Price EUR 12 No 2 – April 15, 2011 www.shipgaz.com
Shipboard Management Vidar Tollander has tried all sides of being a captain-owner, with all that it entails of doing it yourself. Nordane have new routines for booking their tugs and we try to discern what enavigation really is. PAGE 58
sg0211_omslag.indd 1
All in on offshore?
Dynamic Dubai
A report indicates that the offshore part of Norwegian shipping has exploded in recent years, while other sectors are at a standstill. Dag Bakka Jr gives his analysis on the matter. PAGE 30
The recession hit Dubai with full force; the trade went down and construction work was put on hold. The emirate is now fighting it’s way back. PAGE 38
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Vidar Tollander has tried all sides of being a captain-owner, with all that it entails of doing it yourself. Nordane have new
routines for booking their tugs and we try to discern what enavigation really is. PAGE 58
All in on offshore?
A report indicates that the offshore part of Norwegian shipping has exploded in recent
years, while other sectors are at a standstill. Dag Bakka Jr gives his analysis on the matter. PAGE 30
by Det Norske Veritas
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Dynamic Dubai
The recession hit Dubai with full force; the trade went down and construc-
tion work was put on hold. The emirate is now fighting it’s way back. PAGE 38
sg0211_omslag.indd 1 2011-03-30 15.25
2011-04-04 19.45
4 SHIPGAZ NO 2 2011
Intro FEATURE
My treasure trove WELCOME In my office I have access to a real treasure, in the shape of a huge rolodex-like cabinet of hanging folders, packed with thousands of photos from a whole century of making shipping magazines. While searching for a suitable old ship to portray in this issue on the black and white Retro spread, I got stuck as usual, spending hours just rummaging around in it.
The recession hit Dubai with full force; the trade went down and construction work was put on hold. But the emirate is now fighting its way back. One key for further growth is the economic free zone Jebel Ali. PAGE 38
It was time for a Swedish ship on the spread and my colleague suggested Transatlantic’s cloud ships. And when I found the folder with photos of the Cirrus, I just had to break the format and have two spreads in stead of one, just to display some of the lovely documents of a proud shipbuilding era. You can see the result in the back. This issue takes you to Dubai, exotic in so many ways, where Shipgaz visited several shipping companies during an intensive week. Read how DP World’s representative claims that the company never really had any financial problems.
»DP World’s representative claims that they never really had any financial problems«
We have taken an extra close look at the different sides of shipboard management, and Vidar Tollander tells such a great story of how life as a shipowner can be – don’t miss it. Dag Bakka Jr makes an analysis of Norwegian shipping today – will it all be about offshore? We have also met with hostage negotiator Suzanne Williams, whose admirable work can make the difference between life and death when the unthinkable happens. Happy reading!
ASSISTANT EDITOR-IN-CHIEF Anna Lundberg anna.lundberg@shipgaz.com
PORTRAIT 20 years of experience from hostage negotiations has taught Suzanne Williams how to put her own emotions aside in a crisis. PAGE 10
sg0211_s4-5.indd 4
REPORT The chase for natural gas is picking up speed and Norway is in the van. Oslo-based Höegh LNG is looking into new floating technology. PAGE 34
SPOTLIGHT If there is a litmus test of the industry’s commitment to safety, or lack of it, it is the unacceptably high level of deaths and injuries in confined spaces. PAGE 26
2011-04-05 10.32
NO 2 2011 SHIPGAZ 5
Intro »If we won’t pay for the value of seafarers when we shop, then we have to do it over the tax bill« EDITORIAL PAGE 7
In this issue 10 Hostage negotiator Williams: “Prevention is the key” 14 Largest ever on the Dover Strait 18 Two gods and a giant for Svitzer 26 An accident transcending time and space 30 Norwegian shipping: Offshore strong, but still much besides 34 Norway heads the charge for gas 38 Dubai paving the way for the future 56 An anti-piracy campaign with timing problems 58 Shipboard management: Total control as owner on board 62 New routines on Nordane tugs 64 E-navigation – what is it? 68 So ware at our service 74 Successful Papenburg sisters 82 Tor – still going strong
Regular sections 7
Editorial
8 Market Review 10 Portrait 14 Newcomer 22 Fleet Review NEWCOMER Svitzer has taken delivery of
the first two units in their new Chinesebuilt tug series. But they both got stuck in repairs after the maiden voyage. PAGE 18
sg0211_s4-5.indd 5
RETRO Slender, streamlined Cirrus and her
cloud-named sisters from Götaverken are still mentioned as the most beautiful ships ever built. PAGE 78
71 Technical Review 74 Retro
2011-04-05 10.33
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sg0211_editorial.indd 6
2011-04-05 10.19
NO 2 2011 SHIPGAZ 7
Editor-In-Chief Rolf P Nilsson rolf@shipgaz.com
Editorial
No future for European seafarers? »If we do not want to pay for the value these seafarers provide when we shop, then we have to do it over the tax bill«
hen the Telegraph, the voice of the Anglo-Dutch trade union Nautilus International that organises maritime officers, asked its readers in a poll if they thought that there is a long-term future for European seafarers, 60 per cent answered “No”. There are about 1.2 million seafarers in the world merchant fleet. The work they carry out is essential for world trade and the rest of us on this planet – some seven billion people – are depending on those seafarers for just about everything in our daily lives. Without those people, half of the world would starve and the other half would freeze. Seafarers are the guardians of world trade and seafaring should be a high-status job in the highly foreigntrade dependent Europe.
W
But it isn’t so. The simple truth is that nobody, neither industry or end consumers, are willing to pay for the actual costs for safe maritime transports. That is why two-thirds of the seafarers come from low-salary nations and the rest from high-cost nations with shipping policies that include wage subsidies in some way. As long as Europe considers that shipboard experience and maritime competence is of vital importance and a strategic necessity for Europe, we need European seafarers. If we do not want to pay for the value these seafarers provide when we shop, then we have to do it over the tax bill. The question is if this is enough to retain European seafarers. Outside the ferry and domestic sectors, European ratings is a rare breed. Data from the latest revision of the maritime labour market from Bimco and the International Shipping Federation suggest that the share of officers in the world merchant fleet from the high-cost part of the world, represented by the member states of the Organisation for Economic Cooperation and Development, OECD, has fallen from 36.4 per cent in 2000, to 29.4 per cent ten years later.
The study also contains some facts indicating that the age profile of the active officers in the world merchant fleet is changing. Some evidence suggests that officers end their seagoing careers earlier today than before, and there are also signs that more officers are working longer before retirement. Shipping has a recruitment problem, although the looming skills crisis was put on hold when the world merchant fleet was hit by the effects of the world economic downturn. When the world received the news of the collapse of Lehman Brothers, the shipyards sat with record-large order books for new ships and the wheels of world trade and world shipping were
sg0211_editorial.indd 7
turning at full speed to meet an ever-growing demand from industry and consumers. If this had not happened, the world merchant fleet could have been in a challenging situation today, having to cope with a serious lack of manpower and competence.
The crisis must be seen as a breathing space. The problem has not gone away, the economy is picking up, demand for maritime transport is on the rise, and there is still a lot of new ships that will be delivered and that need to be manned to be able to trade. The recruitment problem is a quality problem. Experience shows that the more developed a country or a region becomes, wage expectations go up, life quality issues climb on people’s priority lists and the more challenging it is to attract young well-educated people to seafaring careers. This means that there is a continuous search for new sources to tap for seafarers around the poorer parts of the world. Insurers now warn that shipowners that put too much emphasis on costs when recruiting seafarers could be undermining safety at sea. If European shipowners see European officers as a long-term quality asset, they have to take on the challenge of replacing an ageing officer corps and they will want to keep their young officers in sea-going positions for a longer time than today.
When demand for sea transportation and the number of ships in the merchant fleet grows, so does the need for professionals with maritime competence and seagoing experience in shorebased organisations. This could lead to an intensified tug-of-war between shipowners and maritime organisations ashore over qualified, well-educated and competent European officers. In a short-term perspective, this is of course to the benefit of the individual officers, but if shipping and society want to see a long-term and sustainable supply of European maritime officers, the only answer is increased training, education and recruitment resources. Not least for self-preservation reasons, the European maritime sector ashore should also provide more to build the trade mark of the European maritime officer and to give the job the status in our society it deserves.
Rolf P Nilsson, Editor-in-Chief
2011-04-05 10.19
8 Shipgaz No 2 2011
Market Review
A time of uncertainty for shipping Analysis The first quarter of 2011 has been dominated by natural disasters in Australia and Japan and political unrest in North Africa and the Middle East. These of course have significant impact for shipping in the short and medium-long run, but they may also have major influence on trade patterns and the development of the world economy in a longer perspective.
ers being forced to increase shipments from the Middle East. This could boost demand for VLCC transports (which would be a grace in a market that will be supplied with one new VLCC each week for the rest of the year).
»There are still however some legal and insurance issues to tackle before calling at a Libyan port.«
Let’s start with Libya. The country’s crude oil output is about 2.3 per cent of the world’s total oil production. Around 2/3 of its exports is destined for South European refineries. If this oil flow is disrupted for a longer
period, it could have serious consequences for the Aframax and Suezmax segments. Europe has to look elsewhere for its need of crude oil. It would then be logical to turn to oil producers in Algeria and West Africa, which could lead to North American import-
At the time of writing, the Libyan opposition claims that they will resume oil exports and have struck a deal with Qatar to market its oil. For shipowners, there are however still some legal and insurance issues to tackle before calling at a Libyan port. In Japan, oil is expected to fill around 50 per cent of the energy shortfall after the closure of nuclear plants. According to Gib-
Lifting spirits after months of agony offshore After a dire winter market the shipowners’ sentiments began to brighten up with the coming of the spring. Months of depressed rates and weeks on turn between jobs were suddenly forgotten as charterers flocked to the market to secure vessels for the season’s work, be it drilling programmes or construction projects. This promises well for a busy summer. Also prospects are good for the next few years, as investment in exploration, drilling and construction are increasing; good news for the owners of platform vessels. The anchor-handlers will take strength from an increasing number of drilling rigs in the North Sea, expected to pick up from 66 last year to 74 this summer. More people are sharing the optimism, as seen by the present order boom
GBP 1,000 60
50
40
30
20
10
0
Week 15 20 25 30 35 40 45 50 1
sg0211_market_review.indd 8
5
10
Some North Sea term fixtures Charterer Vessel Type Peterson Skandi Texel psv Peterson Dina Mercur psv Statoil Havila Mars ahts Statoil Normand Skipper psv Statoil Far Seeker psv Total UK Havila Aurora psv Seaway Heavy Boulder ahts ASCo Northern Wave psv
The volume of transactions is limited, but the recent sale of the 2008-built anchorhandler Havila Saturn to Russia at USD 65 million is a good indication of the firm level. This 16,000 BHP vessel was ordered in December 2005 at a price of NOK 235 million and now fetched the equivalent of NOK 364 million – as much as a new one. In the Nordic market we have noted five new orders, two Ramform seismic vessels for PGS from Mitsubishi, two PSVs for Norwegian owners and one IMR (Inspection, Maintenance, Repair) vessel for Eidesvik priced at NOK 800 million (USD 145 million). No doubt there are several project about to mature, as the specialist builders may now offer delivery positions 12–18 months ahead. Dag Bakka jr
Operation ext 1 year, June 1 year firm + 2x1 yrs option, April ext 1 year, June ext 1 year, April ext 1 year, April 5 years firm, March 4 months support Oleg Strashnov 6 months firm + 12x1 months opt, April
Source: Shipgaz Bergen, march, 2011
Source: Shipgaz Bergen, march, 2011
Offshore earnings
for drilling vessels. And meanwhile the oil prices are keeping up. The depressed North Sea at the start of the year offered as little as GBP 5,000 a day for medium-size anchor-handlers and even below 3,000 for platform vessels, squeezed by a constant oversupply of vessels. A firmer level was established by mid-February, when we witnessed a particular geographical pattern with a firmer level on the Norwegian shelf. Cargo runs from the mainland to points in the Norwegian sector are restricted to NORregistered vessels which stood to benefit. The rate level has since reached 25,000 for anchor-handlers and 6,000–8,000 for PSVs. With the news of more units tied up on term charters or leaving the North Sea altogether, expectations are mounting.
Worldwide term charters and extensions Exxon Mobil Bourbon Hector psv 5 years firm + opt, March, Black Sea Petrobras Skandi Leblon psv 4+4 years, May, Brazil Petrobras Ramco Crusader ahts 4+4 years, May, Brazil BG NorStar ahts 1 year, May, Tunisia Sudapet Opal ahts 3 years, March, Sudan Capricorn Balder Viking ahts summer drilling Greenland
2011-04-04 19.39
NO 2 2011 SHIPGAZ 9
Market Review son’s, there is no possibility for Japanese refineries to cover this demand, especially as six refineries were shut-down after the earthquake and the following tsunami.
ticularly in Australia and with the tsunamilike influx of new vessels in the markets.
Depressed markets for wet and dry
THE SECTOR NOW FACES the consequences of the Japanese disaster. The short-term effects of closed ports and ruined manufacturing plants have already taken its toll in cancelled contracts, but there could be more positive signs ahead. The massive re-building and re-construction of entire cities and infrastructure will mean a significant demand for dry bulk imports.
THERE IS ALSO A SHORTAGE of fuel oil in the Asia-Pacific region, indicating a need for more long-haul transports. Japan also exports around 300,000 barrels of products per day, mainly to Singapore, South Korea and Hong Kong. With this need domestically, there will be a need for those countries to find replacement oil from other sources. If the loss of capacity in the Japanese refinery sector continues, this will also affect the VLCC MEG–Japan run negatively.
WET & DRY The first quarter of 2011 has been quite volatile for VLCC owners, to say the least. As an example, at the beginning of February, Stockholm Chartering reported earnings of USD 3,700 per day on the MEG–Singapore run (270,000 tons). Two weeks later it spiked at USD 38,000 per day just to fall back by USD 28,000 in a week’s time. Then it turned again and started to climb. By March 11 daily earnings on the run had reached USD 28,300 when they started to head South again to USD 13,900 on March 25.
EDITOR-IN-CHIEF
Rolf P Nilsson rolf@shipgaz.com
THE DRY BULK SECTOR has been forced to cope with flooding and extreme storms par-
A coaster market in deep despair SHORTSEA DRY BULK There seems to be no
way out of the misery the European Coaster market is currently in. Market conditions have gone from bad to worse with owners getting desperate to cover any position 800 throughout all Europe. March started off with a sharp rise in bunker prices combined with very soft cargo 700 volume. Very challenging ice conditions in the Baltic resulted in heavy delays and losses for operators with some ships stuck off St 600 Petersburg for more than 5 weeks. Very little premiums have been obtained for trading in ice this winter as many ice-classed contain500 MPP units have been adding to the er and tonnage supply. Aluminum from St Petersburg to ARAG has been covered around USD 25 p/mt 400 this winter. 35
40
45
50
1
5
1,000
800
15
20
25
30
SOURCE: NORBROKER AS, MARCH, 2011
USD/ton
WITH AN EXCESSIVE position list, there is not much indicating any significant improvement in the near perspective. RISING BUNKER COST has also become an increasingly worrisome factor for tanker owners, especially if they are un-hedged on the spot market. According to Poten & Partners, with the current bunker cost at USD 630 per ton 380 HFO, bunker costs equate to 60 per cent of total freight on the benchmark VLCC MEG–Far East run.
Week GEIR JERSTAD 10
SOURCE: BUNKERWORLD/NORBROKER AS, MARCH, 2011
MGO ROTTERDAM CIF PRICES
As weeks went by it appeared more and more evident that the European markets have a fundamental over supply of tonnage between 2,000–7,000 dwt. Operators have been forced to evaluate lay-up possibilities IFO 180 ■ MGO again, and several units have■been taken out of the market. Average earnings in the 3,000–4,000 dwt size have fallen far below the EUR 2,000 per day level which of course is unsustainable over time. However last days of March at least brought some encouragement as improved activity resulted in several fixtures concluded. Still it is very difficult to book ahead, and the combination of soaring fuel prices and a non arguable over supply of ships in all areas will make it very difficult to break this vicious cycle.
TO PUT THESE EARNINGS into perspective, a newly-delivered VLCC will, including operating and financial costs, have a break-even level at around USD 50,000 per day. It is reported that rates have only been sufficient for 10 days this year to reach the break-even levels needed by a company like Frontline.
EARNINGS ESTIMATES
Past 12 months. EUR/day 4,000 3,500
DRY BULK MARKETS are significantly affected by over-tonnaging and uncertainties in the world. Intermodal reports Capesize average earnings at USD 16,750 in the beginning of week 11, to be compared to the average USD 36,096 per day for 2011 to date, and far away from the USD 117,000 average for 2008. ROLF P NILSSON
3,000 2,500
WET AND DRY BULK INDICES 1,500 End ’09
400
Week 15
20
25
30
35
40
45
50 1
5
10
500
4000
sg0211_market_review.indd 9
3000
15
20
25
30
35
40
45
50 1
5
End ’10 End March ’11
Clean Tanker Index
633
767
841
Week
Dirty Tanker Index
815
1,062
932
10
Baltic Dry Index
3,023
1,795
1,530
1,000
SOURCE: BALTIC EXCHANGE
2,000
600
■ 1,250 DWT ■ 1,750 DWT ■ 2,500 DWT ■ 3,500 DWT ■ 6,500 DWT 2011-04-04 19.39
Photo: Anna Lundberg
sg0211_portrait_sue_williams.indd 10
2011-04-05 10.39
No 2 2011 Shipgaz 11
By Anna Lundberg anna@shipgaz.com
Suzanne Williams
Portrait
“Prevention is the key” 20 years of experience from hostage negotiations taught Suzanne Williams how to put her own emotions aside in a crisis. Now, she teaches others the benefits of thinking that the unthinkable can happen. Suzanne Williams qualified as a hostage negotiator in 1991. Her history of engagement in piracy and maritime violence began in 1996, when she was asked by the British Coroner to investigate the death of a captain who alledgedly had been murdered by his own mutinous crew. Her investigation overturned the earlier conclusions and the murder was recorded to have been carried out by unknown pirates. Suzanne Williams has since made a great contribution to legislation and prevention of piracy. Shipgaz had a talk with Ms Williams just as she had finished a seminar at a meeting for shipping professionals. Her seminar was dedicated to introducing the larger picture of piracy right now, but mainly describing measures to prepare for and at best avoid a situation of maritime violence. She stressed repeatedly how the public eye needs to be drawn to the suffering of affected seafarers. “How many ordinary men and women in the street know that there are 720 people today deprived of their liberties? I think that people outside of the maritime industry are not aware of the impact and the hurt that piracy brings.”
Ms Williams now runs her own company in London, Sue Williams International, and works for Special Contingency Risks as a crisis management advisor. London-based Special Contingency Risks (SCR) was founded in 1975.
sg0211_portrait_sue_williams.indd 11
»There’s not much information for the ordinary mother or father or wife of somebody who’s been taken, so I just give them some impartial advice« Suzanne Williams served as a British police officer for 32 years until she retired from the force in 2008. The last years she was head of the Hostage Crisis Unit at New Scotland Yard, which meant involvement in numerous kidnaps, sieges and other extortion cases.
By then, the insurance industry had been selling kidnap and ransom insurances successfully for quite some time. When some “double demand” situations occurred, i.e. kidnap cases where ransom was paid but hostages were not released, it became apparent that a new go-between party was needed. SCR was set up to be that party, and has since offered expert advice and assistance before, during and after kidnaps. Today, the company is world leading in its area. In her function at SCR, Ms Williams spends much time on prevention work, to prepare clients for a crisis.
“Hopefully we get involved in the prevention beforehand, that’s the big key”, Ms Williams says. She says that there is no such thing as a normal day at work for her. Sometimes she works on piracy cases, sometimes with non-governmental organisations. “Sometimes I’m working with families who have people either recently returned from a hostage taking or who are being held at the moment. Hostage taking doesn’t happen very
often, but when it happens it has a huge impact. There’s not much information or experience to go to for the ordinary mother or father or wife of somebody who’s been taken, so I just give them some impartial advice.” When a hijack occurs, the first step is taken by a hostage response team, which can vary hugely depending on the nations involved. “We’re not the actual responders, we’re there to offer advice and a bit of strategic thinking. We stand by for any difficulties.”
Her advice on crisis management to the audience of shipping professionals begins with having a detailed plan beforehand, “to think that the unthinkable actually can happen”. The plan includes setting up a management team of people who are trained and up for the job, making sure of good communications to be able to make fast but well informed decisions, knowing and mitigating the risk of a certain route, choosing the right spokesperson, identifying specialists of all kinds that could be needed, training not only the crew but also their relatives and “hardening the target”, which can mean providing defence for a ship to make it more difficult to hijack. Ms Williams puts great emphasis on the information work, how the right message can make all the difference at an early stage, mentioning “the golden hours” in the very beginning of a crisis situation when
2011-04-05 10.39
12 Shipgaz No 2 2011
Portrait Suzanne Williams Photo: Anna Lundberg
Shipping network WISTA chose Suzanne Williams as Personality of the Year 2010. Ms Williams commented: “I cannot change the direction of the wind, but I can adjust my sails to reach my goal, which is bringing value to the sacrifices made by seafarers in the course of their difficult and essential work.” the scene is set and can have a great impact on the outcome, but also how the wrong message can make an awful lot of damage. Practically all information is sensitive in these circumstances, which is why Ms Williams is reluctant to talk about specific cases.
“You always have to think about the future. You have to be really careful talking about sums of money, about what the solution was – which isn’t always money – and about tactics … So you really just have to make sure that you’re not going to spoil or endanger people who haven’t been taken yet”, Ms Williams says. When she talks about recent piracy development she mentions the ever larger mother ships, eight of them at the moment, which give the pirates
»They are not shy in bringing their hostages out on the deck and showing what they have« Medal Ms Williams has been part of the Royalty Protection Group, working from Buckingham Palace and has been decorated with the Queen’s Police Medal.
much greater reach and advantages of speed and boarding at height. And she does bring up one specific case, the Danish coaster Leopard, the crew of which disappeared in January. Ms Williams finds the case deeply worrying, as it displays a change of pattern. The coaster was left drifting, while the crew was taken away.
“What’s really worrying about that is the fact that the pirates have now realized that the finances are not in the vessels and the cargoes but actually in the people. By taking these people they have created a human shield,
both on the land and on the mother ships. So therefore any patrolling navies are not likely to attack those ships. And they [the pirates] are not shy in bringing their hostages out on the deck and showing what they have. That is a very worrying development.” When asked about the more frequent use of armed guards to protect merchant ships in piracy hotspots, she says that they do not affect her work. But she sees a problem of principal: “The difficulty is whether it is the captain who is in charge or is the man with the gun in charge? There can be some confusion around that.” Ms Williams presents no patent solution to the piracy problem, but comes back to how to handle the situation at hand by taking precautions, sharing information and raising the public awareness. She is not happy about the shimmer of adventure around piracy.
“History gives pirates quite a bit of PR work. People think that they’re colourful, adventurous individuals. They’re not, you know. They’re murdering thieves. Instead of calling them pirates, one should call them armed robbers at sea, because that’s what they actually are.” She says her work can be very demanding and even draining, but that she is quite used to putting her emotions aside. And there is no doubt in her mind about the reason why she goes on and what is most rewarding: “Getting people home as quickly as possible. It has a tremendous impact on their future lives, the longer they spend in captivity, the harder it is to get back to the new normality that is their life. Getting people home as speedily and as safely as possible is the reason why I do this.”
*
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sg0211_portrait_sue_williams.indd 12
Stand No C03-23
+ 46 31 338 7530 sales@scanjet.se www.scanjet.se/mps
2011-04-05 10.39
Annon
No 2 2011 Shipgaz 13
Suzanne Williams
Portrait
Safety and Support at Sea
your GLoBaL partner at Sea Escort towing Safety and Support at Sea Throughout our history of more than 170 years, SVITZER has been at the forefront of specialised marine activities.
services. Experienced and well-trained crews cooperate closely with clients both at sea and ashore. With a diverse fleet of vessels built to the highest standards, SVITZER stands ready to serve you towing along worldwide.
For over a decade Svitzer has been a pioneer in escort With 600 vessels in over 35 countries, SVITZER provides interrelated the Swedish west coast. Svitzer has broken new ground in safety when services in the fields of harbour, coastal, terminal/LNG, offshore and escorting oilasand vessels out of the sensitive archipelago ocean towage well chemical as salvage ope rations in andand standby-rescue SVITZER – we provide safety and support at sea. with customized tugs. With certified Svitzer now and well-trained crews cooperate closely Throughout our history of more thanthe 170escort years, SVITZER hastug beenFreja, services. Experienced at the forefront of specialised with clients both at sea and ashore. With a diverse fleet of vessels performs escort towing marine on theactivities. Swedish east coast as well.
your GLoBaL partner at Sea With 600 vessels in over 35 countries, SVITZER provides interrelated services the Scandinavia fields of harbour, coastal, terminal/LNG, offshore and Regional in office ocean towage as well as71salvage operations and standby-rescue Nya Varvet 85 · SE-426 Västra Frölunda · Sweden
built to the highest standards, SVITZER stands ready to serve you worldwide. SVITZER – we provide safety and support at sea.
Tel. +46 (0)31 10 97 00 · segot.info@svitzer.com · www.svitzer.com
A part of A.P. Moller - Maersk Group
Regional office Scandinavia Nya Varvet 85 · SE-426 71 Västra Frölunda · Sweden Tel. +46 (0)31 10 97 00 · segot.info@svitzer.com · www.svitzer.com
A part of A.P. Moller - Maersk Group
sg0211_portrait_sue_williams.indd 13 Annons, svitzer 3.indd 1
2011-04-05 13.31 10.39 2011-03-25
14 Shipgaz No 2 2011
By Pär-Henrik Sjöström par-henrik@shipgaz.com
Newcomer Spirit of Britain
Photo: STX Finland
Largest ever on the Dover Strait
STX Finland’s most recent delivery, the 47,600 GT Spirit of Britain, has drawn much attention on the English Channel. Trading for P&O Ferries, she is the largest ferry ever on the Dover Strait. At a cost of EUR 180 million, P&O Ferries’ newbuilding Spirit of Britain is the first of two in a new generation of ferries on the Dover–Calais service. Despite the Eurotunnel, there is definitely still a large demand for conventional ferry crossings on the Dover Strait. The market leader P&O Ferries alone carries some eight million passengers, one million cars and one million freight units annually. The ratio between private cars and freight units clearly indicates the great importance of the freight traffic on this busy route.
Launched on June 8, 2010, the Spirit of Britain was delivered on January 5, 2011. Assisted by the icebreaker Botnica, the Spirit of Britain reached open water and set course for Dover, where she arrived for the first
sg0211_newcomer_s-o-b.indd 14
time on January 9, 2011. Upon arrival the ship underwent final preparations for entry into service on the Dover–Calais route on January 21. The sister ship Spirit of France will join the same route in September 2011. The combined cost of EUR 360 million for the two ships represents the largest investment ever made by P&O Ferries.
»She offers a leap forward in terms of her size and the quality of the build« The Spirit of Britain has a capacity for up to 2,000 passengers and nearly 4,000 lane metres for vehicles.
“We are delighted to welcome this fantastic new ship to Dover ready to start service later this month. She offers a leap forward in terms of her size and the quality of the build and I’m confident that she’ll provide a fantastic experience for all of the customers who will travel on her in the years to
come”, Helen Deeble, chief executive of P&O Ferries, said when the ferry arrived. Although the Spirit of Britain already has been in service for two months, she will be officially named by Dame Kelly Holmes at the end of March.
With capacity for up to 2,000 passengers, and three separate vehicle decks capable of carrying nearly 4,000 lane metres of cars, the Spirit of Britain takes economy of scale to a new level in cross-Channel travel. Safety and environmental issues have been given high priority too. The hull lines are designed to reduce drag in shallow Channel waters, enhancing fuel economy. According to P&O Ferries, the new ship is able to carry twice the payload of today’s ferries for the same run-
2011-03-28 18.21
No 2 2011 Shipgaz 15
Spirit of Britain
Newcomer Photo: STX Finland
1
Photo: STX Finland
3
Photo: STX Finland
Photo: STX Finland
2
4
1. The engine control room. 2. Three separate vehicle decks can carry nearly 4,000 lane metres of cars. 3. The performance area. 4. The wheelhouse.
Spirit of britain Type..............................Car- and passenger ferry Shipyard..............STX Finland, Rauma shipyard Owner................................................. P&O Ferries Delivery........................................ January 5, 2011 Newbuilding No............................................. 1367 Flag................................................................. British Class............ Lloyd’s Register LR + 100A1, Roro Passenger Ship, +LMC, UMS, IWS, EP, PSMR*
sg0211_newcomer_s-o-b.indd 15
IMO No...................................................... 9524231 Length oa....................................................213.0 m Breadth, max............................................... 31.5 m Breadth, wl..................................................30.0 m Design draught.......................................... 6.55 m Cargo capacity.................................3,750 lane m ........................... (180 trucks + 195 private cars)
Passengers....................................................2,000 GT....................................................................47,592 DWT................................................................9,500 Machinery 4 MAN 7L48/60CR, each 7.600 kW. Speed..................................................... 22.0 knots
2011-03-28 18.22
16 Shipgaz No 2 2011
Newcomer Spirit of Britain Photo: STX Finland
The four main engines of the Spirit of Britain are offset in separate engine rooms. ning costs, both boosting the company’s environmental credentials and helping to keep ticket prices low. The vessel is built to comply with the requirements of the Green Passport of classification society Lloyd’s Register and she is the first car and passenger ferry in the world to meet IMO’s Safe Return to Port requirements.
On the Dover–Calais run the Spirit of Britain sets new standards regarding passenger comfort. It is a bright ship with huge floor-to-ceiling picture windows with stained glass enhance. The passengers may choose whether they dine in the Brasserie waiter service restaurant, with a wide range of traditional British signature dish-
Safe Return to port The Spirit of Britain is the first car and passenger ferry to comply with IMO’s Safe Return to Port requirements, which define performance requirements for the functionality of essential systems on passenger ships under predefined casualty scenarios.
»The machinery consists of four seven-cylinder MAN main engines with an output of 30,400 kW« es, or in the self-service International Food Court, which offers a choice of food to go and a wide range of cooked meals, salads and desserts catering for British, Continental and Oriental tastes.
For children there is an entertainments area in the Horizon Family Lounge equipped with tables and
chairs for toddlers and small children. Teenagers have their own sound-proof video arcade. For those wanting a bit more luxury and style, the ship’s exclusive Club Lounge comes complete with its own private sheltered outside deck equipped with cruise-style teak furniture. On car deck there are reserved spaces for customers simply parking on the ship in order to shop on board in the airport-style retail outlets during a return Channel cruise. Truck drivers have their own area, Routemasters Lounge, equipped with private showers, restaurant, relaxation area with recliners and a seat back entertainment system plus.
The machinery of the Spirit of Britain consists of four seven cylinder MAN main engines with a total output of 30,400 kW. The four main engines are offset in separate engine rooms. To ensure complete watertight integrity, the port propeller shaft is protected by a steel watertight tunnel. The twin screw arrangement with three bow thrusters of 3,000 kW each, makes the ferry capable of manoeuvring under its own power without tug assistance in winds of up to 50 knots. A feature reducing the required time in port to 45–50 minutes is a system for getting stores on board via a trailer lowered in a huge lift from the main vehicle deck to the storage area below the waterline. The Spirit of Britain replaces the Pride of Dover, which has been in layup since mid-December. The Spirit of France will replace the Pride of Calais.
*
Our strength – your benefit Please visit us at: www.kockumsonics.com, www.polarmarine.se, www.texon.se
sg0211_newcomer_s-o-b.indd 16
2011-03-28 18.22
No 2 2011 Shipgaz 17
Spirit of Britain
Newcomer
Shipboard handling excellence RoRo equipment • Side loading systems • Hatch covers • Marine cranes Equipment for cruise vessels and megayachts • Deck machinery Global service solutions www.ttsgroup.com sg0211_newcomer_s-o-b.indd 17
MARINE 2011-03-28 18.22
18 Shipgaz No 2 2011
By Bent Mikkelsen bent@shipgaz.com
Newcomer Svitzer T-class
Photo: Bent Mikkelsen
Two gods and a giant for Svitzer Em Z. Svitzer has received the first two of a trio of T-class tugs for their Scandinavian operation. The tugs are named Svitzer Tyr, Trym and Thor. The two first units are planned to be operational in Sweden with Svitzer Tyr in Göteborg area, while Svitzer Trym is destined for the Oxelösund/ Nynäshamn/Norrköping area. The three T-tugs have been delayed for some time from the Chinese shipbuilder Qianjin Shipyard at Qingdao in the Northern part of China. In the beginning of February the two first tugs reached Frederikshavn as their first Scandinavian port after a maiden voyage of around 15,000 nautical miles.
“The tugs were sailed across the Pacific Ocean and via the PanamaCanal in order to avoid any trouble with the piracy in the Indian Ocean”, explains Captain Otto Lamp, who was in command of Svitzer Tyr for the first part of the maiden voyage. The voyage started in Qingdao and from that port the tug sailed to Singapore to pick up at large barge (150 x 25 metres) bound
sg0211_newcomer_svitzer.indd 18
»There are some bits and pieces that have broken down after the first 15,000 nautical miles«
Captain Otto Lamp, in command of the Svitzer Tyr on the first part of the maiden voyage.
for Talara in Peru in South America. The voyage took nearly two months with departure from Singapore on October 30, 2010, and arrival at Talara on Christmas eve, 2010. From Talara the tug proceeded with a Latvian Svitzer crew for the Panama-Canal and a bunker stop at Punta Delgada on the Azores before arrival at Frederikshavn, where Otto Lamp took over the command again.
All three tugs have been built to fly the Danish flag at least for the delivery voyage. The Svitzer Tyr has the homeport Lysekil in raised letters welded on the hull, and Svitzer Trym has Oxelösund on the hull and both have Aarhus painted to the delivery
voyage. It is still uncertain whether the two tugs will switch to Swedish flag or, as the plan is at the moment, to switch to Faroese flag. They will in any case be taken over by Svitzer’s Swedish staff after a period of training with a mixed crew of Danes and Swedes.
Svitzer Tyr and Svitzer Trym replace the tugs sold earlier. In April 2010, the Svitzer Mercur was sold to Svitzer Australia and left the West Coast area for Australia, while S:t Olof has been sold from the East Coast stations to Lithuania and now is replaced by Svitzer Trym. After arrival at Frederikshavn a number of service men more or less took over the tugs in order to bring them up to the Scandinavian standard known in the Svitzer fleet. “Well, there are some bits and pieces that have broken down after the first 15,000 nautical miles, but
2011-03-31 16.12
No 2 2011 Shipgaz 19
Svitzer T-class
Newcomer Photo: Bent Mikkelsen
1
Photo: Bent Mikkelsen
3
Photo: Bent Mikkelsen
Photo: Bent Mikkelsen
2
4
1. Towing winch on the foredeck. 2. The engine room, with a green Niiagata main engine on the left and a yellow Caterpillar engine on the right. 3. Crew cabin on the main deck. 4. The Svitzer Trym is presently registered at Aarhus, but was originally planned to have Oxelösund as port of registry.
Svitzer T-class: Svitzer Tyr (#6Z2023), Svitzer Trym (#7Z2024), Svitzer Thor (#7Z2025) Home port ��������������������������������������������������� Aarhus Owner �������������� Em. Z. Svitzer A/S, København Builder �������� Qianjin Shipyard, Qingdao, China Class ��������������������������� Lloyd’s Register + 100 A1, Escort tug, FIFI 1, IWS, Ice Class 1B (Thor 1C), LMC, UMS Length o a.................................................... 33.3 m Length b p.................................................... 29.9 m Breadth......................................................... 13.0 m
sg0211_newcomer_svitzer.indd 19
Draught........................................................... 5.1 m Height from mast to keel....................... 26.0 m Airdraught at 5.5 m draught.................. 21.5 m Displacement.......................................... 1,330.8 t GT......................................................................... 641 NT........................................................................ 192 DWT................................................................... 430 Bollard pull (steady)............. 74.1 tons (ahead) ................................................... 71.9 tons (astern) Towing wire.................. 1,000 metres ø 54 mm
Breakload....................................................... 207 t Towing rope.................................................. 150 m Breakload.................................................... 229.5 t Engine output...................................... 4,044 kW Engines................................. 2 x Niigata 8L28HX Service speed....................................... 12.5 knots Fuel consumption.............. 3.5 t/day (standby) ................................................. 20 t/day (full pull) Bunker capacity .................................... 246 cbm
2011-03-31 16.12
20 Shipgaz No 2 2011
Newcomer Svitzer T-class Photo: Bent Mikkelsen
The T-class is two metres wider than the M-class in the Svitzer fleet. Photo: Bent Mikkelsen
The T-class tugs are a bit heavier than the previous M-class tugs from the years 2004–2005. The all over
sg0211_newcomer_svitzer.indd 20
The names Tyr is the god of victory and heroic glory in Norse mythology. Thor is a god associated with thunder, destruction and fertility among other things, known to wield a hammer. Tyr is a giant that steals Thor’s hammer to extort him.
“That is a feature that is much appreciated by the crew on board”, says Otto Lamp. The engine department on the Tclass tugs is also much different than on board other Scandinavian tugs. The Chinese-built tugs are the first in the Scandinavian fleet to be fitted with Japanese-built engines and azimuth propellers. The engines are from Niigata, which also has provided the azimuth propellers. Both the propellers and the main engines are well known in the Svitzer fleet, but so far they are in use in other areas of the world than Scandinavia.
The T-class tugs have been designed for at multirole function with a larger aft deck than normal for a harbour tug. The space on the aft deck allows the tugs to carry two twentyfoot containers and therefore be part of a supply operation on a smaller scale. The ships have also been equipped with hydraulic towing pins on deck. The towing pins are normally used for long distance towing and were in good use on the transpacific voyage towing a barge. The aft towing winch is built into the accommodation house and is therefore covered from wind and weather.
The wheelhouse, easy access to all instruments. there are also a number of especially electrical items, which had to be fixed in Frederikshavn. There have been a lot of failures on electrical items on the way home, and that is to be fixed before we go into service, says Otto Lamp and he adds: “A very vital part of the equipment also has to be installed in Frederikshavn, that is a TV-set with antenna in the top of the mast so we are able to look at the daily TV news.”
»There have been a lot of failures on electrical items on the way home, and that is to be fixed before we go into service«
length of the T-class units has gone from 30 metres on the M-class to 33.3 metres. Also the breadth has been enlarged with two metres from 11.5 metres to 13.0 metres in order to serve bigger and bigger ships in the ports. The enlarged tugs have meant another upside for the crew:
They have much larger accommodation than on the M-class tugs. The space inside the hull has been used for cabins with separate bath and toilet in each cabin instead of the shared facilities on the M-class tugs.
The winch on the foredeck is mounted on deck for easy access and ready for use at all times. The fore winch is normally used for harbour towage, while the aft winch is often used for long distance towing. The T-class tugs are fitted with firefighting equipment on the top of the wheelhouse capable of giving up 2,400 cbm per hour plus waterspraying the tug itself for protection. Also the two first T-class tugs are built to Lloyd’s Ice Class 1B, while the Danish member of the T-class, Svitzer Thor, is built to Ice Class 1C.
*
2011-03-31 16.12
FlexibilityNewcomer No 2 2011 Shipgaz 21
Svitzer T-class
FALKVARV – SERVICE SPECIALISTS FOR ALL TYPES OF TONNAGE
Two floating docks with following dimensions Dock 1 Max. ship length 120 m Max. ship width 19 m Lifting capacity 4,500 tons
REPAIR QUAY
Length Depth Crane capacity
Dock 2 155 m 25 m 7,500 tons
250 m 7m 36 tons
Falkvarv AB, situated on the Swedish west coast between the strait of Öresund and Gothenburg, is a shipyard characterised by high technical expertise and solid long-term experience.
• Rebuildings • Class works • Chocking of main engines • CAP-measuring
A well-developed network of highly skilled sub-contractors and collaboration partners enables us to offer a high level of capacity at short notice.
Falkvarv AB, Hamnvägen 12, S-311 32 Falkenberg, Sweden Telephone +46 (0)346 - 141 50 • Telefax +46 (0)346 - 819 85
E-mail info@falkvarv.se www.falkvarv.se sg0211_newcomer_svitzer.indd 21
2011-03-31 16.12
22 Shipgaz No 2 2011
Fleet Review 2
Photo: Joachim Sjöström
Photo: Joachim Sjöström
1
3
Photo: Joachim Sjöström
Photo: J & H Soinila
Bore sells and charters back Sold Bore has sold its general cargo vessels Trenden and Najaden to Estonian interests. The vessels will be managed by Klip Marine Shipmanagement Ltd, Estonia. They will both be registered on Malta and fly the Malta flag. At time of writing the Najaden had already changed flag and was renamed Najland. The vessels continue on time charter to Bore.
“This is a logical step within the fleet renewal process that Bore is committed to. Bore is renewing its fleet with two new RoRo vessels entering the fleet during 2011 and efforts are being put into designing the next generation of short sea coaster and bulker,” Thomas Franck, CEO of Bore Ltd., explains. The 4,400 dwt Najaden and Trenden were built by J J Sietas shipyard in Hamburg in 1989 for Rederi Ab Engship. Together with their sister Winden, they were the first newbuildings in the Engship-fleet. The Engship shipping company was acquired by Rettig-owned Bore in 2006.
sg0211_fleet_review.indd 22
New ferry for Blue Line purchase The Croatian-based ferry company Blue Line has bought the former Polish ferry Pomerania. Under the new name Dalmatia she starts sailing between Split and Ancona in April 2011. This is a continuation of the fleet renewal Blue Line started a year ago with the acquisition of the Regina della Pace, originally built as Viking Line’s Turella in 1979. Instead the old ferries Split 1700 and Ancona were sold.
Italian pilgrims are common passengers of Blue Line. The introduction of the Dalmatia coincides with the celebration of the 30th anniversary of the apparitions in the Bosnia-Hercegovinian village Medjugorje, where it is reported that the Blessed
Virgin Mary has been appearing and giving messages to the world. The Dalmatia is 127.2 meters long and may accommodate 1,000 passengers. The ferry has 480 passenger cabins, and on car deck there is capacity for 273 cars or 26 trucks, which is extremely important for our target market in Italy and Croatia. The Pomeraina was completed in Szczecin, Poland in 1978 for Polferries’ traffic. For several years she sailed between Helsinki, Nynäshamn and Gdynia. In 1997 the ferry was rebuilt, changing her original appearance. She sailed between Copenhagen and Swinoujscie until the service was closed down in October 2010.
2011-03-31 16.09
No 2 2011 Shipgaz 23
Fleet Review Photo: Joachim Sjöström
Photo: Joachim Sjöström
4
Photo fleet review
1. KAUNas. Now trading for Baltic Scandinavian Lines between Kapellskär and Paldiski. 2. Borden. Has started up Bore’s HelOxservice between Helsinki and Oxelösund. 3. Fellow. The operator Navirail has been bought by the owners of Paldiski Northern Port. The Fellow is now sailing from Helsinki to Paldiski instead of Muuga. 4. Apollonia. Under the new name the former Götaland is to be employed between Baltiysk and Ust-Luga.
Photo: Bent Mikkelsen
Photo: Pär-Henrik Sjöström
Nordane sells Stevns Icecap
Stena Line will take the Superfast VII and Superfast VIII on a long term charter from Tallink after the end of the summer season 2011. Until then they are operated by Tallink on their present route between Helsinki and Rostock. The vessels are owned by Baltic SF VII Ltd and Baltic SF VIII Ltd, which are subsidiaries of the AS Tallink Grupp. The agreed charter period is three years with the charterers’ option to extend for one additional year.
L
Sold Nordane Shipping has sold the tug Stevns Icecap on behalf of Partrederiet Stevns Bugser to the Canadian mining company Rio Tinto Alcan. The tug, which now as been renamed Fjord Eternité, will join forces with her sister ship Fjord Saguenay (ex Stevns Iceflower), which was purchased in 2009. It is fitted with a double Caterpillar plant and with two azimuth propellers.
LAURIN MARITIME
Laurin Maritime is an established operator of modern tankers trading mainly from the US Gulf to the eastern seaboards of North and South America and transatlantic to Europe. We are recruiting:
Second engineers Engineer Class II-certificate and certificate of competency in the handling of oil and chemicals in bulk are required. US visa (C1/D) is preferred but not required. Relief periods are 8-11 weeks on IT agreement. Please contact Eva Plenk or Jill Topdemir for more information: telephone: 031-83 06 00, e-mail: personnel@laurinmaritime.se
www.laurinmaritime.com
sg0211_fleet_review.indd 23
2011-03-31 16.09
24 Shipgaz No 2 2011
Fleet Review Newbuilding contracts in the Nordic market Month
Owner
Jan 2011 Sartor Offshore
Nat
Dwt
Type
Shipyard
Delivery
Value
No
74 m
mpsv
Bergen Group
3q12
NOK 330 m
Remarks VS465 Mk2
Sartor Offshore
No
80 m
mpsv
Bergen Group
2012
NOK 335 m
VS480
Sartor Offshore
No
80 m
mpsv
Bergen Group
2013
NOK 335 m
VS480
Olympic Shipping
No
4,800
mpsv
Kleven Verft
6.12
NOK 385 m
MT6015
Jo Tankers
No
30,000
tanker
Nantong Mingde
8.13
USD 45 m
stainless
30,000
USD 45 m
Jo Tankers
No
Titan Marine
Iran
20 m
Titan Marine
Iran
20 m
Feb
Eidesvik Offshore
No
106 m
Fred Olsen Windcarrier
No
Fred Olsen Windcarrier
No
tanker
Nantong Mingde
8.13
crew
Båtservice Verft
12
crew/cargo boat
stainless crew/cargo boat
crew
Båtservice Verft
12
offshore
Ulstein Verft
4q12
NOK 800 m
20.9 m
crew
Båtservice Verft
4q11
NOK 25 m
crewboat
20.9 m
crew
Båtservice Verft
4q11
NOK 25 m
crewboat
SX-148 IMR
Fred Olsen Windcarrier
No
20.9 m
crew
Båtservice Verft
1q12
NOK 25 m
crewboat
Fred Olsen Windcarrier
No
20.9 m
crew
Båtservice Verft
1q12
NOK 25 m
crewboat
PSV Invest 1
No
87.9 m
Namibia Min of Fisheries Nam
62 m 158,000*
psv
STX Aukra
12.12
research
STX Rauma
5.12
PSV 09, DOF mngm
EUR 35 m
Royal Caribbean Cruises US
cruise
Meyer Werft
3q14
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
A P Møller Maersk
Den
18,800 teu
cont
Daewoo
12
USD 180 m
Moss-Thy Færgefart
Den
39.6 m
ferry
Hvide Sande
6.12
DKK 33.2 m
Royal Arctic Line
Greenl
606 teu
cont
P+S Werften
12
+ opt
22 cars, 98 pax
Royal Arctic Line
Greenl
108 teu
feeder
P+S Werften
12
coastal feeder
Royal Arctic Line
Greenl
108 teu
feeder
P+S Werften
12
coastal feeder
Royal Arctic Line
Greenl
36 teu
feeder
P+S Werften
12
local feeder
Royal Arctic Line
Greenl
36 teu
feeder
P+S Werften
12
local feeder
Royal Arctic Line
Greenl
feeder
P+S Werften
12
March
PGS
No
104.2 m
36 teu
seismic
Mitsubishi
1h13
USD 250 m
Ramform
PGS
No
104.2 m
seismic
Mitsubishi
1h13
USD 250 m
Ramform
Skårungen
No
80 m
fishing
Seliktrans Turkey
3s12
Seadrill
No
jack-up
Jurong SY
3q13
Meriaura
Fin
deck
STX Finland
2q12
105 m
local feeder
purse seiner USD 530 m
Gusto CJ70 deck-cargo vsl, ice-cl
NorSea Group
No
5,000
psv
STX Brattvaag
6.12
NOK 350 m
PSV08CD
Sartor Offshore
No
4,200
psv
Havyard Leirvik
1.12
NOK 300 m
Havyard 832L
Norwegian Car Carriers No
25,000
pctc
Hyundai
8.12
USD 68 m
* = gross tons
c = capacity in cubic metres
6,500 ceu
All details believed to be correct but not guaranteed.
Secondhand transactions in the Nordic market Month Name Jan 2011 Faja de Oro II
Dwt
Built
47,629 1995
Type
From
Price
Buyer
bulk
DS Torm, Copenhagen
USD 12.0 m
Indonesian
Remarks/New name
Taicang Dragon
34,325 2008 container
Marine Capital, London
USD 28.8 m
The Containership Co, Cph
Berge Frost
85,000c 1983
BW Gas, Oslo
USD 11.5m
breaking
LPG
Stevns Icecap
Nordane, Svendborg
Rio Tinto, Canada
Boa Supplier
3,500 2010
381* 2006 tug psv
Boa Offshore, Trondheim
Olympic Sh, Fosnavåg
Windena
2,822 1979
dry cargo
Torsö Rederi, Lidköping
Germany
Dublin Seaways
roro
DFDS, Copenhagen
Stena North Sea, UK
28,856* 1997
EUR 24m
Champion Adriatic
37,658 1982
tanker
Champion Tankers, Bergen
USD 4.9 m
breaking China
Vigsnes
22,093 1982
bulk
Jebsens, Bergen
USD 3.46 m
breaking India
sg0211_fleet_review.indd 24
incomplete Martha
2011-03-31 16.09
NO 2 2011 SHIPGAZ 25
Fleet Review Month
Feb
Name
Built
Type
From
Jacobus Broere
Dwt 4,999
1989
tanker
Essberger BV, Rotterdam
Chemstar King
19,500
1998
Buyer
tanker
Iino Marine, Tokyo
USD 13.25 m
3,300c 2007
LPG
Pianura, Italy
USD 14 m
Viken LPG, Bergen
Nordstraum
4,700
1987
tanker
Utkilen, Bergen
USD 3.25 m
Russian
USD 2.2 m
Philippines
Jan D
6,680
1982
dry cargo
Myklebusthaug, Bergen
Front Ace
258,091
1993
tanker
SFI/Frontline, Oslo
Front Highness
284,317
1991
tanker
SFI/Frontline, Oslo Pianura, Italy
Merope Star
3,300c 2006
LPG
Green Majestic
6,105
1988
reefer
Green Reefers, Bergen
1,113
1981
dry cargo
Leikanger
41,000
1986
Langanger
41,000
1986
Clipper Lancaster
28,200
Sea Otter Sea Marten Clipper Posh Havila Saturn
Hansa Tankers, Bergen
breaking breaking USD 14 m
Viken LPG, Bergen
C J Helt, Svendborg
EUR 425,000
Einarsen, Karmøy
o-hatch
Westfal-Larsen, Bergen
USD 8.7 m
Bangladesh
o-hatch
Westfal-Larsen, Bergen
USD 8.7 m
Bangladesh
1996
bulk
Clipper, Copenhagen
USD 14.0 m
Vietnam
1,350
2007
ahts
Deep Sea Supply, Arendal
USD 20.2 m
Topaz Energy, Dubai
1,350
2007
ahts
Deep Sea Supply, Arendal
USD 20.2 m
Topaz Energy, Dubai
57,000c 1983
LPG
Solvang ASA, Stavanger
Russian
breaking
breaking
3,000
2008
ahts
Havila Sh, Fosnavåg
USD 61 m
Bellatrix ID
22,200
1990
bulk
Invest Danmark, Cph
USD 8.8 m
Turkey
Dewa Maru
125,877c 1984
LNG
K Line, Tokyo
USD 23 m
Awilco, Oslo
125,542 1983
LNG
J3 Group, Tokyo
USD 23 m
Awilco, Oslo
125,929c 1993
LNG
K Line, Tokyo
USD 25 m
Awilco, Oslo China
Banshu Maru Bishu Maru Green Winter
Remarks/New name
Key Sh, Måløy
Atlas Star
Dantic
March
Price
6,526
1989
reefer
Green Pacific, Oslo
USD 3.15 m
Songa Nor
47,000
1996
tanker
Arne Blystad, Oslo
USD 18.5 m
Bangladesh
Cape Tallin
73,000
2008
tanker
Schoeller Group, Cyprus
USD 39.5 m
Pareto KS, Oslo
bb
Cape Tees
73,000
2009
tanker
Schoeller Group, Cyprus
USD 40.5 m
Pareto KS, Oslo
bb
Bow Puma
40,092
1986
tanker
Odfjell, Bergen
USD 5,05 m
breaking
Champion
39,000
1983
tanker
Champion Tankers, Bergen
USD 4.9 m
breaking India
Clipper Beaune
3,491
2005
tanker
Clipper Wonsild, Cph
USD 7.0 m
Carpetrol, Ecuador
Thor Elisabeth
4,110
1991
mpp
Thor Rederi, Svendborg
Thor Irene
4,110
1993
mpp
Thor Rederi, Svendborg
Hyundai resale
13,100 teu
2012
cont
ER Schiffahrt, Hamburg
USD 155 m
Sinoceanic, Oslo
Hyundai resale
13,100 teu
Sinoceanic, Oslo
Philippines Philippines
2012
cont
ER Schiffahrt, Hamburg
USD 155 m
Halcyon Star
3,300c 2007
LPG
Pianura, Italy
USD 14 m
Viken LNG, Bergen
Amaryllis
7,400
2007
dry cargo
Tschudi Shipping, Oslo
USD 5.3 m
undisclosed
309,064
USD 65 m
DHT, Jersey
Front Eagle
2002
tanker
Frontline, Oslo
Batamec resale
4,500
2011
offshore
Rieber Shipping, Bergen
Star Providence
40,698
1985
bulk
Seven Seas Carriers, Bergen
USD 8.5 m
Chinese
Rathrowan
4,059
1991
tanker
Gearbulk, UK/Bergen
USD 4.0 m
undisclosed
Green Chapeco
6,794
1990
reefer
Green Reefers, Bergen
Green Iceland
6,697
1990
reefer
Green Reefers, Bergen
* = gross tons
c = capacity in cubic metres
undisclosed
breaking India breaking India All details believed to be correct but not guaranteed.
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sg0211_fleet_review.indd 25
2011-03-31 16.09
26 SHIPGAZ NO 2 2011
By Bob Couttie, bob@shipgaz.com
Spotlight Safety
An accident transcending time and space Safety: Bob Couttie Bob Couttie is the adminstrator of Maritime Accident Casebook. His background in radio, TV and film as well as reporting for several renowned maritime publications gives him a multidisciplinary approach to maritime safety issues. f there is one single litmus test of the industry’s commitment to safety, or lack of it, it is the unacceptably high level of deaths and injuries in confined spaces. Unlike other classes of incident, surviving in a confined space depends upon just one person doing the right thing, a person at the pointy end of a vast pyramid of ship’s officers, company executives, training bodies and regulators. All of whom have failed the seafarers whose remains are repatriated for burial and the dock workers and others who did not make it out of that dread, dark space.
I
It is a class of incident that transcends time: In the 17th century a ship’s officer fell unconscious as he entered the bilge of the HMS Lennox and died, as did several others who tried to rescue him. It is safe to say that scenario was played out on another ship last month, will be played out on a ship this month and will reoccur next month. It transcends geographical bounda-
»There is something deeply wrong with the system and with the industry that allows deaths on such a scale with hardly a qualm« CONVENTION IMO Resolution A.864(20) on entering enclosed spaces aboard ships was adopted in 1997.
ries: In May 2008 in Port Everglades three men died in a confined space, two or them attempting a rescue, followed just three days later by an almost copy-cat incident in the Chongming Shipyard in Shanghai which cost three lives and injured 10. These are not isolated incidents. In just three months the Maritime Accident Investigators’ International Forum gathered reports on 120 enclosed space incidents with 228 from just 16 flag registries over a period of about 10 years. With figures from the largest registries not available, the true figure may easily be as high as 1,000 deaths. Whatever the true figure, the numbers are simply too high, and the incidents too frequent, to dismiss as
unfortunate one-offs. It is unsatisfactory to conclude that it was the victims’ fault, because they, and their would-be rescuers, didn’t follow procedures, and close the book. What they show is that there is something deeply wrong with the system and with the industry that allows deaths on such a scale with hardly a qualm. If there were qualms, there would be a firm across-the-board commitment to solving the problem, or at least mitigating it. It is self-evident that training is inadequate in the first place and the necessary drills are not being carried out on board or alongside in the procedures for safe entry and rescue from confined spaces.
In a safety bulletin issued in 2008 Britain’s Marine Accident Investigation Branch said: “Tragically, it is clear that the measures which have been put into place have failed to prevent the death of many seafarers. Indeed, the data collected on behalf of Marine Accident Investigators’ International Forum indicates that accidents in enclosed/ confined spaces continues to be one of the most common causes of work-related fatalities on board ships today … It is essential that the IMO recognises the unacceptably large fatality rate in this area and takes the lead in identifying initiatives to improve this very poor safety record. It is also
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sg0211_spotlight_safety_bob.indd 26
2011-03-31 16.23
No 2 2011 Shipgaz 27
Safety
Spotlight Photo: Jörgen Språng
vital that all shipping industry bodies raise the awareness of the continuing and increasing number of deaths in enclosed spaces to show that no-one is immune to the physical effects of the lack of oxygen or harmful gases. While the holding of breath might seem a logical step to a person entering a tank ‘for a few seconds’ or to a would-be rescuer, it is all too frequently the last life sustaining breath he or she ever takes.”
Indeed, that is what happened aboard the chemical tanker Sapphire: A pumpman held his breath while entering a cargo tank. He knew better because he had recently watched several videos covering safe tank entry. He did it because that was what senior officers on the vessel did, they were his role models. And it cost the life of the deckboy who tried to save him. No confined space rescue drills had ever been carried out on the vessel. In another case a chief officer with a reputation as a safety martinet fell eight metres to his death in a confined space. He had watched 30 safety videos.
So, merely putting safety videos aboard, no matter how expensive they are, is pointless unless those watching them put what they learn into practice, and senior officers give a good example. Notably, in nearly every case of a confined space death the victim meets the IMO’s definition of a competent person. They had the knowledge, skills and experience to enter a confined space safely but did not do so. In some cases they actively chose not to do so. Regular competency assessment might have saved their lives. Much is written about corporate safety culture and there are many companies who work hard to build and maintain a safety culture, there are others who do not and too many who don’t get their act together until after a tragedy has happened. A well-meaning executive decreed that no seafarer would enter a confined space unless the vessel is docked and a marine chemist is aboard. It was an unrealistic, impractical policy and, therefore, a bad policy. Elsewhere on the corporate food chain a bean-counter decided that policy
sg0211_spotlight_safety_bob.indd 27
meant that vessels did not need to carry an oxygen meter. Three men died in an anchor cable locker on one of that company’s vessels. Even so, the oxygen meter might not have helped them because an astonishing number of seafarers in the fleet did not know that an anchor chain locker is a confined space. Much is said about signage, which
»Too many don’t get their act together until after a tragedy has happened«
might have helped in this case but it is unlikely that anyone would have identified a part of the main deck of the tanker Jo Eik as a confined space yet it became one due to environmental conditions leading to one seafarer, and two would-be rescuers being affected by toxic fumes.
By and large the answer to one simple question by the seafarer could have led to appropriate precautions being taken: “Do people normally work in this space?”
2011-03-31 16.23
28 Shipgaz No 2 2011
Spotlight Safety Photo: IDESS IT
That question should be part of a checklist, and already one can hear moans and groans. Airline flight crew don’t complain about completing their checklists because they know that not doing so may well lead to their own deaths and those of their passengers. Is the industry clearly and unambiguously teach-
ing seafarers that their lives may depend upon diligently ensuring that the conditions on the checklist are met? The number of incidents aboard ships on which checklists were rou-
»Entering a confined space with relative safely is hardly rocket science«
tinely completed after the job was done suggests it is not. What is missing is industry-wide commitment to put an end to this deadly toll. It is not enough to provide more training, drills and mandatory rules, the individual seafarer must be empowered and encouraged, as an individual, to ensure that he or she does not put himself and others at risk.
Entering a confined space with relative safely is hardly rocket science. If we cannot make a deep dent in the number and severity of confined space incidents then we are unlikely to have much impact on any other class of incident. That is why it is a litmus test of the industry’s resolve. What is needed, perhaps, is the commitment of a revolutionary to influence those at the pointy end of the pyramid: the seafarer. For as history shows, real change comes not from the top down but the bottom up. Earlier I mentioned the effect of setting bad examples. What examples are we going to give the seafarer? What are you going to do about it, today?
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2011-03-31 16.23
30 Shipgaz No 2 2011
By Dag Bakka jr, dag@shipgaz.com
Analysis Norwegian shipping
Photo: STX Norway
Norwegian shipowners – sailing away into offshore? Not entirely. The Skandi Aker (16,942 gt), built 2010 for subsea construction work.
Offshore strong, but still much besides
What defines Norwegian shipping of today? Dag Bakka Jr draws a picture of a notably diverse and globalized shipping industry, where the offshore segment is becoming all the more dominant. In view of the stagnant Norwegian fleet of around 40 million dwt, one might be forgiven to ask whether the once aggressive cross-trader mentality has given way to the more comfortable niches of industrial shipping and offshore, better protected by barriers to entry? Norwegian owners are few and far between in the broker reports, and when they occur it is often of bare-boat-deals of a financial nature. So how is the state of the industry?
The short answer is this: There is more than meets the eye! First, foreigners should understand that the Norwegian shipping industry is different from the ones found in Germany, Greece and most other countries. That is because shipowners are part of a highly integrated maritime industry, which stands out as
sg0211_norwegian_shipping.indd 30
»One trend is the adaptability to the globalized economy and the second is the consistent growth of the offshore segment« The owned fleet consists of about 1,800 vessels of 40 million dwt. The total controlled fleet is on approximately 75 million dwt. The number of Drilling and accommodation units is 56.
an important sector of the economy in a small country with rich professional contacts. Since the formation of Maritimt Forum with nine regional networks in 1991, a lot of networking has been going on and with quite notable success.
Apart from the “tonnage yardstick”, which may not look very impressive compared to Greek and Japan, Norwegian-related providers hold a strong global position in areas
as diverse as ship financing, marine insurance, in shipbroking, classification and technology sectors like navigation and offshore.
When it comes to shipping business we find an unusual wide commercial range, from bulk carrier pools to more dedicated niches like chemical and gas carriers, open-hatch groups and car transportation in addition to a growing share of offshore services that have become increasingly high-tech. Whereas shipping and offshore services are elsewhere considered to be two different industries, they are closely related in Norway simply because offshore services grew out of the shipping industry. Add to the picture two distinct trends within the maritime businesses: One is the adaptability to the
2011-03-28 15.30
No 2 2011 Shipgaz 31
Norwegian shipping
globalized economy and the second is the consistent growth of the offshore segment.
Since shipping is a globalized industry it has become increasingly harder to identify the specific “Norwegian” content. Norwegian-owned companies localized in Norway may safely be considered national, whatever flags their ships are flying. However, there is an increasing number of Norwegian-registered companies owned by foreign owners, just as there are Norwegian citizens living abroad with foreignregistered companies with commercial or technical management in Norway. Entrepreneurs operating out of Dubai or Singapore are drawing on Norwegian investors and financial and maritime competence. This causes a problem when it comes to fleet statistics. The Norwegian Shipowners’ Association (NSA) adheres to a “political correct” definition that only includes vessels at least 50 per cent owned by a bona fide Norwegian-registered and –domiciled owners. On the other hand, foreignowned vessels in the NIS-register are included in its statistics; some 2 million dwt at the moment.
For this reason, John Fredriksen is not considered “Norwegian”, even though the Frontline fleet of 20.9 million dwt tankers and Golden Ocean’s fleet of 1.6 million dwt of bulk carriers are commercially operated from Oslo. Neither is the 2.7 million dwt fleet of suezmax tankers owned by Nordic American Tanker Shipping Ltd included as the company is incorporated in Bermuda, even though its commercial base in Sandefjord is headed by the local entrepreneur Herbjørn Hansson. As the NSA-figures are adopted by ISL-Bremen, its statistical survey of the national-controlled fleets conveys a rather misleading impression of what actual shipping business is going on in Norway. Old definitions are no longer sufficient to fully comprehend the nature of a global industry.
The first offshore supply vessel under Norwegian flag was the Sea Pearl in June 1971, a US-built platform vessel of 800 dwt, and the first drilling rig the West Venture in 1973, built to a Dutch design and initially
sg0211_norwegian_shipping.indd 31
Analysis
The Norwegian fleet 1996–2011
■ NOR ■ NIS ■ Foreign registered
60 Million dwt, source: NSA
50
40
30
20
10
0 1996
1997
1998
1999
1900
2001
2002
2003
2004
2005
2006
2007
1,961 1,082 740 530 498 2008 173 2009
Investments by type of vessel
fleet 2011, share, all flags
Million USD, source: Shipgaz-Bergen
1,000 dwt, source: NSA Tankers, 1,082 Offshore, 1,961
Tankers 1,082
Other dry cargo 740
Offshore 1,961
Tankers, other 8,086
Dry cargo, other Fishing, 173 5,344 Fishing 173
Bulk, 530 Offshore service
1,953
Other dry cargo, 740 Combined carriers 1,340 Chemical tankers Pass vessels, 5,713 503,000 GT
»John Fredriksen is not considered Norwegian, even though the Frontline fleet is commercially operated from Oslo« operated with Dutch key personnel. They were both acquired by shipping companies more familiar with tankers and bulk carriers, but by 1976 Norwegian shipowners had a fleet of 100 supply/support vessels together with 25 drilling rigs. Since the crash start in the early 1970s the offshore element has fared its ups and downs. The oil price crash of 1985 came to effect structural changes with a painful consolidation of the rig sector and also a shift in the supply sector, where most of the initial owners sold out and dominance passed to West Coast shipowners,
Gas tankers 4,008
Ferries/ropax, 498
Bulk 530
Ferries/ropax 498
Offshore Tankers Other dry cargo Bulk Ferries/ropax 2010 2011 Fishing
By January 1, 2011, the Norwegian order book had 189 vessels of 4.6 million dwt. The number of shipping industry employees is 95,000 in Norway and 45,000 seafarers abroad. The value creation from shipping in 2009 was NOK 132 billion or USD 22 billion.
Shuttle/storage tankers 6,051
Bulk carriers 6,030
many of whom came from the fishing community. The offshore segment came to draw heavily on the domestic resources in skilled seafarers, shipbuilding and technology, finance, research, etc. The success of Norwegian providers of technology and equipment has been attributed to the closely-knit community in which seagoing experience would be passed on to designers and developers ashore end bring out sturdy and functional hardware.
And at a time when the deepsea shipping industry was suffering from the crisis of the 1970s and 1980s, the decline was largely compensated by the offshore segment. The economic importance of the offshore and technology segments also carries political weight. The great thing about Maritimt Forum was that shipowners, service and technology
2011-04-01 11.20
32 Shipgaz No 2 2011
Analysis Norwegian shipping Photo: Øyvind Hagen, Statoil
Shipping investments 2001–2010 Million USD, source: Shipgaz-Bergen
■ Rig orders ■ Newbuilding contracts ■ 2nd hand imports
20,000
17,500
15,000
12,500
10,000
7,500
5,000
2,500
0 ‘01
providers were brought together with trade unions in the same boat, a master stroke that produced the shipping policies of 1996 and 2007; the latter under a Labour-left government.
The hunt for offshore oil and gas has presented lots of opportunities to maritime players. Apart from the specific services in seismic data acquisition, supply and servicing, maintenance and repair, construction and subsea tasks, trenching and pipelaying, there has also been a growing market for shipping-related projects. These include the shuttle-tanker, of which the first generation is now being replaced, but also various shades of storage tankers and production units. A good number of elderly crude tankers have been converted into FSOs (Floating Storage/Off-loading) and FPSOs (Floating Production/Storage/Off-loading). Depending on the
Floating production and storage vessels (FPSOs) have been a growing segment particularly suited for marginal fields. The FPSO Petrojarl 1 (30,742 gt) belongs to the purpose-built units, here working at Glitne in the North Sea.
requirements and location, these may be extremely expensive purpose-built units with dynamic positioning, or simpler tankers fitted out and permanently moored in position in less demanding waters. Since the late 1990s, the offshorerelated share of investment has often been as high as 40 per cent, cresting in 2007 with close to 60 per cent of the total newbuilding commitment; drilling rigs not included.
A recent report on value creation in the maritime industries, produced by the Menon consultancy for Mari timt Forum, sheds a lot of light on the development over the last decade. Value creation in the maritime cluster of industries – defined as total wage costs plus EBITDA – picked up from NOK 55 billion in 2000 to 141 billion (USD 23.5 billion) in 2008, with a dip to 132 billion the following year.
‘02
‘03
‘04
‘05
‘06
‘07
‘08
‘09
‘10
The years 2004-08 saw annual growth rates of 20 per cent. The shipping companies are, of course, the driving party and also the largest contributors with a share of 66 per cent in 2000, but declining to 54 per cent in 2009, mainly as a consequence of the depressed shipping market. Ships’ technology and equipment grew over the same period from 8 to 18 per cent, but also mirrors the contracting boom of 2004-07. Services (20-21 per cent) and shipyards (6-7 per cent) have had a marginal progress.
The Menon report illustrates the stronger offshore involvement, fuelled by the high oil prices with increased investment on the Norwegian shelf as well as strong international growth in Brazil, US Gulf, West Africa and the Far East. The demand for competence and high-tech content may, in general, be expected to yield
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2011-04-01 11.20
No 2 2011 Shipgaz 33
Norwegian shipping
Analysis Photo: WWL
better results over time than the global tanker and dry bulk market.
The more annoying finding, however, is the severe variation in growth between the shipping sectors. Offshore shipowners have enjoyed a 300 per cent growth since 2000, shortsea of 150 per cent, while the deepsea segment has been at a standstill. If correct, this carries an ominous message. The Menon report points to the obvious explanation, that of “exodus” from conventional shipping. If “exodus” also includes transfer of ownership to foreign owners, this makes sense. The obscure definition of “Norwegian” may presumably account for the stagnant figures at a time when also traditional shipping companies have pocketed rich profit. The current shipping policy introduced in 2007 is considered to form stable and favourable conditions, particularly after the NOK 19.7 billion transition tax between the 1996 and the current rules was declared illegal by the Supreme Court last year. After the boom years of 2004–2008 the shipping companies have had to take in a reef or two to weather the ensuing slump. A few companies that had expanded at the top of the market with high leverage stumbled into problems, and the car carrier groups in particular were heavily affected by the finance crisis. The slump has sent a good number of older vessels to the breakers, particularly car carriers, chemical tankers and gas carriers, which did not merit another special survey. The tonnage yardstick fails to depict the brisk activity in the wider
»Offshore shipowners have enjoyed a 300 per cent growth since 2000, shortsea of 150 per cent, while the deepsea segment has been at a standstill« “Norwegian” maritime sphere. The tonnage operated commercially out of Oslo and Bergen exceeds 75 million dwt rather than the 40 million given by the NSA statistics. There is a Norwegian-related contribution in an even wider share of the global maritime business. Since 1997 the number of commercial units – i.e. vessels – has grown from 1,400 to 1,800 while the total tonnage has been sliding from 50 to 40 million dwt. Yet the value creation has been more than doubled. The tonnage “stagnation” reflects
Wilh Wilhelm sen’s Talisman (38,300 dwt) winding her way through the port of Sydney, a ro-ro liner operated by Wallenius Wilhelmsen Logistics.
the changed emphasis on smaller and relatively more expensive vessels. A 7,000 gross tons offshore vessel for subsea work may easily have a building cost of USD 100 million – the same as a 300,000 dwt crude tanker. The two segments, shipping and offshore, may be enveloped in differing cycles: Shipping being more mature and established; offshore still driven by the first-generation entrepreneurs under rapid technical progress. Some of the latter have seen dynamic expansion from modest fishing/offshore outfits to world-class operations in 15 years. Yet the strength is in the cluster, the energy of interacting parts of the network. In a small national economy the maritime industry is looming larger and appealing to talented young people. And at the end of the day, that may be the best promise for the future.
*
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sg0211_norwegian_shipping.indd 33
2010-07-30 10:49:25
2011-03-28 15.30
34 Shipgaz No 2 2011
By Paul Bartlett, info@shipgaz.com
Report Höegh LNG
Photo: Höegh LNG
Shuttle Regasification Vessels – new links in the LNG transport chain.
Norway heads the charge for gas Growing energy uncertainty around the world is adding urgency to the dash for gas. And the Norwegians are spearheading a range of initiatives relating to natural gas. Political unrest and supply cutbacks amongst Middle East oil producers, nuclear shutdowns following the natural disaster in Japan and a growing anti-nuclear backlash in various countries are combining to strain energy supply lines to the limit.
In the near term, plentiful supplies of natural gas could well help to plug the gaps. And the Norwegians are spearheading a range of initiatives relating to natural gas. DNV, for example, has been assessing how natural gas could be used to provide power for communities not linked to gas grids; how LNG bunkering facilities could be established at key ship service locations around the world; and how LNG propulsion can replace traditional bunkers across a range of ship types. The society has already classed more
sg0211_höegh_lng.indd 34
than 20 LNG-powered vessels, including offshore supply boats and ferries, and more are under construction. But the global gas picture is changing fast. New onshore technology is ramping up reserves close to consuming areas, with significant implications for LNG shipping. Already, some owners are switching tonnage from regular routes to take advantage of higher rates and longer hauls elsewhere.
»DNV has already classed more than 20 LNG-powered vessels, including offshore supply boats and ferries« Höegh LNG operates a fleet of seven LNG carriers including two Shuttle and Regasification Vessels (SRVs).
The new technique for exploiting vast supplies of shale gas is termed “fracking” – a process that creates and extends fractures in existing rock
structures into likely gas bearing geological formations. Scope to exploit shale gas has already led to a huge hike in estimates of global gas reserves. The International Energy Agency, for example, has doubled its figures. Shale gas in the US now accounts for almost a third of total reserves and is transforming the country’s traditional energy mix. Meanwhile vast tracts of shale-bearing gas are thought to lie across northern Europe, India and China.
New supplies of gas are driving down prices in some regions but not others. Gas prices in the US, for example, are now less than USD 5 per thousand cubic feet compared with USD 11 in parts of Asia. It makes sense to sell natural gas in Asia, therefore,
2011-03-31 16.33
NO 2 2011 SHIPGAZ 35
Höegh LNG
»Støhle believes that Shell’s move in Australia will herald the beginning of a new era in offshore natural gas development«
Report
www.somas.se
generating extra spot demand for LNG carriers and propelling short-term rates from around USD 30,000 a day late in 2010, to around USD 70,000 in March. Significant arbitrage opportunities are available. But new technology is at work offshore too. Energy giant Shell is likely to be the first off the mark with a floating LNG production facility off the Australian coast. Last November, the company won Australian Federal Environmental Approval for its Prelude floating LNG facility in the Browse Basin, 200 kilometres off the country’s western coast.
As things stand, a vast 600,000ton floating LNG production facility will be commissioned in 2016 by the energy giant, producing 3.6 million tons of LNG and 1.3 million tons of condensates each year. The project is a first step in the Australian Government’s strategic plan to spend upwards of AUD 200 billion (EUR 143 billion) on LNG developments aimed at meeting growing demand for gas at home as well as supplying energyhungry nations in Asia. Hard on Shell’s heels is Oslo-based Höegh LNG which is already developing a range of assets to service the entire offshore floating LNG transport chain – from production and storage units serviced by conventional LNG carriers and shuttle and regasification vessels (SRVs); to floating storage and regasification units (FSRUs) and deep-water gas terminals and floating dockside reception facilities.
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“We believe floating regasification is a very interesting new market created over the last two to three years”, says Sveinung Støhle, President and CEO of Höegh LNG. “We see very strong growth and we have a competitive advantage which we intend to keep.” Støhle believes that Shell’s move in
sg0211_höegh_lng.indd 35
2011-03-31 16.33
36 Shipgaz No 2 2011
Report Höegh LNG Photo: Höegh LNG
Sveinung Støhle, President & CEO at Höegh LNG, expects final investment decisions within months. Australia will herald the beginning of a new era in offshore natural gas development. “We expect the same developments in floating production as in floating regasification”, he says, revealing that he expects the company to make a final investment decision on one regasification project involving new plant this year, and a similar decision on floating production units within 18 months.
He outlines three principal drivers of floating technology. One, time to first gas is significantly reduced; two, capital costs are much lower; and three, floating plant is more flexible. A fourth factor could well be added: floating plant can be sited just over the horizon, thereby avoiding some of the usual “nimby” based concerns which often cause long delays or even block some projects completely. Certainly the planning process is far simpler.
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»We expect the same developments in floating production as in floating regasification« Höegh LNG The company structure consists of Höegh LNG Limited, the shipowning company based in Bermuda, and Höegh LNG AS, which is the management company, based in Oslo.
The company expects to decide on a go-ahead for its Port Meridian deep water LNG port in the UK’s Morecombe Bay before the end of this year. By 2014, natural gas could be fed to the port’s pipeline from a permanently moored FSRU which would itself be served by LNG shuttle tankers undertaking ship-to-ship transfers. A similar project – Port Dolphin Energy – is under development off the coast of Florida.
Höegh LNG is now in detailed discussions with Papua and New Guinea’s state energy firm Petromin PNG and Daewoo on the possible export of an annual 2–3 million tons of shore-based gas via a purpose-built
floating export terminal, for onward shipment in LNG carriers. The companies are currently working under a Joint Development Agreement but commercial deals on gas sales could be concluded later this year.
Meanwhile the results of a Joint Industry Project in Singapore, headed by DNV, bear out the advocates of floating LNG technology. The research, undertaken by 16 participants including gas ship owners, energy firms, engine manufacturers and Singaporean universities, concluded that there are many island regions in South East Asia outside any pipeline grid where natural gas-powered plants would make good sense. Eastern Indonesia might have a demand for up to 70 small 50MW power plants by 2020, according to the study, whilst the Southern Phillippines might require up to 45 plants, and Northern Vietnam seven.
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EASY LOGISTICS Höegh LNG
Report
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Shipgaz in Dubai:
Dubai paving the way for the future The recession hit Dubai with full force; the trade went down and construction work was put on hold. But the emirate is now fighting its way back. One key for further growth is the economic free zone Jebel Ali. Text: Pierre Adolfsson
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Sheikh Mohammed bin Rashid Maktoum wanted to put Dubai on the map with something really sensational. With Burj Khalifa, he succeeded. The skyscraper is a modern image of Dubai; an emirate that has seen an explosive development in a very conservative region. rom the top of glassy Burj Khalifa, the world’s tallest building, the Persian Gulf and the United Arab Emirates’ coastline is outlined. The skyscraper is located near Dubai’s main business district, resembling an enormous pushpin, overshadowing the surroundings. The earliest settlement, known as Dubai town, can be traced back to 1799. One hundred years later it became an important trading hub. The most important year for the current development is 1966, the year the oil was discovered. As the United Arab Emirates do not possess a wide range of crude materials or a flora of major manufacturing industries, the oil became the road to prosperity. Since many years Dubai is paving the way for a more diversified economy, following the motto of not putting all eggs in one basket and its historical connection to trade and commerce. One important, if not the most important, ingredient in this major effort is the economic free zone Jebel Ali. When driving off the highway, or the Sheikh Zayed Road which is the official name, and into the Jebel Ali, one can easily grasp why the area is the backbone of the emirate. The commerce is brisk and intense and the landscape is dominated by containers, trailers and logistics facilities. The free zone, or Jafza, is located about 40 minutes by car from downtown and it harbours the world’s largest man-made port as well as the largest container port between Rotterdam and Singapore. Jafza, developed 25 years ago, is spread over an area of 48 square kilometres harbouring 6,400 companies from all over the world. The area is generating 25 per cent of Dubai’s annual gross domestic product and is thereby a key to further economic growth.
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Dubai is one of the seven emirates of the United Arab Emirates. Dubai has an population of 2,262,000 inhabitants.
The port terminals are run by the global Nasdaq-listed group DP World, created in 2005 in a merger between the Dubai Ports Authority (DPA) and Dubai Ports International (DPI). “Jebel Ali started with the vision to become the biggest port and trading hub in the region. Today it’s a reality. The port is serving two billion people in the UAE area and the region around us; the subcontinent of India, Africa, Iran and central Asia”, says Mohammed Al-Muallem, Senior Vice President and Managing Director at DP World UAE. The shipping industry is for obvious reasons crucial for Jebel Ali and consequently Dubai, but safeguarding the conditions for a growing trade is really about managing capacity. Without
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Photo: dp world
Photo: us National Aeronautics and Space Administration
Mohammed Al-Muallem, Senior Vice President and Managing Director at DP World UAE.
Photo: flickr.com/leandro Photo: pierre adolfsson
â&#x20AC;&#x2C6;A paradise for skyscrapers, Dubai has plenty of tall buildings spread over the emirate. â&#x20AC;&#x2C6;Burj Khalifa at 828 m (2,717 ft) is the tallest building in the world. Construction began in September 2004 and the building officially opened on 4 January 2010.
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From Burj Khalifa Dubai's coastline is clearly outlined, and the Persian Gulf gets closer. Photo: flickr.com/felibrilu
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»It was really a psychological burden. We all knew, not only in Dubai but around the world, that people were not spending money« the right cargo handling capacity in place, the expectations of the ruling elite of Dubai will be harder to accomplish. So capacity injection is vital. In 2009 the cargo handling capacity was improved drastically, from 9 to 14 million TEUs, as container terminal number two was inaugurated. The USD 1.5-billion project was launched to relieve the pressure on the existing terminal and secure the growth potential. “Before the recession we were growing rapidly, we basically had to run to make sure we had the right capacity in place. Looking at our pre 2008 numbers, we increased our volumes 20–30 per cent every year. In 2003, when the management decided to build a new terminal, our plans built upon that sort of growth. The new terminal was supposed to be built in two phases of 2.5 million TEUs each, but during the construction of phase one the management decided, in order to stay ahead of the game, to build the second one as well. Today a good percentage of the 5 million TEUs capacity is utilized”, says Anil Wats, Executive Vice President and Chief Operating Officer.
DP World employs more than 30,000 people globally.
The recession that hit Dubai and the rest of the world in 2008 and 2009 had far-reaching effects for the trade to and from the region. The volumes dropped and the trade pattern changed dramatically. “There was a widespread uncertainty in the tsunami year of 2009, affecting everyone in the business. It was really a psychological burden. We all knew, not only in Dubai but around the world, that people were not spending money, they were postponing their plans. But if you go to a shopping mall today people are acting like before the crisis, it’s back to normal. We’re seeing positive signs in terms of trade here in Dubai. The exports are picking up. Now one has a crystal ball for the future but we are cautiously optimistic. The outcome of 2011 has so far been good, but we will have to wait and see what the year brings for us”, says Mohammed Al-Muallem. Due to Dubai World’s, the majority owner of DP World, economic meltdown the financial market is somehow questioning DP World’s financial status. In November 2009 the state-owned investment company Dubai World rocked the world by revealing a USD 26 billion debt. Dubai World made it clear it had to offload a number of activities to solve the situation. A month later the respected credit ratings agency Moody’s downgraded DP World and Jebel Ali Free Zone and four other Dubai firms because of the lack of support they would receive from the government in case of default. In December last year DP World agreed to sell 75 per cent of its Australian operating arm to Citi Infrastructure Investors for USD 1.5 billion. In a statement to Nasdaq Dubai, the company said that proceeds will go to reducing net debt. Anil Wats is clearly denying the sale was related to the financial status of Dubai World and DP World. “We decided to review our assets so that we could focus our energy and resources on emerging markets. There is no pressure
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Photo: dp world
Photo: dp world Photo: dp world
Photo: dp world
In 2010 DP World's terminals in the UAE region handled
11.6 million TEUs. The signs at Jebel Ali are written in Arabic and English. People from all over the world are working within the area. Trucks are working day and night to pick up and unload cargoes.
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The economic free zone Jebel Ali is generating 25 per cent of Dubaiâ&#x20AC;&#x2122;s annual gross domestic product. Photo: dp world
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Photo: Dp World
The Danish shipping giant A P Møller-Mærsk A/S is one of many major shipping lines operating at Jebel Ali.
from the government of Dubai, and we have not been pushed into a corner. This is pure business and in line with our strategy. DP World has always remained a sound organization financially. We have never been referred to as a terminal operator having financial troubles. DP is fully positioned for the future, which you will see when our result is announced.”
Emerging market is a key expression for DP World. The group, with 50 terminals in operation and a further ten terminals under construction, is present in 31 countries and thereby one of the major port operators. Although the group is expanding heavily in continents as Europe, by the Rotterdam and London gateways, the growing Asian market is the main concern. “We have a well spread portfolio in all the emerging markets in Asia; Thailand, Vietnam, Philippines, Indonesia and of course South Korea. This in a trade which is the fastest growing in the world, the inter Asia trade. If you look at how the inter Asia trade has evolved the last seven years, you see it has became one big supermarket. The dependency on the East–West trade is going down due to inter Asia movements”, says Anil Wats. Due to the economic downturn the operation at Jebel Ali had
DP World figures 2010 In 2010 DP World’s 50 operational terminals handled 49.6 million TEUs, up 14 per cent from the previous year. The UAE region handled 11.6 million TEUs (+4 per cent). The profit rose 35 per cent to USD 450 million and the revenues increased 9 per cent to USD 3,1 billion. “In the first two months of 2011 we have seen 12 per cent volume growth across our consolidated portfolio. It is particularly pleasing to see the UAE region continuing the strong performance seen at the end of 2010 with volume and revenue growth in the first two months of 2011 well ahead of last year”, says CEO Mohammed Sharaf.
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to be reorganised. DP World had to review the group’s internal and external procedures, it was about streamlining the organization and make more of less. “We have tightened our belts, there is no question about that. We are doing a lot more with a lot less and we are far more prudent in our investments”, says Anil Wats. Mohammed Al-Muallem gives some examples. “We initiated efficiency initiatives, one of them regards new equipment. We bought new cranes capable of handling four 20-foot containers at the same time. We knew and kept on listening to our customers that the big ships will start calling at hubs. And for us to remain as a hub we need to be prepared”, he says and continues: “Within the port we want to automate as much as possible, it’s about a change of culture. In the port industry one does not see things change drastically as in other industries. We tried and are still trying to change the way of how things are done. One example is our supervision and control system. The control room is planning the movements of the vessels even before they arrive. The demands from the shipping lines are today the same as for the airlines. They have schedules to meet, especially the major shipping lines.” DP World has also looked beyond the port and created a platform called Dubai trade. The platform basically encourages traders to clear their goods online, instead of through documentation. “Again, it’s about a change of behaviour. People think it’s more secure to bring the documentation to the counter. The same for us when the banks went online, we felt it more secure to go right to the bank instead. We want to minimise paperwork so that when a truck is coming through the gate to pick up cargo it can leave within 30 minutes. We have 3,000 gate passings a day in average and in 2008 when only terminal one was utilized it was quite congested. Sometimes it took 24 hours for a truck to pick up the cargo and depart.” “Look at the analogy. Today it takes 30–45 minutes to pick up
2011-04-01 11.54
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DP World is minimizing the paperwork so that when a truck is coming through the gate to pick up cargo it can leave within 30 minutes.
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Photo: Dp World
»When Salalah in Oman decided to build a large terminal, people said that Dubai would have to shut down« a suitcase at the airport, we deliver a 40 foot container to you in the same time”, says Anil Wats.
Dubai is not the only port in the region with expansion plans, there are many port developments going on – in Oman, Bahrain, Abu Dhabi and Dubai. The competition is fierce. “Competition has always been there and it’s healthy. When Salalah in Oman decided to build a large terminal, people said that Dubai would have to shut down. But today Salalah is doing good business and Dubai is doing good business. Obviously, there is more terminal capacity on the way in the Gulf but do not forget that we are serving 2 billion people and the region is an emerging economy, a young economy. All of us will have enough businesses, but it’s up to the shipping lines to choose where to call and how to be served. They have their own strategies, but for the time to come Dubai will still be in the leading position. It’s not really about being number one or two as I read somewhere, it’s about being profitable”, says Anil Wats and comments on Abu Dhabi’s expansion plans. “When you go to the textile market you see 50–100 shops, this is creating traffic for both us and Abu Dhabi. We will benefit from each others’ existence.” Anil Wats is careful when talking about DP World’s future investments and strategies, except in general terms. “The volatility that we have seen in the market over the last three years, where the industry has gone from record volumes to falling figures, has addressed a series of questions. We have to ask ourselves how to meet these challenges.”
“The concern about the future is a question of capacity injection. The shipping lines introduced a system to reduce capacity during the crisis. Vessels were laid up and they used slow-steaming. The owners took about 500,000 TEUs out of the system through slow-steaming. Now they say it’s good for the environment, but it’s a way of managing capacity. If you look at this year, what are the shipping lines doing? There is a 8.7 per cent capacity injection and another 9 per cent in 2012. That means that between 2011 and 2012, some 2.4 million TEUs of capacity will be added across the globe. Fortunately the terminal capacities are not growing at the same pace, there are starting to be some rationalizations. That’s good news for us.” Another concern, according to Anil Wats, is how shipping lines will respond to falling rates. “What do you think is the cost for a USD 3,000 65-inch LCD TV with the latest technology to be transported from a factory floor in Shanghai to a retail unit in London? The cost for transportation and logistic is USD 11. What is the terminal’s share of that? It’s only a tiny portion. What tends to happen when there’s a rate fall of let’s say USD 300 per TEU is that the Next: shipping companies all of a sudden are focusing on the “Dubai is the terminal activities, they are asking for improved proregion’s testductivity and efficiency. And every time we are saving tube baby” an hour or two we will not be doing it for free.”
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Dubai caught in the sunset. The shipping industry is somehow always present.
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Photo: pierre adolfsson
One of the companies operating in Jebel Ali is Gulf Agency Company (GAC), which originates from Swedish Nyman & Schultz, a Stockholm-based shipping and forwarding firm. n the 1950s, when the Gulf countries were building up their infrastructure, Nyman & Schultz established an office in the region. The company had been approached by a group of businessmen from Kuwait trying to convince foreign businesses of investing in the country. Nyman & Schultz decided to give it a try as the company was enjoying the post-war boom and could afford the venture. The new branch was named the Gulf Agency Company. GAC expanded their activities to other countries in the region, and it was one of the first foreign companies to establish an office in Dubai. In the spring of 1967 GAC had a meeting with the financial advisor of the ruler of Dubai. The emirate had only 59,000
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inhabitants by then, but the policy of expansion was truly impressing. The GAC representatives were informed about the immediate plans to build a deepwater port, a construction that would pave the way for financial growth. In May that year GAC Dubai became a reality. Five years later the deepwater port, Port Rashid, opened.
“Dubai was considered a good place to live. The atmosphere was congenial and there were few restrictions … But although Dubai might have been making the most of its oil wealth, it was also determined to remain a key trading and commercial centre”, the authors of ‘Spirit & Confidence – charting the growth of GAC’ describe the establishment in Dubai.
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»The country is representing a sort of test-tube baby for the rest of the region, new concepts and ideas are being implemented here« The move to the Middle East turned out to be successful. Today GAC has grown to a major player in the world, employing more than 9,000 people in North America, South America, Europe, Russia and Central Asia, Africa, Middle East, the Indian Subcontinent and Asia Pacific. The company is today divided into four divisions; shipping, logistics, marine and solutions. The corporate headquarters is located in Dubai, indicating the Gulf area as important as ever. However, Dubai is not the regional hub for GAC as there is no certain hub at all. GAC is represented at several locations in Dubai, each office’s location is mainly due to which kind of service it offers. “Dubai is very different as it’s not an end destination. We are making good money on shipping and shipping related services but not as an end destination. GAC is offering all the group’s services as ship agency, insurance counselling, logistics, weather routing, anti-piracy training and so on here in Dubai, but there’s a stronger focus on third party logistics. In Jebel Ali we are taking care of deliveries, storing and packaging. We have a considerable warehouse capacity, 120,000 pallet positions all in all, and are handling a wide range of commodities ranging from clothes, spirits, beverages, furniture, chemicals to perfumes. It’s mostly for import as very little is produced in the country. Dubai has basically no export at all, the revenues are raised through different services as tourism and banking”, says Peter Bengtsson, MD of GAC Dubai and Fujairah. The warehousing is important indeed, but it was the shipping agency activities that made GAC famous. “Beside the logistics we are taking care of all shipping related services as delivering spare parts to dry dockings and so on. We have a fleet of four crew vessels for transports to and from vessels at anchor on the roads, and are also operating a lubricating barge. We have some crew vessels in Abu Dhabi as well and a fleet of barges, tugs and landing crafts. The crew vessels were built at our 100 per cent owned yard in Abu Dhabi, the yard is also constructing anchor handlers.” DP World admitted the recession hit Dubai with full force, and Peter Bengtsson agrees the times have been challenging. “Everything changed for the worse in 2008–2009. There was a dramatic price fall for the services we offered and the volumes dropped as well. The imports of some certain products have been suffering a quite thorough decline; like cars, construction materials, steel and contract vehicles. The building industry has been particularly exposed for the downturn. I’ve seen some signs of recovery, but one can argue about the pace of it. When passing some building sites one doubts there’s any construction work going on at all, and at some times it’s much cheaper to demolish a property than building a new one. Indirectly this affects us, as the total consumption goes down.” Despite the financial straits, Peter Bengtsson points out that GAC has been riding out the storm surprisingly well. “The shipping lines still need to change spare parts and run their vessels in a good manner. Some vessels were laid up but not to that degree people were fearing, and today many of these
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vessels, especially container carriers, have been reactivated due to improved rates and demand. 2010 was not a very good year for us, but again, better than expected. 2011 is characterized by optimism and question marks. The nearest future will depend on certain events taking place in the region. Iraq is a growing market and Saudi Arabia has enormous growth potential, but Iran is still causing uncertainty. Dubai’s part in all this is to operate as a Singapore inspired hub.” Peter Bengtsson clearly sees a growth potential for Dubai, but in the long run some major changes are necessary, he believes. “There are both challenges and possibilities, first and foremost possibilities. It’s a ‘new’ country and it’s growing, and the geographical position is an advantage, definitely. Dubai has taken some great strides forward the last 15 years. The country is representing a sort of test-tube baby for the rest of the region, new concepts and ideas are being implemented here. Many of the richer families have earned their fortunes on trade. But one must bear in mind that it takes time to build up infrastructure and administration. Sometimes there are sudden changes without any notice, but the authorities are trying to be as forthcoming as possible to facilitating trade and business establishments.”
“As long as the oil price is stable and Abu Dhabi is earning money the UAE will grow, definitely. But if Dubai aims at growing as a trading arena some changes are necessary. There’s a question mark over the tax position in the long run, there is no company tax or income tax in any form. Will the government hold on to this policy or not? Someone has to pay for the services at disposal, like roads and infrastructure. Historically this has been solved through state ownership of the major interests, but the rulers are starting to question this model”, says Peter Bengtsson and continues: “Dubai is way ahead of the other emirates in the region. But problems are hidden beneath the very modern surface. The law and judicial systems need to be changed and more elements of welfare have to be implemented. It affects how people are consuming and the behaviour of companies operating on different markets. The right of possession is an illustrative example. Today there is no legal right to own property in Dubai, one can only rent. It’s possible to buy property, but to a very limited extent. We own the GAC facilities here in Jebel Ali but not the ground. So the right of possession is a very decisive issue on how the country will develop further.”
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GAC (Gulf Agency Company) Established in 1956 and is a provider of integrated shipping, logistics, marine and related services. The company has more than 9,000 employees and 300 offices in 40 countries. GAC is headquartered in Dubai.
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The Swede Peter Bengtsson is MD of GAC Dubai and Fujairah. Photo: Pierre adolfsson
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56 SHIPGAZ NO 2 2011
By Rolf P Nilsson, rolf@shipgaz.com
Spotlight IMO
An anti-piracy campaign with timing problems sengers alike, feel safe when boarding a ship. We live in a time when people have travelled to the moon, when almost all of our bodily limbs and organs can be replaced by human designed and better components than those given us at berth, but it seems that we can’t design an evacuation system that is safe when people have to abandon a ship. Even trying to do so is probably the most riskful challenge a seafarer has to face as most accidents on a ship resulting in deaths and severe injuries happens during lifeboat drills. A recent accident on a UK-flagged car carrier led to the death of one seafarer and three others were injured when a rescue boat was lifted out of the water after a drill. The boat fell almost 30 metres before it hit the water, indicating that the problems with lifeboat launches should be of special concern for vessels with a high freeboard such as ferries and car carriers.
IMO: Rolf P Nilsson Rolf P Nilsson, Editor-in-Chief of Shipgaz, points the spotlight at IMO in each issue. Check this column to get the latest updates on what’s up in the IMO chambers.
n ambitious campaign against piracy headed by IMO, supported by the heavyweight organisations of world shipping, has had a bad luck concerning timing. An earthquake, a tsunami and spreading political unrest in North Africa and the Middle East have moved the Somali pirates’ threat against world shipping and its seafarers to the shadows. At the same time, IMO has to continue the work on the mission it has been given, to enhance maritime safety and security and develop the protection of the marine environment.
A
At the time of writing, the latest meeting held at the IMO headquar-
»We live in a time when people travel to the moon, but it seems that we can’t design a safe evacuation system« LAST MEETING the last meeting at IMO headquarters was the 55th gathering of the sub-committee on Ship Design and Equipment held during March 21–25.
ters in London was the 55th gathering of the sub-committee on Ship Design and Equipment, DE, held during 21-25 March. One of the most urgent topics on the agenda is lifeboats and rescue boats.
In contrast to AIS, EPIRB and even inflatable life-rafts, lifeboats is not a new invention. From the times of Noah, It has been a common element in all ship designs and an equipment needed to make people, crew and pas-
This has been a worry for IMO for
PHOTO: JÖRGEN SPRÅNG
some time and has become a controversial issue. At first, the proposals were focused on maintenance of the boat and davit systems, but today most submissions highlight other issues such as ship and equipment design. The Maritime Safety Committee, MSC,is the deciding body at the International Maritime Organisation and it submitted the issue to DE at its meeting in November last year, after statements and concerns from member states and international shipping organisations. After having an inter-sessional working group to put its recommendations on the DE table, the subcommittee has proposed timetable for MSC to be discussed at its May meeting.
According to the proposal from
The IMO Secretary-General has his qualms about opening the Arctic for commercial shipping.
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DE, evaluation of existing release and retrieval systems should be completed by mid 2013. Systems on ships that do not live up to the new rules should be replaced at the next dry-docking, and
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No 2 2011 Shipgaz 57
IMO
»It represents either a world of new business opportunities or an unwelcome extension of the human footprint into areas still predominantly pristine« all ships should be fitted with complacent systems by mid-2019.
The working group also proposed that fall preventers should be mandatory, but only as a temporary measure when the existing release devise doesn’t live up to the requirements or until it is replaced. A secondary system is also being discussed. The thought is that all release mechanism should have a permanent pin that would reduce the probability of accidents in connection with drills.
WWNWS IMO has recently been celebrating the inclusion of Arctic waters into the World-Wide Navigational Warning System, WWNWS. Now the entire world is covered.
Spotlight
INTERIOR INSULATION VENTILATION PIPING ELECTRICAL
Another issue on the agenda was the Polar Code. Although after discussion it was agreed that the rules should only apply for cargo and passenger ships for the time being, the committee left an opening to include other vessels, such as fishing and specialised offshore vessels, in the future. According to Secretary-General Efthimios E Mitropoulos the opening of the arctic for commercial shipping is a double-ended sword. “Depending on your perspective, it represents either a world of new business opportunities or, on the other hand, an unwelcome extension of the human footprint into areas still, at the moment, predominantly pristine”, mr Mitropolous says in a statement.
IMO has also recently been celebrating the inclusion of Arctic waters into the World-Wide Navigational Warning System (WWNWS). Ship officers and their companies will have access for vital information on navigational and meteorological hazards in five geographical areas, trough NAVAERAS and METAREAS. WWNWS was established in the 1970s. With the expansion to the Arctic, the entire world is now covered. The responsibility for those areas have been accepted by Norway (NAVERA/ METAREA XIX), Canada (NAVAREA/ METAREA XVII, XVIII and XIX) and the Russian Federation (NAVAREA/ METAREA XX, XXI).
ADRESS: BÄRINGE 1B, ANNEXET, SE-241 95 BILLINGE PHONE: +46 413-54 40 00 FAX: +46 413-54 41 10 E-MAIL: SCANMARINE@SCANMARINE.SE
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58 Shipgaz No 2 2011
By Pär-Henrik Sjöström par-henrik@shipgaz.com
Focus Shipboard Management
Photo: Pär-Henrik Sjöström
Total control as owner on board
Shipgaz talked to Vidar Tollander, who recently took his shipping company to the next level by buying the 15,000 DWT geared bulk carrier Jollas. “Onboard management worked fine with one vessel in the fleet. As an owner on board I was able to be in full control all the time”, says Vidar Tollander. His career as a shipowner started in 1999, when he together with his father established Vidar Shipping Company Ltd. They acquired the 1,056 DWT dry cargo vessel Pamela from VG Shipping – a company within the Meriaura group. Before that Vidar Tollander had sailed on the coaster Tower Julie, owned by Prima Shipping.
“It was a huge decision to become a ship owner and take over all responsibilities for the operation. It was like passing the point of no return, leaving no other option than to continue straight on. Thereafter it has mainly been about growing into your role”, he explains. Meriaura continued with charter-
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»I handled management of the vessel, including everything except the payroll. In addition to that I was working on board as captain« It was in 1999 that Vidar Tollander took the step to become a shipowner.
ing and operations for the Pamela after the change of ownership. “It was an ideal solution for me as I did not want take care of that bit myself. I handled management of the vessel, including everything except the payroll. In addition to that I was working on board as captain. During the first year I had no relief system and I worked on board all the time”, Vidar Tollander recalls.
Vidar Tollander sailed as captain/owner on the Pamela until 2002, when he went ashore to work with
Meriaura’s fleet management. The Pamela was sold back to VG-Shipping in spring 2003 to enable the investment in a larger vessel, the 2,284 DWT Helga. In autumn 2004 Vidar Tollander returned to sea and sailed as captain on the Helga.
“It is a full time job to keep one vessel running, and it works well when you are working on board yourself. You know all the small peculiarities of the vessel and you also exactly know the condition of the equipment and when some repairs are to be expected. If you want full control over your ship the captain/owner constellation is the ideal solution.” According to Vidar Tollander there is no doubt that a ship is managed in the most efficient way when the owner is sailing. “After all it is quite simple with onboard management. I never had
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No 2 2011 Shipgaz 59
Shipboard Management
Focus Photo: Erik Nilsson
»I knew colleagues owning several vessels and still handling management while sailing themselves. I would not recommend that for anyone«
Also on board the Helga Vidar Tollander took care of virtually everything except chartering and operations. “I never handled these functions and they should not be handled on board I think. They are typical functions that should be kept standby all the time if there are any changes with short notice. It is not possible to keep office hours from eight to four when you must run the ship and sleep a little bit in between too.” Neither crewing is a problem for a one-ship company. “I have built my own network and I know a lot of people. It is always possible to find the right person if an employee is needed”, he assures. He stresses that the development of ship-to-shore communication technology has made it much more easier than before to manage a vessel on board. “I cannot think of anything regarding shipboard management that would be impossible to handle nowadays.” Vidar Tollander continued as owner on board on the Helga until the end of 2006, when Vidar Shipping bought back the Pamela. With two vessels in the fleet Vidar Tollander knew that it was time to move on. He decided to go ashore and take
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Now Vidar Tollander has gone ashore, but keeps his fleet close by visiting on board regularly. Photo: Joachim Sjöström
any problems to find the time for it. It does not include so much more than the normal administration handled by the captain. You know every detail on board and there are no overlapping functions when you are on board yourself. As a consequence of that the shore based management becomes minimal. When I went on leave ashore I took the full control of the ship with me. Indeed there was not so much to take care of, mainly ordering bunker and supplies.”
care of fleet management full time. His company further expanded by buying the third vessel Frida in the spring 2007. “It was a well considered and also final decision to go ashore and move the fleet management to the office. I knew colleagues owning several vessels and still handling management while they were sailing themselves. I would not recommend that for anyone.” He thinks that one person simply does not have enough time for management of the whole fleet while in command of a ship. “On a small vessel you are six hours
The bulk carrier Jollas (here pictured under her former name Bravaden) is the largest of Vidar Tollander’s vessels. The fleet also consists of three smaller cargo vessels, the Nina, Frida and Helga.
on watch and six hours off. It is a full time job to run that vessel but in addition to that you have to handle management of the other vessels too. It may not always be the most economic solution.”
Still, Vidar Tollander thinks that his practical experience gave him a fair control over the fleet also after he went ashore. “I had sailed both on Pamela and Helga and I knew them in every detail. Still today I feel I have the fleet very close to me, but of course it is not the same as when I was sailing on board.”
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60 Shipgaz No 2 2011
Focus Shipboard Management Photo: Erik Nilsson
Vidar Tollander thinks that besides the size there are no dramatic differences between the Jollas and the smaller vessels. Indeed the traffic area brings some new features to the management. The crew is naturally much larger and there is perhaps a more distinct hierarchy on board. The change of crew takes place abroad, which also adds some extra administration.
“For the moment the most difficult
“My policy is to visit the ships on a regular basis and everyone on board knows me. I think that it is important that they have the possibility to talk to me directly. So far we have succeeded in keeping the gap between the vessels and the office as small as possible.” Being a seafarer himself, Vidar Tollander is able to see many things the same way as the people on board.
“The work on board is exactly the same as it was some ten, fifteen years ago. The great difference is that today you have to document everything you do. Documentation takes more and more time and it is usually not especially popular among seafarers. The problem is that those ashore are not able to see this as a big issue, while it demands a lot from a seafarer. This
»Documentation takes more and more time, it demands a lot from a seafarer« Vidar Tollander on board his ship Frida while she was making a yard visit at Falkvarv in Swedish Falkenberg. Frida was built in 1985 as Silvia.
results in the gap between the land organisation and the sea personnel growing larger and larger.” The latest addition to the fleet is the 15,000 DWT Jollas. Owned by Tollship Ab, the vessel has been placed in a separate company. Unlike the other vessels, the Jollas is completely managed by the owner, including chartering and operations. For this reason Tollship employed Jukka Itäkylä, who has long experience of chartering the vessel. This originates from the time the vessel was operated by her former owners Rederi Ab Engship and Bore under the name Bravaden.
thing is that Jollas is not sailing to Finland at all. I am not able to visit them on a regular basis and I cannot see how things are on board with my own eyes. Instead I am of course in regular contact with the heads of the divisions.” If Vidar Tollander would start as a shipowner today, he is not at all sure that he would choose the same path as he did 12 years ago. “I doubt I would go for onboard management to the same extent as I did when I bought the Pamela. You constantly have to keep yourself updated with so many rules and regulations. When I started it was possible to update yourself about new regulations perhaps once a year. Now there is a need for a continuous follow up.”
He therefore thinks that it would be easier to be part of a group of owners where the management is partially handled ashore. “I cannot see total onboard management as the perfect solution anymore. I would not start today in the same way as I did when I bought the Pamela. Perhaps it is a good thing that when you start you don’t know what you are getting into”, Vidar Tollander says with a laugh.
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2011-04-01 13.43
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62 Shipgaz No 2 2011
By Bent Mikkelsen bent@shipgaz.com
Focus Shipboard Management
Photo: bent mikkelsen
New routines on Nordane tugs
On board the Nordane tugs stationed at Port of Göteborg the expression onboard management has got a whole new meaning since October 2010. The captains on board Nordane’s tugs Stevns Breaker and Stevns Battler are not only taking care of the manage ment, they are also acting as dis patchers. Ship agencies and brokers throughout the Göteborg area have a special telephone number that goes directly to the captain in charge on board a tug when Nordane’s services are needed.
»We felt it would be a barrier if a Swedish broker had to call a telephone number in Denmark to arrange a tug«
“We wanted to simplify the chain of command as much as pos sible. We found out that the best way to do that was to let the captains manage the whole operation as they are working close to the costumers”, explains Niels Højlund Hansen, CEO
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Niels Højlund Hansen, CEO of Nordane Shipping.
of Nordane Shipping, and contin ues: “We felt it would be a barrier if a Swedish broker had to call a tele phone number in Denmark to ar range a tug or two in Göteborg. So we set up a Swedish telephone number to use when ordering a tug. To estab lish an office with hired staff was out of the question.” The tug captains were not over whelmed when the system was intro
duced as they felt the administrative burdens were already too heavy. “We were at bit sceptical about the arrangement when it was presented to us, explains Jesper Lund Nielsen, captain of Stevns Breaker, and con tinues:
“After some fruitful talks between us and the office management we ar rived at a sensible agreement, where we are receiving economic compensa tion for being both captains and dis patchers.” “It has not caused any problems for our other daily work so far. But some day the tasks will collide when a costumer calls at the same time as I am occupied by a tug operation that
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No 2 2011 Shipgaz 63
Shipboard Management
Focus Photo: bent mikkelsen
»We were at bit sceptical about the arrangement when it was presented to us« requires my full concentration. But I hope that we can deal with this in the best possible way without insulting the person at the other end of the line”, says Jesper Lund Nielsen. To inform the broker ordering the tug on which tug that will execute the job is also part of the“administration” tasks, as well as notifying the pilot station.
When a job is done the captain in charge reports the operation details to the headquarters in Svendborg. From this office the official invoice is made and sent to the costumers in Sweden. So a tug operation in the Göteborg area is virtually unknown to the office until its actually done. “In my mind there is no doubt that the bureaucracy is relatively small
compared to endless telephone calls from Göteborg to Svendborg and back to Göteborg, when a certain operation has been postponed for an hour or two”, says Niels Højlund Hansen.
CEO Niels Højlund Hansen and Captain Jesper Lund Nielsen.
He adds that things are less complicated nowadays with modern technology and computers maintaining easy access to systems both on board the tugs and within the office.
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64 SHIPGAZ NO 2 2011
By Rolf P Nilsson rolf@shipgaz.com
Focus Shipboard Management
PHOTO: PÄR-HENRIK SJÖSTRÖM
E-navigation – a fundamental change for nautical officers
Make no mistake, e-navigation is not a digital, technology-pushed, new and additional system for navigators to curse over, it is a step towards a new mission for navigators, and it is not certain that their jobs will be at sea. E-navigation will change the professional role of the nautical officer fundamentally, from being a navigating navigator to being a monitoring navigator. It is a concept where the aim is to enhance maritime safety, while at the same time ease some of the administrative burdens laid on the shoulders of maritime officers, and to increase the efficiency of maritime transport.
Globalisation has been the word of today for at least a couple of decades. The foundation for free global trade is maritime transport. It is the most cost efficient way to carry goods from a seller to a purchaser and in
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»The aim is to enhance maritime safety, while at the same time easing the administrative burdens on maritime officers« E-navigation is a word coined and owned by the International Maritime Organization.
many cases it is the only alternative. Efficient maritime transports are essential for all importers and exporters. At the same time, politicians have to deal with environmental and human disasters as the Erika, Prestige, Scandinavian Star, Estonia and the 9/11. This has resulted in the ISM Code, the ISPS, Marpol amendments and regional and national legislations, that too often is not aimed at progress, but
forced by politicians that have to respond to public opinions. The result has been a mountain of papers for navigators to fill in prior to a port call, during an inspection, when the inspectors sometimes outnumber the officers on board, or for various other reasons.
A sea career has become something else than whhat it is supposed to be; to safely carry goods and passengers from dry land on one side to a dry spot on the other side of a watercourse. Not long ago, I visited a products tanker. It was a modern, well-equipped vessel with the highest possible standard in the living quarters. It had a young, highly motivated
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NO 2 2011 SHIPGAZ 65
Shipboard Management
Focus
In the middle of the last decade, EU launched the EUR 19.5 million MarNIS project. This had a shorebased perspective with the aim to ease the administrative burdens by using information technology and to standardise the information flows from sea to shore and vice versa. MarNIS proposes a “single-window” approach, meaning that the
PHOTO: PÄR-HENRIK SJÖSTRÖM
and professional crew. The 35-year old master loved his ship but said: “If they give me one more paper to sign, then I’ve had enough. I’m here because I’m a seafarer, not a pencil pusher.” The E in E-navigation could be an abbreviation for Electronic or Enhanced, but irrespective of this, it will change the fundamentals of the navigator’s position on any vessel. Historically, the master of a vessel has had an information advantage. The true position of a vessel has only been known to him and the ship’s navigators. This has also been a commercial advantage for shipping companies. 9/11 and technology developments such as the AIS have changed all this.
»If they give me one more paper to sign, then I’ve had enough. I’m here because I’m a seafarer, not a pencil pusher« navigator should only have to send one report to one receiver before a port call. The information given would
then be disseminated to all actors in the cargo flow, authorities, ports, ship monitoring centres, customs, border and health agencies. The information will be accompanied by data from various databases such as Equasis to determine the risk level of the specific vessel. The core of MarNIS is the AIS, the Automatic Identification System, and
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66 Shipgaz No 2 2011
Focus Shipboard Management Photo: Joachim Sjöström
on the receiver end, the project has proposed the introduction of a MOS, Maritime Operation Services. This would be a “one-call-shop” including the tasks of Vessel Traffic Systems, MRCC’s, Environmental Accident Response centres etc.
Users also want an “S button” on
The establishment of MOS would pave the way for a more pro-active surveillance and control of traffic flows and individual ships. Each vessel could be assessed and given a risk profile. Based on this, the ship could be ordered to used compulsory routes, pilots and escort tugs. The MarNIS project has also become one of the corner stones in the IMO E-navigation project. Some 40 maritime nations, 15 international shipping organisations and the EU Commission participate in the work led by the Norwegian Coastal Administration where the aim is to collect, treat and analyse information from ship and shore to support the navigation of a vessel from berth to berth. The project is supposed to be finalised in 2012, although many observers feel that this is too optimistic. Already the project has identified
Navigators also want to see ergonomically designed, standardised bridge equipment with fully integrated systems. Alarm systems should be coordinated to support the navigator.
E-navigation could be one step towards unmanned, remote controlled vessels.
MarNIS The MarNIS concept, which aims for implementation across EU Member States by 2012–2020, integrates vessel traffic management, search and rescue and environmental protection under one roof.
some 120 functions on vessels and ashore that incorporate navigational information. Based on this, and with the input from users, the IMO project puts more weight on the human factor perspective than MarNIS, such as education, competence, language skills, work load and motivation at sea as well as in shore-based organisations.
The key word from the users is “standardisation”. Reports from ships should be automatic to a single-window receiver based on standardised forms and procedures.
the bridge. Unlike aeroplanes that are built in identical long series, all ships are more or less unique in design and equipment. A challenge for IMO is to define a standardised base level for navigational information on all ships. An S button would ease the information overload that can be distracting in stressing situations and give the navigator the possibility to enter a standardised mode that he or she is familiar with irrespective of the actual ship or ship type.
E-navigation will undoubtably ease work burdens for professionals at sea and in shore-based organisations. It will also create a new challenge for mariners when the same navigational information will be available in real time ashore and on board. This could be a significant step towards a future unmanned merchant vessel.
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No 2 2011 Shipgaz 67
Shipboard Management
sg0211_e-navigation.indd 67
Focus
2011-04-01 14.17
68 SHIPGAZ NO 2 2011
By Per NystrĂśm, per@shipgaz.com
Spotlight Technology
Software at our service Technology: Per NystrĂśm Per NystrĂśm has a long experience as Chief Engineer, Shipyard Superintendent and troubleshooter when propulsion systems fail. He is part owner of FT Engineering AB.
ur engine rooms are today, and has been for some years, designed with the assistance of computer software. Some years ago the design was carried out with assistance from computer software, but today the design is usually done by the software itself, with assistance from the designer. This has to a large extent complicated life for technical superintendents and the engineers that operate the ships designed by computer software.
OÂ
Regarding software for alignment, for example, torsional vibrations etc were relatively uncomplicated 5â&#x20AC;&#x201C;10 years ago, but required design engineers that had ample experience of both calculations and practical way of handling the problems connected to what should be calculated. Calculation of alignments could not be done successfully by a person that did not
understand the practical obstructions in the physical alignment. Recently developed software for machinery design is so complicated that it can hardly be operated by the average engineer, and a 2â&#x20AC;&#x201C;3 years old computer does not have the graphic performance required for complicated 3D models. It goes without saying, that modern design software will include more parameters and gain more information than software of the old days did.
ÂťToday the design is usually done by the so ware itself, with assistance from the designerÂŤ
Modern software may include many parameters to be calculated that earlier required a large number of different software tools. Therefore, calculation of engine systems with modern software is a time consuming exercise, compared to evaluating
Some software for machinery design is too complicated to be operated by the average engineer.
sg0211_spotlight_tech.indd 68
engine systems one by one, with the assistance of an older software. Complicated modern software appears to increasingly be operated by computer freaks, rather than engineers that have a broad understanding of what they are calculating. The computer freaks seldom have enough knowledge of marine engineering systems. The often seen â&#x20AC;&#x153;go/no goâ&#x20AC;? criteria for calculation results are not seldom set up by programmers, based on strange interpretations of class rules.
Case 1: A propulsion line â&#x20AC;&#x153;expert companyâ&#x20AC;? was calculating alignment of a newbuilding propulsion line with a complicated modern software, unfortunately without knowledge of what in reality affected the shaft line they were calculating. The shipowner decided to get a second opinion from an independent company. This showed that the alignment was so poor that the reduction gear bearing would have broken down within hours of operation, rather than days. The propulsion line â&#x20AC;&#x153;expert companyâ&#x20AC;? was requested to recalculate and this time it was slightly better but still not acceptable for continued operation of the propulsion line. The calculations were repeated four times before an alignment that was within safe margins for operation could be presented. If the shipowner had not been critical to the first calculations done, they would have experienced major damage to the reduction gear and the ship would have required 6â&#x20AC;&#x201C;12 months out of service to get a new reduction gear produced and installed. It appears to be rare that the class questions alignment, torsional vibration and similar calculations in detail before they approve it.
What has been said above regarding software certainly also applies to measuring instruments that are used for alignments, engine performance, environment parameter measurements etc. Most instruments of the above type are based on processing measured values in computer software,
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No 2 2011 Shipgaz 69
Technology
Spotlight
ÂťSo the lesson to learn is: be critical even if the most sophisticated software is used for a specific task!ÂŤ presenting results in graphic forms. This technique is superior when it comes to understanding of the measurement result. But in order to obtain reliable measurements the operator of the instrumentation has to have extensive experience of the type of measurement he or she is working with.
Case 2: A company specialized in laser measurement attended a ship for measuring of a propulsion shaft alignment. The outcome of this measurement was that the shafting had to be realigned. A costly off-hire had to be planned for. The shipowner wanted a second opinion and used an independent company to repeat the measurements done. Based on new measurements, no problem could be found with the propulsion line and consequently it was not realigned. This propulsion line is still in operation after many years, without any problems. The initial laser measurement had been done in a way that was not relevant to the shafting alignment, but indicated an error in the shaft line when the actual error was in the measurement technique performance.
So the lesson to learn is: be critical even if the most sophisticated software is used for a specific task! It is certainly not the software that does the job, it is still done by people with experience of the specific task. This applies irrespective of the measurements being for ship design, maintenance or repair purposes. Modern software in the marine industry is a good assistance and necessary to improve technology, but the reliability of the results from too complicated software has to be carefully evaluated. Experience from the specific task cannot replace the calculation software, and the calculation software cannot replace the experience, but experience is needed for evaluation of the result of a software calculation.
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No 2 2011 Shipgaz 71
Technical Review Photo: Oceansaver
Auto form filling – a money saver software Flagship, a maritime transport project part funded by the EU, has developed a regulatory search and automated form filling system. The system could significantly reduce the regulatory compliance and administrative burden ship owners and operators currently experience with estimates indicating a 50 per cent time saving, compared with conventional text based search methods. If every European ship adopted automated form filling this could lead to a total time cost saving in the region of GBP 8.94 million per year.
Photo: wilhelmsen ships service
Mark II ballast water treatment system environment OceanSaver will launch the next generation ballast water management technology in 2011. The Mark II technology realises OceanSaver’s strategy to roll out its high-end technology to different sized vessels. OceanSaver’s Mark II ballast water treatment system is a specifically tailored version of its type-approved Mark I model. “We are sharpening the already proven OceanSaver technology with our new Mark II ballast water treatment system, this will widen our core market segments, reduce installation time and complexity for retrofit and newbuilding projects and at the same time continue to be a high quality supplier”, says Sales and Marketing Director Tor Atle Eiken.
Ballast water treatment systems are becoming mandatory equipment on board vessels, driven by a legal requirement following the adoption, ratification and entry into force of the IMO Ballast Water Management Convention in 2004. OceanSaver has been developing its ballast water treatment systems since 2003 and has since won significant contracts following its full Type Approval certification by Det Norske Veritas (DNV) in April 2009, on behalf of the Norwegian Flag State Authority. The system is also approved for installations in gas hazardous areas, a prerequisite for tanker applications. During the development of the technology, comprehensive and
sg0211_tech_review.indd 71
independent corrosion and coating impact studies has been carried out, both in laboratories and under real-life onboard conditions. These confirm reduced corrosion and coating weathering rates. The OceanSaver ballast water treatment system has demonstrated compliance with the intentions of the IMO Performance Standard for Protective Coatings (PSPC). Director of R&D at OceanSaver, Aage Bjørn Andersen, has been involved in the development of environmental technologies for the offshore and shipping industries for more than 15 years. “OceanSaver is pretty unique as we are one of the few if not the only ballast water company with own laboratory and testing. This is significant to mention, as we are able to simulate operational conditions and test components of the system over time. This is an assurance to our clients”, says Aage Bjørn Andersen. The retrofit market is an area that OceanSaver will increasingly focus on, in addition to the fairly stable newbuilding market. Without the need for extra piping that would be found in the Mark I due to the addition of the cavitation units, the ship owner saves time and money in the drydocking stage. OceanSaver predicts that by the end of the third quarter of 2011 they will have received full type approvals for the Mark II ballast water treatment system.
R-417A: The R-22 replacement environment As ozone-depleting refrigerants are in the process of being phased out around the world, vessels are changing their refrigeration systems to meet the new legal requirements.
After performing in-house tests, Wilhelmsen Ships Service decided on Unicool R-417A as a cost-efficient option for replacing R-22 in direct expansion systems across a variety of applications. However, although Unicool R-417A is suitable for customers that prefer to use a single alternative, there are several operating vessel types that call for optimal performance in a variety of large cooling system applications. In order to stock the ideal replacement alternative for each system, some customers need to carry several different types of refrigerants onboard. For customers who now have different refrigerant types on board the same vessel, all Unicool cylinders are clearly colour-coded and labelled to prevent the crew from charging the wrong gas into a system.
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72 Shipgaz No 2 2011
Technical Review Photo: Applied Satellite Engineering
Alert system to use while under piracy attack security Applied Satellite Engineering (ASE) has introduced a new system which aims to allow crews on a vessel under attack by pirates to retreat to a safe area while still maintaining communications links with the shore.
The Citadel safe room solution incorporates Iridium satellite voice services and GPS reporting, and is kept separate from the usual vessel communications system. ASE suggests that when a ship is boarded by pirates, the crew withdraw to a designated safe room, or citadel, and power down all systems, leaving pirates with a dark ship and no control. The ASE phone is installed in the safe room, providing emergency and periodic GPS reports as well as voice calling services. A battery backup system can power the system for 24 hours in a powered standby mode, or for a few days in a periodic mode. The system includes an outdoor transceiver, cable, lockable cabinet, corded phone and optional battery backup. Additional phones such as a captain’s phone or crew calling phone can be installed on the ship from the same system.
New Raytheon systems navigation The navigation system supplier Raytheon Anschütz introduces a new series of Radar, ECDIS and Conning systems. The generation of Synapsis (Chart-) Radar, Synapsis ECDIS and Synapsis Conning comes along with a new system architecture and advanced features, which make them an integral part of the recently launched Synapsis Bridge Control series. The new generation of wide-screen, task-orientated Synapsis workstations are based on an innovative system architecture, which uses standard hardware and software to provide highest scalability. A standardized PC with solid-state disk and passive cooling instead of fan was designed to increase reliability and lifetime. Featuring a compact design as well as powerful processing capabilities, the new PCs are ready for universal use on various ship types.
Possible configurations are ranging from a stand-alone Radar or ECDIS workplace to a full integrated Multifunctional Workstation. Thereby all relevant naviga-
tion data such as charts, routes and sensor information are stored independently on each system, whereas a newly developed Integration Platform improves interfacing and controls all configurations, tasks and colors of the workstations. Raytheon Anschütz has also introduced a new advanced steering control system. The system improves handling and is making installation of systems at the shipyard easier. NautoSteer AS continues the series of Anschütz NautoSteer and will be delivered to commercial and naval vessels by the end of the year. NautoSteer AS is based on CAN-bus technology, whereas all important components such as follow-up amplifiers, autopilots, interface units and alarm monitoring units are connected via redundant CAN-bus systems. In case of failures the steering control system switches automatically to a redundant CAN- bus, providing most secure data communication and built-in reliability of the whole system.
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74 Shipgaz No 2 2011
Retro Papenburg sisters Photo: Viking Line Archives
Two of the Papenburg sisters at Viking Line’s new ferry terminal at Stockholm’s stadsgården in 1973.
The successful Papenburg sisters An exceptionally large series of ferries was delivered in the beginning of the 1970s for Viking Line’s rapidly expanding traffic across the Åland Sea. Nicknamed “Papenburgare” by Swedish speaking professionals in the trade, these ferries are internationally usually referred to as the Papenburg sisters, after their birthplace. In the late 1960s the ferry traffic was booming in Scandinavia. Among many prosperous routes, the traffic across the Åland Sea between Sweden, Åland and mainland Finland, showed exceptional growth rates. However, the competition was extremely fierce.
In 1967 the three ferry companies SF Line Ab, Rederi Ab Sally and Rederi AB Slite decided to join forces and take up the fight against the market leader Silja Line. They founded the marketing company Viking Line, which enabled better use of the resources by synchronising schedules, introducing a common booking system and improving marketing. Viking Line
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launched a massive drive on the market, resulting in rapidly increasing passenger volumes. Tonnagewise, the competitor Silja Line had a huge advantage. In 1961 Silja Line had introduced its first newbuilding Skandia, followed by the sister Nordia one year later. The first “super ferry” Fennia was delivered in 1966, setting totally new standards for passenger comfort on ferries. She was followed by the Botnia in 1967, a modified version of the Skandia.
»In 1967, SF Line Ab, Rederi Ab Sally and Rederi AB Slite decided to join forces against the market leader Silja Line« A total of six sister vessels were built by Meyer Werft in Papenburg for Viking Line during 1970–1974.
Indeed the Swedish Rederi AB Slite had introduced its first newbuilding Apollo already in 1964, but she was a rather small ferry, lacking
passenger cabins and thus not ideal for night crossings. The rest of the active Viking Line fleet consisted of the Åland-based partners’ steamers Viking and Ålandsfärjan. Compared to Silja Line’s newbuildings the elegant veterans were hopelessly outdated. The first newbuilding to be introduced by the ‘new’ Viking Line was the SF Line-owned Kapella in 1967. The Kapella marked the start of a ferry newbuilding programme, which never had been seen before on the northern Baltic Sea. Driven by the success of the Kapella, SF Line’s partners within Viking Line – which were competing with each other as shipping companies despite the common marketing company – could not remain passive. The Slite company had sold its first Apollo and replaced her with the chartered Visby, which by no means was an ideal choice for the service. Led by shipowner Carl Bertil
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Retro
Myrsten, the Slite company started negotiating about a newbuilding with the Wärtsilä shipyard. Based on his captains’ experiences, Carl Bertil Myrsten wanted a ferry with features such as a twin screw and twin rudder arrangement, ensuring good manoeuvrability. Later, shipowner Myrsten told that in Wärtsilä’s opinion such a design would never work in ice when moving stern first. Instead,
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However, Rederi AB Slite did not have the financial strength to declare its option and instead the sister vessel was transferred to the Sally company. The lead vessel Apollo was delivered to Slite in April 1970, followed by Sally’s Viking 1 in August the same year. Slite and Sally ordered a second batch of vessels in 1970, which were delivered as the Diana and the Viking 3 in 1972. Sally ordered a further two vessels, the Viking 4 and Viking
Photo: Viking Line Archives
Photo: Viking Line Archives
Photo: Viking Line Archives
Shipowner Carl Bertil Myrsten (left) with Captain Yngve Hägerstrand (right) on board the Apollo.
the shipyard offered a repeat order of the Botnia. In Stockholm Carl Bertil Myrsten happened to meet an old friend, Anders Anchér, who had good relations with the German shipyard Meyer Werft. Shortly thereafter they were both on their way to Papenburg for negotiations. Meyer Werft offered a design based on the hull of the smaller ferry Vikingfjord, delivered in 1969. Slite developed the design further together with naval architect Anker Kure and the shipyard. The rest is history. In June 1968 Rederi AB Slite signed a newbuilding contract with Meyer Werft for a car- and passenger ferry, including an option for a sister vessel.
Left: Interior from the wheelhouse of Diana. Right: The keel has been laid of newbuilding 560, which was delivered as the Apollo for Rederi AB Slite.
5. The Viking 4 was of a slightly modified design, providing a larger cabin capacity. The Viking 5, delivered in 1974, was further developed, including a 10 metres longer hull than the other sisters.
The third Viking Line partner SF Line expanded its fleet too. The company took delivery of the Yugoslavian built Marella in 1970, to meet up with the Apollo and Viking 1. When Slite and Sally negotiated about the second batch with Meyer Werft, SF Line talked to the shipyard too, but they never placed an order. Instead SF Line ordered a huge ferry from J.J. Sietas shipyard, the Aurella. In 1973 SF Line had a buyer on hand for the Kapella and needed a replacement with short notice. The company signed a contract with Meyer Werft for a sister ship to Viking 4, but the agreement was subject to financing. When the financing could not be arranged the contract was cancelled. In addition to Viking Line’s Papenburg sisters, the shipyard also managed to sell three vessels of a similar design to Mexico. The Coromuel was delivered in 1973, the Puerto Vallarta
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Retro Papenburg sisters
in 1974 and the Azteca in 1975. The Viking Line fleet expanded so rapidly in the early 1970s that the marketing company could not keep pace with the hungry owners. There were simply too many vessels to fit on the existing route Kapellskär– Mariehamn–Naantali (Nådendal in Swedish). Viking Line had to find employment for the newbuildings elsewhere. This resulted in a dramatic expansion of the route network.
The first vessels were introduced on the original route Naantali–Mariehamn–Kapellskär. The second batch could be squeezed in there too, but at this stage there were already six vessels sailing on the route, of which four were Papenburg sisters. The Viking 4 was therefore introduced on the Turku–Mariehamn– Stockholm service, which was inaugurated in 1973. The Viking 5 was employed on the prestigious capital route Helsinki–Stockholm, opened in 1974. The Papenburg sisters served for Viking Line on all their main routes, but they were included in the fleet for just some ten years. This was by no means a sign of any shortcoming in the de-
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Four sisters: 1: Viking 1 in Naantali. 2: Diana in Stockholm. 3: Viking 3 and Apollo laid up in Mariehamn 1973. 4: Viking 5 on the
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Photo: Pär-Henrik Sjöström
Photo: Viking Line Archives
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Photo: Viking Line Archives
Photo: Viking Line Archives
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»The traffic volumes grew so fast that the Papenburgbuilt sisters became too small in less than a decade« sign. On the contrary, they had to be replaced because they were so successful. The traffic volumes grew so fast that the Papenburg-built sisters became too small in less than a decade. Together with SF Line’s newbuildings Marella and Aurella the Papenburgsisters took Viking Line’s traffic to the next level. Viking Line became the market leader in the ferry traffic between Sweden, Åland and Finland.
According to master mariner Yngve Hägerstrand, who first was captain on the Apollo and then on the Diana, the Papenburg sisters were excellent to manoeuvre and had good seakeeping qualities but perhaps a little bit underpowered, especially when it came to going in ice, but this was the case with most other ferries of those days too.
The layout of the cabin areas and the public spaces was clear and simple. The passenger cabins were situated on C-deck above the car deck. The cabins in the first three vessels were not yet equipped with en suite bathrooms, unlike Diana and all of the following vessels. In the mid-section of the same deck were also the entrance hall with the purser’s desk and the tax-free shop. The D-deck was a restaurant deck with a dining room in the forward part and a cafeteria in the aft section. Foremost on E-deck was the bar saloon. Below car deck, in front and aft of the engine room, there were areas for the crew.
Several of Viking Line’s Papenburg sisters are still in service. The lead vessel Apollo trades under her original name for Labrador Marine in Canadian waters. The Viking 3 is sailing as the Ionian Spirit for Agoudimos Lines in the Mediterranean. The latest name of the Diana is Jamaa II and she has been seen in Suez. The Viking 5 is named Boughaz and is trading across the Gibraltar Strait for Comarit. The rest of Viking Line’s Papenburg sisters and all of the three Mexican sisters are reported to be broken up.
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DONSÖ TANKER MEET
Welcome to Donsö Tanker Meet! On June 21–22 2011 Shipgaz and the shipping companies on Donsö arrange a two day tanker-shipping event on the island of Donsö.
21–22 JUNE DoNsöhallEN
In June 2011 it is time for the second Donsö Tanker Meet, same concept as in 2009 but even more specialized on tanker shipping. In 2009 the event was a great success, attracting 400 shipping proffessionals taking part in speed meetings, seminars and after work activities. Donsö Tanker Meet will be the place to be in 2011 if you are working with/ supplying tanker shipping in any way. This two-day event offers the face to face meetings of your choice and seminars, all focusing on tanker shipping. More about Donsö Tanker Meet at www.shipgaz.com/donsotankermeet
2011
or contact: Lars Adrians, Shipgaz Phone +46 (0)31-712 17 73 lars@shipgaz.com Several supporting shipping companies will be attending in 2011, so far the following:
Tärntank Rederi AB
KILTANK REDERI AB
• Projects • Market Research
• Tanker Chartering • Tanker Operation VLCC: Kristofer Byström Operations: Nigel Burt Rickard Müntzing
Suezmax/Aframax: Kristofer Byström Bennet Holmström Roland Magnusson Lars Wellner Henrik Norlin
Exclusive SuezMax Susangird Sanandaj Sarvestan Semnan Saveh
DWT 150,000 150,000 150,000 150,000 150,000
Built 1999 1999 2000 2000 2000
SuezMax Sepid Sima Sina Sarv
• Ship Owning
• Sale and Purchase • Newbuildings
Accounting/Admin Dominika Dzielak Annika Hagren
Projects/S&P/Market Research Johan Dicksved
Chairman: Ola Lorentzon
Managing Director: Bo Andersson
NITC-Tonnage DWT 160,000 160,000 160,000 160,000
Built 2008 2008 2008 2009
AfraMax Astaneh Abadeh Amol
DWT 95,000 95,000 95,000
Built 2000 2000 2000
• Administration
Bo Andersson - Managing Director
- Finance
Built 2005
Ett företag inom Veolia Transport
Gunilla Kjellgren Ewa Mörk – CFO, Fredrik von Elern – Maritime Personnel Manager, Petra Sandberg – Maritime Personnel Manager, Anders Helgeson _ Purchaser, Jeanette Björck – Accounting assistant. Tel: +46 31 704 53 30, E-mail: crew@crewchart.com
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Product Tanker STOC Persia STOC Marcia Nordic Victory Nordic Glory Prima Pandion Alcedo
DWT 19 900 5 000 7 000 7 000 7 000 6 400 6 400
Built 1984 2007 2006 2007 2008 2003 2003
Exclusive Brokers Owner Stockholm Chartering Ivar Lundh & Co Herning Shipping TC Shipping Herning Shipping TC Shipping Preem TC Shipping Nyship Chartering Frederiet AB/Nynäs AB Nyship Chartering Frederiet AB/Nynäs AB
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In 1950 …
… on May 31 Götaverken delivered the MS Cirrus to Rederi AB Transatlantic. The Cirrus was the third and until then the largest in Transatlantic’s series of ships with cloud names; her previous sisters were the Nimbus and the Stratus. Due to her speed – 19.5 knots while loaded – and her beautiful streamlined hull shape along with the luxurious interiors, the Cirrus drew great attention world-wide. Still, the Cirrus is often mentioned as one of the most beautiful ships ever built. In September the same year, Götaverken delivered the fourth ship in the series, the Cumulus, which had the same dimensions as the Cirrus. (Continues on the next page).
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The Cirrus was larger than her two elder sister, with a length of 160 me tres and 10,200 dwt. The passenger areas were all decorated generously with art work and mahogany, walnut or teak details. The cabins were unu sually large, each with a bathroom.
A new feature on board was the Vynide, a leather material that cov ered the bulkheads, supposed to with stand thousands of soap washes. The Cirrus was built for Trans atlantic’s Australia trade. She had six hatches and 21 cargo booms for swift loading and unloading. Her cargo ca pacity was of 586,000 cubic foot bale and 641,000 cubic foot grain. She also had two strongrooms of totally 9,400
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cubic foot for special cargo that were capable of maintaining a temperature of –18° C, also while sailing in tropical waters.
1: Ordinary Seaman Erik Spjut sounds the shipbell. 2: Mess boy in his cabin. Almost all the crew cabins were spacious single cabins. 3: The galley.
The two main engines of the ship together developed 17,800 ihp at 130 rpm and were thereby among the most powerful that were ever de signed and built at Götaverken. The four six-cylinder auxiliary engines, each developing 480 ihp at 350 rpm, were also of Göteverken make. The Cirrus continued to sail on the Australia trade for 26 years. She was later to have her name changed twice, first to Polydoros in 1976 and Kastor the year after. In May 1982 she was bro ken up on Gadani Beach in Pakistan.
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4: Captain Gunnar Taube looks at the radar. 5: Head Steward Lennart Berg in one of the food supply rooms. 6: The cylinders of one of the main engines are visible to the right. 7: Mrs Karin Hegardt, wife of the head of the Transatlantic’s Stockholm office Nils Hegardt, was the sponsor of the Cirrus. To the left of her in the picture is Götaverken’s Director KE Jacobsson and consul-general Gustaf Carlsson, representative of the shipowner.
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82 Shipgaz No 2 2011
By Pär-Henrik Sjöström par-henrik@shipgaz.com
Retro Tor
Water Colour Painting: Håkan Sjöström
Tor – still going strong The Swedish icebreaker Tor was at the time of her delivery the most advanced Baltic Sea icebreaker together with her Finnish sister ship Tarmo. Built by Wärtsilä Helsinki shipyard in 1964, the Tor and her one year older Finnish sister Tarmo were the most powerful icebreakers in the Baltic Sea region. The Tor became a highly successful icebreaker in the Swedish state icebreaker fleet. Until the larger and more powerful Atle-class had been delivered between 1974 and 1977, the Tor was no doubt the most actively utilised of the Swedish state icebreakers.
Displacing 5,260 tons, the icebreaker Tor originally had a manning of 23 officers and 40 crew. Like all Swedish state icebreakers in those days she was manned by the Swedish Navy and flew the naval ensign. The illustration above shows how the co-operation between Swedish and Finnish icebreakers has been working in practice for decades. The Tor and the Finnish icebreaker Karhu are assisting passenger vessels and ferries off Söderarm during the extreme ice winter 1965–1966. That winter the Tor had started her icebreaking expedition already on November 26, 1965. After a busy
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campaign in the northern Gulf of Bothnia, the ice situation became critical towards the end of January 1966. All available icebreakers started evacuating the Gulf of Bothnia and in the beginning of February Tor assisted the last vessels out from the Söderhamn area. Thereafter all traffic to and from the ports in the Gulf of Bothnia was closed down.
»All traffic to and from the ports in the Gulf of Bothnia was closed down« The diesel-electric machinery of the Tor included four 8-cylinder Wärtsilä-Sulzer main engines, providing an output of 12,000 shp. The icebreaker had four propellers – two in the stern and two in the bow.
The Baltic Sea was freezing fast in the extremely cold weather and the ice edge moved southwards. Now Tor was employed assisting convoys of vessels between Landsort and the open water south of Gotland. Simultaneously the ice situation was deteriorating on the Åland Sea. Despite the efforts of the icebreakers the passenger traffic between Sweden and Finland was in real trouble. The passenger vessels and ferries were first redirected to Nynäshamn but a winter storm in mid February also put this traffic to an end. The last
passenger vessel to arrive at Turku was the Bore after more than two days at sea. The blockade was not over until two weeks later. In the end of February The Finnish icebreaker Karhu opened a channel across the Åland Sea and the powerful Tor was redeployed to the Åland Sea. The Tor and her Finnish colleague fought fiercely against the natural forces to keep the passenger traffic running, but there were still heavy delays.
The normal ice winter 1993–1994 was the last one when the Tor saw action in the Swedish icebreaker fleet. The campaign was completed in mid March and in 1995 she was laid up in the reserve fleet at Karlskrona. The Tor was sold to Russia in the beginning of the 2000s and is still included in the active icebreaker fleet on the eastern Baltic Sea under her original name. Another veteran in the same area is Karhu, flying the Russian flag too. The 1958-built Karhu has been renamed Karu and is like the Tor still going strong after all these years.
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World wide classification and related services www.veristar.com
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