ISS Rep rter
Issue 11 • March 2009
INCHCAPE SHIPPING SERVICES
STRATEGY GOES INTERACTIVE
INDONESIAN LOGISTICS
Page 5
EARTHRACE AGENCY
Page 6
ANTARCTIC ADVENTURE Page 15
Issue 11
March 2009
3
4
5
9
10
Leader
11
12
14
15
16
17
18
5
20
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We achieve our goals for 2008 and face the year ahead
with challenges and opportunities.
Editorial
On formation flying, and whether to participate in
the rececession.
Around the Network
A new alliance in Indonesia, new offices in China,
Mexico and Brazil, and Liner is back.
ISS PALM
The evolution of an application.
This is My Job
In the time-critical world of Panama Canal transits,
Danilo Carrington is a professional.
Customer Call
ISS serves as the point of entry for Blue Star’s agency
requirements.
Strategy
The Group Strategy is taken on the road.
Cook’s Corner
Continual improvement is achieved by setting
SMART goals.
Local Expertise
Remote, hostile and inhospitable – but someone has to do
it, even in Antarctic waters.
Local Expertise
The QE2 arrives in Dubai for a major ‘de-storing’ exercise.
Local Expertise
Piracy grabs the headlines daily. ISS is interested in
helping its prevention.
Staff News
New faces , training initiatives and long service awards.
That’s Entertainment
Expo stands, parties and ribbon cutting in Mombasa.
Notice Board
ISS staff around the world are helping others whilst
having fun.
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15
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www.iss-shipping.com
ISS REPORTER • ISSUE 11 • MARCH 2009
LEADER
Be aware of the danger – but recognise the opportunity
Dear Colleagues,
As always, a warm welcome to the first edition of the ISS Reporter for 2009.
Although shipping is a 24/7 industry and we are called upon at all times, I trust you and your families found
time for a well deserved rest during the festive season.
As highlighted in the last edition I projected that our 2008 results would be satisfactory.
Together with the auditors, Chris Whiteside and his team are close to finalising our annual results and I can
confirm that it has indeed been a satisfactory year and we have again broken all records.
And whilst we can pat ourselves on the back for the 2008 results we are already, true to form, occupying
ourselves with 2009.
So does a change from an “8” to a “9” make any difference? Well apart from new goals and objectives as part of
our continued quest to improve our operational and financial results and increase the awareness of our Social
and Environmental responsibility, I fear that after “Big Ben” fell silent after the midnight chimes on New Years Eve,
the world was still faced with a continued recession and financial crisis.
Our friends from Catalyst reminded me of some words by J.F. Kennedy: “The Chinese use two brush strokes to
write the word “crisis”. One brush stroke stands for danger; the other for opportunity. In a crisis, be aware of the
danger – but recognise the opportunity.”
The above describes well what must be done to ensure that we continue to develop ISS in line with our
strategic goals and objectives.
Dangers
We must at all cost avoid bad debts and I expect full attention to this matter at all levels throughout the
organisation. It is imperative that we protect our clients and our own interests against service providers
continuing to operate although insolvent.
We have already established individual business units assessing the financial standing of our service providers
and Group Operations will assist you with any question or query you may have.
Opportunities
The current market is also an excellent basis for new opportunities and we will continue to follow our strategic
plan re outsourcing to our current and new client base. It is important that everybody plays their part in
delivering a service that is in line with the agreement between ISS and the customer.
A significant part of our costs is allocated to general overheads and it is imperative that we all play our part in
bringing these costs down to a minimum – it is our intentions to reduce these costs by in excess of 10% globally
this year.
Top Team
As communicated during February, we have been working across the group in the past year to implement our
strategy plan. During the implementation and execution it became apparent that there was a need to delegate
from top down in order to eliminate bottlenecks.
Thus we have decided to create a new organisational body, the “ISS Top Team”, which is responsible for a
number of operational, financial and strategic goals and objectives.
It is my pleasure to announce following members of the Top Team:
Group Finance – Chris Whiteside, Group CFO
Group Commercial – Jon Corner, EVP
Group Standards & Processes – Trond Baade, EVP
Group Information – Bryan Philips, EVP
Government Services – Larry Cosgriff, EVP
ISS Japan – Daiki Wakana, President
Regional Champion – Chris Stone, SVP Middle East & India
Regional Champion – Jaime Otero, SVP South America
I am sure that you will all join me in wishing the new “ISS Top Team” lots of success with their increased
responsibilities.
Our 2008 performance provided the benchmark for 2009 but unlike previous years, when we had a market
and a global economy working in our favour, we now find ourselves in a market that will demand attention to
detail, painstaking financial control processes and the execution of our strategic plans that we designed to cater
for both upturns as well as downturns.
Thanking you all for a well executed 2008 and I am looking forward to work with you ensuring that we meet
the 2009 goals and milestones.
Claus Hyldager
Group CEO
MARCH 2009 • ISSUE 11 • ISS REPORTER
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ISS Rep rter
Issue 11 • March 2009
STRATEGY GOES INTERACTIVE
INDONESIAN LOGISTICS
EDITORIAL
INCHCAPE SHIPPING SERVICES
Page 5
EARTHRACE AGENCY
Page 6
ANTARCTIC ADVENTURE Page 15
Cover: CEO Claus Hyldager gives guidance
at the strategy sessions
Editor
Nick Elliott
Editorial & PR Coordinators
Head Office
Isla Sinclair
Europe/Africa
Manu Willems
Middle East/
Asia Pacific
South Asia
Darrell Wee
Usha Sethumadhavan
Flying in
formation
With the cover story in this issue addressing the achievement of our goals by a process of
strategic alignment, it is worth considering what alignment means in arenas other than our own.
The word alignment calls to mind formation flying for example where discipline is the most
important quality a pilot can possess. In his or her world, discipline means applying self-control,
maturity and judgment in a high stress, emotionally charged and exciting environment.
Coupled to this, teamwork is another cornerstone in the process. If the flight members know
and perform their respective duties with discipline, they work together as an effective team.
Another crucial component is communication of course.
This is all very well in the highly structured environment of a flying school or the armed
forces or even on the sports field where the team is in close proximity to one another and
coaches or trainers are present much of the time. But it all becomes more difficult when we’re
back in our 200 or so offices with 101 other jobs to do. How do we keep thinking and acting
with our strategic goals to the fore then?
"You've got to think about big things while you are doing small things, so that all the small things
go in the right direction," said American writer, Alvin Toffler. Someone else said: “Repetition and
routine are keys to establishing newly desired behaviours. Think small and know that small things add
up over time to be big. If there is a setback, don’t beat yourselves up too badly. Just note the setback,
make people aware by discussing it, and also determine what is necessary to get back on track.”
Lack of serious post-training follow-through is another big issue here. The failure of training
programmes to change behaviour is widespread. Lars’ concluding paragraph on Page 13
addresses it directly: “Only by going through such a comprehensive communication effort,
reaching out to all employees to share the knowledge of our ambitions and plans can we hope
to achieve the motivation and ownership of the strategy among all of us which will ensure that
we meet or exceed all our strategic goals. If you haven’t already attended your own strategy
workshop as you read this, it is certain to be coming your way very shortly!”
What! Surely not good news?
Japan
Yasuhiko
Tsukamoto
Australasia
Annie Peterson
North America
Linda Clayton
South America
Cecilia Calderon
Design/Production:
Dave Blake
At time of writing the dry bulk market is enjoying an upward trend. Small and far too early to say
whether this is the beginning of a sustained recovery, but meanwhile we can reflect on the words
of Audi’s CEO, Rupert Stadler, when commenting on the economic downturn: “We heard about it,
so we had a board meeting and discussed it thoroughly, and have decided not to participate.”
To some this might seem complacent, arrogant even. But it is neither. In the UK we are
deluged relentlessly by government and the media with enough bad news to make the entire
nation just give up and drown in a mire of self-pity and pessimism. No-one’s denying things are
tough but we won’t climb out of it by succumbing to these harbingers of doom.
Putting this magazine together is hard work but it is also a refreshing contrast to what the
mass media chooses to focus on, and a reminder of the Gung-ho enthusiasm of the ISS team
out there. It was another German, philosopher Friedrich Nietzsche, who wrote: “What doesn't kill
us makes us stronger.”
Nick Elliott FICS
Editor
Printers:
Holbrooks Printers Ltd., Portsmouth
ISS Reporter is published by:
Inchcape Shipping Services
5/7 Lakeside Business Village
Fleming Road, Chafford Hundred
Essex, RM16 6YA UK.
Email: [email protected]
Tel: +44 1375 484900
No part of this publication may be
reproduced in any form without the
written permission of the publisher.
© Inchcape Shipping Services
4
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ISS REPORTER • ISSUE 11 • MARCH 2009
AROUND THE NETWORK
An Indonesian alliance
New offices on the
Pearl River Delta….
At the beginning of the year we
opened up in the southern Chinese
ports of Nansha and Huangpu with full
professional boarding and agency
services. Located on the Pearl River
Delta, these ‘Greater Guangzhou Ports’
are amongst China's busiest, handling
the full spectrum of commodities and
home to major shipyards providing
newbuild, repair and drydock services.
….down Mexico way….
9 The ISS-Marindo team with Jonas second from right
Indonesia is the world's largest archipelagic
state comprising over 17,500 islands and a
coastline of 54,716km. With a population of
237m it is the fourth most populous country
in the world. Indonesia's size, tropical climate,
and geography, support the world's second
highest level of biodiversity whilst Its natural
resources include petroleum, tin, natural gas,
nickel, bauxite, copper, coal, gold and silver.
To meet customer expectations and our
own growth aspirations, ISS has formed
a strategic alliance with an experienced
local company, PT Equator Marindo, to form
ISS-Marindo.
Besides operational excellence in the
traditional 24/7 port agency role, we have
now added to our value proposition a range
of logistical services including:
• Crew Logistics
• Vessel Line-ups
• One point of contact in provision of tally
services, cargo quantity and quality surveys
• Assistance in providing tugs/barges, grabs
and special handling equipment
• Assistance in providing complete coal
logistics – road-head to mother vessel
The office in Jakarta oversees all agency
related matters at other ports with a
network of sub-agents which is already in
place. Expansion into other ports is
presently being evaluated.
The alliance is led by Jonas Wilfrid who has
over 15 years experience in freight forwarding
and 3PL logistics operations. The agency
manager is Captain Apollinaris B Narahawarin
who has over 20 years experience ranging
from seagoing operations, maritime
consultancy and port agency.
Staff have already received training on
YourISS and the ISS Quality Management
System. The office has been equipped according
to corporate IT and HSSE standards to ensure
data integrity, professional boarding services
and high level communication in a challenging
operational environment. Our customers may
expect the same level of service they receive
from elsewhere across the ISS network.
The new operation falls under our
regional office in Singapore headed by RMD
Jan Lauridsen who says: “ISS systems,
procedures and processes are being
implemented to ensure a high level of
service deliverables whilst PT Equator
Marindo adds the in-depth knowledge of
local port agency operations for all kinds of
vessel as well as meeting our customers’
specific logistical requirements such as
arranging barges, cranes and grabs.”
ISS has also opened new offices in the
Mexican ports of Coatzacoalcos, Dos
Bocas and Ciudad del Carmen, on the
Gulf of Mexico coast.
ISS Regional Managing Director for
North and Central America, Lars
Westerberg, says: “We see our
continued expansion into the Mexican
market with great potential and vast
opportunities, which is of strategic
importance to our region. We
commenced our operations in Mexico
with a Greenfield operation with
Octavio Armas as our Country Manager
based in Mexico City. We have now
further expanded our presence with
the three additional offices to broaden
our service area to principals.”
…and on the Amazon
A new office has been opened in Belem
under the management of ISS Manaus
which also oversees ISS Sao Luis, all
three offices in the Amazon region. ISS
is representing K LINE and Bringer Line
(through their general agents in Brazil
Unimar). These lines are jointly
operating a service between US East
Coast (Port Everglades and Savannah)
and the Amazon (Manaus and Belem).
MICROSITES UPDATE: The initial tranche of 24 microsites was launched on
6 November 2009. Since then we have had a steady release of new microsites and at the
time of writing there are 60 completed with a further 50 under construction. By the end of
the year we are aiming to have a microsite for each port office or cluster of offices.
The microsites can be accessed via the top menu or via a link in the office pages in the port
directory. In addition a link to microsites – where available - appear in directory search results.
The microsites contain a wealth of information. The narrative on the homepage of each
microsite gives background information and an overview of the history and general
activities taking place at that port. The photo galleries contain relevant images, some being
aerial views of the port area, while the document libraries contain more specific information
and in many cases forms which a vessel calling at the port will require to have completed.
More and more microsites are taking advantage of the extra pages available to them and
these focus on the commodities of their particular area – aggregates at Fujairah for example.
Customers can contact us via the Contact Us forms and these are copied to the local
office in order to facilitate a speedy response.
MARCH 2009 • ISSUE 11 • ISS REPORTER
Recently Shaun Wieffering of ISS
Dampier escorted VIPs Susumu Koike
(pictured with Shaun) and Ryojiro Hyashi
of NYK Line on a tour of iron ore mines
and terminals in North West Australia.
www.iss-shipping.com
5
AROUND THE NETWORK
And SAGA RUBY was the first ever cruise ship to call at Tanga. “Saga Cruises were very happy with
the call,” reports David Mackay, “and we received a top performance rating from the vessel for our
small ISS office in Tanga. Saga have now incorporated a Tanga call into their schedule for 2010.”
Martin Olesen beside the SAGA ROSE
at Antwerp wrote: “An old school
example of wonderful craftsmanship,
enormous ballrooms and dining
facilities. This year she will end her life
on the seas, but we will handle her
sister vessel SAGA RUBY.”
This strange creature appeared at
Sydney’s Overseas Passenger Terminal
in the tender care of ISS. The amazing
wave piercing trimaran EARTHRACE set
a new world record for a powerboat to
circle the globe, and with 100%
renewable biodiesel fuel and a net zero
carbon footprint. The voyage was over
24,000 nautical miles, and took 60 days,
23 hours and 49 minutes, smashing the
old record by over two weeks.
Tim Mackay and Craig Jackison (below)
illustrate the cramped accommodation.
As the mighty QE2 made her final call at her
home port of Southampton before departing
for Dubai (page 16) nobody was prepared for
her grounding whilst approaching the port. ISS
principal, Solent Towage’s (Ostensjo) tug TENAX
responded rapidly to a call from port control
and was assisting the vessel within minutes.
QE2 was re-floated and resumed her safe
passage into Southampton some 40 minutes
later. Having recovered from the incident in the
morning, QE2’s departure was spectacular and
once again brought out many thousands, both
onshore and in a flotilla of small boats.
The BIMCO Master Class workshop was attended by ISS staff in Dubai. Seen in the picture with
our trainees are the BIMCO trainers – Capt. Norman Lopez and Torben Strand along with
Mrs.Nayana Nadakumar.
(L–R) Ms Adeema Al Saadi, Abdul
Khaliq Al Mamari, Mohammad
Qamaruddin, Said Al Kindy and
Mubarak Al Saadi pictured
following the maiden audit of our
Sohar office. “From a modest start
this branch, since 2004, is now
cornering a fair market share and
continues to march ahead,”
writes Auditor Rajesh Mathew
from ISS Ruwais. “Staff have
willingly given their time and
talent to achieve the goals set.
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ISS REPORTER • ISSUE 11 • MARCH 2009
AROUND THE NETWORK
Two years on in Syria
The ISS-Barbon joint venture was established in Syria in March 2007 with
its main office in Tartous and later, a branch in Lattakia. 23 staff, pictured
here, man the Tartous office in the Commercial, Forwarding and Ship
Agency departments with another four in Lattakia.
Commercial Manager Maher Mansour says: “Since its inception the
company has been very active in the local and regional forwarding and
transit business. It has also secured the agency representation in Syria of
Empros Lines of Greece which operates a regular general cargo liner
service from Antwerp to Tartous and Lattakia. Additionally SCT has
gained agency rights for another general cargo line, MTL of Germany,
also linking northern Europe to Syria.
HMS ENDURANCE made an unscheduled call at Punta Arenas.
Fortunately ISS was there to assist. Pictured L-R are ISS’ are Cristian
Mercegué, Captain Gavin Pritchard, Hon British Consul John Rees.
Captain Pritchard wrote to Cristian: “As you know well the visit was
made in the very difficult circumstances which followed the flooding
incident at sea. Given that it was the Christmas holiday period and the
visit was at short notice, what you and your team have managed to
deliver for us has been absolutely outstanding……”
ISS Machinery Japan and New
Jersey offices have been
authorized to handle Kubota
spares supply of 48-inch valves
for Petrologistic Houston as
exclusive export agents for
Kubota Japan for the coming 20
to 30 years. ISS Machinery is already receiving high value spare parts
orders of these large size valves for three plants in Saudi Arabia.
ISS welcomed the
SILVER WHISPER to
Hong Kong’s Ocean
Terminal with a total of
700 passengers and
crew of various
nationalities on board
the luxury vessel.
Later, at Napier, in the Hawkes Bay region of New Zealand, all the port’s
available berths were occupied by ISS-McKay controlled ships (three cruise,
one container, plus one woodchip carrier at anchor). This photo (courtesy of
Warren Buckland, Hawkes Bay Today) made the front page of the local
newspaper: Triple berths delights crowds - Glistening blue sea & warm sunshine.
The biggest free show in town. Estimated 2000 passengers expected to come
ashore. More than 200 people lined the Bluff Hill lookout fence line and another
150 or so staked out viewing spots along Breakwater Rd as the liners Clipper
Odyssey, Sun Princess and Silver Whisper all arrived at the Port of Napier.
MARCH 2009 • ISSUE 11 • ISS REPORTER
B+H Equimar (S) Pte Ltd, Singapore and ISS have signed a landmark
agreement for providing Crew Logistics and Husbandry Services
appointing our offices worldwide on a non-exclusive basis for
husbandry services to all managed vessels. Capt Marcin Wolasiewicz
(pictured right with ISS’ Capt. Shankar) of B+H Equimar said: “This is a
significant step in our efforts to streamline delivery of husbandry
services to our vessels. ISS has a very good reputation for providing
Quality Assured services. With a single point 24/7 contact B+H
Equimar and the vessels will be able to reduce time and effort in
coordinating husbandry services. We expect improved process both
on-board and ashore in this important area, thereby providing
tangible and intangible benefits.”
INCHCAPE 21 has
been fixed on a three
year charter to RAK
Petroleum Oman
operating out of Ras
Al Khaimah and
serving as a support
vessel. She
underwent a major
bow modification in
Al Jaddaf Dry Docks, Dubai involving the installation of heavy bow
fenders, passenger landing platform and support railings. This is a
unique modification on this type of aluminum vessel customized to
suit the offshore platform landing area such that all personnel transfer
operations can be achieved in the safest manner.
www.iss-shipping.com
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AROUND THE NETWORK
The March 2008 issue of ISS Reporter (Issue 7) detailed the role of Group
Business Development and the focus both on New and Existing Growth
Platforms including Liner Agencies. Eddie Filus updates us.
Eric Barnard was contacted on Christmas
Eve by the ESTEBROKER with news they
had a crewmember who had been badly
burnt by engine oil. The vessel was passing
Cape Town. “We attended immediately,”
reports Eric, “and as seas were rough we
managed to persuade the authorities to
allow the vessel into port, just to come
alongside, offload the crew member, then
sail immediately.Everything went off very
smoothly and the crewmember was
taken to hospital to be treated and
recover.” He later returned home to
Manila. “We even made up a hamper full
of goodies and magazines and took it to
him in the hospital.”
The ship’s managers, Interorient,
were appreciative: “In my view your
office handled the incident in a highly
professional manner,” wrote Insurance
Manager, Demetris Michaelides. “Your
prompt actions and the effective coordination of all parties involved
resulted in the safe disembarkation of
the injured crew member as well as his
immediate admission to hospital.”
Liner is back
The refocus by ISS on Liner followed a
survey by consultants who confirmed a
future role for third party agents and our
belief that we could build on our strong
relationships with most global carriers,
especially in the Middle East and East Africa.
2008 went beyond most expectations
and the results have proved beyond doubt
that Liner is back. Our internal study has
shown that there is a good chance of success
when three specific criteria are met, namely
when a market is new, small or difficult.
Container carriers do not wish to open their
own offices, especially during the present
global economic climate, in a new country;
they may believe the country is too small to
warrant the time, effort and expense to open
an office, or they perceive that particular
country to be a dangerous place to locate
their staff. All these reasons work in our
favour as carriers look to subcontract to a
third party rather than doing it themselves.
In 2008 we witnessed success against all
three criteria: new, small and difficult. The
Korean carrier, Heung-A selected ISS in
Australia for their new service from North Asia
ZPMC arrived Callao with ZHEN HUA 7 to
discharge the first two gantry cranes for the
ENAPU Terminal Norte. ISS boarding officers
Aldo Alfaro and Daniel Rocca are pictured
below right, aboard the ship. Arrival of this
equipment is the beginning of Callao
Salalah office handles
piracy victim
MT BISCALGIA fell prey to Somali pirates
for 56 days. At the end of the ordeal she
headed for Salalah and the welcoming
arms of ISS. “On boarding the vessel our
staff could see the trauma the Master and
the crew had gone through,” writes
Rajeev Erath of Salalah office. ”We
welcomed the Captain and his crew with
our assurance to assist them in all possible
ways. Despite port congestion we
managed to procure a berth and timely
arrangements for visas for joiners and offsigners, hotel, ground transportation, cash
to Master, local doctor for medical
assistance and other basic needs.”
8
www.iss-shipping.com
9 Djibouti
to Australia; MOL looked to ISS to open for
them in the relatively small market of Rwanda,
and difficult was typified in Papua New Guinea
where CMA CGM and ANL appointed in a
difficult country allowing themselves time to
concentrate on more central issues.
2009 looks to be following the example
set by 2008 and we have already witnessed
success with NYK in Cambodia and Hull &
Hatch in Djibouti, both of which fit nicely
into our business model.
With around ten negotiations in progress
at the time of writing and further evidence
that carriers are looking to reduce overheads
and outsource parts of their business, these
successes should not be the last.
Modernization – the next milestone will be
six cranes for the DP World Terminal Sur.
ISS Peru was appointed through the ISS
Singapore Service Centre Hub and received
excellent support from Tiffany Cai there
enabling our office to attend full agency and
cargo services for two weeks including rental
of forklifts, shore cranes, labour, provisions
and bunkering - and last but not least, a city
tour for almost the entire crew enjoying the
Old Spanish City and Chinatown sampling
the cuisine established by Chinese
immigrants to Peru in the 19th century.
ISS REPORTER • ISSUE 11 • MARCH 2009
GROUP STANDARDS & PROCESSES: ISS PALM
Procurement & Logistics Management
After a decade of handling the logistics in
vessel husbandry, and with business
growing, it was time that the expertise that
ISS holds internally moved to the next level
– technology - and promote the Continuous
Improvement ethos we are known for.
A major challenge in vessel husbandry is
orchestrating crew and ship spare
movements and ensuring that the seafarers,
ships spares, mail and cash to master are
connected to the vessel on time.
Five years ago ISS Vessel Support Services
was established in Dubai and Neville C.
Newman joined as its manager to develop
and increase efficiency in handling crew and
ship spares in-transit logistics. Neville takes
up the story of how this evolved into PALM.
Procurement & Logistics Management
The first step was to automate the
administration which took up a large
percentage of staff time. A small system
called CMS – Crew Management System
was developed locally by ISS and was
implemented in Dubai, Fujairah and Ras Al
Khaimah. This system not only reduced the
processing time by half but also allowed the
users to keep a good track on the crew
movements they were handling. The system
was further implemented in Doha and New
Orleans where the system again proved its
productivity and cost savings.
ISS PALM
It was then decided to develop the system
on a global scale and incorporate the other
logistics services we handle during a vessel
call. Using Dot Net technology, this system
will be developed by the ISS India
Development Centre (IDC) in Chennai. We
named the system ISS PALM for
Procurement And Logistics Management.
ISS PALM will consist of the following
modules:
ISS PALM Modules
• CLM – Crew Logistics Module
• SLM – Spare Logistics Module
• TMM – Transport Management Module
• FM – Funds Management (Cash To Master
& Crew Salaries)
• PMM – Procurement Management Module
• CLS Hub & Customer Interface
ISS PALM - CLM –
Crew Logistics Module
The first module of PALM - CLM, assists users
in keeping a complete track and trace of
crew movements. All service bookings i.e.
visas, hotels, Ok to Board, transport, crew
medicals etc. are managed through the
system. The system would generate detailed
LPO’s for every service booked and this is
used as a backup at time of invoicing the
customer. The system will be integrated with
POPDA and our finance system DREAM.
Benefits of ISS PALM – to ISS
• Total transparency between the users in
different locations
• Reduced miscommunication
• Reduced service failures
• Documented / Electronic Track & Trace
• At a glance summary of services
booked/rendered
• Alerts inform the team of impending
services thus enabling the staff to be
proactive rather than reactive
• Multiple users can work on a single
account simultaneously
• Multiple services can be booked with
single entry of crew detail
• Standard conditions for service always
informed to supplier to avoid
misunderstanding and service failure.
• Management control and reporting
Benefits of ISS PALM – to our
Customers
• Vendor Management - performance
monitoring of suppliers leading to better
negotiating position at time of renewing
contracts
• Close to real time reporting to the principal
regarding the status of services rendered
• Value added reporting eg. statistics report
by vessel, port, region, etc.
• Fast and accurate invoicing with detailed
supporting documents
• Documented custody transfer can be
extracted at all stages of the supply chain,
with track and trace possibility for
identification of status.
Roll Out Plan
Initial rollout has been carried out in the
Middle East region and in Rotterdam. After
monitoring and fine-tuning, the system will
be rolled out globally to all ISS offices.
MARCH 2009 • ISSUE 11 • ISS REPORTER
www.iss-shipping.com
9
THIS IS MY JOB: DANILO CARRINGTON
Danilo Carrington joined ISS (formerly Pacific Dodwell, S.A.) in 1991 during his high
school technical practice, or work experience. Following his good performance during that
time he was offered permanent employment on completion of his studies.
A professional in Panama
Like so many of us, Danilo started his career
by answering the telephone, notifying
customers of vessel arrivals, telex dispatch
and posting the mail. Seven months later he
transferred to Freight Assistance responsible
for bills of lading and documentary release
of cargoes.
In 1993, after proving he was able to work
with deadlines and under pressure, Danilo
had the opportunity to be transferred to the
Operations Department. As a Boarding
Officer he began to work directly with the
officers and crew of vessels transiting in
Panamanian waters and the Canal.
After seven years of giving his best
Danilo was promoted to Operations
Supervisor. In this position which he holds
today, he is responsible for the daily Canal
transit bookings, transit bidding (whereby
transit slots are allocated by an auction
system), PDAs, liner coordination, general
supervision of boarding staff, coordination
and transaction of the tanker bills of lading
that load and discharge at Balboa, Cristóbal,
Vasco Nuñez de Balboa, Taboguilla and the
Las Minas Terminal.
As supervisor of operations, Danilo
always tries to offer his support when it is
needed. He attends to his colleagues and
teaches new employees the ropes.
Danilo remembers an event when two
passengers vessels of the same line were
programmed to transit through the Canal’s
Gatun Locks simultaneously. Although the
dual call presented difficulties and required
10
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Not only is Danilo an employee with
ample knowledge of his job, he is also
considered a person of spiritual and human
sensitivity which earns him the affection
and esteem of his co-workers.
Canal expansion update
precise coordination, the compliments
received by the line and all concerned were
the reward for his commitment to the job.
The job of Operations Supervisor, says
Danilo, involves much work, responsibility
and sacrifices but gives the opportunity to
interact with many people of different
cultures, and although often urgent
situations appear in which immediate
decisions have to be made, he enjoys his
work in the knowledge that our clients in
Panama are more than satisfied with the
attention and service they receive.
In his free time, Danilo, along with its wife
Lourdes, his son Danilo (10), D’Alexandro (5)
and their two stepsons, enjoy days at the
beach and get-togethers in their house
allowing him to enjoy family life.
PROGRESS on the $5.3bn expansion of the
Panama Canal is moving ahead smoothly, with
work well advanced on more than 20m cu m of
land excavation already underway. The Paraiso
Hill, which was blown up to mark the beginning
of the expansion project in September 2007,
has now been completely removed, leaving the
way for the next phase in the widening of the
famous ‘big ditch’ between the oceans.
After securing a $2.3bn debt package and
awarding the first four major excavation and
dredging contracts within a year of work
beginning, the Canal’s administrators – the
Panama Canal Authority – are optimistic that
the project will be completed by mid-2014, on
time and on budget.
In total, more than 60 contracts have been
awarded, including the selection of
international advisors for every aspect of the
most important transport infrastructure
project in Latin America.
Proposals on the construction of the locks –
427 m long, 55 m wide and 18.3 m deep – are due
to be submitted this March, with a final decision
and contract signed within three months of the
proposals being opened. By the second half of next
year, nearly two thirds of the cost of the project will
have been allocated. Lloyd’s List, 30 January 2009.
ISS REPORTER • ISSUE 11 • MARCH 2009
CUSTOMER CALL REEDEREI BLUE STAR GMBH
Reederei Blue Star GmbH’s
Charter Operations
Manager, Jörg Bischoff,
reports on his company’s
history, current operations
and how they came to
work with ISS.
Reederei Blue Star GmbH (RBS) was founded
in 2002 when an opportunity arose for its
former parent company P&O Nedlloyd to
participate in the German ship financing
system by building a fleet of vessels owned
by German owners, chartered by P&O
Nedlloyd and managed by a German ship
management company belonging to the
P&O Nedlloyd Group.
As P&O Nedlloyd had bought the Blue
Star Line’s assets including the name and
company logo in 1998, they decided to
name the new company Reederei Blue Star
in order to keep the well known Blue Star
name alive. (Reederei is German term for
shipping company).
Negotiations got underway with Hyundai
shipyard in Korea on the construction of five
container vessels with a capacity of
2500TEU, with an option for four more. These
options were drawn and all nine vessels
were delivered between 2003 and 2004.
Reederei Blue Star GmbH, in cooperation
with German equity houses, continued to
develop a design for 8500 TEU vessels which
have finally been ordered from IHI shipyard
in Japan, installed with the world's first 12
cylinder 96 RT-Flex Sulzer engine. The first
vessel of this project was delivered in
December 2004 and the last one was
delivered in August 2007.
In the year 2004, at the same time as the
8500 TEU vessel project was in progress, 14
more container vessels, which had been built
between 1991 and 1995, each of 3500 to 4200
TEU capacity, were sold by P&O Nedlloyd to
German interests and RBS took over the
management of these vessels as well.
In 2007 the company also took over the
management of an additional three vessels
of 8500 TEU built in Korea.
The current fleet stands at 34 vessels in
total, which are currently all operating on
long term charter contracts, so that the
operating fleet is currently not affected by
the declining charter markets.
At the moment there are no further firm
plans for an expansion of the fleet. Several
projects have been taken into
consideration, however, due to the current
economical situation it has been decided
not to pursue these.
When the 14 secondhand vessels were
MARCH 2009 • ISSUE 11 • ISS REPORTER
A good decision
9 Two of the container ships under management
taken over in 2004, the crewing
managers appointed by the individual
shipowners managed to retain the
crews that had been employed on
these vessels so that the growing fleet
of RBS could also participate in the
experience of these officers and ratings
when the new large container vessels
entered into service.
The officers and crews on board of the
vessels managed by RBS are of British, Dutch
German, Ukrainian and Filipino nationality.
Cadet programmes have been initiated to
educate junior staff for future duties.
In 2008 Reederei Blue Star decided to
establish an own global agreement for
husbandry agency services in order to
achieve more reliable services, more
transparency of costs and processes and to
“ Inchcape Shipping
Services provided the
most comprehensive
package of services”
Jörg Bischoff
reduce the administrative amount of work in
follow up and accounting compared to the
previous arrangements, when timecharterers’
agents had been used for husbandry services.
RBS was looking for one agent to act
globally, who was able to offer qualified
services at a common fee structure
applicable in all ports.
As Inchcape Shipping Services provided
the most comprehensive package of
services, an agreement for agency services
was concluded and signed on 24 April 2008,
which entered into force on the 1 May 2008.
RBS is convinced of the set-up with the ISS
Crew Logistics Service Hub Centre in
Mumbai, which is acting as the point of entry
for all requirements and is monitoring all
communication concerning operational and
accounting issues worldwide. It was the aim
to try to focus all husbandry requirements
(as far as possible) on individual key ports. A
list of 14 worldwide ports has been agreed,
with the understanding that ISS agencies
would also act on RBS’ behalf in other ports
in case of need.
As the agreement is running now for
three quarters of a year, Reederei Blue Star is
happy to say that we are satisfied with the
cooperation and that we are convinced that
the decision to set up an own husbandry
arrangement was right.
www.iss-shipping.com
11
ISS STRATEGY
We completed our new, comprehensive five year strategy
plan for the group in December 2007 and the past year has
seen the initiation of a myriad of activities to ensure that
our entire organisation is mobilised in executing the
strategy so that we can achieve the ambitious goals we
have set ourselves. Lars Rosenkrands reports.
Research has shown that more than 70% of
companies fail in their strategy, not so much
because the strategy is wrong or fails to
address the challenges and opportunities of
the market and wider environment, but
mostly because the organisation has not
been properly aligned with the goals due to
the absence of a clear road map of activities
and an insufficient involvement in the
execution of the strategy.
So what is required in order for ISS to
succeed in delivering its strategic goals?
Successful strategy execution is about
achieving set goals through operational
activities. This in turn requires alignment
innovation, who have worked with leading
companies in the shipping industry on
strategy development and implementation
projects. This work resulted in the design of a
two phase strategy communication and
mobilisation plan for ISS.
The first phase was a series of five highly
interactive two-day strategy sessions,
attended by a total of more than 220
managers from corporate, regions and
countries around the world, conducted
successively in Amsterdam, Dubai, Singapore
and Miami during October and November
by Michael Weidner and Mikael Moller of
Catalyst and the eriter from Group Strategy.
The strategy plan co
project is coming yo
through mapping of the activities and the
ownership of these, and tracking progress
using clear metrics as plans are being
executed. Alignment of the organisation
also requires a good understanding of the
direction of the company, of its existing and
potential market. This understanding and
alignment can only be fostered through a
process of ongoing communication and
strong leadership.
The process of communicating the
strategy plan kicked off in earnest during our
April 2008 global management conference in
Copenhagen, with a detailed briefing to all
managers about the strategy goals and the
overall vision we have for our company.
As the next step in the communication
effort we engaged in a project of designing an
effective learning process aimed at fostering
an in-depth understanding of the strategy by
every member of ISS management.
To help design and facilitate the learning
process, Group Strategy engaged Catalyst – a
group of consultants specialising in strategic
12
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The two day sessions were intense affairs
kicking off at eight in the morning and most
often not finishing until seven in the
evening. But clever “consultant tricks” and
an active format kept energy levels and
motivation high throughout!
The first day was all about understanding
the group strategy plan. After kicking off with
a video message about the strategy plan
from our CEO, Capt. Claus Hyldager, the day
was shaped like a voyage through two huge
“learning maps” specially designed for the
strategy sessions, containing all the key
aspects of the strategy organised in separate
sections on the map, with questions and
discussion points to consider for the
participants, working in groups of four or five.
These sections covered topics such as
the Ambition and 2012 goals of the group,
the history, market trends, competition and
the client base as well as other sections
discussing our growth strategy, the group
functions and business streams. The
information and discussions on the
“learning maps” was further expanded by
“insights” in the form of presentations by
the writer and Michael on various aspects of
the strategy.
What the strategy means to each
individual participant
On the second day of the strategy sessions,
the key theme was to understand what the
strategy means to each individual
participant’s own role and organisation, and
how everyone must participate in executing
the strategy plan. Each hosting Regional
Managing Director and Group Director gave
a short strategy brief for their own area to
kick start group discussions about strategic
objectives and key activities within each
region, corporate function and individual
business units, and after a training session in
our key strategy planning and execution
tools: strategy maps and the balanced score
card; people worked in groups to prioritise
strategic objectives, develop goals and build
strategy maps for their areas.
ISS REPORTER • ISSUE 11 • MARCH 2009
ISS STRATEGY
< The Middle East & Indian Sub-continent team break for a photo-op
mmunication
ur way!
Strategy sessions in progress
For many, working in this way with
balanced score cards was a first and the
learning curve was steep, but the result of the
sessions were overwhelming in terms of
achieving a much better understanding of
the purpose and use the balanced scorecards.
A central theme in the discussions was the
need for a mindset change and a further
increase in cross-company collaboration if we
are to complete the transformation of ISS to
become a true strategic partner to our clients in
all business segments, and it was exhilarating to
see the enthusiasm and motivation that
participants mustered around the necessity for
this change process and their commitment to
making it happen in each of their own teams.
Each strategy session each finished up
with a every participant giving a public,
personal commitment to making that
change happen by reading out loud in front
of all the other workshop participants one
thing they would start doing and one thing
they would stop doing in relation to their
work and role, once back home. Observing
MARCH 2009 • ISSUE 11 • ISS REPORTER
the honesty and energy as people lined up
in two rows and started to read out their
commitment was really impressive.
The level of participation in all of the five
workshops, and the enthusiasm by which the
managers engaged in the learning process far
exceeded our expectations. It wasn’t all sales
talk when a surprised Michael Weidner, the
founder of Catalyst and lead consultant on this
project, commented that the overall
engagement by ISS managers in
understanding and taking ownership of the
strategy was beyond that of many other
companies that Catalyst has worked with, and
that the ISS team was a “great bunch of people”.
Bringing people together over two full
days including a dinner ensured that there
was plenty of time for colleagues to have
time to get to know more about each other
and to discuss business challenges and
opportunities with ISS managers from
elsewhere. This opportunity to share views
and ideas turned out to be an unexpected
side benefit of the strategy sessions as many
went away with embryonic ideas for new
business development or leads for business
opportunities obtained from colleagues.
This was not only very motivational for
everyone, but in several cases this has lead
to new business for the group.
The logistics of getting such a large group
of people together from 56 different countries
in venues with suitable meeting facilities and
accommodation was a major logistical
undertaking in itself, but thanks to the tireless
efforts by Ron Meuldijk of ISS Netherlands,
Usha Sethumadhavan of ISS Regional Middle
East, Samantha Lee of Group Strategy, Darrell
Wee, Region Asia and Linda Clayton Region
North America, we managed to get all the
many practical arrangements in place in time.
This was no small feat as last minute
requirements by Catalyst included, among
other things, procuring two dozen tennis balls
for an instructive “game” and similar odd stuff!
Another key purpose of
using such a thorough, twoday learning process was to
prepare all participants to
go back to the own teams
and give them a detailed a
briefing about the group
strategy. Cascading the
message to every ISS
employee is the second
phase of the strategy
communication effort and
this process started in
January as we finalised
detailed briefing packs with
training manuals so that
every manager can host his
or her own mini-strategy workshop. This
initiative continues through February and by
early March, every ISS employee will have
viewed the strategy video and been given
their own strategy briefing.
Only by going through such a
comprehensive communication effort,
reaching out to all employees to share the
knowledge of our ambitions and plans can we
hope to achieve the motivation and ownership
of the strategy among all of us which will
ensure that we meet or exceed all our strategic
goals. If you haven’t already attended your own
strategy workshop as you read this, it is certain
to be coming your way very shortly!
www.iss-shipping.com
13
QA & HSSE
Continual Improvement - a
fundamental ISO principle
Cook’s
CORNER
Dave Cook,
Director – Global
QA & HSSE, is based
in Portland, Oregon
By the time you read this we shall be well
into the New Year. Some of you might have
made a New Year’s resolution to do
something different to improve your life in
2009. The most common resolutions involve
lifestyle changes like: losing weight,
exercising more, quitting smoking or
increasing financial savings.
Statistics show that more than 60% of us
will falter on our New Year’s resolutions
within six months. Making successful
changes in your personal lifestyle and in the
business environment is difficult. There is a
well worn phrase that says ‘change is hard.’
It is well worn because it is so true.
Making changes to continually improve
requires the setting of realistic goals, planning
for the changes, changing our mindset from
the past, modifying old habits and then
making the change. This sounds so simple,
but it’s not. We must keep at it though. By
monitoring progress towards the set goals or
objectives we can manage the changes
necessary to ultimately achieve the targets.
Repetition and routine are keys to
establishing the desired behaviour. Think
small and know that small things add up over
time. If there is a setback, don’t beat yourself
up. Just note the setback, make people aware
by discussing it, and also determine what is
necessary to get back on track.
Setting objectives, goals and targets
Continual improvement is an integral part
of the ISO 9001-2008 Standard and the ISS
Quality Management System. We must
apply the same strategies that are outlined
above. Setting SMART goals is important:
All objectives should be SMART:
• Specific - be precise about what you are
going to achieve
• Measurable - quantify your objectives
14
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• Achievable - are you attempting too much?
• Realistic - do you have the resources to
make the objective happen - staff, budget,
machines, materials, time?
• Timed - state when you will achieve the
objective.
There are personal goals that you can also
set for yourself outside the formally declared
ones under our QMS that can impact the
business and your own well being.
Maintaining a focus on the customer is the
first priority in our daily activities. Working
together with your colleagues too is what
makes ISS a successful team in delivering the
service levels expected from us.
On a different level you could ask: ‘Did I
leave the office, car, equipment, files, or ships
I worked, better today than when I came in?’
Setting a simple goal of doing at least one
thing extra each day in your work
environment to make it better can
collectively have a huge positive impact.
Perhaps there is something that has
needed fixing for a long time and no one
has made the effort to either repair it or
arrange for the repair or replacement. There
may be old files that could be recycled or
disposed of creating more usable space.
There may be old electronic equipment in
storage that could be recycled or
appropriately disposed of. There may be
general clutter of your office space that
could be reorganized.
Don’t forget safety as part of your one
thing each day. Is there a tripping hazard that
could be removed, moved, or eliminated?
Has the first aid kit been restocked? Is
everyone’s First Aid training up-to-date?
One surgical patient, a longtime bush
pilot in Alaska, welcomed the checklist. He
said he followed a checklist before every
take-off including checking the controls and
walking around his plane to make sure
there was nothing about to fall off.
So this patient had no problem with his
surgical team following the poster-size
checklist in the operating room during
surgery: "It eliminates the little bit that could
possibly go wrong."
We can learn from this study. Using the
checklists found in our QMS or in any activity
for any business can eliminate mistakes.
As agents we must coordinate the
activities of many others to ensure a smooth
and uneventful port call. To do this we need
to do:
• carefully read and follow any instructions
• arrange for all items requested
• record all arrangements made
• get after hours contact info from
vendors/ports/service providers
• order all the services, labour and
equipment necessary
• remember special requests
• try to anticipate issues and resolve before
the ship’s arrival
• pay attention to the detail.
Checklists assist us in our efforts to meet
our goal of perfect service delivery.
All of the above dovetails with the ISS
Strategy Plan, which is being cascaded out
through the company as this is being written.
For those interested in the full article
discussed above it can be viewed at:
www.msnbc.msn.com/id/28662096/from/ET/
Until next time, stay safe.
Using Checklists
We have talked in this column in the past
about the importance of using checklists.
A simple hospital surgical checklist was
tested in 2007/8 in eight cities around the
world. Before the checklist was introduced
1.5% of the patients in a comparison group
died within 30 days of having surgery. After
the checklist was introduced the death rate
dropped to .8% which is a 47% improvement.
Complications from surgery dropped from
11% to 7%. One doctor commented: “What
we’re seeing is the benefits of good team
work and coordinated care.”
ISS REPORTER • ISSUE 11 • MARCH 2009
LOCAL EXPERTISE: ANTARCTIC LOGISTICS
The Spanish Forces logistics operator, UTI-USLI, approached ISS Madrid to
deliver nine 20' containers to the Spanish Army Polar Base, BAE Gabriel de
Castilla, on Deception Island, part of the South Shetland group in Antarctica.
With icebergs, whales and penguins for company
ISS Iberia, led by Javier Torrente who
provided the story, and ISS Valparaiso,
teamed up taking advantage of the
excellent contacts ISS Chile have with
Antarctic institutions and the Chilean Navy.
Conditions on Deception Island are not
easy. It is an active volcano crater, the centre of
which is Foster Bay. Neptune Bellows, the
passage into Foster Bay, is extremely narrow
with submerged rocks. Once in, the beach near
the Spanish base is of pyroclastic volcanic sand
which is extremely soft. Furthermore, the
containers were to be placed on higher
ground with an inclination of 30 degrees. We
had to not only ship the cargo but discharge it
then position and level the containers in their
final location.
After a technical study, ISS proposed:
• Charter a vessel to take the containers
from Punta Arenas to Deception
• Build a barge for moving the containers to
the base’s beach
• Hire two skidder trucks to move the
containers up the beach
• Construct moving platforms (skates) to
deliver the containers from the beach up
the hill to their final location 200m inland.
UTI-USLI received the green light from
the Spanish Army, an agency agreement was
signed and Operation ISS Antarctica moved
into gear.
Construction of the delivery barge
commenced in Punta Arenas along with the
skidder trucks and skates.
Meanwhile, ISS Valparaiso chartered the
Chilean flag SAMSON, an Ice Class III general
cargo vessel. The crew attended special
training with the Chilean Navy for navigation
in Antarctic waters and the accommodation
was refurbished to accommodate the crew
plus the eight-man ISS/UTI-USLI expedition
team comprising three skidder operators,
one barge operator, two Spanish Army
escorts, Julio Garcia (UTI-USLI rep) and our
own ever-ready Javier Torrente from Madrid.
Time was tight. The cargo comprised new
living modules badly needed at the base for
accommodating expedition members arriving
on the Spanish Navy Polar Support ship, LAS
PALMAS, ETA Deception Island 5 January.
ISS and UTI-USLI expedition members
underwent rigorous medical examinations.
And special immersion survival suits were
procured in case of an abandon ship
emergency (survival time in these waters
without the suit is a matter of three or four
minutes), as well as thermal overalls.
Meanwhile, ISS Punta Arenas had found
additional cargo of two vehicles and four
containers to be delivered to the Chinese
Great Wall Base at Fildes Bay on nearby King
George Island.
The barge, CRISTINA POLAR, arrived
Punta Arenas and was loaded onto SAMSON
over Christmas before sailing for Antarctic
waters. After avoiding heavy weather and
with spectacular glacial scenery around
them, she arrived at Lennox Island to await
favourable sea conditions to pass through
the notorious Drake Passage. New Years Day
saw them alone in the middle of the
Passage with no other ship on the radar and
only a whale for company.
Arrival at Deception
9 Containers levelled in Foster Bay
Delivery, positioning and levelling of the
containers at Foster Bay went without a hitch
taking just two days - half the time planned.
SAMSON then headed for King George
Island where bad weather delayed
operations. Javier got ashore to discuss
9 Happy customers with bearded Javier
delivery arrangements with the Chinese
Base. With icebergs drifting into the bay the
ship was on constant standby ready to take
evasive action but the operation was
completed without incident.
Following meetings with Chilean
institutions in Punta Arenas preparing
Antarctic Campaign for 2009, ISS and UTIUSLI have now committed to establish a
regular service between Punta Arenas and
the Antarctic.
Besides Javier, ISS personnel involved in
this remarkable operation were Jaime
Otero, Francisco Villagran, Cecilia Calderon,
Eduardo Silva, Soledad Jorquera, Leonardo
Castex, Pablo Silva, Manuel Dollenz, Pamela
Goich, Cristian Mercegue, Francisca
Cardenas, Simon Tory and Simon Peters.
UTI-USLI Special Projects Manager
Nieves Rodriguez wrote to Javier: "We have
received a warm and sincere message from
our customer, the Spanish Army, thanking us
for fulfilling all the expectations regarding
our delivery of material to the Base "Gabriel
de Castilla" at Isla Decepción. We also want
to thank all the Inchcape Team for their
hard work and cooperation in this project.”
9 CRISTINA POLAR in the ice at Fildes Bay
MARCH 2009 • ISSUE 11 • ISS REPORTER
www.iss-shipping.com
15
LOCAL EXPERTISE: QE2
In our last issue we
described her sailing
from Southampton.
Robert Walker picks up
the story from there.
Towards a
New Life
The QE2 sailed into Dubai at the end of her
final voyage as a Cunard cruise liner late last
year, marking the end of an era in transcontinental transportation. Her arrival date
was significant - exactly 40 years to the day
from the start of her trials in the Irish Sea.
The QE2 was no ordinary ship, designed to
accommodate two classes of passenger on
the New York to London transatlantic route
in all weathers and all seasons, back in the
early Sixties.
To meet her arrival deadline in Dubai she
had to sail at top speed from Alexandria to
make the early morning southbound Suez
Canal transit convoy. To ensure this
happened, ISS deployed a team to complete
the necessary documentation onboard
during the transit to meet up with the
convoy in Port Said, avoiding unnecessary
delay upon arrival at the Canal.
Refitted with nine MAN L58/64 engines
in 1987, the QE2 delivered enough power to
light the city of Southampton, and a service
speed of 28.5 knots (57 kph) making her the
fastest ship in her class ever built.
On board, she had five restaurants, two
cafés, a pub, several bars, a 481 seat cinema,
a health club, beauty salon, even a hospital,
all designed to optimise the comfort,
convenience and safety of approximately
2,000 passengers and 1,000 crew.
A typical year on the high seas would
involve an 80 day world cruise, some 30
Atlantic crossings, several party cruises, a
theme cruise and time in drydock.
Nakheel purchased the QE2 to convert her
into a floating 7-star hotel at the flagship Palm
Jumeirah development. Nakheel turned to
fellow Dubai World company, ISS for assistance
with port agency and cargo services during
the arrival and subsequent hotel equipment
de-storing operation of the ship.
ISS Dubai harnessed the resources of
four different divisions to de-store the ship
on behalf of former owner, Carnival UK, and
Nakheel. This involved the disembarkation
of 2,000 passengers in six hours and the
additional disembarkation of 1,000 former
crew over a further five days. ISS Port
Agency handled over 2,000 visa applications
and inquiries and the transfer of crew to the
airport in over 50 vehicle movements.
Meanwhile, crew were de-storing the
hotel items on the ship with the assistance
of ISS Cargo Services. Some 11 containers of
everything from provisions to casino tables
were shipped from Dubai to Cunard
destinations across the globe. In order to
provide the necessary reach from the upper
decks of the ship, 250 tonne and 70 tonne
cranes were deployed on the quay. And
some 4,050 tonnes of ship’s waste has been
taken off the vessel to date involving over
90 road tankers.
Sixty replacement crew arrived all
requiring visas and the ISS legendary “meet
9 Red carpet treatment
16
www.iss-shipping.com
and greet” services at the airport. Provisions
and fresh water were delivered. Finally, 1,000
tonnes of bunker fuel were supplied to keep
the engines running – and systems operating
– for a further 5 week period into 2009.
Cunard’s officers were very
complimentary. The Hotel Manager
admitted: “This has been a difficult period
and unlike usual port calls. It has, therefore,
taken much effort by Inchcape to ensure
things have gone smoothly. My thanks to
them for all their efforts and for ensuring a
smooth period during the handing over, destoring and de-manning.”
Carl Stephens, the Crew Purser, wrote:
“Inchcape have proven to be very helpful in
a situation that both Cunard and Inchcape
have not experienced before.”
Captain Ian McNaught, added that
“Suresh (Gopalkrishnan) and all his team
have worked very hard to bring the QE2 into
Dubai and make the transition from Cunard
to Nakheel as smooth as possible. The team
have helped the Cunard crew very much.”
Martin Lilly, Cunard’s Director of
Entertainment added: “I would like to thank
you and your colleagues for taking care of
the arrangements in Dubai for my VIP group
of entertainers. I have been extremely
impressed with the excellent communication
and attention to detail given to the
arrangements by Mr. Suresh Gopalkrishnan.
His commitment to our slightly unusual
logistics work made for a completely trouble
free stay in Dubai.”
The QE2 is still alongside Berth 33 in Port
Rashid and the number of tourists who stroll
past to admire her from other cruise ships is
remarkable. The ship’s aura bodes well for
the success of the QE2 Hotel, once Nakheel
complete the refit.
In the meantime, ISS is proud to have been
associated with the QE2 and is looking
forward to continuing to work with Nakheel
on the project. A number of the team deserve
special thanks. Suresh, Andrew and Manish in
Port Agency, Sudarshan, Subish and Deepak
in Cargo, Vijay, Job and Richard in Packing &
Removals and Sam Tarapore in Government
Services. Their actions underline the roundthe-clock commitment to excellence which is
associated with the ISS brand.
ISS REPORTER • ISSUE 11 • MARCH 2009
LOCAL EXPERTISE: PIRACY
Acts of piracy have been recorded in the Horn of Africa/Gulf of Aden for
centuries but in the last few years, as a result of the disintegrating situation in
Somalia, the problem has escalated to a point where it is interfering with
shipping and international trade more and more. It is now severely affecting
many of our customers who trade in the area or pass through, to and from the
Suez Canal, causing great concern to their crews and management: some
companies are now avoiding the area completely to reduce their risk.
ISS General Manager, Oman, Jim Robb reports.
Prevention better than
cure – how ISS is assisting
During the second half of 2008 and early 2009 we have seen greater
sophistication, violence and geographical spread of the pirates’
activities and it is important that we understand the nature of this
phenomenon and provide the professional support that our
customers have come to expect of Inchcape Shipping Services.
What is the nature of the threat? Earlier Somali pirates targeted slow
speed vessels with a low freeboard that were close to the Somali coast.
These were relatively soft targets and because of the lack of a functioning
government in Somalia there was no real authority to prevent their
activities. Pirates use small fast fishing boats (skiffs), or even previously
pirated vessels to approach commercial shipping, usually during daylight
hours and threatening them with guns and RPG’s if they do not stop.
Grappling hooks and homemade ladders are then used to board the ship
and subsequently the vessel and crew are taken close to the Somali shore
and held for ransom for many months whilst negotiations go on.
Generally, violence towards the crew has been limited and the majority
have been released unharmed following a ransom payment. Over recent
months however there has been an increasing number of attacks on
larger vessels, often outside Somali waters.
The International community was slow to respond to the impending
crisis largely due to the enormous area of sea under threat and because
of a complex legal regime that limits the ability of foreign powers to
enter Somali waters where there is in turn a void of law enforcement.
Fortunately in the last few months the legal situation has seen a
marked improvement with over 20 navies and governments
committing resources to the area. Also the United Nations has issued
resolutions supporting a more proactive approach to the problem.
However, at the same time the pirates have been showing increasing
bravado with extreme acts of piracy such as the taking of the MV
FANIA (with 30 Russian tanks on board!) and even the VLCC tanker
SIRIUS STAR carrying two million barrels of crude oil, hijacked off the
Kenyan coast with 25 crew on board.
No one expects this issue to be resolved quickly or the pirates to
be easily put off their lucrative trade. So what support can shipowners
and their crews expect? A significant problem for naval forces is that
once the pirates get close to a commercial ship or board it then
military action can endanger the crew. Although there have been
some tragic exceptions, few crew have been seriously harmed by the
pirates so far: military forces are loath to add to the danger by
interfering at this late stage, therefore as always with any crime,
prevention is the best cure. This comes in two main forms: one is for
MARCH 2009 • ISSUE 11 • ISS REPORTER
the vessels to act in a way that maximizes their ability to avoid
capture and the second is for the international forces to apply
strategies protecting vessels passing through the region.
The Maritime Security Centre – Horn of Africa (www.mschoa.org)
recommends a number of preventative measures such as remaining
more than 450 miles from the coastline, maintaining additional
lookouts and avoiding daytime transits where possible. In recent
months a number of individual navies and international bodies have
shared their resources to improve security for vessels. The best
example of this has been the creation of the UKMTO Transit Corridor
(UTC) to organize transiting vessels into convoys and provide
additional protection in the highest risk areas by the European force
(EUNAVFOR) and other naval forces coordinating with that body.
How can ISS help? Inchcape Shipping Services has a network of
offices throughout the Gulf of Aden / Indian Ocean area which are
already regularly assisting owners, charterers, insurers, security
operators and crew managers with a wide array of services through our
Port Services and Government Services operations. We can provide:
• Local expertise: information on latest conditions as well as contact
information for the relevant local and international authorities
• Port and anchorage call operations
• Crew changes
• Support to security teams in those specific areas where the
authorities allow them to operate
• Full support to vessels and crew following their release by the pirates
• For more information customers can contact the following directly:
ISS Salalah – [email protected]
ISS Djibouti - [email protected]
ISS Mombasa - [email protected]
ISS Suez – [email protected]
www.iss-shipping.com
17
STAFF NEWS
over four years for Ernst &
Young and two years at Cronos,
one of Belgium’s largest
software groups.
Per Starup Sennicksen has a
new role as Vice President –
Business Process Innovation
tasked with enhancing
efficiency and effectiveness
across all business streams,
organizational levels and
regions. The BPI Team will
initially consist of Neville
Newman and Tony Brazenor
reporting into Per who will
report to Trond Baade.
In December last year Jenny
McInally, Accounts/
Administration Manager, ISS
Melbourne, celebrated 30 years
with ISS or its forebears (Howard
Smith, Patrick Agencies, Patrick
Sleigh and ISS). Jen manages the
accounts for ports in Victoria
and Tasmania. She has a
wonderful “nothing is too hard”
attitude and keeps the morale in
the office bubbling along always
remembering a colleague’s
birthday with a cake, or
arranging an office BBQ.
and finding new growth
opportunities and an in depth
knowledge of operations in the
various commodity sectors on
the Mississippi.
Ron has promoted Allan
Murphey (left) to fill his role as
Senior Operations Manager and
John Harvey (left, below) to fill
the Operations Manager position.
Congratulations to Sawan Pillai,
GM ISS Egypt, who has been
elected a Fellow of the Institute
of Chartered Shipbrokers.
Mariette Venter has taken
over from Nicole Classe (who is
moving elsewhere within the
Group) as PA to Trond Baade,
Executive Vice President Group Standards and Processes.
Kim Van Vlem has joined us as
Finance Manager for ISS
Belgium (including Ancon,
Gelcon and CGA). Kim worked
18
www.iss-shipping.com
Ron Soldani has been
promoted to General Manager
of ISS New Orleans. Ron has
been a major contributor to
the success of our New Orleans
office having begun his career
with ISS in 1995 with Rio Group
Agency which was purchased
after a joint venture in 2003.
During his tenure Ron has held
progressively more responsible
roles most recently Senior
Operations Manager, preparing
him for the challenges of
managing North America’s
largest office. Ron brings
enthusiasm for promoting ISS
ISS Oman sponsored three candidates from over 1,000 applicants
to take part in a training course funded by the Shell
Representative Office in Oman. The 40 week programme took
place at the International Maritime College of Oman, one of the
leading institutes in the Middle East for training in maritime, port,
shipping, transport and petrochemical process engineering. As
well as a number of modules designed to help improve trainees’
English, economics and geography, the course also concentrated
on ships agency and freight forwarding. Emphasis was also
placed on practical training utilising the college’s training
laboratories for navigation, boat handling skills and logistics.
All our students came through with flying colours and three
have now joined ISS Oman offices to complete their one year
on-the-job training. Adima Al Saadi has joined our Sohar
operations, Sheikha Al-Amri has joined Muscat Port agency
operations and Marwan Al-Balushi will train in our Muscat
Cargo and Liner Services department.
ISS REPORTER • ISSUE 11 • MARCH 2009
STAFF NEWS
L to R: Kevin Cool, Alan Morris,
Patrick Gregory & Paula Taylor
Morris Minor to Morris Major – 45 years
continuous service - and still passes his MOT
Mark Hudson has joined the
ISS family as Port Manager,
Southampton bringing with
him a wealth of agency
experience from terminal
owners/operators Victoria
Wharfs Group. As part of Mark’s
initiation his first ISS case, along
with Greg Speed, was to handle
the Russian bulk carrier that
lost 1,500 tonnes of her timber
cargo overboard during recent
storms in the English Channel.
Neil Watson, formerly Senior
Manager - Business
Development, ISS Abu Dhabi,
has been promoted to General
Manager. Neil has previous
experience in the logistics,
operations and port related
sectors in South Africa.
MARCH 2009 • ISSUE 11 • ISS REPORTER
UK GM Kevin Cool presented Alan Morris of ISS Portbury with a
long service achievement award marking 45 years continuous
service. Kevin commented: “Such loyalty and dedication is almost
unheard of these days. ISS is a unique workplace as the young
and not so young interact with the same ambitions and goals.
Alan has seen many changes in the industry over the years since
commencing with Bethell Gwyn & Co way back in 1963 when as
a boarding clerk it was not uncommon to attend five or six liner
vessels on the same berth all loading UK manufactured goods for
export.” Alan’s outside interest have always been industry related
with service in the Royal Naval Reserve, local branch Secretary of
the RNLI together with a number of positions at branch and
national level in the Institute of Chartered Shipbrokers (ICS).
Patrick Gregory, ISS Portbury Manager added: “Alan is one of
the industry’s great characters and it is a pleasure to come into
the office every morning and enjoy his company and dry sense
of humour. He has a wealth of stories to tell…..” (but they’re for
another time - Ed.)
Manoj Nayar who joined ISS in
2000 as Assistant Manager Marine has been promoted to
Manager - Marine & Government
Services in Abu Dhabi.
Nicholas Scott is our new
European Helpdesk Team
Leader based in Chafford and
responsible for the day to day
running of the Helpdesk. Nick
has seven years experience in IT.
Rizwana Azghar, Administration Executive at the ISS Jebel Ali
warehouse writes: “I enjoy my work here with a wonderful team. My
colleagues and managers are like friends. We help each other and
enjoy working in such a good team and company. I get compliments
from my internal and external customers for the service I am
providing - acknowledgement and encouragement for my services.
We are all one team - enthusiastic, energetic and proactive. My
ambition is to become an asset to my company.”
www.iss-shipping.com
19
THAT’S ENTERTAINMENT
Tony and Monika Youells attended the Massachusetts Maritime
Academy’s Fourteenth Annual Admiral’s Ball as guests of OSG. The
ball was in honor of Mr. Morten, President and CEO of Overseas
Shipholding Group, Inc. Pictured are Tony Youells and Barbara
Novellino, Business and Financial Analyst, OSG Ship Management.
Guests enjoy a drink at the ISS
reception in Geneva. “Thanks
to Stefano Tositti and our new
team in Lugano for their
efforts,” commented
Tormod Ognedal, “and we also
appreciated that our Group CEO
joined for the evening as well.”
Lars Mannes, Eric Barnard and Alain Mare manned the ISS stand at
Coaltrans World Convention in Prague promoting our dry bulk
services to leading charterers, traders and others in the coal
transportation business.
Dan Whysall and Paul Anthony (pictured) together with
Rohan D’Souza, manned a stand at the Offshore Middle East
Exhibition & Conference in Qatar meeting many new and existing
clients and friends from the offshore sector.
Government Services’ Larry Cosgriff with wife Lisa, to the right and
Government Services’ Noah Rudolph with wife Brenda to left, are
greeted by the Commandant of the Marine Corps, General James
Conway, at an Institute of World Politics gala. Notably, the last time
Noah greeted General Conway, he was Colonel Conway and Noah’s
Commanding Officer at the Marine Corps’ Basic School.
ISS exhibited at the Seatrade Middle East Maritime exhibition in
Dubai. As can been seen, the stand was busy throughout the event
with many good leads coming out of the meetings held.
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www.iss-shipping.com
ISS REPORTER • ISSUE 11 • MARCH 2009
THAT’S ENTERTAINMENT
ISS held a small dinner party in
New York at Christmas. L to R: Christine
Chevrette (Stolt), Carl Lancaster (ISS),
Al Schultz (Stolt), Robert Hawn (ISS),
Paul O’Brien III (Stolt) (standing), Roger
Restaino (Stolt), Ari Sunandar (Stolt),
Lars Westerberg, Michael Woodman
(Stolt) and Vladimir Tocaj (ISS).
Our presence at the Seatrade Med Cruise & Super Yacht Convention in Venice, did as always,
make a great impact. In attendance were Christos Makrialeas (Team Leader) and Ron Meuldijk,
John Efstathiou, representing the shorex side of the business and doing his ‘piece to camera’ in the
photo, and Sheila Armstrong in an organisation and hostess role. The stand was shared with our
partner Tossiti.
L to R: Lars Westerberg, Linda Clayton and
Sean Grant hosted guests including Fairfield
Chemical Tankers at a Gala Event
celebrating the Association of Ship Brokers
& Agents’ (ASBA) 75th Anniversary at the
Brooklyn Navy Yard.
CEO Claus Hyldager cuts the ribbon to
open the new container depot in
Mombasa, watched over by Rose Nduku
of our Mombasa office (ISSR10 page 12).
The opening was followed by a party on
board the Tamarind Dhow (above).
MARCH 2009 • ISSUE 11 • ISS REPORTER
www.iss-shipping.com
21
NOTICE BOARD
celebrating their Annual Family Day. The jubilant occasion was a
wonderful time, having created a sense of unity and amity amongst all
employees present there. The party was inaugurated by Capt.
N.Shankar with a cake cutting ceremony followed by champagne
fizzing off. The evening later set sail with host of lively and energetic
game shows providing entertainment to diverse age groups. As this
continued the grooving hip-hop music started to build tempo, making
everybody tap a foot & shake their legs, thus cherishing every moment
to its fullest. Fun, frolic, food with family and friends was a welcome
affair, which was longed for quite some time by all ISS Mumbai - India
employees. This occasion in turn provided much needed time to blow
off the steam that builds with pressure of meeting deadlines,
appeasing difficult customers, and working long hours!”
Bexleyheath Boys FC is proud to be sponsored by Inchcape Shipping
Services,” writes Manager, Ray Lynn (pictured top left). “As a local
boys’ under 12s football team run solely on parent contributions, we
were struggling to provide the right equipment and facilities for the
team. We approached Inchcape Shipping as a last resort. Ideally we
were hoping for a new sponsored kit at best and were delighted to
get their full backing for the Club’s training equipment, kits and
tracksuits as well as support with training facilities. We're now booked
in at the indoor David Beckham Academy every Tuesday with their
qualified coaches and the boys are loving every minute.” Photos show
the ISS strips. The logo appears on the back of the tracksuits.
Neville.S.Daruwalla, Assistant Manager – Operations, ISS Mumbai
writes: “The more you praise and celebrate your life, the more there is
in life to celebrate. Such was the case for the ISS Mumbai folk
22
www.iss-shipping.com
ISS Philadelphia collected money for Overington House - a transitional
facility for homeless women with children. It houses 13 families - 17
children with their moms ranging from four months to 12 years.
Mothers keep their children with them as they learn the necessary
ISS REPORTER • ISSUE 11 • MARCH 2009
NOTICE BOARD
The ISS Fujairah and Ras al Khaimah teams with their families got
together on a desert safari. The event proved a great success with
good teamwork on both sides.
skills to financially sustain their family and successfully parent their
children. Staff shopped for various gifts for all the children and their
mothers, spent their lunch time making gift bags and delivered them
in time for their Christmas party. Seeing the faces of the children light
up and the appreciation in the eyes of their moms has made Christmas
a very special holiday for the Philadelphia team.
It was an early, cold and dark start to the Dubai 10k road race but the
drizzle didn’t dampen the ISS team’s spirits.
MARCH 2009 • ISSUE 11 • ISS REPORTER
ISS is committed to success, whether climbing mountains ourselves,
as Chris Stone did, or supporting someone else’s efforts.
Government Services, Dubai did just that when approached by Kelley
Waite of the New Zealand Defence Forces who was planning an
ascent of Uhuru, the highest peak of Kilimanjaro, for a charitable
cause. We contributed towards Kelley’s airfare to Kenya. After
trudging through monkey-infested rain forests, suffering headaches,
dehydration and sunburn, she made it to the top in four days to fly
the ISS flag. “I must thank ISS for their support and encouragement,”
she said. “The flag I was given has to have been the biggest motivator
to get to the top from the first day. There was no way I was going to
fly it from any point other than the top of Kilimanjaro.”
www.iss-shipping.com
23
Inchcape
Shipping Services
ISS-Marindo
Your Partner in Indonesia
• Expert agency representation across the Indonesian archipelago
• Handling dry and liquid cargoes plus logistical and special equipment support
• Operational standards encompassing all aspects of QA and the
ISS Quality Management System
• Accurate Proformas followed by well audited, timely Disbursement Accounts
• Correct interpretation and application of port tariffs ensuring financial
transparency
• Familiarity with local procedures and regulations
• Strong relationships with port and local authorities
Our services include:
• 24/7 swift and responsive operations
• Port and Terminal Agency
• Owners Protective Agency
• Crew Logistics and Cash To Master services
• Vessel Line-ups
• Bunkering Arrangements
• One point of contact in provision of tally services, cargo quantity
and quality surveys
• Assistance in providing tugs/barges, grabs and special handling equipment
• Assistance in providing complete coal logistics – road-head to mother vessel
• Compliance with ISS Quality Management System
ISS-Marindo
PT. EQUATOR MARINDO
Menara Anugrah,
Kantor Taman E 3-3, 22nd Floor
Jl. Mega Kuningan Lot 8.6 8.7
Kawasan Mega Kuningan
Jakarta 12950
Indonesia
Tel: +62-21-5794 2328
Fax: +62-21-5794 2329
Email: [email protected]
www.iss-shipping.com