading and can be maintained to an accuracy of 0.5m. The DP system is highly suited for supply vessels, tug boats, dredger, cable and pipe laying vessels, FPSOs heavy lift vessels and mega-yachts and is implemented in full accordance with the applicable classification and IMO rules. While its products are designed to meet the needs of an incredibly wide range of industry sectors, Praxis Automation is still able to release targeted products and tailored solutions to meet

the requirements of individual markets. The Crystal Bridge integrated bridge system (IBS) is designed to provide a full and comprehensive package of navigation and control systems while meeting the mega yacht industry’s need for innovative style. “In terms of aesthetics, Crystal Bridge is the first IBS to feature curved, plated glass as an integral part of the main bridge console. At the time of going to press, this feature is unique in the mega yacht industry,” Florina explains. With its uncompromising approach to quality and service and an ever expanding and dynamic product portfolio Praxis Automation Technology offers its clients world-class navigation and automation solutions. Coupled with its comprehensive training and support network the company is well placed to guide the maritime industry well into the future. v

Praxis Automation Technology www.praxis-automation.com • Dynamic positing system • Modern training facilities • Dedicated customer focus

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The right solutions

T

elemar is a leading group serving maritime ship owners, mega yachting and land satellite communications. It operates in all shipping ports and is directly present through 30 workshops and 12 subsidiaries in ten markets worldwide. Telemar’s integrated model covers end-to-end design, purchase, airtime, communication and navigation equipment installation, maintenance and repairs. Telemar manages 10,000+ service interventions worldwide per year with 7000 maintenance/TLC ships clients. Telemar has been appointed as Inmarsat Value Added Reseller for Global Xpress, the system expected to revolutionise maritime communications by providing global, high-speed connectivity with ka-band satellites backed by the reliability of FleetBroadband. Telemar has already signed a GX pre-order with an important shipping company in Europe, so as to upgrade an existing contract to GX once it will be available in 2014. Telemar is also setting the pace in crew welfare projects with SeaMore, its own solution designed in partnership with Astrium Service. This partnership combines the technological leadership of Astrium in network & communications control and solutions development, with Telemar capacity to ideate, develop, commission and support maritime driven applications. “SeaMore is a full service communication solution allowing seafarers to use their smartphone, laptop and tablets in total privacy as if on shore, through Wi-Fi connection,” states Gennaro Faella, Telemar corporate business development director. He adds: “They can enjoy cost-efficient GSM voice and data via satellite

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without GSM connection costs. Furthermore, SeaMore opens up to applications enabling business efficiency. SeaMore is being adopted successfully for crew welfare innovative programme in one of the top three shipping companies worldwide, another top ship management company is going to start a pilot.” “Trials are also being planned with several top customers in Germany,” adds Achim Bomm, Telemar Germany CEO, “Rickmers is a valued longstanding partner of Telemar, we are proud of supporting this leading shipping company and hope to consolidate further our partnership in integrated and future-proof projects.” SeaMore allows ship managers to easily optimise their business communication, with 24/7 access to business critical applications like remote IT control, planned maintenance, real time maintenance tracking and ‘Store and Push’ library with business content, training documents, manuals, news accessible offline on personal device, not using bandwidth. Shipping companies can set usage policy and seafarers benefit from personal cost monitoring. Practice shows excellent aptitude by seafarers to use SeaMore applications through both PC and smartphones, thanks to the most intuitive user interface in the market, with 20+ steadily active users per ship monthly. SeaMore is the perfect solution for improving crew productivity and morale, as it also provides news and sport, as well as optimising and getting tangible savings for business communication – in addition to opening up applications such as remote training, remote office automation, IT virtualisation and other applications should come in the field of engine remote monitoring and telemedicine.


Profile: The Rickmers Group

Preparing for the

future O

ver the course of its 179year history The Rickmers Group has evolved into an established international provider of services for the shipping industry, through its three business segments Maritime Assets, Maritime Services and Rickmers-Linie. These three divisions maintain responsibility for different sections of the business, so for example, Maritime Assets plans, finances, acquires, and manages the Group’s assets as well as ships held in trust which are chartered out to liner operators, while Maritime Services provides professional ship management for Rickmers’ ships and other leading companies in the shipping industry. Its services include technical and operational management, crewing and management of newbuilds. Finally, Rickmers-Linie offers liner services for breakbulk, heavy lift and project cargoes, operating a fleet of multi-purpose carriers with heavy lift cranes. It also manages Rickmers’ investment in a heavy lift/breakbulk terminal in Hamburg. It is clear from the information discussed above, that the Rickmers fleet includes a wide variety of ships, operating around the world.

They range from container ships (small feeders to 13,100 TEU, multi-purpose carriers that transport breakbulk, heavy lift, and project cargoes) to conbulkers, bulk carriers and car carriers. The fleet was expanded as recently as June 2013 when Rickmers Group signed a contract for the purchase of five 2200 TEU container vessels. The value of the investment amounted to more than $30 million and with this transaction, the fleet of vessels owned or managed by Rickmers Group increased to a total of 97. This wide assortment of vessels are in operation for both a loyal client base and new client groups – in fact, The Rickmers Group has an impressive international customer database,

with client relationships cultivated over many years. It is the preferred shipping partner for many well-known global players, and in addition to this it supports institutional investors and banks in their efforts to exploit the opportunities in shipping. These clients are serviced around the world through more than 20 offices and over 50 sales agencies. This network and a strong global management team secure the success of the company, which remains true to its core values of leadership, passion and responsibility. Having been around for nearly 180 years, Rickmers Group is no stranger to ups and downs in the market, and despite the ongoing challenging market environment for the shipping industry, which negatively affected Rickmers Group as well, the company achieved stable operating performance in the first half of the financial year 2013. “Overall challenging market conditions across the entire shipping industry affected the Rickmers Group …however, we have made good progress on executing our strategic initiatives; creating optionality for new investments that will enable the Group to take advantage of growth opportunities in the market place and building our

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Profile: The Rickmers Group

capabilities to better position Rickmers diversified business model for success in the future,” says Ronald D. Widdows, CEO of Rickmers Group and Rickmers-Linie. “We continued to restructure our vessel portfolio, enhanced Rickmers Maritime Services third party activities and made anti-cyclical investments like the initiation of Rickmers-Linie’s new Westbound Round-the-World service, connecting Asia with South and North America,” adds Ignace Van Meenen, deputy CEO and CFO. In addition, Rickmers Group managed to

raise its equity ratio and recorded a stable cash flow from operating activities in the first half of the financial year 2013. “As part of Rickmers’ strategy to exploit new sources of financing, the company successfully issued a 175 million euros bond in June 2013. Considering the overall difficult market environment we are pleased to report a solid development with regards to consolidated equity ratio and net debt as well as Asset Segment driven sustainable EBITDA and cash flows,” explains Mark-Ken Erdmann, Deputy CFO.

The success of the company during this period is a testament to The Rickmers Group’s forward thinking management team and the approach they adopted to handle the crisis in the shipping markets – in fact, Bertram R C Rickmers, in his Chairman’s statement for the 2012 financial report, described it as an ‘opportunity.’ ‘Our preparations for the new environment started at an early stage - remaining true to our ability to adapt,’ he stated. ‘This is why we are not currently under pressure of having a huge pipeline of ships ordered at peak asset prices; our fleet is fully financed and our business is broadly diversified. We have begun addressing the energy efficiency of our ships, laying the foundation for increased earnings and strengthening our competitive position. ‘We remain on course, even through turbulent seas. This is largely down to our adaptability - a distinction that is closely associated with our family shipping tradition, celebrating 180 years in 2014. A demanding financial environment, high operating costs and low freight rates – all these present the greatest challenges facing our industry. Nonetheless we remain optimistic. ‘I am proud that we have created the essential requirements needed to make our company better prepared for the future... We have developed the potential to actively shape the market in a demanding environment and to exploit the opportunities offered: a talent that sets us apart from the competition and places us in the position of continuing Rickmers’ history by starting another successful chapter.’ v

The Rickmers Group www.rickmers.com • Reputation for reliability, quality and efficiency • Impressive international client base • Excellent relationships along the shipping supply chain

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Profile: ZF Marine Krimpen

Forward

thrust Z

F Marine Krimpen B.V. is part of its larger parent company ZF and was initially formed in 1973 as Holland Roer Propeller (HRP) before the company was purchased by ZF in 2009. By 2010 the company had been fully integrated with its parent and was renamed ZF Marine Krimpen B.V. ZF was founded in 1915 for the development and production of transmissions for airships and vehicles. At present ZF has 121 production locations in 26 countries and employs over 75,000 people with its headquarters located in Friedrichshafen, Germany. Based in The Netherlands, ZF Marine Krimpen is primarily responsible for the production and development of marine thrusters and thruster control systems. Thrusters are designed to increase the ship maneuverability in all conditions. The product range of ZF Marine Krimpen includes azimuth thrusters and transverse tunnel thrusters up to more than two MW.

Within the azimuth thruster range ZF Marine Krimpen produces various types like wellmounted, retractable, deck-mounted and shallow draught thrusters. Thrusters can also

be produced with twin propellers, rotating in counter directions, which can provide an increase of thrust in all operational ranges. Tunnel thrusters can also be supplied with controllable pitch propeller. The units can be provided with electric, diesel or hydraulic drive systems and steering controls are advanced and can be interfaced with global positioning systems and dynamic positioning systems. ZF Marine’s range of thrusters can be applied to almost any craft including pleasure vessels, defense craft and commercial vessels, however at present ZF Marine Krimpen’s customers are traditionally located in the commercial sector. Complementing its strong product range, ZF Marine is able to offer an extensive supply network and dedicated aftersales service. “We have a good service network and we are able to send engineers to locations where they are needed,” explains Reiner Viebahn, managing director at ZF Marine Krimpen. “We have service engineers here in The Netherlands, the US, Asia and all over the world. We are proud of this

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strength in our company that means we can provide services worldwide.” Underpinning the company’s operation is its long-term vision and commitment to providing the highest standards in quality and service. “To be a major player in the thrusters solutions,” begins Reiner, “you have to take care of your customers, to be flexible and able to address your customers’ needs. Therefore this is also reflected in our mission statement, as well as looking after our employees and providing a safe and motivational workplace. We make sure we are on track with the exceptional standards of our parent company and continue to provide quality products and services,” he elaborates. In perusing the company’s mission Reiner takes what he sees as a less traditional approach in operating the business. “It’s not just about making money. Naturally being profitable is important, but for me this is a side effect which comes automatically,” Reiner says. “What I mean is that if you provide a high quality product, good service and meet the customers’ expectations, then the business comes in by

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itself. It’s a different approach to be focused on the process and the quality to bring in business rather than just focusing on the money. It is a kind of philosophy, which has proven itself in other markets as well.” Since HRP became ZF Marine Krimpen in 2010 it has been focused on applying this vision to every part of its business and has continued to grow in strength and reputation. One of the first changes was the implementation of the ZF production system, which brought with it a higher level of standardisation and efficiency. In keeping with its commitment to supporting its staff as well as its expanding client base, the introduction of the new system also meant an improved working environment. Inclusion in the ZF Group means that the Krimpen operation is able to draw on the synergies of a larger business while being able to operate independently enough to focus on developing its dedicated product range. “We develop the products by ourselves here in Krimpen and we also use the synergies that ZF group is able to offer,” Reiner says. “After all,


Profile: ZF Marine Krimpen

ZF is a large company with more than 75,000 employees. In Friedrichshafen there is a huge development centre which has services we can benefit from. If there is a need for further knowledge or we need to carry out e.g. stress testing we always have possibilities to make use of the expertise of the development centre in Friedrichshafen.” ZF Marine Krimpen shares its parent company’s reputation for providing high quality products and excellent aftersales service. In only a few short years it has proven more than capable of meeting and exceeding the expectations of its wider partner and is set to make further waves as it thrusts forward into the future. v

ZF Marine Krimpen www.zf.com • Steerable azimuth thrusters • Global supply network • In-house design

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Profile: EMS-Fehn-Group

A strong

E

MS-Fehn-Group is a leading business that specialises in logistics and ship management services, providing both international and small independent companies with a flexible and highly specialised service. The Group, which owns 24 vessels, comprises of specialised companies in Germany, Albania, Italy and the Baltic region. “EMS-Fehn-Group today consists of 12 companies in five countries: five logistics companies, two shipping companies, two crewing companies, one agency for yacht transports, one terminal operator, and one stevedoring company,” says Ingo Hesse, managing director of a number of companies within the EMS-Fehn-Group. Together with coCEO and co-owner Manfred Müller, Ingo directs the daily business of EMS-Fehn-Group.

group

“While we do not have one ‘main market’ our clients are both big international businesses as well as small, specialised companies. Our big strength lies in our extremely flexible operation, as we are constantly gathering know-how and are thus able adapt to any demand. For example, EMS-Fehn-Group knows how to ship subsea cables, wind turbines, steel coils and grain; we can transport mega-yachts as easily as we can beer tanks; and we are capable of organising the dismantling of a factory, the transportation of components by trucks, barges and sea vessels, and the complete the eventual reconstruction.” As Ingo explains, through its various companies EMS-Fehn-Group has a true multioperational capability. The various businesses allow the Group to easily take on any operation requested by a client, as he confirms. “EMS Chartering, for example, with its chartering, operations and project departments is a very versatile company that moves pretty much

everything that can be moved. Fehnship is a shipping company that is specialised in short sea shipping, and NTO Shipping is a relatively young business that is in the process of building up a fleet that complements that of Fehnship. “Within the Group we also have Northwest Crewing, which is tasked with recruiting seafarers worldwide for Fehnship, NTO and other shipping companies, and in a similar role we have BTSC, which is specialised in recruiting seafarers from the Baltic States,” Ingo continues. “When it comes to transporting, GBS is responsible for transporting motor and sailing yachts worldwide and ISLA is a logistics company covering the fields of brokerage, transport, forwarding and shipping agency in Italy. ASC is a stevedoring business based in Durres, which is the major port in Albania and is where our company EMS-APO operates the bulk terminal. EMS-GBL is situated in Skopje, which is a place that we find very compelling due to its location at the junction of the main north-south and west-east trading routes of the Balkans. Here, the business provides transport, forwarding, transhipment and all forms of warehousing. Lastly, we have EMS Shipping, which is the company that started the EMS business and has today evolved into a logistics provider for road and rail transports including warehousing.” Clearly, EMS-Fehn-Group’s business is extensive and covers a wide

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Profile: EMS-Fehn-Group

Hidrodinamik Shipyard Hidrodinamik Shipyard is a family owned business, which has been operating since 1975 from well-equipped facilities in Tuzla Bay, Turkey, just 20 miles from the Bosphorus Strait. The yard has built a strong reputation for quality, on time, cost effective work in the smaller vessel market undertaking repairs, conversions and newbuildings. Such is its standing that clients are now approaching the yard for repairs to their larger vessels, which it manages through agreements to utilise the facilities of another shipyard in the area. Hidrodinamik has invested heavily in its facilities and technology in recent years and has opened mechanical, electrical, insulation and piping workshops inside its premises, thus increasing quality control and efficiency and reducing reliance on the extensive contractor network in the area.

range of industry sectors. Despite this vast network Ingo is keen to highlight that the Group operates very closely: “Under the EMS-FehnGroup roof we actually have exceptionally short lines of communication, which I consider to be one of our key strengths and a factor that sets us apart from many of our competitors,” he says. “A major asset of our operations is that all stakeholders are acting managing directors and are therefore involved in the daily business – we know what we’re talking about. Our close communication means that if we discuss a project, for example, it is a matter of minutes to call together all the relevant people and reach a very quick and suitable decision. From the managing directors down this extends to our staff, which are the main asset of EMS-FehnGroup. They are a group of highly motivated, highly skilled and truly multi-cultural individuals dedicated to their work.” This level of dedication means that EMSFehn-Group’s companies are involved in many important industry projects. One example of this is a current major project in Albania at the Port of Durres, where EMS-APO is operator of

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Profile: EMS-Fehn-Group

the East Terminal which under the supervision of Manfred Müller. “This is a key project,” says Ingo. “EMS has been granted the concession for the East Terminal at the beginning of this year, in May the contract was inked, and in mid-July

EMS APO started as operator. From the first day the terminal was operational we received regular ship visits, and have recently discharged a large cargo of pitcoke. Parallel to this we have also established new office buildings and are currently

in the process of enhancing the existing infra- and superstructure step by step. We have a detailed concept of what we want to achieve over the coming months and years, with the ultimate goal of doubling throughput to two million tonnes per year.” While this is just one example, EMS-FehnGroup remains positive about future growth in all areas of its operations. The business currently has a fleet of 24 vessels, which, under the operation of Fehnship consists of ships designed for short sea shipping that are able to utilise a wide scope of ports, including smaller, hard to access ports that other companies are unable to visit. In terms of future growth, Ingo points out this fleet as an important area: “We are actively working to enlarge our fleet,” he confirms. “We are looking at vessels that fit into the existing fleet and that match our requirements both technically and financially, and while we have some projects in the pipeline it is a little early to confirm specific details. “Overall though we believe that the market looks good and we remain positive, I’m certain that there are more opportunities than there are challenges. However, at EMS-Fehn-Group, we tend to not think to specifically about this type of thing – we are used to continuous market fluctuations, as they are an inevitable part of our business. Ultimately, markets change and we must change with them. Maintaining this outlook EMS-Fehn-Group has grown rapidly over the last few years resulting in a move to larger office premises, which are planned to accommodate the further expansion that we have planned for 2013 and beyond. We will remain on the strategy that we have adopted in achieving this by growing organically and expanding our fleet to at least 40 vessels,” he concludes. v

EMS-Fehn-Group www.ems-fehn-group.de • Specialises in logistics and ship management • Flexible, highly specialised service • Aiming to expand fleet

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Profile: A-Rosa Flussschiff The A-Rosa Aqua on the Rhine

Cruising in

luxury

A

-Rosa Flussschiff GmbH is a German shipping company, providing luxury river cruises along the Rhine, Danube, Rhône and Saône. The firm can trace its roots back to 2000 when it was first established by Seetours, a joint venture between DSR and the British shipping company P&O. Originally the company possessed two river cruise ships before an ocean going vessel was added in 2002. By 2003 the company began to change and the company was acquired by the Carnival group who sold the A-Rosa brand and river cruise fleet to DSR. From 2004 onwards, the ocean cousinship remained in operation with the Carnival group under the AIDA brand. DSR retained and continued to develop the A-Rosa brand by introducing new tonnage and new destinations while laying the foundations for further fleet development. In Spring 2009, the management of A-Rosa acquired 100 per cent of the company’s shares and the rights to retain the A-Rosa brand. The management buyout was lead by current chief operating officer, Markus Zoepke, Lars Clasen and Waterland Private Equity and the group continues to own and operate the firm. The company is based in Rostock, Germany and as of 2012 employs around 560 members of staff. The company has continued to grow despite challenges faced across the market due to inclement weather conditions and high water and achieved sales of 70 million euros in 2011. At present A-Rosa operates ten vessels with an eleventh under construction and set to go into operation in April 2014. Each of the vessels was purchased new and construction of the ships was undertaken at the Neptun Shipyard in Rostock-Warnemünde. For A-Rosa the acquisition of vessels represents more than simply fleet expansion, it represents a carefully considered extension to the company’s brand as chief operating officer Markus Zoepke explains: “We are a fully integrated company where we have the tour operator and the river operation in one location, so we do

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Profile: A-Rosa Flussschiff GLOBUS GROUP Globus Group, long-time business partner of A-ROSA, is a flexible and experienced partner in all areas of the river cruise business in Europe, with the main focus on handling embarkation and disembarkation, transfer and parking logistics and organisation of excursions.

The christening of the A-Rosa Silva on the Danube, launched in 2012 and below showing the passenger lounge and one of the many suites

everything from A-Z. We design our own ships and we develop our own concepts. We do everything from marketing and sales, hotel operation, product management, and nautical staff. Everything has one identity and that identity is A-Rosa.” The company has long established routes operating throughout the continent and is known for offering high quality and modern river cruises in the heart of Europe. It is able to offer customers trips on the Rhine, Danube, Rhône and Saône along with stops in Germany, Switzerland, France, Holland, Hungary and Austria. More recently the company has made inroads into the United States as Markus Zoepke elaborates: “This is proving challenging however, we have had the first year in the US and have found success in the area. Now we will be focusing on increasing the number of cruises for next year from 13 to 16. “We have a representative in the States called David Morris International, who is organising and managing our sales in the States and the projections for the cruises are looking quite good at the moment,” he adds. Crucial in differentiating the company is its dedication to quality and the uniqueness of its product. A-Rosa has currently transitioned through a complete brand re-launch extending from the look and feel of its brochure through to the services that it provides. One of the key changes in the company has been its move to encourage family bookings where it had previously focused on the twilight market. To accommodate these bookings its two newest ships, the A-Rosa Silva (2012) and the A-Rosa Flora (due 2014), are fitted with suite and junior suite cabins, which have so far received a positive response. So much so in fact that the company has decided to increase the number of these suites as it further focuses on family markets. Complimenting this, A-Rosa has developed a programme of special shows aimed at children as well as a number of fun activities like spaghetti cooking and lessons in making a delicious apple strudel. However, the company’s traditional market as well as breaks for younger couples remain highly catered for. In contrast to its family orientated cruises, the group can offer relaxing gourmet cruises complete with gourmet chefs and sommeliers.

stinova Germany stinova Germany, a long term business partner of a-Rosa, is specialised in the new build, and in the maintenance of the entire interior on board. From evaluating the interiors condition as well as upcoming repairs and replacements, to working out priorities and preparing cost analysis - stinova has been a reliable partner for over ten years. By working proactively and responding quickly to new requests stinova is supporting a-Rosa in all matters, including procurement and supply chain management.

It is also able to offer specialist cruises centered on the music of Howard Carpendale and classical music inspired journeys, which include visits to Vienna’s opera hall and the Bazilika in Esztergom. The past few years may have proved challenging for the sector in general, with high water conditions causing a dip of between eight and ten per cent in the market for A-Rosa, however in contrast to its competitors this represents a significantly lesser blow for the company and a drop that it fully expects to recover from in coming seasons. Part of the reason A-Rosa has proven so resilient is its flexibility as Markus explains: “We are able to make decisions very quickly, which has proven very important as high water has made this year incredibly tricky. However, as we are so flexible we are able to change our itineraries quickly if necessary. As we do everything ourselves we do not need to go through several operators to reach a decision. “We have had strong capacity growth at A-Rosa over the past few years so the next few years will be spent consolidating,” he continues. “Except for this year, since 2009 we have had one new vessel coming into operation each year. We are going to concentrate on this new premium image for our premium brand and expect our sales to continue to grow over the next few years.” v

A-Rosa Flussschiff www.a-rosa.de

• River cruises throughout Europe • Expanding in American markets • Themed cruise options • Now focusing on family bookings

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A visible

difference

W

ith a rich ship building history dating back close to a hundred years, it is perhaps unsurprising to learn that Hakvoort has earned a prestigious reputation for building luxurious yachts ranging from between 25-30 metres to vessels of up to a stunning 63 metres. What may be surprising to learn though is that the company began with the construction of wooden fishing boats then moving into the construction of steel fishing vessels before finally beginning the construction of yachts during the 1980s. However unlikely its beginnings may seem, Hakvoort was founded on a solid keel and has intrepidly advanced ever since. The company’s history in Monnickendam, North Holland began in 1919 when entrepreneur Albert Klzn Hakvoort purchased a local shipyard that had launched its first vessel in 1780 and the company has remained in the family’s hands ever since. Over the years the company has

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constantly invested in its production facilities, gradually increasing the size of vessel that it is able to produce. Today the shipyard maintains a main workshop that is able to produce vessels of 45 metres and over and a smaller workshop that caters for yachts of up to 40 metres. Despite a challenging market since the financial crisis following 2008, Hakvoort has manage to maintain a steady stream of orders and is now in a position where is able to look to the future and further expand its business. To get into this position it has remained true to its promise of offering the finest levels of quality even while competing with tough market conditions and pressure to keep prices low. This dedication to the high standard of its output and the gradual investment in its facilities over the years have been important contributing factors in the company winning several highly important contracts that have helped it to meet the challenges of the recession. At present the company is working on a 61 metre super-yacht

(YN248) for which the hull arrived in August of this year and in January Hakvoort won a contract for the largest super-yacht it will have ever built, which is currently called Zeus. These contracts alone mean that the shipyard’s main workshop will be full for the next four years, which represents a significant income that will carry the company while the market continues to improve. Hakvoort has a number of strengths that have enabled it to win these prestigious contracts. At the heart of the business is its dedication to quality, which it maintains in a number of ways. Firstly the company has a long history of vessel construction and has been able to refine this process so that shipbuilding is of both a high standard and efficient. All of its production facilities are fully moisture and temperature controlled to protect the vessel’s paint and also, crucially to avoid any warping of the yacht’s wooden interior caused by expansion due to moisture. This is made all the more important by the fact that interiors are produced while the hull


Profile: Hakvoort

is delivered and the vessel’s pipe work is installed. For YN248 for example, work is progressing quickly and in the next four to five weeks the first wooden floors will be laid at which point the pre-constructed interior will be broken down into sections and installed. While this process is incredibly effective in lowering build times it leaves no room for error, potentially warping of wooden interiors could cause serious problems compromising the vessel’s quality, build time and

the company’s reputation. That Hakvoort maintains such a highly regarded reputation is testament to how hard the company has worked to ensure its yachts are second to none. Although the shipyard is in robust strength it has had to weather the same storm as its competitors as Albert Hakvoort Jr, mananging director explains: “What we are finding is that a lot of clients are looking at the moment but the pressure is always prices. We do not make a huge amount of money at the end of a project but that is OK as long as you survive at the moment. “We see a lot of shipyards still struggling; it’s probably about 50 per cent of them who are getting out of the crisis. Since the recession started in 2008 we have not taken on any new people so with the crisis taking around four years my staff are now all four years older. Every year three or four employees retire in the shipyard so

you need to hire and train young guys to take their place. One thing that we will be focusing on over the next few years is hiring new guys and training them ready for the future. With the large Zeus order we are able to do that.” As 2014 approaches, Hakvoort is strongly placed to be able to engage with a resurgent market in luxury vessels. As financial conditions improve the company fully expects orders for smaller vessels as well as for larger 60 plus metre vessels to increase. Adding a final comment on Hakvoort’s commitment to quality Albert concludes: “A lot of shipyards will compromise quality to keep their prices lower but we do not. You can notice the difference in the final product and customers cannot be fooled, which is why they choose Hakvoort.” v

Hakvoort www.hakvoort.com • Luxury yacht construction • Almost a century of experience • Uncompromising quality

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yards

The whole nine

E

stablished more than 30 years ago in King FahedAbd Al Aziz Port, Dammam, Saudi Arabia, Dammam Shipyard has witnessed growth in facilities and demand in line with the increasing popularity of Dammam as the major port in Saudi Arabia. Listed as one of the largest in the world, the port’s geographic prominence for shipping lines and efficient range of facilities and infrastructure support Dammam’s integral importance as a marine hub. Benefiting from the success of the port, Dammam Shipyard boasts generous proportions with a mix of covered and open space, which can be utilised for scale fabrication and vessel construction. Furthermore, the shipyard has two large Floating Docks as well as a number of sheltered berths to offer routine dockings and any type of scheduled/unplanned maintenance or repair. At a length along blocks of 215 metres and length over keel blocks of 200 metres, Dock

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one, with a lifting capacity of 22,000 dwt, is situated to the west of Dammam Shipyard and has all necessary connections from shore infrastructure. It is provided with good pumping systems, which will result in a net pumping of 90 minutes for the lifting of a 22,000 tonne ship. Dock two, with a length of 165 metres along blocks and 150 metres over keel blocks, has a lifting capacity of 11,000 dwt and is also located on the west side of the shipyard. Its pumping systems will result in a net pumping time of 95 minutes for the hoisting of a11,000 dwt ship. Other facilities include 400 metre by 15 metre jetties, equipped with Type a 60 & 15 tonne slewing cranes. Keen to offer the safe securing of vessels, Dammam Shipyard is equipped with five 50 tonne bollards; it also protects ships from damage with rubber fenders fitted on the jetties’ sides. There is also a crane department available, which is divided into rigging and crane sections; it offers full support for all production activities such as the movement of heavy loads

on and off vessels as well as within the shipyard. Dammam Shipyard is managed by Al-Blagha Holding Group, which was established in 1991 for the purpose of investing in a range of business activities such as shipbuilding, ship repair, freight forwarding, port handling and marine consultancy services. More recently the group has expanded its dynamic profile to include construction, infrastructure development and general investments. With ship repair at the core of Dammam Shipyard’s activity, the group develops close relationships with its customers to ensure continued satisfaction from the initial planning phase through to the satisfactory completion of the project. Customers receive a responsive approach to all requirements due to prompt, accurate and transparent communication at all times. Having gained a name that is synonymous with first class workmanship over the last three decades, Dammam Shipyard has complete respect for client deadlines and


Profile: Dammam Shipyard

experienced staff of every discipline. As expected, the facilities at the yard are at a level of excellence to ensure qualified and knowledgeable staff can deal with tasks of any complexity. From steelwork fabrication and ship conversion to routine/unplanned electrical, mechanical, electronic maintenance and damage repair services, the group measures successful ship repair on the quality of work, the punctual completion, competitive costs and safety. By combining these factors the group is successful in delivering a positive result to its growing list of customers. Representing a mix of local and passing trades, the Arabian Sea brings a vast range of vessel types to Dammam Shipyard, which has the expertise and facilities to deal with any task. Carrying out annual refits for many vessels, often when a timely delivery is critical, the company offers a wholly positive solution to its customers by completing on time and on budget. As a natural extension of Dammam Shipyard’s capabilities, the company specialises in challenging conversion and upgrade projects; an example of some of the varied projects it has worked on include the conversion of a ferry to a restaurant, an ex naval vessel into a luxury super yacht and a cargo vessel to a livestock carrier. Benefiting from experienced and dedicated management, a motivated work force and a comprehensive range of facilities, the dynamic, forward-thinking shipyard offers a versatile and flexible service to its customers. With a team of fully qualified and driven technicians that are available 24/7 and a completely qualified and committed engineering department, Dammam Shipyard is prepared to offer other services that include mechanical engineering, fabrication and piping. Proud to be a recognised competent service provider in the repair and maintenance of most four and two stroke diesel engines, the organisation’s service engineers and technicians are all factory trained, making them the most reliable and able diesel engine technicians in the area.

Aware that companies in the shipping industry have a wide range of needs, Dammam Shipyard has developed over the last three decades to become a key location for firms requiring any service from propeller or hull repairs, new pipework, an annual refit or engine rebuild. Through flexibility and listening to its customers, the shipyard has gained a strong reputation for quality that is certain to continue in the future. v

Dammam Shipyard www.dammamshipyard.com • Located in King FahedAbd Aziz Port in Dammam • Managed by Al-Blagha Holding Group • A skilled workforce of 400

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Leading the way

The beauty of the OceanSaver BWTS is that it can be installed on any vessel, regardless of size, trade or type

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E

stablished in early 2003, OceanSaver AS has always operated with the sole purpose of developing an efficient and unique solution for ballast water treatment (BWT). This is a niche area that is undergoing significant growth in line with new IMO legislation for environmental pollution. With the new regulations put into force in 2004, OceanSaver underwent several years of research and development before introducing its ballast water treatment system (BWTS) in 2009. Ballast has been used for thousands of years onboard ships, with water being favoured in more recent years due to it being easier to load

on and off a ship. A vessel without any cargo will fill its ballast tanks with water, which is then discharged as cargo is loaded. However, this process can lead to the transference of aquatic organisms into areas where they do not naturally belong, causing potentially irreversible changes to human health, industry, and the ecological balance of the sea. It is this concern that the IMO legislation, and in turn OceanSaver’s BWTS aims to address. Ballast water treatment typically falls into two categories using either disinfectant or UV to sterilise the water, with OceanSaver favouring the former approach. Since first launching the system, OceanSaver has introduced a second-


Profile: OceanSaver

generation edition. Speaking previously with Shipping & Marine, senior vice president of sales and marketing Tor Artle Eiken explained what had changed: “In December 2011 we received the type approval for our second generation BWTS. “The Mark I comprised four distinct processes: filtration, cavitation, disinfectant and super saturation by nitrogen. The Mark II, however, only makes use of filtration and disinfectant, thereby transforming a complex system into a rather more simple and efficient one. It has a smaller physical footprint, requires less energy, and is more flexible when it comes

to installation. The Mark I was intended for use on larger vessels, but with the Mark II we shifted focus towards medium sized vessels as well, meaning we have increased our potential market.” The beauty of the OceanSaver BWTS is that it can be installed on any vessel, regardless of size, trade or type. As such to date the system can be found on product, chemical and oil tankers, as well as bulk carrier vessels. It is also flexible enough that as well as being implemented on new buildings, it can be retrofitted onto existing ships, enabling their

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Profile: OceanSaver

owners to meet the new restrictions. The company’s gaining of market share in the medium range tonnage segment can be clearly seen in the contracts it has secured. This includes an agreement to supply two Mark II BWTS to CMM, a Greek-owned tanker company, which is also OceanSaver’s first contract in the chemical tanker segment. Furthermore, OceanSaver has supplied the Mark II system to four open hatch bulk carriers being built by Japan’s Oshima Shipbuilding Ltd for Gearbulk. Other notable contracts include delivery of a BWTS for two 162,000 cbm LNG carriers being built by BW Gas, and selection of the system by Almi Tanker S.A. for its two new build VLCCs, which are being delivered from Korea’s Daewoo Shipbuilding & Marine Engineering Co. Ltd. Another project being delivered out of Korea is two Suezmax lightning tankers for Chevron Shipping Company, which will also incorporate

within South Korea, at the end of 2012 OceanSaver took the strategic decision to establish a base of operation in the local area. This strengthens Asia as a key growth market for the company, which opened its first office on the continent in China in 2011. This is in addition to its headquarters in Drammen, Norway. Early this year OceanSaver announced another pioneering development in the field of ballast water treatment. For just ten per cent of the cost of its BWTS, the company will configure new ships for the easy installation of such a unit at a later date. This means fitting base components that allow the BWTS to be ‘plugged in’ when required. This is the first time such an offering has been made in the industry. It is OceanSaver’s answer to the confusion that surrounds the IMO’s ballast water treatment mandates, which require all tonnage to be compliant by 2016. Some areas are yet to ratify these requirements though, which creates

OceanSaver’s BWTS. In light of the company’s ongoing success

uncertainty and sees many ship owners delaying planning for compliance. The early configuration

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scheme delivers peace of mind by installing essential piping and power supply connections, as well as other key base parts, without the need for substantial financial outlay. This then means that the full system can be installed when required and at a much faster pace. Although the fact that the IMO conventions have not yet been ratified presents some challenges, OceanSaver is seeing an increased number of requests for quotations, as well as contracts approaching the final stages. Furthermore, the company’s new ten per cent proposition should see a higher rate of early uptake as the industry gets closer to matching the pace of the technology. v

OceanSaver www.oceansaver.com • Ballast water treatment expert • Specially designed technology • New early configuration proposition


Profile: Drahtseilwerk

A strong

heritage Within shipping and cargo we are adapting to the industry’s needs for example, formerly ships would normally have a lot of low capacity cranes and crane gear on board with standard ropes employed. But now we are seeing more specialised cranes so we have developed a special crane rope called TRIFLEX to better serve the industry

D

rahtseilwerk GmbH has earned a steadfast reputation for providing first-class ropes for a variety of market applications for close to 80 years. Since it was last featured in Shipping and Marine magazine during 2012 it has shown no signs of slowing down, making further developments and investments in the interim period. Indeed, over the past 12 months Drahtseilwerk has weathered the challenges faced by the wider shipping sector and consolidated its position within the shipping, container handling and other specialist markets. Based in Bremerhaven and in operation since 1934, the company has worked in a number of markets and accrued a wealth of experience. Its first operations centered on the production of fishing ropes at a time when its Bremerhaven location was home to continental Europe’s

largest fishing port. Today, this has all changed and Drahtseilwerk has diversified into operating primarily in shipping, across a variety of sectors and the container handling market. Paramount to the company’s ability to do this has been its dedication to developing new products that have spearheaded its move into new areas. For example, its TRIFLEX rope has enabled the company to provide a reliable solution for heavy lifting cranes, as managing director Joachim Pahl elaborates: “Within shipping and cargo we are adapting to the industry’s needs for example, formerly ships would normally have a lot of low capacity cranes and crane gear on board with standard ropes employed. But now we are seeing more specialised cranes so we have developed a special crane rope called TRIFLEX to better serve the industry.” Historically, Drahtseilwerk could produce rotation resistant ropes of up to 42mm, but

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to follow the same principles and has helped propel the company into new markets in recent

the investment into a new machine means that it can now create ropes of up to 58mm max, which have a minimum breaking load of 340 metric tons and a length of up to 1000m. “This has become a very important addition to our portfolio and represents a relatively recent development, with installation of the equipment finishing earlier this year and operation beginning at the end of July,” said Joachim. “We still have another machine for six or eight strand ropes of up to 84mm and 26 tonnes weight capability of one rope.” In addition to TRIFLEX Drahtseilwerk has enjoyed great success with its DURA-Winchline, DURA-Float and its long time stalwart ATLAS ropes. “We have been producing the ATLAS Mooring rope for many, many years, which still sets a standard within the shipping industry for mooring ropes, and we see that despite the

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crisis in some parts of the shipping industry we have been lucky to see customers go on with our product, because they know what they are getting,” Joachim explains. “Customers see that the price may initially be relatively a little more expensive but given the product’s long lifetime it becomes a cheaper product in the end and this is something that they recognise. So within the shipping sector this product is still going strong.” The ATLAS rope was first developed during the 1960’s in conjunction with Bayer AG. Its construction is made up of Perlon wires and yarn that give it its incredibly strong body while maintaining a level of flexibility that makes the rope an ideal choice for mooring solutions. These targeted properties are what have earned the ATLAS range its reputation as an industry standard in maritime applications. Drahtseilwerk’s DURA range is constructed

years. The German cruise company AIDA has recently adopted DURA-Float ropes, which are designed to float on the surface of the water rather than sink, for all of its new builds. Older vessels will be outfitted with the new ropes when their current ropes are renewed. This represents a significant order for Drahtseilwerk and a source of strong future business. Between its ATLAS, DURA and other lines the company has provided high quality ropes for deck cranes, lifeboat falls, RO-RO hanging decks and other vessel applications. It has also found applications with the container handling market in both land based and seaborne operations. While the company’s selection of ropes have found a solid range of applications and a host of appreciative customers, it can sometimes be difficult to convince buyers in some markets of the benefits of paying a little more for a quality product. As Joachim highlights: “It is not always so easy within the shipping market to gauge the work hours of ropes, in contrast for land uses such a container handling it is easier because obviously operators can keep track of how many containers they have moved, so it is possible to get an idea of the product’s working life. But of course, over time shipping operators do start to see problems with things like mooring lines and at that point they decide that these problems were encountered with other ropes and that is why they opt to go back to using ATLAS ropes.” As Drahtseilwerk moves into the future it is committed to continuing to develop its products and maintaining its uncompromisingly high levels of quality. The company ensures that all of its raw materials are sourced from trusted


Profile: Drahtseilwerk

We have been producing the ATLAS Mooring rope for many, many years, which still sets a standard within the shipping industry for mooring ropes and we see that despite the crisis in some parts of the shipping industry we have been lucky to see customers go on with our product European wire mills so that its ropes are of a high quality at every stage. One of its most recent developments comes in the form of a coating for steel wires called BEZINAL3000. At present the company has completed a number of tests on the coating and found that it has great potential for the shipping market in that it offers significant resistance against corrosion. Drahtseilwerk is set to implement this, alongside a range of future developments in conjunction

with its strong product portfolio, to power the company long into the future. v

Drahtseilwerk GmbH www.drahtseilwerk.de • High strength, rotation-resistant ropes • Versatile market application • Dedicated development programme

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Proud to be

different I n an industry increasingly dominated by ever larger panamax and capesize vessels, one company is creating a global niche in smaller mini-bulk ships operating with vessels not larger then 20,000 tonnes deadweight (dwt). Oslo Bulk is a privately owned shipping company, which currently has offices in Singapore, Norway, Denmark, USA and Russia. The business is owned by a group of investors with years of experience in shipping, providing Oslo Bulk with the necessary expertise to forge a unique path in the multi-purpose (MPP) bulk market. Oslo Bulk is a fully integrated shipping

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company with comprehensive in-house technical, commercial and financial knowledge and competence. As well as operating its own fleet of ships Oslo Bulk is able to offer a full range of ship management services through its subsidiary Bulkship Management AS. Bulkship was established in 1999 and has since worked from its Kaliningrad office to co-ordinate its technical management services. The ships managed by the firm have full Russian crew and officers. This fully complies with the international management code for safe operation of ships and for pollution prevention (ISM Code) for MPP shipping and other cargos.

At present Oslo Bulk collectively operates 20 vessels globally. It owns a robust fleet of dry bulk carriers, which are ten modern bulk sister vessels of 8000 dwt. It oversaw the construction of the ships, which were built at the Yangzijang shipyard in China and has recently acquired a further four 9300 dwt MPP vessels from Bockstiegel Reederei in Germany. These vessels were built during 2010 and 2011 in China and are ice classed with 60 ton cranes, The group is currently involved in the commercial management of a further four MPP ships. “Oslo Bulk continues its growth strategy in our niche market and focus on strong long-term relationships with the industry


Profile: Oslo Bulk Shipping

clients,” says Alf Andersen, director of Oslo Bulk. “An aging fleet and a favorable order book with a diverse cargo base characterise the mini bulk market. In addition to this, the scrapping activity for smaller vessels is high with about ten per cent of the fleet being phased out in 2012. The company is focused on forging ahead with modern fuel efficient tonnage and in-house commercial operations world-wide.” As other operators turn to larger vessels and diversify their fleets into other areas, Oslo Bulk is poised to develop its niche market of smaller vessels. In comparison to competitors who have either moved away from mini-bulk ships entirely or neglected to modernise their fleets, the company offers a relatively young fleet of modern MPP vessels. This has allowed Oslo Bulk to develop a global market with a number of benefits over arguably more fashionable larger shipping markets as Alf explains: “The smaller bulk project market is less volatile than the bigger ships and has been fairly strong for us for the past couple of years. We operate a mix of time charter and project stock market contracts. I would say that 40 per cent of our fleet is under contract in time charter and the rest are in the spot market. Our strength is based on our global

coverage, it we were local we would be less strong than we are presently, because as one market is weakens other markets remains stronger. So this has meant our business has remained at acceptable levels.” The high scrap rate of smaller vessels is something that has proven to be a bane and a boon for Oslo Bulk. High scrapping rates and a decrease in construction of vessels under 20,000 dwt has created negative growth in the number of mini-bulk ships operating within the market place. This represents an opportunity for Oslo Bulk to increase its own profile within the sector with its modern and robust fleet and comprehensive support systems, however it also recognises that it is becoming difficult to obtain vessels in its niche weight-class. This has guided the company’s mission following the completion of its recent acquisitions as Alf elaborates: “We have to keep in mind that there are very few new builds coming into the market under 20,000 dwt and the scrapping is high. It is still a competitive market but with negative growth meaning there will be less ships in the long term, which is promising for us. “Of course, on the other hand it is not easy to find shipyards to build ships of this size, so rather than try to further grow the fleet we will be looking

to consolidate over the next few years and use the current fleet to drive the business.” Within this strategy the upkeep of its vessels takes on paramount importance. The company is committed to ensuring that its ships run as efficiently and in as environmentally friendly way as possible. “It can be difficult to find fuelefficient ships in our size but there are two ways you can go about this,” Alf begins. “One is to buy a new hull design ships, however for our existing fleet we implement continuous scrubbing of the hull and propeller to ensure that our vessels are as efficient as possible. As we are a fully integrated shipping company maintenance of our fleet is something we are able to execute very effectively.” Oslo Bulk Shipping is a company that is unafraid to be different. On the contrary by investing in a market neglected by other operators it has found decent returns and established a clear reputation and identity. Its mission remains to be the leading name globally in MPP bulk shipping for vessels under 20,000 dwt and with its robust fleet and expert industry knowledge it is well on its way the reaching its goal. v

Oslo Bulk Shipping www.oslobulk.com • Multi-purpose shipping • Global reach • Fully integrated shipping management

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Natural

progression

C

onstantly growing in scope and expertise since its inception in 1994, Israel based Dynamic Shipping Services (DSS) Ltd has gained an excellent reputation as a highly reputable first class shipping firm, providing ship management services, agency services, sale and purchase, chartering, brokerage and consultancy services. Specialising in special project cargoes, general cargo vessels, container vessels, Ro-Ro-Ro vessels, bulk carriers and tankers of all types, the forward thinking firm’s strategic goal is to provide the best possible personal service to all charterers and owners calling at all Israeli ports. As a progressive, high quality and reputable company, the success of DSS lies in its wide spectrum of services and the efficiency of its personnel. The company is also a member of the Israeli Chamber of Shipping, a non-profit organisation that promotes the interests of its members on a national and international level, as well as the Israeli Chamber of Commerce. “The experience we have in agency services and ship management allows us to give excellent service to our customers,” highlights Zimi Cohen, general manager and chairman of DSS. “In the last year we have provided agency services to over 300 vessels, servicing owners and operators worldwide, and charterers in Israel. The agency department is run by professional

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people who have many years of experience in the ports, are available 24/7, and are able to give immediate solutions to any occurrences. Their long-term good relationships with the port’s officials also enable quick, efficient and excellent performances, which mean that the vessel is kept in the port for as little time as possible, thus saving money for the owners and operators. The ship management department provides full management services to its close ship owners, including everything from documentation, certificates, insurance, crewing and dry docking, spare parts, as well as commercial management. Sales and purchasing of vessels are also is available to clients. DSS also offers forwarding services in Israel, for imports and exports, by sea and by air, of all types of cargoes, such as loading/discharge of goods, haulage from/to the site, hire of heavy cranes, surveys, customs clearance, purchase and/or hire of containers, lashing services, and tally services. Furthermore, it provides logistic services to its importers, monitoring and managing their stock of raw materials, and co-ordinating next supply by ship, whenever necessary, in order to assure fluent production. The chartering department fixes ships for import and export for customers, either bulk cargoes, general cargoes, project cargoes, or dangerous goods. It also provides employment to the ships that are under management of the company. Furthermore, long-term

contracts of affreightment (COA) have been fixed, allowing long-term employment for the ships, and providing long-term regular work, notwithstanding the actual market conditions. Available 24 hours a day, 365 days a year, DSS has the capabilities and expertise to supply the best shipping solutions at short notice in a short time frame, and at competitive prices. It’s policy is to greet everyone with a big smile, to give the clients the feeling that they are always right, to make everyone feel ‘at home’, as well as provide perfectly clear, transparent and honest accountancy, without derogating from the skills and knowledge of the human factor. These factors have ensured DSS retains its clientele and stands out against its competitors. Having gained an excellent reputation, the company has ties with ship owners and charterers around the world, who trust its expertise. Since appearing in Shipping and Marine magazine in July 2012, Zimi elaborates on recent developments: “Things have been relatively steady, with an increase of 20 per cent annually over the last two years, and the market has remained quite strong; however there has been a huge development through the discovery of Israel’s natural gas reserves, which is changing the whole perspective of energy in our area. Due to this development we have been concentrating more on the offshore oil and gas industry as there is a lot of equipment going on and off rigs such as pipes and drilling equipment.”


Profile: Dynamic Shipping Services Ltd

With an eye for upcoming opportunities, DSS first became involved in the LNG sector in 2004 due to the activity relating to its previous experience in shipping coal. A service provider to various military industries, DSS is familiar with handling break-bulk, military and hazardous cargoes. The Oil & Gas department was established in 2003 following a vision that this is the field of the future, and a decision has been taken to focus and concentrate on developing the LNG sector in Israel. “In 2004 we began studying and eventually investing in LNG feeder vessels and in 2006 we began activities in promoting offshore services, receiving terminals, which led to several consultancies in LNG projects in several parts of the world,” says Zimi, “and that was well before unbelievable huge reserves of natural gas have been discovered in the East Mediterranean Sea, between Cyprus and Israel.” Focused on LNG feeders between 2500 and 30,000 cubic meters, DSS has so far been involved in a number of small-scale projects, both upstream and downstream, gaining valuable experience from these operations. With this knowledge, the company can also offer expert advice to different governments and companies on this burgeoning sector. Proud to be one of the few organisations in Israel involved in and calling for the proliferation of LNG as a feasible fuel source, DSS has spoken to a vast amount of audiences to explain to the public, large firms, government, and parliament members the ability and availability of LNG. While the LNG supply chain in the Middle East continued to develop, the company stepped into other related sectors by growing the full smallscale supply chain for LNG before moving into offshore receiving terminals (FSRUs) on behalf of the nation’s government in 2008. The sector is gaining steady momentum while the company awaits government tenders. “We are committed

to LNG and have pushed for the FSRUs to be seen as the best solution for the country’s needs; we think this could be the big breakthrough in the future for Israel, which is why we participate in conventions that enable us to be in contact with major players in these fields,” says Zimi. This dedication has ensured DSS’s position at the forefront of the LNG market and thus guaranteed its involvement in future projects in years to come. v

Dynamic Shipping Services Ltd www.dynamic-shipping.com • Specialises in cargo solutions • Been involved in the LNG sector since 2004 • Constantly grown in expertise since its inception

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Motoring

ahead

O

ver the course of the last 85 years Frydenbø Sabb Motor AS has manufactured and delivered well over 85,000 diesel engines. A cornerstone company in Bergen since it began in 1925, 10,000 engines had been delivered by 1958, and 50,000 by 1976. From 1960 onwards Frydenbø Sabb Motor moved into the development of diesel engines for the lifeboat industry, where it remains one of the leading manufacturers in the world today. “Our lifeboat engines are distributed to every corner of the world through lifeboat builders in three continents,” begins Arne Alrek, CEO. “We also provide professional diesel engines and generator sets for pleasure boats, fish farming vessels, professional workboats, and the marine commercial industry. Our mission is to constantly provide better for our customers, as well as working to generally improve the product range for our respective markets.” The engine is a vital component of a vessel’s safety system and lifeboats are no exception. Frydenbø Sabb Motor demands that its engine start, and keep running, no matter what. As such the SABB brand has gained a reputation for its ability to operate in all sorts of adverse conditions. This includes the harshest of environments,

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with SABB engines capable of working in temperatures as low as minus 25°C, endure 360 degree rotations, and perform even when submerged to mid crankshaft level. Other engine types are also available from leading brands Lister Petter and FPT Iveco. Furthermore, Frydenbø Sabb Motor engineers and develops its own SABB branded controllable pitch propeller (CPP) gearboxes for the domestic and export workboat market. “We have a range of four models of CPP gearboxes,” elaborates Arne. “These are used by professional and commercial customers, and proven to be the most reliable and durable pitch propeller gearbox on today’s market. The SABB CPP gearboxes have been fully developed, engineered and produced in our factory in Bergen, Norway since the 1970s.” In this way, Frydenbø Sabb Motor’s long heritage is a clear differentiator for the business, with a strong track record and extensive know-how, but the company is also recognised for its innovations. This includes being the first lifeboat company

to meet the EU E0406 regulations in January 2012. “We’ve developed the first marine propulsion engine of its kind that is able to run upside down,” enthuses Arne. “This is a highly specialised engine for freefall lifeboat applications for one of the largest lifeboat builders in the world. They required an engine that would meet the strict new regulations for the North Sea, OS E406, which among other requirements needed to be able to run upside down due to the possible capsizing of the lifeboat in an emergency situation. This engine is based on a six-cylinder Iveco engine putting out 280 bhp at 2800 rpm,


Profile: Frydenbø Sabb Motor

and is placed in what is currently the largest freefall lifeboat – the FF1200 from Harding of Norway.” It’s not just the technology itself though that makes a product good, Frydenbø Sabb Motor also believes that an effective support system is necessary. As such, the company’s aftersales service is a key focus. “This is vital as our customers are reliant on our services and spare parts from the minute we have delivered a new product to them. Also the aftersales performance is a measurement of the health in a supplying business. We work to ensure quality in every aspect of our products, with highly skilled and dedicated personnel, as well as working with our sub-suppliers,” describes Arne. The result is a reliable and technically advanced engine that comes with a comprehensive service offering when the client needs it. This is delivered through co-ordinated service workshops dedicated to repair and maintenance, as well as the company’s central location, which has easy access to a deepwater harbour, and modern testing and measuring facilities. For many working in extreme conditions, Frydenbø Sabb Motor represents the ultimate in quality. With thousands of SABB engines used daily worldwide, Frydenbø Sabb Motor is rightly proud of its reputation. As to how the company intends to maintain this, Arne reveals some of the areas it has been working on: “We have focused on basically trying to grow sensibly in our markets through internal knowledge and training, combined with increasing expertise in our products together with our key sub-suppliers and brand manufacturers. This will in our view help us continue to grow our business in the years to come. Generally for the future we hold high hopes. We will continue to further develop and build our high quality diesel marine engines, generator sets and CPP gears, and slowly try to expand to new markets and niches.” v

The aftersales performance is a measurement of the health in a supplying business. We work to ensure quality in every aspect of our products, with highly skilled and dedicated personnel, as well as working with our sub-suppliers

Frydenbø Sabb Motor www.frydenbosabb.no • Supplies lifeboat engines • World leader • New innovations

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Delivering

know-how

We are proud to be celebrating our 150 year anniversary in 2015 as a company that is still privately owned, with shareholders that are incredibly active in the daily business and operations of our organisation

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F

ounded in 1865 by Friedrich Heinrich Bertling, the Bertling Group has been committed to project freight forwarding for nearly 150 years, specialising in the safe, efficient and timely delivery of specialist cargo to remote or challenging locations, across seas and harsh terrains. Initially a ship owning and operating firm, Bertling today offers a wide range of services on a global scale from its international network of more than 90 offices; available as a wholly integrated package, as a combination of services or as individual client specific projects, these include: movement of all

cargo sizes, risk and compliance management, technical and commercial consulting, health, safety and environmental planning, route surveys, feasibility planning and road freight, rail freight and air freight planning and delivery. “We are proud to be celebrating our 150 year anniversary in 2015 as a company that is still privately owned, with shareholders that are incredibly active in the daily business and operations of our organisation. This dedication to remaining an independent company with actively involved shareholders is in accordance with the legacy of our tradition, something we continue to value today,� says Anders Jarkas,


Profile: Bertling Logistics in Sweden (FH Bertling AB)

Photos show stowing, lashing and securing cargo – only some of Bertling’s areas of expertise. director of Bertling Logistics Sweden, part of the Scandinavian division of the Bertling Group. Established in 1991, Bertling Logistics Sweden has more than 20 years experience in offering tailor-made logistics solutions to its worldwide clients. Acting as an independent fourth party logistics service provider, the goal of Bertling’s offices in Sweden has always been to provide logistics solutions to meet the needs and demands of its customers. Through this approach Bertling has earned a solid reputation in both the Scandinavian market and beyond. The latest addition to Bertling’s global network – the new Oslo office – further strengthens

Bertling’s setup in Scandinavia. Offering a service range that meets goals and exceeds expectations, Bertling utilises its own fleet of modern vessels and its in-house IT company, BESITEC, to deliver projects in a reliable, compliant and safe manner. Founded in 2003, BESITEC acts as an independent IT company that provides IT services to customers in the shipping and freight forwarding industry. BESITEC focuses on its clients’ administrative, operational and management requirements and develops solutions to provide high quality

logistics and transport services to all kinds and sizes of projects. These range from IT and EDI consultancy, to system specification, software, project management as well as user training and support. “At present our core services are logistics, shipping and IT which can be for air freight, container freight, warehousing and shipping, the last of which is done with the 100 per cent owned Bertling fleet,” says Anders. “We currently

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Profile: Bertling Logistics in Sweden (FH Bertling AB)

have 18 ships, 14 of which are open hatch box shaped general cargo carriers as well as three bulk carriers; all of these ships are between

complete all ship owning and operating, while other offices offer support to our customers all over the world, in whatever time zone is required.

35,000 tonnes and 50,000 tonnes. Our offices in Hamburg, Singapore, Shanghai, Peru and Chile

This enables us to remain close to our clients who we view more as partners. By working

together to set up and achieve common goals we bring more value to our service and give our clients complete satisfaction.” Operating vessels to and from worldwide locations, Bertling’s expert personnel seek the most responsible and efficient solution for a wide variety of cargoes and goods, ranging from agricultural products, raw materials and project cargo. The vessels are primarily deployed in South America, the US Gulf area, the Mediterranean and Asia and the US east coast. Despite a challenging few years in chartering and shipping due to the economic crisis, the Bertling Group has enjoyed particular success in offering logistics freight forwarding services to the oil and gas industry, gaining a number of contracts with major firms in recent years. “We are market leaders when it comes to logistics, particularly within the oil and gas market. We are expanding this focus into Nigeria, Kenya and Uganda, where we are also generating a lot of activity,” highlights Anders. With plans to move further into the oil and gas and mining industries, Bertling has increased its focus on health, safety, security and environment (HSSE), compliance and social responsibility. “Compliance and HSSE are extremely important to us and we are committed to providing clients with the highest possible level of quality service available; this has been exemplified by us maintaining ISO 9001:2008, 14001:2008 as well as the AEO and IATA Agent certifications,” explains Anders. With the health and safety mantra of ‘forward safely’, Bertling’s HSSE policies have been developed by qualified and experienced inhouse specialists to ensure clients’ goods are transported without damage to the environment, hazard to personnel and without risk to cargo. “With nearly 150 years of experience in the freight forwarding industry, we intend to still be operating in the future by focusing on health and safety and delivering projects reliably and compliantly,” concludes Anders. v

Bertling Logistics in Sweden (FH Bertling AB) www.bertling.com • Bertling established in 1865 • More than 90 offices and 1500 staff • Two offices in Sweden, one in Finland, one in Norway • Has increased its focus on HSSE and Compliance

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Profile: Reederei Heino Winter

Flying the

flag

R

eederei Heino Winter is the ship management arm of the Heino Winter Group, which also consists of an engineering office as a worldwide supplier of technical shipping equipment. Although officially founded in October 1977, Reederei Heino Winter is the result of several generations of development. Its beginnings lie with Jonny Winter who put in place the basis for a modern coastal shipping company following World War Two with the

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Reederei Heino Winter strives towards longterm connections with its customers, and clearly the company delivers results that allow for this

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construction of one of the first German container vessels. Following in his father’s footsteps, Heino Winter spent time at sea as a maritime engineer, before coming ashore to establish his own fleet. In 1978 the first new build ‘MV Tilia’ was ordered from Howaldtswerke Deutsche Werft AG (HDW). This was the last vessel to be launched at HDW in Hamburg after more than 100 years of shipbuilding. Following this first delivery, Heino Winter shared the company duties with Gerlinde Winter who looked after the commercial department. This left Heino free to take care of technical inspection, and the planning and advancement of the business. Simultaneously to Reederei Heino Winter, he also launched the engineering office Heino Winter GmbH, which took over the technical management and maintenance of the company’s own fleet, and third party customers. The engineering office also acts as the purchasing division for Reederei Heino Winter, and supplies a further 250 other vessels with spare parts and technical equipment. This includes all consumable goods and working

gear for operating vessels, and initial engine, deck, office, bridge, galley and crew equipment for new builds. For its own part Reederei Heino Winter undertakes the complete management of its internal fleet, and third party seagoing vessels. This incorporates everything from financial management and accounting to technical and nautical inspection. The company also undertakes audits and surveys, offers advice and implementation of management systems, and plans and implements repairs, dry docking, and new build supervision. For over 20 years, the business primarily operated out of Altona, but relocated to Finkenwerder when demand for stock requirements increased. This new site sees both the shipping and engineering offices located in a shared building, with large warehouse capacity, that is also strategically close to both the harbour and local airport. At present Reederei Heino Winter is responsible for an internal fleet of around 16 partly-owned vessels, all built within the last decade. These vessels are a mixture of


Profile: Reederei Heino Winter

container ships and heavy lift dry cargo assets. The latest two are the ‘MV Pacific Winter’ and ‘MV Tasmanic Winter’, which were delivered last year from the Quingshan Shipyard. One external client that Reederei Heino Winter is closely associated with is the Rickmers Group. The company manages four chartered vessels for the Group, including the recently baptised Rickmers Chennai. This multipurpose heavy lift vessel has a totally lifting capacity of 800 tonnes, and is the sister ship of the Rickmers Dubai. Having proven to be a successful asset to the fleet, the Rickmers Chennai provides greater flexibility in the Group’s Middle Eastern and Indian services. As such, Reederei Heino Winter hopes that this will signify many more years of collaboration, as its close partnership with Rickmers enables the Group to offers its

customers an expanded services and wider choice of ports of call. Since its arrival the Rickmers Chennai has already undertaken a major delivery project, managed by Reederei Heino Winter. This was the hoisting of a 360-tonne floating crane in Vlissingen, the Netherlands, for which the Rickmers Chennai was well suited due to its tandem 400-tonne cranes and stability pontoons. Another vessel which is chartered to Rickmers is the ‘MV Baltic Winter’. Earlier this year the vessel undertook a six week long voyage to deliver a 550-tonne Bangladesh-manufactured ferry, which now operates the Isefjorden crossing in Hundested. Seven miles out from the coast, the Baltic Winter used its two heavy lift cranes to lower the ferry into the water, which

then arrived into port under its own steam. As this relationship demonstrates, Reederei Heino Winter strives towards long-term connections with its customers, and clearly the company delivers results that allow for this. The associated engineering office allows the company to offer greater value, with a complete range of services, that means customers can be confident that their vessels are being managed to the highest degree. v

Reederei Heino Winter www.reederei-winter.de • Ship management firm • Associated technical services • Close client relationships

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Piet-Hein Kolff

Opportunities for

expansion 2

013 and beyond represent something of a milestone for the Netherlands Port of Den Helder. In a significant changing of the guard for the port, it has recently changed from public ownership to become a private entity. As a result of this shift the way is now clear for a host of new opportunities supported by the emergence of new business opportunities and an empowered spirit of co-operation. Ownership of the port was transferred to the municipal port authority on 1st January this year and its current CEO, Piet-Hein Kolff was appointed in July. Since then the port authority has showed no sigh of slowing down as it moves to revitalise the port as a centre of industry. Even before it came under private ownership the Port of Den Helder represented

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Profile: Port of Den Helder

a dynamic economic hub with varied and industrious sectors working within it. Today the port is focused on four main strands that offer a unique blend of products and services that greatly strengthen the port’s reputation as a vital maritime centre. Den Helder is perfectly located to service Holland’s offshore oil and gas sector as it the closest port to the country’s offshore fields, making it an obvious choice for operators looking to install or maintain offshore infrastructure. While representing the first strand in the port authorities strategy, the offshore market in the region is a dynamic one and is currently set to change drastically over the coming years. The sector is in a state of transition as many of the topside rigs in the area are approaching their 30-year lifespan and are soon to be decommissioned. Rather than representing a fall in business, the decommissioning process will bring a lot of activity to the port as operators work to remove the equipment safely. These recovery operations will also be complimented by the industries move

into subsea operations, which Den Helder is ready to facilitate. Encouraging the move into the subsea sector are the port’s training and development pool and supporting facilities, which offer both offshore/ subsea operators and naval contractors the opportunity to develop how they explore the surface of the ocean. The ability to offer these facilities represents a second important area of focus for the port. The mutual benefit of this for it and its customers is that it encourages long-term co-operation between the port and operators and represents a vital source of future development. Likewise, these facilities strengthen the relationship between Den Helder and Holland’s Navy, which has been based at the port since the end of the Second World War. The relationship between Den Helder and Holland’s Navy has been long and cordial, but much like other sectors in the port it is a relationship that is set to change. Changes in funding have meant that the Dutch Navy has

In a significant changing of the guard for the port, it has recently changed from public ownership to become a private entity. As a result of this shift the way is now clear for a host of new opportunities supported by the emergence of new business opportunities and an empowered spirit of co-operation

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Profile: Port of Den Helder

peterson Peterson, formerly known as Peterson SBS, has provided integrated logistics services to the world’s leading players in the oil and gas industry since 1968. Being the lead logistics provider for the North Sea, our key position in Den Helder proves crucial for our operation. Peterson delivers cost-effective and innovative offshore solutions that meet the highest possible standards of safety to people and the environment. Our core values are honesty, integrity, safety, entrepreneurship, respect for people, society and environment.

had to scale back, resulting in even closer co-operation between the port authority and the Navy then ever before. Previously, naval operations were a vital if almost segregated part of the port’s business, however with its operation scaled back the Navy is able to offer shared use of its cutting edge facilities and berthing space. Also, as some of the space in and around the port that was previously used by the Navy becomes disused it is quickly being adapted for commercial use. This way the port authority can ensure that none of its infrastructure is left idle.

This will propel this section of the port to make it an even more integral part of port life, able to offer overflow and support services to commercial shipping, while retaining its traditional naval presence. Commenting on the facility Piet-Hein Kolff says: “These facilities are a unique selling point for the port. We like to think of ourselves as a ‘greenhouse’ for knowledge and we are trying to grow the expertise of the offshore and naval sectors and bring this to the subsea market. We are able to offer operators the opportunity to test and operate subsea submarines and we are very keen to encourage the sharing of experience between all of these sectors.” The forth strand in the Den Helder port authority’s business is found in its small, but traditional fishing fleet, which has consistently been a staple player in the port’s activities. Maintaining its values of tradition and cooperation, the Port of Den Helder also operates a Museum Port, which features workshops for construction and restoration and facilitates ferry operations to the island of Texel, which are carried out by the Teso ferry company. As the port transitions from its public beginnings into an exciting private enterprise it brings with it a host of strong industry sectors. What is more impressive is that while each of these sectors are likewise in a liminal phase, none of them are in a state of decline. Where operators is changing their focus and reorganising to address changing markets, Den Helder is skillfully adapting to ensure it remains at the cutting edge in providing the kind of services its clients require. With its curious blend of tradition and inspired forward thinking the waters ahead are clear for the Port of Den Helder. v

Port of Den Helder www.podh.eu • Ideally located offshore base • Diverse industry portfolio • Continued investment

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Profile: Port of Dover

A port

community

S

ince the Port of Dover was last included in Shipping and Marine in 2012 it has been focused on evolving its services to keep up with the ever-changing demands of operating a busy port. As one of the world’s busiest drive-on, drive-off terminals, the Port of Dover represents one of the United Kingdom’s most vital transport hubs and its board of directors is dedicated to ensuring the port remains one step ahead in anticipating and meeting its customers needs. The port operates as a trust port, meaning that its board members are not shareholders and are largely appointed by the Department for Transport. This ensures that the port can count of the best possible management to guide it as it takes responsibility for over 13 million passengers travelling through the port, as well as its other important shipping activities including general cargo, cruising and marina. The port has seen a number of developments

recently, including the appointment of a new chief executive, Tim Waggott. Mr. Waggott’s appointment comes at a time of significant investment in the port’s infrastructure and facilities as Tim elaborates: “We are currently investing a total of £85 million in developing the port infrastructure over the next five years. That includes a significant expansion of our freight capacity within the port. Our traffic management improvement (TMI) project is going to create space for about 220 freight vehicles within the port and that equates to about 2.4 miles of single lane traffic if it was stacked nose to tail. It brings that into the port environment and provides a holding area for particular operators if they are experiencing increased volumes – the port as a whole is enjoying double digit growth in freight volumes so far this year. It is very much part of improving the vista of the port and provides a really improved visual impression of the port as a whole and certainly improves our resilience as a major international ferry port and gateway.”

Tim Waggott, chief executive at the Port of Dover

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The TMI project is due to be completed over the course of nine phases ending in 2015 to minimise the level of disruption to customers in the live environment. Reflecting on the work Tim notes: “Demolition work is well under way and there is a real sense of transformation. The eastern docks has just celebrated its 60th anniversary as a ferry terminal and by working hard to ease congestion and provide an ever better product we are getting it prepared for its next 60 years.” The port is also making significant investment in its berthing infrastructure, renovating four of its main berths. The work on this project is progressing well, with refurbishment on berth number three having already being completed and work on berth number six set to finish around October-November this year. Following this, work will begin on berths two and seven so that the port will have six fully functional Dover Max ferry berths by 2015. This will have a significant impact on the industry as a whole as Dover’s sister port, Calais, is set to begin work to increase its ferry berths from four to six to match Dover. Customer focus and feedback are as key to the port as its infrastructure. Through the implementation of modern communication technology the Port of Dover seeks to offer an improved, contemporary service and engage with its customers to maintain a closer relationship with the port’s users and gain valuable consumer

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feedback as Tim explains: “One of the things we have introduced very recently for the travelling public and the consumer is free Wi-Fi in the eastern docks. We are refreshing the product that we offer and providing customers with what they should expect, in my opinion, from a major transport hub. We aim to then be able to engage with our customers and find out what they think about our facilities. Be in no doubt, we want to be the best in the world by virtue of what our customers tell us! “What we want to do is find multiple channels

to engage with our customers. We are already engaging through Twitter and we aim to start to survey them and will ask them questions about their experience and over time engage further via other forms of social media. What this will enable us to do is have very short, targeted surveys. People are very busy and do not want to sit and do a 10-15 minute telephone survey or fill in a long detailed survey that takes 20-25 minutes. Our aim is to listen to our customers effectively


Profile: Port of Dover

Port of Dover because we can’t find out what they think of our services if we don’t engage directly with them.” Community is an integral part of how the Port of Dover operates, whether it is its customers, employees or the local population around Dover, the port is committed to building and maintaining positive long-term relationships. As newly appointed chief executive, this is true for no one more then it is for Tim who explains why he is so passionate about the port and its community: “I have worked at the Port of Dover initially as finance director and more recently chief executive for over six years and I served for five years as the honorary treasurer at the British Ports Association of which I am currently a council member. What I now want to do is really connect the port with its community and make it an integral part of it at every stage of development. “The port supports directly or indirectly about 22,000 jobs over half of which are in Dover. I really want a meaningful dialogue with the people of Dover about how the port can make things better for this community. It’s not our job to regenerate Dover, but if we are successful as a port and as a growing business in providing opportunities working in partnership with the community, then in my view everyone will flourish. The port cannot and must not sit and

work independently, for me that is simply not an option. I can’t come to work and have a dull day; I want to be passionate about what I do, and I am fully committed to doing the best I can for our customers and community.” v

www.doverport.co.uk • Europe’s most successful ferry port • £85 million pounds of investment • Cargo, cruising and marina facilities

TONY GEE AND PARTNERS Future proofing of port services includes life extension works to the twin Ro-Ro linkspans at Berths 2, 3 and 7 with design by Tony Gee and Partners, supported by Eadon Consulting and Gleeds. The works will ensure reliable performance, and enhanced safety for operation of the Berths. A technical feature of the works has been the application of ultrasonic impact treatment (UIT) to critical welds to the orthotropic bridge decks, to assure extended life expectancy.

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The pursuit of

excellence

B

ased in the Netherlands, De Keizer has specialised in the installation of custom electrotechnical systems in superyachts and ships since 1965. The company designs, builds and installs sophisticated computerised security systems and complex monitoring and control systems in the maritime sector, and also possesses extensive knowledge and experience in the field of entertainment and control systems. A prime example of this is the work the company is doing on the MY Golden Age, a vessel that is due for completion in April 2015. De Keizer is one of Hakvoort’s prime co-makers on this contract, and is responsible for the complete overall electrical installation onboard. AMCS DekaSis will be, as system integrator, a key element of this prestigious Hakvoort new built. The MY Golden Age is a 61-metre superyacht, which will feature a carefully considered balance of indoor and outdoor spaces. One of the most striking features will be the positioning of the four guest suites and VIP stateroom on the main deck, ensuring that all guests have superb

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views. The main deck will also be home to a large dining room and lounge, with the owners’ accommodation housed on a dedicated private deck above. This extra deck will comprise the master stateroom forward with two bathrooms,

a master study and a bar with sky lounge. Above will be the bridge deck with wheelhouse and a range of facilities for the captain, with the rest of the crew also being very well catered for on the lower deck. In addition to four crew cabins


Profile: De Keizer Marine Engineering

forward, there will be an additional cabin on the lower deck for a nanny, pilot or masseur. The latter will undoubtedly be impressed with the dedicated massage room and the lower deck will also feature a hammam and a steam shower in the spacious lazarette. Two large tenders will be launched from both port and starboard. Add in the sun deck with a 3x2 metre swimming pool and this is clearly going to be a magnificent superyacht in every sense. The interior and exterior will come from the drawing boards of Sinot Yacht Design and reflect a classic contemporary style. Naval architecture, construction and engineering design for this project will be by Diana Yacht Design, which has been given the brief to optimise technical accessibility and keep maintenance requirements to a minimum. The De Keizer DekaSis system, which will feature on the MY Golden Age, is a decentralised AMC (alarm, monitoring and control) system. DekaSis is a custom built, user-friendly interface for more onboard comfort with an automatic back-up system that allows clients to operate their systems from various locations via DVI Touch Screens. De Keizer developed the decentralised system to save cables and thus weight, and increase flexibility during and after construction. Creating redundancy was a key issue. The PCs, PLCs and network are all redundant. This means that the underlying system automatically takes over in case of failure in one system. It also reduces fuel consumption and peak loads, and creates more space on the bridge. Thanks to the decentralised layout, clients can add equipment or functionalities to the system after it has been delivered. Touchscreens enable the redesign of control elements without actually having to add new switches in the already finished interior or control panels. The industrially sorted computers use two compact flash memory cards that, unlike hard discs, are shockproof. DekaSis components have been certified by the major maritime classification societies such as Lloyds, ABS, GL and DNV. DekaSis was developed in-house by De Keizer’s R&D department, which is constantly on the lookout for new solutions and improvements for existing systems. The result of this approach has led to the development, alongside DekaSis, of the DekaSmartGrid and the KVM switch. The DekaSmartGrid is an intelligent solution that consists of technology and software to optimise the use of power onboard. Superyachts use generators that rarely work to their best in a conventional setup. The DekaSmartGrid

ensures that they are used more efficiently and that any surplus power generated is stored in batteries for use later. This results in lower fuel consumption, while the generators will not suffer from the build-up of soot – enhancing the performance and lifespan of the generators. The DekaSmartGrid therefore ensures that a yacht generates power efficiently, which reduces operational costs and benefits the environment. Additionally, the system saves space due to smaller generators and an easier installation of the batteries. The DekaSmartGrid is also able to support the share connection and considerably reduce electricity costs in port by using the battery. As a stand-alone system it also enhances userfriendliness, reduces smoke and exhaust emissions, and increases the options for silent periods. De Keizer developed an optical KVM (Keyboard, Video, Mouse) Switch in close co-operation with IHSE. The design of the KVM switch is a combination of its years of nautical experience and IHSE’s knowledge of video switching technologies. It provides access to computers from multiple locations onboard a yacht, allowing users to monitor and check the radar, CCTV and AMCS as well as use the navigation system. The fibre optical systems ensure that De Keizer can guarantee perfect picture quality and high speed. Unlike analogue signals via copper cables, which are sensitive to interference, the fibre optical systems allow the transfer of digital video and USB signals over distances of up to ten kilometres without loss or distortion. It is clear that De Keizer highly values innovation in its mission to make unlimited technical opportunities possible for superyachts. However, the technological side of the company is supported by a comprehensive service department, which is also known as ‘the guys in red’. This team is always ready to support clients and their crew anywhere in the world. The performance of a superyacht relies on regular

professional maintenance and the right support at the right time - De Keizer’s experienced, international 24/7-operating service team is always available, whenever and wherever it is needed. This is why ‘the guys in red’ are known throughout the superyacht world.

Entertainment When a customer orders a vessel worthy of the title ‘superyacht’, he wants the perfect combination of looks, performance, and style. One of the major components of the impact of a vessel is the entertainment on board and this is another area where De Keizer excels. The company designs an entertainment set-up by listening to a client’s ideas and developing a system that exceeds their expectations. Entertainment, lighting, IT, climate control; all of these can integrate into one of its control systems - it understands that onboard entertainment is a total experience, and that it must meet the highest personal demands. As a result, each client request is a new challenge for the entertainment and control

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Profile: De Keizer Marine Engineering

Helmacab Holland Helmacab Holland is a wholesaler of ship and industrial cable, focusing on service. By responding quickly to questions from its customers it has been able to expand its stock with different types of cables. Such as: BOQP Marine Multi Flex underwater cable in the sizes 3 x 50mm² and 3 x 95 mm² and LKEM-HF installation cable on packs of 200 and 100 mtr. These cables can be delivered from stock.

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designers. Examples of previous assignments include complete outdoor cinemas that can be enjoyed while lying in the pool; the largest television screens concealed in ceilings or furniture; or a dance floor that consists entirely of coloured fields that bring the yacht to life as the party gets underway. These and other individual demands can be integrated within a user-friendly interface such as an iPad. This allows a client to control all functions via a single screen from anywhere on their yacht. If so desired, this feature can also be developed for other guests onboard. De Keizer is also skilled in the latest applications of, for instance, modern 3D televisions, or the oculus technology; the Google Earth for yachts which shows the course being charted by the captain. When considering the amazing array of vessels that feature De Keizer technology and the fascinating market in which it works, it is no surprise to learn that the Discovery Channel wanted to make a television series about this industry. De Keizer was a part of the series called ‘Superyachts’, which was broadcast on

the Discovery Channel, and took a look at the Dutch yacht building industry. It gave insight into some of the world’s largest and most impressive superyachts, and over six episodes, Discovery Channel followed the Dutch luxury yachting industry, its leading characters, and it showed the innovation, technology and design behind this exclusive industry. A century of shipbuilding, traditional values of craftsmanship, the latest technologies and the finest equipment are all ingredients for what turned out to be a spectacular and exclusive series about the industry and its pursuit of perfection in luxury ship building. v

De Keizer Marine Engineering www.dekeizermarine.com • Passion for electrical systems in luxury yacht building • Aims to be leader in leader in maritime electrical engineering • Activities take place in close consultation with owners and yard


Shipping &MARINE

The magazine for maritime management

www.shippingandmarine.co.uk Editor: Libbie Hammond libbie@schofieldpublishing.co.uk Sales manager: Rob Wagner rwagner@schofieldpublishing.co.uk

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Shipping and Marine Issue 102 Final Edition