WW World 1 2015

NO. 1 2015 – 29 th YEAR CORPORATE MAGAZINE FOR THE WILH. WILHELMSEN GROUP

SPECIAL REPORT:

WW IN THE MIDDLE EAST

WW BUSINESS STANDARDS:

THE NEXT STEPS

NEW CALLENBERG:

GLOBAL AMBITIONS

ROLES ON BOARD:

WHO IS THE “REAL” BOSS?

WW PROFILE:

THE PATHFINDER – KNUT BRATHAGEN

CONTENTS NO 1 2015 PUBLISHED BY: Wilh. Wilhelmsen Holding ASA Corporate communications NO-1324 Lysaker, Norway PUBLISHER: Group vice president Benedicte Teigen Gude EDITOR: Marius Steen EDITORIAL BOARD: Katrin Berntsen Jørn-Even Hanssen Einar Chr Erlingsen Cecilie A Heavens Benedicte Teigen Gude Marius Steen EDITORIAL CONTRIBUTORS: Betrand Deck Neal de Roche Einar Chr Erlingsen Håvard Solerød Karin T Erlingsen Marius Steen David Hopkins Marianne H Wang DESIGN AND LAYOUT: REDINK www.redink.no PRINTER: RK Grafisk Printed on paper approved by The Swan, the official Nordic ecolabel CIRCULATION: 7 500 copies TECHNICAL PUBLISHER: Forlaget Media AS, NO-3110 TØNSBERG, Norway

04 MILESTONES 06 CURRENT AFFAIRS With WW Business Standards now rolled out throughout the group: these are the next steps.

08 SPECIAL REPORT The Middle East is a lot more than political turmoil and war; it is also a region with great potential.

Dedicated and skilled WW employees throughout the region are optimistic about the future.

28 ROLES ON BOARD What does it take to become a Master? And is he really the boss on board? These and other questions were presented to the crew on board MV Tortugas.

34 GREAT PROSPECTS With the market’s best solutions for inert gas production, WTS Maritime Protection is ready for harvesting after years of innovation and dedicated work.

36 FROM W TO C With a 100 year history of innovation, the future looks bright for the “new” Callenberg Technology Group.

TIP US! YOU'VE GOT NEWS? Give us a tip! Please send an email on stories that you might think are interesting in WW World. Please use: marius.steen@wilhelmsen.com. Since our group consists of over 20 000 employees located in over 72 countries worldwide, we are depending on you to tell us in the editorial staff what's going on.

38 UNFOLDING SYNERGIES New markets are opening up to Integrated Engineering Services in Aberdeen, less than a year after the company was acquired by Callenberg AB.

40 POWERED BY WIND With NorSea Group's recent acquisition of Danish company Danbor, wind power has again become an interesting topic.

44 SAVING FUEL Shippersys leads the way.

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The CEO's letter 46 THE PATHFINDER Knut Brathagen has added more areas to WSS’ global network than anyone else. He has also lived a life more exciting than most.

Dear all,

BY THE TIME YOU GET THIS ISSUE OF WW WORLD, most of us have

celebrated the turn of the year.

Let me therefore first take the opportunity to say Happy New Year!

52 THE ROCK AROUND THE CLOCK Gibraltar commands a strategic position at the confluence of two of the world’s busiest sea-lanes.

Our colleagues at the “Rock” have busy days, too.

56 MORE AID FOR THE MONEY The Contribute project aims at improving humanitarian aid through better logistics solutions.

58 TEAMWORK

64

What makes a good key account manager? According to Alasdair Carlaw, it’s all a question of good teamwork.

60 PEOPLE & PLACES Meet a young trainee after her first spell at sea, and some colleagues who are constantly developing new products for maritime use.

62 READY FOR THE LEAP Ørjan Johansen is testing new leadership tools through the LeAP program.

64 YOUNG TALENT Meet young Adrian Mikolajczak, who has found the job and the country of his dreams in Brazil.

In 2014, we delivered stable results, but challenging markets made it difficult to reach the required level of financial return. We implemented several organisational changes to gain momentum, but still have a potential to streamline and optimise our operations even more. This goes for all the business segments in the WW group.

Our three main pillars with WMS, WWASA and NorSea Group forecast rough seas ahead. A generally weak shipping market affects owners’ purchasing capabilities, affecting the demand for our maritime services and products. WWASA sees fundamental challenges in the car- and ro-ro industry. Our cargo and trade mix is not ideal, and we are not able to get the most out of our advanced fleet of vessels.

NorSea Group faces a dropping oil price and cost cuts in the North Sea oil industry.

In addition to a challenging market, customers expect to pay less for more. The need to improve and optimise how we run our business is therefore evident. We need to improve how we work and re-think our offering and shape. We need to come up with new and innovative ways of delivering solutions to the consumer, ways that are cost-efficient. Simply put we need to work smarter. By having a low cost-base, being customer focused and having a good product offer we will be competitive.

We can all contribute. It comes down to how we do our daily work, what we define as value adding and how we all focus on costs staying as low as possible without sacrificing the quality and service given to our customers.

The markets will turn. When, is another question. In the meantime we need to prepare our mind-set and way of working to face different times, even difficult times. This can and will demand change. I am very confident we can do this together and head into the future being as cost-efficient and attractive as possible. It is the only way forward.

66 THE WORLD AS I SEE IT

By Neal De Roche

46

68 LAST BUT NOT LEAST A firm believer in creativity, Fernanda Rodrigues brings lessons learnt at work to her drawing table.

Thomas Wilhelmsen Group CEO WWWORLD 1 2015 3

WWMILESTONES

PHOTO: WSS

THE PROPELLER was lifted by ballasting the vessel so that the repair team could gain access.

REPAIRING A SHIP’S PROPELLER AT SEA During a recent dock survey of an oil tanker, ship surveyors discovered that after almost 14 years in service, a number of areas of corrosion had appeared on the propeller blades of the vessel.

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DUBAI: The vessel’s chief engineer decided to make a temporary fix using polymers prior to the ship’s next scheduled drydocking. Erick Matabang, Dubai port sales engineer at Wilhelmsen Ships Services was summoned to supervise and guide the drydock personnel in the preparation and repair process.

Their toughest challenge came in gaining access to the propeller. This was solved by ballasting the vessel, thus lifting the propeller above sea level. The dockyard provided a floating platform for easy access to the work site.

Due to the size of the propeller surface, it was essential that the engineers examined the areas of corrosion carefully, clearly marking the areas requiring repair, and ensuring

that no spot was left untreated. Then came a critical part; preparing the surface. This was done by “sweating out” salts by preheating the propeller’s blades for five minutes using an AC/OX flame. The team also grit blasted the de-salinated surface before polymer was carefully applied on the blade with a spatula. Next two sets of Ceramigrade Liner were applied to each blade to protect against cavitation and erosion.

The team spent three hours on each blade including surface preparation, 12 hours in all.

Using a temporary polymer repair method extends the propeller’s operating life until the next scheduled dock survey and improves the propeller’s efficiency with minimal costs.

We congratulate WSS Dubai colleagues for a difficult job well performed.

25

YEARS HAVE PASSED since 8 September 1989, when an airplane from the former Norwegian airline company Partnair crashed into the sea off Hirtshals, Denmark. All 55 on board lost their lives, including 50 employees of Wilhelmsen Lines. The anniversary of the tragic incident was commemorated at the WW headquarters on the day 25 years later.

Green Ship Recycling contract for WSM

CONGRATULATIONS! Good mood on the bridge. Captain Bag Su Hoan shows the green ports award.

“MOST ECO-FRIENDLY SHIP” EUKOR’s MV Morning Linda was the most eco-friendly ship to call at the ports of Bremen/Bremerhaven in 2013. The runner-ups in the ranking are all operated either by EUKOR or Wallenius Wilhelmsen Logistics.

BREMERHAVEN, GERMANY:

‘The award is granted in recognition of EUKOR Car Carriers’ endeavours to reduce both the harmful emissions and fuel consumption of its vessels,’ said Bremen Senator Martin Günther at the award ceremony. His Senate Department introduced the Environmental Ship Index (ESI) at the beginning of 2012. The index calculates the extent to which a ship’s emissions fall below the internationally prescribed limits. ESI evaluates the emis-

sions of NOx, SOx and CO2. Shipowners who serve the two ports with particularly eco-friendly vessels can apply for a discount on the port fees.

EUKOR vessels call at Bremerhaven around 200 times per year, making it the company’s most frequented port in Europe. MV Morning Linda (built 2008) has a car-carrying capacity of 8 000 CEUs (Car Equivalent Units) and is among the largest of its kind in the world. In 2013, EUKOR’s fleet of 85 car carriers transported around

4.4 million vehicles around the world.

‘EUKOR and WWL both wish to make their contribution towards environmental protection,’ said Joris Verhaag, general manager of Wallenius Wilhelmsen Logistics in Bremen.

The runners-up in the ranking after Morning Linda were car carriers Aida (WWL), Morning Lisa (EUKOR), Tirranna (WWL) and Morning Lynn (EUKOR). We congratulate both companies with their great eco-achievement!

Long-term lease for NorSea Group NorSea Group (UK) Limited has made a long-term commitment to take over operationship of Smith Quay and Embankment at Peterhead.

UNITED KINGDOM: NorSea Group

also has a 15-year lease at South Quay in Montrose and a long-term agreement with Scrabster Harbour Trust.

‘We are pleased to see that NorSea Group takes yet another step to become a global shaper of supply base offshore and logistics solutions,’ says Nils P Dyvik, chair of NorSea Group board/CFO Wilh.

Wilhelmsen Holding ASA. ‘The 10-year

undertaking to operate the Smith Quay and Embankment of Peterhead is a clear sign of NorSea’s commitment to increase its activities in the UK sector and towards improving its international foothold.’

WWH ASA is a 40% shareholder in NorSea Group, a leading provider of supply bases, logistics and support services to the onshore and offshore oil and gas industries.

SMITH QUAY AND EMBANKMENT. (Source: Peterhead Port Authority)

Leading global container shipping company Hapag-Lloyd has awarded Wilhelmsen Ship Management the contract for Green Recycling supervision of their vessel MV New Orleans Express.

KUALA LUMPUR, MALAYSIA:

MV New Orleans Express was a 3032 TEU cellular container vessel built in 1989. The shipbreaking was performed at the WSM contracted Green Recycling yard Jiangyin Changiang, China, under supervision of the WSM site office and in compliance with green and international standards. MV New Orleans Express was the first Hapag-Lloyd vessel to be demolished in China. WSM aims to get more of their vessels for recycling supervision in the future.

First offshore vessel for WSM USA After two years of negotiations with owners CarVal Investors, Wilhelmsen Ship Management has finally landed the technical management contract of sophisticated DP3 offshore pipe layer/heavy construction vessel Sampson.

Sampson is the first offshore vessel on WSM USA management and might mark a breakthrough in a very competitive market.

WWWORLD 1 2015 5

CURRENT AFFAIRS

THE NEXT STEPS With the “I Comply!” campaign rolled out in (almost) all the WW group, focus is now on anti-corruption issues and on ensuring that the compliance work is performed according to the principles established in WW Business Standards.

TEXT EINAR CHR ERLINGSEN PHOTO BERTRAND DECK

CLEARLY PLEASED with the level of participation. WW group chief legal officer Morten Aaserud (left) and group CEO Thomas Wilhelmsen (right).

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THE RESULTS OF THE “I COMPLY!” CAMPAIGN HAVE GIVEN US A MUCH BETTER TOOL FOR RISK MAPPING THAN WHAT WE PREVIOUSLY HAD.

MORTEN AASERUD, WW GROUP CHIEF LEGAL OFFICER

‘So what’s comes next?’

‘Right now we’re in a process where we will evaluate the results before deciding on how to best follow up on them. Some established routines and traditions will have to be challenged. Some of the examples unearthed through the campaign actually show that switching on the spotlight is enough to solve the issues. In some cases, those responsible have simply not been aware of unhealthy practice carried out by their underlings and have actually welcomed it when we challenge them. I think it is fair to say that the world is slowly progressing on these issues,’ says Morten Aaserud.

‘So, have you come across any not recommendable activities as a result of the campaign?’

‘Naturally, when you focus on Business Standards, things are bound to surface. One reason: the threshold for “blowing the whistle” becomes lower. So the answer is yes. Which is good, really, as it gives management both an opportunity and a duty to correct

‘How grave would you say that these breaches have been?’

‘A breach is always serious, even though we also recognise that our compliance work has to take into consideration cultural differences and where they occur. Fortunately, we have not identified any major issues, although a handful have been serious enough and have resulted in consequences for those involved, including loss of job in rare cases.’

« WW Business Standards is a project

that focuses on implementing our WW group Code of Conduct and how to comply with our ways of handling anti-corruption, theft and fraud, whistleblowing and competition law. « The “I Comply!” campaign was

launched in June 2014 with the overall goal to educate all WW employees on important compliance issues. « Excellent governance enhances our

brand, our reputation, our ability to meet customer requirements and our compliance with legal requirements. A sound culture of compliance is vital and good for our business. Not being diligent and not complying means putting our business at risk. Our stakeholders all over the world also demand that we comply. « It’s just the way we do business.

!

W

DS

ANOTHER NEXT STEP after the “I Comply!” results have been analysed is to decide where to act in accordance with the rules laid down in WW Business Standards, and where there is room for improvement.

‘Any examples of misconduct?‘ ‘We have identified a number of risk areas, namely facilitation payments, gifts and entertainment.

There are also transactional risks involving public officials, middlemen, third party or sub agents. In some parts of the world these things are almost mandatory and expected, but nevertheless in breach with our Code of Conduct,’ says Aaserud.

WW BUSINESS STANDARDS

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any unhealthy practices,’ says Aaserud. Adding: ‘The results of the “I Comply!” campaign have given us a much better tool for risk mapping than what we previously had, identifying practices that will have to change, be monitored or are all clear.’

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SLO, NORWAY: The campaign was launched at the WW headquarters in June 2014, with the rest of the world following in August. It started off with regional managers, followed by general managers and other leaders and finally, each and every employee. By the end of the year, almost all WW employees had been introduced to “I Comply!” The only exception are our seafarers, who for practical reasons have been allowed a deadline stretching into 2015 for completing the eLearning course and participating in the followup workshops included in the campaign.

Clearly pleased with the level of participation, WW group chief legal officer Morten Aaserud says that group CEO Thomas Wilhelmsen has especially requested that the campaign is followed up by another topic; competition law, targeting sales personnel and others, as decided by Business Area leaders.

‘We realise that this is time consuming, as competition law is quite challenging, but it is also very important to ensure that we operate within the frames of fair play,’ says Aaserud.

S I N E S S S TA N

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WWWORLD 1 2015 7

Special Report: MIDDLE EAST

WW IN THE MIDDLE EAST

The Middle East stands as an important region for our group, and has been so for several decades. Contrary to the picture painted by international media, the Middle East is also a region characterised by great diversity, contrasts and promises. This is the background for this issue’s Special Report.

We have interviewed leaders from WW, WWL and EUKOR Car Carriers in several countries; in Dubai, Fujairah, Iraq and Egypt, and we have followed one of our ships through the Suez Canal. What is happening with the massive UAE port expansion at Jebel Ali is another issue that will greatly inuence developments in this part of the world. So read and enjoy, and perhaps be surprised.

REPORTER MARIUS STEEN

8 WWWORLD 1 2015

THE ORIGINAL Suez Canal port authority building. Today the Suez administration sits in Ismailia.

WWWORLD 1 2015 9

Special Report: MIDDLE EAST

DIVERSITY CREATES OPPORTUNITIES The Middle East is showing big promises for the future. Current and future infrastructure-related projects are grand and some are almost beyond our imagination.

WW is perfectly poised to actively participate and leverage on any future growth.

It is, however, the people and politics that will determine the region’s future.

TEXT MARIUS STEEN PHOTO L AL NALL ATH PHOTOGRAPHY

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UBAI, UAE: ‘This region is full of activity. We have motivated and dedicated employees and strong partners in strategic locations. In general, I’m very optimistic about the Middle East’s future,’ says regional vice president AMB (Africa, Middle East, Black Sea and Indian Subcontinent), Ørjan Johansen.

His responsibilities also include all Wilhelmsen Ships Service (WSS) operations in the Middle East, in a region spanning from Jordan and the war-ridden country of Iraq in the North, to Saudi Arabia and Yemen in the South.

‘DIVERSITY AND FLEXIBILITY is this region’s paramount strength.’ Johansen explains how each part of the Middle East offers something new and exciting, both commercially and professionally. ‘WW has a very good reputation here with strong relationships in many countries. This creates plenty of opportunities.’

With a growing number of ships operating in the Middle East, WSS delivers a first class service for trading vessels and ship owners.

‘I firmly believe in our product. We are what we promise, and can deliver anywhere. Look at our operations in Iraq: We have the best people on the ground wherever there is a sizable business opportunity within this region.’

No other WSS region covers such a volatile market as the Middle East. War, political instability, exposure to terrorism, enormous wealth contrasting with poverty, impressive infrastructure projects, riots, and an eagerness to succeed – the Middle East has it all. ‘If 10 WWWORLD 1 2015

political stability is achieved and sanctions towards countries such as Iran come to an end we will see even better growth coming out of our region,’ says Johansen, who has lived in many parts of the world during his 20 yearlong shipping career, and understands good business opportunities when he sees them.

UPCOMING MEGA PROJECTS. From the WSS regional office in Dubai, Johansen and his AMB team go after every possibility. Upcoming enormous Middle East events include Dubai Expo 2020, The Qatar Football World Cup in 2022, and the creation of King Abdullah Economic City in Saudi Arabia. Combined, these mega projects are expected to generate huge business opportunities for everyone involved.

‘We are perfectly positioned to capitalise on the future growth of the Middle East, and these projects are the bonus on top of the already well-established business we are running today,’ Johansen says.

The United Arab Emirates (UAE), and especially Dubai stand out as the natural centre of gravity for many commercial operations and activities. Most parts of the world are easily accessible from Dubai by a 7-8 hour flight. Traffic is booming in the region (as you can read about in the Jebel Ali and Fujairah articles also featured in this special report).

‘Being located in Dubai is not just about airports and security, it’s the traffic hub as well. Look at our maritime logistics operation, as one example,’ says Johansen.

Maritime logistics (ML) runs a major operation from the UAE, delivering and collecting cargo to and from all parts of the world, both by sea and air. Our Dubai airfreight division ensures that all the fresh food is delivered to the many island hotels in the Maldives. Our ML teams know no limits. ‘We are a natural region for major ML activities and we have the tools to supply the full range of logistics offers from here,’ says Johansen.

According to the UN, 90 million people aged between 15 to 24 years live in the Middle East. Given a more stable and predictable way of life, the younger generation can expect a future with more jobs and more opportunities. This will create an even greater boom and thereby propel the region into even greater riches.

‘The young people of the Middle East are our future. We´re already beginning to see it, with the young and eager people within our own organisation. So I am very enthusiastic about the future of this region,’ says Ørjan Johansen, adding: ‘With the high pace and promising projects coming up, there is every reason to believe in the Middle East.’

WITH THE HIGH PACE AND PROMISING PROJECTS COMING UP, THERE IS EVERY REASON TO BELIEVE IN THE MIDDLE EAST.

THE YOUNG PEOPLE OF THE MIDDLE EAST ARE OUR FUTURE.

Regional Vice President WSS AMB, Ørjan Johansen WWWORLD 1 2015 11

Special Report: MIDDLE EAST

TEAMING AND COLLABORATION IN IRAQ Wilhelmsen Ships Service (WSS) is currently the market leader within ships agency services at Umm Qasr port in Iraq. The position is a result of having the best people providing the best local knowledge. Working closely with their global customers, WSS Iraq is pursuing new business opportunities.

TEXT MARIUS STEEN PHOTO WSS IRAQ

A SELECTION of the Iraq staff in the garden outside the Basrah ofďŹ ce, with country manager Captain Hameed Mazin sitting center.

12 WWWORLD 1 2015

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IDDLE EAST: WSS country manager captain Hameed Mazin is speaking over a crystal clear phone line. He talks about commuting to work and about the low turnover. He talks about the operations in port – ensuring smooth turnarounds and efficient discharges for all clients.

Captain Mazin paints a picture of your normal day at work as if it could be anywhere in the world. The only difference is; this is Iraq.

WSS opened its operation in Iraq in 2003 with offices in Baghdad, Khor Al Zubeir, Basrah and Umm Qasr. Today all offices remain except Baghdad, with focus on ships agency and maritime logistics in the southern part of the country. In addition to the local presence, key positions within management, operation and finance are located in Dubai, including general manager for Iraq and Jordan, Per Kristian Knutsen.

captain Mazin and his staff, the years in WSS have been different from what most other colleagues have experienced. Without going into details, captain Mazin can easily remember episodes that few other WW employees can relate to.

9 000 CONVOYS. WSS has transported more than 9000 cargo convoys inland since it started operations, even during difficult times. Goods arrive from all over the world, including Asia and Dubai, for customers such as the ministry of interior affairs and the ministry of electricity. Iraq is a vastly rich country in natural resources. Many key international players are there, including WW, working towards consistency with practises exercised throughout the network. ‘We use the same marketing materials and the same compliance campaigns as anywhere in the WW network,’ says Knutsen.

‘Our Iraqi operation is no different from any other.

Yet Iraq itself works differently from the West.’

WSS IRAQ

IRAQ

Flag

Coat of arms

« No. of employees: 30 « Offices in Khor Al Zubeir, Basrah and

Umm Qasr, plus Dubai Iraq Management « Specialising in ships agency, liner and

DOING THINGS RIGHT. With his local team of four, Norwegian-born Per Kristian Knutsen oversees operations in both Iraq and Jordan from Dubai. To learn to understand how Iraq works and aligning operations with WW’s overall direction and values has been a gradual process. ‘We work consistently to improve our Iraqi business and operations. Future expansion requires new ways of working; we are working on implementing efficient and compliant structures in a country that is fairly complex compared to any other market. We acknowledge that the business environment is challenging. Even so, we have to ensure that our business meets the requirements of international players. I believe in small steps in the right direction – and rather an evolution than a revolution. This will help us to achieve the right results in the right way,’ says Knutsen.

THE OFFER OF SERVICES in Iraq ranges from ship agency and port services in Umm Qasr to onshore logistics. Everything is organised from the Dubai and Basrah offices. WSS Iraq currently employs 30 staff and handles some 300 port calls annually, mainly break-bulk, tankers and dry cargo vessels – plus a fair number of logistics projects.

Iraq has without a question an enormous potential. WW’s position in the country is invaluable.

WSS Iraq provides the most required asset of all in such a complex environment: local knowledge and expertise. All that is left is for the country is to become a little safer.

semi-liner agency services, logistics and air freight handling « 300 port calls annually « WSS Iraq can be reached at wss. basrah@wilhelmsen.com PHOTO L AL NALL ATH PHOTOGRAPHY

DEDICATED STAFF. When things are challenging; how can you deliver a WW quality product? We ask general manager Knutsen.

‘Our dedicated staff makes it possible to function in Iraq, in close co-operation with our office in Dubai. Information is key in shipping and we provide up-to-date information like berth availability, vessel line-ups, status on congestions and changes in rules and regulations to ensure that all vessels under our agency are treated as efficiently as possible. To do so, we need local knowledge. Our Iraqi team has that knowledge – and how we work together is key to our success,’ says Knutsen.

‘Despite being exposed to a disruptive environment, we acknowledge that our key customers are pursuing sound business opportunities in Iraq. We are making it our responsibly to be their extended arm locally. We are proud to say that we are the number one agent in Umm Qasr. To have our own office within the port itself is of great importance. For years, captain Mazin has been instrumental for the daily operations in port. Even so, it would have been difficult without the support and guidance from the Dubai office and operations manager Suraj Das and finance manager Benoj Abraham,’ says Knutsen.

He regularly visits Iraq, but travels have been reduced during the last months. ‘Westerners should limit travels here right now. But for us locals it is what it is,’ says captain Mazin. He explains how their daily life goes on and this is what they are used to. Times have been challenging, though. For

The team in Dubai

OUR DEDICATED STAFF MAKES IT POSSIBLE TO FUNCTION IN IRAQ.

PER KRISTIAN KNUTSEN, WSS GENERAL MANAGER IRAQ AND JORDAN WWWORLD 1 2015 13

Special Report: MIDDLE EAST

THE FIXERS IN FUJAIRAH Almost 14 000 ships anchor up outside Fujairah every year. More than 33% of those ships are aided by Wilhelmsen Ships Service (WSS). This is precisely why WSS rates as the top agency over the last ďŹ ve years in Fujairah. Top it off with the best service technicians in the business and you have a solid offering for the growing number of port calls on the east coast of the United Arab Emirates (UAE).

TEXT MARIUS STEEN PHOTOS L AL NALL ATH PHOTOGRAPHY 14 WWWORLD 1 2015

UNITED ARAB EMIRATES

UAE

Flag

Coat of arms

« Established in 1971, consisting of seven

emirates. « Capital: Abu Dhabi « Population: 8,3 million (2010 estimate)

Testing immersion suits at the WSS testing facility.

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NITED ARAB EMIRATES: Fujairah is in a key position for servicing ships on their way either in or out of the Arab Gulf. The world’s need for oil is the name of the game, which is why oil tankers by far constitute the largest category of vessels serviced.

The new Habshan–Fujairah oil pipeline, also known as Abu Dhabi Crude Oil Pipeline (ADCOP) became operational in June 2012. It starts in Habshan, Abu Dhabi, and ends in Fujairah. The pipeline's fast-growing capacity has largely increased the demand for ships.

WSS has been in business in Fujairah since 1983, offering everything from bunkering and inspections coordination to hull cleaning and propeller polishing, just to name a few examples. Even salvage operations are needed from time to time.

WSS Fujairah´s five modern launch boats allow for offshore anchorage services throughout the year.

WSS also owns a port warehouse for storage and handling of ships’ spares and other equipment.

There is even a dormitory for crew changes, offering great flexibility for the 15 000 or so crew changes handled by WSS in the Emirates every year, mainly in Dubai and Fujairah.

“YOUR COMPLETE SOLUTION”: Completing this WSS Fujairah service offer there is even a facility for training, testing and technical issues located within the port´s Free Zone, the first to be established in WSS. Here service technicians and mariners are trained to operate their on-board systems in case of fire or other emergencies. This is of course vital training, performed in accordance with our highest quality standards. Since its inception in 2009, WSS now boasts an additional three training centres in Houston, Singapore and Rotterdam.

There is also a fully equipped WSS testing facility. Tests are performed daily on ship equipment,

ensuring that it is operational before being returned to the customer. During our visit the testing facility had just received 37 insulated immersion suits from a tanker. Every single suit leaked water. The crew would not have stood a chance had they ended up in cold water. WSS had to condemn all immersion suits and replace them with new and approved ones.

The majority of the on board services are performed offshore at anchorage, therefore, it is imperative that all necessary spares are carried with the technicians to the vessel. It is not unusual for the WSS Fujairah team to carry out full house services on the large gas carriers, the teams do everything from minor adjustments to full house inspections and maintenance. Due to the vessels short turn around, the service on these vessels normally require a team of up to 11 service technicians. Service technicians from Fujairah, given their impeccable service record and exceptional competence have been sent as far as Mozambique and even Cape Town for service missions.

LIFE RAFT EXCHANGE is also big business for WSS Fujairah, 2380 life rafts were exchanged through the rental program during 2013 alone. This program allows vessels the convenience to access recently checked and tested life rafts rather than been delayed while their outdated life rafts are serviced.

Within Fujairah there is also a fully stocked warehouse and committed logistics team that keeps track of all equipment supplies and ensures a fully self-sustained operation.

With the new ADCOP pipeline from Abu Dhabi creating even more traffic, and the new Etihad railway being built to connect the principal centres of population and industry in the UAE, it is great to know that we have the best people in place for handling the maritime industry´s requirements in this part of the world. These guys can fix anything!

WSS UAE « 345 employees « 16 offices and warehouses « 2 distribution centres « 4 200 port calls serviced from 5

ship agency locations « 5 service launches « 15 000 crew changes handled per year « 15 000 visa applications processed « 10 000 plus hotel room nights

booked « 5 200 plus ships spares shipments

handled « Technical services, including work-

shop and regional training centre « Locations: Dubai, Fujairah, Abu

Dhabi, Ras Al Khaimah and Sharjah « Established 1978

PORT OF FUJAIRAH « Gateway port to the Arabian Gulf/

Hub for the Indian Ocean and connecting both north/south and east/ west trade lanes. « Largest bunkering hub in the region. « Abu Dhabi Crude Oil Pipeline (ADCOP) became operational in 2012. The 370 km long pipeline will when fully utilised allow Abu Dhabi to export crude oil directly from Fujairah, thus reducing shipping congestion through the Straits of Hormuz and saving up to three days in journey time.

WWWORLD 1 2015 15

Special Report: MIDDLE EAST

JEBEL ALI IS THE MIDDLE EAST The humble and friendly management for general cargo at Jebel Ali Port, Dubai says it straight; Jebel Ali is the Middle East. A bold statement. However, WSS in United Arab Emirates (UAE) could not agree more. Not only is the Jebel Ali port immensely important for Middle Eastern shipping and logistics, this port delivers an extra service worth talking about.

TEXT MARIUS STEEN PHOTOS L AL NALL ATH PHOTOGRAPHY

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EBEL ALI, UAE: Clive Figueiredo, sales head of Wilhelmsen Ships Service Maritime Logistics in the UAE explains exactly why Jebel Ali excel at what they do, and how the port stands out: 'DP World and their Jebel Ali operations are first to implement new things in the region, and when they do – it is best in class. The customer service element built around this is exceptional.’

As Tariq bin Khalifa, director of general cargo, DP World, UAE Region explains how they continuously work to improve their customer service a duty-free truck pulls up next to a docked ship in the harbour. Seamen are allowed to refill their compartments with duty-free goods even if they are in port only for a few hours. Why? ‘Well, why not?’ says bin Khalifa. ‘Why cannot a port offer more than traditional port services?’ Jebel Ali could lean back and enjoy its position, unprecedented in the entire Middle East. It is a mega port with all the benefits of being ahead of the pack. Still, Tariq and his colleagues at DP World strive towards being the best port in every category.

MASSIVE EXPANSIONS are underway with the brand new Container Terminal 3 (T3) opened in 2014. Today’s capacity is 17 million 20-feet containers per year, or TEUs as they are called. In 2015, this figure is set to increase to 19 million with the 4 million TEU 16 WWWORLD 1 2015

capacity T3 fully operational. In addition, the port handles more than 500 000 ro-ro units and millions of tons of general cargo per year. To add to the number frenzy; there are more than 7 100 companies located in the free trade zone surrounding the port.

Everything related to this mega structure is impressive. Perhaps the most impressive is that the entire area not long ago consisted of just sand. Most of the current expansions are not even built on sand, but on landfills on what used to be the ocean bed. Jebel Ali is the result of a vision.

THE VISION FOR JEBEL ALI began in the 1970s when Dubai was, compared to today, a tiny village. To supplement Port Rashid, Jebel Ali opened up in 1979. It was the plan of the late Sheikh Rashid bin Saeed Al Maktoum to secure Dubai’s future. The construction project was to result in the world’s largest man-made port.

At first people didn’t understand why on earth there was a need for another port in addition to Port Rashid, not to mention for a port way out in the dessert. Today the expansion plan for shifting 19 million con-

tainers every year is very much needed; the demand is absolutely there, as demonstrated by the 16 000 TEU mega vessels calling at Jebel Ali. WSS and its Maritime Logistics department could not function in its current fashion were it not for Tariq and the whole Jebel Ali DP World team. Clive Figueiredo highlights the flexibility offered, and the drive for new solutions: ‘We work in a very dynamic business with new challenges all the time. Without the always forward way of thinking from Jebel Ali port officials our work would be substantially different and less efficient.

With its excellent infrastructure and great people, Jebel Ali is a partner and a port for the future.’

Today, Jebel Ali is a premier gateway for 90 weekly services connecting to 140 ports worldwide. The multi-modal hub is linked to Dubai’s new airport, offering sea, air and land connectivity complemented by logistics facilities, which include a coolport, a container freight station, and warehousing. Jebel Ali will soon be linked to the rail network as well.

WITH ITS EXCELLENT INFRASTRUCTURE AND GREAT PEOPLE, JEBEL ALI IS A PARTNER AND A PORT FOR THE FUTURE.

JEBEL ALI PORT « The world’s largest man-made harbour ranks

amongst the Top 10 container ports worldwide. « 20 km of quayside featuring 23 container berths

and 78 quay cranes. « Massive expansion projects will add 6 berths and 4

million TEU capacity to 19 million TEU during 2015. « Jebel Ali has been voted “Best seaport in the Middle East” for 20 consecutive years.

PHOTO: DPWORLD.COM

Jebel Ali container port

One of WSS Maritime logistics warehouses.

Lipton tea as far as you can see

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Special Report: MIDDLE EAST

THE OPPORTUNITY LIES IN THE CHALLENGE

EUKOR Car Carriers, one of the world’s leading ro-ro companies and partly owned by Wilh. Wilhelmsen, is strategically placed in the Middle East. So centrally located in fact, that EUKOR recently delivered Dubai’s new beating heart.

TEXT MARIUS STEEN PHOTOS KYONGHWAN KIM 18 WWWORLD 1 2015

NEW TRAMS: The arrival of Dubai’s new trams, courtesy of EUKOR Car Carriers.

PHOTO: W WL

WE TREAT ALL CARGO JUST AS CAREFULLY AND PROFESSIONALLY, BUT IT IS, OF COURSE, EXTRA FUN WITH BIG TRAMS AND HEAVY MACHINES ONCE IN A WHILE.

KYONGHWAN KIM, OPERATIONS MANAGER EUKOR

SKILLED ON-SITE TECHNICIANS: Teams of specialists on rolling equipment are trained to provide dedicated services, including processing and mechanical repairs.

D

UBAI: EUKOR vessels account for some 640 port calls and transits every year in the Middle East, and their Dubai office also covers Africa and the Indian Sub-Continent.

Kyonghwan Kim, EUKOR’s operations manager in the Middle East and North Africa is therefore a busy man: ‘We cover 26 ports in this region in all. It is a huge area and culturally extremely diverse. It is a challenge that we welcome,’ says Kyonghwan.

Though the region is big, the main ports are centrally located. EUKOR carry all kinds of cargo that can fit into their Pure Car and Truck Carriers (PCTCs), with main ports being Jeddah in Saudi Arabia, Aqaba in Jordan and Jebel Ali in Dubai, with cars, mainly from Hyundai and Kia, as the main cargo type, but also other well-known brands like Audi, BMW, Mercedes, Porsche, Caterpillar and many others.

THE PULSE OF DUBAI. In 2014, EUKOR Car Carriers was entrusted with transporting Dubai’s new tram sets to town. Dubai has expanded its metro line, making everyday life easier for the millions of commuters and tourists using this lifeline through the city every day. However, bringing the 44 meters long tram sets from Europe to Dubai, including getting the trams on rails requires a great deal of experience and skill. ‘We enjoy challenges like that, and it is rewarding to deliver cargo that is of great importance to so many people.’

Kyonghwan shows pictures from the process and explains just how patient one needs to be when dealing with such heavy equipment. ‘We treat all cargo just as carefully and professionally, but it is, of course, extra fun with big trams and heavy machines once in a while.’

GOING FORWARD. The future for EUKOR in the Middle East is growth in both operations and the number of people involved. There are plenty of large projects in the pipeline that will boost business. ‘We eagerly welcome the new Suez Canal in 2017,’ says Kyonghwan. He explains how two canal lanes will shorten transit time for their vessels.

The result will be more business and a higher tempo for EUKOR’s Middle East office. In the meantime, the people of Dubai can enjoy their brand new tram delivered by one of the world’s biggest ro-ro freight companies.

STRONG LIFT FOR WWL KYONGHWAN KIM, Operations Manager for EUKOR Car Carriers in the Middle East and Northern Africa.

EUKOR IN THE MIDDLE EAST

6

people

26

ports covered

640

port calls and transits per year

The liner trade and overseas logistics have been important to WW since its very beginning. These days the trade segments are well taken care of through Wallenius Wilhelmsen Logistics’ ro-ro service.

WWL’s Middle East operations grew extensively last year, in a booming region with great promise.

DUBAI/UAE: Not only is the Middle East located in between all main trade regions, it also boasts enormous projects of its own. ‘WWL carries vast amounts of rolling equipment and project cargo from the US,’ explains WWL’s owners’ representative in the Middle East, Faiz Ahmed. In addition to Dubai, the region also includes Bahrain, Iraq, Jordan, Kuwait, Oman, Qatar and Saudi Arabia, countries where according to a local media source “Infrastructure project awards across the GCC (Cooperation Council for the Arab States of the Gulf) are forecasted to exceed $86 billion in 2014, an increase of 77.8% during 2013.”

Speed and service: To begin with, customers were sceptical to WWL’s promise to become a one-stop-shop in the region, including local assembly, PDI (pre-delivery inspections and customer clearance), thus delivering cargo much speedier than before to the end users. Not any more, after the cargo manufacturers have been to Dubai to train the local WWL technicians. The result: WWL’s own local Equipment Processing Centre (EPC), a total logistics provider for rolling equipment in the Middle East.

WWL’s Dubai EPC is located in the Jebel Ali Free Zone, seven kilometres from the Jebel Ali Port ro-ro terminal.

Offering a wide range of processing services, from simple storage solutions to customised technical services, WWL’s facility has the storing capacity of 450 pieces of heavy equipment at any given time, ranging from bulldozers and excavators to dumper trucks and cranes.

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Special Report: MIDDLE EAST

PERCEPTION IS EVERYTHING Despite Egypt’s 5 000 years of incredible history, it only took a few short years of political turmoil to bring the legacy down. The perception of Egypt has never been more negative than today. WW and resilient Egyptians are working hard to prove that perception wrong. Egypt lives. Egypt delivers. The rest of the world just needs to realise it.

TEXT AND PHOTOS MARIUS STEEN

A

LEX ANDRIA: Long before other regions of the world even understood the upside-down of a rock, Egypt had impressive achievements within the fields of art, architecture, engineering, medicine and government. The Arabian spring in 2011 and sudden terror incidents around the country put a devastating blow to Egypt as a brand. ‘Egypt as a country suffers unfairly,’ says general manager of Wilhelmsen Ships Service (WSS) in Egypt, Russell Dinwoodie.

‘It is all about perception and people think Egypt is a lost place.’

Dinwoodie has led the award winning Egyptian operation for two and a half years now from the Alexandria head office. He also travels far and wide, doing business all over the map. He does not hesitate to say that Egypt is a lot better than what people imagine: ‘We read about Egypt in the international press, about riots and terror. This frightens people, both tourism and industrial companies are reluctant to trust this country,’ says Dinwoodie as we travel by car from Alexandria to Port Said on the northern entrance to the Suez Canal. Outside we see how fishing and agriculture are prospering in the rich, green Nile delta.‘There is willingness to succeed in Egypt, stretching far beyond what could be expected. Those who believe 20 WWWORLD 1 2015

in the country will find enormous opportunities, as the potential is huge. Egyptians are welcoming, polite, highly educated, and eager to do well,’ says Dinwoodie.

INTERNATIONAL MEDIA has painted a distorted image of Egypt, but travellers discover quite a different scene; this country is full of friendly people. Moreover, the current government has put in motion several projects securing economic growth in the years to come. Increased fuel prices will restrain galloping consumption and the government’s budgets deficit. This is just one initiative alongside other mega projects that will propel Egypt towards more secure economic and political stability.

WW’s Egyptian operation consists of 198 people in seven offices. The service offer is ships service and liner trade. WSS Egypt was awarded Best WSS Office in the AMB (Africa, Middle East and Black Sea) region in 2013 and was runner up in 2014. ‘This proves that there is lots of talent and dedicated, hard work being done in WSS Egypt. Especially when considering the last few years of disorder after the riots and revolution. It is truly amazing what our Egyptian team has delivered over the last few years, and what we continue to deliver,’ says the proud general manager.

He relates a story from when the Alexandria head office and other offices were occupied by angry mobs when containers did not arrive on time due to fire on board a container ship: ‘We had a group of angry men standing in my office, blocking the path, demanding a solution on the spot. We dealt with it and handled the situation. We experience different situations here than elsewhere.’

“OUR EGYPTIAN FAMILY”. Dinwoodie says that all personnel have undergone extensive training, including mobile office solutions.

‘We can relocate at any given time and still deliver all our services and be fully operational, working from remote locations.

We’ve done this many times in the past, and we know how to do this successfully. We are a robust group; our Egyptian operation is just like a family.’

More than 50% of WW’s Egyptian business is concentrated around the liner trade. All of South Korean container giant Hanjin’s 70 000 annual inbound containers to the country are handled by WSS. THE SUEZ CANAL is Egypt’s undisputed main commercial artery. In 2013 almost 17 000 ships transited the canal, with WSS Egypt ranking among the top three transit agents.

The present USD 4 billion canal expansion

EGYPT TEAM: Waseen Shoukry, ships agency service manager WSS Port Said (to the left) and Russel Dinwoodie, general manager WSS Egypt.

WSS EGYPT

EGYPT

Flag

Coat of arms

« 198 employees « 7 offices; in Ain Sukhna, Abu Qir,

Alexandria, Cairo, Damietta, Port Said and Suez « 1 of 3 top ship agencies serving the Suez Canal « 2013: Best WSS office in the AMB Region, runner up 2014.

PHOTO: GHA Z AL PHOTO & FILM COMPANY

project will open a second traffic lane by 2017 and is expected to boost traffic greatly, as well as facilitate new hubs of industrial production around the increased shipping activity. To WSS, this means more business and an even greater demand for efficient ship services.

‘Our experience and operation are primed for this change. We have today a 20-minute window to service any kind of ship exiting the canal. We accept orders for products or life raft servicing within hours prior to arrival,’ says Dinwoodie. He eagerly awaits the “new” Suez Canal and knows that his team can handle a higher pace without problems: ‘It’s all about offering proactive, efficient and flexible cost saving solutions for our customers,’ he says.

While Egypt heads into an exciting future rebuilding itself after years of turmoil, WSS Egypt is equally exciting to follow. It was said time and time again how the Egyptian WSS team works together as a family. Seeing their operations live really proved the statement true. Our Egyptian team is a close-knit organisation where all members play important roles to function in a country rich in culture and history, and full of challenges and opportunities. Egypt is proving international media wrong every day, with our WSS Egypt colleagues at the very forefront of this achievement.

IT IS TRULY AMAZING WHAT OUR EGYPTIAN TEAM HAS DELIVERED OVER THE LAST FEW YEARS.

RUSSEL DINWOODIE, GENERAL MANAGER WSS EGYPT

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Special Report: MIDDLE EAST

PORT SAID

19:00 SUNDAY: The pilot leaves, and so do we. Thank you, Tirranna master and crew.

SUNDAY 17:00 The sun sets as we pass the El Salam Bridge, connecting Africa to Asia.

EL SALAM BRIDGE

ISMAILIA SUNDAY 15:00 We exchange pilots once more outside Ismailia, a city with some 370 000 inhabitants, the third pilot on this canal crossing. The first was the Suez harbour pilot, the second took us to Great Bitter Lake and halfway through the canal. The third one will get us safely to Port Said.

SUNDAY 14:40 We pass the building site of the new canal extension.

In due time convoys in both directions will be able to pass each other. The waiting game will be over once the Suez Canal becomes a two-lane traffic hub connecting the West with the East. However, before then there are literally small mountains of sand that have to be removed. It will not be done overnight.

THE $ 400 000 FERRY RIDE One of world’s great constructions and most important waterways, the Suez Canal stands as the crucial link between Asia and Europe, East and West. We followed MV Tirranna through the canal to understand how a transit actually works.

TEXT MARIUS STEEN PHOTOS GHAZAL PHOTO & FILM COMPANY ILLUSTRATION MARIUS HOLE

22 WWWORLD 1 2015

MEDITERRANEAN SEA

12:00 SUNDAY: We watch southbound convoy pass before we can re-enter the canal.

01:00–06:00 SUNDAY: Proceeding to Great Bitter Lake where we anchor once more with the convoy behind us. We wait for six hours.

GREAT BITTER LAKE

21:00 SATURDAY: We anchor at the Gulf of Suez (the southern end).

On the bridge, work continues with reporting ship’s data to the port authorities and the canal operator.

00:30 SUNDAY: MV Tirranna hoisting anchor in Suez with the rest of the 14 ships in our northbound convoy.

GULF OF SUEZ

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Special Report: MIDDLE EAST

THE ONE-WAY TICKET PRICE FOR A SINGLE RO-RO VESSEL IS ON AVERAGE $ 400 000.

S

UEZ, EGYPT. For sea veterans like MV Tirranna’s master Trond A Jamtli, sailing through the Suez Canal is no big deal. ‘For us, it’s about getting through safely, see the sights on shore and carrying on with the journey,’ he says. But for those of us who have never been here it’s also about exciting views, process and history to take in as we are slowly easing our way northbound from the Red Sea to the Mediterranean Ocean.

The one-way ticket price for a single ro-ro vessel is on average $ 400 000. Adding up the Wallenius Wilhelmsen (WWL) ships alone last year, and we account for $ 30 million in Suez transit fees. Suez makes Egypt spin.

Sailing through the Suez Canal works like this: You arrive outside the canal opening and anchor up at the assigned spot given by the Suez Canal Authority. You are given a time for when the convoy starts. No ship is allowed to pass alone; usually there are 10-15 ships per convoy, with Suez pilots on board every ship. All pilots in the convoy communicate on open radio throughout the transit, so that they all are aware of each other’s actions and timings.

WHEN THE TIME COMES, all ships line up according to their designated position in the convoy, getting ready to enter the canal. Between each ship there is a 10 to 15 minute time-gap. If one ship experiences problems, there must be time for those following behind to stop.

Mooring boats and crew are placed on board each transit vessel, the boats can be lowered and race to shore with towing ropes at very short notice should something unexpected happen. If a vessel stops, there is no turning back. The only direction is forwards.

As we head towards the canal entrance as the no. 1 ship in our convoy of 15 vessels, the green areas on the African side and the desert on the Asian side start to 24 WWWORLD 1 2015

close in. We pass military control posts, all on the Asian side. We’re passing houses and whole neighbourhoods, so close that we can actually look into people’s living rooms in this pancake-flat landscape. The effect from the canal banks and the wind combine to ensure that a Suez Canal transit never becomes quite a walk in the park.

Especially not for a LCTC (Large Car/Truck Carrier) like MV Tirranna, her high sides representing a formidable windbreak. Red and green light buoys show us the way northwards. The canal is like a river without current.

AROUND QUARTER WAY we arrive at Great Bitter Lake and drop anchor, waiting for six hours for the southbound convoy. This wait will be history once the ongoing canal extension project is finished, after which the Suez Canal will have two lanes. According to schedule, works will be finished towards the end of 2015.

As dark sets in all surplus lights are shut down, leaving just our navigation lights on. Almost everyone go to sleep while we wait for the oncoming convoy. The ships in our own convoy are all facing in the same direction at the anchorage, lining up where the wind insists.

WE WAKE UP AGAIN in time to see the ships in the approaching convoy slowly passing us, like a moving string of huge bathtubs. Most are container ships. Then its “anchors up” for us and everyone else in our convoy, with MV Tirranna still leading the way. It is around noon when we start on the remaining three quarters of the canal.

Halfway through we pass Ismailia. It is a big city with some 370 000 inhabitants, that is where the third pilot of our transit comes on board. He will take us the rest of the way to Port Said.

We eventually arrive at the other end. The pilot disembarks and we leave as well. Godspeed Tirranna!

OUR CONVOY of 15 ships await their turn to transit the Suez Canal. Lining up like windsocks at anchorage.

OFFICER on the MV Tirranna bridge ďŹ lling out vessel arrival report before the Suez transit.

WWWORLD 1 2015 25

Special Report: MIDDLE EAST

WE’RE PASSING HOUSES AND WHOLE NEIGHBOURHOODS, SO CLOSE THAT WE CAN ACTUALLY LOOK INTO PEOPLE’S LIVING ROOMS.

SUEZ TRADITION, the mooring crews on every vessel always set up a gift shop. no need to disembark to claim you´ve been to Egypt.

RACING the sun at 7 knots, trying to pass the El Salam Bridge by sunset.

26 WWWORLD 1 2015

PASSING the El Salam Bridge just as the sun sets. Dead straight to Port Said from there. Almost through.

4 WWWORLD 1 2015

WW AT SEA

Captain or cook?

Who would you become onboard? We boarded MV Tortugas in Bremerhaven to have a chat about the casting of roles that moves a ship from port to port.

TEXT AND PHOTOS HÅVARD SOLERØD ILLUSTRATION MARIUS HOLE

OSLO

BREMERHAVEN

I STARTED OUT ON DECK. RUST PICKING AND PAINTING OUTDOORS WAS MORE ATTRACTIVE TO ME THAN WORKING IN THE CONFINES OF THE ENGINE ROOM.

JON MICHELET, AUTHOR

O

SLO AND BREMERHAVEN: A captain who walks the bridge like a dictator, a chief engineer who claims to be the real boss. Do we still find these old stereotypes at sea today? To prepare for our visit to Tortugas we first had a talk with Norwegian author Jon Michelet, who started his professional life with six years at sea. Michelet’s first voyage was as a cadet on board WW’s Toba in 1962.

PHOTO: NTB SCANPIX

MARITIME BESTSELLER. The author has recently published the last “brick” of a book in a maritime trilogy. Events in the first book take place on board the fictive WW ship Tomar during World War 2.

Did Michelet experience any prejudice between the different departments?

‘Yes! The departments each had an existence of their own. The engine people kept together, as did the deck guys. Each group had their separate mess. The captain would often dine in his own lounge,’ says Michelet.

‘I started out on deck. Rust picking and painting outdoors was more attractive to me than working in the confines of the engine room. We looked upon the engine people as angels of soot without much importance, while they in turn regarded us as idiots who didn’t even know how to tighten a bolt. The galley was caught in between. The chief steward could be a hero or an enemy to all, depending on the quality of the food he fed us,’ Michelet recalls.

‘The chemistry between the trio made up of the captain, chief engineer and

steward had an impact on us all. The mood would be very different from ship to ship, according to how they related to each other. I remember one time when the engine broke down for 24 hours in the Indian Ocean. I could tell by the captain’s dark red face and the pale look of the chief engineer that they were having heated arguments, although they hid their confrontations from the rest of us, much like how parents avoid quarrelling in front of their children.’

Michelet says prejudice and division amongst the crew vanished when the ship berthed. ‘In port we acted as a

team. We played soccer against crews from other ships, frequented bars or went to church together,’ he says.

Michelet was 2nd officer when he got accepted to study journalism. ‘My aim was to become captain, but I decided to try out one year of journalism. That changed my life and career.’

BREMERHAVEN 2014: The ship is bigger and the crew members are fewer than when Jon Michelet first entered a WW vessel 50 years ago. But the titles on the crew list remain the same with a few exceptions, like the absence of a carpenter.

RLD 1 2015

WW AT SEA

TORTUGAS

CAPTAIN RISHABH RAMAN KHANNA (37) is from India. From the moment he steps out of his cabin his walk and poise signals that he is the boss. It is almost like a transformation of character.

‘If I need someone to pick up a line and I say “Pick up the line” in a monotone voice on the walkie-talkie, I risk not being heard. If I command loudly: “Pick up that line now, I need to get it up now!” that changes everything.

As captain I must be heard, especially during critical operations in and out of port,’ says the captain.

Still, he insists on being a leader more than a boss: ‘Communication is much easier than before. So we can work more as a team, including the shore people. The ship is no longer an isolated island. On the other hand operations have become more complicated. You have to

3RD OFFICER ANNA DOLGAROVA (27) represents one of the cook’s challenges, as the only Russian and the only female: ‘I come from Novorossiysk by the Black Sea. Our Maritime State University is one of Russia’s best.

I started to study economics. All my teachers had been at sea and encouraged me to do the same.

At first my family was skeptical, but learning to know this company they see that this is a great job,’ she says.

This is her second spell at sea. She wants to see the world, so this day she eagerly welcomed an opportunity for a few hours of sightseeing and shopping in downtown Bremerhaven.

‘Normally we don’t have much time in port. I’m often tired after work and want to rest to prepare for the next day. As 3rd officer I am responsible for all safety equipment in every department,’ she says. She enjoys being on bridge watch and aims to become a captain as soon as possible: ‘I learn a lot about navigation and how to ensure a safe passage. The captain is very professional and generous in sharing his experience expertise?.’

7 WWWORLD 1 2015

adapt to new legal requirements and procedures. One example; paper charts are replaced by digital ones, and new rules follow.’

‘Why did I become a captain? There is no simple answer. If I ever was a leader as a child, I was a leader of mischief,’ he jokes.

‘Everyone in my childhood environment knew someone who had been at sea. Mariners had a good lifestyle. It also has to do with family background and the Indian education system. I got an opportunity to go to sea at 17 and grabbed it. On my first trip I realized that I wanted to become a captain. My father and uncle both worked in management, but not at sea. You could say it was a mix of DNA and environment that made me captain.’

CHIEF OFFICER ACE VINCENT D SANTOS RUIZ (33), from the Philippines, started out as a cadet in 1999. ‘My grandfather was a chief engineer. Now I am closing in on my own goal of becoming a captain,’ says Ruiz. ‘Everything is well organized, stable and transparent in this company. So if I focus on my job I will reach my goal with time,’ he adds.

On his desk Ruiz has a poster of birds sitting on different levels of a pole. Under the “top bird” the text reads: “When top level guys look down they see only shit”, while on the bottom it says: “When bottom level guys look up they see only assholes.”

‘I am this bird now,’ Ruiz jokes and points to the number two branch. Division and prejudice is perhaps something of the past, but still close enough to being laughed about…

BOSUN PEDRITO BARNACHEA SALE (59) is not looking for promotion. As the oldest and most experienced person on board he is responsible for deck operations and is also the crew’s spokesperson.

‘No, I don’t want to be a captain, I’m happy as it is,’ he says.

When young his family wanted him to emigrate to Canada, but he refused. A job at sea was one way to stay and still enjoy a good standard of living in The Philippines.

‘To me, bosun is the highest position on board. It is a

MESSMAN PATRICK BALER CRUZ (31) from The Philippines is all smiles and always ready to share a joke: ‘We just try to get along and to finish the contract without problems,’ he says. Patrick is educated within IT, but changed course.

‘I have a wife and daughter. The wages in my country are very low, so I started to work with food in Manila and had taken a liking to it when an opportunity of a better salary at sea surfaced. There is a lot of pressure in a kitchen, everybody knows that,’ Patrick says.

‘I get an immediate feedback on the food. The crew is very vocal about it either way. But we must be doing something right. The ship is still moving forward,’ he jokes.

9 WWWORLD 1 2015

respected title both among officers and crew. I approach every crewmember like he was my own brother, regardless of department and position. This is my “secret”, ’says Sale.

‘In earlier days a small turbulence could cause big trouble among the crew, I think mainly because they were far away from their families. Now we all talk with our dear ones regularly. It also helps that all new crewmembers to WW are trained on safety, company values and cultural differences,’ says Sale.

CHIEF COOK RODOLFO LLL MILITANTE FERNANDEZ is very aware of the feedback and the challenges facing his department. There are three nationalities on board and more religions. Some also require special food for health conditions.

‘The job requires a lot of thinking and preparation in order to please everybody. I pray for guidance to do the job right. The other departments have a very systematic workday, but I have to think of something different every day,’ he says.

ELECTRICIAN RONALDO JUSTO LACUNA from The Philippines is the only one amongst the 24 crewmembers who admits to occasionally feeling lonely in his job: ‘I’m the only electrician. That is normal, but if a crisis should occur I will be the only one with my experience,’ he says.

It is not hard to imagine the pressure on him if electrical systems were to shut down. His normal workdays are filled with maintenance of panel boards and other electrical equipment. High voltage is in his DNA. ‘My father was a lineman for an electrical power supply company. Some of my cousins also work as electricians on shore,’ says Lacuna.

WWWOR

RLD 1 2015

CHIEF ENGINEER DUTTA DEBABRATA and captain Khanna share a mutual respect for each other’s work, but when asked who is the most important on board, the chief engineer laughs hard: ‘It’s a tricky question, each has his own path,’ he says.

The chief engineer has sailed with the blue and black ribbons on the funnel for more than 20 years: ‘Automation has changed the way we work. Improved education and communication between departments have erased prejudice. We don´t have the friction between departments anymore,’ says Debabrata and remembers a time when some engine crew would carry knives for self defense.

‘With time the different cultures and nationalities onboard have adopted each other’s good sides. I believe that we Indians are more family oriented than many other cultures and that this has been a positive influence from us. And we have learned important lessons from the others. It has become a win-win situation.’

CADET SHARMA ROHAN (21) from India. ‘I want to become a captain as soon as possible,’ says Rohan. We find him standing on the aft ramp where he is safeguarding new cars on board. After five months at sea his spirits are high: ‘I have not been seasick at all. And everyone is helping me to learn. The first weeks were all about safety, and it still is much about safety. It is also all about teamwork for best performance,’ says Sharma.

WILHELMSEN TECHNICAL SOLUTIONS

SMART, SPEEDY AND SAFE ‘Our ability to respond quickly to requests and get into projects at an early stage has been crucial for our success and growth,’ says Knut Arild Kaupang, senior sales manager of Maritime Protection systems in Wilhelmsen Technical Solutions (WTS). The company has been faithful to its concept, and now has come the time for harvesting.

TEXT AND PHOTOS HÅVARD SOLERØD

K

RISTIANSAND, NORWAY: With fresh test results in hand, newly appointed managing director of the Maritime Protection system range, Lars Erik Lunøe is packing his bags to visit ship owners and yards in Japan. ‘I am confident that these test results will bring home new orders,’ says Lunøe.

Their business is systems for producing inert gas. Inert gas is used to prevent explosions and fires on ships carrying crude oil, hydrocarbon gases and refined oil products.

Maritime Protection systems have been available for conventional tankers since 1971.

CHANGES TAKE TIME. ‘In 2005, we introduced the Dry Inert Gas system for LNG/LPG carriers to the market. ‘Our system is different from our competitors. It is smaller in size and enables ships to cut downtime,’ explains Lunøe.

Despite clear advantages, it has taken time for the concept to achieve market acceptance. Now the picture seems to be changing.

‘Our system requires less space on board, which in turn encourages newbuilding yards to take the new specifications into consideration at an early stage. The shipping industry is generally conservative, so it takes time for something new to catch on,’ says Kaupang.

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CLEANER GAS. Another reason for optimism is the Japanese customers’ fear of contamination of the cargo by salt from seawater.

In the inert gas process, large amounts of seawater are used for cooling. Recently, other makers of inert gas systems caused problems for the end customer due to large quantities of salt mixed into the cargo and thus contamination of their products.

‘We don’t have this problem with our system. So we are bringing the test results to Japan to prove it and win new customers,’ says Lunøe.

Since 2012 WTS has doubled the number of employees focusing on the Maritime Protection systems, with climbing sales.

With a present market share around 20%, the company is now aiming for the 30% mark.

‘We expect the LNG carrier market to continue to be strong, while other segments might slow somewhat. Next year we will be shipping our two largest orders so far to a Japanese customer. Also, the Korean market has been good this year and is expected to grow further,’ says Lunøe.

NEW OPPORTUNITIES. Larger than usual orders required a new test plant to be built, according to project engineer Anders Kalvø,

LARS ERIK LUNØE

WE DON’T HAVE THIS PROBLEM WITH OUR SYSTEM. SO WE ARE BRINGING THE TEST RESULTS TO JAPAN TO PROVE IT AND WIN NEW CUSTOMERS.

LARS ERIK LUNØE, MANAGING DIRECTOR OF MARITIME PROTECTION SYSTEMS IN WTS

GETTING THINGS TOGETHER: Tommy Myra Pettersen is mounting an inert gas system package.

who remembers the times when large projects had to be turned down due to the lack of means to handle them.

‘We simply didn’t have the financial muscle to take on larger projects. This has changed dramatically for the better under the WTS umbrella,’ says Kalvø.

Being a member of the WW group opens up for new opportunities, including the service aftermarket. ‘These days three WTS service engineers are working on Maritime Protection systems in Korea.

Also one of our guys in Brazil is in Korea for training under the supervision of our colleagues,’ says Lunøe, adding that new opportunities frequently arise as member of a larger group.

NEW ASSEMBLY LINE. WTS recently opened up their new Maritime Protection production line, where their products are assembled according to their own design, mainly using components produced in Estonia, China and Denmark. Up until last year assembly was outsourced to a local supplier.

‘Our in-house assembly is working very well. Our production hall used to be an indoor soccer arena. Now it is we who are scoring the goals,’ says Lars Erik Lunøe.

ERNST LARSEN: Getting a new system ready at the assembly line.

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CALLENBERG TECHNOLOGY GROUP

GLOBAL AMBITIONS IN A NEW BRAND A golden ‘C’ will replace the blue ‘W’ on all offices. ‘The change of name marks a new beginning, not an end’, says CEO Petter Traaholt of the new Callenberg Technology Group.

TEXT AND PHOTO HÅVARD SOLERØD

G

OTHENBURG, SWEDEN: Built on a history of innovation spanning over 100 years, Callenberg Technology Group is the new brand that is home to three of the four technology areas from Wilhelmsen Technical Solutions. Under the new brand, they will continue to deliver insulation, HVAC and electrical energy management solutions to the marine, offshore and energy markets.

To grow the business further, the WW Group is seeking to establish a joint venture with an external partner.

DRIVEN BY VALUES. The Callenberg vision of supporting customers to be more competitive in their markets is grounded in their values.

‘The extended management team of the new organisation spent a lot of time developing the values behind the new brand,’ says Traaholt. ‘One of the words that appeared frequently was “trust” – this referred to the trust that our customers and owners placed in us, and the trust that exists between different parts of the organisation. It was also evident that our managers had tremendous pride in our long heritage and that connection to 36 WWWORLD 1 2015

the quality that we deliver to our customers.

And finally there was a strong desire that the different parts of the organisation continue to work closely together and by doing that, deliver a better product to our customers and owners,’ says Traaholt.

Whilst the market segments in which Callenberg operates are unique in many ways, they share many commonalities. Typically, they are highly regulated, operate in demanding environments and they all require a higher level of engineering complexity.

CONTINUOUS INNOVATION IS VITAL. ‘To retain our strategic advantage we must continually innovate and deliver solutions that help our customers be more competitive in their markets,’ says Philip Bannerman, vice president for Innovation, Strategy and Communication. Bannerman points to examples from significant fuel savings delivered as a result of energy management projects in the cruise market and record setting low boil off rates within the cryogenic insulation market.

The new brand officially launches in January 2015 and starts its new journey enjoying strong growth and a robust order intake.

BRING IT ON: A new and exciting project for Callenberg engineers, from the left: Andreas Nyberg, Lars Hellman, Stefan Antonsson and Richard Swanmark.

CALLENBERG FACTS « The Callenberg heritage stretches as far back

as 1911 « 1200 employees & subcontractors in 12 countries « Annual revenues of 250 MUSD « The new company includes strong brand

names like TI International and IES (Integrated Engineering Services)

TO RETAIN OUR STRATEGIC ADVANTAGE WE MUST CONTINUALLY INNOVATE AND DELIVER SOLUTIONS THAT HELP OUR CUSTOMERS BE MORE COMPETITIVE IN THEIR MARKETS. PHILIP BANNERMAN, VICE PRESIDENT FOR INNOVATION, STRATEGY AND COMMUNICATION

A NEW BEGINNING: ‘The change of name marks a new start,’ says CEO Petter Traaholt (middle), VP Innovation, Strategy & Communication, Philip Bannerman (left), and Communication Manager, Claire Ramstad (right).

PROJECT MERCY: Engineering manager for Mercy Project Helena Hummel, here with a proud colleague, Lars Larsson.

Mercy – a hospital at sea Under their new name, the Callenberg Technology Group proves its worth by securing a very large and prestigious HVAC Marine contract: project Mercy.

SWEDEN: ‘A hospital at sea requires the

most advanced HVAC environment to prevent diseases from spreading on board. One of the key deliverables is to establish correct air pressure in all hospital areas to avoid contained air to spread, explains Helena Hummel, engineering manager HVAC. The Callenberg HVAC staff has years of experience from similar installations on cruise vessels. Still, project Mercy will be unique: ‘The requirements and specifications will have to meet strict regulations and standards, so we’ll have to involve most of our departments and resources. Mercy will be a showcase for our competence in HVAC, refrigeration, and energy management’, says Hummel.

‘We’ll handle everything from design, material delivery to start-up. In the aftermarket we will provide spares and maintenance, as well as upgrades and modifications. It’s a one stop shop for the customer,’ says Hummel.

Contract partner for hospital ship Mercy is the American charity organization with the same name.

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WILHELMSEN TECHNICAL SOLUTIONS

SYNERGIES UNFOLDING IN ABERDEEN ‘Synergies are unfolding and our global reach is getting stronger,’ says Managing Director Stuart Lockhead of Integrated Engineering Services (IES) in Aberdeen, less than a year after the company was acquired by Callenberg AB (a legal entity within Wilhelmsen Technical Solutions).

TEXT HÅVARD SOLERØD PHOTO IES

NORWAY: Our meeting with IES CEO Stuart Lockhead took place between workshops in Bergen and Oslo. The company’s recent growth provides an opportunistic backdrop for strategic discussions with new colleagues and potential customers in the North Sea. ‘Our main focus prior to becoming part of Callenberg was the UK offshore sector, plus some ad-hoc jobs in other parts of the world. Now the Norwegian sector is within our reach, and we have established a Flying Squad for approaching global leads,’ says Lockhead.

NEW HORIZONS: ‘We are on the road from small local company to a global service provider,’ says Managing Director Stuart Lockhead of IES, Aberdeen.

A GOOD START. After the acquisition, IES harvested synergies almost from day one.

‘New career opportunities have opened up as we expect our strong growth to continue. Through WW Academy we have gained access to broader training, and by combining resources within the Wilhelmsen organisation we have improved our flexibility to meet peak demand,’ says Lockhead.

IES and Callenberg complement each other well. IES traditionally has been a strong player in the offshore aftermarket

with long-term maintenance, support and modification projects. Together we can offer lifecycle packages from new build projects through a portfolio of aftermarket services’ says Lockhead.

DOOR OPENERS. Door Integrity Testing, for offshore in particular, is the fire rating of a door and its air / water tightness that can ensure the safety of the personnel. This service, which was previously not included in the Callenberg portfolio, is one that we literally use to “open doors” and can prove our quality work to potential customers.’ explains Lockhead.

‘We are well aware that the journey from being a small independent company to become part of a global service provider can be a challenging one, but it also brings a lot of excitement and opportunities that we are eager to address.

Most of the big names in the UK sector are already on our customer list, but only locally. They know our people, services and reputation. Becoming part of Callenberg Technology Group means that we now can approach them in other parts of the world as well,’ says Stuart Lockhead.

NORSEA GROUP

ADDING WIND POWER

In the early days, all our vessels were driven by wind power.

With NorSea Group's recent acquisition of Danish Danbor, wind power has once again become an interesting issue.

TEXT HÅVARD SOLERØD

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NORSEA GROUP

WITH DANBOR ON BOARD, WE ARE IN A PERFECT POSITION TO ENTER THE WIND POWER MARKET. JOHN STANGELAND, CEO OF NORSEA GROUP

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SBJERG, DENMARK: Strong winds frequently roar down from the West coast of Denmark towards The Netherlands. It’s a perfect location for windmills, so no wonder the city has become the “wind capital” of Europe, perhaps of the entire world. An incredible number of windmills and related equipment are produced and shipped from here. This is the backdrop for the NorSea Group’s recent acquisition of Danbor, previously owned by Mærsk.

‘With Danbor on board, we are in a perfect position to enter the wind power market,’ says John Stangeland, CEO of NorSea Group.

‘Danbor has already secured a firm foothold within the wind power industry. Together we are in a position to open more doors to this interesting market. I foresee a future where we will supply after market services on windmills in much the same way as Wilhelmsen Ships Service does offshore and on board.

Add to this WW’s global network, and a one-stop-shop for windmill operations becomes feasible. The market at present seems very fragmented,’ says Stangeland, adding: ‘With huge, whirring blades and rugged surroundings, including hail and ice storms, the need for regular servicing is obvious.’

OF SIMILAR MINDSET. NorSea Group already has some experience from windmills of their own, after having done some of the installation work on customer Statoil’s windmill park off the Norwegian West coast, while Danbor commands a strong position within offshore energy and transportation in the Danish sector of the North Sea. Danbor is also a worldwide logistics provider to the windmill industry; in other words a 42 WWWORLD 1 2015

good match for NorSea, which is already performing similar operations in the Norwegian sector.

‘The 370 employees in Denmark are welcoming the change, going from being a small business area in Mærsk to become part of NorSea Group, where offshore service is core business, and where they find a mindset similar to their own. There will be lots of synergies to explore,’ says Stangeland.

NEW JOINT BASE. Instead of building their own base in Aberdeen as originally planned, Danbor can now move into the base already established by NorSea, with a lease for port facilities for the next 10 years.

18 employees are already in place, their numbers expected soon to swell to 30 or 40 people.

‘Our Aberdeen base will be complete by the end of 2014. Now the race is on to win long-term service contracts with the oil companies,’ says Stangeland.

With the North Sea now pretty much covered from bases in Norway and Scotland, NorSea is getting ready to grow elsewhere by taking advantage of WW’s global network. The Australian offshore industry is one option, with NorSea already established in Perth.

Greenland might be another option, as Danbor owns 50% of the Arctic Supply Base in Nuuk, partnering with Greenland’s national shipping line Royal Arctic Line.

‘It’s a “sleeping base” at present and perhaps not our first priority given the recent market situation for oil and gas. Still, in combination with NorSea’s experience from operating the world’s northernmost offshore base in Hammerfest, Norway, new perspectives might open up. We know how to operate under extreme temperatures and weather conditions,’ says Stangeland.

JOHN STANGELAND AN AREA WITH GREAT POTENTIAL Oslo, Norway: ‘We expect renewable energy to grow in importance and probably more so than oil and gas.

NorSea’s expansion into offshore wind energy fits well into this scenario,’ says Nils P Dyvik, CFO WWH ASA and Chair of the NorSea board.

‘Existing competence and infrastructure from NorSea’s network of bases will be useful also for a future shift of focus towards offshore wind energy. At present this is mainly a focus area in countries like Denmark, Germany, The Netherlands and the UK, but it is also an area with great international potential,’ says Dyvik.

DANBOR « Founded by Mærsk in 1974 as

a supply base for the Danish North Sea oil and gas industry. « Acquired by NorSea Group in April 2014 « Leading worldwide supplier of logistics and other services to the wind power market. « Company motto: “Our employees – our promise”. « For more information: www.danborg.com NORSEA GROUP « Founded 1965 « Leading supplier of base

services and integrated logistics solutions to the oil and gas industry in Norway and elsewhere. « Wilh. Wilhelmsen Holding ASA is a 40% shareholder. « For more information: www.norseagroup.com

WWWORLD 1 2015 43

WW RESEARCH

STEAMING INTO THE FUTURE Vessels need to be run as effective and cost efficient as possible. WW ASA, OW (Wallenius) and StormGeo have created a monitoring and analysing system for the future. Shippersys will become the most extensive and powerful tool available for fuel saving and operational efficiency.

TEXT MARIUS STEEN ILLUSTRATION MARIUS HOLE

SHIP MANAGEMENT

OWNER

PORT TIME

44 WWWORLD 1 2015

WEATHER ROUTING METEOROLOGISTS

OPERATOR

ANNUAL PROFIT REPORTS

ANNUAL FUEL AND CO2 REPORTS

Shippersys enables structured communication and collaboration accross all stakeholders involved in voyage execution.

OSLO, NORWAY: Meet Shippersys - a web-based advanced vessel performance monitoring and analysis tool, built on input from naval architects, programmers, highly experienced ship operators and trade analysts. Shippersys is a joint venture company set up between WW ASA, OW and StormGeo. Decades of shipping experience have paved the way for the most advanced tracking-, monitoring- and measurement system available. ‘We simply had too high demands for what we needed from a system, and subsequently had to create our own to meet all the requirements,’ says Anders Lenning, WW ASA fleet performance analyst. He explains how Shippersys not only makes it easier to keep a tight watch on fuel efficiency, it will also provide powerfull decision support for increasing overall efficiency of every ship in the fleet. In addition to being a powerful tool on shore, the system is developed with the aim of reducing the reporting workload on board as well: ‘This is done by reducing the amount of reports needed, and by allowing for automatic reporting,’ says Petter Chr Jønvik, shipping and environment manager WW ASA. ‘Installations have begun, eventually all our vessels will have Shippersys on board. The project team has created a system for the future. Shippersys can be

remotely installed, eliminating the need for physically going on board every ship. The logistics of that would a nightmare,’ says Lenning.

The shipping industry experiences increasing environmental regulations, which in turn create a demand for efficient reporting on emissions, energy consumption and energy costs. Shippersys allows for easier reporting, better aligned with the industry’s needs, and frees up resources. A small team of people is enough to monitor operations of WW’s entire fleet of 29 ships. Fewer resources are required to monitor the shipping operation, and less money is spent on gathering data. Monitoring ship operations through Shippersys allows us to pinpoint exactly where and when we use too much energy. The demand for fuelefficient solutions is strongly correlated to fuel costs.

High oil prices boost the demand for ship performance monitoring and analysis tools, giving Shippersys the potential of saving vast amounts of money every year.

Not only will WW save a substantial amount of money by using Shippersys, the system also lends itself to commercial sale. License sales are expected to create additional revenue, and will introduce a new way of reporting for the shipping industry. WW is shaping the maritime industry.

WWWORLD 1 2015 45

WW PROFILE

THE PATHFINDER Knut Brathagen has been pivotal in opening up new areas for WW’s fast-growing “empire” of ship agencies. Never one to back down from a challenge, at 62 he is planning nothing less than a revolution on how to perform agency business.

A

TEXT: EINAR CHR ERLINGSEN PHOTOS: BERTRAND DECK

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WW PROFILE

WE WANTED TO EXPAND OUR NETWORK INTO NEW AREAS. IN 1991, WE ENTERED INTO A JOINT VENTURE IN TURKEY. THIS BECAME A STEPPING-STONE FOR ADVANCING INTO THE BLACK SEA.

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SLO, NORWAY: A little more than a year ago, the Wilhelmsen Ships Service management team toured the world to inform regional and country managers of the company’s new matrix organisation. Knut Brathagen had just changed his vice president region AMB business card with one that reads “WSS vice president ship agency and maritime logistics”. But what does his new job title really mean?

‘My main priority is to develop our agency and logistics business stream to become even more efficient and customer oriented,’ he says. ‘We have all put tremendous effort into our new organisation. Now the time has come to return to basics and focus on the energy and pride that have always been a WSS trademark.’

LANDLOCKED IN LISBON. Like many of his young countrymen at the time, Knut Brathagen’s working career started at sea. Driven by a sense for adventure he signed up as a deck boy on board the tanker Polarsol, owned

by Melsom & Melsom in Larvik. In those days you could expect to serve for at least 11 months before the company would pay for your return ticket home, but young Knut didn´t mind. He wanted to see the world!

His next ship was the OBO (ore-bulk-oil) carrier Polarbris, at the time one of the world’s largest of its kind. While discharging oil in Antwerp, the young mariner got more than his fair share of adventure. He was watching operations from the deck gangway when he heard a tremendous bang and saw one of the airing hatches disappear into the hull. ‘The pump operator though I was crazy when I sprinted into the pump room and hit the emergency button,’ he says.

What had happened was that the coal filters in all three airing hatches had become cluttered so that no air got into the tanks . The ship had to spend the next eight weeks in Lisbon for repairs. To the owners it was probably hell, but not to Knut Brathagen: ‘To me it was paradise. Young men are normally interested in young ladies, with me no exception. And in Portugal the ladies are really gorgeous!’

FROM SEA TO SHORE. He came to WW in 1977 where he worked on Tai Ping and Taronga, later as first officer and DP officer (data processing officer) on the diving vessel Tender Carrier. Three years later, he left the sea behind to become operations manager for WSS’ predecessor Barwil Agencies in Bahrain, followed by six years in Saudi Arabia and three years in Malaysia.

‘By 1991, it was time to move home for family reasons,’ 48 WWWORLD 1 2015

LIKES/DISLIKES SPORTS

Golf. Used to play quite a bit of squash.

HOLIDAY FAVOURITES

France in general, Nice.

WEB FAVOURITES: News, TradeWinds, E24.

FAVOURITE GADGET: Ipad, no doubt. Keeps me online at all times, I can read when travelling, prepare meetings.

READING

Travel literature, history and politics, always trying to understand the different cultures I’m dealing with.

MUSIC

I’m probably quite typical for my generation and like to listen to artists such as Bruce Springsteen, the Beatles and the Rolling Stones.

OTHER INTERESTS

Hunting. Not necessarily to shoot anything, but I love the sense of freedom when I walk among the Norwegian mountains with a rifle in my hand.

LIFE MOTTO

Always the practical type I tend to search for improvements. I don’t really have a life motto, except perhaps “cut the crap and get things done.”

says Brathagen, who spent his next two years managing WW’s Oslo cargo terminal at Filipstad, while at the same time taking evening classes leading up to a Master’s degree at the Norwegian School of Management. By 1993 he became commercial director for Barwil’s agency and logistics activities.

INTO UNKNOWN TERRITORY. This was a time for dramatic political changes with the fall of the Soviet Union and the lifting of the iron curtain. New opportunities opened up, and Knut Brathagen and Barwil were ready.

‘We wanted to expand our network into new areas.

In 1991, we entered into a joint venture in Turkey. This became a stepping-stone for advancing into the Black Sea, which until then had been totally dominated by the Soviet state agency Infloat.’

Infrastructure was scarce and fragmented at best, so Knut Brathagen hit the road in an old Range Rover, frequently in the company of long-standing colleagues Johan Ostnes and Haakon Vik. Operating in the Black Sea region in those days was by no means easy, nor safe. The lack of infrastructure represented a huge challenge. Just one example: Novorossiysk is Russia’s main port on the Black Sea. At the time it was without a container terminal. All container goods had to be sent by train or road from Odessa. So what to do when customers demanded container facilities?

The answer: to establish their own terminal at the local timber port, including their own cranes and a forklift.

‘Today, Novorossiysk has become the largest container port in southern Russia,’ says Brathagen. ‘It was fantastic to be given the trust and means to develop an entire new region for WW. Wilhelm Wilhelmsen and former Barwil president Erik Nes were both personally engaged and gave us their backing, for which I’m very grateful. It was an experience I wouldn´t want to be without.’

The rest is history, as they say. Barwil (WSS) went from zero to 450 employees in the region, with agencies and sub agencies in almost all significant ports.

ADDING NEW TERRITORIES. It was during those pioneering days that Knut Brathagen happened to notice a sign at the office of new business associate Avers reading “Agences Maritime Pomme”.

‘I enquired and learnt that Avers represented Pomme in southern Russia. Pomme was the largest ship agency in southern France and might be up for sale by the owner, Norwegian-born Ragni Pommé (Bergesen) Her main priorities were job security for the employees and to ensure that the agency would continue under a new owner.

LIKES/DISLIKES HAPPY

Family is very important, the feeling of happiness and belonging. And in general, being with other people.

ANGRY

Incompetence and shirking can make me quite angry.

DRIVEN BY

Teamwork, to create results as member of a team. I can get really happy and proud when a team I have helped to set up reaches its goals.

BORED

Knut Brathagen as young first officer on board WW's diving vessel, Tender Carrier.

Sunbathing on a beach. I never last long there!

The acquisition was a fact towards the end of 1997, with Knut Brathagen becoming managing director at the Port-de-Bouc headquarters, from where he also directed Barwil’s Region AMB (southern Europe, Middle East, East Africa and Black Sea). In 1999, the Portuguese agency D A Knudsen was also added to the fast-growing Barwil map.

THE ACCIDENT. In 2003 it was time to move on, now to Dubai where he stayed for the next 11 years. It was towards the end of this period that Knut Brathagen had an accident that almost ended his career.

‘Motorcycling has been a hobby for years. We were a small group of friends who went on motorcycle holidays, sometimes to faraway places like New Zealand and the south of France. This particular day we had only taken a daytrip to Fujairah. On the way back I got distracted by the great sea views near the town Dibbah and entered into a roundabout with too great speed. It sent me into the railings and I ended up in hospital with a broken leg and shoulder.’

The way back was long and painful, and he still suffers from the aftermaths. Being the man he is however, he took up work from his hospital bed within weeks. The following summer he went to France for a holiday and decided that it was now or never: would he find the courage to go motorcycling again?

‘So I got on the bike and took off, and it was great!’ he says with a happy smile.

WWWORLD 1 2015 49

WW PROFILE

BACK TO BASICS So what’s on the WSS agenda for ship agency and maritime logistics these days? In only three words: back to basics.

TEXT KNUT BRATHAGEN

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ORWAY: Seeing a steady increase in port calls from 2011 to the present day, the Ships Agency team is keen to grow the market share by focusing on consistent quality and introduction of new offers.

As part of the strategy revision this spring, we conducted a survey both in the organisation and towards our customers. The lessons learnt from this survey is that we have a huge improvement potential in our quality, global consistency and process compliance. With more than 1400 employees directly involved in ships agency globally, we see an immediate need to conduct training and certification. We are currently developing a training package that will be rolled out to all involved during the early part of 2015, and will follow this up with on-the-job training and more training modules over the period to come.

We have also identified that we have a geographical footprint and focus that is in need of optimisation. We need to be where our targeted customers want us to be with good quality service at competitive prices. The global ship agency market is extremely fragmented. We’re among the top three providers in the world, but our market share is less than 3%. This market will consolidate as customers are getting bigger and more professional, and complexity is increasing. Ships agency offers unique growth potential if we get our quality and efficiency right and manage to create more scalable business models.

ON THE NEW OFFER SIDE WE’RE WORKING FLAT OUT ON: « A port call management/hub proposition « Next generation of Ships Agency Redefined (SARD) service agreement offer « Refinement of the Trade Talk market intelligence offer, aimed directly at traders and charterers OUR NEW OFFERS will be key to our success in the consolidation game, but their success are contingent of having a global organisation that is delivering good, consistent quality at competitive prices. A customer should not say that they are using us where we are good – they should say that they use us because we are good.

50 WWWORLD 1 2015

Knut Brathagen

WE ARE CURRENTLY DEVELOPING A TRAINING PACKAGE THAT WILL BE ROLLED OUT TO ALL INVOLVED DURING THE EARLY PART OF 2015.

WILHELMSEN SHIP MANAGEMENT

CRUISE CONTROL While the cruise market is hardly new to Wilhelmsen Ship Management (WSM) the challenges and indeed opportunities presented by their latest multi vessel contract most definitely are.

TEXT DAVID HOPKINS

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SLO, NORWAY: ‘Normally when you take over a vessel that’s been managed by someone else, or in-house, you get the crew with the package. However, when you take over a newbuild you have to hire everybody from scratch,’ says Pål Berg Lande, WSM fleet manager.

Signing a contract with the fledgling Viking Ocean Cruises earlier this year for two newbuilds Berg Lande and his WSM colleagues are doing just that. Searching for, interviewing and hiring approximately 120 highly skilled, cruise specific deck and engine crew, drawn from all around the world.

Equipped with considerable experience managing cruise ships for the likes of Paul Gaugin and ocean residence vessel The World, nevertheless, this new venture with Viking Ocean has been the catalyst for the creation of a dedicated WSM cruise vessel team. Formed in August this year and based in Oslo, this new division aims to build upon this their most recent success, securing additional cruise customers.

An ambitious venture launched by Norwegian company Viking Cruises, the first round of hires will sail on board the 930 passenger Viking Star, currently under construction at Fincantieri’s Marghera shipyard in Italy. Scheduled to be delivered on the 31st of March 2015 and with its namegiving ceremony in Bergen on the 17th of May, the date of Norway’s constitution day, her sister ship will then set sail the following year.

Demanding a unique set of skills, not typically found amongst the cargo and offshore crews WSM normally work with, recruits’ familiarity with cruise ships’ complex systems must be paired with the personal touch. ‘It’s important for the owner that the senior officers are experienced in talking to passengers

CRUISE VESSEL: Viking Star is the first of the Viking Ocean Cruises ships to be managed by WSM. and being presentable,’ explains Berg Lande.

‘It is a complicated process bridging our hard-core safety and maintenance requirements with passenger experience and the customer service aspect. It affects everything,’ he adds.

Along with the challenges posed by cruise vessels’ unique crew requirements, WSM are also facing the daunting task of providing painstakingly detailed maintenance plans covering every conceivable repair and service job, for both vessels. A laborious job, but one that will stand the team in good stead for further newbuild contracts. ‘You can imagine,

there will be thousands of jobs so creating this system is a huge task. But for ship number two, or three, four, five or six, the process will obviously be much easier,’ Berg Lande affirms.

In addition to crew recruitment, management, and the oceans of documentation WSM are also assisting Viking Ocean’s on-site shipyard team in Venice, as well as bringing fellow WW companies in to potentially provide additional help. ‘We are talking with Wilhelmsen Ships Service to help with the agency services,’ says Berg Lande. Adding, ‘we are tying in every service that we can from the group for this project.’

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ON SITE

AT THE ROCK – AROUND THE CLOCK To the ancient seafarers, the Strait of Gibraltar represented the end of the civilised world. Gibraltar still commands a strategic position at the confluence of two of the world’s busiest sea-lanes. Our Wilhelmsen Ships Service colleagues at the “Rock” have busy days, too.

TEXT AND PHOTOS EINAR CHR ERLINGSEN

52 WWWORLD 1 2015

GIBRALTAR FACTS

GIBRALTAR

« Currency: UK (and Gibraltar) £. « Inhabitants: Approximately 30.000 « Area: 2.6 square miles (6.8 sq km) « Highest point: The Rock at 426 meters « And, unlike the Brits, they drive on

the right side of the road!

Civil and state flag of Gibraltar

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IBRALTAR: The “Rock” is hidden in mist on the morning we arrive for our appointment with WSS operations manager Nicholai Bado, adding to the mystery of what is really an unusual place. The British overseas territory is located at the southern tip of the Iberian Peninsula, sharing its only land-based border with Spain. Although a mere 2.6 square miles (6.8 sq km) in area, its location by the narrow strip of water between Europe and Africa gives it an importance that by far outranks its actual size.

Surrounded by the sea on three sides and huge areas of flat land on the fourth, the landmark Rock itself can be seen from miles around as it juts up to 426 meters above sea level. Hundreds of cars are waiting to cross the tiny border line, so we chose to park in Spain and walk across. Within minutes I find myself in Britain; with pubs, Marks & Spencer, red English buses and phone booths with bobbies directing the traffic, a strange experience indeed.

PHOTO: NTB SCANPIX

25 YEARS WITH WILHELMSEN. WW vessels have, of course, sailed in these waters for a century and a half.

In 1989, the first Barwil agency (the predecessor of WSS) started operations here with Patrick Salmon as manager, and with Laura Andrew-Mackie as the only other employee. Mr Salmon has since left the company, but Laura is still a member of the local WSS staff.

‘These were really pioneering days,’ says Laura, reminiscing how they put up the first office in the boss´ bedroom, due to what was and is an almost permanent shortage of office space in the territory. Their only customer was a Norwegian shipping company, representing some 5–6 vessel calls per month.

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ON SITE

“EVERYTHING HERE”: There is hardly any service needed by ships that can not be provided through Gibraltar under WSS’ Your Strait Partner program, according to operations manager Nicholai Bado.

OUR MAIN FOCUS, HOWEVER, ARE THE SHIPS THAT ARE NOT IN PORT.

Since then there has been no looking back. Today WSS commands a 10 percent market share of the 20.000 ships annually calling either at Gibraltar or her neighbouring ports of Algeciras (Spain) and Ceuta (a Spanish enclave on the African mainland). This places WSS firmly on the Top Three list of Gibraltar´s leading ship agencies.

‘Our main focus, however, are the ships that are not in port,’ says Nicholai Bado, adding: ‘It is the 100.000 – 120.000 vessels passing through the Strait each year.

Traffic is immense, and we are straight in the middle of it all. Most of the vessels in transit will still need bunker, crew changes, supplies of all kinds, including spares and marine chemicals, life raft exchange, S2S (ship-to-ship) cargo transfer, classifications etc. Almost everything can be done from here,’ says Bado.

TRUSTED PARTNERS. Crew changes are an important part of the services offered by WSS, with some 150 to 250 crewmembers exchanged off Gibraltar in any given month.

Until a few years ago, WSS Gibraltar operated its own launch boat for crew changes, ferrying out supplies etc.

Due to ever-increasing demand it was decided to sell the boat “Viking” to a larger operator, trusted business partner James Molinary Ltd. This company also runs the WSS warehouse Unitor parts, cylinders and marine chemicals.

The Molinary company was established in 1870, and is almost as old as WW. With their unique local network there are not many issues that can’t be solved with the assistance of father and son Jules J and Jules R Mifsud, third and fourth generation respectively. Their port office can easily be mistaken for a maritime museum, with

54 WWWORLD 1 2015

old marine paintings and models, ship documents and maps from a hundred years back and more.

A PORT OF MANY ADVANTAGES. Among Gibraltar’s many qualities is also its position as the major bunkering port in the Mediterranean, with annual sales exceeding four million tonnes per year.

The provision of highly specialist, professional and technical ancillary services to shipping has grown exponentially in the past decade. For example, the port carries out extensive provisioning, including dry-docking, crew changes, water, food, stores, paints and marine chemicals. A major plus for visiting ships is that they will be able to acquire what they need within hours of being in British Gibraltar Territorial Waters.

Another selling point is the legal system, which mirrors that of the UK (outside Schengen). The Gibraltar Government permits an immigration regime for a number of nationalities where obstacles would be encountered elsewhere in Europe. This is very convenient for ship operating companies who can easily fly or ferry crews into Gibraltar, while a vessel is in transit with very little deviation.

‘Neighbouring ports’ immigration services are usually subject to visa requirements, which can limit the nationalities of the crew handled. Gibraltar also provides facilities for a wide range of other services, including anchor replacement and bottom scrubbing. Adding up, Gibraltar´s many qualities is a perfect base from where to offer a complete range of WSS services on a 24/7/365 basis,’ says Nicholai Bado.

GAS CYLINDERS: Unitor cylinders are readied for new customers by an employee of Wilhelmsen Ships Service business partner James Molinary Ltd.

Your Strait Solution The 20 WSS employees have seen tremendous growth in business, not least since they launched a new business drive at the beginning of 2012: Your Strait Solution.

‘THE IDEA was to offer something different, to make us stand out among our competitors,’ Nicholai Bado explains.

Your Strait Solution is an integrated service solution for vessels passing through the Strait of Gibraltar and covering all three ports; Algeciras, Ceuta and Gibraltar. With just one point of contact and one agency, we give our customers the flexibility to move around the Strait as needed, with one fee, one currency, and one invoice in the end. Together with our “can do” attitude this has given us a considerable competitive edge.

Many customers are reporting significant cost efficıencies through having just one point of contact. For example, a vessel needing to take on bunker at Gibraltar and life raft exchange services in Algeciras will pay just one agency fee – streamlining operations for all involved,’ says Bado.

Furthermore, he says that centralisation of services has proven to be the way forward, especially during the financial recession: ‘It is vital that we maintain the quality standards expected of our operations while being able to work within the financial constraints that our clients face,’ Bado says.

THE GUYS IN GIBRALTAR: First row, from the left: Nicholas Milan, Chris Romero and Richard Muscat (all vessel coordinators). Second row: Keith Blackshaw; ship agency supervisor manager, Justin Lavagna, Lee Saltariche; both vessel coordinators, Jose Fernandez; DA department and Nicholai Bado; port operations manager.

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WILHELMSEN SHIPS SERVICE

BETTER LOGISTICS,

MORE AID ‘The Contribute project has uncovered a huge potential for more humanitarian aid per dollar. Today logistics can absorb up to 80% or 24 billion USD per year,’ says Jon Halvard Bolstad Olsen, Wilhelmsen Ships Service.

TEXT HÅVARD SOLERØD PHOTO OL AV A SALTBONES/RED CROSS NORWAY

N

ORWAY: The fight against ebola got off to a late start.

The world seems to struggle to find the fast track every time a large-scale disaster happens. If one thing is certain in this world, it is that earthquakes, epidemics, conflicts and droughts will strike over and over again.

WW World wrote about the start up of the Contribute research project back in 2011.

After three years, the project team has concluded on how the unpredictable can be predicted when disasters happen. The Contribute project uncovered ways of getting more effect out of each dollar given to humanitarian aid.

FRAMEWORK AGREEMENTS. ‘The research included a case study where framework agreements were negotiated with maritime logistics suppliers before disasters occur.

Every time an international crisis happens, demand will increase and transportation 56 WWWORLD 1 2015

costs will skyrocket. With framework agreements already in place, costs could be more predictable and significantly lowered. Most importantly, framework agreements would shorten response time and save lives in times of crisis,’ says Jon Halvard Bolstad Olsen. As WSS business manager he has experienced work in Djibouti and Iraq but not in relation to this project.

‘The infrastructure in port is often damaged. Aid organizations will conclude that it is not possible for supply to arrive by sea.

They have not been aware that certain types of ships, like ro-ro vessels, can operate without cranes. Contribute has raised awareness about this fact,’ says Olsen.

Contribute resulted in two prototypes of tools for better disaster logistics; Humanitarian Logistics Demand Forecast (HLDF) and Operations Forecasting Tool.

They were developed by studying 30 000 data inputs from 63 disasters occurring in the course of five years. The Operations Forecasting Tool makes it possible to tailor

SHIPS CAN SERVE SEVERAL PURPOSES WHEN HANDLING A CRISIS SITUATION. supplies faster and more precisely according to actual needs, while HLDF was one of the components used to develop Red Cross/Red Crescent’s five years logistics strategy.

FLOATING STORAGE/GLOBAL PRESENCE. WW’s ship MV Taiko figured on all global news networks when transporting Syria’s chemical weapons to destruction earlier this year. She was hired by the Norwegian government to implement the UN Security Council’s resolution to eliminate these weapons. However, logistics by air often provides the first logical response right after a humanitarian crisis has evolved. The research

AID LOGISTICS: The Contribute project has uncovered ways of getting more effect out of each dollar given to humanitarian aid. This photo is from the Philippines.

project concludes that maritime logistics is preferable for the next phases.

‘With a framework in place emergency supplies can be packed and shipped the first week. Ships can also serve several purposes when handling a crisis situation,’ says Olsen.

‘They can serve as operation headquarters.

One of our PCTC’s can produce up to 20 tons of fresh water per 24 hours. A ship also provides safety when the infrastructure on shore has broken up. Communications, tent villages, hospitals and more can be established onboard, with a deck capacity equalling 61 football fields’, says Olsen.

The Contribute project also explored the possibility of permanent floating storage of essential emergency aid supplies.

‘The idea is met with great interest amongst humanitarian aid operators. Floating storage can provide a global infrastructure of aid supplies ready to be shipped at any given time. It will be a challenge to fit floating storage into our schedules and budgets, but there are ways to make it work,’ says Olsen.

Aid organizations are also looking into other aspects of the maritime sector: ‘WSS´ global agency network is already operative 24/7/365. Our staff is well connected, locally as well as globally. Their network and experience could make a huge difference when it comes to saving time and money,’ says Olsen, pointing to the experiences already gained from WSS providing a “one-pointcontact” service for handling both supplies and crew for a Norwegian navy vessel assigned to piracy watch in connection to all ports around the Indian Ocean.

THE NEXT STEP. Despite the challenges and the rising number of disasters, there is a large potential to become more cost efficient without reducing the effect. For example, the research from Contribute has proven that the combination of ocean transport and frame agreements can have a large impact.

More effective use of maritime logistics is a sure way to get more humanitarian aid per dollar,’ says Olsen.

Jan Halvard Bolstad Olsen

CONTRIBUTE FACTS « Co-founded by the Norwegian Research Council,

Avenir Analytics, BI Norwegian Business School, Wilh. Wilhelmsen ASA, Wallenius Wilhelmsen Logistics and Wilhelmsen Ships Service. « Participating representatives from the International Red Cross and Red Crescent Societies (IFRC) and Massachusetts Institute of Technology. « More than 100 bachelor and master students wrote papers and got assignments on humanitarian aid logistics with links to the project.

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WILHELMSEN SHIPS SERVICE

NO MAN IS AN ISLAND What makes a good Key Account Manager? Alasdair Carlaw, Wilhelmsen Ships Service, Glasgow is very clear on the subject: No-one can succeed alone!

TEXT EINAR CHR ERLINGSEN PHOTO WSS

Key Account Manager: A good team where we all are committed to creating positive outcomes for both the customer and WSS is the recipe behind success,’ says Key Account Manager Alasdair Carlaw.

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BY BRINGING PEOPLE TOGETHER AND MAKING BEST USE OF KEY WSS RESOURCES WE CAN DEVELOP AND DELIVER ON STRATEGIC OBJECTIVES WHICH ARE CLEAR TO ALL AND ANCHORED WITH THE CUSTOMER.

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LASGOW, SCOTLAND: Extrovert and always willing to share a joke, Alasdair Carlaw has established a firm reputation for being an excellent salesman since he first joined Wilhelmsen Ships Service in 2010. He started working locally with customers Teekay and OSG (Overseas Shipholding Group), soon to incorporate V.Ships and others. In 2012 Alasdair became Key Account Manager (KAM) for Marcas - an association of shipping companies with over 1700 member vessels aggregating purchasing volume over multiple commodities and Teekay – a marine midstream company that links upstream energy production to downstream processing operations for the world’s leading oil and gas companies.

‘A really exciting and challenging opportunity to work with ship owners and ship managers. Through a collaborative approach to doing business and with concentrating on more than selling alone, we can add value to their organisation in many different ways,’ says Carlaw.

When challenged to describe his role as a KAM in as few words as possible he replies: ‘I aim to see the world through my customers’ eyes. Truly understanding our customers and gaining a perspective on how they present themselves to their market are the building blocks for a much closer alliance or partnership where we can become an integral part of their value chain.’

ALWAYS TEAMWORK. He is, however, eager to express that this cannot be realised without the aid of others, tapping into their

skills, knowledge and expertise: ‘From a KAM perspective, we are successful when we work as a cohesive team. By bringing people together and making best use of key WSS resources we can develop and deliver on strategic objectives which are clear to all and anchored with the customer. This upholds the WSS value of being customer centric and allows us to shape our existing offers and explore our capabilities further.

Working with our key customers our portfolio of products and services will evolve in such a way as to meet both the current and the future needs of the market,’ says Carlaw.

A GREAT EXAMPLE of this is the Global Safety Service offer for Teekay. This has been a long - 2 years and more - process working very closely with the customer’s procurement, projects, HSEQ, legislation and legal functions to understand and map their interests and to determine what WSS can offer to shape these interests and develop a win-win solution which benefits both WSS and Teekay.

‘To develop our concept and create a viable and profitable business model within the bounds of our core competences and capabilities, our KAM team has been defined as: Anette Gether - Business Stream Mgr, Viven Moodley & Stavros Fountas - Tech Service Directors, Rachel Hughes – Head of Sales Governance, Jim Campbell & Kris Ang - Technical Sales Managers. With further support provided by Tech Customer Services, Sales, Sales Support & Business Applications - Viktor Todorov, Erik Neegaard & Eileen Sea, Eric Ramm, Andreas Wessel &

Lindsey Rounce (and in Lindsey’s case also unofficial PA!), Kirsty Chesters, plus many others. Through this collaborative and motivated team approach we have developed an entirely new offer which has helped lay the foundations for what is now Safety 360 (see frame),’ says Carlaw.

‘KAM means breaking down the silo walls, and building dynamic collaboration networks, which evolve depending on the objective in progress. I work with colleagues from all geographical locations and in all functional roles, and we are all committed to creating positive long term outcomes for both the customer and WSS,’ says Carlaw.

‘This is the true advantage of having a Key Account Management process. We can develop new sources of profitable & competitive business, and by creating a competitive edge, we are less prone to competitor activities,’ he adds.

SAFETY 360 « Due date monitoring on safety equipment « Transparency and predictability of costs « Cost efficiency gains through harmonisation of

due dates « One point contact « Navigate – customer’s own document

handling system « Consultancy in regulatory issues

WWWORLD 1 2015 59

PEOPLE&PLACES AT THE YARD: Ellen Soegaard with the propeller for MV Thalatta, one of the two new WW vessels presently being built at the Hyundai Samho Shipyard in Korea.

TRAVEL REPORT FROM MV TALISMAN Every year since 2005 we´ve added two new maritime trainees through the Maritime Trainee Programme. Here is a travel report from one of this year’s trainees, Ellen Soegaard.

NORWAY: One of the perks of being a WW trainee is the opportunity of learning by doing. I recently got to spend 13 days on board MV Talisman and four days at the Hyundai Samho Shipyard.

The voyage from Singapore to Shanghai took seven days, during which I got to see a lot of the day-to-day work on board. In the engine room and on deck proactive maintenance was carried out and equipment tested.

Some of the many things I observed were a main engine performance test, inspection of ballast water tanks, testing the wear on air compressor bearings, and fixing a loose cylinder on the life boat davit.

But it was not all work and no play; I also had a swim in the 30 degrees warm pool and 60 WWWORLD 1 2015

sang karaoke with the crew.

SHANGHAI-INCHEON and Incheon-Kunsan are shorter legs, where the dust from departure barely settles before arrival in a new port. This offered me the opportunity to observe how the pilot operates, the mooring and ballasting activities were performed, in addition to cargo operations with very efficient stevedore teams.

Despite all the experience I gained by joining the daily work, I think I learned the most by communicating with the people on board. They talked willingly about their experiences, and I am very thankful for the way I was welcomed by Captain Adam Koziarski and his team.

TWO NEW SHIPS. After passing immigration in Korea I travelled to Mokpo and the Hyundai Samho Shipyard, where I spent four days together with the WW’s site team.

They gave me a tour of the two vessels under construction, Thermopylæ and Thalatta. I participated in a test of the hydraulic system on the stern ramp, performance test of hoistable deck panels and the assembly of part of the propeller shaft.

I learned a lot during the three weeks. And I got a grasp of the challenges we as a group face, with all the different stakeholders and the differences in opinions, while we all have the same goal in mind: to do as good a job as possible for the company in which we are employed.

SEND US YOUR GOOD STORIES Have you got any stories or photos that you want to share with your WW colleagues either through WW World or the Wilhelmsen Intranet, Wilma? Please send an email to marius.steen@wilhelmsen.com

MAKING SHIPPING CLEANER The bright green canisters from Wilhelmsen Chemicals have long been a prominent feature in ports and on board. New product ranges are now entering new areas, including galley and accommodation areas, as well as cargo holds.

TEXT AND PHOTO EINAR CHR ERLINGSEN

TØNSBERG, NORWAY: Already a supplier of marine chemicals to some 20 000 ships annually, or approximately 50% of the combined world fleet of ocean going vessels, Wilhelmsen Ships Service officially launched their galley and accommodation product range developed and manufactured by Wilhelmsen Chemicals in November 2014 under the Unitor EasyClean brand name. The new series includes laundry detergents, hand soap, floor cleaners and others, some 15 new products in all.

‘These are products normally supplied by local ship chandlers. Now they can be ordered directly from Wilhelmsen Ships Service, along with more traditional marine chemicals,’ says technical manager Fred Inge Tornes, stressing that the new product range is a response to a customer demand for more standardized and environmentally certified products.

MANY OF THE NEW PRODUCTS will be delivered as concentrates, leaving the dilution process to those on board and thus greatly reducing the number of waste canisters. Some of the EasyClean products are classified according to the criteria established by the Nordic Swan, as well as the EU Flower, in accordance with strict Scandinavian and European standards.

Behind the new products lie comprehensive research and development by Wilhelmsen Chemicals, as is the case for another upgraded product series: cargo hold coating for dry cargo vessels.

‘SLIP-COAT PLUS is added as temporary coating once the cargo hold has been cleaned in between different types of dry cargo,’ explains product

NEW PRODUCTS: Product engineer chemicals Lars Austad is proud of the new EasyClean series (seen to the right) that has been researched and developed by Wilhelmsen Chemicals, and now launched onto the global market.

engineer chemicals Lars Austad. The need for comprehensive cleaning becomes obvious when a vessel switches from i.e. coal to grain or other food stuff.

‘We’ve had similar products before, what is new now is that Slip-Coat Plus has been classified for use in combination with food,’ says Austad, making cargo cleaning a much easier and more hygienic process.

Both product series have been developed and tested by Wilhelmsen Chemicals own staff of engineers, in accordance with customer demands and in cooperation with suppliers of the chemical ingredients.

THE NEED FOR COMPREHENSIVE CLEANING BECOMES OBVIOUS WHEN A VESSEL SWITCHES FROM I.E. COAL TO GRAIN OR OTHER FOODSTUFF. WWWORLD 1 2015 61

WW ACADEMY

A LeAP TO THE FUTURE ‘The world is moving faster. There is a jungle of information to navigate for me as a leader. So yes, I look forward to participating in LeAP and picking up some new leadership tools,’ says Ørjan Johansen, WSS, regional vice president for Africa, Middle East and the Black Sea. (ABM) TEXT HÅVARD SOLERØD PHOTO L AL NALL ATH PHOTOGRAPHY

D

UBAI, UAE: LeAP is a new leadership course designed exclusively for WW’s top management level. The pilot was launched in December 2014.

‘There are a number of learning programs offered through WW Academy, but this is the first designed for leaders on my level. The timing is right; I cherish the opportunity to participate and get updated from an academic point of view,’ says Ørjan Johansen in Dubai, from where he leads some 1 650 employees in the AMB region.

Johansen finished his MBA in 1993 and has since worked for several WW companies in many parts of the world; Chicago, New York, Oslo, Kuala Lumpur, Singapore, Tokyo, Stockholm, Korea and now Dubai.

‘I have worked with different cultures and experienced a lot of changes since the beginning of the 90’s. The biggest difference is that the world is getting more complex almost from day to day.

So this is definitely not the time to lean back,’ says Johansen.

‘There is much more information available.

We need to learn how to navigate through this jungle. To stay ahead we have to be decisive and fast in our dealings,’ says Johansen, acknowledging that WSS already has a good standing in the marketplace.

‘Our competitors often look admiringly at what we have achieved, but we live in a world where contracts come and go. So we need to be always at least one step ahead. Competitors improve and get cleverer, too. I expect that LeAP will help me to stay that important step ahead,’ says Johansen while preparing for the first module of the program.

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A VUCA WORLD ‘The headline for WW LeAP is “Managing Complexity, Driving Performance and Change, and Inspiring Others”,’ explains Hilja Tuori, Head of WW Academy.

She underlines the phenomenon and expression that the LeAP participants will focus upon: The “VUCA” World.

Tuori says knowledge about VUCA is useful for understanding the working environment that leaders of global companies are expected to master.

VUCA STANDS FOR: « Volatility – The nature, speed,

LEAP PARTICIPANT: Ørjan Johansen, regional vice president Africa, Middle East and the Black Sea.

16 PARTICIPANTS, 6 NATIONALITIES Pilot module one was held on 8 – 12 December 2014 in Oslo, module two is scheduled in Phoenix, Arizona 2–5 March 2015. The 16 participants from 6 countries are representing Wilh. Wilhelmsen Holding ASA, Wilh.

Wilhelmsen ASA, NorSea, ARC/ASL, EUKOR, WWL, Wilhelmsen Maritime Services (WSS, WSM and WTS).

Overall purpose: Develop global leaders who will lead the company successfully and drive profitable growth by seeing and addressing current and future business challenges with vision and agility. Each leader will become a role model for the group and the industry as a whole.

volume, magnitude, and dynamics of change « Uncertainty – The lack of predictability of issues and events « Complexity – The confounding of issues and the chaos that surround any organization « Ambiguity – The haziness of reality and the mixed meanings of conditions LeAP is designed in cooperation between Thunderbird School of Global Management (ranked at the top by Financial Times) and WW Academy, tailored to fit a global and family controlled company. Participants will get to practice their newly taught skills through a business simulation.

FOCUS ON LEADERSHIP: From left: Hilja Tuori, WW Academy and Gry Brandsnes, HR.

THE 2014 ENGAGEMENT SURVEY: ACTIONS THAT COUNT ‘GENERALLY SPEAKING, leaders who implemented new actions to improve figures from the first engagement survey got better engagement ratings this time around,’ comments Gry Brandsnes, Director Global HR Processes & Tools, on the results from 2014.

‘Also employees indicate that they are prouder to work for WW than they were a year ago. The increase is significant and very high when we compare with other companies,’ says Brandsnes.

It is the second time employees from all WW companies have performed an engagement survey; a unique global exercise.

Managers have received results where they can get feedback on their leadership, how employees feel about their workplace and much more. Managers are expected to share the survey reports with their units and develop action plans.

Of course, there are differences.

Sometimes the reasons behind a change process are not communicated efficiently and the message is lost.

‘The survey is an important management tool, but as the results show this time around, the toolbox is only effective when the tools are used,’ says Brandsnes.

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YOUNG TALENT

BRAZIL

RIO DE JANEIRO

ENJOYING LIFE IN FULL IN BRAZIL Meet Adrian Mikolajczak, young technical safety systems manager at Wilhelmsen Technical Solutions (WTS), Brazil. In Rio de Janeiro, he has found the job and the country of his dreams.

TEXT MARIUS STEEN PHOTO PRIVATE

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RAZIL: As a youngster, Adrian Mikolajczak (31) enjoyed making model ships so much that he never really had a choice; he was destined to end up in the maritime industry.

‘I was determined to become a seaman,’ he says. After finishing high school, Adrian therefore decided to attend a maritime university in Poland, where he studied to become a sea officer. In between studies, he served as a trainee on board the tanker MT Wilana for seven months. This experience gave him valuable insight into the life of a seaman, the challenges on board, and what good seamanship is really all about.

After finishing his four years of studies, he decided to add naval architecture to his studies. In his final year at university, he saw an advertisement in a newspaper, listing a job at WTS in Szczecin, Poland.

Adrian was familiar with WW´s formidable presence on the seven seas, so he applied for the job and got it.

ENDLESS OPPORTUNITIES. Five years later, in early 2013, Adrian moved to Brazil to 64 WWWORLD 1 2015

join the WTS team in Rio de Janeiro, where he now works as technical safety systems manager. ‘I greatly enjoy my job. Life in Brazil is fabulous, and I really appreciate all it includes,’ says Adrian. He explains: ‘I am challenged on a professional level, as well as in my social life. I´m learning Portuguese so that I can take part in everyday Brazilian life in full.’

After almost two years he is making good use of the endless possibilities Brazil has to offer: ‘I have been to the Amazon jungle, to other South American countries, to the forests of southern Brazil, and I have climbed the mountains around Rio. Brazil and South America offer an incredible multitude of options,’ says Adrian enthusiastically.

So how does he see his future? ‘I’m very happy here, with my job, my colleagues, the professional challenges, the social life and the opportunities that I am given. So I’m really very relaxed about the future.

Anything might happen, as long as you keep an open mind. Right now, I´m enjoying life to the full in Rio with lots of sunshine and smiling people.’

Who wouldn’t?

AT WORK: Adrian Mikolajczak on board customer vessel in Rio de Janeiro.

I GREATLY ENJOY MY JOB. LIFE IN BRAZIL IS FABULOUS, AND I REALLY APPRECIATE ALL IT INCLUDES.

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The World as I see it NEAL DE ROCHE The way the world looks depends largely on where you are. In order to balance the traditional head office view, WW World is challenging managers from our worldwide organization to give their views on the market situation, current events and other subjects of interest.

THE IMPORTANCE OF PASSION AND ATTITUDE We are living in a dynamic world, with exciting times ahead full of challenges. And it is all happening at a very fast pace!

TEXT NEAL DE ROCHE PHOTO WSS

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INGAPORE: It has now been a year since we in WSS started with our “New Way of Working”. To be frank, I’m not sure how we managed before this, especially at the pace we are moving today. A matrix organisation can be a complicated way of working and takes a lot of effort to ensure that it works well. However, when it does work, the benefits are huge and I truly believe we are seeing the positive effects within Asia Pacific today. Our organisation is simply about having the right people, in the right place with the right passion and attitude.

2014 for WSS Asia Pacific started off great, we continued to keep the momentum going for almost the first half of the year. Then came June, July and August, and things slowed down significantly. Fortunately we now seem to be back on track. We have been extremely focused on cost avoidance and working “smarter”, trying to protect our margin.

The support and attitude from everyone to knuckle down and make necessary adjustments have been great and we have been seeing immediate and tangible results.

All of the above could be seen as a negative but it is actually the complete opposite. Although it will be challenging, I believe WSS are very well positioned to gain and create opportunities out of all these external factors.

We are therefore seeing substantially different growth trends from country to country and also within each business portfolio and segment.

TODAY’S EXTERNAL FACTORS and the uncertainty we face daily are challenging on all levels. Volatile markets, political turmoil, ever increasing negative environment pressures, pollution, flattening growth, weak economies, movement of the West to East era, trying to gauge trends, emerging economies not growing as per expectations, natural disasters, driving compliance and our business standards in challenging areas and so the list goes on.

HONG KONG is having pressing political issues, and this will be interesting in future years. Thailand is still recovering from their own unrest. They are currently looking at some good potential and exciting opportunities. Japan is still struggling to keep a positive trend, however they are grabbing more market share. Australia offshore has been consolidating and flattening out, but still shows good growth for WSS. We are still seeing strong exports

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CHINA IS SHOWING SIGNS of slowing down. We are, however, showing good growth and are well positioned to take more market share, having a strong sales team in place and a strong operational footprint along the China coast. Reflecting back on climbing Kilimanjaro a few years back; they have a saying when walking up the mountain: “poli-poli” (slowly-slowly). I think this fits well to understand China better. Although China is growing rapidly compared to the rest of the world, you still have to build your foundation “poli-poli style”, to ensure the quality and solid structure is in place to truly reap the benefits long term.

As volumes continue to grow and we are dealing with an increasing number of port calls, more and more service jobs and deliveries, it is vitally important that we always challenge the way we work.

on both iron ore and coal. Large LNG export projects are expected to commence in 2015 and WSS are well positioned to gain more market share. The Philippines have been working on challenging and exciting projects for the last year and will continue to do so into 2015. The team have done a superb job with some very complicated projects. Singapore have seen strong growth throughout the year due to many contributing factors; a solid sales team with a real hunger for growth, operational restructuring, challenging suppliers on quality and pricing models and a good overall offshore market which we expect will continue into 2015. Just to mention a few.

We are focusing internally on optimizing our supply chain and are pleased to introduce our new distribution centre for Asia/North East Asia based in Busan, Korea.

This will alleviate huge pressure from our Singapore distribution centre, resulting in shorter lead times and less freight costs overall. Technical services and ships agency business streams are having numerous operational efficiency projects. These have already produced significant results and will continue to do so during 2015.

As volumes continue to grow and we are dealing with an increasing number of port calls, more and more service jobs and deliveries, it is vitally important that we always challenge the way we work. Centralising certain functionalities are currently being explored and being rolled out to optimise as best as we can. The markets are changing so fast, so for us now it’s all about measuring

Always busy: Located at the crossroad between East and West, the port of Singapore never sleeps

the activities we do and keeping it simple, tangible and getting the results. I truly believe that we have to adapt with a lot more speed than ever before in order to keep ahead, and to “shape the maritime industry” like we have done successfully in the past.

I have been extremely fortunate in having worked in various places and positions within the WW group through the years. None of this would have been possible without an amazing amount of support from my wife and kids.

Starting at sea in 1991 and joining Barwil in 1997 in South Africa I then had the opportunity to work in Abu Dhabi and Dubai for many years. This was a great experience both personally and professionally. In 2008 when we arrived in Shanghai I was really excited to be part of the WW organisation in China and the surrounding Asian countries. I remember a discussion with my wife about moving to China – she asked me whether it would be a challenge for us, if the schools were ok and if it was safe – I answered yes to all. Her reply was: “Well, let’s go and have an adventure then, we can learn a lot a from something we have not yet experienced.”

I’m not so sure she knew of how much this meeting with the most amazing people, colleagues and friends would impact our lives. We feel so privileged. Moving to Singapore mid 2013 has been just as special for us and taking up a new role in October 2013 has been super exciting and challenging at the same time.

Strangely though, it feels like we are just getting started!

it feels like we are just getting started!

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LAST, BUT NOT LEAST

A cartoonist amongst us A firm believer in the importance of creativity, Fernanda Rodrigues, customer services assistant at Wilhelmsen Ships Service in Rio de Janeiro, brings lessons learnt at work to her drawing table.

Text Einar Chr Erlingsen Cartoons Fernanda Rodrigues

Brazil: Fernanda joined WSS at the beginning of 2013, dealing with customers, trying to understand their needs and expectations, and offering them tailor-made solutions.

Drawing has always been her passion and her hobby. ‘It’s a way to express myself and to relax. I have this strong idea that creativity is one of the most outstanding human characteristics and that every kind of art really has the power of changing people. I like to do both cartoons and drawings,’ she says.

Wilh. Wilhelmsen was established as an independent company in 1861 and celebrated its 150th anniversary in 2011. WW World would like to share some of the company’s long and exciting history with its readers. Readers with stories to share or feedback to give are welcome to send an email to marius.steen@wilhelmsen.com.