Quarterly June 2010

Transcription

Quarterly June 2010

ODFJELL
JUNE 2010
www.odfjell.com
CONTENTS
Odfjell Quarterly
EDITOR: Margrethe Gudbrandsen
Highlights
Women in shipping 04
EDITORIAL COMMITEE:
Ellen Skagen, Brit A. Bennett, Matt Duke,
Siri-Anne Mjåtvedt, Helge Olsen,
Marit Beate Simonsen, Theo Kruithof
CORRESPONDENTS:
SINGAPORE: Atle Knudsen
HOUSTON: Rebecca Snyder
Deadline next issue:
August 26th, 2010
Chairman’s Message 06
Landmarks
760 days without lost time injury 07
Largest TMS roll-out so far 08
Continued weak result in the 1st quarter of 2010 10
Ready for the big chair 12
Odfjell Insite ready 14
Design: Bruno Blanchard, Cox
Grafisk produksjon: Ilana Landro Pinker, Cox
Print: Scanner Grafisk AS
Cover: Captain Fidel Perez, Odfjell Academy
Photo: Medieware
Odfjell Terminals(Rotterdam) - Photo by: Ruud van Leeuwen (fotovanleeuwen.com)
Texts submitted to Quarterly may be subject to editorial adjustments.
Briefings
Simulation-based training at Odfjell Academy 17
QHSE on the agenda
Modern time piracy 20
Sea and shore
Our terminal in Oman 22
A day at the terminals 24
Earthquake in Chile 25
In society
Margareta Home for the Blind celebrates 26
Customer
Get-together in Mumbai 27
Odfjell sponsors Forskor F21 half marathon 28
Personnel 29
Fleet and terminals 30
Offices and addresses 32
ODFJELL
QUARTERLY
magazine
As previously announced, Laurence
W. Odfjell was elected and took over
as our Company’s Chairman at the
last General Assembly. I want to officially congratulate Laurence with the
new assignment. Having known him
for some years now, I have noticed
that he has the same love and desire
for our Company as his predecessor.
But he has also his own ideas, and
one of the things that Laurence has
changed already is the sequence of
our Board meetings; particularly as
they interact with some of our regular
business processes. We have newly
introduced and embarked therefore,
on a new Integrated Management
Cycle by which we shall focus on our
strategy in June (previously in September), with the purpose that the
outcome shall be reflected and used
as input for subsequent processes
such as the making of action plans,
budgeting and target setting.
So at the time of writing, we are
about to prepare for the yearly strategy meeting together with our Board
of Directors. I get questions from
time to time about our Company’s
strategy, since seemingly we are running the same sort of business year
after year. And “yes”, that is a correct
observation, but is so because that,
in fact, has been our strategy – which
has been, and still is, to operate according to a defined business model.
The business model describes the
markets in which we are going to
operate and our concept for how to
best obtain long term profitability
within same. The main purpose with
the yearly strategy session has been
to review, evaluate and update our
business model and potentially decide on any adjustments or changes.
Our business model has served us
well for many years, but is now being
tested in the wake of the downturn
of the global economy and our markets in particular. It is obvious for
instance that our services have been
further commoditized and that our
equipment is being over inspected
and controlled with often senseless
and arbitrary requirements – like the
many age limitations. We notice in
that context, that some of our competitors seem to be redefining their
business models – by scaling down,
and/or entering new markets by ordering LPG carriers and long range
product/crude carriers. It looks
like a sign of frustration. It cannot
be denied in that respect, that our
shareholders, as represented by the
Board, also are increasingly frustrated about the difficulties we face
in being profitable in the chemical
tanker market. With that in mind, it
seems obvious in these challenging
times, that many of our core ideas
will be tested, so this year’s strategy
meeting should be very interesting.
Last month I had the opportunity
for the first time to participate in a
council meeting of Intertanko. Four
subjects got special attention; piracy,
criminalization of seafarers, vettings
and the escalation of environmental
requirements. It was a good meeting
in as much as I got to meet and see
that a great number of other owners
and operators share the same concerns as we do. The issue of piracy for
instance is a huge frustration – since
politicians and governments seem
incapabable of finding a solution.
They only talk about ways of dealing
with piracy as a phenomenon that
will remain. I proposed an industry
wide avoidance of piracy infected
areas, my thinking being that piracy
should not really be the problem of
the owners and operator. Ships are
always scheduled here and there
because of the cargoes they are contracted to carry – and the problem
therefore, should rest with the cargo
owners. The proposal seemed so far
to be “outside the box” of possible
solutions, but has at least been put
on the agenda.
In the last issue of Quarterly I closed
this column by saying that I hoped
“spring” would apply to the global
economy and our markets. That has
not been the case. Instead we are
faced with the onset of a new setback, a double dip as they call it. It
goes without saying therefore, that
we need to remain conservative and
continue our efforts in enhancing
cost consciousness throughout our
entire organization.
I wish you all a good summer.
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22
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21
NR.01/ 10
Dear Colleagues,
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highlights ODFJELL QUARTERLY magazine
Women in shipping
The share of female employees at Odfjell is
steadily but slightly increasing, and women in traditionally male-dominated jobs are no longer rare
to find in Odfjell. Quarterly have met two ladies
who have made an untraditional female career in
Odfjell, not afraid of dirt and heavy lifts.
By Margrethe Gudbrandsen
The technical
superintendent
Name:
Gunvor S. Meyer
Age:
37
Current position:
Technical Superintendent
Gunvor started in Odfjell in 1996 as an engine
cadet and later 2nd engineer. She sailed for six
years before she went ashore and started working in the office as a purchaser. She had this position for five years before she decided to join
the superintendent trainee programme. After
eight months of training, she got the job as a
technical superintendent in September 2008.
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From left: Hilde Bølstad (DNV), Gunvor S. Meyer, Ingvald Larsen and Oddvin Ertesvåg inspecting the rudder on Bow Clipper
www . odfj ell . com
Is there a difference in the way a woman
does this job versus a man?
- Everybody have their own way of doing
things. I do not think differences in how you
perform your job has to do with what kind
of sex you are. It is more dependent on how
you are as a person.
What is the best with this job?
- I like that no days are the same. There are
always new challenges and new things to
learn. It is a job that never gives you the privilege of getting bored!
Gunvor does not feel that she has to work
harder nor that there are extra challenges
in her work because she is woman. But she
guesses that, having such a job, there are
challenges for those who have children.
The Officer
Name: Kristin Dahle
Age: 25
Current position:
2nd Officer on Bow Fortune
Kristin started as deck trainee at Knutsen OAS, before she entered the nautical school in Haugesund. After school
she started as cadet on Bow Chain, progressed as 3rd Officer on Bow Spring and
later Bow Chain, and progressed further
to 2nd Officer on Bow Fortune.
Why did you choose this profession?
- It is hard to tell but I grew up by the sea,
and many of my family members work at
sea. I joined my father on board his vessel
just before I started school, and I enjoyed
it very much.
What is the best with this job?
- To travel and to see the world. To work
with different challenges and new things
that happens all the time. To meet a lot
of new people, and not least the free time
period of 6-8 weeks.
Kristin Dahle on Bow Fortune
odfj ell quarterl y maga z ine
- Frequent travelling will make it hard, but
for me it is no problem, since I do not have
children.
Is it easier now than before being a female in
this profession? If so, why do you think so?
- I think it is easier now. I guess the first females having a typical male position, could
meet difficulties when performing their job.
Nowadays there are women in all kinds of
professions worldwide, and old prejudices
are no longer as dominant as before. So
things are improving.
Being in a male dominated business, do
you have to work harder because you are
a woman?
- No, there are no gender difference in
how we perform this job. However that is
my opinion, maybe the guys feel differently?
Are there any extra challenges in your
work being a female?
- There will always be physical challenges. But mostly that is ok, I get some help
from my nice colleagues if necessary.
What is the feedback from your surroundings?
- Only positive. Family and friends are
very proud of me. The negative part is
being away from family and friends during holidays and festivals. I hope internet
will be installed on every vessel as this is
a nice way to communicate with friends
and families.
How is it to combine this profession with
family life?
- To combine this profession with family
life can be hard. My boyfriend also works
at sea. So a bit of planning is required
before deciding to have a family with
children. We can still work within shipping
even though we go ashore. But I am still
young and have still plenty of years at sea.
Is it easier now than before being a female in this profession? If so, why do you
think so?
- I believe it is easier nowadays than before. It is quite common to have women
on board and I believe it will increase in
the years to come. I have only received
positive feedback from my male colleagues about having women on board. I
suppose we contribute to a positive and
alternative atmosphere on board.
NR.01/ 10
Why did you choose this profession?
- By coincident. I heard people talking about
the exciting jobs you could get if choosing
a maritime education, so I decided to try. I
did not know at that time that this also could
lead to interesting jobs ashore. That was a
bonus!
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chairman’s message ODFJELL QUARTERLY magazine
Chairman’s Message
6
This is my first address to all of you in the
Quarterly since assuming as Chairman on
May 4th. Although our business environment is challenging at present and the outlook is for further choppy weather, I would
like to start on a positive note. Within our industry, Odfjell is today recognized for quality, both within shipping and terminals. Over
the years we have exerted a positive influence within our industry by ‘exporting’ our
high standards and technological solutions
over the seven seas and to our many terminal locations. We also participate in trade
organizations and associations to promote
many issues related to HSE – thus pushing
for improved environmental protection and
enhanced product stewardship through the
logistic chain. Just as examples, in recent
years Odfjell has actively engaged in safety
issues by promoting consistent rules for
inerting of low flash cargo, or addressing
industry issues such as the increasingly byzantine vetting regime. We introduced double
hull tankers for cargo integrity purposes
long before such were required by code. And
we similarly built pressure tanks at our terminals to minimize vapor emissions.
The recognition of being one of the leaders
in our field actually imposes certain expectations and demands upon all of us. In my
first speech on May 5th at the all employee
meeting in Bergen, I reminded everyone
of the virtues and necessity of the Plan Do
Check Act cycle, which visualizes the process of continuous improvement. With the
change of Chairman, I stated that this is a
natural moment for a Check or evaluation
of the state of our Company. We need to establish a common understanding of where
we stand in order to plan our path forward.
As part of this Check, we prepared a survey
amongst many of our managers from tankers, terminals and corporate headquarters.
The results of this survey set the agenda for
a two- day management seminar where we
attempted to touch upon several of the ‘hottest’ issues, either because these indicated
most dissatisfaction with our performance,
or issues where we internally appeared to
have a lot of diverging views. In other words,
we wanted to hear about the issues in an
open forum or alternatively, we wanted to
dispel differences between perception and
fact.
depth of competence, experience and spirit
within our worldwide organization. But certainly we can improve how we work together
across business units or departmental divisions. During the seminar, there was mention of our capability to think out of the box
to creatively come up with new and better
ways of conducting our business or engaging in new business. As a squash player, I
could not help but think about all the creativity and room for play that I enjoy within
a white box… I encourage all of you to also
‘think within the box’ of Odfjell – we have
plenty of room for improvement of our often
complex and interrelated processes. In other
words, I hope you will find the pursuit for
better alignment of our goals and combined
work to also be both a source of creativity
and motivation. It certainly is a challenge,
especially as we have grown into a large and
far flung organization.
Certainly, one of my principal expectations
to all of you is that we as a company should
be willing to confront the brutal reality of
our performance, however, unpleasant such
reality may be. Only by recognizing our
shortcomings or any unsafe conditions or
acts, can we actually do something about it.
So, let us not fool ourselves and/or our colleagues. That is dangerous business.
In an increasingly competitive industry such
as ours, we need to also Act and be willing
to make necessary changes to both our business model and organizations, if needed.
But as many a wise man has said: If it ain’t
broke, don’t fix it. We will see.
In the meantime, stay safe.
Laurence W. Odfjell
Of course, the seminar reinforced my conviction that Odfjell possesses a tremendous
LANDMARKS ODFJELL QUARTERLY magazine
Initiatives and efforts implemented at OTK:
760 days without
Lost Time Injury
By OTK’s QHSE team
In June 2002, Odfjell Terminals (Korea) (OTK) commenced Loss Time Injury
(LTI) recording as required by the Korean Occupational Health Law. We
achieved 1598 days in middle of February 2008.
Unfortunately this record ended
while doing a shortcut during a
period which was very intensive and
very busy. Accordingly, to prevent
accidents and in particular personal
injuries, OTK maintained focus on
preventive measures, implemented
several preventive initiatives to
develop an attitude towards safety
in all parts of the organization that
we all were pushing in the same
direction.
Due to above efforts, we could
again celebrate 760 days without
LTI March 19th. At the time of
writing we have reached above 820
days, and our efforts will certainly
continue. This result was not only
achieved by the contribution of the
QHSE department, but was made
by the high safety spirit of all our
employees. It goes without saying;
only by keeping our people away
from accidents, we can maintain a
harmonized organization and happy
families.
OTK’s previous LTI record of 1598 days
ended by a shortcut. Lesson learned
is that shortcuts are not allowed from
a personal safety perspective nor
for OTK’s safety performance or the
Company in general. Stay safe and
take care!
Corporate efforts
• Inspection teams from Odfjell’s terminal HQ visiting
us once or twice a year. These inspections are carried
out on-site; a practical part to see that we do according
to our procedures, and the office part for auditing
the paper and documentation. Being part of Odfjell’s
worldwide Terminal network assist us keeping the
standards as required.
International standards
• OTK is yearly being assessed and certified to meet the
requirements of ISO 9001 (Quality Management) and
ISO 14001 (Environmental Management) standards.
OTK is also a member of Chemical Distribution
Institute (CDI-T), and is therefore audited every
three years under this scheme. The details from the
inspection are completed in the CDI-T database, for
our customers’ easy availability and screening, as and
when required.
Governmental requirement
• We also comply with the standards required by
Korean laws and regulations. Various government
bodies carry out regular inspections and audits related
to Health and Safety, Environmental compliance and
Fire and Explosions prevention compliance.
Bow Power and the “Fortunate 21”
By Capt. Deyro, Bow Power
It is a year of farewell for some of our
old ladies. One of them is Bow Power.
The plan of recycling was unexpected.
She will be remembered as a precious
lady, with whom romantic hours have
been spent and golden times have
been shared. It is sad to say, we are the
“Fortunate 21” who brought her in
to Alang Beach in India, on her final
farewell voyage, to set her back where
she now belongs, a “dust of steel”.
Aloha Bow Power
The crew of Bow Power
Bow Power is ending her days in Alang, India
NR.01/ 10
Odfjell Terminals (Korea)
Internal efforts
• Case specific internal safety training regularly
carried out for our shift operators and other relevant
personnel.
• On-site inspections done every six weeks. During
these inspections, which are of very practical nature,
the entire terminal is inspected and inappropriate
conditions are noted down and pictures taken. Each
item is discussed and solutions found during bi weekly
Management Team meetings.
• Internal QA audits twice a year, which is above the
ISO requirement.
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8
The TMS implementation team at OTR
Largest TMS roll-out so far
The terminal management project (TMS)
objective has been to replace local legacy
systems at the individual Odfjell terminals with one corporate solution. The
project has a global roll-out programme
for the entire Odfjell terminal business,
subject consent of partners in some joint
ventures. Our Houston terminal, OTH, has
been in production since 2008. The TMS
system has been in production at Odfjell
Terminals (Rotterdam) (OTR) since the
3rd of March. This is the largest roll-out
of TMS so far.
By Tor Jürgensen and Tom Hagesæther
Application management and SAP Basis
services are run out of Odfjell Head Office in
Bergen. The infrastructure is scaled for high
availability 24/7. The TMS provides complete contract management and an order to
invoice workflow. SAP Customs handling is
integrated with automatic creation of customs documents. Sophisticated algorithms
for unit of measurements and volume calculations are also embedded. Environment,
Health & Safety and Dangerous Goods
Regulations are other important integrated
components.
The go-live in Rotterdam
The OTR cut-over was lead up with a training programme of several hundred individual training sessions covering all the
different user groups. Six weeks before golive all OTR contracts were added to the
TMS system. One week before the go-live
all master data was uploaded into producwww . odfj ell . com
tion. In the last weekend of February a test
cut-over process was executed. During cutover all book stock and physical stock was
transferred to TMS. With the positive result
from this, OTR’s management team gave
the final go-ahead. All the pre-determined
cut-over steps were then executed through
the night. At 12:30 3rd of March the physical
and book stock was approved in production
by business experts. 4th of March terminal
management confirmed to continue with
TMS go-live. The fall back window to the old
systems was then closed, in other words,
this was the point of no return
Outstanding achievement
The first seven days after go-live was foreseen as a day and night war-mode period
for business and the support teams. Personal commitment and intrepidness was in this
period played at all layers of the organization. A good example is the forwarding de-
NR.01/ 10
9
partment. On the first day, this department
struggled to get 20 trucks processed in 20
hours. Within four business days, they were
close to normal operational performance as
before the cut-over. At the waterfront close
to normal performance was achieved from
day one. This is an outstanding achievement. Customer Service, Planning and Customs did a remarkable job by transferring all
nominations manually from the old system
to TMS at the first production day.
In order to have a successful “TMS go-live” period without too much disturbance of the core
business, two support teams were in place during OTR go-live: an “On the Job Support Team”
(focus on user support) and a “Quick Response
Team” (focus on incident handling). This approach has been quite successful. Since Easter these support teams have gradually been
replaced with a permanent support structure
which consists of the following levels:
- 1st line support to be provided by local Key Users.
- 2nd line support provided by local ICT.
- 3rd line application support provided by
Corporate ICT.
- 4th line of support is provided by SAP
Application Management Services.
The local 2nd line is currently handling and
structuring the majority of the incoming issues. The local support is well structured
and well performing. The communication
and integration with global support is well
organized. The application support team
offers the permanent structure for 24/7 support within the Odfjell line organization.
The replacement of a terminal’s core ICT
support system is a risky and difficult operation. The first weeks after the cut-over demanded focus and hard work. This included
in some cases, as anticipated, delays and
slow performance.
Not too bad
The switch from the old to the new TMS
system went smoothly. However as with
new systems of this size there will always be
some challenges in the first period of operation. The Odfjell ICT and the project organization will continue to work with full focus
to resolve any issues that may arise.
Continued weak
result in the 1st
quarter of 2010
By Tom A. Haugen
Early May the Odfjell Group released its 1st quarter 2010 results. The net result showed
a loss of USD 4 million amid weak earnings on the parcel tanker side due to lower freight
rates and lower volumes. The tank terminal results however remain strong.
The consolidated gross revenue was USD
10 million lower than the 4th quarter last
year, positive results from bunker escalation clauses and hedging contributed USD
14 million. Operating expenses was USD 14
million lower as permanent cost saving initiatives became effective. We expect operating expenses to remain at this level or lower.
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Our administration expenses remained
stable as we have stringent cost saving initiatives in place. Net interest expenses are
lower as we are able to take advantage of
lower interest rates and the elimination of
the Norwegian tonnage tax liability.
We have sold five coated vessels for recycling
during the 1st half of 2010.
In February we took delivery of MT “Southern Jaguar” under a two-year time charter for
worldwide trading. In April we took delivery
of MT “Flumar Brasil”, a 51,000 dwt IMO III
product tanker, from the SLS yard in Korea.
We are confident that the tank terminal results will remain strong on the back of the
successful expansion programme, a solid
contract base and continued strong demand
for storage and terminal services.
We foresee improved 2nd quarter activity in
certain trade on the shipping side, but the
pressure on freight rates is expected to continue as competition remains fierce.
Flumar Brasil
Bow Bracaria is one of the multitank vessels that will change flag to NIS
Odfjell brings
additional
ships under
Norwegian flag
Odfjell are in the process of bringing five
vessels into the Norwegian International
Ship Register (NIS).
The vessels are Bow Brasilia (5,870 DWT/
built 1997), Flumar Brasil (51,000 DWT/2010)
and the multitank vessels Bow Balearia (5,870
DWT/1998), Bow Bracaria (5,941DWT/1997)
and Flumar Aratu (13,834DWT/1997).
Odfjell took delivery of Flumar Brasil in April
from SLS Shipbuilding Co Ltd, Korea. The
change of flag on the other multitank vessels
is due to the relocation of chartering, operawww . odfj ell . com
tion and ship management from Germany to
Bergen. The change of flag of Flumar Aratu is
due to the cancellation of a bare boat charter
agreement with Flumar.
Odfjell will eventually have 27 vessels registered in NIS, and is today the largest employer of Norwegian mariners under the NIS flag.
- If we see the shipping industry getting more
stable conditions in the future, we will consider increasing our number of vessels in
NIS, says Jan A. Hammer, President/CEO Odfjell SE.
Strong banker
confidence in Odfjell
- The only thing new since last year’s bank
presentation is that we are one year closer
to a recovery from the financial crisis. But we
still do not know when it will happen. This was
the opening words of the Head of Shipping in
Nordea, Thor Erling Kylstad’s speech at the
annual Odfjell bank presentation in May.
NR.01/ 10
- The competition tends to harden and many
shipping companies suffer severe economical
losses. However, on behalf of the banks presented here today, I am confident that Odfjell will remain one of the most solid and sound shipping
companies also after this crisis, Kylstad continued.
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32 representatives from 17 different banks joined
Odfjell for this event, followed by a dinner at the
Fløien Restaurant.
From left: Tom A. Haugen, VP Finance Odfjell and Thor Erling
Kylstad, Head of Shipping Nordea at the dinner at Fløien.
Arbitration award
Odfjell has been notified that Sevmash will not pay the amount awarded in the arbitration case voluntarily. Odfjell won
the arbitration case against the Russian shipyard in which Odfjell was awarded USD 45 million including refund of
expenses.
Unfortunately this means that Odfjell has to formally seek enforcement of the award through the courts in Russia. The timeframe of this process is difficult to assess and it will lead to a delay in receiving the full payment. However, an interest rate of
8.5 percent p.a. as from 30 December 2009 will be added.
The Norwegian Government assists Odfjell
Odfjell made contact with the Norwegian authorities in April to seek guidance in this process against a corporation fully
owned by the Russian State. In May, The Odfjell versus Sevmash case was the only theme on the agenda during a meeting
between the Norwegian Minister of Industry, Trond Giske and the Russian Deputy Prime Minister Viktor Zubkov. According
to the Norwegian newspaper, Dagens Næringsliv, the Russian response to the case was positive and stated that there will be
a new meeting in St. Petersburg in June.
Ready for the big chair
At the Annual General Meeting 4 May,
Dan Odfjell stepped down as Chairman
and gave the chair to his son Laurence
W. Odfjell, who was elected as the new
Chairman of the Board.
By Margrethe Gudbrandsen
But this was not done in a tick. Laurence had
other plans than being part of the family business. - Following Dan’s first request, it took two
years before I decided to leave my work as architect and join the family business. Then a long
time of training started to be qualified to the position as, Chairman of the Board, Laurence says.
Quarterly April 2008 edition further expands
Laurence way to the top.
You have had a thorough training within Odfjell for many years. Do you now feel ready for
the position as Chairman of the Board?
- The only possible answer to this question is
affirmative, because otherwise I could not have
accepted. Of course, the readiness for such
position is not so much based on me as an individual, but rather how I insert myself into a
composition of fellow board members. In other
words, the shareholders and the Company can
count on the combined experience of my fellow
board members. And I must add that we are very
happy that our outgoing Chairman, my father,
has accepted to continue contributing to the
Company by staying on in the Board, says Laurence.
12
Name: Laurence W. Odfjell
Position: Chairman of the Board
Nationality: Norwegian
Place of residence:
Rotterdam and Singapore
1984-1993:
Architectural studies at Yale University,
Master of Architecture
1995-2000:
Designed the new Odfjell winery in
Chile. Opened his private architectural
firm; Arquitectos Anónimos
2000-2003:
Terquim, Chile – first Commercial
Manager, later as General Manager at
the terminal.
2003-2006:
Sao Paulo, Brazil - project manager at
regional headquarters for Associated
Terminals. Simultaneously, he
completed a new winery project.
2004-2007:
Board Member in Odfjell SE
2006:
Sent to Singapore to learn shipping
basics.
2007-2010:
President Odfjell Terminals BV.
2010:
Chairman of the Board.
What will be the main focus for the Board in the
near future?
- It would be premature to properly answer this
question at this point, because the Board in its
new composition has not had a chance to meet
and discuss. This will happen in Mid June when
the Board will have its annual strategy session.
In connection with the change of Chairman,
we gathered management from our worldwide
organization in a two day seminar to openly discuss our ‘state of the union’ and what steps we
should be taking going forward. Based on this
review, Management is preparing the agenda
and recommendations for what should be Odfjell’s main focus going forward. Of course, in
any change of organization, the Board needs
to ensure that we have the right organizational
structure and the right composition and players
within top management, he explains.
Odfjell SE has had an enormous expansion
since the start four generations ago, how do
you feel about filling the shoes of your predecessor?
- Most politicians and managers when appointed to high office or position, typically state
that they feel a great sense of humility and responsibility when assuming office. So I fear that
anything I say may sound like a cliché. I most
certainly feel the weight of carrying on the work
of my father, grand father and great grand father. I also feel very privileged that I have been
entrusted with this responsibility. Needless to
say, it is ‘impossible’ for me to replace one to
one my father, who was one of the pioneers in
the chemical parcel tanker industry and also
pioneered our tank terminal activities. But, the
Company and our particular industry are in
very different stages of development today than
what my father faced when he started out. So,
we do not pretend or believe that this is a one
to one replacement. I want to emphasize that I
do share with my predecessors a long-term view
for our Company, one that strives for a longterm competitive return on investments for all
the shareholders. And underpinning my goals, I
hope that after my tenure, I can ‘hand over’ this
Company to my successor in sound condition.
We have left some rocky quarters behind us,
how do you see the future and how will Odfjell
further adapt to this roller coaster of a financial
crisis?
- First of all, I foresee more rocky quarters ahead
of us. Odfjell acts on the global arena and the
debt crisis will, in my view, impact demand and
thus also trade in many regions – the question
is not whether there will be an impact, but how
strong, how widespread and for how long. Our
industry is quite capital intensive, so we will
have to scale back our expansion ambitions (at
least temporarily) in order to ensure that we do
not overstretch our capacity in the event that
very negative scenarios play out. Odfjell has a
robust business model due to our versatile and
flexible fleet and also due to our terminal business, so I am confident that we will be one of the
players left standing. Fortunately, our business
model has the flexibility for us to adapt and take
necessary measures to reduce downside risk,
Laurence ends.
At the Annual General Meeting Mrs. Marianna A. Moschou and Mr. Ilias A. Iliopoulos resigned
as Board members following ChemLog Holdings Ltd sale of their A-shares in March 2010. Bernt
Daniel Odfjell and Christine Rødseter were elected as new Board members. Odfjell SE would
like to thank Mrs. Marianna A. Moschou and Mr. Ilias A. Iliopoulos for the excellent work they
have done on the Board since 2003 and 2008 respectively.
Dan Odfjell, who pioneered in the chemical parcel tanker industry and our tank terminal
activities, handed over the Chairman’s chair to his son Laurence W. Odfjell.
NR.01/ 10
Terje Storeng, held a very positive and personal speech to Dan Odfjell at the Annual
General Meeting 4 May. He thanked Dan for his indomitable eager for the business, seeking
opportunities where other overlooked and for having strong faith in his projects and ideas.
And we all know he succeeded!
Welcome to our
new Board member!
Name: Christine Rødsæther
Born: 1964
Status: Partner, three children
Place of residence: Oslo
Nationality: Norwegian
Christine Rødsæther has not yet attended any
board meetings, still she has a strong impression of Odfjell. –The Company appears to have a
strong and highly competent organization providing the fully integrated services to its worldwide client base efficiently and with high quality safety and environmental standards. These
are all elements needed for continued global
leadership within the market segment. Odfjell
does also appear to be highly focused on CSR,
using its leading position to improve industry
standards relating to safety and environmental
issues, she states.
issues for the group, reviewing and if necessary
adjusting the goals and objectives. This means
that in addition to reviewing the group’s systems
ensuring operation of high quality, safety, and
environmental standards, focus should be on
cost control with active use of key performance
indicators and how the synergies between the
different group companies best can be taken
out. In addition, it should continuously be assessed whether the Company’s equity base is
as required for the Company’s strategy and the
debt financing in line with the market conditions, she says.
Heavy luggage
Family oriented
Christine has a solid juridical background. She
is a lawyer/partner with Vogt & Wiig, and has
specialised in shipping/maritime law, including shipbuilding contracts, sale and purchase
of ships, charterparties, issues relating to ship
design, ship financing including sale and lease
back. She is currently head of Vogt & Wiig’s shipping and offshore department.
Christine recharges her batteries while spending time with her family in her spare time. She
enjoys outdoor activities in the mountains and
by the sea summer and winter, in Norway and
abroad. In particular, the family enjoys spending
time in their house in Italy, absorbing the Italian
culture. She also finds peace through travelling,
music, reading and theatre.
Challenging times
Rødsæther climbs on board Odfjell in rough waters. - Odfjell faces challenging times. At board
level, with enhancement of shareholder values
and the financial results being the core, focus
should be on strategic challenges and principal
13
Margrethe Gudbrandsen Communication Manager and Arne Sletten Helgesen Project Manager are looking forward to launch Odfjell Insite
14
Odfjell Insite ready
Odfjell Insite is about to be launched
these days. We are now migrating from
three existing intranet solutions
(Houston, Rotterdam and existing
Corporate) into one single
corporate intranet for the entire
Odfjell organization.
In a user survey (January 2009) 71 % of our
300 respondents from all parts of Odfjell
reported that they use the intranet daily or
several times each day. – I hope the user will
find the new Odfjell Insite useful, easy to
navigate and up-to-date, says Arne Sletten
Helgesen, the Project Manager for Odfjell
Insite.
Critical success factor
A critical success factor for Odfjell Insite will
be its ability to present relevant trustworthy information. – We have appointed and
trained responsible editors and publishers
all over the organization. A total of 46 publishers have been trained. The task of the appointed editors and publishers is to update
and publish useful information for everyone,
says Margrethe Gudbrandsen, Communication Manager. A “How to use the Odfjell In-
site guide” is made available on front page of
Odfjell Insite.
- We constantly need to develop and improve Odfjell Insite so it fulfils the need of
the Odfjell organization. We can expect that
changes and additional content will be implemented and presented in the future, says
Helgesen.
Collaboration sites
The technical platform for Odfjell Insite also
makes it possible to create collaboration
sites. Such sites will make it easier to share
information, tasks and documentation
across business units and locations. – Currently we have a strong focus on preparing
Odfjell Insite, but over 50 employees on different location have been trained on how to
use the collaboration sites, says Helgesen.
Incredible volumes of spam mail
Our ICT systems stopped 1,142,937 emails as spam in Q1. If each user wasted just 5 seconds to check and delete each of these, the organisation would have used 1587 working hours checking spam in the period. In other words, without effective anti-spam tools the business
would have risked wasting over 200 working days manually deleting spam messages! Spam is not just a nuisance, it is a direct risk to corporate business productivity.
The tanks are going to be built similar to the
bunker tanks. They will look and perform similar
to the bunker tanks but are slated for chemical
storage. The project is scheduled to be ready in
September this year.
NR.01/ 10
We are digging
in the dirt again
In March Odfjell Terminals (Houston) started
the construction of the Bay 17 expansion of
two carbon steel tanks of total 10,700 cbm.
15
Remove dirt with engineered fill capable of supporting the tanks
More expansion
in Korea
Odfjell Terminals (Korea) will start new
construction of storage tanks around
July 2010.
The total is 63,120 cbm in 15 tanks and
the project will be completed around
3rd quarter 2011. We will revert with further details on a later occasion.
Briefings ODFJELL QUARTERLY magazine
Following a long day of busy discussions the whole group went sailing along the island on an old sloop, an
appropriate mode of transportation and a very nice voyage despite the rather cold northerly breeze. After dinner
the discussions continued into the late evening, alternated by good stories and jokes
16
Bekkjarvik management workshop
By Klaus Walderhaug
May 20-21, 35 members of Odfjell top and
middle management gathered for a seminar in the idyllic village of Bekkjarvik in
the islands of Austevoll, south of Bergen.
The main purpose of the meeting was to
address a number of issues of current interest, but in addition a good opportunity
for some management teambuilding.
This was also the first chance for the newly
appointed Chairman of the Board Mr. Laurence W. Odfjell to meet with most of management jointly. Unfortunately, due to other
pressing engagements and because of disruptions in the air traffic by Icelandic ashclouds, five invitees were prevented from attending the seminar. Yet, some of our major
overseas locations; Houston, Brazil, Dubai
and Singapore, were represented.
With only two days at disposal, there wasn’t
time to go through all aspects of our company from A to Z. To make sure focus of the
seminar would be on the most important
topics, the summit delegates had taken
part in a pre-meeting survey mapping their
opinions on a large number of statements
about the Odfjell organisation and the way
we operate and run our business. Based on
the survey feedback, President/CEO Jan A.
Hammer and Chairman of the Board Laurence W. Odfjell put together a comprehensive programme covering a wide range of
current subjects.
The first day was dedicated to the present
situation and particular challenges to Odfjell.
Naturally, safety was on top of the agenda;
Port Captain Odd Magne Vik shared his experiences after an accident in January this year,
emphasizing the crucial importance of safety
and quality thinking throughout. Laurence W.
Odfjell presented his views on the integrated
management cycle, stressing the need for better alignment of objectives by all employees
at Odfjell to improve our bottom line. Before
lunch there were group sessions on cooperation and communications, based on business
cases involving Ship Management, Operations
and Chartering. In the afternoon the meeting
turned to the new intranet platform Odfjell
Insite, to cooperation between tankers and
terminals including the somewhat controversial topic of internal pricing, and to quality management issues. The final topic of the
day was human resources management, with
group sessions on leadership, on career development and succession planning, and on Odfjell’s salary adjustment process; subjects that
sparked lively discussion.
Some of the attentive delegates during one of the plenary
sessions
During the second day it was time to look
ahead. After a brief view of the market outlook and our financial constraints, the group
discussed our experiences with the time
charter fleet. The main item of the day was
group sessions on various aspects of Odfjell’s
business model. Finally, the new Chairman
of the Board closed the seminar with some
summary remarks.
The seminar covered a number of crucial
subjects to Odfjell, and discussions were
characterised by openness, enthusiasm
and considerable headroom. The opinions
expressed are valuable input to further development of Odfjell and our operations and
thus, this was two days well spent.
Simulation-based training
at Odfjell Academy
By: Capt. Fidel N. Perez & Janelve C. Ramos
To assure our clients’ needs and requirements,
modern innovations in our training technology are
being adopted at the Odfjell Academy. Simulationbased training is deemed the best and most effective learning tool.
NR.01/ 10
Proper learning and training of crew is very important
and essential to Odfjell. Simulation-based training
maximizes the training investment for the Company as
it provides deeper and more lasting learning impact.
Odfjell Academy, as an in-house training center, is basically concerned with the quality of the training offered
to our crew. Instructors are pedagogically equipped
with necessary information needed regarding course
developing and conduct.
The difference
The focus of simulation-based training is on knowledge and skills application. The students/trainees are
placed in virtual reality for much better teaching method. With the use of simulation in various training, retention and knowledge-level increases and stimulates
the learners/trainees to think more logical and analytical. It also motivates and leads to better performance
by doing the job efficiently. The non simulation-based
training or the conventional training method focuses
on imparting lectures, theories or abstract knowledge.
This may lead to rote learning or learning through
memorization without understanding the significance
of what is being taught. Based on these testimonies, it
is proven that learning by its nature is a holistic process; it is not confined to the four corners of the classroom. Learning does not only mean mastery of complex theories with certain techniques but also mastery
in human interaction, sourcing of information and
enforcement of knowledge gained. However, it is quite
understandable that learning process may be affected
by the behavior, working environment and other external factors.
On board application
Aside from simulation trainings, we have hands-on and
computer based training on board. All deck end engine
officers have a personal Training and Performance Record Book (TPRB) which is important documentation
of all training which has been completed. The Odfjell
Academy is continuously giving all its effort and perseverance in imparting the best way of learning among
our crew. Real life on the job training are being applied
for the enhancement of knowledge. It is our goal to deliver the course effectively and ensure follow-up training are done for professional growth and development
of our crew.
17
Simulation training at Odfjell Academy
Students about the simulation training
1. How effective and beneficial is the
simulation-based training including
hands-on and real training equipment?
CE Leo J. Gegajo
- The use of simulators in training
closes the gaps between theory and
practice. A simulator when employed
in an examination offers a solution to
the problems of skills, competency
and higher levels of assessment. It is
one of the best procedures that put a
person in an active role, duplicating,
as much as practical, some aspects of
reality. Simulator must offer the best
fidelity for the right scenario being
developed and the whole assessment
process must be valid, reliable and
objective. Simulation technology is
continuously advancing, therefore it
is necessary to upgrade and renew its
system and functionality.
3M Eraño Nazar
- It is very effective and beneficial because we can apply right away whatever we have learned theoretically. It
will give us a chance to practice and
learn things before doing it on vessel.
2. How will you compare simulationbased training to non-simulation or
conventional training method?
2M Mely Junio
- Both of these methods enable us to
learn but the only difference is that in
conventional training you are planning in advance, while simulatorbased training is applying what you
have planned.
Elec Rhannel P. Alaba
- Simulation-based training is more
understandable rather than the conventional because we see the actual
movement of the process.
Value for Money
- the first prizes awarded
By Klaus Walderhaug
Earlier this year, Odfjell launched the Value for
Money (VFM) campaign to gather good ideas leading to smarter and more efficient work. So far we
have received more than 40 suggestions from the
office employees worldwide, in addition to more
than 20 contributions from our colleagues at sea.
The range of suggestions received is quite wide,
including cost savings, efficiency gains, safety
enhancements and improvements benefiting the
environment.
The committees reviewing the various
VFM suggestions have now awarded
the first initial prizes. In most cases the
implementation is still being evaluated
by the relevant units. Hence, the committees have rewarded good ideas with
a preliminary token sum, obviously with
the purpose of raising the prize sum if
the suggestion should be implemented
and proven valuable.
Although quite satisfied with the participation so far, let us emphasize that
we welcome many more suggestions
for improvement. We are confident that
there are colleagues at sea and ashore
who have ideas that really would make
a difference to Odfjell and the way we
operate. Perhaps that is you?
18
Reduced freeboard to increase DWT is one of the
suggestions in the value for money campaign.
The vessels
prize winners are:
Contributor:
Mariners:
CAP Anders Borgstrøm
CHE Per Arild Bjørgen
CHE Bjørnar Bjørit
CAP Anders Penna
CAP Anders Penna
CAP Anders Penna
CHE Bengt Erik Gille
CHO Odd Arne Hansen
CAP Trevor Northage
CHS Jimmy K. Shavez
Office employees:
Bjørn Ydse
Einar Øye
Henning Løseth
Matt Duke
Trond Teigland
Suggestion:
Reduce freeboard to increase DWT
Reduce Aux. Running hours training of deck officers
Install small deck wash pump (fire line)
Revise procedure for stripping of cargo pumps
Use smaller connection 2” on Annex II overboard
More durable hydraulic hoses to be used
ME Sea Water Cooling to be lead to butterworth heaters
Revision of cleaning procedure for high/low viscosity cargo
Reduce printing (ink) cost
Better control of provision expiry dates
Install plug-ins for electrical cars
Replace paper archives with electronic archives
Coordination of database information maintenance
Improve routines for and control of purchase of stationary items
Implement systematic post-voyage analyses
Asia Pacific
summit in
the Fjords
By Siri-Anne Mjåtvedt
In addition to the Asia Pacific chartering
team in Bergen and representatives from
operations, we were joined by colleagues
from Tokyo, Seoul, Shanghai, Singapore,
Durban and Sao Paulo. We enjoyed two
days of interesting presentations, good
and fruitful discussions as well as valuable
socializing. Prior to and after the summit,
our guests also spent time in the Bergen
office, catching up with colleagues in different departments. The feedback from the
participants were all on a positive note, and
we shall bring this experience with us in our
daily work going forward.
We took us a time out for sightseeing on the fjord including a trip to the neighbouring arm of the Sognefjord, the Nærøyfjord,
a UNESCO World Heritage Site
NR.01/ 10
During the last week-end in May, the Asia
Pacific group held a summit in scenic
Flåm, situated at the end of the 220 km
long Sognefjord. Flåm is about 2.5 hours
by car from Bergen and is one of the major
cruise ship destinations in Norway.
19
First row from left: Henning Werner Nielsen, Khalil Talib, Anne Liv Røstøen, Hallvard
Edvardsdal, Arvid Holt Jensen, Gareth Williams and Siri-Anne Mjåtvedt.
Second row from left: Bente Stangeland, Zhu Guohe and Young-Kyou Ha.
Third row from left: Melbourne Pinks, Joao Augusto Scassa Neto and Ken Kurihara.
Fourth row from left: Ove Nygård, Karl Henrik Berge and Per-Ove Sjåstad
NOCT teambuilding
session
By Samantha Wei Xu
To further improve internal communication within the new-built organization in
NOCT, a two-day teambuilding/motivation
session was arranged at Hatta Fort Hotel,
Dubai on 16-17 April.
From left: Subhash Shetty, Fredrik Sandrud, Noemi Larsen, Trond Eirik Hasselo, Ali Al Farsi, Med Sayadan,
Irene De Klerk, Malcolm Chetty. In front: Tore Vågenes
All employees were actively involved in the
programmes also resulting in good ideas
to further solidify our new organization.
With no exception, all employees believe
the teambuilding significantly has broken
down communication barriers and brought
employees a lot closer to each other.
QHSE on the agenda ODFJELL QUARTERLY magazine
Preventing measures
20
Pirates operating outside East Africa have expanded their area of attacs deep into the Indian ocean
Modern time piracy
By Toralf Sørenes
It is well known that piracy has been
around for centuries and makes flashing news and popular stories. In modern
time armed robberies in ports or coastal
states with poor control in combination
with poverty or political unrest have
been the major concern for ships. This
is something we have been and still are
faced with to a various extent in different
parts of the world.
But in 2008 something changed. Hijacking
of ships and crew for ransom started off the
coast of Somalia, increased in volume and
migrated into the Gulf of Aden. In late 2008
the scale and success rate of piracy in the
Gulf of Aden reached a level that made Odfjell decide to avoid the area and sail around
Africa. The Gulf of Aden is however, a limited
sea area in a key trade lane. Navy ships from
several nations came in and gradually gained
some control and we resumed our sailings.
An acceptable frequency of convoys and
protected group sailings has improved the
level of comfort in the Gulf of Aden. Use of
aforementioned services may cause delays,
but the safety of crew and ships must always
come first. A negative result of the increased
naval presence in the Gulf of Aden is that the
pirate activity, which raises and falls with the
strength of the Monsoon, has migrated back
to where it started. But instead of being an
off-shore issue that could be avoided by sailing restrictions, it has spread so deep into the
Indian Ocean that we can no longer avoid it by
sailing around Africa nor by staying far off the
African coast. This is the present situation.
At Odfjell we have about 100 Gulf of Aden
transits yearly, time chartered ships included, so we are significantly exposed. Further,
the piracy problem has been around for so
long and taken such “industrial” proportion that it has settled as a strong concern
for our sea-farers, their families and us. The
ships are asking for proper protection and
some even ask for arms or armed guard.
Not arms to fight or deter piracy, but as last
resort of self defense. Most stakeholders
like IMO, Underwriters, Flag States and relevant industrial groups advice against arms
on commercial ships unless it is under
naval or flag state control. The aforementioned groups have made a joint advisory
document called Best Management Practice which contains various passive defenses and are acknowledged as an industrial
standard. At Odfjell we monitor the situation closely and have implemented most
of the advice from these groups in our own
security procedures.
Pirates are reportedly a mixture of soldiers
and fisher-men and the numbers of pirates
and the number of active mother-ships are
limited when compared to the naval resources in the area. The ransom money and subsequent financing of the activity are increasing
and the pirates seem to adapt quite well to
the navy’s change of focus or tactics. In our
opinion the authorities should fight piracy
more forcefully, i.e. eliminate mother-ships
and detain the pirates, instead of leaving it to
the individual owners and innoncent seafarers to adapt to the problem. As our former
Chairman Dan Odfjell wrote to one of our
seafarers; this is not a problem that Odfjell
can solve alone and we do whatever we can
to influence the authorities to attend to the
problem in a stronger fashion.
Experience shows that if the ships follow the
procedures and guidelines the chance of being hijacked is significantly reduced. Furthermore, if the owner or manager of a ship that
is hijacked promptly starts active negotiations with the pirates, the ship and crew will
be released unharmed within a reasonable
time. But we understand that being in the
hands of unlawful pirates are a terrible situation and at Odfjell we will do all we can to
comfort the crew and their families and solve
the situation.
QHSE on the agenda ODFJELL QUARTERLY magazine
HSE Awareness
- HSE course for Odfjell Tankers Management Group
By Bjørn Ydse
Systematic HSE work and a sound HSE
culture are essential to Odfjell. In March
an HSE course was arranged for the top
management in Bergen.
- One of the most important themes and
discussions were how
the Odfjell organization can assure a good
reporting culture by
practicing a non blame
culture.
Experience
feedback and lessons
Morten Nystad
learned are also key
factors. It is important that everyone in the
entire Odfjell organization takes ownership,
not at least top management, says Morten
Nystad, SVP Odfjell Tankers Chartering.
NR.01/ 10
The Norwegian authorities have determined that all managing directors (presidents) in Norway must undergo a mandatory HSE course with minimum content
and predefined themes. Odfjell’s President
Jan A. Hammer therefore decided that the
Odfjell Tankers Management Group should
also join this course, which was tailored to
cover the minimum requirements and internal needs. It was held as two modules,
an introductory module on rules and regulations and a main module focusing on the
HSE culture.
21
Main goals for the HSE management course
• Increase the skills on how to work systematic with HSE
• Assure that the employer attends to the work within HSE and welfare
• Increase the skills of the environmental factors which influences the working environment
• Contribute that the employer works well with the HSE work by performing dialogs
and cooperation.
Emergency drill for Rotterdam terminal operators
Our Rotterdam terminal staff is frequently
performing emergency drills. Not only at the
terminal, but also at a local training center
where real live situations can be staged perfectly well. On March 23 it was Odfjell Terminals Rotterdam’s Shift C’s turn for a full day of
fire-fighting, rescuing, working with breathing equipment and First Aid practice.
Pictures by Theo Kruithof
SEA AND SHORE ODFJELL QUARTERLY magazine
Our terminal in Oman
- Fast growing in a buoyant market
By Zeger J. J. van Asch van Wijck
Sohar, in the Sultanate of Oman, is a fascinating city that overlooks the Gulf of
Oman. It is suitably located between Muscat, Oman’s capital and the United Arab
Emirates’ city of Dubai (only 200 kilometers away from each). The city of Sohar
assumes its historical significance as a
commercial and cultural bridge between
the two countries for many decades.
22
Its importance as a distinguished geographical location and prominent axis to
the neighboring regional ports has further
raised its stakes during the recent years.
Based on these factors, huge development
plans have been initiated which has made
Sohar one of the major industrial towns
these days. Many major plants in the petrochemical sector and other industrial activities have been established and the city has
started to lead its way to be a key industrial
area in the country.
More storage tanks
One of these newcomers who have settled
in the Port of Sohar these last few years is
Oiltanking Odfjell Terminals (OOT). Started
building tanks and infrastructure in 2006,
the company has already built many tanks
of different sizes, ranging from 1.700 to
52.500 cbm, to meet the increasing demand
for more storage facilities in the region. Just
after completion of the first phase of the
Jetty C from Oman Refinery
The OOT office
terminal, OOT recently embarked upon a
further project to build even more storage
tanks. Work on these new batches is scheduled to be finalized in mid 2011, raising the
total number of tanks to 54 (from 39 tanks).
This increases the current capacity from
842.500 cbm to an estimated new volume of
about 1.270.000 cbm.
OOT also operates six jetties, four of which
are capable of handling vessels up to 110.000
DWT and the other two jetties can handle
vessels up to 70.000 DWT.
Tank farm
New Office Building
Oiltanking Odfjell Terminals Oman has recently inaugurated its new state-of-the-art
office building. The architectural design
has taken the Omani ambience and the
country’s dominating building styles into
consideration, though mixed with some
touches from international blueprints. This
has resulted in a very comfortable atmosphere for the company’s employees, which
is reflected in the big improvement in their
performance and morale.
Entrance to the office
SEA AND SHORE ODFJELL QUARTERLY magazine
Workforce Omani-style
By Zeger J. J. van Asch van Wijck
As a result of the above efforts, OOT’s Omanization percentage rose to 70%. This number
is considered one of the highest compared
to the percentages achieved by other neighboring companies. It further proves that
Omani employees have high capabilities
and potentials.
NR.01/ 10
Oiltanking Odfjell Terminals is employing
a mixture of multinational staff, working
side by side with their Omani colleagues.
As those workers are coming from different settings, they constitute a nested
cultural texture that eases better understanding among employees. This mixture
also provides a rare opportunity for the
Omani staff to obtain the best on-the-job
training from these international experts,
know-how they apply in practice during
their daily operations.
OOT has organized a number of training
courses and programmes in different areas
for its employees. Main focus areas have
been safety and security, fire fighting, recovery and dealing with chemical materials.
As the Company is committed to the Sultanate of Oman’s so called “Omanization Programme”, OOT has been recruiting Omani
citizens to fulfill highly important positions
in the engineering, mechanical, electrical and technical arena since 2006. These
people are trained in the fields of operations
and on the technical side, as well as in the
English language in order to improve their
communication skills.
23
To have the opportunity to meet with the entire staff not only at the workplace, we organized an annual
get-together. This year’s annual Family Day was held in February 2010, in Wadi Al A’han. It was a day full
of fun in the form of games, traditional Omani food and drinks. We all enjoyed it
Odfjell did it again!
Team 154 – Odfjell – did the RopaRun
again. Our team managed the 530 kilometres long non-stop running-relay
from Paris to Rotterdam in 41 hours
50 minutes and a handful of seconds,
resulting in an average speed of 12,41
km/hour. With this time, the Odfjell
team ranked 53rd from 275 participating teams. We hope that our position
on fundraise score list will be higher –
we’re still counting.
The RopaRun is a fundraiser to control
cancer and to help improve the quality
of life of cancer-patients. In 2009 the
joint teams raised 4,7 million Euro of
which the Odfjell team and its sponsors
contributed Euro 34.000.
sea and shore ODFJELL QUARTERLY magazine
A day at the terminals
Cleanliness of equipment is essential in our business, so we check accurately.
Operator enjoying the
view on top of a tank at
15 meters altitude
24
All operators frequently participate in emergency drills
Safety first when connecting a hose
An operator at OOT checking a valve
DREAM REALISED AT LAST
By Mbongi Qwabe
In May 2010, one of my long waited dreams
came true. Thanks to good Captain Leif
Nedregotten, Bow Favour, Mel Pinks Commercial Manager at Odfjell Makana and
the whole of Odfjell Makarna South Africa/
Phosfert Marine team, I could join Bow Favour on a two-day’s journey.
From left: Captain Leif Nedregotten
and Mbongi Qwabe
I was delighted when this opportunity came
my way as I joined Bow Favour’s voyage 20103
from Richards Bay to Durban. With this trip, my
knowledge was enhanced as I observed officers
navigating the ship’s course/position and the
crew attending to tank cleaning.
During the voyage, the seas were not rough, so
my stomach was able to cope with the rolling
and pitching of the vessel. Master and officers
were very good to me and they responded positively to all my questions. The knowledge I have
gained on board will undoubtly help in the future and I wish Captain Leif Nedregotten, the
officers and the rest of ship’s crew a safe voyage
to Singapore.
sea and shore ODFJELL QUARTERLY magazine
Vehicles and destroyed highways in Santiago after the
earthquake. AP Photo/Carlos Espinoza.
Photo Reuters/Marco Fredes
Earthquake in Chile
By Luis-Alberto Salomon
On February 27th at 03:34 hours a powerful earthquake measuring 8.8 on the
Richter scale struck the central zone of
Chile (Maule Region). The epicenter was
situated off the coast 100 km Northwest
of Chile’s second largest city, Concepcion,
and 300 km south west of Chile’s capital
Santiago. The actual earthquake lasted up
to three minutes.
At the port of Talcahuano a ship was lifted off the dry dock
by one of the tsunamis and left partly on top of the berth
structure. Photo: El Mercurio/Hector Yañes
According to scientific measurements the
city of Concepcion was moved three meters
to the west while Santiago was displaced 24
centimeters in the same direction.
Severe damages
The entire central area suffered damages to
buildings, roads, ports and infrastructure
in general to different extents. The coastal
areas were also hit by tsunami waves causing great damage to coastal settlements and
port infrastructures. The earthquake left approximately 500.000 people homeless and
486 registered casualties. Total damages
were estimated by the government to USD
24.7 billion, including the set back of Chile’s
expected economic growth for 2010.
Odfjell Chile
None of our employees in Chile were hurt
during the incident. Terquim Terminal in
San Antonio resisted the earthquake well,
whereas in the office building both elevators
fell down the shaft. Our Santiago office together with our agents, suffered water damage due to a broken water pipe.
Vopak Terminal in San Antonio where we
normally berth our vessels has today a severe structural damage which is expected to
be repaired within June/July this year. Bow
Americas was the first vessel from our fleet
calling the central zone of Chile after the
earthquake and was delayed approximately
two weeks in San Antonio due to Vopak’s
damages, but also due to the general congestion created by the large amount of vessels waiting to discharge.
Don’t forget our photo contest!
The deadline for submitting pictures for the photo contest is prolonged until
15 of August.
Odfjell employees all over the world are hereby invited to express their creativity and
competitive spirit by participating in the contest for the best photo. Any photo,
colour or black/white can be sent us, preferably in high–resolution.
The best photo will be presented as the front page of Odfjell Quarterly.
Participant in the last year’s photo
contest, taken by Gunnar Eide
Do you have a winning shot? Please send it to quarterly@odfjell.com within 15 August 2010.
NR.01/ 10
A completely new built 15 floor building, fallen to the ground in Concepcion, a site that became one of the symbols of the
powerful effect of the earthquake. Photo: Wikipedia
25
In Society ODFJELL QUARTERLY magazine
Margaretha Home
for the Blind celebrates
By: Sis. Maria Dolores
Odfjell, a benefactor to the
Margaretha Home for the Blind,
participated at the celebration
of the Feast day and the Death
of and 25th Anniversary of the
Beatification of our Founder,
Mother Pauline von Mallinckrodt on April 30. Mother Pauline initiated the care for the
blind of her Congregation, the
Sisters of Christian Charity.
26
For us, the Sisters, our Lay Associates, our staff and residents
at Margaretha Home for the
Blind, the celebration is our way
of Thanksgiving in her honor. It
gives us the opportunity to be
with guests, to meet and enjoy
the company of so many friends.
We appreciated the presence of
our benefactors, especially Odfjell, who regularly supports us
and make it possible to continue
our mission for the poor and
abandoned blinds here in the
Philippines.
The resident blinds delivered a song number
Facts:
Margaretha Home for the Blind was chosen by Odfjell Philippines to be the recipient of the monthly
monetary support through voluntary contributions from employees, seafarers and the company.
Odfjell Makana visits
Sipucule Creche in Mossel Bay
By Mpho Jaqueline Chaka
Children from the local community playing next to the creche
Odfjell Makana made a follow-up visit to the crèche on 28 April 2010. It was great
to see that from its small beginnings in 1994, under the roof of a shack built out of
wood and metal sheets, the crèche had come a long way to its new home.
The first children started in the new
crèche in September 2007. The crèche is
registered to care for 50 children with an
age range from infants who are just a few
months old to six years old and ready for
school. There are four teachers attending
the children and a cleaner/cook.
Two of the teachers from the creche standing with Mpho
Chaka Odfjell Makana and Guy Barker Rotary Club
Even with the new building we have learnt
that the three classrooms are not sufficient
to cater for the large number of children.
The building also requires some minor
improvements to facilitate better learning
conditions.
All the work that has gone into the building
has been through the help of local charity
organisations, businesses and donations.
The visit was yet another opportunity for
us to see where we can continue to offer
our support. Odfjell Makana is very proud
to have made a positive contribution to
this community through its continuous
donations and support.
Customer ODFJELL QUARTERLY magazine
GET-TOGETHER IN MUMBAI
By: Manisha Desai
APIC represents an excellent platform for networking between chemical and petrochemical trading and distribution companies plus ship brokers, ship owners, suppliers, tank farm
owners/operators from all over the world. The Indian economy has been quite stable showing great growth potential when the world is now slowly coming out of the economic down
turn, and being the commercial capital of the country, Mumbai was chosen as the host city
for the conference.
In conjunction with the conference Petrochem, one of our clients, organised a get-together
in Mumbai on 13th May at the Grand Maratha Sheraton Hotel. Petrochem’s get-together was
spot-on with more than 150 delegates from the industry attending the cocktails and dinner.
Mr. Yogesh Mehta, managing director Petrochem Dubai, is
sharing some happy moments with the Odfjell India team
and Hans Rabben from Odfjell Tankers Bergen. From left:
Sudesh Kamath Odfjell India, Yogesh Mehta Petrochem
Dubai, Hetal Vaishnav Odfjell India, Hans Rabben Odfjell
Tankers Bergen and Manisha Desai Odfjell India
Odfjell Asia warming up to the World Cup... Sort of...
By: Odfjell Asia Soccer Committee
The much anticipated Odfjell Champions
League 2010 was held on 8th May 2010 at
the East Coast Park, Singapore. This is the
third year Odfjell Asia is organizing this
event and a total of 15 teams took part this
year. The teams were comprised of charterers and brokers that we interact with in
the realm of business.
upcoming World Cup in June! Their swift
actions, creative play and skillful passes ensured that many goals were scored throughout the tournament. Football Association of
Singapore, certified referees were engaged
to maintain law and order on the pitch and
prevent any over-zealous challenges from
turning into all out brawls.
After the opening speech by our managing
director Atle Knutsen, the games kicked off
in spectacular fashion! The game was 5-aside futsal and the adrenaline was pumping that morning. The fast pace of the game
coupled with the small pitches made for a
lot of hard hitting, non-stop action.
The defending champion for the last two
years, Infineum Singapore, fought to retain their title relentlessly. However, it was
With the World Cup just around the corner, it came as no surprise that some of the
teams displayed skills and performances
as though they had been training for the
The Odfjell Asia Team
Chevron lifting the champions trophy for
2010. Every team enjoyed the sunny afternoon and many friendships were made
throughout the day. - The fun atmosphere
that Odfjell put together was much appreciated by all of us. The preparation and the
flawless execution showed the professionalism, friendliness and effort by the organizing committee and we sincerely thank
Odfjell for that. Thank you for giving us
that opportunity, said a representative from
ExxonMobil Asia Pacific Pte. Ltd.
NR.01/ 10
The 10th APIC (Asia Petrochemical Industry Conference) was this year held in Mumbai
the 13-14th May. More than 1000 delegates from throughout the world registered for
the conference, and another 500 people were mingling in the foyer of the conference
hotel, The Renaissance in Powai. The conference was organised by CPMA (Chemicals
and Petrochemicals Manufacturers’ Association).
27
Customer ODFJELL QUARTERLY magazine
Odfjell sponsors Foskor F21 half marathon
By Mpho Jaqueline Chaka
This year over 700 runners and walkers took part in the event and this was a substantial increase from last year
The annual F21 half marathon event took
place in perfect conditions on 17 April
2010 in Richards Bay, South Africa. Odfjell was proud to be a co-sponsor of the
event for the second year running.
28
The event comprised a 21 km run/walk,
10 km run/walk and 5 km fun run/walk and
offered a challenging course with some interesting uphills and downhills for the runners and walkers. The event also served for
the first time as the official provincial half
marathon championships which meant that
the event would be officially recognised by
athletics authorities. Odfjell Durban staff
competed in different categories on the
day. Odfjell Durban was proud to have their
sponsored super marathon runner, Clement
Nkosi compete in the event.
Overall the day was a great success with victories not only taking place on the finish line
but to all those who played a part in making
the event a success.
From left: Mel Pinks, Clement Nkosi and Knut Holsen. Mr.
Holsen took part in the 21 km road race for the first time
and managed to finish in a very good time
2010 NPRA
By Recreation Committee
At the Odfjell Reception. From left: Jone Hognestad, Sarah
Acosta and Paul Hexter
The National Petrochemical Refiners
Association held their 35th Annual
International Petrochemical Conference, March 28-30, 2010 in San Antonio, Texas at the newly built Grand
Hyatt Hotel. However, as tradition
stands Odfjell remained at the Hyatt
Regency where we hosted our annual
cocktail reception Sunday afternoon.
The Odfjell reception has become a tradition for many attendees and even with
the current NPRA location change attendance was up from previous years. The
suite remained quite busy the next three
days with numerous daytime meetings
with old acquaintances as well as introducing several new customers.
Among the room décor were new pictures of the Rotterdam Terminal and
four self standing banners each one a
different picture of an Odfjell ship and
one large backdrop displaying an artistic
image capturing Odfjell in its entirety.
The General Session feature speaker
was William S. Cohen, former U.S. Secretary of Defense, a much sought-after
expert on defense, economic, and international issues.
The Asia and South America markets are
active even in a down economy. Imports
of acetone and isoprene from Asia into
the U.S. Gulf are strong with opportunities for our cross selling efforts. In South
America, Odfjell Tankers and Terminals
continue to participate in the Brazilian
ethanol market.
Personnel ODFJELL QUARTERLY magazine
NEW HIRES
Bergen
HOUSTON
Røsland, Torbjørn
Ship Operator
01-06-10
Noakes, Ken
Sales Representative
22-03-10
SAO PAULO
Blair, Theresa
Voyage Accounting Clerk
12-04-10
rotterdam
singapore
Jurgensen, Uwe Johannes Chong, Chiew Peng Cheryl Bin Nordin,
Mohamed Norzaidi
General Manager PID
Accounts Manager
Ship Broker
12-04-10
09-03-10
12-04-10
Martins Morais, Marcelo
Technical Supervisor, Flumar
01-03-10
RELOCATIONS
From Bergen
to Bow Chain
From Oman
to Houston
From Bow Sky
to Bergen
From Bow Chain
to Bergen
Hjønnevåg, Frode
Chief Officer
01-04-10
Shynett Jr, Paul
Propylene Manager
29-03-10
Taule, Ina
Ship Operator
01-06-10
Larsen, Fredrik
Marine Superintendent
01-06-10
In Service for Odfjell
25
Odfjell Terminals (Houston)
Smith, Arthur M
LPG Operator
18-04-85
Odfjell Terminals (Houston)
Steinsbo, Vidar
Control Room Operator
12-06-85
30
Odfjell Argentina
Gomez, Alejandro Jose
Accountant
15-04-80
Odfjell Terminals (Rotterdam)
Pollee, Antje
Customer Representative
01-06-80
Groenenboom, Pieter Nicolaas
Custom Officer
14-04-80
Schothuis, Ronaldus Hendrikus J
Shift Leader
01-06-80
years
years
35
years
Heil, John
HSE Manager
01-05-10
Keemink, Hugo
1st Stock Administrator
01-05-75
NR.01/ 10
Tvedt, Else Lill
Coordinator Ship
Operation
01-06-10
29
FLEET & TERMINALS ODFJELL QUARTERLY magazine
as per 10 June 2010
OWNED
SHIPS
30
YEAR
BUILT
DWT
CBM
STAINLESS
STEEL, CBM
NUMBER
OF TANKS
Flumar Brasil
2010 51 188 55 300 -
Bow Saga¹
2007 40 085 52 126 52 126 Bow Sirius¹
2006 40 048 52 126 52 126 Bow Sea
2006 40 048 52 126 52 126 Bao Hai Tun (49%) 2006 3 845 4 361 -
Bow Summer
2005 40 036 52 126 52 126 Bow Spring ¹
2004 39 942 52 126 52 126 Bow Star 2004 39 832 52 126 52 126 Bow Sun
2003 39 842 52 126 52 126 Bow Firda 2003 37 427 40 515 40 515 Bow Chain 2002 37 518 40 515 40 515 Bow Favour
2001 37 438 40 515 40 515 Bow Century
2000 37 438 40 515 40 515 Bow Fortune
1999 37 395 40 515 40 515 Bow Master
1999 6 046 6 878 6 878 Bow Mate
1999 6 001 6 864 6 864 Bow Pilot
1999 6 000 6 865 6 865 Bow Sailor
1999 6 000 6 870 6 870 Bow Cecil 1998 37 345 40 515 33 236 Bow Flora
1998 37 369 40 515 33 236 Bow Balearia
1998 5 870 5 941 5 941 Bow Oceanic
1997 17 460 18 620 18 620 Bow Bracaria
1997 5 870 5 941 5 941 Bow Brasilia
1997 5 870 5 941 5 941 Bow Cardinal
1997 37 446 41 487 34 208 Bow Faith
1997 37 479 41 487 34 208 Flumar Aratu 1997 13 834 15 831 15 831 Bow Querida
1996 10 115 10 956 10 956 Bow Cedar
1996 37 455 41 608 34 329 Bow Atlantic
1995 17 460 18 620 18 620 Bow Fagus
1995 37 375 41 608 34 329 Bow Clipper
1995 37 166 41 492 34 213 Bow Flower
1994 37 221 41 492 34 213 Bow Eagle
1988 24 728 32 458 19 662 Bow Cheetah
1988 40 258 47 604 -
Bow Leopard
1988 40 249 47 604 -
Bow Lion
1988 40 272 47 604 -
Bow Peace
1987 45 655 52 173 2 167 Bow Pride
1987 45 655 52 173 2 167 Bow Prosper
1987 45 655 52 173 2 167 Bow Fertility
1987 45 507 52 173 2 167 Bow Fraternity
1987 45 507 52 173 2 167 Bow Panther
1986 40 263 47 604 -
Bow Puma
1986 40 092 47 604 -
Bow Victor
1986 33 190
34 500 21 975
Angelim 1985 10 259 10 136 6 500 Araucaria 1984 10 259 10 159 6 500 Bow Pacifico (50%) 1982 18 657 22 929 10 849 Bow Viking
1981 33 590 40 956 21 745 Jatai 1979 4 452 4 031 -
14
40
40
40
10
40
40
40
40
47
47
47
47
47
14
14
14
14
47
47
20
24
20
20
52
52
29
18
52
24
52
52
52
25
29
29
29
23
23
23
23
23
29
29
31
18
18
31
36
3
ON
TIME CHARTER
YEAR
BUILT
DWT
CBM
Bow Tone
Bow Hector
Southern Jaguar
Bow Sagami
Bow Harmony
Bow Cape
Bow Kiso
Bow Heron
Bow Orelia³
Ncc Haiel³
Ncc Dammam³
Ncc Sudair³
Bow Omaria³
Bow Lima
Bow Olivia³
Bow Octavia³
Bow Fuji
Bow Ophelia³
Bow Plata
Bow Engineer
Bow Orania³
Bow Sky²
Bow Architect
Bow Rio
Bow Europe
Bow Santos²
Bow Asia²
Bow Singapore²
Bow Americas
Bow de Rich
Bow de Feng
Bow West
Bow Andino
Bow de Jin
Bow Jubail²
Bow Mekka²
Bow Riyad²
Bow Baha Bow Hunter
Bow Pioneer
2009
2009
2009
2008
2008
2008
2008
2008
2008
2008
2008
2007
2007
2007
2007
2007
2006
2006
2006
2006
2006
2005
2005
2005
2005
2004
2004
2004
2004
2003
2002
2002
2000
1999
1996
1995
1995
1988
1983
1982
Number of ships: 90
33 600
33 694 19 997 33 641 33 619 19 971 33 641 33 707 19 900 45 953 45 965 46 012 19 900 19 900 19 900 19 900 19 800 19 900 19 807 30 086 19 993 40 005 30 058 19 990 19 727 19 997 9 901 9 888 19 707 12 452 12 514 12 503 16 121 11 752 37 499 37 272 37 274 24 728 23 002 23 016
37 700
37 386 22 198 37 238 34 698 22 158 37 215 37 365 22 202 54 300 54 300 54 300 22 202 22 157 22 202 22 202 22 140 22 655 22 143 35 548 22 050 52 126 36 000 21 408 21 573 21 846 10 866 10 867 22 050 13 300 13 289 13 299 17 270 12 296 41 488 41 588 41 492 32 458 25 026 25 965
37 700
37 386 22 198 37 238
34 698 22 158 37 215 37 365 22 202 -
-
-
22 202 22 157 22 202 22 202 22 140 22 655 22 143 35 548 22 050 52 126 36 000 21 408 21 573 21 846 10 866 10 867 22 050 13 300 13 289 13 299 17 270 12 296 34 209 34 257 34 213 19 662 21 031 20 969 2 492 004 2 859 269 1 978 812 ¹ Vessel beneficially owned through financial lease.
² Vessel on bare-boat charter.
³ Vessel on variable timecharter.
STAINLESS NUMBER
STEEL, CB OF TANKS
16
16
20
16
16
20
16
16
20
22
22
22
20
20
20
20
22
20
22
28
20
40
28
22
36
22
20
20
36
22
22
22
30
20
52
52
52
25
28
28
ON ORDER
YARD
CCSIC Chongqing Chuandong Shipbuilding Industry Co., Ltd “
“
“
“
“
Number of newbuildings:
DELIVERY
DWT OWNER 2011
2011
2011
2011
2012
2012
9 000 9 000 9 000 9 000 9 000 9 000 Odfjell
Odfjell
Odfjell
Odfjell
Odfjell
Odfjell
6
54 000 Odfjell Terminals (Rotterdam) BV
Odfjell Terminals (Houston) Inc
Odfjell Terminals (Jiangyin) Co Ltd Odfjell Terminals (Dalian) Ltd Odfjell Terminals (Korea) Co Ltd
Oiltanking Odfjell Terminal Singapore Ltd
Oiltanking Odfjell Terminal & Co. L.L.C.
Exir Chemical Terminals (PJSCO)
Vopak Terminal Ningbo Ltd
Rotterdam, NL
Houston, USA
Jiangyin, China
Dalian, China
Onsan, Korea
Singapore
Sohar, Oman
BIK, Iran
Ningbo, China
100 %
100 %
55 %
50 %
50 %
50 %
29,75 %
35 %
12.5 %
1 635 000 320 600 99 800 119 750 250 590 365 000 842 500 22 000
65 550 33 000 82 300 30 000 18 350 15 860 13 520 -
1 000
7 900 281
98
22
51
70
79
39
18
38
Total owned
3 720 790 201 930 696
NR.01/ 10
STAINLESS
NUMBER
TANK TERMINALS
LOCATION
SHARE
CBM
STEEL, CBM
OF TANKS
31
Associated terminals
Depositos Quimicos Mineros S.A.
Granel Quimica Ltda
Granel Quimica Ltda
Granel Quimica Ltda
Granel Quimica Ltda
Odfjell Terminals Tagsa S.A.
Odfjell Terminals Tagsa S.A.
Terquim S.A.
IMTT-Quebec
Callao, Peru
Santos, Brazil
Rio Grande, Brazil
Sao Luis, Brazil
Ladario, Brazil
Buenos Aires, Argentina
Campana, Argentina
San Antonio, Chile
Quebec, Canada
46 680
97 720 40 800 55 027 8 000
47 135 62 980 32 840 293 127 1 600 19 784 2 900 -
-
528
10 188
-
5 496 35
99
28
28
6
87
88
25
54
Total associated
684 309 Grand Total
4 405 099 40 496 452
242 426 1148
NEW TOTAL
ESTIMATED
COMPLETION
PROJECTS AND EXPANSIONS
TANK TERMINALS
SHARE
CBM
ONGOING
EXPANSION
Odfjell Terminals (Houston) Inc
100%
320 600
10 700
331 300
Oiltanking Odfjell Terminal & Co L.L.C (Oman) 29.75% 842 500
425 000
1 267 500
Odfjell Terminals (Korea) 50% 250 590
63 120
313 710
498 820 Q3 2010
Q2 2011
Q3 2011
Associated terminals
Depositos Quimicos Mineros S.A.
Granel Quimica Ltda
Granel Quimica Ltda
Granel Quimica Ltda
Granel Quimica Ltda
Granel Quimica Ltda Granel Quimica Ltda Terquim S.A.
Callao, Peru
46 680 Rio Grande, Brazil
40 800 Sao Luis, Brazil
55 027 Triunfo, Brazil
-
Teresina, Brazil
-
Alemoa, Santos, Brazil
-
Aracruz, Brazil
-
Mejillones, Chile
-
6 300 20 000 20 000 12 000 7 000 60 000 30 000 80 000 52 980 Q4-10/Q2 2011
60 800 Q3 2010
75 027 Q3 2010
12 000 Q3 2010
7 000 Q3 2010
60 000 Q4 2012
30 000 Q3 2014
80 000 Q4 2010
235 300 MAIN OFFICE ODFJELL
MAIN OFFICE TERMINALS
Odfjell SE - Odfjell Tankers AS
Conrad Mohrsv. 29,
P.O. Box 6101 Postterminalen
5892 Bergen, NORWAY
Tel: +47 5527 0000
Fax: +47 5528 4741
Fax: +47 5527 9070 (Chartering/Operations)
Odfjell Terminals BV
Oude Maasweg 6, P.O. Box 5010
Harbour Number 4040
3197 KJ Rotterdam-Botlek
The NETHERLANDS
Tel: +31 102 954 700
Fax: +31 102 954 719
INTERNATIONAL OFFICES
Odfjell USA (Houston) Inc.
12211 Port Road
Seabrook, TX 77586, USA
Tel: +1 713 844 2200
Fax: +1 713 844 2211
Odfjell Singapore Pte Ltd
6 Shenton Way, # 27-08/09
DBS Tower 2
SINGAPORE 068809
Tel: +65 6349 1300
Fax: +65 6224 2285
Odfjell Japan Ltd
Ogawa Bldg. 8F
2-2 Uchikanda 1-Chome
Chiyoda-ku, Tokyo 101-0047, JAPAN
Tel: +81 3 3259 8555
Fax: +81 3 3259 8558
Odfjell Netherlands BV
3197 XC Rotterdam-Botlek
The NETHERLANDS
Tel: +31 102 953 666
Fax: +31 102 953 668
Odfjell Brasil Ltda
Av. Paulista 460 - 18 andar
CEP 01310-000 Sao Paulo SP, BRAZIL
Tel: +55 11 3549 5800
Fax: +55 11 3549 5808
Odfjell Shanghai
Suite B, 13F
Huamin Empire Plaza
728 Yan An West Road
Changning District
Shanghai 200050, P.R. CHINA
Tel: +86 21 5239 9469
Fax: +86 21 5239 9897
Odfjell India
A-26, Nandbhuvan Industrial Estate
Mahakali Caves Road, Andheri (East)
Mumbai 400093, INDIA
Tel: +91 22 6695 4701
Fax: +91 22 6695 4707
Odfjell Dong Zhan Shipping (Shanghai)
Co.,Ltd
Suite C, 13F
Huamin Empire Plaza
728 Yan An West Road
Changning District
Shanghai 200050, P.R.CHINA
Tel: +86 21 5239 5393
Fax: +86 21 5239 9897
Odfjell Argentina SA
Alicia Moreau de Justo 1960
Office no. 202 - Puerto Madero
1107 Buenos Aires, ARGENTINA
Tel: +54 114 313 7837
Fax: +54 114 313 4619
Odfjell Durban (Pty) Ltd
The Sharaf House
2 Sinembe Crescent La Lucia Ridge
Durban 4051, SOUTH AFRICA
Tel.: +27 31 5834470
Fax: +27 31 5834488
Odfjell Tankers AS, Korea Branch
Room 1815 Gwanghwamum Officia Bldg.
163 1-ga Shinmunno
Jongn-gu, Seoul, 110-999 Korea
Tel: +82 2 775 9760
Fax: +82 2 775 9761
Odfjell Korea Ltd.
136, Cheoyong-Ri,
Onsan-Eup, Ulju-Gun
Ulsan, KOREA
Tel: +82 52 227 5527
Fax: +82 52 227 5567
Odfjell Australia Pty Limited
Suite 4, Level 1
443 Little Collins Street
P.O.Box 1279
Melbourne VIC 3001 AUSTRALIA
Tel: +61 3 9642 2210
Fax: +61 3 9642 2214
Odfjell Chile
Puerta del Sol 55
Las Condes, Santiago
CHILE
Tel: +56 2 3307221
Fax: +56 2 3307948
Odfjell Philippines Inc.
4th Flr Atlantis Beacon Tower
2315 Leon Guinto St.
Malate, Manila 1004
PHILIPPINES
Tel: +6325280341
Fax: +6325262256
Odfjell (UK) Ltd
14 Headfort Place
London SW1X 7DH
UNITED KINGDOM
Tel: +44 207 823 0605
Fax: +44 207 823 0606
Odfjell Peru
Av. Enrique Meiggs, 240
Urb. Chacaritas,
Callao, PERU
Tel: +51 1 614 0800
Fax: +51 1 614 0801
NCC Odfjell Chemical Tankers JLT
Room 3101-3104, Liwa Heights
Jumeirah Lake Towers
P.O.Box 214459
Dubai, UNITED ARAB EMIRATES
Tel: +971 4 440 1700
Fax: +971 4 441 1701
REGIONAL OFFICES
Odfjell Asia Pte Ltd
6 Shenton Way, # 27-08/09
DBS Tower 2
SINGAPORE 068809
Tel: +65 6349 1300
Fax: +65 6224 2285
Flumar Transportes
de Quimicos e Gases Ltda
Av. Paulista 460 - 18 andar
CEP 01310-000 Sao Paulo SP, BRAZIL
Tel: +55 11 3549 5800
Fax: +55 11 3549 5807
Odfjell Tankers Europe AS
Conrad Mohrs veg 29
P.O.Box 6101 Postterminalen
5892 Bergen, NORWAY
Tel: +47 5527 0000
Fax: +47 5527 9070
Odfjell Terminals (Rotterdam) BV
Harbour Number 4040
3197 KJ Rotterdam-Botlek
The NETHERLANDS
Tel: +31 102 953 400
Fax: +31 104 384 679
Odfjell Terminals (Dalian) Ltd
New Port
Economy & Technology
Development Zone 116601, Dalian
P.R. CHINA
Tel: +86 411 8759 5500
Fax: +86 411 8759 5549
Odfjell Terminals (Korea) Co, Ltd
136, Cheoyong-Ri
Onsan-Eup, Ulju-Gun
Ulsan, KOREA
Tel: +82 522 311 600
Fax: +82 522 376 636
Oiltanking Odfjell Terminals & Co. Llc.
P.O. Box 369
PC., 322 Fajal Al Qubail
Sohar, SULTANATE OF OMAN
Tel: +968 2670 0300
Fax: +968 2670 0306
Odfjell Terminals Maritiem BV
Oude Maasweg 5
Harbour Number 4020
3197 KJ Botlek-Rotterdam
THE NETHERLANDS
Tel: +31 10 2951 300
Odfjell Terminals (Jiangyin) Co., Ltd
1314 West Binjiang Road
Shizhuang
New Harbour City, Jiangyin
Jiangsu 214446 P.R. CHINA
Tel: +86 510 8666 9111
Fax: +86 510 8666 9110
Oiltanking Odfjell
Terminal Singapore Pte Ltd
1 Seraya Avenue
SINGAPORE 628208
Tel: +65 6473 1700
Fax: +65 6479 4500
Vopak Terminal Ningbo Ltd.
No. 111 Zhaobaoshan Road,
Zhenhai District
Ningbo, P.R. CHINA
Tel: +86 574 2769 5638
Fax: +86 574 8627 5931
Terquim S.A
Blanco Encalada 840
Dept 702, San Antonio
CHILE
Tel: +56 35 21 1050
Fax: +56 35 21 1161
DQM S.A
Av.Enrique Meiggs, 240
Urb.Chacaritas,
Callao,
PERU
Tel: +51 1 614 0800
Fax: +51 1 614 0801
TERMINALS
Odfjell Terminals (Houston) Inc.
12211 Port Road
Seabrook, TX 77586, USA
Tel: +1 713 844 2300
Fax: +1 713 844 2355
ASSOCIATED TERMINALS
Granel Quimica Ltda
Av. Paulista 460, 18° andar
CEP 01310- 000 São Paulo, SP
BRAZIL
Tel: +55 11 3549 5800
Fax: +55 11 3549 5832
Tagsa S.A
Av. Alicia Moreau de Justo 1960,
piso 4 Of. 402
1107 Buenos Aires
ARGENTINA
Tel: +54 11 4001 9700
Fax: +54 11 4001 9701
www . odfj e ll . co m

Quarterly June 2010

Transcription

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