Quarterly March 2012 - Odfjell

ODFJELL 

MARCH 2012 

www.odfjell.com

Odfjell Quarterly 

EDITOR: Margrethe Gudbrandsen 

EDITORIAL COMMITEE: 

Karin Ryland Blom, Brit A. Bennett, Matt Duke, 

Geirmund Drivenes, Leif Gunnar Alvær, 

Theo Kruithof, Siri-Anne Mjåtvedt, Henning Løseth 

_DEF9889 

CORRESPONDENTS: 

HOUSTON: Rebecca Snyder 

PHILIPPINES: Jennifer Franco 

Deadline next issue: 

10 May 2012 

Design: Bruno Blanchard, Cox 

Graphic production: Jannicke Gildernes, Cox 

Print: Scanner Grafisk AS 

Cover: Photo by Thomas Kohnle 

Photo this page: 

Photo by Thomas Kohnle. 

Texts submitted to Quarterly may be subject to editorial adjustments. 

Highlights 

Port calls: Area of improvement 04 

Keys to efficient port calls 04 

Efficient tank cleaning 06 

Port captains role in port efficiency 08 

Efficient crew change 09 

OTR improves environmental and safety performance 10 

Chairman’s Message 12 

Landmarks 

New terminal joint venture in China 13 

Encouraging developments in the spot marked 13 

Increased jetty capacity at OTR 14 

New jetty at OTK 14 

An incredible ‘maiden’ voyage 15 

Houston Chartering expanding 15 

Portrait 

New man in Oman 16 

Briefings 

New Compliance Officer and Designated Person 17 

Emphasis on vetting 17 

Maintenance management improvment project 18 

Corporate Social Responsibility Council established 18 

Odfjell Terminals (Charleston) in progress 19 

Stowing for tomorrow 20 

New demurrage tool in progress 21 

Ice training 22 

MOPS 23 

12 

CONTENTS 

QHSE 

Success factors for developing Odfjell . 

Ship Managements safety culture 24 

Piracy 26 

Training on board campaign 26 

Personnel 27 

Fleet and terminals 30 

Offices and addresses 32

Jan A. Hammer 

Dear Colleagues, 

February 9th we presented our 4Q11 results, and with 

that also our full 2011 annual results. Most of the analysts 

following our company expressed disappointment, 

saying they had expected better figures. Their conclusions 

however, were mostly that the chemical tanker 

market during 2011 had not developed as favourably 

as predicted; by us, by the majority of brokers and by 

our competitors. However, this is not entirely correct. 

If you look at spot freight rates for instance, you will 

notice a significant improvement from July 2011 until 

the end of the year; almost 30% up. If you ask our 

customers, they do not understand therefore, when 

they hear shipping people talk about the market being 

so bad. And we can appreciate this view since the rates 

they pay, including under contract of affreightments, 

historically seen, actually are at a relatively high level. 

The reason this is not reflected in equally better results 

for us is the simultaneous rise of bunker cost, which 

now counts for more than 50% of our voyage dependent 

costs. Our average price for bunkers in 2011 was 

USD 635(!) per tonne as compared to USD 467 per 

tonne the preceding year. This counts alone for as 

much as USD 95 million on an annual basis. As you can 

imagine therefore, the cost of bunkers is our biggest 

economic concern going forward. 

At the time of writing, the oil price is around USD 125 

per tonnes and the equivalent price of bunkers (360 CST 

Rotterdam) is about USD 710 per tonnes. Our concern 

is twofold; the main issue being that the chemical 

tanker market, despite the relatively high freight rates, 

remains unsustainable. Freight rates actually need to 

be brought to a new level, substantially above the 2007 

all-time-high in order to fully compensate us for the 

added cost. I’m not sure whether brokers, customers 

and even our own organisation fully appreciate this 

challenge. The other concern is that a consistently high 

and increasing oil price is a threat to a much needed and 

anticipated recovery of the world economy; and thus 

also the volumes to be shipped by chemical tankers. We 

can hope that the oil price will come down, but it does 

not look very likely. Hence, continued fuel efficiency 

efforts are of the essence. 

When I claim that the market is not sustainable at 

current levels, it is proven by the fact that companies 

like Dorval, Eitzen Chemicals and BLT have ended up 

in situations of distress. By not being able to service 

their debt, they automatically have become the talk 

of media, banks and investors. Whilst Dorval seems 

odfjell quarterly magazine 

odfjell 

QUARTERLY 

magazine 

to end up in a new structure with Chinese Sinochem 

as part owner, the future seems highly uncertain for 

the two other companies. Fortunately, we are not in 

a similar situation. 

It should be mentioned that market prospects are 

gradually although slowly improving. With still limited 

ordering of new tonnage, the gap between supply, as 

represented by the total fleet, and demand is developing 

in a direction of more tightness. According to bankers, 

there is even a new and growing optimism in shipping. 

One of the reasons is because the prices of newbuildings 

have come down. That is also the case for some types 

of ships in which we have an interest. For the large and 

advanced stainless steel ships though, we are still far 

from reinvestment grade price levels. 

But there are also factors that obviously can quickly kill 

the emerging optimism. Geopolitics, market conditions 

and the circumstances that affect these, we can do nothing 

about. Most important therefore, as far as we are 

concerned, is that we all pay attention to our respective 

duties, thus avoiding that we end up with incidents, 

accidents or other types of non-conformities. Despite 

the spills and leakages at OTR last fall and all the negative 

publicity associated thereto, 2011 showed overall 

improvements in terms of our QHSE performance. That 

is a conclusion based on the development of our QHSE 

KPIs. However, we still lack reliable overall measures of 

our QHSE performance. Therefore, one of our targets 

for 2012 is to establish a defined overall measurement. 

At the end of the day though, it still depends on the 

involvement and attitude of you all as individuals. I 

trust I can count on you also in this respect. 

To sum up; a generally better outlook but still with a 

high degree of uncertainty. We have reason to be a bit 

more optimistic than we were a year ago. That has also 

to do with last years’ transactions, which strengthened 

our balance sheet and thus, gave us more room for 

manoeuvring. And there are opportunities out there, 

so 2012 might in fact become a very interesting and 

good year for Odfjell. 

Let’s all work to make that vision come through. 

NR.04/ 11 

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4 

HigHLigHTS odfjell quarterly magazine 

Port calls: 

Area of improvement 

By Margrethe Gudbrandsen 

Each year our fleet transports approximately 

18.5 million tons of cargo to and 

from almost 500 different ports worldwide. 

The number of port calls is close to 5,000, 

with several berths per port call. The 

process of loading and discharging more 

than 600 different types of products as 

well as cleaning and preparing tanks, 

transhipment and barging, are all critical 

operations in ports and can be extremely 

complex. The maintenance, servicing and 

crew-repatriation of vessels also add to 

the complexity of port calls. 

In this issue of Quarterly, we have focused 

on the efficiency of port calls from different 

angles. Upon reading you will realise that 

planning, competence and communication 

are some of the key pre-requisites to improve 

efficiency and reduce delays in ports. 

Keys to efficient port calls 

By Tord Sæle and Jone Abotnes 

Port calls can be very challenging for all 

of our vessels, however, slightly easier 

for our smaller vessels as they are able 

to operate on quick turnaround and short 

voyages, whereas larger vessels have 

longer port calls and have to deal with 

very complex cargo operations. Our 

terminals are equipped to deal with complex 

operations that demanding cargos 

require. The terminals and the vessels 

are aiming at the same target; to work to 

the highest efficiency so that the vessels 

spend the shortest time possible at the 

terminal. Then the number of vessels 

operated by the terminal is maximized 

and the vessels spend as little time as 

possible in port. 

good information flow is imperative 

Vessels calling to our own terminals, especially 

in our larger hubs, can be very challenging for 

all parties involved, not the least for the ship 

Ship to shore and ship to ship at Odfjell Terminals (Houston) 

with its crew and the terminal with its shore 

based personnel. To prepare a vessel and a 

terminal for an upcoming port/berth call it 

is imperative to get the flow of information 

between all parties involved started as early 

as possible. Parties involved are the vessels 

with their crew, ship operator, port operator, 

agent, terminal planners, customer service, 

superintendents, brokers, surveyors, charterers, 

suppliers and receivers, to mention just 

a few. 

A key to ensuring efficient loading is communication. 

Communicating the wrong 

information may have serious implications, 

especially in busy ports where everything 

hinges on time and proper planning. If a vessel 

arrives later than expected, or is delayed at 

a berth, or even worse; tanks to be loaded are 

refused and the vessel is asked to vacate the 

berth, the end consequence may be that the 

vessel looses its place in the berth lineup and 

www.odfjell.com 

as a result spends far too much time in port 

resulting in a loss of income for the company. 

The ship- and port operators together with 

the agents are the links between all the other 

parties. It is their responsibility to get hold of 

as much specific information regarding each 

cargo to be discharged and loaded as early 

possible, and to distribute this information 

accordingly. The earlier the vessel can get 

information the better, and our brokers are 

working hard to book all the available tank 

space as early as possible. This is, however, 

very challenging in today’s market. 

Preparation of vessel 

For the vessel it is important to get information 

such as tank inspection requirements 

for the next cargo to be loaded, the number 

of shore lines for discharging or loading of 

each cargo, line sizes to prepare manifold 

reducers, vapour return requirements and line

Bow Summer calling and Bow Sea sailing for cargo at next destination 

sizes, tank inspection requirements, purging/ 

inerting requirements, available drafts as to 

which side the vessel will go alongside, as 

well as other information that will have an 

impact on the cargo operation. Are we barging 

or transhipping any cargos? Can the vessel 

perform tank cleaning alongside? The vessels 

also need to know where bunkers and fresh 

water are available, where they can receive 

stores and provisions and where they can 

receive service personnel. Many terminals 

restrict what they allow at their dock. Some 

even try to prohibit the vessels’ crew from 

getting ashore. This does not apply to Odfjell 

Terminals (Houston) for example where we 

can do almost any operation as long as all 

is communicated and planned in advance. 

Preparation from the terminal side 

For the terminal it is important to get information 

from the vessel so that the teams are able 

to plan a safe and efficient cargo operation. 

To know the capabilities and limitations of 

both the vessel and terminal are essential in 

order to create a cargo operation plan that 

both vessel and terminal are able to follow. 

Capabilities and limitations for both terminal 

and vessel can be number of cargo lines, 

number of vapour lines available, type of 

vapour recovery (flare ashore, vapour balance, 

scrubbing), nitrogen capacity for purging, 

discharge and load capacities, the number of 

cargos that can be handled simultaneously, 

how much cargo will the vessel load and tank 

sizes. Are the vessels’ tanks pre-inspected, 

pre-purged or pre-sampled? Anything that 

can be done to a vessel’s tanks before it arrives 

a terminal will help save time and ease the 

work load on both shore and ship personnel. 

This makes the operation less complex and 

much safer, and in the end increases the 

amount of cargo that is able to pass through 

the terminal and save port time for the vessels. 


Different terminal procedures 

When we have all this information available 

we are able to plan a safe and efficient berth 

call and port rotation. The major challenge for 

a port operator is to be able to do this with all 

terminals in the hub, since all terminals operate 

in their own different way which makes 

it difficult for the individual vessel involved. 

Planning, knowledge and communication 

Handling multiple cargo operations at numerous 

ports and terminals requires extensive 

planning, excellent communication, and 

the sharing of information and experience. 

It order for the process to be successful, it 

is essential that everyone involved takes an 

active part in the operation. The keys to efficient 

loading are excellent communication, 

sound knowledge and good preparation. 

NR.04/ 11 

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6 


Successful terminal preparation 

from an otH perspective 

By Johnny Brumlow 

Managing the ship and barge docks can 

be challenging at times. Although we 

try to keep the docks active at all times, 

weather delays such as fog, wind, and 

storms are factors of the business that 

we cannot control. One of the things we 

can control however is the preparation 

for vessel arrival. Several things can be 

done in advance to plan ahead for vessel 

and barge arrival. For example the lines 

can be prepared prior to arrival by cleaning 

them in advance, connecting them to 

shore tanks, pre inspections, and filling 

and sampling lines when possible. This can 

however become costly and time consuming 

if a vessel gives notice of tender to 

Odfjell Terminals (Houston) (OTH) whilst 

also tendering at several other docks in 

the area with no actual intention of arriving 

at OTH first. 

Efficient tank cleaning 

By Eyvind Bremseth 

Bow Flower reloading after having carried out tank cleaning in port 

OTH sends out a pre-arrival plan to almost 

all vessels that intend to call at our terminal. 

This helps the terminal prepare paperwork, 

shore, cargo and vapor lines. More often than 

not, OTH, the vessel and the inspectors, will 

all have different quantities on our respective 

orders and different pre-inspection requirements. 

Therefore, good communication is a 

key between all parties involved. We all have 

the same objective; to load or discharge the 

cargo as fast as possible whilst maintaining 

safety, which is the most important goal. If 

OTH, the vessels, inspectors, vendors and 

agents can work out any issues prior to the 

vessels arrival, the cargo transfer operation 

is much smoother and easier on all parties. 

It also helps prevent misunderstandings and 

mistakes during the loading and discharging 

of cargo. 


The second part of OTH’s arrival plan is a 

‘post-plan’ that is currently only performed 

with Odfjell vessels. The post-plan consists of 

comparing the pre-planned operation with 

the loading or discharge events that actually 

occurred. This way we can determine the 

weaknesses or shortfalls on the vessel side, 

as well as here at OTH and also, find ways to 

eliminate or minimise them for both parties. 

This is perhaps one of the best tools that we 

have in place at this time and hopefully in 

the near future, this post-plan tool can be 

utilised not only for Odfjell vessels but with 

all other vessels that call at our docks. We are 

primarily a chemical storage facility but our 

main priority is to move the chemicals we 

store in the safest way possible via all modes 

of transportation. Good communication and 

pre-planning between all parties is the key. 

Tank cleaning is one of the most challenging 

and energy consuming processes in 

our business. To provide logistic services 

’for anything liquid’, cleaning away the last 

liquid is essential prior to loading the next. 

Our chemical tankers shall always present 

cargo tanks ‘load-ready’, for any standard 

required by our customers. This can range 

from heavy tar to the most sophisticated 

glycol, requiring ’surgical’ cleanliness 

standard. Our customers demand a high 

cleanliness standard for all the tanks 

transporting their chemicals. This level 

of cleanliness is essential to avoid any 

deterioration of cargo quality during the 

transportation process.

The tanks on an Odfjell vessel have a surgical cleanliness standard 

These cleanliness standards can be as high as 

an ‘ultraclean standard’ which involves measures 

such as comprehensive laboratory testing 

involving UV tests, gas chromatography 

and non-volatile matter tests amongst others 

to determine any possible contaminants. 

Odfjell ships are equipped with laboratory 

equipment and before presenting tanks for 

charterers, they do their own inspection to 

assure suitability for next cargo. By testing 

we ensure that the levels of contaminants 

on tank surface are below parts per million 

levels and this cleanliness goes far beyond a 

‘visual clean’ standard. 

Efficient tank cleaning 

Tank cleaning is a complicated, time and 

energy consuming process involving several 

risks. A well conducted tank cleaning operation 

can be the difference between a profitable 

or unprofitable voyage result. Planning is 

crucial to ensure a successful result, and 

starts as soon as the cargo is booked and 

chartering starts involving the ships operator 

and the ship. Factors such as cargo’s properties, 

tank lining, last cargoes, temperature 

requirements, adjacent heat, vessel features, 

climatic conditions and cleaning challenges 

must all be taken into consideration at the 

planning stage. Prior to unloading, the plan 

must be revised pending next cargo. Good 

planning relies on skilled officers and a 

supporting crew on board, well organised 

‘shipshape’ ships as well as an alert well 

involved support organisation ashore. It is 

important that support functions ashore such 

as operator, port captains, port operators and 

agents provide the necessary support when it 

comes to updating information, local permits, 

slop delivery, ventilation limitations, technical 

limitations etc. Good cooperation between 

these functions is crucial in order to perform 

an environmental friendly, safe and effective 

tank cleaning operation. Another important 

factor is well maintained and functioning tank 

cleaning equipment, systems for monitoring 

the appropriate water temperatures and quality 

and equipment ensuring the correct type 

and dosage of cleaning detergents. Also assessing 

the optimal length of time for machine 

cleaning and the need of manual work and 

last but not least, the continual assessment 

of the safety of the operation is crucial. 

Tank cleaning in port and at sea 

Effective turnaround in port is a challenge 

to our business as our ships can spend too 

much time operating in port. Our ships often 

call at two or more terminals during one port 

stay. Commonly we do ‘re-loading’ of tanks 

unloaded in the same port. To ensure flexibility 

and operational excellence it is often favourable 

to do the tank cleaning whilst in port, 

avoiding the ship having to go to sea midst a 

port stay. This gives our customers and clients 

a better service, and our company saves the 

additional time, energy and port cost. 

Tank cleaning in port requires detailed planning. 

When tank cleaning is performed on 

longer voyages and the time of the voyage 

exceeds the required time for cleaning, it is 

often profitable to prolong the cleaning time 

to minimise the bunker consumption which is 

an increasing contributor to the total cleaning 

expenses. 


Safety and environment 

Tank cleaning can be a dangerous operation 

and it is no secret that the most important factor 

when it comes to safety in any shipboard 

operation is skilled people with a thorough 

understanding of the processes and the 

dangers involved. Odfjell Safety Management 

System prescribes the use of established sound 

routines and best practice in accordance with 

the ISM-code. Our routines are in line with 

and often exceed the safety guidelines set by 

the industry and international regulations set 

by IMO; assuring tank cleaning is conducted 

in a safe and effective way with minimum 

risk of impact to environment, people and 

property. 

mSg – 

marine Services 

group - services: 

In certain cases where the cleaning 

is expected to be particularly 

demanding or where the cleaning 

needs particular procedures, Odfjell 

Tankers also provide ‘Supercargo’ 

services for vessels on Charter. 

MSG consists of personnel with 

good ‘hands on’ experience giving 

advice in tank cleaning and cargo 

handling. The MSG helpdesk (msg@ 

odfjell.com ) is available 24 hours a 

day to give support and advice on 

cargo handling. 

NR.04/ 11 

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8 


Port captain’s role 

in port efficiency 

By Odd Magne Vik, Port Captain Sao Paulo, Brazil 

Torger Trige, Port Captain Rotterdam, The Netherlands 

Jan Harald Otterskred, Port Captain Ulsan, Korea 

Jone Abotnes, Port Captain, Singapore 

Odfjell has port captains in some of the 

busiest ports around the world and we 

strive to make all activities performed 

during a port stay run as time and cost 

efficient as possible. 

Good communication and team work is 

essential in order to optimize the port call. 

Vessel, agent, operator, port operator and others 

involved in the operation of the vessel have 

to work together and communicate closely. 

The more vessel and shore can prepare and 

make ready in advance the more time can be 

saved. This may include having tanks ready 

on arrival, good planning of stowage, good 

planning and preparation of cleaning and 

slop delivery together with other vessel needs 

in port. Good, proactive planning in advance 

can help to prepare all those involved so that 

less unexpected trouble occurs during vessel 

operation, and may shorten the rotation. This 

saves time and money! 

Before the arrival of the vessel, the port 

captain will be interested in knowing 

whether the vessel’s equipment is working 

and fully operational. The captain must as 

soon as possible relay any information of 

equipment malfunction that may effect the 

ship’s efficiency in port. 

The rotation in port proposed to the vessel is 

based on the vessel’s operation, berth availability, 

vessel’s information, tank cleaning 

time and other vessels’ schedule. As a port 

captain it is viable that we need to exchange 

information and evaluate updates with port 

and terminals daily. As the berths are always 

limited by draft, the captains must communicate 

best minimum draft of the ship in its 

partly and fully loaded condition. The draft 

estimates based on the planned rotation is 

vital information for the operation in port 

and we welcome captains to forward their 

own optimizing suggestions. 

Cleaning of cargo tanks which is a cost and 

time consuming operation frequently takes 

place during port stay. Consequently the 

port captain will evaluate in co-operation 

with the captain whether such operations 

and other cargo operations may be done 

safely and simultaneously. We then have 

to bear in mind the accumulation of slops 

on board compared to going off port limit 

for cleaning purposes. The essence here is 

time and fuel savings. 

In ports where the vessels are calling several 

berths, optimizing the rotation in port is 

priority number one for the local Odfjell 

Tankers people. Vessels and their operators, 

will experience changes in berth sequence 

and line-up of barges as a result of that. The 

background is obviously that these ports 

are very busy and if the next planned berth 

is occupied, we would rather change the 

rotation and continue operations at another 

berth in the rotation in order to move on 

and avoid leaving the vessel idle. However, 

sometimes it is unavoidable. 

If the ship’s port rotation involves multiple 

cargoes and berths, it must be considered 

whether to apply additional crew for 

sampling, tank inspection or special cargo 

handling until the ‘peak’ is passed and 

operation return to normal. 

Besides cargo handling, a lot of other 

activities also take place in ‘our’ ports. For 

example there are superintendents from 

Odfjell Ship Management and external ship 

management, visits by various purchase 

departments, attending service people, 

vetting inspections, provisions, stores and 

spare parts delivery, bunkering, slop delivery 

and so on. In order to make this and the 

cargo operation run simultaneously and 

smoothly, the flow of information between 

the parties is crucial. 

The port captain’s main rules are 

Communication – Planning – Preparation 

– Awareness – Execution – Evaluation. He is 

the Odfjell representative ashore, there to 

serve the captain and his ship, and to ensure 

a safe and efficient port stay. 


The port captain’s main rules are Communication – Planning – 

Preparation – Awareness – Execution – Evaluation 

Key factors where 

vessels can contribute to 

an improved turn-around: 

• If fresh water or rental cargo handling equipment 

like hoses, booster pumps or sweeping 

people, gangway people, riggers are needed, 

communicate this as early as possible to the 

port operator for smooth arrangements. 

• Study the vapour return regulations for 

the port before arrival, and make sure you 

have enough vapour hoses for board/board 

operations. 

• Make sure stowage is as optimal as possible 

keeping cleaning in port in mind and also 

that ventilation of cargo tanks is increasingly 

difficult in many ports. Some terminals do 

not allow ventilation at all and some cargoes 

are not allowed to ventilate in port. 

• Start tank cleaning as soon as it is practically 

possible for tanks being back loaded. 

• If it is needed to go out for tank cleaning 

please plan carefully with agent as we can 

apply for a discount in harbour dues under 

certain circumstances. 

• Cooperate fully with loading masters at 

every berth. They are there to help and their 

main concern is safety. If cleaning is planned 

please clear it with terminals before start up 

to avoid being shut down. 

• If possible pre inspection of cargo tank 

should be made before getting alongside to 

save time at the berth. 

• Try to plan so that the vessel can avoid 

double calls and extra shifting to outer roads. 

• Reduce draft if possible. This may give more 

option in the rotation. 

• Bring heated cargoes to max discharge 

temperature before arrival. 

• Make sure inhibitor certificates are on board 

in load ports before arrival. 

• Make sure IBC 16.2.6 and 16.2.9 is complied 

with fully before arrival. 

• Tendering of Notice of Readiness; Please 

liaise with agent/port operator for correct 

tendering time.

Crewing officers at the Bergen office. From left: Crewing and Training Officer Elisabeth Lepsøy, 

Crewing Officer Conny Fredheim and Crewing Officer Eva Storeide 

efficient crew change 

By Bjørn-Åge Veivåg 

Odfjell vessels perform 2,850 crew changes 

all over the world throughout the year. 

This is indeed a challenging and demanding 

process. 

50 of our vessels are manned with Filipinos 

and North West Europeans. The Maritime 

Personnel Section in Manila and Bergen are 

responsible for making sure that our vessels 

are manned with medically fit personnel, 

who hold the necessary qualifications and 

competence and relevant visas before joining 

a vessel. It is of upmost importance that 

crew changes are carried out as planned and 

as requested by the master. The number of 

crew changes varies throughout the year from 

vessel to vessel and is based on the length of 

the employment contract for each individual 

seafarer. 

The Manila office manage an average of 1,800 

crew changes and Bergen manage 1,050 crew 

changes each year. This is equivalent to an 

average of eight crew members travelling to 

and from our vessels each day throughout 

the year. 

In our pool of seafarers as of January 2012 

there are 2,000 Filipinos and 312 NorthWest 

Europeans including all trainees and cadets. 

good communication is a key success factor 

A great amount of work is carried out prior 

to all crew changes. Planning and preparation 

takes place months in advance. The 

process all starts with an informative mail 

from the vessel, stating which personnel is to 

be changed and in which port and country the 

crew change is scheduled to take place. The 

communication between the vessels’ masters 

and crewing manager/officers is essential in 

order to have a successful process. All relevant 

certificates and personal papers must be 

checked and verified for all personnel ready 

to join. This include competence certificates, 

passport, Seaman’s book, medical certificate, 

contracts and visas. Applying for different 

visas is one of the most demanding tasks for 

our employees and the Manila office has to 

apply for approximately 900 visas each year 

for our Filipino seafarers! 

Requirements 

In addition to checking all personal certificates 

and papers we have several demanding 

requirements from our customers which must 

be evaluated and checked when planning for a 

crew change. This includes specific minimum 

requirements with regards to effective sea 

service time, years on chemical tanker, years 

on all types of tankers, combined experience 


Crewing in Manila: Project Manager, Captain Remigio Zamora with Crewing 

Manager Tareyton Del Pilar 

for management positions, and even combined 

experience for junior officers. Another 

important requirement from our customers 

is that the change of the top officers must 

not be performed simultaneously and must 

be planned accordingly. 

All these specific requirements must be met 

and are essential for the vessels’ approval by 

our customers and they are key factors for 

an efficient and successful crew change. Our 

excellent crewing personnel at both offices 

have challenging working days and they are 

doing a very important job in assisting the 

vessels and each individual seafarer. They 

have daily communication with masters and 

port agents to make sure that an optimal and 

efficient crew change is taking place. 

The process is not completed before all crew 

are confirmed well on board. We will again 

emphasise the importance of good communication 

between all parties involved in 

crew changes. Each and everyone of us have 

special responsibilities and all must contribute 

to make the process as successful as possible. 

Our goal is to have all seafarers safely on board 

and safely home after a demanding service 

period on board. The safety and welfare for all 

our seafarers has the highest priority in Odfjell. 

NR.04/ 11 

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10 


OTR improves environmental 

and safety performance to get 

back on track 

By Theo Kruithof 

Since the summer of 2011, Odfjell Terminals 

(Rotterdam) BV (OTR) has been the scene of 

a number of incidents. immediately after 

the incidents, OTR started work to improve 

its environmental and safety performance 

in close consultation with the authorities 

DCMR (the regional environmental authority) 

and the Labour inspectorate. Here is a 

brief review and an outline of the current 

state of affairs at OTR. 

incidents 

August 2011 saw the uncontrolled release of 

200 tons of butane gas. Due to a gap in our 

procedure, OTR failed to report this incident to 

the DCMR. OTR has meanwhile implemented 

strict procedural measures to prevent a repeat 

of such an incident. The Public Prosecution 

Service is currently investigating the events. 

Benzene 

In August 2011, the preliminary results of a 

survey into benzene concentrations carried 

out by DCMR in June 2011 were announced. 

OTR cooperated in this survey on a voluntary 

basis, since it fully endorses the authorities’ 

objective to minmize emissions. At that 

time, increased benzene values were found 

in certain places on tank roofs. The Labour 

Inspectorate decided to temporarily shut 

down operations. Subsequently, OTR checked 

each individual tank and those that were 

safe were released again. Where applicable, 

OTR preventively replaced the tank gaskets 

to prevent further emissions from the tanks. 

Vapour treatment systems 

During an inspection under the Major 

Accidents (Risks) Decree (‘BRZO’), the Labour 


The new jetty H (front) and jetty G and the pipeline corridor 

Inspectorate ruled that OTR failed to satisfy 

the authorities in fully demonstrating the 

safe functioning of vapour treatment system 

DVS-1. DVS-1 was already earmarked for 

decommissioning in 2012 as it was outdated. 

Spurred by the comments of the Labour 

Inspectorate, OTR decommissioned DVS-1 

sooner than planned. All products handled by 

OTR via DVS-1 are now processed via OTR’s 

main vapour treatment system DVS-4. 

Release of gasoline 

In January 2012, there was a gasoline spill at 

OTR. The incident was immediately under 

control. The safety system worked well, as 

a result of which the amount of gasoline 

released remained limited. At own initiative, 

OTR decided to immediately shut down part 

of the operations aimed at the winterization

Tank 930, one of the domed floating roof tanks Tank 576, the recently renovated Fuel Oil storage tank. 6,660 cbm gross capacity, heated and insulated 

of gasoline, in order to guarantee safety. OTR 

subsequently started an investigation into 

the cause of the incident, as part of which 

a thorough analysis is being carried out 

into the safety of this process. OTR will not 

resume these operations until the safety 

studies (HAZOP) have been reassessed and 

there is absolute certainty about the safety 

of the process. 

Visible improvement 

OTR, in consultations with the authorities, 

has implemented improvement measures. 

In response to the incidents, the following 

measures have been taken with immediate 

effect: 

• Emissions from benzene have been reduced 

to a minimum 

• Special measuring equipment has been 

acquired to detect and resolve any (residual) 

emissions as soon as possible 

• Procedures and inspections have been 

tightened to prevent future emissions 

• Additional safety experts have been 

appointed to ensure compliance with 

procedures 

• All critical business processes are subject 

to a risk analysis (HAZOP), including the 

butanization (winterization) of gasoline 

Action plan and investments 

OTR has also drawn up an action plan aimed 

at implementing major improvements in the 

next six months. The action plan forms part of 

an extensive improvement programme. The 

improvement programme aims to improve 

the safety culture, the primary process, and 

the safety management system. In order to 

improve the primary process and the safety 

culture OTR has hired renowned consultancy 

agencies, like TNO and The Brown Paper 

Company. They both have a lot of experience 

with these kind of trajectories. The Brown 

Paper Company for example have also worked 

for Rio Tinto, the neighbours of OTR. This is in 

addition to investments of new constructions 

and replacements. 

Support for OTR 

Customers are kept continuously informed 

of the situation and the developments. 

Telephone contact is maintained multiple 

times a week. Customers understand the 

situation and can see that OTR is making 

improvements. Moreover, some of the 

customers actively support OTR in the 

improvement of environmental and safety 

performances. 

Media and stakeholders 

Following the incidents, OTR has received a 


lot of media attention. This affects everyone 

involved. Hence OTR has intensified its communication 

efforts with the media, politicians, 

interest groups, and other stakeholders. The 

aim is to be transparent about the situation 

and developments. Within this framework, 

stakeholders are invited to visit the terminal 

in order to obtain a real picture of OTR and 

its methods of operation. A team of communication 

specialists has been appointed and 

charged with the active management of the 

communication with clients, stakeholders, 

politicians, the press, etc. This is starting to 

prove valuable as we have been able to reduce 

speculation by presenting facts. 

What is the current status? 

On Wednesday 1 February 2012, as part of an 

unannounced visit, the SZW Inspectorate (as 

the Labour Inspectorate is called now) carried 

out an inspection at OTR. This inspection 

confirmed that the problems at OTR have 

largely been resolved, though there are still 

many things that need thorough attention. 

During the same inspection, DCMR checked 

five tanks for emissions, using infrared cameras. 

On that occasion, everything appeared to be in 

order; no leaks were detected. Thus we are on 

the right track. 

NR.04/ 11 

11

12 

CHAiRMAN’S MESSAgE odfjell quarterly magazine 

Laurence W. Odfjell 

Dear colleague, 

in light of recent situation and incidents surrounding Odfjell Terminals (Rotterdam) (OTR) the Odfjell management 

and Board have been monitoring the situation very closely. in January, Laurence Odfjell, Chairman of the Board, 

spent some time at OTR in order to review the current situation but also to make himself available for management 

and employees at OTR. Below shows an excerpt of a letter from him that has been given to all OTR employees, 

to share with their families, following these recent events. 

As a follow up to the presentations I held at 

our Rotterdam terminal last week, I would 

also like to send this personal message to you 

and your families. 

First of all, I think it is important for everybody 

to know that Odfjell as a company has safety 

as a core value. Our number one concern is 

that everyone can work at Odfjell in a safe 

manner and in a safe working environment. 

We also want our neighbours and the community 

surrounding us to know that we work 

in a safe and responsible manner, so they 

can have confidence that their safety or their 

health are not at risk. 

Media: the way people see us 

It is painful for all of us to see the negative 

public perception of our Rotterdam terminal 

(OTR). What affects us most is how this media 

coverage has raised the concern of your 

families and friends about your well-being. 

They may be worried whether it is safe for 

you to go to work and question what kind of 

company you work for. As I said last week: 

if it were unsafe or unhealthy for you to go 

to work, we would not allow you to come to 

work. Neither would the authorities. We all 

care about your safety. 

Reporting concerns 

Last week, I received some anonymous letters 

that I discussed with the Works Council. 

Although there were valuable and valid concerns 

in these letters, we did not receive any 

concrete examples of unsafe conditions that 

were not being handled properly by OTR. If 

you see anything that you are concerned is not 

safe or in violation of our operational permit, 

then you must bring this to the attention of 

your manager. If there is lacking response 

from your manager, then escalate to his/her 

manager or to HR. Only then can we ensure 

that we know of the unsafe condition and only 

then can we act upon it. Similarly, any manager 

or any employee receiving any concern 

about safety or compliance issues has the duty 

to listen properly to the concern and assess 

the risk of the situation. Failure by managers 

to act upon such input can potentially lead 

to disciplinary action because 1) safety is our 

overriding concern and 2) there is now zero 

tolerance from the authorities and Odfjell 

with regards to compliance. We simply cannot 

risk any failure to report or act. 

BRZO Audit findings 

In 2008 the BRZO authorities informed me 

that we were lagging behind in terms of safety 

and compliance. They were rightly frustrated 

with how management had promised 

improvements in 2004, but had repeatedly 

delayed, for example, certain investments 

in maintenance and in control of vapor 

emissions. 

The authorities have demanded results from 

us in a very constructive manner over the 

years. In this process they have helped us 

improve. In fact, we were recognized for making 

improvements by end 2010. During the 

last three years we had been progressing in 

the right direction, but we have admittedly not 

progressed fast and far enough, especially the 

last 12 months. But we were on a good path 

towards improvement and we had their trust. 

So what has happened and why are we now 

in the media? I believe it was because we 

failed to properly report the butane leak, as 

mentioned above. In an instant, all the trust 

we had built up with the authorities since 

2008 was lost. Now we are understandably 

under a regime of almost zero tolerance by 

the authorities – and we need to work twice 

as hard to regain their trust. 

In that sense, the next six months will be critical 

for us to demonstrate by the next BRZO 

audit that we have made significant progress 

on our action list towards compliance. During 

my visits to the terminal in recent weeks, I 

have sensed a lot of motivation from our many 

co-workers at OTR to contribute in making 

progress, but most of you do not know the 

content of the action list. Obviously, by us 

communicating better what needs to get done 

by whom during the next difficult months; we 

will work more aligned with common objectives. 

I have therefore made a commitment to 

you that you will receive better information 

for how you can contribute to get OTR back 

on track faster. 

The steps forward 

This year will be very challenging with a lot of 

work to demonstrate to the BRZO authorities 

and our community that we are in control of 

the safety at our terminal. We need to demonstrate 

that we have made significant progress 

in our preventive maintenance programme. 


We need to ensure and demonstrate that all 

potential risks detected from Hazops, Audits, 

Safety walks, Investigation reports, etc. have 

been mitigated with appropriate actions 

and lines of defence implemented. We need 

to ensure that our facilities are fully fit for 

purpose. 

We need to demonstrate that we have 

embarked on the path of creating a proactive 

safety culture where we foresee what can go 

potentially wrong. Of course, we need to also 

demonstrate that we learn from incidents. 

I am confident that we will be successful. I 

know the expert knowledge we have onsite. 

We have a strong Management Team and I 

have seen the progress they have made in 

recent years. But, we will have to accelerate 

the pace of progress. Easier said than done. 

We will use all the help and support we can 

to accelerate our progress, including the use 

of many expert and reputable consultants. 

The simple goal is to get better faster. The 

difficult goal is to make such improvement 

into something sustainable. 

Rest assured that the owners of OTR, Odfjell 

and our new partner Lindsay Goldberg, want 

to invest to ensure that the QHSE standards of 

OTR are robust and sustainable. Both partners 

maintain confidence in the management, 

the organisation and remain committed to 

investing in your safety. 

Remember 

• If it were unsafe or unhealthy for you to go 

to work, we would not allow you to come to 

work 

• It is OK to say STOP, if you think something 

is unsafe 

• You are responsible for your own personal 

safety – demand zero tolerance from yourself 

• Our customers are never asking us to take 

shortcuts on safety 

• You are not doing OTR a favour if you hide 

a violation – report it 

• We are all in the same boat. We can all 

contribute to safety 

Stay safe!

LANDMARKS odfjell quarterly magazine 

New terminal joint 

venture in China 


in January Odfjell SE made an agreement to enter into a joint venture 

(via its subsidiary Odfjell Terminals Asia Pte Ltd (Singapore)), 

with Tianjin Economic-Technology Development Area (TEDA) (via 

its subsidiary Nangang Port Company) to develop a terminal and 

marine facilities for bulk liquid chemicals, petroleum products and 

gases in the Nangang industrial Zone (Tianjin) in China. The initial 

phase of the joint venture will consist of three deep sea berths and 

it will have a total storage capacity of about 150,000 cubic meters. 

Odfjell Nangang Terminals (Tianjin) 

The joint venture company will be named Odfjell Nangang Terminals 

(Tianjin), and Odfjell will hold 49% ownership as well as maintaining 

the operational management. The initial total investment is estimated 

to be about USD 160 million. The first phase operations will start during 

the second quarter of 2014. The Nangang Industrial Zone is located 

about 120 km from Beijing: – The location of the Nangang Industrial 

Zone is strategically important as it is part of a major development of 

a petrochemical hub in the Western Bohai Bay area. It is in line with 

our strategy to participate in industrial zones with petrochemical 

production, says Atle Knutsen, President Odfjell Terminals BV. 

Odfjell already has part ownership in three other terminals in China; 

Dalian, Jiangyin and Ningbo. 

New business 

The Nangang Industrial Zone will be an important green field petrochemical 

development that will represent new business for the Odfjell Terminals 

network. The terminal will be an integrated part of the petrochemical zone 

and will therefore play a crucial role in facilitating export and import. It 

will also provide other logistical services to the petrochemical industry 

in the zone and thereby support new and growing production. 

Odfjell Terminals in China and Korea 

encouraging developments in the spot marked 


improvement in time-charter results in the 

fourth quarter and continued solid results 

from tank terminals sees Odfjell post a net 

profit for 2011 of USD 269 million including 

a capital gain of USD 294 million. Net result 

for the fourth quarter closed at negative 

USD 8 million. 

EBITDA for 2011 closed at USD 113 million, 

compared with USD 94 million for the 

preceeding year. EBIT for the year came in 

at USD 21 million, compared with a loss of 

USD 36 million for 2010. 

Bunker prices remain high and are negatively 

impacting trading results. Despite this, 

time-charter results rose by 4.3% against the 

fourth quarter of 2010 and are 2.6% up on the 

third quarter. 

improved, but still not sustainable 

time-charter results 

We expect to see continued gradual improvements 

in our operating results in the first 

quarter of 2012 compared with the fourth 

quarter of 2011. – Even though we can predict a 

gradual improvement for the next quarter, the 

result is not sustainable on the shipping side. 

We believe that there is need for a repricing. 

The rates are close to levels in 2007, but we still 

do not make any money due to the high bunker 

price, says Terje Iversen, CFO Odfjell SE. 


Artist rendition of the new terminal in Tianjin 

Opportunities 

The transaction with Lindsay Goldberg in 

2011 has made it possible to invest in other 

opportunities: – With this transaction our 

balance is better and we have been able to 

pay debts and have increased our liquidity. 

This makes us better equipped than other 

operators in the market, Terje ends. 

NR.04/ 11 

13

14 

LANDMARKS odfjell quarterly magazine 

increased jetty capacity at otr 

By Theo Kruithof 

On 15 December 2011 Odfjell Terminals 

(Rotterdam) BV (OTR) increased its jetty capacity 

for inland tankers. The new jetty is called WHi-H 

and is suitable for the handling of barges, raising 

the number of barge positions to 13. 

The entire construction was prefabricated elsewhere 

in The Netherlands and was shipped to 

OTR with a crane. On the shore side everything 

was prepared and ready and only the weather 

conditions could jeopardize the operation. Sadly 

this is exactly what happened ! A severe Decemberstorm 

hindered the ‘delivery’ of the construction. 

Thankfully, a few days later the weather conditions 

were favourable and the construction was able 

to be shipped to OTR. Within a few hours, the 

jetty installation was placed ashore on its mounts. 

The first barge was loaded on WHI-H just a few 

days later. 

New jetty at OTK 

By Dong-Rack Park 

Odfjell Terminals (Korea) Co., Ltd. 

(OTK) was built by Korea Petrochemical 

industry Corporation (KPiC) in 2001 

and was originally named Onsan Tank 

Terminal (OTT). Following the formation 

of the joint venture between KPiC and 

Odfjell SE on 14 November 2002, there 

have been three expansion programmes 

that have increased the capacity from 

about 110,000 cbm to around 320,000 

cbm. The last expansion, called E-4, 

was completed in October 2011. This 

new addition increased capacity by 

about 63,000 cbm which is divided into 

15 tanks. 

The current total terminal storage capacity 

is about 320,000 with 85 tanks ranging in 

size from 550 cbm to 9,990 cbm. The tanks 

are consisting of stainless steel, coated and 

mild steel. OTK also owns a ‘finger pier’ 

with two berths having a capacity of 50,000 

and 30,000 DWT. In addition OTK has the 

user rights of the KPIC pier with capacity 

to handle two ships concurrently of 50,000 

and 80,000 DWT. In time, OTK will also 

have the opportunity to secure additional 

The construction arriving 

with the crane ship 

available land of 32,000 m² for terminal 

expansion. 

Purchase of Yuwha #2 jetty 

In order to plan for future expansions and 

to maintain OTK’s flexible waterfront, OTK’s 

Board of Directors have supported the purchase 

of theYuhwa #2 pier, which up to now 

has been owned by KPIC. The ownership 

of the two berths was transferred to OTK in 

December 2011 and OTK is now evaluating 

how to fully optimize the waterfront of OTK. 

The two berths at the Yuhwa #2 pier will 

handle smaller vessels of up to 15,000 DWT. 

OTK’s objective is to improve its position as 

the leading hub terminal in North East Asia 

and to offer both Korean and international 

customers the most flexible solutions for 

marine and storage logistics. OTK’s current 


Almost there …… 

one metre to go 

All fast, the construction is 

safe ashore 

Airplane view of OTK 

waterfront can offer berthing facilities 

for ships up to 80,000 DWT. The marine 

facilities are easily accessible and offer 

the opportunity for concurrent board-toboard 

(transhipment) and load/discharge 

operations. 

One of the most flexible 

trans-loading locations in Asia 

The OTK facilities are able to deliver nitrogen 

to ships ex pipe at the berths and also 

have facilities for filling iso-tanks as well as 

drums. With access to six marine berths, 

pipelines and trucks, makes these facilities 

one of the most flexible trans-loading 

locations in Asia. To meet with customers 

highest QHSE requirements, OTK is ISO- 

9001 and ISO-14001 certified as well as 

CDI-T registered.

An incredible ‘maiden’ voyage 

By Tor-Arve Skjerli 

On Wednesday 18 January, our first newbuilding 

in a series of three advanced 9,000 

DWT stainless steel tankers, started its 

long trip from CSiC Chongqing Chuandong 

Shipbuilding industry Co. Ltd., on Yangtze 

River down to Shanghai. 

The shipyard is located in Fuling, which is a 

part of the Chongqing municipalities located 

in Southwest China in the Sichuan province 

and has a population of more than 30 million 

people. 

Our newbuilding was towed by a vessel which 

also carried the two upper decks of accommodation, 

funnel as well as a lot of other 

materials which shall be used for the final 

outfitting of the vessel in Shanghai. The upper 

part of accommodation and funnel had to be 

By Jakob Sørhus 

As of January 2012, Odfjell Houston 

Chartering resumed overall marketing 

and chartering responsibilities for 

North America and Latin America. As a 

result, from now on the US based brokercommunity 

will conduct all day-to-day 

business activities through Odfjell Houston. 

In order to prepare ourselves for this huge 

undertaking, the Houston Chartering 

Department has increased its personnel 

with two senior brokers from Bergen and 

transported separately due to several bridges 

with limited air draft. In some areas of the 

river the draft of vessel had to be trimmed 

to a maximum 3.1 metre draft. 

Whilst most Chinese people prepared for the 

Chinese NewYear celebrations, our vessel had 

78 workers on board and the towing vessel a 

crew of 23, who had to celebrate the NewYear 

and start of Dragon Year on Yangtze River. 

The total towing distance was approximately 

2,300 kilometers. The first part of the towing 

was from Fuling down to the Three Gorges 

Dam, which is a length of some 500 kilometers. 

This is the world’s largest power station in 

terms of installed capacity (20,300 megawatt). 

After passing the locks with a height difference 

Charting and Operations Team 

Houston chartering expanding 

an additional two senior brokers who have 

been hired in from the local Houston market. 

To further improve internal efficiencies 

and external customer services, we have 

integrated Chartering- and Port Operation 

functions and established new teams with 

larger geographical responsibilities. 

This is all done with one common goal in 

sight; enhance customer services/improve 

commercial- and operational efficiencies. 


Arrival in Shanghai 

of 113 meters, the towing continued down 

the Yangtze River, passing Wuhan, with a 

population of almost 10 million people, and 

is also the capital of Hubei province. Further 

down the river they passed Nanjing, which is 

the capital of Jiangsu province and has been 

the capital of China on several occasions. 

On the morning of Thursday 2 February the 

vessels entered in to the Huangpu River, 

and to its destination Donghai Shipyard in 

Shanghai. The crew were happy to finally walk 

ashore having spent 15 days onYangtze River 

without too much comfort. 

The vessel will now be completed and commissioned 

over the next three to four months, 

and hopefully by the summer a new vessel will 

be ready to enter the Odfjell fleet. 

We are pleased to present the teams 

as follows: 

Americas: 

Responsible for Transatlantic & South 

America trade lanes 

Chartering: Brandon Calhoun, Robert 

Nesvold, Alexis Colon, Robert Gonzalez 

Operations: Robert Ruiz, Matthew 

Russell, Einar Seljenes 

Asia-Pacific: 

Responsible for USA / Far East trade lane 

Chartering: Petter Maasoe, Bjørn 

Hammer 

Operations: Debbie Richie, Stephanie 

Baresh 

CPP & Middle East: 

Responsible for CPP & South Africa – 

Middle East 

Chartering: Charlie Case 

Operations: Stephanie Baresh, Debbie 

Richie 

We are all committed to combat an 

unsustainable market, improve efficiencies-, 

cost savings- and freight earnings at 

every level. 

NR.04/ 11 

15

16 

PORTRAiT odfjell quarterly magazine 

NEW MAN 

iN OMAN 


A new expatriate, moving from a ‘cold’ Norway to a ‘hot’ Oman, Morten 

Albriktsen has taken over the position as CEO at Oiltanking Odfjell Terminals 

& Co. LLC - Oman – Sohar (OOTO), after the retirement of Zeger van Asch van 

Wijck. So how is the new manager coping with working at a terminal surrounded 

by palm trees, quite the opposite from his office in the headquarters 

in Bergen and the Norwegian cold climate! 

You have moved from the 

cold Norwegian winter to 

a very different ‘hot spot’. 

Have you acclimatized yet? 

– So far so good I would say. Oman in 

January enjoys temperatures in the 

20-25 °C range, so very much like a nice 

Norwegian summer. July and August is 

something different as temperatures 

can reach 50 and above, and I can 

imagine that there will be times when 

I will miss the cold north when I’m 

literally ‘frying in the desert’. 

The way of living is quite 

different between the two 

countries; how do you find it? 

– I have only been here for a few weeks, 

and with a new position I have mostly 

been working to bring myself up to 

speed in the new job. But my general 

impression of Oman is good. It is a 

country that has seen a lot of development 

in a relatively short period of time 

and you therefore experience both the 

traditional lifestyle and the modern 

way of living in the same society. The 

Omani people are known for their hospitality 

and I am very much enjoying 

the company of my Omani colleagues. 

The Oman adventure 

The Oiltanking Odfjell Terminal 

(Oman) is the most modern terminal 

in the Odfjell terminal network. It has 

had continuous development from 

the start with successive expansions 

and new contracts. Is the terminal 

really a success story and how do you 

progress from here? - OOTO is probably 

the most successful terminal project 

Odfjell has ever been involved in. We 

have expanded from a greenfield site 

to almost 1.3 million cbm in less than 

five years and the shareholders are 

already enjoying generous dividends 

from our operation. We currently have 

27,300 cbm (12 tanks for chemicals) 

under construction but there is room 

for some further expansion on the 

existing land. 

What are the main 

priorities at OOTO? 

- We are now in a phase were our entity 

transforms from a huge construction 

site to an operational terminal. The 

focus will therefore be on organisational 

matters as we need to stabilise 

and streamline operations and also 

bring our technical department from 

construction to maintenance mode. 

After a period of growth there should be 

a period of consolidation and I believe 

that is where OOTO is at present. 

Personal strengths 

Morten can be described as ambitious, 

target focused, structured, loyal, fair 

and honest. - I have always put a lot of 

emphasis on that we as Odfjell shall be 

a good business partner with integrity 

and hold high ethical standards as I 

strongly believe that is what will 

make us successfully and profitable 

in the long run. I sincerely hope that 

in the years to come I can contribute 

positively to further developments at 

OOTO and thereby also contribute to 

the growth and development of Sohar 

and Oman as an industrial logistics 

hub for the Middle East region. 


Morten Albriktsen 

• 42 years old. 

• Master in Chemical Engineering NTNU, 

Master in Finance NHH & Stockholm School 

of Economics. 

• Two years in the army and one year as energy 

broker before joining Odfjell January 2001. 

• In Odfjell: Various positions related to 

management of the terminal division, latest 

as Regional Manager for Middle East, India 

and Africa.

BRiEFiNgS odfjell quarterly magazine 

new compliance officer 

and designated Person 


At Odfjell we have standards for how we 

should conduct our business. in order to 

make sure that these standards are maintained, 

we have a Compliance Officer to 

help and guide employees that may be faced 

with difficult situations or etical dilemmas 

in work related situations. Following the 

retirement of Jan Didrik Lorentz, Toralf 

Sørenes, SVP QHSE at Odfjell SE, is taking 

over as the new Compliance Officer. 

The main tasks 

The main tasks of a Compliance Officer are to 

ensure that our Code of Conduct is followed 

and in his role he has direct access to senior 

management: – If an employee wants guideance 

on how to understand and use of our 

Code of Conduct, he or she should contact 

their immediate superior. However, if this 

fails to resolve the issue, the matter should 

be forwarded to the Compliance Officer who 

will give guidance or direction, says Toralf 

Sørenes, SVP QHSE. Another important 

task for the Compliance Officer is to handle 

reported suspicion of malpractice. 

Designated person 

The ISM code requires a similar role to that 

of the Compliance Officer for employees 

working on the ships. The title of this role is 

‘Designated Person’: – This is a position that 

the mariners can use if they feel that safety, 

environmental or other issues are not being 

properly addressed through the regular line of 

command or reporting channels, he explains. 

Toralf Sørenes will also be the Designated 

Person for the ships that are managed by 

Odfjell. 

Attention towards malpractice 

At Odfjell we want our employees to come 

forward with concerns with regards to 

malpractice. Firstly, because malpractice 

may result in dangerous situations affecting 

personnel, vessels and the environment. 

Secondly, malpractice where individuals or 

the company profit from unethical or illegal 

behaviour may have serious consequences 

for the business. Having such matters brought 

to the attention of the management enables 

necessary action to be taken to limit or 

EMPHASiS ON VETTiNg 

– Vetting and inspection Seminar for officers 

By Jennifer M. Franco 

Odfjell in the Philippines (OiP) in 

cooperation with Fleet Asia/Odfjell 

Singapore organised a two-day OCiMF 

SiRE Vetting and inspection Seminar 

for Filipino Management Level Officers 

(MLOs) held on 24-25 November 2011. 

The seminar facilitated by Captain 

James Lim and Captain Dave Savage 

focused on the Ship Inspection Report 

Programme (SIRE), chartering, risk 

management, oil company inspections, 

inspection reports and their effective 

management. 

According to the organisers this training 

aims to address and bring more attention 

to issues on vetting, how these 

inspections affect daily operations and 

the company’s profile in the market. 

– The seminar reinforces our officers’ 

knowledge on how to prepare properly 

for the inspection, liaise and handle 

the inspector or at the end of the day 

negotiate to obtain minimum observation, 

said Cedric Caguioa, Marine 

Superintendent, Fleet Asia. 

Seminar organisers commented that; 

enhancing the officer’s knowledge on 

the issues of vetting is very important. 

Handling inspections can be a challenge, 

and providing further training to 

our officers on vetting is also important 

to better handle this issue. 


Toralf Sørenes, SVP QHSE, Compliance Officer and 

Designated Person 

eliminate consequences and prevent similar 

malpractice to reoccur in the future. 

Discretion 

Raising concern with regards to malpractice 

shows integrity, solidarity and a willingness 

to share knowledge in order to prevent 

serious errors and individual failures. The 

Compliance Officer welcomes input from 

Odfjell employees and all cases will be 

handled with full discretion. 

Captain James Lim engages participants in a dynamic 

discussion on vetting 

NR.04/ 11 

17

18 


MAiNTENANCE MANAgEMENT 

iMPROVEMENT PROJECT 

By Robert Øksnes 

To achieve the set goals in the maintenance 

strategy a centralised administration of the 

maintenance system is required. To establish 

an effective continuous improvement 

process in a fleet wide perspective, we need 

to increase the level of standardisation. 

This process is a key factor for developing 

Odfjell Ship Management to a learning 

organisation within maintenance and this 

has led to some structural changes within 

maintenance management. 

The method we are using is well-known and 

recognised within leading companies in the 

offshore industry. We have made necessary 

adjustments due to some differences between 

shipping and offshore businesses. 

A systematic approach 

Briefly, the method can be explained as follows; 

all systems and functions on board are 

criticality assessed and classified by type of 

equipment. This means that we treat similar 

equipment equally, independent of maker. 

We establish generic maintenance concepts, 

where we state the different activities that 

should be done. Normally only the requirement 

of what to do, and not how to, will be 

stated. This setup will enable us to measure 

both the quality of different makers and 

the quality of the maintenance plan. We 

will then be able to gain experience from 

Odfjell’s Corporate Social Responsibility 

Council’s mandate is to ensure that we comply 

with our CSR policy and facilitate a gradual 

implementation of United Nations’ ten principles 

within the areas of Human Rights, 

Labour, Environment and Anti-corruption. 

The CSR Council had its first meeting on 21st 

December 2011. Working groups were established 

for each area and it was agreed that the 

primarily aim for each group would be to 

assess where we stand today. In addition, it was 

decided that the groups would propose goals 

and initiatives for improvements. 

each other faster and in a more systematic 

approach. 

In 2011 we implemented this new maintenance 

plan for Bow Summer, Bow Elm and 

Bow Lind. Flumar Maceió is under implementation. 

Our results show that the method is 

working, but we are vulnerable to divergences 

in the technical account structure stated in 

the vessels planned maintenance system. 

Chief engineers from the involved vessels 

have therefore participated in workshops to 

identify these divergences. 

corporate Social responsibility 

council established 

In 2011 we implemented this new maintenance plan for Bow Summer, Bow Elm and Bow Lind 

By the end of March 2012, we will submit our 

first official ‘Communication on Progress’ 

report to our stakeholders. A ‘Communication 

On Progress’ is a requirement for participation 

in UN’s Global Compact and is otherwise 

an annual submission that will describe our 

efforts in implementing the ten principles. Our 

CSR Council has participants from the Senior 

Management Group. BjørnYdse is the Council’s 

secretary. 

For more information about UN Global 

Compact and the ten principles, please see 

www.unglobalcompact.org 

implementation from day one 

Newbuildings and second hand vessels 

entering the Odfjell fleet in 2012 will get 

this setup from day one. Implementation 

on board existing vessels will be done when 

fleet Planned Maintenance Systems (PMS) 

surveyors are available. We expect the initial 

implementation period on board the vessel 

to be 3-4 weeks, in this period two PMS 

surveyors will be sailing with the vessel. B588 

and Kvaerner vessels will be taken first due to 

their age and similarity.

odfjell terminals 

(charleston) in progress 

By Mel Pinks 

With the construction contract for 

the development of Odfjell Terminals 

(Charleston) LLC (OTC) recently 

awarded, progress is now being 

realised as drawings are assimilated, 

final permits are sought and last 

minute additions to design herald the 

arrival of machinery and manpower 

that together will establish a significant 

presence for Odfjell Terminals 

on the southeast coast of the United 

States of America. 

Over the last 18 months, many hours 

have been spent deliberating over the 

21 acre plot, housing two redundant 

100,000 barrel tanks (close to 16,000 

cbm) and a dock on the Cooper River. 

Odfjell Terminals (Houston) financial 

gurus ‘crunched numbers’ as sales 

executives studied potential markets 

and client requirements. OTH project 

engineers drew endless drawings of 

tanks, pipes, rail track, dock, road, 

offices and structures. The end result 

was to eventually present an approved 

package for contractual bids whilst 

OTH Environmental personnel strove to 

acquire air, site, wastewater and building 

permits that will soon allow for progress 

in North Charleston. 

Odfjell is extremely appreciative of 

all the support already received from 

related industries, State and Federal 

departments that are a function of our 

new terminal development in South 

Carolina, land based as well as maritime 

industries and societies. We are looking 

forward to building strong and trusted 

relationships with the proud community 

of North Charleston who will truly be by 

definition, our neighbours; the community 

of North Charleston and Park 

Circle being literally across the road 

from the site of the new terminal. 

We want to reassure everyone that 

‘Responsible Care’ is paramount and 

every endeavor will be made to both 

construct and operate ‘OTC’ with the 

upmost considerations for safety and 

the environment. We look forward to 

providing Odfjell Quarterly and its 

readers regular updates on the project. 

We are hopeful that the next photos we 

publish will show quite a few changes 

compared to the photos in this article. 

We hope Google can update as fast as 

we can construct, or perhaps that should 

read can’t! 


Drawing soil samples 

Soil sample analysis by ‘SCS’ Engineers 

Entering OTC by rail 

Overhead of OTC plot 

NR.04/ 11 

19

20 


Stowing for 

tomorrow 

By Leif Gunnar Alvær 

Until eleven years ago the stowage planning 

was a manual task. However, in order 

to ensure not only maximum safety related 

to the stowage, but also to ensure that 

operational and commercial interests 

were a priority, the old fashioned ‘pen 

and paper approach’ was simply no longer 

sufficient. it was this realization that led 

to the development of Odfjell Tankers 

Stowage Tool, OTHELLO. 

OTHELLO was designed with the following 

goal; ‘to ensure a high quality of stowage 

on our operated fleet’. OTHELLO was, and 

still is a sophisticated piece of software but 

unfortunately it contains a lot of features 

that are seldom being used and these features 

have added to its shortcomings. The 

system was intended to be used on both 

vessels and ashore, but was never put into 

production on board our vessels that were 

using ‘SUPERCARGO’. When evaluating 

the OTHELLO system we can now see that 

because of the high number of features, 

OTHELLO has become a slow system, and 

for many it is seen as frustrating to use. 

A new solution on ship and shore 

As Odfjell Tankers is now updating our 

ICT portfolio, OTHELLO will no longer be 

compatible with the new system. OTHELLO’s 

main purpose still remains valid though; 

‘to obtain the highest possible quality of a 

vessels stowage’. Odfjell Tankers clearly see 

the benefit in having one common stowage 

system for both ship and shore. The system 

should also be available to both owned and 

chartered vessels. 

Project ORCA 

The new stowage tool project started in 2011. 

The project team consists of representatives 

from Operation and Shipboard Management. 

We have scrutinized the systems that we use 

today, keeping what works, and removing 

what does not, which has resulted in a 

list of specifications we believe will be of 

importance. When looking through that list 

I thought ‘we wanted an axe, but in Othello 

we got a chainsaw’. Now we are creating that 

axe. We have a clear focus on what the users 

really need, and are aiming for a simple and 

robust system. 

January 2012 we signed a contract with UMOE 

Consulting, the same company that created 

OTHELLO for us some 11 years ago. Times 

have changed, we are more experienced, 

and we have ten years of user experiences 

with different systems to guide us and I am 

therefore confident that this system will be a 

valuable assistance to masters, chief officers 

and operators when implemented. 

As of now, the project is well underway. After 

several workshops we have agreed on the 

fundamental layout of the system, and we 

have set a target date for implementation. A 

software development team with experienced 


The new stowage tool system will be used ashore and on board. 

consultants will be responsible for the implementation 

of this project. This team is a mix 

of new faces and consultants with extensive 

experience of the stowage process. This will 

give us the opportunity to consider new solutions 

for old problems, but will also ensure 

that we focus on the right things. 

The user interface 

The decision on the system’s main layout 

has been made in close cooperation with 

representatives from both operations and 

fleet. All information required should be 

available in an intuitive and user friendly 

way. Adjustments and tweaks to the design 

are expected throughout the project and we 

are relying on constructive feedback to the 

elements that we present.

New demurrage tool in progress 

By Einar Øye 

The construction of a new shipping solution 

for Odfjell Tankers is an ongoing project. 

in January key users from Houston, Dubai, 

Singapore and Bergen were trained in the 

new iMOS system. This system will replace 

the stack of tools currently being used 

for chartering, voyage management and 

demurrage. 

Last year, the pilot project identified a number 

of shortfalls between Odfjell Tankers requirements 

and the actual features that are currently 

available in the IMOS Demurrage module. In 

order to detail the requirements, and to start 

work on these shortfalls, Veson Nautical, the 

vendor of IMOS, recently invited the Odfjell 

team to their headquarters in Boston. Ingelin 

S. Jacobsen, Manager of the Demurrage desk 

in Bergen, participated in these meetings. 

We’ve taken the opportunity to ask her about 

demurrage as well as the ongoing project. 

What were the main objectives of the recent 

meetings with Veson in Boston? 

– We gave an initial presentation outlining the 

daily work of the demurrage analyst as our 

main objective is that they understand our 

demurrage process. We also gave a presentation 

of the demurrage tool we are currently using. In 

addition, we discussed various subject matters 

and detailed our specific requirements. 

We would also like to know more about the 

demurrage process, ingelin. Are you able to 

describe in simple terms what demurrage 

really is ? 

– In short, demurrage is compensation for 

the time used by the customer for the loading 

and discharging of their cargoes, which is not 

included in the freight. 

The demurrage analyst is therefore a 

‘time-accountant’? 

– Well, while the ship operators are responsible 

for invoicing the freight of the transported 

cargoes, the demurrage analysts check each 

booking in order to make sure Odfjell is 

compensated for additional time used by our 

customers. 

When the demurrage analyst performs 

demurrage calculations, what are the main 

tasks involved? 

– The demurrage process starts when all the 

required documents are available. Basically, 

there are five steps in the process as shown in 

the diagram. 

Ingelin S. Jacobsen and Einar Øye 

S e le c t 

B o o k in g s 

T im e 

A llo w e d 

The demurrage process with main inputs and outputs 

First of all, the demurrage analyst needs to 

select the booking(s) to be included in the 

demurrage calculation. It’s essential to know 

the relevant clauses in each applicable charterparty. 

Specifically, the time allowed (laytime) 

for each cargo, and of course the demurrage 

rate, needs to be input into the laytime calculation. 

When a voyage is completed, we receive 

supporting documents from our vessels and 

agents, including port activities/times. These 

times are entered into our laytime calculation 

in order to derive the actual time used for the 

shipment. This is basically what’s required in 

order to see if the vessel is on demurrage or 

not. If demurrage is incurred, we will invoice 

the charterers according to the charterparty. 

Are there any potential improvements in 

the way this process will be supported in 

the new tool? 

– The ship brokers are responsible for the 

time allowed for each cargo, and IMOS allows 

them to enter this vital information in a more 

structured way. The demurrage analyst can 

then utilise this information directly in the 

laytime calculation, eliminating the need for 

re-keying. In addition, when the new on board 

system ‘Veslink’ has been deployed on the 

vessels, we will receive the port activities/ 


T im e 

C o u n t in g 

L a y T im e 

C a lc u la t io n 

I n v o i c e 

times directly into the ‘time counting’ part 

of our laytime calculation. There will still be 

an element of flexibility and we will still be 

able to amend this information as required. 

Furthermore, IMOS will allow us to invoice 

for demurrage more efficiently, and it will 

be easier to accommodate custom invoicing 

requirements from our customers. We want 

to be in a position where we are able to serve 

our ‘internal clients’ such as brokers and other 

Odfjell employees worldwide, with accurate 

information that will allow for instance 

statistics on waiting time and working time 

at Odfjell terminals. 

As i understand, the work of the demurrage 

analyst relies heavily on the input from 

other departments in Odfjell Tankers as 

well as from the vessels. What do you think 

are the ‘success’ factors that contribute to 

an efficient workflow? 

– The demurrage process is the last step in the 

chain of activities related to processing the 

bookings; hence it’s very important that all 

the information with regards to each step of 

the booking process is complete and accurate. 

By following the principle of ‘one time entry 

of information’, the opportunity for errors 

will be greatly reduced throughout the chain. 

NR.04/ 11 

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22 


new guidelines and 

standards for icy waters 

By Martin Hislop 

As the onset of global warming brings 

warnings of changes in the weather, 

the discussion of new trading routes 

arises. The fabled Northwest Passage, 

north of Canada and now the North 

East Passage, north of Russia are 

becoming more open to ice in the 

summer months. Trade between the 

Atlantic and Pacific basins is steadily 

increasing due to passages being made 

by tankers and more recently container 

ships. As a result new requirements 

for vessels trading in ice affected 

waters are being put forward. 

New guidelines and standards 

There is currently an increased focus on 

the experience and training being given 

to crew who are expected to trade in icy 

conditions. This is due to the increase 

in the number of vessels that are trading 

in ice covered waters but also partly as 

a result of a sharp increase in claims to 

insurers for Hull and Machinery damage 

due to ice and severe cold conditions. 

The Oil Companies International 

Maritime Forum (OCIMF) have taken 

on board these recent changes in working 

conditions and produced guidelines for 

large tankers trading in seasonal first year 

ice and severe sub zero temperatures. 

This, along with IMO guidelines for polar 

waters, requirements in the Standards 

for Training and Certification of 

Watchkeepers (STCW) 2012 regulations 

and several other industry publications 

dealing with ship handling in ice, are considered 

to be the standards to be attained 

for all vessels that will experience ice 

conditions. OCIMF moved the focus of 

their guidelines when amending the SIRE 

Questionnaire to include Chapter 13 - Ice 

Training is important to handle the sub zero temperatures 

Operations. This changed the focus from 

large tankers, initially intended for 50,000 

DWT and above, to any vessel that has 

an Ice Class Notation. Latterly the focus 

is also put on any vessel that will be 

expected to encounter sub-zero temperatures 

defined as down to -25°C. It should 

be noted that these temperatures can be 

common in the Northern Hemisphere in 

winter, albeit on an irregular basis, which 

makes concerns for damage due to poor 

practice understandable. 

Two of the main requirements in this 

vetting chapter are company procedures 

for ice conditions and for training of 

officers and crew expected to sail on 

any vessel with an Ice Class Notation. 

The advice from Intertanko and other 

industry associations was to remove the 

ICE notation from vessels that were in 

fixed trades but Charterers as a whole 

wanted to have the notation to increase 

the flexibility of the vessels. 

Odfjell adapts 

For many years Odfjell has had, and 

still has, vessels that are ‘ice classed’ 

and many of our serving officers have 

experience in ice conditions either on 

Odfjell vessels or whilst employed by 

other companies. However, the annual 

contact with ice conditions on our vessels 

is minimal. 

Odfjell moved to maintain the vessels by 

producing a set of company procedures 

based on all available industry guidelines 

and following good management 

practices and seamanship. This has been 

introduced as RD 17 and can be found 

in STAR on board all vessels. 

WWW.ODFJELL.COM 


iCE TRAiNiNg 

By Martin Hislop 

in order to fulfill our company procedures, 

training has been focused on the production 

of a Seagull (CBT) which has been distributed 

to all vessels and should now be completed 

and recorded on all vessels with ice Notation. 

Practical training has been exercised on Bow 

Bracaria and Bow Brasilia which regularly 

trade to Kaskinen, Finland in the winter 

months and that have in the past encountered 

icy conditions and thick ice. 

Myself, captains and chief officers attended the 

ICETRAIN Navigation and Arctic Survival course 

run at Kymenlaakson University and Meriturva 

Survival Training centre in Finland. The course 

is certified by GL and started and finished with 

an exam that tested practical knowledge of Ice 

and Ice Navigation. 

Over three days the students, which also 

included several Finnish and Swedish officers 

in local trade, were taken through tutorials and 

exercises concerning ship design ice interaction, 

mechanics of icing, icebreaker operation and 

reporting systems. The second day was carried 

out at the Survival School where the practical 

maintenance of safety equipment in sub zero 

temperatures was demonstrated and a refresher 

in the use of survival equipment was given. 

As well as the usual ‘abandon ship exercises’ 

we were also offered the chance to simulate a 

helicopter rescue after a mass evacuation which 

people participated in enthusiastically. The final 

exercise of the day saw us all immersed in a pool 

in 5°C water wearing only a boiler suit and life 

jacket. After several minutes of this we were all 

ordered to board a nearby life raft and make it 

secure. Although all students were suffering 

from the cold, it was reassuring to take part in 

the experience and to realise that the curling up 

and huddling techniques practiced in the warm 

water pool were actually effective. 

The final day was spent exercising in the 

University simulator which was set up to 

give experience of ice convoys, emergencies 

in a convoy and also independent navigation 

through a thick and moving ice field. 

Our small ship crew, captains and myself 

came away from this course with an increased 

confidence regarding the Baltic winter trade 

and I certainly look forward to the first trip in 

the ice in 2012.

MOPS: 

- An introduction to “Managing Operational Performance in Ship Management” 

By Bjarte Wetteland 

Facing the challenges in getting consistent and transparent measuring of operational performance, a group 

of eighteen Norwegian shipping companies and the Norwegian Research Institution Marintek have 

established a project in order to drive the process for establishing an international standard for Key 

Performance Indicators (KPIs) in shipping. 

MOPS: 

Figure 1; 

The foundation for the standard is a set of 66 unique performance indicators (PI) as the factors/elements of 34 

Key Performance Indicators (KPI) which in turn are grouped into 7 Shipping Performance Indicators (SPI). 

More details on the Shipping KPI standard can be found on the Shipping KPI website; 

https://www.shipping-kpi.org/IMKE/book/page/1 

More details on the Shipping KPI standard can be found on the Shipping KPI website; 

https://www.shipping-kpi.org/IMKE/book/page/1 

– an introduction to ‘managing operational 

Performance in Ship management’ 

The base indicators (PI) were defined by the group of shipping companies during multiple workshops facilitated 

by Marintek and were finalised in 2010. Odfjell did not participate in defining the standard but has now 

accepted to assume management for a follow-up project named MOPS (Managing of Operational Performance 

in Shipping). This engagement is based on Ship Management’s (SM) experience with our own KPIs and our 

focus on further improvement. Dag Nesfossen is Odfjell’s acting representative in the project. 

By Bjarte Wetteland and Dag Nesfossen 

Facing the challenges in getting Main project consistent objective for Main MOPS project objective for MOPS 

versus our existing KPIs. Due to the increased 

and transparent measuring To create of a basis opera- for competitive To create advantage a basis for for competitive ship management advantage and ship owning number companies of indicators through the subsequent chaltional 

performance, a group 

application 

of eighteen 

of performance 

for 

management 

ship management 

methodology 

and 

and 

ship 

benchmarking 

owning 

by continuously lenge will be improving to collect, their structure and store 

environmental performance, safety standards and operational efficiency. 

Norwegian shipping companies and the companies through application of perfor- relevant data from our existing systems within 

Norwegian Research institution Marintek mance management methodology and SM as well as from other Odfjell departments. 

MOPS is established as a research project facilitated by Marintek and is financially supported by the 

have established a project Norwegian in order government to drive through benchmarking the Norwegian by continuously Research Council. improving 

the process for establishing Furthermore, an interna- a group of their five to environmental ten participating shipping performance, companies safety based in Bergen shall provide the actual 

tional standard for Key performance Performance data as well standards as project and man-hours. operational efficiency. 

indicators (KPis) in shipping. MOPS has four main deliverables; 

MOPS is established as a research project 

The foundation for the standard is a set of facilitated by Marintek and is financially The Norwegian Marine Technology 

66 unique performance indicators (PI) as supported by the Norwegian government Research institute 

the factors/elements of 34 Key Performance through the Norwegian Research Council. 

The Norwegian Marine Technology 

Indicators (KPI) which in turn are grouped Furthermore, a group of five to ten participat- 

Research Institute is a limited 

into 7 Shipping Performance Indicators (SPI). ing shipping companies based in Bergen shall 

company in the SINTEF Group that 

provide the actual performance data as well 

performs research, development and 

The base indicators (PI) were defined by as project man-hours. 

research-based advisory services in 

the group of shipping companies during 

MOPS has four main deliverables; 

the maritime sector for companies in 

multiple workshops facilitated by Marintek 

the field of marine technology. They 

and were finalised in 2010. Odfjell did not D1 Enhancement/population of a valid 

develop and verify technological 

participate in defining the standard but has industry benchmarking database 

solutions for the shipping and marine 

now accepted to assume management for a D2 Implementation guideline for perfor- 

equipment industries, for offshore 

follow-up project named MOPS (Managing of mance measurement procedures 

petroleum production and renewable 

Operational Performance in Shipping). This D3 Performance management process model 

energy. MARINTEK’s headquarters are 

engagement is based on Ship Management’s report 

in Trondheim, Norway, with subsid- 

(SM) experience with our own KPIs and D4 Publish scientific publications and papers 

iaries in Houston/TX, USA and Rio de 

our focus on further improvement. Dag 

Janeiro, Brazil. 

Nesfossen is Odfjell’s acting representative As a start up for Odfjell’s engagement, SM is 

in the project. 

currently validating the standard internally, 


Microsoft Office-bru 

Formatert: Innrykk 

Microsoft Office-bru 

Formatert: Venstre 

NR.04/ 11 

23

24 

QHSE odfjell quarterly magazine 

Success factors for developing 

Odfjell Ship Managements 

safety culture 

By Helen Von Hirsch Eriksen 

Helen Von Hirsch 

Eriksen 

i have met some of you already, but for those of you whom i haven’t yet had the opportunity to meet; i am an 

organisational psychologist working to help Odfjell Ship Management develop a proactive safety culture. in order 

to keep everyone informed, i will write a series of articles in Quarterly where i will discuss how we are working to 

implement a working safety culture, what type of safety culture we need/desire and what responsibilities everyone 

has to make this work. in this article i will start with first thing first, what needs to be in place for us to be successful 

in this endeavour? There are three main success factors at play here; core values, managerial commitment and 

quality of competence development. 

Why focus on this? 

A strong working safety culture is a huge 

advantage to a company as it not only directly 

influences safety but also makes operations 

more efficient. Safety is of course the foremost 

priority here but safer and more efficient 

operations also render the company much 

more competitive in the market! 

Ship Management is committed to building 

the best safety culture possible and 

Helge Olsen, Senior Vice President at Ship 

Management has a very clear goal for the 

development of your safety culture: - My 

goal with this process is to get everyone in 

Ship Management to commit themselves to 

safety in an improved and uniform way, one 

that focuses on shared values, leadership and 

involvement and training, he says. 

What is safety culture? 

Safety culture is a term which is used a lot 

these days but it may for many be a ‘woolly’ 

concept and one which may be hard to fully 

understand at first. It is most simply defined 

as ‘The way we do safety here’. This refers 

to the unwritten rules that stand in relation 

to our actual written rules regarding safety. 

In other words, how the human aspects 

of an organisation (individuals’ attitudes, 

group norms and behaviour) interact with 

the hard tangible aspects (RD documents, 

the management system, checklists etc) to 

make up how we do things in our particular 

organisation. This encompasses the quality 

of planning, communicating, risk evaluation, 

and performance during an operation based 

on the rules provided as well as how we learn 

from our experiences. This must be evident in 

the entire organisation, from shore to vessel. I 

use the iceberg as a way of exemplifying how 

culture supports the way we use the formal 

rules or structure. If you imagine that the 

visible tip of the iceberg signifies the structure 

that we can see in the organisation, then how 

we use these and the behaviour we have (i.e. 

culture) is signified by the rest of the iceberg 

that is invisible under water. A salient feature 

of an iceberg is that up to 80% is invisible yet 

this is what holds the visible tip up. 

What features should 

our safety culture have? 

The desired safety culture in Ship Management 

is a proactive safety culture where individuals 

and groups carry out affective risk evaluations, 

using the relevant procedures, before 

every operation in order to be as proactive as 

possible. This is the most effective barrier we 

have and will be the focus of the next article. 

This goal is not conjured up out of thin air, 

but has been identified through dialogue with 

captains, onshore management and marine 

and technical superintendents and featured 

heavily in the process of identifying Ship 

Management core values. 

How then do we create this safety culture? A 

working safety culture is not something that 

springs up from one hard-hitting initiative; 

it emerges gradually from the application 

of practical and useful measures that are 

anchored within the organisation. However, 

this is a process that needs careful management 

and continued focus, and there are 

certain fundamental aspects that must be 


in place for the process to be successful. The 

main aspects are a) strong core values; b) 

strong managerial commitment c) competence 

development that supports the desired 

safety culture. I believe that there is a strong 

foundation for the development of a sound 

safety culture as all three of those criterions 

are, or will be, present. 

Firstly, core values are the foundation of a 

salient culture. As stated earlier, we are in 

the process of extracting the true core values 

of Ship Management and this is a process 

which captains in Norway, captains in the 

Philippines, marine and technical superintendents 

in Norway and in Singapore as well 

as onshore management are contributing to. 

We are still in the process of identifying the 

core values across all of Ship Management 

and these will be presented as soon as this 

process is completed. 

Managerial commitment is vital to the success 

of culture development. Indeed without it, 

the process would fail. There is a very clear 

commitment from Helge Olsen and his management 

team on this point: - This process will 

continue throughout 2012 and we will involve 

resources and implement actions needed to 

enable ship and shore personnel to integrate 

a pro-active safety culture. As head of Ship 

Management I want to emphasize clearly 

that HSSE is unambiguously our number 

one priority. 

Managerial commitment from the SMT’s 

(shipboard management teams) is also vital to 

this process. Indeed without strong shipboard

management teams that understand their 

importance as role models and leaders in the 

continued work towards a proactive safety 

culture; the development of Ship Management 

proactive safety culture is impossible. Captain 

Steffensen on Bow Firda underlines this point: 

- We can’t expect our people to use safety 

procedures unless we ourselves are good at 

doing that. 

He further describes the way that SMT’s 

contribute to the development of a proactive 

safety culture: – My contribution as captain 

is continued safety management all the time. 

We have procedures and we have a Shipboard 

Management Manual. We have to carry out 

training with our people so they understand 

the procedures and we must follow up so that 

these procedures become fully incorporated 

in everything we do. It’s easy for people to 

become passive receivers of information so 

we must motivate as well as inform so that 

the crew sees the same message when they 

move from vessel to vessel. 

Managerial commitment is vital to the success of culture development. Indeed without it, the process would fail 

As Captain Steffensen points out, competence 

development is of the utmost importance. The 

final success criterion that I’d like to focus on 

here is that the type and quality of training 

that new and existing crew members receive 

must underpin and support the values and 

desired safety culture of Ship Management. 

Maritime Personnel’s new competence 

manager, Per Morten Sakshaug, assures us 

that future training of our mariners will reflect 

this: – Committed and competent seafarers, 

embracing a pro-active attitude towards 

safety, will be one of Odfjell’s most important 

key success factors in the years to come. Please 

ask yourself how you can contribute to keep 

yourself, your colleagues, and your ship safe! 

The commitment from those who have initiated 

this process is certainly present, the 

next challenge is to operationalise the desired 

safety culture into action. In the next Quarterly 

I will talk about the type of safety culture that 

we are aiming for and how to achieve it. 


Tip of the iceberg is a good metafore of how culture 

supports the way we use the formal rules or structure 

NR.04/ 11 

25

26 

QHSE odfjell quarterly magazine 

More robust counter-piracy measures on an increasing 

number of ships trading in the area in combination with 

improved naval tactics have reduced the piracy success 

rate significantly 

Odfjell, together with Norwegian Maritime 

Directorate, has agreed to allocate a ship 

to a pilot project for a new ‘international 

Training on Board’ Campaign. The 

Campaign is a nutrition and health project 

where modern technology and social media 

for sports, active training and change of 

lifestyle will be used. 

The initiative is an important step further 

in the Odfjell Ship Management HSE programme 

from 2005–2006 which encouraged 

physical training on board. 

Piracy: 

- A concern and a daily struggle 

By Toralf Sørenes 

The pirate activity in the gulf of Aden 

and indian Ocean continues to be a major 

concern. Our activity in the area is high 

and our ships are significantly exposed, 

particularly when loaded. The constant 

battle to protect ourselves against piracy 

also generates a lot of extra work, 

planning etc, both on board and ashore. 

Risk reducing measures have been 

implemented and improved since piracy 

started to escalate back in 2008 but the 

situation continues to put a lot of strain 

on our seafarers and cause ourselves 

concern as owners and managers. 

As from March 2011 we strengthened our 

counter piracy measures significantly by 

requiring the regular use of privately contracted 

security personnel not only through 

the Gulf of Aden, but throughout the entire 

high risk area. We are using three reputable 

UK based companies for this service and in 

January 2012 we carried out a due diligence 

review/audit of the operational headquarters 

of two of them. The use of external security 

personnel on our ships follows a stringent 

protocol with regards to risk assessment and 

planning, and the procedures and agreements 

we use are reviewed and approved 

by Flag States and Marine Underwriters. 

training on board campaign 

- well fit sailors improve safety 

By Marit-Beate Simonsen and Bjørn Åge Veivåg 

individual training progress 

Odfjell will encourage all on board to take part 

in this campaign when it will be launched on 

selected vessels during 2012. The main goal is 

to increase the training activity for seafarers 

by 20%, and the long term goal is to change 

behaviour with regards to lifestyle. In order to 

increase motivation, a DVD will be produced 

with examples of training exercises and nutrition 

advices. The DVD will be distributed to 

all vessels. 


One approach in 2011 

On the 14th July 2011 Bow Elm was 

approached by a skiff with visible arms on 

board while she was transiting Bab al Menab 

in the Southern Red Sea. The ship was very 

well prepared with a team of security personnel 

on board and the skiff subsequently 

aborted the approach. 

Reduced piracy success rate 

Although the pirate activity remains high, 

there are also positive signs. More robust 

counter-piracy measures on an increasing 

number of ships trading in the area in 

combination with improved naval tactics 

have reduced the pirates success rate significantly, 

and subsequently the cash flow that 

supports and fuels this unlawful activity. At 

its highest, the number of seafarers held in 

captivity was 700 and the number of ships 

held for ransom was over 20. In January 2012 

these numbers are 100 and 5 respectively. 

Furthermore, there were 31 piracy incidents 

and 4 hijackings in the fourth quarter of 2011 

compared to 90 incidents and 19 hijackings 

in the same period in 2010. Therefore, 

although we are aware that the root to the 

piracy problem has not been solved, we at 

least seeing a clear positive trend. 

Training on board campaign 

Technology to be installed on selected 

ships: 

Training website with: 

• Online personal training diary 

• Social media function 

• Apps for iPhone/android 

• Compete and get rewards 

• Competition ship vs. ship

PERSONNEL odfjell quarterly magazine 


The awardees with their wives and Tore Henriksen, Owner’s Representative 

odfjell awards eight filipino seafarers 

for 25 years of service 

By Jennifer Franco 

During the Manila Crew and Allottees 

Conference on 9 December, Odfjell 

awarded eight Filipino seafarers for their 

25 years of dedicated and loyal service to 

Odfjell. 

Odfjell in the Philippines ended the year with 

a well-attended Manila Conference where 

400 crew and allottees witnessed the awarding 

of eight Filipino seafarers for 25 years of 

service to Odfjell. Owner’s Representative 

Tore Henriksen and Project Manager Captain 

The winner will also receive a 

North Face Base Camp Duffel Bag 

Remigio Zamora honoured the following 

awardees with plaques and tokens of 

appreciation: 

2E Traballo, Wilfredo 

2M Sandico, Joaquin Jr. 

ELEC Pinlac, Romeo 

3E Dacayo, Sergio 

4E Santos, Mario 

AB Castillo, Jaime 

BSN Padora, Arnel 

Capt. Valmonte, Inocencio 

Captain Inocencio Valmonte delivered an 

acceptance speech on behalf of the awardees: 

– You’ve made us feel like we’re part of a big 

family. We are grateful to you for recognising 

our service and dedication. 

Congratulations to all awardees! 

Odfjell photo competition! 

We are inviting all Odfjell employees from all over the world to express 

their creativity and competitive spirit by participating in a competition 

for the best Odfjell photo. Any photo, colour or black/white can be sent to 

us in high–resolution JPg format. The winning photo will be presented 

as the front page of the next addition of ‘Odfjell Quarterly’. We may also 

want to use some of the images in subsequent Odfjell publications. 

Do you have a winning photo? Please send photos to 

quarterly@odfjell.com. Closing date for all entries is 10 May 2012. 

The winner will also receive a North Face Base Camp Duffel Bag. 

NR.04/ 11 

27

28 

PERSONNEL odfjell quarterly magazine 

NEW HiRES 

BERgEN 

Douvlis, Anita 

Demurrage 

Assistant 

01.01.12 

ROTTERDAM 

Frowein, Werner Karel 

VP Finance & 

Investments 

07.11.11 

Teekman, 

Margien Inge 

HRM advisor 

01.11.11 

Koning, Pim 

Head Financial 

Administration 

01.01.12 

Lillebø, André 

Ship Operator 

07.12.11 

Holst, Bart 

Hendrik Arie 

Project Manager 

01.01.12 

Janse, Robert Jan 

Field Engineer 

01.11.11 

Bernard, Dennis 

D-Operator 

01.01.12 

Lægreid, 

Kirsti Johanne 

Switchboard 

Operator 

09.11.11 

Vermeulen, 

John Peter 

SAP Senior 

Consultant 

01.01.12 

Klein, Pieter-Joost 

2e Operator PID 

01.12.11 

Kleijn, Ronald 

D-Operator 

01.02.12 

Sagstad, Erik 

System 

Administrator 

01.03.12 


Huijsdens, Roald 

Sebastiaan 

SAP Senior 

Consultant 

01.01.12 

Aktasi, Adem 

D-Operator 

01.12.11 

Torreman, Niels 

D-Operator 

01.02.12 

Rozendaal, Sander 

Planner 

01.11.11 

De Jong, Victor 

2e Operator PID 

01.01.12 

Van der Veken, Kim 

Ass. Forwarding 

agent 

01.02.12 

Van Binsbergen, 

Michaël 

Environmental 

Officer 

01.02.12 

Soeters, Marco 

Operational 

Manager 

01.02.12

PERSONELL odfjell quarterly magazine 

HOUSTON MANiLA 

Garza, Eric 

Rail Crew 

01.12.11 

SiNgAPORE 

Zhang, Jinhu 

Project Manager 

01.11.11 

RELOCATiONS 

From 

Bergen to Oman 

Albriksten, 

Morten Harald 

CEO Odfjell Oiltanking 

Odfjell Term & Co. LLC 

01.01.12 

Hicks, LaDarien 

Rail Crew 

01.12.11 

Lau, Pit Kgui Steven 

VP Accounting & 

Financial Control 

19.12.11 Arie 

Calhoun, Brandon 

Chartering 

18.01.12 

Seah Kok Peng 

QSHE Manager 

01.11.11 

Quilantang, Lizette 

Human Resources 

Manager 

15.12.11 


Escasinas, Cesar Jr. 

Fitness Instructor 

06.02.12 

Sakshaug, 

Per Morten 

Competence 

Manager 

06.02.12 

iN SERViCE FOR ODFJELL 

25 

YEARS 

30 

YEARS 

35 

YEARS 

ODFJELL TERMINAL (ROTTERDAM) 

Dijk, Corneles 

Shiftleader 

01.01.87 

Rietveld, Robbie 

Head Security Service 

01.01.87 

Struijk, Anna 

HRM Administrator 

01.01.87 

Hoek, Arjen 

Manipulation Coordinator 

16.03.87 


Vermeer, Rudolf Martinus 

Chief Warehouse 

10.02.82 

ODFJELL NETHERLANDS BV 

Verhey, Ellen 

Secretary 

22.03.82 

ODFJELL BERGEN 

Larsen, Ingvald Arne 

Senior Surveyor 

06.01.82 


Westerhout, Eduard Abraham 

Superintendent 

01.03.77 

ODFJELL NETHERLANDS BV 

Schalker, Henk 

Chartering Manager 

01.10.76 

NR.04/ 11 

29

30 

FLEET & TERMiNALS odfjell quarterly magazine 

as per 22 march 2012 

OWNED YEAR STAiNLESS NUMBER 

SHiPS BUiLT DWT CBM STEEL, CBM OF TANKS 

Bow Lind 2011 46 047 48 703 - 29 

Bow Elm 2011 46 098 48 703 - 29 

Flumar Brasil 2010 51 188 55 452 - 14 

Bow Saga¹ 2007 40 085 52 126 52 126 40 

Bow Sirius¹ 2006 49 539 52 155 52 155 40 

Bow Sea 2006 49 511 52 107 52 107 40 

Flumar Maceio 2006 19 975 21 713 21 713 22 

Bow Summer 2005 49 592 52 128 52 128 40 

Bow Spring ¹ 2004 39 942 52 127 52 127 40 

Bow Star 2004 39 832 52 127 52 127 40 

Bow Sun 2003 39 842 52 127 52 127 40 

Bow Firda 2003 37 427 40 645 40 645 47 

Bow Chain 2002 37 518 40 621 40 621 47 

Bow Andes 2000 16 020 17 120 17 120 22 

Bow Fortune 1999 37 395 40 619 40 619 47 

Bow Master 1999 6 046 7 018 7 018 14 

Bow Mate 1999 6 001 7 004 7 004 14 

Bow Pilot 1999 6 008 7 005 7 005 14 

Bow Sailor 1999 6 008 7 011 7 011 14 

Bow Cecil 1998 37 369 40 515 33 236 47 

Bow Flora 1998 37 369 40 515 33 236 47 

Bow Balearia 1998 5 846 6 075 6 075 20 

Bow Oceanic 1997 17 460 19 616 19 616 24 

Bow Bracaria 1997 5 846 6 071 6 071 20 

Bow Brasilia 1997 5 800 6 067 6 067 20 

Bow Cardinal 1997 37 446 41 487 34 208 52 

Bow Faith 1997 37 479 41 487 34 208 52 

Bow Aratu 1997 13 843 15 834 15 834 29 

Bow Querida 1996 10 106 11 181 11 181 18 

Bow Cedar 1996 37 455 41 488 41 488 52 

Bow Atlantic 1995 17 460 19 588 19 588 24 

Bow Fagus 1995 37 375 41 608 34 329 52 

Bow Clipper 1995 37 221 41 596 34 328 52 

Bow Flower 1994 37 221 41 492 34 213 52 

Bow Eagle 1988 24 728 32 347 19 662 25 

Bow Cheetah 1988 40 257 43 772 - 29 

Bow Leopard 1988 39 512 43 772 - 29 

Bow Lion 1988 39 423 43 726 - 29 

Bow Peace 1987 45 655 52 179 2 167 23 

Bow Pride 1987 45 655 52 179 2 167 23 

Bow Fertility 1987 45 507 52 182 2 167 23 

Bow Fraternity 1987 45 507 52 180 2 167 23 

Bow Victor 1986 33 000 34 500 21 975 31 

Bow Viking 1981 33 644 40 967 21 745 36 


ON YEAR STAiNLESS NUMBER 

TiME CHARTER BUiLT DWT CBM STEEL, CBM OF TANKS 

SG Pegasus 2011 13 086 14 523 14 523 16 

NCC Danah³ 2011 45 578 52 590 - 22 

NCC Nasma³ 2011 45 550 52 590 - 22 

NCC Safa³ 2011 45 544 52 590 - 22 

NCC Amal³ 2011 45 544 52 590 - 22 

NCC Huda³ 2011 45 459 52 590 - 22 

NCC Noor³ 2011 45 565 52 590 - 22 

Stream Luna 2010 19 998 22 161 22 161 20 

Bow Tone 2009 33 625 37 974 37 974 16 

Bow Hector 2009 33 694 37 384 37 384 16 

Southern Ibis 2009 19 905 22 158 22 158 20 

Southern Jaguar 2009 19 997 22 157 22 157 20 

Stream Mia 2008 19 702 22 094 22 094 26 

Bow Sagami 2008 33 641 38 000 38 000 16 

Bow Harmony 2008 33 619 38 052 38 052 16 

Bow Cape 2008 19 975 22 158 22 158 20 

Bow Kiso 2008 33 641 37 974 37 974 16 

Bow Heron 2008 33 707 37 365 37 365 16 

NCC Haiel³ 2008 45 953 54 401 - 22 

NCC Dammam³ 2008 45 965 54 401 - 22 

NCC Sudair³ 2007 46 012 54 401 - 22 

Bow Lima 2007 19 971 22 157 22 157 20 

Bow Fuji 2006 19 805 22 140 22 140 22 

Bow Plata 2006 19 807 22 143 22 143 22 

Bow Engineer 2006 30 086 36 274 36 274 28 

Crystal Topaz³ 2006 11 340 11 870 11 870 20 

Crystal Diamond³ 2006 11 340 11 870 11 870 20 

Bow Sky² 2005 40 005 52 126 52 126 40 

Bow Architect 2005 30 058 36 290 36 290 28 

Bow Rio 2005 19 999 21 851 21 851 22 

Bow Europe 2005 19 727 22 013 22 013 36 

Bow Santos² 2004 19 997 21 846 21 846 22 

Bow Asia² 2004 9 901 11 088 11 088 20 

Bow Singapore² 2004 9 888 11 089 11 089 20 

Bow Americas 2004 19 707 22 735 22 735 36 

Bow de Rich 2003 12 452 13 571 13 571 22 

Bow de Feng 2002 12 514 13 571 13 571 22 

Bow Andino 2000 16 121 17 622 17 622 30 

Crystal Amaranto³ 1999 9 887 10 893 10 893 24 

Euro Corallo³ 1999 4 482 4 553 4 553 17 

Euro Mora³ 1998 3 746 3 828 3 828 15 

Crystal Skye³ 1998 9 554 10 442 10 442 24 

Crystal Ambra³ 1998 8 053 8 399 8 399 22 

Bow Jubail² 1996 37 499 41 488 34 209 52 

Bow Mekka² 1995 37 272 41 606 34 257 52 

Bow Riyad² 1995 37 221 41 492 34 213 52 

Crystal Amethyst³ 1994 8 104 9 346 9 346 17 

Crystal Emerald³ 1994 8 143 9 346 9 346 17 

Crystal Pearl³ 1994 8 143 9 346 9 346 17 

Bow Baha 1988 24 728 32 363 19 662 25 

JBU Sapphire³ 2009 19 860 22 144 22 144 16 

JBO Opal³ 2009 19 865 30 301 30 301 16 

JBU Onyx³ 2008 19 865 21 712 21 712 16 

COMMERCiAL YEAR STAiNLESS NUMBER 

MANAgEMENT BUiLT DWT CBM STEEL, CBM OF TANKS 

Northern Wolverine 2006 16 000 18 397 10 056 35 

Northern Lynx 2003 16 533 18 397 10 056 35 

Crystal Atlantica 2000 16 630 17 350 17 350 22 

Number of ships: 100 2 746 321 3 121 340 2 011 753 

¹ Vessel beneficially owned through financial lease. 

² Vessel on bare-boat charter. 

³ Vessel on variable timecharter/pool.

ON ORDER 

YARD DELiVERY DWT OWNER 

ShinaSB (ex. SLS Shipbuilding Co.Ltd.) 2012 45 000 NCC 5 vessels 

Chongqing Chuandong 

Shipbuilding Industry Co.Ltd 2012 9 000 Odfjell 

“ 2012 9 000 Odfjell 

“ 2012 9 000 Odfjell 

Daewoo Shipbuilding and Marine Engineering Co Ltd 2013 75 000 Odfjell 

“ 2013 75 000 NCC 

Number of newbuildings: 10 402 000 

STAiNLESS NUMBER 

TANK TERMiNALS LOCATiON SHARE CBM STEEL, CBM OF TANKS 

Odfjell Terminals (Rotterdam) BV Rotterdam, NL 51 % 1 636 100 33 000 281 

Odfjell Terminals (Houston) Inc Houston, USA 51 % 331 338 82 035 100 

Odfjell Terminals (Jiangyin) Co Ltd Jiangyin, China 55 % 99 800 30 000 22 

Odfjell Terminals (Dalian) Ltd Dalian, China 50 % 119 750 18 350 51 

Odfjell Terminals (Korea) Co Ltd Onsan, Korea 50 % 313 710 15 860 85 

Oiltanking Odfjell Terminal Singapore Ltd Singapore 50 % 365 000 13 520 79 

Oiltanking Odfjell Terminal & Co. LLC Sohar, Oman 29,75 % 1 267 500 - 54 

Exir Chemical Terminals PJSCO BIK, Iran 35 % 22 000 1 000 18 

Vopak Terminal Ningbo Ltd Ningbo, China 12,5% 65 550 7 900 38 

Total owned terminals 9 terminals 4 220 748 201 665 728 

Depositos Quimicos Mineros S.A. Callao, Peru 50 380 1 600 39 

Granel Quimica Ltda Santos I, Brazil 97 720 19 880 99 

Granel Quimica Ltda Rio Grande, Brazil 61 150 2 900 32 

Granel Quimica Ltda Sao Luis, Brazil 75 710 - 35 

Granel Quimica Ltda Ladario, Brazil 8 060 - 6 

Granel Quimica Ltda Triunfo, Brazil 12 000 - 2 

Granel Quimica Ltda Teresina, Brazil 7 640 - 6 

Odfjell Terminals Tagsa S.A. Buenos Aires, Argentina 47 140 530 87 

Odfjell Terminals Tagsa S.A. Campana, Argentina 62 980 10 190 88 

Terquim S.A. San Antonio, Chile 32 840 - 25 

Terquim S.A. Mejillones, Chile 18 000 - 7 

IMTT-Quebec Quebec, Canada 293 130 5 500 53 

Total (incl. Associated terminals) 21 terminals 4 987 498 242 265 1 207 

PROJECTS AND EXPANSiONS STAiNLESS ESTiMATED 

TANK TERMiNALS LOCATiON SHARE CBM STEEL CBM COMPLETiON 

Odfjell Terminals (Charleston) LLC Charleston, USA 51 % 79 500 - ready Q2 2013 

Odfjell Nangang Terminals (Tianjin) Co.,Ltd Tianjin, China 49 % 150 000 - ready Q2 2014 

Oiltanking Odfjell Terminal & Co.LLC Sohar, Oman 29,75 % 27 300 - ready Q3 2012 

Total expansion owned terminals 1 new terminal 256 800 - 

Depositos Quimicos Mineros S.A. Callao, Peru 2 600 ready Q1 2012 

Granel Quimica Ltda Aracruz, Brazil 30 000 - ready Q3 2014 

Granel Quimica Ltda Santos II, Brazil 52 000 - ready Q4 2013 

Terquim S.A. Mejillones, Chile 50 000 - ready Q3 2013 

Total expansion (incl. Associated terminals) 3 new terminals 391 400 - 

Grand total (incl. Associated terminals) 24 terminals 5 378 898 242 265 


NR.04/ 11 

31

MAiN OFFiCE ODFJELL 

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) 

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 

oude maasweg 6, P.o. Box 5010 

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 

REgiONAL OFFiCES 

Odfjell Asia Pte Ltd 

6 Shenton way, # 27-08/09 

dBS tower 2 


tel: +65 6349 1300 

fax: +65 6224 2285 

TERMiNALS 

Odfjell Terminals (Rotterdam) BV 


Harbour number 4040 

3197 Kj rotterdam-Botlek 


tel: +31 102 953 400 

fax: +31 104 384 679 

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 

MAiN OFFiCE TERMiNALS 

Odfjell Terminals BV 


Harbour number 4040 

3197 Kj rotterdam-Botlek 


tel: +31 102 954 700 

fax: +31 102 954 719 

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 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 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 India 

a-26, nandbhuvan industrial estate 

mahakali caves road, andheri (east) 

mumbai 400093, india 

tel: +91 22 6695 4701 

fax: +91 22 6695 4707 

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 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 (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 

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 

Odfjell Durban (Pty) Ltd 

61 Bulwer road, glenwood 

P.o.Box 4045 

durban 4021, SoutH africa 

tel.: +27 31 2770880 

fax: +27 31 2770899 

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 Chile 

Puerta del Sol 55 

las condes, Santiago 

cHile 

tel: +56 2 3307221 

fax: +56 2 3307948 

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 (Korea) Co., Ltd 

136, cheoyong-ri 

onsan-eup, ulju-gun 

ulsan, Korea 

tel: +82 522 311 600 

fax: +82 522 376 636 

Oiltanking Odfjell 

Terminal Singapore Pte Ltd 

1 Seraya avenue 


tel: +65 6473 1700 

fax: +65 6479 4500 

Terquim S.A 

Blanco encalada 840 

dept 702, San antonio 

cHile 

tel: +56 35 21 1050 

fax: +56 35 21 1161 


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 

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 

Vopak Terminal Ningbo Ltd. 

no. 111 zhaobaoshan road, 

zhenhai district 

ningbo, P.r. cHina 

tel: +86 574 2769 5638 

fax: +86 574 8627 5931 

DQM S.A 

av.enrique meiggs, 240 

urb.chacaritas, 

callao, 

Peru 

tel: +51 1 614 0800 

fax: +51 1 614 0801

Quarterly March 2012 - Odfjell

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