towards 2015: the group strategy

Transcription

ISS Rep rter
Issue 15 • March 2010
INCHCAPE SHIPPING SERVICES
TOWARDS 2015: THE GROUP STRATEGY
Off to the Antarctic
Page 8
Solvang’s fleet renewal
Page 11
Charity in the snow
Page 19
Issue 15
March 2010
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Leader
CEO Claus Hyldager reports on a very satisfactory 2009 and
forecasts for the year ahead
Editorial
On the likeness of editing a magazine to loading a ship
Around the Network
A Malay welcome and a Maori send-off; the Golden Cane in
Montreal and an Antarctic shipment from Tierra del Fuego
This is my job
ISS Houston’s Robert Hawn tells of a long and
rewarding career
Customer Call
Gas carrier, Solvang ASA of Stavanger has renewed and
enlarged its fleet
This page returns with more cautions from ITIC
Local Expertise: Lloyd’s Agency
ISS appointed in Doha
Local Expertise: Iraq & Kuwait
From supporting the US Navy to supplying a tower
skyscraper
Corporate Social Responsibility
The remarkable efforts ISS and its people make for good
causes
Staff News
Our movers and shakers
Notice Board
Following the festive season we catch up with staff outings
and more
The 2015 Strategy Plan
Our Growth & Productivity Strategy will see us through all
weather conditions
Cook’s Corner
Whilst change is constant in our lives, our values and
standards must stay securely anchored
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Shuttling to and from the Al Basra Oil Terminal
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Legal Eagle
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Ceremonial send-off
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Scholarship for Kids project forges ahead
Visit our website at www.iss-shipping.com
Leader l ISS REPORTER
MARCH 2010
Claus Hyldager
Group CEO
Results, forecasting and
structuring for the future
Dear Colleagues,
A WARM WELCOME to the first edition of the ISS Reporter for 2010. As
highlighted in the previous issue it looked like 2009 would, although not
on the same scale as previous years, deliver a satisfactory financial result.
Although at time of writing we are still preparing the audited accounts it
looks like 2009 will be 10% above budget and importantly 13% above 2008
and we can consequently, all the various challenges taken into consideration,
consider 2009 to have delivered a satisfactory result.
With 2009 being one of the worst years on record for the world economy
can we now expect the worst to be over and 2010 to deliver growth rates
along similar lines as seen in 2007 and 2008?
The best way to answer that very important question is by looking at
what we (ISS) expect to achieve in 2010 and compare that against the global
macroeconomic assumptions made by various analysts.
As you would all expect, this year we again forecast ISS to grow on all
fronts albeit not at a pace we have seen in years prior to 2009. Overall we
look to grow our profit line with around 8%.
Our 2010 growth plans are fully aligned with our 2010 – 2015 Strategy
Plan, which calls for growth within our existing businesses, global roll-out of
additional business streams and geographical expansion, the latter achieved
from Greenfield and Acquisition investments.
In addition, our success also depends on achieving the desired outcome
from our “inorganic” objectives, namely in areas such as process
improvement and economies of scale.
With regards to what we can expect from the market I see it as a
encouraging sign that global growth is expected to return to positive
territory in 2010. We must not forget though that the pace of the recovery
will be slow and subject to uncertainty.
Global output is forecast to have contracted by 2.2 percent in 2009, but to
register positive growth of 2.7 and 3.2 percent in 2010 and 2011 respectively.
The main drag on global growth is coming from high-income countries
whose economies are expected to have contracted by 3.2 percent in 2009.
Prospects for developing countries are for a relatively robust recovery in
2010, with growth of 5.1 percent in aggregate.
Output should strengthen further in 2011 but only modestly, rising to 5.1
percent for the developing aggregate as a whole and 4.2 percent for
developing countries excluding China, India and Europe and Central Asia.
So all in all we are expecting to grow our profit by more than double
what the world is expected to grow by and consequently we will have to:
• Ensure continuation of our existing business.
• Improve our margins.
• Increase our market share.
• Increase our “Share of the wallet”.
• Expand our geographical footprint.
These five objectives should be of no surprise to anybody as they are all
part of our Value Creation Map and thus well and truly anchored in our
Group Strategy.
I have in the past mentioned that we would soon be moving into phase II
of our organisational development programme and you will without doubt
have observed that some of the changes have already “unofficially” taken
place since the beginning of the year.
Most of you will by now have seen the recent communications regarding
the Phase II changes and might be discussing the reason behind these
changes.
When we started this voyage together in February 2006 we had to apply
a certain level of entrepreneurialism to our growth and development in
order to examine a wide area of opportunities. We also had to develop a
number of new approaches to how we do business, not least the
formalisation of a well defined plan for how we would achieve our ambitions
for years to come.
Being entrepreneurs often also entails a less structured approach to how
a particular business initiative is executed, which in turn is a threat to the long
term viability of any such initiative unless you intervene by implementing
well defined processes.
The ISS family have grown from 1,700 to 3,500 employees since 2006 and
we have within the same period more than doubled our profit.
Such growth, whether this is within HR or profitability, requires a different
method as to how we manage our business and I have consequently
decided to change the management structure to ensure that our future
growth and development plans will be implemented, executed and
monitored in a fully structured fashion.
This will inevitably lead to changes in areas that in the past would have
been handled more casually, and could be in danger of being misinterpreted
as bureaucratic. This is not the intention and will be avoided at all cost.
I ask that you all embrace the changes as I am sure they will be of great
value to our future development.
2010 will be full of challenges one of which will be pressure on our
margins with most of these originating from companies operating in the
same space as ISS and it is important that we ensure that attempts to take
market share away from ISS are met with the fiercest of defence based on
our ability to better control our individual financial and operational
components.
On behalf of the Board or Directors, our shareholders, the management
team and myself, a big thank you for all your dedication and hard work.
Claus Hyldager
Group CEO
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ISS Rep rter
Issue 15 • March 2010
ISS REPORTER l Editorial
MARCH 2010
INCHCAPE SHIPPING SERVICES
TOWARDS 2015: THE GROUP STRATEGY
Off to the Antarctic
Page 8
Solvang’s fleet renewal
Page 11
Charity in the snow
Page 19
Cover: Long term planning is as much a part
of corporate strategy as it is of a game of chess
Editorial & PR Coordinators
Head Office
Isla Sinclair
Europe
Manu Willems
Middle East/South Asia Asia Pacific
Usha Sethumadhavan
Darrell Wee
Japan
Yasuhiko Tsukamoto
Australasia
Annie Peterson
North America
Linda Clayton
South America
Cecilia Calderon
Africa
Lorna Gloster
Design
Dave Blake
Doctors bury
their mistakes
but journalists . . .
IN SIMPLE TERMS, editing a magazine can be likened to working a ship, the scheduled sailing time
of a ship equating to the press deadline of a publication.
The correct consignment of cargo (editorial material) is received for loading. Holds are cleaned (the
Editor tries – and usually fails – to clear the decks and get a good run at the task ahead). Careful stowage
is vital (layout of stories and pictures should flow logically, attractively and must be relevant and
interesting). The terminal’s berthing window must be strictly adhered to (the printer operates to similar
strict time slots).
When ‘loading’ ISS Reporter every three months, substantially more material lands on the editorial
desk than will fit into the space available. This means that the editing process involves a great deal of
cutting as well. But the original material is still sitting in a folder of the editorial Outlook Inbox. Still in the
warehouse if you like, though that’s pretty much where this analogy ends.
But if you do want to know more about a particular story, there may well be more information to
hand; and if not, then the source of the original material will certainly know more of the facts behind it.
Don’t hesitate to email me at [email protected] if there’s something in the magazine you
would like more information on.
“Editing,” explains our old stalwart, Wikipedia, “is the process of selecting and preparing language and
images through processes of correction, condensation, organization and other modifications in various
media…... Editing is also a practice that includes creative skills, human relations, and a precise set of
methods….. Editors also write headlines and work on more substantive issues such as accuracy, fairness
and taste. (They) select news stories for inclusion, ….choose the layout of the publication and
communicate with the printer.”
This is pretty much how it works on ISS Reporter. I receive or source and then edit (often re-write) the
text and images then send it to our design guru, Dave Blake with some instructions as to how I want the
pages laid out. In practice, Dave has a pretty good idea of what’s needed, but there’s still a fair bit of toing
and froing before the proofs are finalised.
Then after a final, final proofreading, it’s signed off and goes to press hoping always to have avoided
the nightmare expressed in the old adage: Doctors bury their mistakes, engineers build on their mistakes,
lawyers hang their mistakes, accountants account for their mistakes, but journalists put theirs on the
front page.
Nick Elliott FICS
Editor
Printers:
Holbrooks Printers Ltd., Portsmouth
ISS Reporter is published by:
Inchcape Shipping Services
5/7 Lakeside Business Village
Fleming Road, Chafford Hundred
Essex, RM16 6YA UK.
Email: [email protected]
Tel: +44 1375 484900
No part of this publication may be reproduced in any
form without the written permission of the publisher.
© Inchcape Shipping Services
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MARCH 2010
Around the Network l ISS REPORTER
Accolades like the one below don’t come every day and
ISS Mackay’s Craig Harris together with ISS Australasia’s
Royce Brain were quick to praise ISS Mackay’s Auckland
Cruise Manager, Douglas Colaco, Napier Port Operations
Manager, Ken Lowe and the team. It should be pointed
out that regulations and inspections applying to such
voyages are extremely stringent and ISS Mackay’s
prompt action resulted in a saving of some US$1m. All
involved, including the owners, were looking for, and
found, a solution – not just a shortcut.
The arrival in Penang of the cruise ship DISCOVERY on the morning of 1 January heralded in the New
Year. It was her maiden call and she was welcomed by traditional Malay dancers whilst ISS Country GM,
Capt.LH Khoo exchanged momentos with the Master, Capt. Derrick Kemp.
Riccardo Tommasi (second from right), Shipping Manager of Nigerian Agip Oil Company, signs a contract
with ISS Senior Operations Manager, Western Ports - Victor Nwabu, accompanied by Precious Okwu Manager Eastern Ports. The signing followed the award to ISS of a tender for provision of shipping
terminal agency services in Nigeria.
Gentleman
I am the Programme Manager Outlying
Islands for the New Zealand Department of
Conservation based in Invercargill and
oversee the day-to-day management of the
New Zealand subantarctic islands including
tourism at the islands. As such I had the
responsibility for the on-the-spot
management of the recent incident where
the CLIPPER ODYSSEY didn’t pass her hull
inspection putting her voyage to the
subantarctics at risk. From the time we got
notification that the vessel had not passed
her inspection I worked closely with Doug
Colaco, the ship’s agent, to try and find a
mutually acceptable solution where the
expedition could continue while not putting
the unique marine environment around the
islands at an unacceptable risk.
As you will be aware we came up with a
suitable solution, getting experts in to do a
specific risk assessment for this voyage. In
part we were fortunate that we were able
to get a suitably experienced and skilled
dive team to carry out the work at such
short notice and that the organisms on the
hull were low risk. However a large part of
why we were able to get to a satisfactory
end point was Doug's approach to the
problem - put simply he didn't waste time
trying to argue or debate what the
standards were or to try and weaken them,
he focused on finding a solution. As you will
appreciate this is not always the case, with
some operators/agents spending more
time arguing with us over technicalities
than dealing with the issue.
It was a pleasure working with Doug on
this issue and we have already discussed
working more closely together in the New
Year to develop a more formal contingency
plan should a similar situation occur in the
future.
I also thank you for supporting Doug in
this instance over what was a stressful time
for all involved with a lot at stake both
financially and environmentally.
Pete McClelland, Programme Manager
Outlying Islands, Department of
Conservation
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ISS REPORTER l Around the Network
NCC SUDAIR docked at Sprague terminal in
Searsport, Maine during the first major snow
storm of the winter. Captain and crew wanted a
taste of Maine's cuisine and, reports ISS’ Roman
Józefiak: “Lobsters were, as always, fresh and
available.”
Chris Stone and team were welcomed at the new
Cochin office in the traditional way of
Chendamelam. “The guys in their traditional attire
use drums and sticks to make the rhythmic
welcome music,” writes Usha Sethumadhavan,
“and young girls carry flowers and dab sandal
paste and kumkum (red powder from the temple)
on the guests’ foreheads. Chris then cut the ribbon
and he and Pradeep Mishra lit the lamp in the
traditional Kerala way after which Chris made a
short speech. It was a very different experience
altogether for all the non-Keralites present!”
MARCH 2010
‘To reach the highest standards we depend on our
people - their welfare, training and expertise’ says
our Mission Statement so ISS Qatar’s Rohan
D’Souza conducted a field trip for the back
office staff in all streams, to the port of Ras
Laffan. “The purpose of the trip was to educate
our back office staff on day-to-day operations”
says Rohan. “They were given an overview of
vessel, cargo and crew related issues and
operations. They met the port authorities,
officers and crew of the PACIFIC RAPIER who
were extremely hospitable and took our staff
on a guided tour of the vessel explaining their
responsibilities. And we organised a
question/answer forum to further enhance
their understanding after the tour. It was
extremely pleasing to see the participation that
our staff showed including the interest and
excitement in wanting to learn more. We shall
certainly continue to conduct such educational
trips in future as we believe truly that……‘In
our race for excellence there is no finish line!’
The POSEIDON LEADER made her maiden
call into Baltimore. L-R: Scott Sanko - NYK
Baltimore Port Captain; Cristian Nicolae - Chief
Engineer; Don Maney - ISS Port Manager; Cindy
Burman - Maryland Ports; Capt.Kawasaki –
Master; Capt. Matsushige - Senior Manager
Operations NYK RoRo; Bill Wade - Stevedore
Ceres Marine
Training ships from the navies of eight
Latin American countries paraded in front of the
shore of the Carioca in Rio for the Regatta: Sails
South America 2010. Through the southern
waters of the sunny Cariocan capital, and towards
the port, the eight great sailing ships paraded
with huge flags – past the famous beaches of
Ipanema and Copacabana. Training Ship JUAN
SEBASTIAN ELCANO of the Spanish Navy was
attended by ISS throughout the Regatta.
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MARCH 2010
On board OOCL BELGIUM, the first ship to enter
Montreal Port Limits in 2010.
As is tradition, the Master is presented with
the Golden Cane by Montreal Port Authority. The
OOCL BELGIUM was also the first of OOCL’s fleet
under our new representation contract in
Canada, reports Jason C. Skorski.
L-R: Tony Behemy - Port of Montreal;
Capt. Jean Luc Bedard - Montreal Harbour
Master; Lenard Coull - ISS; Chee Leong Ch’Ng Chief Engineer; Capt. Steven Lloyd - Master;
Michael O’Morchoe - OOCL Canada Inc.; Kevin
Doherty, Michael Fratianni, Migo Kanondjian Montreal Gateway Terminals
USS SWIFT visited Mombasa under ISS agency,
as part of an Africom initiative in which
US Navy and other military forces are at work
with African countries aiming to improve
maritime safety and security generally.
The high speed vessel has previously visited
a number of West African nations on similar
missions.
ISS Operations Representative in Ushuaia, Walter
Travaglinni, presents a commemorative plaque
to the Commander of the Brazilian Navy’s Navio
Polar ALMIRANT MAXIMIANO, CMG Sergio
Ricardo Segovia Barbosa.
L-R: Global Shipping’s Ernan De Leon - Vice
President for Operations, ISS’ Ariel Dumapit, Capt.
Ryan White of USNS BRUCE HEEZEN (3PSC
vessel) and Eric San Pedro during the vessel’s
visit in South Harbour, Manila.
Growth & Business Development in 2010 & Beyond was the theme for the Middle East & India managers meeting in Cochin. And port representatives made a
presentation to the meeting on Cochin as an emerging hub port in the Indian Ocean region.
7
ISS REPORTER l Around the Network
MARCH 2010
ISS arranged for the barge CRISTINA POLAR to
be transported from Ushuaia on Tierra del Fuego
to the Antarctic to assist in discharging materials
for the Antarctic International Bases.
ISS Cape Town was appointed as representative in Simons Town – South Africa for the US Navy whose
submarine SAN JUAN visited for rest and recreation.
GRAND VOYAGER, of Ibero Cruceros Espana,
docks in Rio before starting the cruise season to
see to problems with her bow thruster. ISS Rio de
Janeiro provided clearance services and the
connection of vital spare parts for the prompt
completion of the job.
ISS and Hapag Lloyd India have signed an MOU
for us to take on the husbandry, port operations
and counter facilities for Hapag Lloyd in India
from April this year. Peter Bradel, MD Hapag-Lloyd
Middle East/India and ISS’ Eddie Filus signed with,
from left, Anil Thakkur, Glen Fernandes and Gladis
Dsouza (all from HL) and ISS’ Pradeep Mishra and
Larren Fernandes, standing.
ISS-KUM did ISS-Mackay a favour by securing them
the agency for Korea’s first Polar Research Vessel,
ARAON, in Lyttleton, Christchurch on her way to
the Antarctic. A traditional ceremony was held
before her departure. ISS-KUM’s John Song
persuaded her owners to change their planned
agency arrangements in favour of ISS-Mackay who
have extensive experience in handling such calls.
ISS Kuwait conducted an in-house H1N1
Awareness Campaign for all its staff to enhance
employee awareness and understanding of the
symptoms of H1N1, precautionary measures to
be taken, and maintaining business continuity in
emergency situations. The seminar covered an
Introduction and Objectives, Background on
Swine Flu (H1N1) Virus, Signs and Symptoms,
10 Swine Flu Preventions and Treatment /
Medication / Vaccination Forum
Keelung Harbour Bureau awarded a
commendation medal to COSTA on their 64th
Anniversary thanking the line for its contribution
to passenger volume growth in 2009. Joeson Wei
and Jeff Lee of ISS Taiwan (on right) accepted on
behalf of COSTA.
8
MARCH 2010
ISS Kuwait recently conducted workshops on
Managing Team Performance for its managers
and supervisors facilitated by Balram Srinivasan
- HR Executive. The programme, comprising of
interesting role play, case studies and learning
In support of the Anchor Aweigh programme,
ISS India conducted a Swift workshop in Mumbai
facilitated by Sandeep Pande, Regional
Operations Manager and Nishant Louis, Business
points, helped participants develop personal
skills involved in performance improvement;
understand a motivating approach to giving
feedback, identifying and resolving
performance issues.
Systems Analyst. Participants came from across
India for this important initiative towards ISS
ADSTEAM operational integration which now
functions as one entity.
The intricacy of heavy lift and abnormal
indivisible load (AIL) operations. ISS helped
oversee the discharge of a gantry crane at
Terminal Pacifico Sur, Valparaiso completing
a five crane delivery representing an
investment of US$ 8m. The operation,
assisted by four tugs, took three hours. Next
port was San Nicolas in Peru, also with ISS in
attendance, both calls on behalf of Zhen
Hua. Also pictured are Rodrigo Soto and
Felipe Hernandez, both ISS operators, with
Captain Capt. Xiong Wei.
Luciano Oliveira, GM ISS Brazil, chaired the annual lunch of the Chamber of Shipping, paying tribute to the
Brazilian Navy with senior officers and officials as guests.
9
ISS REPORTER l This is my Job: Robert Hawn
MARCH 2010
My name is Robert Hawn and I am
General Manager - Greater Houston,
charged with overall responsibility
of operations and administration both ISS Houston and ISS Jacinto
Port, two of the busiest and most
strategically important offices in all of
North America.
WE HAVE A diverse team of professionals
here, divided into two stand-alone offices,
and committed to uphold the ISS standards
of providing outstanding service to our
customers. In my years working in different
offices, I have to say this is one of the best
groups of people I’ve ever been associated
with, both in my offices and throughout the
Company.
I feel at home here, being a native Texan. And
it’s almost as though I have worked my entire
career with Inchcape because prior to 2003
when I actually joined ISS, I spent 21 years
working with two other agencies later
purchased by ISS in their expansion across North
America.
I started as a boarding agent back in 1978,
employed by a regional shipping agency with a
broad client base and excellent reputation. This
was in Beaumont TX, nearby where I was raised.
That company, still in operation today, had both
agency and stevedoring operations under one
roof, but since they had need of an agent, that’s
where I was assigned. A skinny 20-year old
single guy, tired of taking boring classes at the
university and working “normal” jobs, was just
what they needed to jump into the non-stop
business of steamship agencies that supports
the world of international commerce.
In those days we handled a wide variety of
vessel calls at various terminals along the
Sabine/Neches Waterway. The products were as
diverse as the vessels too: crude, clean and dirty
product, petrochemicals, LPG, grain, dry and
liquid bulk sulphur, fishmeal, petcoke and
general cargo such as bagged flour, wood, paper
and project cargoes. When things were busy, I
was lucky to catch three or four hours of sleep a
night. I had no backup except in time of
emergency, when the stevedores would help
cover a boarding, but otherwise worked every
vessel, weekends, holidays, and planned days-off
included.
I learned the job the old-fashioned way,
working long hours, doing all the paperwork by
hand or with a manual typewriter in the office; no
10
A native Texan
cellular phone, no pager, no radio, and only the
telex with a paper tape for recording a message
instead of typing it on a live connection.
When I presented my first set of entry
paperwork to the Customs officer, she scanned
the first page and handed it back with a stern
look and told me I could bring it back when it was
right. My boss laughed and threw me another
set of completed paperwork as an example.
There was no formal training offered; it was
truly on the job, and a virtual trial by fire as I
learned when only seven months into my new
career, I was called out early on a Sunday
morning with the news that the fully-laden
molten sulphur tanker I had sailed only two
hours previously had been rammed by an
inbound tanker laden with crude oil and had
sunk in the river less than two miles from her
loading berth, sitting in the mud, broadside to
the current where she remained for over a week
while salvage operations were conducted.
I re-boarded her, walking decks fully awash
with dirty river water and commiserated with
the American skipper about the sorry state of his
beautiful vessel.
When things slowed down on the agency
side, I would ride with the stevedores, learning
all I could about that aspect of the business as
well. I loved getting involved with the ship’s
personnel and supercargoes, listening as they
worked to resolve problems with cargo
stowage and operations.
Over the years I’ve worked in dozens of ports
across several states and held numerous
positions, boarding agent, general manager,
accounting manager, IT, and vice president. It’s
never boring!
My wife and I have raised two fine sons, both
with families of their own now. I purchased my
first computer in 1987, and still enjoy tinkering
and gaming on them, along with movies, reading
and physical training. We also attend church
regularly and usually sing in the choir wherever
we are; right now that’s contemporary Christian
Praise music such as you hear on the radio.
I’ve had the pleasure of developing many
lasting friendships with ship’s personnel from all
nations, especially a double-handful of truly
exceptional captains, customers, local officials,
port and terminal personnel, and vendors
providing some of the most diverse services you
can imagine.
The friendships I truly value the most are
with my past and present co-workers, although
we’re sometimes spread across locations many
miles apart.
Customer Call: Solvang ASA l ISS REPORTER
MARCH 2010
Newbuildings reduce fleet age profile
ESTABLISHED IN 1936,Stavanger-based
Solvang ASA specialises in the transport of
Liquid Petroleum Gas and Petrochemical Gas.
The Company’s fleet of some 18 owned and
managed vessels trade across all continents
and ISS acts as Solvang’s agent globally.
Solvang has embarked on a major fleet
renewal programme recently with 10
newbuildings delivered in the past two years.
This has reduced the fleet age profile from 17 to
just seven years.
Most recently Solvang and its partners
contracted with Korea’s Hyundai Heavy
Industries for construction of six LPG tankers
with a capacity of up to 82,268 cbm and Meyer
Werft, Germany for four ethylene tankers of
17.000 cbm. All vessels were delivered in 18
months from July 2007 until January 2009. “We
are building the business for the long run,” says
MD Magne Morken. The Company also took
delivery of three 60.000 cbm newbuildings from
Kawasaki, Japan in 2003/4.
Solvang ASA is the managing owner of the
vessels with an ownership share of 20% to 30%.
‘
. . . even more
important is how the
ships are managed,
how they are operated
and how people put the
ships to usess
’
Magne Morken, Solvang’s MD
“Our ships are built according to the latest
specifications,” says Mr Morken, “adopting new
and functional technology. But even more
important is how the ships are managed, how
they are operated and how people put the ships
to use. In this area we are getting better all the
time. We are always improving on our already
high competence levels and our broad
experience. Our strength is achieving reliable
deliveries to the highest quality. Our aim is to
continue looking ahead while making use of our
past experience. We build for the customers of
tomorrow under our motto: ”Reliability and
Flexibility through Knowledge and Experience.”
As time passed Solvang saw itself become
more and more specialised and skilled within its
chosen sectors. “We know the nature of the
assignments and we can focus on all the details
that have to be in place to secure a good
assignment. The size of our company also makes us
able to adapt to all assignments within this field.”
Marketing of the Solvang fleet is done
through two joint venture companies; both
owned 50% by Solvang. International Gas Carriers
based in Oslo is marketing the fleet from 57,000
cbm to 82,268 cbm whilst Eitzen Solvang
Ethylene based in Copenhagen and with another
office in Singapore, is marketing the ethylene
vessels from 12,000 cbm to 17,000 cbm.
Solvang will continue investing in the several
segments which make up the gas market, and
the newbuildings are all part of that strategy.
11
ISS REPORTER l The 2015 Strategy Plan
MARCH 2010
2010-2015 Strategy Plan
ISS AS A GROUP has adopted a Growth
& Productivity Strategy: the Growth Strategy
ensures that we expand revenue opportunity
and enhance customer value, whilst the
Productivity Strategy ensures that we reduce
our production cost and increase asset
utilization.
Growth & Productivity
The Group Strategy Division is headed by an
Executive Vice President, Terry Gidlow who
reports directly into the Group Chief Executive
Officer. The Group Strategy Division is
responsible for defining the Group Strategy,
ensuring it is executed across all levels within the
company. The Group Strategy Division is also
responsible for rolling out and managing the
Balance Score Card system.
A Strategy Plan is a dynamic document; there
are bound to be changes as the landscape
within which we operate varies. Given the time
span covered by the Strategy Plan (2010–2015)
we have ensured that the fundamentals are
flexible enough to cater for unforeseen events
that could effect the way in which we or our
customers do business. While maintaining the
flexibility to react to such events we need be
sure that the underlying fundamentals are rigid
enough to ensure that we retain a laserlike focus
on our Vision to make certain we are not
managing a moving target.
The Group Strategy Division is also
responsible for the Groups Merger & Acquisition
(M&A) activities. A significant part of the 2015
Group Strategy is leveraged off an extensive
acquisition programme over the next six years.
The Strategy Process
There are eight key steps to achieve and deliver
our Strategic Outcomes.
Starting with our Group Mission Statement.
which defines our raison d’etre, or why we exist
as a company, followed by the Group Value
Statement, this is an affirmation of the core
values that we have adopted as a Group, guiding
us in the manner in which we behave and
conduct our business.
The Group Vision puts a flag in the ground at
a point in the future and defines what and where
we want to be as a Group at that point in time, in
this case 2015.
The Strategy Plan is the detailed road map
that will enable us to achieve our vision, goals
and objectives based on our core values. There is
a financial model, the Strategy Model, that takes
the forecasts and projections that are distilled
from the Strategy Plan and gives us a detailed
view of what the group will look like from a Profit
& Loss, Balance Sheet and Cash Flow perspective,
12
right the way through the strategy plan.
The Strategy Map, otherwise known as the
Value Creation Map, is used to ensure that we
achieve a balance between the Growth and
Productivity Strategies, while placing an
emphasis on four key perspectives: Financial;
Client; Internal; Learning & Growth.
The Balanced Score Card is a tool that is used
to manage and influence the organisational
behavior, to ensure we achieve our Vision. The
Balance Score Card, as the name implies, is
designed to ensure that we take a well balanced
approach to quantifying and measuring the four
different perspectives.
From the Strategy Map we are able to define
a number of Targets and Objectives at all levels
within the Group. This enables Management to
focus on different items and elements in the
business that all dovetail with the big picture of
delivering on our Group Vision.
From the Targets and Objectives we are able
to distill a number of Personal Objectives that
are defined from top to bottom.
The culmination of the steps as defined
below enable us to achieve our Strategic
Outcomes.
The 2015 Strategy Plan
Vision Statement
To be the world leader in maritime and cargo
services by:
1. Continuing the evolution from a partner of
choice to a strategic partner
2. Offering scalable outsourcing solutions across
the world
3. Offering an Enterprise Value Proposition
4. Expanding our network
5. Globalising our service range:
Marine Services; Cargo Services;
Government Services; ERP solutions
Mission Statement
We will provide a sustainable financial return
above shareholders’ expectations
through fulfilling our vision and leveraging on
our combined financial strength.
The 2015 Strategy Plan l ISS REPORTER
MARCH 2010
Value Statement
To reach the highest standards we depend
on our people. Their welfare, training and
expertise is core to our success. Our foundation
for developing our people is securely
anchored in health and safety policies. We
foster strong ethical values and a team spirit
that rewards commitment, loyalty and initiative.
We embrace respect for the environment. We
are committed to accountability, honesty and
transparency.
In 2006 Management set out to double the
Group’s profit by 2010. By the end of 2009 we
had nearly tripled the 2005 profit and current
projections are that we will double the 2009
profit before the end of 2015.
We have woven eight key Strategic Themes
through our 2015 Strategy Plan and these form
the foundation of our growth and productivity
strategy.
to benefit from the volatility in the markets by
continuing to hedge our bets through
expanding our geographic footprint and the
scope of services we offer.
Partner of Choice – Strategic Partner
We are fortunate to have a large client base
consisting of over 3,000 clients. The reality
however is that no matter how good our service
levels are, or how strong our client relationships
are, or how competitive our prices are, we are
always only one telephone call or email away
from having a contract terminated. Hence it is
imperative that we are able to make the
transition from being a Partner of Choice to
becoming a Strategic Partner to our clients and
thereby securing our position with our clients
by becoming an integral part of their workflow
processes and therefore a Strategic Partner.
Scalable Outsourcing Solutions
By offering our principals scalable outsourcing
solutions, we not only assist our clients in
reducing their fixed cost and enabling them to
focus on their core activities, we also take a
quantum leap forward in moving from a ‘Partner
of Choice’ to becoming a ‘Strategic Partner’.
Enterprise Value Proposition
The unique Enterprise Value Proposition that ISS
is able to offer the market is a combination of the
diverse scope of services that the group offers
across four broad Business Streams, then
leveraging these services and capabilities across
the largest proprietary office network in the
industry.
We can therefore provide bespoke solutions
for any situation, scenario or opportunity that
may arise with any current or future client in any
location in the world.
Strategic Themes
Hedging our Bets
During the market turmoil of 2009 ISS posted a
15% gain in profit over 2008 which was a record
year in itself. Our ability to weather the recession
we believe is rooted in a combination of our
solid geographic footprint and the diverse scope
of services offered across the Group, hence
ensuring that we were not unduly exposed to
the economic health of any one country,
continent, industry or commodity complex.
We do not pretend to know which
economies are going to flourish and when, nor
do we pretend to know what commodity prices
will do, but we will ensure that ISS is well placed
13
ISS REPORTER l The 2015 Strategy Plan
The Enterprise Value Proposition is something
that evolves and grows exponentially with the
addition of services, locations, capabilities and
skill sets. By focusing on the Enterprise Value
Proposition, Management is able to ensure that
ISS is positioned to meet the customer’s needs at
any time, place and for any scenario.
Business Stream Balance
As a global organisation with a broad and diverse
product range ISS is in a unique position whereby
we are not dependent on a single Business
Stream. Consequently the volatility in certain
sectors is less likely to have a fatal effect on our
business and more likely to give rise to new
opportunities that ISS can take advantage of. It is
therefore essential to ensure that the company
achieves a balance between the EBITDA
contributions of the four Business Streams.
Geographic Expansion
By 2015 ISS will have a presence in every
country that has maritime activity, with the
logical exception of countries that fall foul of
14
United Nations sanctions. We will achieve this
geographic expansion through a combination
of ‘Green Field Start Ups’ and acquisitions. The
Strategic Agenda for the geographic expansion
is set at a corporate level and is executed at a
regional level.
MARCH 2010
We have set a target for 2015 of 5%
conversion of Gross Turnover into EBITDA; this
will be achieved through both organic and
inorganic growth to expand the scope of
services currently provided by the Group.
Strategy Plan roll-out
Business Stream Expansion
ISS today has Marine Service activities in virtually
every location we are present in. However we
concentrate on Cargo Services in the Middle
East, Government Services in the Middle East
and Africa, and ERP in N. America, Europe and
Asia. Management will roll these business
streams out over the scope of the proprietary
office network and exploit the benefits offered
by the Fixed Cost leverage that exists.
Wallet Share
In 2008 ISS reported revenue of circa US$ 500m
and an EBITDA of $64m. The $500m was
generated from a Gross Turnover in excess of
US$3bn, thus an effective conversion rate of
2.13% of Gross Turnover into EBITDA.
The Group 2015 Strategy Plan was completed
during the 4th quarter of 2009. In January 2010
we commenced the roll-out of the Group
Strategy plan. The role of Group Strategy
Division in this process is that of FACILITATOR.
Our primary objective is to facilitate the role-out
and adoption process across the Group, to
ensure there is consistency and alignment with
the Group Strategy Plan.
The second stage commencing in the 2nd
quarter of 2010 involves the Regions cascading
the strategy planning process and templates
down to the individual countries. The process
facilitated in the Regions by Group Strategy
Division will be replicated at a country level by
the regional management teams, supported by
Group Strategy Division.
Cook’s Corner l ISS REPORTER
MARCH 2010
David Cook
Vice President –
Global QA & HSSE,
is based in
Portland, Oregon
THE MARITIME INDUSTRY has a long and
proud history. The improvement in the
quality of human life is closely linked to the
industry and the evolution of the global
transportation infrastructure. By any
measure, the combination of ship, barge, rail,
truck and air transportation that exists in the
world today is incredibly efficient. The
transportation options available now to
nearly any corner of the globe would be
astonishing to anyone who was around as
little as 50 years ago.
The cost to move a ton of material has also
dropped or changed dramatically in the last 50
years. So has the time that it takes to load,
transport and discharge cargo. As an example
even in the 1970s it was not unusual for a
general cargo ship to stay in port for several days
to discharge and load. Now most ships are in for
hours and not days.
In the background of any cargo movement
there are a series of transactions and waypoints
where communication plays a key role. Nearly
every aspect of what an agent does pivots
around timely and complete communications.
These used to be sent by mail. Mail was replaced
by cables and telexes. Cables and telexes by fax,
then e-mail and overnight delivery services. Each
method of communication facilitated the
transmission of required information between
the stakeholders of a transaction. E-mail and
overnight delivery services are now being
displaced by updating ‘live’ or real time websites
and scanned document dispatching and
archiving.
Ship-related communications evolve and
accelerate but the type of information being
communicated or data elements that are related
to each transaction haven’t changed significantly
for hundreds of years. Bills of lading produced
today have nearly identical wording as they had
200 years ago. Phrases like “shipped in apparent
good order and condition” and “In witness
whereof the master or agent has signed three
original bills of lading…” for example.
Even some ship designs have changed
without changing. A good example is Cunard’s
QUEEN MARY 2 (QM2). The original QUEEN
MARY was built during the glory days of the
passenger liner trades in the 1930s. The new ship
does take aesthetic cues from the original
QUEEN MARY and the QUEEN ELIZABETH 2, but
they have added all the updated amenities that
Changing without Changing
are expected on a modern cruise liner.
Cargo ships have changed from sail to steam
and steam to diesel and their size has grown to
become more efficient, but their function has
not changed since the first cargo was
transported. The goal of the carrier is still to
make a profit. To do this the carrier must
properly load, handle, stow, carry, keep, care for
and discharge the goods carried, and time in
port must be minimized.
Inchcape Shipping Services has a long and
proud history of providing port agency service
excellence over the last 162 years, through its
owned agent network. In our capacity as agents
it is our duty to coordinate the ship’s activities to
ensure that the time spent in port is efficiently
utilized and kept to a minimum. This allows the
ship to reduce port expenses and carry more
cargoes in a given year. Good and timely
communications is the key to meeting the
principal’s expectation of an efficient port call.
Over the ages agents have had to change
and adapt to the new methods of doing the
same old business. In the present day, we all
must change our mindsets from typing out emails to entering data elements into our systems
so the key data and documents can be seen by
our principals in as near real time as possible
24/7/365 without contacting the local ISS office.
Our systems will also create the basic
messages and documentation
required when the correct and
complete data is entered.
To provide Enterprise Value
Solutions to our principals, timely,
complete, and accurate data entry is
fundamental. When done correctly
this improves the communication of
the required details via the methods that our
principals want. The Key Performance Indicators
(KPI’s) we are now tracking provide us with the
means to monitor our own data integrity and
ensure that we flush out and seize opportunities
for improvement.
The winds of change never stop blowing and
we need to make sure that we adapt to the
needs of the customer by maximizing the use of
global systems and technologies, while at the
same time maintaining that local focus, expertise
and service level that our principals rely upon.
This means changing without changing…
Security
This is a good time to check to make sure that
any identity cards required by ISS, port
authorities, terminals or facilities are up-to-date
and valid. It is important that we possess and
produce on demand the correct identity
documents for the areas we need to enter in the
maritime security environment
Like safety awareness, security awareness is
important. Please remain vigilant against
security complacency.
If there are any questions on this or any other
topic raised in this column, they can be directed
to your Regional QA & HSSE manager.
Comments are always welcomed. Until next
time…
15
ISS REPORTER l Legal Eagle
In this issue we record, with our thanks
to them, some of ITIC’s helpful advice
citing situations that have arisen
amongst their membership and
providing guidance on some of the
thorny problems that agents face on a
daily basis.
MARCH 2010
Legum servi sumus ut
liberi esse possimus*
OIL MAJOR SISTER VESSEL ARREST
A ship agent arranged for the towage of an oil
major’s rig through the Suez Canal. The oil major
considered the cost to be high and refused to
pay for the service. Agents in the Suez Canal
have a bond with the Suez Canal Authority. If a
shipowner does not pay for a service while
transiting the Canal, the monies are immediately
withdrawn from the ship agent’s bond. After
several unsuccessful attempts to resolve the
matter and secure payment, the agent contacted
ITIC to pursue the debtor. Initially, ITIC’s messages
met with no response. The oil major was the
registered owner of several oil rigs and drilling
ships. However, these are usually very difficult to
arrest due to their lengthy stays at sea and the
infrequency with which they call at port.
Accordingly, the Club located a sister rig that was
due to arrive in Durban for repairs. After
coordinating efforts with our local
correspondents, the agent and South African
lawyers, the Club arrested the sister vessel in
Durban, pursuant to the maritime lien created by
the unpaid Suez Canal dues. Within twelve hours
the debt was paid in full.
OUTSTANDING DISBURSEMENT ACCOUNT
A ship agent had an unpaid disbursement
account of USD 20,300 following a ship’s call. The
ship arrived on 27th October and departed 15th
November 2007, during which time repairs were
carried out in dry dock. The agent had been
nominated by the charterer and appointed by
the owner. Due to the unexpected repairs, the
ship was unable to sail and the charterer
declared her off-hire. The agent continued to act
for the owner during this period. The owner paid
for most of the services after receiving the
disbursement account, but did not pay two of
the invoices. The owner disputed the invoices
without giving any reason. ITIC wrote to the
owner, who was based in Russia, but the
correspondence went unanswered. Therefore,
the Club requested the assistance of a local
correspondent. After numerous calls with the
owner, a meeting was arranged and the
owner’s “confusion” over the invoices was
clarified. The owner then stalled once more with
further questions; again they were clarified to
their satisfaction and, finally, payment was
received in full.
16
CONTRACTUAL RESPONSIBILITIES
AND SIGNING OFF
In response to the fall in global freight rates, ITIC
has noticed that some port authorities are
attempting to place greater responsibility on
local ship agents.
We have recently seen one communication
from a port authority to an agent attempting to
hold it responsible for port dues left unpaid by a
shipowner. Although a ship agent's statutory
liability varies from jurisdiction to jurisdiction, the
general rule in most jurisdictions is that one who
acts as an agent does not become personally
bound on a contract that he makes for a
principal. As such, if port dues are unpaid, the
agent should have no financial responsibility for
these charges. Any agent who receives such a
communication from a port authority should
make it clear in response that they cannot
accept financial responsibility for the debts of
the shipowner.
The same port authority asked the ship
agent to ensure that any ship not fully funded
prior to departure be referred to them. This
guidance was helpful because the agent could
simply refer in its communications with owners
to the demands of the port authority. Ultimately,
if the port authority requires full prefunding for
the cost of the port call, prior to departure, the
ship agent cannot be responsible for any delay if
the port authority decides to detain the ship.
Similarly, the risk of the ship agent being left with
a large bill from the port authority is removed.
It is also opportune to remind you that ship
agents may become involved needlessly in
matters which should only concern their
principals because of mistakes in the way that
they represent themselves to others. If a
company signs off a contract in its own name
without making it clear that it is acting as agent
for and on behalf of another party, there is a risk
that the company will be deemed to have
contracted on its own behalf.
Agents can make this mistake all too
frequently, but it causes problems only when the
principal is unable or unwilling to meet his
obligations to his contractual partner. However,
lack of care can land the agent in the middle of a
dispute that has nothing to do with him. The
agent may have to satisfy debts or liabilities to his
principal’s contractual partners. In most
jurisdictions, the agent can avoid this by always
signing off every communication “ABC Company,
as agent only for and on behalf of XYZ Company.
*We are slaves of the law in order that we may be free.
Local Expertise: Lloyd’s Agency l ISS REPORTER
MARCH 2010
Doha port
Appointment in Doha
ISS HAS BEEN appointed as Lloyd's Agent in
Doha, Qatar effective 1 February. This means
that, across the Arabian Peninsula, ISS now
holds the coveted Agency in Doha, Umm
Qasr, Kuwait, Bahrain, Abu Dhabi, Dubai,
Muscat and Salalah.
With this addition ISS expands its
already substantial independent inspection
network with offices situated in the
Middle East as well as East Africa. These
offices closely co-operate to cover the
requirements of cargo underwriters, Protection
& Indemnity Associations, and individual
shippers and consignees.
“Within the Lloyd's Agency network ISS
employs highly qualified surveyors with years
of experience in the marine industry,” says
Harry Karanassos, General Manager, Lloyd's
Agency, Dubai. “It is this experience, backed by
the appropriate qualifications, which together
produce accurate, balanced, and cost-effective
results of the highest quality.”
The relationship between ISS and Lloyd's
goes back to 1865 when it established its first
Lloyds’ Agency in Bahrain. Since then ISS has
strengthened its teams of surveyors in order to
serve the international insurance markets and
the private sectors of the marine industry.
Today ISS employs Marine Engineers and
Master Mariners to respond to the most
demanding situations, with its insurance
services now complemented by experienced
Loss Adjusters too.
“The Survey Division of ISS,” Harry
continues, “has recently been entrusted with
significant inspection assignments such as
the supervision of the discharge of all the traincars for the prestigious Dubai Metro project;
and last year, successfully supervised - on
behalf of DP World - the transfer of two
container gantry cranes from Port Rashid to
Jebel Ali Port in Dubai.
“This latest appointment as Lloyd's Agents
in Doha is both a great honour as well as
recognition of the highest standards of service
that ISS upholds.”
Train-cars for the Dubai Metro project
Harry Karanassos
Lloyd’s Agency, Dubai
‘
. . . Survey Division of
ISS has recently been
entrusted with significant
inspection assignmentsss
’
17
ISS REPORTER l Local Expertise: Iraq
MARCH 2010
Inchcape-14 supports ABOT
INCHCAPE 14 IS an ISS owned supply vessel
presently under the operational command of
the US Navy. The vessel shuttles daily
between Kuwait and Al Basra Oil Terminal
(ABOT) in Iraq. The US Navy personnel at
ABOT solely depend on INCHCAPE 14 to
support their requirements of fresh food and
vegetables, personnel, equipment and stores.
Logistical support to INCHCAPE 14 is
provided by ISS Kuwait and the day-to-day
activities associated with this vessel are
monitored and coordinated by the ISS
Government Services team in Bahrain.
Earlier known as Mina Al Bakr Oil Terminal,
ABOT is a Deep Sea Island Offshore Terminal
located 31 land miles southeast of the Iraqi port of
Al Faw in the Shat Al Arab Iraqi territorial waters.
Cdr Nevil Malao, ISS Government Services
Manager at Bahrain, and Ravi Ramachandran, ISS
Liner, Marine & Government Services Manager for
Kuwait & Iraq, recently visited ABOT on the
INCHCAPE 14 to review the supply chain logistics,
streamline certain operational issues and evaluate
new business opportunities at ABOT. They had
very constructive meetings with the Maritime
Expeditionary Security Force in Iraq represented
by Commodore James Autrey, Officer in Charge
ABOT, and LT CDR Michael Conroy, Logistics
Support Officer ABOT. The INCHCAPE 14 crew,
ably led by Capt. Hasham Hussain and Capt.
Rajendran Vasu, played gracious host.
ISS REPORTER l Local Expertise: Kuwait
MARCH 2010
The Al Hamra Tower
A towering achievement
ISS ENGINEERING SERVICES, a division of
Kuwait Maritime & Mercantile Company KSC
(KMMC) has been working closely with
Cantnic of the UK to supply their building
components to some of the most prestigious
developments in the sovereign Arab State of
Kuwait.
Amidst tough competition, KMMC and
Catnic were selected to supply stainless steel
plaster stop beads and angle beads to Kuwait's
most celebrated development – the Al Hamra
Tower, a super-tall skyscraper in downtown
Kuwait City.
The tower will become the tallest building
in Kuwait on completion this year at 412 m
(1.350 ft). It will also be the tallest sculpted
tower in the world. The Al Hamra Tower will
18
have over 70 floors of office space, a
rooftop restaurant, a spa and an adjoining
shopping centre with a 10-screen cinema
complex. ISS Engineering Services also
worked closely with consultants Al Jazera
and the contractor Ahmadiah to secure the
business.
KMMC along with Catnic has also supplied
Rib Lath to over 1,000 houses at Sa'ad Al
Abdullah City in Amghara on a development
which also includes the construction of 19
schools, 12 community shopping centers and
two banks. Rib lath is widely used as a plaster
backing on ceilings, walls and stud partitions. In
addition, KMMC along with Catnic has supplied
Rib Lath to over 200 houses for the Al
Sulaibikhat housing project.
Corporate Social Responsibility l ISS REPORTER
MARCH 2010
"I can think of no other edifice
constructed by man as
altruistic as a lighthouse.
They were built only to serve."
George Bernard Shaw
As we have said before, whilst altruism is an unselfish concern for the welfare of
others, symbiosis is a relationship of mutual benefit. With CSR these two essentials
come together. So here’s a run-down of CSR initiatives that both the company and our
staff have been busy with lately.
Lending a helping hand
Sailors’ Society thanks ISS for continued support
International Seafarers’ charity grateful for corporate and individual fundraising
International seafarers’ charity the Sailors’ Society has thanked global shipping agent Inchcape
Shipping Services (ISS) for their continued support both on a corporate and individual level.
ISS has been involved with a number of Sailors’ Society projects and events in recent months
including the sponsorship of the running and upkeep of the Southampton minibus for two years.
The minibus is seen as a valued resource for visiting seafarers who wish to visit the Seafarers’ Centre
in the heart of the city, to contact families, seek practical advice and spiritual support.
Director of Fundraising and Marketing Jan Webber said: “We are really grateful to ISS for their
support and as a sign of our gratitude the company logo features on the minibus. Inchcape
Shipping Services has a strong presence in Southampton and Fawley and I have no doubt that their
generosity will benefit some of their own seafarers when they visit the UK.”
Inchcape Shipping Services Manager Tormod Ognedal, based in Norway, is also supporting the
charity, along with colleagues Isla Sinclair and Ruud Meuldijk, by running the 2010 London
Marathon, pledging to raise over £4,000. Tormod, who also ran for the charity last year, said: “It is a
privilege to run the marathon for the Sailors’ Society. I am warmed by their efforts to make life more
bearable for seafarers, who spend many months away at sea far away from families.”
Inchcape Shipping Services was also involved in the Sailors’ Society’s Dragon Boat Challenge
and plan to participate in a Three Peaks Challenge in the Summer, again raising vital money that will
go towards resources and support for seafarers across the world.
Jan Webber added: “Inchcape have really embraced the fundraising projects we strive for. The
Sailors’ Society is very lucky and extremely grateful not only for their corporate sponsorship, but also
for their willingness, enthusiasm and consistency in their support.”
Crew members took
advantage of warm transport
offered by the Sailors Society
recently during almost blizzard
like conditions in
Southampton. M/T METHANIA
under ISS agency from Exmar,
Antwerp provides the
backdrop to this photo marking the commissioning of the Sailors Society vehicle, partially funded by
ISS. L-R: Greg Speed - ISS Southampton, four crewmembers, Mark Hudson - ISS Southampton, Capt
Serge Verheyden - Exmar, Kevin Cool - ISS GM UK, Frans Sahetapy - Sailors Society Port Chaplain
“ISS Mackay’s Cruise team were approached via
Cruise NZ by the Lions of Dunedin to assist
chronically ill kids to visit a cruise ship,” reports
Richard Carvalho. “A group of about 30 kids and
their parents visited the DAWN PRINCESS. Captain
Todd McBain and his crew always go out of their
way to help and the kids had a great experience.
Dunedin Port Manager David Ferguson and
Agent David McLean did a great job getting the
group organised and security cleared.
The Lions received a lot of letters thanking the
industry and we were really happy to see these
kids, who have had a really rough time, come off
with smiles on their faces – the parents as well
who live through the hard times with their kids.
Princess Cruises/Carnival must be
commended on a lot of Charity work quietly
done behind the scenes – mainly for kids. We are
proud to assist in any way we can.”
Bexleyheath Boys Football Club, sponsored by
ISS, “are performing well individually,” reports
coach Richard Poole, “but at the start of the
season two players moved away from the area,
two had to give up playing, one had appendicitis,
one a broken foot and one a badly pulled thigh!
On a positive we have been joined by three new
players but we are finding it challenging
balancing the team. Now with injured players
returning in the coming weeks we can hope for
more favourable results.” Watch this space….
It was a memorable Movember for
ISS Australia (male) employees who grew
moustaches last November to raise awareness of
men’s health issues. Over A$3,200 was raised.
www.au.movember.com
19
ISS REPORTER l Corporate Social Responsibility
MARCH 2010
Scholarship for Kids project forges ahead
The Scholarship for Kids (SfK) project was conceptualized to address the
rising cases of children from informal settlements not accessing
education due to “barriers to entry”.Some of the barriers to entry included
the requirements for uniforms and the level of stigma associated with
being in informal settlements. The children that go to the public schools
on the outskirts of the informal settlements are often stigmatized and
therefore do not maximize their potential.
The SfK project therefore had the objectives of enhancing the
Kenya Independent Schools Association in its advocacy role for budget
private schools and to enhance the KISA scholarship programme. The
KISA Scholarship Programme had been piloted to demonstrate how
orphans and other vulnerable children can be given places in budget
private schools.
The SfK project caters for over 1,000 underprivileged children in Kenya and focuses only on
children from low budget private schools that are rigorously monitored by the Scholarship
Coordinator. SfK was joined by Inchcape Shipping Services in this worthy cause of enabling children
from disadvantaged backgrounds access to education. Inchcape Shipping Services, a company with
a worldwide coverage, sponsored 40 children from four different schools from Term 3 of 2009. KISA
appreciates this support and looks forward to continued collaboration.
At the behest of CEO Claus Hyldager to assist
the underprivileged from the Kibera slums in
Nairobi, and as part of our involvement in the
Scholarship for Kids project, Mombasa office
interviewed a number of 17-20 year olds and
selected two promising candidates, Paul Onyango
Oluoch (the short one) and Mathew Muchiri (the
tall one) pictured here with their guide and
mentor Rose Nduku and at their desks. “So far so good,” reports Rose. “They have settled in well and
all the staff in our organization have been friendly and supportive. They both passed their IMA
general agency training very well,so they appear to be very dedicated and hard working. We are
also throwing them in at the deep end and have had them up at three in the morning to board
vessels together with an experienced Boarding Officer.
“We also had a meeting with the CEO of the Kenya Independent Schools Association
yesterday who works closely with Paul Norman (SfK) on the schooling programme that we
support.The latest plan is to see if ISS can arrange a sponsored walk with all staff participating
to raise a second fund of US$5,000 through the staff and double the amount of children we
can support through basic schooling.”
Eddie Filus, the ISS team’s eldest member, came
first among the team in the Dubai 10k with an
excellent time of 47 minutes. “It was truly so
motivating for others,” writes Usha
Sethumadhavan. “Many have already vowed to
beat him next time. I and Sangeetha, Eddie’s PA,
were the only ladies among the 42 participants.
Dan Whysall and Zahid attended from the
corporate office, Robert Walker from ISS Oman
and the rest were from Dubai.”
“The race gave the ISS team an opportunity to
bring forward the spirit of sportsmanship amongst
fellow colleagues,” writes Sangeeta Lewis. “It sure
was a lot of fun but challenging for most, all
finished the race in fairly good time. After the
marathon, ISS had arranged a sumptuous breakfast.”
Meanwhile Zahid
ran the Mumbai Half
Marathon in support
of a child welfare
charity. The occasion
was the only time
the Marathon Torch
has left Greece,
except for the
Boston Marathon
A fitting symbol for our CSR initiatives
The Bell Rock Lighthouse built on the Inchcape Reef and
completed in 1811 by famed lighthouse builder Robert
Stevenson, was Scotland’s greatest engineering feat at the time.
A huge construction challenge and a testament to human
ingenuity and endurance, it was reckoned to be one of the seven
wonders of the industrial world.
Upon its centenary in 1911, our founder, James Lyle Mackay,
took his title, the first Earl of Inchcape, from the reef on which
the lighthouse stood - the Inchcape Rock, 11 miles off the coast
of his home town of Arbroath on the east coast of Scotland.
As we approach the bicentennial of this remarkable feat, the lighthouse - now fully
automated and being smartened up for the occasion by its owners, the Northern
Lighthouse Board - still serves as a welcome beacon to mariners, embodying the same
values of service and care that ISS holds close today.
The bicentennial will be marked next February as 2011: The Year of the Light. ISS will
be there to participate in this important anniversary. A milestone in our remarkable
history, the lighthouse, with its altruistic values, is a fitting symbol for our ongoing CSR
programme in support of worthwhile causes.
20
Staff News l ISS REPORTER
MARCH 2010
Group Commercial
appointments
Dan Whysall has
been appointed
Vice President,
Group Business
Development. Dan
has more than 10
years experience with
ISS in general
management roles and more recently as a
successful member of the GBD team looking
after our Offshore product.
Captain Gopal Sethi
has been appointed
Senior General
Manager, Group
Business
Development - Vessel
Supply Chain, and will
take over commercial
responsibility for our Crew Logistics Services
(CLS) and Vessel Lay up Services (VLUS)
products in addition to the Door to Deck
Logistics (DTD) product. Gopal has been
with us since 2008 and has a strong track
record prior to joining us in Port Agency,
Liner and Cargo management positions
following an earlier career at sea. Gopal
reports to Dan Whysall.
Christian Barth
has joined us as
General Manager,
Group Business
Development - Liner,
based out of Chafford
Hundred. Christian has
extensive experience
within NYK prior to joining ISS. Christian will
also report to Dan Whysall.
Peter Verner
Kristensen has been
appointed Vice
President, Marketing
& New Growth
Platforms, a role
which also
incorporates
commercial analysis.
Jeremy Brightman
has joined us as
General Manager,
Field Sales for UK.
Jeremy’s most recent
experience was a
senior sales role with
Wallenius Wilhelmsen
Logistics UK. Jeremy
reports to Jan Bak, VP Field Sales.
Raymond Belanger has been appointed Government Services
Manager for ISS Qatar. His recent experience has been as a
Forward Logistical Services member in support of Canadian Naval
operations in numerous overseas locations.
Jonathan Mapp has been
appointed Manager of ISS
Qatar’s newly formed
Surveyors and Adjusters
Division which has already
handled a number of
claims including two
major casualties on behalf
of a leading UK based P&I
Club. Jonathan was at sea
with SAFMARINE before obtaining a degree in Private Law &
History with a postgraduate diploma in Shipping Law. Jonathan
is also a member of the Maritime Law Association. Prior to joining
ISS Qatar he worked as a Marine Surveyor and P&I Club
Correspondent in South Africa and Namibia.
Matthew Russell has taken on the additional responsibility of
Hub Manager for Maersk
and Exmar. Nicky Foster
remains as a point of
contact for Maersk and
Exmar but will step away
from the daily operations in
order to concentrate
further on her new role of
Service Centre Manager.
Sheila Armstrong has
passed a series of exams to
gain her Professional
Certificate in Marketing
from the Chartered
Institute of Marketing.
North & Central America appointments
Helge HestoAndersen has been
appointed VP Central
America & South
Caribbean.
Helge will continue
the development of
new areas in Central
America as well as the
Southern Caribbean area. He will also be
responsible for Puerto Rico and St. Croix.
David Ferencsik has
been appointed VP
South Atlantic & the
Bahamas, based in
Savannah, GA.. His area
of responsibility will be
from Morehead City
through Port
Everglades as well as the Bahamas and the US
Offshore division.
Elaine Dearmon is
now VP US Gulf
Coast with
responsibility from
Corpus Christi in
the Southwest
through Tampa in
the East.
Chuck Carmichael is
now VP US North
Atlantic & Eastern
Canada with
responsibility from
Norfolk through
Portland, Maine along
with Eastern Canada,
and ISS subsidiary, CESI.
21
ISS REPORTER l Notice Board
ISS Cambodia organised a family outing to the Kirirom Resort for
barbecues, horse riding, rocking climbing and canoeing; then on to the
Koh Kong Resort to enjoy a bird show and a crocodile show. Kirirom
Resort is in Kompong Speu province two hours drive from Phnom Penh
while Koh Kong Resort is close to the Thai border. On the journey they
viewed rice fields, forests and, being the rainy season, waterfalls.
MARCH 2010
Some of our customers enjoy themselves at a reception hosted by ISS Group
Commercial
ISS Mombasa staff got together with the Dodwell Container Yard team for a
party to celebrate the yard’s first anniversary.
The Spirit of Togetherness & One Company, One Team was the theme for ISS’
Christmas party, reports Usha Sethumadhavan. “To add some glamour
employees decided to include red as part of the dress code making it a colorful
and joyous occasion. The day was rather relaxed as the tempo of business had
slowed down giving our colleagues a much-needed break to interact socially
and indulge in a bit of gossip about plans for Christmas Day, New Year etc. Our
Christian / Catholic colleagues also chipped in with the individual contribution
to buy “Christmas Breakfast” for the entire office. It was an enjoyable day.”
22
MARCH 2010
Notice Board l ISS REPORTER
“ISS Valparaiso Staff celebrating holidays of December 2009… there is always
a time to share and rest… lucky ones enjoying the summer of the Southern
Hemisphere!!!!”
On Thursdays the ISS Valparaiso Soccer Team gets together to play a
“pichanga” (a soccer game played with friends). Our staff usually plays against
suppliers and other local shipping agents.
Andrew Boaz, Group Commercial, ISS Houston, hosted a friendly gathering
between the Houston Service Centre and Teekay Houston while David
Lindsell, Global Service Centres, ISS UK, was in town.
The ISS Cochin office inauguration (see P. 6) produced vivid and vibrant
colours, and at least one puzzled expression. Usha Sethumadhavan is second
from left.
This colorful Hawaiian theme lightened the spirits of the ShipNet Software
Solutions team in Chennai. “In spite of the threat of monsoon, writes Sudha
Vijayakumar. “The day started off with loads of excitement mounting up the
stalls of face painting , hair coloring and palmistry and then by release of
balloons by the Director, Mr. Kasi. The families had a wonderful opportunity
to get along with each other and interact with other members as well. The
thundering drum circle event boosted the energy of employees, spouses and
children alike. The distribution of Awards like the Champion of the Quarter
and Best Manager were interspersed with cultural and other team activities.
We also had a Beautiful Bride ramp walk which created much amusement
amongst the audience.”
23
Inchcape
Shipping Services
A World of Local Expertise
Inchcape
With some 245 offices in 63 countries, Inchcape Shipping
Services provides a global resource delivered locally and
tailored to customers’ individual needs across the oil,
cruise, container and bulk commodity sectors as well as
serving naval, government and NGO clients.
Shipping Services
Services include port agency, transits, offshore support and
landside logistics as well as outsourcing services
such as global hub agency and vessel supply chain
management; the latter including crew and marine spares
logistics and Enterprise Resource Planning (ERP) solutions.
We publish a comprehensive range of country brochures
detailing the key features and benefits of our services as
well as frequently asked questions, trade data and a
useful map. The brochures are available on request from:
[email protected]
Our Value Proposition
ISS in Fujairah
FAQ Iraq
A World of Local Expertise
160ºE
30ºS
170ºE
180º
Since entering Iraq as the first international ships agency with a permanent presence in the country, ISS has gained
invaluable experience and expertise. This enables us to offer our clients a portfolio of port and marine services to
facilitate the development and smooth running of their business interests.
Forwarding, haulage, equipment rentals, surveys, stevedoring services, project cargo management, launch operations,
samples deliveries, work-camp management and procurement are among the wide range of services offered.
As more international companies are looking to expand their activities in Iraq and as well-known restrictions and
problems of operating there continue to ease, our experience will be a critical success factor for these new entrants.
Our services can be provided either as tailor-made for specific projects, or on an ad hoc basis.
9 ISS provides port agency services across all the ports of
Iraq for owners and charterers of all types of vessel:
supply boats and inshore vessels, navy ships, bulkers
and tankers, and for all types of commodity ranging from
grains, cement and containers into Umm Qasr, to fuel
imports at Khor Al Zubayr, and crude oil exports at the
offshore terminals. ISS is as familiar with the procedures
and requirements for Government and NGO clients in
Iraq as with commercial cargo and customers.
9 Clearance and transportation of all types of goods
from the smallest fuel samples to project heavy-lifts to
destinations throughout Iraq - whether by land or air
carrier, from the Kuwait free zone hub, or direct from the
Iraq gateway ports.
9 ISS staff enjoy close and cooperative relations with the
various authorities in Iraq at all levels and work with
9 As a major global agent we offer security and peace
of mind to our customers with business in Iraq.
We can demonstrate financial robustness and integrity;
we work to well defined QMS & HSSE procedures,
and we conduct extensive internal and external audits.
We also have disaster recovery and business continuity
plans in place.
9 ISS Iraq manages a 24/7 service using its in-house,
state-of-the art operational and financial management
application in place across the ISS network and supporting
the processes outlined in our global QMS system. This
means our customers can be sure of the same high level
of service from ISS both in Iraq and across the world. It also
allows us to manage and control the D/A process meaning
our principals receive more accurate D/As more quickly.
9 A key measure in ensuring high service levels is through
setting and monitoring of KPIs. We benchmark response
times to enquiries, estimates, D/A turnaround times,
customer praise and complaints, and other information
requested by our clients so they can make informed and
accurate decisions pertaining to their own operations.
Iraq’s Trading Partners
EXPORTS
Syria
30.5%
Italy
16.3%
4.2%
4.4%
6.3%
Top Commodities
• Crude oil
• Petroleum products
• Food and live animals
5.2%
Turkey
South Korea
Taiwan
12.6%
9.5%
IMPORTS
US
36.8%
US
28.8%
19.8%
Spain
11.1%
Canada
Netherlands
Others
Jordan
China
4.7%
France
North Cape
T a s m a n
S e a
Top Commodities
• Food
• Medicines
• Manufactures
5%
4.8%
The port operational process in Iraq is supported by
POPDA – the ISS global port operations and finance
application. With POPDA we ensure accurate and timely
reporting and issuance of disbursements. ISS is able to
reduce the delays in finalizing port disbursement accounts
by working closely with the relevant authorities.
WHANGAREI
AUCKLAND
Bay of
TAURANGA Plenty
NE W
Hamilton
New Plymouth
ZEA LA ND Wanganui 2797
40ºS
NELSON
9 Can crew changes be carried out in Iraq? Can visas be obtained?
Westport
Crew changes can be effected at most Iraq ports and visas are readily obtainable for most nationalities.
However, insurance issues mean most crew changes are still effected elsewhere.
South Island
9 Does ISS Iraq hold any internationally recognized quality accreditation?
ISS holds ISO 9001 2000 accreditation and is part of the ISS global Quality Management System undergoing
regular quality audits to ensure highest standards. All ISS Iraq business processes are established and
performed in accordance with global ISS HSSE procedures and standards.
Milford Sound
9 Will coalition naval operations delay my ship or entail boarding and inspections?
The security concerns of the Coalition naval forces in the northern Gulf have eased such that they no longer
consider it necessary to board and inspect every vessel which enters Iraq waters. With the establishment of
contingents tasked with liaising between the merchant and naval maritime communities, they recognize and
actively support the need to foster and simplify Iraq’s international trade and commerce. While they still
reserve the right to inspect vessels in Iraq waters, a report by ISS to the navies’ liaison offices concerning a
vessel’s Iraq call-plan will normally suffice. This reporting process also allows the coalition naval command to
keep a watching brief over merchant vessels until they complete their calls and depart from Iraq waters.
9 How does ISS cope with security issues in Iraq?
While the ports in Iraq have been safe for several years, there are still areas of the Iraq hinterland where
security remains a real and high-profile concern. ISS recognizes this and takes very seriously its
responsibilities for its clients and their interests and also for its own staff and operations. To this end, the ISS
team in Iraq includes several staff who served with western military forces and whose security and safety
expertise is key in the provision of appropriate precautionary procedures for ISS Iraq’s operations, and for
those of its clients. Such security issues are nowadays most relevant for goods and personnel in transit within
Iraq outside the port facilities and here ISS has well-established relationships with a number of specialist
providers of security services through whom such services can be arranged for ISS Iraq’s clients.
.
9 Are communications with Iraq a problem?
The process of restoring the public communications infrastructure after years of neglect and damage is
not yet complete and on occasion the needs of military security operations can disrupt the public
communications system and can also prevent travel by staff from inland offices to attend operations and calls
in the ports. However, ISS Iraq staff based full-time at their secure offices and accommodation within
Umm Qasr, are online and in touch 24/7 at [email protected]
Others
Whilst every effort has been made to ensure the accuracy of the information contained herein, Inchcape Shipping Services accepts no liability nor makes any
representations or warranties of any kind, express or implied, as to its completeness, accuracy, reliability or suitability.
V1.1
www.iss-shipping.com
Kermadec Is.
(N.Z.)
L’Esperance
Rock
Curtis I.
C. Providence
Stewart I.
Aoraki
(Mt. Cook)
3754
rn
the
Sou
Al
it
Stra
ok
Co
9 The only international ships agency with expatriate staff
resident in Iraq, and the only one with a presence within
the country’s major import gateway port, Umm Qasr. This
means we can address issues quickly and communicate in
real time on the progress of the port call.
preferred and vetted service providers. We actively
manage our relationships with third parties to ensure that
our customers benefit fully.
9 The ISS team in Iraq work closely with their colleagues
providing support and assistance from other regional
offices and when required, call in expertise from the ISS
Global Network. This means any customer issue new to
ISS Iraq management can be handled under the guidance
of an experienced hand from elsewhere in the Group.
30ºS
Lord Howe I.
(Aust.)
There have been no incidents compromising the security of
international vessels calling at Iraq ports, or their crews, for
several years. The ISS team on the ground keeps close
contact with the ships they handle, providing advice and
guidance, and with the coalition and Iraqi civilian and
military services operating in the northern Gulf, to ensure
the most up-to-date information is at hand.
9 Are disbursement accounts handled effectively?
Key Features and Benefits
9 Senior expatriates based full-time in Iraq and with long
term experience of living and working there, together with
Iraqi nationals who bring a lifetime of seagoing and
shore-based maritime experience and insight, to create
an unrivalled team. In a difficult to operate location, the
ability to navigate the local way of working yet maintain
international standards, has time and again enabled us to
reduce incidents, turn around vessels faster and minimize
the costs for our customers.
9 Will my ship be safe?
Palmerston North
40ºS
WELLINGTON
CHRISTCHURCH
ps
Chatham Is.
(N.Z.)
Timaru
DUNEDIN
Bounty Is.
(N.Z.)
Invercargill
Antipodes Is.
(N.Z.)
50ºS
160ºE
East Cape
North Island
Gisborne
NAPIER
Auckland Is.
(N.Z.)
ISS offices
170ºE
www.iss-shipping.com
Auckland
The Shipping Exchange,
2 Akaroa Street, Parnell,
Auckland 1052
Postal Address: PO
Box 1372, Auckland
1140
Phone: +64 9 3094266
Fax:
Email: auckland@iss-mckay.+64 9 3092930
co.nz
Christchurch
Level 1, Maritime House,
25 Oxford Street, Lyttelton
Postal Address: PO Box 8082
222, Lyttelton 8841
Phone: +64 3 3287734
Fax:
Email: christchurch@iss-mc+64 3 3287738
kay.co.nz
Dunedin (Port Chalmers)
1st Flr, Trevian House,
60-66 Tennyson St, Dunedin
9016
Postal Address: PO Box
706, Dunedin 9054
Phone: +64 3 4771201
Fax:
Email: dunedin@iss-mckay. +64 3 4771226
co.nz
50ºS
© Oxford Cartographers 96967
E&OE/jp
Mount Maunganui/PASS
(Tauranga)
ISS-McKay Ltd, Suite
10, Nikau
Nikau Crescent, Mt Maunganu House,
i 3116
4095,
Mt Maunganui 3149
Phone: +64 7 5742154
Fax:
Email: tauranga@iss-mckay.+64 7 5757101
co.nz
Napier
ISS-McKay Ltd, 1st Flr,
NZWTA Building,
cnr Lever & Bridge Streets,
Napier 4110
Postal Address: PO
Box 56, Napier 4140
Phone: +64 6 8352155
Fax:
Email: [email protected]+64 6 8344511
Nelson
ISS-McKay Ltd, Cnr
Wildman Avenue
& Hay Street, Nelson
7010
1537, Nelson 7010
Phone: +64 3 5467121
Fax:
Email: [email protected]+64 3 5468121
.nz
180º
Wellington
ISS-McKay Ltd, Level
7, Fulbright House
120 Featherston Street,
Wellington 6011
Postal Address: PO
Box 921, Wellington
6140
Phone: +64 4 4983750
Fax:
Email: wellington@iss-mcka+64 4 4995250
y.co.nz
Whangarei (Marsden
Point)
ISS-McKay Ltd, Unit
B2, North Port Building,
Ralph Trimmer Dr, Marsden
Point,
PO Box 48, Whangare
i 0151
48, Ruakaka, Whangarei
0140
Phone: +64 9 4328050
Fax:
Email: whangarei@iss-mcka+64 9 4328190
y.co.nz

towards 2015: the group strategy

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