T H E C O R P O R AT E M A G A Z I N E O F D E T N O R S K E V E R I TA S N o . 3 / 2 0 0 0
maritime safety FOCUS ON
Legislating for Safety: EU’s GEORGETTE LALIS USCG’s Admiral ROBERT NORTH Shippers benefit from E-COMMERCE A Special Report: GREEK SHIPPING
Plus: Safety in NUCLEAR POWER
ONTENTS
3
EDITORIAL
4
PROFILE
6 8
Expanding global ambitions Sven Ullring reflects on his DNV career and discusses his hopes for the future
VIEWPOINT
CEO Eivind Reiten on managing global change
32 ALIENS of the OCEAN
How shipping is facing the ballast-water threat
By the EU’s director of maritime transport Georgette Lalis
NUCLEAR POWER
OFFSHORE OIL
34 Risk-based inspection in Sweden...
How Conoco integrates contractors into its operations
36 ...and protecting the Magnox image in Britain
GREEK SHIPPING 10 DANAOS
cuts costs of container-ship operation
12 ANGELICOUSSIS fears over-regulation
13 CONSOLIDATED
Marine Management plots its future course
14 THENAMARIS
sees rewards in staff training
15 ARCADIA
Shipmanagement takes a long-term view
16 U.S. COAST GUARD
cultivates quality shipping
TECHNOLOGY 18 MV TIJUCA
Barber Ship Management puts Nauticus into a prime role on oil/ore carrier
20 MV VENUS GLORY
Pioneering new construction standards at Daewoo
22 COMPOSITES
2
30 HYDRO ALUMINIUM
DNV coordinates research into non-metallic ship structures
38 AZERBAIJAN
Location is key for West’s new oil supplier
40 STANDARD BULKERS
make for speedy ship construction
41 THRILLS WITHOUT SPILLS
Safety in the modern fairground
42 NEWS 46 LAST WORD
Graham Harris on how the Bolero system makes possible paperless transactions
47 DNV WORLDWIDE DNV Forum is the corporate magazine of Det Norske Veritas. It is published for Det Norske Veritas by DNV Corporate Communications N-1322 Høvik, Norway. Tel:+47 67 57 99 00. Fax:+47 67 57 91 60. HEAD OF MEDIA SECTION
Per Wiggo Richardsen EDITOR
Stuart Brewer EDITORIAL CONSULTANT
R.Keith Evans
PICTURE EDITOR
June Myklatun
ADMINISTRATION
Gro Huseby DESIGN
DRD DM, Reklame & Design as. PRINT
Stens Trykkeri, Norway COVER PHOTO
24 E-COMMERCE IN SHIPPING
The impact of the World Wide Web
26 FRIGATE of the FUTURE
Britain’s HMS TRITON enters her research role
28 ISO 9001 IN SWEDEN
RADIUS AB is Sweden´s first company with the new ‘year 2000’ standard
DNV FORUM NO. 3/2000
Knut Vadseth
No responsibility is accepted by the publishers for statements made by authors, nor for attributable comment. Reproduction permitted with acknowledgement of source. Copyright Det Norske Veritas 2000 Det Norske Veritas is an autonomous, independent foundation with the objective of safeguarding life, property and the environment. The DNV organisation comprises 300 offices in 100 countries, with a total of 5,500 employees.
VISIT OUR WEBSITE www.dnv.com
EDITORIAL
Expanding global ambitions Tom Virik
On what makes Det Norske Veritas ‘different from other Classification Societies’, Tom Virik suggests that its history ‘is that of a technological pioneer.’ With DNV since 1969, the newly appointed Chief Operating Officer for Maritime Industry has witnessed many changes in that time. Massive investment in information technology, expanded approval centres and a variety of new value-adding services – ‘these are key components in our strategy to further enhance DNV’s value to the international market.’ The intention of DNV is clear: to be the forerunner among Classification Societies in quality, service and safety. It has recently reorganised its maritime activities into one business unit, which will bring strategic and service development, production and marketing under a single line of responsibility. ‘We believe this will give us a better opportunity to focus on the customer services which are covered in this issue of DNV Forum.’ Prior to his new appointment, Virik spent the past seven years as DNV’s divisional manager in Asia. As an example of the forward thinking of the Asian shipping market, Asian shipowners were prompt and enthusiastic in obtaining certification to the International Safety Management Code. Virik believes that they quickly recognised that certification would be to their own benefit, helping avoid the need for prescriptive Rules and requirements which might otherwise be imposed on them by maritime authorities in the future. That this is indeed a trend is evident in two of the key articles in the following pages. Both Georgette Lalis, EU director of maritime transport – one of the most powerful roles in today’s shipping – and Admiral Robert North of the U.S. Coast Guard, emphasise that substandard ships, and their owners and Flag States, will be penalised, and responsible owners rewarded. DNV, in Virik’s words a ‘technological pioneer’, has the worldwide staff, resources and facilities to help ensure a safe and profitable future for its shipping clients and their fleets. ‘And with our new business structure in place, those clients will find our services to be truly independent, immediate and global.’
Stuart Brewer, Editor
DNV FORUM NO. 2/2000
3
SVEN ULLRING
Knowledge must flow between people and organisations – it cannot simply be gathered and stored. Information alone is not knowledge, nor can it grant wisdom or be put to use until it is properly applied.
UTILISING KNOWLEDGE
is key to a company’s success T
hese are the words of Sven Ullring, who retired from Det Norske Veritas on 25 May after 15 years as president and
CEO. He has seen the company grow from 3,250 to 5,500 people in that time, and annual turnover rise from 1,591 million to over 4,620 million kroner. Throughout, DNV has maintained its objective of ‘safeguarding life, property and the environment.’ DNV today has more than 300 offices in 100 countries, and provides risk-management services for industry worldwide. It is this international strength that has been Sven Ullring’s greatest legacy, supported by his unswerving drive to introduce the most up-to-date technology. ‘The best technology at any one moment is quickly superseded’, he believes. ‘Particularly is this true of information technology. So DNV must always be at the forefront in applying the latest technology to its business. ‘People, too, are equally vital. It is when the best people have at their command the best technology that DNV can prosper. My philosophy has always been to give our staff full responsibility – to have confidence in them so that they can develop both for their own sakes and for the benefit of DNV as a whole. Plotting the course has been my responsibility, but we succeed only if our customers trust us. So we in turn must match their expectations of both our technology and our people.’ Sven Ullring himself has been the driving force for DNV’s implementing new technology. Much of it has been developed in its own research laboratories – a feature unique among classification societies – or in close collaboration with industr y and other research bodies around the world.
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DNV FORUM NO. 3/2000
Sven Ullring, DNV president and CEO, 1985-2000: ‘Value creation in a company depends not on technology alone, but on best utilising it.’
‘Prosperity calls for the best people having at their command the best technology’
As an engineer by training, he is keenly interested in identifying
The future lies in integration
how procedures can be made better and simpler. A typical example
Developments in communications and information technology,
in the maritime world is DNV’s digital production system Nauticus,
Ullring considers, will certainly be the driving force for change
introduced in 1992 and continuously developed ever since as a
in the shipping industry, and the key to its growth and profitability.
means to enable shipowners, designers and yards to have instantly
This is equally true of ship classification.
available data on a vessel’s construction and operational history.
Knowledge the key to business decisions
‘Proper use of new technology will make possible significant economic gains through more cost-effective ship design, con-
Soon after Sven Ullring was appointed CEO in 1985, the world
struction and operation; and it will also help meet stringent
suffered a sharp fall in both shipping and oil – at that time
new demands in safety and environmental protection. And for
DNV’s principal markets. ‘So in 1990 we began developing
offshore and land-based industry, information technology will
our certification services for, primarily, land-based industries.
give companies better, more immediate access to support and
We had been classifying ships since 1864, and this is effectively
expertise. This will undoubtedly be vital to DNV’s own continued
a form of certification in which we ourselves establish the
growth in serving our industrial clients.
Rules. It was a natural progression to develop industrial certification in accordance with international standards.’ At the heart of DNV’s subsequent growth has been Ullring’s belief that knowledge-sharing is becoming the single most important factor in any company’s competitiveness. The development of people as ‘managers of knowledge’ is an integral part of this philosophy.
‘But knowledge must flow, to be of any use. It cannot simply be gathered and stored. Information alone is not knowledge, nor can it be exploited until people and organisations properly apply it. Hence the need for skilled, motivated people able to “manage” knowledge, recognise what is important, and see that it is applied. ‘So I believe the challenge in years to come will be to integrate
‘New applications of information technology, and each new
information technology, business competence and organisa-
generation of users, create opportunities for enhancing safety,
tional strategy into a whole. This synergy will create profitability
efficiency and profitability across the whole spectrum of maritime
and lasting value.’
and industrial activities. ‘So knowledge, rather than low-cost labour or raw materials, is increasingly the most important competitive factor for companies in virtually any industry, Knowledge is primarily associated
And it is safe to say that Sven Ullring’s own contribution, throughout his 15 years at DNV’s helm, has pr oved in full the truth of this philosophy.
with human experience and insight – especially knowledge for managing risk, the heart of DNV’s business. And of course a
Per Wiggo Richardsen
company’s management must motivate its entire staff to utilise this knowledge.’
DNV FORUM NO. 3/2000
5
VIEWPOINT
MANDATORY SANCTIONS: The EU´s weapon against failing flag states Few appointees could be more appropriate as the European Commission’s Director of Maritime Transport than Georgette Lalis. Coming from a Greek shipowning family, Ms Lalis trained as a lawyer specialising in international law; in 1981 she was one of the first Greek nationals to join the Commission, subsequently rising through the Department of Industrial Affairs and other key posts to achieve her present appointment in June 1998.
‘
Holder of one of the most influential posts in international shipping, the Director put her views to DNV Forum in Brussels in mid-April.
EU Maritime Transport Director Georgette Lalis: ‘Public opinion about maritime risk is becoming more critical and better informed’.
The Directorate’s principal roles, as I see them, are to help European shipowners compete on a level playing field in international terms; and to enhance maritime safety in every way possible. Our main challenge today is that public opinion in regard to maritime risk – as also in aviation and rail transport – is becoming much more critical and better informed. This is especially the case when environmental aspects enter the scenario, such as the oil spills following the Sea Empress grounding, and loss of Erika off the coast of France. We do not plan to regulate shipbuilding – but shipbuilders and classification societies must introduce greater self-regulation, and new vessel design should undergo more stringent risk assessment.
‘Technical employers cannot afford to lose the experience of professional seafarers’
The human factor in shipping is another area of concern. We must make sure not only that STCW certification is fully and reliably implemented, but that the certificates are based on real knowledge of the relevant jobs.
Vessel maintenance is a further area which the EU must take into account. A significant proportion of ship losses and incidents can be attributed to lack of maintenance, usually on second or third-hand tonnage, and too often indicative of low freight rates. Ships should be designed and built for ease of maintenance.
Mandatory sanctions to support the Rules Deciding the responsibility of any individual or organisation is difficult because of the unique, fragmented nature of the industry. Civil aviation, by contrast, is more readily monitored and regulated because of the unambiguous responsibility for airline operation and safety standards. But there is no maritime equivalent of the civil aviation authorities.
6
DNV FORUM NO. 3/2000
VIEWPOINT
Unfortunately, by virtue of their ownership structure, class societies find it difficult to convince the public and the authorities of their independence. This is a matter which IACS must continue to address most strongly.
Problems of expanding membership As the EU member states expand in number, this could pose serious and growing problems in shipping safety. Several of them have poor quality in both their Flag State and Port State functions. So the Directorate is doing a lot of ‘pre-entry’ work in helping them understand and prepare for their responsibilities before actually becoming EU members, and so meet the necessary international standards. Photo: Scanpix/AP
Loss of the Erika last December helped focus attention on the environmental consequences of ill-maintained ships.
Class the guarantor of safety ? Classification Societies, at least the leading members of IACS, should be the guarantors of safety – they have the technical expertise, people in place around the world, and above all experience. Flag States must ensure that rules are applied and met, but it is the classification societies which advise what rules are needed, and ensure that technical standards are established and upheld. The problem for the Class Societies – long recognised but difficult to solve – is the competition between them. Not all are equally reliable, and some try to attract clients by perhaps dubious means such as stressing their ‘flexibility’. There is an underlying ambiguity for Class – invested with a ‘public authority’ role, yet needing to be commercially competitive.
A professional career pattern Another challenge facing shipping, both in the EU and worldwide, is the growing shortage of well-trained, motivated ship officers and crew. At present our only weapon here is the STCW Convention, but we intend to implement this thoroughly. In October this year we shall launch ideas to try to attract people into shipping. Little remains of the old tradition of ‘a life at sea’ – the lifelong on-board career. This is especially a problem with the deepsea fleet. So we must try to make possible a job on land for everyone leaving a seagoing career after some years of service. The right career pattern could then utilise officers’ and seafarers’ skills in land-based work, but still in the world of shipping. I believe this is vitally important, since shipowners and managers, and the technical employers such as ship designers and the classification societies, cannot afford to lose the skills and experience of professional seafarers.
‘
I have high regard for the International Maritime Organisation, and this I believe should be the single worldwide authority in shipping. But at present, though the IMO can establish shipping rules and regulations, the big problem is in implementing them. Most are recommendations, not mandatory requirements. But in the EU context, we must ensure controlled implementation of regulations by the Flag States, backed up by mandatory sanctions on both the shipowner and the Flag State in the event of failure to comply. These sanctions can include fining the EU states, as approved by the European Court of Justice. We can certainly follow this approach with the current 15 EU member states, incorporating existing IMO rules into EU legislation.
As in so many areas of shipping, Georgette Lalis must take the long-term view. It is a complex industry, and change comes slowly. Sometimes it is simpler for governments and political appointees to take a short-term approach; but as in other industries she feels the main issue is to draw lessons from experience, learn from the experts, and not be over-influenced by public and political opinion. R. Keith Evans.
DNV FORUM NO. 3/2000
7
OIL PRODUCTION
A key to success ALLIANCING
CONTRACTORS Conoco’s extensive use of contractors in the U.K. Southern North Sea has resulted in significant financial benefits. Thanks to the synergies of integrating consultant experts into daily operations, the company has maximised production rates.
‘O
il
companies
have
to
change the way in which
By making use of DNV’s technical competence in solids management,
they do their work to create an envi-
Conoco has demonstrated that current
ronment for both sides to win,’ says
flow rate limits set by industry practice can
Eric Bell, General Manager - Business
be extremely conservative. It is now possible to
Development Conoco (U.K.) Limited.
double or triple oil production from the wells by assessing
‘The integration of contractors has
the risk both at the design phase and during production. The
been a successful formula for us.
system has been used not only in the SNS, but also on the
We do not see this as outsourcing
Britannia gas condensate field in the U.K. Central North Sea
our activities, but rather as an alliance
and on the Heidrun facilities in the Norwegian North Sea. It is
of companies pursuing common
planned now to use the technique on new fields in Indonesia
interests. It has brought us new
and in the Gulf of Mexico.
competence, resulting in innovation and diversity for both sides.’ Eric Bell, General Manager Business Development Conoco (U.K.) Limited
‘The oil industry must be willing to open up and let contractors
Maximising production
understand the core values that
Conoco has maximised the production
underpin our businesses’
capacity of wells in the Southern North Sea (SNS) as a direct result of developing new technology in close co-operation with its contractors.
Bridging philosophy ‘We would not have reached these conclusions had it not been
Conoco staff have worked closely with DNV for the past five
for the knowledge shared between Conoco and DNV,’ says Bell.
years to consider several technical issues as part of a strategy to
‘The oil industry must be willing to open up and let contractors
safely manage solids production and achieve higher produc-
understand the core values that underpin our businesses in or-
tion rates than were previously possible.
der to do the professional job we expect them to do.’
8
DNV FORUM NO. 3/2000
OIL PRODUCTION
Both sides to win As the oil and gas industry matures and previously marginal opportunities become commercially viable, the safe application of technical skills is becoming an important issue for the oil industry. A holistic understanding of risk to business and personnel is essential when returns on investment are tight and timescales short. In its role as a risk-management organisation, DNV is supporting Conoco in making informed decisions and getting the most from the business. The objective of the relationship is to create an environment two organisations is essential for success. Beate Viktoria Ørbeck
Pho
to c
our
tesy
of C
ono
co
for both sides to win. Total commitment and trust between the
Conoco believes that a key factor for success is commitment to the job. The oil industry is reliant upon a professional service from its contractors. It is important that all parties have an equal standing and opportunity to make decisions and to influence events. This has to be reflected in the contractual arrangements. Contractors must have access to information in order to educate their staff in the client’s core business so that everyone shares the same belief and works in the same way.
‘Integration of contractors into our
CONOCO INC. • Conoco Inc.: energy company based in Houston, U.S.A. • Active in 40 countries, with main activities in North America, South America, Europe, Africa, the Middle East and Asia Pacific • Approximately 16,000 employees
Core businesses • Upstream: discovery, development and production of crude oil, natural gas and natural gas liquids, gas processing • Downstream: refining crude oil into petroleum products, trading in crude oil and products, distribution and marketing of petroleum products • Power: development of power generation projects.
business has proved a successful formula’ New strategy In 1995, a full-scale review of Conoco’s SNS operations resulted in some staff reduction but also in a new, more effective operating system. The company created an alliance of contractors to support
Main DNV projects for Conoco in the SNS • Sand Management Strategy • Safety Case Regulation Compliance • Implementation of Verification Arrangements
its offshore and onshore operations by providing engineering,
• Focal Point/Liaison with HSE
maintenance and construction services and compliance assurance
• RBI Projects for all assets
functions. This was headed by a management team from
• Management System Development
Conoco and those alliance contractors. Main objective of the
• Pipeline Management Systems
restructuring was to minimise cost, focus attention on key business
• Marine Operations Support
drivers and achieve best practice.
• Personnel Risk Tracking Systematics
DNV FORUM NO. 3/2000
9
GREECE
The culture that is
GREEK SHIPPING The Greek-owned fleet is the biggest in the world, with 16 % of global tonnage. DNV’s office in Piraeus is involved in surveys and audits of some 370 ships belonging to 150 different shipowners, and a maritime service centre is to be opened there this autumn. In this 6-page feature written by Christine Calvert, we look into the special culture that characterises Greek shipping.
Sofoclis Digenis, newly appointed regional manager of DNV in Piraeus.
Container Express cuts costs for Danaos Piraeus-based Danaos Shipping is one of the first shipping companies to order DNV’s integrated survey programme, ‘Container Express’. Says Dr John Coustas, managing director of Danaos, ‘Already we see a reduction in operating costs. DNV is moving closer to our vision of the way a class society should operate with the service concept ‘Nauticus on board’, and currently with Container Express. Our vision of a class society is a technical advisor at the highest level, and a guide to the development of vessel technology.’ Dr Coustas confirms that Danaos has already seen some operational savings by using Container Express. ‘Even now we can meet some of our objectives by surveys at sea. This is no dramatic breakthrough for us, but it means that we will be able to do our job in a more flexible manner.’
Comprehensive training course Included in the Container Express service is a two-day introductory DNV training course for the owners’ inspection personnel, ship or shore-based. The course comprises preparations for, execution of, and documentation of inspections. Commenting on the value of training, Dr Coustas says: ‘The greatest advantage of Container Express is that it increases the awareness of our own personnel regarding the structural condition of the vessel. It’s not a question of our people just keeping a ship well maintained, but also being trained to spot problems more quickly. So DNV’s training course is extremely important. You can never lose by developing people through knowledge. Transferring knowledge also creates stronger ties between our companies.’
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DNV FORUM NO. 3/2000
Dr John Coustas, managing director of Danaos.
Surveyors at the ready
Container Express at work
Says Dr Coustas, ‘With DNV’s international network, we can get
Container Express is a new DNV service which offers an inte-
a surveyor whenever we need one. We have never suffered delays
grated survey programme, harmonising class surveys with the
through lack of a surveyor. To us, getting good advice for temporary
owner’s own inspection and maintenance schedule. The new
repairs quickly matters much more than, say, for a bulk carrier
service is based on modern technology, and takes into account
operator.’
the container carriers’ strict operation schedule.
One of the most important features of Container Express is that each container carrier will have one or more DNV surveyors specially assigned to follow its operation. In addition, there will be specially trained hub surveyors located at 10 major ports, all
It will be provided to ISM-certified container ships of above 1000 TEU capacity with a planned inspection and maintenance system in place.
working together in a network. This enables a quick and accurate
The concept of Container Express is built around knowledge-
response, supported by an international Helpdesk and ad-
sharing and knowledge management, and includes:
vanced IT solutions, ensuring a high level of service at all times. Comments Dr Coustas, ‘Like DNV, Danaos caters to a challenging
• A training pr ogramme to increase awareness of the shipowners’ personnel.
market segment that is willing to pay for good service. When it
• A dedicated DNV surveyor: Every ship using Container
comes to future challenges, Danaos has but one, and that is to
Express will have surveyors specially assigned by the
predict the future.’
shipowner and DNV. • An inter national helpdesk: Situated at DNV’s headquarters to provide 24-hour advice and trouble-shooting. The service includes DNV attending docking surveys and taking care of problems, while the ship operator carries out continuous inspections. By enabling integration between the shipowners’ own inspection routines and mandatory class surveys, Container Express will help facilitate cost-effective operation of container carriers.
DNV FORUM NO. 3/2000
11
GREECE
An over-regulated world Christos Kanellakis, president and director of Angelicoussis Group Shipholding Ltd, foresees consolidation in the bulk-cargo industry, among shipowners and possibly among charterers. ‘The creating of pools has already started,’ he explains. ‘Consolidation is more difficult in the chartering market, but on the other hand merging in the industrial sector has become a trend. Pooling is a good idea, but it depends on how structured the pool is, on the quality of people and the success of the synergies.’ The past year has seen a consolidation in the Greek shipping industry. Mergers and co-operations have become a trend among shipping companies, especially in tankers and bulk carriers. Strategic alliances help promote economy of scale and market dominance. Regarding newbuilding, Kanellakis says that we still see a buyer’s market (as of April), with pressure on prices, but that prices are on their way up. ‘The shipyards have covered berth availability for large vessels well into 2002. Smaller shipyards are still offering a few 2001 slots for panamax and handysize vessels. During the past six months, prices have increased by up to 10 %. Now the growing orderbook in China could exert a downward pressure on newbuilding prices.
‘The most important challenges for a shipowner in the future will be quality operations, fleet renewal and a decent return on investment’ - Christos Kanellakis, president and director of Angelicoussis Group Shipholding Ltd
‘To support us in our business, we expect quality consulting
Kanellakis questions the continuing increase of the regu-
services for newbuildings and cost-efficient surveying for ships
lator y burden on shipowners. ‘I personally believe that ship-
in operation from the classification societies. If the class societies
ping is becoming over-regulated. The uncontrolled prolifera-
take responsibility for ships being better constructed and better
tion of regulations imposed by governmental authorities, as
maintained, maybe more accidents can be avoided. I especially
well as private forums, has incr eased the operating costs of
regret that there is no commonality between the various class
shipping substantially and unneccessarily.’
societies’ rules.’
Regulatory burden ‘The most important challenges for a shipowner in the future will be quality operations, fleet renewal and a decent return on investment. But we are living in a competitive world, and unless Greek shipping gets some support from the Greek government, we are going to see even more structural changes in the market, with a further slump in Greek tonnage.’
12
DNV FORUM NO. 3/2000
GREECE
Navigating for the future ‘We need a class society for support – to navigate through the challenges in the years to come,’ agree Diamantis Manos and Alan Lowry of Consolidated Marine Management Inc (CMM). ‘We see ourselves as the centre of a wheel, but we are only as good as our suppliers.’
‘Skilled people are our future’: CMM’s Alan Lowry, technical director, and Diamantis Manos, operations director.
‘We look towards class expertise to interpret and apply changing rules and regulations,’ says Lowry. Adds Manos, ‘Class already knows the level of commitment of the owners it is dealing with, in applying strictly the international rules and standards in force. On the other hand, class societies are the main part of the responsibility chain among all those involved in shipping and therefore should exercise their influence to apply correctly the rules to maintain and improve maritime safety. We do not need new regulations, but correct and practical application of the existing ones across the board. The dissemination of information is also an important class service. DNV’s “Nauticus on board” combines both knowledge sharing and knowledge management.’ The DNV service concept ‘Nauticus on board’ collects knowledge in one place and makes it available through DNV
Retaining staff is vital CMM claims a young, competent staff. Both Lowry and Manos feel that times have changed as regards the way shipowners run their business. In general, both industry and ships are more complex. Traditionally, competency has been linked to practical know-how, but now many young people are more geared towards an academic career. Says Manos, ‘We place emphasis on employing young people and training them well. Our challenge is to make them stay on with us. This depends on company policy, because they have to see a future with the company.’ Adds Lowry, ‘Skilled people are our future, and we must ensure a balance between ship-based and university-trained staff.’
Exchange Nauticus and person-to-person contact throughout DNV’s worldwide network. This means that the same informa-
Nauticus on board:
tion is available to owners and managers, and to DNV staff. So
The new class service concept
problems are solved and decisions made in a more efficient way. ‘DNV Exchange Nauticus’ is the class management tool sup-
• DNV’s Nauticus on board reflects how we accumulate, process and share our maritime knowledge and experience with our customers worldwide.
porting the Nauticus class notations. It allows owners access to
• It enables our network of surveyors to communicate directly to
the DNV knowledge base, including 3D graphic models, as well
DNV’s knowledge base, and to store information about a ship’s
as decision-support tools such as steel weight calculations, coat-
design, construction and operation.
ing area calculations and machinery condition reports. Comments Alan Lowry, ‘DNV well exploits this knowledgesharing concept – but I believe that DNV will have to work even
• The knowledge base is accessed through a private, dedicated and secure network. • Thus the results of evaluations and analyses are easily accessible
closer with its clients, though still maintaining its independ-
to shipowners and managers in the decision-making process
ence as a class society and rule keeper. Shipowners will demand
throughout the ship’s life.
more from the class societies as regulations proliferate.’
DNV FORUM NO. 3/2000
13
GREECE
Stirring an old-fashioned industry Enhancing attitudes ‘To achieve our quality targets and accelerate our improvement pace,’ he says, ‘we need to transmit vision, sensitivity, awareness and skills to everybody on board and ashore. Upgrading the knowledge and attitudes of 2,000 people needs a massive effort in professional refreshment and training. ‘The educational resources, both in Greece and in the countries of our training centres, are limited. The standard courses Director Emmanuel Vordonis of Thenamaris Ships Management Inc. Staff of Greek ship-manager Thenamaris Ships Management Inc. recently completed a communication course with DNV entitled ‘Train the Trainer’. The course gives both new and experienced trainers or presenters help in creating, understanding and promoting their messages in meetings and sales and training
offered are rather dry, unfocused and uninteresting. We need to customise training to our own priorities, needs and people. Preparing and upgrading our own internal trainers becomes an important target.
‘We need to customise training to our own priorities, needs and people’
events. ‘The DNV course was dense and well structured in terms of Experience shows that presenters who are confident and struc-
content, methods and presentation, We will repeat similar exercises
tured, and who involve their audience, are more likely to create
in the future.
acceptance for the messages they need to impart. ‘I feel that in an industry which is rather old-fashioned in terms The company’s executive director Emmanuel Vordonis claims
of management and activation of its human resources, the ex-
that Thenamaris has enriched its internal staff-training pro-
perience of organisations from other industry sectors, as is the
gramme with a course aiming to enhance communication skills
case with DNV, can contribute a lot through cross fertilisation
and give more presentation and training tools to its staff.
in what is being offered to us.’
14
DNV FORUM NO. 3/2000
GREECE
Tradition – and luck – at work ‘Shipping is today one of the most demanding industries,’ says Vassilios Yiarimoustas, managing director of Arcadia Shipmanagement Co Ltd. ‘There are two kinds of shipowners in Greece: the traditional family shipping companies, which have been in shipping for many years and are aware of the problems and prospects of the fuDNV´s ‘Train the Trainer’course gives both new and experienced trainers help in creating, understanding and promoting their messages.
ture, and other companies which are just looking for quick profits.
Vassilios Yiarimoustas, managing director of Arcadia Shipmanagement.
‘In Arcadia, we are planning on a long-term perspective and we don’t expect returns within a month or a year,’ he says. ‘A shipping company must have long experience, corporate discipline in
A vision of the future The management structure of Thenamaris is designed to encourage and guide problem solving, personal initiative,
how it works, and be committed to the business of shipping. I personally think you also need a lot of luck.’
says
There is optimism in the Greek market. The Greeks have
Vordonis. ‘Managing a fleet of ships around the world requires
placed 17 % of this years’ contracted tonnage, maintaining
teamwork, creativity and commitment across the board. Every
their dominant position in the international newbuilding market.
innovation,
co-operation
and
creative
teamwork,
aspect of the system – the ships, the software and the people – means little in isolation. All elements must come togeth-
Fleet flexibility
er through better communication.
Arcadia itself is expanding, and will proceed further with more
‘The three major challenges are, first, to preserve the high
Says Yiarimoustas, ‘Our fleet will soon consist mainly of new-
standards of our services and continue to improve in all sectors
acquisitions, concentrating on medium-sized bulkers and tankers. buildings, and some young, carefully selected second-hand vessels.
of hardware, software and our people. Standardising safety and
We aim for fleet flexibility.’
efficiency, under any circumstances and around the world, is a
Greek shipping nowadays is an extremely competitive market,
major challenge requiring constant effort and continuous progress. Second, we must identify the changes taking place, not only in our narrow sector but also in the wider environment in which we operate. ‘The third step will be to turn the plan into reality and implement it successfully through infrastructure and people who share the same vision and commit themselves to it.’
and Yiarimoustas emphasises the necessity of a combination of high-quality modern ships with a well-trained crew. ‘We are working in an environment with a complex regulatory frame. Nowadays masters, officers and crew are required to have detailed knowledge of electronics and computers and a great number of new regulation requirements. Technological progress is too fast, yet the availability of qualified seafarers is declining. Quality training of crews and office staff has become a crucial factor for efficient and safe operation of ships today.’
DNV FORUM NO. 3/2000
15
SHIP OPERATION
U.S. Coast Guard cultivates
QUALITY SHIPPING IN SUMMARY • Port state control authorities are recognising the importance of targeting substandard vessels. • Prioritising the inspection effort can favour quality operators. • Greater availability and transparency of shipping data is critical in the drive to improve quality standards.
R
The United States Coast Guard is taking the lead in rewarding the quality ship operator and targeting sub-standard tonnage. In this interview with DNV FORUM, Rear Admiral Robert North, Assistant Commandant for Marine Safety and Environmental Protection, sets out the service’s goal of promoting quality shipping and the initiatives being developed to support its Qualship 2000 programme.
ear Admiral North emphasises the importance of the chain of responsibility that underpins best practice in
shipping: ‘As envisioned by the International Safety Management (ISM) Code, the strongest and most important role in quality shipping is that of the owners and operators. Next the Flag States, classification societies, charterers and insurers play a significant part in ensuring that vessels are maintained properly. They are followed by the safety net of the Port State and its examinations.’ The contributions that a Port State control authority can make to assist the process are summarised by Admiral North as partnering; transparency; recognition of and rewards for quality; continued implementation of the ISM Code and the revised Standards of Training, Certification and Watchkeeping Convention (STCW); and holding the entire chain of responsibility accountable.
Include the charterer The USCG’s analysis to date shows that 15% of vessels visiting United States ports are at the higher quality end of the ship operations spectrum. Criteria for describing these ships are being established so that the time saved by not inspecting them can be effectively re-allocated. Admiral North hopes that the criteria will also embrace charterers and multiple charterers. ‘We would need a pre-arrival notice to obtain information on
Recalling the discussions at the last Mare Forum (the international
charterers, but to start with we would need to make an Advance
ship safety conference), Admiral North says that substandard
Notice of Proposed Rule Making to gather comments on the
shipping was defined as that tonnage identified to be at higher
concept. We would be the first Port State control authority to
risk. ‘So we must put more time into identifying ships at higher
add this dimension, and I have received a positive response
risk and targeting them.’
from the industry.’
The development of ever-more advanced matrices for identifying
The debate at Mare Forum and other shipping conferences is
the vessels at risk is making the USCG more effective in its
that quality operators would be rewarded by the number of
capacity as a major Port State control authority. The USCG is
vetting inspections being reduced. Fewer port state control in-
pioneering new techniques, but equally it is adopting best practice
spections would be a step towards this for operators meeting
from other leading initiatives around the world to achieve a
the quality criteria. The USCG is also encouraging greater
coherent strategy. The overall programme which embraces the
transparency. Vessels whose flags of registry, for example, make
owner, flag state, classification society and vessel performance
their regulatory regimes more transparent by submitting their
history is known as Qualship 2000, and is due to be implement-
flag state self-assessment forms to the International Maritime
ed by January 2001.
Organisation (IMO) might expect less attention.
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SHIP OPERATION
Admiral North is keen to provide incentives to reward the quality players. ‘A reduction in port fees has some potential; I also like the Green Award scheme as established in Rotterdam.’ Fundamentally it is the prospect of less intrusive port state control and disrupted business that would provide the greatest incentive. Admiral North points to the marked decline in detention rates in U.S. ports over the past three years as evidence that operators are embracing the quality message. ‘Steps to prepare for the ISM and the STCW have had an impact on reducing detentions, with only 30 in the past two years related to ISM non-conformance.’
U.S. Coast Guard Admiral Robert North believes in rewarding quality vessels and their owners. International Response Fallout from the Erika tanker disaster has also exercised Admiral North and the Coast Guard. ‘Some people are looking at regional solutions to the issues raised. We would prefer to see any action taken at an international level.’ He is cautious about the notion of a European version of the unilateral legislation, the Oil Pollution Act of 1990 (OPA 90), which imposed stricter requirements on all tankers trading in United States waters. Although OPA 90 was prompted by the Exxon Valdez oil spill, the act codified a lot of existing legislation and gave a more equitable basis for penalty levels. ‘We should look to the future risk and not back to ten years ago. Continued regional approaches just drive bad performers some place else.’ The USCG is willing to co-operate with other quality initiatives and international data sharing. At the IMO’s Marine Safety Committee meeting in May this year the United States expects to sign the memorandum of understanding concerning the Equasis database, originally a European project. ‘I believe the potential for Equasis is very good,’ says Admiral North, ‘I hope it can be expanded further and integrate other regional databases. Overall improved Port State control around the world should make it more difficult for substandard vessels and give quality operators the rewards they deserve.’
Eric Beech
DNV FORUM NO. 3/2000
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TECHNOLOGY
Barber on the information highway Information and computer technology is helping shipowners and operators to construct, operate and maintain their ships more efficiently, and facilitate better communication with classification societies. DNV’s wide-ranging Nauticus software system allows for total integration of all aspects of a ship over its lifetime. Access to this information from an operator’s side is about to be put into practice on the 310,000 dwt ore and oil carrier Tijuca, managed by Barber Ship Management.
‘O
ne of the major challenges facing ship managers is to integrate the resources and competence on board, in the ship management office and at the classification societies; to improve the operation and maintenance of the ship; and to meet demands for safe operation,’ says senior vice president Knut L. Arnesen of Barber Marine Consultants (BMC). Arnesen believes that ship operators stand to gain significant economic and safety benefits from expanding the application of information and computer technology throughout the industry. Increased availability of information about a ship’s condition helps to reduce maintenance costs and provides the operator with a better basis for decision making, enabling him to make the right decisions at the right time. This view is shared by BMC’s design group manager Geir Fagerheim, who believes ‘better information flow between the ship operator and classification societies can raise the efficiency of inspection and control routines, while closer links with the yards can further improve efficiency.’
‘Better information flow between the ship operator and classification societies can raise the efficiency of inspection and control routines,’ agree Barber´s Knut L. Arnesen (above) and Geir Fagerheim.
Access from the operator’s side to the information from the Nauticus system will now be tested on Barber’s VLOOC Tijuca - providing a real case for how this may be utilised in Barber’s shipping operations, according to Fagerheim. Barber, the management arm of major Norwegian shipowner Wilh.Wilhelmsen, has full or partial responsibility for 195 vessels; its main offices are located in Kuala Lumpur.
A lifetime picture The Nauticus system is centred around a product model, i.e. a database that contains all the relevant data on a ship. Apart from the definition of the hull, with its geometry, data on all the strength elements is included, supplemented by all information gathered throughout the ship’s lifetime. Eventually, equipment and engine data will also be added. The system encompasses the results of surveys, continually enhanced with pictures, thickness measurements, state of the paintwork and, for example, damage to the hull. All this information, taken together, provides an overall picture of the ship’s state and may be accessed by all relevant parties, including ship managers. Access from the operator’s side takes place through the software system DNV Exchange Nauticus, which can also be used to plan and monitor surveys.
Photos: Kim Larsen
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DNV FORUM NO. 3/2000
Through DNV Exchange Nauticus, owners and operators may further access a library of digital drawings as well as a full 3-D graphic model. This may be utilised for decision support services such as weight estimation for steel renewal and coating area estimation, contributing to more exact and optimal cost estimates, as well as better planning of maintenance and repairs.
Photo: Kim Larsen
‘All the elements in a ship’s hull are viewed through a 3-D Graphic Model, which provides a complete picture of the hull structure,’ says Barber’s project member Gaute Teigen.
Barber’s Oslo office has contributed to the development and testing of this new system during the past eight months, and will now evaluate it for practical use on the Tijuca over a six-month period. This also includes training for both ship crews and for onshore staff in using the new technology. Knut Arnesen says it is important that the system produces workable solutions that can be applied by ship operators, yards and class society. ‘Our aim is that we will apply this new technology on more of our vessels to further improve our competitiveness.’
Tijuca will be Barber’s first ship to carry out full-scale testing of the DNV Exchange Nauticus system.
Stuart Brewer
DNV FORUM NO. 3/2000
19
TECHNOLOGY
Gulf Marine Management’s tanker Venus Glory, newly delivered from Daewoo shipyard in Korea, is the first vessel to carry the DNV class notation Nauticus (Newbuilding, Operation). This means that the ship has been entered into the Nauticus information database, and a 3-dimensional graphic model has been created. The information database will follow the ship throughout its life, and be available for the shipowner or operator at any time, anywhere, through the Internet.
VENUS GLORY
Actively using Nauticus Hull at the design office: Seog-Jin Oh, deputy section manager of hull design (sitting) and Seong-Ki Kim.
pioneers Nauticus class I
t is no coincidence that the first vessel with Nauticus class
Nauticus newbuilding
notation has been delivered from Daewoo - the long-term
The Nauticus newbuilding notation means that the vessel is
relationship between DNV and the yard is based on mutual
built according to this newbuilding standard. It signifies that
trust and recognition. Daewoo’s Okpo Shipyard is located on
the vessel’s strength has been verified by finite element analysis
Koje Island, on Korea’s south coast. Some 35 to 38 vessels are
and extended fatigue calculations. The Nauticus Hull software
delivered yearly, placing Daewoo among the world’s leading
programs are used for the design calculations, and a 3-D
shipbuilders. DNV has actively been working with Daewoo
information database is created for the vessel. This database is
since the beginning of the yard’s shipbuilding activities in the
continuously updated during design, construction and operation.
late 1970s. Venus Glory’s second Nauticus notation, ‘Operation’ gives the Today we are visiting the yard with Øystein Goksøyr, responsible
owner or operator of the ship access to the Nauticus information
for Nauticus sales support at DNV’s Pusan office. We tour the
database. Examples of data available in the database are the 3-D
impressive yard, site of the world’s largest dry dock, 530m long.
graphic model of the vessel, electronic drawings and survey reports, re-coating calculations, steel replacements and repairs.
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TECHNOLOGY
With Venus Glory at Daewoo: from left the yard’s Young-Taek Kim, Øystein Goksøyr from DNV in Pusan, and Seong-Ki Kim, deputy manager for one of the hull design teams.
Practical application at Daewoo Ship design underpins the performance of any shipyard. Daewoo is no exception, and its design department has some 600 employees. The design organisation is in two divisions: one for hull design, the other for outfitting design, under the control of Moon-Kyu Lim, Daewoo Senior Executive Managing Director. Design department manager Seony-Ki Kim is an experienced user of Nauticus Hull. Switching on the workstation computer at the yard he demonstrates the use of the program. He is particularly pleased with the Nauticus Hull Rule Check program package. Even vessels not built to DNV class are checked with this package at Daewoo. Other Nauticus features are also
The 3-Dimensional Graphic Model is the Nauticus-generated 3-D
utilised, such as finite-element and hydrodynamic analysis programs.
model of the vessel. During the newbuilding phase the model is used as basis for finite-element and rule check analysis. In the operational phase it acts as information carrier for the Nauticus database. Nauticus Hull is a software program used for examining the hull design according to DNV’s rules for structural strength. Finite Element analysis is used for direct strength calculations of the ship’s cargo area, with clearly defined loads and acceptance criteria. Goksøyr explains all this simply: ‘Nauticus gives the best foundation for a life-cycle approach to ship construction and operation. We work closely with Daewoo on Nauticus, creating a win-win situation for all involved - the yard, the shipowner or operator and DNV.’
Nauticus for the future DNV has invested heavily in software and IT solutions and this is now starting to pay off. The new ‘Nauticus on board’ program delivers our class services for the future. DNV has redefined the value of ship classification by putting its accumulated knowledge and employees’ competence into Nauticus. This makes it more than just an IT-system – it is DNV’s new maritime culture. Venus Glory signifies a new age in shipping. It is the age of instant input and feedback anywhere and at any time. Nauticus will further enhance safety at sea as well as ensure peace of mind for the shipower. Magne A. Røe
DNV FORUM NO. 3/2000
21
MATERIALS TECHNOLOGY
DNV coordinates research into
COMPOSITES Shipbuilders’ and owners’ involvement in research projects, and thus a focus on the shipbuilding industry’s real needs, places emphasis on the most practical technology. Solutions are found faster than if research was done in isolation from industry, and are more likely to be cost-effective and realistic in a shipyard environment.
T
he British shipyard Vosper Thornycroft (UK) Limited, participates in the European research projects Bondship and Euclid RTP 3.21, both co-ordinated by
DNV. The first is primarily concerned with the bonding of aluminium superstructures on civil vessels, while the Euclid project addresses naval applications of composite materials. Vosper Thornycroft designs and builds vessels in steel, aluminium and fibre reinforced plastics (FRP). This ability to select appropriate materials for particular applications takes into account the need to achieve a balance between cost and performance. Working with such a wide range of materials also means it is important to sustain continuous effort in research and development, to maintain competitiveness at the forefront of naval technology. ‘We have been working in composite materials since the late 1960s, and we built the
‘We have been working in composite materials since the late 1960s,’ says Vosper Thornycroft’s chief structural engineer Alan Dodkins.
world’s first FRP ship, HMS Wilton, in 1972,’ says Alan Dodkins, who has been chief structural engineer at the yard since 1988. He manages the Structures Design Group, comprising 16 engineers, and is responsible for the structural integrity of all Vosper Thornycroft ships.
Experience in composites Over the years the yard has built 11 Hunt Class mine countermeasures vessels and 15 Sandown Class minehunters. By the end of 2001, it will have delivered 30 FRP vessels. The company’s role in the Bondship programme is to co-ordinate a work package to design and build a demonstration patrol vessel superstructure. Working closely with other industrial and research organisations, a wider role will be to develop design guidelines and production procedures, which will benefit the European shipbuilding industry in the future.
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MATERIALS TECHNOLOGY
Vosper Thornycroft’s input will encompass: • Size of fabrications possible in a single bonding operation • Handling of partially complete structures within the yard • Requirement for jigs and tooling • Accuracy control of joint geometry and 3D structures • Surface preparation methods • Shop climate control • Practicality of post-curing methods • Quality control and NDE techniques • Special skills required of the workforce • Bonding of dissimilar materials ‘We will be applying our collective experience with adhesively bonded aluminium and FRP structures to ensure that solutions are as reliable and cost-effective as possible,’ says Dodkins. Ships built in recent years at Vosper Thornycroft include patrol craft, fast strike craft, minehunters, corvettes and frigates.Here is a U.K. Customs 34m cutter with aluminium superstructure, which will form an application case for Bondship.
‘Collaboration in NATO helps avoid duplication of effort’ In the Euclid project, Vosper Thornycroft will be undertaking design and production engineering of joints, and fabrication of test panels and structures for testing by the other partners. The areas of prime importance are composite/composite and composite/steel joint design, and fire performance of composite structures. ‘Such large test projects are an expensive undertaking for a single country in these days of shrinking defence budgets, so collaboration with other European NATO Alliance countries makes a great deal of sense and should avoid duplication of effort
BONDSHIP • Bonding of lightweight materials for cost-effective production of high-speed craft and passenger ships • Aim: To introduce adhesive bonding as an industrial process into shipbuilding using lightweight materials • Main activities: design, modelling and testing of joints; acceptance and qualification of joints, application cases for cruise ships and patrol craft
and “re-inventing the wheel”,’ Dodkins explains.
• 13 partners from seven European countries,
Vosper Thornycroft built the FRP-hulled trimaran Cable &
• http://research.dnv.com/bondship/
co-ordinated by DNV.
Wireless Adventure, designed to DNV Rules, which in 1998 gained the record for circumnavigating the world by a powered vessel, with a time of 74 days. Another vessel, by far the world´s largest powered trimaran, RV Triton, was launched at Southhampton on May 6th this year.
EUCLID RTP 3.21 • Survivability, durability and performance of naval composite structures • Aim: To strengthen the technological basis for large-scale application of composite materials to naval vessels and
Dodkins emphasises that shipbuilders’ and owners’ involve-
structures
ment in research projects is vital to ensure the results are
• 23 partners from six European countries, co-ordinated by DNV
achievable in practice. ‘But it is equally important to the marine
• Funded by the Ministries of Defence in the participating
industry that classification societies have a central role in such projects.’ By being involved from the beginning, DNV has helped to assess any risks in the new technology and to gain approval for its application. Eva Halvorsen
nations, and investment by the partners of the industrial consortium • Follow-on project to the successful project Euclid RTP3.8 – Composite Structures: Naval Application Technology, 1993-98, also led by DNV. • http://research.dnv.no/euclid_rtp3.21
DNV FORUM NO. 3/2000
23
BUSINESS
The World-Wide Web FAD OR FUTURE?
In an exclusive interview with DNV Forum, Andreas Sohmen-Pao, vice president of World-Wide Shipping, gives us his thoughts about the impact of e-commerce in shipping.
Andreas Sohmen-Pao believes the internet, and e-commerce in particular, are giving business evolution a radical twist.
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BUSINESS
‘T
he internet is here to stay - even high-profile sceptics in the business world have become so enthusiastic that
one gets the feeling that the world has lost its mind. Twenty million dollars for a one-man business plan? One billion dollars for a company with revenues of a few hundred thousand? A six monthold company buying a US$38 billion telecommunications giant? These stories have become as commonplace as the realisation that the hype will come down to earth at some point. Dramatic declines have already started. This prompts the question
tion costs today, and the high unit cost of many shipping purchases, it is unlikely that buyers will pay a significant commission just for the transaction efficiencies offered by internet sites. ‘Where real value can be created is in consolidated purchasing, where larger volumes allow suppliers to bring down unit costs and offer volume discounts. This is by no means straightforward - issues like guaranteed minimum volumes, uniqueness of
- what will our world look like after the dust has settled?
parts, quality control, on-time payment, will all need to be
‘Many people in the maritime industry speak of a world where
helped by its independence from any one industry player - which
all chartering takes place online, where purchase requisitions
provides neutrality and speed. At the same time, the company
move electronically from ship to office to supplier, where brokers
enjoys significant industry support through minority stakes,
disappear, companies are downsized, and prices are slashed.
which should provide a ready supply of buyers and sellers for
This is as likely to happen as cinemas were likely to be replaced
the marketplace it is establishing.’
addressed. In tackling these issues, a company like Onesea is
by television. Pricing will become transparent and buying clubs will put pressure on margins, although these can be offset by cost savings achieved through consolidation and increased volumes.’ Sohmen-Pao believes the internet will facilitate direct communication between buyers and suppliers, but this should only relieve intermediaries from mundane, repetitive tasks, enabling them to spend more time on value-enhancing analysis and decisionmaking.
Self-regulation Apart from the transaction efficiencies that businesses like Onesea will bring, Sohmen-Pao believes the shipping industry should also be prepared for other effects of increased information flow. ‘The behaviour of companies will become increasingly transparent as their activities begin to take place online. Trading histories will show up companies which are systematically late with payments. Those which consis-
Threat or opportunity ? Explains Sohmen-Pao, ‘Just as machines freed humans from pushing widgets in the factory, so modern technology should free us from pushing paper in
‘For companies which fail to embrace change, the future looks frightening’
tently fail to meet industry standards for quality should become visible at the click of a mouse. This is a development that should be encouraged, since it will provide an effective means of self-regulation for higher standards. And there
the office. But for companies and individuals who fail to embrace change and upgrade their skills,
may be little comfort for those who refuse to participate in such
the future looks frightening. No-one knows where the internet
systems, because it may on the one hand raise questions about
will lead us, nor which ventures will succeed or fail. Yet as a
their reasons for not participating, and on the other hand deny
Harvard Business School professor recently stated: “Change is al-
them the opportunity to enjoy the cost-savings and marketing
ways a threat if it is done to us. It is an opportunity when it is
power that these technologies provide.’
done by us.” At World-Wide Shipping, we have embarked on a major technological upgrade, accompanied by the requisite training. We are also helping to shape the way in which we transact business in future through active participation in an internet
Sohmen-Pao believes that, ultimately, the scope of applications for which the internet can be applied in shipping is as wide as
venture called Onesea.com’
our collective imaginations will allow. ‘As many have observed,
Onesea aims to become a leader in the provision of maritime
than ever before. Whether it is just about communicating more
services over the internet, and has been developing technology
efficiently with colleagues and partners or providing video
for both procurement and chartering, as well as other related
feeds directly from ships for inspection, whether it is about buy-
services. Maritime procurement is a market with many buyers
ing a thousand litres of red paint or sourcing the entire crew
and suppliers spread over the globe - ‘a perfect target for using
for a vessel, the internet as a facilitating medium for doing busi-
the internet,’ says Sohmen-Pao, but given relatively low transac-
ness is here to stay.’
the internet has essentially enabled ideas to be realised faster
Stuart Brewer
DNV FORUM NO. 3/2000
25
SHIP DESIGN
TRITON
Fighting ship of the future The world’s first large, powered trimaran, Triton, was launched on 6 May, provoking much interest from the leading naval powers. The 1200 grt research vessel has been commissioned by the United Kingdom’s Defence Research and Evaluation Agency (DERA) as a two-thirds scale frigate prototype to investigate the feasibility of its basis as a future combat vessel design. The £13 million project offers great promise for future naval trimarans.
T
he idea of using trimaran designs for warships was first explored by a research team at University College, London in the late 1980s. Further analysis by
DERA established that the trimaran’s slender hull form would give about a 20% reduction in resistance compared with an equivalent monohull, and that this would permit a reduced machinery fit leading to lower lifetime costs. The side hulls would offer better stability, and the ability to mount above-water sensors high up, providing earlier detection of incoming missiles; the configuration also offered 40% more deck area for weapon fits and helicopters. These findings were sufficient to justify the construction of a seagoing demonstrator to assess any risk areas, and structural and seakeeping performance. DERA issued invitations to tender for Triton in July 1997. United Kingdom naval shipbuilder Vosper Thornycroft (VT) was chosen to design and build the 100 m-long demonstrator. VT in turn selected Det Norske Veritas to provide classification services because of the experience DNV had already amassed with its classification of high speed craft, and the introduction of DNV’s Rules for classification of High Speed Light Craft and Naval Surface Craft. Although DNV is accustomed to classifying new and novel ship designs, the size of a new trimaran such as Triton called for special consideration of design loads, sea-keeping behaviour and structural response.
Mathematical modelling In addition to the normal plan approval process, the Triton project required additional input to the yard from DNV’s Advisory Services in Oslo. A major contribution was the carrying out of mathematical simulations using DNV’s hydrodynamic software SWAN. This computed 3-dimensional flow around the vessel, free surface elevation and pressure distribution on the hull. Classification and advisory services were co-ordinated through DNV’s London offices.
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SHIP DESIGN
The vessel has been constructed in steel to commercial standards and can be scaled-up to naval engineering standards. The side hulls are each 34.2 metres in length and the vessel’s overall beam is 22.5 metres. The diesel-electric propulsion system consists of two Paxman main generators supplying a 3.5MW electric motor driving a fixed-pitch propeller on a single centreline shaft. A 350kW electric motor drives a fixed thruster in each side hull. Triton is capable of reaching 20 knots and has a range of 3000 nautical miles. Her prime task is to act as a research facility, and to this end the ship provides 47m2 of laboratory space. The trials instrumentation system has 560 channels and is being provided by the United States Department of Defense Naval Surface Warfare Center. Rob Heather is Vosper Thornycroft’s technical director for shipbuilding. He says, ‘Close working relationships were critical if the very tight timescales were to be met and the project kept on budget. VT has been able to use new procedures such as large scale pre-construction outfitting to meet the contract requirements.’ This meant the use of megablock construction, the largest section weighing 200 tons. When launched Triton´s outfitting was 97% complete, the highest proportion so far achieved before launch.
Nine years of trials The ship will be handed over to DERA on 31 August for the start of three sets of trials. The Phase 1 trials will last until March 2002 and are aimed at de-risking the hull form, confirming the general naval architectural performance, and recording structural loading data and seakeeping behaviour. Phase 2 provides the opportunity for Triton to be chartered for trials of ‘emerging technology’ equipment, from masts to composite shafts. The final phase will commence after a mini refit in 2004, which will include enhancements to the trials capabilities of the ship. Triton is a DERA-owned trials facility, and to justify the procurement of the ship a business case was prepared which showed that costs could be paid back over a nine-year period through its charter for trials to external clients. DERA’s applied research supports the future requirements of the U.K. Ministry of Defence. The results from the forthcoming trials will be critical in assessing a trimaran design for the Royal Navy’s Future Surface Combatant vessel. Indeed, Triton has been described as the most significant advance in warship hulls since the advent of the Ironclads. It is no surprise, therefore, that Bob Short, DERA’s trimaran programme manager, says, ‘We feel we are working with the navies of the world constantly looking over our shoulder.’ Photos courtesy of Vosper Thornycroft
Eric Beech
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CERTIFICATION
‘Customer satisfaction’ is a priority in
NEW ISO 9001 STANDARD
The new ISO 9001 standard now coming into force is revolutionary in character, in that its main focus has been switched from product to customer satisfaction. DNV Forum reports on the status of the first company in Sweden audited against the new standard.
‘I
mplementation of the new standard has given us a solid structure enabling us to focus on highquality services for our customers,’ says Hans Ottosson, CEO of RADIUS Sweden AB. ‘We have experienced better internal flow of work, fewer failures and greater customer satisfaction.’ The company produces a wide range of digital radio equipment. Revision of the old ISO 9001: 1994 standard recognises the need for new and more effective means of competing in a deregulated international market. It provides for a pro-active approach towards the customer, and highlights the values of process flow and continual improvement of business performance to ensure customer satisfaction.
‘RADIUS Sweden AB has experienced fewer failures and higher customer satisfaction,’ says Hans Ottosson, CEO.
Swedish pilot study RADIUS Sweden AB is a supplier of digital radio communication and automation software and hardware for power distribution networks, integrated into switches, remote control, data radio and automation. Customers are mainly power distributors and producers in Europe, North and South America and South East Asia. DNV has carried out the audit of RADIUS’ new quality-management system based on the ISO Draft International Standard (DIS) 9001: 2000. RADIUS has been a member of a Swedish pilot study under the guidance of the Swedish General Standard Institution. The new standard is expected to be adopted by the International Organisation for Standardisation (ISO) later this year.
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Visual inspection is a part of the quality assurance process.
CERTIFICATION
All strategic ASIC and circuit-board design are kept in-house.
The language of the new standard is simplified, making it genetic for most industries. However, as RADIUS staff point out, is it advisable to take time for interpretation before implementation begins. The new version requires continuous improvements as part of the quality system. It should be done step by step, making sure everyone has reached the goal and is committed to it before moving further.
Third-party involvement Lennart Lindgren stresses the importance of co-operation with a neutral third party during the implementation process in order to get started, to highlight problems, and to help increase performance. DNV Certification AB-Sweden has been responsible for the audit process, managed by lead auditor Martin von Berens. ‘It’s like a football match,’ he says, ‘the winning team heading for the same goal together with the coach.’
Beate Viktoria Ørbeck
RADIUS has developed a variety of flexible signalling systems. Photos courtesy of RADIUS Sweden AB
‘It is no exaggeration to say that this is the best quality system ever introduced,’ says Lennart Lindgren, quality manager at RADIUS. ‘Its implementation has involved all employees including top level management, where everyone has contributed to create understanding and commitment to the processes between each activity. In this way we have put it into effect ourselves, and there is no-one else to blame if something should go wrong.’
THE ISO 9000 FAMILY:
Customer focus
• ISO 9002-94 and 9003-94: Will be withdrawn on the
RADIUS has established crisis preparedness routines according to ISO/DIS 9001: 2000. By focusing on the customers’ needs it has detected possible deviations and made routines for how to handle each scenario. An Internet site has been opened for customers to give feedback on a continuous basis, while a NetManVisionary Group invites customers once a year to the head office, measuring customer satisfaction face to face.
• ISO 9000: Dictionary • ISO 9001: 2000: Revised 1994 version, addressing quality assurance of products as well as customer satisfaction, encouraging process approach to quality management. Expected to be adopted late 2000. • ISO 9004: 2000: Revised 2000 version focusing on continuous improvement.
publication of ISO 9001: 2000.
The International Standard ISO DIS 9001: 2000 has been prepared by the Technical Committee ISO/TC 176, Quality Management and Quality Assurance, Subcommittee SC 2, Quality Systems.
.
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ADAPTABILITY
The key to good management Management concerns, and the future of aluminium: CEO of Hydro Aluminium Eivind Reiten shares his thoughts on the accelerating pace of development, and the internal and external demands on a market-oriented company.
Photo: Kim Larsen
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MANAGEMENT
E
very year, some four million vehicle bumpers are manu-
Extended environmental concept
factured at Hydro’s plant at Raufoss in Norway for BMW,
The automotive industry is the strongest force behind the
Volvo and Audi. Aluminium frames for a few special sports cars,
growth in the global consumption of aluminium, since the
such as the BMW Z8, the ‘James Bond car’, are also assembled
weight reduction it makes possible reduces emissions from cars
by Hydro. They are made in Denmark and the U.K., cast in separate
– and aluminium can be melted down and reused.
parts and attached by adhesive. An electric concept car also has an aluminium frame made by Hydro. Hydro concerned itself from the be-
The world’s car industry must react ever more
ginning with traditional environmen-
quickly to technical changes and market de-
tal work – emissions and pollution.
mand. In turn, supplier companies must react
Then the company started to map
equally fast. ‘The increasingly important
aluminium’s environmental properties,
“soft” part of management often proves to be
creating an environmental account
the most demanding,’ says Eivind Reiten, ‘and
for its use in cars. Reiten explains,
is at the same time the least visible. One tends
‘A lighter car has lower fuel con-
to reward visible traits: a manager can give
sumption – but aluminium takes a
wonderful presentations, hold brilliant lectures and make good business decisions.’ ‘However, being able to give feedback, motivate colleagues and give good advice in demanding situations is vital – many people are undernourished when it comes to feedback. A manager
lot of energy to manufacture.
'It's becoming even more important to motivate one's employees, not least through sharing information'
‘So we must achieve full understanding of the entire cycle, a “cradle to grave” perspective. This means we must have systems for taking care of the scrap left over from making
must be visible throughout a company. Since
aluminium products – such as vehicles,
flexibility and rapid change are characteristic
ships and aircraft. Europe has ample
of the company, it becomes even more impor-
capacity for recycling various types of
tant to motivate one’s employees, not least
scrap. By melting down and reusing
through sharing information.’
aluminium, the industry gains sustainability in an extended environmen-
A crossroads of information
tal concept.’
‘When it comes to sharing information,
Christine Calvert
experience feedback is also an important issue,’ Reiten adds. ‘At Hydro we have internal systems in each of the business divisions. Today employees show less loyalty to an individual company, so to be competitive, we have to be able to provide the best people a workplace they like to be in and a reward for staying – including material rewards. ‘We have a matrix organisation with extensive co-operation across boundaries. A lot of information is exchanged, and it is impossible to monopolise information. This, and recognising staff who are good at being team players in a large team, gives us a less vulnerable organisation.
Norsk Hydro With metal sales of more than two million tonnes a year, Norsk Hydro is one of the largest manufacturers of aluminium in the world. Norsk Hydro’s strategy is to continue its growth, in both aluminium production and aluminium processing – particularly with regard to extruded products, where the company is second largest in the world and a leading supplier to the automotive and construction industries.
Eivind Reiten
has been CEO of Hydro Aluminium since 1996,
‘In the aluminium industry in particular, other requirements
and is a member of the executive board of Norsk Hydro. He has
are important beyond just primary aluminium. A company
also been Minister for Petroleum and Energy in the Norwegian
must develop managers who are flexible in outlook.’
Government.'It's
becoming even
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31
THE ENVIRONMENT
ALIEN ORGANISMS threaten marine ecosystem Vessels in ocean trade carry a diverse assembly of organisms in their ballast water. The undesirable spreading of such organisms is a major pollution concern for the shipping industry, and a new risk-based system to prevent it is now planned.
A
s ships return empty from their ports of unloading, they
‘Nordic waters are fragile, and the fisheries are important to
fill their ballast tanks. Ballast water - millions of cubic
the economy. The Council has been involved with the issue of
metres annually - is usually taken from bays and estuaries and is
alien species since this ballast-water transfer mechanism was
therefore rich in animal and plant life. As it is carried across
recognised,’ Heldbo says.
natural oceanic barriers and discharged in foreign harbours, massive invasions of alien marine organisms may be the result. The Nordic Council of Ministers has provided the major funding
International risk atlas
of a DNV project to examine how geographical information
DNV researchers foresee a future international risk-based sys-
systems, marine biology principles and knowledge of proven,
tem to prevent undesirable organism dispersion. The tool will
undesirable transfers of organisms can be put into effect to
eventually be made available through the internet.
combat the problem. In 1998 DNV took the initiative to combine bio-geographical In some areas, fish stocks have been destroyed; elsewhere, the
dispersion studies and traditional risk analyses in order to be
ecosystem is irreversibly changed. ‘Once a new species is estab-
able to identify risky ballast operations. A geographical infor-
lished, it is very difficult to reverse the process,’ explains Jesper
mation system - a ‘risk atlas’ - has been developed in which
Heldbo, Senior Adviser for Fisheries Affairs, Nordic Council of
basic hydrological and biological data is put into a risk matrix.
Ministers. The Council is a co-operative body of the Nordic governments, and the Fisheries Affairs department aims to en-
The atlas is an international internet-based system with a
sure sustainable development of their fisheries.
manned panel, where ships can plot in where they have taken
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THE ENVIRONMENT
researchers and shipping-industry experts will be formed to co-
‘The ballast-water “risk atlas” will warn shipmasters of undesirable transfer of organisms,’ says Jesper Heldbo of the Nordic Council of Ministers.
ordinate activities.
Photo: Nikola Fasano
on ballast water and where they aim to discharge it. Based on a risk assessment linked to bio-geographical compatibility, the master can be warned of any possible risk of transferring organisms, and measures to avert it. Ultimately, says Heldbo, an international group of authorities,
Scandinavian trial run There are at present no mandatory international regulations addressing the issue of biological transfer. However, regulations are under development by IMO, and both the EU Concerted Action Group and Australia’s national ballast-water programme are involved, among others.
The cost of biological invasion • Alien species have few, if any, natural enemies in a new
The ‘risk atlas’ project has been presented to the EU and IMO
environment. They are capable of establishing themselves
ballast water working groups. As a result, it has received fund-
quickly, a process very difficult to reverse.
ing from the EU’s 5th framework programme to further develop solutions. DNV will now conduct an integration phase and a trial
• Canada’s inland lakes, the sea areas around Australia and the
run in the Nordic region before the system is launched internationally.
Black Sea have suffered considerable damage by the introduction of marine organisms.
Eva Halvorsen • Canada spends millions of dollars annually to prevent the zebra mussel from gaining ground. These mussels block water intakes and outlets, and pose a threat to industrial and power plants in particular. • In the Black Sea, the Mnemiopsis leydii jellyfish has destroyed important fisheries by overfeeding on species such as anchovies and their food sources.
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33
NUCLEAR POWER
Risk-based Inspection makes safe
SWEDEN'S NUCLEAR POWER The risk of core damage at a nuclear power plant can be reduced if inspectors systematically concentrate on the parts of the facility where the probability and consequences of damage forecast the worst risk scenario.The weakest points in the plant can then be focused on. Costs can be reduced, as can the radiation exposure to plant personnel.
An aerial view of the Oskarshamn nuclear plant on the east coast of Sweden.
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NUCLEAR POWER
D
NV Technical Consulting recently completed a successful project at the Oskarshamn nuclear power plant on the east coast of Sweden. Its consultants, under the leadership of Dr Björn Brickstad, senior specialist in fracture mechanics, believe there is commercial and safety potential in taking a new riskbased approach. This project is being financed by SKI, the Swedish Nuclear Power Inspectorate, together with the nuclear power plant operators in Sweden. Several nuclear plants both in and outside Sweden are showing an interest in it. 'The results of the pilot study are so good that we can see great potential in putting this technology into practice in the future,' says Roger Axelsson, head of the mechanical engineering unit at Oskarshamn.
'We know more now than we did ten years ago. Developments in IT have prepared the new way of thinking. This can give us financial advantages as well as increased safety.' The pipe systems that provide the power reactors with cooling water are inspected regularly at all nuclear power plants. No pipe ruptures or large leakages can be allowed, since they may end up causing core damage. With the help of risk-based inspection, the experts judged the main risk of core damage to reactor 1 at Oskarshamn to be from a leakage or a pipe rupture in the main circulation and cooling-water pipe systems. Non Destructive Examination (NDE) is used to inspect the pipe systems. In reactor 1 alone at least 1,200 locations where there is a potential for damage are potential sites for inspection.
Concentrate on highest risk The most common cause of damage is stress corrosion cracking, which causes cracks to develop in the vicinity of welds, primarily in the stainless steel piping. The cracks may turn into leaks and possible pipe ruptures if not discovered in time. Risk-based Inspection allows the plant personnel to concentrate on the most risk significant locations in the plant instead of examining everything continuously. The experts at DNV Technical Consulting have therefore used methods to assess where the safety risks are highest. Photo Courtesy of SKI
'Now, thanks to our study last year, we've developed a quantitative risk model for each component,' says Björn Brickstad. 'Focusing inspections at the high-risk locations is good for overall safety, but it's also an important working environment issue as regards the radiation exposure that the inspectors are subject to.' The results of the pilot study show that, while the current selection system is Dr Bjørn Brickstad good at picking out all the high-risk components for inspection, it also chooses a relatively high number of areas that have a low risk. These latter areas only marginally decrease the risk of core damage and mean that the inspection personnel are subject to unnecessary radiation exposure. The power plant staff conduct their safety work in the same way as has been done for many years. But now, according to DNV Technical Consulting, they can modify their risk assessments thanks to the experience gained over the years, and to new research. The risk of core damage is assessed in a nuclear plant by using a probabilistic and consequence analysis. This is an approach that has been developed over many years. Says Brickstad, 'We supplement our probabilistic fracture mechanics analyses with the plant's own analyses of the consequences to the rest of the system if anything should happen in the pipe system - so-called probabilistic safety analyses (PSA). The risk can then be expressed as probability times consequence.' Thanks in part to the requirements of SKI, Sweden has had a unique tradition of risk-based thinking in nuclear technology since the end of the 1980s. DNV Technical Consulting has for many years carried out research and consultancy services for the Swedish nuclear power industry. In some cases, DNV Nuclear Technology carries out third-party reviews of these services. The operations that are gathered under DNV's responsibility are organised into separate companies so that the third-party role is uncompromised. Says Brickstad, 'DNV has been prominent in the field of risk analysis for a long time, particularly in the offshore and petroleum industry . Now we can exchange our experiences and learn from each other, which is good for our customers.' Matts Heijbel
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35
NUCLEAR POWER
Protecting the
Sizewell A station manager Terry Kay ( left ) started the ISRS process in 1994, followed by Chris Marchese and then Mike Wilding, who took over in September 1999 – and accepted the ISRS level 9 award in 2000. Photo: Nina Eirin Rangøy
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nuclear image DNV’s International Safety Rating System, the ISRS, is about much more than safety. It is also about industrial leadership. England’s Sizewell A nuclear power plant has recently achieved an ISRS level 9 rating - placing it among the top three per cent of the 6,000 industrial units worldwide that have been audited in accordance with the ISRS.
A
t a recent award luncheon, Station Manager Mike Wilding, on behalf of his 350 staff, accepted the award from DNV’s Robin Pitblado, introduced his predecessors who first implemented the ISRS, and passed on awards to ten of the unit managers. In accepting the ISRS certificate, he emphasised a concern common to many nuclear-plant operators.
ISRS offers solutions
‘There are many people who wish that Sizewell didn’t exist. So it’s even more important that we do the best possible job as regards safety and the environment.’
• The full integration of various elements into a single management system;
A corporate standard Wilding’s predecessor at Sizewell A, now operations manager for the eight Magnox Electricity plants in the U.K., Dr Chris Marchese, agrees. ‘DNV’s ISRS has proved to be a useful tool. We’re thinking of making it a corporate standard. It seemed at first sight to be very bureaucratic, but has proved to be a good management system to which you can attach your local systems.’ The plant started on level 4 when first audited in 1994, reaching level 8 in 1998. Station manager during that time was Terry Kay. ‘We’ve included a lot of nuclear safety work in this process, and we’ve also demonstrated that this is a very safe place to be. Sizewell A is among the best in the Magnox Group.’
The eight Magnox Group power stations - among Britain’s very first to be built - generate some 8 per cent of the current electric-power output of England and Wales. Six use the ISRS. In order to attain level 9 from level 8, several important improvements were made at Sizewell:
• A task analysis of all functions was carried out, the aim of which was to identify those requiring more management attention. ‘We have always felt that we can turn to the ISRS and get a solution,’ states Mike Wilding. ‘The ISRS system enables us to achieve – and to do our work. It’s also relatively easy to get into the ISRS way of working. In a couple of years we can start to talk about and think about level 10. Just now, we’ll stick with maintaining and creating an understanding of level 9. This is hard enough. We still have a long way to go! You can’t manage a nuclear power plant from a desk. You have to get out and meet your staff where they are. My style is a direct one – setting a good example.’ Harald Bråthen
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37
OIL PRODUCTION
AZERBAIJAN
the West’s new oil supplier
The countries surrounding the Caspian Sea are the object of growing international attention. This area has rich deposits of oil and gas, and to the world’s oil industry the independent republic of Azerbaijan is more and more likely to return to its once key role of supplying the West with a huge proportion of its oil demand.
T
he Caspian Sea region is once more at the centre of a power struggle over access to and control of enormous oil and gas fields. The most
important pawn in this power game is Azerbaijan. With its strategic location as the gateway between east and west, this nation, close to both the West and Asia, which will become a major consumer of energy this century, is especially interesting to foreign investors. Azerbaijan was part of the Soviet Union from 1920, but regained its independence when the union was dissolved in 1991. It has borders with Russia in the north, Armenia and Georgia in the west and Iran in the south. The country is the same size as Portugal and has around eight million inhabitants, at least 2.3 million of whom live in the capital, Baku. The 1992-94 war resulted in major losses for Azerbaijan, and its economy is still recovering. Oil is the key to putting the country on its feet again. Azerbaijan has large deposits of oil and gas, and long traditions of extracting this black gold. The inhabitants started to extract oil from the ground in 1820, and commercial onshore production was started in 1870. At the turn of last century, Baku was producing half of the world’s oil. Offshore oil production started in 1948. In 1994, the production rights to the oil from the Azeri-Chirag field were granted to an international consortium of primarily British, American, Turkish, Azerbaijani and Russian oil companies.
Says DNV’s Erling Sæbø, seen here on board Istiqlal, the first DNV-classed rig in Azerbaijan: ‘The outlook for Azerbaijan as an oil producer is very positive, despite the country’s political problems. We shall here be for many years.’
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OIL PRODUCTION
Istiqlal at achor outide Baku.
Norway’s interests
discussed. The western countries want the oil pipeline to be
The Norwegian state-owned oil company Statoil is also a member
laid through Georgia and Turkey; analysts believe the question
of this consortium, and started up in Azerbaijan in 1991. Statoil
of the choice of route will be resolved in a couple of years.
shared an office with a British company for the first few years,
Another obstacle to development is corruption, which is a serious
but opened its own local office in January 1999. ABB and
problem for Azerbaijani society.
Kværner are other Norwegian companies with interests in the country, and DNV opened a permanent office in Baku in 1996. One of its early contracts was an environmental impact assessment of the Chirag field. Through their presence, foreign investors are now applying pressure to achieve social development and political stability.
The country is run by a legally elected president and government. Facing them is the question of how to determine principles for the dividing lines between the individual states that have rights and interests in the area. In principle, all the states have agreed to the sector principle, but negotiations between a number of countries to have binding agreements adopted are at a standstill.
This has provided an important contribution to developments
However, the negotiations between Azerbaijan and Turkmenistan
that are described as positive and future-oriented. Harald
regarding this issue are going through a positive phase.
Finnvik, senior vice president of Statoil’s office in Azerbaijan, shares this optimism regarding the future, despite a number of serious national and international obstacles slowing down further development. Erling Sæbø, head of DNV’s Baku office, expresses the same views.‘There is no doubt,’ he explains, ‘that our certification services, and of course our long-standing function as a classification society, will be of immense value in moving the country forward as an oil provider.’
Planning to move the oil
This reinforces Erling Sæbø’s belief that it is possible to find a solution for the entire region. He can also see clear signs that the company’s economy is improving and its social developments are positive. Inflation, which was at four per cent in 1999, is under control. The growth in gross domestic product is expected to be seven per cent this year. The country has started to earn money on its oil. Azerbaijan has a high level of expertise and long traditions of extracting oil. It is also of major regional and international
One problem to be solved is the choice of route for a new oil
strategic importance as a counterweight to Russian and Iranian
pipeline for carrying oil to the international market. The key
influence – a major advantage in its attempts to achieve a stable, oil-
countries are promoting their preferences, either individually
based economy.
or in various coalitions, and three different alternatives are being
Helge Fagerlie Nilsen
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PROFILE
STANDARD BULKERS make for speedy shipbuilding
Senior vice president of Interocean Ugland Management’s newbuilding department, Birger Jacobsen, is stationed at the Tsuneishi shipyard in Fukuyama, Japan. Nine panamax bulk ships are being built there – all to DNV class.
B
irger Jacobsen has worked in shipping throughout his career. He left Norway as a novice sailor at 15, on board an Ugland ship. Since then he has worked for three generations of the Ugland family. A major part of his career has been spent in Asia. Now he is overseeing the company’s newbuildings at the Tsuneishi shipyard in Fukuyama, Japan - a permanent resident in Japan since 1989, he enjoys the Japanese way of life. Over the years Jacobsen climbed through the ranks. He became a 1st engineer, then in 1971 he switched into inspection of ships in operation. Since 1984 he has worked on newbuildings.
Ugland veteran Birger Jacobsen has overseen the building of 43 ships to DNV class. He has worked for three generations of the Ugland family.
Nine bulkers to DNV class
Nine DNV-classed panamax bulk carriers are in the pipeline at Tsuneishi’s Hashihama shipyard. All are to a standard Tsuneishi design. ‘The most cost-effective type of vessel for both builder and operator,’ says Jacobsen. ‘They are simple and relatively quick to build, straightforward in design, construction and operation.’ The 76,000dwt vessels are for Ugland and other Norwegian shipowners. Steel cutting for the first ship will take place this summer, and the last vessel is expected to be delivered in September 2002. ‘This means about seven months on each ship,’ Jacobsen says, knowing he has busy times ahead. In addition to these there is one car carrier of 52,000m2 under construction at Hashihama, and one Aframax shuttle tanker under construction at Tsuneishi, also classed to DNV. The Hashihama Shipyard belongs to the Tsuneishi Group – a Japanese company established in 1918. Its first steel cargo ship was delivered in 1958, and the company has continuously developed over the years, becoming a conglomerate which today owns shipyards, repair and conversion sites, steelworks, farms, museums and resort hotels.
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Tsuneishi Shipyard in Fukuyama, Japan. The yard’s business base is shipbuilding, conversion, and repair of most types of commercial vessels.
Having overseen 43 ships being built to DNV class, Birger Jacobsen has worked closely with DNV for many years. The relationship started back in Korea, when an expert was to be hired to sort out some technical problems. The expert turned out to be DNV’s Christian Strobel, who in turn has worked on many Ugland newbuildings. Comments Jacobsen, ‘DNV has a lot to offer on the technical side, but building standard ships we have benefited most from its accessibility and quick service.’ Eva Halvorsen
CERTIFICATION
Ensuring safety for
FAIRGROUND THRILLS The American company Six Flags has a recipe of thrills for its 35 amusement parks in the U.S.A. and Europe. But above all the rides must be safe. ‘Just one serious accident would ruin the season – not just for us, but for all other amusement parks,’ says Daniel P. Aylward, executive vice president and managing director of Six Flags’ European division.
S
ix Flags took over the Belgian Walibi group in 1998, with amusement parks in Belgium, the Netherlands, Germany, France and Spain. This year, the Walibi park at Dronten, the Walibi Flevo, an hour’s drive east of Amsterdam, has been transformed and renamed Six Flags Holland. The company has also invested dramatically this year by adding more than 30 new attractions. That’s where DNV comes into the picture – safety at two of the main Six Flags Holland attractions – the giant wheel and the wooden rollercoaster, is being assessed and assured by DNV.
Safety priorities
‘Anything that goes wrong is magnified a hundred-fold in this public-intensive sector. So no effort is spared in ensuring safety,’ says Daniel P. Aylward of Six Flags.
Certification of amusement parks’ rides
Says Aylward ‘ We must work to the highest standards. When we’re building tall structures, like those here, we can recognise similarities to what DNV does in other industries. The steelwork is the same. That also goes for all the building blocks being assembled.’ The safety work has involved more inspections, and the introduction of preventive measures at the companies that supply Six Flags too. ‘Anything that goes wrong is magnified a hundred-fold in this public-intensive sector. So no effort is spared in ensuring safety’, Aylward emphasises.
Owners of fairgrounds and amusement
Aylward was managing an amusement park in California when he was asked if he would take over as European manager. Six Flags had increased its number of parks from 13 to 31 in the space of a week. Aylward did not hesitate. With a life spent working in amusement parks, apart from one year in an advertising agency – ‘I almost died of boredom!’ – he believes that there is very little, if any, difference between an American and a European public. ‘We have to deliver satisfaction,’ he says, and has no doubt that the wooden roller-coaster is the greatest attraction. ‘The “woodies” are back. It’s a different ride on a wooden structure than on steel. You get the sensation of experiencing forces up to 2G. That’s an experience all coaster enthusiasts cherish’. he says. He is proud of presenting Six Flags Holland as ‘a thrill park – mixed with family attractions’ – and the roller-coaster capital of Europe.
requirements stipulated by the various regu-
parks not only face the challenge of their customers and the authorities to be safe, but must also demonstrate that safety. Other involved parties, including operators, designers and manufacturers of rides are similarly challenged. To meet the needs of operators and the latory and statutory agencies, Det Norske Veritas has developed the following certification services: •Certification of New Rides and Attractions •Certification of Existing Rides •Certification of Personnel Operating Rides Experience gained worldwide in safeguarding the safety and quality of rides and attractions has been captured in several
regulations specified by
governments
and
in
European
Standards currently being developed for the EU/EFTA countries. These regulations and
Families the target group
Aylward’s marketing background has been useful, and while other amusement parks had a downturn last year, Six Flags’ turnover in Europe rose by 30%. The company is optimistic about this year’s season.The parks mainly target families, offering them the chance to have an exciting time together. Aylward emphasises that both safety standards and atmosphere are crucial to whether the guests enjoy themselves, have fun and come back again. ‘Statistics show that the most dangerous thing people do when they visit us is to get into their cars and drive home. It’s easy for amusement parks to grow big, but they must remain safe and reliable.’
standards, together with DNV’s experience, form the basis of DNV’s Certification programme. The Dutch Ministry of Volksgezondheid, Welzijn en Sport has appointed DNV as a notified body for Fairgrounds and Amusement Parks. The certification programme applies to a wide range of rides and attractions in which a flaw in design, manufacture and/or operation may impair the safety of users and operators, as well as inspection and maintenance staff.
Harald Bråthen
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Ready for the games
RBI for Dow worldwide
DNV’s Risk Group in Sydney is involved in safety management for the Sydney 2000 Olympic Games.
Dow and DNV have signed a worldwide contract for Risk Based Inspection (RBI) services. The contract is centred on the worldwide implementation of two software licences: ORBIT Onshore – our dedicated RBI tool for downstream process plants – and DMI, an advanced tool for detailed inspection planning. Initially, the software will be provided to 12 Dow sites around the globe, with the potential to spread to other sites. The contract also covers RBI training and mentoring of Dow employees in using the software and in implementing the RBI methodology at its plants. DNV has been directly involved in the development of RBI methodologies and technology for process facilities downstream and upstream, through projects for the American Petroleum Institute (API) in Houston and a Joint Industry Project in Norway.
A team of six from DNV is assisting the Olympic Organising Committee and the Olympic Roads and Transport Authority in defining safety-management arrangements for sporting venues, transport and press and broadcasting facilities. This involves working closely with venue teams to ensure that all risks to employees, athletes, contractors and the public are identified and controlled during all project phases – design, construction, games-time and decommissioning. For some venues, DNV is supplying fulltime safety co-ordinators. DNV is responsible for a number of events with particular safety issues, such as the marathon, triathlon, sailing and soccer.
Educational kudos PMI Colleges in Manila has become the latest recipient of DNV’s Management System Certificate for compliance with the requirements of the Rules for Certification of Maritime Academies. The certificate was presented by DNV’s Tony Leosala to the college president, Arch. Jaime G. Cloma, in a recent ceremony at the Manila Hotel. They were joined by representatives of the government, industry, media and the college faculty. The certification of maritime educational establishments is a major step in helping raise the competence of ships’ officers and crew. PMI Award Ceremony. From left: Antonio C.Leosala, DNV country manager; Hermogenes G.Probre, Professional Regulations Commissioner Chairman; Arch. Jaime G.Cloma, PMI President; Vice Admiral Antonio Sibayan (Ret.), Chairman of the Board, PMI.
DNV role in DeepVision DNV’s Houston Deepwater Technology Section is to provide consultancy and verification services for the development of a dual gradient drilling system for DeepVision, a joint venture between Transocean and Baker Hughes Inc. The project aims to qualify a drilling system in which a pump is placed on the lower end of the marine riser so that drilling mud can be circulated separately, avoiding the weight of mud in the riser. Installing casings in deepwater bores fractured by mud weight is costly, reduces the bore diameter and thus limits production rates. DNV’s role in the project will be to assist the project team in managing the risks involved. Performance standards will be developed and a verification scheme identified and carried out, and technical assistance will also be provided in some key areas.
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Nuclear waste storage assessment DNV’s Pål G. Bergan is to lead a committee appointed by the Norwegian Government for the assessment of storage proposals for highactivity nuclear waste. Over the next 18 months, the seven-member committee will suggest strategies and action plans for the storage of Norwegian high-activity reactor fuel. Solutions for low and medium-activity waste have already been found in Hindalen, but are inadequate for high-activity reactor fuel. Analyses of how Pål G. Bergan Sweden and Finland, which are major nuclear power countries, deal with their storage challenges are to be taken into consideration. If necessary, intermediate storage solutions for the different alternatives will also be considered.
Scanraff OHS-certified The first certificate to the international standard for ‘Occupational Health and Safety Management Systems’ (OHSAS 18001) was recently issued by DNV to Scandinavia’s largest refinery, Scanraff.
Two teams of inspectors work 12-hour shifts on board the pipelaying vessel for fourteen days at a time.
Pipeline projects for Statoil Statoil has chosen DNV as its main consultant for all Quality Surveillance services during offshore pipeline installation on board the pipelaying vessel PLV Lorelay in 2000. On behalf of Statoil, DNV will supervise all the installation processes on board the vessel and follow up the installation contractor’s quality control and performance. The scope of work includes control of all installation activities, from the pipes’ arrival at the vessel through bevelling, welding, NDT control and finally field joint coating. The installation started at the beginning of April and is to be completed within 21 weeks. This contract is a continuation of quality surveillance work carried out during the installation of the submarine pipelines NorFra (renamed Franpipe), Europipe II and Vestprosess in 1997, 1998 and 1999.
Scanraff had already received its ISO 9000 certificate and a management programme for continual improvement had been planned. This simplified the development and implementation of the OHSAS 18001 standard’s requirements. The standard has, however, helped the company to structure its OHS system and cultivate target-based management, as well as to identify hazards, assess risks, and implement control measures. Lennard Brinck, the managing director of Scanraff, is satisfied with the result and proud that Scanraff is the first company to comply with the new standard’s requirements.
From left: Lena Engstrøm (acting head of DNV system certification in Sweden), Frank Stein (OHS manager, Scanraff), Kent Gotberg (OHS officer Scanraff) and Øvind Bøgh (audit leader, DNV)
New IMO requirements Serious accidents at sea have triggered the development of new international rules in the shipping industry. Fire safety on passenger ships is among the new requirements listed in the 6th edition of New IMO Requirements recently published by DNV. All passenger vessels are to be upgraded with sprinkler systems in service, control and accommodation spaces by the year 2005. The requirement came as a consequence of the Scandinavian Star fire in 1990. DNV’s Statutory, Load Line and Safety Section is responsible for presenting the latest IMO updates.
DNV’s Håkon Helge (Left) and Knut Vågnes are responsible for presenting the latest IMO updates.
The publication has become a useful reference to IMO requirements and is used throughout the maritime industry on class-related matters. It is divided into sections for cargo and passenger ships, listing new requirements together with present and future amendments of SOLAS, MARPOL, Load Lines and STCW.
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Offshore contract in New pressure Vietnam equipment directive A contract was recently signed between DNV and the Russian/Vietnamese joint venture Vietsovpetro for the certification of a new production complex in the Bach Ho (White Tiger) field.
The complex consists of a central processing platform, waterinjection platform, living quarters and a flare and riser block, all supported by conventional steel jackets and linked by bridges. Construction of the first platform will start soon in Vietnam. The entire complex is scheduled to be completed and commissioned by the end of 2001. DNV has previously certified two platforms in the Bach Ho field, and six of Vietsovpetro’s offshore support ships are DNV-classed.
Scala gains joint certification Scala Business Solutions NV, a leading global provider of e-business management solutions, has announced the successful simultaneous ISO 9001 and TickIT certification of its Research and Development units in Moscow, Russia; Stockholm, Sweden; and Pune, India. Scala CEO Chris Houle says: ‘The greatest benefit of the certification is having standard quality procedures that are controlled by an independent body. Receiving one certificate for all our development centres means that we can assure our clients that they will receive the same quality of services worldwide.’
On 29 November 1999, a new regime for the approval and certification of pressure equipment entered into force. DNV has now been appointed a ‘notified body’ and ‘thirdparty organisation’ in Norway and Sweden for all products covered by this directive. The new regime also covers the approval of materials, procedures and personnel used in conjunction with permanent joining (such as welding) and non-destructive testing. Equipment meeting the requirements is to be CE marked. The regime is based on an EU Directive and is therefore common for all of the EU and EEA countries. Approval in one country will automatically give admittance to the others.
First to Environmental Class
The Royal Caribbean International (RCI) newbuilding Millennium is the first ship built to DNV’s new voluntary class notation ‘Clean Design’. It is the first of a new series of ‘green ships’ for RCI. Millennium is built to Lloyds Register class. ‘However, it was decided to include Clean Design to bring the newbuilding to the forefront of environmental responsibility,’ says DNV’s Kjell Einar Olsen. To meet the wide variety of ship types and trading patterns, two class notations – Clean and Clean Design – have been introduced, comprising three main areas: emissions to air, operational discharges to sea, and accidental discharges to sea. Accidental discharges are only covered in Clean Design. The two notations are comparable, Clean Design being the stricter. For Millennium, Clean Design means technically advanced systems, low NOxemission gas turbines, an advanced waste-management system, fuel tanks in protected locations and the use of non-TBT antifouling.
Social accountability Honda Logistic Centre Italy in Verona is among the first Italian companies to implement an internal management system that complies with SA 8000, the CEPAA social accountability standard. The SA 8000 certificate, whose certification scope includes ‘storage, handling, packaging and distribution services of car, motorcycle and power equipment spare parts related to Honda products for the domestic and international market’ will be issued by DNV Region Greater China, which is responsible for SA 8000 certification worldwide.
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Offshore Western Australia DNV has been selected for the design and construction validation of the Legendre mobile offshore production unit which will operate in Western Australia. The scope of the contract includes validation of the complete topsides (including materials and components) to performance standards developed in the safety casework. In addition, DNV will provide the Statutory Certificates for the unit, which will continue to carry an ABS class certificate for its hull.
ISO for Hydro Aluminium DNV has awarded joint ISO certification to Hydro Aluminium, a division of Norsk Hydro, one of the largest industrial groups in Norway.
Hydro Aluminium Metal Products is the first division in Norsk Hydro to be awarded joint environmental and quality certification for all its units. Together with DNV, the division has undertaken extensive recertification of its plants, and the number of quality certificates has been reduced to reflect its integration process. Periodical audits will be performed each year, with the aim of helping facilitate a faster and more systematic approach to the follow-up and correction of any non-conformances.
Type approval for lifting chains South African chain manufacturer McKinnon Chains recently gained one of the world’s first type approvals for lifting chains. The company has been in the lifting business since 1935, and delivers all grades of chain up to grade 100. It has been producing offshore lifting slings to DNV specifications for a number of years, and had acquired a temporary type approval for these. Now McKinnon has gone for full qualification. Points out MD Alex Steppe, ‘Our need for type approval still only applies to the offshore industry. DNV has intimate knowledge of the needs of this industry, and is our natural partner in dealing with North Sea operators.’ A lifting chain is steel taken to its limit, so the quality of steel used contributes more towards its strength than do the size or the shape of the pieces. Selecting the right type of chain for a lifting job takes knowledge and experience. McKinnon Chain has developed its own qualification scheme, which is run via resellers. Large customers have their staff trained directly by McKinnon, and the company hopes to have training included in forthcoming ISO standards.
Pipeline upgrade DNV Fremantle is to undertake verification services for the upgrade of the 26-inch, 1,500km Dampier-Bunbury pipeline on behalf of Epic Energy of Western Australia, which plans to operate the pipeline at higher pressure. The project has been split into two phases. Phase one will establish the basis for the upgrade with a view to obtaining government approval. Phase two will include much of the detailed engineering, followed by implementation. All of the equipment, pipeline and nine compressor stations will be assessed.
Oilfield ISO 9002 in Australasia Oilfield equipment and service supplier Weatherford was the first overseas service supplier in China to be certified by DNV to ISO 9002 standards. Since that time, in December 1998, the company has brought all its Asian operations into a similar quality-management regime: DNV Region Australia & New Zealand has certified Weatherford’s operations in Australia and Indonesia, and is soon to audit those in Malaysia and Thailand. Though oilfield operation in these different countries is subject to different cultures and governing legislation, Weatherford has found that by adopting the quality-management principles of ISO 9002, improvements have been consistent in each location. ‘Particularly important have been the identification and application of local skills, facilitation of change management, consistent documentation, and a stable management system and use of expatriate managers.’ says John Watts, Weatherford’s QHSE manager for Australia.
Fuel-testing contract DNV Petroleum Services, Fujairah, has secured a two-year contract with Kuwait-based United Arab Shipping Co (UASC). The contract covers fuelquality testing and advisory services for UASC’s ten new 3,800 TEU container vessels. The 24-knot sister ships will bunker at Rotterdam, Fujairah and Singapore, ports fr equently plagued by inferior bunker-fuel quality.
DNV FORUM NO. 3/2000
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LAST WORD
E-COMMERCE IN SHIPPING Internet transactions are giving business evolution a radical twist, and their security merits close attention. Probably the best known organisation using digital security in the shipping industry is Bolero. Graham Harris, Partner at Richards Butler, the international law firm, here considers the Bolero system.
B
survey were detailed questions on the choice of law and jurisdiction, and other subjects included evidence in court and transfer of property in goods. A key question is whether local courts will accept evidence of electronic documentation. This proved much less of a problem than anticipated, and suitable legislation is being introduced or considered in many countries. To the carrier, the main advantage of the Bolero system over paper documentation is that the carrier will know immediately
olero is a scheme to replace paper in international trade
to whom he should deliver the goods at the discharge port.
with electronic messages sent by computer. It is intended
This should remove the need for delays at the discharge port,
to include such commercial documentation as invoices, certificates
and also the need for letters of indemnity from the person to
of quality and quantity, sale and purchase contracts, letters of
whom the goods are delivered.
credit and even bank security documentation. The difference between Bolero and ordinary Internet or e-mail is that it provides security and a legal basis for e-commerce based on a rule book (which is intended to support the paperless application of existing paper documentation and not to interfere in the underlying transaction) and to which all users subscribe. All users of the Bolero system join Bolero Association Limited (BAL), a non-profit making association owned by the users. Bolero International Ltd, which provides services to BAL, is a joint venture between the Through Transport Mutual club and S.W.I.F.T., the banking organisation which deals with money transfers.
Security by code
‘Paperwork associated with international freight transport is now too cumbersome for the rapid and efficient movement of goods.’ - Graham Harris
Bolero system security is achieved by digital cryptography, which encrypts messages, using private and public keys to create and verify a digital signature. Messages are passed on only to
Despite the fact that the adoption of e-commerce is still in its
those entitled to receive them. It is estimated that the paper-
relative infancy, Graham Harris believes the time is right for
work associated with international freight transport may absorb
the application of e-commerce to the international movement
between 7 and 10 per cent of the cost of trade and is now too
of goods. People are used to the concept of working in a paper-
cumbersome for the rapid and efficient movement of goods.
less environment in a way which was inconceivable even 10
Paper documentation, too, often trails behind the arrival of the
years ago. Though some may for a while duplicate with paper
goods which it documents.
some of the transactions, Bolero will still have an important role in speeding up documentary processes and providing a degree
Richards Butler conducted a legal feasibility study to consider
of certainty. Lawyers tend only to get involved in the disasters
the law in a number of important jurisdictions and to suggest
and forget that in the vast majority of cases goods are carried
solutions to any problems, so as to give Bolero the greatest
from A to B satisfactorily. Anything that reduces the paperwork
chance of achieving acceptability in key jurisdictions. They
and cost and speeds up the bureaucratic processes in such
concentrated on 18 jurisdictions which were either main trad-
transport will be warmly welcomed.
ing nations or representatives of a legal system. Included in the
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Stuart Brewer
Division Technology Høvik (Oslo) Veritasveien 1, N-1322 Høvik, Norway Tel: +47 67 57 99 00 Fax: +47 67 57 99 11 Copenhagen Region Denmark and Poland Tuborg Parkvej 8, 3rd floor, DK-2900 Hellerup, Denmark Tel: +45 39 45 48 00 Fax: +45 39 45 48 01 Dubai Region Middle East P.O.Box 11539, Jumeirah, Dubai, United Arab Emirates Tel: +971 43 526626 Fax: +971 43 520524 Essen Region Germany and Central Europe Businesspark Essen - Nord, Schnieringshof 14, 45329 Essen, Germany Tel: +49 201 7296 0 Fax: +49 201 7296 102/103 Helsinki Region East Baltic Nahkahousuntie 3, FIN-00210 Helsinki, Finland Tel: +358 9 681 691 Fax: +358 9 692 6827 Shanghai Region Greater China House No.9, 1591 Hong Qiao Road Shanghai 200336 Tel: +86 21 6278 8086 Fax: +86 21 6278 8090 Houston Region North America 16340 Park Ten Place, Suite 100, Houston, Texas 77084, USA Tel: +1 281 721 6600 +1 281 721 6998 (night line) Fax: +1 281 721 6900
Kobe Region Japan Sannomiya Chuo Bldg., 9th floor, 4-2-20, Goko-Dori, Chuo-Ku, Kobe 651-0087, Japan Tel: +81 78 291 1302 Fax: +81 78 291 1330
Rio de Janeiro Region South America Rua Sete de Setembro, 55/17 floor, CEP 20050-004, Rio de Janeiro RJ, Brazil Tel: +55 21 509 7232 Fax: +55 21 221 8758
London Region Great Britain, Ireland and Africa Palace House, 3 Cathedral Street, London SE1 9DE, UK Tel: +44 171 357 6080 Fax: +44 171 357 6048
Rotterdam Region Benelux Haastrechtstraat 7, 3079 DC Rotterdam, P.O.Box 9599, 3007 AN Rotterdam, The Netherlands Tel: +31 10 2922 600 Fax: +31 10 4797 141
Madrid Region Iberia Campus Empresarial Jose M. de Churruca, Edificio III, C/Almansa, 105-1, Pta. Oficina 2, 28040 Madrid, Spain Tel: +34 91 456 16 00 Fax: +34 91 456 15 99
Seoul Region Korea Room 2110, Kyobo Bldg., 1, 1-Ka, Jongro, Jongro-Ku, Seoul (110-121), Republic of Korea, Tel: +82 2 734 7327 Fax: +82 2 739 9069
Mumbai Region India Emgeen Chambers, 10 C.S.T. Road, Vidyanagari, Kalina, Mumbai 400 098, India Tel: +91 22 616 0909 Fax: +91 22 619 1380
Singapore Region South East Asia DNV Technology Centre, 10 Science Park Drive, Singapore 118224, Tel: +65 779 1266 (24 hours) Fax: +65 779 7949
Oslo Region Norway N-1322 Høvik, Norway Tel: +47 67 57 99 00 Fax: +47 67 57 99 11
Stockholm Region Sweden Warfsvingesväg 25, 112 51 Stockholm, Sweden Tel: +46 86 19 46 00 Fax: +46 86 19 46 60
Paris Region Mid Mediterranean 10 Rue Lionel Terray, 92508 Rueil Malmaison, Paris, France Tel: +33 (0)1 41 96 87 87 Fax: +33 (0)1 47 08 42 94 Piraeus Region East Mediterranean and Black Sea 26-28 Akti Kondyli, Piraeus 185 45, P.O.Box 80 199, Greece Tel: +30 1 41 00 200 Fax: +30 1 42 23 059
Sydney Region Australia and New Zealand Level 19, Northpoint, 100 Miller Street, North Sydney NSW 2060, Australia Tel: +61 2 9922 1966 Fax: +61 2 9929 8792 DNVPS Singapore DNV Petroleum Services 10 Science Park Drive, Singapore 118224 Tel: +65 779 1266 (24 hours) Fax: +65 779 7949 DNV Internet home page www.dnv.com
DNV WORLDWIDE
Corporate Headquarters Høvik (Oslo) N-1322 Høvik, Norway Tel: +47 67 57 99 00 Fax: +47 67 57 99 11
DNV FORUM NO. 2/2000
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THE SAFETY CULTURE This issue’s special report on Greek shipping is especially appropriate in a month when, once again, Piraeus and the Greek shipping community are hosting Posidonia. Traditionally, this exhibition and conference is noteworthy for the announcement of numerous products and services related to maritime safety. This year is no exception; for five months, since loss of the tanker Erika on 12 December, the shipping world’s thoughts and actions have focussed on ensuring that a similar incident to this last major disaster of the decade should never again be possible. To that end shipowners and operators, maritime administrations, legislators and classification societies, are united in their drive to ensure that shipping worldwide seeks a single, total approach to safe operation and pollution prevention. As the articles and interviews in this issue make clear, DNV’s promotion of a global ’safety cultur e’ is beginning to bear fr uit.
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