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SIMPLY
DECEMBER 2020
SEATRADE
COLOFON
Editorial Team
Felicia Buitenwerf, Yntze Buitenwerf,
Danielle van der Eide, Mark Jansen,
Anja Peters and Kor Wormmeester
Layout and Creation
Felicia Buitenwerf
Rebus and Cartoon
Olivia Buitenwerf and Kevin Steen
Chris Russel
WEBSITE
Antwerp www.seatrade.com
Groningen www.seatrade.nl
LinkedIn Seatrade
Instagram @seatrade_
Simply Seatrade has been realised
thanks to the efforts of various contributors.
Ideas, comments and input can be
sent to: Seatrade Groningen B.V.
Editorial Team “Simply Seatrade”
E-mail: [email protected]: Postbus 858, 9700 AW, GRONINGEN
The information contained in this magazine
is intended solely for the use of the individual or entity
to whom it is addressed and others authorised to receive it .
If you are not the intended recipient you are hereby notified
that any disclosure, copying, distribution or taking action
in reliance of the contents of this information is strictly
prohibited and may be unlawful. The editor cannot be
held l iable for the contents and/or opinions expressed
by writers of articles taken up in this magazine.
already somewhat mapped out over the
years with a reduction in the number of
periodical magazines ánd an online ver-
sion. So, we herewith present you with
the first annual Simply Seatrade maga-
zine.
Wish to read news hot of the press?
Seatrade will keep you posted through
various media channels where you can
find, meet and connect with us. In this
magazine you will find an introduction
to the Seatrade media team responsible
for the development and expansion of
our presence ‘on the social’.
Finally, a big thanks to the former edi-
torial team for shaping this wonderful
magazine and contributing to many en-
joyable reading moments!
Felicia Buitenwerf
Yntze Buitenwerf
Danielle van der Eide
Mark Jansen
Anja Peters
Kor Wormmeester
The last Simply Seatrade, issue 1/2019
edition 56 to be exact, arrived on your
doorstep at what seems like a lifetime
ago. A turning point edition, in which
you were asked about the future of
Simply Seatrade. And then… the house
of cards collapsed. The driving forces
behind this magazine opted for a career
outside Seatrade or to spend more time
with their families. On top of that, we
saw the arrival and disrupting effects
of Covid-19.
With the pandemic still present and the
need for positive change, a new team
of editors, designers and contributors
gathered to help breathe new life into
Simply Seatrade magazine.
Coming back to the future of this ma-
gazine, thanks for replying to the ques-
tionnaire in our last magazine. The vast
majority of the readers who replied, vo-
ted in favour of a paper version.
Respecting the democratic outcome
and at the same time wanting to save
trees, we chose to continue on the road
FROM THE EDITORS
MANAGEMENT
CORNER
W‘ We are all connected’ is a commonly used catchphrase, yet has never been more true than the past year. A year that was marked by an unparalleled pandemic caused by the corona virus. A year in which the life of every world citizen has been affected and changed. With all of us in the same boat and seeking in which direction to sail , we wash our hands exhaustively, wear face masks and keep the circle of fa-mily, friends and colleagues as small as possible.
The effects of Covid 19 have been ma-nifold and extreme. Household names in economies disappeared and new in-dustries bloomed. Never before have so many people taken out to nature, wor-ked from home, educated their child-ren or stayed away from older parents, friends and relatives.
At Seatrade fast direct and dedicated adjustments were required. Our pri-mary concern was keeping our crews and office staff safe and healthy. We worried about our crewmembers who during the first lockdowns were una-ble to be relieved. In a joint effort of crew, office staff and relations, moun-tains were moved, with the much nee-ded crew changes, coronaproof ships and offices as a result. Thanks for your support and patience under these cir-cumstances. Our care also went out to others: at an early stage of the pan-demic we provided facemasks to local hospitals, supported the Curaçao food-bank, and more.
Our strategy of being one company, sha-
ring the same goals and living the same values, has resulted in more connecti-vity between the worldwide network of Seatrade offices. In more than one way. With 99% of the managed fleet owned by the Seatrade Group we are integra-ting more and more commercial, tech-nical and financial activities, resulting in a more efficient and hands-on ope-ration. Commercial operations are ta-king place in the various offices around the world -Curaçao, Antwerp and Gro-ningen- all depending on the trade and operational requirements. In an inter-view with the chairman of the company, Yntze Buitenwerf, further explanation will be given on this important subject.
Our commercial activities have been streamlined and accommodated within one brandname (Seatrade) and we are working on a combined website portal, to be launched soon.
The past year also saw new develop-ments and relations. We incorporated the country class vessels Italia Stream, Hellas Stream, Swedish Stream, Au-tumn Stream, Schweiz Stream and Nederland Stream. These vessels are mainly operated in the Zodiac service connecting Central America and the Caribbean islands to the various ports in North West Europe. Recently, we lin-ked, by means of a fast feeder connec-tion, El Rama and Costa Rica allowing Nicaraguan exporters to reach Europe within 14 days on the Zodiac service.
Story continues on next page.
MANAGEMENT CORNER
Our Fast, Direct and Dedicated Rayo Reefer Service added a call to Terminal des Flandres in Dunkerque Port. This ad-ditional port call will enable a direct con-nection between Ecuador, Peru and the French market in 14 days and creates a direct link with Suriname.
Closely related to the above develop-ments is the revival of Simply Seatrade magazine. A reflection of our aim to be always moving forward. We love to hear you ideas about our magazine or receive your contributions to any of our media channels. A video, a nice picture or just a few words, through the new media, or simply by phone or card, in good or bad times. We fullheartedly ask you to stay connected!
We wish you a lot of reading fun and we would like to take this opportunity to wish you and your families a Merry Christmas and a Safe, Healthy and Pros-perous New Year.
The Management
At the risk of sounding older than my years,
I will say it: these days, working commercial-
ly in reefer chartering is very different from
how it used to be!
When I started this career in 1992, the day
would begin with the manual distribution of
the night’s telexes which would typically in-
clude five or ten fruit cargo orders sent to
us by a myriad of international shipbrokers.
These brokers would wine and dine their lo-
cal clients extensively to get their next cargo
orders exclusively, hammer these orders into
monochrome green and black screens and
then send them into the world late at night.
Vessel owners were expected to write up
longwinded detailed offers or indications the
next day and then negotiate every detail on
the phone or telex before a vessel would be
sent to a port to load the cargo and another
voyage would commence.
Today, modern telecommunications have
completely changed the deep structure of
the market and our commercial work. We are
still dealing on one hand with the ‘old boys
network’: in our market, a lot of business is
still repeat business. Many cargo owners and
all vessel owners know each other well, of-
ten from olden days. This makes transactions
easy as there is trust. Also these days, more
and more business is conducted in the ‘new’
way. Communication is easy and everybo-
dy is reachable 24/7. Producers of fruit can
display their products worldwide using the
Net. Buyers can Google banana producers
A DAY I N M O D E R N C H A RT E R I N G AT S RC
in Ecuador, apple farmers in Chile or Moroc-
can mandarin producers and order fruit in any
quantity imaginable. Shipping lines that have
space, and maybe container carriers, will of-
fer a cheap spot price to fil l an open reefer
slot on a ship sailing next Friday and a custo-
mer believes he has a sustainable business
and logistics model by buying both fruit and
transport on the Internet, uninsured.
In the ‘mature’ markets of e.g. Europe, Russia
and the USA, the ‘old boys’ and the ‘new kids’
will both try to sell the fruit to the same retai-
lers as they compete for the same shelf-space
in the fruit aisle of the supermarket. Super-
markets encourage this murderous competiti-
on as it will allow them higher profit margins.
We are working in this minefield and it’s there
where we are trying to fil l ships. There is no
daily routine to do this and everybody has a
different way of getting the job done.
These days, we are involved in selling vessel
charters as well as space on the fixed lines
that Seatrade has successfully established
over the last years, sharing that market with
container lines.
For selling charters, it helps to know where
the reefer ships are and how full they are –
ours as well as the other reefers in service - to
have an idea of the supply balance for ships.
Since AIS (Automatic Identification System)
there are sadly no more secrets.
For selling liner space, it helps to know
how the container lines are doing on key
competition routes, what ships they use,
how their pricing strategy may work and
how full they are. And is there equipment
around? Let’s call this part THE OFFER.
To understand THE DEMAND, we read
a lot, make calls in all languages that
we know, we circulate messages, talk to
agents, l isten to as many clients as possi-
ble and spend the time to find out where
the many trades that we serve are heading.
Even though they use the same ships and
containers, the markets for banana, citrus,
deciduous and exotics trades never fol-
low the same trends, not to mention the
markets for onions, poultry, fish or gene-
ral cargoes that operate in a different so-
lar system altogether. Clients will tell us
of a lack of mangoes in Germany; Ecuador
agents will introduce a new banana shipper
who met a buyer on Alibaba; bunker prices
may have dropped last night due to a sickly
President and a supermarket chain is plan-
ning a promotion for pineapples in March…
Then the information that we have found is
shared with the team. Everybody will have
found out his own pearls of wisdom and to-
gether we can build a mental picture of the
market of that day. We will discuss trends,
news and gossip with the aim of finding
the golden opportunities for our ships and
containers on that day, and to make deals
that will deliver the best result for all the
fleet.
On the same day we will need to discuss
and even decide on the price of a banana
charter contract for 12 months, the rates
for grapes in containers from Peru, a spot
shipment of onions from the Netherlands
to Africa and whether or not to accept a
cargo of second-hand machines as way car-
go from Turkey to Argentina. We decide on
scenarios to employ the fleet, often more
than one, and agree which cargoes will suit
us best and our target prices. Once deci-
ded, offers will have to be typed or contai-
ner quotes will be given – often through our
agencies. Offers are then followed up with
calls and negotiations, hopefully leading to
bookings that will then lead to contracts to
be drawn up, signed and executed.
These days, the complexity and the speed
of the markets in which we play do not al-
low for all decisions to be taken by a single
person. We employ a team of colleagues
in the office and in our agencies to help to
complete the mental puzzle every day. This
team has experts for certain geographic
growing regions, products, ports, recei-
vers, often multitasking and usually on the
phone. Some of them are grumpy and have
no manners but we are united in trying to
deliver the best strategy for Seatrade eve-
ry day. Thank you all .
Eik Schuster
2020 @AVIOR2020 is certainly a year to remember and
mostly for all the wrong reasons. But despi-
te all this there have been rays of hope and,
let’s say, enlightment in coming to grips with
the new normal.
The year in the Philippines started with a
bang, a BIG BANG literally. The eruption of
Taal Volcano in Batangas, on January 12, spe-
wed ashes across Calabarzon, Metro Manila
and some parts of Central Luzon and Ilocos
Region, resulting in the suspension of school
classes, work schedules and flights in the
area. For several weeks the metropolis was
kept on the highest alert level and some Avior
staff members and seafarers had to be eva-
cuated or could not reach the office. Without
knowing it this period turned out to be the
real test for working from home later on. At
the end of January the situation normalized
but over the horizon the Corona storm was
brewing in the Asian region.
On March 16, Manila went into a hard lock-
down that would become the longest lock-
down in the world and is still partly in place
at the time of writing this article. With only
few days’ notice, we managed to prepare for
working from home and sorting out the no-
toriously bad internet connections in some
places. Our focus has always been on keeping
our staff safe and getting our seafarers home.
Crewchanges became almost impossible with
countries locking, flights cancelled, embas-
sies closing and all local transport prohibi-
--
2020 @AVIOR
ted. Despite all the restrictions we managed
to complete about 10% of the normal crew
changes through pure grit and determination
of the fleet teams involved. There were also
days of frustration when a crew change had
to be cancelled at the last moment because
a flight was cancelled or a port did not give
clearance. But these were temporary set-
backs.
They say every crisis has its own heroes and
this very much applies to the two front liners
of Avior: Nazzer Eusebio and Rhey Palomar
who, at the height of the lockdown, made the
office their home. They made sure the sys-
tems kept running and prepared paperwork
that could not done online. They lived like sea-
farers, making the best of it, not being able to
go home until the lockdown was partly lifted
months later.
At the moment we are in the recovery phase;
a more relaxed lockdown. Most staff can re-
port to the office daily wearing mandatory
face masks and face shields. The new normal
brings along a completely new way of working
to limit the risk of transmission. Operations
are hectic as we are dealing with a backlog of
crew changes and at the same time we have
to juggle with daily changing goalposts. In
addition to this we operate a taxi service and
manage an own quarantine facility to keep
the risks for our seafarers limited. A lot of
work, new ways of working but all worth it to
keep our seafarers safe and on their way. We
can look ahead again and the only way is up!
Joost Mes &Gregory Sevilla
Avior frontliners Rhey Palomar (L.) and
Nazzer Eusebio (R.) together with Joost Mes
.
--
AVIOR IN BRIEF
From our humble beginnings in 2000, we have
always grown with the interests of our princi-
pals at heart. It has been a journey in which we
have learned from each other along the way.
Presently, we manage a pool of at least 1500
active seafarers for principals from Germany,
The Netherlands, Italy, Poland, Greece, Sin-
gapore, UAE and Japan. We provide crewing
for ships in the container, reefer, bulk, LPG,
oil / chemical tankers, yachts, general cargo,
offshore vessels and installation segments.
Through effective cadet schemes, efficient
employment rotation planning and proper ca-
reer path development several of our princi-
pals are now self-sufficient in the education
of Officers.
We are big enough to provide economies of
scale, develop and maintain dedicated pools
without losing flexibility to cater for indi-
vidual requirements. Our office facility is
consciously designed to encourage open com-
munication while keeping a professional at-
mosphere and a high degree of promotion of
the customer identity.
We can also act as an outsourcing partner for
crew - and fleet related administrative duties
by customer’s request. In this capacity, we
are involved in crew database management,
encoding and financial administrative duties,
planned maintenance database management
and external admininistrative work. Through
our affiliated partner Avior Marine Crewing
N.V. we offer total crew management soluti-
ons covering multiple nationalities.
Eruption of Taal Volcano
You can’t get around it these days. It is one
of the most powerful tools in the world. It
is the place where you connect with others.
Where you can say something about yourself
that others may not have known about you.
Whether you have a private account and
share precious moments with your family
and friends. Or you have a public account
with hundreds, thousands or sometimes even
millions of followers, where you are only too
happy to influence others by sharing your
own life by choosing your brand, branding,
product, mindset and goals. Influencers have
become today’s heroes and stars. And social
media is the place to be!
Seatrade on the social
If there is one thing that is of importance to
Seatrade, it is that we show the world the
kind of company we are. A company that radi-
ates its professionality inside and out, at sea
and in the offices. A company where we work
hard to keep our promise of being Fast, Di-
rect and Dedicated. Where we learn from our
mistakes, believe in and support each other.
To show this to our employees, customers and
our many followers, we use social media.
Social media into the future
At the beginning of 2020, we decided that it
was time to breathe new life into our media
expressions and started a media team based
in Groningen. Creative mind and graphic de-
signer Felicia Buitenwerf joined forces with
well organized Danielle van der Eide, who has
a passion for words and writing. Where Feli-
cia loves driving her car to the office, is up to
date with the latest gadgets and streams her
movies on her phone, Danielle tries to convin-
ce Felicia to cycle to work, has just outgrown
her CD-player and watches the 8 p.m. news on
a real television.
ONLINE IS THE
NEW LUXURY.
Although a world and a generation apart, we
share the same values and take pride in our
‘Groningen-roots’.
Together, we started to look at the possibi-
lities within Seatrade and on social media.
What can be done differently, what can be
done better and above all how do we attract a
new generation in this world of digital trans-
formation. More colour, photos, videos, short
texts and powerful quotes. An Instagram ac-
count was also a ‘must have’ next to the feed
on LinkedIn. Through more structure and a
fixed upload schedule, we created peace of
mind. Sticking to a central theme through use
of colour, design and a catchphrase resulted
in a strong corporate identity.
It struck us and others how much more poten-
tial a company got because of the adjustments
we made. We revitalized our quiet community
and added many of them to our active com-
munity. The sometimes slighty dusty LinkedIn
page was refreshed and grew in a short peri-
od of time. Also our Instagam feed continues
to grow and that is part of our motivation to
continue.
The rebirth of this magazine is also partly a
result of the media team’s efforts. Looking to
the future, we have our eyes set on a fresh
‘one company’ presence on the web. Further-
more, we want to get a foothold on commerci-
al activities of our branch offices world-wide.
Grown up within the shipmanagement side of
our company, we need to learn and we need
time. Yet nothing can stop us anymore, we are
prepared.
We are Always. Moving. Forward.
Danielle van der Eide & Felicia Buitenwerf
I N T E R V I E W
W I T H T H E
C H A I R M A N
Having worked for the last 35 years in the
reefer industry this is without any doubt
the most awkward year ever. 2020 will be
a year for the history books. The disrupti-
ons caused by Covid-19 have forced us to
adjust to different ways of l iving and wor-
king. This seems to be the new reality for
the near future.
Covid-19 has paralysed supply chains and
the movement of people, but nowhere has
the disruption been more stark than on the
issue of crew changes. Port restrictions
and the global lockdown have distressed
crew mobility. Ship operators have found
themselves unable to repatriate seafarers
in the normal manner. Crewmembers have
had to remain on ships beyond their con-
tracted period. Others have been unable to
join their ships.
Another item that has been high on the
agenda is piracy. Piracy has seen a resur-
gence in the last decade, and now lurk in
waters from the Atlantic to the West Pa-
cific threatening maritime security. Besi-
des our own efforts to avoid risk we are
continuously pushing local governments to
facilitate safety measures in local waters
around the world.
All of this was inconceivable at the start of
2020 when we prepared our fleet for the
new IMO 2020 low sulphur fuel regulati-
ons. Simultaneously our staff was busy to
complete the take-over of 12 specialized
reefer vessels. Some people say it was a
courageous step, but we sometimes forget
that our greatest achievements have al-
ways come when we are bold.
It is true that the reefer market has been
rather poor during the last years. However,
with the concerted effort throughout the
company we have been able to stabilize and
increase our cargo volumes, develop new
trades and create new partnerships. To-
gether with the recent investments made
in the container, freezer and juice segment
we have a good diversified fleet.
We will continue to evaluate other oppor-
tunities in the specialized reefer market
and always remain flexible to the need of
our customer. Our strategy, however, is to
maintain our position as a FDD specialist
and to build upon the trust we have ear-
ned from our customers to provide reliable
service at a competitive price.
How do you look back on to 2020 from a company perspective?
Story continues on next page.
THE CHAIRMAN
Story continues on next page.
Looking at the three main pillars of our shipping activities: frozen commodities, perishables and containers, can you give us a bit of a look back on the commercial developments over the last year and a heads up of the year to come?
First and foremost, all our activities re-
volve around the transport of perishable
products which is, and has been, a gro-
wing business for decades. Despite that,
last years’ growth in seaborne perishable
reefer cargo has been modest, it still regis-
ters a number of just below 2%. The total
annual volume meanwhile exceeded 130
million tons and is expected to reach 156
million tons by 2024, representing 3,7%
per year. Specialized reefers are taking
roughly 13% for their account, a number
that will stay pretty stable for the years to
come.
The largest part is carried in containers
and in anticipation of a split within the con-
tainer segment between main-stream-car-
riers and dedicated FDD container carri-
ers, Seatrade invested in highly specialized
reefer container vessels. These vessels are
presently deployed within the so-called
PAD service between Northern Europe,
East USA, Australia and New Zealand. The
vessels will continue to trade on this route
for the years to come. Covid-19 has hinde-
red our desire to look into further expansi-
on in this segment.
We have been criticized for our entry in
this specialized container segment as it is
seen as saying farewell to the traditional
specialized reefer sector. This is by no
means correct. We strongly believe that
the two modes can work effectively to-
gether in the market.
Moreover, we did invest simultaneously
in four specialized reefers for the mid-
size segment and a total of 12 specialized
reefers in the large segment. Looking for-
ward, we simply want to have the three pil-
lars and be actively present in these seg-
ments of the reefer market. The aging state
of the large size specialized reefer fleet
and limited investment in newbuildings
has caused the decline in capacity. On the
small / medium size fleet we see resurgen-
ce with 28 reefer / freezers younger than
five years now in operation. It is expected
that there will be a continued orderbook
of smaller vessels in the 250,000-300,000
cubic feet range, which fishing companies
will require to support their business.
During the last year we welcomed a
substantial number of acquired vessels
within the group, can you enlighten us
somewhat on this new entry tonnage?
We indeed welcomed quite a number
of vessels. Most of them were well known
to us after having traded for years in the
Seatrade Pool. Time and opportunity were
there to acquire these vessels and stabilize
or rather align the fleet size to our core ac-
tivities. We acquired Comoros Stream and
Royal Klipper, both vessels that were built
by Seatrade in the millennium year 2000
and changed ownership over time.
THE CHAIRMAN
Other vessels that were acquired are the
Pacific Mermaid, Regal Bay, Elvira, Emerald
as well as the side loaders Lombok and Lu-
zon Strait. Last but not least, we have been
able to take over six Country Class vessels
from our poolpartners Chartworld Shipping
Cooperation.
We recently said farewell to m.v. Humboldt
Bay after years of good service in the
Seatrade Pool.
How many ships are we presently opera-
ting within the group?
Our fleet is presently correctly balanced to
our commercial activities. We take vessels
on period-charter when needed. Today, the
total group operates a fleet of 76 vessels.
The ‘one company’ strategy becomes
more and more evident. Can you explain
a bit more about the background and mo-
tivation of this process?
The Seatrade Group of Companies has been
growing in various disciplines over the last
decades but has also served as a technical
and commercial platform for third party
business. Since the beginning of this mil-
lennium consolidation has considerably re-
duced the number of players in the indus-
try. This combined with a stronger position
in shipowning is the background to
increase the integration of various depart-
ments within the Group.
If Covid-19 has revealed one thing, it is
remote working. We are busy finding the
right balance to create a stronger coope-
ration and integration of the various dis-
ciplines within our shipping company. It
should result in a better and more efficient
overall performance whilst keeping a high
standard toward our customers.
We understand that you are a board-
member in the Dutch shipowners asso-
ciation. Can you tell us a bit more about
this platform?
The Dutch shipowners association is a na-
tional and international lobby platform for
all maritime and shipping related matters.
All major Dutch shipowners are represen-
ted within this organization and as such
have a strong vote towards decision ma-
kers within this industry. The shipowners
organization is closely linked to the ECSA
(European Community Shipowners Associ-
ation) and are represented in the various
national and international committees to
ensure that our interest is well covered in
the various discussions on environment,
security and many more subjects. We as
a company play an active role and partici-
pate in the various workgroups such as la-
bour, crewing, environment, technical and
financial.
If you have no objections we would like
the readers to get to know you a bit bet-
ter as a person. Can you tell us something
about your personal interests?
I am 59 years, was born in Groningen and
lived the first 25 years of my life in Haren
(next to Groningen). As a young boy I join-
ed the ship of my father for holidays. I am
sure that this has rooted my passion for
the shipping industry. In my younger years
I have been active in bands, playing at par-
ties, weddings and festivals. At one point,
just before joining Seatrade in 1986 it was
a fine line to choose either a career in mu-
sic or follow the rooted passion. Well, we
all know the outcome.
I am married and have three daughters. I
l ike to have people around me and love to
travel. I have never been a sporty person
but love skiing and do a bit of fitness to
stay in shape. Music remains an important
part of my free moments, either behind the
piano, on guitar or bass or just listening
to some wonderful music while drinking a
good glass of wine.
Editorial team
Personal reflectionsAfter all these words there is only a few things
to say. I sincerely hope that the way Covid-19
affects our daily l ife will soon melt while
turning the calendar to 2021. Maybe it ’s a
dream but there are promising signs on the
horizon for a vaccine.
I realize that whatever we dream and strive
for within the Seatrade Group of Companies
is only possible with people, with your sup-
port and that of all our colleagues around the
world. On behalf of the shareholders and the
Board I thank you for your collective commit-
ment, your dedication and your perseverance.
Merry Christmas and a Safe, Healthy and
Prosperous New Year to you and your fa-
milies.
Yntze Buitenwerf
THE CHAIRMAN
SALUTI DI SEATRADE ITALYThe Seatrade Italy office was established on
17 October 2000, so we proudly celebrate
our 20th birthday this year. After all these
years we still work with commitment and
passion from our office with its wonderful
views of the bay of Vado and Savona and the
nearby hills and mountains that surround
the Ligurian Riviera.
The Seatrade Italy staff now consists of Fleet
Team Manager Tienco de Vries, who joined in
January 2020 and ensures the smooth run-
ning of all technical matters, the ‘old sea dog’
Captain Paolo Nobbio, who has been follo-
wing our ships as DPA with a steady hand for
over 10 years, and the new arrival office as-
sistant Roberta Scotto, who boarded at the
beginning of this crazy and unpredictable
year 2020.
Seatrade Italy manages four Cosiarma ves-
sels, the Red Calas (Cala Palma, Cala Pedra,
Cala Pino and Cala Pula), importing over
10.000 tonnes of bananas and pineapples
every week from Central America.
Seatrade Italy’s activities for Cosiarma ran-
ge from the technical management of the
vessels including the deployment of tech-
nicians servicing the vessels in Europe and
Central America, the constant monitoring of
certificates, class visits and safety and pol-
lution prevention matters. All of this is done
with the good support of the Seatrade office
in Groningen.
In line with the Seatrade standards, the Se-
atrade Italy office is also committed to en-
vironmentally friendly practices. From the
beginning of 2020 we have digitalized most
of our administrative activities saving hund-
reds of printed pages and ink and we have
been substituting all single-use plastics (cof-
fee cups, plates, cutleries, etc.) to compos-
table, biodegradable and reusable items. In
these complicated and uncertain times, we
remain enthusiastic and committed to im-
provement in all areas!
Roberta Scotto & Tienco de Vries
Row 1 - from left to right:
Hellas Stream, Atlantic Klipper, Aconcagua Bay, Cala Pedra, Regal Bay, Cala Pula, Nova Florida,
Seatrade Orange, Yun Der, Sierra Laurel, Baltic Klipper, Swedish Stream and Seatrade White.
W E P R O U D LY
Row 2 - from left to right:
Cold Stream, Luzon Strait, Lagoon Phoenix, Schweiz Stream, Discovery Bay, Sierra Queen, Seatrade Green,
Seatrade Red, Cool Expreso, Cala Palma, Lombok Strait, Orange Stream and Runaway Bay.
P R E S E N T YO U
Row 3 - from left to right:
Juice Express, Breiz Klipper, Fuji Bay, Royal Klipper, Nova Zeelandia, Orange Spirit, Sierra Lara, Coppena-
me, Hsiang Hao, Seatrade Blue, Orange Sea, Sierra Leyre, Whitney Bay and Autumn Stream.
Row 4 - from left to right:
Cala Pino, Pacific Mermaid, Santa Catharina, Atlantic Reefer, Sierra King, Comoros Stream, Prince of Seas,
Everest Bay, Water Phoenix, Italia Stream, Orange Strait, Pacific Reefer and Fegulus.
In 2020 we commemorate the end of WW2
75 years ago. The liberation of Europe, which
is owed in great part to the US, the UK, Ca-
nada and the Soviet Union, would not have
been possible without the transportation of
troops, weapons and food to Europe by
means of circa 2.700 Liberty ships.
The first 14 ships were launched on 27 Sep-
tember 1941, also known as ‘Liberty Fleet
Day’ and since that day the ships have been
called Liberty ships. Between 1941 and 1945,
2.751 Liberty ships were built.
The Liberty’s were assembled at 17 US ship-
yards. A number of shipyards were also built
specifically for this purpose, taking into ac-
count the modern method of production
in which riveting was (mostly) replaced by
welding. Construction of the ships was ini-
tially awarded to a conglomerate called ‘Six
Companies’ headed by Todd and Kaiser. Todd
owned a traditional shipbuilding company;
Kaiser was the newcomer unhindered by in-
grained opinions about shipbuilding. His ex-
perience lay mostly in building civil enginee-
ring constructions. Kaiser, born to a German
immigrant couple in 1882, soon went his own
way with, among others, the Kaiser Shipyards
in Richmond California (USA) and the Perma-
nente Metals Corporation Yard No 1 and 2.
The first yard had seven slopes, the second, in
the end, had 12. On average, three Liberty’s
were built per day during the war.
Henry J. Kaiser
Kaiser was interested in motorboat racing
and perhaps that is the reason why he set up
shipyards in Seattle and Tacoma. This is where
he started mass production and the applicati-
on of welding instead of the, at the time, usu-
al riveting. At first his yards worked together
with Todd Shipyards and the combination con-
trolled five out of the nine new yards of 1941.
Unlike Todd, Kaiser was not a traditional ship-
builder. He founded new yards along the West
Coast and sold his share in the East Coast
yards run by Todd. Kaiser’s motto was ‘the
impossible will be done immediately; miracles
will take a little longer’. He took a calculated
risk with completely welded ships and was un-
hindered by conventional views on shipbuil-
ding. Whereas a shipbuilder would use the
words ‘prow’ and ‘aft’ he would say the ‘front’
and ‘back’ of a ship.
FROM KEEL TO CHIMNEY
IN FIVE DAYS
Story continues on next page.
Construction upper deck
His attitude was to do things fast, efficient
and with a minimum waste of time, material
and labour. No job was too difficult ‘there is
no such thing as can’t’. The saying was: ‘he
did not build ships, he produced them’. Ship-
building became more like assembly line ma-
nufacture such as used in the production of
cars.
Only one in every 200 workers had ever seen
a shipyard and 25% had never even smelled
the sea. Traditional shipbuilders laughed at
his way of working but he kept every ship-
building promise he made. An anecdote cir-
culated about the speed at which the ships
were built: a lady who had been asked to
christen a ship arrived at the platform to see
a champagne bottle hanging from a rope but
no ship. When she asked if there had been a
mistake she was told: ‘start swinging the
bottle, the ship will be here soon’! Kaiser,
a socially engaged ‘good kind of industrialist’
died in 1967 at the age of 85.
The ss Robert E. Peary
It was not surprising that there was a ‘who
can build fastest’ competition among the
yards where the Liberty’s were built. The
construction of the first Liberty, the Patrick
Henry, took 244 days but eventually the
average construction time would be 42 days.
In September 1942 the ss Joseph N. Teal was
built in ten days at the Oregon Shipbuilding
Corp. When asked if it could have been done
any faster the owner Henry J. Kaiser replied:
‘Yes, in eight days but I was delayed by Pre-
sident Roosevelt who came to christen the
ship’.
At Kaiser’s Permanente Metals Corporation
No 2 Yard at Richmond California, the keel of
the ss Robert E. Peary was laid at 00.01 hrs
Liberty ship at sea
Dutch Princess Juliana christens
‘Jan Pieterszoon Coen’ in 1944
on 8 November 1942. On the afternoon of 12
November at 15.27 hrs, 250.000 parts with
a combined weight of 6.400 tonnes had been
constructed. After 26 minutes of speeches
the ship was christened and glided along the
ramp into the San Francisco Bay. Delivery of
the ship was on 15 November.
Brittle break
The Liberty’s may not have been thorough-
breds, they certainly were workhorses! They
were used for all kinds of transport and al-
though they were designed to last five years,
many of them turned out to still be in service
20 years later. But there were also some de-
ficiencies. Quite a number of the ships sho-
wed signs of cracks in the hull and some even
broke in half. It was striking that this occur-
red mostly in Arctic waters i .e. at low tem-
peratures. Cracks mostly arose on the upper
deck at the corners of the loading heads, a
consequence of the so-called notch effect. In
the welded deck plating a crack could conti-
nue uninterrupted whereas in a riveted joint
this would stop at the transition to another
plate. At first it was thought the cause lay
in the great speed with which the ships had
been built, the inexperienced workers and the
latest welding techniques. In the end the steel
turned out to be the weak spot: its chemical
composition offered insufficient elasticity.
The problem was solved by using a tougher
kind of steel and a less rigid construction of
the ship’s hull , as was later applied to the
Victory ships.
After the war
By 1 May 1943 2.138 Liberty’s had been built
and 552 more ships were under contract for
1944 and 1945. Of these, 86 were converted
for special transport and these ships remained
in US service. Over 200 ships perished due to
acts of war, shipping disasters and breakages.
As a result 2.300 Liberty’s remained after the
war, including the ones out on loan. Of these,
nearly 700 were quickly sold abroad, mainly
to Greece. For 20 years these were the most
common ‘tramp ships’ passing from owner to
owner. They were barely interesting for liner
services. The other ships were mostly laid-up,
most of them after barely a single or only a
few ocean transports. After ten years this sur-
plus tonnage was consigned to the scrap heap.
Translated by Anja Peters from Noordvaarder
June 2020 edition written by Simon Broerse,
Mr. Broerse held a position at NDSM and is a
board member of the NDSM foundation. He is
a member of the association Vosmoga which is
part of the VOMO foundation with the magazine
Navigarette. Some of the photos used are from
the archive of Mr. Broerse. Others are free of co-
pyright stock i l lustrations.
Oregon Shipbuilding
Corporation 1944
Launching
‘Robert E. Peary
SEATRADE
HEADQUARTERS
CURAÇAO
The island Curaçao or Kòrsou in Papiamen-
tu, situated in the Southern Caribbean Sea in
the Dutch Caribbean region, l ies about 65 km
(40 mi) to the north of the Venezuelan coast.
On October 10, 2010 Curaçao officially be-
came a constituent country within the Dutch
Kingdom thus changing its constitutional sta-
tus for future generations. The 170 thousand
Curaçao residents share an area of 444km2
(171 sq mi) and widely speak Papiamentu, a
combination of Spanish/Portuguese/Dutch
and English, and Dutch, both considered
main local and official languages.
It is always summer in Curaçao with a tempe-
rature staying a consistent 30 degrees Celsi-
us year-round, matching the crystal clear wa-
ters surrounding the island. Happiness and
beauty can be appreciated through the co-
lourful facades of buildings and houses, daily
happy hours and the unforgettable world
renowned Blue Curaçao or the thirst-quen-
ching Amstel Bright beer (proudly transpor-
ted by Seatrade). Coincidentally, this island
is also the country where the Seatrade Head-
quarters are established in the beautiful
“Landhuis” Ararat. In other words, the place
to be!
The bond between Seatrade and Curaçao
finds its origins in the nineties of the last cen-
tury when the company broke new grounds
on the island.
In recent years, Curaçao has played a more
important role in our business, for the com-
pany and especially its activities. In addition
to weekly sailings to the island, the country
has also played a major role in international
fishery regulations.
The well-being of the Headquarters of the
Seatrade Group of Companies is taken care
of by our team of ten hardworking employees.
In 2016, André Atema, Chief Financial Of-
ficer and a member of the Executive Board
of Seatrade, moved to Curaçao to head the
office. André, along with Mads Ellefsen and
Yntze Buitenwerf man the executive board of
Seatrade.
Story continues on next page.
Andre Atema – Executive Board Member and
CFO. “It was rather easy to decide on the
move to Curaçao and it is an honour to head
the office on this lovely island”
The work:
The knitting takes place at the Headquarters,
where all threads come together to be woven
into a comprehensive group strategy.
Besides ship owning (in close cooperation
with our ship management office in Gronin-
gen), crew and flag state management, finan-
ce, group reporting, accounting and control-
ling, we coordinate the commercial strategy
together with the commercial operational
offices in Antwerp and the agency network.
Both the Juice Express and the Seacat line
(our service between Tampa USA and Costa
Rica) are handled from Curaçao. Our joint
venture with a group of Chilean exporters
under the Trans Global Shipping and Global
Reefers brand are also handled from our
beautiful island.
Recently we welcomed Niels van Belzen on
the island after he returned to Seatrade. Be-
sides remotely assisting Enrique in Ecuador,
he is using his past experience to develop a
Seatrade international forwarding platform.
We confidently expect to gradually imple-
ment the forwarding platform starting early
in 2021.
Ron van der Born - Co director is a former EY
tax advisor. His business administration back-
ground comes into play in his role as the l in-
king pin for the overall group commercial role
between the agents, the commercial office in
Antwerp and commercial group strategy. Ron
is responsible for the establishment of a solid
integrated agency network and for the develop-
ment of a Seatrade brand independent forwar-
ding concept.
Ronald Hania is employed by our neighbours
EMAR Offshore Service and recently also ac-
tive for us as Commercial Manager for the ABC
Islands (Aruba, Curaçao, Bonaire). He works in
close cooperation with Seatrade Rotterdam. Ro-
nald is also appointed as Managing Director for
our bunkering outfit on Curaçao. Next to that
he will coordinate the non-core Seatrade sales
in the America’s. Ronald is known for his per-
severance, go-getter mentality and commercial
effectiveness while always looking out for new
business developments.
HEADQUARTERS CURAÇAO
From left to right: Niels van Belzen, Jessica Jamanika, Dianne Hellmund, Dubraska Chacón, André Atema,
Ron van der Born, Margarita Vieira, Melitziah Candelaria,
Ginny Hu-a-ng & Ronald Hania.
The Team
The entire Headquarters team would like to
take this special opportunity to thank eve-
ryone in our worldwide network of offices
and all our seafarers for their efforts, espe-
cially during these trying times amidst the
current Covid-19 pandemic.
We wish you a Merry Christmas or as we say
it in Papiamentu: “Bon Pasku!”
Stay Strong, Stay Positive, Stay Safe and keep
up the good work.
Saludo kordial from Curaçao.
André Atema
Aviation and international shipping both help
to reduce distances and create millions of
jobs at home and abroad due to increased
trade.
Seatrade’s trade pattern has seen considera-
ble changes since the early beginnings, from
hardly any need for crewmembers to travel
to and from the vessels by air, to seafarers
traveling by air becoming common practice.
Always looking for ‘how to do things better’,
we examined the pros and cons of having
crew travel taken care of inhouse instead of
the traditional way via a travel agent.
After many meetings, collecting data and at-
tempts to understand the aviation business
-which took us more than one year- the con-
clusion was that it does make sense to keep
matters inhouse.
It became obvious that we would need to
partner up with a ‘travel specialist’ for many
technical reasons; after studying the aviation
business for more than a year we discover-
ed that it was kind of a hazy world… Various
offers were compared and finally a decision
was taken.
TIME FLIES. A BIRD’S EYE VIEW OF FIVE YEARS AVIOR TRAVEL
Story continues on next page.
TOP 3 DESTINATIONSThe Philipinnes
Manilla: 2541
Amsterdam: 628
Genoa: 284
TOP 3 DESTINATIONSThe Netherlands
Amsterdam: 1642
Kaliningrad: 682
Moscow: 546
JEF SEVILLENO
GERLINDA MEDEMAMy name is Gerlinda Medema and I am the travel
agent at the Seatrade office in Groningen.
Hi! Jef Sevilleno here at your service. I am 45
years of age and your travel consultant at Avior
Manila, Philipinnes.
We partnered up with ATPI Corporate Tra-
vel for the technical and back up platform.
In November 2015, Avior Travel, our own in-
house travel agent, went live. They say that
time flies when you are having fun and with
Avior Travel celebrating its fifth anniversary
already, this could not be closer to the truth.
And a lot has happened in those five years.
Like all beginnings, this one came with some
challenges from time to time. Suddenly there
was someone physically present in the office
arranging flights instead of the usual phone
call to a travel agent. In June 2016, Avior Tra-
vel was expanded with a colleague in Manila.
By listening and talking to colleagues, Avior
Travel was built into what it is today.
And here we are in 2020. The year marked
by COVID-19, working from home, cancel-
led flights and locked countries. No crew
changes were possible for the first couple of
weeks but then things slowly started to pick
up again. With challenges: flights were can-
celled even after tickets had been printed
and many countries were re-locked resulting
in new or additional travel complications. As
a result it has not always been easy to get our
seafarers home, but we are proud of the fact
that we were able to bring about some small
miracles. Together is better!
Gerlinda Medema & Kor Wormmeester
Over the last 5 years we booked 42556 tickets for 18332 passengers to 338 destinations!
AVIOR TRAVEL
v
ALEX GABRIEL ,
Son of Monica Torres
Seatrade Peru
NEW CREW
ALEXANDER,Son of Mathias Verhaert
Seatrade Antwerp
FINN-OSKAR,Son of Jan Zobel
Heuer Logistics Hamburg
MARVIN EDUARDO RIVERA,
Son of Nicolle Calix
Cenaveh Honduras
ANOUK,
Daughter of Mareike Kaulvers
Triton Hamburg
NAUD MATTHIAS,Son of Henk RaskerSeatrade Groningen
GERMAN FABIAN,
Son of Jacqueline Lopez
Cenaveh Honduras
DANI,
Son of Jacco JansenZZC Flushing
TIJS,
Son of Hans Roording
Super Flora
KARLA LI,Daughter of Karla Salas
Seatrade Ecuador
FINN,
Son of Welmoed Albertsma
Seatrade Groningen
JACE XAVI,Son of Samantha Bernhard
Seatrade Rotterdam
# T E A MS E AT R A D E#TeamSeatrade was created by you! In the
past year we have grown as a community. We
heard from you through hundreds of l ikes and
comments. But certainly also because of the
beautiful content you shared with us.
By strengthening our belief in ‘Together is
better’, you herewith receive the #TeamSea-
trade wristband.
Speak up! Take a photo with you wearing the
wristband and tag us in your post on the so-
cial. To say thanks, we share as many of the
photos as possible on social media. Join us!
Let’s look back on a great year at our socials.
To celebrate the upward trend, here are some
photos we haven’t shared before!
BY MARCEL COSTER
BY VLADIMIR KUKARSKI
Y
BY VALENTINE LESHTAEV
BY ALEXANDER GAVRYUSHOV
BY BAS MOL
“We could not do it without you!”
BY HOLT LOGISTICS
BY ROMAN KRAUS
BY DMITRY BAGUROVBY EMIEL PROVOOST
BY MARTIN GRARD
BY ALEXEY VOROBYEV
BY FELIX HINKELMANN
Most of our dear loyal Simply Seatrade rea-
ders will not have noticed that the Seatrade
Group has always had two different techni-
cal shipmanagers within the Group. The Ger-
man outfit Triton took care of all technical
and crewing activities of vessels of German
owners, Seatrade Groningen focused on the
management of all remaining vessels.
While the crew on board and staff ashore
knew the difference, all Seatrade customers
cooperating with Seatrade Reefer Charte-
ring probably did not notice the existence of
Triton in the background.
December 2019 marked Triton’s 25th anni-
versary. Founded in December 1994 by Cap-
tain Karl-Heinz Hilbig and his wife Angela,
Triton grew to be the largest German reefer
company at times. December 1994 marked
the start of all business activities when Triton
bought the small coaster vessel “Erkaburg”
which was renamed after their daughter
‘Mareike’. Several singledecker, multipurpo-
se and container vessels entered the Triton
fleet the years after, both second hand and
newbuildings.
After having bought two reefers from Seatra-
de in 1997, Seatrade Groningen and its ship-
management outfit approached Mr. Hilbig in
1998 asking whether Triton could manage a
German owned reefer vessel in its fleet. The
cooperation between Triton and Seatrade
peaked when Mr. Hilbig took over the position
of CEO at Seatrade Groningen to restructu-
re the shipmanagement arm of the Group. All
commercial activities had already moved to
the Seatrade Reefer Chartering office in Ant-
werp by then.
In February 1999, Mr. Hilbig started his new
position while his wife managed the daily ope-
rations at the Triton office in Leer. In the mil-
lennium year Triton became a 100% daughter
of Seatrade and it took another 6 years to
establish a fleet that focused on specialized
reefer vessels only.
While a shift from MPP and container vessels
to specialized reefer vessels became evident
over the years, Triton’s company portfolio
also grew. Sirius Shipmanagement GmbH in
Leer was a joint venture between P&O Ned-
lloyd and Triton. At times the fleet contained
40 container vessels of which Sirius did part
of the crew management. The cooperation
ended in December 2013 after several owner-
ship changes at the side of P&O Nedlloyd.
Novalines BV, a Dutch shipmanagement com-
pany, was founded in the summer of 1998 by
Triton. It took over the technical management
of a fleet sailing under the Dutch flag. The
newbuilding program of four small gearless
tweendecker and two existing vessels entered
TRITON – A QUARTER OF
A CENTURY
the Novalines fleet. When Triton became part
of Seatrade Groningen, Novalines was termi-
nated and integrated into Seatrade to operate
as one Dutch shipmanagement outfit only.
Triton Chartering in Hamburg became a
branch office of Triton in April 2013. Better
known as Seatrade Hamburg, the team sup-
ported the commercial activities of Seatrade
Reefer Chartering in the German market as
well as Russia.
Last but not least, Atria Learning & Develop-
ment GmbH should be mentioned. Manage-
ment workshops, board games and crewing
agency weeks are its means to invest in the
education of crew and staff. HEISS – Human
Element In Shipping Simulation is the core
business model that the Atria team imple-
ments on board, ashore and with interested
third parties.
The reefer industry is an ever-changing in-
dustry. To maintain the highest standards, the
services have to be reinvented at times, exis-
ting structures questioned and adjusted
where necessary. In 2017 the Seatrade Group
decided that all newbuildings would be mana-
ged by Seatrade Groningen: the juice carrier
and the “colour class” reefer container vessels
as well as the “orange class” freezers. Seatra-
de Groningen and Triton are less than a one-
hour car drive apart and two shipmanagement
locations so close to each other did not fit the
company strategy. The Triton fleet started
decreasing in 2017 due to sales and changes
in shipmanagement. The decision to focus on
Groningen only was a logical consequence.
In December 2019 the activities of Triton, at
least preliminary, came to an end after exactly
25 years of business.
It has been Karl-Heinz Hilbig’s wish to address
all Triton staff, both ashore and on board, per-
sonally with a word of gratitude.
“I have always appreciated the dedication and lo-
yalty of all Triton employees ashore and on board.
I would l ike to express my sincere gratitude and
appreciation. 25 years of Triton experience have
influenced the shipmanagement activities within
our Group positively, definitely also because of
the close cooperation between Leer and Gronin-
gen. I am convinced that the “Triton-Spirit” will
continue to l ive in the Seatrade Group.”
Mareike Kaulvers
A book has been published that
shows Triton’s complete company
history. 25 years of family business,
German-Dutch friendship as well as
a complete fleet l ist have been
published, in German.
PUZZLE PAGECrack the code (Sudoku!)
This puzzle is played over a 9x9 grid, in each row
there are 9 slots, some of them are empty and need
to be fil led. Fill in the grid so that every row, eve-
ry column and every 3x3 box contains the digits 1
through 9. The number should appear only once in
a row, column or box. Below you find three Sudoku
puzzles. In each of the below Sudoku puzzles three
slots are coloured. When you have found the num-
bers in any of these puzzles, you will have three-di-
git codes (composed by the numbers in the colou-
red slots, starting top left and moving horizontally
line-by-line ending bottom right).
Rebus
A rebus is a picture representation of a word. Each
rebus puzzle box (1 to 10) portrays a common word
to be fil led out in the answerbox. The highlighted
boxes form a word or phrase which is the solution
to the puzzle.
Send us your response to this issue’s puzzles and if
you have all the answers right, win one of three Fit-
bits! Deadline for your response is 1 March 2021.
E-mail: [email protected]. The names of the winners will be not be published.
The answers of the puzzle and trivia in issue
01/2019 were: puzzle easy code = 928/ hard code
= 288 / very hard code: 541 trivia: 1)1997; 2) Oran-
ge Spirit; 3) Golden Lady. Winners have meanwhile
received their prize.
Medium
3
3
3
5
5
5
7
7 8
1
1
1
9
9
8
8
2
2
2
2
26
6
9
9
5
4
4
8
Hard
8
5
5
5
4
4
1
2
6
6 8
7
7
9
9
1
3
2
2
2
2 8
3
7
7
7
5
3
3 4 2
2
7
7
9 3
3
14
4
4
9
9
9
9
1 9
4
4
8
8 2
6 4
6
6
5
5
5
8
7
7
Easy
Nr. 1
Nr. 5
Nr. 2
Nr. 6
Nr. 3
Nr. 7
Nr. 4
Nr. 8
Nr. 9
Nr. 10
Rebus
-t n=d
+rld+
Nr. 8
o=waym=g
Nr. 10
Nr. 6
+is +
-a t=b g=s
Nr. 3
+nd
-ki c=w
+d
Nr. 7
+r +d
-d e=o
Nr. 9
t=asg=n
+
Nr. 2
b=d k=t
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Nr. 5
fl+ +t
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Nr. 1
-i on=rt
+
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Nr. 4
-n -o
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Commercially operated by Seatrade Reefer Chartering
- Reefer Vessels -
Name cbft sqm built
Baltic Klipper 661,636 7,118 2010
Atlantic Klipper 661,530 7,118 2011
Swedish Stream 645,586 7,565 1992
Italia Stream 645,586 7,565 1992
Nederland Stream 645,586 7,565 1991
Atlantic Reefer 597,139 6,804 1998
Royal Klipper 580,754 6,613 2000
Emerald 548,718 6,244 2000
Fegulus 526,141 5,849 1993
Aconcagua Bay 512, 361 5,894 1992
Everest Bay 449,201 5,219 1989
Pacific Mermaid 540,572 6,075 1992
Regal Bay 526,250 5,851 1993
Runaway Bay 516,227 5,852 1992
Fuji Bay 502,514 5,858 1990
Lombok Strait 626,011 7,341 2002
Schweiz Stream 645,586 7,565 1992
Hellas Stream 645,586 7,565 1991
Autumn Stream 644,331 7,557 1993
Pacific Reefer 596,925 6,803 1999
Comoros Stream 580,754 6,613 2000
Elvira 548,666 6,244 2000
Cold Stream 456,785 5,217 1994
Humboldt Bay 508,551 5,854 1990
Whitney Bay 449,175 5,208 1990
Luzon Strait 626,011 7,341 2002
Commercially operated by GreenSea Chartering
- Reefer Vessels -
Name cbft sqm built
Yun Der 293.958 3.446 2018
Hsiang Hao 293.958 3.446 2018
Lagoon Phoenix 400,884 4,544 1993
Water Phoenix
Green Chile
400,884
375,477
4,544
4,497
1992
1992
Breiz Klipper
Orange Strait
265,246
322.828
3,144
3.408
1991
1991
Sierra King 261,262 2,961 1989
Nova Zeelandia 238,985 2,684 1986
Coppename 212,102 2,453 1990
Cool Expreso 362,351 4,313 1994
Orange Spirit 323,035 3,363 2019
Sierra Queen 398,470 4,736 1996
Orange Sea 322,173 3,381 2019
Prince of Seas 371,412 4,121 1993
Sierra Leyre 260,050 2,925 1997
Sierra Lara 260,050 2,925 1996
Sierra Laurel 260,050 2,925 1998
Nova Florida
Orange Stream
298,320
323.318
3,512
3.408
1989
1989
Managed/ commercially operated by Seatrade Groningen B.V.
- Reefer Vessels -
Name cbft sqm built
Cala Pino 720,000 7,781 1999/2007
Cala Palma 720,000 7,781 2000/2007
Discovery Bay 534,246 5,922 1997
Cala Pula 720,000 7,781 1999/2006
Cala Pedra 720,000 7,781 2000/2007
Santa Catherina 463,986 5,140 2000
- Juice tankers -
Juice Express 2018
Seatrade Orange 2,200 650 2016
Name TEU plugs built
Seatrade Green 2,200 770 2019
Seatrade White 2,200 650 2016Seatrade Red 2,200 650 2016
Seatrade Blue 2,200 650 2017
FLEETLIST
SIMPLYSEATRADEALWAYS. MOVING. FORWARD.