Intermarine - The Manifest - Q1

the MANIFEST

THE OCEAN GLOBEDELIVERS 500 TONSHIP-LOADERPAGE 07

LOCOMOTIVES TO AFRICAINTERMARINE TRANSPORTS SIX LOCOMOTIVES PAGE 08

LORENA TEJEDANEW ORLEANS CITY BUSINESS WOMEN OF THE YEAR FINALIST PAGE 31

NEWBUILDINGSIN 2016, 2017 & 2018

PAGE 12

the MANIFEST

INTERMARINE MANIFEST: Q1

The Manifest is the official newsletter of Intermarine, LLC. This publication is a compilation of stories and photographs that spotlight the personalities, projects and progress of the company from a global perspective.

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04 A LETTER FROM AL07 OCEAN GLOBE TRANSPORTS BEDESCHI CRANE08 INTERMARINE TRANSPORTS LOCOMOTIVES TO AFRICA 10 OCEAN FREEDOM YACHT DELIVERY12 INTERMARINE BETS BIG ON 23 NEWBUILDINGS14 FLEET LIST17 NEWBUILDINGS: S-CLASS 50019 NEWBUILDINGS: F-CLASS 90021 NEWBUILDINGS: C-CLASS 30022 CASE STUDY: PETRONAS GREATER D1824 CASE STUDY: ORICA EXPLOSIVES26 MANIFEST FOCUS: BENJAMIN SANDER RINGAA28 MANIFEST FOCUS: PRIYA REILLY31 LORENA TEJEDA: NEW ORLEANS CITY BUSINESS WOMEN OF THE YEAR FINALIST 32 SOEFART INTERVIEWS INTERMARINE’S LARS BONNESEN34 INTERMARINE PRE-EISBEIN RECEPTION 201535 OCEAN FREEDOM TRANSPORTS HELICOPTERS AND AMBULANCES36 INTERMARINE ATTENDS PORT OF MAMONAL EXPANSION CEREMONY 37 BRUTON NAMED DIRECTOR OF BUSINESS DEVELOPMENT, AMERICAS 38 MARITIME REPORTER: GREAT SHIPS OF 2015 (INDUSTRIAL GRAND) 40 SEAFARERS LOG: OCEAN FREEDOM ASSISTS IN MILITARY EXERCISE 41 LIVING WATER INTERNATIONAL48 PHOTO HIGHLIGHTS49 INTERMARINE WORLDWIDE OFFICE LOCATIONS

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BUILT ON PERFORMANCE

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A LETTER FROM ALHi Everyone:

Greetings to our customers and welcome to the inaugural external edition of the Manifest! We have been distributing the Manifest internally for the past four years. As a global organization we are constantly challenged to update and communicate in an effective manner. Intermarine has leveraged the Manifest internally to share our experiences and accomplishments with one another and further facilitate our team spirit. In the process, we have found that our Sales and Chartering folks have been sharing some of the articles and photo-essays with you, our customers. With that in mind, we have decided to take portions of the internal Manifest and share them with you on a quarterly basis so that you too can get to know the Intermarine team a little more personally.

Last year was a very busy year. We kicked 2015 off by celebrating our 25th anniversary. Intermarine was founded in February of 1990 in New Orleans to provide cargo services in the Caribbean. 25 years and 31 million nautical miles later we were fortunate enough to celebrate 25-year service awards for integral members of the team such as Lorena Tejeda, Claudia Bernat and Dave Simoneaux.

As much as we reflected and celebrated our history, 2015 was also about securing our future. During the year we continued to build up our current fleet of heavylifters with the introduction of our PX-900’s (2X450) and our

P2’s (2X700). We have always taken a long-term view on our core fleet. These new ships provide us with additional lifting capacities, while building a useful bridge toward the future and the delivery of our newbuildings.

On the subject of newbuildings, I have received a number of common customer inquiries: Why now? Your competitors aren’t ordering, why are you? The answer is simple. We have always taken a long-term view on our tonnage and after a strategic review in 2013/4 we laid out a plan to revitalize our core fleet with vessels that meet specific needs, while providing us a common operating platform. We will start taking delivery of the Ecolift F-500’s (2X250) in the second quarter of this year and we will see delivery of the Ecolift F-900’s (2X450) in late 2017 (see pages 12-21). These vessels will be the backbone of our Worldwide service with a common and very economical fleet of global traders.

In 2018/9 we will take delivery of the Carib 8000’s (2X150, 99meter LOA); these vessels will replace our highly successful and reliable C-class – specifically designed and built for the needs of our America’s service. I cannot answer questions with regards to how our competitors behave, but I can reinforce that we have always taken a long-term view. It has served us well for 25 years and we will continue to look forward to providing you with the most reliable cargo service in the industry.

Although tonnage is important we are and have always been a people-based organization. In 2015 we continued to build our winning team. Intermarine added Piers Bedford to our project and offshore capabilities in September, bringing more than 20 years of project and offshore experience to complement our Hamburg-based team lead by Felix Meboka and Sergey Popov. Juan Ignacio Lopez took on responsibility for our West Coast South America Liner service and continues to improve that trade lane. We talked Lars Bonnesen into leading our European Chartering team again, while Rene Pedersen has stepped up to lead the America’s Chartering team.

As we kick-off 2016 we haven’t slowed down. Mac Bruton has re-joined Intermarine as Director of Business Development, Americas. Mac was with Intermarine in the early 2000’s and is well-known, respected and liked in the industry. He will focus on key global accounts and new business opportunities in the Americas.

We strengthened our team in South America with the addition of Gonzalo Rojas as Country Manager in Colombia. He joined us from Frontier Liner Services where he was responsible for the company’s transportation management system and controlled more than 2,300 intermodal operations per year. We also opened an office in Quito to supplement the West Coast South America line and provide customers with quicker turn around with respect to pricing and service.

Progress continued as we opened an office in Turkey under the leadership of Daghan Engin. The Istanbul office is

working to supplement service to the Persian Gulf, Far East, Americas; and West and South Africa. Daghan is doing a great job collaborating with our Denmark and Dubai locations to strengthen our presence in the region.

Led by Fernando Maruri and Beau Schindler, we continued to roll out Richardson Sales training internationally to the Sales, Line and Chartering teams. Simply put, our sales training focuses on four key areas: 1) preparation, 2) listening, 3) problem identification 4) follow-up. This training is all intended so that we can provide you with the most effective and efficient cargo solutions.

Finally, on the next few pages we have included our Mission Statement and Core Values. I think it is very important to clearly state what drives us each and every day as well as what really matters to us. We are neither a ship owner nor a broker nor a commercial manager - quite simply we have an unyielding focus on providing you with “the most reliable cargo service”. We appreciate the opportunity to win your business each and every day.

I trust you will enjoy this version of the Manifest,

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Although tonnage is important we are and have always been a people-based organization. In 2015 we continued to build our winning team. Intermarine added Piers Bedford to our project and offshore capabilities in September, bringing more than 20 years of project and offshore experience to complement our Hamburg-based team lead by Felix Meboka and Sergey Popov. Juan Ignacio Lopez took on responsibility for our West Coast South America Liner service and continues to improve that trade lane. We talked Lars Bonnesen into leading our European Chartering team again, while Rene Pedersen has stepped up to lead the America’s Chartering team.

As we kick-off 2016 we haven’t slowed down. Mac Bruton has re-joined Intermarine as Director of Business Development, Americas. Mac was with Intermarine in the early 2000’s and is well-known, respected and liked in the industry. He will focus on key global accounts and new business opportunities in the Americas.

We strengthened our team in South America with the addition of Gonzalo Rojas as Country Manager in Colombia. He joined us from Frontier Liner Services where he was responsible for the company’s transportation management system and controlled more than 2,300 intermodal operations per year. We also opened an office in Quito to supplement the West Coast South America line and provide customers with quicker turn around with respect to pricing and service.

Progress continued as we opened an office in Turkey under the leadership of Daghan Engin. The Istanbul office is

working to supplement service to the Persian Gulf, Far East, Americas; and West and South Africa. Daghan is doing a great job collaborating with our Denmark and Dubai locations to strengthen our presence in the region.

Led by Fernando Maruri and Beau Schindler, we continued to roll out Richardson Sales training internationally to the Sales, Line and Chartering teams. Simply put, our sales training focuses on four key areas: 1) preparation, 2) listening, 3) problem identification 4) follow-up. This training is all intended so that we can provide you with the most effective and efficient cargo solutions.

Finally, on the next few pages we have included our Mission Statement and Core Values. I think it is very important to clearly state what drives us each and every day as well as what really matters to us. We are neither a ship owner nor a broker nor a commercial manager - quite simply we have an unyielding focus on providing you with “the most reliable cargo service”. We appreciate the opportunity to win your business each and every day.

I trust you will enjoy this version of the Manifest,

Al StanleyPresident & CEO

MISSION STATEMENTIntermarine delivers the most reliable cargo solutions. Over the past 25 years, we have built the industry’s leading team of experts who have the resources, experience and spirit to provide exceptional service for our customers’ global cargo needs.

OUR PEOPLE MAKE THE DIFFERENCE

We are committed to the development of our employees. Our people are the key to our success.We are thought leaders committed to finding innovative solutions for our customers.We provide expertise to meet clients’ needs; and when change occurs we find collaborative and flexible solutions.

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SAFETY AND QUALITY IN EVERYTHING WE DO

Our responsibility toward safety starts at the top and is a key attribute in our stakeholder relationships.Our safety commitment is everyone’s shared responsibility.Our goal is to continue managing risk and reducing our environmental footprint.

INTEGRITY AND ACCOUNTABILITY ARE THE FOUNDATION OF OUR CULTURE

We build and earn trust through our actions. Honesty and fairness are essential to all of our long-term relationships. We have a culture of compliance and act with integrity.We place the highest value on meeting our commitments.

INTERMARINE MISSION AND CORE VALUES

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OCEAN GLOBEBEDESCHI CRANEVenice 22nd of October 2015 – Today, one of the largest project cargoes ever to depart from the Port of Venice has left the docks of the Multi Service terminal in Venice carrying an iron ore shiploader entirely designed and constructed by Bedeschi.

During the last three months all the parts needed to assemble the gigantic shiploader – used to load iron mineral in bulk on large Panamax vessels– were carried by truck to Porto Marghera from Limena (Padua), where the headquarters and the main workshop (25.000 sq. on a total area of 50.000 sq.) of the Bedeschi Group is located.

Bedeschi, founded in 1908, is a leading supplier of machinery and services to bulk material handling and mining industries with specific focus on handling difficult materials such as sticky coal and clay or dry mining and abrasive material like iron ore and other minerals. In addition to traditional brick and tile manufacturing equipment, Bedeschi’s products cover a full range of bulk handling solutions, marine logistics and a complete line of crushing equipment.

The shiploader has a loading arm as long as 50 meters and weighs a total of 500 tons and it is set to go to the Port of Corpus Christi in Texas (USA), the sixth-ranked American

The Ocean Globe successfully delivered a massive, 500-ton ship-loader from the Port of Marghera in Venice, Italy, to the La Quinta Ship Channel in Corpus Christi, Texas. The ship-loader will be utilized for loading hot briquetted iron (HBI) briquettes onto ocean-going vessels for product shipment.

To mark this massive shipment, Intermarine arranged to have a production crew from the Discovery Channel TV series 'Mega Shippers' onsite to film the offloading operations.

port in terms of goods handling, located in the Gulf of Mexico.

The order was placed by the Austrian group, Voestalpine, working worldwide in different fields, for its new iron direct reduction plant in Corpus Christi.

This approach ensures a higher standard of convenience to the customer, minimizing the assembling and commissioning time at site.

The shipment was organized by Stefano Comotto, an Italian company of the UTC Overseas group based in Houston, Texas.

It was a complex operation that took more than two days of work to safely transfer, lift and move the main cargo on the ship. It was an achievement for the Port of Venice, a leader in the management of special transports and project cargo.


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U.S. transportation specialist Intermarine has worked with heavy cargo handler Breakbulk Transportation to ship six Railserve locomotives from Texas to Gabon, the first consignment of U.S. built engines Railserve has sent to Africa.

The engines were first transported to Houston by rail from Railserve’s site in Longview, Texas. On arrival Breakbulk Transportation was responsible for cleaning, packing, and prepping before Intermarine loaded them onto the Ocean Grand which set sail with the cargo on Oct. 7.

“With its box holds and 450-ton cranes, the Ocean Grand is an ideal vessel for the safe handling and carriage of these state-of-the-art locomotives. We have worked with Rails-erve to ensure that we could provide the most capable vessel available to meet Railserve’s schedule,” said James Jackson, Vice President, Africa Services for Intermarine.

The DUAL LEAF Gen-Set locomotives each weigh 110 tons and are destined for Gabon’s state railway company, Société d’Exploitation du Transgabonais, or SETRAG, where they will contribute to modernization of the country’s freight rail operations.

“This is Railserve’s first delivery of LEAF locomotives to a destination outside North America. SETRAG was looking to modernize its locomotive fleet and have readily available parts for future maintenance needs. The LEAF Locomotive from Railserve met those requirements,” explained TJ Mahoney, LEAF program manager.

Each of the locomotives has been modified to operate in Gabon, with SA-3 couplers replacing U.S. fittings and plows modified to fit African gauge requirements. All cab interface markings and screens have also been rewritten in French.

Gabon has been the focus of investor interest in recent years with plans underway to develop new transport corridors linking Sub-Saharan African states. Earlier this year, French shipping giant CMA CGM announced the opening of a new corridor to enable easier transport of cargo to inland areas of the region.


INTERMARINE TRANSPORTSLOCOMOTIVES TO AFRICA

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U.S. transportation specialist Intermarine has worked with heavy cargo handler Breakbulk Transportation to ship six Railserve locomotives from Texas to Gabon, the first consignment of U.S. built engines Railserve has sent to Africa.

The engines were first transported to Houston by rail from Railserve’s site in Longview, Texas. On arrival Breakbulk Transportation was responsible for cleaning, packing, and prepping before Intermarine loaded them onto the Ocean Grand which set sail with the cargo on Oct. 7.

“With its box holds and 450-ton cranes, the Ocean Grand is an ideal vessel for the safe handling and carriage of these state-of-the-art locomotives. We have worked with Rails-erve to ensure that we could provide the most capable vessel available to meet Railserve’s schedule,” said James Jackson, Vice President, Africa Services for Intermarine.

The DUAL LEAF Gen-Set locomotives each weigh 110 tons and are destined for Gabon’s state railway company, Société d’Exploitation du Transgabonais, or SETRAG, where they will contribute to modernization of the country’s freight rail operations.

“This is Railserve’s first delivery of LEAF locomotives to a destination outside North America. SETRAG was looking to modernize its locomotive fleet and have readily available parts for future maintenance needs. The LEAF Locomotive from Railserve met those requirements,” explained TJ Mahoney, LEAF program manager.

Each of the locomotives has been modified to operate in Gabon, with SA-3 couplers replacing U.S. fittings and plows modified to fit African gauge requirements. All cab interface markings and screens have also been rewritten in French.

Gabon has been the focus of investor interest in recent years with plans underway to develop new transport corridors linking Sub-Saharan African states. Earlier this year, French shipping giant CMA CGM announced the opening of a new corridor to enable easier transport of cargo to inland areas of the region.


OCEAN GRAND

AN ARTICLE FROM BREAKBULK.COM

Hatch Opening 82.40 * 18.66

Twd 2.13L.4.80

Twd 2.5L.6.32 Twd 2.4L.6.32 Twd 2.3L.6.32 Twd 2.2L.6.32Twd 2.7L.6.32 Twd 2.1L.5.80Twd 2.9L.6.32Twd 2.10L.6.32Twd 2.11L.6.32

Twd 2.12L.6.32

Twd 2.6L.6.32Twd 2.8L.6.32


Twd 1.4L.4.40 Twd 1.3L.5.40 Twd 1.2L.5.50 Twd 1.1L.8.20

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Intermarine’s U.S. Flag F-Class heavylift vessel Ocean Freedom recently delivered three luxury yachts for United Yacht Transport from Genoa, Italy, to St. John’s, Antigua.

Arriving Genoa on December 14, the ship’s crew in coordination with a team from Marine Heavy Lift Services (MHL) out of the United Kingdom, loaded the 49 meter/300mt yacht Polaris, 38 meter/275mt yacht Monaco, and the 26 meter/67mt Afina Pallada, for off-load in Antigua.

The two heavylifts were performed with the ship’s two 400 ton cranes working in tandem with lifting belts and spreaders provided by MHL.

Arriving in St. John’s on December 29 all yachts were off-loaded to the owners in time for a New Year cruise.

OCEAN FREEDOMYACHT DELIVERY

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Intermarine, the US-owned multi-purpose specialist (MPP), which back in 2012 merged Danish Scan-Trans, has been forced to change its business model and has launched an extensive 4-year newbuilding program for 23 newbuildings plus an option on a series of heavy lift vessels. This constitutes the largest order book in the sector.

The reasoning behind the big newbuilding activity, according to Ask Michael Munck, Managing Director Worldwide Chartering Services, Intermarine, is that there is far too much poorly maintained tonnage on the market,

which has been extremely weak in the past five years, with a significant decline in newbuildings since 2008.

And 2016 does not look like a year, which is expected to change the dark market forecasts in the specialized MPP sector, which is home to companies such as BBC Chartering and Thorco Shipping. An expectation that Ask Michael Munck completely agrees with:

"Combined, the MPP segment is under very depressing conditions, where cargo and liquidity are the most important things. 2016 will be a year where only the strongest survive."

Intermarine, which continuously controls a fleet of around 50 vessels, will begin to take delivery of the first newbuildings in March this year.

Ask Michael Munck explains in an interview with ShippingWatch that Intermarine, which is partially controlled by US equity fund New Mountain Capital, will continue to be an asset light company. The 23 newbuildings are not owned by Intermarine, but will be on long-term charter for at least five years with options for extension.

NEW BUSINESS MODEL

"We have analyzed the future needs and requirements for cargo going forward, and we have concluded that there was a limitation in the available tonnage as a result of a lack of newbuildings in our segment after 2008, as well as poorly maintained vessels with reduced reliability. Thinking of the potential competitive problems, there was an additional growing concern regarding whether we would have access to a significant portion of the available tonnage," Ask Michael Munck says:

"That is why we have been forced to change our business model in order to secure ourselves and our customers a future supply of new and market current vessels. We are experiencing many examples in the market of ships in poor condition with reduced reliability, which again affects the operators' potential to be a safe cooperation partner."

"We experienced some of these challenges with vessels that we had on short-term trip charter in 2015. If we want to continue to be able to service our customers with first-class vessels - and with the lack of other players ordering vessels to replace old ones, instead of just to grow - then we must order the vessels ourselves. So we are in a process of replacing and returning older and smaller vessels, at the same time as we take delivery of the newbuildings."

FIVE YEARS OF WEAK EARNINGS

According to Ask Michael Munck, the MPP and heavy lift shipowners have not been capable in the past five years of covering their operational costs and interest expenses.

"This has resulted in many vessels growing older faster, and being less reliable, because the shipowners have less possibilities to really maintain their ships. Going forward, we expect to see more shipowners which are unable to invest in dry dock and pay the maintenance expenses, which are required for the fleet to live up to the minimum standards. "

The economic foundation for the comprehensive fleet renewal is a close cooperation between Intermarine and four financially strong carriers and banks.

"In addition, our strategy is also focused on increasing the lifting capacity now up to 1,400 metric tons through our two, new so-called P2 types (19,450 dwt), which was an opportunity that arose, and where we had the financial strength to go for it, and which also matches our specialized departments such as wind, project cargo and offshore."

The low oil price and the decline in the global oil and gas industry has had a visible effect on the entire MPP sector, and the same slowdown is seen among mining companies.

WEAK CONSOLIDATION AND SCRAPPING

Ask Michael Munck does not see any sign of improvement in the MPP market on the short term, unless the capacity is reduced through scrapping and consolidation in the market. However, none of these circumstances seem to be within reach in a foreseeable future, he projects.

Concerning consolidation, except for Intermarine's merger with Scan-Trans in 2012 and the Thorco and Clipper merger in 2013, there has not been a lot of activity compared to other segments such as bulk and container.

"In other industries, a similar market situation would normally result in consolidation and even liquidation. But we must not forget that consolidation or even bankruptcy does not improve the situation in terms of supply and demand of vessels. We are seeing an overcapacity of ships in our segment. In the case of our industry, a liquidation of an operator would typically just result in the control of the ships changing hands, which would not mean fewer ships."

"Scrapping would help, but in the MPP sector, the vessels can typically find a home right above scrap value. So we do not expect an aggressive amount of scrapping, even though the fleet is aging with increased speed, due to the lack of financial resources in the market. Hopefully, an increased scrapping activity will soon arrive to our market."

The big question, according to Ask Michael Munck, is whether banks backing the vessels, which are not on the books at market value, will take collective action against the shipowners.

INTERMARINE BETS BIGON 23 NEWBUILDINGSARTICLE FROM SHIPPINGWATCH.COMBY OLE ANDERSEN PUBLISHED 18.01.16 AT 09:14

US-based multi-purpose carrier Intermarine, which merged with Scan-Trans in 2012, has changed its business model and now holds the sector's largest orderbook. Too much poor tonnage in the market, says Ask Michael Munck, Managing Director Worldwide Chartering Services, Intermarine, in an interview with ShippingWatch.

ASK MICHAEL MUNCKMANAGING DIRECTOR, WORLDWIDE CHARTERING SERVICES

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Intermarine, the US-owned multi-purpose specialist (MPP), which back in 2012 merged Danish Scan-Trans, has been forced to change its business model and has launched an extensive 4-year newbuilding program for 23 newbuildings plus an option on a series of heavy lift vessels. This constitutes the largest order book in the sector.

The reasoning behind the big newbuilding activity, according to Ask Michael Munck, Managing Director Worldwide Chartering Services, Intermarine, is that there is far too much poorly maintained tonnage on the market,

which has been extremely weak in the past five years, with a significant decline in newbuildings since 2008.

And 2016 does not look like a year, which is expected to change the dark market forecasts in the specialized MPP sector, which is home to companies such as BBC Chartering and Thorco Shipping. An expectation that Ask Michael Munck completely agrees with:

"Combined, the MPP segment is under very depressing conditions, where cargo and liquidity are the most important things. 2016 will be a year where only the strongest survive."

Intermarine, which continuously controls a fleet of around 50 vessels, will begin to take delivery of the first newbuildings in March this year.

Ask Michael Munck explains in an interview with ShippingWatch that Intermarine, which is partially controlled by US equity fund New Mountain Capital, will continue to be an asset light company. The 23 newbuildings are not owned by Intermarine, but will be on long-term charter for at least five years with options for extension.

NEW BUSINESS MODEL

"We have analyzed the future needs and requirements for cargo going forward, and we have concluded that there was a limitation in the available tonnage as a result of a lack of newbuildings in our segment after 2008, as well as poorly maintained vessels with reduced reliability. Thinking of the potential competitive problems, there was an additional growing concern regarding whether we would have access to a significant portion of the available tonnage," Ask Michael Munck says:

"That is why we have been forced to change our business model in order to secure ourselves and our customers a future supply of new and market current vessels. We are experiencing many examples in the market of ships in poor condition with reduced reliability, which again affects the operators' potential to be a safe cooperation partner."

"We experienced some of these challenges with vessels that we had on short-term trip charter in 2015. If we want to continue to be able to service our customers with first-class vessels - and with the lack of other players ordering vessels to replace old ones, instead of just to grow - then we must order the vessels ourselves. So we are in a process of replacing and returning older and smaller vessels, at the same time as we take delivery of the newbuildings."

FIVE YEARS OF WEAK EARNINGS

According to Ask Michael Munck, the MPP and heavy lift shipowners have not been capable in the past five years of covering their operational costs and interest expenses.

"This has resulted in many vessels growing older faster, and being less reliable, because the shipowners have less possibilities to really maintain their ships. Going forward, we expect to see more shipowners which are unable to invest in dry dock and pay the maintenance expenses, which are required for the fleet to live up to the minimum standards. "

The economic foundation for the comprehensive fleet renewal is a close cooperation between Intermarine and four financially strong carriers and banks.

"In addition, our strategy is also focused on increasing the lifting capacity now up to 1,400 metric tons through our two, new so-called P2 types (19,450 dwt), which was an opportunity that arose, and where we had the financial strength to go for it, and which also matches our specialized departments such as wind, project cargo and offshore."

The low oil price and the decline in the global oil and gas industry has had a visible effect on the entire MPP sector, and the same slowdown is seen among mining companies.

WEAK CONSOLIDATION AND SCRAPPING

Ask Michael Munck does not see any sign of improvement in the MPP market on the short term, unless the capacity is reduced through scrapping and consolidation in the market. However, none of these circumstances seem to be within reach in a foreseeable future, he projects.

Concerning consolidation, except for Intermarine's merger with Scan-Trans in 2012 and the Thorco and Clipper merger in 2013, there has not been a lot of activity compared to other segments such as bulk and container.

"In other industries, a similar market situation would normally result in consolidation and even liquidation. But we must not forget that consolidation or even bankruptcy does not improve the situation in terms of supply and demand of vessels. We are seeing an overcapacity of ships in our segment. In the case of our industry, a liquidation of an operator would typically just result in the control of the ships changing hands, which would not mean fewer ships."

"Scrapping would help, but in the MPP sector, the vessels can typically find a home right above scrap value. So we do not expect an aggressive amount of scrapping, even though the fleet is aging with increased speed, due to the lack of financial resources in the market. Hopefully, an increased scrapping activity will soon arrive to our market."

The big question, according to Ask Michael Munck, is whether banks backing the vessels, which are not on the books at market value, will take collective action against the shipowners.

INTERMARINE'S ORDERBOOK

Intermarine holds the largest orderbook in the MPP/Heavy-lift sector in the next four years, with additional options beyond that.

11 x Ecolift F500 12.500 dwt 2x250mt cranes comb to 500 mt8 x Ecolift F900 13.300 dwt 2x450mt cranes comb to 900 mt4 x CAR 8.000 dwt 2x150 mt cranes comb to 300 mt


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FLEET LIST & NEWBUILDINGS


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DOWNLOAD THE NEW FLEET LIST @ INTERMARINE.COM/FLEETLIST15


NEWBUILDINGSS-CLASS 500

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NEWBUILDINGSF-CLASS 900

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NEWBUILDINGSC-CLASS 300

2018

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PETRONAS GREATER D18Contractor: Technip End Client: Petronas

In October 2015, Technip Geoproductions engaged Intermarine to perform a reel transfer from Tg Langsat quay onto the construction vessel Mv Deep Orient. The job was performed over a five day period.

Mv Industrial Grace

Vessel:

Petronas Greater D18 project, located in offshore field, Bintulu, Sarawak, East Malaysia.

Project Name:

Synopsis:

Intermarine had to position The Industrial Grace on a precise timeline following the progress of the construction vessel Mv Deep Orient. We had to load four reels from quayside onto the hold of The Grace and move to anchorage on standby awaiting for the construction vessel to be ready to receive the units.

The reels had to be discharged onto pinpoint locations: railings located on the deck of the Deep Orient. We had to be prepared to work through night conditions within safe parameters.

Scope:

SITE DETAILS: THE JOB WAS PERFORMED IN TANJUNG LANGSAT PORT IN THE SOUTHERN TIP OF WEST MALAYSIA, NEAR SINGAPORE.

CARGO: FOUR UNITS OF OFFSHORE REELS RANGING FROM ABOUT 295-345MT EACH DIAMETER, 9.6MTR X 5.0 MTR WIDTH EACH UNIT.

PETRONAS GREATER D18Contractor: Technip End Client: Petronas

In October 2015, Technip Geoproductions engaged Intermarine to perform a reel transfer from Tg Langsat quay onto the construction vessel Mv Deep Orient. The job was performed over a five day period.

Mv Industrial Grace

Vessel:

Petronas Greater D18 project, located in offshore field, Bintulu, Sarawak, East Malaysia.

Project Name:

Synopsis:

Intermarine had to position The Industrial Grace on a precise timeline following the progress of the construction vessel Mv Deep Orient. We had to load four reels from quayside onto the hold of The Grace and move to anchorage on standby awaiting for the construction vessel to be ready to receive the units.

The reels had to be discharged onto pinpoint locations: railings located on the deck of the Deep Orient. We had to be prepared to work through night conditions within safe parameters.

Scope:

SITE DETAILS: THE JOB WAS PERFORMED IN TANJUNG LANGSAT PORT IN THE SOUTHERN TIP OF WEST MALAYSIA, NEAR SINGAPORE.

CARGO: FOUR UNITS OF OFFSHORE REELS RANGING FROM ABOUT 295-345MT EACH DIAMETER, 9.6MTR X 5.0 MTR WIDTH EACH UNIT.

CASE STUDY

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INTERMARINE CASE STUDY: PETRONAS GREATER D18

Port Captain: Alexander IvanovOperator: Norzaria ZakariaCommercial/Project Management: Roland Chin

Intermarine has completed the task in full satisfaction adapting to the changes along the way, keeping within the budget and strict timeline they were faced with. The scope was performed up to full safety standards expected and a high level of operational expertise.

1) Vessel schedule. Intermarine had to be available within short notice. Any delays would have severe cost implications to the project. All resources were geared toward ensuring no time lost. The Deep Orient was returning from a field in offshore Australia and her arrival dates changed on a regular basis.

2) This was Petronas’ first project for Technip ASIA PACIFIC as part of a five year framework agreement they signed for design, supply and installation scope. This project required a lot of attention and scrutiny to ensure smooth operations. This was also our first project with Technip ASIA PACIFIC.

Intermarine Personnel Responsible:

QUOTE FROM THE CLIENT

Challenges:

1) The Industrial Grace was on a standby in nearby Singapore to ensure we were within few hours’ notice by the client, showing true commitment and ensuring timely performance.

Intermarine Value Add: We ensured full commitment in performance and attention to the client’s needs. We were quick to respond to the everchanging environment prior to and during the operation.

2) We ensured our personnel were available on call and priority throughout.

Solutions:

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ORICA EXPLOSIVESClient: Baber Chartering as broker for Orica

Orica, through their assigned broker in Chile worked with Intermarine to carry IMI 1.1B and 1.1D cargo inside 20’ SOC, from the West Coast South America to North Coast South America and the U.S. Gulf. For the past two years, Intermarine has coordinated sailings and available vessels with Orica’s production schedules to ensure a timely and swift load and unload direct to and from trucks, reducing the vehicles standby and eliminating vessel demurrage.

20’ STD SOC STC Explosive cargo IMO 1.1D, 1.1B

Type of Cargo:

Chile to Colombia, Mexico and the United States. Two years, 18 shipments in addition to ongoing shipments.

Routes and Length of Project:

Synopsis:

Mohammad Khan – WCSA Operations ManagerJuan Ignacio Lopez – WCSA Line Manager

Intermarine Personnel Responsible:

CASE STUDY

24

INTERMARINE CASE STUDY: ORICA EXPLOSIVES

• Keeping the vessel itineraries in line with the shipper needs. • Ensuring a clear, constant and honest line of communication with all the involved parties to make sure the logistics were arranged at the port of loading and discharging. • Complying with all of hazardous and IMO regulations; and paperwork requested by the authorities, port and vessel.

Intermarine Value Add:

Challenges:Intermarine established a long-term relationship with Orica and its broker. Such a bond was built upon trust and years of experience, giving us the opportunity to demonstrate our willingness to assist and go the extra mile to accommodate our customer, and solve their particular needs and problems.

Solutions:

We ensured full commitment in performance and attention to the client’s needs. We were quick to respond to the everchanging environment prior to and during the operation.

Industrial Kelly Industrial More Industrial Eagle


Twd 11L.6.58Twd 12L.6.58Twd 13L.6.58Twd 14L.3.96Twd 15L.3.96 Twd 7L.6.58 Twd 5L.4.72Twd 10L.6.58 Twd 4L.4.72 Twd 3L.4.72Twd 6L.4.72Twd 9L.6.58 Twd 8L.6.58 Twd 2L.6.58 Twd 1L.6.20

Twd 10L.5.63 Twd 9L.6.00 Twd 6L.6.00Twd 7L.6.00 Twd 3L.6.00 Twd 2L.3.00Twd 4L.5.63Twd 5L.5.63Twd 12L.6.00 Twd 11L.5.63 Twd 8L.6.00 Twd 1L.9.00

Hatch Opening 12.80 * 15.77Hatch Opening 75.60 * 15.77

Twd 2.3L.5.55Twd 2.12L.7.15 Twd 2.10L.5.55 Twd 2.9L.6.40 Twd 2.8L.6.40 Twd 2.7L.6.40 Twd 2.6L.6.40 Twd 2.4L.6.40 Twd 2L.6.38Twd 2.2L.6.40 Twd 2.1L.6.40Twd 2.11L.6.40 Twd 2.5L.6.40 Twd 1L.6.38

25


I was about to complete my military service with no real plans for the future, besides finding a job and spending the rest of my youth the easy way in my hometown of Herning. A few weeks after, I found myself working in the windmill department with freight forwarder DSV in Aarhus. This was the introduction to all aspects of delivering windmills from factory to site including: truck configurations, route surveys, vessel chartering, attending as port captain during loading and discharging operations, lsdw calculations, stowage plans, contract negotiations, and project handling/ management. I started as trainee – a two year education.

After serving as a Project Freight Forwarder, I then became a Section Manager, and finally I moved to the chartering team as Chartering Manager. After 10 years with DSV I got a chance to start with Intermarine as a Chartering Manager in the Worldwide Wind Divison. I was also reunited with my

former boss, Christine Schou Jensen. Today Christine and I form the WW Wind division where almost all WW Wind related inquiries and bookings are processed in close cooperation with the other WW offices.

I’ve always appreciated a daily interaction with various nationalities, and to build relations across cultures. Being part of a (winning) team is a big driver to me. With Intermarine I get that “team spirit feeling” every day. No matter which Intermarine office I call, I’m always met with open minds and constructive inputs. This is very important, not only for my personal motivation, but to us in the wind division in general as we’re product orientated and not marked/region focused. I feel that we have the right recipe to take this division much further, and as we already hold the most important ingredient, teamwork between the various offices, I’m sure we will get there.

Music has always been a great hobby of mine. Classic rock, jazz, heavy metal, rap, electronic – more or less all genres can be found in my still small but growing vinyl collection. I got a turntable a few years back and has been a fan ever since. Although I sometimes miss a remote control to turn the LPs or to switch between different tunes, it’s all part of the full experience. Unfortunately I don’t get to play a lot on my Gibson guitar any longer – especially not after Line and I had our son two years ago. I’m not the Dad that paces my son too much in one certain direction, so I give him the option to choose between taking guitar or percussion classes. He has not yet made his decision.

Line, our son Villas and I live in a small house some eight kilometers north of the Aarhus office. Luckily the eight kilometers distance is perfectly fitted for biking, so I get on

the bike to and from work more or less every day. It is good exercise for the body and a nice way to catch up on what’s new on the music scene.

Despite that fact that I don’t consider myself as “sporty”, Ask Munck convinced me to join him, Morten Moller and Lars Bonnesen for this year’s Karrebaeksminde triathlon. Before June 4, 2016 I’ll hopefully have a plan in place of how to get through the 950 meters of swimming in the sea, 45 kilometers biking and 10.5 kilometers running. I’ve already started training, but will again have to rely a bit on teamwork. “Ducks fly together” also out of normal working hours right, AM, LB, and MMM?

”If we should still be together as a couple, you must come with me to Aarhus...”The message from my girlfriend, Line, was crystal clear that day back in 2004.

CHARTERING MANAGER - WORLDWIDE WIND DIVISIONAARHUS, DENMARK

BENJAMIN SANDER RINGAA

26


I was about to complete my military service with no real plans for the future, besides finding a job and spending the rest of my youth the easy way in my hometown of Herning. A few weeks after, I found myself working in the windmill department with freight forwarder DSV in Aarhus. This was the introduction to all aspects of delivering windmills from factory to site including: truck configurations, route surveys, vessel chartering, attending as port captain during loading and discharging operations, lsdw calculations, stowage plans, contract negotiations, and project handling/ management. I started as trainee – a two year education.

After serving as a Project Freight Forwarder, I then became a Section Manager, and finally I moved to the chartering team as Chartering Manager. After 10 years with DSV I got a chance to start with Intermarine as a Chartering Manager in the Worldwide Wind Divison. I was also reunited with my

former boss, Christine Schou Jensen. Today Christine and I form the WW Wind division where almost all WW Wind related inquiries and bookings are processed in close cooperation with the other WW offices.

I’ve always appreciated a daily interaction with various nationalities, and to build relations across cultures. Being part of a (winning) team is a big driver to me. With Intermarine I get that “team spirit feeling” every day. No matter which Intermarine office I call, I’m always met with open minds and constructive inputs. This is very important, not only for my personal motivation, but to us in the wind division in general as we’re product orientated and not marked/region focused. I feel that we have the right recipe to take this division much further, and as we already hold the most important ingredient, teamwork between the various offices, I’m sure we will get there.

Music has always been a great hobby of mine. Classic rock, jazz, heavy metal, rap, electronic – more or less all genres can be found in my still small but growing vinyl collection. I got a turntable a few years back and have been a fan ever since. Although I sometimes miss a remote control to turn the LPs or to switch between different tunes, it’s all part of the full experience. Unfortunately I don’t get to play a lot on my Gibson guitar any longer – especially not after Line and I had our son two years ago. I’m not the Dad that paces my son too much in one certain direction, so I give him the option to choose between taking guitar or percussion classes. He has not yet made his decision.

Line, our son Villas and I live in a small house some eight kilometers north of the Aarhus office. Luckily the eight kilometers distance is perfectly fitted for biking, so I get on

the bike to and from work more or less every day. It is good exercise for the body and a nice way to catch up on what’s new on the music scene.

Despite that fact that I don’t consider myself as “sporty”, Ask Munck convinced me to join him, Morten Moller and Lars Bonnesen for this year’s Karrebaeksminde triathlon. Before June 4, 2016 I’ll hopefully have a plan in place of how to get through the 950 meters of swimming in the sea, 45 kilometers biking and 10.5 kilometers running. I’ve already started training, but will again have to rely a bit on teamwork. “Ducks fly together” also out of normal working hours right, AM, LB, and MMM?

No matter which Intermarine office I call, I’m always met with open minds and constructive inputs.

27


My career started immediately upon my arrival to Dubai. For the first two years I worked with a marine survey company. That is where I learned to read shipping and transport documents; and process survey reports. With some coaxing from my then employer, I started looking for a more challenging job. This landed me at Blue Water Shipping, Dubai, where I got full exposure to freight forwarding and I moved between various departments from documentation to chartering. Seafreight always had my core interest with door to door solutions, whereas airfreight had the least... But airfreight followed me somehow, and I got married to the airfreight manager in 2005.

Meanwhile, I managed to complete my BBA in Dubai. After almost 16 years at Blue Water, I decided to try something different from shipping and got into trading in 2010. That did not work out, and I decided to return to shipping. This is

how in 2012 I landed on the Intermarine Dubai Operations team. Within a year, I was moved to Chartering as opportunity permitted.

Having been in direct contact with customers almost on all jobs, I always liked to work with the few simple rules of: Reply to all Messages, Be Patient, Don’t Give Up Easily, Think Positive.

And my learning process continues to date since in this changing market, there is always more to learn.

Besides work, my three kids keep me entertained (ages 9, 7.5 and 6 years). It’s fun travelling with them to places like Disneyland and Legoland, sort of reliving my childhood. When time permits, I like to read books or watch a movie.

Born and brought up in Mumbai, I came to Dubai in 1991 when I was 17 and before completing my education.

CHARTERING & SALESDUBAI, UAE

PRIYA REILLY

28


Having been in direct contact with customers almoston all jobs, I always liked to work with thefew simple rules of:

Reply to all Messages, Be Patient, Don’t Give Up Easily, Think Positive.

29


30

LORENA TEJEDANEW ORLEANS CITY BUSINESSWOMEN OF THE YEAR FINALIST

As the daughter of one of the first Honduran families to arrive in New Orleans, Lorena Tejeda immigrated with her family in 1965 when her father’s employment with Standard Fruit Company encouraged the move.

“We came in a container vessel that transported cargo and passengers,” Tejeda said. “And now I work for a shipping company that delivers cargo to other parts of the world.

Tejeda has worked with Intermarine, a marine logistics and ocean transport provider, from its start and for more than 25 years.

“I answered an ad for a company that needed a bilingual front office administrator,” she said. “Now I am the go-to person for everything.

Tejeda serves as the bulk and cargo company’s office administrator. Intermarine charters vessels and moves breakbulk to and from countries such as Venezuela, Colombia and Trinidad as well as those in West Africa. The company also services U.S. Flag vessels.

Tejeda’s dedication to Intermarine lies in her loyalty to its founder, the late Roger Kavanagh, who started the company in 1990.

“My legacy is to [him],” she said. “Before he died, he told me to take care of his family and his legacy, which is to remain hardworking and dedicated to Intermarine and to make sure we are always the number one breakbulk shipping company.”

Tejeda has a near perfect attendance record at work. Having only taken off two weeks for her maternity leaves, she said she likes to stay on top of everything.

“I think the company’s mine, but it’s not,” she said. “You work for a company, and you think of it as yours when the owner asks you to take care of his legacy. That means a lot.”

Tejeda also manages her son’s Louisiana Fire Juniors Soccer Club team. And is a member of the tournament committee, for which she was honored as volunteer of the year. She also makes an effort to help the local Honduran community, assisting as a translator and helping with immigration and legal documents.

“You don’t have to be a part of an organization to do community service,” Tejeda said. “It’s an everyday thing for me.”

Inspired by her father, who prided himself on being the go-to guy in his community, Tejeda encourages her fellow Hondurans to call on her.

“Whatever they don’t know, they call me, just like in the office,” she said. “I’ll find out who to contact and what needs to be done to get the job accomplished.”

– Whitney Pierce Santora, New Orleans City Business


31


Soefart caught Lars Bonnesen in Naestved, where he manages 25 employees. His job required him to make all major commercial decisions in Europe.

"Intermarine has a huge business and has more legs to walk on than we had in Scan-Trans. It offers some advantages. Customers have become more aware that they must have a financially strong partner, for example because they have seen others go down and lose too many millions of dollars," said Lars Bonnesen.

He adds that 'size' also has another meaning, namely the ships’ servicing needs, which are growing rapidly in volume. Therefore, Intermarine been tremendously active in the market in recent months. And today the company has some of the industry's largest heavylift vessels.

New heavylift ship

In August Intermarine caused a stir when the company chartered 15 vessels, and announced the addition of six more environmentally friendly ships with 900 ton lifting capacity in early October, while the most potent in the company's fleet can handle 1,400 tons.

"We have renewed our fleet, but not with ships we have purchased. History has shown us that investing in steel (ships, ed.) has not given positive return. It is not there, we have to earn our money. We must make money by servicing customers, "he says, pointing at Intermarine’s strong balance sheet, and therefore we are able to attract ships with a wide charter. Lars Bonnesen added that volume is not everything:

"It's not the size and number of vessels that is the goal for us, it's the bottom line. We are still profitable. And it is therefore more profitable for us to rent ships, so we'll probably see more of that. If the right trades and opportunities are there, however, we are always open to consider them," he says.

Economy of scale

When size is important, because it referred not only to solid financial strength provides security for the customer. It is also because market demand for larger ships is growing, and the factor is a major cause of Intermarine’s new investments.

"We've got a lot more lifting capacity into the fleet. This development is due to economies of scale. That the things to be transported just gets bigger and heavier. Here I mean everything - from factory equipment for wind turbines, everything in the offshore industry continually getting bigger, "he said, adding: "Intermarine currently has the greatest capacity for heavylift vessels among US flagged carriers and has the most eco-friendly newbuildings coming. The challenge is to get the long-term chartered ships' capacity and operate - still with focus on the bottom line. However, at the moment I can not see areas where we need to expand further," he said.

Young people in Scan-Trans

Intermarine’s purchase of Scan-Trans in 2012 was a remarkable Danish shipping success. Lars Bonnesen and Lars Juhl were just 24-years-old when in 1993 they founded Scan-Trans, and in the following two decades the company grew to become a major player in the Danish shipping market. In 2012 it was then sold to Intermarine, founded in 1990.

It was hard work for the two young people to knock up the business, and a few years before the date of sale, Lars Juhl suffered a heart attack. After, he drew back from the position of director. It was one of the reasons why Lars Bonnesen, and the other owners of Scan-Trans sold the company. The decision Lars Bonnesen happy is with.

"I miss not having the reins of the entire company. However, Intermarine has several departments to draw on a more substantial logistical setup, and it's great that the company has more muscle," he says today.

Cultural differences DK-USA

Since the two companies joined forces through the acquisition of Scan-Trans, on paper it looked like a perfect match. Lars Bonnesen however, was concerned about the cultural differences between Denmark and the United States, he acknowledges.

"Yes, I was worried. Worried about whether we would experience a culture clash. But unlike many other merger, it exceeded all expectations. We are experiencing particularly a synergistic effect when one division contributes cargo to another. Intermarine has taught us many things, not least to focus on the customer above all, where we previously more focused on the ships."

Lars Bonnesen adds that he has daily contact with the old setup of (Danish) Scan-Trans people in Asia, Europe and the United States. They are now part of Intermarine, and they are his main sparring party. But he also saves along with people from the 'old' Intermarine, particularly Andre Grikitis, Intermarine's former CEO, who today assumes the role of Operating Chairman.

What are your biggest challenges in the near future?"Like everyone else, we depend on supply and demand to dictate prices. But when we continuously provide good service, customers will want to pay for it," said Lars Bonnesen.

SOEFART INTERVIEWSINTERMARINE’S LARS BONNESENTRANSLATED FROM DANISH

32

Soefart caught Lars Bonnesen in Naestved, where he manages 25 employees. His job required him to make all major commercial decisions in Europe.

"Intermarine has a huge business and has more legs to walk on than we had in Scan-Trans. It offers some advantages. Customers have become more aware that they must have a financially strong partner, for example because they have seen others go down and lose too many millions of dollars," said Lars Bonnesen.

He adds that 'size' also has another meaning, namely the ships’ servicing needs, which are growing rapidly in volume. Therefore, Intermarine been tremendously active in the market in recent months. And today the company has some of the industry's largest heavylift vessels.

New heavylift ship

In August Intermarine caused a stir when the company chartered 15 vessels, and announced the addition of six more environmentally friendly ships with 900 ton lifting capacity in early October, while the most potent in the company's fleet can handle 1,400 tons. However bought Intermarine not ships, due to a desire to be asset light - a factor Lars Bonnesen attaches great importance to.

"We have renewed our fleet, but not with ships we have purchased. History has shown us that investing in steel (ships, ed.) has not given positive return. It is not there, we have to earn our money. We must make money by servicing customers, "he says, pointing at Intermarine’s strong balance sheet, and therefore we are able to attract ships with a wide charter. Lars Bonnesen added that volume is not everything:

"It's not the size and number of vessels that is the goal for us, it's the bottom line. We are still profitable. And it is therefore more profitable for us to rent ships, so we'll probably see more of that. If the right trades and opportunities are there, however, we are always open to consider them," he says.

Economy of scale

When size is important, because it referred not only to solid financial strength provides security for the customer. It is also because market demand for larger ships is growing, and the factor is a major cause of Intermarine’s new investments.

"We've got a lot more lifting capacity into the fleet. This development is due to economies of scale. That the things to be transported just gets bigger and heavier. Here I mean everything - from factory equipment for wind turbines, everything in the offshore industry continually getting bigger, "he said, adding: "Intermarine currently has the greatest capacity for heavylift vessels among US flagged carriers and has the most eco-friendly newbuildings coming. The challenge is to get the long-term chartered ships' capacity and operate - still with focus on the bottom line. However, at the moment I can not see areas where we need to expand further," he said.

Young people in Scan-Trans

Intermarine’s purchase of Scan-Trans in 2012 was a remarkable Danish shipping success. Lars Bonnesen and Lars Juhl were just 24-years-old when in 1993 they founded Scan-Trans, and in the following two decades the company grew to become a major player in the Danish shipping market. In 2012 it was then sold to Intermarine, founded in 1990.

It was hard work for the two young people to knock up the business, and a few years before the date of sale, Lars Juhl suffered a heart attack. After, he drew back from the position of director. It was one of the reasons why Lars Bonnesen, and the other owners of Scan-Trans sold the company. The decision Lars Bonnesen happy is with.

"I miss not having the reins of the entire company. However, Intermarine has several departments to draw on a more substantial logistical setup, and it's great that the company has more muscle," he says today.

Cultural differences DK-USA

Since the two companies joined forces through the acquisition of Scan-Trans, on paper it looked like a perfect match. Lars Bonnesen however, was concerned about the cultural differences between Denmark and the United States, he acknowledges.

"Yes, I was worried. Worried about whether we would experience a culture clash. But unlike many other mergers, it exceeded all expectations. We are experiencing particularly a synergistic effect when one division contributes cargo to another. Intermarine has taught us many things, not least to focus on the customer above all, where we previously more focused on the ships."

Lars Bonnesen adds that he has daily contact with the old setup of (Danish) Scan-Trans people in Asia, Europe and the United States. They are now part of Intermarine, and they are his main sparring party. But he also saves along with people from the 'old' Intermarine, particularly Andre Grikitis, Intermarine's former CEO, who today assumes the role of Operating Chairman.

What are your biggest challenges in the near future?"Like everyone else, we depend on supply and demand to dictate prices. But when we continuously provide good service, customers will want to pay for it," said Lars Bonnesen.


“Intermarine has a huge business and has morelegs to walk on than we had in Scan-Trans.”

33

In Hamburg there is a tradition in shipping every November. On the first Friday in November the Hamburg Shipbrokers Association (VHSS) organizes an event called ”Eisbeinessen”, a seated dinner where pickled knuckle of pork is served. This seated dinner takes place in the Congress Centrum Hamburg (CCH). The event has a long tradition reaching back into the year 1948, at which point the VHSS had every reason to celebrate as the 110 shipbrokers left in Hamburg had been given the chance to get back to foreign business since shipping had been lying idle since the end of war in 1945. The managing director of the Hamburg Shipbrokers Association since 1945 - Bruno Jansen – invited the Managing Directors of member companies to a dinner, even though it was very expensive for the conditions at that time. This business dinner was meant to celebrate the upswing that was to follow the Second World War.

Over the years the event has developed into an international meeting platform for shipbrokers, shipping agents, ship owners, bankers, forwarding agents, terminal operators, and all who are directly or indirectly associated with shipping. So it is not very surprising that the guests come nowadays from all over the world and that the gathering is attended by more than 5,000 people. As shipping is a

peoples’ business the event has become so popular, that there is even a run-up week to the dinner called “Eisbein Week”, in which local brokers, agents and shipping lines organize their own special events.

When Intermarine opened its Hamburg office in 2010, we also started our own Eisbein tradition. The first Wednesday in November we invite our business partners, customers, owners, vendors, suppliers and friends for the Intermarine Pre-Eisbein Reception and we traditionally serve “Currywurst”. From 2010 to 2014 we celebrated during office hours in our office rooms, but due to an increased attendance of up to 200 people in 2014, we decided to change the party location for this year. On Wednesday, November 4, 2015 Intermarine was happy to welcome our guests at the very historical lounge and bar, Cremon & Fleetperle.

The reception started at 5 p.m. and it only took half an hour to reach 250 guests. The get-together hosted many different guests and everyone enjoyed the evening with good talks and excellent traditional Hamburg food. Though we intended the event to end at 9 p.m. the party ended long after midnight. Even today people still talk about this great evening with Intermarine.

Do you know what pickled nuckle of pork and shipping have in common?

INTERMARINE PRE-EISBEIN RECEPTION 2015 SUBMITTED BY: PETRA STRANG

34


OCEAN FREEDOM TRANSPORTSHELICOPTERS ANDAMBULANCESIntermarine’s Ocean Freedom transported three helicopters and 10 ambulances through Jaxport's heavylift and project cargo berth at Blount Island Marine Terminal. The helicopters were valued at between 35 million and 40 million each, weighed up to 4.5 tons and measured around 55 ft. long. They were loaded one-by-one by stevedoring company, Portus. The ambulances were loaded onto a platform lift before being placed aboard the ship two-at-a-time.

The helicopters and ambulances are being shipped to northern Africa through the US government's Foreign Military Sales (FMS) program, which promotes stability and peace through the sale of equipment to US allies overseas.

Twd 2.5L.6.42Twd 2.9L.6.42 Twd 2.8L.6.42Twd 2.10L.6.42 Twd 2.7L.6.42 Twd 2.6L.6.42 Twd 2.1L.6.42Twd 2.2L.6.42Twd 2.11L.6.42Twd 1.2L.6.70

Twd 2.3L.6.42Twd 2.4L.6.42Twd 2.12L.6.42Twd 1.1L.6.02

OCEAN FREEDOM

35

INTERMARINE ATTENDSPORT OF MAMONAL EXPANSIONCEREMONY IN CARTAGENAIntermarine, LLC, the global leader in the transport of project, breakbulk and heavylift cargo and the MV Caribbean Trader were in attendance for the Mamonal Port expansion ceremony in the Bay of Cartagena. Mamonal Port specializes in the export and import of general, bulk and project cargoes and is one of the five largest ports located in the industrial district of Cartagena.

In addition to hosting guest of honor, Colombian president, Juan Manuel Santos, the Port welcomed local dignitaries and approximately 200 guests to celebrate the opening of sea port expansion that cost approximately 160 million and will create an estimated 970 jobs locally. Intermarine Colombia employees presented Santos with an Intermarine anchor to commemorate the event.


“The port expansion will provide companies in Colombia with the option to coordinate their cargo needs based on the services offered by Mamonal Port. The terminal will increase its market share for breakbulk and project cargo to

connect Colombia with the Americas region – Intermarine, as a liner and project shipping line who calls Mamonal Port on a regular basis, will be able to transfer the advantages of this expansion to our customers in Colombia.”

- Gonzalo Rojas, Colombia Country Manager, Intermarine

Intermarine employee Fanny Pineda presents President Santos with an Intermarine anchor.

36

“Mac’s international experience and industry relationshipsbring a very valuable asset back to Intermarine...”

- Al Stanley, President and CEO, Intermarine

INTERMARINE, LLCNAMES BRUTON ASDIRECTOR OF BUSINESSDEVELOPMENT, AMERICAS

HOUSTON (MAR. 3, 2016) – Intermarine, LLC, the global leader in the transport of project, breakbulk and heavylift cargo, has named Mac Bruton as Director of Business Development, Americas. He will be based in New Orleans.

Bruton has more than 20 years in the international shipping and infrastructure development industries, with a focus on Latin America. He began his career in 1989 as an operations manager for Marine Chartering Co., Inc. Bruton has also held positions with Intergen Energy, Inc., International Energy Partners, LLC., Transoceanic Shipping Company; and from 2002-2006 held the position of Global Accounts Manager with Intermarine.

“Mac’s international experience and industry relationships bring a very valuable asset back to Intermarine,” said Al Stanley, President and CEO. “His core strengths lie in negotiating and securing major projects, accounts and contracts; and we look forward to the added value and benefits he will bring to our clients.”

He rejoins Intermarine from Dan Gulf Shipping, LLC, where he served as Vice President of Sales and Pricing. In this role he was responsible for managing Caytrans BBC, an ocean freight liner service operating between the U.S. Gulf, North Coast South America and the Caribbean. Bruton is skilled at leading international commercial teams, managing major accounts and developing and maintaining international client relationships.

He holds a Bachelor of Arts in Political Economy from Tulane University and an MBA from Georgetown University. Bruton is a native Spanish speaker.

About Intermarine:Intermarine is the global leader in the transport of project, breakbulk and heavylift cargo. Founded in 1990, the company, through its subsidiaries and worldwide network of 20 offices, controls an international fleet of more than 50 vessels with lifting capacity up to 1,400 metric tons. Intermarine provides ocean transportation and marine logistics services with regular sailings in the Americas, West Africa, Europe, Asia, and the Middle East, plus inducement voyages to Australia and other international ports. The company operates the largest U.S. flag heavylift fleet and controls Industrial Terminals, the busiest project cargo terminal in the United States. For more information please visit www.intermarine.com.


37


MARITIMEREPORTER

The World’s Largest Circulation Marine Industry Publication • The Information Authority for the Global Marine Industry since 1939 • Number 12 Volume 77

ANDENGINEERING NEWS

M A R I N E L I N K . C O M

December 2015

Great Ships

of 2015

Software SolutionsTankers & Bulkers

SatCom & Autonomous Shipping

Special Report Green Marine Solutions

COV1 MR Dec 2015.indd 1 12/4/2015 4:03:52 PMEXCERPT FROM MARITIME REPORTER AND ENGINEERING NEWS: GREAT SHIPS OF 2015

38


52

1 JS Ineos InsightThe fi rst ethane-powered ship, JS Ineos Insight,

the lead ship in a series of eight 27,500-cu.-m. multi-gas Dragon-class vessels being built at Sinopa-cifi c, China, for Denmark’s Evergas, was named in July 2015. The new vessels will be confi gured for the transport of ethane, LPG or LNG, with options for eth-ane, LNG and conventional diesel power, and will be classed by Bureau Veritas.

The Dragon vessels were originally designed with a dual-fuel LNG/diesel power utilizing two 1,000-cu. m. LNG tanks on deck powering two Wärtsilä 6L20 DF main engines with a total of 2,112 kW power and two shaft generators with a total of 3,600 kW power. The ability to also burn ethane was added to allow use of the cargo gas as the vessels are destined initially for trans-port of ethane from the U.S. to the U.K. Ineos refi ner-ies. Evergas, a wholly owned by Greenship Gas and JACCAR Holdings, has a large new-building program of ethylene, ethane and LNG multi-gas carriers.

2 Industrial GrandIntermarine has begun Fleet of the Future de-

liveries with the addition and maiden voyage of the Industrial Grand. The 20,000 dwt, 545-ft. multi-purpose vessel features three cranes with a combined lifting capacity of up to 900 metric tons. Industrial Grand is the fi rst of 20 new eco-friendly lifters that will join Intermarine’s core fl eet during the next 30 months. The vessel will travel from Shanghai, China, to the U.S. Gulf Coast to deliver a large and complex petrochemi-cal processing tower. The cargo delivery includes a 720.5 metric ton lift of 48.6 meters in length which was loaded using vessel’s gear.

“The Industrial Grand represents a glimpse into the future, harnessing eco-friendly technology and in-creased lifting capacity,” said Al Stanley, President and CEO of Intermarine. “This innovation aligns with delivering the appropriate fl eet to meet our customers’ cargo needs and allows us to provide the value, reliabil-ity and creative solutions that customers have come to

expect from Intermarine.” The deliveries will mark the beginning of a series of

eco-friendly deliveries and add to the range and capa-bilities of Intermarine’s core fl eet of more than 50 ves-sels. The Industrial Grand will be joined by her sister vessel, the Industrial Glory when she joins the service from the shipyard in May 2015.

3 Ardmore ChippewaArdmore Shipping Corporation took delivery

of the Ardmore Chippewa on November 13, 2015. Ardmore Chippewa is a 25,233 dwt, Eco-design IMO 2 product and chemical tanker that was construct-ed at the Fukuoka Shipbuilding Co., Ltd. shipyard in Nagasaki, Japan, and is the fi nal in a series of four Fu-kuoka newbuildings delivered to Ardmore in 2015.

“We are pleased to welcome the Ardmore Chippewa to our fl eet of modern, fuel-effi cient MR product and chemical tankers, successfully completing our initial newbuilding program at a time when charter markets

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FEBRUARY 2014 VOLUME 76 o NO. 2OCTOBER 2015 VOLUME 77 NO. 10Union Plus

Benefits

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Editor’s note: Recertified Bosun Joseph Casalino submitted this article and some of the accompanying photos reflecting the SIU-crewed Ocean Freedom’s participation in the multinational military exercise Combined Joint Logistics Over-the-Shore (CJLOTS) 2015. The Crowley-operated vessel is one of several Seafarers-crewed ships that supported CJLOTS 2015, as reported in prior editions of the LOG.

According to the U.S. Navy, these opera-tions “are military activities that include off-shore loading and unloading of ships when fixed port facilities are unavailable or denied due to enemy activities. LOTS operations are conducted over unimproved shorelines, through fixed ports not accessible to deep draft shipping, and through fixed ports that are otherwise inadequate without the use of LOTS capabilities.”

More than 1,700 people took part in the CJLOTS 2015 exercise, including military personnel from the U.S. and the Republic of Korea (ROK). The operation, which took place June 29 through July 9 at the Anmyeon Beach on the west coast of the ROK, demonstrated the respective nations’ ability to transfer solid and liquid cargo from the sea to the shore.

During the months of June and July 2015, the heavy lift vessel M/V Ocean Freedom was tasked with a CJLOTS exercise for the U.S. Army’s 331st Transportation Company.

The scenario was a beachhead landing using floating platforms, or a causeway sys-tem, stretching out over 1,800 feet from the beach. The Ocean Freedom carried approxi-mately 60 sections of causeway, each 80 feet long and weighing 66 tons, along with various types of tugs, landing craft and anchoring sys-

tems, bulldozers and other heavy equipment needed for this beachhead landing.

After loading the cargo in Yokohama, Japan, we sailed to Korea where the exercise was to take place. We anchored approximately two miles from shore. The discharging of this cargo took place while anchored, and was handled around the clock by the ship’s crew, led by Captain Brian O’Hanlon, an SIU hawsepiper, manning the ballast controls.

The tireless efforts of heavy lift crane op-erators AB James Morris, AB Billy Watson and Recertified Bosun Joe Casalino kept the cargo moving. Our AMO officers, Chief Mate Matt Sanford, 2nd Mate Mike Erskine, and 3/M Mike Rawlins ran the operations with pinpoint accuracy on their respective shifts, 24-7.

Our two Kings Point Cadets, Alex Nicosia and Evan Purdy were called upon for a vari-ety of tasks. They learned quick and worked extremely hard to get the job done. They are a credit to the USMMA.

This team effort wouldn’t be complete without the mention of our steward and engine departments. Steward Obencio Espinoza kept the excellent meals coming, along with our ACU Darrell Bell, staying open late many times to accommodate the busy schedule, al-ways with a smile and great attitude.

Meanwhile, our engine department, with QMED Vincent (Ace) Kirksey and Oiler Bobby Conner supported the effort by mak-ing sure – along with engineers Chief Chuck Nieves,

1st Assistant Engineer Gary Gilbert and 2nd Assistant Engineer Alan Dorn – that the cranes were running at peak performance lev-els at all times.

The crew worked together through heavy rains, fog, and blistering heat to assist the

331st Transportation Company in this exercise in an organized and professional manner. This is what we are trained for. We were efficient and safety-conscious in everything we took on.

We finished this discharge approximately five days earlier than predicted by the Army, due to the knowledgeable officers and crew on this heavy lift vessel. Back-loading two

weeks later, we sailed back to Yokohama to discharge again. It was a job well done by the SIU and AMO working together as one.

We were told that this causeway system was the longest platform put together since the Korean War, an historic milestone for the U.S. Army’s 331 Transportation Company as well as the heavy lift vessel M/V Ocean Freedom.

The SIU-crewed Ocean Freedom is pictured near Anmyeon Beach, Republic of Korea, in late June. (U.S. Navy photo by Mass Communication Specialist 1st Class Kori Melvin)

Ocean Freedom Assists in Military ExerciseBosun Credits Crew, Officers for Great Work During Multinational Mission

Components of the temporary pier are shown aboard the SIU-crewed Ocean Freedom (photo at left and below) and next to the ship after assembly (above).

26509_OCTOBER2K15LOG.indd 24 9/24/2015 6:12:54 PM

Article from Seafarers LogFeaturing Intermarine

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