highlights - Bernhard Schulte Shipmanagement · 2016. 9. 23. · breadth of shipping industry knowledge and experience that exists within his team. Within ‘One BSM’, we feature

highlightsIssue 3 | 2015

Mastering the waves

Life at Sea

Singapore: The lion continues to roar

Energy efficiency: Enhancing commercial performance

Training: Communication is key

highlights | Issue 3 | 2015

Contents

Norbert Aschmann – Managing EditorRobin Thuillier – EditorMaria Christodoulou – Deputy Editor

Ideas for stories or features? Contact us at: [email protected]

Editorial Team

1| Welcome

2| Interview: Giles Heimann

7| Latest news: • First joint venture vessel delivered to

BSM Cyprus• ICBC reception in Hamburg• The shipping world comes to Cyprus • BSM hosts ‘LNG as a Marine Fuel’ forum

at LISW• LNG as a fuel: The game changer• Interlink Priority takes BSM Hong

Kong to a half century• Key contract win for BSM• Customer Satisfaction Survey endorses

BSM performance

15| Training: Communication is key

18| Hanseatic Chartering: Understanding shipping

20| Customer focus: Trust Energy Resources

22| Singapore: The lion continues to roar

24| Energy efficiency: Enhancing commercial performance

27| Seafarer Portal: Welcome addition to PAL

28| Life at sea

30| One BSM:• Cadet of the Year • BSM Team Building and Sports

Fest 2015 • First Singaporean management

trainee sets sail • Bernhard Schulte joint team

building event • BSM supports victims of Myanmar

flooding

2|22| 24|

bs-shipmanagement.com


WelcomeOn behalf of the editorial team, I would again like to

extend a warm welcome to the latest edition of BSM Highlights which I trust our colleagues, customers and business partners will find interesting and informative.

The emphasis in this issue is on our seafarers and the critical role they play in delivering safe, reliable and efficient vessel operation to customers worldwide. We feature an interview with BSM’s HR Marine Director, Giles Heimann, who discusses the challenges faced industry-wide to ensure that seafarers feel valued and respected in the work they do, and the importance of effective communication in achieving this.

This is continued through an interview with one of BSM’s most experienced Masters, Captain Vivian Fernandes, whose career with BSM has spanned more than 25 years and stresses the importance of effective training in improving safety on board. This theme is further developed through an overview of the integrated approach taken to capability development by our Maritime Training Centre based in Manila.

The importance of energy efficiency from both a cost reduction and environmental perspective is addressed through an interview with BSM’s Corporate Fleet Manager responsible for this topic, Prakhar Singh Chandel, who outlines the Ship Energy Efficiency Management Plan (SEEMP) related work being undertaken across the fleet, together with examples of the benefits being achieved through seafarer engagement and the implementation of low cost solutions.

Singapore has gained a position in the global economy that few would have predicted 50 years ago and, in parallel, has developed into a world leading maritime centre. We interview Bob Maxwell, Managing Director of BSM Singapore, to gain an insight into the business growth

that is being achieved through the high level of specialised capabilities based in Singapore and the long standing customer relationships that have been established.

We are proud to provide an example of the work being undertaken with one of our Singapore based customers, Trust Energy Resources, that successfully supports the shipping of large quantities of coal from Indonesia and South Africa to the Indian sub-continent.

Hanseatic Chartering is BSM’s long-established, market leading Commercial Management, Chartering and Sale & Purchase business based in Limassol, Cyprus. In this edition, Managing Director, Michael Kanzantjis, outlines the benefits being delivered to customers through the breadth of shipping industry knowledge and experience that exists within his team.

Within ‘One BSM’, we feature a personal reflection from the first Singaporean to complete the Schulte Group’s Management Trainee Programme, Toh Ghim Liang, whose recruitment was supported through a partnership established with the Maritime Port Authority of Singapore.

We conclude this edition of Highlights with an article covering the Group’s first joint team building event for shore and sea-based colleagues which, in addition to being a memorable experience for the participants, raised a significant amount of money to support the valued work of the Seafarers UK charity.

We hope that you enjoy reading Highlights and welcome your feedback & comments.

1

Robin ThuillierDirector – Marketing and Business Development

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Interview

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Seafarers should be respected for the professional job they do – and, equally importantly, they need to

know that they are recognised and respected. That’s a big challenge not only for BSM but for the entire industry, says Giles Heimann.

As BSM’s new HR Marine Director, he clearly feels passionately about the importance of making seafarers feel valued and included. He says communication is a key to this goal – and equally critical to the retention of high-quality seafarers.

Giles, who was formerly CEO of the International Maritime Employers’ Council, and a seafarer himself, has joined BSM with a wealth of experience in the maritime HR sector.

However, he says, coming into BSM from the outside, with limited knowledge of the Company’s history and procedures, has been important in taking an objective view.

“I really came in with my eyes wide open and have been able to look at the Company and see how things are done. This was an opportunity to clarify in my own mind, not only the issues being faced by BSM, but also

those mirrored in the industry as a whole,” he says. “This is the first time I have worked for a shipmanager and the challenges are certainly different compared to those of a shipowner.

“With shipmanagement, the seafarers may be our employees but they are working on board our clients’ vessels. That is one of the biggest challenges and one that I am very keen to focus on – the inclusion of our seafarers as employees. Ninety percent of BSM’s total employees are out there on our customers’ vessels. We need to make sure that they feel part of the organisation.”

He says that the much-discussed seafarer shortage is, in reality, a shortage not in numbers but in quality. And quality seafarers, like everyone else, want to feel appreciated. Otherwise why would they stay? Seafarers, Giles emphasises, are not commodities – they are individuals with the same needs and requirements, from a personal perspective, as any other employee.

“In fact, we need to understand that the needs of seafarers are greater as they do not have the ‘home luxuries’ available on board ship that the majority of us take for granted. The pressure facing seafarers, both

Giles Heimann

I really came in with my eyes wide open and have been able to look at the Company and see how things are done“ ”

By Felicity Landon, Freelance Journalist

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personal and professional, can be much greater than sometimes we appreciate and the skill sets needed to be able to perform the functions required of our seafarers are certainly very complex; again from both personal and professional perspectives.”

On a personal basis, seafarers need to be resilient to the pressures of being away from home, family and friends for long periods, sometimes without the kind of contact (Facebook, Skype, daily telephone communication and so on) that shore-based personnel take for granted, he points out.

“Seafarers also need to be self-sufficient and of strong character to be able to deal with working in very small teams in a pressurised environment, working unusual hours in a structure that is constantly moving and potentially hazardous. And on top of the personal skill set, we require our seafarers to be professional and adaptable to new technology, systems and the ever-increasing requirements of new legislation, procedures and inspections.”

Professional seafarers who have worked on board ship for a long time should be given a high level of respect, he insists.

What then, would be his strategy? “Well, there are always going to be quick wins but we need a long-term strategy,” he says. “Just having this conversation now is a ‘quick win’ – in BSM Highlights we must ensure that we include seafarers rather than just focus on what we do in the office. It’s a simple objective but it sends a positive message – we do know you are there and we know you are doing an excellent and important job. Whether our seafarers are on board ship or home on leave, making them feel part of the organisation is important – and we can achieve that quickly and efficiently through good communication techniques.”

Another challenge for seafarers – and those supporting them – has been a slow but steady trend towards management from shore. That, says Giles, is a general issue in the industry. “As communication has improved, it has given us the opportunity to start micro-managing

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some very competent professional people,” he says. “This has been a gradual change over a long period of time.”

He remembers being at sea in the mid-1990s and receiving a message on board from the operations department ashore, instructing the vessel to alter course because of impending weather conditions, ‘weather routing’. “That was fairly frustrating – we were standing on the bridge and could see the weather conditions perfectly well ourselves. Indeed, we had all the information that this employee ashore had received – in fact more.”

It’s a contradiction, he says, to expect senior officers to be very well qualified and responsible, but then tell them how to do their job. “Ultimately, they are responsible for a significant investment (the ship), protecting the environment and taking care of people’s lives amongst other issues. That’s putting a huge amount of responsibility on their shoulders and I think the concern is that we are taking too much away from them at the same time. To a certain extent, that has detracted from one of the attractions of becoming a Senior Officer –

some feel they are no longer in charge of the vessel but subject to direction and instructions from onshore.”

There needs to be a balance, says Giles, who believes: “There is a need for shore to support, rather than direct, the seafarer.”

This is challenging for those onshore as well, he notes. Often we are talking about experienced former seafarers, “and it is a natural human instinct to think we can do a job better than anyone else, particularly if we are experienced”.

Traditionally, in the days of sail, the Master of a ship was ‘second only to God’ – and the responsibility extended to the crew who carried out the instructions of the Master, says Giles. But, as he says, the evolution of modern technology, especially satellite communications and email, means it is much easier for shore-side staff to intervene and for decisions that would only ever have been made on board, to now be made onshore and communicated to the ship as an instruction.

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The skills of seafarers as managers, leaders and professionals in their chosen sphere, be it operations,

engineering or even as a cook, are all eminently transferable“ ”

This, in turn, has led to a change in emphasis for shore-based skills. And here we have another key priority for Giles.

“One of the distinct advantages of a seagoing career is the opportunity to transfer that skill ashore,” he says. “The industry as a whole depends on former seafarers to make the transition into a number of roles, without which the industry would not be sustainable – not only in shipowners or shipmanagers but also in the wider field of marine pilots, surveyors, flag state authorities, legal organisations, consultants etc.

“The skills of seafarers as managers, leaders and professionals in their chosen sphere, be it operations, engineering or even as a cook, are all eminently transferable.”

Indeed, many seafarers have already made that transition to work ashore for BSM – and positions in BSM offices are advertised to all employees alike, so that sea staff have the opportunity to come ashore, says Giles. “And in some cases, specific positions are discussed with BSM’s Crew Management Centres to identify and approach suitable candidates to occupy shore-based positions.”

Quality seafarers are, then, much to be valued. But there’s another challenge – it’s one thing to choose the best and offer the best training, but how then, can we retain them?

Retention is an ideal that all companies aspire to, says Giles – and, he says, there is no difference between keeping sea staff and keeping shore staff. “It is clear that pay is not the only driving factor behind retention. In order to retain employees, there needs to be a careful balancing act between a variety of items. As

well as providing ‘fair pay’, we need to consider welfare arrangements, medical programmes, insurance and pension arrangements, family support, career development opportunities, safe working environments, recognition and respect; to name but a few.”

“Perhaps one of the most important tools for retention is to accept the natural requirement of all humans; the need for security in terms of both self and job. “It is only through providing a package of all these factors, and more, that a company can hope to retain its employees. For seafarers specifically, we need to consider lengths of contracts, opportunity for development on different vessels and various trades/routes, as well as communication and empowerment.”

However, there is no single solution: people’s priorities change depending on their circumstances, he says. A younger individual may not be terribly interested in pension arrangements or family support and would rather see ‘the colour of the money’ – but as he or she progresses through their career and life, that attitude is likely to change and these factors become much more important.”

And finally? It is generally human nature to want to be ‘part of’ something, a business or organisation, and to feel valued and a contributor to success, says Giles – bringing us back full circle. “Sometimes this is hard to achieve for staff serving on board vessels, who are remote from the business carried out in the office. We need to provide that feeling of ‘belonging’ to our company and of involvement and responsibility in the successes (and failures) that the larger organisation experiences, and to provide the respect due for their contributions.”


7

Latest newsFirst joint venture vessel

delivered to BSM Cyprus

BSM Cyprus recently welcomed Meridian to its fleet, the first of four 2,339 TEU newbuild container

vessels that will join BSM Cyprus management before the end of the year.

The four vessels - Meridian, Mariner, Minerva and Majestic - are part of a 12 vessel container ship newbuilding programme, a joint venture between Bernhard Schulte and J.P.Morgan’s Global Investment Fund, supervised by Schulte Marine Concept.

The naming ceremony for the four vessels took place on July 1st at the Yangfan Shipyard at Zhujiajian in China. It was attended by representatives from the Schulte Group, J.P. Morgan, Global Maritime, Schulte Marine Concept, Yangfan Shipyard and the China Classification Society. Representing the Schulte Group were Johann Schulte, Stefan Glaebe, Alvin Wang, Allen Shao and Dongqing He, with Esther Schulte undertaking the role of Godmother of the Meridian. Arthur McWhinnie, Managing Director of BSM Cyprus, represented BSM.

Latest news

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ICBC reception in Hamburg

T he Industrial Commercial Bank of China (ICBC) recently opened a new office in Hamburg on

June 25th 2015 – the same city where the main office of Bernhard Schulte is located. ICBC was ranked by Forbes as the world’s largest public company and also has the highest total assets of any bank in the world. Hamburg is considered to be “the economic centre of Northern Europe”, according to the Managing Director of ICBC’s Frankfurt branch, Chen Fei; a comment which demonstrates that it is indeed a major hub for economic and maritime activities, giving it a particular advantage to those in the shipping industry.

The ICBC delegation, which included its Chairman, paid a visit (the only visit in their programme) to the Bernhard Schulte office in order to share views, sign cooperation agreements and exchange symbolic gifts. Thereafter, the official opening of the branch was accompanied by a reception attended by Senior Executives of ICBC; the Mayor of Hamburg, Mr Olaf Scholz; the Chairman of Bernhard Schulte, Dr Heinrich Schulte; and the CEO, Mr Ian Beveridge, amongst many other major players in the financial sector of the city of Hamburg.

The branch opening was a big step forward for the main port of Europe as well as for ICBC, as the city plays a key role in terms of proximity to their customers in Northern Europe, particularly in the maritime industry.

The Port of Hamburg handles approximately 2.7 million containers with China being the most important trading partner of the city. ICBC realises the strategic importance of the location and this latest move shows strong commitment, on its part, to assist in the growth of the maritime industry.

The move also comes as a welcome development for the Schulte Group and will further strengthen an already close relationship with ICBC. “We have always valued our relationship with ICBC, and its subsidiary ICBC Leasing, and expect that the opening of a new branch in such close proximity to our office in Hamburg, will result in the two of us working together on further projects in the near future,” said Ian Beveridge.

“Currently, we are working with ICBC Leasing on a project involving two Service Operation Vessels (SOVs).”

ICBC Leasing has been a long standing partner with the Schulte Group for many years. They have worked on investments together in different asset classes. The Schulte Group has also been providing a variety of maritime services, including shipmanagement. ICBC Leasing has recently committed to expand its shipping portfolio further, with a strategic focus on large container vessels and bulk carriers.

Latest news


Mr Cong Lin, CEO of ICBC Financial Leasing Co. Ltd. (to the left) and Mr Ian Beveridge, CEO of Bernhard Schulte

Latest news

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The shipping world comes to Cyprus

This year’s Maritime Cyprus Conference, which took place in September, provided the perfect

opportunity for BSM Cyprus to share a good news story with the world of shipping. Having reported a 20% increase in the number of vessels under its management over the last year, BSM’s participation in this year’s event, themed “Shipping: Game Change”, could not have been better timed.

BSM welcomed visitors to its stand in the exhibition hall, and used the forum as an opportunity to engage with key figures in the industry from around the world.

The Maritime Cyprus Conference takes place every two years and is organised by Cyprus’s Ministry of Communications and Works; the Department of Merchant Shipping; the Cyprus Shipping Chamber and the Cyprus Union of Shipowners. It is known for the high calibre of its speakers and the large number of shipping executives attending the Conference – with a record of over 800 attendees this year.

Arthur McWhinnie, Managing Director of BSM Cyprus, said: “With such a large number of important decision makers attending the event this year, the decision to once again take a stand in the exhibition hall proved to be a wise one. I’m sure those members of the BSM Cyprus team that ran the stand will agree that

while busy – and very hard on the feet – the four days provided an invaluable opportunity to meet and build relationships with contacts both old and new, and to really show the face of BSM in Cyprus.

“The increasing number of companies moving to be based in Cyprus reflects the island’s strong economic and geographical position. Cyprus provides all the benefits of being in Europe as well as having close ties to the three continents on its doorstep.”

Arthur McWhinnie is an active member of the board of the Cyprus Shipping Chamber and the Cyprus Marine Environment Protection Association. He is proud of the role BSM has played in developing Cyprus’s role as a gateway to Europe and the Middle East. “Having been the first entrant in the shipmanagement sector in Cyprus, BSM has not only established a presence in this market since 1972, but has been instrumental in helping develop the island as a leading shipmanagement hub both regionally and globally.”

“The growth in the number of ships that BSM manages is a strong endorsement of our focus on providing high quality shipmanagement services, established reputation and prominent position within the industry.”

Sebastian Graf von Hardenberg, Chief Financial Officer; Captain Norbert Aschmann, BSM CEO; Robin Thuillier, Director of Marketing and Business Development; and Arthur McWhinnie, Managing Director – BSM Cyprus

Latest news

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BSM hosts ‘LNG as a Marine

Fuel’ forum at LISW

BSM highlighted the constraints and solutions surrounding the use of LNG as a marine fuel

at a hosted industry forum, ‘LNG as a Marine Fuel: Addressing the Challenges’, during September as part of London International Shipping Week (LISW).

The event was attended by close to 100 delegates, which included shipowners, equipment manufacturers, brokers and the press. Chaired by Chris Clucas, Corporate Expert - Liquefied Gas for BSM and the President of the Society for Gas as a Marine Fuel (SGMF), the forum explored the commercial and environmental advantages of using LNG as a fuel, challenges associated with increasing adoption and implications for the future.

Joining the session were prominent industry personnel: Mark Bell, General Manager of the Society for Gas as a Marine Fuel (SGMF); Mats Fagerberg, Partner at Affinity Shipping LLP; John Grant, General Manager for Wartsila UK Ltd and John Eltringham, Project Director at BSM.

Addressing bunker supply challenges, John Eltringham gave an overview of the work undertaken in partnership with BMT Triton and Babcock LGE to develop an

innovative Gas Supply Vessel that will support LNG fuelled ships, and enhance the delivery of gas to small onshore facilities and large off-pipe consumers.

The panel, moderated by Karen Thomas, Editor of LNG World Shipping, looked at first mover advantage,


The panel moderated by Karen Thomas

Chris Clucas, Corporate Expert – Liquefied Gas

Latest news

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LNG as a fuel: The game changer


The innovative Gas Fuel Supply Vessel design was highlighted during a presentation given by Angus Campbell, Managing Director of BSM UK, at the recent Gastech conference in Singapore. Addressing delegates, Mr Campbell said the move to LNG as a fuel was a game changer “that cannot be ignored”.

He added: “Independent industry predictions indicate that the use of LNG as a bunker fuel offers opportunities for early movers to secure a market leading position ashore and afloat, and global LNG fuelling will become a mainstream option.”

economies of scale and the impact of regulation and oil prices on the commercial viability of using LNG as a marine fuel.

Captain Norbert Aschmann, Chief Executive Officer of BSM, who was in attendance said: “The strong participation and quality debate we experienced demonstrates that there is active engagement on this topic, despite the relatively slow uptake of LNG as a fuel over recent years.”

As a bronze sponsor of LISW, BSM was well placed to make the most of the many opportunities available during the week. Captain Aschmann featured as a key speaker at the International Shipowning and Shipmanagement Summit also held during the week, while members of the management team supported a number of other informative events.

John Eltringham, Project Director

Latest news

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F ollowing the recent taking on of Interlink Priority, BSM’s Hong Kong Ship Management Centre has

reached the key milestone of operating 50 vessels under full management.

In less than five years, the BSM Hong Kong team has increased its fleet from 10 fully managed vessels to 50, while maintaining the portfolio of crew managed vessels.

“For BSM Hong Kong to reach the landmark figure of 50 vessels under full management within such a short period of time is a remarkable and impressive achievement. This year alone has seen the addition of 18 vessels to the Hong Kong fleet,” said Captain Norbert Aschmann, CEO of BSM.

Captain Firoze Mirza, Managing Director of the Hong Kong Ship Management Centre, acknowledges that

this success is down to building excellent relationships with BSM’s customers. “Flawless takeovers and a commitment to safe, efficient vessel operation - delivered through the joint efforts, professionalism and dedication of the seafaring and shore-based teams involved - have been key factors in securing the sustained growth of BSM Hong Kong’s managed fleet. The team is now aiming to expand BSM’s fleet even further, building on the trust placed in us by our customers and a continued focus on providing shipmanagement services of the highest quality”.

As one of BSM’s first full service centres incorporated in 1981, BSM Hong Kong is ideally placed to take advantage of the country’s key role as a global maritime centre.

Interlink Priority takes BSM

Hong Kong to a half century

Latest news


Latest newsLatest news

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Key contract win for BSM


BSM secured a significant contract last month when BSM Germany was awarded full management of

six container ships on behalf of Maersk Line, the world’s largest container shipping company. The vessels, which range in size from 2,500 TEU to 11,000 TEU, will be managed from Hamburg over the next five years.

This is the first time that Maersk Line has outsourced management of its vessels and aims to learn from industry best practice by benchmarking its own operations against the performance of a high quality third party shipmanager. With over 25 years of experience in managing container vessels, BSM was selected following an extensive shortlisting process based on stringent criteria.

Captain Norbert Aschmann, BSM CEO, sees the contract as a key milestone. “We are proud to have been awarded this contract by Maersk in line with its aim to continuously improve management of its fleet.

“This is a significant vote of confidence in BSM and reflects our commitment to safety, operational efficiency and transparency with an emphasis on the achievement of key performance indicators agreed with our business partners,” he said.

BSM will be responsible for all aspects of management of the ships including crewing, technical operations, safety performance, environmental performance and energy efficiency.

This is a significant vote of confidence in BSM and reflects our commitment to safety,

operational efficiency and transparency“ ”Captain Norbert Aschmann, BSM CEO

Latest news

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During the summer, BSM undertook a customer satisfaction survey focused on key

decision making criteria used in the selection of a shipmanagement service provider and understanding our performance relative to these.

The results were very encouraging and supportive of the actions being taken to continuously improve and deliver the highest levels of service to our customers.

Key highlights, underpinning an overall 80% level of satisfaction, were the vast majority of respondents answering that service quality had remained good or improved during the past two years and consequently willing to recommend BSM to other companies considering third party shipmanagement.

Equally pleasing were the results from an internal employee survey undertaken in parallel, which demonstrated a strong correlation with the ranking of key decision making criteria made by our customers, and a good understanding of how we were viewed to be performing against these.

We are grateful for the time taken by customers to complete the survey and are communicating the results throughout BSM to ensure we remain focused on delivering further performance improvement commensurate with the high standards that we seek to achieve.

Customer Satisfaction Survey

endorses BSM performance

Latest news


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Industry-wide analysis shows that nearly 80% of incidents on board ships are due to human error.

Investing in training would seem to be an obvious response – but simply throwing money at ‘general’ training without considering specific needs or analysing the real results of that training is not the solution.

At BSM, the approach is far more specific – not only is the focus on high-quality training, but the training it carries out is constantly under review and uniquely adjusted and tailored to meet the changing needs of the workforce, thanks to the close collaboration between BSM’s Maritime Training Centres (MTCs) and Ship Management Centres (SMCs).

“There is constant interaction between ourselves and the SMCs,” said Captain Joseph Raluta, Director, BSM Maritime Training Centre, Philippines. “A close relationship between our two operations is absolutely essential for the smooth delivery of safe, efficient and reliable ship operation to our customers.”

This cross-pollination between MTCs and SMCs depends on a very good flow of communication, he pointed out. “We have an excellent feedback channel between SMCs and the training centres. Also, feedback from our shipowners and operators through the SMCs is crucial – this provides us with information on performance; incidents or accidents on board; and anything else that needs to be emphasised.”

This communication flow doesn’t only include safety-critical issues. For example, a report came in recently about an issue with a vessel that had Korean officers on board and a Filipino cook: “We would have expected the cook to know how to prepare Korean food, but he simply didn’t. This feedback clearly highlighted a need for onboard training and so we sent our international chef on board the vessel to update the cook’s skills and ensure the satisfaction of the crew on board.

“The feedback we get from the SMCs then enables us to take the next step and assess how successful a training module has been, and so help us to plan and develop our broader training curriculum.”

Captain Manu Dhaul, Human Resource Manager (Marine) at BSM Singapore, said: “Human error is involved in such a large amount of incidents. And if you drill down, that human error is either skill-related or communication-related: people either lack skill or knowledge; or people are not talking to each other. If they lack the knowledge, that’s where the MTC comes in. And if the problem is with communication then we have to look at processes and procedures - good communication is a big challenge, both across the industry and across the world.”

Joseph also makes full use of the quarterly reports he receives from the LPSQ (Loss Prevention Safety Quality) team. “These assist me greatly when it comes to incidents or accidents as they capture data from the performance of seafarers on board. Even if a seafarer suffers something as minor as a cut during mooring operations, we can adjust our training to put an emphasis on preventing a repeat of the incident.

“By monitoring incidents, however small, we can introduce, update or step up training - responding where our analysis is highlighting concerns.”

A key piece in this collaborative jigsaw is detailed analysis of any incident that takes place on board, he said. “Just like the black box on an aircraft, we have a voice data recorder on the ship. We work with a specialist company in Singapore which can use the data to recreate the incident as it occurred; we then share that with our Maritime Training Schools (MTCs) and Crew Service Centres (CSCs) so that lessons are learned. The trainers can then analyse the incident during training sessions

Communication is keyBSM’s Maritime Training Centres and Ship Management Centres have a history of working in harmony to deliver best-in-class training to develop exceptionally skilled personnel.

Training

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and by recreating the scenario, we can incorporate the relevant safety management training on the simulator.”

Manu was keen to explain the benefits of having in-house training capability, rather than relying on external training.

“First of all, you have complete control over quality of the training provided,” he said. “Secondly, you can have training tailored precisely to your requirements. For example, we might receive reports that a certain type of incident is happening on a particular type of vessel in the fleet. Or perhaps there is a new type of vessel coming in, for which we might feel our people don’t have all of the confidence and experience they need. We can then tailor-make a course for that vessel type. An external institution is unlikely to be this responsive.”

As a specific example, Manu described the case of a Chief Officer in line for promotion. “We checked his knowledge levels and found there were some gaps in his ship handling and manoeuvring knowledge. The next time he joined us on a course, Joseph Raluta worked very closely with him monitoring and providing specific

feedback as to where he needed special training. We couldn’t have done that with an external training provider.”

Another example: in Ship-to-Ship (STS) transfer operations there had been a couple of incidents in one of the fleets. In response, a tailor-made course was created at the Manila MTC. “Since that course was launched, there have been no STS-related incidents in that fleet,” said Manu.

Yes, he said, there are instances where BSM will need to turn to external trainers for support. “Sometimes, we need a specific course, and we will find that specialist expertise externally.”

What makes BSM’s training programme stand out? There are a number of answers to this question. It’s no secret that the shipping industry is going through challenging financial times right now – and that, said Manu, means that owners are focused more than ever on cost.

“Owners wish to have well-trained crew but at the same time they don’t want that training to cost too much. That is where scale becomes important, with

It’s the amount of money we spend on training and our commitment to

it that really sets BSM apart“ ”

Training

17


BSM’s significant investment on training every year translating into an affordable cost on a ‘per crew’ basis. A small manager is simply not able to do this.

“We also have our own state-of-the-art simulators and highly experienced instructors hired permanently as staff.”

Another concern for many owners is that they prefer to have the same set of crew, said Manu. “If an owner has fewer vessels, we can rotate the crew on a similar vessel with two or three different owners – so that each owner will continue to get experienced crew for their types of vessels, despite not having a large fleet to manage.

“It’s the amount of money we spend on training and our commitment to it that really sets BSM apart. And added to that, transparency – financially and incident-wise – is one of our great strengths. If you are transparent, your pursuit of quality and excellence is easier.”

Equally important, said Manu, is the regular flow of visitors from the SMCs to MTCs. “We audit the courses; one of our main superintendents will go to

Manila, participate in some courses and give feedback where they could improve. That’s invaluable; the SMC team are right here in the field, we know how industry expectations are changing, so in this way the courses can be continuously improved through the input of people on the job.”

Joseph Raluta said: “Here in the Philippines, I believe we have some of the most advanced training equipment in the industry right now. Our training goes beyond STCW requirements and is far above the minimum requirements. In November, we will be opening a state-of-the-art mooring facility in Subic Bay enabling hands-on, practical training, which fully complements our new bridge and engine room simulators to provide skills training outside actual vessel operation. We have a reputation for high-quality crew and that doesn’t happen by accident. Having the SMCs so closely involved in specific training makes the whole programme more interactive. And we will continue to reap the benefit of that in the future.”

Training

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Hanseatic Chartering:

Understanding shipping

When asked, Michael Kazantjis, Managing Director of Hanseatic Chartering Ltd, is clear as

to why his business continues to maintain its leadership in commercial management, chartering and Sale & Purchase. “It is all about understanding shipping – and understanding the client’s needs,” he says. “We help our customers increase their business competitiveness, and thus achieve their business objectives.”

This seems a simple answer, but of course there is a lot more going on behind the scenes at Hanseatic Chartering; and an in-depth knowledge of the market has been driving the Company forward since it was established in Cyprus nearly four decades ago.

Its origins actually go back to 1972, when Hanseatic Ship Management Co. Ltd was set up in Limassol by four shareholders, including Bernhard Schulte. Three of them subsequently withdrew and, by 1988, Bernhard Schulte became the sole shareholder. Today’s Hanseatic Chartering Ltd was incorporated in 1976 to provide commercial management services and the rest – as they say – is history.

“We are basically an independent company within the BSM Group which provides our shareholders and also third party clients with commercial management services, chartering and Sale & Purchase,” says Michael.

Unsurprisingly, BSM and Hanseatic Chartering share many of the same customers, with obvious advantages

for the client, he adds. “If BSM is providing crew or full management and we are providing the commercial management, there are clear synergies and crossovers, in that we are providing the full package to the client. It is very much teamwork. Yes, we have separate contracts, but the client will know that we are one group of companies. In essence, we are talking about two trusted names, with the same philosophy and approach, an important element which adds value to our customers.”

Hanseatic Chartering also provides commercial management for clients who have their technical management covered by a different company. In this case, says Michael: “We would work with the other technical manager in the same way as we would with BSM. Equally, we provide chartering and Sale & Purchase services for third party clients with no relationship to BSM.

“We are delighted to say, however, that whatever the profile of an individual customer, we pride ourselves on the fact that our customer relationships are almost invariably long-term, with customers returning to us again and again.”

What differentiates Hanseatic Chartering in what is, after all, a highly competitive market? Michael doesn’t hesitate. “A lot of commercial managers specialise in only one type of vessel but we have expertise in handling all types. At present we are managing about 80 vessels – including container, bulk, LPG, product/ chemical tankers, and crude oil tankers. And if we do

19


have any particular questions, we can tap into BSM’s worldwide network of offices and experts for technical and marine support. We also have our external contacts, of course – in chartering, you can’t survive without that.”

By its very nature, the Sale & Purchase side of the business is ‘less routine’: to date, Hanseatic Chartering has brokered the sale of six vessels this year. It has also been deeply involved in the Sale & Purchase decision making process for other potential deals that didn’t reach a conclusion, often because Hanseatic Chartering’s advice to its clients was that there were alternative and better options during the current market. When asked what he believes to be the major factor driving owners to Hanseatic when taking vital decisions for the acquisition or disposal of assets, Michael believes the answer is clear: intelligence. “We do get asked regularly for our opinion,” says Michael.

“We have our contacts to source information and if, for example, we have a client in the tanker market, we are sure to keep ahead of developments in that sector so that we can advise whether they should continue with a charter. We can offer them different options; depending on whether the market is going up or down, and, depending on our estimation of what is going to happen in the future, we may advise longer or shorter charter

periods. Our clients consider our input very seriously – but of course, they will do their own homework too!”

In the commercial management arena, customers rely on Hanseatic to manage day-to-day matters including charter party disputes, cargo claims and associated arbitration procedures. “They trust us to do a good job and we only report to them on the really important matters. Because they don’t have to be ‘hands-on’ themselves, they can concentrate on developing their business, investment strategies, etc. And we also provide information to help them with their development decisions.”

Michael leads a team of 11 in Hanseatic Chartering’s Cyprus office. The Company is poised for an important expansion, with plans to open an office in Singapore which will provide easier access to new and existing contacts within a different time zone.

As for future plans, he says: “Our commercial management sector is well developed. While we would like to expand this further, we particularly want to grow our chartering and Sale & Purchase activities where there is big potential for further development. The shipping market is, of course, very challenging and volatile at the moment but we are confident that we will achieve further growth.

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Customer focus: Trust

Energy Resources

Tata Power transported 12 million tonnes of Indonesian and South African coal last year

21


T rust Energy Resources’ mission is clear: to provide sustainable, long-

term supply chain solutions for India’s largest integrated power company, Tata Power.

The BSM customer, established as a wholly owned subsidiary of Tata Power in 2008, operates a fleet of vessels which transported 12 million tonnes of Indonesian and South African coal to the Indian sub-continent last year.

While most of its fleet is on long-term time charter, Singapore-based Trust Energy operates two of its own Capesize vessels and has a third such bulk carrier under construction in China due for delivery in 2016.

Five years ago, BSM’s Singapore Ship Management Centre was appointed as manager for the two existing Capesize carriers and the partnership has gone from strength to strength ever since, with both companies building up a close working relationship.

“The services we provide allow Trust Energy to focus on the commercial aspects of their business,” said Capt Raymond Peter, Deputy Managing Director of BSM Singapore.

“As both companies are based in Singapore, we have found it easier to forge a close relationship. We meet every month, but also see each other formally and informally where company representatives will often get together to discuss ideas to continually improve the way the ships are managed. We like to think we are not just service providers, but also friends.

Capt Peter added: “As with all BSM customers, it is essential that the ships are managed to the highest level possible, especially when it comes to critical aspects such as how planned maintenance is carried out. Trust Energy was one of the first shipowners

to adopt our Planned Maintenance System (PMS) and has contributed valuable feedback which helped us to make sure the system was effective.”

This was a view echoed by Sagi Varma, Vice President Operations at Trust Energy Resources, who said that both his company and the parent Tata Group choose their service providers carefully.

“We chose BSM because of its flexibility and desire to meet all our requirements and expectations, something we really cherish. We embraced BSM’s willingness to work with key performance indicators (KPI) on an on-going basis, to monitor quality and levels of service.”

Tata believes in this collaborative approach, stressed Mr Varma. “Working with our suppliers in a collaborative manner to fine tune operations is important for the relationship to develop. It is not that we just demand something from the BSM team; we integrate with them, engage with them and come out of the discussions with a collaborative solution which should work out well for both of us.”

Singapore’s shipping-supportive Government, and the Island state’s role as an international maritime centre has made it the ideal location for Trust Energy and BSM to be based and develop their strong working relationship. “The Singapore Government’s approach is similar to the way we treat our suppliers as partners – Singapore is very flexible, friendly and proactive,” said Mr Varma.

And what of the future?

As Mr Varma concluded, the company’s growth seems inevitable: “India is a growing economy and Tata Power has very ambitious plans to extend its activities and logistics, including providing supply chain solutions.”

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Singapore: The lion

continues to roar

Singapore has gained a position in the global economy few would have predicted 50 years ago

when the country became independent. Strategically located on the trade route between Europe and Asia, Singapore is home to the world’s busiest transhipment port, handling a fifth of the world’s shipping containers and half of the world’s supply of crude oil annually.

The growth of Singapore as an international maritime centre is evident through the spread of shipping expertise within its shores. BSM is a leading player within the Singapore and South East Asian shipmanagement industry, putting its close proximity to shipowning clusters in the region to good use.

BSM was one of the first international shipmanagers to see the opportunities in Singapore, establishing a base there 15 years ago in 2000. Bob Maxwell took up the role of Managing Director of BSM Singapore in September 2014: “We’re now the largest Ship Management Centre within the Company managing over 75 ships, mainly for customers in Asia. Our customer profile ranges from traditional shipowners through investment houses to shore-based industrials moving into the shipping field. They all have their individual priorities and we tailor our services to suit accordingly.”

He emphasises the importance of customer loyalty: “I think one of the outstanding things is how long some of our customers have been with us. Owners such as Koyo Kaiun and Kokuka Sangyo, for example, have been with us for many years.”

BSM Singapore has clients in Singapore, Indonesia, Thailand, Malaysia, Japan, Hong Kong and as far afield as the USA while Asian crewing resources cover the Philippines, Myanmar, Indonesia and India. It is, however, the expanding regional economies such as Indonesia, Thailand, Malaysia and Vietnam, where Bob is seeing the most growth potential.

“Previously, BSM Singapore had a reputation as a tanker centric management centre but in recent years its depth of experience has led to a significant rise in the number of large container ships, gas carriers and bulk carriers within the fleet,” explains Bob. “There is currently a particular focus in the LNG carrier sector, which, despite its current difficulties is an area we see as having good growth potential as the demand for clean energy in Asia grows.”

“Certainly BSM has proven skills in the management of gas carriers. As far as running this type of ship is concerned, the crew, manpower and expertise have

23


been with us for a long time so it’s relatively easy to scale up.”

Management capability in the chemical tanker market is essential for any Singapore shipmanagement company due to the extensive development of Jurong Island, creating a global chemical hub and attracting many of the world’s leading energy and chemical companies. “Two thirds of the vessels we run in the fleet are in the petro-chemical sector,” explains Bob Maxwell. ”We have established BSM Singapore as a centre of excellence within BSM for the management of petro-chemical vessels in Asia.”

And business is growing. “As well as seeing an increase in enquiries for chemical tankers we are also seeing interest in small product tankers, larger vessels and FSOs,” he added.

This increase in business is directly related to the high level of specialist competency within the Singapore Ship Management Centre, with a group average rating for Tanker Management and Self-Assessment (TMSA) of 3.39, verified during the Oil Majors’ annual management reviews.

“In Singapore we are committed to our core values of safe, efficient and environmentally friendly operation,

says Bob. In the ever-more complicated and regulated environment that we and our crews work in, we recognise the necessity to fully support our seafarers with education and training, and run in-house training for shore staff to ensure that they are fully aware of the stresses and strains faced by colleagues at sea.”

Singapore has recently taken the lead in BSM’s Voyage Data Recorder project, which analyses and audits navigation operations and procedures to highlight potential problem areas. Bob explains that this information is then fed through to the Maritime Training Centres (MTCs):” The data is incorporated into the training that they carry out – simulator programmes can be adjusted and key lessons to be learned can be incorporated into the course content.

“At the heart of our activities is our internally developed integrated shipmanagement software, PAL, which enables BSM to manage its business more efficiently, while at the same time staying close to the needs of our customers and employees.”

“Without doubt Singapore is a hub of activity both within the global shipping industry and BSM. I am proud to be a part of it.”

Energy efficiency: far more than just a regulatory requirement, it’s a topic that takes centre stage

for all responsible shipowners and operators. And it’s a topic closely aligned to reputation and, therefore, an operator’s commercial standing.

For many shipowners, the quest for energy efficiency has also led to some high-cost decisions – but it doesn’t always have to be that way. By taking a creative and integrated approach BSM is delivering best-practice projects which do not necessarily need to be capital-intensive. Those projects range from installing LED lighting on board vessels to comprehensive training of personnel at all levels.

With lower fuel prices, it might be tempting to consider energy efficiency as a lower priority. However, Prakhar Singh Chandel, Corporate Fleet Manager (Energy Efficiency) said: “The fuel price may have been dropping but environmental legislation becomes ever stricter. Ships are forced to use more distillate fuels in emission control areas – and those fuels are very expensive. There is still a heavy emphasis on energy efficiency because vessels’ carbon footprint, SOX and NOX emissions are being monitored very closely by governments.

“And everything is being monitored internationally. RightShip, the ship vetting website favoured by potential charterers and customers, gives ratings for the environmental impact of a vessel; if you are not using good quality fuel or do not have enough energy

efficiency measures in place, your rating drops and this has an impact on your commercial standing.

“I am responsible for maintaining and improving our ratings on RightShip. Almost every ship is rated on this site; it is one of the most respected ratings agencies in the world and very important for us.”

Information Technology plays an important role in BSM’s wide range of measures for achieving energy efficiency. The Voyage Module software, which captures and analyses a ship’s performance to highlight areas for improvement, has been installed on 46 BSM vessels so far – “and we intend to cover the entire fleet”, said Prakhar. “Voyage Module not only reduces paperwork but also gives us the tools to analyse voyage planning, engine performance and weather impact. It is a very user-friendly system.”

On the hardware side, low-cost solutions implemented by BSM include the installation of LED lighting, torsion meters and VFD (variable frequency drives).

The return on investment (ROI) for LED lighting is less than a year and installation can be carried out while a ship is in operation, pointed out Prakhar. “We have worked with a lot of vendors across the globe to keep LED costs low. The other investment that is delivering very well is VFDs. The start-up of some onboard equipment can use eight to nine times the level of normal energy required for that equipment

Energy efficiency:

Enhancing commercial

performance

24


25



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and sometimes you even need to run a second generator to allow for this. Installing VFDs can save up to 40% of energy and, again, ROI is less than a year.”

In line with regulatory requirements, BSM has a comprehensive Ship Energy Efficiency Management Plan (SEEMP) in place for each vessel in the fleet. Each SEEMP is ship-specific and must be audited every year and critical to the programme is BSM’s comprehensive Monitoring, Reporting, Review (MRV) procedure.

“Our MRV process is very important,” said Prakhar. “It is voluntary but we take it very seriously. We have 350 ships under technical management and 600 in total management and we need to have people qualified internally to take care of it. So we have trained all of our Superintendents – 180 in total, technical and marine – as ISO 15001 auditors, to audit ships’ SEEMPs. This training took almost 18 months. The MRV process is now in its third year. All of this has required a lot of training and investment. But it clearly gives us a competitive edge in the market.”

In 2014, MRV became the full focus of Prakhar’s team. “So now I monitor all the vessels very carefully to identify opportunities for further improvement in addition to analysing market, economic and environmental related developments.”

BSM has also introduced Best Management Practices for crews – all are attending special training courses on environmental efficiency on board. “Education and training are vital,” he said. “It helps so much.”

And the energy efficiency message, it has to be said, is spreading. “The seafarers are very receptive to the concept – for example, switching off lights. We have heard examples of our seafarers installing VFDs and LED lighting at home, and comparing experiences.”

As well as its own energy efficiency measures, BSM works closely with its charterers, many of whom have their own fuel saving programmes. “We make sure we train the Masters so they are familiar with the charterer’s or operator’s software,” said Prakhar. Proactivity is the key.

Meanwhile, BSM continues to explore other opportunities such as hull cleaning to minimise resistance and increase fuel efficiency, fine-tuning and eliminating leakages on main and auxiliary engines, weather routing, slow steaming, and trim and ballast optimisation.

And looking ahead? Two things are certain, said Prakhar: implementation of the global 0.5% sulphur cap on marine fuel and ever more stringent environmental requirements across the board.

“By 2020, the sulphur content of fuel across the globe will be limited, along with huge reductions required in SOX, NOX, CO2 and particulates. There is no choice; a shipowner must make the investments required. And with fuel costs at a low, now is the right time to make those investments.”

I am responsible for maintaining and improving our

ratings on RightShip. Almost every ship is rated on this site; it is one of the most respected rating agencies in the world and very important for us

“”

Seafarer Portal: Welcome

addition to PAL

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Continuing the development of comprehensive shipmanagement software solutions, the BSM

Technology Solutions Delivery Centre (TDC) has introduced a ‘Seafarer Portal’ application, designed to unify mobile communication between seafarers and the fleet department.

All the information that a seafarer routinely needs access to is provided to their mobile device in realtime, with the entire document repository also available offline. All BSM seafarers can login to the portal by using their email address registered in the PAL crewing module, or through their preferred social media platform including Facebook and Twitter.

Pilot implementation was completed at the end of September, with the rollout to all seafarers now underway.

The application includes the following four sections:

My Plans - details on upcoming voyages and scheduled training; download options for contract letters and flight tickets.

My Payments - allotment payment information, detailed pay slips and incidental expense forms that can be submitted directly for reimbursement.

Chat with Office - a streamlined messaging platform for communicating directly with the Fleet Department.

My Profile - personal contact details; medical documentation; travel documents; training logs; office alerts.

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Shipping seemed like a good career option for

Vivian Fernandes, fresh out of university towards the end of the 1980s with a BSc in physics. “It appealed – visiting different countries and meeting people of different cultures fascinated me,” he recalls.

Fast-forward 26 years, and Vivian, currently serving as Master of the OOCL Antwerp, looks back on more than a quarter of a century with BSM and says: “When I decided on a seafaring career, BSM was my first choice of employment – and I am really happy to have been working with the same company for so many years. BSM is a family to me.”

Born and educated in Mumbai, Vivian, who turns 47 in December, was initially recruited as a deck cadet. He started his career sailing on cargo vessels, moving on to bulk carriers and then becoming a tanker hand for a few years. In 1996 he moved on to container ships, where he has remained ever since.

BSM, he says, has ‘grown wonderfully’, operating a diversified and dynamic fleet of vessels and crew, giving seafarers a wide range of opportunities. He describes the past 26 years with BSM as ‘a long journey together’.

“I know colleagues in the industry who constantly jump from one place to another for a few hundred dollars. But that doesn’t make sense, because when you stay with an organisation for longer, they know you better. BSM has always been very approachable and friendly and looked after my needs, so why should I go anywhere else?

“I have worked for different owners and with different systems over the years, gaining experience. As I have done so BSM has continued to develop its safety programmes, ensuring they remain much more comprehensive than many other organisations which often have just a small brief. The office regularly calls me to ask how I am and how is my family; the management is good and the ships are good, and I don’t have to worry about what [vessel] I am going to go on, because I know this is a safe organisation.”

During his career, Vivian has worked with the Hong Kong, Singapore, Shanghai and India Ship Management Centres. He describes his time with BSM as ‘a very positive experience’, including being ‘pushed’ to go through training, take exams and progress up the ranks. He became a Master in 2006.

He is also positive about the latest innovations, including Project Pilot which is aimed at simplifying on board procedures (“Having these laminated sheets instead

Life at seaBSM Highlights meets Captain Vivian Fernandes, Master of the OOCL Antwerp, in the East China Sea.

29


of the old-fashioned checklist has really made things easier”) and the incorporation of online training and support modules into PAL (“This has really helped us bring all the functions together – it is a new programme and an ongoing process, but it will be very helpful”).

He also welcomes the Innov8 initiative to attract ideas from those at sea. “This scheme is particularly attractive to younger members of the crew who are often full of ideas on how to improve systems. We want feedback to see how innovative seafarers can be – and it has the added advantage of giving younger seafarers a sense of belonging,” he says.

Working in a large organisation that manages various types of vessels and nationalities really creates an atmosphere of bringing together various cultures under one roof, says Vivian. “Training has definitely improved the mindset and general outlook of a seafarer, making him more aware of his surroundings, and he does view safety in a broader perspective.

“Shipping has changed a lot over the years; onboard operations are much safer due to improved practices and more shore-based assistance, with communication being a key factor. Training is much more effective and has also played a major role in increasing safe operations on board.”

Compared with the 1980s, he believes young seafarers today are more easily distracted and have to be reminded more often of their responsibilities. “The good part is that with so much communication they are definitely computer savvy, and are handy to have around for troubleshooting!”

He is also particularly keen on training that brings senior and junior officers together; this helps everyone to understand each other’s views, he says.

And finally? Life at sea can have its difficult moments, says Vivian, but one of the greatest challenges is coming into port where very specific rules and regulations need to be followed.

“We are aware that owners, charterers and managers don’t want a delay and so whatever the issue, you have to deal with it. And that’s where both training and the right attitude come into play. You need to combine a knowledge of the procedures with a can-do attitude, which isn’t always the easiest thing at the end of a long voyage.”

But that’s where BSM scores, he says, as you never feel entirely on your own. “You always know that not only do you have the support of your crew, but also the team ashore.”

In August, Bernhard Schulte presented its first ‘Cadet of the Year’ award, designed to formally recognise

excellence within the ranks of cadet and assistant officer, and to reward those skills essential to the making of a first class officer. The award was presented to Giovanny Mendoza by Dr Heinrich Schulte for not only demonstrating diligence, enthusiasm, initiative, creativity, organisation, and helpfulness through the evaluation process, but then still exceeding the expectations of the judges.

Giovanny, who has now completed his first contract as an officer said: ”I am delighted to be the first ever Cadet of the Year. Receiving such an award and congratulations from Dr Schulte is a great honour for me.”

The Bernhard Schulte Cadet of the Year initiative was launched to promote cadets’ and assistant officers’

personal and professional development. Participants undertook one challenge a month for 12 months, testing their general industry knowledge, technical expertise, and familiarity with Schulte Group and BSM regulations. Of the 33 candidates, 18 completed the challenges and made it through to the final stage.

Such was the quality of the submissions made by the finalists, all have been rewarded with offers of internships at BSM Ship Management Centres and sponsorship to attend the Junior Officer course held at the Maritime Training Centre in Cyprus.

The First and Second runners-up have additionally been provided with the opportunity to undertake a three week internship with Schulte Marine Concept in Shanghai in recognition of their efforts.

Cadet of the Year

One BSM


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BSM Team Building and

Sports Fest 2015

This August saw the second ever BSM Team Building and Sports Fest, held at the University of Cebu’s

Maritime Education and Training Centre. Designed to bring BSM’s cadets together in a team, the event aims to strengthen the bond between colleagues and encourage them to extend a supporting hand to one another - a skill that will prove essential in their future employment.

The theme of the day, ‘Steering through the horizon of unity, tracing the path of camaraderie’, was reflected in a programme that showcased the talents and skills of the cadets and evaluated both their creativity and their ability to work as part of a team. The day comprised a range of events and activities including team building activities and a variety of sports such as basketball, volleyball, and badminton.

“The purpose of the team building exercise was not about winning,” said Electrician Cadet Doydora. “It was about bringing cadets together as a team, something that will become part of their everyday lives when they leave the University and join the crew of a ship. This was a very enjoyable event for all concerned, but at the same time it tested some of the life skills cadets will have to master in their working lives.”

The cadets, all part of the Company’s ‘Study Now Pay Later’ programme, extended their thanks to BSM for making the event possible, and remarked on the value of being able to interact with other cadets at different levels and stages of their training.

F reshly minted out of the assembly line from Singapore Management University, I was ready to

take on the world. Majored in finance and marketing, financial institutes and marketing firms were the places my peers aspired to go. I preferred the path less taken, but never did it occur to me that I would end up sailing on a ship. While sailing is not my full time job, the holistic Schulte Group training took me there. As Rose George, an English journalist and author, stated, “sea blindness” is real and often rampant for people outside the shipping industry. The Schulte Group Management Trainee Programme helped open my eyes to the world of shipping.

During the two year programme, I was involved in many projects. Iconic ones include the J.P. Morgan and Schulte joint venture of 12 x SDARI 2400 TEU container ships, tendering for newbuilding contracts and exploring potential new applications on the Portal Active Link (PAL). One voyage, two years, five offices, seven countries and eight departments have taught me so much. Amongst many others, one definite

major takeaway is learning how to work with people with different cultural background from offices all around the world.

Short Timeline

I started in Singapore with Bernhard Schulte Singapore Holdings, assisting in many financial projects, playing to my strengths in finance. The programme took me to Cyprus where I worked in the BSM CFO Office and rotated around other Cyprus-based business units and functions including Hanseatic Chartering, accounting, technical and Loss Prevention Safety & Quality (LPSQ). In India, the Technology Solutions Delivery Centre was where I helped to improve and explore the limits of PAL, contributing to the streamlining of the system.

I was then assigned to BS China and Schulte Marine Concept in Shanghai which gave me the opportunity to visit shipyards in Jinhae, South Korea and Zhou Shan, China. The time spent in the shipyards was very insightful as you learn about the construction of ships.

First Singaporean management

trainee sets sail

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One BSM


Toh Ghim Liang, the first Singaporean to join the BS-BSM Management Trainee Programme, has successfully completed his training and moved into the role of Chartering Executive with O&S Chartering (Asia) Pte. Ltd.

The Schulte Group two year Management Trainee Programme is designed to attract high quality graduates into the Group, providing them with the opportunity to gain experience through accelerated development and delivering a combination of learning techniques to create a firm foundation for future career advancement.

Toh Ghim Liang’s recruitment was the result of a partnership established with the Maritime and Port Authority of Singapore (MPA) in 2013 which targeted graduates from Singapore Universities, with three Singaporean trainees currently participating in the programme.

In this article he describes his experiences over the past two years.

In Hamburg I was assigned to three very interesting departments - namely O&S Chartering, BS Project Team and the Fleet Management Department- where I learned about the operations of an owner. Finally, I spent one month on board Max Schulte to understand more about life at sea and how a ship is operated. Spending time on board a ship was an excellent way to bring a closure to my training. The programme gave me a full picture about the process of how a ship is bought, financed, chartered, managed, maintained and sold. This will definitely help with my future development within the industry.

Leisure

All work and no play does make a dull boy; thankfully I was always made to feel comfortable in each location I went to. Dragon boating in the Alster Lake,

football in Singapore, beach volleyball in Cyprus, table tennis in China, hiking in India and singing karaoke on the ship were some of the many activities I participated in. It was not only great fun, but it was also a very good way to quickly integrate into a new location and office environment.

Afterword

Two years is by no means a short time along with many ups and downs. Part of the challenge of this Trainee Programme is rising to the occasion and adapting to the ever changing situations of shipping. I am grateful to have been given this opportunity, glad to have made it through and sincerely thank everyone who helped me along the way. I look forward to continuing to work with the Schulte Group in the future.

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One BSM


“This was an incredible personal and team experience which can’t be forgotten. I feel really proud for being one of the participants in such an incredible challenge and suggest that anyone considering next year’s challenge starts exercising now!” Vitaliy Nogay, Captain “The teamwork and camaraderie were fantastic and it was really superb to have our seafarer colleagues hiking alongside. I hope that I can join next year and we can get even more teams to participate across Bernhard Schulte, our vessels and the various BSM offices.” Ian Beveridge, Bernhard Schulte, Hamburg “My advice to those who are thinking of taking up the challenge next year … put on wet safety shoes, a wet overall and wet rucksack full of water and run 80 km. If you can do it in two days - welcome to the 24 Peaks Challenge.” Tymur Sokolov, Chief Officer

“I am pretty sure that some of the mountains had become steeper since last year …….or did I just get old?” Lennart Swoboda, Bernhard Schulte, Hamburg

Bernhard Schulte joint

team building event

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One BSM


The UK’s 24 Peaks Challenge is one of the most demanding and rewarding mountain treks in the

UK. The challenge is to climb 24 peaks, all over 2,400 feet, in 24 hours across the Lake District. With a course over 50 km long and including Scafell Pike, the highest peak in England, all participants need to be physically fit with determination, self-belief and above all team spirit to get them to the finish line.

This year’s event took place over July 11th and 12th with Bernhard Schulte entering two teams of five comprising sea and shore-based personnel from around the world.

The event raises money for the Seafarers UK charity whose aim is to improve the quality of life for seafarers and their dependents in times of need.

The teams from Bernhard Schulte were proud to be awarded the Top Fundraiser trophy after contributing over £12,000 of the £62,000 raised in total.

Participant experiences of a remarkable weekend were captured in the images and quotes that follow:

“It was a real adventure and the excitement will stay with me forever. I also got a lot of pleasure from meeting and spending time with my colleagues from the vessels and offices.” Alexander Skrypkin, Chief Officer

“Despite the challenging weather conditions I enjoyed every moment of this event, particularly crossing the finish line and taking off my wet boots. Both teams were driven by stoic spirit, good fellowship and a sense of humour - key to our success on the seven seas as well as on the 24 Peaks!” Kate Schmits-Stapelfeld, Bernhard Schulte, Hamburg “The miserable weather conditions this year really put your navigation skills to the test. It was a good thing that we had a team of seafarers who helped prevent us from getting lost in the mist.” Tilo Hahn, Bernhard Schulte, Hamburg “The fells turned out to be the common enemy battling against us, with all the elements in their favour. Bonding became a necessity and together we forgot about what seemed important in the beginning. Personal ambitions were set aside replaced by teamwork and team spirit. I truly hope that the interest to participate in our ‘extreme’ team building events will increase and next year more Bernhard Schulte, BSM and seafarer teams will meet in the Lake District.” Eva Rodriguez, Bernhard Schulte, Hamburg “The 24 Peaks Challenge has been an exciting and wonderful experience, with the memories and lessons learned something that I will carry along in my life.” Kingsley Koji Amoako, Junior Officer

“I felt proud of my team as well as myself, getting to know each other and bonding to overcome the difficult challenges that we faced.” Miguel Antonio Di Battista Guerra, Second Officer

“Being involved in the event takes a special commitment and it doesn’t matter whether you were a fundraiser, supporter, driver, climbed one peak, 10 peaks or 24. Stepping up to the plate and being involved with the event means that you have ‘made a difference’ by supporting the people & projects that Seafarers UK support.” Graham Lathbury, Managing Director of Global Challenge UK

One BSM


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The most important tool

for success is the belief that you

can succeed“ ”

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One BSM


BSM supports victims of

Myanmar flooding

BSM has been at the forefront of efforts to provide assistance to the victims of this year’s Myanmar

floods. BSM employees from the local Crew Service Centre based in Yangon raised US$1000 which was then increased by a donation of US$10,000 from BSM.

Myanmar experiences flooding every monsoon season but this year the country has been hit particularly badly. Close to 1.6 million people were affected by floods throughout the country, while more than one million acres of rice fields were destroyed and nearly half a million homes affected by torrential rains.

Captain Htun, General Manager of the Myanmar Crew Service Centre said: “This year’s flooding was the worst that the country has faced in modern times. We must give thanks that our employees and crews – some based in northern and central parts of the country where damages were more severe - were not affected.

”We felt it important to support the Myanmar Red Cross Society’s tremendous work in the area as a gesture of support and sympathy to the Myanmar people who were badly affected by the floods,” Captain Htun added.

BSM Ship Management Centres

ChinaBernhard Schulte Shipmanagement (China) Company Limited,1-3F Block No.7, 1690 Cai Lun Road, Zhang Jiang, Pu Dong,Shanghai 201203Tel: +86-21-61061333 Fax: +86-21-61061300Email: [email protected]

Isle of ManBernhard Schulte Shipmanagement (Isle of Man) Ltd.Dorchester House, Belmont Hill, Douglas, Isle of Man, IM1 4RE,British IslesTel: +44-1624-631800 Fax: +44-1624-626-020 Email: [email protected]

GermanyBernhard Schulte Shipmanagement (Deutschland) GmbH & Co. KG,Vorsetzen 54, 20459 Hamburg, GermanyTel: +49-40-822265-0 Fax: +49-40-822265-650 Email: [email protected]

Eurasia Travel NetworkP. O. Box 50127, CY-3601 Limassol, CyprusTel: +357-25-846470 Fax: +357-25-344675 Email: [email protected]

Hong KongBernhard Schulte Shipmanagement (Hong Kong) Limited Partnership,2602, K Wah Centre, 191 Java Road, North Point, Hong KongTel: +852-2561-8838 Fax: +852-2561-8803 Email: [email protected]

Seachef - Maritime Hospitality Services401, Olympia, Hiranandani Gardens, Powai, Mumbai - 400076, IndiaTel: +91-22-40017300 Fax: +91-22-40017333 Email: [email protected]

SingaporeBernhard Schulte Shipmanagement Centre (Singapore) Pte. Ltd.152 Beach Road, #32-00 Gateway East, Singapore 189721Tel: +65-6309-5000 Email: [email protected]

Technology Solutions Delivery Centre (TDC)Leela Info Park, Phase 1, Second Floor, Kusumagiri PO, Kakkanad, Kochi – 682030, Kerala, IndiaTel: +91-95678-50779, +91-90207-50779 Email: [email protected]

CyprusBernhard Schulte Shipmanagement (Cyprus) Ltd.Hanseatic House, 111 Spyrou Araouzou Street,P.O. Box 50127, CY 3601 Limassol, CyprusTel: +357-25846400 Fax: +357-25745245 Email: [email protected]

GreeceBernhard Schulte Shipmanagement (Hellas) SPLLC.Kifisias Avenue 6-8, 15125 Marousi, Athens, GreeceTel: +30-210-6930-330 Fax: +30-210-6930-333 Email: [email protected]

Hanseatic Chartering Ltd.Hanseatic House, P.O. Box 50127, CY 3601 Limassol, CyprusTel: +357-25846400 Fax: +357-25745245 Email: [email protected]

IndiaBernhard Schulte Shipmanagement (India) Pvt. Limited401 Olympia, Hiranandani Gardens, Powai, Mumbai 400 076, IndiaTel: +91-22-400173-00 Fax: +91-22-400173-33 Email: [email protected]

Schulte Marine Concept3F Block No.7 1690, Cai Lun Road Zhang Jiang, Pu Dong Shanghai,201203 ChinaTel: +86-21-5027-6077 Fax: +86-21-5027-7055 Email: [email protected]

United KingdomBernhard Schulte Shipmanagement (UK) Ltd.3 Hedley Court, Orion Way, Orion Business Park,Newcastle-upon-Tyne, NE29 7ST, United KingdomTel: +44-191-29318-20 Fax: +44-191-29318-21Email: [email protected]




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highlights - Bernhard Schulte Shipmanagement · 2016. 9. 23. · breadth of shipping industry knowledge and experience that exists within his team. Within ‘One BSM’, we feature