Issue No. 18 may 2013 oceans of know-howstatic.j-l.com/imce/Lauritzen News 18 Low_0.pdf · 2013. 7....

Lauritzen news · Issue #18 · may 20131

Issue No. 18 may 2013

ChaNgINg of the guard

Lauritzen news

a seafarers’biLL of rights

fINaNCIal result 2012

WorkINg Closer WIth suppLiers

eNhaNCINg eNergy efficiency

oceans of know-how

Lauritzen news · Issue #18 · May 20132

editorial .................................................. 3

financial result 2012 .............................. 4

Changing of the guard ........................... 6

hail and farewell reception ..................... 8

Joining forces ......................................... 9

enhancing energy efficiency .................. 10

Working closer with suppliers ................ 12

return to Copenhagen ........................... 14

opening doors for deserving talent ........ 15

stepping up to the challenge ................. 16

raising the bar for fleet information ....... 18

a seafarer’s bill of rights .......................... 20

New shipping trainee programme

well underway ........................................ 22

the best Christmas gift ........................... 22

staff News .............................................. 23

anti-corruption presentation .................... 24

WorkINg Closer WIth suppLiers 12

a seafarers’ bIll of rights 20

steppINg up to the chaLLenge 16

fleet information 18a web-based system helps lauritzen bulkers centralise and streamline vessel descriptions and upload certificates.

an internal responsible-procurement programme enhances dialogue and cooperation in a wide variety of areas.

haIl aNd fareWellreception 8employees and representatives from the ship-ping community attended a reception to mark the changing of the guard in J. lauritzen’s management.

J. lauritzen and other shipowners prepare for certification under consolidated maritime labour convention regulations.

four female officers are testing the waters in a largely male profession on-board lauritzen kosan vessels.

table of contents

Lauritzen news · Issue #18 · May 2013 3

a fact, which provides no comfort, is that we are not alone in seeing undesirable results – amongst the global shipping companies this is a widespread malaise that very few have managed to steer clear of.

In J. lauritzen (Jl) we shall work with the challenges every day, looking for the mar-ginal improvements which will in time even-tually take effect and in combination with an upturn of the economic cycle will bring back satisfactory results.

While we vigorously tackle this, it is impor-tant also to take time to consider some of the broader issues which may face us just around the corner. an african proverb suggests that – “to go fast, go alone” – “to go far, go together”.

Jl has been going for 128 years and has at some point over those years been involved in almost every conceivable sector of the ship-ping market.

Maintaining our insistence on accountability has always been an important part of the Jl value set. however, a company can only be prepared to be held accountable and do so successfully if the value is shared commonly – if we “go together”. this we have done and this we shall continue to do.

It is right to say that going fast has rarely been the highest priority in Jl. While our unique ownership structure provides the ability for rapid decision making, it also offers the option of preferring longer term views and a degree of patience when developing our business.

globally, many different sectors have suffered badly and some have been left in disarray

after the major shocks that have reverber-ated through the world economy in recent years. this would normally call for a cautious approach and dampen any desire to go fast.

at the same time, new technologies are forc-ing us to consider the speed with which we react to and interact with the world around us. We are now seeing that there is less and less time available for us to act on and adjust to changes. this implies a future or perhaps even imminent need to be able to go fast. the trick will be to combine this with the longer term view implied by “going together”.

to achieve this, closer collaboration with stakeholders will be called for. Whether you are a customer, supplier, financier, employee, authority, Ngo, or any other party, your ability to engage and connect with other stakehold-ers will decide how far you can go and how fast you can get there. Communication and trust are prerequisites for identifying con-trasting objectives and finding ways to align these for the common good.

In Jl we shall engage and communicate with all in an open, honest, and fair way. We believe that this, combined with the trust that many years of living our core value of accountability has built, will provide us with a strong foundation from which to face what will no doubt be another challenging year.

keep up your spirits and let us together play our part in shaping the future.

sincerely, Jan kastrup-Nielsenpresident & Ceo

dear reader

The resulT for 2012, a loss of usD 350 million, is by any measure very unsaTisfacTory.

Those analyzing The numbers closer will finD ThaT wriTe-Downs anD DefaulTs playeD a significanT role in making The year a baD one.


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JL impacted by tough busINess eNvIroNMeNt

2012 was a very difficult year for prac-tically all shipping markets apart from offshore. the clarksea index, represent-ing a weighted average of earnings in the bulk, gas, container, and product tanker markets declined by 23% in 2012 compared to 2011 and was at its lowest since 1990.

the following characterized Jl’s main mar-kets in 2012:

• The dry bulkmarket posted yet anotheryear of unsatisfactory developments in rates and prices with the average baltic freight Index (bfI) declining by 40% com-pared to 2011 reaching its lowest level for 25 years. spot rates were down by 30% on average for handysize and handymax and 50% for Capesize compared to 2011.

• Period rates for smaller gas carriers de-clined slightly to about usd 540,000 per month for ethylene carriers and usd 265,000 per month for 3,200 m3 semi- refrigerated carriers. spot rates for ethylene gas carriers were stable throughout the year with spot rates for fully pressurised gas carriers rising in the second half of 2012.

• The product tankermarket had a disap-pointing spot market which saw the three key routes down by 20% for Mr product tankers. period markets for Mr product tankers levelled out at usd/day 13,500.

• Offshoremarkets for specialized tonnagein general had another busy year. howev-er, with only a limited number of long-term contracts signed, the shuttle tanker market was an exception to this. orders for rigs and other specialised tonnage for the off-shore industry continued at a high level.

result for the yearIn a year characterised by sustained world economic decline, generally depressed ship-ping markets, and substantial deliveries of new tonnage to major shipping segments, Jl’s result was usd (349.7)m compared to usd (46.2)m in 2011.

the result was significantly impacted by one-off items with a net effect of usd (254)m of which write-downs amounted to usd (167)m and sales of vessels due to counterparty defaults usd (104)m. adjusted for such one-off items, Jl’s result was usd (95)m, down from usd (21)m in 2011 main-ly due to income lost as a consequence of counterparty defaults and the weaker bulk markets. apart from lauritzen bulkers, Jl’s three other business units (lauritzen kosan, lauritzen tankers, and lauritzen offshore) reported better ebItda than in 2011.

the result was in line with expectations stated in our stock exchange announcement to oslo børs in december 2012 but consider-ably below our expectations at the beginning of the year. the result is regarded as very un-satisfactory.

return on invested capital was (13.5)% com-pared to 1.1% in 2011.

“oversupply in major shipping markeTs, surplus shipbuilDing capaciTy, low econom-ic growTh, anD TighT creDiT conDiTions leD To plummeTing asseT values in 2012 anD furTher DefaulTs among shipping com-panies. jl was obvi-ously influenceD by These circumsTances anD our 2012 resulT was very unsaTisfac-Tory.”

Birgit Aagaard-Svendsen, Executive Vice President & Chief Financial Officer

selected key figures usdm cash flow from operations and cash usdm

35025015050

-50-150-250-350

2008 2009 2010 2011

One-o� items

2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012400

300

200

100

0

-100

Cash flow from operating activities

Cash and cash equivalents 2011 2012

1,4001,2001,000

800600400200

0-200

Bulk Gas Tank O�shore Other

3,000

2,500

2,000

1,500

1,000

500

0

Total equity Non-current liability Current liabilityEBITDA EBIT Result for the year

35025015050

-50-150-250-350

2008 2009 2010 2011

One-o� items

2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012400

300

200

100

0

-100



1,4001,2001,000

800600400200

0-200


3,000

2,500

2,000

1,500

1,000

500

0



at year-end 2012, Jl’s solvency ratio was 37% compared to 45% at year-end 2011. early 2013, the lauritzen foundation de-cided to convert two subordinated loans of originally dkk 850m into equity. at year-end 2012, the loans including accrued interest amounted to a total of dkk 903m, equivalent to usd 160m. the conversion increases Jl’s solvency ratio from 37% at year-end 2012 to 44%.

main eventsof special importance was the creation of the joint venture with hitecvision, Norway, in the promising offshore market, the formation of axis offshore pte. ldt., and the order for a modern semi-submersible accommodation and support vessel (asv) for delivery in 2015.

lauritzen bulkers increased its focus on long-term cargo contracts and related activi-ties, and Capesize bulk carriers left without contract cover due to defaults were sold.

all business units were engaged in an energy savings programme launched in collabora-tion with det Norske veritas (dNv).

group finances were further strengthened with a new corporate bond issuance and the bonds were listed on oslo stock exchange. at year-end 2012, cash amounted to usd 267m.

due to fleet renewal and expansion efforts in recent years, Jl owns a modern, efficient fleet of bulk carriers with an average age of 2.3 years, gas carriers 8.6 years, product tankers 3.6 years, and dynamically positioned shuttle tankers 5.3 years.

the controlled fleet averaged to 178 vessels compared to 151 vessels in 2011, of which 59 were owned vessels (48 in 2011).

balance sheetat year-end 2012, total assets amounted to usd 2,315.4m down usd 366.5m on 2011 due to the sale of vessels, depreciations and write-downs, and the transfer of Dan Swift to axis offshore, partly offset by investment in newbuildings.

the total book value of vessels amounted to usd 1,701.9m, down usd 266.8m on 2011, whereas brokers’ valuations totaled usd 1,312.1m. the calculated value in use of the vessels, taking contract coverage into ac-count, was higher than the total book value.

outlookWe expect economic growth to be some-what subdued during the first half of 2013. a number of indicators suggest that economic growth will strengthen as the year progress-es. once economic growth rises, we expect

to see inventories rebuilding which will con-tribute to seaborne trade growth.

during 2013, Jl will take delivery of the last four vessels of the current newbuilding pro-gramme to be financed by at-delivery financ-ing and own funds.

ebItda is expected to be in the range of usd 60-80m, slightly up on 2012, taking one-off items and sold activity (usd 33.7m in total) included in the 2012 ebItda into account.

the result for 2013 is anticipated to remain unsatisfactory with an expected loss of usd (75-100)m.

the 2012 annual report and corporate responsibility report are available at: www.j-l.com

key figures: full yearusdm 2011 2012 revenue 621.1 709.4 ebitda 146.0 88.7 depreciation (91.2) (250.0)profit on sale of vessels (36.2) (102.4) operating result 18.5 (263.6)

Income from joint ventures 4.7 (26.2)finance net (69.2) (59.5)tax and minorities (0.3) (0.5) JL’s share of result (46.2) (349.7)fixed assets 2,361 1,931 Hereof vessels under construction 232 39Net investments (vessels only) 402 110 profit margin 3.1% (37.9%)roIC 1.1% (13.5%)solvency ratio 44.7% 36.8%roe (3.8%) 34.1%fleet /full year average) 151 178average no. employees 1,300 1,379

invested capital at year-end usdm capital structure usdm

35025015050

-50-150-250-350

2008 2009 2010 2011

One-o� items

2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012400

300

200

100

0

-100



1,4001,2001,000

800600400200

0-200


3,000

2,500

2,000

1,500

1,000

500

0


35025015050

-50-150-250-350

2008 2009 2010 2011

One-o� items

2012 2008 2009 2010 2011 2012 2008 2009 2010 2011 2012400

300

200

100

0

-100



1,4001,2001,000

800600400200

0-200


3,000

2,500

2,000

1,500

1,000

500

0



ChaNgINg of the guard

the accompanying photo shows torben Janholt jauntily stepping out the door of J. lauritzen (Jl) headquarters at sankt annæ plads in Copenhagen. What it cannot begin to suggest is his impact on the company. If you ask the man himself, he points to two major strategic decisions that have funda-mentally changed the shape of Jl.

reefer exitthe first is Jl’s exit from the reefer business. this was a business with which Jl was not only closely identified, but also helped to pio-neer in the first part of the 20th century. and it was a business segment that torben Janholt significantly enlarged with the acquisition of Cool Carriers and the creation of lauritzen Cool in 2001, which at the time was the world’s largest operator of specialised reefer vessels.

“If you know the history of this company, you’ll understand what a major move it was,” he says. “We had been in the reefer trade for 100 years and were the largest operator. so it was a huge strategic decision to sell our

afTer 28 years wiTh The lauriTzen group, anD more Than 14 years as presiDenT anD ceo of j. lauriTzen, Torben janholT re-TireD on 26 february 2013 as planneD. jan kasTrup-nielsen Takes over as presiDenT anD ceo of j. lauriTzen.

reefer operation to the Japanese shipping gi-ant Nyk, get out of this market segment, and concentrate our efforts elsewhere. It was a decisive move for the company, but deemed necessary since the container business was making ever bigger inroads into the global refrigerated trades. this decision success-fully enabled us to expand in other areas.”

offshore entrythe second initiative from his tenure as pres-ident and Ceo that torben Janholt singles out is Jl’s re-entry into the offshore market. a re-entry that now has grown to encom-pass three shuttle tankers, the accommo-dation and support vessel (asv) Dan Swift, and a joint venture with hitecvision on asv activities. “In contrast to the reefer story,” he says, “the interesting point here is that the decision was based more on pursuing a compelling idea than on a strategy cal-culated out to multiple decimal places. We could see that there was a market with a lot of potential and interest for us: every now and then you have to take a chance on that kind of vision. What it took to make the vision a reality was a tremendous amount of hard work all across the company. and it has been a success, as shown first by our ability to es-tablish long-term relations with some of the most demanding customers in the offshore services market and more recently by a joint venture that puts us in a position for stronger growth in the asv market.”

In addition to these two milestone events, torben Janholt was at the helm of Jl ‘s evo-lution in many other areas. these include changing the profile of the lauritzen kosan fleet with a focus on larger and more ad-vanced types of ships and accomplishing Jl’s re-entry into the product tanker market. additionally, in his time lauritzen bulkers was transformed into a large operating com-pany, with a handysize business that has become one of the world’s largest.


torben Janholt also put his stamp on the development of the danish shipping indus-try, as a member of the board of the danish shipowners’ association since 1998 and its president from 2005 to 2009, and as a mem-ber of the board member of the european shipowners’ association in brussels from 2005-2012.

guiding values“I believe that the underlying key to our suc-cess in many areas has a lot to do with the mission, vision, and values we introduced in 2003,” says torben Janholt. these make Jl the company it is. they are a rallying cry for how business is done and they point to Jl’s awareness of the importance of consequenc-es – of the results of our actions and the way we do things. this is especially relevant to the developments of 2008 and 2009, when virtually the entire economic world came to a standstill almost overnight. We had to suddenly rein in our activities and take some

painful measures. but looking back, we were prepared to handle the crisis when it ap-peared because of the kind of company that we are – the values we’re based on – and because of the trust and skills of our people.”

What lies ahead? asked that question, torben Janholt replies that he has never been able to imagine the idea of “retirement” and plans to stay active in shipping circles. “the closest I’ll come to retirement,” he says, “is to say that up until now, I have given all my time to Jl, and that has been fantastic. Now I plan to give much more time to myself, which I am sure will be equally fantastic. as I look back, there are many people in Jl to whom I owe a vote of thanks. I want specifically to men-tion birgit aagaard-svendsen, executive vice president and Cfo of Jl. our different but complementary points of view about a whole range of activities enabled us to establish an unusually confident and trusting working re-lationship. I would say the same about Jan kastrup-Nielsen, whom I have known and worked with for many years now. In addition to unquestionable intelligence and profes-sional skills, Jan kastrup-Nielsen has a most wonderful sense of humor and the ability to see things just slightly differently from most others, which is a gift. I cannot imagine a better person, more fit, to take over Jl.”

“i woulD like To sTress ThaT we have DevelopeD a sTrong markeT posiTion anD a well-repuTeD jl wiTh loTs of TalenT-eD employees. so To everyone aT jl, i woulD like To say: Take care of whaT we have achieveD anD god arbejdslyst – Do gooD work, anD enjoy iT.” Torben JanholtPresident and CEO of J. Lauritzen, 1999-2013

Jan Kastrup-NielsenPresident & CEO, J. Lauritzen

to mark the changing of guard of Jl’s management, a reception was held at J. lauritzen’s premises in Copenhagen on 26 february 2013. the reception was well attended, and Jl employees as well as numerous representatives from the ship-ping community were present to mark the milestone event.

during the reception Jl’s Chairman of the board, bent Østergaard, paid tribute to the significant footprints torben Janholt had left behind, not only on J. lauritzen but also on danish shipping as a whole through his ef-forts in the danish shipowners’ association where he served as chairman from 2005-2009. bent Østergaard also addressed tor-ben Janholt’s successor, Jan kastrup-Nielsen and added that he had been a “co-architect” on a number of important strategic decisions since he became a member of Jl’s execu-tive management in 2009, and that he was confident the new president and chief ex-ecutive was the right person to navigate the company through “the rough seas that the shipping industry is currently exposed to.”

haIl aNd fareWellreception


Torben Janholt and his wife, Lizzie Janholt, at the reception

From left: Torben Janholt; Jacob Meldgaard, CEO Torm; and Peter Poul Lauritzen Bay, member of the Board of Directors of J. Lauritzen

From left: Niels Smedegaard, CEO DFDS; Claus Hemmingsen, CEO Maersk Drilling; and Torben Janholt

From left: Ejner Bonderup, EVP DS Norden; Lars Bagge Christensen, EVP DS Norden; and Carsten Mortensen, CEO DS Norden

donation

In connection with the reception for torben Janholt and Jan kastrup-Nielsen, guests were encouraged to support Medecins sans frontieres (læger uden grænser) instead of bringing gifts.

We are pleased to announce that an amount of almost dkk 72,000 has been donated to the organi-sation providing medical and hu-manitarian aid to people affected by armed conflict, epidemics, natural disasters, and exclusion from healthcare.


lauriTzen bulkers anD oTher shipown-ers parTicipaTe in a piloT projecT on ship moniToring sysTems DevelopeD by Danish force Technology.

as fuel prices climb and the world economy lags, shipowners are more engaged than ever in discovering new ways to increase operating efficiency and lower costs (see “enhancing energy-efficiency”, page 10). forCe technology, one of nine so-called approved technological service compa-nies in denmark that provide development and innovation services, offers an answer in the form of ship monitoring technology. the company currently offers three soft-ware modules, and has recently applied for funding from the danish Maritime fund to expand its suite of products. the three mod-ules available today are seatrend, which helps to identify problems like hull or prop fouling; seaplanner, a weather routing tool; and seatrim, which assists with trim opti-misation. this software suite – which is now to be integrated and further expanded – is designed to help shipowners operate more efficiently and reduce fuel consumption.

integrated systemthe new integrated system will contain all three existing modules, as well as new ones covering areas such as automatic data log-ging onboard, reporting, and engine perfor-mance. the idea is that shipowners can turn various functions on and off on a subscrip-tion basis to use only the specific ones they need. the system then gives instant feed-back to the crew onboard, as well as to the shipowner.

“We are currently implementing seatrim on selected vessels,” says søren roschmann, head of the technical department in lauritzen bulkers (lb), “and the tank tests indicate good results. We are also consider-ing using the seatrend module for vessel performance data analysis. In joining forCe on this project we can influence the future solution which integrates these modules, as well as new areas, into a product which we will most likely demand going forward.”

mutual interestforCe technology has asked lb and others to participate in a steering committee on the development of this product in order to help determine exactly what shipowners want and to identify crew needs. product trials are scheduled to begin during 2013 on-board different vessels. the company is also involving the technical university of den-mark (dtu) on the theoretical and research side. “We’ve been working with forCe on various projects for several years and have developed a prosperous relationship,” says

Curt Corneliussen, technical manager for lb. “forCe asked us to participate because they knew we were interested. We have looked into some of these new project areas – such as reporting – ourselves, and since we have our own database we would want to make sure it could be integrated with a new product. It is obviously advantageous for us to contribute and help make the tools as user friendly as possible. also, we’ll sit in with five other companies in the steering committee, which gives us the chance to learn from each other. It’s an interesting opportunity.”

JoININg forces

“iT is obviously aD-vanTageous for us To conTribuTe anD help make The Tools as user frienDly as possible.”

Curt CorneliussenTechnical Manager, Lauritzen Bulkers

J. lauritzen’s (Jl) energy efficiency project was kicked off at the end of 2011 with the objective of enhancing fuel-efficiency and re-ducing emissions throughout Jl’s fleet of bulk carriers, gas carriers, product tankers, as well as in offshore operations. the overall goal is to reduce fuel consumption and cut emissions by at least 10% over the next two years, while also achieving significant cost-savings by focusing on areas such as fuel and bun-ker management, energy consumption, and voyage planning. the project was initially facilitated by det Norske veritas (dNv), the Norwegian maritime risk management and advisory group.

aligning effortsthe group project has in 2012 been headed by søren berg, project manager for lauritzen kosan (lk), who reports to Jl’s executive committee. “all our business units have groups working on the technical side to look for various kinds of improvements to help save energy,” he says. “We released an ini-tial report in february 2012, and since then we have concentrated on aligning our efforts throughout the group as there is potential for energy savings – often at a small cost – and initiatives are bubbling up throughout the company.”


eNhaNCINg energy efficiency

an exTensive energy efficiency projecT involves all j. lauriTzen business uniTs in iDenTifying ways To achieve more energy-efficienT operaTion.

environmentaL reporting

the energy efficiency project also has a direct tie-in with the emissions reporting that is required of all shipping companies. In conjunction with the project, Jl has decided to report emissions in accordance with the greenhouse gas protocol, the most widely used international accounting tool for understanding, quantifying, and managing green-house gas emissions. Jl’s business Control department is responsible for collating environmental data collected onboard vessels and has

set up streamlined reporting procedures to help increase trans-parency and align Jl’s reporting with international demands. “this reporting is necessary to satisfy the requirements of the IMo and other regulatory organizations,” says søren berg, “but we also see it as a source of potentially valuable data that can contribute – in both an environmental and business sense – to our energy efficiency efforts. We’re working internally and also with other members of the danish shipowners’ association to find the best ways to use this data.”

these efforts, and how new ideas are ap-plied, vary by business unit. lk, for example, operates all functions from ship manning to technical operations, whereas lauritzen tankers (lt) and lauritzen bulkers (lb) have outsourced technical management to specialized service providers. this makes a difference in how energy efficiency initia-tives are prioritized and applied. “all busi-ness units are doing what they can in terms of their scope and resources and are looking at the areas that have most effect on their particular vessels,” says søren berg.

competitive edgeIn these times of low freight rates combined with high bunker prices, the interest in more cost-efficient sailing has increased. “We are convinced that being a preferred carrier, in any segment, goes hand-in-hand with en-ergy efficiency and a strong environmental profile in today’s markets,” says Jan kas-trup-Nielsen, Ceo of Jl. “even though the idea of increasing energy efficiency can be considered a ‘no-brainer’, it still requires considerable organisational resources and know-how to actually design and execute our energy efficiency project in the current challenging shipping climate. I am, however, confident that Jl has the people to meet this challenge.” In March 2013, Jl’s executive Committee decided to strengthen the en-ergy efficiency project with a formal steering committee. the steering committee includes the presidents of each of Jl’s business units and is headed by Ceo Jan kastrup-Nielsen. “going forward, energy efficiency will be a top management focus in a more formal and integrated way in Jl,” says Jan kastrup-Nielsen. “I look forward to overseeing the de-velopment of green ideas from the technical teams that will contribute to more cost-effi-cient sailing for Jl and our customers.”


“even Though The iDea of increasing energy efficiency can be consiDereD a ‘no-brainer’, iT sTill requires consiDer-able organisaTional resources anD know-how To acTually De-sign anD execuTe our energy efficiency projecT in The cur-renT challenging shipping climaTe. i am, however, confiDenT ThaT jl has The people To meeT This challenge”

Jan Kastrup-NielsenPresident & CEO, J. Lauritzen

eNhaNCINg energy efficiency


WorkINg Closer WIth suppLiers

International institutions such as the unit-ed Nations (uN) and the organisation for economic Co-operation and development (oeCd) have in recent years increased their focus on how companies work with sup-ply chain management and integrate social and environmental issues in their supplier due diligence. Within the uN, the most sig-nificant development evolved in 2011 when a set of guiding principles on business and human rights was unanimously endorsed by the general assembly. these principles outlined the corporate responsibility to respect human rights, including labour rights, within the entire supply chain. the guiding principles were subsequently adopt-ed by the oeCd and included in their guide-line to multinational enterprises in May 2011, making the guiding principles mandatory for these multinational enterprises. With the creation of the new responsible procurement programme, J. lauritzen (Jl) is one of the first companies to include the uN’s guiding principles on business and human rights when approaching suppliers.

common groundhenrik steffensen, head of procurement for Jl, emphasizes that Jl’s commitment to re-sponsible procurement is an integral part of the company’s business philosophy. “one of the reasons why we developed this pro-gramme is that we saw an opportunity to proactively support our business units. but most importantly because this is in line with Jl’s core values,” he says. “but the main reason is that our top management believes in it. for Jl, a closer dialogue with suppliers has evolved over the past years. our procure-ment department began to audit suppliers several years ago, and it was an eye-opening experience for us. We saw that we could de-

velop our relationships by explaining more exactly what we expect and also by evaluat-ing how our suppliers work internally. these internal audits were actually welcomed by our major suppliers, as it helped them under-stand the reasons behind our requests and expectations. It has added value to enhance the scope of discussions with suppliers, as this gave us common ground for a new kind of dialogue and cooperation in all kinds of areas, from packaging to order processing. I see our Cr-related programme as another step on that ladder, although our Cr audit is somewhat different from our previous ones – it’s an audit of processes rather than per-formance.”

j. lauriTzen is launching an inTernal responsible procure-menT programme ThaT is baseD on boTh The un global compacT anD The un’s guiDing principles on business anD human righTs.

working together

during 2012, Jl worked together with the danish shipowner, Nor-deN to develop a joint procurement programme consisting of a common industry toolbox, including a sup-plier Code of Conduct, a supplier self-assessment survey, and an implementation plan. this work was enabled by a larger government project called on Course for a better World, initiated by the danish ship-owners’ association and the danish business authority and sponsored by the danish Maritime founda-tion, the lauritzen foundation, and other maritime foundations. the programme also builds on inspiration material from the Copenhagen-based consultant teams, global Csr and Invirke.

In continuation of this the Interna-tional Marine purchasing association (IMpa) was approached to join the initiative, and, immediately recog-nising the initiative’s significance and merit, placed it at the top of its agenda. In this way, a full industry stakeholder working group has been established, which will now lead to the development of this project into a comprehensive responsible supply Chain Manage-ment system suitable for industry-wide adoption.

IMpa is a non-profit organisation and works for the co-operation and development of marine purchasing and supply. the organisation has more than 650 members around the world. for more information visit www.impa.net.


stakeholder inclusionJl’s programme is unique not only because it builds on the uN guiding principles on busi-ness and human rights and the uN global Compact, but also because it aspires to pro-vide an industry-wide standard for working with suppliers that all shipping companies can use. according to henrik steffensen, it was fundamental for the responsible procurement programme to include stakeholders in the process of formation. “In addition to working with the danish shipowner, NordeN, we also visited two of our largest suppliers,” he says. “We wanted to include major stake-holders in shaping the programme to get their view of good processes and how it will affect them to meet demands including the guiding principles. these discussions were very useful for both sides, and the dialogue with them and others suppliers continues.”

strong supportthere has been strong support for the pro-gramme within Jl. “We’ve had top-level commitment from the beginning,” says kathrine geisler, corporate responsibility manager in Jl. “the commitment includes the lauritzen foundation and approval by Jl’s executive committee and Jl’s board of directors, who all agree that responsible procurement should be part of our corporate responsibility programme.” Working with responsible supply chain management is on the international corporate responsibility agenda more than ever, and the same is true within Jl. “for our in-house team working with responsible procurement, it is impor-tant that there is a strong commitment from the top,” says kathrine geisler. “We will be meeting different challenges but we look for-ward to learning together with our peers and suppliers on how to work with the uN’s new demands on business and human rights.”

From left; Kathrine Geisler, Corporate Responsibility Manager, J. Lauritzen; Sune Skadegaard Thorsen, Founder & CEO, GLOBAL CSR; Susan Kofoed, CFO, IMPA; Ole Lykke, Senior Purchasing Manager, D/S NORDEN; Ulla E. Nielsen, Director CSR, D/S NORDEN; Jan Johanneson, CEO & President, IMPA, Satnam Kaur Nanda-Jørgensen, CSR & Compliance Manager, D/S NORDEN; Henrik Steffensen, Vice President, Head of Procurement, J. Lauritzen; Stephen Alexander, COO, IMPA; and Signe Andreasen, Lead Advisor, GLOBAL CSR

“one of The reasons why we DevelopeD This programme is ThaT we saw an op-porTuniTy To proac-Tively supporT our business uniTs. buT mosT imporTanTly because This is in line wiTh jl’s core values.”

Henrik SteffensenHead of Procurement, J. Lauritzen


Clearly line lund Clausen was born to travel. less than a year after finishing her trainee-ship with J. lauritzen (Jl), lauritzen bulkers (lb) decided in 2003 that it made sense to have someone from their operations depart-ment on the ground in stamford, Connecti-cut. “that was my first posting,” she says. “then in october 2005, I moved to singa-pore when our office opened there - almost exactly seven years later, I am back here at the hQ in Copenhagen. My time abroad was fantastic, both personally and professionally, but it’s good to be back. after all, this is still the head office and so much revolves around sankt annæ plads – it’s nice to be a part of that. It’s also satisfying because I feel I’m bringing experience that allows me to con-tribute. I have been in many different places and different roles, which Jl has been very good at supporting.”

transferring experienceher experience encompasses not only being part of the expansion of the singapore office, from just five or six people in 2005 to a staff of 30 today, but also witnessing a steady shift in focus – for Jl and the entire industry – toward asian markets. “China especially, but the far east in general, is more impor-tant than ever,” she says. “so much so that when my husband, who works for Maersk, and I said we were moving back to denmark, some of our friends said (jokingly) that we were moving in the wrong direction. Coming back to Copenhagen at this point has given me a good oportunity to apply my overseas experience in my new role heading up our newly formed Cargo desk department.”

the new unit focuses on long-term deals and customer strategy and needs. “there are ba-sically two sides to what we do,” she says. “one is taking the time needed to handle bigger contracts, the second is determining how we deal with our customers and how we can add value – identifying where we should put the effort. We try not to be too territorial about this. We work closely with the people on lb’s spot chartering desk, who have important connections and knowledge that is essential to what we are doing. they’re under constant pressure focusing on the spot market and day-to-day activity that has to be dealt with immediately. the purpose of the Cargo desk is to help them with clients and projects that need more long-term per-spective and attention.”

teaching and recruitingthere is another angle to line lund Clausen’s experience in singapore, one that contributed to the connections the office has so suc-cessfully built with Nanyang technological university (Ntu) and with the general ship-ping community. as she tells it, the Maritime and port authority in singapore asked her to participate in a promotional campaign for shipping. “I was the only european woman around working for a shipowner in a charter-

ing department with this kind of commercial shipping background, so they saw an oppor-tunity to draw attention to the industry and to reach a wider audience. It worked, and I was subsequently approached by one of the professors at Ntu who invited me to lecture there, which I then did for two years.” this was the beginning of a connection that led to Jl’s current scholarship fund (see article on the right).

additionally, in her first year with Ntu, line lund Clausen arranged for the first student intern to work in Jl’s singapore office – an intern who after graduation accepted a full-time job with the compny. “he’s been very successful,” she says, “and just recently transferred to our shanghai office. the mari-time programme at the university includes a ten-week internship, and Jl has offered to take an intern every year. It’s good for the students, it helps Jl spot talent, and it’s just generally good exposure for the Jl name.”

the bottom linethe bottom line for line lund Clausen? “I love being back,” she says. “It’s a big transi-tion, but it’s home, although I am still learn-ing to find my way around Copenhagen again. the singapore experience was won-derful, and the quality of life there was very good. but for now I’m enjoying life here with my husband and our young daughter.”

afTer nearly Ten years abroaD – Two anD a half in The us anD sev-en in singapore – line lunD clausen is back aT sankT annæ plaDs as senior charTering manager anD heaD of lauriTzen bulkers’ newly esTablisheD cargo Desk.

returN to copenhagen

“i’ve been in many DifferenT places anD DifferenT roles, which jl has been very gooD aT supporTing.”

Line Lund Clausen Senior Chartering Manager / Head of Cargo DeskLauritzen Bulkers


“there is an interesting history behind the scholarship,” says Martin sato, managing director of J. lauritzen (Jl) in singapore. “the Jl office in singapore was established back in 2005 as more or less a pure dry cargo operation with only a few employees in the office. today, we are 30 employees involved in the commercial, operational, and account-ing sides of our gas, dry bulk, tanker, and offshore activities.” as more than half of the staff are singapore citizens, the danish ship-owner has become very much an integrated part of the business community. Martin sato elaborates: “We are and always will be very dependent on the availability of local talent. We see the Jl scholarship as a way to en-courage young talents that can make a dif-ference for the local community. further-more, the scholarship supports the progressive measures taken by the singa-

pore government and Maritime port author-ity (Mpa) in helping to educate and encour-age local talent for the shipping industry.”

as communicated in lauritzen News # 16, the Jl scholarship is open to a first or sec-ond-year undergraduate of any nationality in the Maritime studies programme at the school of Civil and environmental engineer-ing at Nanyang technological university (Ntu). the scholarship consists of an annual gift of sgd 8,000 a year for a period of five years. applicants for the scholarship must show need for financial help, have a good academic record, and be active in commu-nity service or other voluntary activities with a positive social impact.

an ideal candidateZhuang shaolong, the recipient of the 2102 award more than fulfilled all these require-ments. after the death of his father, he was faced with the possibility of having to drop out of school because of financial con-straints. despite his difficulties, he continued to do very well academically and also man-aged to commit a large part of his spare time to volunteer work. “after meeting Zhuang shaolong, in addition to the scholarship we also decided to offer him a job in the singa-pore office as a student helper,” says Martin

sato. “after considering the offer, however, he decided to turn it down, as he wanted to maintain focus on his studies and his volun-teer work, which ranges from raising public awareness about the danger of dengue fever to tutoring students from his former school.

I think we can all be inspired by what he wrote to us about the lesson he learned from his struggle to continue his education: ‘first and foremost, I would like to thank J. lauritzen and the lauritzen foundation for awarding this prestigious scholarship to me. this scholarship helps me tremendously in lessening the financial burden of my family and also subsidising part of my tuition fee at the university. this experience has taught me a valuable life lesson, to cherish people as long as we live and always remember the root of my accomplishments.’”

opeNINg doors for deserving taLent

“we see The jl schol-arship as a way To encourage young TalenTs ThaT can make a Difference for The local commu-niTy. furThermore, The scholarship supporTs The progressive mea-sures Taken by The singapore govern-menT anD mariTime porT auThoriTy (mpa) in helping To eDucaTe anD encourage local TalenT for The ship-ping inDusTry.”

Martin SatoManaging director, J. Lauritzen Singapore

j. lauriTzen singapore awarDs j. lauriTzen’s anD The lauriTzen founDaTion’s firsT mariTime sTuDies scholarship To nan-yang Technological universiTy sTuDenT.


In 2007 the four women all enrolled as cadets in the Maritime academy of asia and the pa-cific (Maap) in the philippines. In 2009 lau-ritzen kosan (lk) employed them during their cadet year at sea, which together with three years in school constitutes their maritime edu-cation. Maap is a tough, military-style acade-my with the mission of training qualified deck officers and marine engineers for the com-petitive global maritime industry. “the major-ity of officers and crews of our vessels are

almost entirely from the philippines,” says susan flintegård, head of maritime personnel for lk, “and we have previously supported the cadet programme at Maap, as J. lauritzen is a member of the International Maritime em-ployers’ Council. although female officers are still a rarity in the philippines, we were confident in the level of training. ”following their graduation all four women went on to be hired as officers onboard different lk ves-sels in 2012, three as deck officers and one engine room officer. two of them, Jean and Joan b. savilla, are twin sisters.

continuing educationgraduation from Maap is hardly the end of their education. training continues during their first months and years at sea. In addi-tion to regular duties, junior officers receive instruction from their superiors in areas ranging from collision regulations, celestial observation, and other related navigational problems to trim and stability and cargo handling.

whaT is iT like To be a woman in The largely male worlD of ships’ officers? four filipina offi-cers are TesTing The waTers onboarD lauriTzen kosan vessels.

steppINg up to the chaLLenge

From left: Jean Savilla, Novemeight Gonzaga, Leslie Anne Britz Villamor, Joan Savilla

Joan Savilla


and the captains themselves? What is their view of working with female officers? one master summed it up this way: “at first I thought that women would be too sensitive for the job and might not be able to over-come heavy seas and tough conditions dur-ing bad weather. but it seems it is the same for them as for new male officers. I observed that the gender difference is not the issue, but rather the responsibilities assigned to each individual, whether male or female, and how they carry them out.”

If stepping up to responsibility is the key to success, then these four officers seem head-ed in the right direction, as evidenced by the following selected answers to questions about their new profession.

what first made you interested in becoming a ship’s officer?the pride and honour you’ll have once you become an officer. and to be frank and hon-est, the salary also made me interested in becoming a ship’s officer.Novemeight Gonzaga, Fourth Engineer

I really didn’t have any idea about seafaring before – I didn’t even know what exactly the job was. but I wanted to do something differ-ent so I tried pursuing this career. Jean B. Savilla, Third Officer

what was the reaction of your friends and family to your decision?they were excited and worried at the same time, but they have been very supportive.Leslie Ann Villamor, Third Officer

truly, my family and friends are so proud of me upon knowing that I’m already an officer. their main advice is that I should be careful and take hold of the duties and responsibili-ties as an officer.Novemeight Gonzaga, Fourth Engineer

in your experience, what are the most important strengths or characteristics for a ship’s officer?I believe that courage is the most important strength that a ship’s officer must possess. you need to have the guts to be on a ship. furthermore, you need determination to achieve your goals and that determination will also help you become a better officer on board because it is your ultimate tool in real-ising what you really want in life.Joan B. Savilla, Third Officer

I think the most important qualities you should have are to be motivated, flexible, and a good manager. Motivated in order to keep you going no matter how difficult the obsta-cles you may encounter. flexible in order to be able to deal with the different kinds of people as well as handle stress and pressure on board. a good manager in order to be able to manage people, manage your time, and plan your work ahead and keep organized. Jean B. Savilla, Third Officer

what is a typical working day like for you on board ship – what are your main duties?My typical working day on board the vessel will start with a daily morning meeting – a so-called toolbox meeting – in order to dis-cuss all precautionary measures that are to be done during the day. daily routine in the engine room will follow. My main duties are the following: to ensure that all machines are within proper operating parameters, and to accomplish and report planned maintenance scheduled for the day.Novemeight Gonzaga, Fourth Engineer

My main duties at sea are to navigate eight hours a day and to maintain the life-saving appliances and fire fighting equipment. at port, I assist the chief officer in the cargo op-eration. everything is a routine, but I always find every day an adventure – there’s a lot to learn.Joan B. Savilla, Third Officer

are you well accepted by your male colleagues?I think so, yes. however, you cannot please everybody. there will always be people who think this is not a good job for women.Leslie Ann Villamor, Third Officer

yes. however, stereotyping cannot be avoided since having female filipino officers on board is still new in the industry. I hope some day everybody will be able to fully accept women as ships’ officers.Joan B. Savilla, Third Officer

what was the most difficult part of your training and early days at sea?Culture shock. I am the first in the family to be lined up in this industry, so, basically, I had very little idea of what to expect on board.Leslie Ann Villamor, Third Officer

In the beginning the most difficult part of my training at sea was to overcome my low self-esteem. I felt inferior towards my colleagues due to the fact that they are tough compared to my capabilities – taking into account that I am a woman. but in this life that I chose, I have to be versatile.Novemeight Gonzaga, Fourth Engineer

what advice would you give to young women who want to follow your example?to the young women who want to be like me (a seafaring woman): fear not . . . if men can do it, we can too!Novemeight Gonzaga, Fourth Engineer

don’t be afraid of the huge waves and strong winds you might encounter. your willingness to realise your dreams in life is much strong-er than them. Joan B. Savilla, Third Officer

Novemeight Gonzaga

Jean Savilla


to get an idea of the challenge, just visit the www.lauritzenbulkers.com website: click on ‘fleet list’, then click on any ship’s name. you will see a page filled with details and numbers: load lines, hatch cover types and dimensions, speed and consumption, bun-ker tank capacities, and many more. then multiply by more than 110 ships in the fleet. and this is only the short form. the vessel’s full and complete description is recorded in a longer questionnaire.

“all of this information has to be registered and available to show exactly how and un-der what terms a vessel can transport cargo, as the basis for agreements among owners, charterers, and external managers,” says flemming Champion sandberg, project man-ager for lb. “the main purpose of describing our vessels and uploading certificates to the website is to centralise and make sure that we manage the fleet with one point of data entry. We can then reuse information when

web-baseD sysTem www.balTic99.com helps lauriTzen bulkers cenTralise anD sTreamline ves-sel DescripTions anD uploaD cerTificaTes for iTs fleeT.

raIsINg the bar for fLeet information


“afTer more Than a year of experi-ence wiTh balTic99, i woulD say ThaT The sysTem has really TransformeD our abiliTy To efficienTly collecT, mainTain, anD analyse fleeT informaTion.”Flemming Champion Sandberg

Project Manager, Lauritzen Bulkers

presenting the vessels to our customers and also when updating our internal shipping system IMos.” lb uses about 25,000 data fields today, a high volume of data that needs to be accurately managed. accurate fleet reports provide vital business information, such as speed-consumption data, which is increasingly important because of the high cost of bunkers. data is also used internally, to run quality-control checks on the fleet. If, for example, details about sister vessels built at the same yard and same year don’t match up, lb needs to find out why.

saving time, standardising informationuntil october 2010, lb received vessel de-scriptions from shipowners by email or fax. the data then had to be re-entered into lb’s previous bulk vessel description database. “re-entering data was time consuming,” says flemming Champion sandberg, “and it was the major reason we went looking for a different system. We found it in a web-based system called baltic99, which lets us central-ise all ship data on its website, and owners can now submit their updates directly to the database.”

baltic99 offers many advantages, but the biggest is standardisation of information and formats. a major benefit is the ability to merge data from the baltic99 web database into many different questionnaires. lb pro-vides owners with standard baltic 99 ques-tionnaire templates, from which the short form for initial marketing is created – this is what appears on lb’s website fleet list, which is automatically updated with vessel data from baltic99. this greatly increases ac-curacy because data is entered only once, then fed to other It systems when needed. It is always possible to see when data was en-tered and by whom, which further increases accuracy and control. It also ensures that customers always get the most up-to-date data.

direct customer access Within lb, the chartering team in particu-lar benefits from baltic99 because it can e-mail a vessel description to a broker and also attach the necessary certificates. bro-kers and customers can register for a free account and log on to get direct access to all information, without going through lb. a constant internet connection is not required; ships without internet access can complete a questionnaire or update information off-line and upload it when connected.

“It’s very important that the chartering and operation teams now know that any infor-mation about a ship – from either a business or operational point of view – can be found quickly and easily,” says flemming Cham-pion sandberg. “the system offers a number of tools to help us easily analyse and com-pare data. one of the most useful features is weekly and daily alerts about important changes or events, such as notification of a certificate that’s due to expire. Without such a timely warning we could risk having a ship held up in port by the local port authorities.

“after more than a year of experience with baltic99, I would say that the system has really transformed our ability to efficiently col-lect, maintain, and analyse fleet information. baltic99 has improved our efficiency, as the use of one point of data entry reduces the need for manpower in our organisation re-quired to gather and maintain data for such a large fleet. this is definitely a competitive advantage for lb, as the use of such a system is very rare in our industry,” says flemming Champion sandberg. that lb is evidently in the forefront of implementing this kind of web-based capability is supported by Cath-erine Mancuso, system administrator with baltic99, who says that “lauritzen bulkers is our largest and most active customer.”

Centralised information is the basis for agreements among owners, charterers, and exter-nal managers


a seafarers’ bIll

of rights j. lauriTzen anD oTher shipowners mounT a concerTeD efforT To prepare for cerTificaTion unDer consoliDaTeD mariTime labour con-venTion regulaTions.

the Maritime labour Convention (MlC), which comes into force in august 2013, es-tablishes that seafarers are entitled good liv-ing and working conditions, regular commu-nications with their home, the guarantee of regular pay, adequate medical care, repatria-tion, and social security and welfare benefits. MlC is relevant for all of J. lauritzen’s (Jl) business units and each business unit has been preparing for compliance with the up-coming commencement of the convention.

mandatory inspection “Much of this is not new to us or to the industry,” says klaus pedersen, hsseQ man-ager, lauritzen kosan (lk). “the MlC has consolidated and modernised many exist-ing regulations. What is really new is that they have given the convention some teeth by adding an inspection regime. flag states, or recognised organisations working on flag

states’ behalf, will do continuous inspections of vessels by going on board at least three times every five years. In addition to protect-ing seafarers, the convention also provides a level playing field for shipowners who are committed to providing decent working con-ditions by protecting them from unfair com-petition from substandard ships.” basically the convention means that all shipowners are now required to show that they are in compliance with the convention. once the MlC comes into force, all ships that trade internationally, where the convention is rati-fied, must meet its requirements. Whether their flag states have ratified the convention or not, ships will be subject to inspection and can be detained or delayed in a port until sig-nificant violations are rectified. gap analysis and new proceduresIn lauritzen offshore (lo), the new con-vention is being met with a systematic ap-proach. “We have made a gap analysis for lo, and it shows that we, to a very large extent, are in compliance with the new regulations,” says Claus tommerup, senior manager and head of maritime personnel for lo. “Most changes will be made from the shore-based office.” operating in the offshore segment with different oil majors as clients, Jl’s offshore unit is used to en-suring compliance with various demands, so extensive procedures and systems are already in place. It is these systems and pro-cedures that will be updated. “our deadline for compliance is July 2013, and we will be making internal audits to ensure compli-ance,” says Claus tommerup.

intensive preparationIn lauritzen kosan (lk), susan flintegård, head of maritime personnel for lk, shares lo’s view on compliance efforts. “We won’t actually have to handle things much dif-ferently for our seafarers,” she says, “as


J. lauritzen (Jl) and other Nordic shipown-ers have been above the minimum stand-ards in most areas for many years. Where the MlC will have an effect on lk and Jl is in the intensive preparation necessary to be ready for certification by 20 august 2013. all ships will have to be inspected and certified in 14 specific areas. While we are already in compliance in most of the areas, we have to set up documentation and procedures that demonstrate our compliance so that we can be certified by flag states. so for the next few months, we’ll be covered up with paperwork – which is a small price to pay for support-ing what is a very positive step ahead for the rights of the world’s seafarers.”

“The convenTion also proviDes a lev-el playing fielD for shipowners who are commiTTeD To proviD-ing DecenT working conDiTions by pro-TecTing Them from unfair compeTiTion from subsTanDarD ships.”

Klaus Pedersen

HSSEQ Manger, Lauritzen Kosan

extending due diligencethe dry bulk and product tanker units, lauritzen bulkers (lb) and lauritzen tankers (lt), are also preparing their due diligence processes for external managers to include the demands set forth by the MlC. In lb, the MlC is seen as a tool to enhance the dialogue with external managers on labour issues. “our repeating audits of external managers will include MlC in the future,” says Curt Corneliussen, technical and project manager for lb. “one of the ways that we are prepar-ing for this is by educating our in-house team to qualify and quantify this dialogue.”

Close dialogue with external managers on the MlC’s demands has been an ongoing project for some time for lt. “We are in dia-logue with our external managers on how compliance with the MlC will be ensured,” says dan larsen, technical superintendent for lt. “operating in the tankers segment, we are already familiar with some of the demands set forth in the MlC, and we are confident that we will be in compliance in due time.”


“all signs are positive after completing the first module of our new shipping trainee pro-gramme,” says Jan ulrik Nielsen, hr manag-er for J. lauritzen (Jl). he points out that Jl recently moved from a traditional apprentice-ship model to a more academic emphasis, in which the company seeks to recruit trainees who already have a bachelor’s degree. “hir-ing people who have already finished univer-sity or business school gives us – and them – a head start in meeting the demands of the job,” he says. “so far, we have hired two new trainees in the new programme; one holds a bachelor’s degree and the other a master’s degree.” the trainee programme still lasts two years which includes time to gain experience in two different Jl business units.

Classroom instruction is reduced compared to the old model, but trainees now partici-pate in danish shipping academy courses that give hands-on instruction in shipping-focused areas such as maritime law, cultural

awareness training, maritime economics, and negotiation techniques. the danish shipown-ers’ association run the programme, and Jl is a member of the working group that cre-ated the academy (see lauritzen News # 16). “trainees are assigned a mentor with whom they go on business trips to get exposure to operations outside the Copenhagen office, and we are working on a plan to send them

to an overseas office as part of the training,” says Jan ulrik Nielsen. “all in all, the training is not radically different from what it used to be, but I think we’ve made a positive shift for the future. It’s definitely off to a good start. the two current trainees are well prepared by their university studies, and the danish ship-ping academy classes are giving them a tool-box of skills for real-world situations.”

on Christmas day 2012 the product tanker M/T Edith Kirk, owned by kIrk shipping and

operated by lauritzen tankers, rescued two men who were reported missing in the Medi-terranean sea for three days.

at 07.30 on 25 december, the crew on Edith Kirk was informed that a small boat with two greek men onboard was reported missing off the coast off southern greece. less than one hour later the crew onboard the product tanker sighted a small white-hulled boat with two people waving a red flag.

Edith Kirk immediately altered course towards the drifting craft and passed a line to keep the boat close to the vessel.

“We then gave the survivors water and food, as they had had nothing for the past three days,” says Captain Colin lobo.

Within half an hour, the Coast guard arrived to pick up the two survivors. the Coast guard as well as the families of the survivors thanked the crew onboard Edith Kirk.

“this was the best Christmas gift anyone could expect, that of saving two lives. I am extremely proud of my officers and crew for their diligence and effort in spotting the craft and finally ensuring the men’s safety,” says Captain Colin lobo.

NeW shIppINg traINee prograMMe weLL underway

the best christmas gift m/T edith KirK rescues Two men losT aT sea

Christian Torp, trainee in Lauritzen Bulkers Magnus Walling Hansen, trainee in Lauritzen Kosan

corporaTe hr legal

elecTion of group employee represenTaTives for The boarD of DirecTors of j. lauriTzen a/s


tove elisabeth Nielsen, senior vice president and head of Corporate human resources, retired from J. lauritzen (Jl) in december 2012, after more than 18 years with the com-pany and 14 years as head of Corporate hr.

Jan ulrik Nielsen took over as hr manager as of 1 January 2013. previously a training consultant with ds Norden, he joined Jl in January 2010.

dorte rolff has joined Jl as group general counsel. she was previously head of legal at the danish shipowners’ association. her experience also includes more than 13 years with Maersk in various legal and commercial roles and with law firms in New york and denmark.

In the election of group employee representa-tives for the board of directors of J. lauritzen in early 2013, Jan lystlund sørensen, master of the lauritzen offshore services’ shuttle tanker Dan Cisne, was elected as a new member. he is joined by ulrik danstrøm, vice president of lauritzen bulkers, and søren berg, project manager for lauritzen kosan, who were both reelected and will continue as employee- elected members of the board. Jl’s board of directors is made up of the following members:

bent Østergaard, Chairman ingar skaug, vice Chairman niels heeringpeter poul Lauritzen baymarianne wiinholt

Jan Lystlund sørensen* søren berg* ulrik danstrøm* *Elected by employees

staff news

Tove Elisabeth Nielsen Jan Ulrik Nielsen

Jan Lystlund Sørensen

editorsJan kastrup-NielsenJens søndergaardMaj faurholmkathrine geisler

J. Lauritzen a/ssankt annae plads 281250 Copenhagen kdenmarktel: +45 3396 8000

editorial support and designCross-border Communications,Copenhagen

printed by kls grafisk hus a/s, Copenhagen

inhouse photographerulla Munch-petersen

Lauritzen News is a semiannual publication. reproduction permitted only after agreement with the editors.

J. Lauritzen A/S operates globally and is engaged in diversified ocean transport through Lauritzen Bulkers (dry bulk cargoes), Lauritzen Kosan (petrochemical and liquefied petroleum gases), and Lauritzen Tankers (refined oil products). J. Lauritzen also serves the offshore oil exploration and production industry with specialised tonnage through Lauritzen Offshore.

JL employs a staff of approximately 1,400 persons and together with partners/associates controls a combined fleet of about 200 vessels including short-term time-charters and vessels on order consisting of bulk carriers, gas carriers, product tankers, and dynamically positioned offshore support vessels.

For more details on JL’s business activities and fleet, see www.j-l.com


on 11 september 2012, Claus hyld-ager, former J. lauritzen employee for many years and currently Ceo with Inchape shipping service (Iss), one of the world’s leading maritime service provid-ers, gave an inspiring presentation to Jl’s employees on Iss’s work with anti-cor-ruption. the event, which is a part of our effort to increase awareness and knowl-edge about anti-corruption in Jl was well attended, and Claus hyldager elaborated on several issues concerning anti-corruption.

aNtI-CorruptIoN presentation

Claus Hyldager

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