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No 5, 3rd Quarter 2009 www.dockwise.com

LNG BOOM

CHALLENGING AUSTRALIA CPOC

On your mark...get set...GO!!!

10

‘Expanding into Onshore’ 36 ‘Setting Safety Standards’ 38


Fresh Water on the Way February 17, 2009 - Dockwise semi-submersible heavy transport vessel Black Marlin delivered pipe lay barge Nebula at Watson’s Bay, Sydney Harbour for the Sydney Water Desalination Project. Across the coast of Australia, desalination plants are being constructed. In this case the pipe lay barge plays an important role by laying a double pipe across Botany Bay which connects the desalination plant to the water delivery system in town. Dockwise delivered this important piece of critical equipment on-time and executed a perfect float-off in one of worlds most beautiful ports Sydney Harbour.

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DOCKSHOT!

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CONTENTS DOCKWISER Number 5 Third Quarter 2009

CPOC

10

on your mark...Get set...GO!

www.dockwise.com

5 Message from the CEO 6 Docknews  

Safety Stories

LNG Boom

Challenging Australia

16

9 ALEKSANDR ZEMSKOV 23 PAVELS SARONINS 29 KIRILS Iljins  

Client Stories 14 Diamond: Safety Enthusiasm sparkles 24 ExxonMobil communicates NOBODY GETS HURT 38 Transocean: Safety Standards   26 Extended Scope Project: Volga Don Canal 30 Safe Operations Everywhere 42 Engineer’s Log 43 Next Issue: Innovation

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Overview

34 Interview with Don Bernard

EXPANDING INTO ONSHORE

40

DOCKWISE SERVICES

36 Smart in Singapore

NEW OFFICE IN ASIA


FROM THE CEO

Passionate about Safety At Dockwise we are passionate about safe operations, which is why safety is highlighted as one of the main themes throughout this edition of the Dockwiser. The goal is clear and our message is strong: zero-accidents. Across the globe Dockwise is executing projects that require an unwavering commitment to efficient and safe operations. This means setting the ‘Dockwise Standard,’ which goes beyond the fundamentals to ensure ourselves and our clients that we are constantly dedicated to improving our performance. I am proud that our company is characterized by a ‘safety culture,’ where people understand the reasons behind certain risks and are committed to improving procedures to build awareness and we are prepared to learn from the past. Dockwise is also defined by the qualified and competent people who are diligent and committed to developing a safety culture throughout the company. This means everyone is dedicated to making the most of safety exercises and trainings to develop an attitude of responsibility, vision and awareness. Training people to be aware of potential risks and hazards and empowering them to communicate and intervene to mitigate and avoid risks is a crucial step forward. In collaboration with all of our partners like our vessel management company, Anglo Eastern, we are continuously investing in optimizing our processes. High quality partnerships boost our ability to control and mitigate risks and to optimize safe operations. At Dockwise every project is unique, and I firmly believe a proactive attitude towards safety is a crucial part of everything we do. André Goedée Chief Executive Officer

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DOCKNEWS Dockwise Rationalizes Fleet

Fleet Rationalization (back in 1979) and sailed aboard during her first five years. In recent years, the Dock Express 12 sailed with DYT (Dockwise Yacht Transport). She was brought back into heavy lift in 2007 after DYT’s Yacht Express was delivered.

DOCK EXPRESS 10

2009 Dockwise recently announced the sale of the last Dock Express vessels, the Dock Express 10 and 12. These special vessels were with Dockwise for over 30 years. Berend van der Laan, who founded Dock Express Shipping in 1977, commissioned the Verolme Heusden shipyard to build the Dock Express 10,11, and 12 vessels. The three vessels became fully occupied with a FLUOR contract designed to transport modules built in Japan to Saudi Arabia. Cor Duyvestijn, Dockwise Senior Project Superintendent since 1984, witnessed the inauguration of the newly built Dock Express 12

In 1979 the Dock Express 10’s maiden voyage took her from Rotterdam to Haifa, Israel loaded with UN equipment destined for Lebanon. Sjaak van Eden, Dockwise Senior Superintendent since 2007, started his Dockwise adventure on board the Dock Express 10 as 3rd Officer. He said, “The Dock Express 10 was mainly used to transport cranes from Japan to different places around the world.” The largest of the four Dock Express vessels was the Dock Express 20, brought into service in 1984 and converted into the world’s largest cable laying vessel. In 2005 she was sold to De Beers and renamed The Peace of Africa after she was converted into a marine mining vessel used to trawl the sea bottom to locate large diamonds. The Dock Express 11 was decommissioned in Asia around 2004.

Dockwise appoints Peter Wit as

Chief Financial OfficeR June 4, 2009 Dockwise hires experienced, financial executive Mr. Peter Wit (1967) as Chief Financial Officer, effective September 1, 2009. He will lead the company’s global finance, legal and informational technology departments. Mr. Wit has always been employed by Shell and is currently Chief Operations Officer and Finance Manager of Shell Asset Management Company. Previously he worked for Shell a.o. as VP finance of Shell’s Solar business, in corporate finance and as head of finance of Shell’s Albanian oil exploration venture. His combined background in finance, asset management and the Oil and Gas industry from the client’s perspective brings added value at an important moment in time to undertake essential financial initiatives to realize the company’s full potential in the months and years to come.

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OTC 2009 Bigger, Better and More Successful Than Ever May 4-7, 2009 The annual Offshore Technology Conference, which takes place every year in Houston, was unusually busy this year with an estimated 67,000 visitors, establishing a new record. The conference was an important milestone in the market for Dockwise, with its bright and clearly displayed booth. Project Manager, Marco v.d. Hijden says, “This year we created a clear focus on our float-over expertise with a prominently present installation model with supportive videos and animations. This strongly appealed to a lot of visitors. We also reduced the costs by rationalizing all expenditures related to the participation in the OTC.” Martin Adler, Chief Commercial Officer of Dockwise says, “The OTC was a big success. Companies were selective with their number of visitors, which resulted in high quality visitors with stronger decisive power. We had a lot of good contacts and meetings.” Dockwise Lead Transport Engineer, Ralph Postma presented a special paper on the logistical challenges for the transportation of spar hulls entitled “Marine Operations During Transport and Discharge of SPAR hulls” to a packed audience of about 300+ listeners. Dockwise has assured its participation for coming year. All were convinced that this was important to support our growth ambition.

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MS3 rejoins fleet After the incident with the Mighty Servant 3, the vessel has been reinstated and made ready for service as of July, 2009. Dockwise has completely renewed the vessel using the most up-to-date safety and operational standards. Examples of changes made to the vessel include modifications to the ballasting system and heightening of the casings on the aft of the vessel. Since the Mighty Servant 3 has rejoined the Dockwise fleet, she can now serve our customers for many years to come. Dockwise’s fleet is now composed of 20 vessels sailing around the globe toward many different projects. Marco Schut, VP Operations says, “I am proud that this reinstated vessel is returning to our fleet. The Mighty Servant 3 is now available to build on the many opportunities to further enhance our global operations.”

Dockwise USA celebrates May 18, 2009 After several months of hard work, the three Houston based companies working in the Dockwise group moved into the completely remodeled office-space at Park Ten in West Houston. The three companies have already been working together on several different projects. Robb Erickson, VP Sales comments, “Ever since Dockwise acquired ODL and OKI, we have been working towards this integration. The ability to work together day-to-day to coordinate the sales efforts is an important step.” The combined offices will enhance workforce unity and strengthen the synergy between the group companies. Don Bernard, Managing Director of the Dockwise-Houston location says, “This united office strengthens the cooperation between our people and

NEW SPACE enables us to serve our clients in a better and faster way and deliver integrated proposals for actual and future projects.” Organizing the construction and remodeling for the May move-date was quite an accomplishment. Amanda Brown, Project Leader says, “It has been an interesting challenge to integrate these three companies into the new office. The impressive office gives us excellent opportunity to learn from each other.” The team effort has been incredibly smooth due to daily, ongoing communication. According to ODL’s Jim Li, “This common location will give us an aligned framework which will improve workflow and increase value. When people work together, there is synergy for close cooperation.”

The new location of Houston Dockwise, Offshore Kinematics and Ocean Dynamics is right in the heart of Houston’s ‘energy corridor.’ The exact contact details are: The Atrium at Park Ten, 16340 Park Ten Place Suite 200, HOUSTON, TX 77084, USA TEL: +1 713 934 73 00 FAX: +1 713 934 73 33

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SAFETY AT WORK

ALEKSANDR ZEMSKOV 3rd Officer

25 years old Blue Marlin

I was educated at the Baltic Fleet State Academy in Kaliningrad. I feel my work as the 3rd Officer aboard the Blue Marlin is very interesting and responsible business. I am also the 1st Safety Assistant to the Chief Officer, so safety is an important and integral part of my life and work. I spend a lot of time with safety meetings and trainings for the crew. Safety is not only an issue aboard the vessels, but safety is everywhere - on the street, in the office, everywhere in daily life. To be totally honest, my dream is to become a Chief Officer. When I showed my friends and relatives the Blue Marlin and explained to them the kind of work I do with the huge cargoes we transport, everyone was simply delighted. They had never seen anything so impressive. I like the work I do for Dockwise because of the interesting projects and the opportunity to work on board such a unique and interesting vessel.

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CPOC PREVIEW

The Black Marlin hooked up to the MDPP jacket.

On your mark. Float-over installations are not unknown to Dockwise. In addition to several large float-over projects, the company is currently preparing for five future float-overs, including the upcoming CPOC Transport & Installation (T & I). With this project, Dockwise delivers their promise to the market to extend services. Page 10 DOCKWISE


This illustration only shows the MAIN STEEL CONSTRUCTION on board the black marlin

...get set...GO!!! Dockwise extends services Text Melanie Struben and Pim Nelemans Illustrator Stephan van Bakel

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Stern Entry Guide

This structure will ‘guide’ the vessel into the jacket slot.

Grillage/Skidbeam, Desk Support Frame and Seafastenings

These steel structures transfer the load into the vessel’s structure. Within the Deck Support Frame the Deck Support Units are integrated. The DSU’s reduce the impact loads onto the MDPP Deck during the Float-over operation.

Additional accommodation and offices

Sheaves and fairleaders General deck lay-out

This equipment guides the mooring lines from the winches to the side shell.

Awarded to Dockwise in August 2007, the Transport & Installation contract to install the MDPP (MUDA Production Platform Deck) for CPOC (CARIGALI-PTTEPI OPERATING COMPANY SDN BHD) - operator for and on behalf of PC JDA Limited and PTTEP International Limited, Contractors to MalaysianThailand Joint Authority (MTJA) for JDA Block B-17, C-19 and B-17-01 - which has kept Dockwise occupied with a major multidisciplined team of Engineers, Project Managers, Operational Managers, Support Product Experts, Sembawang yard and client related individuals. According to Pim Nelemans, Dockwise Senior Project Engineer, “We’ve generated over 100.000 man-hours of work since the signature was dry and before mobilization to the Sembawang yard started. Although we are close to the finish line, the physical execution has just begun as we prepare for the actual float-over operation in July/August 2009.”

Black Marlin in ‘mating’ position

GLOBAL COOPERATION The Dockwise Project Team is busy preparing for the execution of the float-over, which includes managing the engineering, procurement and preparation of the Black Marlin. “We are utilizing our expertise by distributing the specifics across the globe, which include custom-made LMUs (Leg Mating Units) and DSUs (Deck Support Units) designed and fabricated by Dockwise-OKI (Houston), mating and mooring analyses performed by Dockwise-ODL (Houston) and Dockwise-Breda, and transport and structural engineering aspects synchronized at Dockwise-Breda with Dockwise-ODC (China). In addition to the engineering disciplines, all other project related business (procurement, operations, legal, controlling and HSES) will be executed at Dockwise-Breda,” says Nelemans. THE IDEAL VESSEL Due to the weight of the topside (Net Weight: 15,605 metric tons) and the width of the jacket slot, the Black Marlin is the ideal vessel for this project. On board DSUs (deck support units)

Integrated in the deck support frame (DSF), delivered by OKI.

LMU (Leg Mating Unit)

The Leg Mating Units, developed and fabricated by OKI, are designed in order reduce the impact loads onto the jacket, which will occur during the load transfer, caused by vertical vessel movements. Page 12 DOCKWISE

Sway Fenders

The sway fenders will absorb the transversal loads onto the jacket, caused by the movements of the Black Marlin, while entering the jacket.


CPOC PREVIEW the main deck, project specific equipment like modified casings, the grillage, skidbeams, mooring and deck-mating equipment will all be installed. (See illustration page 12) The grillage and skidbeams make up a large steel framework, weighing approximately 800 metric tons, which is designed to evenly distribute the massive loads throughout the vessel’s structure. The mooring and mating analyses showed the capacity of the mooring system and determined the particulars for the sway fenders, the LMU’s and the DSU’s. [see illustration]. Mooring and deck-mating equipment (winches, wires, anchors, tugs) will allow better maneuvering of the vessel into the jacket slot. As a result, additional accommodation facilities have been designed to accommodate extra crew members, client representatives and Dockwise float-over personnel.

in the desired position throughout the float-over, she must first be hooked-up in the pre-installation mooring system, which is located at the Muda field in the middle of the Gulf of Thailand. “This will be achieved by pre-laying four anchors, including the mooring lines, two weeks prior to the float-over operation. Installation of this mooring spread will be performed by two large anchor-handling tugs under the supervision of Dockwise,” says Nelemans. All of the engineering and preparations described above have been performed in close cooperation with the MDPP Deck fabricator SMOE (Sambanwang Marine and Offshore Engineering Pte Ltd) and with the client, CPOC. Conducting several interface meetings with all involved parties highlighted issues and offered a platform to manage these challenges accordingly.

Black Marlin outside the jacket slot after Installation of the MDPP Deck This illustration only shows the MAIN STEEL CONSTRUCTIOn

“We are utilizing our expertise by distributing the specifics across the globe“ SAFETY In order to provide a safe working environment, the layout of the deck is designed so that all equipment is placed on an elevated working platform creating sufficient clearance from the clearly marked hazardous areas (eg. The mooring lines under tension that run over the deck). In order to comply with safety rules and regulations all designs are checked by the Marine Warranty Surveyor, Flagstate and the Classification Society (DNV). PLAN THE WORK, WORK THE PLAN To keep the Black Marlin (including the MDPP deck)

While writing this article, the project is well underway. The grillage and skidbeams, as well as the additional steelworks have been fabricated at a yard in Batam, Indonesia. By mid-June the vessel was outfitted at the same yard. Once the Black Marlin is fit for purpose, she will transfer to the Sembawang yard in Singapore where the MDPP Deck will be skidded on board. After the load-out and the seafastening of the MDDP Deck, the vessel will depart for the offshore site in the Gulf of Thailand towards the end of July. If all weather conditions are favorable, the float-over will take place early August.

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Diamond’s Standards in Synch with Dockwise:

Enthusias

Safety

Diamond Offshore’s Nick Romolo, Manager of Marine Operations, Peter Bamber, Director of Marine Operations and Sammy Clifton, HSE Manager of Domestic Operations talk with Dockwise about safety initiatives. In 1994 Diamond had a 3.47 incident rate and they wanted to turn safety around. The next year, that rate was cut by 50%. How did they do it? According to Diamond’s HSE Manager, Sammy Clifton, “The key that ties everything together is a management system called GEMS – Global Excellence Management Systems. With this system we really brought accountability back. This is how you can have a good safety program.” Diamond frequently performs GEMS assessments aboard rigs to make sure all of the systems are functioning as they should. They also track near misses. If there is a serious incident, a near miss or lost time accident they perform a root cause analysis using the crew to determine what happened and what could be learned from the situation.

“You miss the boat if you have something happen and you don’t learn from it and a year later it happens again. We are getting together, learning things and moving ahead,” says Clifton. When Diamond works with Dockwise, they start with a pre-job interview with the Captains/Masters, Superintendents, Tug Boat operators and anyone involved in Operations to sit together to make a plan.

Dockwise Responds to Lessons Learned During the transport of the Ocean Monarch, there were some issues that needed to be addressed, so Diamond and Dockwise called a face to face meeting to determine the causes and develop a strategy for how things could be improved. Dockwise’s clear goal was to learn from this experience, in order to improve their performance. Shortly after the Ocean Monarch transport, Dockwise transported the Ocean Quest. “For this transport Dockwise responded to all of our inquiries very quickly and efficiently and all of our questions were answered. We had one question related to the other incident and we asked for verification and Dockwise’s response was quick and thorough,” says Peter Bamber, Director of Marine Operations. Clearly, the communication that took place during the review process showed Dockwise’s ability to learn from previous lessons and move toward noticeable improvement. Nick Romolo, Diamond Offshore, Manager of Marine Operations says, “The Ocean Quest turned out to be one of the best transports, because there were noticeable improvements in the operation and the crew.”

Installing motion monitoring system aboard the Ocean Quest.

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Communication is the most important element to improving performance. This was a very successful solution between Dockwise and Diamond. Dockwise’s initiative to update Diamond with constant information for its technical people to analyze regarding cargo motions made all of the difference.


CLIENT STORY

siasm Sparkles

The semi-submersible drilling rig, Ocean Monarch, was successfully discharged from the Blue Marlin in January 2009.

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CHALLENGING AUSTRALIA

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AUSSIE FEATURE Once Upon a Time, in the land of Oz there were huge oil and gas discoveries, but the remote locations made the findings challenging to develop. Today the political stability of Australia, the growing demand for natural gas and the worldwide increased awareness of global warming are all contributing to Australia’s future Liquefied Natural Gas (LNG) Boom. Colin Hay, Managing Editor, Oil & Gas Australia and Peter Caruso, Journalist for Energy Publications report on how Australia is preparing for the LNG boom.

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Challenging Australia

AUSTRALIA PREPARES for

the LNG ‘BOOM’ The race is on across Australia as some of the world’s biggest Liquefied Natural Gas (LNG) players and a host of local companies vie to bring new projects to the market. From Australia’s remote northwest coast, to the dry inland areas of Queensland and then further east to the industrialized northern coastal regions of that State, more than a dozen consortiums are moving quickly to put together plans that some analysts have suggested will take the country to the top of the world’s leading LNG producers. For more than 40 years Australia has been recognized as home to some of the world’s greatest gas reserves. While the country’s petroleum explorers have been successful in building up a massive resource base, some commentators suggest that the country is reserves rich, but LNG development-poor, with only two projects (North West Shelf Venture and the Darwin LNG Project, Northern Territory) currently calling Australia home. Almost 20 years after the first LNG shipment left the North West Shelf Venture’s plant in northwestern Australia bound for Japan, the country is expected to experience an LNG “boom.”

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Energy consultancy Wood Mackenzie recently predicted that Australasian liquefied natural gas export capacity will double by 2017. In conjunction with the “window of opportunity” that LNG market analysts and major LNG producers have identified will occur in the Asian market in the years 2013 and 2018 will provide an ideal opportunity for Australia. Logistical Challenges Despite Australia’s status as a leading LNG exporter with a low geopolitical risk profile, the country holds significant logistical challenges for oil and gas companies. For nearly all fields this will present major technological challenges. In a number of cases large offshore platforms will be required and the topsides may be amongst the largest ever seen in the world. Deep water drilling operations in a number of locations are all a part of the field development. Subsea assemblies connecting multiple wells to the fixed or floating platforms will use the latest developments in engineering and equipment manufacturing. Most main fields will run subsea pipelines to onshore processing plants.


AUSSIE FEATURE

4 PROJECTS AUSTRALIA LNG PROJECTS 3 PROJECTS

5 PROJECTS 6 PROJECTS

18 PROJECTS

Existing/under construction Under development (FEED) Proposed Source: BG Group data: public reports, Wood Mackenzie

Modern oil and gas facilities, including topsides, jackets and LNG processing modules are typically fabricated in more cost-competitive regions in South East Asia. They are then transported to Australia where they are installed and assembled on site.

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LNG EXPORT OUTLOOK

60

LNG EXPORTS

Share of gas production (Mt)

40

40

20

20

Mt

exports (%)

%

1997-1998 2005-2006 2013-2014 2021-2022 2029-2030 Source: ABARE, Australian commodity statistics, Australian commodities.

Excellence from the Industry In addition to pushing the technical boundaries offshore and taking on the logistical challenges onshore another Australian phenomenon calls for excellence from the industry. Because many of the operations are located in remote and environmentally sensitive areas, a comprehensive quarantine regime is important. All operators and their suppliers will have to comply with the Australian Quarantine Inspection Services requirements. For instance, quarantine management with regard to equipment and materials is particularly stringent for Barrow Island, home to over twenty unique animal species and rated as an A-Class Nature reserve. Future gas processing operations have received the approval from the Environmental Protection Agency and specific environmental regulations are under development.

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South Korea Japan

60 India

Japan 15.9 BCM 78.8% China 3.6 BCM 17.8% South Korea 0.5 BCM 2.6% India 0.2 BCM 0.8%

China

Australia

Modularized transportation and construction Touted as Australia’s largest ever resource project, the Gorgon LNG project is a prime example of the unique logistical challenges involved in a major Australian oil and gas development operating in an isolated offshore location. The LNG processing facility will be located on Barrow Island, approximately 130 km off the remote northwest coast of Western Australia. Dockwise pursues the position to be the innovative and cost competitive provider for transport and installation solutions. Japan, South Korea and Taiwan are all expected to comprise the bulk of this LNG demand. But significant opportunities exist for markets in North America, China and other Asian countries as well. To take advantage of perceived cost saving benefits, the Gorgon Joint Venture


AUSSIE FEATURE Australian Facts

1. Population (2009): 21,262,641 2. Total Area of Australia: 7,686, 850 sq. kilometers (2,967,892 sq. miles) 3. Length of Australia’s coastline: 25,760 kilometers (16,007 miles) 4. Capital of Australia: Canberra 5. Major Oil and Gas Seaports: Sydney, Melbourne, Geelong, Fremantle (Perth), Adelaide, Brisbane 6. Proven Oil Reserves (January 1, 2007E): 1.6 billion barrels 7. Proven natural Gas Reserves (January 1, 2007E): 30.4 trillion cubic feet 8. Chief Exports Coal, wheat, gold, meat, wool, aluminum, iron ore, machinery and transport equipment.

has adopted a largely modularised construction plan for the Barrow Island LNG trains. The term ‘LNG train’ is used to describe the series of processing steps to transform the raw feed gas into a high quality export product. For natural gas to be exported by ship, the volume has to be reduced. To reduce the volume, the gas has to be liquefied. Each LNG plant can have one or more trains, depending on the capacity or future increase of capacity. Train V, of the North West Shelf Venture, is a perfect example of the world’s first modularised LNG train. For this project, it is estimated that dozens of modules were shipped from Thailand and installed on-site. Projects The North West Shelf Development includes the Pluto and Xena gas fields (discovered in 2005) which are both located in the Carnarvon Basin about 190 km northwest of Karratha. Construction of this giant LNG project is predicted to be 85-90% complete by the end of 2009. Wheatstone (discovered in August 2004) in the vicinity of the Pluto gas field. Wheatstone’s reserves have subsequently been significantly boosted by the drilling of a number of successful exploration and appraisal wells. The Greater Gorgon gas fields are estimated to contain resources of approximately 40 trillion cubic feet of gas, which are initially proposed to feed a three train LNG plant on Barrow Island which will produce 15 million metric tons per annum of LNG.

AUSTRALIAN LNG EXPORTS

7.5 5.0

15 Value (A$b)

10

2.5 A$b

5 quantity (Mt)

Mt

1996-1997 1999-2000 2002-2003 2005-2006 2008-2009 Source: ABARE, Australian commodity statistics, Australian commodities.

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Expectations for Gorgon’s first deliveries are predicted to start in 2014. The Browse gas fields include the Torosa, Brecknock, and Calliance discoveries which are located 425 km northwest of Broome, Western Australia. The Ichthys field in the Browse Basin, offshore Western Australia is expected to deliver its first gas shipment in late 2014 early 2015. The Ichthys LNG plant near the Northern Territory capital of Darwin is pushing forward. The Prelude proposal (discovered in 2007) may rival the Pluto project as the world’s fastest discovery to development LNG project. Discovered in close proximity to the giant Ichthys gas fields, Prelude was quickly targeted as an ideal option for the Floating Liquified Natural Gas (FLNG). If deployed, would be one of the first facilities of its kind in the world. Analysts have suggested that due to the quick construction time associated with a floating LNG facility, Prelude could begin producing by as early as 2012. The Sunrise LNG proposal has suffered a number of set-backs in recent years - most notably a dispute over offshore boundaries between Australia and Timor-Leste, but things appear to be back on track. The Sunrise Gas Development lies in the Timor Sea north of Australia and includes the Sunrise and Troubadour fields located approximately 450 km northwest of Darwin.

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The northern Queensland coastal town of Gladstone has been selected as the home for the LNG plants which will process coal seam gas. Final Thoughts Why, you may ask, is this LNG “boom” occurring now, particularly in the face of what many suggest is the worst global financial crisis for many decades? While there are some indications that the current global financial crisis may see the supply/demand gap shrink and the “window of opportunity” pushed out by a few years, it is not seen as a significant hindrance to Australian projects. This is due to the length of the construction schedules and the long-term nature of the gas supply contracts associated with major LNG developments. Australia is not just considering tomorrow, they are considering the next 5-10 years. “The long term outlook for oil and gas is one of enormous demand growth. Investments in exploration and production must continue through the present economic downturn,” says Martin Ferguson, Australian Minister of Resources and Energy. Demand for LNG commodities, might be less today, but Australia is in the perfect position to reap the benefits of years of hard work by the time these enormous projects begin to start-up.


SAFETY AT WORK

PAVELS SARONINS Bosun

54 years old Black Marlin I started my career at sea in May 1976 as an ordinary seaman on tankers. My total accumulated sea-time is approximately 33 years. Since 1993 I’ve been working on heavy lift vessels. In 2000 I began sailing aboard the Black Marlin. The Bosun is the “right hand” to the Master. It is my job to keep an eye out for every aspect of safety. This includes making sure safety equipment is on board and readily available. This also means maintaining the survival crafts and rescue boats. I also look after every seaman to make sure they are aware of the safety requirements. So far I am proud to say there have been no serious accidents during my sea-time aboard heavy lift vessels. I believe if you trust the Master, your colleagues and yourself you will ensure that the job will be done and the cargo will be safely delivered to the customer.


“Safety has been an ever improving process,” says Joe Albiez who began his journey with ExxonMobil 36 years ago. He describes safety as an ongoing and significant quest in this high stakes industry.

Influencing through Leadership:

EXXONMOBIL COMMUNICATES

NOBODY GETS HURT Interview with offshore installation Manager Joe Albiez, ExxonMobil Development Company “You start small and try to get people to protect themselves and communicate what hazards there are. It is a big leadership challenge to get to zero incidents. A lot of energy companies are starting to believe in zero incidents and achieve it. All of the majors are strengthening their leadership ability in safety. This goes beyond the ‘blocking and tackling’. People know to wear gloves and steel toed boots, etc. Leadership means helping people to understand the safety risks, recognize them and set their risk meters consistently.” ExxonMobil’s vision is for no one to be involved in an incident, period! In an industry where millions and millions of human hours are expended in construction, how is it possible for no one to get hurt? “Keeping people safe comes from the leadership, the people who are involved and people caring for each other. That is the biggest message we have got. We are here to make sure that everybody goes home the same way they came to work. Enabling people to work safe and return home to their families is an Industry wide leadership challenge, not just one for ExxonMobil.” Leadership Realities ExxonMobil’s leadership role is to influence contractors to improve their processes and Page 24 DOCKWISE

to take lessons learned from ExxonMobil’s journey, which means working directly with the leadership in those companies. The process starts by clearly communicating the fundamental expectations. “This means we get involved with the organization to let them know what our expectations are for safety. I am not talking about the expectations about how we put in a jacket or topside – that is secondary to us – it is about how you are going to plan and perform and influence your people to make sure nobody gets hurt.” ExxonMobil uses a scorecard to outline systems, methodologies and processes to identify and determine the best ways to close the gaps.


HEADERCURSIEF CLIENT STORY

Dockwise’s ExxonMobil Prequalification process started with the pictured float-over installation of the 18,000 metric tons EAP-GN topside.

Recently they outlined expectations specifically towards the processes that Dockwise can undertake to eliminate injuries and incidents. “Dockwise’s vision is important, because this has to carry through to all of the customers and it must be consistent. This means communicating that people are the most valuable assets and providing information about what Dockwise is doing to keep its people safe and to maintain zero-incidents.” Nobody Gets Hurt Operational integrity means people understand ExxonMobil’s vision, ‘Nobody Gets Hurt’ and they take action and get people involved to make sure everybody is being taken care of like they should be.”

It’s one thing to introduce a RULE. It is another thing to try and communicate and ask, why is that rule in place? What would happen if that rule were not in place? “Trying to communicate with people and get them to believe that there is a risk is a tough job. Communicating to people that it is acceptable to shut a job down is a huge step. We try to convince people that we believe that they are able to observe and intervene, and we expect them to do so. It is important for everyone to observe, intervene, treat people like people, help them understand and know that it is okay to stop a job or say ‘No’ in order to address safety issues.”

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Extreme Winter Conditions

Dockwise is looking at a narrow weather window. Due to extreme ice conditions, the Volga Don system is only open from April through mid-November.

Tug Variation

Various types of tugs will be used during the entire wet-tow beginning in the Sea of Azov into the arid steppes leading in the river Volga through the 60 km (37 miles) of the narrow locks that make up the Volga Don Canal and finally into Astrakhan, where the cargo will enter the Caspian Sea.

Permits

The River transit will require numerous permits, which must be obtained from the River Basin authorities, the Russian Register and the Russian River Inspectorate.

Text Melanie Struben and Ronald Goetheer

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7000

MINIMIZE


PROJECT PREVIEW

Motion Monitoring

After the cargo leaves the Keppel Yard in Singapore, the voyage across the Indian Ocean will require Dockwise’s Motion Monitoring System to measure the roll and pitch of the potentially large swells.

Distance

The Swift will voyage approximately 6200 Nautical Miles from Singapore to Kerch. Once the vessel passes through the Suez Canal it will enter the gorgeous Mediterranean and Aegean Seas where navigation through the ancient Greek islands will certainly inspire new myths. Upon entering Istanbul, the vessel will sail across the Black Sea to Kerch, where the cargo will be discharged and prepared for wet-tow.

Nautical Miles

RISKS

For the upcoming Volga Don Canal project, scheduled to take place in September 2009, Dockwise intends to subcontract with Wagenborg Offshore, a Dutch maritime company specializing in the Caspian Sea region. DOCKWISE Page 27


Volga Don Canal project 2009 Vessel: HTV Swift Transport period: Sept/Oct 2009 Cargo: Pipe Lay Crane Barge split in 2 strips Type: Floating Cargo, Extended Scope The Dockwise-Wagenborg relationship was strengthened in August 2008, when they aligned to perform the Kalamkas Transportation Field Study. This study focused on the best ways to deliver cargo to the Caspian Sea. The two companies brought in their independent areas of expertise - Dockwise as the world’s largest heavy marine transport company and Wagenborg with a renowned marine track record in the Caspian Sea region. “Although Dockwise is in the lead, we intend to subcontract Wagenborg because of their vital knowledge of the whole Volga Don transit. This includes tugs and permits,” says Ronald Goetheer, Dockwise Project Manager. 21st Century clients are looking for experts to identify contingencies early on by offering guidance and insights about how to reduce delays and minimize security risks.

Weight: 2 x 5300 metric tons max Length: 2 x 138 METERS Width: 2 x 16.5 METERS Height: 17.2 METERS Load-out Operation: none; strips already in the water upon arrival DW vessel Loading Singapore: Float-on Discharge Kerch: Float-off Extended scope: Wet-tow to Caspian Sea via Volga Don Canal

Smart Partnerships

MinimIZE RiskS “In the future, this is how Dockwise will make the difference. We can offer combined engineering/ managing power to provide all logistical management in one contract,” says Jurgen de Prez, Dockwise Senior Sales Manager. By extending the scope of this project beyond traditional heavy marine transport, Dockwise is on her way to complete logistical management. Sneak-Preview This August Dockwise will load the Pipe Lay Crane Barge on board the heavy marine transport vessel Swift at the Keppel Shipyard

Page 28 DOCKWISE

in Singapore. Swift’s voyage will then take her around the world to the harbour at Kerch. At this point, Dockwise will discharge the cargo from the Swift and wet-tow the remaining distance using Wagenborg’s tugs. The Volga Don Canal is a winding set of 14 locks with smaller dimensions than the Volga Don River. The smallest locks are 145 meters long and 17 meters wide. While in the canal, lock tugs and river tugs must skillfully maneuver the cargo through the locks.


SAFETY AT WORK KIRILS Iljins Able Seaman

27 years old Blue Marlin I have been sailing for seven years, and I have worked aboard Dockwise vessels since 2007. Most of my job involves watchkeeping on the bridge. I also prepare the deck for cargo and assist with securing the cargo for transport. Safety is always on my mind. On deck I always wear safety clothes, goggles, a helmet and gloves. During every load-out and mooring operation I am paricularly alert to safety and risk reduction. Increased attention to safety details is a very important part of my work. I am mainly alerted to safety issues via the distributed safety manuals. I also attend safety courses before arriving on the ship. Situations can be very different at sea, so I am always using lessons learned from past experiences. Working in a safe environment is everyone’s responsibility.

DOCKWISE Page 29


Safe Oper

Page 30 DOCKWISE


SAFETY Text Melanie Struben and Alexander van den Berg

Onshore and Offshore

rations Everywhere For the past 30 years Dockwise has moved the world’s most challenging cargoes aboard its unique semi-submersible, heavy-lift vessels to some of the most demanding environments in the world. Let’s be honest, anyone who sees a picture of a Dockwise project inevitably gasps at the sheer size of the reality the picture presents. A common question is, “Can these projects be executed safely and without risks?”

“We rely on the

awareness

of all employees to live up to

zero accident performance”

Chris Heupers, Dockwise Quality & Safety Department Manager states without a doubt, “Yes, we can.” Safety-consciousness throughout the organization Safety beyond compliance is a company initiative. To achieve this goal, Dockwise has begun a safety campaign to communicate safety-consciousness throughout the organization, both onboard the vessels and in the office.

DOCKWISE Page 31


Dockwise is ISO 9001 certified and is currently undergoing the certification process for ISO 14001 / OHSAS 18001. Furthermore, the Dockwise Quality & Safety Department supervises and monitors the execution of the mutually agreed upon HSES annual plan and ensures all aspects of relevance are covered. The Dockwise HSES management system is foremost applicable to the Dockwise projects.

“Safety is something that comes from the motivation and awareness of every person involved in these important projects. This means awareness from each and every staff member, whether aboard the vessels, or in the offices. The spirit of safety awareness at Dockwise is an attitude beyond compliance. We rely on the awareness of all employees to live up to zero accident performance,” says Heupers. In a recent military, submarine float-on/floatoff project, Dockwise engineers conducted an extensive and thorough assessment with all parties involved. Willem de Jong, HSES Engineer says, “During a project HAZID – session which is part of the Hazard Identification Process – issues that could lead to a hazardous situation are identified and mitigated where possible.” Mitigating risks through communication is a vital step. “For the submarine transport, we agreed that when the first line was connected from our vessel to the sub, all responsibilities were designated to the Master and the Dockwise Project Superintendent,” says de Jong. From this moment on Dockwise took over the responsibility and the lead.

Marco Schut “Dockwise’s sophisticated Quality & Safety Department is passionate about developing understanding and awareness when it comes to working in a safe environment. Additionally, Anglo Eastern, our vessel management company plays an important role by enabling us to achieve an incident free work environment. Anglo Eastern’s HSES management system is applicable on board our fleet and their proactive actions allow us to succeed.” Marco Schut, Dockwise VP Operations.

Page 32 DOCKWISE

Another example of safety measures beyond compliance involves Dockwise initiatives taken with an upcoming transport and installation project. Dockwise is subcontracting the outfitting of a vessel to ASL Marine in Batam, Indonesia. Jouke Koning, Lead HSES Engineer, for the project’s “subcontractor control” describes the intensive Dockwise audit that took place before this contract was ever awarded. “We performed an audit on HSES and QA/QC. During this audit we found points for improvement. Working for Dockwise means working in accordance to the highest HSES standards. We demanded a segregated working area, skilled and safety conscious employees and permanent Safety supervisors from ASL. Our site team received a clear


SAFETY “Safety is something that comes from the motivation and awareness of every person involved in these

important projects” message: ‘The safety and well being of the employees is top priority.’ The site team in Batam put a lot of energy in observing, correcting and teaching the local workers how to work in the safest way.“

“We take the lead in safety, which means identifying and mitigating risks. Knowing the risks is the first step in bringing measures in place to mitigate potentially unwanted events.”

Communicating lessons learned and acting upon those lessons has been an important step. When the company plans the work by preparing itself in advance, the work follows the plan.

Dockwise calculates the risks and takes measures. A project is only successful when nobody gets hurt. To support this culture Dockwise facilitates improvements both inside the global offices and on board the vessels. Communication is the key! Communicating lessons learned and following-up on incidents, accidents and nearmisses allows Dockwise to audit the entire organization to assure systems are working and in good order. Within the Dockwise offices “improving safety is expressed in personal targets, which boosts awareness of involved staff members,” says Anko Gils, Manager Proposals. Another staff member can check job reports that come in and share this information with colleagues and with the Q & S Department. Further actions can then be processed as lessons learned and preventive and corrective actions. At Dockwise, improving safety is a cultural journey characterized by people who are aware of risks and willing to communicate how to mitigate improve operations along the way.

DOCKWISE Page 33


Dockwise offers a full range of logistical and engineering services to ensure a seamless operation. The three main services: Heavy Marine Transport, Transport & Installation and Logistical Management are explained in the illustration below. An example of Heavy Marine Transport is the ‘’Extended Scope Project’’ explained on page 26. An example of a Transport & Installation project is the CPOC project explained on  page 10. The booming LNG market as is explained on page 16 offers a lot of potential for a wide variety of Logistical Management solutions. 

Engineering

Heavy marine transport Project and risk-management

Project and risk-management

Offshore transport & installation

Engineering

Engineering

Procurement

Procurement

Logistical management

Engineering

Page 34 DOCKWISE

Management and planning


DOCKWISE SERVICES

Project and risk-management

Shock absorption unit

Management and planning

DOCKWISE Page 35


“Let us do what we do best” Expanding Into Onshore Logistical Management Dockwise is talking about transformation. Can you explain a bit about what this looks like for a marine transport company? Dockwise is in the process of reinventing itself. To stay on top of any business - change is essential. This is an exciting time for Dockwise; we have an outstanding reputation in the industry and to be part of Dockwise’s expansion into new markets is a challenge I look forward to. The key part of my job is to get clients to think outside the ‘standard image’ of Dockwise as only a ‘heavy marine transport’ company.

Page 36 DOCKWISE

Dockwise is shifting the paradigm in the marketplace from a single discipline transport company into a complete logistical provider.

Dockwise is a heavy marine transport company with bright, orange, heavy lift vessels. What do you mean when you talk about Dockwise as a complete logistical provider? What is the message here? As a complete logistical provider we offer our clients a total solution to their transportation needs. We can take their modules from the fabricator’s shop to the construction site and


DOCKWISE STRATEGY S Interview with Don Bernard

They referred to Dockwise as “an emerging top-tier contractor in the offshore installation industry.” This kind of industry recognition as a contractor with a strong safety culture is exactly the image Dockwise is hoping to expand upon. All projects have risks, and clients /contractors are trying to minimize their risks. Dockwise is in a strategically prominent position to help manage their risks, which gives us a competitive advantage.

How will Dockwise’s newest members of the Group – OKI (Offshore Kinematics), ODL (Offshore Dynamics) and ODC (Offshore Dynamics China)-- contribute to Dockwise’s large goals and aspirations?

Don Bernard Dockwise VP Onshore Projects Don Bernard, joined Dockwise in February 2009 as the VP for Onshore Projects. He brings 30 years of onshore, project and logistical management experience to the job both as an Engineer and as a Commercial Manager. He spent 20 years with the M.W. Kellogg, Co, an engineering, procurement and construction company. After that he spent ten years with Stoner Webster, later renamed The Shaw Group, a technology, engineering, procurement and construction company.

install them. The Dockwise message is, ‘Let us do what we do best.’ Dockwise manages a large fleet of vessels and we are uniquely positioned to provide total logistical management solutions to meet our clients’ transportation needs. Let us be part of the owner’s/contractor’s team early in the job where we can provide our knowledge and expertise for the benefit of the project and help minimize their transportation and installation risks.

Dockwise has announced a “Zero Accident” policy in regards to Safety and Risk Management. Can you elucidate what this looks like in the Dockwise world? Safety is a way of thinking - it is a culture. In April 2009 one of the oil and gas majors visited Dockwise’s commercial headquarters in the Netherlands to perform a Safety Audit.

An important catalyst for Dockwise’s transformation and growth will be engaging the strengths of OKI, ODL & ODC. As we expand into the offshore and onshore markets our ability to capitalize on the engineering strengths of all the companies within Dockwise is critical for our continued growth.

When did you first hear about Dockwise and what got you excited about joining the company during this period of transformation? In the presentation room at Shaw’s Houston office, there is a picture of a Dockwise vessel in New York Harbor in front of the Statue of Liberty. On board the vessel were these large HRSGs (Heat Recovery Steam Generators). I just remember thinking, ‘that’s incredible.’ This was my first introduction to Dockwise. Years later, when I was Senior Vice President for Shaw, Martin Adler (Current CCO of Dockwise) was one of my colleagues. When Martin told me of the plans to expand Dockwise into the onshore market it sounded intriguing and something that I wanted to be a part of. Martin and I share similar views on what it will take to make this a reality. Clients are looking for something new, and Dockwise is a very innovative company. We are not afraid to ask ‘what do you want’ and to really listen. It is exciting to be a part of this dedicated and driven company during this time of change.

DOCKWISE Page 37


Transocean

Largest Safety Standards the World’s Drilling Company Sets High Mike Lawson, Manager Marine Operations for Transocean talks with Dockwise about Transocean’s approach.

How does Transocean’s Manager of Marine Operations articulate Safety in the market? The focus on Safety has steadily increased over the past 14 years since I’ve been involved with the industry. Safety has become equal in importance to fiscal responsibility. The importance of conducting a safe operation determines a company’s ability to succeed in the modern market.

How has the Safety Culture evolved at Transocean, especially in lieu of the recent merger? Describe Transocean’s approach to Safety Management. Our Safety culture has evolved into an overall attitude of responsibility and individual obligation to stop the job in order to prevent an incident from occurring. Our industry used to plan and budget for fatalities. That statement seems so foreign to me now.

This is due to Transocean’s commitment to conducting operations in an incident free workplace, all the time, everywhere. This commitment exists from the CEO all the way down to a dishwasher aboard our vessels. We have set the bar very high and although some individuals once thought it would be impossible to succeed, the fact remains that we have operations everyday that are not only injury free, but incident free.

How is Transocean getting the entire organization involved? Safety involvement starts before a new hire steps foot aboard our units. Safety is one of Transocean’s five Core Values. Compliance with our Safety Management System is a condition of employment and each employee has an obligation to stop the job, especially when safe prodedures are not being followed. This provides a greater level of empowerment and helps to cross cultural boundaries.

Mike Lawson, Manager Marine Operations

Page 38 DOCKWISE


HEADERCURSIEF SAFETY STORY

Thumbs up to another safe operation executed.

How does your vision of Safety relate to Dockwise? Transocean is contracting with other service providers, especially for critical operations such as dry-transportation of a unit. Dockwise has demonstrated a high level of safety starting with engineering and feasibility assessments carried out in advance of contracting a vessel. These analyses are as important as safely conducting loading and discharge operations. When the situation happened with the Aleutian Key and the Mighty Servant 3, Dockwise met our needs. They conducted a root cause analysis following up on all aspects of the incident and reacted accordingly. From a client’s perspective, we could not have asked for more. Robb Erickson and Michele Richard worked under very tight constraints to meet the Transocean deadlines and did not miss a step

when facing the challenges. When you have a supplier, like Dockwise that meets their client’s needs, even in the midst of a major incident, it is really remarkable and quite successful. The fact that no one was injured and the crew got off of the vessel safely, says a lot for Dockwise’s management systems during critical situations.

How is Transocean developing a common safety culture? Being an international, multicultural corporation has benefited Transocean in establishing a Transocean culture. I believe this has allowed Transocean to transcend individual cultural barriers that may be present with other companies. Because we employ so many different nationalities, a common company culture is a way to ensure that local differences do not become a barrier, but instead become an opportunity to improve operations worldwide. DOCKWISE Page 39


Synchronicity Summer 2009- Dockwise will open a new office in ASIA Text Melanie Struben

Regionally speaking, Singapore is vibrating with action. Dockwise’s announcement to open a Singapore office is part of the company’s focus to build a global network of customer relationships and geographically to be closer to the market. Singapore is a global hub for rig and ship repairs, upgrades and anything to do with offshore structures, which means everything from conversions and specialized rebuilds to newly built constructions. Home to two of the most sophisticated and busiest yards in the world – Keppel FELS and Jurong Shipyard Pte Ltd, Singapore is where many oil and gas service companies maintain logistical offices. Strategic location Located off the Southern tip of Malaysia only 137 kilometers (85 miles) north of the Equator, Singapore is considered to be the world’s most business friendly economy. Singapore’s strategic Page 40 DOCKWISE

location means that an estimated one-third of global marine commerce passes through its ports. With a population of 4.86 million, the small island is both cosmopolitan and diverse. more technically oriented Moving inconceivable structures around the world, like semi submersibles, rigs and offshore structures, is not pure sales, nor is it pure engineering. The key to Dockwise’s success will be infusing smart, innovative Engineers with creative, articulate salespeople. As cargoes grow in size and complexity, salespeople inevitably become more technically oriented. When company experts sit with clients to show them the Engineering knowhow, the conversation usually transforms into a tangible marine move. According to Jan Wolter Oosterhuis, Dockwise’s newly appointed Singapore Manager, “In this market, there is a special synergy where Engineering and Sales meet each other. An increasing number


SMART IN singapore

After graduating from Delft University of Technology in The Netherlands in 2001, I worked as an Engineer for Gusto Engineering, part of the SBM Offshore Group. Fascinated by the work Dockwise was doing, I left Gusto to work as a Project Engineer for Dockwise in 2002. After three years of Engineering, the opportunity to setup a Business Development base in Houston came into fruition. For the last four years, I have traveled all over the Americas giving presentations and introducing (new) clients, such as oil companies, drilling contractors and EPIC contractors to Dockwise’s unique portfolio of solutions.

Preview of Dockwise’s Singapore Manager

Jan Wolter Oosterhuis     This summer I will relocate my family to Singapore to open a Dockwise office, which will serve as the hub for South East Asia. The amount of offshore developments and even onshore developments in this part of the world are amazing! I am very much looking forward to submerging myself into the dynamic world of business in South East Asia.     Jan Wolter Oosterhuis Business Email address: jan.wolter.oosterhuis@dockwise.com dockwise.singapore@dockwise.com

of drilling contractors now see the advantages of dry transport of these units, which has been the result of very hard work showing both the solutions to technical challenges and proving the cost effectiveness of this method”. Address Dockwise’s position in Singapore is certain to enhance business connections at the highest

levels and in the most relevant industries. The Dockwise-Singapore base will be located at: 7 Temasek Boulevard, #43-02 Suntec Tower One, Singapore 038987, Singapore. Dockwise will be in the perfect position to foster network relationships. Although the office growth predictions are conservative, they are dependent on the business progressive. DOCKWISE Page 41


ENGINEER’S LOG Arend van der Marel Dockwise Superintendent since 2004 Age: 31

‘Working on

complex projects, such as this one,

brings me closer to the kind of operational challenges I hope to execute

in the future’ While studying as a Maritime Officer in Vlissingen, Arend learned about Dockwise. He was so impressed with the heavy marine transports, that he decided to apply for an internship with the company. In 1998 Arend knew he wanted to be a Superintendent. During his apprenticeship on board the Mighty Servant 1 where he witnessed the loading/transport/discharge of the Bingo 9000-2 semi submersible hull from Dalian, China to the Gulf of Mexico. This was also the first time he met Dockwise Superintendent, the legendary Frits Barendregt, who joined the mission as the “afzinker”. (The old-school Dutch name for Superintendent, which roughly translates into “submerger”). After finishing his education for Naval Engineering, Arend became Dockwise’s youngest Superintendent in September 2004, hired on at 26 years old.

TOMBUA LANDANA

When talking about recent impressive projects, Arend mentions the Tombua Landana project, which he most recently attended as a Superintendent. The Tombua Landana topsides were skidded onto the Black Marlin, in South Korea, and discharged off the coast of Angola. “Outsiders can easily misinterpret the complexity of these types of operations because they usually stop their evaluation when they see the operation and the equipment used.

Page 42 DOCKWISE

But when I briefly mention the logistics behind the scenes, the preparations prior to the actual operations and the diversity of the people involved and the locations of the operations across the globe, people begin to realize there is much more that meet the eye.” However, it is exactly this complexity that attracts Arend to this line of work.

CPOC Project Superintendent

Arend’s enthusiasm is contagious, especially when he talks about the upcoming CPOC floatover project (see page 10). CPOC is the first full scope project where Dockwise is managing all aspects of deck preparation, transport and installation. Arend has been assigned the job of Project Superintendent, which means he will monitor the load-out and supervise the transportation, mooring and installation activities. At 31 years old, there is not much in the heavy-offshore world that Arend can’t handle. His philosophy is to stick to the projects, learn as much as possible and understand both the technical and human aspects along the way. Since Dockwise clients are looking for safety, service and extended scope, the most important thing is to have a good understanding of what the client needs.


Next issue INNOVATION a cultural change towards growth into new markets

MASTHEAD Dockwiser is a publication of Dockwise, contact: communication@dockwise.com, www.dockwise.com, +31 (0)76-5484100 Art direction/realization: The KEY Agency Creative consult: Brnstrm Contributors: Colin Hay, Peter Caruso, Stephan van Bakel, Mike Lawson(Transocean) Joseph Albiez (ExxonMobil) Nick Romolo, Sammy Clifton & Peter Bamber (Diamond Offshore) Photography: Onne van der Wal, Flange, Klaas Slot, Robert Gofers, iStockphoto Printed by: Broese & Peereboom Worldwide offices Hamilton, Bermuda; Breda, The Netherlands; Houston, USA; Perth, Australia; Rio de Janeiro, Brazil; Shanghai, Shenzhen, China; Pusan, Korea; Lagos, Nigeria; Singapore.


www.dockwise.com


Dockwiser July 2009  

3rd quarter 2009 Headlines: - Challenging Australia, LNG boom - Dockwise expands into onshore - Safety - Clients talk about safety

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