ANNUAL REPORT 2019 Shareholder Letter 01
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Legal and Economic Analysis of Tramp Maritime Services
EU Report COMP/2006/D2/002 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES Submitted to: European Commission Competition Directorate-General (DG COMP) 70, rue Joseph II B-1000 BRUSSELS Belgium For the Attention of Mrs Maria José Bicho Acting Head of Unit D.2 "Transport" Prepared by: Fearnley Consultants AS Fearnley Consultants AS Grev Wedels Plass 9 N-0107 OSLO, Norway Phone: +47 2293 6000 Fax: +47 2293 6110 www.fearnresearch.com In Association with: 22 February 2007 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES DISCLAIMER This report was produced by Fearnley Consultants AS, Global Insight and Holman Fenwick & Willan for the European Commission, Competition DG and represents its authors' views on the subject matter. These views have not been adopted or in any way approved by the European Commission and should not be relied upon as a statement of the European Commission's or DG Competition's views. The European Commission does not guarantee the accuracy of the data included in this report, nor does it accept responsibility for any use made thereof. © European Communities, 2007 LEGAL AND ECONOMIC ANALYSIS OF TRAMP MARITIME SERVICES ACKNOWLEDGMENTS The consultants would like to thank all those involved in the compilation of this Report, including the various members of their staff (in particular Lars Erik Hansen of Fearnleys, Maria Bertram of Global Insight, Maria Hempel, Guy Main and Cécile Schlub of Holman Fenwick & Willan) who devoted considerable time and effort over and above the working day to the project, and all others who were consulted and whose knowledge and experience of the industry proved invaluable. -
To Arrive at the Total Scores, Each Company Is Marked out of 10 Across
BRITAIN’S MOST ADMIRED COMPANIES THE RESULTS 17th last year as it continues to do well in the growing LNG business, especially in Australia and Brazil. Veteran chief executive Frank Chapman is due to step down in the new year, and in October a row about overstated reserves hit the share price. Some pundits To arrive at the total scores, each company is reckon BG could become a take over target as a result. The biggest climber in the top 10 this year is marked out of 10 across nine criteria, such as quality Petrofac, up to fifth from 68th last year. The oilfield of management, value as a long-term investment, services group may not be as well known as some, but it is doing great business all the same. Its boss, Syrian- financial soundness and capacity to innovate. Here born Ayman Asfari, is one of the growing band of are the top 10 firms by these individual measures wealthy foreign entrepreneurs who choose to make London their operating base and home, to the benefit of both the Exchequer and the employment figures. In fourth place is Rolls-Royce, one of BMAC’s most Financial value as a long-term community and environmental soundness investment responsibility consistent high performers. Hardly a year goes past that it does not feature in the upper reaches of our table, 1= Rightmove 9.00 1 Diageo 8.61 1 Co-operative Bank 8.00 and it has topped its sector – aero and defence engi- 1= Rotork 9.00 2 Berkeley Group 8.40 2 BASF (UK & Ireland) 7.61 neering – for a decade. -
Filing Port Code Filing Port Name Manifest Number Filing Date Next
Filing Port Call Sign Next Foreign Trade Official Vessel Type Total Dock Code Filing Port Name Manifest Number Filing Date Next Domestic Port Vessel Name Next Foreign Port Name Number IMO Number Country Code Number Agent Name Vessel Flag Code Operator Name Crew Owner Name Draft Tonnage Dock Name InTrans 5204 WEST PALM BEACH, FL 5204-2021-00375 1/14/2021 - TROPIC MIST FREEPORT, GRAND BAHAMA I J8NZ 8204183 BS 3 400204 TROPICAL SHIPPING CO. VC 333 TROPICAL SHIPPING AND CONSTRUCTION COMPANY LTD. 14 TROPICAL SHIPPING AND CONSTRUCTION 15'0" 548 PORT OF PALM BEACH BERTHS NOS. 8 & 9 (2012) DLX 1803 JACKSONVILLE, FL 1803-2021-00350 1/14/2021 - SLNC MAGOTHY (EX. NORFLOK) GUANTANAMO BAY WDI3067 9418975 CU 3 1262669 CB AGENCIES US 310 ARGENT MARINE OPERATIONS, INC. 17 HS MAGOTHY LLC 27'0" 6089 BLOUNT ISLAND - BERTHS 4 - 6 LY 4601 NEW YORK/NEWARK AREA 4601-2021-01122 1/14/2021 BALTIMORE, MD MAERSK VILNIUS - 9V8503 9408956 - 6 395877 NORTON LILLY INTERNATIONAL SG 310 A.P. MOLLER MAERSK A/S 22 A.P. MOLLER SINGAPORE PTE, LTD 28'3" 8602 PORT NEWARK CONTAINER TERM (PNCT) BERTHS 53, 55, 57, 59 DFL 5301 HOUSTON, TX 5301-2021-01995 1/14/2021 - CHEMSTAR TIERRA ARATU 3EXM9 9827451 BR 2 49547-18 GENERAL STEAMSHIP INC. PA 112 IINO MARINE SERVICE CO., LTD. 24 SIETEMAR, S.A. 34'0" 6474 KINDER MORGAN GALENA PARK L 4601 NEW YORK/NEWARK AREA 4601-2021-01121 1/14/2021 NORFOLK, VA MELCHIOR SCHULTE - 9V3053 9676723 - 6 399740 Turkon America SG 310 BEACH ROAD PARK SHIPPING CO. -
Review of Maritime Transport 2020 37
2 The present chapter focuses on key developments related to the supply of maritime transport during this past year. It also assesses the early impact of the COVID-19 pandemic on the supply of maritime transport services and industries and discusses the responses, lessons learned and possible implications of the pandemic in terms of forces shaping supply and the industry’s long-term goal of decarbonization. The pandemic has had a significant impact on the shipping industry. On the one hand, lockdowns and factory closures gradually affected demand for maritime transport, due to reduced cargo volumes (see chapter 1). On the other hand, safety measures applied to contain the spread of the virus, such as lockdowns and travel restrictions, affected the movement of maritime transport workers and procedural changes introduced in ports, and induced operational disruptions in the supply of maritime transport. These prompted changes in shipping operations and requests for government support in the sector. They made the industry reflect on ways to enhance resilience of the sector to future shocks. This chapter reviews world fleet developments such as MARITIME annual fleet growth, changes to the structure and age of the fleet. It considers selected segments of the maritime TRANSPORT supply chain, such as shipbuilding, ship recycling, ship ownership, ship registration and the maritime workforce, SERVICES AND emphasizing the impacts of the pandemic on maritime INFRASTRUCTURE transport and marine manufacturing industries and on the supply of shipping services. SUPPLY It also examines the impact of the pandemic on the container, dry bulk and tanker freight markets; government responses to support shipping; and industry prospects, in particular with regard to accelerated digitalization and the prioritization of environmental sustainability. -
TERMS and CONDITIONS DATED 2010-05-01 Revised December 2014 (§39)
PREEM AB 1 PREEM AB CHARTERPARTY TERMS AND CONDITIONS DATED 2010-05-01 Revised December 2014 (§39) SECTION 1 1. Basic Provisions 2. Worldscale and Overage 3. Misrepresentation 4. I T F Clause 5. Safe Port/Berth 6. Deviation 7. Agency 8. Expected to Arrive 9. Notice of Readiness 10. Time Bar 11. Statement of Facts 12. Calculation of laytime 13. Weather and seagoing clause 14. Retention 15. Letter of Indemnity and Invocation of Short Form Undertaking 16. Port Authority's Instruction 17. Competent Crew 18. Crew's Duties 19. Bunkers Onboard 20. Charterers Inspection 21. Cleaning 22. Cargo Temperature at Loading/Heating 23. Pumping 24. Closed Loading 25. Insurance 26. Vessel Certification 27. Remaining on Board 28. Pollution Clause 29. P&I Insurance 30. Drug and Alcohol Clause 31. ITOPF Clause 32. Small Claims Arbitration 33. Address Commission 34. Logbooks 35. Vessel Vetting Clause 36. Early Loading Clause 37. ISPS Clause, International Ship & Port Facility Safety Code 38. Charterers Mail 39. Accidents to Vessel and / or Cargo 40. Document of Compliance / ISM Clause, International Safety Management Code 41. Administration Clause PREEM AB 2 SECTION 2 A. Crude Oil Washing B. Inert Gas C. Speed Clause D. Lightering Execution Clause E. Tank Stripping F. Lightering Stability G. Arab Clause H. Early Departure Clause I. Hydrogen Sulphide Clause SECTION 1 1 The clauses hereinafter are, to the extent they are not added to, deleted or otherwise 2 changed by mutual consent, deemed incorporated into the ASBATANKVOY 3 Charterparty part 1 section M or otherwise, as appropriate, deemed incorporated into 4 such other Charterparty form the parties have agreed shall govern the charter. -
Team Tankers Management AS
Team Tankers Management AS Formerly Eitzen Chemical ASA Annual Report 2014 Table of Contents Description of the Company ................................................................................................................................... 4 Introduction to the chemical tanker market .......................................................................................................... 9 Board of Directors’ report .................................................................................................................................... 14 Statement of responsibility .................................................................................................................................. 22 Consolidated Income Statement .......................................................................................................................... 23 Consolidated Statement of Comprehensive Income ............................................................................................ 24 Consolidated Statement of Financial Position ...................................................................................................... 25 Consolidated Cash Flow Statement ...................................................................................................................... 26 Consolidated Statement of Changes in Equity ..................................................................................................... 27 Notes to the Financial Statements ...................................................................................................................... -
Volume Contracts of Affreightment – Some Features and Principles
Volume Contracts of Affreightment – Some Features and Principles Lars Gorton 1 Introduction ………………………………………………………………….…. 62 1.1 General Background ……………………………………………………… 62 1.2 Some Contractual Points …………..……………………………………... 62 1.3 Frame Agreements ………………………………………………………... 64 1.4 Some General Points Related to Distributorship Agreements and Volume Contracts ………………………………………. 66 1.5 Some Further Overriding Points ……………………………………….…. 67 2 Contract Forms ………………………………………………………………… 68 3 Law, Contract and Terminology ……………………………………………… 69 4 The SMC Rules on Volume Contracts ……………………………………..…. 70 5 Characteristics of COA’s ……………………………………………………… 71 6 The Generic Nature of the COA ………………………………………………. 72 7 Some of the Parameters of the COA ………………………...……………….. 76 7.1 The Ships Involved Under the Volume Contract ………………………… 76 7.2 Time Elements in Connection with COA’s ………………………………. 76 7.3 Cargo and Cargo Quantity and Planning of Voyages ………………….… 77 8 Breach and Consequences of Breach …………………………………………. 78 8.1 Generally, Best Efforts and Cooperation …………………………………. 78 8.2 Consequences of the Owners’s Breach …………………………………... 78 8.3 Consequences of the Charterer’s Breach …………………………………. 78 9 Some Comparisons with Distributorship Agreements in English Law ….…. 78 10 Some COA Cases Involving “Evenly spread” ……………………………….. 82 10.1 “Evenly spread” …………………………………………………………... 82 10.2 Mitigation of Damages …………………………………………………… 85 11 Freight, Demurrage and Similar ……………………………………………… 88 11.1 General Points ………..…………………………………………………... 88 11.2 Freight Level …………………………………………………………….. -
BG Group's LNG Business
FACT SHEET – LIQUEFIED NATURAL GAS BG Group’s LNG business BG Group’s LNG activities are founded on a deep understanding of our target markets and customers, along with a unique combination of infrastructure, flexible supply, shipping capacity and marketing capabilities. We have a strong presence in all segments of the chain, from upstream exploration and production, through liquefaction, shipping and regasification, to the end market. In liquefaction, we have a track record of execution, having been materially involved in the delivery of six liquefaction trains at projects in Trinidad and Tobago and Egypt. In shipping, we have one of the largest LNG fleets of any international oil and gas company consisting of (as of March 2012) around 25 owned or chartered modern vessels that are able to meet BG Group LNG sales terminal equity and/or capacity BG Group LNG sales terminal short/medium term BG Group LNG long term contracted sources BG Group LNG short term sources the needs of a rapidly changing market. In regasification, we have supply rights or terminal capacity in the UK, the US and Singapore, valuable entry points for agreement for LNG exports from the LNG supply position by around 50% LNG into these markets, as well as long- US, with a purchase of 5.5 mtpa from above current levels over the next three term sales to customers in Chile, Japan the Sabine Pass LNG terminal being years, targeting 20 million tonnes per and China. developed by Cheniere Energy Partners, annum (mtpa) by 2015. In light of our L.P., and are progressing plans for export progress at QCLNG, together with the The Group has developed an industry from the Lake Charles facility, where we growth potential inherent within the leading portfolio of flexible long-term hold 100% of the import capacity. -
The Master's Degree Program in Technical Management Middle- Or Top-Level Technical Supervisors
ROBERT J. THOMPSON and ALEXANDER KOSSIAKOFF THE MASTER' S DEGREE PROGRAM IN TECHNICAL MANAGEMENT The JHU/ APL Technical Management Program is designed to help scientists and engineers become successful managers. Management is presented as an art that the student learns by solving problems in a simulated management role under the tutelage of experienced managers, as well as by lectures, reading, and class discussion. This article presents the curriculum and describes the distinctive features of the in structional approach. INTRODUCTION A graduate program in The Johns Hopkins Univer course is taught by two instructors and several guest lec sity G. W. C. Whiting School of Engineering leading turers, exposing the students to a broad range of ex to the degree of Master of Science in Technical Manage periences and iewpoints. ment is now in its ninth year at the JHU/ APL Educa The students are generally mature scientists and en tion Center. The program is also offered at the Uni er gineers who ha e fi e or more years of professional ex sity's new Montgomery County Center. Its objecti e is perience and who have recently made or expect to make to assist professional scientists and engineers, who ei the transition into management. They are drawn from ther have already assumed management responsibilities a broad cross section of the neighboring technical com or who aspire to a future career in management, in de munity and show considerable diversity in education, veloping their skills for effectively managing technical work experience, and viewpoint. projects and directing the efforts of technical profession als. -
Shipping Management Simulation Game for Teaching and Learning in Higher Education: a Quasi-Experimental Study
Malaysian Journal of Learning and Instruction: Vol. 16 (No. 2) Disember 2019: 155-186 155 How to cite this article: Mohd Radzi, S. H., Tan, W. H., & Yusoff Shipping Management Simulation Game for Teaching and Learning in Higher Education: A Quasi-Experimental Study. Malaysian Journal of Learning and Instruction, 16(2), 155-186. SHIPPING MANAGEMENT SIMULATION GAME FOR TEACHING AND LEARNING IN HIGHER EDUCATION: A QUASI- EXPERIMENTAL STUDY 1Shanizan Herman Mohd Radzi, Wee Hoe Tan & Amri Yusoff School of Quantitative Sciences, Universiti Utara Malaysia, Malaysia 1,2&3Faculty of Art, Computing and Creative Industry Universiti Pendidikan Sultan Idris, Malaysia 1Coresponding author: [email protected] Received: 28/2/2019 Revised: 8/10/2019 Accepted: 15/10/2019 Published:24/12/2019 ABSTRACT Purpose – This study examines the effects of a simulation board game for teaching and learning shipping management in higher education. A framework of comprehensive shipping operations is developed according to the syllabus of the Shipping Management course at Universiti Utara Malaysia. The course core content in the game covers two main services—liner services and tramp services in the shipping industry. Methodology – A quasi-experimental research design was adopted to measure the effectiveness of the board game in giving students some understanding about shipping operations. Data were gathered from a sample of 73 undergraduate students enrolled in a Shipping Management course, using a non-equivalent control group design. The data were analysed using the McNemar Test to determine the level of understanding in shipping operations. Findings – It was found that using the board game in learning activities contributed to the improvement of students’ knowledge 156 Malaysian Journal of Learning and Instruction: Vol. -
Register of Lords' Interests
REGISTER OF LORDS’ INTERESTS _________________ The following Members of the House of Lords have registered relevant interests under the code of conduct: ABERDARE, LORD Category 10: Non-financial interests (a) Director, F.C.M. Limited (recording rights) Category 10: Non-financial interests (c) Trustee, National Library of Wales Category 10: Non-financial interests (e) Trustee, Stephen Dodgson Trust (promotes continued awareness/performance of works of composer Stephen Dodgson) Chairman and Trustee, Berlioz Sesquicentenary Committee (music) Chairman and Trustee, Berlioz Society Trustee, West Wycombe Charitable Trust ADAMS OF CRAIGIELEA, BARONESS Nil No registrable interests ADDINGTON, LORD Category 1: Directorships Chairman, Microlink PC (UK) Ltd (computing and software) Category 8: Gifts, benefits and hospitality Two tickets and hospitality provided by Football Association to Manchester City v Watford FA Cup Final, Wembley Stadium, 18 May 2019 Guest of Vitality at the Netball World Cup, 12 July 2019; three tickets and hospitality provided * Category 10: Non-financial interests (a) Director and Trustee, The Atlas Foundation (registered charity; seeks to improve lives of disadvantaged people across the world) Category 10: Non-financial interests (d) President (formerly Vice President), British Dyslexia Association Category 10: Non-financial interests (e) Vice President, UK Sports Association Vice President, Lakenham Hewitt Rugby Club ADEBOWALE, LORD Category 1: Directorships Director, Leadership in Mind Ltd (business activities; certain income from services provided personally by the member is or will be paid to this company; see category 4(a)) Director, Visionable Limited (formerly IOCOM UK Ltd) (visual business platform) Independent Non-executive Director, Co-operative Group Board of Directors (consumer co-operative) Non-executive Director, Nuffield Health (healthcare) Category 2: Remunerated employment, office, profession etc. -
The Mineral Industry of Tunisia in 2013
2013 Minerals Yearbook TUNISIA U.S. Department of the Interior December 2016 U.S. Geological Survey THE MINERAL INDUSTRY OF TUNISIA By Mowafa Taib In 2013, Tunisia supplied phosphate rock, phosphate-based According to the Central Bank of Tunisia, 2,700 jobs were fertilizers, and modest quantities of fuel minerals to countries created in the energy and mining sectors in Tunisia in 2013 located mainly in Asia and Europe. The mineral industry of compared with 5,700 jobs in 2012. Although the percentage of Tunisia was focused on mineral fuel production, phosphate rock jobs added in the energy and mining sector decreased by 53% mining, and the manufacturing of phosphate and phosphate- in 2013 compared with that of 2012, the trend was positive and based fertilizers and chemicals. The list of mineral commodities represented a significant turnaround from the negative trend in produced in Tunisia in 2013 included aluminum fluoride, job creation in the sector during 2010 and 2011 when 1,700 jobs cement, crude oil, gypsum, iron and steel, iron ore, lime, and 1,500 jobs, respectively, were lost. The manufacturing natural gas, phosphate-based fertilizers, phosphate rock, refined industries also provided about 28,300 additional jobs in 2013 petroleum products, salt, and sulfuric acid (table 1). compared with 30,000 additional jobs in 2012 and a loss of In 2013, Tunisia was in its third year of political transition 25,500 jobs in 2011 (Central Bank of Tunisia, 2014, p. 31). following the “Jasmine Revolution,” which started as an Foreign direct investment (FDI) flows from the world into antigovernment protest in December 2010 that spread Tunisia decreased to about $1.1 billion in 2013 after rebounding throughout the country and ended with the fall of the to $1.6 billion in 2012 following a decline of $1.2 billion in Govenment.