Odfjell nr 3 - 2005.indd

Company Magazine for the Odfjell Group - October 2005

Steel cutting started atSevmashBy Alexey Vnukov, Sevmash and Deon Mortensen, OdfjellOn August 22nd, Sevmash commencedthe steel cutting of the first in a longseries of vessels to Odfjell, an importantmilestone for both the yard and theowner. From the signing of the buildingcontract on November 5th 2004, it tookonly about nine months until steel cuttingstarted for these new vessels. Evidently,good cooperation and communication,not least with the contributionfrom Kleven Design, made it possible toadvance this project in relatively shorttime.Odfjell is now establishing our new siteoffice in Severodvinsk. In the beginningwe will have two to four Odfjell representatives,depending on the workload,and the manning will increase graduallyas the project progresses. Sevmash isplanning keel laying of the first hull totake place in mid December this year.Subcontracted Kleven juice-carrierproduction at SevmashSteel cutting for the first Odfjell hullSevmash and Odfjell, fishing in theNorwegian wildernessSevmash Chief Executive,Valeri V. Borodin, with our Chairman4 ODFJELL Quarterly October 2005

Bow ArchitectFurther expanding our T/C fleetBy Thomas HaalandAnother addition to our Japaneseowned timecharter fleet, M/T BowArchitect, was named at Hachinohe onJune 22nd this year. The vessel is charteredfrom Taihei Kaiun Co., Ltd, ownedby Mr. Matsubara, who attended theceremony together with his daughter,Ms. Tamie Matsubara. M/T BowArchitect is the first vessel delivered toOdfjell from the Kitanihon shipyard,and it was a pleasure for all of us to visitNorthern Japan where the yard hadprepared a splendid arrangement.More than 20 guests were gatheredat Hachinohe public wharf when Mr.Thomas Haaland of Odfjell Asia gavethe vessel her name and Mrs. ShanaHaaland cut the ribbon that releasedthe champagne. The well plannedceremony went exactly as scheduled,and after a tour of the fine vessel shewas delivered to Odfjell Seachem.Captain Bae is familiar with Odfjell,having previously sailed on ships in theOdfjell Asia fleet.M/T Bow Architect of 30,058 DWT isa highly sophisticated ship with 28stainless steel tanks, and will enter theOdfjell Seachem global trade. EarlyAugust she discharged her first cargoin Europe, and the vessel is currently inSouth American waters.Vessel particulars:Name: Bow ArchitectGRT:18,405 MTDWT: 30,058.55 MTFlag: PanamaClassification: NKVisitors boarding during the naming ceremonyMaking the vessel ready for her virgin voyageSteaming out to seaODFJELL Quarterly October 2005 5

A New Chapter for Odfjell Terminals (Dalian)Relocation of OTDBy Siri-Anne MjåtvedtDalianThe rapid developmentof Chinabrings about a lotof changes, andthis is now alsothe case with ourterminal in Dalian.The 60,000 cubicmetres (cbm) terminal,operational since 1998 and ownedtogether with PDA (Port Authoritiesof Dalian), has until now been locatedin Siergo close to down-town Dalian.However, local authorities havedecided that they need this area forresidential development. In 2003 wereceived a notification from the DalianMunicipal Government to relocatethe terminal from its present locationto a new area outside Dalian calledXingang, and in April 2005 a compensationagreement was made with theMunicipal Government. Odfjell andPDA have during this summer decidedto continue our terminal co-operationin Xingang. As part of this agreementOdfjell will sell 14% of OTD to PDA,and consequently the revised terminaljoint venture will be based on a 50-50partnership.The new terminal will acquire 200,000m 2 of land and two berths for ships upto 5,000 dwt. Via pipelines it will haveaccess to two more 5,000 dwt berths,one 10,000 dwt berth and one for shipsup to 50,000 dwt. The first developmentphase will include constructionof new tanks with a total capacity of60,000 cbm, rail loading/unloading facilitiesand jetty pipelines. Togetherwith PDA we have already establisheda project team with participants fromboth parties, headed by Mr. Erik Voermanof Odfjell Terminals (Rotterdam)and Mr. Han Qiang of PDA. The firstphase will, all going well, be finishedwithin second quarter of 2006. Thesecond development phase will involvemoving “usable tanks and equipment”from OTD in Siergo, expanding the newterminal in Xingang when completedsecond half of 2006 to a capacity ofabout 110,000 cbm. Remaining spacewill be developed according to requirementsand market development. Unlikethe current chemical terminal, the newplant can be developed into a combinedchemical/oil product facility.The ‘New Port’ Xingang now coverssome 1.7 square kilometres, but by theend of 2005 it will further expand to2.4 square kilometres. Xingang is closeto the Dalian Port Ore Terminal and theDalian Port Container Terminal, and willconsist of crude oil, LNG, LPG, refinedpetroleum and chemical tank farms.The port has seven docks for chemicalsand refined oil products, allowing shipsDredging for one of the new jetties6 ODFJELL Quarterly October 2005

up to 50,000 dwt. For crude oil and LPGthere are ten docks ranging from 5,000to 300,000 dwt, and another 300,000dwt dock is planned.The central government in China hasdecided to develop Northeast Chinaalong the Yangtze delta area. Incentivesfor investments have already resultedin several petrochemical expansionsin Northeast China, and new capacitiesof ethylene will bring about additionalquantities of liquid chemicals.At the same time local enterprises willexpand their capacities of methanol andother chemicals. Consequently the needfor storage and transportation of bulkliquid chemicals in, to and from NortheastChina is expected to increase overthe next five years.In the future we can also expect importof petroleum products by non-Chineseinterests, as China will open up forforeign petroleum companies as from2006. This is an important reason whywe want to develop the new terminalinto a combined chemical/oil productterminal.As Odfjell’s JV shipping company OdfjellDongzhan will build and operate acoastal fleet in China, we believe therewill be substantial synergies with ourterminal activities both in Dalian andJiangyin. Through the past eight yearsof operation, OTD has built a solidcustomer base and is now controllingabout 60-70% of the chemicalvolume through Dalian. A network allover Northeast China has been established,which again can be used for thefuture Odfjell Chinese coastal fleet.Together with the terminal in Jiangyinand a coastal fleet, we will be able toprovide our customers with a totallogistics service.Preparing the ground for the new terminalRail connections are already in place, and neighbouring tank farms are wellestablishedPlotplan of the new OTD. The redtanks indicate the first developmentstage, the blue the tanks that willbe moved from the current Siergoplant, whilst the yellow show futureterminal developmentModel impression of the new terminalODFJELL Quarterly October 2005 7

Odfjell LocationsRotterdam: Mainport EuropeBy Theo KruithofIn his story on Dubai (in the previous edition of OQ), Alireza Kaveh wastalking about “new wonders of the world”, some referring to artificiallyreclaimed land. This automatically leads us to the pioneers and world-wideexperts in dredging and reclaiming land: the Dutch people. To give an ideaof what the Dutch have to cope with, roughly 50% of the Netherlands isbelow sea-level. The lowest point in the Netherlands is a Rotterdamsuburb; 6.76 meters below sea-level. If it weren’t for the dikes, dams,sea-defense walls, reclaimed land and other huge infrastructuralinvestments, the Netherlands would only be half of its current size. Let’scall it “the old wonders of the world”. The Rotterdam port area is noexception, which brings us to the topic of this article.It all started in 1250, when some fishermenbuilt a dam in the river Rotte. In1328 the Oude Haven was completed.At the end of the 16th century theport expanded and the city had 20,000inhabitants. Only in 1872, with theconstruction of the Nieuwe Waterweg,the navigable connection between thecity centre and the North Sea, masstransportation to and from the Germanhinterland really started off. Both theport and the city have grown rapidlyever since.Maas and the Erasmus BridgeA heritage from the past. The old – no longer in use – railway bridge, connectingRotterdam-South with the NoordereilandWith nearly 600,000 inhabitants today,Rotterdam is the second largest cityof the Netherlands. The Rotterdamregion has around 1.2 million inhabitants.Rotterdam is a very multi-culturalcity with 135 different nationalities.On one hand this vast variety causes– let’s put it mildly – huge social andcultural challenges for the municipality,on the other hand it brings the steamingand swinging Summer Carnival, the(fire-)cracking Chinese New Year’scelebrations and many, many moremulti-cultural festivities. Other mainevents attracting millions of spectatorsare the Rotterdam Marathon, the DanceParade, the “Havendagen” (port festivities),“Monaco at the Maas” (a demoof Formula-1 cars racing through downtownRotterdam) and the “Red Bull AirRace”. Not to forget the various uniquemuseums and at least 40,000 spectatorsevery other week in the Feyenoordfootball stadium plus the large numberof pop-concerts in same stadium duringthe summertime. In short, Rotterdamsparkles!Architectural wise, Rotterdam is changingrapidly. The city center was destroyedcompletely during World War II andwas rebuilt in the early 1950’s. This hasresulted in a lot of square, unattrac-8 ODFJELL Quarterly October 2005

tive looking concrete buildings. Buttoday, a lot of these buildings arebeing replaced. Meanwhile, today’snickname of the city is “Manhattan atthe Maas”: Rotterdam has the highestconcentration of skyscrapers per squaremetre in the Netherlands, and theRotterdam skyline is unique.With the upward economic moodin the 1950’s and the reconstructionof the Netherlands, Germany andFrance, the Rotterdam port expandedrapidly. Located at the Rhine-Maas delta,Rotterdam developed to be the world’scenter for shipping industry and in 1962Rotterdam became the world’s largestport.ambition to be the best portin the world and to maintainits position as the most importantport in Europe. The strategyis focusing on deep-searelated container business, thechemical sector, storage (warehousing,liquid bulk, possiblynatural gas) and overseas distribution,which all need space toexpand and renew. Already some15 major international companieshave shown serious interestto settle down at Maasvlakte II.Additionally, ship owners willprefer to go there in the future,because of the short pilotage,resulting in faster turnaround.The Rotterdam port area stretches outover more than 40 kilometres, covering10,500 hectares. There are more than46 kilometres of quays/jetties for seagoingvessels, serving 30,000 shipsper year. 4,100 of these vessels were(un)loading either chemicals and/orfoodstuffs, representing around 25million metric tons of inbound cargo.Odfjell Seachem had 128 port calls inRotterdam last year and Odfjell Ahrenkiel62. Around 60,000 people aredirectly employed in the port with afurther 250,000 in auxiliary services.The reason that Rotterdam becamesuch an important port is the perfecthinterland connections: the rivers Rhine,Maas and their branches. Within a circlewith a radius of 1,440 kilometres (fromBergen to Rome), Rotterdam is serving350 million Europeans. This, togetherwith the Rotterdam entrepreneurialno-nonsense mentality has madeRotterdam what it is today: a great city,which many people take pride in. Thegateway to Europe.Shell commissioned the first oilrefinery in 1903, though the first oilshipment to Rotterdam had alreadytaken place in 1862. In 1929 the FirstPetroleumhaven in Pernis was ready,with Shell settling there in 1936. In 1937the world’s largest oil tanker dischargedin Rotterdam: the 21,000 dwt EmileMiquet. Can you imagine? The growingoil and chemicals industry forcedRotterdam to expand in a westerlydirection where there was plenty ofgrass root land at a safe distance fromthe city. The Botlek area was readyin 1955 and Dow Chemical (now LBCBotlek) was the first to lease a sitein the Botlek. Today’s Odfjell terminalfirst opened in December 1957.In 1960 the Europoort-area becameoperational and attracted two moremajor oil-companies (Gulf and BP), butalso a large number of chemical plants.Even today the Rotterdam port is stillexpanding as new companies settlein Rotterdam. Future expansion cannow only take place at the scheduledMaasvlakte II, a further westboundreclamation of 1,000 hectares (10 millionm 2 ) of land.Maasvlakte II will be essential forRotterdam, because of the city’sFrom the Veerhaven, one of the first commercial port-areas in Rotterdam andtoday a historical yacht harbourLocal heroes. The Feyenoord team visiting Odfjell Terminals (Rotterdam)ODFJELL Quarterly October 2005 9

Navigare necesse est...Celestial Navigation in pre-satellite timesBy Frode BjørklundPositioning is hardlyon people’s mindswhen movingaround. Transportationinfrastructureand moderntechnology havemade it possible todetermine our geographicalpositionanywhere down to a 10 metre radius.Satellite navigation like GPS is everywhere,on board ships, in cars, on handheldreceivers and even PDAs - all combinedwith map software. Then imaginea time where your location might havebeen a most uncertain aspect in life. Letus take a look at how navigation andpositioning was done before the electronics,in an age of great discoveriesand achievements.Let’s start with clearing up a commonmisunderstanding. The heading quoteis often used to stress the importanceof navigation, as in opposite to justdrifting around. The full expression,however, “Navigare necesse est, viverenon est necesse” - To sail is necessary,to live is not necessary- is attributed byPlutarch to Gnaeus Pompeius (Romanpolitician and general first century BC)who, during a severe storm, commandedsailors to bring food from Africa toRome. This highlights how importantwaterborne trade is to society (evenBC). Seafaring in some scale is howevernot possible without proper methodsof navigation, so it is in a sense all connected.10 ODFJELL Quarterly October 2005When man made the first vessels, theseaworthiness was so poor and navigationby recognition was a sufficientmethod of finding the way. When craftsbecame good enough to cross openstretches of water, the brave sailor hadto depend on sound, smell and observationsof waves, birds etc to find back tothe shore. About 2000 BC, the most advancedcivilisations had a good grasp ofthe movements of celestial objects, thesun, moon, planets and stars. The Creteshad, somehow, already crossed theMed safely for a thousand years and thePolynesians used stars and wave direction/patternsto navigate in the Pacificabout 1000 BC.Still, 2,500 years later Columbus reallyhad little clue about his position on hisdiscovering journeys, despite that a lotof ground was made in the meantimein the fields of mathematics, astronomyand the making of instruments andmaps. When Columbus sailed out on hisfamous journey to find the “westernsea-route to India”, he had a compassbut not a sextant. He knew the methodand could with a cross-staff, quadrantor an astrolabe, simple instruments toSanta Maria, Columbus’ flag shipmeasure angles, roughly estimate hislatitude, but not the longitude. As ithappens, he didn’t manage to get hislatitude correctly either. In fact, when atCuba in 1492 at about lat. 20 degreesColumbus thought he was around lat.40 degrees, which corresponds to NewYork.The prevailing method of navigationat that time is known as Dead Reckoning.Course and speed are measured orestimated and plotted on map. We canimagine the errors accumulated whensailing for weeks on the high seas. DuringMagellan’s circumnavigation (1519-1522) the explorer spent a lot of effortto establish longitude whilst the latitudewas under better control. It was actually40 years after Columbus’ last voyagewhen Copernicus in 1539 published hisconclusion that the earth is orbiting thesun and not the opposite, a discoverythat the Catholic Church and the HolyInquisition did their utmost to suppress.It should go another 300 years, around1850, before a fairly accurate positioncould be established just by the meansof observing celestial objects, objectsThe cross staffin the sky, and thus really contribute toocean navigation.What did such positioning require?Firstly, accurate timekeeping wasessential. This was achieved about 1760when the self-taught watchmaker JohnHarrison made a marine chronometerproved to suffice. The importance ofthis achievement is highlighted by thefact that he eventually was grantedthe UK Parliament’s substantial reward“for such person or persons as shalldiscover the Longitude.” Correct timewas necessary to find in nauticalalmanacs the position of celestialobjects at the time of observation. Themaking of such almanacs and tableswas again depending on past observationsand the methods and mathematicsto predict the future movements.Methods and mathematics also had tobe mastered to do on site calculations.Finally, to measure height of objects, anaccurate instrument, as the sextant, wasneeded and of course the skills to use itproperly.So which celestial objects were used?The easiest to observe are the stars.They are so far away and will havethe same position relative to the earththroughout the year. The Polar Starfor example has been an ancient (andperfect) helper in determining latitudeon the northern hemisphere as it isnearly fixed in the sky.Next is the sun. Observing it, one must,due to its closeness, take into accountthe tilting of the earth axis. Accordingly,even when measuring the sun’s height

to just calculate latitude, one must takethe time of the year into considerationand actually use daily table values toachieve some accuracy. Most complicatedis the observation of the moonas it orbits the earth and thus also indirectlythe sun.So how is celestial positioning reallyperformed? The simplest observationis the height of an object at its highestin the sky, also called meridian passage.From this one can calculate latitudeeven without correct time. Knowingexact time when this occurred, as onecould after Harrison’s breakthrough,the longitude could also be found.The most accurate positioning, calledthe Intercept method, is achieved bymeasuring the height of at least twoobjects in the sky not too close together.Inputs to calculations are accurate timeof observations and the estimated latitude/longitudewhen taking them (yes,one must have some clue about thewhereabouts to succeed). From this youcalculate the theoretical bearings to theobjects based on your estimated position.Although a true bearing could havebeen taken when measuring the height,the vast distances tothe objects makes acalculation more thangood enough for thismethod.Then comes thebeautiful part. Bycalculating the heightthe object should havehad if we were in the estimatedposition ANDcomparing it with theactual (observed)height, we will, byeasily converting to distance, findhow much closer to or farther from theobject we are along the calculated bearing.Without going into detail, plottingthis situation for two objects will givetwo position lines crossing – an observedposition, also called a celestial fix.The pitfalls of celestial positioning aremany: inaccurate instruments, badvisibility (no objects or no horizon),unstable platform (rolling or pitchingvessel), and lengthy calculations inwhich all steps must be correct.Celestial navigation does however fillthe important gap in history betweenLighthouses were built to facilitate safer coastal navigationat nightcoastal voyages and navigation withelectronic means, a period of greatexplorations. The associated methodsderive from works of the greatestpost-medieval scientists. The applicationof the findings enabled global andmore efficient trade, and navigationwas at the time truly a craft requiringboth great knowledge and skill. NeilArmstrong, the famous astronaut, saidabout Harrison’s watch (implying celestialnavigation) that it enabled mento explore the Earth with precisionand, when most of the Earth had beenexplored, to dare to build navigationsystems for voyages to the Moon.Bearings towardsobjectsPosition linesalong which youwould measuresame heightObservedpositionThe difference betweencalculated and measuredheightEstimatedpositionThe principles for celestial navigation, the intercept methodODFJELL Quarterly October 2005 11

Strengthening Odfjell seafaring skillsAn emerging academy (Part III of III)By Captain Kjell Johansen, Odfjell ManilaReturn on Training Investment - Do we reap what we sow?In the two previousissues ofOdfjell Quarterlywe have coveredthe establistmentof the OdfjellAcademy, and wehave emphasizedOdfjell’s commitmentto enhance‘Health, Safety,Security and Environment (HSSE)’awareness and operational excellenceamong our seafarers through theCompetence and Career Management(C&CM) programme. This time I wouldlike to focus on the benefits of trainingin monetary terms and on how todetermine whether or not training programmesreally provide added value.All types of generic training can be purchasedoff the shelf, and in many casesat lower cost than providing it internally.However, at Odfjell Manila we believethat in order to close skill gaps and developindividual competence and careerplans, training should be developedand delivered by those who have thebest knowledge about the company’soperation, namely people working forOdfjell. This has been the main reasonfor the establishment of the OdfjellAcademy, which will be instrumentalwhen it comes to training of seafarersin the future. Obviously we need tofind ways to evaluate our programmes,comparing the quality of the trainingand the value of increased crew competencewith the cost of providing it. Thekey concept in this context is Return onTraining Investment, in short ROTI.What is ROTI?Regardless of which measures a companytakes to improve its operation,cost/benefit considerations are importantprior to deciding whether to goahead or not. Management needs toknow that the investments, no matterwhich area of operation, are moneywell spent. The same principle appliesto competence development of seafarers.One way of measuring the effectof training is through the implementationof a Return on Training Investment(ROTI) programme, which may providevaluable information on whether or notour training activities meets the C&CMstrategy and goals of the company.Measurement of ROTI starts withdefining the reasons and goals for thetraining, determining how much theBridge simulation training12 ODFJELL Quarterly October 2005

During classroom sessionstraining costs and finally verifying theamount of return. ROTI is an instrumentto assess benefits of training, as in theformula below:Added value(Business Benefits)Training InvestmentsROTI =Training InvestmentAlthough the formula may seem simple,putting a monetary value on the businessbenefits of training is easier saidthan done. As mentioned above, themain objective of the C&CM programmeis to improve health, safety, security,environment protection, efficiency andeffectiveness of the company’s shipboardoperations. Hence, to measurefinancial benefits is important, and thisis achieved by linking learning goals tobusiness objectives and then calculatesavings over time. The figure belowshows an example of how one identifiedbusiness objective can lead to adesigned training programme.Some of the most important ways inwhich training may benefit the companyin the long run, are through reductionof accidents, better operationalDemonstrating basic seamanship skillsefficiency, improvedcustomersatisfactionand higher personnelloyalty.Questions thatalways shouldbe asked whenspecific trainingis developedand implementedare:• What returnof investmentcould weattach to aparticularcourse?• When will theimpact be evi- Cadets saluting the training officerdent?• How can we be certain that effectiveperformance is due to the training?• Could improved competence be theresult of other factors such asimproved working conditions,rewards, motivation, personalcircumstances?Although it may be difficult to measureROTI, Odfjell will launch a pilot projectcovering some clearly defined operationalareas where measurement shouldbe relatively easy:• Reduce vetting non-conformitiesthrough increased focus on how tocarry out a proper ‘MasterVerification’.• Reduce the use of auxiliary enginesthrough increased knowledge bothby engine and deck crew of how tomaximize the use of such machinery.• Reduce maintenance costs throughproper understanding of how to usemeasuring equipment to establishcorrect machinery operatingparameters.Other operational areas suitable formeasurement may be added on. Byestablishing tailor-made companyspecific training programmes, it shouldbe possible to assess whether or notthese efforts will give positive returnsin the form of less customer complaints,reduced fuel & lube oil consumption orfewer incidents of machinery failure.We will then use the experience gainedthrough this pilot project to “calibrate”an overall ROTI model covering allrelevant areas of operation on board.ODFJELL Quarterly October 2005 13

Fleet Asia – Operational andproviding tangible servicesBy Helge Olsen, Vice President Fleet AsiaFleet Asia has now been in operationfor ten months since the establishmenton November 15th, 2004. Since then lifefor Fleet Asia’s employees in Singaporehas been extremely hectic, but also professionallyrewarding.Fleet Asia is now fully operational in itsfirst phase, with 13 employees in placeat the Singapore office. 14 vessels havealready been transferred to the Fleet2, as it is now known, and more vesselsare scheduled to be transferred to uswithin the next month. With Fleet Asianow up and running, the Odfjell ShipManagement Department has expandedaccording to plan. It is now managingapproximately 50 vessels, as well assupervising vessels owned by Odfjell butunder third-party management.Fleet Asia organisation:The Fleet Asia organisation in Singaporecomprises the following team of experiencedand skilled professionals:Superintendents: Marine Superintendents: Assistant Superintendents:Subhanker Dastidar Capt. Meidel Eriksen Chief EngineerWilliam Lim Capt. Ferdinand Romero Geir BjørndalenAshok NairChief EngineerGeir TrulssenDante MangampatPurchasers: Purchasing Assistant: Ship ICT Support:Jamie Lian Adeline Lei Huiyi Addison SengRachael PoonMario Calangian from Odfjell’s Manilaoffice is also working primarily withFleet Asia’s vessels on a semi-permanentassignment as Catering Superintendent.In summary, Fleet Asia now has the capabilitiesto provide both full supportto the vessels as well as monitoring ourvessels’ performance.Some of Fleet Asia’s personnel (from left) Subhanker Dastidar, Jamie Lian, AdelineLei Huiyi, Ashok Nair, Helge Olsen, William Lim, Rachael Poon, Ove Normann andAddison Senggave a brief introduction to Fleet Asia’sorganisation and activities, before allOdfjell Singapore employees were invitedto see our new premises.Transfer of vesselsSince startup Fleet Asia has assumedmanagement of a number of vessels.One example was M/T Bow Power,which was handed over on May 27ththis year. The transfer of managementwent smoothly, and all involved partiescontributed actively with CaptainZacharias Cherouvis of Ceres Hellenichanding over command to Captain PedroLiporada.Office AccommodationInitially, the Fleet Asia team was accommodatedtemporarily (and somewhatcramped) together with our Chartering,Operations, Agency and Accounting/Administrationcolleagues withinthe Singapore office. As a result of theconsiderable expansion of our staffand responsibilities we needed morespace, and on May 20th we could moveinto new and larger office space adjacentto the existing Odfjell Singaporeoffice. During the opening ceremony weAshok Nair, William Lima and Subhanker Dastidar responding with technicalsupport to one of Fleet Asia’s vessels14 ODFJELL Quarterly October 2005

The first of the P&F class vessel additions to the Fleet Asia –“BOW POWER” – being ordained with the Odfjell bow logoGeir Bjørndalen, Meidel Eriksen, Ferdinand Romero andDante Mangampat, supporting the vessel to achieve expectedperformanceJamie Lian and Adeline Lei Huiyi following up request fornecessary supply to the vesselsGeir Trulssen on his way to Bow MateCrewMost vessels in Fleet Asia have fullFilipino complement with Filipino cadetson board. Fleet Asia and Odfjell’sManila office is cooperating closely,and the growth in Odfjell’s globalactivities provides our Filipino seafarerswith enhanced career opportunities.An important issue in this context isOdfjell’s emphasis on training at theOdfjell Academy in the Philippines.PerformanceAn important objective for us is toensure that all vessels perform to theiroptimum potential, in terms of obtainingapprovals from vetting inspections,vessels’ speed and fuel consumptionas well as the safe planning of cargohandling and subsequent tank-cleaningoperations. Therefore, our in-housevessel inspection programme requiresprofessional diligence and careful planning.Close liaison with Odfjell Seachemis both a fundamental issue and a demonstrationof the benefits of close integrationwithin our organisation.Fleet Asia’s mission continues. Throughin-depth and hands on superintendence,extensive support and close cooperationwith our officers and crew, we will contributeto achieve Odfjell’s goals.Change of Command on“BOW POWER”: (from left),William Lim, Odfjell, Captain PedroLiporada, Odfjell, Helge Olsen, Odfjell,Captain Zacharias Cherouvis, CeresHellenic, and Ship Manager, DimitrisMoschovitis, Ceres HellenicODFJELL Quarterly October 2005 15

Odfjell Ship Managementis ISO 14001 certifiedBy Oddvar Sæle, Odfjell Ship ManagementOdfjell’s environmental efforts and contributionto protect the environmenthave reached another important milestone.On July 6th 2005, Odfjell ShipManagement Department received theISO 14001 certificate from Det NorskeVeritas (DNV). The certificate coversship management of tankers for oilproducts and chemicals, including ourbranch office in Singapore.What is actually ISO 14001?ISO 14001 is an international standardwhich specifies requirements for an environmentalmanagement system. Theoverall aim of the standard is to supportenvironmental protection and preventionof pollution. Unlike many othermandatory standards and systems whichwe have to comply with, ISO 14001 is avoluntary system which Odfjell has decidedto implement and follow.What have we done in order to be ISO14001 certified?A number of things have been doneto achieve ISO 14001 certification. Westarted with identifying all aspects ofour operations that can interact withthe environment, such as emissions toair and sea, use of energy, generationof waste, etc., in order to determine theenvironmental impacts of significance.Then we implemented an environmentalprogramme, which included specificobjectives and targets to foster environmentalprotection. The programmecovers both shore-based and on boardactivities, and training has been carriedout both on the ships and ashore.In the preparation and implementationprocess we have received very valuableinput and assistance from our vessels.The basis for these efforts is a clearmanagement commitment to continuousimprovement in the prevention ofpollution and emissions to the environment.What does the ISO 14001 certificatemean for us in the future, and what dowe have to do to maintain the certificate?The key elements for us are continuousimprovement and commitmentthroughout the organisation. In theyears to come we have to maintain theenvironmental programme, and on acontinuous basis adopt new activitieswhich support our policy and objectivesto improve the environmentalperformance. Our environmental managementsystem will also be subject toaudits and reviews, which are intendedto result in further improvements andto ensure that we comply with internaland external requirements. The ISO14001 has come to stay and will graduallybe more and more integrated in ouractivities, plans and procedures.The ISO 14001 certificate being presented by DNV Lead Auditor Jan Erik Sverre to Oddvar Sæle, SMD Project Managerfor the ISO 14001 implementation16 ODFJELL Quarterly October 2005

Delegation from Wuxi visitsOdfjell BergenBy Chang Li, Odfjell Terminals (Jiangyin)A delegation from Wuxi City, headed byParty Secretary of CPC Wuxi MunicipalCommittee Mr. Yang Weize, Vice Mayorof Wuxi Mr. Gong Peixing and ViceMayor of Jiangyin Mr. Gao Pei, visitedour headquarters in Bergen on July 1st2005. The delegation was warmly welcomedby our Chairman Mr. Dan OdfjellSenior Vice President Odfjell TerminalsMr. Svein-Gustav Steimler, SeniorVice President Finance and AccountingMr. Haakon Ringdal and Senior VicePresident Ship Management Mr. TrygveArnesen.Mr. Yang appreciated Odfjell’s decisionto invest in Jiangyin, and expressed fullsupport to our new terminal project onbehalf of the Wuxi Municipal Government.Both parties agreed that a modern,world class petrochemical publicterminal in Jiangyin will be beneficialboth to the local economic developmentand to our customers worldwide.Wuxi is situated in the southern part ofthe Jiangsu Province and is a regionaltransport hub in the Shanghai Nanjingregion. With railways, highways, airroutes, and waterways, Wuxi enjoys aconvenient transportation network andlinks Jiangsu with the Zhejiang and AnhuiProvinces. Nine highways connectWuxi with important cities like Shanghai,Nanjing and Hangzhou, and theShanghai-Nanjing Railway and Shanghai-NanjingExpressway pass throughthe city. By relying on the Yangtze, theGrand Canal and the Taihu Lake, Wuxihas seven waterways for seaborne connections.Jiangyin, located in the central part ofthe Yangtze River Delta, is directly underthe jurisdiction of Wuxi city. Odfjellis now developing a new liquid petrochemicalterminal here with 100,000cubic meter storage capacity and sixberths up to 50,000 dwt. Odfjell Terminals(Jiangyin) Co.Ltd will providecomplete terminal services in a safeway and to the highest environmentalindustry standards. Operational as fromfirst quarter of 2007, the terminal willhandle a wide range of petrochemicalsfrom ships, barges and trucks.Members of the prominent delegation from WuxiNordic Ambassadors visitingOdfjell Terminals (Dalian)By Chang Li, Odfjell Terminals (Jiangyin)A delegation from Nordic embassies inChina visited Odfjell Terminals (Dalian)on June 12th 2005. The delegation consistedof Norwegian Ambassador Mr.Tor Christian Hildan, Swedish AmbassadorMr. Borje Ljunggren, Danish AmbassadorMr. Laurids Mikaelsen and Mrs.Grete Mikaelsen, Finnish AmbassadorMr. Benjamin Bassin and Icelandic AmbassadorMr. Eidur Gudnason. After abrief meeting in our boardroom, wherewe presented Odfjell and our activitiesin China, we gave our distinguished visitorsa tour around the terminal.The delegation showed much interest inour terminal business and the environmentfor foreign investments in Dalianand Northeast China. The embassieshave emphasized their obligation andHaakon Ringdal, Svein Gustav Steimler, Dan Odfjell andChang Liinterest to know and understand Nordiccountries’ investments in China, and toprovide those companies with their supportand assistance. The ambassadorswere particularly concerned about bothenvironmental and safety issues, andthey were very pleased to learn thatOTD has managed to combine good operationalresults with high standards ofenvironmental protection and safety.Chang Li (third from right) with theNordic ambassadors at OTDODFJELL Quarterly October 2005 17

Quality ManagementDoing the right things rightBy Jan Didrik LorentzTo be safe and to dothe right things rightis necessary and reasonable,and qualitymanagement is notnew to Odfjell. Whatis new, however, isthat our senior managementhas decidedto establish an independent unit topromote and monitor the quality of ourwork. At the same time, it is importantto emphasize that safety and quality remainline management responsibilities.Safety and quality remain linemanagement responsibilities!The newly established Quality ManagementDepartment shall facilitate the developmenttowards a situation where:• We agree upon, communicate andreach compliance with a set ofcommon policies for safety andquality, to enhance customers’satisfaction and employees’confidence.• We focus on safety and promote a“Safety Culture” throughout Odfjell.• The “Corporate Quality Manual”sets common principles and givesbasis for Quality and SafetyManagement System(s) in all units.• We plan and control importantbusiness processes according toproper procedures.• We regularly assess and managerelevant risks through reduction ofprobability (frequency) andconsequence (severity).• The organisation is well prepared tohandle serious incidents.• Insurance cover and claims handlingare coordinated and effective.• Experience feedback is systematicallyused to continuously improve ourservices.• Top management regularly reviewskey performance indicators, trendsand serious incidents, and providesproper guidance to the organisation.Safety and riskHealth, safety and environmental protection(HSE) is promoted through thoroughand prudent working methods.In our daily work we consider relevantoperational hazards and risks, and themessage is clear: You should never proceedwith work that you consider to beunsafe!Never proceed with workyou consider to be unsafe!The role of Quality Management is tomake sure that risks are systematicallyassessed and controlled through prevention(reduce probability) and protection(reduce consequence). Based on Odfjellcompany policies, corporate expectationsshall be the foundation for HSE actionplans in the units. More thoroughand systematic risk assessment followsa sequence from identifying hazardsthrough evaluating probability and assessmentof possible consequences. Fromknowledge and experience we learnwhere unwanted events may occur. Weachieve valuable understanding fromsystematic handling of incidents andclaims, and in a caring organisation weshare experiences.ConsequenceOKProbability (Frequency)Share experiences!All activities to reduce the probabilityfor a negative event to occur are riskprevention. Sometimes the right actionmay be to refrain from the whole operation,but normally good preparation,skill, awareness, suitable equipment andadherence to proper procedures ensurean adequate safety level.Rules and regulations are mandatoryprocedures, derived from common experience.In addition comes what our clientsand we ourselves have decided based onmutual experience and acceptance criteria.An essential part of risk prevention isto comply with proper procedures.Compliance with proceduresis risk prevention!Lifesaving and firefighting equipmentreduce the consequences of hazards.Correct use of PPE isvital risk protection!NOTOKRisk is normally referred to as the combination of probability and consequence ofan unwanted event.18 ODFJELL Quarterly October 2005

Insurance and emergency response areother examples of risk protection. TheInsurance Section works closely with allbusiness units to arrange cover and doclaims handling. The unit also assists inpreparing contracts and agreements,with proper clauses that contribute toprotect against identified risks.QualityThe improvement cycle is a continuousprocess that leads to higher levels ofcustomer satisfaction and business performance.Odfjell’s safety and qualitymanagement system shall promote thisway of working.Plan:Good plans are necessary for a good job.This is in our daily work, but even moreso when we shall accomplish changes. Apart of making the plan is to check thatthe work can be carried out safely, accordingto governing documents. Weshall have systems for easy access to relevantgoverning documents.Do:All work should be carried out in fullcompliance with valid procedures.Study:An important element in improving ourperformance is to assess results and behaviour.Self-evaluation is a good method;check your own work!Check your own work!Further, systematic evaluation is a linemanager responsibility and thus, regularmanagement reviews are important. Weneed to verify the result and store relevantdata. Some representative key performanceindicators are used to monitorstatus and trends. Odfjell’s Quality Boardis the Senior Management Group whoregularly evaluates our performance.Learn:Obviously, the purpose of studying andevaluating our performance is that welearn, in order to, if necessary, make appropriatechanges. QA people shall performaudits, and incident investigationswith Root Cause Analysis are importantmeans to find the best corrective actions.We will systematically use experienceand knowledge about how things aredeveloping to continuously improve ourservices.The improvement cycleODFJELL Quarterly October 2005 19

Safety BulletinBy Toralf SørenesNavigation and CollisionsIn the October 2002 edition of Odfjellquarterly we wrote: There are in particularthree areas where we areexposed to very serious incidents:1 - explosions/fire in the cargo tank area,2 - engine room fires and 3 - navigationalincidents. Over the last year, cargotank explosions have been in focus bothinternationally and within our own company.Significant work has been done inthis area and we are confident that overtime positive results from these effortswill become visible.It is worrying to note that records ofseveral leading marine underwritersshow that collisions have surpassedengine room related damages as thesingle biggest contributor to theirclaims statistics. This trend continuesand clearly shows that navigation is anarea of growing concern. When lookinginto this development, a few commondenominators and questions are frequentlyseen. Increasing reliance on radarand technical sophisticated bridgeequipment may be a mixed blessing.A new phrase, “radar assisted collisions”has emerged and the good oldpractice of looking out of the windowseems to be loosing ground. Further,new and very precise navigation technologycontributes towards condensingsea borne traffic into the same laneson the same “motorways”. The worldfleet has expanded significantly, butthe traffic lanes have not. This rapidexpansion also creates shortage ofwell-trained and experienced seafarersand support personnel like pilots.This shortage is compensated by systemsand equipment, and many marineunderwriters see this as the main rootto the negative trend. Most collisionshappen at night, in areas whereinternational traffic mixes withlesser sophisticated local traffic. Rapidlyexpanding economies in the Far Eastare significantly boosting the volumeof traffic, making that region particularlyvulnerable. The intensity of modernvessel operation and the stressof navigating in heavily traffickedwaters in combination with an everincreasing paper burden will certainlynot lessen the strain on the seafarers.M/T NCC Madinah was recently involvedin a collision in the Far East, and this gaveus a reminder. The risk is very much realand consequences of even the smallestmisjudgement or inattention may besevere. NCC Madinah was outboundto sea from an Indonesian port whenshe collided with a smaller inboundtanker. The collision took place in a verynarrow part of a channel and bothships were under pilotage. In additionto significant damages to both ships,it caused one casualty and others wereseriously injured. NCC Madinah wasdetained for almost two months whileinvestigations were carried out. Theincident highlights the very shortdifference and distance there isbetween a very close situation and a realtragedy. In a previous article on the sametopic we mentioned communication,caution and awareness during navigationas key words. To this we can add on safetymargins. It is of crucial importance thatwe strictly observe these keywords.TMSA – A proactive way of doing thingsTMSA is an abbreviation for TankerManagement and Self Assessment.It is a new system developed by theOil Companies International MarineForum, OCIMF, as a tool to measure andimprove ship management systems.Two of its main elements are BestPractises and Key Performance Indicators,and most tanker operators includingourselves are in the process ofimplementing the TMSA system.Although our quality systems are goodand robust, gaps are found in certainareas. The most relevant areas areChange Management and Risk Assessment.The TMSA system is designed togradually take us from a reactive phasewhere we act on incidents and what hasalready happened into a more proactivephase where we assess even the smallestthings we do in a systematic mannerto avoid incidents and accidents fromhappening. This change from reactiveto proactive thinking will take time andbe a challenge to us all, so be prepared.Security –The 2005Annual ReviewOur Ship Security Plans (SSPs) have beenin operation for a little more than a yearnow and our first annual review hasbeen completed. Implementation of thesecurity code, ISPS, was a major task andwe met and overcame many hurdles,both internally and externally. We arehappy to see that our security system isgradually finding its place and becominga routine part of ships operations.With basis in the annual review, internalaudits and other relevant input, weare now in the process of revising ourSSPs to make them simpler and moreuser-friendly. At Risk Managementwe will take this opportunity to thankeverybody on board and ashore thathave contributed to a successful implementation.20 ODFJELL Quarterly October 2005

Timing the blastDuring groundwork at a new terminalsite, one day the foreman ordered somemajor blasting to occur at exactly 10:15AM. The explosives team was equippedwith four fuses, a box of matches andsufficient amount of explosives to dothe job. However, the fuses were of asomewhat mediocre quality. Althoughall four should take exactly eight minutesto burn out, no fuseswere identical and theywould burn with varyingspeed throughout. Thus,a fuse that had been litfor four minutes was notnecessarily burnt halfway.aid of only the above mentioned tools?And no, it would NOT do to try to countthe seconds, as this would be too inaccurate.We await your suggested solutions byNovember 25th 2005 at the very latest.Good luck!The problem for the explosivesteam was thatnone of them had awatch or any other timingdevice, and as it was acloudy day they were unableto tell the time by thesun. The only guidanceavailable was a signalhorn at the constructionsite thatsounded everyday at 10AM sharp. Howcould the team make surethe blast went off at exactly10:15AM, with theSolution to the June 2005 Brainteaser:In the June 2005 issue of the magazine, we threw ourselvesonto the worldwide Sudoku wave. The solution to ourpuzzle is presented to the right.Several of our esteemed readers have commented that theSudoku board we offered was somewhat on thesimple side, really not providing too much of a challenge.Still, we’ve only received 19 suggestedsolutions, so perhaps it wasn’t so straight forwardafter all. Three of the suggestions were actually not evencorrect. Again we have had to draw the winner, and thelucky “Brainmaster” and prize winner this time is GustavoCampos Vergueiro, Granel Quimica. Our bravos!ODFJELL Quarterly October 2005 21

Hoist the sail!Odfjell in SAIL Amsterdam 2005One of the largest maritime events inthe world, SAIL Amsterdam 2005, tookplace on August 17-22nd. Amsterdamhas, for the seventh time and with fiveyears intervals, been a lively expositionof sailing heritage and nautical wealthas 21, mostly classic, tall-ships from allover the world and over 600 historicsailing and motor ships have visited theAmsterdam Ij-haven.The Omani training ship Shabab Oman,built in 1971, 52 metres long and thelargest wooden ship that is still active,also participated. To honour the ties betweenOdfjell and Oman, some of thestaff at Odfjell in Rotterdam escortedthis ship during the arrival of the tallshipson the stretch from the North Seaat Ijmuiden in to Amsterdam. This Paradeof Sail is the spectacular highlightof the six-days event. Thousands andthousands of ships on the water, rangingfrom multi-million dollar yachts tocrafts better described as “flotsam”.“We wanted to charter the Oosterschelde,but unfortunately she was alreadyemployed” tells OTR’s Theo Kruithof,organizing this trip together with FritsBesides a number of Dutch tall-ships,like “our” Rotterdam based Oosterschelde,the Stad Amsterdam, the Europaand the Eendracht, impressivewindjammers from Norway, Russia,Rumania, Ukraine, Italy, Poland and anumber of other countries participated.All beautiful ships like the Bergen basedStatsraad Lehmkuhl, the Sørlandet, theSedov, and the Khersones, to mentionjust a few. Apart from the tall-ships, allkind of replicas could be seen in Amsterdam.For the first time famous modernsailing yachts were invited, such as the60 feet off-shore racing trimaran Bonduelle.For further details, please seehttp://www.sail.nl/The Odfjell crowd on board the “Helena”de Goede on behalf of OTR. “Insteadwe secured the stevenaak Helena, a 35meter river cargo ship originating from1875, and invited some customers andrelations to experience Sail 2005 fromthe first row, taking part in the Paradeof Sail. Our 35 strong party enjoyed thegreat weather, entertainment and mostimportant – the spectacular show on thewater”. According to official numbers,Sail Amsterdam 2005 attracted over 2.5million spectators.Sail though, is more than just the parade:the public may visit the tall-ships,there are all kinds of demos, culturalevents, exhibitions, fireworks eachnight and, last but not least, the SailOut when crews and public wave goodbye,to meet again in 2010. Theo oncemore: “I’ll be there then, one way or theother”.From the Parade of Sail22 ODFJELL Quarterly October 2005

Running with the polar bearsOdfjell in Spitsbergen MarathonBy Hans Erik Saether, Per Watne and Øivind OlsenIn June, three good colleagues fromOdfjell Minde travelled to Spitsbergen,the major Svalbard island, for the marathonstarting in the “capital” Longyearbyen.This marathon was arranged forthe 11th time, and the event usuallygathers around 200 runners. Being theworld’s most northerly marathon race,this is an attractive competition for bothNorwegian and international long-distanceathletes. Longyearbyen, namedafter the American businessman JohnMunro Longyear, is situated at 78 degreesnorth latitude. However, despitereally being high in the Arctic, due tothe Gulf Stream the climatic conditionsduring the summer are surprisingly favourable.By mid-June, temperaturesstay above freezing point, there is littlesnow, and the sun does not set duringthe 24 hour cycle. As well as travellingto this part of the world for running, wetook the opportunity to experience thisunique part of Norway.The Svalbard islands are famous for thelarge population of polar bears, butwe didn’t spot any during our few daysthere. Øivind and myself participated inthe half marathon and Per in the 10 km.All of us improved ourfinishing times comparedto our last races,and Øivind in fact endedup being numbertwo in his class! The experiencecan be recommended,and if you donot feel like running21 km, Svalbard is alsoa good place to just“chill out”!The three bold Odfjellrunners in the characteristicand barrenSpitsbergen landscape.From left Øivind Olsen,Per Watne and HansErik SaetherOdfjell Seachem at 7th VodacomSoccer Challenge 2005By Sayed Phiri, Odfjell Seachem South AfricaMr. Mosi Paulus of Foskor (Pirates supporter blowing a“Vuvuzela”) with his wife Pink Paulus, Nkulu Kkhiza andSimphiwe BiyelaOn 24th July 2005, Odfjell Seachem hadthe pleasure of inviting client representativesto the Vodacom Soccer ChallengeCup, featuring some of the best Africanfootball teams. Wehad a really goodturnout of some 24guests from Foskor,Thembela, the PortPilots and manymore. The AbsaStadium (King’sPark) in Durbanwas packed withabout 60,000 avidsupporters, whocould see somereally tight andexciting matches.Although the favouritesto winwere the Kaizer Chiefs of Johannesburg,the Orlando Pirates, anotherJo’burg team, pulled off an amazingvictory and won the Kudu Horn trophyand the R1 million prize. The otherteams participating in the cup were theGreen Buffaloes of Zambia and AS Vitaof Congo. All attendees thoroughly enjoyedthe event, although many weredisappointed that their favourite teamdidn’t make it all the way.These South African teams enjoy muchlocal support, and they really playworld-class football. Odfjell SouthAfrica is happy to have the opportunityto share a box at the stadium with twoother companies. On important gamesand tournaments we regularly invitebusiness associates to share the joy andexcitement of watching football.ODFJELL Quarterly October 2005 23

From Durban to Singapore onM/T Bow HeronBy Sayed Phiri, Odfjell Seachem South AfricaIn the afternoon of June 9th I embarkedon M/T Bow Heron, and was warmlywelcomed on board by Captain J.H. Otterskredand his crew. I was given a boilersuit and other safety equipment, andset to work. My first task was to assistwith bringing on board provisions andstores for the onwards journey, and thenext morning I assisted the crew withclearing the deck before departure.During the voyage to Singapore I learntso much more about vessel operationsthan what I had previously known frommy land based experience. My tasks onboard included working on the bridge,on deck and in the engine room. Themorning bridge-watch introduced meto navigation methods and instruments,including using the sextant and navigationusing the stars at night. On deck Itook part in the maintenance of deck,cargo and safety equipment.I certainly learnt that being a sailor ona parcel tanker offers many challenges.You always have to be alert and readyfor any hazards that may arise. Whilst Iwas on board we conducted a fire drillas well as an oil spill drill and lifeboatdrill. Such drills are important and obviouslywere conducted very seriously andprofessionally.A few days before entering the MalaccaStraight, a meeting was held in theconference room to discuss our proceduresfor facing anypiracy attacks. I wason the 1800-2400hrs watch, and saton the forecastlewith a big flashlight.If a small boat withoutlights should approach,the duty officerswould adviseand I would flashthe light as a signalletting any potentialboarders knowthat we are on alert.In Singapore I wentashore, after havingfollowed some dischargeoperations. The same morning Iarrived at the Odfjell Singapore officeswhere I spent three excellent weeks,both professionally and socially, and gota good overview of what each departmentdoes at this busy office.For me this was indeed a unique experience.My sincere thanks to Capt J. H.Otterskred and his officers and crew onBow Heron, and Atle Knutsen and histeam in Singapore, for their time andpatience.Sayed with crew during coffee breakon-board M/T Bow HeronAt the Singapore office with some of the operations staff:K. H. Tan, Cindy, Rodger, Zaidi and LimBow De Feng visiting MelbourneBy Jessica Thomas, Odfjell AustraliaAugust in Melbourne can sometimestend to be rather miserable, with its wetwinter. Having M/T Bow De Feng visitingto discharge chemicals and commoditiesfrom South China and South-East Asiawas a pleasant break. The vessel alsocalled Geelong, Botany Bay and portsin North Queensland and New Zealandon this voyage, before heading north toSouth Korea with molasses from NorthQueensland.We visited the vessel during her stay inMelbourne and met up with CaptainSun De Li and the vessel’s crew. The master’simpression of Melbourne was positiveas it was his first visit to Melbourne,and most of his crew got the chance tovisit the city during their stay.Bow De Feng alongside berth at Yarraville No.6Captain Sun De Li and Jessica Thomas24 ODFJELL Quarterly October 2005

A great day for golfRecord-high turnout for the fifthOdfjell OpenOn September 3rd, the fifth OdfjellOpen golf outing was arranged on thebeautiful and challenging Meland golfcourse, some 20 miles north of Bergen.The record-high turnout of close to 40golfers included colleagues from severalOdfjell entities in addition to closebusiness associates, family members andfriends. The weather was good; partlycloudy without any wind nor rain. Thetournament was played as a TexasScramble with 3/4 HC.After 18 challenging holes all playerscould enjoy a well-deserved dinner atthe Meland Golf Club, and during thebanquette the prizes were awarded.The proud overall winners this yearwere Nils Ole Lekven and Espen Ommedal(Ernst & Young), whilst MirandaTønnesen and Marianne Skarholm werebest among the ladies. The “closest topin” award was won by Mark Innes (SiteTeam Poland).J. H. Kim of Odfjell Korea.One of the winners, Nils Ole Lekven.Getting the clueOdfjell Bergen annual Treasure HuntBy Frode BjørklundEach year in September Odfjell Bergenarranges a Treasure Hunt, where teamsof four or five people solve text and picturerebuses taking them from place toplace before ending up at a banquetingroom or restaurant. This informalgame, for some also a highly prestigiouscompetition, is by many considered tobe the ultimate peak of OdfjellBergen’s social calendar. Thisyear we were lucky to pick September9th for the event, as oneof the few days without rain thissummer.The arrangement committee(coincidentally also the winnersof last year’s event) haddesigned a route that allowed“social interaction” within thecross departmental teams. Asit happens, the rebuses turned out tobe not all too difficult (alternativelyOdfjell employees are really clever) andthe results were close. However, after17 rebuses and some practical exercises,including throwing darts and guessingthe purpose of some old tool, a worthywinning team was declared. Endingup at a restaurant on Bryggen, wedined, handed out nice prices donatedby generous suppliers and danced toPhil Collins style music performed by alocal two-man band. The winning teamwas awarded vouchers for a one nightstay in a double room at SAS Radissonhotels. Whether any of the voucherswere spent that night is notknown… Finally, and to theimmense cheer from all otherteams, a new arrangementcommittee for next year’s huntwas picked. Odfjell Quarterlywishes them all the best of luckin their preparations.The winning team, from left:Unni Meling, Julie Thong, TrondTeigland, Knut Erik Fredriksenand Inger-Karin Enæs.Congratulations!ODFJELL Quarterly October 2005 25

Travelling on the jobTo Whom It May ConcernBy Jan BjerkanOdfjell Quarterly has through variouschannels gotten hold of this “travelreport” from Senior Surveyor Mr. JanBjerkan of the Ship Management departmentin Bergen, who on his wayhome from a business trip in the FarEast encountered some slight problems.We leave the words to Jan, to illustratethe exciting and enviable concept oftravelling on the job.I just want to convey my dreadful experienceleaving China on my way home inJuly this year.I arrived at the airport in Dalian at05:50, 2.5 hours prior to departure, andqueued up at the China Southern deskto pick up my tickets as agreed with ourtravel agency. After the attendant hadworked on her PC for some time I wassent to the check-in counter to pickup the ticket. After queuing therefor some time the attendant lookedup her computer to confirm that therewas no ticket, so I was sent back to theprevious desk. After some more queuingthere I was told that KLM hadnot paid the ticket, hence itcould not be issued.I then called the TravelAgency’s international callcentre and met a helpfulIndian voice (on a badline), who provided mewith a PTA number. Thenback queuing again. Whenit was my turn, I was toldthat they could not see thenumber on their PC so it hadto be faxed to their townoffice which would open10 minutes after my flight’s scheduleddeparture. This was of course nonsenseand I therefore asked to buy a new ticketfor the first leg to Shanghai. I filledin a detailed “application form” anda ticket was issued. However, this wasto be paid cash in local currency, CNY1,640. I was on the way out of the countryand was, of course, not in possessionof that amount. There were two ATMmachines at the airport terminal, one ateach end of the big building complex.The first was out of service and the seconddid not accept any of my cards.Well, I went back queuing up to hearif there were any alternatives, and was26 ODFJELL Quarterly October 2005told there was a bank inside the internationaldeparture area. I went to theinternational check-in/security control/immigration to explain my problembut to no avail: Under no circumstanceswas I allowed to pass! Back at the ChinaSouthern desk for (possible) help, I waslucky to meet a new attendant and shewas so kind to follow me back to the internationalcheck-in/security control/immigration.Also she was denied access,but after having called in a higher rankingperson we were finally let through.Fortunately, I stillhad 200 Euros Icould change.Yuippi, I hadcash!Then I hurried back to the ticket officeto get my ticket, further to check-in, andfinally I caught the flight just in time.At that point I was wet all over fromsweating, the local temperature beingaround 32 degrees C, but I managed, atleast partly, to dry up during the flightto Shanghai. Puh...Upon arrival in Shanghai I had to pickup my luggage and proceed to internationaldeparture, to contact the KLMagent in order to get the ticket for therest of my journey. First I queued upthere for a while, whereby I was sent tothe check-in counter. After some morequeuing I was sent back to the ticketcounter, and following even more queuingthere I was told that the ticket hadto be picked up at the China Southerndesk. At the China Southern desk, aftermore waiting in line, I showed them myitinerary and asked for the ticket. Then Iwas told: “May be big problem, sir. Youshould have picked up the ticket at theairport in Dalian.”.At this moment I was about to give up.I was totally wet again from sweating,having pushed the luggage trolleyseveral miles already in temperaturesaround 30C. What to do? Find a hotel,take a cold shower and change clothes?No, I had been travelling and workingcontinuously for 52 days, visiting fivecountries through 12 flight legs. I wantedto get home!I therefore decided to go back tothe KLM desk and have one moretry. Result: I had to buy a new ticket(CNY 9,502), and, thank the Almighty,I managed to use my frequentflier points to pay foran upgrade. At the checkinI was told I had 46 kgof luggage which meant16 kg overweight. I triedto explain that I was aPlatinum Elite member,which should entitle meto 20 kg extra, but soonrealized that rationalreasoning here was of nouse. Accordingly I paid up forthe overweight (another CNY 3,350)and continued through security, immigration,customs, more security andmanaged to board the plane as thevery last passenger. Obviously withouthaving time to buy a new shirt or anythingelse for those back home, and noteven getting a chance to have a quicksmoke since 05:50.Imagine, all this before 12:15 hrs.I sincerely hope that, in the very nearfuture, the involved parties in the travelindustry will carefully review both theirprocedures and customer care policies.Regards,Jan Bjerkan

The Personnel CornerNEW HIRESHeadquarters BergenBjørn GåssandCargo Handling Advisor01.08.2005Gøran JohanssonPurchaser,Ship Management01.08.2005Odfjell Terminal (Rotterdam)Fredrik SandrudShip Operator01.08.2005May Brit ChristiansenShip Broker01.09.2005Odfjell SingaporeThomas Macody LundShip Broker01.09.2005Rune FanebustSuperintendent05.09.2005Marco De ReusD-operator01.07.2005Pieter Van BergenHead Laboratory PID01.09.2005Lei, Huiyi, AdelinePurchaser Assistant26.05.2005Feroz Zainal AbdidinShip Broker01.08.2005RELOCATIONSIN SERVICE FOR ODFJELL40YEARS35YEARSBen BollerHead Customer Services PIDOdfjell Terminals (Rotterdam)12.07.1965Kåre EndresenOperations ManagerOdfjell Brasil01.06.1970Ang, Hui Cheng, MayTranshipmentCoordinator04.08.2005Ove NormannFrom Singapore toBergen01.08.2005Jan ZuidmulderC2-operatorOdfjell Terminals (Rotterdam)06.09.196525YEARSGeert DijkemaC1-operatorOdfjell Terminals (Rotterdam)01.09.1980Bram Van LeeuwenWarehouse manOdfjell Terminals (Rotterdam)01.09.80Filip GewayB-operatorOdfjell Terminals (Rotterdam)01.08.1980Rene BlomHead Facility ServicesOdfjell Terminals (Rotterdam)01.09.1980Gerhard Dits2nd operatorOdfjell Terminals (Rotterdam)01.09.80Arie KraaijeveldC1-operatorOdfjell Terminals (Rotterdam)01.09.80Martin RuinaardCustomer Service RepresentativeManager Engineering/Purchase/MaintenanceOdfjell Terminals (Rotterdam)01.09.8028 ODFJELL Quarterly October 2005

Fleet and terminalsSTAINLESSNUMBERSHIPS BUILT DWT CBM STEEL,CBM OF TANKSOwned: Bow Sky 2005 40 005 52 126 52 126 40Bow Spring * 2004 39 942 52 126 52 126 40Bow Star * 2004 39 832 52 126 52 126 40Bow Sun 2003 39 842 52 126 52 126 40Bow Firda * 2003 37 427 40 515 40 515 47Bow Chain * 2002 37 518 40 515 40 515 47Bow Favour 2001 37 438 40 515 40 515 47Bow Century 2000 37 438 40 515 40 515 47Bow Fortune 1999 37 395 40 515 40 515 47Bow Cecil * 1998 37 345 40 515 33 236 47Bow Flora 1998 37 369 40 515 33 236 47Bow Cardinal 1997 37 446 41 487 34 208 52Bow Faith 1997 37 479 41 487 34 208 52Bow Cedar 1996 37 455 41 608 34 329 52Bow Fagus 1995 37 375 41 608 34 329 52Bow Clipper 1995 37 166 41 492 34 213 52Bow Flower 1994 37 221 41 492 34 213 52Bow Hunter 1983 23 002 25 026 21 031 28Bow Pioneer 1982 23 016 25 965 20 969 28Bow Eagle 1988 24 728 32 458 19 662 25Bow Viking 1981 33 590 40 956 21 745 36Bow Fighter 1982 34 982 41 184 6 299 34Bow Lancer 1980 35 100 42 468 6 252 34Bow Heron 1979 35 289 42 109 5 882 31Bow Cheetah 1988 40 258 47 604 - 29Bow Leopard 1988 40 249 47 604 - 29Bow Lion 1988 40 272 47 604 - 29Bow Panther 1986 40 263 47 604 - 29Bow Puma 1986 40 092 47 604 - 29Bow Petros 1984 39 722 47 963 - 28Bow Transporter 1983 39 738 47 963 - 28Bow Lady 1978 32 225 41 354 3 077 42Bow Peace 1987 45 655 52 173 2 167 23Bow Power 1987 45 655 52 173 2 167 23Bow Pride 1987 45 655 52 173 2 167 23Bow Prima 1987 45 655 52 173 2 167 23Bow Prosper 1987 45 655 52 173 2 167 23Bow Fertility 1987 45 507 52 173 2 167 23Bow Fraternity 1987 45 507 52 173 2 167 23Bow Maasstad 1983 38 039 48 866 - 22Bow Maasstroom 1983 38 039 48 866 - 22Bow Maasslot 1982 38 039 48 866 - 22Bow Master 1999 6 046 6 878 6 878 14Bow Mate 1999 6 001 6 864 6 864 14Bow Pilot 1999 6 000 6 865 6 865 14Bow Sailor 1999 6 000 6 870 6 870 14Bow Antisana 1989 8 192 9 899 5 777 22Bow Gorgonilla 1989 8 192 9 899 5 777 22Bow Balearia 1998 5 870 5 941 5 941 20Bow Bracaria 1997 5 870 5 941 5 941 20Bow Brasilia 1997 5 870 5 941 5 941 20Bow Bahia 1996 5 870 5 941 5 941 20Bow Condor (50%) 1978 27 950 34 656 21 035 43Bow Andes (50 %) 1977 28 060 34 756 21 136 43Bow Pacifico (50%) 1982 18 657 22 929 10 849 31Owl Trader 1982 12 450 14 482 8 070 22Angelim (50 %) 1985 10 259 10 136 6 500 18Araucaria (50 %) 1984 10 259 10 159 6 500 18Jatai (50 %, LPG) 1979 4 452 4 031 - 3*Vessel beneficially owned through financial lease.Time-Chartered: NCC Jubail 1996 37 499 41 488 34 209 52NCC Mekka 1995 37 272 41 588 34 257 52NCC Riyad 1995 37 274 41 492 34 213 52NCC Yamamah 1977 28 053 34 656 21 035 43NCC Jizan 1976 28 024 34 656 21 035 43NCC Jouf 1976 28 026 34 656 21 035 43NCC Madinah 1976 28 053 34 656 21 035 43NCC Asir 1983 23 001 24 965 20 969 28NCC Arar 1982 23 002 24 965 20 969 28NCC Baha 1988 24 728 32 458 19 662 25Bow Orion 1977 28 083 34 656 21 035 43Bow Neptun 1976 28 060 34 656 21 035 4330 ODFJELL Quarterly October 2005

STAINLESSNUMBERSHIPS BUILT DWT CBM STEEL,CBM OF TANKSBow Saturn 1976 28 030 34 656 21 035 43Bow Architect 2005 30 058 36 000 36 000 28Bow Europe 2005 19 727 21 573 21 573 36Bow Santos 2004 19 997 21 846 21 846 22Bow Americas 2004 19 707 22 050 22 050 36Brage Pacific 1997 17 460 18 620 18 620 24Brage Atlantic 1995 17 460 19 587 19 587 22Bow Andino 2000 16 121 17 270 17 270 30Bow de Rich 2003 12 452 13 300 13 300 22Bow Wallaby 2003 11 951 13 485 13 485 22Bow de Feng 2002 12 514 13 289 13 289 22Bow West 2002 12 503 13 299 13 299 22Bow de Silver 2000 11 747 12 296 12 296 20Bow de Jin 1999 11 752 12 296 12 296 20Bow Asia 2004 9 901 10 866 10 866 20Bow Singapore 2004 9 888 10 867 10 867 20Bow Wave 1999 8 594 9 225 9 225 20Bow Wind 1999 8 587 9 226 9 226 20Jacaranda (50%) 1978 9 970 9 924 5 877 17Aragas (50 %, LPG) 1983 9 300 8 026 - 5Multitank Batavia 1998 5 870 5 941 5 941 20Multitank Badenia 1997 5 870 5 941 5 941 20Multitank Bolognia 1997 5 870 5 941 5 941 20Multitank Britannia 1996 5 870 5 941 5 941 20Number of ships: 95 2 449 897 2 847 103 1 556 282YARD DELIVERY DWT OWNEROn order: NB Szczecin - B588/III/5 10/2005 39 500 OdfjellNB Szczecin - B588/III/6 3/2006 39 500 OdfjellNB Szczecin - B588/III/7 9/2006 39 500 OdfjellNB Szczecin - B588/III/8 3/2007 39 500 OdfjellNB Szczecin - B588/III/9 10/2009 39 500 Odfjell OptionNB Szczecin - B588/III/10 4/2010 39 500 Odfjell OptionNB Sevmash #1 9/2007 45 000 OdfjellNB Sevmash #2 6/2008 45 000 OdfjellNB Sevmash #3 11/2008 45 000 OdfjellNB Sevmash #4 6/2009 45 000 OdfjellNB Sevmash #5 10/2009 45 000 OdfjellNB Sevmash #6 6/2010 45 000 OdfjellNB Sevmash #7 10/2010 45 000 OdfjellNB Sevmash #8 6/2011 45 000 OdfjellNB Shin Kurishima 11/2005 19 990 Time-charterNB Kitanihon 3/2006 30 000 Time-charterNB Kitanihon 9/2006 19 800 Time-charterNB Kitanihon 11/2006 19 800 Time-charterNB Fukuoka 12/2007 19 900 Time-charterNB Shin Kurishima 6/2008 32 500 Time-charterNB Kitanihon 8/2008 33 000 Time-charterNB Kitanihon 10/2008 33 000 Time-charterNB Fukuoka 12/2008 19 900 Time-charterNB Shin Kurishima 6/2009 32 500 Time-charterNB Usuki 11/2006 19 900 Variable t/cNB Usuki 1/2007 19 900 Variable t/cNB Usuki 6/2007 19 900 Variable t/cNB Usuki 8/2007 19 900 Variable t/cNumber of newbuildings: 28 936 990TANK TERMINALSSTAINLESS NUMBERLOCATION SHARE CBM STEEL, CBM OF TANKSOdfjell Terminals (Rotterdam) BV Rotterdam, NL 100 % 1 540 000 31 000 300Odfjell Terminals (Houston) LP Houston, USA 100 % 270 563 81 902 92Odfjell Terminals (Dalian) Ltd Dalian, China 64 % 59 700 5 750 35Odfjell Terminals (Korea) Co Ltd Onsan, Korea 50 % 109 500 2 850 39Oiltanking Odfjell Terminal Singapore Ltd Singapore 50 % 213 000 5 700 51VOTTN Ltd (Ningbo) Ningbo, China 12.5 % 63 500 7 900 362 256 263 135 102 553ODFJELL Quarterly October 2005 31

Offices and addressesMAIN OFFICEOdfjell ASA - Odfjell Seachem ASConrad Mohrsv. 29, P.O. Box 6101Postterminalen5892 Bergen, NORWAYTel: +47 5527 0000Fax: +47 5528 4741Fax: +47 5527 9070(Chartering/Operations)INTERNATIONAL OFFICESOdfjell USA LP12211 Port RoadSeabrook, TX 77586, USATel: +1 713 844 2200Fax: +1 713 844 2211Odfjell Singapore Pte Ltd6 Shenton Way, # 27-08/09DBS Tower 2SINGAPORE 068809Tel: +65 6349 1300Fax: +65 6224 2285Odfjell Japan LtdOgawa Bldg. 8F2-2 Uchikanda 1-ChomeChiyoda-ku, Tokyo 101-0047, JAPANTel: +81 3 3259 8555Fax: +81 3 3259 8558Odfjell Netherlands BVOude Maasweg 6, P.O. Box 50103197 XC Rotterdam-BotlekThe NETHERLANDSTel: +31 102 953 666Fax: +31 102 953 668Odfjell Brasil LtdaAv. Paulista 460 - 18 andarCEP 01310-000 Sao Paulo SP, BRAZILTel: +55 11 3549 5800Fax: +55 11 3549 5808Odfjell ShanghaiSuite B, 13/FHuamin Empire Plaza,728 Yan An West Road,Changning District,Shanghai 200050, P.R. ChinaTel: +86 21 5239 9469Fax: +86 21 5239 9897Odfjell Argentina SAAlicia Moreau de Justo 1960Office no. 202 - Puerto Madero1107 Buenos Aires, ARGENTINATel: +54 114 313 7837Fax: +54 114 313 4619Odfjell Australasia Pty LimitedSuite 4, Level 1443 Little Collins StreetP.O.Box 1279Melbourne VIC 3001 AUSTRALIATel: +61 3 9642 2210Fax: +61 3 9642 2214Odfjell IndiaA-26, Nandbhuvan Industrial EstateMahakali Caves Road, Andheri (East)Mumbai 400093, INDIATel: +91 22 5695 4701Fax: +91 22 5695 4707Odfjell Seachem South Africa Pty LtdThe Sharaf House2 Sinembe CrescentLa Lucia RidgeDurban 4051, SOUTH AFRICATelefon: +27 31 583 4470Fax: +27 31 583 4488Odfjell Korea Co. Ltd.13th fl. Dongbu-Dadong Bldg.#103, Da-Dong, Chung-KuSeoul, KOREATel: +82 2 775 9760Fax: +82 2 775 9761Odfjell Manilac/o Magsaysay Maritime Corp.5th floor, 520 t.m. Kalaw StreetErmitaManila, PHILIPPINESTel: 63 2 526 9773Fax: 63 2 525 7720Odfjell Dubaic/o Sharaf Shipping AgencySharaf Building, Al Mina RoadP.O. Box 576,Dubai, UNITED ARAB EMIRATESTel: +971 4 351 9785Fax: +971 4 351 9756Odfjell (UK) Ltd14 Headfort PlaceLondon SW1X 7DHUNITED KINGDOMTel: +44 207 823 0605Fax: +44 207 823 0606National Chemical Carriers Ltd CoRoom 301, 3rd Floor, Al-Akariyah Bldg No 1Sitteen Street, Malaz AreaP.O. Box 8931Riyadh 11492, SAUDI ARABIATel: +966 1 477 3934Fax: +966 1 476 4328Terquim SABlanco Encalada 840Dept 702, San AntonioCHILETel: +56 35 211 050Fax: +56 35 211 161REGIONAL OFFICESOdfjell Asia Pte Ltd6 Shenton Way, # 27-08/09 DBS Tower 2SINGAPORE 068809Tel: +65 6349 1300Fax: +65 6224 2285Odfjell Ahrenkiel Europe GmbHGurlittstrasse 11Postfach 100 22020001 HamburgGERMANYTel: +49 40 24838 307Fax: +49 40 24838 319Flumar Transportes de Quimicos e Gases LtdaAv. Paulista 460 - 18 andarCEP 01310-904 Sao Paulo SP, BRAZILTel: +55 11 3549 5800Fax: +55 11 3549 5807TANK TERMINALSOdfjell Terminals (Houston) LP12211 Port RoadSeabrook, TX 77586, USATel: +1 713 844 2300Fax: +1 713 844 2355Odfjell Terminals (Rotterdam) BVOude Maasweg 6, P.O. Box 5010Harbour Number 40403197 KJ Rotterdam-BotlekThe NETHERLANDSTel: +31 102 953 400Fax: +31 104 384 679Odfjell Terminals (Dalian) LtdNo. 3 Binhai North RoadZhongshan DistrictDalian 116001, P.R. CHINATel: +86 411 8262 9701Fax: +86 411 8262 3707Odfjell Terminals (Jiangyin) Co, LtdJiasheng South Road 1Economic Development Zone (West)Jiangyin 214446Jiangsu ProvinceP.R. CHINATel: +86 510 6669111Fax: +86 510 6669110Odfjell Terminals (Korea) Co, Ltd136, Cheongyong-RiOnsan-Eup, Ulju-GunUlsan, KOREATel: +82 522 311 600Fax: +82 522 376 636Oiltanking Odfjell Terminal Singapore Pte Ltd1 Seraya AvenueSINGAPORE 628208Tel: +65 6473 1700Tel: +65 6479 4500VOTTN, Ningbo LtdNo. 1 Zhaobao Shan RoadZhenhai DistrictNingbo 315200, P.R. CHINATel: +86 574 2769 5638Fax: +86 574 8627 5931ASSOCIATED TANK TERMINALSTAGSA S.AAv. Alicia Moreau de Justo 1960,piso 4 Of.4021107 Buenos AiresARGENTINATel: +54 11 4001 9700Fax: +54 11 4001 9701GRANEL QUIMICA LtdaAv. Paulista 460, 18 andarCEP 01310- 000 São Paulo, SPBRAZILTel: +55 11 3549 5800Fax: +55 11 3549 5832TERQUIM S.ABlanco Encalada 840Dept 702, San AntonioCHILETel: +56 35 21 1050Fax: +56 35 21 1161DQM S.AJr. Huascar 251, Urbanizacion ChacaritasCallaoPERUTel: +511 429 4651Fax: +511 429 0637w w w . o d f j e l l . c o m