Shipping & Marine 102 early

ISSUE 102 early

Shipping &MARINE

The magazine for maritime management

All in the

mind

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

GOING GREEN

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

FREEDOM TO MOVE

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

MOVING ON FROM PAPER

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

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Editor

ISSUE 102 Early

www.shippingandmarine.co.uk

Thinking big T

Shipping &MARinE

ThE magazInE for marITImE managEmEnT

All in the

mind

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

he story on page 14 of this issue struck a chord with me.

I am definitely guilty of getting a ‘bad feeling’ about

GOING GREEN

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

FREEDOM TO MOVE

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

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

MOVING ON FROM PAPER

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

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

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

piece: “There is increasing evidence that intuition is more than merely a feeling. Many scientists now believe that it is, in fact, the result of our brains piecing together information and experiences to come to different, and less obvious solutions and conclusions.”

So the next time I get one of my ‘feelings’ I really need to trust my instincts and also practice some of Brian’s brain training techniques!

libbie@schofieldpublishing.co.uk

Schofield Publishing

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Contents FEATURES

PROFILES

3 News

19 A-ROSA FLUSSSCHIFF

Updates and announcements from the shipping and maritime arena

22 ABP GRIMSBY AND IMMINGHAM

6 Going green

28 SCHOTTEL

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

6

8 Freedom to move

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

37

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

37 EMS-FEHN-GROUP

10 It’s electric

47 HYDE MARINE, INC

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

10

41 PORT OF HAMINAKOTKA 45 SCORPIO GROUP 50 OZATA SHIPYARD 54 SWIRE BLUE OCEAN 57 TORGEM 60 GRENLAND HAVN IKS 62 PIENING PROPELLER 64 PRAXIS AUTOMATION TECHNOLOGY 66 THE RICKMERS GROUP 68 ZF MARINE krimpen

68 12 Moving on from paper Modern navigation systems use electronics and satellites to help mariners find their way more safely

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

Brian Bacon explains the principles

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News New developments Catapult Catamarans can now be contacted directly, for an immediate quotation on 10, 11, 12, or 14 metre South Catamaran workboats with conventional shaft installation, jet drives, v-drives and so forth, with various wheelhouse configurations at customers’ requests. It can deliver from basic kits to full sets of mouldings or finished craft fitted out to individual specifications. It will also be able to provide moulding sets to other boat building companies to fit out to their individual customers’ requirements.

Production will commence October 2013 – Catapult is anticipating the demand to be high.

Catapult has acquired the adjacent unit to its own work shop facilities to expand its mould shop to cater for the high demand that is anticipated for the South Catamaran. At the moment it is in the process of moulding a nine metre Catapult ‘The Blade.’ This vessel is designed to be a high speed, low draft economical to run vessel. This vessel will be able to be purchased after testing – the company is anticipating going to market with this vessel December 2013. sales@catapultcatamarans.co.uk

Leading global maritime centre As London International Shipping Week kicked off on 9 September, a new report from TheCityUK revealed that London remains the world’s leading maritime centre. The maritime industry contributes nearly £14bn to the UK economy, including £1.5bn from the support services London provides to the industry including law, insurance and finance.

Chris Cummings, chief executive of TheCityUK, commented: “The maritime industry makes a significant contribution to the UK economy. It’s not difficult to see why. London boasts a unique blend of maritime business services including shipbroking, derivatives, insurance, ship finance, ship classification, education and legal services, meaning it remains the number one destination for global shipping activity.

“However, there are a number of other maritime centres fighting to take London’s crown, including Hong Kong, Singapore and Dubai. Because of our history and expertise in this industry, not to mention its contribution to the UK economy, it is vital London retains a vibrant and successful maritime sector.”

Next stage of outfitting

£250m contract A new naval air defence system that can intercept and destroy enemy missiles is to be manufactured in the UK under a £250 million MoD contract that will sustain hundreds of jobs.

Sea Ceptor, which will be fitted to the Royal Navy’s Type 23 frigates and in future, the Type 26 Global Combat Ship, is a cutting edge missile designed and built by MBDA. Capable of travelling at speeds of more than 2000 miles an hour, it will be able to intercept multiple targets and protect an area out to a range of 25km.

It will complement the longer range Sea Viper system on the Type 45 destroyers, providing the Royal Navy with a full range of missile systems to defeat current and future threats.

Defence Secretary, Philip Hammond said: “The production of Sea Ceptor will be a huge boost to the UK’s world-leading missile industry, providing hundreds of jobs and once again proves our commitment to providing battle winning technology to our Armed Forces. Having balanced the defence budget we continue to order new equipment for our forces with confidence.”

First Sea Lord Admiral Sir George Zambellas said: “I am delighted by this announcement which marks an important milestone in the Sea Ceptor project. This state-of-the-art missile system is part of an exciting renaissance in our naval equipment programme – and when fitted to Royal Navy frigates it will further enhance our global authority as a leading maritime power.”

Following the arrival of the Royal Netherlands Navy Joint Support Ship Karel Doorman at Vlissingen, Alewijnse Marine Systems is now embarking on the second stage of a four-year project to install the electrical systems on this exceptionally sophisticated vessel. The contract was awarded by Damen Schelde Naval Shipbuilding at the end of 2010 and is for the installation of the ship-wide electrical systems including those for command and control, environmental systems and power distribution and monitoring systems.

The first stage of the build of the 205-metre, 28,000 tonne naval vessel took place at the Damen facility at Galati, Romania, with the electrical installation being handled by Alewijnse subsidiary Alewijnse Marine Galati (AMG). As with all projects of this complexity, it was not without its challenges, and cable pulling and cable connecting on such a scale raised a number of issues that required rapid solutions. However, rising to the task, AMG moved to double shifts and completed the entire Galati programme in just 28 weeks.

The delivery of the cable routing and dressing is a source of pride for AMG. The medium voltage and degaussing cables in particular, given their length and diameter, presented a challenge when it came to pulling and dressing, but recent investment by AMG in specialist cable pulling equipment contributed to both faster and easier installation.

With the Karel Doorman now at Damen Schelde Naval Shipbuilding, Vlissingen, the AMG team is currently working to make the 440V power system operational and activating the lighting systems to ensure that the vessel is safe for personnel to work onboard. After that the focus switches to commissioning and finalising the installations in the individual areas of the vessel in time for the handover to the Royal Netherlands Navy in 2014. www.shippingandmarine.co.uk - 3

Fully integrated solutions

Daewoo Shipbuilding & Marine Engineering (DSME), a South Korean shipbuilder established in 1973 in South Korea, has awarded a $6.7 million+ order to Rockwell Automation. Rockwell Automation will deliver fully integrated safety solutions for Transocean, a leading international provider of offshore contract drilling services for energy companies, and an important DSME customer. Rockwell Automation will employ its large-project delivery management expertise to provide its PlantPAx Integrated Control Power and Safety Solution with the AADvance process safety system.

The contract covers deliveries to four new Transocean drill ships, with options for six more ships. It follows a $6 million+ order from DSME to Rockwell Automation for four new offshore drill ships in 2011.

“We’re confident that Rockwell Automation will deliver and commission integrated information, control, power and safety systems needed to complete this important project for Transocean, based on their expertise to design, develop and deliver automation systems for the offshore industry,” said a DSME spokesperson.

Award winner

DFDS Seaways was named ‘Europe’s Leading Ferry Operator’ at the European leg of the 2013 World Travel Awards in Antalya, Turkey. It is the seventh consecutive year that the ferry company has been recognised for its outstanding service at the World Travel Awards.

Max Foster, passenger director for DFDS Seaways, comments: “The cruise and passenger ferry market is very competitive and we strive to deliver outstanding customer service on every sailing. We feel very proud to be recognised by the World Travel Awards for the seventh consecutive year, which is a great endorsement of the high standards we adhere to and the enormous effort of our hard working staff.

“Passengers’ holidays start as soon as they board a DFDS Seaways ferry and we will continue to invest in our vessels and services to ensure we are providing the very best service.”

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Partner of choice Induction-based electric propulsion motor technology from GE’s Power Conversion business will be used to power four new LNG carriers that Korean shipbuilder Hyundai Heavy Industries will build for Maran Gas Maritime, the gas shipping unit of the Angelicoussis Shipping Group.

Contracts for the propulsion systems were signed in late May. Hyundai Heavy Industries will deliver the vessels over a 15-month period beginning in July 2015.

Paul English, marine business leader at GE Power Conversion says: “It is very satisfying for us that one of the most important shipbuilding companies in the world has recommended GE’s innovative electric power systems for LNG vessels in recent months. Our strength in technology and attention to customer needs has helped us create excellent working relationships with both Hyundai Heavy Industries and Maran Gas.” Hyundai Heavy Industries is a strong proponent of GE’s power and propulsion technology.

Hyundai Heavy Industries was in fact the first shipbuilder in Korea to adopt it, and the new contract with Maran Gas demonstrates the group’s continuing belief in its @Courtesy Maran Gas advantages.

Expanding global reach Harkand, the international subsea inspection, repair, maintenance and light construction group, has confirmed the acquisition of the main assets and business of Veolia Marine Services (VMS).

The acquisition adds 150 onshore and offshore staff, three dynamically-positioned multi-purpose vessels (MSV) and six work-class remotely operated vehicles (ROVs) to Harkand’s growing workforce and fleet.

With Harkand already active in the North Sea, Asia Pacific and Africa, this acquisition expands the group’s international reach by adding a Houston operation with an established track record in deepwater inspection, repair and maintenance in the Gulf of Mexico.

Six new vessels Family owned shipping and energy services firm Craig Group, has announced the investment of £70 million to build six new vessels at the Balenciaga Shipyard in Northern Spain.

Four D class IMT 950 Emergency Response and Rescue Vessels (ERRVs) and two F class IMT 958 ERRVs will be delivered during 2014 and early 2016, replacing existing tonnage in the fleet.

Douglas Craig, chairman and managing director of Craig Group, said: “This significant investment is part of our continued drive to operate the largest and most modern wholly British owned fleet engaged in the UK offshore industry.

“A new-build programme of this size and scale underlines our commitment to the marine industry and means that we continue to offer our customers an unrivalled service.”

The fleet expansion comprises four D Class vessels, complementing the existing four D Class vessels already in service within the fleet. Fifty metres in length, the vessels will be outfitted as a minimum with one Daughter Craft and one Fast Rescue Craft as well as state-of-the-art survival facilities.

Two F Class vessels will also be brought into service. Slightly larger at 58 metres long with diesel electric propulsion via twin Azimuth Stern Drives, they will also be equipped with Daughter Craft and Fast Rescue Craft as well as being able to transfer and store limited deck cargo and provide offshore locations with fresh water and fuel if required.

News Spill protection coating

Skills ‘perfect storm’

PPG Industries has announced the launch of a new application of PITT-CHAR XP. PITT-CHAR XP is a flexible epoxy-based intumescent passive fire protective (PFP) coating suitable for environments where exterior durability and corrosion resistance are required. It utilises established technologies to prevent steel structures from heating up rapidly in the event of a fire by providing insulative protection against high temperatures.

The product can also be used as an insulative method of protecting structural steel from exposure to the extremely cold temperatures that can result in the event of a cryogenic liquid spill, a feature that is of particular interest to the LNG market.

Paul Greigger, technical manager PITT-CHAR, PPG Industries says: “Because of the performance characteristics of flexible epoxy intumescent PFP coatings in low and high temperatures, the petrochemical industry has expressed interest in these coatings as a means to protect structural steel from the extremely cold temperatures that could result in the event of an LNG release, as well as a potential explosion and subsequent fire.

“PITT-CHAR XP offers low-temperature flexibility, cryogenic capability, hydrocarbon fire protection, jet fire resistance and blast resistance. It can be used in environments where hydrocarbon pool and jet fires are a risk, particularly under cryogenic and explosion overpressure conditions. PITT-CHAR XP provides enhanced resistance to cracking on flexing and vibrating structures and delays the loss of load-bearing capacity and integrity, buying time for personnel to evacuate to a safe area.”

Leading marine and offshore resource and asset management service company C-MAR Group, has highlighted the UK’s escalating skills gap as the most critical issue facing the UK industry today. Speaking as the industry gathered for the Offshore Europe Conference, chief operating officer Peter Aylott described how combination of factors have come together to create a ‘perfect storm’ for the industry.

Aylott said: “The fact that there is a marine and engineering skills gap in the North Sea is widely recognised. Less well known is the size of that gap. The figures are startling – 70 per cent of companies operating in the region now report that they are struggling to recruit. The latest estimates are that we will need 12,000 new staff every year for the next decade.”

He continued: “The difficulty is that there’s not just one issue which we need to address. An ageing workforce, a lack of students entering the industry, stringent immigration requirements even for skilled workers, and an explosion in demand for specialist crew such as dynamic positioning officers, have all combined to create a perfect storm for the domestic industry. On their own, these issues may be manageable, but together they have created a noose which threatens to throttle the industry’s growth.”

Aylott went on to address the impact of the widening skills gap on the UK’s attempts to reinvigorate North Sea oil and gas. He commented: “Through last year’s licensing review, the Government has made a major effort to stimulate the domestic oil and gas industry. Sadly, with the current situation, that is going to be a struggle. We have seen wages rise by more than 10 per cent in the last year leading to spiralling costs and a slow-down in production.”

Aylott concluded: “Government has addressed the issue of demand, now the challenge is to tackle the supply side. We need to do more to help top quality people enter the industry. That means more apprenticeships and more efforts to encourage students to study marine and engineering at Further and Higher Educational levels.

“More must also be done to encourage promising foreign candidates to come to work in the UK. Offering the best training, providing a flexible working environment, and delivering challenging and fulfilling opportunities are all important in the end picture.”

You bring me sunshine Meyer Werft of Papenburg, Germany has selected Metso DNA for the integrated alarm, monitoring & control system (IAMCS) to Royal Caribbean Cruises Ltd’s new generation of cruise ships referred to as ‘Project Sunshine’. The contract is for three vessels of 167,000 GRT with a capacity for 4180 passengers in double occupancy.

The vessels will be of the latest innovative design with high focus on energy saving and sustainable environmental solutions, both important subjects for Royal Caribbean. The IAMCS will be sized to handle close to 18,000 I/O’s within machinery, air-condition and emergency shutdown systems. The management of the diesel electric power plant is an integral part of the Metso DNA system.

Metso is delighted to be part of RCCL’s innovative project Sunshine at Meyer Werft having supplied automation system components earlier to Royal Caribbean International’s Radiance class and Celebrity Cruises Solstice class ships as well as many other cruise projects at Meyer Werft over the years.

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green issues

Going

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

T

he Isle of Man is well known as an ideal environment to nurture and develop clean tech businesses and for a relatively small nation it punches well above its weight in terms of implementing and supporting a wide range of energy efficiency initiatives, particularly in the maritime industry.

With ship efficiency fast becoming the most talked about topic amongst shipping professionals, shipping managers, regulators, charterers, owners, and operators based on the island are increasingly aware of the need to stay abreast of the latest developments to make ships more efficient and more eco-friendly or 'greener'.

With growing commercial and regulatory pressure to reduce fuel costs and emissions as well as a growing awareness of the financial benefits that running more fuel efficient vessels can bring, ship managers based on the Isle of Man are looking to alternatives.

As a leading ship management company Midocean (IoM) Ltd., part of the Peter Döhle Group and based in the Isle of Man, we have always placed a high priority on the safety of our vessels

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and the protection on the environment as well as the importance of running a cost-efficient service. Today every vessel has to have a Ship Energy Efficiency Management Plan (SEEMP), the existence of which is certified and filed in the ships’ and the companies’ cupboards, ready to be audited.

Cynics may say this is yet another attempt to take responsibility away from the vessel, reducing further the master’s and or chief engineer’s liberty to take decisions as they see fit, whilst increasing further the dreaded paperwork. A closer look reveals that the main burden of additional tasks lies within the shore based organisation, as particular consideration should be given to minimise any onboard administrative burden.

However, the pressure to reduce costs, or rather, to increase energy efficiency, is not only driven by prudent managers and active legislators, but to a certain extent also by commercial pressures. You may have heard that, and far from wanting to state the obvious, it is a fact of life that ships are primarily operated to supply the world trade with an option for transport – and to make a return on the investment.

In times when ships are less eagerly differentiated by their

charter rate but to a larger extent by their daily fuel consumption it came as no surprise that the high speed ‘gas guzzlers’ came under close scrutiny. The consumption curve of a combustion engine runs unfortunately exponentially. Combine that with the ever-increasing costs of fuel and you have a perfect motivator for the development of energy efficient vessels.

The technical and design options are plenty and some classification societies have summed them up very nicely, usually referring to the legislation that requires them. They range from the concept of injecting water into the fuel via the HFO vs LNG discussion to more traditional options like the use of wind power or slow steaming. But they all come at a cost.

Here is the point: You have to constantly keep up with the latest developments, educate yourself and others constantly about the design options and their impact on operations. You have to be familiar with the consequences of the chosen design and the associated costs at the investment phase, the operational phase and the divestment phase of a ship’s life cycle. Will this increase the threshold to become a ship manager or at least differentiate the good from the very good? Hopefully it will.

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

Joerg Vanselow

Joerg Vanselow is a director of the ship management company Midocean (IoM) Ltd., part of the Peter Döhle Group and based in Douglas, Isle of Man. Döhle (IOM) Ltd was founded in the Isle of Man in 1989 under the name of Midocean Maritime Limited as a crewing services provider to Peter Döhle Group and its long-term partners.

Its vision is to be the world’s leading provider of international ship management services, ranging from crew and technical to commercial, corporate, large yacht management and marine insurance.

For further information visit: www.doehle-iom.com.

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emaritime technologies

Freedom to move eMaritime capabilities in Europe: beyond the Blue Belt concept.

By: Ioannis Koliousis and Panagiotis Koliousis

T

he administrative procedures with which maritime transport operators need to comply with are complex, time-consuming and, in many case just numerous.

Furthermore, most of these procedures are (still) paper based and urgently require efficiency upgrades. A case in point for the European shipping industry is the gap between ports that have advanced information systems and those ports that rely on either legacy or paper based systems. This gap entails inefficient administrative procedures, multifaceted ‘single windows’ and bodies that don’t communicate with each other. This gap is large, hindering the competitive edge of certain routes, regions or companies.

In order to reduce the adverse effects, the European Commission started working as early as 2009 on this topic, with the most important documents being the ‘EU Maritime Policy until 2018’ (COM2009:0008/21.1.2009) and the Reporting Formalities Directive (2010/65/EU). One of the most recent accomplishments is the establishment of the Blue Belt Concept. The business objective is to increase quality and efficiency in transportation and particularly in maritime transport, by drastically removing multiple entries of the same information repeatedly and often manually, in each port of call.

Blue Belt is an area where vessels operate freely under EU internal market conditions. The administrative burdens

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are minimised, while fully respecting EU safety, security, environmental protection, customs and tax policies. This is implemented through improved maritime transport monitoring and reporting capabilities that additionally improve competitiveness and reduce burden and costs.

Blue Belt was initiated in 2011 by the EC in co-operation with the European Maritime Safety Agency (EMSA) to demonstrate to competent and national authorities, including customs, how SafeSeaNet could support their work. Authorities now receive notification reports before vessel arrival, including information on routes, ports of call and vessel behaviour (e.g. encounters at sea).

Furthermore, the Blue Belt demonstrates among other business tools, the use of eManifest, which facilitates voyages of vessels calling both in EU and in third country ports. The eManifest solves the problems of (ir)regular (tramp) shipping services. The systems that are currently implemented are fully interoperable and log the eManifests’ information into repositories that facilitate automatic exchange of information among authorities. eManifest doesn’t create a new system but builds on existing systems, such as the National Single Window(s), developed in the framework of the Reporting Formalities Directive.

The eManifest solves the problem of Union and non-Union status of goods transported. DG MOVE / EC estimated that less than 15 per cent of maritime traffic corresponds to regular shipping

services, thus previous schemes were not entirely fit for European Shipping. The majority of vessels carry both Union and non-Union goods and stop frequently at both Union and non-Union ports (e.g. in Norway, Northern Africa, Russia). The eManifest facilitates data exchange between authorities so as to minimise physical checks when and where appropriate. This tool disseminates the required information (information provided by all relevant actors in the supply chain) to customs on the status of the goods and allows the authorities to determine the procedures to be applied according to the goods’ status of the goods. At its full potential, the eManifest will take the form of an intra-European harmonised and electronic cargo manifest.

The eManifest benefits to the European Shipping market include: l Union goods benefit from the internal market status throughout the chain. This is now extended to goods transiting through voyages with calls in third countries ports. l Non-Union goods are subject to the same full compliance requirements that exist today. l European Customs authorities devote more resources to risk assessment and clearance of non-Union goods while Union goods circulate freely.

Particularly, for the European shipping companies, agents and transport stakeholders: l The data entry is significantly reduced and l The time it takes for a container to be discharged from a port or terminal is drastically cut.

The eManifest is only one of the different tools that EU has put in place through the ‘Reporting Formalities Directive’. From the Authorities side, the exchange of vessel and voyage related information supports: l The effective collection of information in support of the PSC inspection regime; l The effective collection of the required security information prior to ship’s entry into a port of a Member State and facilitation of sharing vessel position information for security purposes; l The monitoring of ships and cargoes that pose potential risks to the safety of shipping and the environment, including those involved in incidents, thus allowing for earlier precautionary actions and risk mitigation by coastal states; l The efficient and timely response to incidents or pollution at sea in progress including search and rescue operations; l The management of Flag State responsibilities, including the follow up of ships involved in incidents/accidents; l The efficiency of port logistics; l The gathering and comparison of objective and reliable information on maritime safety and on pollution by ships, thus enabling users to take the necessary steps to improve maritime safety and the prevention of ship-generated pollution, and to evaluate the effectiveness of existing measures.

Last but not least, the eMARITIME vision goes many steps forward and intends to make all procedures electronic. The applications that are currently being developed are limitless and actually re-engineer all legacy procedures in the domain.

Indicatively, eMARITIME upgraded procedures and tools include: l Cargo declaration for exports by/for shipping companies, shipbrokers freight forwarders to submit exit manifests (ECS obligation); l Cargo declaration for imports to European Customs Authorities; l Customs processes (scans, checks, controls, inspections, sanitation, etc); l Discharge reports including information, status reports, discharge lists, discrepancy lists, etc; l Export Control System (ECS) procedures; l Loading lists; l Full transport cycle barge planning, from pre-announcement of inland barges and cargo to sea terminals to delivery; l Vessel notifications; l Declaration procedures for Food & Consumer products; l Procedures for dangerous goods & HAZMAT; l Waste disposal procedures; l Pre-arrival cargo declaration import (4h) and Entry Summary Declarations for ICS obligations; l Transit declaration; l Pre-arrival cargo declaration import (24h); l Intermodal planning procedures (rail, barge, trucks); l Transport order; l Veterinary and Phytosanitary inspection procedures.

The development of comprehensive eMaritime tools, such as eManifest, offers clear benefits to the European shipping market, streamlining maritime operations and enabling greater efficiency in maritime operations. v This article reflects on the work done within the eMAR Project, funded by the European Commission under the FP7 Program. eMAR develops and tests tools under the eMARITIME Initiative of the European Commission / DG MOVE. For the latest updates, more information and relevant documentation, please visit the e-Maritime portal @ http://www.emaritime.eu/

Ioannis Koliousis & Panagiotis Koliousis

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

For more information visit: www.decisiondyn.com.

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electric engines

It’s

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

A

s the price of fuel remains at an all time high, commercial boaters continue to look for ways to reduce their vessel’s operating costs. This, combined with the desire of many businesses to reduce their carbon footprint, has encouraged the development of advanced technologies in marine electric drive systems.

Despite the recent rise in popularity, electric powered boats in a commercial setting aren’t new. The first commercial electric boat was produced in 1839 with a peak in popularity between the 1880s and 1920s. However, pure battery electric drive seems to have eluded mainstream commercial boating. This is likely down to poor battery performance and batteries that were unable to power large electric propulsion systems, such as high performance electric outboard motors, or give the duration required.

However, electric boating has now opened up to the larger power segments, thanks to leaps in technology. We have successfully combined a large outboard engine with an electric motor for the first time to produce a revolutionary 80-horse power equivalent, integrated propulsion system, which offers commercial operators outstanding efficiency with greater power and range.

Our system has been chosen to power Zodiac MILPRO’s SRMN600 professional RIB, which is designed for military and professional customers, the RIB is extremely heavy-duty and needs a tough, durable motor.

As the larger power classes have opened up to electric boating, the weight of battery technology has continued to fall. Now there is not only a significant environmental case, but also a strong economic case, for switching to electric only marine power.

One of the main advantages of electric propulsion is that the more it is used, the more environmentally friendly and economical it becomes. It is the only form of propulsion that can operate entirely on clean energy - we like to call this ‘flat-fee boating’ - once the initial outlay has been made for the motor and batteries there is the potential to go boating with no further costs incurred for powering the boat.

With battery costs independent of the amount of usage, commercial users with petrol costs over £3600 can save money almost immediately by switching from a petrol to an electric motor.

Electric outboard motors are much more efficient than the typical

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petrol outboard.

This is essential if they are to become the norm in boating, given the finite ‘fuel tank.’ Whilst petrol outboards can have an efficiency of around ten per cent, some electric outboards now boast an efficiency in excess of 50 per cent.

Lithium batteries are now often used, which increase safety and some even come with nine-year capacity guarantees. The high energy density of lithium batteries and the fact they can withstand high current drains are extremely important for marine propulsion systems. These properties reduce the weight and bulk of the on-board battery system, whilst ensuring the power supply does not collapse despite the high currents drawn by electric motors.

Another key advantage is lithium batteries have no memory effect and feature high cycling stability. In contrast to conventional lead-acid batteries, they lose hardly any charge - even during months of storage and in cold weather.

Along with performance, safety is a vital requirement for lithium batteries - as seen in the recent problems Boeing’s Dreamliners have had. There are four core requirements a safe lithium battery should fulfil: 1) Safe battery chemistry 2) Safe packaging of individual cells, such as laser welded steel cylinders to protect against internal short circuits 3) Precise and clean production processes at the cell’s manufacturer - check the cells used are produced by a well-known manufacturer 4) A built-in battery management system (BMS), which protects against over-charge, over-current and over-temperature.

Some more sophisticated battery management systems are now constructed in accordance to a redundant safety principle - where any component with a safety critical function is also backed up by a redundant component that duplicates the safety function It’s also worth considering the different ageing process of individual cells. Some batteries are now equipped with an

individual cell balancing system, ensuring all cells have the same charge status and are therefore ageing at the same rate, this helps to maximise the battery service life.

Similarly, even though submerging a battery should be avoided, many are now designed to withstand being in water for a period of time. Just as important is ‘electric’ waterproofing. This process prevents electrochemical corrosion when the battery is immersed.

Electric outboards are virtually silent in use and are extremely cheap to run. Some systems now feature an onboard computer that uses GPS to calculate remaining range as well as display travel time and direction to individual waypoints. With vastly improved battery technology, the cleanliness, reliability and low maintenance ownership experience of a modern electric engine is now highly appealing to a wide range of commercial boat users. v

John Arnold

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

For further information on the Deep Blue system or any of Torqeedo’s hightech electric outboard range, please visit www.torqeedo.com.

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ship safety

Moving on from

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

T

he clock is ticking for ship owners and operators to get up to speed with the latest ECDIS requirements… meaning a busy year ahead for companies who supply both the equipment and the data they run on!

The ECDIS, or ‘Electronic Chart Display Information System’ mandate is all about ship safety, and efficiency. That’s why the International Maritime Organization (‘IMO’) recently changed the International Convention for the safety of Life at Sea (SOLAS) to make it a requirement to fit an ECDIS system on a ship’s bridge.

The amendment to SOLAS means that all vessels, including cargo ships, cruise liners and tankers will be required to install an ECDIS according to a staggered timetable that began in July last year.

“ECDIS will make for safer and more efficient voyages,” says the aptly-named Steve Mariner, business development director at Kelvin Hughes, whose subsidiary company ChartCo provides navigational software and products that integrate with ECDIS systems.

“Crews will appreciate the capabilities of this navigation and

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management tool but shipping companies and vessel owners that haven’t yet installed an ECDIS system need a plan of action to meet their deadline. It isn’t just about equipping your bridge with the right platform. It’s also about ensuring your sailors have the right training to use this tool properly, having the appropriate data and keeping this data up-to-date. It’s also about amending your bridge procedures, particularly around ‘passage planning’, which is becoming a hot topic with Port State Control.”

‘Passage planning’ is a procedure by which a ship’s captain builds a complete description of a voyage from beginning to end. Although it is the captain’s responsibility to do this under international law, the task is usually delegated to the ship’s navigation officer.

Research shows that human error is partly to blame for a significant proportion of all navigational accidents, and that in many circumstances the mistake could have been avoided if the person responsible had properly used information that was made available to them.

“Effective passage planning is crucial,” says Steve. “It helps to ensure safety of life at sea, it makes for efficient navigation, and it

helps to protect the marine environment. Poor passage planning can result in accidents such as collisions, running aground, spillages or lost cargo.”

Of course an Electronic Chart Display Information System is only as good as the data it displays. Navigators need accurate, up-todate information. Not only because it is helpful to do so, but also because it is also legally required for vessels to ensure their charts are up to date before they embark on a specific voyage. Wrecks can shift, becoming a hazard on a busy shipping lane; buoys may move; port authorities can alter shipping lanes; sea depths may change following a survey. And whilst such changes were communicated by snail mail in the past, shipping companies now need faster updates.

Products such as ChartCo’s PassageManager system work seamlessly with an ECDIS platform to send such navigational updates to ships at sea by satellite broadcast, internet or email. The software, already installed on almost 6000 vessels worldwide, allows navigators to quickly identify charts, books and navigational data that they need for their journey. Once plotted, the route can be used to optimally select the electronic and paper charts needed for maximum safety and minimum cost. The system then automatically identifies which products are not part of the ship’s holdings or what electronic products do not have a valid license and the data and permits can then be delivered directly to the ship’s bridge. It also provides data on piracy, for example, notifying navigators of recent ship attacks close to a plotted route.

PassageManager can also display comprehensive port data and integrate this information with the Passage Plan. Using the programme, navigators can ask any port for the information required and view/print out photos, port plans, and arrival documentation. It all makes for a safer, more efficient vessel that fully meets the requirements of ‘Port State Control’, the inspection of foreign ships in any national port.

Of course, sailors cannot plan for every eventuality on a voyage - especially the weather, and especially in certain parts of the world at certain times of the year, including the Atlantic hurricane season and

the Pacific typhoon season. A bridge-based system, with frequent, accurate and reliable weather updates, is important for safety of ship and cargo; container losses cost the industry millions of pounds every year. PassageManager, for instance, provides users with fresh weather updates every six hours.

The paper charts and maps that once helped ships to sail the seas are now giving way to electronic tools, and its innovative products such as these that are driving this revolution in modern navigation. v

Kelvin Hughes

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

For further information, visit: www.kelvinhughes.com

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EXECUTIVE COACHING

All in the

mind Senior managers in the maritime sector can benefit from using intuitive intelligence in leadership.

Brian Bacon explains the principles

C

an you think of an occasion where you’ve had a gut feeling that something wasn’t right about a significant business issue but didn’t listen to your intuition and later regretted it? Do you often doubt your intuition in favour of hard evidence to support your business decision? If so, you may be underutilising one of the most powerful leadership tools, your intuitive intelligence.

Many people may feel that intuition has little or no place in business, that decisions should be based on empirical evidence rather than on trusting your gut feeling. But there is increasing evidence that intuition is more than merely a feeling. Many scientists now believe that it is, in fact, the result of our brains piecing together information and experiences to come to different, and less obvious solutions and conclusions. Publications, such as ‘Intelligent Memory: Improve the Memory That Makes You Smarter,’ by neuroscientist Barry Gordon, show that decision-making and intuition are inextricably linked.

Leadership experts and those working in organisational development give a lot of credence to IQ and EQ (emotional intelligence) but in fact

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‘intuitive intelligence’ is perhaps the greatest weapon for business decision-making.

I’ve spent much of my career working with some of the world’s largest corporations, and some of the best managers and strategists used their intuition first before looking to back it up with facts; almost as if the intuitive approach was the starting point and the measurement came afterwards. Intuition needs to be trained. It's a learned skill, and the more you use it, the more reliable it becomes.

Those who are training to sharpen their cognitive sensors are encouraged to use their intuitive senses when they are making decisions. This is especially beneficial when you are taking some tough decisions, which have far-reaching implications in your work life.

Your intuition can reveal some aspects of your situation, which your ability to reason cannot. In fact, your internal radar works perfectly. It is the operator who is in question. There are things your gut knows long before your intellect catches on. Every day, all day, an intelligent agent is sending you messages. The best leaders have learned not only to just trust their instincts, but also to obey them. Obeying your instincts requires that you listen to your own internal voice, acknowledge your internal reference point, rather than rush to embrace the myriad references and voices of others.

Your instincts are readily available 24/7.

Your mind is continually in overdrive. You spend a lot of time in an internal dialogue – in other words, you’re busy having a conversation with yourself. If you were to speak out loud the dialogue that goes on inside your head, you would be labeled, well…a bit crazy. And often the self-talk is negative rather than positive and constructive. You can change that.

Developing the ‘Intuitive intelligence’ of leaders is at the heart of what we do here at Oxford Leadership Academy. The basis for ‘intuition intelligence’ is a powerful new science of the mind known as ‘Intelligent Memory’ – a convergence of insights from behavioural psychology, cognitive psychology, neuroscience, and molecular biology.

As Barry Gordon states in his book (Intelligent Memory: Improve the Memory That Makes You Smarter): ‘Since birth our brains compartmentalize experiences and information akin to an elaborate closet organization system. The brain warehouses existing knowledge into separate files and, when new data is received, it searches the stored files looking for similar information. Upon finding a match, the new information is combined with the existing knowledge to create a fresh thought. This process, called intelligent memory, is the basis for producing creative, breakthrough ideas.”

Looking at this further…the breaking down and storing process is analysis. The searching and combining is intuition. Both are necessary for all kinds of thought. Even a mathematical calculation requires the intuition part, to recall the symbols and formula previously learned in order to apply them to the problem.

When the pieces come off the shelf smoothly, in familiar patterns ... you don't even realise it has happened. When lots of different pieces combine into a new pattern, you feel it as a flash of insight, the famous ‘aha!’ moment.

The situations in which leaders most consistently rely on their intuitive intelligence in business include: l In a crisis: When rapid response is required and there is no

time to go through a complete rational process of analysis

‘‘

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

l In high-speed change: When the factors upon which decisions are made change rapidly, without warning l In a messy situation: When a problem or challenge is poorly

constructed l In an ambiguous situation: When the factors to be considered

are hard to articulate without sounding contradictory

In helping leaders expand their intuitive intelligence and develop greater trust in their ‘flashes of insight’ we train them in the following: Be Present: Become mentally quiet and develop an ‘eye of the storm’ mental posture. As you may have seen a martial arts master do – centre yourself mentally, disconnect from the emotions of the situation. Detach from all noise and voices, just be still and observe.

Be inside. Listen. Look. Suspend judgment. Don’t analyse or try to understand. Just quietly observe. In a crisis, this can be done in just a matter of seconds. It’s the starting point to engagement of the whole brain.

See The Whole Picture: Interrogate the context. Become a detached observer of the situation and embrace the big picture. Get off the dance floor, stand of the balcony and look at the situation from a different, elevated perspective. See what has gone on before. Recall lessons from history. Things you’ve read and may have forgotten.

Actually it’s all stored there in your intelligent memory. Engage other players involved. Talk with them. Not at them. Be curious.

Take in all different perspectives and data points. This engages your intelligent memory and theirs as well. Such conversations stimulate creative collaboration. One person’s observation, sparks off another and chain reaction of insights emerge. Now, the whole brain is engaged.

Clarify Your Intention: Be clear on your purpose. Bring this into the front of your mind. Your intention becomes the filter through which you observe a situation. This provides focus and helps you zoom in on the few things that are most important. The clearer and more resolute your intention, the faster and more reliable will be the ‘flash of insight’ that follows. In leadership training we place a lot of intention on developing clarity of purpose. This requires deep reflection on your own truth about yourself, where you’re headed and why.

Engage your Values: Either consciously or unconsciously, all choices and decisions are driven by what you value most. The clearer you are about the values and principles, which guide you, the faster and more reliable will be your decision making and choice selection. Where you will end up in any situation in

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executive coaching life will ultimately be determined by the choices you make, so close examination of values is about the most important work a leader can do to prepare for making good choices. When observing and examining any situation your purpose and values engage together to provoke a flash of insight that ‘feels right’. This is when your intuition can be trusted.

Fierce Resolve: Total and absolute commitment follows when there is a feeling of certainty about the things you ‘feel are right’.

The power of discrimination and judgment lies at the heart of leadership wisdom and character.

Your ability to trust and execute your choices, based on that ‘flash of insight’ requires consistent alignment of intention, words and actions. A decision is worthless unless it is brought into action and followed through without second-guessing or procrastination. In great leaders, this is seen as their fierce resolve to stay the course and do what needs to be done.

This five-step process to develop intuitive intelligence takes place at a sub-conscious level, even if you use your conscious mind to formulate or rationalise the final results. Information is processed in parallel, not sequentially. Instead of going through the logical sequence one by one, the leader sees the situation more as a whole, with different fragments emerging simultaneously in parallel. Your brain can be trained to work as an advanced pattern recognition device. Your subconscious mind finds links between your new situation and various patterns of your past experiences. In a team setting this becomes even more powerful, as you replicate what happens in the brain in a group setting. This is how high performing teams develop creative solutions and collaborative action, based on collective insights and wisdom.

Intuition intelligence helps you navigate faster through vast amounts of unstructured data and can work around gaps and conflicts in the information. Yet, even the most highly developed intuition can be misled if too many of the facts are wrong or missing, so don’t neglect the rational mind or need for diligence in fact gathering and analysis. Just get the balance right. The intuitive mind can become your greatest weapon in business, if you learn how to use it confidently and accurately. v

Brian Bacon

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

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Profiles There are thousands of ships sailing the oceans today, transporting every kind of cargo.

The global fleet is manned by over a million seafarers of virtually every nationality and the companies involved in this sector are among the most technologically sophisticated of any in the world.

The prominent and successful companies that are highlighted in the next pages of Shipping & Marine provide real world examples of how state-of-the-art technology, best practices and modern innovations are put into practice in the maritime sector.

l A-ROSA FLUSSSCHIFF

l HYDE MARINE, INC

l ABP GRIMSBY AND IMMINGHAM

l OZATA SHIPYARD

l IMPERIAL SHIP MANAGEMENT

l SWIRE BLUE OCEAN

l SCHOTTEL

l TORGEM

l PORT OF LIVERPOOL (PEEL PORTS MERSEY DIVISION)

l GRENLAND HAVN IKS

l EMS-FEHN-GROUP

l PRAXIS AUTOMATION TECHNOLOGY

l PORT OF HAMINAKOTKA

l THE RICKMERS GROUP

l SCORPIO GROUP

l ZF MARINE krimpen

l PIENING PROPELLER

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

Cruising in

luxury

A

-Rosa Flussschiff GmbH is a German shipping company, providing luxury river cruises along the Rhine, Danube, Rhône and Saône. The firm can trace its roots back to 2000 when it was first established by Seetours, a joint venture between DSR and the British shipping company P&O. Originally the company possessed two river cruise ships before an ocean going vessel was added in 2002. By 2003 the company began to change and the company was acquired by the Carnival group who sold the A-Rosa brand and river cruise fleet to DSR. From 2004 onwards, the ocean cousinship remained in operation with the Carnival group under the AIDA brand.

DSR retained and continued to develop the A-Rosa brand by introducing new tonnage and new destinations while laying the foundations for further fleet development. In Spring 2009, the management of A-Rosa acquired 100 per cent of the company’s shares and the rights to retain the A-Rosa brand. The management buyout was lead by current chief operating officer, Markus Zoepke, Lars Clasen and Waterland Private Equity and the group continues to own and operate the firm. The company is based in Rostock, Germany and as of 2012 employs around 560 members of staff. The company has continued to grow despite challenges faced across the market due to inclement weather conditions and high water and achieved sales of 70 million euros in 2011.

At present A-Rosa operates ten vessels with an eleventh under construction and set to go into operation in April 2014. Each of the vessels was purchased new and construction of the ships was undertaken at the Neptun Shipyard in Rostock-Warnemünde. For A-Rosa the acquisition of vessels represents more then simply fleet expansion, it represents a carefully considered extension to the company’s brand as chief operating officer Markus Zoepke explains: “We are a fully integrated company where we have the tour operator and the river operation in one location, so we do everything from A-Z. We design our own ships and we develop our own concepts. We do everything from marketing and sales, hotel operation, product management, and nautical staff. Everything has one identity and that identity is A-Rosa.”

The company has long established routes operating throughout the continent and is known for offering high quality and modern river cruises in the heart of Europe. It is able

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

to offer customers trips on the Rhine, Danube, Rhône and Saône along with stops in Germany, Switzerland, France, Holland, Hungary and Austria. More recently the company has made inroads into the United States as Markus Zoepke elaborates: “This is proving challenging however, we have had the first year in the US and have found success in the area. Now we will be focusing on increasing the number of cruises for next year from 13 to 16.

“We have a representative in the States called David Morris International, who is organising and managing our sales in the States and the projections for the cruises are looking quite good at the moment,” he adds.

Crucial in differentiating the company is its dedication to quality and the uniqueness of its product. A-Rosa has currently transitioned through a complete brand re-launch extending from the look and feel of its brochure through to the services that it provides. One of the key changes in the company has been its move to encourage family bookings where it had previously focused on the twilight market. To accommodate these bookings its two newest ships, the A-Rosa Silva (2012) and the A-Rosa Flora (due 2014), are fitted with suite and junior suite cabins, which have so far received a positive response.

So much so in fact that the company has decided to increase the number of these suites as it further focuses on family markets.

Complimenting this, A-Rosa has developed a programme of special

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

shows aimed at children as well as a number of fun activities like spaghetti cooking and lessons in making a delicious apple strudel.

However, the company’s traditional market as well as breaks for younger couples remain highly catered for. In contrast to its family orientated cruises, the group can offer relaxing gourmet cruises complete with gourmet chefs and sommeliers. It is also able to offer specialist cruises centered on the music of Howard Carpendale and classical music inspired journeys, which include visits to Vienna’s opera hall and the Bazilika in Esztergom.

The past few years may have proved challenging for the sector in general, with high water conditions causing a dip of between eight and ten per cent in the market for A-Rosa, however in contrast to its competitors this represents a significantly lesser blow for the company and a drop that it fully expects to recover from in coming seasons. Part of the reason A-Rosa has proven so resilient is its flexibility as Markus explains: “We are able to make decisions very quickly, which has proven very important as high water has made this year incredibly tricky. However, as we are so flexible we are able to change our itineraries quickly if necessary. As we do everything ourselves we do not need to go through several operators to reach a decision.

“We have had strong capacity growth at A-Rosa over the past few years so the next few years will be spent consolidating,” he continues. “Except for this year, since 2009 we have had one new vessel coming into operation each year. We are going to concentrate on this new premium image for our premium brand and expect our sales to continue to grow over the next few years.” v

A-Rosa Flussschiff www.a-rosa.de

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

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Investing in the

future

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

“

T

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

Combining to form the UK’s largest port by tonnage, Grimsby and Immingham handle up to

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55 million tonnes of cargo each year. Traditionally connected to the fishing and food industry, the port of Grimsby today focuses on the handling imports and exports of trade cars, with more than 600,000 vehicles handled through the port each year. This number is set to grow massively over the coming years following ABP’s £26 million investment in developing the Grimsby River Terminal, which will enable the port to handle the largest operating car carriers. Until recently car-carrying ships have solely used Grimsby’s Alexandra’s Dock, which is accessed through the port’s original Royal Lock. The new terminal not only cements Grimsby’s role in the automotive market, but will also ensure increased efficiency and speed of service during the production build up for the two registration peaks each year.

“The Grimsby River Terminal (GRT) is now operational and officially opened on 20th September,” said John. Speaking at the official opening he noted that this investment represents a vote of confidence in the town and the start

Profile: Associated British Ports Grimsby and Immingham

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

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

the region’s economy and creating jobs.

He explained the reasoning behind ABP making this significant investment: “We decided to future proof the port as new ships are getting

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ABP Port Drector Grimsby and Immingham John Fitzgerald and Robin Woolcock

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

ABP chief executive, James Cooper, added: “The opening of the Grimsby River Terminal marks another important milestone in ABP’s wider programme of investment across the

new terminal is further testimony to ABP’s ongoing commitment to the Humber region, to serving our customers and to delivering growth.”

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

This new major investment is certain to secure the region’s position as a hub for the

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

development of the low carbon energy future.

As part of the development ABP will invest

Profile: Associated British Ports Grimsby and Immingham

Viking Constanza on the Grimsby River Terminal management of the port in preparation for increased activities, thus ensuring the port is operating most effectively.

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

in new discharge and storage facilities at the three ports, while the Port of Immingham’s Humber International Terminal (HIT) will boast a new dedicated import facility, the Immingham Renewable Fuels Terminal, to handle up to three million tonnes of wood pellets each year in Panamax sized vessels. Furthermore, the investment will require a new quayside discharge plant and associated equipment to move the biomass from ships to new silos, which will have the capability to store 100,000 tonnes.

From the silos, cargo will be conveyed to a new train loading facility that will service specialised rail wagons which Drax are currently having manufactured and which will transport the biomass to the Drax power station in Selby.

ABP’s Humber ports are already at the forefront of the renewables industry thanks to continued investments by leading offshore wind operators such as EON, Siemens, RES, Centrica and Dong developing operations and maintenance bases at the port of Grimsby “Our sister port in Hull is involved in assembly and manufacture of offshore wind turbines, while Grimsby is already established as a centre for the operations and maintenance services to the offshore wind industry. We have already seen major investments from EON, Siemens, Dong and Centrica, so the big players are already establishing themselves at the port of Grimsby and we are in discussions with a number of others,” explains John. “Centrica recently opened a £3 million operations base/control centre in Grimsby, EON are constructing at the moment and Dong are setting up a 950 square metre construction base for its Westermost Rough project. All of these companies are investing a lot of money and that is bringing new jobs to Grimsby and improving the town as a whole; it has a domino effect and it is all very positive.”

As investments continue over the coming months, ABP has secured the future of Grimsby

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

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

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Complete

solutions B

ased in Gothenburg, Imperial Ship Management was established in 2007 as part of parent company Imperial Shipping’s strategic plan to expand from an internal ship management firm for its own ships to offering services externally. “Our parent company was established in 1997 as a ship building firm, which originally turned to third parties for shipping management solutions. However, in 2006 the board decided to move into providing ship management for both themselves and third party operators; thus, Imperial Ship Management was formed in 2007,” explains Lars-Arne Inberg, managing director of Imperial Ship Management.

With core activities in the dry cargo market, Imperial Ship Management is responsible for operating and maintaining the shipping line’s own fleet of six general cargo vessels and seven RoRo ships, which mainly range in sizes from 6000 – 35,000 dwt. “As a company we provide full ship management services including crew, technical, ISM qualifications, security safety and IT,” says Lars. “Our main strengths are that we have full DOC documents for many flags, including the UK, Sweden, Bahamas and Gibraltar. This is a big advantage for any operators looking to enter our group; the fact we can offer a comprehensive package of ship management solutions is also beneficial.” Offering complete in-house ship management, the company has worked in close co-operation with the OSM Group for many years on crew planning, working with crews primarily from Sweden, the Philippines, Poland and Russia.

In 1999 Imperial Shipping became the sole owner of the Swedish Orient Line (SOL), which resulted in services between Northern Europe and the Mediterranean beginning again. SOL has been operating in European shipping for a century and has developed a strong customer base within the forest industry; in addition to freighting forest products between ports, SOL also offers management. “Imperial Ship Management is based in the same building as the SOL, which operates as a separate company and has some of its own ships. We supply shipping management to SOL; this means that

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it is able to run efficiently and can communicate effectively,” says Lars.

Together with SOL, the company’s vessels transport cargoes from Northern Europe to Southern Europe and Africa and also deliver a wide range of project and contract cargoes around the world.

A number of Imperial Ship Management’s vessels transport forestry cargo from the Baltic Sea to the Eastern Mediterranean, while another two vessels are chartered to Stora Enso, for the transshipment of goods between the Baltic Sea and Europe. This assignment includes fleet management, positioning of empty equipment, SECU’s (Stora Enso Cargo Units), budgeting and an operational follow-up of the system, the repair

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

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

forest products logistics requirements. Built in 1991, the vessel has a length of 169 metres and weighs in at 22193 tonnes. Following this contract, the company was awarded a new management contract with SCA Transforest for the crewing and technical operations of its three ships, MV Ostrand, MV Ortviken and MV Obbola.

The contract, which began in December 2011, includes the purchasing of materials and also maintaining compliance with international safety regulations. “We have staff at our offices in Sweden who oversee the management of these operations,” says Lars. Imperial Ship Management manages the technical operation of these vessels, while the crew is the responsibility of OSM/Transforest AB. Despite the vessels being 17 years old, the equipment has been replaced over the years to ensure its technology remains new and modern.

The three RoRo vessels are all under the same classification, Ice Class 1A, and have an overall length of 170 metres, a beam of 23.5 metres, speeds of 16 knots and a cargo capacity of 8200 tonnes, with a double loading deck design. They are the first in the world to be specifically designed for cassette handling and each has a longitudal bulkhead that separates the decks into two 10.5 metre wide areas that have room for four cassettes athwartships, which minimises the danger of cargo damage and load movement during transportation. These vessels continue to offer a successful service from London to Rotterdam via Helsinborg to northern Sweden. “We have strong, long-term relationships with SCA and NOCC; we value these relationships and aim to maintain ongoing business relationships with all of our customers,” highlights Lars.

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The value of

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

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

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S

CHOTTEL was founded more than 90 years ago, at first operating as a yard for smaller barges and passenger vessels.

In 1950 the SCHOTTEL Rudderpropeller (SRP) was developed and launched, and with this invention SCHOTTEL started to concentrate on the design, development and manufacturing of propulsion systems. The SCHOTTEL Rudderpropeller continuously conquered the shipping world and is now the first choice propulsion system when utmost manoeuvrability is required.

As the company continued to evolve, further propulsion systems were added to the product range, and SCHOTTEL now offers an entire product range necessary for moving a vessel. As Gerhard Jensen, CEO, explains, there remains a focus on manoeuvrability applications: “We have a large number of customers for tugs and offshore vessels that have been our partners

The new SCHOTTEL NAV Generation

for many years,” he began. “But our systems have been adapted continuously to various applications so that we have a great stake in the areas of ferries, passenger vessels and river cruise vessels. We also have other interesting applications in research vessels, river bulk vessels, river tankers and yachts.”

It is clear that SCHOTTEL places a lot of focus on the development of products and at the end of 2013 the company has a new launch planned – the NAV. Gerhard gave some more details about this important development: “The new SCHOTTEL Navigator is a very interesting product that has no comparison on the market.

It is a complete outboard unit consisting of an engine and the SCHOTTEL Rudderpropeller as well as the SCHOTTEL steering system. The yard just has to prepare the basement of the vessel and the complete propulsion system can easily be mounted with this unit called NAV. You could call it ‘plug and play’. It is interesting for smaller work vessels and small ferries but also big offshore barges. You can add as many of the NAV as you need, e.g. two at the stern for a ferry or a work vessel or maybe four for big barges (two NAV at each side of the vessel). It has definitely never been easier to motorise a vessel.”

The NAV 200 will be exhibited at Europort in November.

Profile: schottel

This is not the only important new release from SCHOTTEL though. Gerhard was also keen to highlight the new SCHOTTEL Rim Thruster (SRT), which he described as: “The ideal side thruster for OSVs, superyachts and inland water vessels when reduced noise and vibration, high efficiency, savings in space and weight as well as eco-friendliness are key requirements.”

He added: “Furthermore we have expanded and upgraded our SRP series and the series of our electric Combi Drive (SCD) as well as the Transverse Thrusters (STT), the SCHOTTEL Pump Jet (SPJ) and the retractable systems.”

The strength of these products is one of the key foundation stones of the company, but as Gerhard noted, they have to be supported by a reliable team and excellent customer service in order to create an all round package: “We know that the best product is not worth its price if a manufacturer cannot ensure best quality service,” he said. “So we have done a lot to give our customers the best support when service is needed. We place great value on having the best engineers and technicians in the SCHOTTEL Group, plus we make sure that experts in our propulsion systems staff our service stations all over the world. Moreover, we have a state-of-the-art training centre in Germany, the SCHOTTTEL

SCHOTTEL Rim Thruster SRT

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Profile: Schottel

Prof. Dr. Gerhard Jensen

Academy, which means the employees at our service stations undergo in-depth training on how to operate our systems, and we can train customers as well.

“We also attach great importance to keeping a large part of our manufacturing in-house,” he added. “This not only saves time and simplifies business processes, but also safeguards our know-how and ensures consistent high quality.”

The manufacturing facility mentioned by Gerhard is under scrutiny at the moment – after nearly a century of production and growth, the company has outgrown its location: “Our manufacturing sites are no longer what you would call ‘state-of-the-art’, said Gerhard. “The machines are new, of course, but the logistics do not cope with modern standards anymore and are inefficient. The plant is situated in a small village, which doesn’t offer any more space.

We are planning to move to a place with a lot of space and the optimum logistics for the complete supply chain. We are creating this new site close to the present one, so we can keep our skilled employees and offer them the most modern working environment in the industry.”

Considering the new product launches and the new facility to develop, it is clear that the growth at SCHOTTEL is not slowing down. Gerhard also pointed out that more exciting ideas are already on the agenda, this time in its tidal energy business: “We have noticed a strong interest in our very economic approach of harvesting energy from the sea,” he said. “The first prototypes were sold to customers and we are convinced that in three to five years many of our systems will be working worldwide.” SCHOTTEL is also looking to expand the gears and drives activities of its subsidiary PW. Nearly 100 years of innovation have resulted

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

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

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

Cross-view of the SCHOTTEL Combi Drive

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

Ambitious Terberg DTS (UK) Terberg has developed a strong relationship with Peel Ports as proud suppliers to this leading port operator in the UK and Ireland seaport sector.

With its tractors used for both RoRo and container applications, Terberg believes this endorses Peel Ports’ commitment to deliver the best possible customer service. Terberg has also supplied a number of trailer solutions for terminal applications.

Alongside Peel’s approach to innovative forward thinking, Terberg welcomes a long and exciting future relationship with them.

T

plans

he Peel Ports Group is strategically located to serve the whole of the United Kingdom. Five major gateways from Clydeport to Medway handle a broad spectrum of international trade amounting to more than 65 million tonnes of cargo a year.

At the centre of the country and the heart of the Group are the Port of Liverpool and the Manchester Ship Canal, a continuous water highway forming a single facility of major strategic and economic significance. The Port of Liverpool is one of the busiest and most diverse ports in the UK handling over 30 million tonnes of cargo every year. Operations in Liverpool account for two thirds of the group’s total trade, and diversity is a key strength. The main sectors for Liverpool include containers, bulk liquids, biomass, petrochemicals, grains, animal feed and steel along with lo-lo- and ro-ro.

Already a significant asset to the UK in general and Peel Ports in particular, the Port of Liverpool is set to become even more

important, when Liverpool2, Peel Ports’ £300 million landmark deep-water terminal, becomes operational in 2015.

Gary Hodgson, chief operating officer of Peel Ports, explained that Liverpool2 will allow much larger vessels to call directly at the Port of Liverpool, meaning shipping lines will be able to operate some of the world’s largest vessels in close proximity to the UK’s central logistics hub and a population of 35 million consumers within a radius of 150 miles.

“This is the region’s most important infrastructure project for a generation,” he said.

“Work has already started on the container terminal, which will enable some much bigger ships, with capacity of up to 13,500 TEU, to call directly at the Port of Liverpool.

“So far in excess of 136,000m3 of material has been dredged from the bed of the Mersey to create the necessary approach channel and 16.5 m berthing pocket, and approximately three million cubic metres of infill will be needed to create the planned new container area,

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Profile: Port of Liverpool (Peel Ports Mersey Division)

Port of Liverpool

alongside 15,000m of steel piles (329 circular steel tube piles in total) weighing in at around 20,000 tonnes, 230,000 square metres of new surfacing, 6100m of new crane rails and 3500m of new roads. Steel piling operations are just underway, and are likely to last for 12 months.

“The construction programme for Liverpool2 will also feature an 854 metre-long quay wall with some 30,000 cubic metres of concrete

Royal HaskoningDHV With extensive maritime and water’s edge experience, Royal HaskoningDHV has an unrivalled reputation in maritime infrastructure, assessment and design. Its strong relationship with Peel Ports dates back over ten years, during which it has provided innovative and sustainable solutions to a number of upgrade and maintenance projects in Peel Ports’ extensive dock estate.

Royal HaskoningDHV was involved in Liverpool 2 since 2008 and is proud to be associated with this landmark project for Peel Ports.

required for the capping beam. The project will require eight ship to shore cranes and 27 rail mounted gantry cranes, and around 2500m of new fencing.”

Gary continued: “Liverpool2 will enable companies once again to use vessels that call directly into the northern half of the UK (capacity at the Port of Liverpool is currently limited by the size of its Victorian locks). It is anticipated somewhere in the region of 100 million – 150 million miles of land based transport could be saved as a result of the development of Liverpool2.”

One company that has already transferred much of its cargo to Liverpool is Typhoo. By shipping through Liverpool, Typhoo will save in excess of a quarter of a million kilometres of road transport and around 200t of CO2 over the next year or so.

Another major benefit for clients working with the Port of Liverpool is its strategic alliance with the Manchester Ship Canal (which was actually originally constructed by the merchants of Manchester expressly to bypass Liverpool).

This relationship has created an innovative and sustainable Green Highway Network, which seamlessly links Liverpool’s deep sea offering with a string of hubs along the Manchester Ship Canal, with 12 terminals handling over

seven million tonnes of cargo.

In 2013 the Manchester Ship Canal container shuttle service will move in excess of 20,000 containers across a distance of 44 miles between the ports of Liverpool and Manchester.

That’s 20,000 fewer trucks making the journey to Manchester on the region’s road network.

As an illustration, trainers manufactured in the Far East can hit the shelves of the Trafford Centre with only a handful UK road miles in their supply chain. The carbon and cost benefits for customers are clear.

Gary added: “In 2013, 2500 TEU of containerised Kellogg cereal products will be transported on the Manchester Ship Canal between the company’s manufacturing plant in Manchester and their international markets in Ireland and Iberia. The containerised product is transhipped at the Port of Liverpool onto shortsea services that operate to Dublin, Belfast and Bilbao.

“Their use of the shuttle service will equate to an 85 per cent reduction in road miles for the Liverpool to Manchester supply chain: a reduction of 40,000 road miles and 61 tonnes of CO2 in the coming year as they get products like Cornflakes and Rice Krispies into shopping baskets and onto breakfast tables.”

Such is the confidence that Peel Ports has in

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Profile: Port of Liverpool (Peel Ports Mersey Division)

RSCT Seaforth quay side

this Alliance that it is investing another £200 million in the development of a series of logistics hubs that will incorporate inland water, rail, major roads and warehousing solutions along the canal at Ports Bridgewater, Warrington

and Salford which will add further capacity and benefits to the service.

“With ten motorways within ten miles of the water as well as on-site branch line connections to the West Coast Mainline, the Port of Liverpool

and Manchester Ship Canal have unrivalled multimodal connectivity, and our assets in terms of the integration of the Manchester Ship Canal and the Port of Liverpool is one of our main strengths,” said Gary. “We can also provide a real diversity of commodities and capabilities, and added value services (whether provided by us or by partnering with third parties) enable us to provide differentiated offers to our customers, such as multi user/flexible warehousing, for example.”

Going forward, Gary and his team are not resting on their laurels and have more ambitious plans for the Port of Liverpool. In the short term, these include entering into a partnership with Liverpool John Moores University and the City of Liverpool College to create the UK’s only low carbon SuperPort University Technical College (UTC). “Peel Ports wants its investment in Liverpool2 and the wider port estate to be sustainable,” explained Gary. “The UTC will operate with an employer-led curriculum and will specialise in maritime, low carbon and superport qualifications for 14-19 years olds alongside a mainstream curriculum.

“Our priorities include investing in people, as well as processes and technology. We’re confident that we can continue to grow our market share in a number of our traditional sectors, and we also have some exciting plans in the automotive and renewables sectors, and we need to bring these to a point of being investable projects during the rest of 2013.”

He concluded: “With the investments we are making and planning over the next few years the Port of Liverpool will be transformed into a modern logistics hub for a number of key commodities, therefore the focus for us is really on delivering our very ambitious business plans.” v

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

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Profile: EMS-Fehn-Group

A strong

E

MS-Fehn-Group is a leading business that specialises in logistics and ship management services, providing both international and small independent companies with a flexible and highly specialised service. The Group, which owns 24 vessels, comprises of specialised companies in Germany, Albania, Italy and the Baltic region.

“EMS-Fehn-Group today consists of 12 companies in five countries: five logistics companies, two shipping companies, two crewing companies, one agency for yacht transports, one terminal operator, and one stevedoring company,” says Ingo Hesse, managing director of a number of companies

group

within the EMS-Fehn-Group. Together with coCEO and co-owner Manfred Müller, Ingo directs the daily business of EMS-Fehn-Group.

“While we do not have one ‘main market’ our clients are both big international businesses as well as small, specialised companies. Our big strength lies in our extremely flexible operation, as we are constantly gathering know-how and are thus able adapt to any demand. For example, EMS-Fehn-Group knows how to ship subsea cables, wind turbines, steel coils and grain; we can transport mega-yachts as easily as we can beer tanks; and we are capable of organising the dismantling of a factory, the transportation of components by trucks, barges and sea vessels, and the complete the eventual reconstruction.”

As Ingo explains, through its various companies EMS-Fehn-Group has a true multioperational capability. The various businesses allow the Group to easily take on any operation requested by a client, as he confirms. “EMS Chartering, for example, with its chartering, operations and project departments is a very versatile company that moves pretty much everything that can be moved. Fehnship is a shipping company that is specialised in short sea shipping, and NTO Shipping is a relatively young business that is in the process of building up a fleet that complements that of Fehnship.

“Within the Group we also have Northwest Crewing, which is tasked with recruiting seafarers worldwide for Fehnship, NTO and other shipping companies, and in a similar role we have BTSC, which is specialised in recruiting seafarers from the Baltic States,” Ingo continues. “When it comes to transporting, GBS is responsible for transporting motor and sailing yachts worldwide and ISLA is a logistics company covering the fields of brokerage, transport, forwarding and shipping agency in Italy. ASC is a stevedoring business based in Durres, which is the major port in Albania and is where our company EMS-APO operates the bulk terminal.

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Profile: EMS-Fehn-Group

EMS-GBL is situated in Skopje, which is a place that we find very compelling due to its location at the junction of the main north-south and west-east trading routes of the Balkans. Here, the business provides transport, forwarding, transhipment and all forms of warehousing.

Lastly, we have EMS Shipping, which is the company that started the EMS business and has today evolved into a logistics provider for road and rail transports including warehousing.”

Clearly, EMS-Fehn-Group’s business is extensive and covers a wide range of industry sectors. Despite this vast network Ingo is keen to highlight that the Group operates very closely: “Under the EMS-Fehn-Group roof we actually have exceptionally short lines of communication, which I consider to be one of our key strengths and a factor that sets us apart from many of our competitors,” he says. “A major asset of our operations is that all stakeholders are acting managing directors and are therefore involved in the daily business – we know what we’re talking about. Our close communication means that if we discuss a project, for example, it is a

matter of minutes to call together all the relevant people and reach a very quick and suitable decision. From the managing directors down this extends to our staff, which are the main asset of EMS-Fehn-Group. They are a group of highly motivated, highly skilled and truly multi-cultural individuals dedicated to their work.”

This level of dedication means that EMSFehn-Group’s companies are involved in many important industry projects. One example of this is a current major project in Albania at the Port of Durres, where EMS-APO is operator of the East Terminal which under the supervision of Manfred Müller. “This is a key project,” says Ingo. “EMS has been granted the concession for the East Terminal at the beginning of this year, in May the contract was inked, and in mid-July EMS APO started as operator. From the first day the terminal was operational we received regular ship visits, and have recently discharged a large cargo of pitcoke. Parallel to this we have also established new office buildings and are currently in the process of enhancing the existing infra- and superstructure step by step. We have a detailed

Hidrodinamik Shipyard Hidrodinamik Shipyard is a family owned business, which has been operating since 1975 from well-equipped facilities in Tuzla Bay, Turkey, just 20 miles from the Bosphorus Strait. The yard has built a strong reputation for quality, on time, cost effective work in the smaller vessel market undertaking repairs, conversions and newbuildings. Such is its standing that clients are now approaching the yard for repairs to their larger vessels, which it manages through agreements to utilise the facilities of another shipyard in the area.

Hidrodinamik has invested heavily in its facilities and technology in recent years and has opened mechanical, electrical, insulation and piping workshops inside its premises, thus increasing quality control and efficiency and reducing reliance on the extensive contractor network in the area.

concept of what we want to achieve over the coming months and years, with the ultimate goal of doubling throughput to two million tonnes per year.”

While this is just one example, EMS-FehnGroup remains positive about future growth in all areas of its operations. The business currently has a fleet of 24 vessels, which, under the operation of Fehnship consists of ships designed for short sea shipping that are able to utilise a wide scope of ports, including smaller, hard to access ports that other companies are unable to visit. In terms of future growth, Ingo points out this fleet as an important area: “We are actively working to enlarge our fleet,” he confirms. “We are looking at vessels that fit into the existing fleet and that match our requirements both technically and financially, and while we have some projects in the pipeline it is a little early to confirm specific details.

“Overall though we believe that the market looks good and we remain positive, I’m certain that there are more opportunities than there are challenges. However, at EMS-Fehn-Group, we tend to not think to specifically about this type of thing – we are used to continuous market fluctuations, as they are an inevitable part of our business. Ultimately, markets change and we must change with them. Maintaining this outlook EMS-Fehn-Group has grown rapidly over the last few years resulting in a move to larger office premises, which are planned to accommodate the further expansion that we have planned for 2013 and beyond. We will remain on the strategy that we have adopted in achieving this by growing organically and expanding our fleet to at least 40 vessels,” he concludes. v

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

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Profile: Port of HaminaKotka

Doubly

strong

EAST LIGHT EAST LIGHT OY is a Finnish company specialised in handling, storage and forwarding of transit goods. Founded in 1990 company has over 20 years of experience in logistics and trade with Russia. The company has two ‘A’ class customs terminals, one, which is located in the Port of HaminaKotka and another at Finnish-Russian border offering the best storage and production facilities with a video surveillance system.

Long-term co-operation and enduring partnerships with European and Russian companies allows East Light Oy to develop and provide its customers with a full range of logistics services in transportation, cargo consolidation, handling and forwarding of full containers and LCL shipments. Co-operation in all these areas is a very important aspect of close interaction between the company and its customers and is the main key to provide fluent logistic services all the way to Russia.

T

he Port of HaminaKotka Ltd is the biggest universal, export and transhipment port in Finland as a result of the successful merger between the Port of Hamina and the Port of Kotka in 2011.

At this time a new limited company, Port of HaminaKotka Ltd, was established to administer the port activities.

Based only 35 kilometres from the Russian border means that the port is also the most eastern in Finland, and the largest import/export

channel between Finland, Russia and the rest of Europe. In general the Port of HaminaKotka offers excellent connections in the Baltic Sea region with a full service centre for logistics and other port related industries.

Speaking previously to Shipping & Marine, managing director and CEO of Port of HaminaKotka Ltd Dr. Kimmo Naski explained the benefits delivered by the merger: “Our total container handling capacity was increased to above 1.5 million TEU by the merger. Despite market conditions, we managed to increase our container volume by 18.9 per cent in 2011 and by three per cent in 2012. In 2012 a total amount of 631,000 TEU was handled in the Port of HaminaKotka, which made our port by far the biggest container port in Finland.

“The merger also brought other benefits.

For example, during the past decades many overlapping investments were made in the two ports, and the merger gave us the opportunity to optimise and co-ordinate our traffic functions, which has saved us a lot of money already and will continue to save us even more over the coming years. We have also found many synergies in operational work. Both the ports of Hamina and Kotka had considerable investment plans in place and due to the port merger we

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

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

port, HaminaKotka serves all types of cargo including container, RORO, liquid bulk, dry bulk, LOLO, project cargo and passengers. The port also maintains a subsidiary called Kotkan Satamatalot Ltd, which rents out offices, storage space and field areas within the port.

Following the merger the Port of HaminaKotka has also worked to unify standards so that its managing system consists of both the ISO 14001 environmental standard and the ISO 9001 quality management standard. These help to improve and develop the level of operations, quality and environmental protection to better serve the port’s customers and ensure the competitiveness of its business.

This environmental focus has seen the Port of HaminaKotka play a role in the co-operation project ‘Ecologically Friendly Port’, launched in December 2012 together with parties such as the Russian State Hydrometerological University, UstLuga Company JSC, and Kymenlaakso University

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

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

Profile: Port of HaminaKotka

The economic challenges of Europe have however impacted on figures in recent years as Finnish exports to Europe failed to develop favourably, which in turn effects the Port of HaminaKotka as the largest export port in that market. Despite this, 2013 has started positively for the company as although total port traffic is down by 0.9 per cent over the year 2012-2013, imports are up by 3.7 per cent and container traffic is up by 2.5 per cent.

Part of this is down to the close co-operation between the Port of HaminaKotka and its customers as a result of the difficult operating environment, and this puts the port in an even stronger position for when the upward turn arrives. v

and Ust-Luga. This focuses on four main areas; the present state of environmental impact management, development of replacement procedures, environmental legislation, and monitoring of environmental impact.

Over the years a number of expansion projects have been implemented at the various harbours that make up the Port of HaminaKotka. Delivered prior to the merger, the deepening of the fairway in the Port of Hamina to 12 metres is one of particular importance as it now allows the port to handle ships from seven to ten metres wider and 20 to 30 metres longer. This was especially important for the oil harbour as the liquid cargo trade develops and the trend of moving towards larger commercial cargoes.

Mussalo in Kotka has also seen two new terminals built as a result of investment from RP Logistics Oy, totalling 10,000 square metres of new storage capacity. These began operating in April this year, and once again demonstrate the attractiveness of the port’s position having come about as a result of repeat requests for additional storage facilities at Mussalo. Furthermore, the deep water at the Mussalo (Kotka) terminal allows vessels of 15.3 metres depth (all vessels being able to pass the Danish straits) to call at the port.

Many of the products handled in these new facilities come from the wood-processing industries, which is a key business area for the Port of HaminaKotka. The sawn products are generally exported to North-East Asia, the UK, Mediterranean and Japan, whilst unfinished sawn timber is mainly carried to China and North Africa. The port is used for the unloading, warehousing and loading of the products coming from the Finnish sawmills, which then

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

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

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Profile: Scorpio Group

Strategically

minded

T

he history of the Scorpio Group shows a company that has moved with the tides.

Established in 1971 as Scorpio Ship Management, for three decades the company owned and operated dry bulk, tanker, and OBO (oil/bulk/ore) vessels within the market cycles – buying low and selling high.

Then in 2003 new activities were added to the Group in the form of Scorpio Commercial Management, which offers third party commercial and technical management, pooling, bulk logistics, and private equity investments. A change in the market though brought Scorpio Group back to its early activities when in 2010 it established an independent subsidiary, Scorpio Tankers Inc. This publically-held tanker company owns and operates its own fleet, with commercial and technical management remaining with the Group.

Scorpio Tankers Inc. currently owns 18 tankers (one LR2 tanker, four LR1 tankers, one Handymax tanker, 11 MR tankers, and one post-Panamax tanker) with an average age of 3.9 years, time charters in 27 product tankers (eight LR2, four LR1, eight MR and seven Handymax tankers), and has contracted for 60 newbuilding vessels (25 MR, 12 LR2, and 14 Handymax ice class-1A product tankers, and nine VLGC), one of which is expected to be delivered to the company by September 2013, 40 within 2014 and the remaining 19 by the end of 2015.

In September 2013 Scorpio Tankers announced that it has agreed with certain unaffiliated third parties to issue shares in exchange for the transfer of ownership to the company of four MR product tankers currently under construction in South Korea. The newbuildings are expected to be delivered in the

first and second quarters of 2014 and are similar to the company's newbuildings that are also under construction at the same shipyard.

The purchase price of the four vessels, in aggregate, is approximately $151 million. In the region of 30 per cent of the consideration for the vessels will consist of newly issued common shares of the company having a valuation based on the fair market value of the shares at the time of issuance. The new common shares will be issued to Ceres, Valero and a group of institutional investors advised by J.P. Morgan Asset Management; the remainder of the purchase price will be paid to the shipyard from cash-on-hand and bank debt.

The transaction also includes a time charterout agreement for each of the four vessels for a fixed daily revenue amount at current market levels plus a profit sharing scheme whereby earnings in excess of the base time charter rate

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KONGSBERG MARITIME deliver systems for marine automation, engine control, propulsion control, dynamic positioning, navigation, safety management, cargo handling, subsea survey and construction, maritime simulation and training, and satellite positioning.

KONGSBERG MARITIME’s solutions enhance efficiency and safety throughout the whole maritime technology spectrum and offer additional competence in providing turnkey engineering services within the shipbuilding and floating production sectors.

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KONGSBERG MARITIME has 55 offices in 18 countries.

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Profile: Scorpio Group will be split between the company and charterer, Valero. The first vessel delivered will be time chartered-out for a 24-month period, and the remaining three will each be time chartered-out for 12-month periods.

The transactions will be completed by way of novation of the existing shipbuilding agreements and remain subject to final documentation.

Another very significant development for the Scorpio Group has been the formation of a new independent company, Scorpio Bulkers Inc, which is a dry bulk company completely separate to the tanker operations.

Although a freestanding corporation in its own right, with separate financing and shareholders, the commercial and technical management of Scorpio Bulkers will also be delivered through the Scorpio Group. This is due to the benefits offered in terms of economies of scale and synergies in post fixture administration, IT, technical management and planned maintenance that come from managing those vessels alongside the tankers.

In July 2013 Scorpio Bulkers announced that it had reached agreements with three yards in China to construct newbuilding vessels for its fleet. The company has reached agreements with ChengXi Shipyard CO. Ltd, Dalian COSCO KHI

Ship Engineering Co. Ltd, and Nantong COSCO KHI Ship Engineering Co. Ltd for the construction of a minimum of 11 and up to 14 dry bulk vessels for approximately $27 million each. The vessels are from 61,000 to 64,000 DWT (Ultramax vessels) and designed for the carriage of dry bulk commodities.

Of the first 11 vessels, two will be delivered in the first quarter of 2015, one in the second quarter of 2015, five in the third quarter of 2015, two in the fourth quarter of 2015, and one in the first quarter of 2016.

The additional vessels, if confirmed, would be delivered two in the second quarter of 2016 and one in the third quarter of 2016.

The addition of Scorpio Bulk to the Scorpio Group may have grown the organisation to four divisions, but Scorpio Ship Management is still a very important part of the overall business. It is still actively involved in advancing the agenda of sustainable and quality practices in the shipping industry, and to this effect the company has adopted and implemented policies and

procedures to the latest ISO 9001, ISO 14001, OHSAS 18001 and ISO 50001 standards which have been audited by ABS and found to meet the requirements of the ABS Guide for Marine Health Safety Quality Environmental and Energy Management (April 2012 Ed).

In the four decades that Scorpio Ship Management has been in business, it has learned important lessons and accrued years of knowledge and experience. It has also put together a mission statement, designed to highlight the values it holds dear, and the targets it has for the future.

Safety is a top priority - providing safe and reliable services to clients; continuously improving through the creativity and commitment of its professionals and partners; and advancing the agenda of sustainable and quality practices in the industry are all foundations of the company.

Its stated goals feature both health and safety and the environment – they include maintaining ‘Safe Ships’ with ‘No Incidents’ and ‘Clean Seas’ with ‘Zero Spills’ - all within a performance atmosphere that strives for commercial success.

The company strives for continual improvement, which is verified by periodical measurement and analysis of the company’s performance against various key performance indicators.

In 2010 when the chairman and CEO of the Scorpio Group Emanuele Lauro spun Scorpio Tankers out of the Group as an independent owner of product tankers, he took a brave decision. But from that point to the present day, Scorpio Tankers and the Scorpio Group have continued to pursue a leadership position in their fields, investing in modern tonnage and managing them to best advantage in a challenging market environment. v

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

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Profile: Hyde Marine, Inc. UV Lamp 2

Combined

Hyde Marine factory

A

expertise

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

With the inception of Hyde Windlass in 1865, the company promotes its long history in the supply of equipment and services to the marine market. However, it was in 1995 that Hyde Marine became aware that the ballast

water in vessels was carrying thousands of invasive aquatic animal and plant species that were destroying the marine environment in and around the Great Lakes area. These organisms were also a risk to human health and threatened the economies that rely on healthy aquatic ecosystems. “Hyde Marine was one of the first companies involved in ballast water treatment when it learned that mussels from the Black Sea were creating significant problems in a number of areas in the US. We partnered with the University of Michigan and regulatory institutions to find a solution; this led to our direct involvement in the Great Lakes Ballast Technology Demonstration Project (GLBTDP) and to the development of our equipment in the early 2000s,” says Chris Todd, sales director at Hyde Marine.

The Hyde Guardian BWTS relies on a simple two-step treatment method: physical solidliquid separation through surface filtration with backwashing disc filters and physical disinfection via ultraviolet (UV) technology. The

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

“Prior to the acquisition Hyde Marine was involved in several marine equipment and supply activities, but since the acquisition our sole focus has been on ballast water treatment.

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The company is now located in Pittsburgh, Pennsylvania, where we do everything from manufacturing of our UV reactors to integration, assembly, and factory testing of the Hyde Guardian ballast water treatment system. Our current facility is 60,000 square feet and is dedicated to UV technology products, including Hyde Marine systems. Cognizant of the anticipated, large market potential, Hyde Marine has positioned itself as a market leader and is confident in its ability to support the upcoming rapid growth in demand through its expertise, reliability, and service capabilities.

“Prior to 2010 there was very little ballast water treatment equipment purchased, but with anticipation of IMO ratification over the last couple of years, the number of orders has significantly increased.” says John. “Hyde Marine has sold 260 units out of the approximately 2000 to 2300 ballast water treatment systems ordered to date. Today it is predominantly new builds

upon ratification. Meanwhile, other ship owners or operators with older vessels are hesitant to make a large financial investment until it is an absolute requirement.”

First adopted in 2004 by the IMO, the International Convention for the Control and Management of Ships’ Ballast Water and Sediments (BMWC) addresses the transportation of potentially damaging organisms passing through ballast water. The convention requires vessels to conduct ballast water exchange to meet the concentration based ballast water discharge standards at ports that have ballast tanks 99 per cent free of

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

pathogens and living organisms.

Furthermore, these vessels

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

Hyde Guardian ballast water treatment system

Profile: Hyde Marine, Inc.

Hyde Marine, Inc. www.hydemarine.com cent of world merchant shipping gross tonnage must be represented.

With a large corporate parent offering financial backing, Hyde Marine is able to strengthen its market position and further enhance its technology as it continues to be a leading expert and educator on the challenges facing the ballast water sector. “The regulatory landscape has two faces at this point: IMO and the US Coast Guard,” states John. “Our equipment is already certified for the IMO regulation, which has not yet been ratified but is expected to be in late 2013 or 2014. However, the US Coast Guard regulation has been promulgated and requires vessels with ballast capacities between 1500 and 5000 m3, at the time of their first dry docking after January 2014, to comply and implement a solution.

Additionally, new vessels built after December 1st 2013 with plans to call on the US must comply with the regulations upon arrival. With dynamic requirements and enforcement dates, we are working continuously and expeditiously to ensure we achieve full US Coast Guard approval and that our equipment is acceptable to both regulatory bodies. In the meantime, our Hyde Guardian system has already achieved Alternative Management System (AMS) approval in the US as an interim choice for shipowners to install and comply with upcoming US deadlines.”

With an estimated 30,000 – 60,000 ships requiring ballast water treatment equipment, Hyde Marine anticipates a major increase in orders over the next few years in order to maintain or grow its market share. In line with these estimations, Hyde Marine aims to constantly improve its manufacturing and distribution capabilities along with its service offerings and product dependability. As Chris concludes: “Our strategic

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

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

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Yards

ahead

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

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F

ounded in 1990 to carry out steel and piping works in both new builds and ship repairs, Ozata Shipbuilding continued working in a range of shipyards at the Tuzla shipyards zone until 2003. Following this, founder Mr Ozdemir Ataseven began discussions with government authorities for investment in a 46,000 square metre site in the Altinova area, Yalova.

The authorisation period for Ozata Shipyard was completed in 2005 while operations were simultaneously ongoing in the construction of parts for a wide range of ships in the Tuzla area, with the shipyard delivering fully equipped, furnished yachts, mega yachts, passenger boats and aluminium boats throughout this period.

Today Ozata Shipyard boasts a large facility, with 7500 square metres of state-of-the-art indoor facilities for the controlled production of composite vessels as well as a 20,000 tonne annual steel processing capability. Committed to quality, the shipyard works in compliance with international standards and classification

regulations and is regulated by ISO standards 9001-14001-18001. Proud to be operating with the best possible facilities and working on groundbreaking projects in composite aluminium steel and reinforced plastics, Ozata Shipyard is focused on offering product quality, continuous technological innovation and ongoing investment in its facilities.

In June 2012 , this dedication to offering high quality resulted in Ozata Shipbuilding Corporation winning the tender for Izmir Metropolitan Municipality’s 15 cruise ferries, with a bid of 117 million euros. Called ‘Ships of the Future’ the project will ease transport congestion into the city centre and strengthen Turkish citizen relationships with the sea through the use of pioneering technology and construction material chosen by Izmir Metropolitan Municipality. Anticipated to start a new age in Turkish shipbuilding, the ferries will use carbon composite material instead of steel, which will make the ships lighter and ensure low fuel costs at high speeds.

Not allowing for any corrosion that is found

Profile: Ozata Shipyard

in metal structures, carbon composite material provides more isolation in both sound and heat, ensuring high quality noise isolation and more quiet operations in comparison to current ferries.

Other benefits include the local availability of the raw material of carbon fibre, which is produced in Turkey. It is more robust than other options, thus lowering maintenance budgets and increasing the expected lifetime of the vessels.

Using today’s most advanced technology,

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

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

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SIGMATEX Sigmatex is one of the world’s leading converters of carbon fibre. Sigmatex develops and manufactures from carbon fibre textiles for composite material applications. From global locations, Sigmatex supplies spread tow, 2D woven, unidirectional, multiaxial (non-crimp), 3D and recycled textiles with high levels of quality and reliability to a broad range of industries.

Sigmatex’s partnership approach, combined with over 265 years combined technical textile experience has helped facilitate the cutting edge composite solutions that Ozata shipyard are now delivering to the market.

Sigmatex looks forward to being a partner of Ozata Shipyard, as it continues its impressive growth in the composite marine market.

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

Profile: Ozata Shipyard

welfare and environment. Developed to promote teamwork, training, planning and discipline, the shipyard carries out activities in accordance with procedures to avoid risks to both employees and any other persons.

Following the tender win, Ozata Shipyard is currently in the process of constructing three of the 15 contracted vessels. Anticipating an increase in demand in carbon composite material based vessels in the future, the experienced shipyard is prepared for the expected influx of orders following the successful delivery of the state-of-the-art vessels in 2017. v

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

Offering a wide range of workshops to support the shipyard’s repair, conversion and construction projects, its fully equipped mechanical workshop enables experienced personnel to dismantle, inspect and repair the complex components of vessels. The electrical workshop’s facilities enable staff to perform all electrical works for repairs, such as checking and testing equipment, and the maintenance workshop ascertains the availability and use of reliable, safe equipment.

Included in the yard’s impressive facilities is a 3000 square metre steel shop that prepares and constructs steel using ultra-modern steel cutting and shaping equipment. To fabricate all structural sections needed for repair and conversion work as well as new building the yard utilises its overhead and portal cranes capacity and has additional capacity available when needed.

With a quality policy designed to ensure services equal or exceed the customer’s quality standard for the refitting, repair and new building of maritime vessels of all classes, Ozata Shipyard’s quality manual and its related procedures are in compliance with ISO-90012008 requirements. Equally imperative to the ongoing success of the yard is its commitment to an effective management and continual improvement policy in relation to health, safety,

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Oceans of

opportunity A

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

Clearly this was a shrewd move as shortly

Pacific Orca as seen from above

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after Swire Blue Ocean secured its first offshore windfarm project. “Not long after we signed a contract with DONG Energy for a number of projects, including foundation installation for the West of Duddon Sands wind farm where we are currently working,” continues Lars. “This triggered the ordering of a second vessel, which is the exact sister of our original ship Pacific Orca.”

Together these ships represent the world’s largest windfarm installation vessels (WIV), with capacity to carry and install up to 12 units of a 3.6 MW design. The jack-up design means that the vessels can fix their six legs to the seabed and lift themselves up to heights of 17 metres above the surface of the ocean. This enables installation to be carried out in a manner least affected by wind and waves, and with maximum accuracy.

“The vessels were designed for the future so there is no size turbine that we can’t install, and if you look at the waters around Europe where

Profile: Swire Blue Ocean

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

Pacific Orca, and its sister Pacific Osprey, are both built to an advanced specification that

KJAER DATA KJAER DATA is an innovative and vibrant IT company situated in Denmark. KJAER DATA has had the privilege of providing Swire Blue Ocean with flexible and reliable IT solutions at their office in Copenhagen and two of their vessels, Pacific Orca- and Osprey.

Swire Blue Ocean chose KJAER DATA’s One Box solution to secure communication and IT-operations on board. Today they run a stable and cost-effective solution with a minimum of maintenance requirements. The collaboration is great and Swire Blue Ocean expresses that KJAER DATA understands the unique challenges associated with establishing best-practice solutions in a highly specialised industry sector.

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Profile: Swire Blue Ocean

Pacific Orca - maintenance

focuses on safety, efficiency and reliability. The ability to operate in water of up to 75 metres deep, DP2 capabilities, a 1200 tonne crane, and over 4000 square metres of usable deck area makes the vessels incredibly flexible in terms of their operation.

At present the Pacific Orca is working on the aforementioned West of Duddon Sands project in the Irish Sea for DONG Energy, whilst the Pacific Osprey is active in the same area but on a repair and maintenance contract for Siemens. Once this has been completed the vessel will then go on to install turbines on the DanTysk windfarm project in the German sector.

With Swire Blue Ocean now the offshore windfarm arm of the Swire Group, the acquisition has certainly proved fruitful in bringing together the companies wind energy expertise with Swire’s extensive capabilities and reputation. “We are a very experienced organisation,” notes Lars. “All of our people have been involved in the marine industry for many years, and several of them have been in the offshore wind industry since it started so there’s a lot of expertise in the company.

“On top of that we have 35 years experience in

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running vessels, with our parent company’s fleet numbering 100 vessels in oil and gas by 2015.

We also have access to a pool of more than 2000 sailors with many different experiences that are used to working in harsh environments. We hope that we can bring some of the health and safety culture of the oil and gas industry into offshore wind as this is incredibly stringent.”

The greatest challenge though remains having the right political framework in place to enable offshore wind as an energy source to keep moving in the right direction. Confidence in the industry is high, boosted by the growing presence of large players in the energy business and news of their commitment to the sector. “It will be interesting to see if these clients opt for full EPCI contracts or keep the multi-contractor models many use now,” describes Lars.

“The focus is very much on the political framework so we can push the industry forward and get more farms up, which in turn will enable it to develop more efficient turbines and cheaper foundations. By using bigger vessels like ours to industrialise offshore wind you also help to reduce costs. We are hopeful that the intentions

that were had with Round 3 in the UK of making the consent process smoother will spill over into the next round as they haven’t had the start that everyone hoped. There’s a lot happening at present as even though the industry has been there a while, it’s not fully mature yet,” he continues.

It is also the wider state of the industry which will inform the direction of Swire Blue Ocean’s strategy. If the frameworks and political aspirations are moving in the right direction the company may look at investment into other new vessels. In particular, with the current WIVs capable of working in oil and gas, it may look to supplement these with oil and gas vessels that can also work in wind thereby creating more contingency with a foot in each energy market. v

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

Profile: Grenland Havn IKS

Harbouring

aspirations

B

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

It is down to the harbour authority to manage maintenance and order in the harbour district, ensure all rules and regulations are adhered to, and assist clients with the information to achieve the best possible traffic flow. It also makes the provisions necessary for local industry to use sea transport.

“We are also the only ro-ro terminal in the Oslo fjord, offering a weekly ro-ro and lo-lo connection to Immingham, Ghent, Rotterdam, Gothenburg and Hamburg,” begins harbour director Finn Flogstad. “We focus on intermodal connections as we have integrated rail and road directly into the port. We’ve also increased the water depth

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in bottleneck areas of the ports such as bridges, to enables vessels of up to 70,000 dwt to pass under these.

“The area we operate in is very industrial, and not very mobile when it comes to its production, which gives us a comparative advantage as cargo is being generated nearby. Compared to other ports which deal more with imports and consumables, we are operating with a much more long-term perspective and are eager to offer the best possible services to the region.”

This is being helped through the significant improvements being made to the infrastructure of the region, both on Grenland Havn’s part and the municipalities. The main road between Oslo and Stavanger which passes near the port is undergoing work, and a new rail connection is being constructed by Norway’s national rail company, which will shorten the existing route and reduce time between neighbouring cities by up to a third.

It is the wider intention that Grenland Havn becomes one of Norway’s most important harbours, contributing to the region’s industrial development and improving competiveness for users. Commenting on current proposals that fall under that aspiration Finn says: “We have a very good co-operation with our three municipality owners, as well as the wider business environment. At present we are looking for areas located close to the sea where we can establish new terminals for demanding industry. The region is also working to improve its services for the offshore industry even further as at present this is the area of most investment within Norway.”

One element that is expected to have significant impact is the new directive that states that as of January 2015 shipping lines can only use fuels with 0.1 per cent sulphur content.

This will see investment in equipment such as scrubbers or conversion of vessels to LNG, or even movement on non-compliant tonnage out of the market and the arrival of new ships in the area. The environment is an area that Grenland Havn already works to address through various measures such as rebate for vessels using LNG or environmentally friendly fuels, ISO 14001 certification, noise reduction, and sediment monitoring.

Earlier in the year Grenland Havn launched a new ferry line with Fjord Line between its Langesund terminal and Hirtshals in Denmark, which is then connected onto Stavanger and Bergen. “We have invested more than 100 million NOK in the ferry terminal and so are keen to utilise that capacity even further through the addition of new lines,” elaborates Finn. “At

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Profile: Grenland Havn IKS

present there is a decision being made regarding operation of one line which could see a ferry between Langesund and Strömstad in Sweden, so we are very interested in the outcome of that.

“Another new area as of last year has been cruise vessels, as the region we operate in is very attractive to tourists due to its beautiful coastlines. Coupled with this is a high level of activity in the private market for leisure boats, as many people in the area have sailing or speed boats and want to enjoy the beautiful landscapes as well,” he continues.

These newer markets are a core element of Grenland Havn’s future plans, as Finn outlines in his forward projections: “We are now putting together the new strategy for the port, which is very focused on creating a strong offering to attract those who are looking for a new location in the region. We’re also keen to utilise the capacity

of the ferry terminal and increase our presence in the cruise market.

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

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

NORCEM

Chr.Th.Boe & Son

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

Chr.Th.Boe & Son AS has used the terminals in Grenland on several of its project cargoes and shipments. Grenland Havn possesses excellent facilities and very good terminal equipment.

Chr.Th.Boe & Son has always been pleasantly received, and all operations have been very well organised in a very professional manner.

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Ship-shape O

wned and operated by the Torlak family since 1880, the TOR Group has grown with each successive generation of the family. Having first started out manufacturing wooden boats in the Rize Provence, the family business evolved into an international shipbuilding and maintenance group that continues to develop new areas of expertise. This illustrious past includes delivery of the first steel vessel in Turkey in the year 1968, which at the time put the TOR Group at the forefront of modern ship construction. Eventually the family would go on to establish Torgem Shipyard in the Halic shipbuilding region of Istanbul, Turkey.

Torgem Shipyard grew in size and was relocated to its current location in Tuzla, Istanbul, Turkey in 1983 since which time the shipyard has developed into part of the TOR Group of Companies.

The Shipyard covers an area of 19,000 square

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metres including 4202 square metres of marine fills with pier and coastal borders, 2000 square metres of workshop space, a 12,000 square metre construction area with two slipways, and an outfitting and repair quay. The company’s strategic location is protected by a water-break against potentially disruptive weather conditions.

To date, Torgem Shipyard has served as the construction site for 100 new build projects, giving the company a wealth of experience, and the opportunity to constantly upgrade its facilities and technology, meaning that the shipyard is equipped to handle the building, repair, maintenance and conversion of a wide range of vessels.

Having taken over operation of the shipyard as the fifth generation in early 2012, chairman Mustafa Kemal Torlak previously told Shipping and Marine magazine about some of the changes to the business that were to be implemented which would involve the restructuring of the TOR

Group and a new focus on niche markets such as tug and workboats, as well as other specialist areas like AHTS and offshore support vessels.

Since that statement, the TOR Group has been restructured and comprises of a number of separate companies beginning with Torgem Shipyard that owns and operates shipyards, workshops and group offices. These assets are used by affiliate ‘Tor Marine’ who is responsible for shipbuilding projects and ‘Lemmar’ who is the affiliate that carries out conversions and ship maintenance and repairs. Completing the TOR Group is ‘Tor Construction’, who is responsible for onshore projects. This new structure is partly the result of the global financial crisis of 2008, when the TOR Group felt it could better position itself through the formation of specialist affiliate companies focused on niche sectors.

Furthermore, importance was given to investing in people; as such long-term employment, quality assurance and professional

Profile: Torgem

competence became a high priority. The TOR Group has implemented its quality management systems in accordance with ISO 9001.

Furthermore, all personnel benefit from in-house training programmes as well as Total Quality Management (TQM) and Employee Health and Safety Procedures (ISG) training. The company has built its reputation around being a trustworthy partner that consistently drives for excellence throughout all of its operations.

The results of these changes are beginning to show; this year the TOR Group has launched six new built boats, and has a number more contracts ongoing. One of these is for a fleet of ten port service boats, including three tugs, three fast patrol boats, one garbage collection vessel,

one service vessel and one diving boat, which are to be delivered for the Saudi Ports.

Likewise the Group is doing well in the repair and maintenance segment and with a successful track record of converted single hull vessels to double hulls, the refitting of Ropax vessels, resizing of vessels in both length and height, and conversion of general cargo ships to container vessels, this side of the business remains well placed to grow.

Perhaps more strongly than some, the shipbuilding industry has felt the pressing hand of the global economic crisis. However, the long history of the TOR Group means that the company has seen and overcome several crises of the past and with that experience it has risen to

the challenge, which has enabled the TOR Group to structure its business in the best possible way.

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

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

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Propelling

T

hat Piening Propeller has earned a reputation as a leading designer and manufacturer of ship propulsion systems is hardly surprising when you consider the company’s rich history. Dating back 85 years to 1928, Otto Piening founded the company as a machine locksmith workshop for motorbikes, but its first propeller repair was carried out for a local fisherman soon after. Prior to this, Piening had not decided to make a dedicated move into the area, however following the success of the work the company made the decision to work with ship propulsion in the following years. This serendipitous event would go on to reflect a dedicated can-do approach to meeting customers’ needs that continues to characterise the company today.

Since its inception Piening Propeller has grown considerably and is now able to offer comprehensive ship propulsion solutions including a full package of systems, propellers and steering gears with shaft brackets. The company’s power package is a full propulsion system, which can be integrated into a vessel’s structure, providing an excellent solution for new ships. Catering also to existing vessels and systems, Piening Propeller is able to offer an

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success expansive range of repair services and supply spare parts. Many of these repair contracts come from the busy shipping industry whereas new builds tend to be from niche markets like mega yachts, naval vessels, coast guard boats and research ships where the high level of quality that Piening Propeller can guarantee is required.

Powering the company forward is a winning blend of flexibility, experience and expertise.

Having entered the commercial shipping market in 1929 the company boasts over 80 years of experience and is dedicated to making sure that the competence and knowledge that come with these years is retained within the business.

Managing director and share holder Mathias Pein, who represents the third generation of this families company, elaborates: “We train all of our workers ourselves and we do not rent any contractors. All of our workers are fully in-house and in some cases have been working with the company for 20-30 years. This allows us to deliver the high quality expected by our customers in more demanding markets like mega yachts and defense.”

Having grown steadily over the years the company now employs over 65 dedicated and highly skilled staff. This allows it to offer flexible service options to its customers, which has proven vital in establishing real relationships

with clients and retaining long-term business.

“This is our target,” Mathias begins. “We are not looking for customers who will approach us looking for a single cheap price. We are focused on long-term relationships. Equally, coming from the other direction we hear from customers that they are happier to work with us rather than larger companies, as the larger companies tend to move or change their people. This means that the level of quality cannot be guaranteed. With us they know that they are always dealing with the same people and can really feel confident.”

Every propeller supplied by Piening is custom designed to meet the requirements of its intended vessel. “If you are looking for efficiency, to run as smoothly and silently or for non-cavitating propellers these are requirements we address at the design stage,” Mathias explains.

“For example, if you have a high speed boat or a yacht that shall sail as silently as possible, we have seven bladed propellers and similarly for other vessel types we are able to look at the sailing profile of the ship, how much the ship is running and in what conditions. These are all important areas that we consider in designing our propellers,” he observes.

Supporting its design applications, Piening Propeller is proud to incorporate ZF gearboxes into its propulsion systems. “It is quite important

Profile: Piening Propeller

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

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

for us to select the right gearbox ratio from the beginning, because we can design or even pre-calibrate propellers for the RPM which works best, then see how it fits with other gearbox ratios to get a range of performance data to provide fully optimised propulsion systems,” Mathias explains.

Complementing its design and production services, Piening Propeller operates a dedicated repair and maintenance department. All of the company’s workshops are run in accordance to the necessary class of certification, which apply to production, repair work and welding as well as other areas. Of equal importance is its commitment to developing new products and considering new areas of business. Recently, the company has developed a range of thrust bearings, to be part of the stern gear. The goal is optimal performance and efficiency, which is something that has been achieved with prototype models of new systems running already.

At present the company is servicing a number of contracts for rescue vessels and actively seeking further contracts for vessels belonging to Germany’s authorities. It is a competitive market, however, with its proven track record of uncompromising quality and impressive portfolio of previous custom Piening Propeller is well placed to win new business in the coming

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Leading the way

O

perating within the highly competitive market of ship automation solutions, Praxis Automation Technology BV has earned a reputation as a leading provider of automation and navigation solutions and maintains an image as a synonym for customer satisfaction.

Based in Leiderdorp, Holland the company has been active for close to 50 years and has developed innovative ship automation solutions and in-house expertise including consultancy, development, hardware and software design, system integration, engineering, manufacturing and product certification. Supporting its modern facility base in Holland, the company enjoys an extensive global presence meaning that its customers can expect the same level of dedicated support no matter where their vessels are around the globe. Florina Van RuitenDavid, sales and marketing, Praxis Automation elaborates: “Our global network has a total strength of around 600 highly skilled people, who are on call at 40 strategic locations on major shipping routes worldwide, including South Korea, Singapore, China, Romania and India.

And we ensure the quality and consistency of our service worldwide through a rigorous and continuous training programme.”

The company understands that its customers want a complete and dependable service and as such, is committed to supporting their needs around the clock. Furthermore, owing to the size, global structure and quality of the organisation, Praxis Automation has the critical ability to deliver its services on time and while keeping its promises on quality and price. In a highly

Glass console

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competitive and often turbulent market this is something of which operators are increasingly appreciative.

A corner stone of the company’s success has been its globally renowned Mega-Guard series of solutions, which provides an extensive range of vessel automation applications. The MegaGuard series has found customers in impressively

diverse markets including tugs and workboats and mega yachts, through to passenger ferries and tankers to very large container ships, bulk and crude carriers. The Mega-Guard Ship Automation system includes a host of features including: alarm monitoring and control, valve control and monitoring, power management, propulsion control, Integrated navigation, navigation-light control, dynamic positioning, position reference as well as BNWAS watch alarm, fire alarm, alarm and monitoring and wiper control. “To date, there are at least 3600 vessels of every description fitted with Mega-Guard and this product has proven to be a huge market success for several reasons,” Florina begins.

“For instance, its user friendliness and ease of maintenance for a ship’s crew is very important.

It has full, built-in automatic systems redundancy and can be used either as a stand-alone system, or part of a total integrated automation and navigation solution. And there are cost-saving and efficiency aspects too. For example, less onboard wiring is needed and by reusing the same hardware and software, fewer spare parts are required. On top of this, by keeping the number of makers on board a vessel to a minimum, the number of interfaces and also the service co-ordination requirement is also reduced.”

Not content to rest on its laurels, Praxis Automation is dedicated to continuously developing and delivering new technology to the market place. This allows the company to remain competitive in an ever changing, fiercely competitive market and to incorporate state-of-the-art technology into its products as Florina explains: “New processor generations, new memory technologies and new ideas of

Profile: Praxis Automation Technology DP console

AMCS workstation

transmitting the information from one place to another have been introduced within a few years interval. This rapid development in a most critical area of a ship’s operation is a major challenge for all parties involved in such a conservative business as seagoing.

“The new automation systems must be maintained and operated in a safe way, even under abnormal conditions. These tasks require good knowledge about the operation and about the structure of the systems. The user is still the same human being, who must be able to operate and to maintain these systems correctly. And our company is part of this process, we offer training to our customers in order to provide complete understanding and detailed knowledge of the modern systems.”

To ensure that its customers are best placed to utilise its products Praxis Automation maintains training facilities globally and to support its new Mega-Guard Dynamic Positioning (DP) System it has opened DP training centres in Rio de Janeiro, Mumbai, Shanghai, Singapore, Busan and Leiden. Representing part of the company’s growing portfolio of new products the new DP system was created to address the demand for increasingly accurate positioning technology as operators expand their offshore fleets and move into deeper waters. The system automatically controls a vessel’s heading and can be maintained to an accuracy of 0.5m. The DP system is highly suited for supply vessels, tug boats, dredger, cable and pipe laying vessels, FPSOs heavy lift vessels and mega-yachts and is implemented in full accordance with the applicable classification and IMO rules.

While its products are designed to meet the needs of an incredibly wide range of industry sectors, Praxis Automation is still able to release targeted products and tailored solutions to meet

the requirements of individual markets. The Crystal Bridge integrated bridge system (IBS) is designed to provide a full and comprehensive package of navigation and control systems while meeting the mega yacht industry’s need for innovative style. “In terms of aesthetics, Crystal Bridge is the first IBS to feature curved, plated glass as an integral part of the main bridge console. At the time of going to press, this feature is unique in the mega yacht industry,” Florina explains.

With its uncompromising approach to quality and service and an ever expanding and dynamic product portfolio Praxis Automation Technology offers its clients world-class navigation and automation solutions.

Coupled with its comprehensive training and support network the company is well placed to guide the maritime industry well into the future. v

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

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Preparing for the

future O

ver the course of its 179year history The Rickmers Group has evolved into an established international provider of services for the shipping industry, through its three business segments Maritime Assets, Maritime Services and Rickmers-Linie.

These three divisions maintain responsibility for different sections of the business, so for example, Maritime Assets plans, finances, acquires, and manages the Group’s assets as well as ships held in trust which are chartered out to liner operators, while Maritime Services provides professional ship management for Rickmers’ ships and other leading companies in the shipping industry.

Its services include technical and operational management, crewing and management of newbuilds. Finally, Rickmers-Linie offers liner services for breakbulk, heavy lift and project cargoes, operating a fleet of multi-purpose carriers with heavy lift cranes. It also manages Rickmers’ investment in a heavy lift/breakbulk terminal in Hamburg.

It is clear from the information discussed above, that the Rickmers fleet includes a wide variety of ships, operating around the world.

They range from container ships (small feeders to 13,100 TEU, multi-purpose carriers that transport

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breakbulk, heavy lift, and project cargoes) to conbulkers, bulk carriers and car carriers.

The fleet was expanded as recently as June 2013 when Rickmers Group signed a contract for the purchase of five 2200 TEU container vessels.

The value of the investment amounted to more than $30 million and with this transaction, the fleet of vessels owned or managed by Rickmers Group increased to a total of 97.

This wide assortment of vessels are in operation for both a loyal client base and new client groups – in fact, The Rickmers Group has an impressive international customer database, with client relationships cultivated over many years. It is the preferred shipping partner for many well-known global players, and in addition to this it supports institutional investors and banks

in their efforts to exploit the opportunities in shipping.

These clients are serviced around the world through more than 20 offices and over 50 sales agencies. This network and a strong global management team secure the success of the company, which remains true to its core values of leadership, passion and responsibility.

Having been around for nearly 180 years, Rickmers Group is no stranger to ups and downs in the market, and despite the ongoing challenging market environment for the shipping industry, which negatively affected Rickmers Group as well, the company achieved stable operating performance in the first half of the financial year 2013.

“Overall challenging market conditions across the entire shipping industry affected the Rickmers Group …however, we have made good progress on executing our strategic initiatives; creating optionality for new investments that will enable the Group to take advantage of growth opportunities in the market place and building our capabilities to better position Rickmers diversified business model for success in the future,” says Ronald D. Widdows, CEO of Rickmers Group and Rickmers-Linie.

“We continued to restructure our vessel portfolio, enhanced Rickmers Maritime Services

Profile: The Rickmers Group

third party activities and made anti-cyclical investments like the initiation of Rickmers-Linie’s new Westbound Round-the-World service, connecting Asia with South and North America,” adds Ignace Van Meenen, deputy CEO and CFO. In addition, Rickmers Group managed to raise its equity ratio and recorded a stable cash flow from operating activities in the first half of the financial year 2013. “As part of Rickmers’ strategy to exploit new sources of financing, the company successfully issued a 175 million euros bond in June 2013. Considering the overall difficult market environment we are pleased to report a solid development with regards to consolidated equity ratio and net debt as well as Asset Segment driven sustainable EBITDA and cash flows,” explains Mark-Ken Erdmann, Deputy CFO. The success of the company during this period is a testament to The Rickmers Group’s forward thinking management team and the approach they adopted to handle the crisis in the shipping markets – in fact, Bertram R C Rickmers, in his Chairman’s statement for the 2012 financial report, described it as an ‘opportunity.’

‘Our preparations for the new environment started at an early stage - remaining true to our ability to adapt,’ he stated. ‘This is why we are not currently under pressure of having a huge pipeline of ships ordered at peak asset prices; our fleet is fully financed and our business is broadly diversified. We have begun addressing the energy efficiency of our ships, laying the foundation for increased earnings and strengthening our competitive position.

‘We remain on course, even through turbulent seas. This is largely down to our adaptability - a distinction that is closely associated with our family shipping tradition, celebrating 180 years in 2014. A demanding financial environment, high operating costs and low freight rates – all these present the greatest challenges facing our

industry. Nonetheless we remain optimistic.

‘I am proud that we have created the essential requirements needed to make our company better prepared for the future... We have developed the potential to actively shape the market in a demanding environment and to exploit the opportunities offered: a talent that sets us apart from the competition and places us in the position of continuing Rickmers’ history by starting another successful chapter.’ v

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

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Forward

Z

F Marine Krimpen B.V. is part of its larger parent company ZF and was initially formed in 1973 as Holland Roer Propeller (HRP) before the company was purchased

by ZF in 2009. By 2010 the company had been fully integrated with its parent and was renamed ZF Marine Krimpen B.V. ZF was founded in 1915 for the development and production of transmissions for airships and vehicles. At present ZF has 121 production locations in 26 countries and employees over 75,000 people with its headquarters located in Friedrichshafen, Germany.

Based in The Netherlands, ZF Marine Krimpen is primarily responsible for the production and development of marine thrusters and thruster control systems. Thrusters are designed to increase the ship maneuverability in all conditions. The product range of ZF Marine Krimpen includes azimuth thrusters and transverse tunnel thrusters up to more than two MW. Within the azimuth thruster range ZF Marine Krimpen produces various types like wellmounted, retractable, deck-mounted and shallow draught thrusters. Thrusters can also

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thrust be produced with twin propellers, rotating in counter directions, which can provide an increase of thrust in all operational ranges.

Tunnel thrusters can also be supplied with controllable pitch propeller.

The units can be provided with electric, diesel or hydraulic drive systems and steering controls are advanced and can be interfaced with global positioning systems and dynamic positioning systems. ZF Marine’s range of thrusters can be applied to almost any craft including pleasure vessels, defense craft and commercial vessels, however at present ZF Marine Krimpen’s customers are traditionally located in the commercial sector.

Complementing its strong product range, ZF Marine is able to offer an extensive supply network and dedicated aftersales service. “We have a good service network and we are able to send engineers to locations where they are needed,” explains Reiner Viebahn, managing director at ZF Marine Krimpen. “We have service engineers here in The Netherlands, the US, Asia and all over the world. We are proud of this strength in our company that means we can provide services worldwide.”

Underpinning the company’s operation is its long-term vision and commitment to providing the highest standards in quality and service.

“To be a major player in the thrusters solutions,” begins Reiner, “you have to take care of your customers, to be flexible and able to address

Profile: ZF Marine Krimpen

“After all, ZF is a large company with more the 75,000 employees. In Friedrichshafen there is a huge development centre which services we can benefit from. If there is a need for further knowledge or we need to carry out e.g. stress testing we always have possibilities to make use of the expertise of the development centre in Friedrichshafen.”

ZF Marine Krimpen shares its parent company’s reputation for providing high quality products and excellent aftersales service.

In only a few short years it has proven more than capable of meeting and exceeding the expectations of its wider partner and is set to make further waves as it thrusts forward into the future. v

ZF Marine Krimpen www.zf.com your customers’ needs. Therefore this is also reflected in our mission statement, as well as looking after our employees and providing a safe and motivational workplace. We make sure we are on track with the exceptional standards of our parent company and continue to provide quality products and services,” he elaborates.

In perusing the company’s mission Reiner takes what he sees as a less traditional approach in operating the business. “It’s not just about making money. Naturally being profitable is important, but for me this is a side effect which comes automatically,” Reiner says.

“What I mean is that if you provide a high quality product, good service and meet the customers’ expectations, then the business comes in by itself. It’s a different approach to be focused on the process and the quality to bring in business rather than just focusing on the money. It is a kind of philosophy, which has proven itself in other markets as well.”

Since HRP became ZF Marine Krimpen in 2010 it has been focused on applying this vision to every part of its business and has continued to grow in strength and reputation. One of the first changes was the implementation of the ZF production system, which brought with it a higher level of standardisation and efficiency.

In keeping with its commitment to supporting its staff as well as its expanding client base, the introduction of the new system also meant an improved working environment. Inclusion in the ZF Group means that the Krimpen operation is able to draw on the synergies of a larger business while being able to operate independently enough to focus on developing its dedicated product range.

“We develop the products by ourselves here in Krimpen and we also use the synergies that ZF group is able to offer,” Reiner says.

• Steerable azimuth thrusters • Global supply network • In-house design

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Shipping &MARINE

The magazine for maritime management

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

Schofield Publishing Schofield Publishing Limited Unit 10, Cringleford Business Centre, Intwood Road, Cringleford, Norwich, NR4 6AU, UK Tel: +44 (0) 1603 274130 Fax: +44 (0) 1603 274131