3 nr.01/ 14 odfjell quarterly magazine congratulations! we are already two months into our 100 th...

ODFJELL

March 2014

www.odfjell.com

www.odfjell.com/movie

Odfjell Quarterly

EDITOR: Margrethe Gudbrandsen

EDITORIAL COMMITTEE:Karin Ryland Blom, Brit A. Bennett, Matt Duke, Geirmund Drivenes, Leif Gunnar Alvær, Henning Løseth, Siri Anne Mjåtvedt

CORRESPONDENTS:HOUSTON: Rebecca SnyderPHILIPPINES: Jennifer Franco

Deadline next issue:9 May 2014

Design: Bruno Blanchard, Cox Graphic production: Bjarte Kvinge Tvedt, CoxPrint: Scanner Grafisk AS

Frontcover: From 'Our story' by PhantomfilmPhoto this page: Westway Terminal, Baltimore, US.By Ralph Tolentino

CONTENTS

HighlightsOdfjell core values 04

Corporate mission statement, values and policies 05The Odfjell movie: – This is Our story 06

Naming in Korea 07

LandmarksBow Pioneer selected to one of the best ships of 2013 08

Moving forward with terminal plans in Le Havre 09Odfjell Terminals (Charleston): – Open for business 10

Portrait 12

QHSEThe Safety Compliance Officer project 13

Revised Code of Conduct with new chapters 14

Chairman´s Message 15100 YEARS 16

Our Odfjell Moments 18

Briefings Complex terminal project in Tianjin 20

Training for the unexpected 21Competence Group in action 23

Sea and shoreSeize the chance to make a difference 24

Loyalty and respect 25Celebrating year end in Singapore 26

Personnel 28-29Fleet and terminals 30-31Offices and addresses 32

Texts submitted to Quarterly may be subject to editorial adjustments. [email protected]@odfjell.com

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o d fj e l l q u a r t e r ly m a g a z i n e

Congratulations! We are already two months into our 100th year of operations. I hope you have all seen our anniversary movie? It’s good and shows that we have a lot to proud of.

In the last issue of Quarterly I expressed my concern over the fact that we at the time had a number of ‘missing’ employees as a result of the super-typhoon that had just hit large areas of the Philippines. I am very happy to report that everybody now has been accounted for and that the rebuilding of properties and general infrastructure has started. Although Yolanda turned out to be the most frightening experience of their lives, as stated by some of our colleagues, it is with great relief we can now conclude that we had no direct casualties.

Whilst being on the subject of safety, or QHSE in order to place it in a bigger context, I am also pleased to read from our statistics, that 2013 took us in the right direction as compared to previous years. Although our performance as measured by our many KPIs, are still mixed, the overall trend is clearly positive. I believe this has to do with our efforts over many years and not only our recent initiatives. But irrespective of reason, my feeling is that we are on the right track and that the development therefore, will continue in the same direction.I also mentioned in my last ‘Dear Colleagues’ column that the next step on our Road to Operational Excellence would be to establish our Company's core values. That initiative has now been finalised, as a result of a well-managed process, inclusive of your contributions. As I hoped and almost expected, our survey hardly revealed any discrepancies between our percep-tions related hereto. It has therefore been relatively easy to establish and define the core values that Odfjell wants reflected in our attitude and behaviour: Professionalism, Proactivity, Sustainability and Innovation. Now our task is to create a higher level of awareness of these values throughout the organisation and equally important, to ensure they truly remain part of our DNA. You will find more about this elsewhere in this issue of Quarterly.

Contrary to expectations, we delivered disappointing eco-nomical results in fourth quarter and second half of 2013 as a matter of fact. Despite all the hard work, our challenges at OTR remained unsolved, the consequence being that we continued to lose a substantial amount of money at this, our biggest tank terminal. We are making progress, but at the same time openly have to admit that it has become extremely challenging. Current activities are in effect all about planning and setting the stage for a new future. At the same time unfortunately, our chemical tanker earnings slipped, particularly toward the end of the year. Prospects are still good with an underlying growth in demand for our shipping services. Current surplus capacity in terms of available tonnage however, due to the overbuilding in the period 2003 to 2010, is seemingly more severe than earlier anticipated, not least because of underutilisation. The result therefore, is that we still have to wait for the market to reach a better balance. In the meantime signing of contracts for construction of new ships is intensifying and has so far brought the order book of chemical tankers to more than 10% of the existing fleet as compared to less than 7% only a year ago. Although not any catastrophe in itself, I am concerned about the fact that money seemingly so easily finds its way to the construction of new tonnage.

But we have always been faced with competition, and know that the only recipe for success is to ensure excellence in all aspects of our operations. So let’s together therefor, stay focused and ensure we live by our mission and newly defined values – and as a result thereof, outperform our competition.

magazineQUARTERLY

odfjell

Dear Colleagues,

Jan A. Hammer,President/CEO Odfjell SE

06 07 13 17 www.odfjell.com/movie

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w w w . o d fj e l l . c o m

HigHLigHTS odfjell quarterly magazine

in February this year, after an internal selection process, four corporate core val-ues were approved by the Board. These core values; Professional, Proactive, Sustainable and innovative are our leading stars in our daily operations.

Corporate core values can be described as important and lasting beliefs or ideals that can help create a common understanding of what is good and desirable within a company. The values also serve as common guidelines for what is considered to be the right behaviour and attitude.

The process of defining our corporate core values was recently completed. It was considered important to include as many as possible of our Odfjell colleagues in the definition process. For that reason we identified four focus areas (Safety

& Quality, Business, People and Future Direction) and identified possible core values which were relevant for each of the four focus areas. The result was then distributed in Odfjell via an online survey. Seagoing personnel were included through discussions on board each vessel.

The survey and the discussions showed a surprisingly strong consensus between geo-graphic regions, between sea and shore-based personnel and between business units. It was also interesting to note that the core values previously defined by Ship Management were also shared by the rest of our organisation.

The outcome from the initial definition process was then communicated back to each business unit’s management team for comments and verification of the results. The Board finally approved our recommendations last month:

At Odfjell we shall be:

Professional • Skilled, dedicated and compliant• Show the right behaviour and attitude Pro-active• Assess risk and give highest priority to safety• Take proper precautions and share knowledge Sustainable• Aim for long-term success• Provide safe and enduring solutions innovative• Embrace change• Look for new and improved solutions

Odfjell core valuesBy Harald Fotland, SVP Corporate Services and Support, Bergen

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Corporate mission statement, values and policiesBy Toralf Sørenes, SVP QHSE, Bergen

in our continuous drive towards opera-tional excellence, it is important to focus on the highest level in our corporate management system and understand key issues like corporate mission statements, values and policies. These are important baselines for the lower level manage-ment, operative procedures and actions described in our quality management systems. They are all fundamental building blocks in everything we do so we must know where to find them, understand the message they contain and how they are interconnected to each other and to underlying systems.

Our Company has grown and continues to grow both geographically and in size and this makes it even more important to be clear on these core issues. In addition to growth, we have increased focus on corporate social responsibility and committed ourselves to the United Nations Global Compact which are relatively new factors that also gives raise to increased focus on these key issues.

Corporate mission statementOur corporate mission statement describes our overall goals and objectives. These are further detailed in our strategic business model and these documents are, together with policies, reviewed on an annual basis and changes are subject to Board approval.

Corporate valuesOur corporate values describe the principles that guide Odfjell’s internal conduct as well as our relationship with the external world. They describe who we are and what are important to us both as individuals and to Odfjell as a company. Further, they shall be guiding cornerstones and guiding lights in our everyday work and form an important part of our identity as a company.

Corporate policiesOur corporate policies tell us what we shall do and they are intended to both influence and determine our decisions, actions, and other matters.

Our values describe who we are and what is important to us both as an individual and to Odfjell as a company

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LANDMARkS odfjell quarterly magazine

Behind the scenesBy Margrethe Gudbrandsen, Communication Manager, Bergen

the odfjell movie:

– This is ‘Our story’ By Margrethe Gudbrandsen, Communication Manager, Bergen

In relation to our 100th anniversary we have made an Odfjell corporate movie. We would encourage all employees to watch it and share it with family, friends, suppliers, customers and other Odfjell friends. The movie can be viewed and downloaded from Insite, www.odfjell.com, Odfjell Seafarers Facebook Fanpage, Vimeo, Youtube and LinkedIn. The film is made by Phantomfilm in Norway, and was first officially launched in connection with the all-employee meetings related to the presentation of the fourth quarter results 2013.

One might assume that making a short video of around two minutes would be easy. However, after being involved in the pro-duction of the corporate Odfjell movie for a couple of months, together with the film crew from Phantomfilm, we found out that even to produce a small film takes a lot of time.

When the final manuscript was approved, the planning process of where the different scenes would be shot was put into action. As most of you know, planning for exact dates and time can be challenging within the shipping industry. Nevertheless we made a plan but soon realised that we had to be flexible with our approach. The first plan was to have the film crew to film on the ground at Odfjell Terminals Houston (OTH), and then fly them to New York to board Bow Fortune on her way to Wilmington. However, as the film crew was not allowed to board our ship in New York and get off in Wilmington without crossing the US border, we had to find a new alternative. Luckily, the alternative turned out to be perfect; our new Bow Pioneer was on her way to Antwerp in the same timeslot as the film crew was booked for, and we had easy access to film at the grounds of Odfjell Terminals (Rotterdam) (OTR).

going on boardCaptain Ladroma Nicasio kindly accepted our request to film on board and was very accom-modating. The film crew boarded Bow Pioneer in Sines, Portugal, with no experience of being at sea. They were fortunate and experienced

the Atlantic Ocean and Biscay from its best in wintertime. They also reported back that Captain Nicasio and his crew made their stay very pleasant and assisted the filming the best way they could. Terminal shootingOn relatively short notice, OTR prepared for the film crew to come along and helped to make an excellent day of shooting for the film crew.

For the helicopter shooting it was almost impossible to decide on a date. As Houston is a busy port for our vessels and the December weather can be very unpredictable, we had to take a well-calculated risk. Since it was easier to predict arrivals than departures, we went for the arrival of Bow Mekka when she approached Galveston Bay. We were also lucky to catch Bow Mekka passing Bow Sea at anchorage.

At the headquartersTwo days filming took place at the headquarters in Bergen. Many time-consuming shots were taken, but all employees involved were sporty and took the challenge. – It was great to experience the willingness and positivity among colleagues throughout business units towards contributing to the movie, and a big thanks to all involved, says Henriette Vartdal, Advisor Competence Development. The seven hours of raw materials were finally narrowed down to an about two minutes movie.

The crew on board Bow Pioneer made the film crew feel very welcome

Many shots were taken several times to catch the right image

Management were also asked to do the scenes over and over again

Aerial photo of Odfjell Terminals (Houston)

www.odfjell.com/movie

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Disappointing fourth quarterBy Terje Iversen, SVP Finance/CFO, Bergen

Fourth quarter shows EBiTDA of USD 18 million, compared with USD 17 million in the fourth quarter of 2012. Time-charter results are down 5% compared with last quarter due to lower volume shipped. impairment of net USD 76 million recognised related to Odfjell Terminals (Rotterdam) (OTR).

Our chemical tanker activities slowed somewhat dur-ing the fourth quarter, and combined with significant delays, scheduling constraints and ensuing cancel-lations, the result for the quarter trailed the previous quarter. The average rate per tonne shipped was higher than the previous quarter; however, volume shipped was lower due to delays and scheduled off-hires. Bunker prices proved somewhat softer.

Our shareholding in tank terminals contributed an EBITDA of negative USD 0.6 million in the fourth quarter. With the exception of Odfjell Terminals (Rotterdam) (OTR), terminal results were mainly in line with our expectations. OTR however, has applied for a new environmental operating licence, which has made it necessary to suspend further re-commissioning of old tank capacity. In the meantime, OTR is continuing to develop its long-term business plan. In line with the preliminary plan, and expected reduced available capacity and throughput level at the terminal in the coming years, an impairment of net USD 76 million was recognised in the fourth quarter in respect of certain assets, including cus-tomer relations and goodwill.

The US posted its strongest GDP growth for the last three years on the back of a substantial acceleration in private sector demand led by stronger consumer spending and a significant pickup in exports. The European economy has continued its gradual improvement, with Germany and the UK leading the way. China’s economic growth is decelerating, with growth of still healthy 7.7% in the fourth quarter, but somewhat weakening exports and investments. The fundamentals within the LPG/Ethylene segment continue to improve, and we expect stronger earnings in 2014 for our gas carriers. The US shale gas and oil resurgence is breathing new life into the US chemical industry. Based thereon, we expect a slow but steady increase in demand for Odfjell’s services.

We expect first quarter of 2014 to be slightly better than the fourth quarter in 2013 for our Company’s chemical tankers. With regard to terminals, with the exception of OTR, we expect continued stable results.

Naming in korea By Tor-Arve Skjerli, Site Manager, Ulsan

The naming ceremony of the first two of our four newbuildings of 46,000 dwt eco design chemical tankers, took place at Hyundai Mipo Drydock (HMD) in Ulsan korea on 28 January 2014.

The first vessel, building H2377, was named ‘Bow Trajectory’ by sponsor Marianne C. Denstad, wife of Jan William Denstad, CEO and Board Member at Saltholmen Shipping Ltd.

The second vessel, building H2378, was named ‘Bow Tribute’ by sponsor Tina Figenschau Mosvold, wife of Roy Mosvold, Board Member at Saltholmen Shipping Ltd. Captain Kjell Arne Hevrøy will sail Bow Trajectory, whilst Captain Jan Nilsen will be in command on Bow Tribute.

Around 70 guests from Odfjell, Saltholmen Shipping Ltd, HMD, NIBC Bank NV, RS Platou and DNV.GL took part in the naming ceremony. The celebrations

continued over lunch, which took place at the HHI Guest House, inside the world largest shipyard Hyundai Heavy Industries. The evening dinner was hosted by Odfjell SE in Park Hyatt Busan Hotel.

The first vessel is scheduled to join the Odfjell fleet in March 2014, and the second vessel is due to follow approximately one month later.

Saltholmen Shipping in Lillesand Norway will own both vessels, which will be bare-boat chartered back to Odfjell.

Guests from Odfjell, Saltholmen Shipping Ltd, HMD, NIBC Bank NV, RS Platou and DNV.GL took part in the naming ceremony

Bow Trajectory and Bow Tribute

Bow Trajectory and Bow Tribute with their sponsors Marianne C. Denstad an Tina Figenschau Mosvold



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Bow Pioneer selected to one of the best ships of 2013Nine vessels built by Daewoo Shipbuilding and Marine Engineering (DSME) were selected as the best ships of 2013. As a result of this year’s achieve-ment, DSME has now had more than nine ships selected for the sixth consecutive year. The world’s four biggest magazines exclusively dedicated to shipbuilding and shipping, the Uk magazines ‘Naval Architect’ and ‘Fairplay Solution’, and the USA magazines’ ‘Marine Log’, and ‘Maritime Reporter’, select the best vessels annually. Each magazine chose three DSME vessels as their distinctive ships of 2013 and two ships were chosen by all four publications.

Three Very Large Crude Oil Carriers (VLCC) were chosen among the nine best ships. Two containerships, one LNG carrier, one chemical tanker, and one bulk carrier were chosen in each of the categories. Additionally, one deep water pipe laying vessel was selected as the best ship of 2013 which shows DSME’s improved offshore project construction capabilities.

Bow PioneerBow Pioneer, the biggest chemical tanker in the world, is also an especially meaningful ship for DSME. In 1979, before the construction of the Okpo shipyard was completed, DSME won its first order to build a chemical tanker. Her name was Bow Pioneer and she was selected

as the best ship of 1982. It was the first time that a vessel constructed by DSME was chosen as the best ship. DSME has since produced 140 of the world’s best ships over the past 31 years. By demonstrating its ability to produce diverse products, DSME has proven its ship and offshore project building abilities.

Source: OKPO Gazette

IMOS going liveBy Leif Gunnar Alvær, Manager Projects and Training, BergenDissolving

Crystal Pool ASBy Leif Gunnar Alvær, Manager Projects and Training, Bergen

Odfjell Tankers has spent a lot of time and resources ensuring that the new ERP (enterprise resource planning) solution, iMOS, is suitable for our organisation. iMOS will replace several of Odfjell Tankers iCT tools, such as the booking system, operations system, bunkers handling and demur-rage. We have now reached the point where we are ready to start the implementation of iMOS.

It is often said that implement-ing a new ERP solution can be one of the most demanding and complicated tasks an organisation can do. We believe a successful implementation can streamline workflow and optimise our processes, but we realise that the implementation must be controlled. Therefore we will implement the system in three distinct phases. First we will focus

on our regional EU fleet. Few ves-sels, and short voyages will enable us to fine tune the system properly before we launch the system on our Asia fleet a few months later. Once we are confident in how the system works for these two fleets, we will implement IMOS for our deep-sea fleet. The last step will be a demanding task.

Coordinating the training of users followed by the launch at several locations around the world will require hard work and careful planning. Best practices have been written and are being updated. We have a team of skilled employees available for training and support, and believe that we are as ready as we can be.

Challenging times lie ahead of us but with a joint effort from every-one involved we will ensure the best possible implementation of Odfjell Tankers new ERP system.

After two years of co-operation, Odfjell SE and Euroceanica Ltd. have agreed to dissolve their pool of stainless steel tankers trading in the Baltic, North West Europe and the Mediterranean as of 1 January 2014. Odfjell will revert to trading the vessels under its former name ‘Odfjell Tankers Europe AS’, and will primarily serve North West Europe and the Mediterranean.

The ‘pool’, managed by the joint venture company Crystal Pool AS, was established in 2011 and originally consisted of 14 vessels. The dissolution comes as a result of different strategies related to trading of the vessels. The agreement to discontinue the pool was mutual, and we foresee no changes to the service levels to our customers.

Fleet list Odfjell Tankers Europe:

Vessel Built DWT CBM Coated ICE classBow Bracaria 1997 5,870 5,941 Stainless steel 1ABow Balearia 1998 5,870 5,941 Stainless steel 1ABow Brasilia 1997 5,870 5,941 Stainless steel 1ABow Pilot 1999 6,008 6,865 Stainless steel 1C

presence at this award cer-emony, as well as for your leadership in reinforcing DSME’s safety awareness. We trust that DSME will keep up the good work.”

DSME acquired status as an Authorized Economic Operator(AEO) from the Korean National Tax Ser-vice on 8th January. AEO is one of the main building blocks within the WCO(World Customs Or-ganization) SAFE Framework. SAFE sets out a range of standards to guide international Customs Admin-istrations towards a harmonized approach based on Customs to Customs cooperation and Customs to Business partnerships. Operators can be accredited

Maran Gas achieved a remarkable record for safe working hours. The Hull No. 2288 series consisting of five 159,800m³ LNG carriers ordered by Maran Gas Maritime, achieved 3 million safe working hours. The owner held a cerebration ceremony on 27th January at the site office with DSME employees. Mr. George Kyriazis, the HSE manager of Maran Gas, said “we would like to thank you personally for your

www.dsme.co.krNo.625 February 03, 2014/ Published by

Daewoo Shipbuilding & Marine EngineeringEditor: Boram Gim ☎ 735-9544E-mail: [email protected]

Monthly Newsletter

Songa & Statoil HSE Incentive Program

DSME Accredited Authorized Economic Operator (AEO)

IIF Achievement for Maran Gas Projects

Songa and Statoil are running a HSE incentive program to encourage DSME employees to work safely. They will choose around six DSME and subcontractor employees who have pro-vided distinguished work performance in HSE to receive the award. The HSE award will be presented every week at three semi-submersible rigs, Project No. 3031, 3032, and 3034. They will be given a mug cup and T-shirt as a present. Mr. Robin Lal Shrestha, the Statoil HSE Lead, said “Thank you for DSME mem-bers’ commitment to safety work during this cold weather. We’d like to help and encourage DSME employees who are working on the Songa Projects.”

Nine vessels built by DSME were selected as the best ships of 2013. As a result of this year’s achievement, DSME has now had more than nine ships selected for the sixth consecutive year. The world’s four biggest magazines exclusively dedicated to shipbuilding and shipping, the UK magazines ‘Naval Architect’ and ‘Fairplay Solution’, and the USA magazines ‘Marine Log’, and ‘Mari-time Reporter’, select the best vessels annually. Each magazine chose three DSME vessels as their distinc-tive ships of 2013 and two ships were chosen by all four publications. Three Very Large Crude Oil Carriers(VLCC) were

chosen among the nine best ships. Two Container-ships, one LNG carrier, one chemical tanker, and one bulk carrier were chosen in each of the categories. Additionally, one deep water pipe laying vessel was selected as the best ship of 2013 which shows DSME’s improved offshore project construction capabilities. ‘Maersk Mc-Kinney Moller’ clearly stands out from the other ships. This vessel was selected as the best ship of 2013 by three of the magazines. This vessel is the biggest containership in the world and is able to load 18,270 TEU containers. Also, the Bloomberg Businessweek focused on this ship’s amazing perfor-mance in last year’s September edition.

‘Bow Pioneer’, the biggest chemical tanker in the world, is also an especially meaningful ship for DSME. In 1979, before the construction of the Okpo shipyard was completed, DSME won its first order to build a chemical tanker. Her name was ‘Bow Pioneer’ and she was selected as the best ship of 1982. It was the first time that a vessel constructed by DSME was chosen as the best ship. DSME has since produced 140 of the world’s best ships over the past 31 years. By demonstrating its ability to produce diverse products, DSME has proven its ship and offshore project building abilities.

by Customs as AEOs when they prove to have high quality internal processes that will prevent goods in international transport being tampered with, are able to ensure the integrity of the information and its employees, and secure access to its premises. By acquiring AEO, customs will trust DSME and perform fewer, or no, inspections on goods imported or exported by or via the AEO. Therefore DSME is able to act more quickly, which means lower trans-portation costs. Also, AEO acquisition means that DSME security management systems have been proven by the certification authority.

The World Best Ships of 2013

Nine Vessels Selected as the Best Ships of 2013

A.P.Moller-Maersk Maersk Mc-Kinney MollerAmerican Eagle Tankers Eagle Vancouver

Odfjell SE Bow Pioneer

Maran Gas Woodside Rogers Almi Tankers Hydra Voyager Saga Shipholding AS Saga Fjord

Neptune Orient Line APL Vancouver

Kuwait Oil Tanker Company Al Funtas

Heerema Offshore Service Aegir

presence at this award cer-emony, as well as for your leadership in reinforcing DSME’s safety awareness. We trust that DSME will keep up the good work.”

DSME acquired status as an Authorized Economic Operator(AEO) from the Korean National Tax Ser-vice on 8th January. AEO is one of the main building blocks within the WCO(World Customs Or-ganization) SAFE Framework. SAFE sets out a range of standards to guide international Customs Admin-istrations towards a harmonized approach based on Customs to Customs cooperation and Customs to Business partnerships. Operators can be accredited

Maran Gas achieved a remarkable record for safe working hours. The Hull No. 2288 series consisting of five 159,800m³ LNG carriers ordered by Maran Gas Maritime, achieved 3 million safe working hours. The owner held a cerebration ceremony on 27th January at the site office with DSME employees. Mr. George Kyriazis, the HSE manager of Maran Gas, said “we would like to thank you personally for your

www.dsme.co.kr

No.625 February 03, 2014/ Published byDaewoo Shipbuilding & Marine EngineeringEditor: Boram Gim ☎ 735-9544E-mail: [email protected]

Monthly Newsletter

Songa & Statoil HSE Incentive Program

DSME Accredited Authorized Economic Operator (AEO)

IIF Achievement for Maran Gas Projects

Songa and Statoil are running a HSE incentive program to encourage DSME employees to work safely. They will choose around six DSME and subcontractor employees who have pro-vided distinguished work performance in HSE to receive the award. The HSE award will be presented every week at three semi-submersible rigs, Project No. 3031, 3032, and 3034. They will be given a mug cup and T-shirt as a present.

Mr. Robin Lal Shrestha, the Statoil HSE Lead, said “Thank you for DSME mem-bers’ commitment to safety work during this cold weather. We’d like to help and encourage DSME employees who are working on the Songa Projects.”

Nine vessels built by DSME were selected as the best ships of 2013. As a result of this year’s achievement, DSME has now had more than nine ships selected for the sixth consecutive year. The world’s four biggest magazines exclusively dedicated to shipbuilding and shipping, the UK magazines ‘Naval Architect’ and ‘Fairplay Solution’, and the USA magazines ‘Marine Log’, and ‘Mari-time Reporter’, select the best vessels annually. Each magazine chose three DSME vessels as their distinc-tive ships of 2013 and two ships were chosen by all four publications.

Three Very Large Crude Oil Carriers(VLCC) were

chosen among the nine best ships. Two Container-ships, one LNG carrier, one chemical tanker, and one bulk carrier were chosen in each of the categories. Additionally, one deep water pipe laying vessel was selected as the best ship of 2013 which shows DSME’s improved offshore project construction capabilities. ‘Maersk Mc-Kinney Moller’ clearly stands out from the other ships. This vessel was selected as the best ship of 2013 by three of the magazines. This vessel is the biggest containership in the world and is able to load 18,270 TEU containers. Also, the Bloomberg Businessweek focused on this ship’s amazing perfor-mance in last year’s September edition.

‘Bow Pioneer’, the biggest chemical tanker in the world, is also an especially meaningful ship for DSME. In 1979, before the construction of the Okpo shipyard was completed, DSME won its first order to build a chemical tanker. Her name was ‘Bow Pioneer’ and she was selected as the best ship of 1982. It was the first time that a vessel constructed by DSME was chosen as the best ship. DSME has since produced 140 of the world’s best ships over the past 31 years. By demonstrating its ability to produce diverse products, DSME has proven its ship and offshore project building abilities.

by Customs as AEOs when they prove to have high quality internal processes that will prevent goods in international transport being tampered with, are able to ensure the integrity of the information and its employees, and secure access to its premises. By acquiring AEO, customs will trust DSME and perform fewer, or no, inspections on goods imported or exported by or via the AEO. Therefore DSME is able to act more quickly, which means lower trans-portation costs. Also, AEO acquisition means that DSME security management systems have been proven by the certification authority.

The World Best Ships of 2013

Nine Vessels Selected as the Best Ships of 2013

A.P.Moller-Maersk Maersk Mc-Kinney Moller

American Eagle Tankers Eagle Vancouver

Odfjell SE Bow Pioneer

Maran Gas Woodside Rogers

Almi Tankers Hydra Voyager

Saga Shipholding AS Saga Fjord Neptune Orient Line

APL Vancouver

Kuwait Oil Tanker Company Al Funtas

Heerema Offshore Service Aegir

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odfjell terminals: Moving forward with terminal plans in Le HavreBy Margrethe Gudbrandsen, Communication Manager, Bergen

This spring Odfjell Terminals will start basic engineering works for the develop-ment of the greenfield bulk liquid terminal in Le Havre, France.

On 12 July 2013, Odfjell signed the Site Reservation Protocol and construction is planned to start in 2015 and the terminal is planned to be operational by the end of 2017. – Our plan is to construct a modern, state of the art liquid bulk facility that will cater to the local cluster, giving flexible and efficient solutions for truck and rail loading and unloading, ample waterfront for barges and sea going vessels. The location of the terminal is ideal to serve the local cluster and provides a good interface for the French petrochemical industry along River Seine and French hinterland. Le Havre can serve as an export hub for European Group 1 base oils and as a French import hub for Group 2 and Group 3 base oils in future, says Carl Fredrik Odfjell, VP Business Development & Project Management at Odfjell Terminals.

The total capacity of the terminal may reach about 450,000 cbm, or more when fully built. Four phases are planned, with storage capacity in the first phase consisting of a minimum of

Bow Pioneer joins LR-pool with NCC By Erik Nilsen, Managing Director, Dubai

Odfjell and NCC of Saudi Arabia agreed last April to dis-continue their pool of 45,000 dwt coated chemical tankers after four years of operation, citing different future trading strategies. Throughout the last 20 years the companies have cooperated with stainless steel tankers. More recently however, both Odfjell and NCC only had one 75,000 dwt chemical tanker each on order, which was due for delivery in June and December 2013 respectively.

The two groups have decided to continue the cooperation for these large tankers (LR). Under this arrangement, the two world largest chemical tankers NCC’s ‘NCC Fajr’ and Odfjell’s ‘Bow Pioneer’ will sail in a pool operated and commercially managed by NCC in Dubai. The official handover of ‘Bow Pioneer’ to NCC took place in Dubai on 27 January 2014.

From left: Captain Trond Garshol and Erik Nilsen from Odfjell, Captain Ladroma on Bow Pioneer, and Maciej Duda and Med Sayadan from NCC Operations Team

150,000 cbm and tank size capacities of 1,250, 2,500, 3,300 and 5,000 cbm.

The plot covers a total of 31.5 hectares and the terminal will offer deep sea facilities. Three berth positions are planned in Phase 1, making the terminal easily accessible for sea-going

tankers, coasters, and barges. The terminal will serve rail tank cars and road tank trucks. The terminal will also provide a transhipment and intermodal platform. Yann Bigot has been appointed project leader and will take this project to the next stage gate.

Odfjell Terminals is planning to develop a bulk liquid tank terminal in Le Havre, France. Basic engineering is starting up first quarter 2014

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odfjell terminals (charleston):

– Open for businessBy Mel Pinks, Commercial Manager OTC and Bill Law, VP Sales and Marketing, OTH

18 December 2013, our new terminal on Charleston’s Cooper River achieved ‘mechanical completion’ for the majority of systems and associated terminal operat-ing functions. This gave management the opportunity to switch from construction to commissioning roles and testing of equip-ment began in earnest.

Safety all the waySince work began in April 2012, the route to completion of this terminal has been an amazing achievement. The build has provided a high standard of work in the dock, the rail lines, the tanks, the pumps, and the control room, but the overriding success has to be the safety record the terminal has maintained throughout the project. Credit must be given to Drew Wharton, the Odfjell Construction Manager and now Terminal Manager and Jimmy McCaulsey, the Roberts Company Site Manager, who hammered the safety message home every day at the morning meetings to all the managers, foremen, contractors and who continued to deliver this message throughout every minute of each day by continual safety supervision of the activities in the field. And what a result! A completed terminal that had over 540,000 personnel hours of significant heavy-duty construction action without a single OSHA (Occupational Safety and Health Administration) recordable accident – WELL DONE!

More than just a storage locationSo what have we developed here? Well, it is not just an alternative East Coast storage location for our clients. It is far more than just this. This terminal is something entirely new and something currently unavailable in the local area. It is a facility that can handle ‘Anything Liquid’… well almost. This new facility pro-vides an advanced storage facility capable of servicing more than just the commodity chemical market. It also provides a controlled and regulated transload service, direct rail to ship and vice versa and direct service from two Class 1 rail roads with easier access to

markets than many other ports on the East Coast and Mississippi River. And the driver for the client and potential client: a realistic reduction in the total cost of ownership for storing and transferring products adding value to the industry as a whole.

And more safetyWe have installed a high purity nitrogen system for the quality control of our custom-ers’ sensitive products and for inerting tank atmospheres to safely handle flammable and other combustible products, keeping product well within their safe handling limits. We have installed a highly efficient thermal oxidizer vapour control system to safely and effectively destroy emissions often generated during product transfer operations. Our tanks have also been fitted with several safety controls in addition to the previously mentioned nitrogen and vapour control system. These include radar gauging systems that continuously monitor the liquid levels within each tank, overflow prevention systems that automati-cally stop the product transfer and closes the tank valve in the event the tank level exceeds its safe-fill level, and secondary containment systems throughout all operating areas to offer further protection for the environment. We have designed our rail and truck facilities to handle multiple vehicles simultaneously through dedicated transfer systems with flow meters and load-on-scale loading stations, providing additional flexibility to operate in a very safe and efficient manner while maintain-ing product integrity.

Our new Cooper River ship dock is in place and dredged to 40 feet, allowing us to receive ves-sels up to 75,000 dwt, including articulated tug barges and other ocean-going barges. With our multiple 316L stainless steel docklines, we are able to offload vessels at rates of 2,000 metric tonnes per hour or more. These fully piggable docklines further reduce operational costs by having the ability to completely empty the lines of all residual product after each transfer, further reducing any wastes generated from

change of service. Having this multiple-line configuration greatly reduces vessel time alongside. By providing the flexibility to offload multiple products simultaneously this significantly reduces vessel demurrage risk for our customers and improves port efficiencies and fuel savings for the vessel owners, further contributing to reduced emissions and operat-ing costs for these vessels.

A value for money terminal Our newest facility is designed to reduce the total cost for our customers further enhancing their position in the marketplace, whilst offer-ing a safer and cleaner alternative for these often complex operations. With our extensive core competency in handling highly sophis-ticated and specialised products, and our in-depth experience within our most-valued resources, our people, we are confident that our newest terminal has been built and will be operated to the highest standards achievable and in alliance with our global operational excellence initiative. We have worked hard to achieve these goals so that our employees, neighbours, customers, and community can rest assured that we are committed to providing and operating the safest, most environmentally friendly, state-of-the-art terminal for many years to come.

There is of course work still to be done. As the physical part for the Phase 1 development draws to a close we now have to concentrate on market development and the associated mindset that will show that change here on the Cooper River is for the better. As this message is communicated, digested and realised, we will continue to expand to meet our client requirements.

Our newest facility is designed to reduce the total cost for our customers further enhancing their position in the marketplace, while offering a safer and cleaner alternative for these often complex operations

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Odfjell Terminals (Houston) continues to grow and will add another tank bay that will come on line in 2015. The new bay will have nine 1,908 cbm tanks for a total capacity of 17,170 cbm. All of the tanks will be carbon steel and will be designed for 2 PSig (Pounds per square inch gauge).

Seven of the tanks have been designated for a specific product and the other two remaining tanks will be available for variable service.

Constructing the new bay will be difficult because of the congested area. Bay 10 will be built where the old engineering and mainte-nance building, the drum storage warehouse and various other structures now reside. All of these structures must first be emptied and ser-vices relocated prior to demolition. This process is underway and should be completed shortly. Teams of operations, HSE and engineering are working solutions for the temporary and long-term relocation of drums, sample storage and safety gear. We greatly appreciate the efforts of the team coming together to solve these issues. The Bay 10 area is somewhat constrained by

the close proximity of pipe racks, roads and existing tank bays. The construction process looks like it will be primarily a series operation rather than parallel.

Preliminary engineering will be occurring during the demolition process and tank building will start as soon as possible after that.

growth on the gulf CoastBy Glenn Aycock, Engineering Manager, OTH

The previously announced expansion of Bay 9 of a total of 30,800 cbm will be ready second quarter 2014

All vessels onlineBy Gunnar Eide, Senior Surveyor Maritime ICT/Automation, Bergen

All our managed vessels are now ‘online’ with internet access. The final installation was done on Bow Victor, which got the VSAT installed during her recent dry-docking.

Not full speedSince the internet access at sea is satellite based, the speed of the link is not as fast as an internet link at home or in the office. However the VSAT supplier, Marlink, and our ICT depart-ment have developed technical solutions to optimise the line as much as possible in order to improve the service. Our intention is to increase the bandwidth over time in order to meet the demand for more access to online services from vessels and to service on board systems from shore.

Today, our on board ICT systems are remotely serviced from the Manila ICT Ship Support Team via the VSAT. The Ship Management Technology Department is currently looking

into how other technical systems on board can be serviced remotely from shore as well.

Easier and cheaper to call homeThe crew can now appreciate wireless internet access in their cabins and the possibility of getting in contact with their loved ones via the internet. In addition to internet access, the vessels have now got IP based phones with local Norwegian or Singapore phone numbers. The major benefit is that the IP crew phone service is cheaper to use for crew on board than the Inmarsat crew phone system.

As a project manager it has been a very engag-ing project to work on and I would like to thank all participants who have helped in this project for their excellent support and for making it a job well done!

According to planOdfjell signed the VSAT agreement with Marlink

in Autumn 2011 with the intention to equip two vessels per month and thanks to all the help from the crew and the Odfjell ICT personnel, all vessels are now online as planned. We have used well known standard network products on board all vessels, and our own logistics partners to get the equipment on board which has been a major success.

The VSAT system required two new antennas to be installed on board: one antenna is a backup system where there is no VSAT coverage yet. Older satellite communication systems have been removed to make way for the new systems

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PORTRAiT odfjell quarterly magazine

After living in Bergen, Norway for almost six years, Odfjell employee Summer Xia Li, made the decision to move back to her homeland China in January this year. As well as moving countries, she also changed her job within Odfjell as she moved from Odfjell Tankers to Odfjell Terminals, bring-ing excellent experience for new business opportunities for Odfjell in Asia.

Despite your young age you have managed to obtain great experience within Odfjell. How did it all start?– I started working for Odfjell after graduating from the University of British Columbia in Canada back in 2007. I had a nine months train-ing programme within various departments in Odfjell offices in Singapore, Rotterdam and headquarters in Bergen, both in Odfjell Tankers and Odfjell Terminals. Since September 2008, I worked as a Ship Operator in Odfjell Tankers in Bergen. I enjoyed it from the start. In January this year I moved to Shanghai and started working for Odfjell Terminals China.

You have not only changed your position from Odfjell Tankers to Odfjell Terminals, but also move location from Bergen to Shanghai. Can you describe how it feels to move from Norway back to China again? – It has been tough moving away from Bergen. I did not want to leave colleagues and friends. Not at all! I loved the nature in Bergen and Norway. There have been countless times when I have asked myself, ‘what have I done?’ But I have also looked forward to moving closer to my family and starting another chapter of my life. It is the first time I actually live in my motherland for more than ten years. I am very happy that after nearly seven years in Odfjell, I can finally make a contribution to Odfjell in China.

What is the biggest difference between Norway and China? – Almost everything is different between Norway and China! When I moved to Canada in 2003, I had a culture shock. I have to say that now I am experiencing the ‘reverse’ culture shock in many ways. However, all colleagues

in China I have met so far are very friendly and helpful, and I feel that I have adjusted quickly in becoming ‘Chinese’ again!

Was there anything Chinese you ‘taught’ your Norwegian colleagues and friends and also anything that you brought from the Norwegian culture to your Chinese colleagues and friends?– I am very open-minded and enjoy aspects of everywhere I go, but Norway has been extra special for me. I grew up a lot during those years in Norway and it made me a better person. I tried to keep the good values I brought from Asia but at the same time absorb good aspects from Norway. Having travelled and lived in many countries has made me flexible and able to embrace changes and see things positively. Hopefully I can bring my positive energy to my colleagues and friends here in China and find a good balance between Western and Eastern cultures and values. I will try to keep on to some of the Norwegian traditions. I am member of the ‘Norwegians in Shanghai’ club, with the intention to practice the Norwegian language and meet Norwegian friends in Shanghai. And I will of course celebrate the Norwegian national day 17 May in Shanghai.

What are your main tasks as the Commercial Manager of Odfjell Terminals China? – I will support all our Chinese terminals' commercial activities as well as business development activities, ensure all enquires are managed effectively by each terminal, man-age and maintain relationships with existing and potential customers and coordinate with Odfjell Terminals Asia and Odfjell Terminals worldwide.

With your experiences from Odfjell Tankers, what can you bring to Odfjell Terminals? – It is certainly an advantage to have experi-ence from Odfjell Tankers. One of my job tasks is to keep looking at new opportunities where shipping and storage can be combined to the mutual benefit of Odfjell and its customers. With the background from the Tankers side,

it is also easier for me to work closely with our chartering department and identify and target potential joint customers.

When not focusing on your job, what do you do in your spare time?– When I was in Bergen, I would go walking in the mountains with my dog, go out with my friends or spend quality time inside, playing table tennis at a club, training at our gym at the headquarters, and travelling inside Norway and Europe several times a year. Currently I am looking for new activities, as there are no mountains in Shanghai! I have signed up for the best clubhouse here, so that I can keep on training and playing table tennis and meet new friends. I will be travelling a lot within China for work, so my plan is to see more of this great country. I will also visit my family often for some quality time together. Hopefully I may even find my ‘other half’ too, so I have another person to see and experience the world together with!

Experiencing Odfjell worldwideBy Margrethe Gudbrandsen, Communication Manager, Bergen

Name: Summer Xia LiPosition: Commercial Manager Odfjell Terminals ChinaNationality: ChineseAge: 27

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The Safety Compliance Officer (SCO) project is part of the Ship Management’s safety culture programme to enhance the general safety of our employees. The SCO project is considered to be a ‘hands-on’ approach to the safety culture programme. The pur-pose of the project is to aid the shipboard management team in ensuring compliance to the various standards laid out as well as being able to help the ship officers and crew with regards to on board training and to the continual improvement with regards to on board practices.

If procedures were always followed, there would be no need for reinforcements of the safety culture and therefore no need for SCOs. But this would mean there would be no need for regular inspections or verifications of compliance either. The truth is that this just simply is not the case. We are fully aware that even some of our most experienced officers and crew members do not always comply with procedures 100%. Nothing is perfect, but still for any organisation 100% is always the target to aim for.

The industry we work for continually evolves, requirements are constantly being added or

updated and therefore industry standards must constantly be reviewed. Time and physi-cal restraints will always make our pursuit of 100% compliance in safety more challenging, therefore anything we can do to help us achieve our goal should be welcomed and this is what the SCO project is all about.

Five SCOsThe SCO project started in January 2013 with a selection process of those who had submitted their application for the position. A total of five officers (three Filipino, two Norwegian) were selected. Among these were one engine officer and four deck officers. The SCOs undertook training and attended various seminars that had been tailor-made to the required compe-tence levels for the SCO position. SCOs were assigned to four ships; Bow Sun, Bow Lind, Bow Sirius and Bow Pioneer to undergo the six month trial period.

Six month trial periodDuring the six month trial period on board, the SCO became part of the ship’s team, and reported to the Master in all matters relating to his responsibilities as a SCO. Apprehensions about the SCO’s role or actions had no doubt been in people’s minds and perhaps caused

confusion, which potentially could have had a negative effect. It is therefore imperative for the organisation, especially for the shipboard crew, that employees get information so that they understand the purpose of this project.- During the six months whilst on board as an SCO, I believe that there was an increase in awareness within the crew on board with regards to safety and compliance. Of course it is not because of us, but primarily with the performance and cooperation of the ship management team and the rest of the crew, says Engelbert Manaeg, SCO Bow Sirius.- We are already making great progress with regards to practicing the Bow Tie model and understanding the importance of task risk assessment by raising our awareness and implementing an ’upgrade’ to the existing safety culture on board. Of course, it will take time for me and the crew to make this project successful but with the commitment we are showing, I am certain that over time we will achieve our goal, says Tommy Jørgensen, SCO Bow Sun.

The Safety Compliance Officer projectBy John Ivan Tugado, Head of Odfjell Academy, Manila

John Ivan Tugado on Bow Pioneer

QHSE odfjell quarterly magazine

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QHSE odfjell quarterly magazine

Revised Code of Conduct with new chaptersBy Andreas Lian Kvam, Business Controller, Bergen

Corporate social responsibility and ethics are becoming increasingly more important for the way we do business. To meet these new expectations, we have committed to the principles of the United Nations global Compact and revised our corporate Code of Conduct.

As a professional business we must adhere to a high ethical standard. Our corporate social responsibility encompasses quality, health, safety and care for the environment as well as business ethics, human rights, non-discrimination and anti-corruption. With more than 3,400 employees, close to 85 ships and being present in 24 locations around the world, we work in accordance with international and national regulations that govern our business, and take positive measures beyond mandatory compliance.

Code of ConductOdfjell’s corporate Code of Conduct shall

govern our behaviour in everyday business activities. It applies to all employees in Odfjell including those working in subsidiaries and activities managed by Odfjell, and must be read, signed and adhered to by all. As part of our internal audit programme, adherence to, and knowledge of the Code is always a subject that will be audited.

Five new chaptersIncluded in the updated Code are five new chapters; Protection of Odfjell’s Property and Assets, Awareness questions for Hospitality, Alcohol and Intoxicating substances, Non-discrimination and Buying of sexual services. All employees have a duty to report any violations of the Code and other policies and procedures. This can be done either to a superior or directly to Odfjell’s Compliance Officer, Toralf Sørenes. In the updated Code we have also made it easier for employees to report a violation anonymously. All reports and communications will be treated with

discretion. Violation of Odfjell’s standards may create situations that are dangerous for person-nel, the environment and property, and may have a negative impact on the Company. It is therefore important to bring such violations to management’s attention as quickly as possible. These changes have been made so that we can continue our focus and development on ethical issues and to allow us to remain a competitive and trusted business partner.

To bridge the gap between the old and updated Code, we are planning to create an e-learning module on the Code and will make all related documents available to employees. This is expected to take place during the first half of 2014. To read the updated Code, please search for the document in DocMap or access it via Insite.

Hoisting flag at sunrise. By Christian Dahl

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– Understanding our past to secure our future‘it is the people who make the difference.’

This is a frequently abused cliché, but rings so true when reflecting upon our 100 year anniversary. Another common saying is that you need to know your past to understand who and what you are. So let us use this year to celebrate our long and winding path to what Odfjell has become today and pay tribute to our predecessors. But let us also reflect upon those ingredients in our Company values that were our recipe for success, so we make sure that we nurture these qualities for our future success and long-term survival.

Through our 100 year existence, there has been a common theme of innovation and a willingness to place big bets on emerging opportunities. This actually started even earlier with my great great grandfather Berent Daniel Olsen’s belief in the changes that the second industrial revolution was bringing about, with ships converting from wood hulls and sail to steel hulls and steam propulsion. The Company survived a second paradigm shift in propulsion in between the world wars with the introduction of the diesel engine, and then pioneered the changes in seaborne transportation of acids and bulk liquid chemicals in the late 50s into the 60s. We built the first stainless steel tanker in 1959, and developed in the early 70s the prototype for the modern chemical tanker with our first Polish series, with double hull, dedicated submerged pumps and piping, clad stainless steel, etc. As a testimonial to our leadership, the US authorities when developing the IBC requirements for transportation of chemicals, simply described our ship design. The basic design remains the same, now 40 years later!

But our predecessors did much more than this: they applied their operational and technical know-how to develop the first ethylene carriers with stainless steel tanks and thus actually ‘everything carriers’ and, if this was not enough, they developed together with Aker the first drilling platforms for the North Sea. Over the years there have been many spin offs and success stories in our wake. Just look at how Bergen is one of the world capitals for chemical tanker operators, a unique cluster and concentration of know-how in what is arguably one

of the more competence demanding sectors of shipping. But we did more than this as well. Unlike most shipping companies, we ‘dared’ to invest ashore by building tank terminals in some of the more risky economies in the world at the time. The simple reason was turning a need (to safely and efficiently turn our ships around in port) into a virtue and a great business. Easy to say ‘simple reason’ now, some 50 years later with a proven track record of building value - this move ashore took both guts and perseverance.

Of course, over 100 years we see a pattern: change is a constant. We have survived because of our willingness and agility to change. Today the world is in more rapid change and flux than ever: climate change, technological change and rapid change in the balance of economic and military power. As always we need to embrace these changes by, for example, preparing for the next paradigm shift in maritime propulsion. Our buoyancy to survive choppy waters over the years can be attributed to the professionalism, competence, skills and commitment of our people; leaders and followers, past and present. As Chairman I am humbled by the achievements of our predecessors and also by the high level of competence we possess within Odfjell. It is now our special responsibility to deliver our very best effort, so we survive the continued challenging markets we are facing. Our predecessors bravely embarked upon unchartered waters and found fortune. It is now our turn to charter safe and prosperous trajectories in the thick fog always engulfing the present. We need to make the proper choices and deliver results. History repeats itself: as in the past, it is our collective know-how and commitment that will make the difference. Stay safe.

Laurence W. Odfjell

CHAiRMAN`S MESSAgE odfjell quarterly magazine

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100 YEARS odfjell quarterly magazine

the history of odfjell:

- The Company’s first 25 yearsBy Bård Nielsen, retired Odfjell Fleet Manager

Shipping as we know it today, an inde-pendent industry in its own right, really commenced in the second part of the 19th century. During prior centuries shipping was mostly a matter for the large mer-chant houses, primarily to serve their own needs. But in 1849 the British Parliament repealed the so-called Navigation Act, and this opened the entire British Empire to international competition in terms of sea transport. At this time, little Norway was one of the less developed countries in Europe, but even so had plenty of skilled mariners due to her exceedingly long coast. Thus, the Norwegians were able to offer very competitive freight transportation worldwide. From 1850 to 1880 there was a five-fold increase in the tonnage of the Norwegian merchant navy.

This development coincided with two technological revolutions at sea, the transfer from sail to steam propulsion, and from wood to steel for hull construction. Among Norwegian ports, Bergen was at the spearhead of both these developments. Opinions among mariners on these innovations were of course divided, but Captain Berent Daniel Olsen was a firm believer that the future would be in this direction. For this reason he moved to Bergen around 1890, in order to become part of these new developments, and carve out a better life for himself and his family. Little did he know that that decision would lead to the solid Odfjell Company as we know it today -100 years later.

Berent Daniel Olsen was born in Loshavn near Farsund on the south–west coast of Norway in 1849. He went to sea at a young age and by the time he moved to Bergen at the age of 41 he was a fully qualified Captain, with experience both from sailing ships and steamers. The Olsen household moving to Bergen consisted of Berent Daniel himself, his wife Anna Severine, and their three sons, Ole Fredrik (1878), Abraham (1881) and Andreas (1885). As was common at the time, the family had spent time together at sea. The two older boys were determined to follow in their father’s footsteps and seek out a career at sea. This was much against their parent’s wishes, but they

eventually accepted – as wise parents usually do? Anyway, Ole Fredrik and Abraham followed their ambitions, went to sea, and eventually became Captains.

A/S Rederiet OdfjellBerent Daniel was an industrious man: in the 1890s he used his savings to buy a share in a small steamer, the newbuilding Røskva, and then commanded her on her maiden voyage. The name Odfjell appeared for the first time in 1903, when Ole Fredrik bought a part in the vessel Nor and gave his name as Fredrik Olsen Odfjell, the latter a name derived from a headland near Loshavn. His two younger brothers followed his example and took up Odfjell as their surname the following year.

But the two Captains had set their aims higher:

in 1914 – ‘the last summer of peace in Europe’ they agreed to move ashore and to form the joint ship management company A/S Rederiet Odfjell on a 50/50 basis. Abraham signed off as Captain of Nor before his older brother Fredrik signed off as Master of SS City of Tampico. A family venture was thus in process.

For their company logo the brothers adopted three interlocked rings, in yellow, red and blue – one ring for each brother, in this case their youngest, Andreas included. A century later this logo is still used as bowmark on all company ships.

First World WarA/S Rederiet Odfjell immediately took over the management of three single-ship companies, Birk, Furu and Rogn, each owning a ship by

In the second half of the 1880s Berent Daniel Olsen sailed as master on the full-rigged ship Zippora of Haugesund. Fredrik and Abraham both experienced the life on board the ship as kids

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the same name. Well into the First World War, and freight rates were soaring – a shipping boom was maintained right throughout the war, and for a couple of years afterwards. This was a period of great opportunities, but also one of sacrifices, disappointments and losses, not least due to the submarine war.

During this period the Odfjell brothers assumed control over several Bergen ship-owning com-panies. One such was Skibs A/S Storli, which had been established by two young men in 1916, and owning a ship by the same name, D/S Storli. Odfjell took control in May 1917, but the venture was a brief one: in October that same year she was abandoned sinking in the North Atlantic, having sprung a leak. Luckily, there were no fatalities. The name was never again to be used for a ship. But the company by that name was to be developed through various investments and mergers during the succeeding 80 years, to become the direct forerunner of Odfjell SE of today.

The Odfjell group of companies lost six vessels due to the hostilities, and two for other reasons. Good seamanship combined with luck resulted in no fatalities amongst the mariners. To

compensate for the losses second-hand ships were bought, and contracts for newbuildings were entered into. However, as asset values continued to soar, several of these were sold on even before delivery, with significant resale profits.

When peace returned in 1918 there was a brief economic boom, but from 1920 onwards the world economy changed from a wartime one to a peace-time one, and a powerful economic contraction took place. This lasted for about three years, thereafter there was steady world growth throughout most of the 1920s until the Great Depression of 1929/30.

From steam to dieselThe most significant technological develop-ment of the inter-war years was the transfer from steam to diesel propulsion. Norwegian owners again took the lead and at the outbreak of WW2 some 62% of the Norwegian fleet were motor ships, against 25% for the world fleet.

Until this time, all Odfjell ships had been dry cargo tramp ships. But the Great War had demonstrated a need for tankers, and several Norwegian ship-owners tried their luck in this

On 17 November 1914 the first Odfjell ship owning company was registered, the single ship company A/S DS Birk. Photo taken 1916, after having been torpedoed by an Austrian submarine, and abandoned by her crew

Berent Daniel Olsen Fredrik Odfjell Abraham Odfjell

new trade, the Odfjell brothers among them. The dry cargo ship SS Vaarli which had been taken over in 1917, was rebuilt as a tanker in the early 1920s, but the venture proved unsuc-cessful. However, the days of the dry cargo tramp ship were clearly coming to an end, so instead of tankers, Odfjell chose to focus on another growth market, the liner trade. Odfjell did not operate any liner trade on its own, but cooperated with the French Fabre Lines: the motor vessels MS Cypria, Estrella and Gran were all purpose-built liner ships, and the former performed under a seven-year time charter for Fabre from 1931, and in 1938 four of Odfjell’s six ships were chartered to this line operator.

The depression reached its bottom in 1933, from then on there was a slow but accelerating recovery. Towards the end of the 1930s Odfjell made a re-entry into the tanker trade, through the formation of Skibs A/S Oljetransport and the delivery of the small tanker M/T Lind. With hindsight this might have been seen as the beginning of a more detailed strategic plan for the future.

But most planning came to an abrupt stop on 9 April 1940, when Germany attacked Norway, and occupied her after a two-month campaign. Out of Odfjell’s seven ships, three were in home waters and four abroad. This situation was radically different from the previous war, when Norway was a neutral non-belligerent. What will the future bring?

...To be continued in the June edition of Quarterly.


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100 YEARS odfjell quarterly magazine

OUR Odfjell Moments

The 100 Moments campaign will run throughout 2014. In this edition of Quarterly we proudly present the ten best photos in the campaign that were submitted by

January 2014. The winners will receive an Odfjell bag. In each Quarterly edition during 2014 we will present the best photos from each period, so keep submitting your

favourite Odfjell Moments to: [email protected]

Odfjell commute. By Matt Duke

Bow Saga at Magellan. By Kees Segeren Man over board boat and lifeboat launching on Bow Saga. By Ralph Tolentino

Horizon. By Ralph Tolentino No sign. No entry. By Ralph Tolentino

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Bow Fagus crossing the North Atlantic Ocean. By André Lillebø

Odfjell Academy. By Pearly Rampola Bow Master in dry-dock. By Normelito Ulep

Bow Saga in New York. By Ralph Tolentino

Tank rescue drill. By Ralph Tolentino

BRiEFiNgS odfjell quarterly magazine

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Complex terminal project in TianjinBy Thomas Tao Wei Qiang, General Manager, Odfjell Nangang Terminals (Tianjin)

As with other greenfield projects similar in size, the task of managing project schedules, construction safety and qual-ity, budget and general business success can be a complex process. Despite these challenges, the staff at Odfjell Nangang Terminals (Tianjin) (ONTT) is diligent in their planning and work tirelessly to syn-chronise the project construction progress, the commissioning planning process with outside infrastructure progress, as well as manage the customer project progress. it is essential that ONTT manage these complex processes efficiently as it is an industrial terminal that is tasked to provide jetty and storage services to industrial customers within Nangang industrial Park.

Nevertheless, despite all these important demands, site construction safety whole-heartedly remains the top priority. Inspired by messages conveyed from Odfjell’s global safety day, all employees are now even more dedicated to site construction safety for the sake of their loved ones as well as with regards to the well-being of the other site construction workers. Faced with the challenge of managing hundreds of site construction workers with

a relatively weak safety culture and different backgrounds, our employees forcefully and tactically implement the QHSE guidelines and requirements to ensure the zero Lost Time Injure target, which we have achieved for more than 785,000 combined man hours. Our strong safety culture and tireless effort to achieve these high standards was recognised by Tianjin Transportation and Marine Administration Bureau, whereby ONTT jetty construction site scored the highest in the ‘most civilised construction site’ competition. A competition where more than ten marine and port related projects in Tianjin participated.

In this quarter, we started working with a local lube oil manufacturer, and also made signifi-cant progress with key customer projects. We welcome all our new customers but it does add to the pressure to deliver a good service, and to ensure the fulfillment of customer demand for the usage of our jetty and terminal services. Thanks to the warm winter, our construction of the jetty topside, dredging, erection of tankpit number 2 and 6, and the installation of the in-terminal piperack have all been completed as scheduled. In addition, the main utility, substation as well as firefighting contractors

have all been mobilised swiftly onsite and kick-started the civil works without significant winter delay.

Alongside the construction progress, the organisation also silently expanded by recruit-ing more operational talents for the prepara-tion of the commission. A few key operational staff have been hired and the first batch of operators will be on board after the Chinese New Year by the end of January. With the support of Odfjell Terminals Asia and Odfjell Terminals BV, the commission details as well as operational procedures and road map are now under preparation. These are very exciting proposals which will lay down the operating rules and regulations for future operations. We are confident that Odfjell’s operational expertise will be fully incorporated into these operation guidelines to safeguard the safety (both operationally and environmentally) of the commission in the coming months and with regards to future operations of the terminal facilities in the long run.

Odfjell Nangang Terminals (Tianjin) is soon ready to offer our customers a state of the art terminal


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124 families of Odfjell crew residing in areas heavily affected by typhoon Yolanda are the beneficiaries of the USD 145,000 donation raised by Odfjell and colleagues through the fund raising campaign last November. The monetary assistance was distributed to the families just in time for Christmas last year.

In the wake of the super typhoon, a number of our crew and families faced what they call the most frightening experience of their lives. Some of our crew were at home with their families when the calamity struck, while the others were on board worrying about the safety of their kin back home.

The road to recoveryWe are thankful for the support from Odfjell employees on board and ashore around the world to help families of our crew to recover from the tragedy. The recipients of the donation raised by Odfjell’s global workforce are slowly rebuilding their properties and resuming their lives. Communities are also still struggling

donation distributed to ‘odfjell families’ heavily battered by typhoon yolanda By Jennifer Franco, Information Officer, Manila

Communities are also still struggling with the reconstruction of public buildings and communication is a challengeCredit: www.philstar.com

with the reconstruction of public buildings and communication is a challenge.

Sincerest thanksThe beneficiaries of the donation say this is a big help to rebuild their homes and their lives little by little. They thank Odfjell for the

initiative and the concern for their people. They also express their gratitude to employees who have responded to the campaign. To quote one of the beneficiaries: - On behalf of my family, thank you for the monetary assistance you have extended to us. It is a big help for my family. Thank you very much for all your support.

emergency response exercise:- Training for the unexpectedBy Harald Bauck, HSE Manager, Bergen

On 10 December 2013, Ship Management executed an exercise in order to train and verify the functionality of the 2nd level of the contingency organisation, the Emergency Response Management Team (ERMT) at Ship Management. Such exercises are done on a regular basis and are arranged either to focus on specific topics or to focus on a full-scale scenario of actions to be taken. The December exercise was to set up to focus on a full-scale type scenario, but with reduced pressure on family affairs given the festive period.

The exercise was organised in cooperation with Witt O’Brien’s; with whom we have an agreement for cooperation in case of oil spill related emergencies in US waters. In addition to their supportive role in a real emergency, Witt O’Brien’s also coordinates and runs these types of exercises.

There were three stages in the exercise; (1) a pre-exercise brief discussing lessons learned

from previous drills, (2) the exercise itself, and (3) a de-brief where Witt O’Brien’s participated via video conference.

The scenarioThe exercise scenario was that Bow Firda (simulated) collided with a coastal tanker in New York harbour, with personnel injury as well as oil spill as the direct consequences. Immediate actions were taken on board, including the notification of oil spill resources and the contingency officer on call at Ship

Management. The ERMT was swiftly mustered and took a long range of actions to support the ship, coordinate actions with the oil spill resource manager (Witt O’Brien’s), support the crew’s families, inform all stakeholders of the accident and the development of the situation, as well as handling the media.

Witt O’Brien’s expressed satisfaction with the Odfjell ERMT organisation and its actions, and recommended a more complex scenario for future exercises.

ERMT at work

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leadership and followership development Programme:

- Of Odfjell, by Odfjell and for OdfjellBy Jennifer Franco, Information Officer, Manila

Headed by Helge Olsen, SVP Ship Management (SM), the Leadership and Followership Development Programme (LFDP) for Odfjell Seafarers was introduced to the organisation in August 2013 with the aim of facilitating a common under-standing amongst personnel regarding Odfjell’s expectations on leadership and followership. Since its inception, 313 management level officers, together with 48 shore personnel from SM and Odfjell Tankers have completed a five-day LFDP retrospective training for management level officers (MLO).

By bringing together employees from vessel and shore for the training, the LFDP has been a vehicle to foster synergy, open communication and improve competence within the Company.

Programme structureWith the LFDP in place, all seafarers shall undergo leadership and followership training at various points in their career with Odfjell. The programme will offer followership and leadership courses to all seafarers as appli-cable to their position on board. The Odfjell Followership and Leadership Programme for Odfjell scholars from John B. Lacson Foundation Maritime University Bacolod will also be integrated into the university’s curriculum for Odfjell cadets.

The LFDP started with separate retrospective trainings for MLOs, one for captains and chief engineers, and one for chief officers and 2nd engineers, to ensure that all officers in key posi-tions have completed the mandatory LFDP course required for the position they hold. The first ordinary Advanced Leadership 2 training was conducted in Bergen in December 2013. The participants were candidates due for promotion to master/chief engineer.

In February/March this year the first ordi-nary Advanced Leadership 1 training will be conducted. 15 candidates due for promotion to chief officer and 2nd engineer will conduct two weeks training in Manila, followed by two weeks internship in Bergen. Chief officer candidates will have their internship with Odfjell Tankers, whilst 2nd engineer candidates will conduct their internship with the SM Technology Department.

In March 2014, retrospective LFDP training will start for all ratings, petty officers, and operational level officers. In addition, the basic followership training for new hires will also start this year. All new hires are required to complete this course prior to joining an Odfjell ship. The Maritime Personnel Section (MPS) Competence Group under Competence Manager Fredrik Larsen will facilitate these training sessions.

The LFDP will be a mandatory course for all Odfjell seafarers and a key part of the requirement for any promotion. Accordingly once all retrospective training is completed, seafarers will take applicable training prior to promotion to the next rank. Retrospective training for MLOs (Advanced Leadership 1 and 2) will be completed week 10 of 2014. Retrospective training for Ratings will start Week 10, while the retrospective training for petty officers and operational level officers will start Week 11. This retrospective training will be applicable for all seafarers currently employed by Odfjell. Once all retrospective trainings are com-pleted, the LFDP training in Odfjell will be as followed:• Basic Followership – Messman, wiper,

ordinary seaman• Advanced followership – Prior promotion

to motorman, able seaman, 2nd cook• Basic Leadership – Prior promotion to petty

officer/operational level officer• Advanced Leadership 1 – Prior promotion

to 2nd engineer and chief officer• Advanced Leadership 2 – Prior promotion

to captain and chief engineer

A learning organisationThe training initiative reconfirms the Company’s commitment to learning and improvement by recognising its role to continuously develop the competence and effective leadership and followership skills of its workforce. The LFDP promotes information exchange and transfer within the organisation by having internal subject matter experts and thought leaders as speakers for the training. This approach has encouraged dynamic discussion and interaction among participants.

Presentations and materials are designed with consideration to Odfjell’s Code of Conduct, operational and business needs, making it ‘of Odfjell, by Odfjell, for Odfjell’ in every way. All training arrangements held in offices in Bergen, Sao Paulo and Manila since August 2013 have been conducted by MPS with assistance from various departments within Odfjell Ship Management. MPS Manila and MPS Bergen have been highly commended and recognised for the excellent administrative facilitation of the trainings.

From programme development, implemen-tation and evaluation, the LFDP is the first leadership and followership training course to be developed specifically for the Company. – This training is very good and helps me improve both my professional and personal life, said Cleise Rebeiro Franco, Crewing Manager from Fleet Flumar. Captain Christopher Lopez echoed the same sentiment saying that the training has enhanced his knowledge as a leader and served as a point of reflection about aspects he can improve on his work on board.

LFDP retrospective training participants

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leadership and followership development Programme:

- Of Odfjell, by Odfjell and for OdfjellBy Jennifer Franco, Information Officer, Manila

Reflection from a participant on the Leadership and Followership Development ProgrammeBy Ashok Nair, Senior Technical Superintendent, Singapore

The Leadership and Followership seminar has taught us a lot and given us many useful insights into our industry. i am sure it will also help those who have attended to utilise and inspire our Company’s most important resource – its people.

This programme, I am sure will make me a better, more effective leader and follower. Sometimes we are the leaders and in some situations we are the followers. But in either role, we should strive to be the best we can be.

There is no reason why we cannot be the best in what we do with all the resources, support and encouragement the Company provides. But the question is; are we the best? Do we strive hard enough to be the best? The competition is catching up on us…. or maybe it has already?

The Japanese, at the height of the Japan Inc era, used to have a saying – ‘business is war’. Well, we are at war and the enemy is none other than our-selves. With people`s seemingly poor attitude, inflexibility, resistance to change and weakness

to adapt in this fast paced global economy may have become part of the problem.

The problem is that as a company, we have not been operating profitably for the last five years and each and every one of us in our various roles in ship management should be striving to do our best to turn the tide so the Company can continue for another 100 years. The Company’s strengths have seen it to 100 years, but we now have to ask ourselves, have our strengths now become our weaknesses?

Not all of us have roles within the Company that require us to make business strategic decisions, but we should make sure that the roles that do need to make these decisions have our full support. We must respect our leaders’ abilities to make these difficult decisions and make sure we provide our best support and follow with a positive attitude and optimism. Otherwise I fear we may not be part of the solution.

A few years ago, in the Quarterly, our CEO Jan Hammer had mentioned this Norwegian word ‘traust’ – it means steady, steadfast, and

true. This to me seems to be a code that we truly should follow in our work, as well as in our lives, and in our dealings with each other.

So, I as a good follower would humbly like to urge our leaders to have the courage to make these hard decisions as they see fit. Have faith and trust in us - your followers. And to my good fellow followers I would like to say let us come through and hold steady, steadfast and true.

This article is an abstract of a speech held by Ashoc Nair at a LTDP course

Competence group in action By Jennifer Franco, Information Officer, Manila

On 22 January 2014, the Competence group gathered at the Odfjell Academy, Subic to formally introduce the newly appointed Head of Odfjell Academy, John ivan Tugado and to agree upon planned activities for 2014.

The Leadership and Followership Development Programme (LFDP) retrospec-tive training for all operational level/petty officers is the focal point and key element in the training calendar for 2014. 1,200 seafarers will be participating in the training this year. A series of discussions was held on the training logistics for the target LFDP participants to ensure quality training and achievement of set objectives and goals.

Further to this, we are pleased to introduce Chief Officer Glenn Skjelbred, who will join the group as an instructor for the LFDP.The Competence Group strongly feels that the

LFDP training will provide a solid platform for further competence development in the Company in the years to come.

Ashok Nair

Competence Group from left: Mario Dumangas, John Ivan Tugado, Ariel Parco, Fredrik Larsen, Elisabeth Lepsøy, Pearly Rampola, Hyacinth Rajcel Sharma, Glenn Skjelbred, Rutherine Coro and Janelve Ramos

This article is an abstract of a speech held by Ashoc Nair at a LTDP course

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Seize the chance to make a differenceBy Eva Storeide, Crewing and Social Officer, Bergen

in February i had the opportunity to join the LFDP course and i felt very privileged. One thing that i really appreciated from the course was the personal commitment that everybody gave during the week.

I would like to thank all for taking part, for being active and daring to question and to discuss. We all have something to learn from sessions like this but it is just as important that we allow ourselves to learn. It is not only the participants who have given and learned this week. All the speakers have addressed us with their excellent knowledge and enthusiasm, really wanting to teach and share their infor-mation. I really felt that they all believed in their message to us. In return, I hope that they feel we have given something back to them too. Even if it may feel that some training groups can be quite similar, I hope that we as a group and as individuals were different and have made you feel that it is worth the effort.

I am sure that my fellow course participants have also learnt great things from the course and it has given them time for reflection. I know I have. I remember when I joined Odfjell, how extremely proud and happy I felt. Odfjell chose me! Year after year it can and will be challenging to keep this feeling alive but it

is important to never let that feeling go. This training has been a reminder of that feeling but also given me new thoughts. Thoughts about what is expected of me, thoughts about what I can do for my employer and not just what they can do for me. ‘For better or for worse’, popped into my head yesterday in the classroom and that is how I felt. Now Odfjell needs us, needs us to make a change for the better, needs us to change things around. By standing up now and showing everybody what we are made of, we will have our own say in securing our jobs and also have the opportunity to follow and be a part of Odfjell`s future. We have the knowledge and the skills so we must now ensure that our attitude follows the right path as well. There have been many topics this week and some of those I am taking with me and I encourage you all to reflect over these too as they are a strong motivator for others. We must give inspiration and be team players. We must give ourselves goals and focus on them along with Odfjell‘s goals. I am very much in favour of goals due to the fact that I believe it is easy, effective and rewarding. I think it is important to have professional goals but also personal goals. In my family we all have individual goals but we also have goals as a family which we all are responsible for. By contributing in this way it makes us take ownership and makes

us stronger as a family. We must set our own standards and values and stick by them. We must put in as much as we take out. We must communicate with each other. We must plan and evaluate. I will do my best at saving at least that one dollar a day and I am confident that we all will. We must see the importance of honesty and having integrity. We must care for each other and for our Company and realise that it will be in all our best interests to do so. We must all respect each other. And last but not least, we must wear our helmets and use the proper personal protection equipment. We must not take any risks or shortcuts. I hope that all of you can see yourself in this new path and that we will be colleagues for many many years to come. Adjust and adapt! Be ‘open minded’. We must change our habits and way of thinking. This is our chance I believe, it may be now or never.

To all leaders and followers in Odfjell I would like to say: Aim and strive, take responsibility, take pride in your work, believe in yourself and be courageous and most of all, be safe!

This article is an abstract of a speech held by Eva Storeide at a LTDP course in February.

Eva Storeide

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family reunion on board Bow Spring and business as usual1st Officer, Emma Nicholl, who serves on board Bow Spring, received a pleasant visit from her cousin, Fiona Nicholl, Vessel Sourcing Manager, Marine & Terminals, with LyondellBasell. After making sure that LyondellBasell’s cargoes were prop-erly stowed and well cared for, the cousins found time for a little ‘family-time’ on the forecastle.

From left: Fiona Nicholl and Emma Nicholl

Loyalty and respectBy E/C Gerald Rodriguez, Bow Saga

This picture depicts a seafarer hoisting the Odfjell flag under the orange dusky sky. Raising a flag in this way can mean many things but for me as a seafarer it is a sign of respect.

In the seafaring profession earning the loyalty of seafarers is a great way to achieve a stable manpower for ships, but in order to earn the loyalty of seafarers one should first earn their respect.

From my point of view as a ‘rookie’ in the seafaring profession, Odfjell is one of those companies which have earned the respect of seafarers worldwide. The ships managed by Odfjell are fully equipped with all vital safety

equipment, and the crew is also well trained in the safety procedures that are essential in the chemical tanker industry. In addition the food and recreational activities available to the crew are really good.

Odfjell is about to reach its centennial anniver-sary. This means it has endured and withstood the many obstacles the maritime industry has thrown at it over the last 100 hundred years. It means that it has been able to earn and main-tain the respect of the seafarers worldwide for one hundred years. It means that Odfjell has successfully sailed and battled against all the challenges of the seven seas for one hundred years. Congratulations!

Photo by: Ralph H. Tolentino, Bow Saga


SEA AND SHORE odfjell quarterly magazine

Celebrating year end in SingaporeBy Captain Ajay John Furtado, Marine Superintendent, Singapore

‘Don’t blink or you will miss it!, they say. Well, we must have blinked for we certainly do not remember how January 2013 became December 2013! However at Odfjell Asia we were determined to make the most of the closing of 2013 and did so in style.

A river boat was chosen as the location for the party, followed by weeks of planning and anticipation. The day arrived and the office mood was literally buoyant!

Once there, the ambience made the ooo’s and

aah’s louder and choosing a masquerade mask to suit the mood was a mini event in itself. The laughter from colleagues not accustomed to seeing each other looking like Zorro set the tone for the evening.

The live band and an animated ‘MC’ rocked the boat and the aroma of cuisine had attentions diverted. Lively games made the hall sound like a football stadium and a few of our colleagues surprised us with their talents.

‘Cometh the hour, cometh the men’ and this

was seen when the famous ‘What does the fox say?’ was played. Our Norwegian colleagues, headed by our very own Captain Tor, showed us why the song was top of the charts with an enthusiastic display of dancing. They were joined by almost everyone and we did not let the band rest until finally the MC stepped in before the riot act was read out to us!

The evening ended on a happy note with a smile on everyone’s face. We will definitely try not to ‘blink and miss’ the year 2014 which we look forward to with promise.

Bow Victor: 28 years and shipshapeOn 21 January 2014 Bow Victor departed the Chengxi Shipyard in China after drydock. Who would have thought that Bow Victor is 28 years old this year? One of our goals is that all our vessels shall be in ship shape no matter what their age is. We shall be serving the same quality of service no matter what vessel is transporting our customer’s cargo. Bow Victor is an excellent example of our quality vessels and Captain Wilfedo C. Deyro can proudly celebrate 100 years of Odfjell with his crew and shiny vessel in 2014.

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Customer lunch reception in New DelhiBy Sudesh Kamath, Vice President, Odfjell India

On 11 December 2013 Odfjell India hosted a lunch reception for their fertiliser and chemical customers, in conjunction with FAI (Fertiliser Association of India) Conference. The event was hosted at the centrally located Meridien Hotel, New Delhi and was attended by around 85 customers and brokers.

The prominent attendees were IFFCO, Kisan, Coromandel, Gsfc, Sun Group, MCFL, Pasupati Acrylon,Chambal Fertz, FACT, Jubilant Life Sciences, DSSI, Shiplinks–Galbraiths, OSTML, ICAP, Interocean, OBSM, Reshamwalla, Intra-trade, Benline and Maersk Broker Asia. There was also an excellent representation from the Norwegian Embassy and Innovation Norway. Overall the event was a huge success, and the fact that so many customers took time out from their busy schedules to attend this lunch reaffirms the strong position Odfjell holds in this market.

Odfjell donates books to local elementary schoolBy Douglas Cates, Sales Representative, Houston

On 29 January this year, Odfjell Houston donated over 70 new books to Ms. Jones' elementary class at Hyde Elementary School in League City. The donation of the books will provide many years of enjoyment to the students.

Presentation of the books was made by Douglas Cates, Jared Honeycutt, Assistant Principal Tony Nastasi and Teacher Jennifer Jones, who also selected the titles for the children.

The gift is part of Odfjell’s Community Outreach programme. After the books were shown to the children, they sat down for a snack and the children were asked which book they wanted to hear first. The winner was ‘The Gingerbread Cowboy’. The students were all very excited about the new books.

The happy children with their teacher and the Odfjell representative Douglas Cates and Jared Honeycut

From left: Hans Christian Rabben, Anup Chatterjee, Vidya Kamath, Sudesh Kamath, Hetal Vaishnav, Manisha Desai and Sujata Shetty


PERSONNEL odfjell quarterly magazine

Tor Hugo Notøy Technical Superintendent 13.01.14

John Ivan B. TugadoHead of Odfjell Academy 01.01.14

Andreas RoslandSystem Administrator 01.03.14

James DouglasShip Agent 24.01.14

Vanessa Torres Manager Human Resouces/Support 12.11.13

Roterend Nudo Accounting Assistant 13.01.14

Roselle Lea Aguila Accounting Assistant 13.01.14

Jane Winther Coordinator Business Groups 01.01.14

Mette Steinestø Coordinator Bunkers01.01.2014

BERgEN

HOUSTON

NEW HiRES

FLUMAR

ROTTERDAM

Harald Witmer Teamleader Process Engineering 01.01.14

Kellyn LimPurchaser 11.11.13

Daniël van Vark Manipulation Coordinator 01.12.13

MANiLA

Robert Schrage Manager Corporate Affairs 01.12.13

Ron Bal Terminal Manager 01.12.13

Yann Bigot Project Director 01.03.14

Bas Kimpel Manager Maintenance 01.10.13

Endre Danker Krüger Technical SuperintendentFrom Sea to Bergen09.12.13

Tore Henriksen VP Maritime PersonnelFrom Manila to Bergen01.01.14

BERgEN

RELOCATiONS

SiNgAPORE

Shirley Lim Purchaser 11.11.13

Jessica Limon Accounts Receivable Clerk20.01.14

Blance Tarwater Executive Administrative Assistant 01.11.13

Márcia Cristina Pereira Pôrto Crewing Coordinator 17.12.13

Cheryl KennedyCustomer Service Representative 01.01.14

Cody BishopShip Agent 01.12.13

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Rien OlijveTraining Coordinator 01.02.14

MD AL Mamun ChowdhuryMarine Superintendent01.01.14

Gerard van Gerven Manager QHSE 01.02.14

Luis-Alberto Salomon Senior Ship BrokerFrom Santiago to Bergen17.02.14

Summer Xia Li Commercial ManagerFrom Bergen to Odfjell Terminals, Shanghai01.01.14

SHANgHAi

Kevin Crispin Fernandes Technical Superintendent 13.01.14

Patricia Bento Elias Payroll Administrator 17.01.14

BERGEN

Anne Catherine Esnault

Group Manager Accounts Payable 02.01.89

Olav Skintveit

Senior Advisor Operation 22.01.89

Marianne Mongstad

Senior Advisor, Pension & Benefits 28.02.89

Anne Grethe Nordstad Purchasing/Logistic Coordinator 06.03.89

Anne Kari R. Holme

Manager HR Systems and Information 01.01.84

ROTTERDAM

Peter Marinus Superintendent 01.01.79

25 YEARS

30 YEARS

35 YEARS

Service awards to norwegian officersBy Eva Storeide, Crewing and Social Officer, Bergen

On 14 November 2013 Odfjell honoured four of our most loyal Norwegian officers. Three of the officers were awarded the Norwegian Shipowners Association gold medal for 30 years in service. One officer was awarded Odfjell’s gold watch for his 25 years in service. The event took place during dinner at Scandic Hotel Neptun in Bergen with approximately 40 guests present. Our Chairman Laurence W. Odfjell presented the awards.

Norwegian Shipowners Association gold medal for 30 years of service was awarded to:Captain Monrad SolliCaptain Bjørn Atle HågensenCaptain Stig Egeland

Odfjell’s gold watch was awarded to:Chief Engineer Torger Hammersmark

From left: President/CEO Jan Hammer, Chief Engineer Torger Hammersmark, Captain Monrad Solli, Captain Stig Egeland, Captain Bjørn Atle Hågensen and SVP Ship Management Helge Olsen

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FLEET & TERMiNALS odfjell quarterly magazine

as per 1 march 2014

TiME CHARTERED/POOL YEAR STAiNLESS NUMBER SHiP BUiLT DWT CBM STEEL, CBM OF TANkS

UACC Marah 2013 45 249 52 565 - 22 UACC Masafi 2012 45 352 52 565 - 22 Chemroad Hope 2011 33 552 37 161 37 161 18 RT Star 2011 26 199 27 912 27 912 18 SG Pegasus 2011 13 086 14 523 14 523 16 Southern Koala 2010 21 290 20 008 20 008 20 Stream Luna 2010 19 998 22 161 22 161 20 Bow Tone 2009 33 625 37 974 37 974 16 Bow Hector 2009 33 694 37 384 37 384 16 Southern Ibis 2009 19 905 22 158 22 158 20 Southern Jaguar 2009 19 997 22 157 22 157 20 Stream Mia 2008 19 702 22 094 22 094 26 Bow Sagami 2008 33 641 38 000 38 000 16 Bow Harmony 2008 33 619 38 052 38 052 16 Bow Kiso 2008 33 641 37 974 37 974 16 Bow Heron 2008 33 707 37 365 37 365 16 Celsius Mayfair 2007 19 999 21 714 21 714 20 Bow Fuji 2006 19 805 22 140 22 140 22 Celsius Manhattan 2006 19 807 22 143 22 143 22 Moyra 2005 19 806 22 838 22 838 18 Bow Sky² 2005 40 005 52 126 52 126 40 Bow Architect 2005 30 058 36 290 36 290 28 Celsius Monaco 2005 19 999 21 851 21 851 22 Celsius Mumbai 2005 19 993 22 186 22 186 22 Chembulk Sydney 2005 14 271 16 571 16 571 20 Celsius Miami 2005 19 991 22 192 22 192 22 Golden Top 2004 12 705 13 388 13 388 22 Chembulk Wellington 2004 14 312 15 591 15 591 20 Bow Asia² 2004 9 901 11 088 11 088 20 Bow Singapore² 2004 9 888 11 089 11 089 20 Bow Americas 2004 19 707 22 735 22 735 36 SG Friendship 2003 19 773 21 651 21 651 26 Bow Jubail² 1996 37 499 41 488 34 209 52 Bow Mekka² 1995 37 272 41 606 34 257 52 Bow Riyad² 1995 37 221 41 492 34 213 52 Bow Eagle 1988 24 728 32 347 19 662 25 JBU Sapphire³ 2009 19 860 22 144 22 144 16 JBU Opal³ 2009 19 865 22 129 22 129 16 JBU Onyx³ 2008 19 865 21 712 21 712 16

COMMERCiAL YEAR STAiNLESS NUMBER MANAgEMENT BUiLT DWT CBM STEEL, CBM OF TANkS

Northern Wolverine 2006 16 000 18 397 10 056 35 Northern Lynx 2003 16 533 18 397 10 056 35 Number of ships: 82 2 200 161 2 477 288 2 018 569 2 300

¹ Vessel beneficially owned through financial lease. ² Vessel on bare-boat charter. ³ Vessel on variable time charter/pool.

CHEMiCAL TANkERS OWNED YEAR STAiNLESS NUMBER SHiP BUiLT DWT CBM STEEL, CBM OF TANkS

LPg/ETHYLENECARRiERS OWNED

YEAR NUMBERSHiP BUiLT DWT CBM TYPE OF TANkSBow Gallant 2 008 10 282 8 922 LPG/Ethylene 2 Bow Guardian 2 008 10 282 8 922 LPG/Ethylene 2

TiME CHARTERED Berlian Ekvator 2 004 26 776 35 000 LPG/Ammonia 3

Number of ships 3 47 340 52 844 7 7

Bow Pioneer 2013 75 000 86 000 - 30 Bow Nangang 2013 9 156 10 523 10 523 14 Bow Dalian 2012 9 156 10 523 10 523 14 Bow Fuling 2012 9 156 10 523 10 523 14 Bow Lind 2011 46 047 48 698 - 29 Bow Elm 2011 46 098 48 698 - 29 Flumar Brasil 2010 51 188 55 452 - 14 Bow Saga¹ 2007 40 085 52 126 52 126 40 Bow Sirius¹ 2006 49 539 52 155 52 155 40 Bow Sea 2006 49 511 52 107 52 107 40 Bow Engineer 2006 30 086 36 274 36 274 28 Flumar Maceio 2006 19 975 21 713 21 713 22 Bow Summer 2005 49 592 52 128 52 128 40 Bow Spring ¹ 2004 39 942 52 127 52 127 40 Bow Star 2004 39 832 52 127 52 127 40 Bow Santos 2004 19 997 21 846 21 846 22 Bow Sun 2003 39 842 52 127 52 127 40 Bow Firda 2003 37 427 40 645 40 645 47 Bow Chain 2002 37 518 40 621 40 621 47 Bow Andes 2000 16 020 17 120 17 120 22 Bow Condor 2000 16 121 17 622 17 622 30 Bow Fortune 1999 37 395 40 619 40 619 47 Bow Master 1999 6 046 7 018 7 018 14 Bow Pilot 1999 6 008 7 005 7 005 14 Bow Sailor 1999 6 008 7 011 7 011 14 Bow Cecil 1998 37 369 40 515 33 236 47 Bow Flora 1998 37 369 40 515 33 236 47 Bow Balearia 1998 5 846 6 075 6 075 20 Bow Oceanic 1997 17 460 19 616 19 616 24 Bow Bracaria 1997 5 846 6 071 6 071 20 Bow Brasilia 1997 5 800 6 067 6 067 20 Bow Cardinal 1997 37 446 41 487 34 208 52 Bow Faith 1997 37 479 41 487 34 208 52 Bow Aratu 1997 13 843 15 834 15 834 29 Bow Querida 1996 10 106 11 181 11 181 18 Bow Cedar 1996 37 455 41 488 41 488 52 Bow Atlantic 1995 17 460 19 588 19 588 24 Bow Fagus 1995 37 375 41 608 34 329 52 Bow Clipper 1995 37 221 41 596 34 328 52 Bow Flower 1994 37 221 41 492 34 213 52 Bow Victor 1986 33 000 34 500 21 975 31

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TiME CHARTERED/POOL YEAR STAiNLESS NUMBER SHiP BUiLT DWT CBM STEEL, CBM OF TANkS

UACC Marah 2013 45 249 52 565 - 22 UACC Masafi 2012 45 352 52 565 - 22 Chemroad Hope 2011 33 552 37 161 37 161 18 RT Star 2011 26 199 27 912 27 912 18 SG Pegasus 2011 13 086 14 523 14 523 16 Southern Koala 2010 21 290 20 008 20 008 20 Stream Luna 2010 19 998 22 161 22 161 20 Bow Tone 2009 33 625 37 974 37 974 16 Bow Hector 2009 33 694 37 384 37 384 16 Southern Ibis 2009 19 905 22 158 22 158 20 Southern Jaguar 2009 19 997 22 157 22 157 20 Stream Mia 2008 19 702 22 094 22 094 26 Bow Sagami 2008 33 641 38 000 38 000 16 Bow Harmony 2008 33 619 38 052 38 052 16 Bow Kiso 2008 33 641 37 974 37 974 16 Bow Heron 2008 33 707 37 365 37 365 16 Celsius Mayfair 2007 19 999 21 714 21 714 20 Bow Fuji 2006 19 805 22 140 22 140 22 Celsius Manhattan 2006 19 807 22 143 22 143 22 Moyra 2005 19 806 22 838 22 838 18 Bow Sky² 2005 40 005 52 126 52 126 40 Bow Architect 2005 30 058 36 290 36 290 28 Celsius Monaco 2005 19 999 21 851 21 851 22 Celsius Mumbai 2005 19 993 22 186 22 186 22 Chembulk Sydney 2005 14 271 16 571 16 571 20 Celsius Miami 2005 19 991 22 192 22 192 22 Golden Top 2004 12 705 13 388 13 388 22 Chembulk Wellington 2004 14 312 15 591 15 591 20 Bow Asia² 2004 9 901 11 088 11 088 20 Bow Singapore² 2004 9 888 11 089 11 089 20 Bow Americas 2004 19 707 22 735 22 735 36 SG Friendship 2003 19 773 21 651 21 651 26 Bow Jubail² 1996 37 499 41 488 34 209 52 Bow Mekka² 1995 37 272 41 606 34 257 52 Bow Riyad² 1995 37 221 41 492 34 213 52 Bow Eagle 1988 24 728 32 347 19 662 25 JBU Sapphire³ 2009 19 860 22 144 22 144 16 JBU Opal³ 2009 19 865 22 129 22 129 16 JBU Onyx³ 2008 19 865 21 712 21 712 16

COMMERCiAL YEAR STAiNLESS NUMBER MANAgEMENT BUiLT DWT CBM STEEL, CBM OF TANkS

Northern Wolverine 2006 16 000 18 397 10 056 35 Northern Lynx 2003 16 533 18 397 10 056 35 Number of ships: 82 2 200 161 2 477 288 2 018 569 2 300

¹ Vessel beneficially owned through financial lease. ² Vessel on bare-boat charter. ³ Vessel on variable time charter/pool.

STAiNLESS NUMBER TANk TERMiNALS LOCATiON OWNERSHiP**) CBM STEEL, CBM OF TANkS

Odfjell Terminals (Rotterdam) BV Rotterdam, NL 51 % 1 636 100 32 550 281 Odfjell Terminals (Houston) Inc Houston, USA 51 % 331 334 82 033 100 Odfjell Terminals (Charleston) LLC Charleston, USA 51 % 79 491 - 9 Odfjell Terminals (Jiangyin) Co Ltd Jiangyin, China 28.05 % 99 800 30 000 22 Odfjell Terminals (Dalian) Ltd Dalian, China 25.5 % 119 750 18 350 51 Odfjell Terminals (Korea) Co Ltd Onsan, Korea 25.5 % 313 710 15 860 85 Oiltanking Odfjell Terminal Singapore Ltd Singapore 25.5 % 365 051 13 520 79 Oiltanking Odfjell Terminal & Co. LLC Sohar, Oman 15.17 % 1 294 780 - 66 Noord Natie Odfjell Terminals Antwerp, Belgium 12.75% 325 000 50 800 235 Exir Chemical Terminals PJSCO BIK, Iran 35 % 22 000 1 000 18 Vopak Terminal Ningbo Ltd Ningbo, China 12.5% 71 050 8 000 39

Total terminals 11 terminals 4 658 066 252 113 985

STAiNLESS ESTiMATEDPROJECTS AND EXPANSiONS LOCATiON OWNERSHiP**) CBM STEEL CBM COMPLETiON Odfjell Nangang Terminals (Tianjin) Co.,Ltd Tianjin, China 24.99% 137 800 7 000 Q4 2014 Noord Natie Odfjell Terminals Antwerp, Belgium 12.5% 25 000 - Q1 2014 Odfjell Terminals (Houston) Inc Houston, USA 51 % 47 970 30 800 Q2 2014/Q3 2015 Oiltanking Odfjell Terminal Singapore Ltd Singapore 25.5 % 12 000 0 Q1 2015 Odfjell Terminals (Quanzhou) Fujian Fujian, China 25.5% 184 000 - Q1 2016

Total expansion terminals 2 new terminals 406 770 37 800

TANk TERMiNALS STAiNLESS NUMBERPARTLY OWNED BY RELATED PARTiES*) LOCATiON CBM STEEL CBM OF TANkS

Depositos Quimicos Mineros S.A. Callao, Peru 52 980 1 600 43 Granel Quimica Ltda Santos I, Brazil 97 720 19 880 99 Granel Quimica Ltda Rio Grande, Brazil 61 150 2 900 32 Granel Quimica Ltda Sao Luis I, Brazil 75 710 - 35 Granel Quimica Ltda Ladario, Brazil 8 060 - 6 Granel Quimica Ltda Triunfo, Brazil 12 030 - 2 Granel Quimica Ltda Teresina, Brazil 7 640 - 6 Odfjell Terminals Tagsa S.A Buenos Aires, Argentina 38 826 530 56 Odfjell Terminals Tagsa S.A. Campana, Argentina 68 580 10 190 102 Terquim S.A. San Antonio, Chile 32 840 - 25 Terquim S.A. Mejillones, Chile 16 870 - 7 IMTT-Quebec Quebec, Canada 293 130 5 500 53 Total tank terminals partly owned by related parties 12 terminals 765 536 40 600 466

PROJECTS AND EXPANSiONS PARTLY OWNED BY RELATED PARTiES*) LOCATiON CBM COMPLETiON

Granel Quimica Ltda Aracruz, Brazil 30 000 - ready Q3 2015 Granel Quimica Ltda Santos II, Brazil 52 000 - ready Q4 2015 Granel Quimica Ltda Sao Luis II, Brazil 52 750 - ready Q3 2014 Terquim S.A. Mejillones, Chile 50 000 - ready Q3 2015 Granel Quimica Ltda Palmas, Brazil 10 000 - ready Q2 2014 Total expansion terminals partly owned by related parties 4 new terminals 194 750 -

Grand total (incl. related tank terminals partly owned by related parties) 23 terminals 5 423 602 292 713

*) Tank terminals and projects partly owned by Odfjell family. **) Odfjell SE's indirect ownership share

ON ORDER:CHEMiCAL TANkERS YARD DELiVERY DWT OWNER COMMENTS

Hyundai Mipo Dockyard., Ltd 2014 46 000 Odfjell " 2014 46 000 Odfjell " 2014 46 000 Odfjell " 2014 46 000 Odfjell

Number of newbuildings: 4 184 000

LPg/ETHYLENE CARRiERS YARD DELiVERY CBM OWNER COMMENTS

Nantong Sinopacific Offshore & Engineering Co., Ltd 2015 17 000 Odfjell Optional 2+2 " 2015 17 000 Odfjell " 2016 17 000 Odfjell " 2016 17 000 Odfjell

Number of newbuildings: 4 68 000

MAiN OFFiCE ODFJELL

Odfjell SE - Odfjell Tankers aS - Odfjell Gas aSconrad mohrsveg 29 P.o. Box 6101 Postterminalen5892 Bergen, norwaytel: +47 5527 0000fax: +47 5528 4741fax: +47 5527 9070 (chartering/operations)

MAiN OFFiCE DiViSiONS

Odfjell Terminals B.V.oude maasweg 6, P.o. Box 5010Harbour number 40403197 Kj rotterdam-Botlekthe netHerlandStel: +31 102 954 700fax: +31 102 954 719

Odfjell USa (houston) Inc.13100 Space center Blvd.Suite 600, Houston, tX 77059, uSatel: +1 713 844 2200fax: +1 713 844 2211

Odfjell Singapore Pte Ltd6 Shenton way, # 27-08/09 oue downtown 2SingaPore 068809tel: +65 6349 1300fax: +65 6224 2285

Odfjell Japan Ltdogawa Bldg. 8f2-2 uchikanda 1-chomechiyoda-ku, tokyo 101-0047, jaPantel: +81 3 3259 8555fax: +81 3 3259 8558

Odfjell Netherlands B.V.oude maasweg 6, P.o. Box 50103197 Xc rotterdam-Botlekthe netHerlandStel: +31 102 953 666fax: +31 102 953 668

Odfjell Brasil Ltdaav. Paulista 460 - 18 andarceP 01310-000 Sao Paulo SP, Braziltel: +55 11 3549 5800fax: +55 11 3549 5808

Odfjell ShanghaiSuite B, 13fHuamin empire Plaza728 yan an west roadchangning districtShanghai 200050, P.r. cHinatel: +86 21 5239 9469fax: +86 21 5239 9897

Odfjell argentina Saalicia moreau de justo 1960office no. 202 - Puerto madero1107 Buenos aires, argentinatel: +54 114 313 7837fax: +54 114 313 4619

Odfjell australia Pty LimitedSuite 4, level 1443 little collins StreetP.o.Box 1279melbourne Vic, 3001 auStraliatel: +61 3 9642 2210fax: +61 3 9642 2214

Odfjell India408 a everest grandemahakali caves road, andheri (east)mumbai 400093, indiatel: +91 22 6695 4701fax: +91 22 6695 4707

Odfjell Durban (Pty) Ltd 61 Bulwer road, glenwood P.o.Box 4045 durban 4021, SoutH africa tel.: +27 31 2770880 fax: +27 31 2770899

Odfjell Tankers aS, Korea Branchroom 1815 gwanghwamum officia Bldg.163 1-ga Shinmunnojongno-gu, Seoul, 110-999 SoutH Koreatel: +82 2 775 9760fax: +82 2 775 9761

Odfjell Korea Ltd.136, cheoyong-ri,onsan-eup, ulju-gunulsan 689-892, SoutH Koreatel: +82 52 227 5527fax: +82 52 227 5567

Odfjell chile LTDarosario norte 100, office 304las condesSantiagocHiletel: +56 2 2294700

Odfjell Philippines Inc.4th flr atlantis Beacon tower2315 leon guinto St. malate, manila 1004PHiliPPineStel: +6325280341fax: +6325262256

Odfjell (UK) Ltd14 Headfort Placelondon Sw1X 7dHunited Kingdomtel: +44 207 823 0605fax: +44 207 823 0606

Odfjell Peruav. enrique meiggs, 240urb. chacaritas,callao, Perutel: +51 1 614 0800fax: +51 1 614 0801

Odfjell Middle East JLT, Dubaiunits no, 2402-2404 Platinum towerjumeirah lake towersP.o.Box 75450, dubaiunited arab emiratestel: +971 4 426 9700fax: +971 4 426 9701

iNTERNATiONAL OFFiCES

Odfjell Singapore Pte Ltd6 Shenton way, # 27-08/09 oue downtown 2SingaPore 068809tel: +65 6349 1300fax: +65 6224 2285

Flumar Transportes de Quimicos e Gases Ltdaav. Paulista 460 - 18 andarceP 01310-000 Sao Paulo SP, Braziltel: +55 11 3549 5800fax: +55 11 3549 5807

Odfjell Tankers Europe aSconrad mohrs veg 29P.o.Box 6101 Postterminalen5892 Bergen, norwaytel: +47 5527 0000fax: +47 5527 9070

REgiONAL OFFiCES

TERMiNALS

Odfjell Terminals (houston) Inc.12211 Port roadSeabrook, tX 77586, uSatel: +1 713 844 2300fax: +1 713 844 2355

Odfjell Terminals (charleston) LLc1003 east montague avenuenorth charleston, South carolina 29405, uSatel: +1 843 714 6300fax: +1 843 714 6350

Odfjell Terminals (rotterdam) B.V.oude maasweg 6, P.o. Box 5010Harbour number 40403197 Kj rotterdam-Botlekthe netHerlandStel: +31 102 953 400fax: +31 104 384 679

Noord Natie Odfjell Terminals NVHaven 227-241Blauwe weg 442030 antwerp - Belgiumtel: +32 (0)3 543 99 00fax: +32 (0)3 543 99 38

Oiltanking Odfjell Terminals & co. Llc.P.o. Box 369Pc., 322 fajal al qubailSohar, Sultanate of omantel: +968 2670 0300fax: +968 2670 0306

Oiltanking Odfjell Terminal Singapore Pte Ltd1 Seraya avenueSingaPore 628208tel: +65 6473 1700fax: +65 6479 4500

Odfjell Terminals (Korea) co., Ltd136, cheoyong-rionsan-eup, ulju-gunulsan 689-892, SoutH Koreatel: +82 522 311 600fax: +82 522 376 636

Odfjell Terminals (Dalian) Ltdnew Porteconomy & technologydevelopment zone 116601, dalian P.r. cHinatel: +86 411 8759 5500fax: +86 411 8759 5549

Odfjell Terminals (Jiangyin) co., Ltd1314 west Binjiang roadShizhuangnew Harbour city, jiangyinjiangsu 214446, P.r. cHinatel: +86 510 8666 9111fax: +86 510 8666 9110

Odfjell Nangang Terminals (Tianjin) co., Ltd room d310, Section d office Building, Servicing area, teda (nan-gang industrial zone) tianjin 300280, P.r. cHina

Odfjell Terminals Quanzhou (Fujian) co., Ltd3rd floor, Xingtong Shipping tower, 6th Port St east, quangang district, quanzhou, fujian Province, 362800 P.r. china

Vopak Terminal Ningbo Ltd.no. 111 zhaobaoshan road, zhenhai districtningbo, P.r. cHina tel: +86 574 2769 5638fax: +86 574 8627 5931

Granel Quimica Ltdaav. Paulista 460, 18° andarceP 01310- 000 São Paulo, SPBraziltel: +55 11 3549 5800fax: +55 11 3549 5832

Tagsa S.aav. alicia moreau de justo 1960,piso 4 of. 4021107 Buenos airesargentinatel: +54 11 4001 9700fax: +54 11 4001 9701

Terquim S.amolo Sur S/nP.o. Box no 148, San antoniocHiletel: +56 35 21 1050fax: +56 35 21 1161

DQM S.aav. enrique meiggs, 240urb. chacaritas, callaoPeru tel: +51 1 614 0800fax: +51 1 614 0801

TANk TERMiNALS PARTLY OWNED BY RELATED PARTiES


3 nr.01/ 14 odfjell quarterly magazine congratulations! we are already two months into our 100 th...

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