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www.marineandcommerce.com // ULUSLARARASI DEN‹Z VE T‹CARETwww.marineandcommerce.com // ULUSLARARASI DEN‹Z VE T‹CARET

WORLD’S GIANT SCORPIO’S DECISION ON TURKEY

DÜNYA DEV‹ SCORPIO’NUN TÜRK‹YE KARARI



FPSO SECTOR IN STORMSEKTÖRÜ KR‹ZDE

FPSO SECTOR IN STORMSEKTÖRÜ KR‹ZDE

To Toss Every “If only” Out…It starts and ends in some way. But the important thing is not how it started or where itended. The things sandwiched between the two… I am talking about the life. The life, aboutwhich we complain even if we survive the longest period appreciated for a living organismcalled human, but at the same time loutishly spend the time undetermined already eitherwith “if only” accountings or unconsciously…

What has changed? What is changing in your life when you create imaginary theories, by saying if only, about the things passed by? Nothing other than looking for a scapegoatand postponing the things to do as if you have never-ending time…

I am one of those who live without “if only”. One of those who can explain herself the past frankly, who can say “whatever I did, for a reason”… One of those who try to sandwich something meaningful, something accountablebetween the starting and finishing lines… Believe me, it is a relieving feeling. It contains belief, hope and confidence initself. And of course, peace of mind as an extension of them. Sometimes I have experienced sentences starting with “If I knew then what I know now” but even these are very rare...

You know the saying “sometimes the words are glass pieces filling the mouth. Hurts when you keep silent, bloodies whenyou talk.” Life is the same. Sometimes it will hurt, sometimes it will bloody and there is no escape. Whatever yourchoice is, being able to say “for a reason” is enough...

May the sea and the “marine&commerce” always fill your life...

“Keflke”ler Çöpe…Bafll›yor ve bir flekilde de bitiyor. Ama asl›nda önemli olan nas›l bafllay›p, nerede sona erdi¤i de¤il. ‹kisi aras›nas›k›flt›r›lanlar… Hayattan bahsediyorum. ‹nsan denen canl›ya biçilen en uzun süre de yaflansa k›sa diye flikayet etti¤imiz,ama ço¤unlu¤un ya bilinçsizce ya da “keflke” hesaplaflmalar›yla zaten belirsiz olan zaman›n› hoyratça tüketti¤i hayattan…

Ne de¤ifliyor? Keflke diyerek geçmifl gitmifl konular için hayali teoriler üretti¤inizde, yaflayaca¤›n›z hayatta ne de¤ifliyor?Günah keçisi aray›fl›n›n ve sonsuz zaman›n›z varm›flcas›na yapacaklar›n›z› ertelemenin d›fl›nda hiçbir fley…

Ben keflkesiz yaflayanlardan›m. Eskiyi düflündü¤ünde kendisine dobraca aç›klayabilen, “yapt›ysam bir nedeni vard›r”diyebilenlerden… Bafllang›ç ve bitifl çizgilerinin aras›na hesab›n› verebilece¤i, anlaml› fleyler s›k›flt›rmaya çal›flanlardan...Rahatlat›c› bir duygu inan›n. ‹nanc›, güveni ve umudu bar›nd›r›yor içinde. Bunlar›n uzant›s›nda da iç huzurunu elbette…“fiimdiki akl›m olsayd›” diye bafllayan tecrübeli cümlelerim var zaman zaman, ama onlar bile öyle az ki...

Hani denir ya; “Cam k›r›klar› gibidir bazen kelimeler, a¤z›na dolar insan›n. Sussan ac›t›r, konuflsan kanat›r.” Hayat daböyle… Bazen ac›tacak, bazen kanatacak kaç›fl yok. Yeter ki hangisini seçtiyseniz, vard›r bir nedeni diyebilin!...

Yaflant›n›zdan deniz ve “marine&commerce” hiç eksik olmas›n...

Dildar Ünde¤er ([email protected])Editor in Chief // Genel Yay›n Yönetmeni

HELLO // MERHABA

Dildar Ünde¤er, [email protected]

MARINE&COMMERCE JANUARY 2016002


®

Dildar Tan›t›m, Halkla ‹liflkiler ve Turizm Ltd. fiti. ad›na

Publisher & Managing Editor // ‹mtiyaz SahibiElk.Y.Müh. Halis Öztürk

Editor in ChiefGenel Yay›n Yönetmeni (Sorumlu)

Dildar Ünde¤[email protected], [email protected]

Contributors // Katk›da Bulunanlar John Clever,

Aysha Ozturk, Michael Radoms

Graphic Editor // Görsel YönetmenBulut Onur

Advertisement Department // Reklam [email protected]

Subscription // AbonelikOrhan K›vrak

Translation // ÇeviriAyflen Tekflen

Cover Photo // Kapak Foto¤raf›Teekay Offshore

Correspondence // Yaz›flma Adresi

Dildar Tan›t›m, Halkla ‹liflkiler ve Turizm Ltd. fiti.Dildar Public Relations & Tourism Co Ltd

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Tel: +90 212 259 70 10 pbxE-mail: [email protected],

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© “marine&commerce” magazine is published in accordance with the laws of the Republic of Turkey. The name and publication rights of “marine&commerce”

are owned by our company. All rights relating to all articles, photographs, illustrations, maps and subjects published in the magazine are reserved.

The subjects can be used by reference to our magazine only.© “marine&commerce” (Uluslararas› Deniz ve Ticaret) dergisi T.C. yasalar›na

uygun olarak yay›nlanmaktad›r. “marine&commerce” dergisi’nin isim ve yay›n hakk›flirketimize aittir. Dergide yay›nlanan yaz›, foto¤raf, illüstrasyon, harita ve konu-

lar›n her hakk› flirketimizde sakl›d›r. Sadece dergi ad› belirtilerek al›nt› yap›labilir.

ISSN: 1305-2918 JANUARY // OCAK 2016Published monthly // Yerel süreli yay›n // Her ay yay›nlan›r

U L U S L A R A R A S I D E N ‹ Z V E T ‹ C A R E Twww .mar i n ea ndcommer c e . c om

CONTENTS // ‹Ç‹NDEK‹LER

012 028 038

Second-hand ship market // ‹kinci el gemi sat›fllar› Newbuilding contracts // Yeni infla

sözleflmeleri Demolotion sales // Hurda sat›fllar›

INDUSTRIAL DATA // SEKTÖREL VER‹LER 060

&

&

SHORT WAVE // KISA DALGALatest developments, events, new products in the world... // Dünya denizcili¤indeki son geliflmeler, olaylar, yeni ürünler 006

CONVERSATION // SÖYLEfi‹World’s Giant Scorpio’s Decision On Turkey // Dünya Devi Scorpio’nun Türkiye Karar› 012

DEVELOPMENT // GEL‹fiMENew Technology LNG Terminal On The Way //Yeni Teknoloji Gaz Terminali Yolda 020

OIL // PETROLFPSO Sector In Storm //FPSO Sektörü Krizde 022

TRAVEL // GEZ‹Gypsies Of The Sea: Bajaus //Deniz Çingeneleri: Bajaular 028

MANAGEMENT // ‹fiLETMEAyships Prefers Controlled Growth //Ayships Kontrollü Büyümeyi Tercih Ediyor 034

REPORT // RAPOR

Menacing Clouds In The Sky Cast A Shadow

On Global Economic Developments //

Gökyüzündeki Tehditkar Bulutlar Küresel

Ekonomiye Gölge Düflürüyor 038

SUPPLY // TEDAR‹K

AVS Is A Pioneer In Global Supply //

AVS Küresel Tedarikte Öncü 042

OUTLOOK // GÖRÜNÜM

Global Offshore Patrol Vessels //

Küresel Aç›k Deniz Devriye Gemileri 048

MARKET // P‹YASA

They’re Back! //

Geri Döndüler! 050

BRIEF NEWS // KISA HABERLER

Voice of the Turkish maritime industry...

Source of up-to-date information...

News, developments, projects... //

Türkiye denizcilik sektörünün sesi,

güncel bilgi kayna¤›... Haberler

geliflmeler, projeler... 054

MARINE&COMMERCE OCTOBER 2015006

K I S A D A L G AS H O R T W A V E

United Arab ShippingCompany (UASC) started

the 40th year celebrations fromthe Suez Canal. Together withAhli United Bank (AUB),Egypt, the passing of 18,800TEU capacity M/V Al Zubara,one of the world’s greenestultra-large container vessel,through the new Suez Canalwas the first of a number ofactivities.

The event was attended by alarge number of statesman andrepresentatives including Dr.Khaled Fahmy, Minister ofEnvironment, Admiral MohabMameesh, Chairman of theSuez Canal Authority, Basil Al-Zaid, Chief Financial Officerat UASC, Nevine El-MesseeryCEO of AUB and CaptainEmad Oraby, the GeneralManager of UASAC Egypt.

Attendees were taken on aguided tour on board whilesailing through the new Suez

Canal passage, where AdmiralMohab Mameesh presented abrief introduction to thestrategic project.

Basil Al-Zaid, Financial Officerat UASC stated his viewsabout the issue by saying;“Initiating UASC’s 40th

anniversary celebrations fromthe Suez Canal makes perfectsense given its strategiclocation, being the fastestmaritime route connecting Asiato Europe. UASC’s vesselspassed through the Suez Canalaround 295 times last year,reflecting its’ importance to us.Having the new canaloperational has helped toreduce our vessel’s transittime, which of course, reflectspositively on the company.

“This celebration not onlyfacilitates our passagepayments in the canal. At thesame time, it marks our longterm partnership with the Suez

Birleflik Arap Denizcilik fiir-keti (UASC) 40. y›l kutla-

malar›na Süveyfl Kanal›’ndanbafllad›. Ahli United Bank(AUB), M›s›r ile birlikte, dünya-n›n en çevreci ultra-büyük kon-teyner gemisi olan 18,800 TEUkapasiteli M/V Al Zubara’n›nyeni Süveyfl Kanal›’ndan geçiflibir dizi etkinli¤in ilki oldu.

Etkinli¤e, M›s›r Çevre Bakan›Dr. Khaled Fahmy, Süveyfl Ka-nal ‹daresi Baflkan› AmiralMohab Mameesh, UASC Fi-nans Direktörü Basil Al-Zaid,AUB CEO’su Nevine El-Messe-ery ve UASAC M›s›r Genel Mü-dürü Emad Oraby’nin de içindebulundu¤u çok say›da yetkili vedevlet adam› kat›ld›.

Kat›l›mc›lar, gemiyle rehberlibir tura ç›kar›larak Amiral Mo-hab Mameesh’in stratejik pro-jeye giriflin k›sa bir sunumunuverdi¤i yeni Süveyfl kanal›ndayolculuk ettiler.

UASC Finans Direktörü BasilAl-Zaid konuyla ilgili flunlar›söyledi; “UASC’nin 40. Y›lkutlamalar›n› Süveyfl Kanal›n-dan bafllatmak, onun Asya veAvrupa’y› birlefltiren en h›zl›denizcilik rotas› olarak strate-jik konumu nedeniyle çok an-laml›. UASC’nin gemileri geçeny›l Süveyfl Kanal›’ndan yaklafl›k295 kez geçti ve bu da onun bi-zim için önemini gösteriyor.Yeni kanal›n kullan›ma haz›rhale gelmesi gemilerimizin ge-çifl süresini azaltmaya yard›mc›oldu ve elbette bunun flirketimi-ze yans›malar› olumlu oldu. Bukutlama yaln›zca kanaldan ge-çifl ödemelerimizi kolaylaflt›r-makla kalm›yor. Ayn› zamandaUASC’nin, dünyan›n en enerji-tasarruflu ve çevre dostu gemi-leri aras›nda yer alan 17 yenigemiden oluflan, mevcut yeniinfla program›na da mali katk›-da bulunan Ahli United Bank ve

UASC Starts Its Strategical 40th Year Celebrations From the Suez Canal

UASC Stratejik 40. Y›l Kutlamalar›na Yeni Süveyfl Kanal›’ndan Bafllad›

MARINE&COMMERCE EK‹M 2015 007

Canal and Ahli United Bankhas contributed to financingUASC’s current newbuildingprogram, comprising 17 newships among the most cost-efficient and environmentallyfriendly in the world.”

There is a special division tosupport the shipping industryin AUB, with a strategic goalof developing support for theregion’s economy. The bankfacilitates canal passingpayments, port projects andberths, as well as supportingthe financing of the investmentproject to develop the canalarea. To date, UASC hasreceived five 18,800TEU classvessels; Barzan, Al Muraykh,

Al Nefud, Al Zubara and AlDahna respectively. Thissuperior series of vessels areamong the world’s greenestdue to their outstandingenvironmental credentials andfirst-class technology on board.

Achieving a record breakingload of 18,601 TEU of AlMuraykh last month was a testfor those advanced vessels.This unprecedented westboundshipment was also UASC’shighest utilization to date ofvery eco-efficient class. CO2output per TEU on this journeyis set to be more than 60%lower if the same containerswere shipped on board a13,500 TEU ship.

Süveyfl Kanal›’yla uzun süreliortakl›¤›m›za da iflaret ediyor.”

Bölge ekonomisi için destek ge-lifltirme fleklinde stratejik biramaca sahip olan Ahli UnitedBank’da, denizcilik sektörünüdesteklemek ad›na özel bir de-partman mevcut. Banka, kanalalan›n› gelifltirmek için yat›r›mprojesinin finansman›n› destek-lemenin yan› s›ra kanal geçiflödemeleri, liman projeleri ve is-kelelere olanak sa¤l›yor.

UASC flu ana dek befl adet18,800 TEU s›n›f› gemi teslimald›. Bunlar s›ras›yla; Barzan,Al Muraykh, Al Nefud, Al Zu-bara ve Al Dahna. Mükemmel

çevresel yeterlilikleri ve gemi-deki birinci s›n›f teknolojilerinedeniyle bu üst seri gemilerdünyan›n en çevreci gemileriaras›nda kabul ediliyor.

Al Muraykh’›n geçen ay 18,601TEU yükle rekor k›rmas› gelifl-mifl gemilerinin testi oldu. Bat›yönüne efli benzeri olmayan bunakliye ayn› zamandaUASC’nin son derece eko-ve-rimli s›n›ftan bu güne kadarkien yüksek yararlanma oran›yd›.Yolculukta TEU bafl›na CO2 sa-l›m›, ayn› konteynerlerin13,500 TEU bir gemiyle nakle-dilmesi durumunda do¤acakolan ç›k›fltan %60 daha düflükolarak belirlendi.

China’s Shanghai port hasretained the number one

spot as the world’s busiestcontainer port with a 2015throughput of 36.54m TEU,according to figures releasedby Shanghai International PortGroup Co (SIPG).

Last year’s container volumesannounced as 36.54m TEUrepresents a 3.5% improvementfrom the 2014 throughput of35.29m TEU. Again, comparedto 2.9m TEU handled in thesame period of the previousyear, it is seen that SIPG hasrecorded an increase of 5.9%by moving 3.07 m TEU inDecember 2015.

Net profit reported for 2015 isRMB6.5bn (USD 988.7m) andit represents a decline of 4%compared to the gain ofRMB6.77bn in 2014.

However, it is seen that therevenue for last year rose by2.5% year-on-year to RMB29.5bn.

The port of Singapore, closestrival of SIPG, has notpublished its 2015 throughputyet. Southeast Asian portposted a throughput of 28.41mTEU for the first 11 months oflast year.

Shangai International PortGroup Co (SIPG)’nin yay›n-

lad›¤› rakamlara göre, Çin’infiangay Liman› 2015’te 36.54mTEU ifl hacmi ile dünyan›n en ifl-lek konteyner liman› olarak bi-rinci s›radaki yerini korudu.

Geçen y›l›n 36.54 milyon teuolarak aç›klanan konteynerhacmi, 2014’te 35.29m teuolan ifllem hacminden %3.5 ar-t›fl anlam›na geliyor. Yine birönceki y›l›n ayn› döneminde el-leçlenen 2.9m teu ile k›yaslan-d›¤›nda SIPG’nin, Aral›k2015’te 3.07m teu elleçleyerek%5.9 art›fl yapt›¤› anlafl›l›yor.

2015 y›l›na iliflkin aç›klanannet kar ise 6.5 milyar RMB(988.7m dolar) ve bu rakam2014 y›l›ndaki 6.77 milyarRMB kazançla k›yasland›¤›nda%4’lük bir düflüfl anlam›na geli-yor. Ancak, geçen y›l›n gelirininy›ll›k bazda %2.5 artarak 29.5milyar RMB oldu¤u görülüyor.

SIPG’in en yak›n rakibi olanSingapur Liman› 2015 ifllemhacmini henüz aç›klamad›. Gü-neydo¤u Asya Liman›’ysa geçeny›l›n ilk 11 ay›na iliflkin ifllemhacmini 28.41m teu olarak ifa-de etti.

World’s Busiest Container Port in 2015 Is Shanghai fiangay 2015 Y›l›n›n En ‹fllek Liman›



Further widening of thesupply-demand imbalance

at the trade route level andinsufficient measures to reduceship capacity will lead to anacceleration of freight ratereductions and industry-widelosses in 2016, according tothe latest Container Forecasterreport published by globalshipping consultancy Drewry.

The decline in global containershipping freight rates isanticipated to have been asgreat as 9% last year andDrewry is forecasting thatcarrier unit revenues willdecline further in 2016, albeitat a slightly slower pace.Excluding 2009, the lowestspot rates in most major tradelanes and all at the same timehas been seen in the past 12months. This is not solely dueto fundamental supply/demand

imbalances caused by weakvolumes and over supply.

End of year 2015 spot ratesfrom Asia to the US West andEast Coasts were around $815and $1,520 per 40ft containerrespectively. These were easilythe lowest since 2009. Withdecent cargo growth and loadfactors of over 90% to the USwest coast, the ratedeterioration emphasise thatcarriers have been fighting formarket share and arepositioning themselves furtherfor potential shifting of cargofrom the west to the east afterthe Panama Canal widening. Itshould be kept in mind that thespot rates of below $200 per40ft container in the Asia-North Europe trade duringJune 2015 were alsounprecedented. While spotrates have staged a recovery

Küresel denizcilik dan›flman›Drewry taraf›ndan yay›nla-

nan en son Konteyner Tahmin-cisi raporuna göre, ticaret ro-tas› seviyesinde arz-talep den-gesizli¤inin daha da derinlefl-mesi ve gemi kapasitesiniazaltmaya yönelik önlemlerinyetersizli¤i, 2016 y›l›nda nav-lun indirimlerinin h›zland›r›l-mas›na ve sektör genelinde za-rarlara yol açacak.

Küresel konteyner nakliyesinavlunlar›ndaki düflüflün geçeny›l›n %9’u kadar olmas› bekle-niyor ve Drewry, biraz dahayavafl bir biçimde de olsa, 2016y›l›nda tafl›mac› birim gelirleri-nin daha da azalaca¤›n› öngö-rüyor. 2009 y›l› haricinde son12 ayda, belli bafll› ticaret rota-lar›n›n ço¤unda ve ayn› anda,en düflük spot fiyatlar› görüldü.Bu yaln›zca zay›f hacimlerin veafl›r› arz›n neden oldu¤u köklü

arz/talep dengesizliklerindenkaynaklanm›yor.

Asya’dan ABD Bat› ve Do¤u sa-hillerine y›l sonu spot fiyatlar›40’l›k konteyner bafl›na 815 ve1,520 dolar civar›ndayd›. Bun-lar 2009’dan beri görülen endüflük fiyatlard›. ABD Bat› ya-kas›na %90’dan fazla yük fak-törü ve yeterli kargo büyüme-siyle bu fiyat düflüklü¤ü, tafl›-mac›lar›n pazar pay› için savafl-t›¤›n› ve Panama Kanal›’n›n ge-nifllemesinden sonra kargonunbat›dan do¤uya olas› tafl›nmas›için kendilerini konumland›r-d›klar›n› gösteriyor. 2015 Ha-ziran ay›nda Asya-Kuzey Avru-pa ticaretindeki 40’l›k kontey-ner bafl›na 200 dolar›n alt›nda-ki spot fiyatlar›n da benzersizoldu¤u hat›rlanmal›. 2016 ba-fl›ndan beri spot fiyatlar› bir iyi-leflme gösterirken, Drewry bukazan›mlar›n k›sa ömürlü oldu-

Profitability in Container Shipping Will Deteriorate In 2016Konteyner Tafl›mac›l›¤›ndaki Karl›l›k 2016’da Gerileyecek

MARINE&COMMERCE EK‹M 2015 009

since the start of 2016,Drewry believes that thesegains will prove short-lived.

Many stakeholders point to thefact that bunker prices of forexample $140 per tonne inRotterdam (IFO380) areclearly contributing to loweroverall container freight rates,but Drewry believes that a newand worrying trend has becomeapparent for ocean carriers.Company’s most recent datasuggests that they are no longerable to cut costs faster than theprevailing declines seen in thefreight rate market. Drewrybelieves that oil prices haveprobably hit the market bottomright now, that the costs for thepositioning of empty containersand vessel lay ups will increasethis year. Latest calculationshow that a 10,000 TEU vesselwould incur a minimum of$450,000 in reactivation costsif laid up in Asia for threemonths or more. It should alsonot be forgotten that manylines no longer even quote aBAF on same trade lanes. Theconsequence of this is thatDrewry expects industry lossesto widen to over $5bn in 2016.

Ocean carriers believe they havetaken a great deal of correctiveaction during the final threemonths of 2015 in order to liftvery low freight rates. But theremoval of six major east-westservices, the blanking of 32voyages in November and 21 inDecember did relatively little toimprove trade routesupply/demand balances. At thebeginning of October 2015, theaverage load factors in east-west main course were only85%, compared to 94% oneyear earlier.

The GRI initiativesimplemented in late 2015 didnot work for carriers on manytrade lanes and in some cases

were suspended or postponedbecause conditions were simplytoo feeble. Drewry believesthat more needs to be done bythe industry to bring about anykind of stability. Proposed orforthcoming industryconsolidation may well reducethe number of big marketplayers and improve individualcompany efficiency, but thiswill not reduce industry vesselcapacity in any way.

With the idle fleet touchingone million TEU in late 2015,or just under 5% of the globalfleet, decisions need to betaken by lines to remove morevessels and re-structure moretrade lanes with newoperational agreements. Bigvessels no longer guaranteedecent profitability and shouldAsia to North Europe contractrates be signed at an average$900 per FEU -and this couldbe too optimistic- for 2016,this equates to an estimated$1.4 billion loss for thecarriers on one trade lane.

In his statement related withthe issue, Drewry’s Director ofContainer Research, NeilDekker said: “Comparisons arebeing made to 2009 whenapproximately 1.3 million TEUwas removed from aconsiderably smaller fleet. Themass scale lay ups weretriggered by the fact that linesran out of cash. The industry isnot there yet as some lines arestill making a profitand the very low fuelprices are proppingthem up. But a furthertwo or three quartersof declining financialprofitability maytrigger a notable risein the idle fleet as weenter the second halfof 2016.”

¤unun anlafl›laca¤›na inan›yor.

Çok say›da paydafl örne¤in,Rotterdam’da ton bafl›na 140dolar yak›t fiyatlar›n›n(IFO380) daha düflük toplamkonteyner navlununa katk›dabulundu¤u dikkat çekiyor, amaDrewry okyanus tafl›mac›lar›için yeni ve endifle verici bire¤ilimin belirdi¤ini düflünüyor.fiirketin en son verisi, maliyet-leri navlun piyasas›nda görülengenel iniflten daha h›zl› bir bi-çimde düflüremediklerini dü-flündürüyor. Drewry, flu andaolas›l›kla petrol fiyatlar›n›n pi-yasan›n dibine vurdu¤una, buy›l gemilerin lay-up yap›lma-s›n›n ve bofl konteynerlerin ko-numland›r›lmas› maliyetlerininartaca¤›na inan›yor. Son he-saplamalar 10,000 TEU birgeminin üç ay ya da daha fazlasüre Asya’da lay-up’a çekilmesidurumunda, minimum 450,000dolar yeniden devreye sokmamaliyeti do¤aca¤›n› gösteriyor.Pek çok flirketin art›k ayn› tica-ret rotas›nda bir BAF fiyatlan-d›rmas› bile yapmad›¤› unutul-mamal›. Bunun sonucu olarak,Drewry 2016’da sektör zarar-lar›n›n 5 milyar dolar›n üzerineç›kmas›n› bekliyor.

Okyanus tafl›mac›lar› çok dü-flük olan navlunlar› yükseltmekiçin 2015’in son üç ay›nda çoksay›da do¤ru ad›mlar att›klar›-na inan›yorlar. Ama alt› önem-li do¤u-bat› seferinin kald›r›l-mas› ile Kas›mda 32 ve Aral›k-ta 21 yolculu¤un iptal edilme-si, ticaret rotas› arz/talep den-

gelerini iyilefltirmeyeçok az yard›mc› oldu.Ekim 2015 bafl›nda,do¤u-bat› ana rota-s›ndaki ortalama yükfaktörleri bir y›l ön-ceki %94’e k›yaslayaln›zca %85 idi.

2015 sonunda uygu-lanan GRI giriflimleripek çok ticari rotada-

ki tafl›mac›lar için yararl› ol-mad› ve baz› durumlarda koflul-lar fazlas›yla zay›f oldu¤undanask›ya al›nd› ya da ertelendi.Drewry, nas›l olursa olsun biristikrar sa¤lamak için sektörtaraf›ndan daha çok fley yap›l-mas› gerekti¤ini düflünüyor.Önerilen ya da yaklaflmaktaolan konsolidasyon büyük piya-sa oyuncusu say›s›n› azaltabilirve bireysel flirket verimlili¤iniartt›rabilir ama sektörün gemikapasitesini hiçbir flekilde dü-flürmeyecektir.

2015 sonunda bir milyon TE-U’ya yaklaflan ya da küresel fi-lonun %5’inin biraz alt›ndaolan bir iflsiz filoyla, flirketlertaraf›ndan daha fazla gemiyisökmek ve operasyonel anlafl-malarla daha fazla ticaret rota-s›n› yeniden yap›land›rmakla il-gili kararlar al›nmas› gerekir.Art›k büyük gemiler makul kar-l›l›¤›n garantisi de¤ildir ve2016 için Asya’dan Kuzey Av-rupa’ya sözleflme fiyatlar› FEUbafl›na ortalama 900 dolarlaimzalanacaksa -ki fazlas›ylaiyimser bir rakam-, bu bir tica-ret rotas›nda tafl›mac›lar içintahmini 1.4 milyar dolar zara-ra denk gelir.

Drewry Konteyner Araflt›rmaMüdürü Neil Dekker konuylailgili aç›klamas›nda; “Önemliölçüde daha küçük bir filodanyaklafl›k 1.3 milyon TEU ka-pasitenin söküldü¤ü 2009 y›-l›yla k›yaslamalar yap›l›yor.Büyük miktarda lay-up’lar› te-tikleyen fley, flirketlerin nakdi-nin tükenmesiydi. Baz› flirket-ler hala kar etti¤inden ve çokdüflük olan petrol fiyatlar› on-lar› destekledi¤inden, sektörhenüz o noktada de¤il. Ama fi-nansal karl›l›¤›n iki ya da üççeyrekte düflük kalmas›2016’›n›n ikinci yar›s›na girer-ken iflsiz filoda önemli bir art›-fl› tetikleyebilir.” dedi.

NeilDekker


Danish shipping companyNorden has entered two

separate deals, one to sell theCapesize vessel Nord-Energyand the other to buy aSupramax vessel. Bothdeliveries will take place inthe course of the first quarterof 2016.

This move comes from thecompany’s recently introducedFocus & Simplicity strategywhich projects that Nordenwould focus on Panamax andSupramax vessels within itsdry cargo ownership sector.Following the sale, thecompany will no longer ownCapesize vessels and willoperate only one charteredvessel of this type.

Norden announced that thesale of the 180,310 dwt,2004-built Nord-Energy willbe at an accounting loss of

USD 14.8 million, which willbe included in the annualresults for 2015. The loss isespecially driven by thedevelopment in fleet valuesseen in the fourth quarter of2015.

As a result of the sale ofNord-Energy, expectations tothe 2015 EBIT resultsincluding profits from vesselsales are adjusted to USD 43-63 million compared to theprevious USD 58-78 million,the company said.

Danimarkal› denizcilik flir-keti Norden, biri Capesize

gemisi Nord-Energy’nin sat›fl› vedi¤eri de bir Supramax gemi al›-m› için, iki ayr› al›flverifle girdi.Her iki teslimat da 2016 y›l›n›nilk çeyre¤inde gerçekleflecek.

Bu hamle flirketin yak›nlardaduyurdu¤u ve Norden’›n kendikuru yük armatörlü¤ü sektörün-deki Panamax ile Supramax ge-milere odaklanmas›n› öngörenOdak & Basitlik stratejisinden

geliyor. Sat›fl›n ard›ndan flirke-tin art›k kendi Capesize gemisikalmayacak, ayn› türden sadecebir kiral›k gemi iflletecek.

Norden, 2004 yap›m› 180,310dwt Nord-Energy’nin sat›fl›n›n,2015’in y›ll›k sonuçlar›na dahiledilecek olan, 14.8 milyon dolarmuhasebe zarar›yla gerçeklefle-ce¤ini aç›klad›. Zarar özellikle,filo de¤erlerinde 2015 y›l›n›ndördüncü çeyre¤inde görülen birgeliflmeden kaynaklan›yor.

Nord-Enerji’nin sat›fl›n›n sonu-cu olarak flirket, gemi sat›flla-r›ndan karlar da dahil olmaküzere 2015 FVÖK sonuçlar›ylailgili beklentilerinin, bir önceki58-78 milyon dolar karfl›s›nda43-63 milyon dolar olarak dü-zeltildi¤ini söyledi.

Norden Sells Capesize, Buys Supramaxes Norden Capesize’›n› Sat›p Supramax Al›yor


Mitsui O.S.K. Lines, Ltd. (MOL) take thedelivery of the new woodchip carrier,

C.S. Bright, which has a cargo hold capacity ofabout 4.3 million cubic feet, from theMizushima Shipyard belonging to SanoyasShipbuilding Corporation. C.S. Bright vesselhas a length of 209.99 m, breadth of 37.00 mand depth of 22.85 m. Following the deliveryceremony, the vessel left to take on a cargo ofwood chips in Australia for Hokuetsu KishuPaper Co., Ltd.

Designed with a shallow draft the vessel ismaximizing cargo hold capacity to allowefficient loading of wood chips, which arelightweight and take up a relatively largeamount of space. The vessel features environmental-friendlyspecifications to cut CO2 emissions, such as a rudder bulb fin toenhance propulsion efficiency and low-friction ship-bottom paint.

Continually striving to offer safe and reliable wood chip transportservice for paper companies in Japan and overseas, MOL iscontributing to a stable supply of resources and energy.

Mitsui O.S.K. Lines, Ltd. (MOL), 4.3 mil-yon kübik feet civar›nda yük ambar

kapasitesine sahip olan yeni yonga gemisini,Sanoyas Gemi ‹nfla flirketine ait MizushimaTersanesi’nden teslim ald›. C.S. Bright isimligemi; 209.99 m uzunluk, 37.00 m genifllik ve22.85 m derinli¤e sahip. Teslim töreninin ard›ndan C.S. Bright, Hokuetsu Kishu PaperCo., Ltd için Avustralya’dan yonga yükü almaküzere yola ç›kt›.

S›¤ bir su çekimi ile tasarlanan gemi, hafifama göreceli olarak çok fazla hacim tutan yongalar›n etkin biçimde yüklenmesine olanaksa¤layan yük ambar kapasitesini maksimize

ediyor. Gemi, tahrik verimlili¤ini artt›rmak için kanatl› dümenbalb sistemi ve düflük sürtünmeli karina boyas› gibi CO2 sal›m›n›azaltmaya yönelik çevre dostu özellikleriyle de öne ç›k›yor.

Japonya ve deniz afl›r› ülkelerdeki ka¤›t flirketleri için düzenli olarakgüvenilir ve emniyetli yonga nakliyesi hizmeti veren MOL, istikrarl›bir kaynak ve enerji teminine katk›da bulunmak için çaba harc›yor.

MOL Receives Newbuilt Woodchip Carrier C.S. BrightMOL Yeni ‹nfla Yonga Gemisi C.S. Bright’› Teslim Ald›

Investors are closely watching thebusiness models of Scorpio who hasalso ordered a number of the

largest container ships of the worldthrough long term chartering contracts by expanding its range andbecame a center of attention with itsdecision to build a considerableamount of bulk carriers.

Monaco headquartered Group issituated in 9 locations globally. It conducts the commercial operationsfrom Mumbai and chartering activitiesfrom New York, London, Dubai andSingapore. Technical shipmanagement is carried out in Mumbai,Athens, Houston and also, Istanbul.

Founded in 2013 in Istanbul as anaffiliate company of Scorpio Group,Zenith Ship Management Inc. isalready one of the youngest andlargest tanker operators in Turkey.Managing Director of the company,Enver Bilgi is a name we are familiar

CONVERSATION // SÖYLEfi‹


Yelpazesini geniflleterek, uzun sü-reli kiralama sözleflmeleriyledünyan›n en büyük konteyner ge-

milerinden de siparifl eden, bunun yan›-s›ra önemli say›da dökme yük gemisiinfla etme karar›yla dikkat çeken Scor-pio’nun ifl modelleri, yat›r›mc›lar tara-f›ndan ciddi biçimde takip ediliyor.

Merkezi Monako’da olan Grup, küreselolarak 9 noktada konumlanm›fl durum-da. Ticari operasyonlar› Mumbai’denve gemi kiralama faaliyetleri NewYork, Londra, Dubai ve Singapur’danyürütülüyor. Teknik gemi iflletmecili¤iise Mumbai, Atina ve Houston’un yan›s›ra ‹stanbul’dan yönlendiriliyor.

‹stanbul’da Scorpio Gruba ba¤l› olarak2013 y›l›nda kurulan Zenith Gemi ‹fl-letmecili¤i A.fi., flimdiden Türkiye’ninen genç ve en büyük tanker iflletmecile-rinden biri konumunda. Genel MüdürüEnver Bilgi uzun y›llard›r tan›d›¤›m›zbir isim. Basamaklar› sindire sindireç›kan, mant›k ve duygu dengesini çok



D‹LDAR ÜNDE⁄ER

Having rapidly developed into a world’s giant starting from a small family shipowning company,

Scorpio is the center of attention for entire maritime and finance circles. The group’s name is often

recalled by its entrepreneurial and brave steps, since its investments keep snowballing together with the

decision of becoming a listed company and it has a corner on the world shipping markets with more than

80 tankers owned and the young fleet under its management.

Küçük bir aile armatörlük flirketinden, h›zla bir dünya devine

dönüflen Scorpio, tüm denizcilik ve finans çevrelerinin ilgi oda¤›

konumunda. Borsaya aç›lmas›yla birlikte yat›r›mlar› ç›¤ gibi

büyüyen, bugün sahip oldu¤u 80’den fazla tanker ve iflletmesi

alt›ndaki genç filosuyla dünya denizcilik piyasalar›nda söz sahibi

olan Grubun ad›, att›¤› cesur ve giriflimci ad›mlarla s›kl›kla an›l›yor.

Enver Bilgi

with for many years. He is asuccessful executive whoclimbed the steps one by one,displays a well-balanced logicand emotion approach andignited the wick for ScorpioGroup’s decision on makinginvestment in Turkey andestablishing Zenith. With acareer from a third-mate to senior executive and evenshareholder, he has animportant experience inDünya Denizcilik known asone of the most importantglobal companies in tankermarket of the period. Besides,from managers to sub-staffand from sea to shore, he isworking with carefullyselected Turkish personnel,majority of which is from thepreeminent team of DünyaDenizcilik. Mr. Bilgi says thatthe segment of Zenith intanker management industryis “major oil” charterers and1st class “oil traders” andadds; “Namely, it’s theuppermost league of theworld where the competitionreaches to the top levels,charterers like Shell, Chevronand BP are supervisors andeven rivals at the same time,and a wrong clears away allthe rights. Of course, being aplayer in this segmentnecessitates a well educatedand equipped labor force.”

It is a rainy, stormy, busyIstanbul morning with aheavy traffic as usual...Nevertheless, in good spirit…We are together with Mr.Enver Bilgi in a conversationwhere we feel ourselves and“marine&commerce” asprivileged.

Can you please share thestory of Scorpio Group’sdecision about founding acompany in Istanbul?

Although we had no businessrelationship with them, we had

MARINE&COMMERCE OCAK 2016 013


iyi kuran, Scorpio Grubu’nunTürkiye’ye yat›r›m yapmas› veZenith’in kurulmas›yla ilgilifitili ateflleyen baflar›l› bir yö-netici. Döneminin tanker pi-yasas›nda küresel anlamda enönemli flirketlerinden biri ola-rak an›lan Dünya Denizci-lik’te, 4. Kaptanl›ktan üst dü-zey yöneticili¤e, hatta hisse-darl›¤a kadar uzayan önemlibir deneyime sahip. Üstelik,ço¤unlu¤u Dünya Denizci-lik’deki donan›ml› ekip olmaküzere, denizden karaya, yöne-timden alt kadroya kadar ta-mam› özenle seçilmifl Türkpersonelle çal›fl›yor. “Ze-nith’in tanker iflletmecili¤in-deki segmenti “oil major” ki-rac›lar ve 1. s›n›f “oil tra-der”lar.” diyor Enver Bey veekliyor; ‘‘Yani, rekabetin enyüksek seviyelere ulaflt›¤›,Shell, Chevron, BP gibi kira-c›lar›n ayn› zamanda denetçive hatta rakip olduklar›, biryanl›fl›n tüm do¤rular› götür-dü¤ü dünyan›n en üst ligi. El-bette bu klasmanda oyuncuolmak da, son derece e¤itimlive donan›ml› insan gücünü ge-rektiriyor.’’

Yo¤un bir ‹stanbul sabah›n-da; ya¤mur, f›rt›na ve tabiitrafik… Ama keyfimiz yerin-de… Yine “marine&commer-ce”› ve kendimizi ayr›cal›kl›hissetti¤imiz bir sohbette, bukez Enver Bilgi’yleyiz.

Scorpio Grubu’nun ‹stan-bul’da da bir flirket kurmakarar› nas›l geliflti? Hikaye-sini paylafl›r m›s›n›z?

Bir ifl iliflkimiz olmamas›nara¤men, Scorpio ile Dünya De-nizcilik’in MR (Medium Range/ 50-52,000 dwt) tanker seg-mentinde bulunmas›ndan dola-y› uzun y›llara dayanan bir ta-n›fl›kl›¤›m›z vard›. Ancak, ilkkooperasyonumuzun temeli2012 y›l›n›n Haziran ay›nda

a long-standing acquaintance with Scorpio resulting from theirpresence in the MR (Medium Range / 50-52,000 dwt) tankersegment like Dünya Denizcilik. However, I can say that thefoundation of our first cooperation was laid in June 2012.Becoming acquainted incidentally with our current Group CEO,Emanuele Lauro, in a party at Posidonia Exhibition in Greece wasactually the starting point of our cooperation.

Chartering the “Gan-Trust”, one of the first ECO type MR tankersthat was scheduled to enter the market in early 2013, came to thefore in that meeting. On those days, we were in search of a propercharterer for time chartering. Then, upon the suggestion of Emanuele,we found the opportunity to gather with London commercial office ofScorpio in Copenhagen and following the successive meetings oncharter party clauses and negotiations, we fixed the ship for timecharter, 3 + 1 + 1 years, at a price that was best in those days.

As being the “sister ship” of Scorpio tankers that were to appear inthe market from the same shipyard in South Korea later on, that shipserved as a model for Scorpio in terms of its fuel-efficiency andperformance. In a short period of time, mutual trust was formedwhile the companies shared some technical data with each other.

Indeed, there were plenty of resemblances between Dünya Denizcilikand Scorpio. The sharpest of those resemblances were; theirpresence in the tanker sector for many years, their focus on MRsegment, their feature of being family businesses with traditionalstructure and their constitution open to improvement resulting fromthe importance they attached to training.

With the positive influence of the stock market in 2012/2013,Scorpio started a rapid growth and placed about 50-60 newbuildingorders and, from shipyards to types, majority of these vessels wereexactly coinciding with the orders of Dünya Denizcilik. However,Scorpio’s timing was perfect and the company tended to invest infuture with ECO ships during a period when the newbuilding priceshit rock bottom. This was a very correct investment decision andopened the way for larger orders to be placed later on. Forinstance, the company was able to order the sister ship of its newbuilt MR tankers plus the ECO type of it, which offers daily fuel-saving between 4 and 5.5 tons, for a price a little over than 30million dollars while this price was around 52 million dollars inKorea before the 2008 crisis.

Another decision of Scorpio Group that I appreciate is the practiceof operating their vessels in-house through management companiesrather than out-sourcing them to third party. In my opinion, thispolicy is one of the most important factors in the very rapid andhealthy growth of the company up until now.

Since it was not possible to operate that number of new built shipswith its current team, the company turned to the technical teams inIstanbul, Athens and Houston besides Mumbai office, and madeanother correct investment in terms of spreading the risk andbenefiting from the capacity of companies with sufficient experiencein the same segment. In that way, it provided access to qualified laborforce in different countries. One of the countries with that potentialwas Turkey. A team experienced in the same segment was ready.Following the Turkey attempt, establishment of OSS (Optimum Ship

at›ld› diyebilirim. Yunanistan’daki Posidonia Fuar›’nda bulundu¤ums›rada, bir partide tesadüfen flimdiki Grup CEO’muz Emanuele Lau-ro ile tan›flmam iflbirli¤imizin de bafllang›c› oldu asl›nda.

Bu görüflmemizde, 2013 y›l›n›n ilk günlerinde piyasaya ç›kacak veilk ECO tip MR tankerlerden biri olan “Gan-Trust”›n kiralamas›gündeme gelmiflti. Biz de o günlerde süreli sözleflme için düzgün birkirac› aray›fl›ndayd›k. Sonras›nda Emanuele’nin görüflmemizi öner-di¤i; Scorpio’nun Londra ticari ofisi ile Kopenhag’da biraraya gel-me f›rsat› bulduk ve pefli s›ra kiralama sözleflme maddeleri, pazar-l›k görüflmeleri aflamalar› derken, o gün için çok iyi bir kira bedeliüzerinden gemiyi 3 y›l +1 +1 y›ll›k süreli kiralamaya ba¤lad›k.

Bu gemi, Güney Kore’deki ayn› tersaneden daha sonra piyasaya ç›-kacak Scorpio tankerlerinin “sister”› olmas› özelli¤iyle de, Scor-pio’ya yak›t tasarrufu ve performans›yla örnek teflkil etti. Bir ta-k›m teknik bilgileri flirketler aras›nda paylafl›rkense, k›sa süredekarfl›l›kl› güven olufltu.

Asl›nda Dünya Denizcilik ile Scorpio aras›nda pek çok benzerlikvard›. Benzerliklerin aras›nda en göze çarpanlarsa; her ikisinin deuzun y›llardan beri tankerci olmalar›, MR segmentinde yo¤unlafl-malar›, geleneksel bir yap›yla aile flirketi olmalar› ve e¤itime ver-dikleri önemle geliflmeye aç›k yap›lar› idi.

2012/13 y›llar›nda borsan›n pozitif etkisiyle, Scorpio h›zl› bir yük-selifle geçmifl ve 50-60 gemi kadar yeni infla siparifli vermiflti, ki bugemilerin ço¤unlu¤u tersanesinden tipine kadar, Dünya Denizci-lik’in verdi¤i siparifllerle birebir örtüflüyordu. Ancak, Scorpio, za-manlamas›n› çok iyi yapm›fl, piyasada yeni infla gemi fiyatlar›n›n di-be vurdu¤u bir s›rada, ECO gemilerle gelece¤e yat›r›ma yönelmiflti.Bu çok do¤ru bir yat›r›m karar›yd› ve sonradan verilecek büyük si-parifllerin de önünü açt›. Örne¤in, 2008 krizinden önce Kore’de 52milyon dolar civar›na ulaflan yeni infla MR tankerlerin kardefl gemi-sini ve üstüne seyirde 4 ile 5.5 ton günlük yak›t tasarrufu sa¤layanECO tipini, 30 milyon dolar›n biraz üzerine siparifl edebilmiflti.

Scorpio’nun çok do¤ru buldu¤um kararlar›ndan bir di¤eri de, ge-milerini üçüncü flah›s flirketlerine iflletmeye vermek yerine, Grupbünyesindeki iflletme firmalar›yla yürütmeyi benimsemesi. Banagöre bu politika, flirketin bugünlere kadar çok h›zl› ve sa¤l›kl› bü-yümesindeki en önemli etkenlerden biri.

Bu kadar yeni gemiyi mevcut ekibiyle iflletmesi mümkün olmayanfirma, Mumbai ofisinin yan›s›ra, ‹stanbul, Atina ve Houston’dateknik iflletme ekiplerine yönelerek, ayn› segmentte deneyimi olanfirmalar›n kapasitesinden yararlanmak ve riski da¤›tmak konu-sunda çok do¤ru bir yat›r›ma daha yöneldi. Böylece ayn› zamandafarkl› ülkelerdeki yetiflmifl insan gücüne ulaflmay› sa¤lad›. Bu po-tansiyeldeki ülkelerden biri de Türkiye oldu. Ayn› segmentte tecrü-beli haz›r bir ekip mevcuttu. Düflünceyi destekleyen bir baflka yak-lafl›m da, bizden sonra Yunanistan’da OSG’nin eski ekibiyle anla-flarak, OSS (Optimum Ship Services)’in kurulmas› oldu.

Scorpio ile geliflen karfl›l›kl› güven, Dünya’da edindi¤imiz tecrübe,e¤itim, denizcilik kültürü ve çevrenin yan›s›ra, Dünya Denizcilikrepütasyonu, k›sa denilebilecek süre içerisinde ‹stanbul’da bir ofisaç›lmas› karar›nda etkili oldu. Tabii elbette bütün bunlar›n yan›s›-ra, böylesine sorumluluk isteyen, büyük çapl› bir oluflumun kurul-



Services) by compromising with the former team of OSG in Greecewas another approach supporting this idea.

Besides the reputation of Dünya in maritime world, the mutual trustdeveloped with Scorpio, the experience, education, shipping cultureand environment we gained in Dünya was effective on the decisionof opening an office in Istanbul in a period that may be consideredas short. Of course, apart from all these factors, due diligenceprocedure performed during the establishment phase of such a full-scale formation that demands high responsibility, feeling ofpersonal reliance and confidence in capacity also played asignificant role in the organization decision.

Years ago a friend of mine, a Greek captain had said; “I love asaying of Turks very much and that is Kismet”. I think coincidenceof Scorpio’s rapid growth with the last period of Dünya Denizcilikwas the last factor that influenced the foundation of Zenith and thiswas kismet (fortune) in one sense.

At the end of March 2013, my message to the charterers -one ofwhich was Scorpio- stating our resolution to quit the company’scurrent ship management business according to a decision taken inGeneral Assembly Meeting of Dünya, formed the first spark for thefoundation of Zenith. Two days after that message, Emanuele calledand asked the reason for this decision. I explained! He called againa few days later and this time asked about my plans. I told him theproject we shared with Mr. Suay Umut previously and said that I wanted to preserve the sea and shore team having a forty-yearDünya Denizcilik experience and to continue in the managementservice field. Ultimately, we preserved our team and decided toproceed with Scorpio, who shares a similar infrastructure andmaritime culture with us, without further strain.

mas› aflamas›nda yap›lan “due diligence” prosedürü, kapasiteyeolan güven ve kiflisel itimat duygusu da organizasyon karar›ndaönemli bir rol oynad›.

Yunanl› bir kaptan arkadafl›m y›llar önce “Türklerin bir laf›n› çokseviyorum, o da kismet” demiflti. San›r›m Scorpio’nun h›zla büyü-mesinin Dünya Denizcilik’in son zamanlar›na tesadüf etmesi deZenith’in kurulmas›nda etkisi olan son faktördü ve bir anlamdak›smetti.

2013 Mart’›n›n sonlar›yd›, Dünya’n›n bir Genel ‹dare Kurulu top-lant›s›nda al›nan kararla kirac›lara, ki bunlardan biri de Scorpioidi, mesaj gönderip mevcut gemi iflletmecili¤ini b›rakaca¤›m›z›bildirmem, Zenith’in kurulmas›ndaki ilk k›v›lc›m oldu. Mesaj›m-dan iki gün sonra Emanuele arad›, nedenini sordu. Aç›klad›m!Aradan birkaç gün geçtikten sonra tekrar arad› ve bu kez bana neyapmak istedi¤imi sordu. Ben de daha önce Suay Beyle de paylafl-m›fl oldu¤umuz projeyi anlatarak, 40 y›ll›k Dünya Denizcilik tec-rübeli deniz ve kara ekibini da¤›lmaktan korumak, iflletmecilikyapmak istedi¤imi belirttim. Sonuçta ekibimiz da¤›lmad›, çokbenzer alt yap› ve denizcilik kültürüne sahip oldu¤umuz Scorpioile fazla zorlanmadan, oldu¤u gibi devam etme karar› ald›k.

Scorpio’nun gözünde Türkiye grubunun stratejik bir önemi var. Zi-ra Türkiye genç ve dinamik, yetiflmifl insan potansiyeli olan bir ya-p›ya sahip. Ayr›ca genel anlamda da iflletmecilik için düflünülenönemli bir servis kayna¤› niteli¤inde.

Grupla birlikte Zenith’in de uzun vadede büyümesi bekleniyor, an-cak as›l beklenti problemsiz ve kaliteli gemi iflletmecili¤i. Elbettedaha fazla ne kadar büyürüz, bunu de¤erlendiriyoruz ama, bundansonras›n› biraz da zaman ve flartlar gösterecek.



Scorpio turned to the technical teams in Istanbul, Athens and Houston besides Mumbai office,and made another correct investment in terms of spreading the risk and benefiting from the capacity of companies with sufficient experience in the same segment.

Scorpio Mumbai ofisinin yan›s›ra, ‹stanbul, Atina ve Houston’da teknik iflletme ekiplerine yönelerek, ayn› segmentte deneyimi olan firmalar›n kapasitesinden yararlanmak ve riski da¤›tmak konusunda çok do¤ru bir yat›r›ma daha yöneldi.

Turkey group has a strategical importance in Scorpio’s eye, sinceTurkey’s nature consists of young, dynamic and qualified humanpotential. Besides, it is also a significant service resource formanagement in the general sense.

It is anticipated that Zenith will also grow in the long term togetherwith the group but the main expectation is a problem-free and high-quality ship management service. Certainly, we are evaluating theextent of further growth but time and conditions will show the rest.

How do you describe the Scorpio Group with three words and why?

I would describe it as innovative, farsighted and brave.

Innovative; because there is no other example of the workperformed; in a sense, history is being made in maritime.

Farsighted; because I think developing into a world’s giant listed onNew York Stock Exchange, with offices in nine countries, from afleet with 5-6 ships operated from Monaco in 2005; becoming thecommercial manager of more than 200 vessels and technicalmanager of more than 130 ships in 2016 and managing the world’slargest MR tanker pool necessitates a serious farsightedness.Currently, Scorpio conducts the commercial management of 7 poolorganizations, 4 of them being tanker and 3 bulkers.

Brave; because the road taken is a long, risky, toilsome andnontrivial road unparalleled in the world that require intense labor,intelligence and courage. It depends on knowledge, education,technology and sizable investments.

What is the number of tankers managed by your company, theirtypes and total tonnage? What is your targeted total tonnage inlong and short terms?

Currently we are the manager of 21 vessels in total, more than onemillion dwt, with the average age of 2. It is the youngest and thelargest product tanker fleet in Turkey. All of the ships managed by usare ECO type, modern MR tankers built in Korea in 2013 andafterwards, except 2 conventional tankers built in 2010.

Our company policy related with management centers upon providingqualified service rather than the number of ships.In the short and long term, to theextent permitted by the internationalpolitical structure and depending upon theconjecture, we will continue to expandwith the trained tanker personnelexisting in Turkey. Even if it is not

Scorpio Grubu’nu üç kelimeyle nas›l tan›mlars›n›z ve neden?

Yenilikçi, ileri görüfllü ve cesur olarak tan›mlar›m.

Yenilikçi; çünkü yap›lan iflin dünyada örne¤i yok, bir anlamda de-nizcilikte tarih yaz›l›yor.

‹leri görüfllü; çünkü 2005 y›l›nda, Monako’dan iflletilen 5-6 gemi-lik filodan, 9 ülkede ofisi bulunan, New York’ta borsaya kotal› birdünya devine dönüflmek; 2016’da 130’dan fazla geminin teknik ifl-letmecisi ve 200’den fazla geminin ticari iflletmecisi olmak, dün-yan›n en büyük MR tanker havuzunu yönetmek ciddi bir ileri gö-rüfllülük gerektirir san›r›m. Scorpio halen 4’ü tanker, 3’ü kuruyükolmak üzere, 7 adet havuz organizasyonunun ticari operasyonunuyap›yor.

Cesur; çünkü benimsenen yol, dünyada örne¤i bulunmayan, riskli,meflakkatli, uzun, hiç de kolay olmayan, yo¤un emek, ak›l ve cesa-ret gerektiren bir yol. Bilgiye, e¤itime, teknolojiye ve büyük yat›-r›mlara dayan›yor.

‹flletmekte oldu¤unuz tanker say›s›, tipleri, ortalama yafl› vetoplam tonaj› nedir? K›sa ve orta vadede toplam tonaj›n›z›n neolmas›n› hedefliyorsunuz?

fiu anda ortalama yafl› 2 civar›nda, Türkiye’nin en genç ve toplam-da 21 adet gemi ile bir milyon dwt’yi aflan, en büyük ürün tankerifilosunun iflletmecisiyiz. 2 adet 2010 yap›m› konvansiyonel tankerhariç, iflletmekte oldu¤umuz gemilerin tamam› 2013 ve sonras›n-da Kore’de infla edilmifl, modern, ECO tip MR tankerleri.

fiirket politikam›z, iflletmecilikte gemi say›s›ndan çok, nitelikliservis sa¤lamak üzerine yo¤unlafl›yor. K›sa ve orta vadede, Türki-ye’de mevcut e¤itimli tanker personeli ile konjonktüre ba¤l› ola-rak, uluslararas› siyasi yap› müsaade etti¤i ölçüde büyümeye de-vam edece¤iz. Bundan sonras› için net bir say› vermek flu andamümkün olmasa da, 2 y›l gibi bir sürede 25-26 gemiye ç›kmay›planl›yoruz.

fiu anda Grup gemilerinin toplam içindeki oran› nedir?

Grup içerisindeki gemi da¤›l›m›na bakt›¤›m›zda, mevcut tanker-lerden 1/4 ile 1/5 aras›ndaki bir say›da gemiyi iflletti¤imizi söyle-yebilirim. Amac›m›z say›sal olarak artmak de¤il, kaliteden ödünvermeden büyümeyi sa¤layabilmek.

Peki 3. flah›slara verilen hizmeti art›rmak için nas›l bir stratejiizliyorsunuz?

Do¤rusu Scorpio’nun yüklü yeni infla sipariflleri, bizi bugüne kadarFiba Holding hariç, 3. flah›s gemilerinin iflletmecili¤ine yöneltme-di ve bu konuda pazarlama yapmak gibi bir politikam›z da olma-d›. Zaten, flu ana kadar Scorpio Tankers Inc. gemilerini emniyetleve bir kalite standard›nda iflletmek, her sene 7 yeni gemiyle büyü-mek, ofis ve gemilerde major petrol flirketlerinin onaylar›n› almakile yeni bir oluflumu oturtmak tüm zaman›m›z› ald›.

Asl›nda yeni bir tanker iflletmecisinin güven sa¤lamas›, dünyadakabul görmesi en az 5 y›l sürer, ama bizim arkam›zdaki Scorpiodeste¤i ve Dünya’dan gelen tecrübemiz bu süreyi minimuma indir-di. Bafllang›çtan bu yana epey yol ald›k ve art›k özellikle bundan



possible to give an exact number far from now on, we are planning toincrease the number of our ships up to 25-26 pieces within 2 years.

What is the percentage of Group ships within the total?

When we consider the distribution of ships within the Group, I can say that we are operating a number of ships corresponding to1/4 or 1/5 of the existing tankers. Our goal is to achieve growthwithout sacrificing quality, not just to increase the number.

What kind of a strategy you are pursuing in order to increase theservice given for the 3rd parties?

In fact, mass orders of Scorpio for new buildings did not allow us tomanage 3rd party ships until today, except Fiba Holding and we didnot have a policy for marketing in this field. We were indeed busywith managing the ships of Scorpio Tankers Inc. in a safe way andaccording to a certain quality standard; growing by 7 ships everyyear; receiving the approvals of major oil companies in offices andships, and framing the new organization.

Actually, it takes at least five years for a new tanker manager to gainrecognition and earn trust across the world but Scorpio’s supportbehind us and the experience we gained in Dünya has minimized thisperiod. We came a pretty long way from the beginning and now wecan consider to manage the ships of principled, proper, high-quality3rd party companies. Meanwhile, I would like to state that we place apremium on sentimental value of Fiba Holding, who believed in usright from the beginning, and its three “Gan” ships of which we haveundertaken both the technical and commercial management startingfrom construction project days.

You are offering ship management service with a traditionalistapproach loyal to our core values. Can you tell us the featuresthat make Zenith privileged and distinguished?

Indeed, the answer is hidden in the question. I think the mostimportant distinguishing feature of us is “to adopt traditionalmaritime practice loyal to the core values”.

The sub-expansions of this feature namely, the importance weattached to training, the effort to perform maritime business byadhering to customs and traditions through the knowledge, experiencewe gained until today, our respect for human, environment and labor,and ship safety are our uncompromisable features. In fact, when youview the company policies, you cannot find any management companyor ship-owner that set these principles aside, but internalizing them inreal terms is something very different.

We practice training uninterruptedly both on the sea and shore. As you know, keeping to the budget is an important indicator ofprofessionalism in ship management so we are well disciplined inthis issue and we have a rigid budget policy. But the only budgetitem that we never limit is the training.

According to another policy of Scorpio, the incidents experienced arecirculated among the Group and ships in order to be transparent andprevent the iteration of similar mistakes. In that way, every companywithin the Group stays informed about the incidents experienced inother ships and takes the necessary lessons and measures. Of course,

sonra kaliteli, prensipleri olan, düzgün 3. flah›s firmalar›n›n gemi-lerini de iflletmemize almay› düflünebiliriz. Ama bu arada, bafl›n-dan beri bize güvenen Fiba Holding’in ve infla projelerinden bu ya-na hem teknik, hem de ticari iflletmecili¤ini yapt›¤›m›z sahibi ol-duklar› üç adet “Gan” gemilerinin bizim için manevi de¤erinin bü-yük oldu¤unu belirtmeliyim.

Öz de¤erlerimize ba¤l›, gelenekselci bir yaklafl›mla gemi ifllet-mecili¤i hizmeti veriyorsunuz. Zenith’i farkl› ve ayr›cal›kl› k›-lan özellikleri neler?

Asl›nda bunun cevab› sorunun içinde gizli. Bizim san›r›m enönemli fark›m›z; “öz de¤erlerine ba¤l› geleneksel denizcili¤i be-nimsemek”.

Bunun alt aç›l›mlar› olan; e¤itime verdi¤imiz önem, bugüne ka-dar edindi¤imiz bilgi, tecrübe ile denizcili¤i örf ve ananelerineba¤l› kalarak yapmaya gayret etmek, çevreye, insana, eme¤eduydu¤umuz sayg›, ve gemi emniyeti ödün vermedi¤imiz öncelik-lerimizden. Asl›nda flirket politikalar›na bakarsan›z bunlar›önemsemeyen armatör veya iflletmeci firma yoktur ama gerçek-ten özümsemek çok farkl›.

E¤itimi hem denizde, hem de karada kesintisiz uyguluyoruz. Bili-yorsunuz gemi iflletmecili¤inde bütçeye ba¤l› kalmak profesyonel-li¤inizin önemli bir göstergesidir ve biz de bu konuda çok disiplin-liyiz, s›k› bir bütçe politikam›z var. Ama s›n›rlamad›¤›m›z tek büt-çe kalemi e¤itim.

Transparan olmak, benzer hatalar›n tekrar etmesini önlemek içinyaflanan kazalar› Gruba ve gemilere sirküle etmek, Scorpio’nunbenimsedi¤i bir di¤er politika. Bu sayede Gruptaki her firma, di-¤er gemilerde yaflanan kazalardan da haberdar olup, gerekli dersve tedbirleri al›yor. Tabii bunun yan›nda, tüm regülasyonlara veMarpol Kurallar›na uyarak, s›f›r kaza ve s›f›r deniz kirlili¤i deana hedefimiz.

Müflteri memnuniyetini ön planda tutan bir iflletmecilik anlay›fl›-m›z var. Bizim için tüm taahhütlerimizi eksiksiz ve zaman›ndayerine getirmek kadar, her tür flikayeti ve talebi dikkate almakda önemli.



zero accident and zero sea pollution by obeying all the regulationsand Marpol Rules is our primary target.

We have a management notion that prioritizes the customersatisfaction. Taking all kinds of complaints and demands intoconsideration is also very important for us besides fulfilling all ourcommitments on due time and fully.

Our team is young and dynamic. All our inspectors and managershave nearly the same background and we have colleagues who serveas captain or chief engineer in our fleet. And some of them haveeven worked on the same ships together. That is to say, we are ateam before anything else and for that reason it is important toimprove the standards of the workers, to teach them how to becomea team, to value every person individually, to respect theirpersonality and untouchable personal private territory.

We had the chance to experience the growth process of Scorpio alltogether, we watched the transformation into a world’s giant of asmall team. We became a part of it in Turkey, every one of us gaineda huge experience and we put the things we learned into practice. Andevery single day we continue to learn something new in internationalmaritime field and try to perform our jobs in accordance with theinternational standards and the necessities of the time.

Turkish crew are employed in all the ships you manage. We know the advantages. Is there any disadvantages?

The most important problem of Turkish crew is the lack of Englishproficiency, and the fugitives, who betray his friends and occupationwithout considering anybody except themselves, infiltrating into themajority even though very rarely. I cannot explain the morally andmaterially hard situation experienced by the shipowners andoperators as a result of flees from the ship. It is also the duty ofadministration as well as ours to take precautions in order toprevent this situation. It is time to take a set of radical measures.

We would like to ask a situation about which you say, “I neverwant to live again” as an experienced seafarer and executive?

Regrettably, Turkish shipowners and shipyards misread the golden ageof maritime experienced between the years 2004-2008 and paid aheavy bill for this mistake. Shipowners became shipbuilders andshipbuilders became shipowners during that period and they engaged

Ekibimiz genç ve dinamik. Tüm enspektör ve müdürlerimiz hemenhemen ayn› yollardan geçmifl, filomuzda kaptan veya bafl mühen-dislik yapm›fl arkadafllar›m›z. Hatta baz›lar› beraber ayn› gemiler-de görev alm›fllar. Yani herfleyden önce biz bir ekibiz, bunun içinçal›flanlar›n standartlar›n› yükseltmek, biz olmay› ö¤renmek, herinsana birey olarak de¤er vermek, kiflili¤ine ve dokunulamaz flah-si sahas›na sayg› göstermek önemli.

Biz Scorpio’nun büyüme zaman›n› birlikte yaflama flans›n› yakala-d›k, küçük bir ekibin nas›l bir dünya devine dönüfltü¤ünü gördük.Türkiye’de bunun parças› olduk, hepimiz büyük bir tecrübe edindikve ö¤rendiklerimizi uygulad›k. Her gün de uluslararas› denizcilik-te yeni birfleyler ö¤renmeye devam ediyor ve iflimizi uluslararas›standartlarda, ça¤›n gereklerine göre yapmaya çaba gösteriyoruz.

‹flletmekte oldu¤unuz gemilerin tamam›nda Türk personel ça-l›fl›yor. Avantajlar›n› biliyoruz. Peki dezavantajlar› var m›?

Türk personelin en büyük sorunu; ‹ngilizce eksikli¤i ve iyi niyetliço¤unlu¤un aras›na s›zan binde bir de olsa, kendinden baflka kim-seyi düflünmeyen, mesle¤ine, arkadafllar›na ihanet eden kaçaklar.Gemiden kaçmalar›n armatörü ve iflletmecisini içine düflürdü¤ümaddi-manevi s›k›nt›l› durumu anlatamam. Bunu önlemek için he-pimize oldu¤u kadar, idareye de görev düflüyor. Art›k bir tak›m ra-dikal önlemler al›nmak zorunda.

Deneyimli bir denizci ve ifl insan› olarak “bir daha asla karfl›-laflmak istemem” diyece¤iniz durum nedir diye sorsak...

Türk armatörü ve tersanecileri 2004-2008 aras›nda yaflanan de-nizcili¤in alt›n devrini ne yaz›k ki yanl›fl okudular ve faturas›n› çoka¤›r ödediler. Bu dönemde armatörler tersaneci, tersaneciler ar-matör oldu ve kapasitelerinin üzerinde büyük yat›r›mlara girdiler.2008 y›l›nda bafllayan kriz de, Türk denizcilik firmalar›n›n ço¤u-nun karfl›laflt›¤› ilk büyük kriz oldu, pek çok firma da bunu atlata-mad›. Bu dönemde, örne¤in Yunanl› armatörler toplam filo kapa-sitelerinin yaklafl›k %10’u kadar yeni sipariflle krize yakalan›rken,Türk armatörleri toplam filonun neredeyse %100’ü kadar yeni ge-mi siparifliyle krize yakaland›lar. Bunun nedeni de bence, zama-n›nda Yunanl›lar›n 1980’lerin bafl›ndaki krizi, 1,000 parça gemi-lerini Pire aç›klar›nda “lay-up” yaparak yaflam›fl olmalar›.

Maalesef son krizi atlatamayan firmalardan biri de Dünya Deniz-



in investments larger than their capacities. The crisis experienced in2008 was a huge crisis that majority of Turkish maritime companiesmet for the first time and most of them could not manage toovercome it. For instance, Turkish shipowners caught in crisis withnew building orders corresponding nearly 100% of their total fleet,while the Greek shipowners with 10% of their fleet capacity duringthat period. In my opinion the reason for this is the fact that theGreek owners had experienced the crisis in early 1980s by “laying-up” 1,000 pieces of their ships offshore Piraeus.

Unfortunately, one of the companies that could not overcome thecrisis is Dünya Denizcilik although it had the mission of being theschool of the time. I too, lived the crisis started in 2008 gravely as amember of the board, a shareholder even if it is small, and ManagingDirector of the past five years in Dünya. Especially, the last year ofthe company is a period I would never want to live again. Loosingthe grasp on the company that shelters very beautiful memories forus and grew up like our child, new austerity measures taken everyday, endless dismissals are the times I would never want to witnessagain. Every month you are dismissing another friend of yours; youhave been worked together for a long period of time, maybe you arethe one who hired him, he has a family, and children. Dismissaldecision is taken; it weights on you days before and one day youdeclare to his face that he is fired. It was truly very hard.

We take part in an industry with a very high degree of stressand pace. What are the methods you use for strengtheningyour spirit?

Our former managing director in Dünya Denizcilik used to say that“the only thing more stressful than our job is being unemployed”and I share it. Our job is truly, very hard and stressful in everyaspect but the pleasure taken in the face of success is also great asits challenges.

I can relieve from the stress of the business only by playing with mytwins at home and sailing on the sea.

Lastly, if we turn back to Zenith again, what do you thinkabout foreign investors’ entering into Turkish market apartfrom Scorpio?

Zenith is a first in Turkish maritime industry that provides foreigncapital and regular inflow of foreign currency and opens asignificant employment door for Turkish seafarers. When we leaveaside the Turkey offices of multi-national companies aiming atpersonnel capacity, in an environment where most of the Turkishshipowners out-source their ships to foreign managements, Zenith isa chance to reverse the wheel.

I hope that this development sets an example and Turkey receivesother investors; there is enough number of Turkish maritimepersonnel to meet it. In fact, reputation of Turkish personnel as wellas our international recognition will increase if the American andEuropean shipowners incline to Turkey. Besides, Turkish shipownerswill also tend more to Turkish seamen and witness that the peoplenear at hand are able to manage their ships with the samestandards, not the people they don’t know, don’t see. Therefore, abetter position will be achieved in the international market.

cilik oldu, ki flirket zaman›n okulu denilebilecek bir misyona sahip-ti. Ben de, Yönetim Kurulu üyesi, ufak da olsa hisse sahibi ve son5 y›l›n›n Genel Müdürü oldu¤um Dünya’da, 2008’de bafllayan kri-zi çok a¤›r yaflad›m. fiirketin özellikle son y›l› tekrar yaflamay› is-temedi¤im bir dönemdir. Çok güzel an›lar›m›z›n oldu¤u, çocu¤u-muz gibi bizimle büyüyen firman›n, adeta elimizden kayarak düflü-flü, her gün yeni tasarruf tedbirleri, bitmek bilmeyen iflten ç›kar-malar benim için bir kez daha görmek istemedi¤im zamanlar ol-du. Her ay bir arkadafl›n›z› iflten ç›kar›yorsunuz, uzun süre birlik-te çal›flm›fls›n›z, hatta ifle siz alm›fls›n›z, ailesi, çoluk çocu¤u var.Ç›karma karar› al›n›yor, günler öncesinden a¤›rl›¤› düflüyor üzeri-nize ve bir gün ifline son verildi¤ini yüzüne siz deklare ediyorsunuz.Gerçekten çok a¤›rd›.

Stresi, temposu çok yüksek bir sektördeyiz. Sizin ruhunuzubesleme yöntemleriniz neler?

Dünya Denizcilik’deki eski genel müdürümüz “bizim iflten dahastresli tek fley, iflsiz olmakt›r” derdi ki bu söze kat›l›yorum. ‹flimizgerçekten, her yönüyle çok a¤›r ve stresli, ancak baflar›ld›¤›ndaal›nan haz da bir o kadar büyük oluyor.

‹fl stresini sadece evde ikiz çocuklar›mla oyun oynarken ve deniz-de yelkenle seyir yaparken atabiliyorum.

Son olarak yine Zenith’e gelirsek, Scorpio’nun d›fl›nda farkl›yabanc› yat›r›mc›lar›n da Türkiye’de sektöre girmesi konusu-nu nas›l de¤erlendirirsiniz?

Zenith, Türkiye’ye denizcilik sektöründe yabanc› sermaye ve dü-zenli döviz giriflini sa¤layan, pek çok Türk denizcisine ciddi istih-dam kap›s› açan bir ilk. Çok uluslu iflletmecilik firmalar›n›n per-sonel amaçl› Türkiye ofislerini bir tarafa b›rak›rsak, ço¤u Türkarmatörünün gemilerini yabanc› iflletmecilere out-source etti¤ibir ortamda Zenith, iflleyen bir çark› tersine çevirmek için aç›l-m›fl bir f›rsat.

Umar›m bu oluflum iyi bir örnek teflkil eder ve Türkiye’ye baflkayabanc› yat›r›mc›lar da gelir, ki bunu kald›racak yeteri kadar Türkdeniz personeli mevcut. Asl›nda Amerikal› ve Avrupal› armatörlerTürkiye’ye yönelirse uluslaras› tan›n›rl›¤›m›z›n yan›s›ra, Türk per-sonelinin repütasyonu da artacak. Ayr›ca bu sayede, Türk arma-törler de Türk denizcisine daha fazla yönelecek ve görmedi¤i, bil-medi¤i kiflilerin de¤il, elinin alt›ndaki insanlar›n gemilerini ayn›standartta iflletti¤ine flahit olacak. Dolay›s›yla da uluslararas› pi-yasada daha iyi bir konuma ulafl›lacak.



&&

Currently we are the manager of 21

vessels in total, more than one million

dwt, with the average age of 2.

fiu anda ortalama yafl› 2 civar›nda olan

toplamda 21 adet gemi ile bir milyon

dwt’yi aflan filonun iflletmecisiyiz.

After a feasibilitystudy, Vires hasdecided to move

forward with the project,and a separate engineeringservice contract has alsobeen agreed with HiLoadLNG providing design andengineering work.Payment under the licenseagreement is subject toVires constructing andoperating the regasifica-tion terminal. Constructionis currently expected tostart in 2016.

Sevan Marine acquired therights to the proprietary HiLoad Technology for gas and LNGapplications and has developed solutions for offshore loading of LNGand LNG receiving and regasification terminals based on the HiLoadTechnology. The LNG receiving and regasification terminal, namedFloating Regas Dock (FRD) provides a competitive alternative toFSRUs for smaller volumes, ranging typically from 50 to 200mmscfd. HiLoad LNG AS is in dialogue with other potential clientsfor similar terminals in South East Asia and Latin America.

Lars Odeskaug, who is responsible for Sevan Marine’s LNG efforts,says: “We look forward to working with Vires on this ground-breaking project. We believe there is a significant market for thissolution, which provides clean gas as fuel for power plants and fillsa niche in size below the more traditional FSRUs. We hope that theVires contract is the first of many.”

AGREEMENTS ON FPSO PROSPECT

Sevan Marine ASA who specializes in design, engineering andproject execution of floating units for offshore applications,based on its patented cylindrical floater technology and is listedin Oslo Stock Exchange, Norway, has signed two agreements

Vires, bir fizibiliteçal›flmas›ndan son-ra projede ilerleme-

yi kabul etti ve ek olarak,tasar›m ve mühendislik hiz-meti veren HiLoad LNG ilede ayr› bir mühendislik hiz-meti sözleflmesi imzalad›.Lisans anlaflmas›na göre,ödemeler Vires’in yenidengazlaflt›rma terminalinikurmas›na ve iflletmesineba¤l› olacak. ‹nflaat›n2016 y›l›nda bafllamas›bekleniyor.

Sevan Marine, HiLoadTeknoloji gaz ve LNG uy-

gulamalar›n›n tescil haklar›n› sat›n ald› ve bu teknolojiye dayal› LNGal›m ile yeniden gazlaflt›rma terminalleri ve aç›k deniz LNG yüklemeiçin çözümler gelifltirdi. Yüzer Yeniden Gazlaflt›rma Doku (FRD) ola-rak adland›r›lan LNG alma ve yeniden gazlaflt›rma terminali, genel-de 50 ila 200 mmscfd aras›nda de¤iflen daha küçük hacimler için yü-zer yeniden gazlaflt›rma ünitelerine (FSRU) rekabetçi bir alternatifsunuyor. HiLoad LNG AS, Do¤u Asya ve Latin Amerika’da benzerterminaller için di¤er müflteri potansiyelleriyle de görüflüyor.

Sevan Marine’in LNG çal›flmalar›ndan sorumlu olan Lars Odeskaugprojeye iliflkin flunlar› söyledi: “Bu ç›¤›r açan projede Vires’la birlik-te çal›flmak için sab›rs›zlan›yoruz. Enerji santrallerine yak›t olaraktemiz gaz sa¤layan ve daha geleneksel FSRU’lar›n alt›ndaki boyut-larda bir bofllu¤u dolduran bu çözüm için önemli bir pazar oldu¤unainan›yoruz. Vires sözleflmesinin pek çok di¤erlerinin ilki olmas›n›umuyoruz.”

FPSO ARAMA ANLAfiMALARI

Patentli silindirik yüzdürme teknolojisine dayanarak aç›k deniz uygu-lamalar› için yüzer birimlerin tasar›m›, mühendisli¤i ve proje uygula-mas› alan›nda uzman olan ve Norveç, Oslo Borsas›’nda ifllem gören

DEVELOPMENT // GEL‹fiME


NEW TECHNOLOGY LNG TERMINALON THE WAY

YEN‹ TEKNOLOJ‹ GAZ TERM‹NAL‹ YOLDA

Sevan Marine’s subsidiary HiLoad LNG AS has entered into a Technology License Agreement with Vires

Energy Corporation Ltd. for an LNG receiving and regasification terminal in the Philippines.

Sevan Marine’in yan kuruluflu HiLoad LNG AS, Filipinler’de bir LNG al›m ve yeniden gazlaflt›rma terminali

için Vires Energy Corporation Ltd. ile Teknoloji Lisans Anlaflmas› yapt›.

DEVELOPMENT // GEL‹fiME


related to the FPSO prospect in the UK North Sea.

The first agreement is a Technology License Agreement whereby theclient will pay a license fee to Sevan Marine for the right to usetheir proprietary technology. The second is a Service Agreementunder which Sevan Marine will continue to provide technical andadministrative resources to the project. Start of construction of theunit is not expected before second half of 2016.

CEO Carl Lieungh stated: “The entering into these agreements withan oil major is yet another verification of both the benefits andmaturity of the Sevan Marine cylindrical hull design.”

Sevan Marine sold its cylindrical Sevan Voyageur FPSO (renamed asVoyageur Spirit) to Teekay Petrojarl in 2012 due to financial issues.The agreed sales price was $540m. Teekay Offshore, listed on theNew York Stock Exchange, acquired the 2008-built Voyageur Spiritas part of the acquisition of three FPSO units from Sevan.

The Voyageur Spirit FPSO is deployed on the Huntington field inthe United Kingdom. The production unit has been installed for itscharter contract with E.ON Ruhrgas UK E&P (E.ON). The charteris expected to last for a firm period of five years, with extensionoptions of maximum 10 years.

Designed with a storage capacity of 270,000 bbls, the VoyageurSpirit FPSO offers a processing capacity of 30,000 bopd and atotal liquids (oil and water) processing capacity of 60,000 bpd. Itsaccomodation facility is for 57 people and water depth is 89 m. &

Sevan Marine ASA, BK Kuzey Denizi’nde FPSO aramas›yla ilgiliolarak iki anlaflma imzalad›. Bu anlaflmalardan ilki, kendilerine tes-cilli olan teknolojiyi kullanma hakk› için müflterinin Sevan Marine’elisans ücreti ödeyece¤i bir Teknoloji Lisans Anlaflmas›. ‹kincisi ise,Sevan Marine’in projeye teknik ve idari kaynaklar sa¤lamaya devamedece¤i bir Hizmet Anlaflmas›. Birimin inflas›n›n 2016’n›n ikinci ya-r›s›ndan önce bafllamas› beklenmiyor.

CEO Carl Lieungh flunlar› söyledi: “Bir petrol uzman›yla bu anlaflma-lar› yapmak Sevan Marine’in silindirik gövde tasar›m›n›n hem fayda-lar›n›n, hem de olgunlaflm›fl oldu¤unun bir di¤er onay›.”

Sevan Marine, silindirik Voyageur FPSO’sunu (Voyageur Spirit ola-rak yeniden adland›r›ld›) 2012 y›l›nda mali konular sebebiyle TeekayPetrojarl’a satt›. Üzerinde anlafl›lan sat›fl fiyat› 540 milyon dolard›.New York Borsas›’nda ifllem gören Teekay Offshore, 2008 y›l›nda in-fla edilen Voyageur Spirit’i Sevan’dan üç FPSO birimi al›m›n›n birparças› olarak sat›n ald›.

Voyageur Spirit FPSO, Birleflik Krall›ktaki Huntington sahas›ndakullan›l›yor. Üretim birimi, E.ON Ruhrgas UK E&P ile kira kontra-t› için kuruldu (E.ON). Maksimum 10 y›l uzatma seçene¤iyle, kirala-man›n sabit befl y›l sürmesi bekleniyor.

270,000 varil depolama kapasitesiyle tasarlanan Voyageur SpiritFPSO, 30,000 v/g iflleme kapasitesi ve 60,000 v/g toplam s›v› (pet-rol ve su) iflleme kapasitesi sa¤l›yor. 57 kiflilik bar›nd›rma tesisine ve

89 metre derinli¤e sahip. &

2015’in petrol ve gaz sektörü için zor bir y›l oldu¤u görüldü.Petrol fiyat›ndaki düflüfl FPSO piyasas›n› etkiledi. Dolay›s›y-la, petrol flirketlerinden FPSO’lara, müteahhitlere ve malze-

me tedarikçilerine kadar tüm paydafllar›n krizi atlatman›n yollar›n›bulmak için birlikte çal›flmas› gerekecek. Di¤er taraftan mevcutkriz, kurumlar›n yeniden gözden geçirilmesi ve gelecekte düflük ma-liyetli, verimli projeler sunmak üzere faydal›, yenilikçi, sürdürülebi-lir ifl modellerinin bulunmas› için sektöre iyi bir f›rsat da sa¤lad›.

Dünyadaki hem marjinal, hem de derin su sahalar›n› paraya çevir-mek için FPSO’lardan yararlanma konusu, petrol ve gaz sektörününtart›flmalar›nda a¤›rl›¤›n› sürdürmeye devam edecek. Eylül2016’da Singapur’da gerçekleflecek 16. Y›ll›k FPSO Dünya Kon-gresi ve fiubat 2016’da Londra’daki FPSO Avrupa Kongresi bu tar-t›flmalar› yeni bir düzeye tafl›mak; flimdiki ve gelecekteki saha gelifl-meleriyle ilgili ana sorunlarla, mevcut petrol fiyat› ortam›nda FPSOprojeleri potansiyellerine odaklanmak için en önemli platformlar.

GOLIAT PETROL ÜRET‹M‹NE DAHA DA YAKLAfiTI

‹talyan petrol flirketi Eni’nin Norveçli yan kuruluflu Eni Norge,Goliat FPSO’yu ve ilgili tesisleri Barents Denizi’ndeki Goliat saha-s›nda kullanmak için Norveç yetkililerinden onay alarak, erteleme-lerden sonra sahay› üretime bir ad›m daha yaklaflt›rd›.

Dünyan›n en büyük silindirik yüzer üretim depolama ve boflaltmatesisi (FPSO) Goliat FPSO, Eni Norge taraf›ndan siparifl verildi.Dünyan›n en büyük gemi yap›mc›s› ve önde gelen aç›k deniz tesis-

OIL // PETROL


FPSO SECTOR INSTORM

FPSO SEKTÖRÜ KR‹ZDE

JOHN CLEVERDespite the oil price downturn cycle currentlyexperienced, analysts estimate that the floatingproduction, storage and offloading (FPSO) sector islikely to see between $80-$120 billion-worth ofinvestment through 2019. While the figure has beenrounded down from previous projections of $160 billion over the same time period, it still equates to the GDP of Angola dedicated exclusively to mobile hydrocarbon production units.

2015 has proved to be a challenging year for the oil and gas industry. The drop in the price of oil has affected theFPSO market, so all stakeholders from oil companies to

FPSO contractors and equipment providers will need to worktogether to find ways to weather the storm.

However the current crisis has also provided the industry with a good opportunity to re-examine their foundations, and findmutually beneficial, innovative and sustainable business modelsto deliver cost-effective and efficient projects in the future.

Utilising FPSOs to monetise both marginal and deep water fields around the world will continue to dominate the oil and gasindustry’s discussions and the 16th Annual FPSO World Congressin Singapore in September and the FPSO Europe Congress inLondon in February are the major platforms to take thesediscussions to the new level, and focus on the key issuespertaining to current and future field developments and thepotential for FPSO projects in the existing oil price environment.

GOLIAT CLOSER TO OIL PRODUCTION

Eni Norge, a Norwegian subsidiary of the Italian oil companyEni, has received approval from the Norwegian authorities to usethe Goliat FPSO and associated facilities on the Goliat field, inthe Barents Sea, moving the field a step closer to productionafter delays.

The world’s largest cylindrical floating production storage andoffloading facility (FPSO), Goliat FPSO, was ordered by EniNorge and built by Hyundai Heavy Industries (HHI), the world’sbiggest shipbuilder and a leading offshore facilities contractor, inSouth Korea.

The Goliat is the first oil field to be developed in the Norwegiansection of the Barents Sea, approximately 85 kilometersnorthwest of Hammerfest. Water depth in the area is 360-420metres. The oil reserve was proven in 2000, and the fielddevelopment plan was submitted in 2009.

The field, dubbed the world’s northernmost offshore development,

is estimated to hold about 174 million barrels of oil. The cost ofthe development had originally been set at $5.06 billion, but thefigure has now surpassed the $6 billion mark.

The FPSO was inspected a short while ago and severalirregularities with the electrical systems, and the control ofpotential sources of ignition that could, in contact with gas orflammable liquids, lead to an explosion, were found.

In line with the documentation obtained, the Petroleum SafetyAuthority (PSA) Norway has granted the consent on theprecondition that the activities that Eni has described for bothpre- and post-production start are completed. The field wasoriginally planned for first oil in 2013. However, it seems nowthat the production is imminent as PSA has given the approval.

BUILT AT HYUNDAI’S ULSAN YARD IN SOUTH KOREA

The design and manufacture of the Goliat FPSO strictly compliedwith the NORSOK standards. The FPSO features a cylindricalshape designed to withstand harsh sea conditions and wasdelivered in February 2015.

The 64,000 ton cylindrical floater, measuring 112 meters indiameter and 75 meters in height, is designed to store onemillion barrels of crude oil.

With the 490-meter-long H-Dock, specifically designed to buildmega-sized offshore facilities and the two 1,600 ton gantry

leri müteahhidi Hyundai Heavy Industries (HHI) taraf›ndan daGüney Kore’de infla edildi.

Goliat, Hammerfest’in yaklafl›k 85 km kuzeybat›s›nda, BarentsDenizi’nin Norveç kesiminde gelifltirilecek ilk petrol sahas›. Bölge-nin su derinli¤i 360-420 metre. Petrol rezervi 2000 y›l›nda kan›t-land› ve gelifltirme plan› 2009’da sunuldu.

Dünyan›n en kuzeydeki aç›k deniz geliflimi olarak an›lan sahan›nyaklafl›k 174 milyon varil petrol bar›nd›rd›¤› tahmin ediliyor Ge-lifltirmenin maliyeti bafllang›çta 5.06 milyar dolar olarak belirlen-miflti ama flimdi bu rakam 6 milyar dolar seviyesini aflt›.

FPSO, k›sa süre önce ekspertize tabi tutulmufl ve elektrik sistem-leri ile gaz ya da yan›c› s›v›larla temas durumunda patlamaya yolaçabilecek potansiyel yanma kaynaklar› kontrolünde çeflitli eksik-likler bulunmufltu.

Norveç Petrol Emniyeti ‹daresi(PSA), sunulan belgelere dayana-rak, üretimin bafllamas›ndan hem öncesi hem de sonras› içinEni’nin belirtti¤i faaliyetleri tamamlanmas› ön flart›yla onay ver-di. Bafllang›çta sahadan ilk petrolün ç›kar›lma tarihi 2013 olarakplanlanm›flt›. Ancak, PSA onay› al›nm›fl oldu¤undan, flimdi üretimçok yak›n gibi görünüyor.

HYUNDAI’N‹N ULSAN TERSANES‹NDE ‹NfiA ED‹LD‹

Goliat FPSO’nun tasar›m ve inflas› NORSOK standartlar›na tamolarak uyumlu. fiubat 2015’de teslim edilen FPSO, zorlu deniz ko-flullar›na dayanmak üzere tasarlanm›fl silindirik flekliyle öne ç›k›yor.

OIL // PETROL


Petrol fiyat›nda flu anda yaflanan düflüfle

ra¤men analistler yüzer üretim,

depolama ve boflaltma (FPSO) sektörünün

2019’a kadar 80-120 milyar dolar de¤erinde yat›r›m

görece¤ini tahmin ediyor. Bu rakam ayn› dönem için 160

milyar dolar olan daha önceki projeksiyonlardan afla¤›ya

çekilmiflse de, özel olarak mobil hidrokarbon üretim

birimlerine yönelmifl olan Angola’n›n GSY‹H’s›na eflit.

cranes at its Ulsan offshore yard, HHI has built nine over-two-million-barrel FPSOs to date accounting for more than 60percent of the world’s market share.

GLEN LYON FPSO SETS SAIL TO NORTH SEA

BP has reached a major milestone with the sail away of its GlenLyon FPSO from the Hyundai Heavy Industries yard in SouthKorea to the Quad 204 in Shetland. The unit, which is270metres long and 52metres wide, will be one of the largestFPSOs in the North Sea.

Drilling has already started on the field with Odfjell Drilling’sDeepsea Aberdeen on a seven-year contract in the field.

Trevor Garlick, Regional President for BP’s North Sea businesssaid: “The Schiehallion and Loyal oil fields are established assetswith a strong future. And through this investment, we are takingsignificant steps to maximise the greater potential together withour co-venturers Shell and OMV.”

The Schiehallion field was discovered in 1993 with productionstarting in 1998 from the Schiehallion FPSO. The Glen LyonFPSO will replace the Schiehallion on its arrival in the North Sea.

112 metre çap›nda ve 75 metre yüksekli¤inde 64,000 tonluk si-lindirik yüzer araç bir milyon varil ham petrol depolamak üzeretasarlanm›fl.

HHI, mega boyutlarda aç›k deniz tesisleri kurmak için özel olaraktasarlanm›fl, 490 metre uzunlu¤unda, H-doku ve Ulsan aç›k deniztersanesindeki iki adet 1,600 tonluk portal vinciyle bu güne kadariki milyon varil üzeri kapasiteye sahip dokuz FPSO infla etti. Burakam dünya piyasa pay›n›n %60’›ndan fazlas›na karfl›l›k geliyor.

GLEN LYON FPSO, KUZEY DEN‹Z‹NE G‹D‹YOR

Glen Lyon FPSO’sunun Güney Kore’deki Hyundai Heavy Industri-es tersanesinden Shetland’da Quad 204’e do¤ru yola ç›kmas›ylaBP önemli bir kilometre tafl›na ulaflt›. 270 metre uzunlu¤unda ve52 metre geniflli¤indeki ünite, Kuzey Denizi’ndeki en büyükFPSO’lardan biri olacak.

Sahada yedi y›ll›k bir sözleflmeyle, sondaj çal›flmalar› Odfjell Dril-ling’in Deepsea Aberdeen’iyle bafllam›fl durumda.

BP’nin Kuzey Denizi Çal›flmalar› Bölgesel Baflkan› Trevor Garlickkonuyla ilgili olarak ; “Schiehallion ve Loyal petrol sahalar› güçlügelece¤i olan kan›tlanm›fl de¤erlerdir. Yapt›¤›m›z yat›r›m sayesindeortak giriflimcilerimiz Shell ve OMV ile birlikte, çok daha büyük po-

OIL // PETROL


BP owns 36.3% in the project while Shell has a share of54.03% and OMV 9.67%.

FPSO MILLS BEGINS GHANA VOYAGE

Amid one of the deepest oil price crashes in history, Britain’sTullow Oil (TLW.L) is sending one of the world’s biggest floatingdeep-water oil production platforms to West Africa to pumpcrude for at least 20 years. The vessel set sail to Ghana, where itis scheduled to gradually ramp up production from the TEN(Tweneboa-Enyenra-Ntomme) deepwater oilfield.

The 340-metre long FPSO MILLS, named after late Ghanaianpresident Prof John Evans Atta Mills, was converted inSingapore from a Very Large Crude Carrier (VLCC) super-tanker and will be the second floating production, storage andoffloading (FPSO) vessel of the region.

The departure on schedule of the vessel is that was underconstruction since 2013 is considered as an important milestonefor the TEN Project, which is now over 80% complete andremains on track to start producing oil in August 2016.

With its production capacity of 80,000 barrels of oil per day anda storage capacity of 1.7 million barrels, FPSO is expected toarrive in Ghanaian waters in early March. The vessel that to bestationed above the TEN fields around 60 kilometres from thecoast of Ghana’s Western Region will be attached to nine steelanchor piles, each 21 meters high, to maintain her positionabove the oil fields.

With costs (operating plus capital expenditure) of around $20per barrel and an expected production life of 20 years or more,Tullow authorities hope it can weather a storm which has seencrude prices LCOc1 tumble over 70 percent in 18 months toaround $30 per barrel.

Explaining to Reuters in Singapore that the downturn in oilprices is causing the industry huge pain despite low productioncosts, Tullow Operations Director McDade said that he is notexpecting a sharp rise in oil prices as happened in 2009 after thelast crash during the global financial crisis. Then, referring tolow oil prices in the decade following the price crash of 1986, he

tansiyeli maksimize etmek için önemli ad›mlar at›yoruz.” dedi.

Schiehallion sahas› 1993’de keflfedilmifl ve SchiehallionFPSO’dan üretim de 1998’de bafllam›flt›. Glen Lyon FPSO, KuzeyDenizi’ne vard›ktan sonra Schiehallion’un yerini alacak.

Projede BP %36.3 paya sahipken, Shell’in %54.03% ve OMV’nin%9.67 pay› var.

FPSO MILLS GANA YOLCULU⁄UNA BAfiLIYOR

Tarihteki en derin petrol fiyat› düflüfllerinden birinin ortas›nday-ken, Britanya’n›n Tullow Oil (TLW.L) flirketi dünyan›n en büyükyüzen derin-su petrol üretim platformlar›ndan birini, en az 20 y›lboyunca ham petrol pompalamak üzere Bat› Afrika’ya yolluyor.Gemi, Tweneboa-Enyenra-Ntomme (TEN) derin su petrol alan›n-daki üretimi kademeli olarak artt›rmas›n›n planland›¤› Gana’yado¤ru yol al›yor.

340 metre uzunlu¤unda olan, Gana Eski Baflkan› merhum Prof.John Evans Atta Mills’in ad›n› tafl›yan FPSO MILLS, Singapur’dabir VLCC süper tankerinden dönüfltürülmüfl ve bölgenin ikinci yü-zen üretim, depolama ve boflaltma gemisi olacak...

Ekim 2013’den beri infla sürecinde olan geminin planland›¤› za-manda yola ç›kmas›; flu anda %80’den fazlas› tamamlanm›fl veTemmuz ya da A¤ustos 2016’da petrol üretmeye bafllamak için ra-y›nda ilerleyen TEN projesinin önemli bir köfle tafl› olarak de¤er-lendiriliyor.

Günlük 80,000 varil petrol üretme ve 1.7 milyon varil depolamakapasitesine sahip FPSO’nun, Mart bafl›nda Gana sular›na ulafl-mas› bekleniyor. Bat› Bölgesi k›y›s›ndan yaklafl›k 60 kilometreaç›kta, TEN sahalar› üstünde konufllanacak gemi, petrol sahalar›üzerindeki konumunu koruyacak olan her biri 21 metre yüksekli-¤inde, dokuz adet çelik silindir tespit kaz›¤›na ba¤lanacak.

Tullow yetkilileri,, varil bafl›na 20 dolar civar›nda maliyetler (ifl-letme art› sermaye harcamas›) ve 20 ya da daha uzun y›ll›k üre-tim ömrü beklentisiyle, LCOc1 ham petrol fiyatlar›n›n 18 aydayüzde yetmifl oran›nda düflerek varil bafl›na 30 dolara indi¤i birf›rt›nay› atlatabilmeyi umuyor.

Singapur’da Reuters’e, düflük üretim maliyetlerine ra¤men azalanpetrol fiyatlar›n›n sektörde büyük s›k›nt›ya yol açt›¤›n› ifade edenTullow Operasyon Direktörü Paul McDade, küresel mali kriz döne-mindeki son çöküflün ard›ndan 2009’da oldu¤u gibi petrol fiyatla-r›nda keskin bir yükselifl beklemedi¤ini söyledi. Daha son-ra,1986’daki fiyat düflüflünü izleyen on y›lda petrol fiyatlar›n›n dü-flük olmas›na iflaret ederek, “Bu durum 2008’den ziyade 1986’yabenziyor. Daha köklü bir sapma. 2008 bir mali krizdi ama bugünçok farkl›. Arz fazlam›z var. Bu yap›sal bir durum ve uyum sa¤la-mak daha fazla zaman al›yor.Temmuz/A¤ustos’ta üretimin afla-mal› olarak bafllamas› plan›m›za tam olarak uyduk. Amaç, 2017bafl›nda üretimin zirvesine ç›kmak.” dedi.

TEN tam üretime geçti¤i zaman Bat› Afrika’dan toplam ürün mik-tar› 2017 bafl›nda 100,000 v/g rakam›na ulaflacak.

Talep fazlas› olarak her gün 1-2 milyon varil ham petrolün pom-paland›¤› büyük küresel üretim fazlal›¤› ortam›nda, bu y›l üretim

OIL // PETROL


said “It feels more like a 1986 than a 2008. It’s a morefundamental shift. 2008 was a financial crisis but today is verydifferent. We have oversupply. This is a structural case.”

"We are very much on schedule for a July/August gradual startof production. The aim is to hit peak production in early 2017,”

Once TEN is at full production, combined net output from WestAfrica would reach 100,000 bpd in early 2017.

In the midst of a huge global production overhang, with 1-2million barrels of crude pumped every day in excess of demand,West Africa is one of the few regions that is expected to seeproduction increases and further investment this year.

Analysts at AB Bernstein said they expected “Africa ... as themost active basin in 2016”, in terms of developments andinvestments of potential offshore projects.

It is said that, having the chance of high quality, low cost assetsin Ghana, Tullow’s overall cash operating costs is around $15per barrel.

TAKE-OVER TARGET?

Because of the low prices, McDade said Tullow would have to beflexible with its next investment decisions, including expansion ofthe Jubilee field, which Bernstein estimated to see a finalinvestment decision (FiD) in the second quarter of 2016.

The plunge in crude prices has already thrown several oil and gasprojects off track. Energy consultancy Wood Mackenzieestimates projects worth $170 billion would be deferred orcancelled between 2016 and 2020 and it appears like this willbringing the total since 2014 to $380 billion.

Barclays has said it expects global spending on exploration andproduction to fall by 15-20 percent this year, after alreadydeclining in 2015, noting it would be the first time spending willfall in consecutive years since 1986/87.

“Ideally, you’d want to invest in the current environment asservices are cheap and likely to become cheaper still. In the last8-10 years we may not have seen a better time to invest thannow,” Tullow’s McDade said but added this would depend onTullow’s financial and equity position.

Tullow’s share price has fallen by around 70 percent over thelast year, giving the company a market capitalization of 1.18billion pounds ($1.68 billion).

The firm’s low share price and market capitalisation meant thatTullow was potentially a take-over target.

“As a smaller company, you’re always going to be a take-overtarget,” he said, but added that Tullow was not up for sale andwarned any bid would also be challenging as its partnerships inAfrica would entail clearances from regional governments.

art›fl› ve daha fazla yat›r›m görmesi beklenen az say›da bölgedenbiri de Bat› Afrika. AB Bernstein’daki analistler potansiyel aç›kdeniz projeleri gelifltirme ve yat›r›mlar› aç›s›ndan “2016’daki enfaal havzan›n Afrika olmas›n›” beklediklerini söylediler.

Gana’da yüksek kalite, düflük fiyatl› mal flans›na sahip olan Tul-low’un toplam nakit iflletme maliyetinin varil bafl›na 15 dolar ci-var›nda oldu¤u ifade ediliyor.

DEVRALMA HEDEF‹ M‹?

McDade, düflük fiyatlar nedeniyle, Bernstein’›n nihai yat›r›m kara-r›n›n (FiD) 2016 y›l›n›n ikinci yar›s›nda verilmesini bekledi¤i Ju-bilee sahas›n›n geniflletilmesi de dahil olmak üzere Tullow’un bun-dan sonraki yat›r›m kararlar›nda esnek olmas› gerekti¤ini söyledi.

Ham petrol fiyatlar›ndaki t›kanma flimdiden çeflitli petrol ve gazprojelerini yolundan sapt›rd›. Enerji dan›flman› Wood Mackenzie2016 ve 2020 aras›nda 170 milyar dolar de¤erinde projelerdenvazgeçilece¤ini ya da bunlar›n ertelenece¤ini tahmin ediyor. Bu da2014 y›l›ndan bu yana olan rakam› 380 milyar dolara ç›karacakgibi görünüyor.

Barclays, sondaj ve üretime harcanan küresel paran›n 2015’dekiiniflten sonra bu y›l da %15-20 oran›nda düflmesini bekledi¤ini söyle-yerek, 1986/87’den beri birbirini izleyen y›llarda ilk kez harcaman›ndüflece¤ine dikkat çekti. Tullow’dan McDade, “‹deal olarak, hizmet-ler ucuz oldu¤undan ve daha da ucuzlayacak gibi göründü¤ündenmevcut ortamda yat›r›m yapmak istersiniz. Son 8-10 y›lda flimdikin-den daha iyi bir yat›r›m zaman› bulamazs›n›z” dedi ama bunun Tul-low’un finansman ve öz kaynak durumuna ba¤l› oldu¤unu da ekledi.

Geçen y›l Tullow’un hisse fiyat› yüzde 70 oran›nda düflerek flirke-tin piyasa de¤erini 1.18 milyar pound (1.68 milyar dolar) yapt›.Firman›n düflük hisse fiyat› ve piyasa de¤eri, Tullow’un potansiyelolarak bir devralma hedefi oldu¤u anlam›na geliyor.

McDade, “Daha küçük bir flirket olarak her zaman bir devralmahedefi olursunuz” dedi ama Tullow’un sat›flta olmad›¤›n› ekleyerekAfrika’daki ortakl›klar›n›n bölgesel hükümetlerden izinler al›nma-s›n› gerektirece¤inden herhangi bir teklifin de zor olaca¤› konu-sunda uyar›da bulundu.

OIL // PETROL


&&

TRAVEL // GEZ‹


ARTICLE & PHOTOS: ZAFER KIZILKAYA

GYPSIES OF THE SEA: BAJAUSDEN‹Z Ç‹NGENELER‹: BAJAULAR

TRAVEL // GEZ‹


Maybe because of living a nomadic and seafarer’s life throughout the history,

Bajaus are called as “Gypsies of the Sea”. It is estimated that the Gypsies

of the Sea who born and die on board of a ship are coming from the Sulu Islands

located at the south of Philippines.

Tarihleri boyunca göçebe ve denizci bir yaflam süren Bajaular belki de bu yüzden

“Deniz Çingeneleri” diye an›lm›flt›r. Bir teknenin güvertesinde do¤up yine ayn›

yerde ölen Deniz Çingeneleri’nin Filipinler’in güneyindeki Sulu Adalar›’ndan

geldikleri tahmin ediliyor.


Known as one of the best mariner tribes of the region andhaving a life on board by setting sail, hunting and collecting, Bajaus supplied the primary materials of

Sulawesi’s trade with China (sea cucumber, tortoise shell andpearl). Gypsies of the sea became a victim of governmental policies and developing industry just like the other nomadic peoples living in the different regions of the world. Majority ofBajaus vanished within the terrestrial population after beingforced to a permanent settlement. Understanding that they cannot accommodate themselves to a life surrounded with fourwalls, a small group returned to the oceans

Tukang Besi Islands in the southeast of Indonesia’s Sulawesi Islandis one of the last points where those Bajau colonies anchored andspend a semi-nomadic life. Almost all of the Bajau settlements arebuilt on either the shallow reefs on open seas or piles on shore.Fishing still forms the most important part of their lives while theyfeed themselves with almost everything they collect on coral reefs.Nowadays, Bajau divers are fishing with spears and small eye masksthey made of wood and glass by themselves. However, the brilliantecological wealth of the region they live in is facing serious problemsbecause of the fishing methods introduced by Chinese merchants.Those merchants tried to instill two most powerful methods ofpoaching namely, fishing by dynamite and cyanide as a life-style forthe Bajaus. And the result is an ecologic tragedy ending with thedestruction of coral reefs evidenced in many parts of Indonesia.Today, various Bajau boats are picked up and arrested while fishingon north Australia shores where they hunt sea cucumbers for ages.

Bölgenin en iyi denizci kavimlerinden biri olarak bilinen, bü-tün hayatlar› tekne üzerinde yelken basarak, avc›l›k ve top-lay›c›l›k yaparak geçen Bajaular, Sulawesi’nin Çinle yapt›¤›

ticaretin temel materyallerini (deniz h›yar›, kaplumba¤a kabu¤uve inci) temin etmifller. T›pk› dünyan›n di¤er bölgelerinde yaflayangöçebe insanlar gibi, deniz çingeneleri de hükümet politikalar›n›nve geliflen endüstrinin kurban› oldular. Yerleflik hayata mecburedilen Bajaular›n birçoklar› karasal nüfus içerisinde kaybolup gitti. Küçük bir grup ise dört duvarla çevrili bir yaflama uyum sa¤-layamayacaklar›n› anlay›p tekrar okyanuslara döndü.

Endonezya’n›n Sulawesi Adas›’n›n güneydo¤usundaki Tukang Besi Adalar›, bu Bajau kolonilerinin demirledi¤i ve yar› göçebeolarak yaflad›¤› son noktalardan biri. Bajau yerleflim yerlerinin hemen hemen tamam› ya aç›k denizlerdeki s›¤ resifler üzerinde yada k›y›da kaz›klar üzerinde kurulmufl durumda. Mercan resifi üze-rinde toplayabildikleri hemen her fleyle beslenirken, avc›l›k yaflam-lar›n›n hala en önemli k›sm›n› oluflturuyor. Bugünlerde Bajau dal-g›çlar› tahta ve camdan kendi yapt›klar› küçük göz maskeleri vez›pk›nlarla avlan›yorlar. Ancak, Çinli tüccarlar›n getirdi¤i avc›l›kyöntemleri yüzünden yaflad›klar› bölgenin göz kamaflt›r›c› ekolojikzenginli¤i de ciddi sorunlarla karfl› karfl›ya. Bu tüccarlar yasad›fl›avc›l›¤›n en kuvvetli iki yöntemi dinamit ve siyanürle bal›k avc›l›-¤›n› Bajaulara yaflama biçimi olarak afl›lamaya çal›flm›fllar. Sonuçlar› ise Endonezya’n›n birçok yerinde tan›k olunan mercanresiflerinin yok olmas›na varan bir ekolojik trajedi. Bugün, bir çokBajau teknesi yüzy›llard›r deniz h›yar› ç›kard›klar› kuzey Avus-tralya sahillerinde avlan›rken yakalan›p tutuklan›yor.

TRAVEL // GEZ‹

TRAVEL // GEZ‹

It is estimated that the

Gypsies of the Sea who born and die

onboard a ship are coming from

the Sulu Islands at the south of Philippines.

Bir teknenin güvertesinde do¤up yine ayn› yerde ölen

Deniz Çingeneleri’nin Filipinler’in güneyindeki

Sulu Adalar›’ndan geldikleri tahmin ediliyor.


It is estimated that the

Gypsies of the Sea who born and die

onboard a ship are coming from

the Sulu Islands at the south of Philippines.

Bir teknenin güvertesinde do¤up yine ayn› yerde ölen

Deniz Çingeneleri’nin Filipinler’in güneyindeki

Sulu Adalar›’ndan geldikleri tahmin ediliyor.

Nowadays, a farming method is becoming a new life-style forthem: marine algae. A kind of algae living in the shallow watersof the region is an indispensable raw material for cosmetic andpharmaceutical industry. Used in recent years as a substitute foranimal fats in food industry, marine algae are a very harmoniousplant in terms of ecology. The adverse impact on environment ofcollecting and growing them is scarcely any. Picked algae aredried under the sun and then boiled to obtain a gelatinoussubstance. The substance sold in the form of plate or powderfinds a good number of purchasers. Bajaus are growing thosealgae on ropes they tied to the piles fixed to the sea bottom atthe shallows where they live. Fishing with dynamite and cyanideat the region is started to decline together with the increasing

fiimdi onlar için yeni yaflam biçimi olmaya bafllayan bir çiftçilikyöntemi var: Deniz yosunlar›. Bölgenin s›¤ sular›nda yaflayan bir tür yosun kozmetik ve ilaç sanayiinin vazgeçilmez hammadde-si durumda. Son y›llarda besin sanayisinde de hayvansal ya¤lar›nyerine kullan›lmaya bafllanan bu yosunlar ekolojik aç›dan son derece uyumlu bir bitki. Toplanmas›n›n ve yetifltirilmesinin çevreüzerinde olumsuz etkisi ise yok denecek kadar az. Toplanan yosun-lar güneflte kurutulduktan sonra kaynat›larak jelatinimsi bir mad-de elde ediliyor. Daha sonra plakalar halinde veya toz olarak sat›-lan bu madde iyi de al›c› buluyor. Bajaular yaflad›klar› s›¤l›klardadenizin içine çakt›klar› kaz›klara ba¤lad›klar› ipler üzerinde buyosunlar› yetifltiriyorlar. Yosun çiftliklerinin artmas›yla beraber

TRAVEL // GEZ‹


Known as one of the best mariner tribes of theregion and living a life on board by setting sail,fishing and collecting, Bajaus supplied theprimary materials of Sulawesi’s trade with China(sea cucumber, tortoise shell and pearl).

Bölgenin en iyi denizci kavimlerinden biri olarakbilinen, bütün hayatlar› tekne üzerinde yelkenbasarak, avc›l›k ve toplay›c›l›k yaparak geçenBajaular, Sulawesi’nin Çinle yapt›¤› ticaretintemel materyallerini (deniz h›yar›, kaplumba¤akabu¤u ve inci) temin etmifller.


number of algae farms. Perhaps, this development is a milestonefor the coral reefs exposed to the risk of extinction.

Those ancient sea nomads living without water, school andhealthcare are in a struggle for existence in 21st century. Neitherthe Bajaus are the same as the old sea gypsies nor are the seaswealthy as they were before. The only thing they know andbelieve is the fact that the sea on which they live will not deprivethem of food.

Bajau divers are fishing with spears and small eye masks they madeof wood and glass by themselves. However, also the brilliantecological wealth of the region they live in is facing serious problemsbecause of the fishing methods introduced by Chinese merchants.

bölgedeki dinamit ve siyanürle bal›k avc›l›¤› da azalmaya bafllad›.Bu geliflme yok olma tehlikesiyle karfl› karfl›ya bulunan mercan resifleri için belki de bir dönüm noktas›.

Suyu, okulu ve hiç bir sa¤l›k hizmeti olmadan yaflayan bu eski deniz göçmenleri 21. yüzy›lda yaflama savafl› veriyorlar. Art›k neBajaular eski deniz çingeneleri gibiler, ne de denizler eskisi gibizengin. Bildikleri ve inand›klar› tek fley, üzerinde do¤duklar› deni-zin onlar› aç b›rakmayaca¤›.

Bajau dalg›çlar› tahta ve camdan kendi yapt›klar› küçük göz mas-keleri ve z›pk›nlarla avlan›yorlar. Ancak, Çinli tüccarlar›n getirdi-¤i avc›l›k yöntemleri yüzünden yaflad›klar› bölgenin göz kamaflt›-r›c› ekolojik zenginli¤i de ciddi sorunlarla karfl› karfl›ya.

TRAVEL // GEZ‹

& &

The name of Turgut Ayd›n Holding’s company, targeting toprovide full-scope commercial and technical services forshipowning companies across the world, is Ayd›n Deniz

‹flletmecili¤i A.fi.or Ayships inshort. Currently,the companyportfolio consistsof five dry bulkcarriers, three ofwhich is under construction andtwo is operated.One of the vessels operatedis a 56,830 dwtSupramax andthe other one is a61,191 dwtUltramax. Allthe vessels,including three64,000 dwtUltramaxesunder construction, areSingaporeflagged and

Turgut Ayd›n Holding’in dünya genelinde armatörlük firmala-r›na tam kapsaml› ticari ve teknik hizmetler vermeyi hedefle-yen flirketinin ad› Ayd›n Deniz ‹flletmecili¤i A.fi. ya da k›saca

Ayships. fiu anda flirket portföyünde üçü inflada, di¤er ikisi ise iflletmede olan toplam befl adet dökme yük gemisi bulunuyor. ‹fllet-mede olan gemilerin biri 56,830 dwt Supramax, di¤eri de 61,191dwt Ultramax. Yap›m› süren üç adet 64 bin dwt Ultramax’larlabirlikte gemilerin tamam› Singapur’da kurulu olan SuseSea Hol-dings Pte. Ltd.’e ait ve Singapur bayrakl›.

K›sa süre önce Ciner Grup’tan transfer edilen Genel Müdür G.Burak Alkoç’la Ayships’i ve beklentilerini konufltuk. Alkoç, ‹s-tanbul Teknik Üniversitesi Denizcilik Fakültesi Gemi Makinalar›‹flletme Mühendisli¤i Bölümü mezunu. Dünya Denizcilik, Aktif De-nizcilik, Ciner Denizcilik gibi sektörün iddial› flirketlerinde, deniz-de ve karada aflama aflama üst düzey yöneticili¤e kadar uzayan birkariyere sahip. Aikido sanat›, self defense ve yelken sporu ile ya-k›ndan ilgilenen, motorsiklet merak› olan ve bateri çalan Alkoç,çok yönlü, renkli bir kiflilik.

Turgut Ayd›n Holding’in denizcilik sektörüne girme karar› al-d›¤› 2010 y›l›, piyasalar›n kar›fl›k oldu¤u, agresif bir dönemdi.Yaflan›lan geliflmelerle bafllayal›m sohbetimize…

Evet özellikle o y›llar bizim gibi baz› holdinglerin, büyük grupla-r›n denizcili¤e armatör ya da iflletme firmas› olarak yönelme veyat›r›m yapma karar› verdi¤i y›llard›. Çünkü krizle paralel gemi fi-yatlar›nda önemli düflüfller yaflan›yordu. Ayd›n Deniz ‹flletmecili-¤i’nin filosuna katt›¤› ilk gemi, Singapur merkezli SuseSea Hol-

MANAGEMENT // ‹fiLETME


AYSHIPS PREFERS CONTROLLED GROWTHAYSHIPS KONTROLLÜ BÜYÜMEY‹ TERC‹H ED‹YOR

HAL‹S ÖZTÜRK

Ayd›n Örme, Memorial Health Group, English Home, A101, Taff Yap›, Pizza Lazza, Salon Burger, Depomaxx, As Lisans,

Ayships... The adventure started in 1958 of Turgut Ayd›n continues with these very ambitious investments. Gathering

all its companies under a single roof and aiming to reach a total employment figure of 40 thousand by the end of 2016,

the holding is one of the “industrialists” targeting controlled growth in its maritime company established in 2010.

Ayd›n Örme, Memorial Sa¤l›k Grubu, English Home, A101, Taff Yap›, Pizza Lazza, Salon Burger, Depomaxx,

As Lisans, Ayships... Turgut Ayd›n’›n 1958’de bafllayan serüveni, bu son derece iddial› yat›r›mlarla devam ediyor.

Tüm flirketlerini bir çat› alt›nda toplayan ve 2016 sonunda 40 bin kiflilik istihdam rakam›n› yakalamay› öngören

Holding, 2010 y›l›nda yöneldi¤i denizcilik iflletmesinde kontrollü büyümeyi hedefleyen “sanayici”ler aras›nda.

G.Burak Alkoç


belongs to Singapore based SuseSea Holdings Pte. Ltd.

We talked about the company and his future expectations withManaging Director G.Burak Alkoç who was transferred fromCiner Group recently. Alkoç graduated from Istanbul TechnicalUniversity Maritime Faculty Marine Engineering Department.He has a career gradually reaching to the position of seniormanager through serving, on sea and shore, in ambitiouscompanies of the maritime industry like Dünya Denizcilik, AktifDenizcilik and Ciner Denizcilik. Alkoç is an all round, colorfulpersonality who is a fan of motorcycles, interested in the art ofAikido, self-defense and sailing and plays drums.

2010, the year when the Turgut Ayd›n Holding decided toenter in maritime industry, was an aggressive period withthe markets in chaos. Let us start with the developmentsexperienced...

Right, especially in those years, some large groups and holdingslike us decided to tend towards and make investment in maritimeindustry as ship owners or management companies. For, therewere significant decreases in ship prices in parallel with thecrisis. The first vessel that Ayships included in its fleet was56,830 dwt Supramax, SOLDOY belonging to Singapore-basedSuseSea Holdings Pte Ltd and delivered in 2011, following thebuilding process in the Yangfan shipyard of China. It is a 189.90m long, 32.26 m wide vessel with 12.80 m draft

The second vessel was GREAT 61, a 61,191 dwt Ultramaxbulker with super eco-design that was built in NACKS shipyardof Japan (Nantong Cosco Kawasaki Ship Engineering Co. Ltd)and delivered in April 2015 to the same owner. The ship with199.90 meters full length and 32.26 m beam has a draft of 13.0 meters.

Both vessels were operated by Densan Denizcilik previously. As Ayship, we took over the operation of NK classed ships as ofJanuary 1, 2016.

Besides, our portfolio also contains three 64,000 dwt, super-ecoships and also Japan-designed new building orders belonging toSuseSea Holdings under construction. Now we act as technicalsupervisor of these vessels named SORSI, ULTRALAZ andSOTKA, and we will carry out their technical management aftertheir delivery. These are the first vessels of the series thatTsuneishi Cebu shipyard gives outside. The shipyard built thefirst of the series for its own use and the second, third and forthships for SuseSea Holdings Pte.Ltd.

The ships called as TESS64 Aeroline, have a new, very specialdesign and advantage that Japanese are proud of. First of all,they are 5 tons advantageous in terms of fuel consumptioncompared to other super-eco types. For, the main engine on theseships is a last generation MAN B&W 6S50ME-B9.5. Fresh,clean air is pumped directly to the engine room from the side ofliving quarters, through the vortex. It has a rudder bulb design.Its propeller is optimized and it has fin, stator in addition; that

dings Pte Ltd’ye ait olan ve Çin’deki Yangfan tersanesinde inflaedilerek 2011 sonunda teslim edilen 56,830 dwt Supramax SOLDOY oldu. Gemi 189.90 m tam boy, 32.26 m en ve 12.80 msu çekimine sahip.

‹kinci gemi, donatan› yine ayn›, infla yeri Japonya NACKS tersa-nesi (Nantong Cosco Kawasaki Ship Engineering Co. Ltd) olan,2015 Nisan ay›nda teslim edilen 61,191 dwt Ultramax super ecodizayn dökmeci GREAT 61 idi. 199.90 m tam boy ve 32.26 m enesahip geminin su çekimi 13.0 m.

Her iki gemiyi de daha önce Densan Denizcilik iflletiyordu. 1 Ocak2016’dan itibaren, NK klasl› gemilerin iflletmesini Ayships olarakal›p yapmaya bafllad›k.

Portföyümüzde ayr›ca SuseSea Holdings’in 64,000 dwt, süper ecove yine Japon tasar›m› olan yap›m aflamas›nda üç yeni gemi inflasiparifli daha var. Yeni infla teknik gözetimini üstlendi¤imiz SORSI, ULTRALAZ ve SOTKA isimli bu gemilerin de teslimlerin-den sonra teknik iflletmelerini yapaca¤›z. Tsuneishi Cebu tersane-sinin ayn› seriden d›flar›ya verdi¤i ilk gemiler bunlar. Serinin ilkgemisini tersane kendisi için yap›yor. ‹kinci, üçüncü ve dördüncügemileri ise SuseSea Holdings Pte.Ltd. için infla ediliyor.

TESS64 Aeroline diye adland›r›lan gemiler, Japonlar›n gurur duy-du¤u yeni, çok özel bir tasar›ma ve avantaja sahipler. Öncelikle


is to say, it is a very special design. Besides, waterline isoptimized and frictional and wind resistance is reduced. In addition to these features, exhaust gas discharge of thegenerators is connected to the engine economizer and the powergeneration is increased in that way. As you know, Japanese arevery successful at design. Of course, also the form of the vesselsare very different, and it is planned to deliver them every othertwo months as of the mid 2017. Just as we did in the previousprojects, our team and the shipyard are working together todevelop this design.

Namely, owner of the ships is SuseSea Holdings in Singaporeand technical manager is Ayships. Nevertheless, why Singapore?

We have a pleasant dialogue with Singapore. As you know,Singapore is the hearth, center of the maritime industry in the Far East side. We set up an office in Singapore considering thesituations necessitating to resolve the problem of time-difference onissues like agency services, technical problems of the vessels orchartering relations. Indeed, it is important in terms of ourmanagement leg to have active offices in 4 locations in parallel withSingaporean shipowning company; Istanbul, Singapore, Londonplanned for April and Tokyo or Busan in the forthcoming period.

What kind of a path you are planning to follow for growth?

Naturally, the course of the market is an important factor but we have to keep the range wide and tend towards different shiptypes in different packages in order to spread the risk. Our targetis to keep 10 bulkers, 5 tankers and 3 container ships around3,000 TEU in our management. In my opinion, we have toexpand the typical management frame from now on. Findingcargo, the number of ships under your management, your abilityto charter and detailed management expertness are veryimportant. Besides, we are planning to offer technical servicesand supervision service in the newbuilding field to othercompanies. For, the staff that we formed through transfers froma number of important maritime companies of the industrycontains a qualified team involved in numerous shipbuildingprojects in the Far East for a long period of time.

What is your assessment related with the industry in thenear future?

It seems like 2016 will be a hard year. Bulk market is also indistress. Because when you look at the orderbook, you see aconsiderable amount of bulk vessels to be launched at thebeginning of 2016. Considering that, the freight rates will bearound the levels of the previous year and even below them withthese new buildings, we foresee that a hard year is waiting forthe ship owners. To lay-up the Capesize, Kamsarmax vessels inparticular, may create a minor mobility in the market in theshort term. Some 400 vessels were laid-up as of the beginning ofthe year. Some of the bulkers operating in the Istanbul, ‹zmitand Piraeus regions are examining the conditions of lay-up for 6months or 1 year. There are too many parameters in maritime

yak›t tüketimi bak›m›ndan di¤er süper eco’lara göre yaklafl›k 5 toncivar› daha avantajl›lar. Çünkü bu gemilerde ana makine olarakson jenerasyon MAN B&W 6S50ME-B9.5 var. Yaflam mahallininyan taraf›ndan direkt makine dairesine vortex sayesinde temiz, ta-ze hava bas›l›yor. Rudder bulb dizayn› mevcut. Hem pervanesi op-timize edilmifl, hem de fin, stator mevcut, yani çok özel bir dizayn.Ayr›ca tekne su hatt› da optimize edilmifl durumda, sürtünme verüzgar direnci azalt›lm›fl. Bunlara ilave olarak jeneratörlerin eg-zoz gaz ç›k›fllar› ana makina ekonomizerine ba¤lanm›fl; bu sayedesitim üretimi art›r›lm›fl. Japonlar biliyorsunuz dizayn konusundaçok baflar›l›lar. Tabii formu da farkl› olan bu gemilerin 2017 ortas›ndan itibaren ikifler ay arayla teslim edilmeleri planlan›yor.Bu dizayn›n gelifltirilmesi için ekibimizle tersane daha önceki pro-jelerde de oldu¤u gibi birlikte çal›fl›yor.

Yani gemilerin donatan› Singapur’daki SuseSea Holdings,teknik iflletmecisi ise Ayships. Peki neden Singapur?

Singapur’la olan iyi diyaloglar›m›z mevcut. Sonra Singapur bili-yorsunuz denizcili¤in Uzakdo¤u taraf›ndaki kalbi, merkezi. Acen-telik hizmetleri, gemilerin teknik problemleri veya kiralama mü-nasebetleri nedeniyle saat fark› sorununun ortadan kalkmas› gere-ken durumlar düflünülerek Singapur’da da bir ofis aç›ld›. Asl›ndaiflletme aya¤›m›z için Singapurlu armatörlük firmas› ile paralel 4noktada; ‹stanbul, Singapur, Nisan ay›nda planlanan Londra veönümüzdeki dönemlerde Tokyo ya da Busan’da aktif ofislerimizinolmas› önemli.

Büyüme için nas›l bir yol izlemeyi planl›yorsunuz?

Marketin gidiflat› elbette önemli bir etken, ama riski da¤›tmak içinyelpazeyi genifl tutmam›z, farkl› sepetlerde farkl› gemi tiplerine yö-nelmemiz gerekiyor. Hedefimiz, iflletmemizde 10 adet dökmeci, 5 adet tanker ve 3 adet de 3,000 TEU civar›nda konteyner gemisibulundurmak. Bence art›k tipik iflletme çerçevesini geniflletmemizgerekiyor. Yükünüzün olmas›, iflletmenizdeki gemi adedi, gemi kira-lama yapabilmeniz ve detayl› iflletme uzmanl›¤› son derece önem ta-fl›yor. Biz bir de bunun yan› s›ra, di¤er firmalara teknik hizmetler veyeni inflada gözetim hizmetleri vermeyi planl›yoruz. Çünkü sektörünönemli pek çok denizcilik firmas›ndan transfer ederek oluflturdu¤u-



industry. If the number of scrap ships increases; if the new ruleslike Tier III, which is being implemented in new buildings as ofthis year, or Ballast Water Management enters into effectimmediately (but according to the announcement of California, itis not seen possible till 2020), then it is certain that the industrywould relax a little because of the impact of the fleet age andrenewal. There are other factors need to be taken into accountlike the limited growth in China, low oil prices, failure of Indiato realize the anticipated acceleration. Even if it is hard to saysomething under the incalculable conditions of the market, I donot expect a recovery until the end of 2017. Regrettably, thesame situation is valid for the LNG and offshore industries also.I think the recent natural gas agreement with Qatar will bringheat to the region. Besides, the interest of Japan in Turkey andship dismantling may create a positive activity in time.

I believe that this period is not an appealing period forshipowners to buy new bulk carriers. For, there are 3 or 4 yearsold second-hand ships for sale or other affordable resales underthe control of banks or shipyards since the owner could not makethe payment or could not find a bank credit or charterer.Handysizes that can be purchased for 44 million dollars beforethe 2008 crisis are around 17-18 million dollars in Chinacurrently. Ultramax prices fell to 19 million dollars. Again inKorea, there are Capesize vessels for 34 million dollars. We arein an unbroken communication with the investor and ownerSuseSea Holdings and we are targeting to introduce vessels ofdifferent segments into our management.

How do you maintain the management of the current vessels?

The first of the ships under our management currently isoperated in spot market by SuseSea and the second one is time-chartered; and features with its BDI (Baltic Dry Index) + eco,Green Ship Index value. Nevertheless, we have to watch thedevelopments continuously in both cases. Voyage chartering isanother alternative that should be evaluated in crisis period.

muz kadromuzda deneyimli veUzakdo¤u’da y›llarca say›s›z ge-mi infla projesinde bulunmufl do-nan›ml› bir ekibimiz var.

Yak›n gelecekte sektörü nas›lde¤erlendiriyorsunuz?

2016 y›l› kötü geçecek gibi gö-rünüyor. Dökme yük piyasas› daoldukça s›k›nt›l›, çünkü siparifllistesine bakt›¤›n›z zaman yeniinflada 2016 bafl›nda piyasayaç›kacak oldukça yo¤un dökmecigemileri bulunuyor. Bu yeni gi-rifllerle, navlunlar›n yine geçenseneki seviyelerde, hatta birmiktar daha afla¤›da olaca¤›n›

düflündü¤ümüzde, armatörleri zor bir senenin bekledi¤ini öngörü-yoruz. Belki özellikle Capesize, Kamsarmax gemilerin lay-up’a çe-kilmesi piyasada k›sa vadede ufak bir hareketlenme oluflturabilir.Y›lbafl› itibariyle 400’e yak›n gemi lay-up’a çekildi. ‹stanbul, ‹z-mit ve Pire bölgelerinde de bu hatta sefer yapan kuruyük armatör-lerinin baz›lar›, 6 ila 1 y›ll›k lay-up durumunu inceliyorlar. Deniz-cilikte birçok parametre var. Hurdaya ç›kan gemiler artarsa, buy›l itibariyle yeni inflalarda bafllayan Tier III ya da Balast SuyuYönetimi gibi yeni kurallar h›zla yürürlü¤e girerse (ama bu Cali-fornia duyurusuna göre 2020’ye kadar pek olas› gözükmüyor) sek-tör, filo yafl› ve yenilenme etkisi ile elbette biraz daha rahatlaya-cakt›r. Tabii Çin’deki s›n›rl› büyüme, düflük petrol fiyatlar›, Hin-distan’›n beklenen ivmelenmeyi gerçeklefltirememesi gibi birçoketmeni de göz önüne almak gerekir. Piyasalarla ilgili de¤iflen ko-flullarda birfley söylemek zor olsa da ben 2017’nin sonlar›na kadarbir aç›lma beklemiyorum. LNG ve Offshore’da da durum malesefbenzer flekilde. Katar ile yap›lan yeni do¤algaz anlaflmas› bölgeyehareket getirecek diye düflünüyorum. Ayr›ca Japonya’n›n, Türkiyeve gemi söküm konusundaki ilgisi de ilerleyen zamanda müsbet birfaaliyet olacak gibi gözüküyor.

Bu dönemin armatörler aç›s›ndan dökmeci yeni gemiler al›nmas›için cazip olmad›¤›n› düflünüyorum. Çünkü ikinci elde 3-4 yafl›ndaolan ya da sipariflten sat›flta armatörün ödemesini yapamad›¤›,bankadan finanse edemedi¤i, kirac›s›n› bulamad›¤› için tersanedeya da bankalar›n kontrolünde olan çok uygun gemiler var. 2008krizinden önce 44 milyon dolara al›nabilen Handysize’lar›, flu an-da Çin’de 17-18 milyon dolarlara bulabiliyorsunuz. Ultramax’lar19 milyon dolara düfltü. Yine Kore’de 34 milyon dolara Capesizegemiler var. Yat›r›mc›, armatör SuseSea Holdings’le sürekli ileti-flim halindeyiz ve piyasan›n koflullar›na göre, farkl› segmentlerdegemileri iflletmemize kazand›rmay› hedefliyoruz.

Mevcut gemilerin iflletmesini nas›l yap›yorsunuz?

Bizim flu an iflletmemizdeki gemilerin ilki SuseSea Holdings taraf›n-dan spotta çal›flt›r›l›yor, ikinci gemi ise süreli kiralamada ve BDI(Baltic Dry Index) + eco, Green Ship Index de¤eri var. Ama tabii heriki durumda da geliflmeleri sürekli çok iyi kollamak laz›m. Sefer kira-s› da kriz döneminde de¤erlendirilmesi gereken bir di¤er seçenek.



& &

As BIMCO’s hope for a bounce-back in 2016 wanes, shipping should brace itself for yet another challengingyear. Despite this, the International Monetary Fund has

forecast higher GDP growth rates for 2016 across the board. As China re-evaluates its future growth and direction, the shipping industry can expect an uncertain and lower level ofsupport from one of the most important drivers of shippingdemand growth in recent times.

WHAT COULD TURN THIS AROUND?

Europe and Japan, in particular, look like they might providepositive surprises in 2016. The European Central Bank and Bankof Japan are continuously seeking to boost their economies tobring on the sustainable recovery that everyone needs.

In the US unemployment rates are low and GDP growth is high.This means that higher interest rates may be just around the

BIMCO’nun 2016 y›l›na iliflkin toparlanma umudu sönmeküzere. Dolay›s›yla denizcili¤in bir di¤er zorlu y›l için kendi-sini haz›rlamas› laz›m. Buna ra¤men, Uluslararas› Para

Fonu (IMF) 2016 için genel olarak daha yüksek bir GSY‹H büyü-mesi öngörüyor. Çin gelecekteki büyümesini ve yönünü yeniden belirledi¤inden, denizcilik sektörü son zamanlarda tafl›mac›l›k talebindeki büyümenin en önemli faktörlerinden birinden kesin ol-mayan ve daha düflük düzeyde bir destek bekleyebilir.

NE TERS‹NE ÇEV‹REB‹L‹R?

Özellikle Avrupa ve Japonya 2016 y›l›nda olumlu sürprizler yapa-cakm›fl gibi görünüyor. Avrupa Merkez Bankas› ve Japon Banka-s› herkesin ihtiyac› olan sürdürülebilir toparlanmay› h›zland›rmakiçin sürekli olarak ekonomilerini canland›rmaya çal›fl›yor.

ABD’de iflsizlik oranlar› düflük ve GSY‹H büyümesi yüksek. Bu,daha yüksek faiz oranlar›n›n eli kula¤›nda oldu¤u anlam›na geli-

REPORT // RAPOR


MENACING CLOUDS IN THE SKYCAST A SHADOW ON GLOBAL ECONOMIC DEVELOPMENTS

GÖKYÜZÜNDEK‹ TEHD‹TKAR BULUTLAR

KÜRESEL EKONOM‹YE GÖLGE DÜfiÜRÜYOR

2015 never really took off,

even though the global

economic activity looked

stronger earlier in the year.

The negative indicators seen

at the end of 2014 were not

overcome, and we saw a

significantly lower level of

growth for global GDP in 2015 than in the previous

five years. This was primarily due to the struggling

emerging markets and developing economies, led by

changes in China’s economic focus.

Bu y›l›n bafl›nda küresel

ekonomik faaliyetler daha güçlü

görünmesine ra¤men, 2015

hiçbir zaman gerçek anlamda

geçip gitmedi. 2014 sonunda

ortaya ç›kan olumsuz göstergeler

afl›lmad› ve 2015 y›l›nda önceki

befl y›lda oldu¤undan daha düflük

bir küresel GSY‹H büyüme seviyesine tan›k olundu.

Bu durum öncelikle, Çin’in ekonomik odaklanmas›ndaki

de¤iflikliklerin neden oldu¤u, zor durumdaki yükselen

piyasalar ve geliflmekte olan ekonomilerden kaynakland›.

corner. This could raise prices but could also lead to some“cooling off” for investments and consumption across the globe.

The unpredictability of China’s market forces is really causingsome concern. We cannot rely on the usual market forces orconditions within some Chinese industries, which is bringingmore volatility in shipping demand. What seems certain is thatthe rebalancing of its economy from investment to consumer-driven growth will also drag down economic growth. Thistransition is long overdue and - more positively - its greatersustainability should support a steadier level of growth inshipping demand in the future.

In short, a “new normal” has arrived, lowering the GDP-to-trademultiplier generated by global economic activity.

DRY BULK: THE SUPPLY-SIDE WAS PUSHED LOWERAS DEMAND FADED

The dry bulk market experienced a troublesome 2015 as theongoing decline in Chinese coal imports was not countered byany significant upswing elsewhere. Whereas iron ore imports

yor. Bu süreç fiyatlar› yükseltebilir ama tüm dünyada yat›r›mlarve tüketim için belli bir “sakinleflmeye” de yol açabilir.

Çin’in piyasa güçlerinin tahmin edilemez durumda olmas› bellikayg›lara neden oluyor. Baz› Çin sektörlerindeki bildik piyasa güçya da koflullar›na güvensizlik, denizcilik talebine daha fazla de¤ifl-kenlik kat›yor. Kesin görünen tek fley, Çin ekonomisinin yenidendengelenerek yat›r›mdan tüketici-odakl› büyümeye yöneltilmesi-nin, ekonomik büyümeyi de afla¤›ya çekece¤i. Bu geçiflin zaman›çoktan gelmiflti ve -olumlu aç›dan bak›ld›¤›nda- daha fazla olansürdürülebilirlik, gelecekte denizcilik talebinde daha istikrarl› birbüyüme seviyesini destekleyecek.

K›sacas›, küresel ekonomik faaliyetin yaratt›¤› GSY‹H’n›n ticaretçarpan katsay›s›n› düflüren “yeni normal” anlay›fl› kap›da.

KURU DÖKME YÜK: TALEP AZALDIKÇA ARZ TARAFIDAHA DA AfiA⁄I ÇEK‹LD‹

Çin kömür ithalat›nda sürmekte olan düflüfl baflka yerlerde önemli bir iyileflmey-le dengelenmedi¤inden, kuru dökme yükpiyasas› s›k›nt›l› bir 2015 yaflad›. Demircevheri ithalat› 2014’le ayn› düzeydeyken,Çin’den çelik ihracat› yeni bir zirveye ç›karak orta-büyüklükte gemiler için fay-dal› oldu. 2016’da pek çok fley Çin çelikhaddehanelerinin ne yapaca¤›na ba¤l›. ‹çtüketimi aflan miktarda üretime devam m›edecekler, yoksa yerel olarak ç›kar›lm›flcevherin yerine ithal edilmifl cevher mi koyacaklar? Henüz karar verilmedi.

Kas›m ay› sonunda Balt›k Kuruyük Endek-

REPORT // RAPOR


FREIGHT RATE DEVELOPMENTSNAVLUN F‹YATLARI GEL‹fiMELER‹ (2013-2015)

Source: BIMCO, Baltic Exchange and Shangai Shipping Exchange

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BALTIC DRY INDEX & WORLD TRADE VOLUMESBALTIK KURUYÜK ENDEKS‹ VE DÜNYA T‹CARET HACM‹

2010 2011 2012 2013 2014 2015 2106

World Trade Volumes (3m y/y change %, Latest October)

Baltic Dry Index

Source: Thomson Datastream, CPB, Capital Economics

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5,0004,5004,0003,5003,0002,5002,0001,5001,0005000

BDI

Containerships - SCFI - Konteyner gemileriBulk carriers - BDI - Dökme yük GemileriCrude oil tankers - BDTI - Ham petrol tankerleriProduct tankers - BCTI - Ürün tankerleri

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were on a par with 2014, steel export from China reached a newhigh, benefitting mid-sized ships. For 2016, much depends onwhat Chinese steel mills will do. Will they continue productionabove domestic consumption - or substitute domestically minedore with imported ore? The jury is still out.

At the end of November, the Baltic Dry Index hit 498, a new all-time low. For most of the year, the majority of ships havetraded below OPEX levels, resulting in financial losses for manycompanies.

The horrific first half of 2015 brought around a new half-yearrecord for scrapping. Improvements in the freight market duringQ3 regrettably cooled down demolition market activities.Nevertheless, fleet growth recorded a twelve-year low.

In 2016, BIMCO expects the supply-side to grow by around 2%(2.6% in 2015E) - and that this will be helped by a new recordlevel of scrapping. On the demand-side, growth is forecast toremain level. Challenging market conditions in China will belikely to affect the level of risk.

TANKER: AFTER THE PERFECT STORM A STEADIERYEAR AWAITS

Both the crude oil tanker and oil product tanker markets enjoyedan extraordinarily strong freight market throughout 2015;ignited by the drop in oil prices that began in mid-2014 andsupported by a relatively low supply-side growth in 2015. It wasthe best year for all oil tankers since the market crashed in late2008. Strong refinery margins meant that the demand for all oiltankers was high all year - with a momentary pause for much-needed refinery maintenance.

Going forward, the significant building of oil stocks in 2015 mayslow tanker demand growth somewhat in 2016.

BIMCO expects Iran’s return to the crude oil export market in2016 to disrupt current trade patterns. As Iran rebuilds itsmarket share, it will seek to take the place of neighbouring andWest African competitors in supplying European and Asianmarkets. Time will tell if this will also bring higher tankerdemand, but BIMCO does not expect that to happen.

The multi-year slide in the crude oil tanker fleet growth wasreversed in 2015. BIMCO expects the crude oil segment to see afleet growth of around 4.5% in 2016 (2.3% in 2015E). As thedemand-side growth is unlikely to reach the same high level,downward pressure on freight rates will follow.

We expect similar market conditions to develop for oil producttankers, with supply-side growth staying high while the demand-sideis likely to soften after the winter market. For the full year, freightrates are predicted to be lower in 2016 compared to 2015. BIMCOestimates that supply growth for the oil product tanker segment in2016 will be around the same level as in 2015 - which was 5.5%.

si yeni bir en düflük seviye olan 498’e indi. Çünkü y›l›n önemli bölümünde gemilerin ço¤unun OPEX seviyelerinin alt›nda ticaretyapmas› çok say›da flirket için mali kay›plara yol açt›.

2015’in korkutucu ilk yar›s› hurda için yeni bir yar›-y›l rekoru getirdi. Üçüncü çeyrekte navlun piyasas›ndaki iyileflmeler ne yaz›kki söküm piyasas› faaliyetlerini gevfletti. Yine de, filo büyümesi son12 y›l›n en düflü¤ü olarak kaydedildi.

BIMCO 2016’da arz taraf›n›n %2 büyümesini (2015’te %2.6) vehurdaya ay›rma seviyesinde yeni bir rekorun buna katk›da bulun-mas›n› bekliyor. Talep taraf›nda büyümenin dengede kalaca¤› ön-görülüyor. Çin’deki zorlu piyasa koflullar›n›n risk seviyesini etkile-mesi mümkün.

TANKER: MÜKEMMEL B‹R FIRTINADAN SONRA DAHA ‹ST‹KRARLI B‹R YIL BEKL‹YOR

Hem ham petrol, hem de petrol ürünü tankeri piyasalar› 2015 bo-yunca ola¤anüstü güçlü bir navlun piyasas› yaflad›; bu durum,2014 ortalar›nda petrol fiyatlar›n›n düflmesiyle atefllendi ve 2015y›l›nda göreceli olarak düflük arz büyümesiyle desteklendi. 2008sonlar›nda piyasas›n›n çöküflünden bu yana, tüm petrol tankerleriiçin en iyi y›ld›. Güçlü rafineri marjlar›, -rafineri bak›m› için veri-len çok gerekli k›sa süreli bir arayla- bütün y›l boyunca tüm petroltankerleri için talebin yüksek oldu¤u anlam›na geliyor.

‹leriye dönük olarak, 2015 y›l›nda petrol stoklar›n›n önemli ölçü-de birikmesi, 2016 y›l›nda tanker talebi büyümesini belli orandayavafllatabilir.

BIMCO, 2016’da ‹ran’›n ham petrol ihracat piyasas›na geri dönü-flünün mevcut ticaret kal›plar›n› bozaca¤›n› tahmin ediyor. ‹rankendi pazar pay›n› yeniden oluflturdukça, Avrupa ve Asya pazarla-r›na tedarikte komflular›n›n ve Bat› Afrikal› rakiplerinin yerini

REPORT // RAPOR


01.01.2014 01.05.2014 01.09.2014 01.01.2015 01.05.2015 01.09.2015 01.01.2016Source: investing.com

1,500

1,000

500

0

The Baltic Dry Index has been on a consistent downward slumpfor more than five years.

Befl y›ldan uzun bir süredir Balt›k Kuruyük Endeksi sürekli bir düflüfl e¤iliminde.

That’s an 84% fallBu %84 düflüfl demek

All-time lowsTarihin en düflük seviyeleri

0369

BALTIC DRY INDEXBALTIK KURUYÜK ENDEKS‹

CONTAINER: GROWTH ON KEY TRADE LANES ISNEEDED TO RESTORE MARKET DYNAMICS

Disappointing European demand for containerised goods versusthe strong growth of imports into the US slowed the demand forcontainer ships significantly. At the same time, 900,000 TEUworth of ultra large container ship capacity was delivered.Overall, the market imbalance worsened as the supply-side roseto a four-year high (8.0% in 2015E) while the demand-sidegrowth rate hit a three-year low. The lack of head haul volumegrowth on the Asia to Europe trading lane was particularlyworrisome as it accelerated the heavy cascade of ships cloggingup other parts of the network.

The revival of time charter rates in the first part of the year wasnot based on a strong improvement in the fundamental marketbalance, and both spot and time charter rates dropped as theyear passed. Going forward, what is needed to revive Europeanimports of containerised goods is for the Euro to strengthenagainst the Renminbi and for retailers to begin restocking again.

Towards the end of 2015, idled container ship capacity reachinga high not seen since 2010 at over 1 million TEU, as ships of allsizes were swiftly removed from over-supplied trade lanes. But itdid not prove to be enough to counter the drop in demand andsubsequent revenue erosion.

What remains crucial for the industry is to improve thefundamental market balance in 2016. As the lower “newnormal” GDP-to-trade multiplier limits the potential upside ofthe demand-side, careful management of deployed capacity by theindividual operators is still of utmost importance. Last year didnot ease the imbalance as more than 1.6m TEU was delivered in2015. After a record for new capacity entering the market in lastyear, 2016 is set for a much lower influx at around 3.5%. This isnot sufficient and means the challenging market conditions forcontainer shipping will extend for another year.

almaya çal›flacak. Bunun ayn› zamanda daha yüksek bir tanker talebi getirip getirmeyece¤ini zaman gösterecek, ama BIMCOböyle bir beklenti içinde de¤il.

Ham petrol tanker filosu büyümesindeki bir kaç y›ll›k düflüfl 2015y›l›nda tersine döndü. BIMCO, ham petrol segmentinde 2016 y›-l›nda %4.5 civar›nda (2015’de %2.3) bir filo büyümesi öngörüyor.Talep büyümesinin ayn› yüksek düzeye ulaflmas› mümkün görün-medi¤inden bunu navlunlar üzerinde düflüfl bask›s› izleyecek.

K›fl piyasas›ndan sonra talep taraf› yumuflayacakm›fl gibi görünür-ken arz taraf›ndaki büyümenin yüksek kalmas›yla, petrol ürünütankerleri için de benzer pazar koflullar›n›n geliflmesi bekleniyor.Tüm y›l boyunca, 2015’le k›yasland›¤›nda 2016 navlunlar›n›n da-ha düflük olaca¤› tahmin ediliyor. BIMCO, 2016 y›l›nda petrolürünü tanker segmenti için arz büyümesini %5.5 olan 2015 y›l›-n›nkiyle yaklafl›k ayn› düzeyde olaca¤›n› öngörüyor.

KONTEYNER: PAZAR D‹NAM‹KLER‹N‹N DÜZELMES‹ ‹Ç‹NANA T‹CARET ROTALARINDA BÜYÜME GEREK‹YOR

ABD’ye ithalatlar›n güçlü büyümesi karfl›s›nda konteynerle tafl›-nan ürünlere yönelik umut k›r›c› Avrupa talebi, konteyner gemisitalebini önemli ölçüde yavafllatt›. Ayn› zamanda, 900,000 TEUde¤erinde ultra büyük konteyner gemisi kapasitesi teslim edildi.Genel olarak, arz taraf› dört y›l›n en yüksek seviyesine ç›karken(2015’te %8.0) talep taraf› büyüme oran› son üç y›l›n en düflü¤üolarak gerçekleflti¤inden piyasa dengesizli¤i daha da kötüleflti. Budurum a¤›n di¤er bölümlerini t›kayan gemi birikimini h›zland›rd›-¤›ndan, Asya’dan Avrupa’ya ticaret rotas›nda yük faktörlerindehacim büyümesi olmamas› özellikle kayg› vericiydi.

Y›l›n ilk bölümünde kira fiyatlar›n›n canlanmas› temel pazar den-gesinde güçlü bir düzelmeye dayal› de¤ildi ve hem spot, hem de süreli kiralama fiyatlar› y›l ilerledikçe düfltü. ‹leriye dönük olarak,konteynerle tafl›nan ürünlerin Avrupa ithalat›n› canland›rmak içingerekli olan fley, Avro’nun Renminbi karfl›s›nda güçlenmesi ve perakendecilerin tekrar stoklamaya bafllamas› olacak.

2015 sonuna do¤ru, her boyutta geminin arz fazlas› olan ticaretrotalar›ndan h›zla çekilmesiyle, boflta bekleyen konteyner gemisikapasitesinin 1 milyon TEU üzerine ç›kmas› 2010’dan beri görül-meyen bir seviye oldu. Ama talepteki düflüflü ve onu izleyen gelirkayb›n› dengelemek için yeterli olmad›¤› anlafl›ld›.

Sektör için önemini koruyan fley, 2016 y›l›nda temel pazar denge-sini korumak. Daha düflük olan “yeni normal” GSY‹H’n›n ticaretçarpan katsay›s› talep taraf›n›n olas› yükseliflini s›n›rlad›¤›ndan,en önemli fley her bir iflletmecinin kulland›¤› kapasitenin dikkatleyönetilmesi olarak ifade edilebilir. 2015 y›l›nda 1.6 milyon TEU’dan fazla teslimat yap›ld›¤›ndan geçen y›lda dengesizlik azal-mad›. 2015’de piyasaya giren yeni kapasitedeki rekordan sonra,2016 y›l› %3.5 civar›nda çok daha düflük bir girifl için haz›rland›.Bu yeterli de¤il ve konteyner gemicili¤i için zorlu piyasa koflulla-r›n›n bir y›l daha uzayaca¤› anlam›na geliyor.

REPORT // RAPOR


&&

Source: BIMCO

Creativity, entrepreneurship and intelligence… I think this triple combination is the best way ofidentifying the executive in front of you. In our

pages, we are hosting Vahit fiimflek, the Chairman of oneof the powerful players of the industry, AVS Global ShipSupply that loves to lead the way. Mr. fiimflek, whostands out in recent days especially with his extraordinaryand complementary application models, has an ever-ascending business graphic. In fact, this outcome isnot surprising when the steps taken timely and correctlywith foresight are combined with an investigative andqualified team consisting of members proficient in at leasttwo languages.

We made a pleasant talk with him by focusing on thecurrently unparalleled supply management of AVS thatdetermines its frontiers as the world and takes assertivesteps in this field.

Mr. fiimflek, as AVS, you are providing global supply,let us start with the factors that drive you to set acourse in this direction.

Indeed, we had reviewed our fiction about our futureplans when the 2008 crisis started and even before it. Ourdecision was, in all circumstances, to stay in the businessthat we knew. For, we had experienced that the businesswithin our specialization area is more lasting and thesuccess would increase in that way. We had made someimportant strategical decisions within this framework inthe crisis period also. We handed over first our CaptainZaman ferry, then Vatan Konserve and lastly ourcompany performing food logistic, Anele Foreign Trade.New owner of Vatan is Ülker and of Anele is Netlog

Yarat›c›l›k, giriflimcilik, zeka… Karfl›m›zdaki ifl insan›n› engüzel bu üçlü karma tan›ml›yor san›r›m. ‹lklere imza atma-y› seven ve sektörün güçlü oyuncular›ndan olan AVS Küre-

sel Gemi Tedari¤i ve Yönetimi A.fi. Yönetim Kurulu Baflkan› Vahit fiimflek’i sayfalar›m›za konuk ediyoruz. Son dönemlerdeözellikle s›rad›fl› ve tamamlay›c› uygulama modelleriyle dikkat çe-ken fiimflek’in sürekli yükselen bir ifl grafi¤i var. Öngörüyle, zama-n›nda ve do¤ru at›lan ad›mlar; her biri en az iki dil bilen, dona-n›ml› ve araflt›rmac› bir ekiple bütünleflti¤inde bu sonuç pek de fla-fl›rt›c› de¤il do¤rusu.

S›n›r›n› dünya olarak belirleyen ve alan›nda iddial› ad›mlar atanAVS’nin, henüz benzeri olmayan tedarik yönetimi konusunu mer-kezimize alarak hofl bir sohbet gerçeklefltirdik.

Vahit Bey, AVS olarak global tedarik yap›yorsunuz. Rotan›z› buyöne çevirmenizi sa¤layan nedenlerle bafllayal›m sohbetimize.

Asl›nda 2008 kriziyle birlikte, hatta belki biraz da krizden öncegelece¤e yönelik, ne yapmak istedi¤imizle alakal› kurgumuzu göz-den geçirmifltik. Ald›¤›m›z karar, her koflulda bildi¤imiz iflte kal-mak yönündeydi. Çünkü uzman olunan iflin daha kal›c› oldu¤unuve baflar›n›n artaca¤›n› deneyimlemifltik. Kriz döneminde de buçerçevede önemli baz› stratejik kararlar ald›k. ‹lk olarak CaptainZaman feribotumuzu, ard›ndan Vatan Konserve’yi ve son olarakda g›da lojisti¤i yapan Anele D›fl Ticaret flirketimizi devrettik. Va-tan’›n yeni sahibi Ülker, Anele’ninki de Netlog Lojistik oldu. Bizde yepyeni projelerle denizcilik sektöründe kalmay› tercih ettik.Ald›¤›m›z ve prati¤e geçirdi¤imiz bu stratejik kararlar›n yans›ma-lar›n› de¤erlendirdi¤imizde de, son derece yerinde olduklar›n› veyaratt›klar› art›lar› görüyoruz.

Biliyorsunuz, fiimflek ailesi olarak 30 y›ld›r denizcilik sektöründetedarik ifli yap›yoruz. Ancak AVS ile bunu bir ad›m ileriye tafl›ma-ya karar verdik. Y›llara dayanan çok sa¤lam bir tedarik a¤›m›z ve

SUPPLY // TEDAR‹K


AVS IS A PIONEER IN GLOBAL SUPPLYAVS KÜRESEL TEDAR‹KTE ÖNCÜ

D‹LDAR ÜNDE⁄ER

In parallel with its 30 years background and experience in maritime industry, AVS is taking important steps in four

issues that complement each other; supply management, technical ship management, crew management and software…

Denizcilik sektöründeki 30 y›ll›k birikimin, yaflanm›fll›¤›n paralelinde birbirini tamamlayan dört konuda

önemli ad›mlar at›yor AVS; tedarik yönetimi, teknik gemi iflletmecili¤i, personel yönetimi ve yaz›l›m…

Logistic. And we preferred to stay in maritime industry withbrand new projects. When we evaluate the reflections of thisstrategic decisions that we made and put into practice, we arewitnessing that they were sound and have created surplus value.

As you know, fiimflek family is carrying out supply business inmaritime industry for 30 years. But we decided to carry it a stepfurther with AVS. We have a very sound supply network andrelationships backed by many years. We built an extraordinarybusiness model within this frame and then put it into practice. Wedesigned our model in a way to meet all the requirements of thecustomers we serve, whether Turkey-based or international. Westarted out by analyzing the global supply market moreprofoundly. Majority of our customers are from abroad or Turkishshipowners, operators whose vessels are hardly ever calling atTurkey. Therefore, we had to create service areas in ports theycalled at if those heavy tonnage ships operating across the worldseas were not coming to Turkey anymore. After all, we are amember of ISSA (International Ship Suppliers’ Association) foryears. We made agreements with suppliers in 80 different cornersof the world by using the advantages of our recognized familyname. Then we began to give services with quite charming pricesto our customers calling at those locations. Today, we have anactive supply network at 450 points in some 100 countries.Therefore, when the ships of our customers from Turkey or anyother country go to those geographies, we supply all theirrequirements from a-to-izzard through our contractual suppliers.Additionally, we are the first and the only company in Turkey inthis field.

How the catering side of supply is developed?

In consequence of our talks with our customers, we understandtheir need of receiving supply from third parties professionally.In business life, nobody wants to meet with surprises related withthe costs. Employer wants to know the delivery period and costof a product and to place this data in annual budget plans asexactly as possible. In other words, he prefers to manage thesurprises better.

In fact, chandlery costs come after the personnel, fuel, insurance,maintenance-repair etc. in a ship’s total operating costs andconstitutes a small share like 5-6%. However, it is a time-consuming item that has to be systematized and resolved interms of mentality. So, as a matter of occupationalresponsibility, we made an internal study to see how we couldcarry this problem to the point of zero risk and minimumsurprise for our customers. Within this scope, we organized our“catering” system, in other words contracted supply, conformingto MLC 2006 standards. We developed a practice that can meetall the needs of ship crew and at a certain daily price per capita,we agreed with our customers who receives regular service fromus. We are keeping the minimum stock that these companies areobliged to keep onboard; offering a certain quality service fortheir crew and ensuring that they experience no problems relatedwith this issue. And we are sending their unsurprised invoices atthe end of the month.

iliflkilerimiz var. Bu çerçevede s›rad›fl› bir ifl modeli kurgulad›k,ard›ndan da uygulamaya koyduk. Modelin Türkiye ya da uluslara-ras› merkezli, hizmet verdi¤imiz müflterilerimizin tüm ihtiyaçlar›-n› karfl›layabilecek boyutta olmas›n› planlad›k. Global tedarik pa-zar›n› daha da derinlemesine analiz ederek yola koyulduk. Müflte-rilerimizin ço¤u yurtd›fl›ndan ya da art›k gemileri Türkiye’ye nere-deyse hiç u¤ramayan Türk armatörler, iflletmeciler. Dolay›s›yla,dünya sular›nda çal›flan bu büyük tonajl› gemiler Türkiye’ye gelmi-yorsa, bizim onlar›n u¤rad›¤› limanlarda hizmet alanlar›m›z› olufl-turmam›z gerekiyordu. Zaten y›llard›r ISSA/Uluslararas› GemiTedarikçileri Birli¤i üyesiyiz. Sektörde soy ismimizin biliniyor ol-mas›n›n da avantajlar›n› kullanarak, dünyada 80 farkl› noktadakitedarikçilerle özel anlaflmalar yapt›k. Ard›ndan da o co¤rafyalaragiden müflterilerimize oldukça cazip fiyatlarla hizmet vermeyebafllad›k. Bugün yaklafl›k 100 ülkede ve 450 noktada aktif bir te-darik a¤›m›z mevcut. Dolay›s›yla art›k gerek kendi ülkemizden,gerekse herhangi bir ülkeden hizmet verdi¤imiz müflterilerimizingemileri o co¤rafyalara gitti¤inde, A’dan Z’ye bütün ihtiyaçlar›n›anlaflmal› tedarikçilerimiz kanal›yla temin ediyoruz. Üstelik buanlamda Türkiye’de ilk ve tek firmay›z.

Peki tedarikte catering boyutu nas›l geliflti?

Müflterilerimizle yapt›¤›m›z görüflmeler paralelinde art›k onlar›nda ifllerini profesyonel olarak 3. flah›slardan tedarik etme ihtiyaç-lar›n› gördük. Hiç kimse ifl hayat›nda maliyetlerle ilgili sürpriz ya-

SUPPLY // TEDAR‹K


Vahit fiimflek

This practice, which is also a “first” in Turkey, is performedacross the world only by a handful of companies. Then again, we tailored software to meet the special needs of our customers,completed our substructure works and organized our team.Currently, we are providing service to some 150 ships owned byour domestic and foreign customers through the said project westarted 3 years ago.

Another system we developed is based upon a fully transparentcost-plus pricing principle and some shipowners prefer thismethod. Instead of establishing a purchasing department withintheir company, they want to receive this service through ourteam having a grasp of the worldwide supply network, and with a margin predetermined together with them. After this point, weare trying to supply every product needed by framing the bestprices and conditions for every single point of the world.

In fact, Turkish ship owner likes to solve things by himself but…

Right, generally this is their characteristic feature but especiallystarting from the crisis, they begin to see this kind of newdevelopments under a positive light. In the end, everything isprice-oriented for the businessperson. They said, “If I outsourcethe work and can control the price; if I can ask question andreceive answer when there is a problem, then why not” and theypromote the project with a very positive approach. We alsoadded in our system a special software called AVS Soft preparedby our software team in order to render this model of practice

flamak istemiyor. ‹flveren bir ürünü ne kadar zamanda, hangi ma-liyetle tedarik edece¤ini bilmek ve y›ll›k bütçe planlar›n›n içerisi-ne, olabildi¤ince net koyabilmek istiyor. Yani bir anlamda sürpriz-leri iyi yönetmeyi tercih ediyor.

Asl›nda kumanya, bir geminin iflletme giderleri toplam›nda perso-nel, yak›t, sigorta, bak›m - onar›m vs.’den sonra geliyor ve %5-6gibi çok küçük bir rakam› oluflturuyor. Ancak zihniyet olarak çö-zülmesi ve sistematize edilmesi gereken oyalay›c› bir kalem. Bizde, mesleki sorumlulu¤umuz gere¤i kendi içimizde müflterilerimi-ze bu sorunu, minimum risk ve minimum sürpriz noktas›na nas›lgetirebilirizin çal›flmas›n› yapt›k. Bu kapsamda da MLC 2006Standartalar›na uygun “catering” sistemimizi oluflturduk ya dadi¤er ad›yla sözleflmeli tedarik. Ve düzenli hizmet verdi¤imiz müfl-terilerimizle, günlük adam bafl› belli bir ücret üzerinden anlafla-rak, gemi personelinin tüm ihtiyac›n› karfl›layabilecek bir uygula-ma gelifltirdik. Bu firmalar›n, geminin üzerinde tutmalar› gerekenminimum sto¤unu tutuyor, belli bir kalitede çal›flanlar›na hizmetveriyor ve bu konuda herhangi bir problem yaflamamalar›n› sa¤l›-yoruz. Ay sonunda da sürprizsiz faturalar›n› gönderiyoruz.

Türkiye için yine bir “ilk” olan bu uygulamay› dünyada da ancakbir elin say›s› kadar firma yap›yor. Üstelik bunun için müflterileri-mizin özel ihtiyaçlar›na yönelik yaz›l›mlar haz›rlatt›k, altyap› ça-l›flmalar›m›z› tamamlay›p, ekibimizi de oluflturduk. 3 sene öncebafllatt›¤›m›z bu projeyle düzenli hizmet verdi¤imiz yerli ve yaban-c› müflterilerimize ait gemi say›m›zsa 150 civar›nda.

Gelifltirdi¤imiz bir di¤er sistem de, maliyet+kâr fleklinde tama-men fleffaf fiyatland›rma esas›na dayan›yor ve baz› armatörler bu-nu tercih ediyor. Mevcut gemileri için bir sat›n alma departman›oluflturmak yerine, bu hizmeti, dünyadaki tedarik a¤›na hakim eki-bimiz üzerinden, kendileri ile önceden belirlenmifl bir marjla yap-mak istiyorlar. Biz de bu noktadan sonra ihtiyaç duyulan her ürü-nü, dünyan›n her noktas› için en uygun fiyat ve flartlar› tesis ede-rek tedarik etmeye çal›fl›yoruz.

Türk armatörü kendi içinde baz› fleyleri çözmeyi sever asl›nda ama…

Do¤ru genelde böyle bir karakteristik özelli¤e sahipler ama özel-likle krizle birlikte bu tür yeni aç›l›mlara çok pozitif bakt›lar. So-nuçta ifl insanlar› için her fley rakam odakl›. “‹fli d›flar›ya verip ra-kam› kontrol alt›nda tutabiliyorsam, bir problem oldu¤unda hesa-b›n› sorup, cevab›n› da alabiliyorsam neden olmas›n” dediler veçok güzel bir yaklafl›mla projeyi desteklediler. Bu uygulama mode-lini daha küresel hale getirebilmek için yaz›l›m ekibimizin haz›rla-d›¤› AVS Soft ad›ndaki çok özel bir program› da sistemimize da-hil ettik. Böylece hem müflterilerimize daha profesyonel boyuttahizmet verecek, hem de flirket içerisinde bu projeleri daha sa¤l›kl›yönetebiliyor olaca¤›z.

Tedarik konusunda ayda kaç gemiye hizmet veriyorsunuz?

fiu aflamada tedarik noktas›nda ayda ortalama 300-350 gemiyehizmet veriyoruz. Orta vadedeki hedefimiz bu rakam› 550-600 ge-miye ç›karmak. Bununla birlikte tabii catering noktas›nda da ay-n› flekilde sözleflmeli gemi oran›m›z› yükseltmek istiyoruz.

SUPPLY // TEDAR‹K


more global. In this way, we will be able to both provide servicefor our customers more professionally and manage these projectsmore sturdily within the company.

You are giving supply service for how many ships every month?

Currently, we are providing supply service for average 300-350ships monthly. Our mid-term target is to increase this number upto 550-600 ships. At the same time, of course we want toincrease our contracted ship rate in catering side also.

What is your rate of growth in supply side?

The growth between the last year and this year is 27%. And thisrate will increase on regular basis since there is no limit for ourjob. We are a Turkey-based company but our service area is allthe existing ports of the world. We are a local ship chandler inevery corner of the world but also in a position to define all thesuppliers across world as our own supply centers.

Often ship crew are from different nations. How do yousatisfy the expectations of ship owner related with variety ofchandlery for these personnel?

We have different packages. For there is a scale which every shipowner wants to see onboard and they do not want to lower thetone. Besides, there are sine qua non criteria related with theinternational seafarers, and the minimum amount of service wecan give for the ships is already defined. Of course, we are alsosupplying all other kinds of consumables of the ship besides food.For, servicing other consumable items to a company, with whomwe made contractual food agreement, provides importantadvantages for both sides. Indeed, what we are trying to do is,with the help of a solution-oriented approach, to developalternative products for the risk owner in maritime industry toconvince him working with us.

Meanwhile, as AVS Global Supply, we procure 20% of oursupply from Turkey and 80% from the suppliers in othercountries within our network.

What about the extent of the technical services?

There are foreign companies that we consider as our strategicalpartners. One of them is Holland-based Q Shipping providingship management and technical ship management services. A foot of the company is in Turkey. Therefore, we obtain a partof the technical services from them and when this service is notsufficient, we provide it from outside.

Do you have different projects with Q Shipping?

As AVS, we have a partnership in 50% shares of Q Shipping.Other 50% belongs to one of the leading companies of the worldthat offers crew management service for ships under the name ofMarlow Navigation.

Marlow gives personnel service for the ships that I providetechnical management service. As you know, there are importantchallenges in Turkey related with ship personnel. And we take a

Tedarik konusundaki büyüme oran›n›z ne peki?

Geçen seneyle bu sene aras›nda % 27’lik bir art›fl söz konusu. Vebu oran düzenli olarak yükselecek. Çünkü iflimizin s›n›r› yok. Bizmerkezi Türkiye, ama hizmet yeri dünyadaki tüm mevcut limanlarolan bir flirketiz. Hem dünyan›n her yerinde lokal bir gemi kuman-yac›s›y›z, hem de dünyadaki bütün tedarikçileri kendi tedarik mer-kezlerimiz olarak tan›mlayacak bir noktaday›z.

Peki armatörün zaman zaman farkl› milletlerden olan perso-nelinin kumanya çeflitlendirmesiyle ilgili beklentilerini nas›lkarfl›l›yorsunuz?

Farkl› paketlerimiz var. Çünkü genelde her armatörün gemisininüzerinde görmek istedi¤i bir skala söz konusu ve onu düflürmek is-temiyor. Bir de zaten uluslararas› gemiadamlar›yla ilgili olmazsaolmaz kriterler var ve bizlerin gemilere minimum ne kadarl›k hiz-met verece¤i tan›mlanm›fl durumda. Tabii g›dayla birlikte geminindi¤er her türlü tüketim malzemelerini de tedarik ediyoruz. Zirasözleflmeli g›da anlaflmas› yapt›¤›m›z firmaya, di¤er tüketim ka-lemleri için de servis vermemiz çift tarafl› olarak ciddi avantajsa¤l›yor. Asl›nda yapmaya çal›flt›¤›m›z çözüm odakl› davranarak,deniz sektöründeki risk sahibine bizimle çal›flabilece¤i alternatifliürünler gelifltirmek.

Bu arada AVS Global Supply olarak tedarik temininin %20’siniTürkiye’den, %80’ini ise network’ümüzdeki farkl› ülke tedarikçile-rimizlerden yap›yoruz.

Teknik hizmetler ne boyutta?

Bizim stratejik ortakl›k yapt›¤›m›z yabanc› firmalar var. Bunlar-dan biri de gemi iflletmecili¤i ve teknik gemi iflletmecili¤i hizmet-leri veren Hollanda merkezli Q Shipping. fiirketin bir aya¤› Türki-ye’de. Dolay›s›yla teknik hizmetlerin bir bölümünü oradan karfl›l›-yoruz, karfl›layamad›¤›m›z noktada da d›flar›dan temin ediyoruz.

Q Shipping’le farkl› projeleriniz de var m› peki?

Q Shipping’in %50’sinde AVS olarak ortakl›¤›m›z var. Di¤er %50 ise Marlow Navigation ad›nda gemilere personel yönetimi hiz-meti sunan dünyan›n önde gelen flirketlerinden birine ait.

Marlow benim teknik iflletmecilik hizmeti verdi¤im gemile-rin, personel iflini yap›yor. Türkiye’de gemi personeli nok-tas›nda oldukça büyük s›k›nt›lar var biliyorsunuz. Biz de bukonuda bir ad›m att›k. fiubat ay›nda AVS- Marlow birlik-teli¤iyle, denizcilik sektörü için yeni bir personel yönetimiofisini hizmete geçiriyoruz. Marlow’un yaklafl›k 20 bin ça-l›flan› var. Konteyner a¤›rl›kl› 1,200 gemiye personel yöne-timi hizmeti veriyorlar. Bizim g›dada yapt›¤›m›z›n ayn›s›n›onlar personelde yap›yor.

Bu konuda Türkiye’deki hedefiniz ne?

Bir kere Türkiye’de de sisteme dahil olan armatör personelde¤iflikli¤iyle, sigortas›yla, gittisiyle geldisiyle hiç u¤rafl-mayacak.

Di¤er taraftan Türk denizcisini de düzenli çal›flabilece¤i birdamar›n içerisine koyabilece¤iz. Yani gemiadam› sözlefl-

SUPPLY // TEDAR‹K


step in this direction. In February, we are putting a new crewmanagement office for maritime industry into service with AVS-Marlow partnership. Marlow has nearly 20 thousand employees.They are offering crew management service for 1,200 ships mostof which is container. They are doing the same thing in personnelside what we are doing in food side.

What is your target in Turkey related with this issue?

First, the shipowner included in the system will not be busy withcrew changes, insurances, comes and goes anymore in Turkey.

On the other side, we will be able to place Turkish seafarer into achannel where he can work regularly. That is to say, when thecontract of a seafarer is terminated, he will not think aboutwhether he will be able to work in the next contract or not. Hewill have a job automatically within the system. Thus, Turkishseafarer would also be in the international market in a sense.

If you ask where this will take us in AVS; I can say that we willstart to send our own cooks to the ships we provide contractedservice. Beginning from the end of 2016, we will employ some ofthe cooks, existing in the personnel pool of the system, in ourown projects.

In brief, we will continue with such investments that complementeach other. We purchased a plaza in Istanbul-Maltepe forbringing all the teams working in different projects of AVSunder the same roof and transforming our works into a morecompact structure. We will begin to give service for ourcustomers from that location starting from February.

An important leg of your complementary investments issoftware. What are the developments in this side?

We purchased 50% shares of Edmar, a software and consultancycompany, owner of important software projects in maritimeindustry during the last 10 years. The company generates softwaresolutions, certified by international organizations, which allowadministration from a single center of all processes related withship and office management in maritime industry and thosesolutions are used in more than 150 ships.

Also, the software project prepared for Ro-Ro ships is finished.

Lastly, what would you say about the present day andtomorrow of the industry?

The reason for the distress experienced now is seen like ademand and supply gap. However, on the one side, a number of investors foreign to the industry are trying to get involved inmaritime and on the other side, we are trying to overcome thecrisis for a long time together with the seniors of the industry.We have witnessed many hardships but none of them lasted thatlong. I believe that the real owners of the industry will triumphultimately. We will see better days especially in 2017 andafterwards. Every hardship is followed by an ease. The importantthink is to be able to endure until the peak of this distress. I think that this period in shipping is about to finish generally inthe world, privately in Turkey.

mesi bitti¤inde, bir sonraki sözleflmede çal›fl›p, çal›flmayaca¤›n›düflünmeyecek. Sistemin içinde otomatik olarak bir ifli olmufl ola-cak. Böylece bir anlamda Türk denizcisi, uluslararas› pazara dagirmifl olacak.

Bu bizi AVS’de nereye götürecek diye sorarsan›z; sözleflmeli hiz-met verdi¤imiz gemilere kendi aflç›lar›m›z› göndermeye bafllayaca-¤›z diyebilirim. 2016 sonlar›ndan itibaren sistemin içerisindekipersonel havuzunda yer alan aflç›lardan baz›lar›n› kendi projemiz-de kullanmaya bafllayaca¤›z.

Özetle böyle birbirini tamamlayan yat›r›mlarla yolumuza devamedece¤iz. AVS’nin farkl› projelerinde görevli tüm ekibini ayn› ça-t› alt›nda toplayabilmek ve çal›flmalar›m›z› daha kompakt bir kur-guya dönüfltürebilmek için de ‹stanbul-Maltepe’de bir plaza ald›k.fiubat ay›ndan itibaren müflterilerimize oradan hizmet vermeyebafllayaca¤›z.

Tamamlay›c› yat›r›mlar›n›z›n önemli bir aya¤› da yaz›l›m. Bukonudaki geliflmeler ne yönde?

Son 10 y›ld›r denizcilik sektöründe yaz›l›m noktas›nda ciddi pro-jelere imza atan Edmar Yaz›l›m ve Dan›flmanl›k firmas›n›n %50hissesini ald›k. Söz konusu firma, denizcilik sektöründe gemi veofis yönetimi ile ilgili tüm süreçlerin tek merkezden yönetilebilece-¤i ve uluslararas› kurulufllardan sertifika alm›fl yaz›l›m çözümleriüretiyor, 150’den fazla gemide de kullan›l›yor.

Ro-Ro gemileri için yap›lan yaz›l›m projesi de tamamlam›fl durumda.

Son olarak sektörün bugünü ve gelece¤i için ne söylersiniz?

Yaflanan s›k›nt›n›n nedeni, arz-talep dengesizli¤i olarak görülüyor.Bununla birlikte, bir taraftan sektörün yabanc›s› birçok yat›r›mc›denizcili¤e dahil olmaya çal›fl›yor, di¤er taraftan da bizler uzunzamand›r sektörün eskileriyle krizleri aflmaya çal›fl›yoruz. Çok s›-k›nt›lar gördük, ama hiç biri bu kadar uzun sürmemiflti. ‹nan›yo-rum ki, sektörün gerçek sahipleri en sonunda kazanacak. Özellik-le 2017 y›l› ve sonras› daha güzel günler olacak. Her zorlu¤un ar-kas›nda bir kolayl›k vard›r. Önemli olan, o zorluk sürecinin zirve-sine kadar dayanabilmektir. Ben denizcilik sektöründe, özeldeTürkiye’de, genelde dünyada bu sürecin tamamlanma aflamas›ndaoldu¤unu düflünüyorum.

SUPPLY // TEDAR‹K


&&



GLOBAL OFFSHORE PATROL VESSELSKÜRESEL AÇIK DEN‹Z DEVR‹YE GEM‹LER‹

Offshore Patrol Vessels (OPVs) are the fastest growing segment of the Naval Vessels Market.

At least 24 countries are known to have a total of 136 OPVs on order and 30 countries have plans for up to

another 276 at a total value of over $60 billion. The total number of OPVs on order has increased

by 4.4% in the last year, while the number planned has also increased by 4%.

Donanma Gemileri piyasas›n›n en h›zl› büyüyen dilimidir, Aç›k Deniz Devriye Gemileri (OPV).

En az›ndan 24 ülkenin toplam 136 OPV siparifli bulundu¤u ve 30 ülkenin de 60 milyar dolar› aflan toplam

de¤ere sahip 276 civar›nda ek gemi için planlar› oldu¤u biliniyor. Siparifl edilen toplam OPV say›s›

son bir y›lda %4.4 artarken planlananlar›n say›s› da %4 artt›.



The total number of OPVs in operation worldwide hasincreased from 681 to 776 in the last year, but an additional 49 Chinese and 16 Taiwanese vessels, previously

not included, but now classified as OPVs have been added to thetotal. Disregarding these additional vessels, the world OPV fleethas actually grown by 4.4% in the last year.

Asia has the largest proportion of the current fleet (44%) andthe numbers on order (46%). Japan and India have 50% of theAsian vessels between them, while India alone has 26% of thetotal vessels on order worldwide.

The proportion of the total number of OPVs on order worldwide,in South America, has increased from 13%-15% over the lastyear, while in Europe, the proportion on order has increasedfrom 8% to 19% of the worldwide total and in North America,from 6% to 15%.

OPVs can be broadly classified into two types: the first; high-endwar-fighting vessels with expensive weapon systems and C4Isuites and the second; more basic patrol vessels, designed forsustained low intensity missions and equipped with basic gunarmaments, standard navigation sensors and built to commercialstandards.

Which of these types a country chooses depends on itsparticular naval requirements, resulting from its geographiclocation, political aspirations and intended role of its navalforce. However, the majority of OPV programmes are of thelow-cost, multi-role variety. These are being used in anincreasing number of roles, including fishery protection,pollution control, fire-fighting, salvage or search and rescue(SAR), counter-narcotics, humanitarian operations andexclusive economic zone (EEZ) patrol.

Geçen y›l dünya genelinde çal›flan toplam OPV say›s›681’den 776’ya ç›kt› ama daha önce bu gruba dahiledilmeyen oysa flimdi OPV olarak s›n›fland›r›lan ilave 49

Çin ve 16 Tayvan gemisi toplama eklendi. Bu ilave gemiler gözard› edildi¤inde, dünya OPV filosunun geçen y›l fiili olarak %4.4artt›¤› görülüyor.

Asya, mevcut filonun en büyük oran›na (%44) ve en yüksek say›dasiparifle (%46) sahip. Asya gemilerinin %50’si Japonya veHindistan aras›nda paylafl›l›rken, dünya genelinde siparifl edilmiflolan toplam gemilerin %26’s› tek bafl›na Hindistan’a ait.

Dünya genelinde siparifli verilmifl OPV toplam say›s›n›n oran›Güney Amerika’da geçen y›l %13-%15 artarken bu oranAvrupa’da toplam dünya genelinin %8’inden %19’una ve KuzeyAmerika’da da %6’dan %15’e ç›kt›.

OPV’ler genel olarak iki tipe ayr›l›yor. Bunlardan ilki; pahal›silah sistemleri ve C4I süitleriyle üst düzey muharip gemiler,ikincisi ise; düflük yo¤unlukta sürekli görevler için tasarlanm›fl,ticari standartlarla infla edilmifl ve temel silah teçhizat›, standartnavigasyon sensorlar›yla donat›lm›fl daha temel özellikte devriyegemileri.

Bir ülkenin bu tiplerden hangisini seçti¤i onun co¤rafi konumun-dan, politik amaçlar›ndan ve deniz kuvvetlerinin planlanan rolün-den do¤an özel donanma gereksinimlerine ba¤l› olarak flekilleni-yor. Ancak, OPV planlar›n›n ço¤u düflük-maliyet, çoklu-rol türün-den oluyor. Bunlar bal›kç›l›¤› koruma, kirlilik denetimi, yang›nsöndürme, kurtarma ya da arama ve kurtarma (SAR), uyuflturu-cuyla mücadele, insani operasyonlar ve özel ekonomik bölge(EEZ) devriyesi de dahil olmak üzere giderek artan say›dagörevler için kullan›l›yor. &&

After four years of sanctions, it is no surprise that there isa great deal of uncertainty around what can be done,especially since a host of U.S. sanctions remain in place.

U.S. citizens continue to be generally prohibited from engagingin transactions or dealings involving Iran, including theGovernment of Iran and Iranian financial institutions.

Iran’s initial increase in exports will likely come from its oilstockpiles. Iran has significant amounts of oil stored on tankers(the estimates range between 30-50 million barrels), althoughmost of that is reportedly condensates. Additional volumes arecurrently stored at onshore facilities. According to AIS Live, onevessel, the M/V Serena, a 2013 built VLCC owned by theNational Iranian Tanker Company, has lifted anchor and iscurrently on its way with a cargo of oil. This vessel had beenused for floating storage at Assaluyeh Anchorage (off the coastof Iran) since December 2014. The Serena is reportedly on herway to India. India is part of a small group of countries that alsoincludes China, South Korea, Turkey and Japan (among others)that were allowed to continue to import limited volumes ofIranian crude while the sanctions were in place.

Selling additional oil to existing customers will be much easierthan trying to ship oil to customers in Europe, for example.European oil companies and traders have indicated that there aresignificant legal uncertainties that need to be clarified before theywill buy Iranian crude. Question marks around vessel insurance,the availability of letters of credit from banks to facilitate tradeand a lack of dollar clearing are some of the hurdles that may

Dört y›l süren yapt›r›mlardan sonra ve özellikle de pek çokABD yapt›r›mlar› sürerken, yap›labilecekler konusundaönemli ölçüde belirsizlikler olmas› flafl›rt›c› de¤il. ABD va-

tandafllar›n›n, ‹ran Hükümeti ve ‹ranl› finans kurumlar› da dahilolmak üzere, ‹ran’la ba¤lant›l› ifllemler ya da ifllerde yer almala-r›yla ilgili yasak genel anlamda devam ediyor.

‹ran’›n ilk ihracat art›fl›n›n petrol stoklar›ndan kaynaklanmas› olas›görünüyor. Önemli bölümünün yo¤ufluk oldu¤unun söylenmesine ra¤-men, ‹ran tankerlerde stoklanm›fl büyük miktarda (tahminlere göre30-50 milyon varil) petrole sahip. Ek hacimler flu anda k›y›lardakitesislerde depolan›yor. AIS Live’a göre, Ulusal ‹ran Tankerfiirketi’ne (NITC) ait 2013 yap›m› VLCC M/V Serena demir ald› veflu anda petrol yüküyle yoluna devam ediyor. Bu gemi 2014 Aral›kay›ndan beri (‹ran aç›klar›ndaki) Assaluyeh demirleme bölgesindeyüzer depo olarak kullan›l›yordu. Söylenenlere göre, Serena Hindis-tan’a gidiyor. Hindistan, yapt›r›mlar henüz sürmekteyken s›n›rl› mik-tarlarda ‹ran petrolü almas›na izin verilen (di¤erlerinin yan› s›ra)Çin, Güney Kore, Türkiye ve Japonya’dan oluflan küçük bir grubununiçinde yer al›yor.

Mevcut müflterilere ilave petrol satmak örne¤in, Avrupa’daki müfl-terilere petrol yollamaya çal›flmaktan çok daha kolay olacakt›r. Av-rupa petrol flirketleri ve tüccarlar›, ‹ran ham petrolünü sat›n alma-ya bafllamalar›ndan önce aç›¤a kavuflturulmas› gereken önemli ya-sal belirsizlikler oldu¤una dikkat çekti. Ortadan kald›r›lmas› hafta-lar alabilecek olan engellerden baz›lar› gemi sigortas›, ticareti h›z-land›rmak için banka kredisi mektuplar›n›n mevcudiyeti ve dolarmahsubundaki yetersizlik etraf›nda dolanan soru iflaretleri olarakgörünüyor. Bu, dünyan›n petrolle dolu olmas›n› ve fiyatlar›n2004’ten beri en düflük seviyelerde dolaflmas›n› de¤ifltirmiyor.

MARKET // P‹YASA


THEY’RE BACK! IRANIAN OIL RE-ENTERS THE WORLD MARKETS

GER‹ DÖNDÜLER!‹RAN PETROLU DÜNYA P‹YASALARINA YEN‹DEN G‹R‹YOR

Recently, international sanctions related to Iran’s nuclear program were lifted after the International

Atomic Energy Agency verified that Iran had completed the key physical steps triggering sanctions relief.

Some of the immediate questions facing the tanker market are: When will the additional oil start flowing;

Which/whose ships will be used and where will it go?

Uluslararas› Atom Enerjisi Ajans›’n›n ‹ran’›n yapt›r›mlar›n hafifletilmesini bafllatan önemli fiziksel ad›mlar›

tamamlad›¤›n› do¤rulamas›n›n ard›ndan, ‹ran’›n nükleer program›yla ilgili uluslararas› yapt›r›mlar geçen

hafta sonunda kald›r›ld›. Tanker piyasas›n› bekleyen acil sorulardan baz›lar› flunlar: ‹lave petrol ne zaman

akmaya bafllayacak; Kime ait/hangi gemiler kullan›lacak ve nereye gidecek?

take several weeks to clear. It does not help that the world isawash in crude and prices are at their lowest levels since 2004.

From a shipowners’ perspective, one of the key factors thatremains uncertain is P&I insurance cover. Many P&I clubs don’tknow yet what will happen if they have to pay for a claiminvolving Iranian oil or ports. Because the remaining sanctionson Iran prohibit transactions of U.S. citizens with Iranianinterests, P&I clubs feel that they might not be able to fullyrecover claims involving Iranian interests. U.S. insurers andreinsurers may be unable to meet their obligations and pay aclaim with an Iranian nexus. Without clarity on this, owners maybe hesitant to call at Iranian ports.

We assume that the remaining issues around Iranian exports willbe resolved over the next few weeks or months and over themedium to long-term, it is expected that Iran will significantlyramp up both production and exports. Iran’s productionremained relatively flat over the past three years, while sanctionswere in place, averaging 2.8 million barrels per day (b/d). TheU.S. Energy Information Administration (EIA) forecasts thatIran’s crude oil production will reach 3.3 million b/d by the endof 2016, and almost 3.6 million b/d in 2017 (see figure 2).There is some uncertainty about Iran’s ability to mitigateproduction decline rates, deal with technical challenges and howquickly they can bring new oil fields into production.

With respect to the implication for the crude oil tanker market, itappears that the Iranian crude, as well as their fleet of tankers, willre-enter the world markets more gradually than initially expectedand the impact on the tanker market may be more muted. Until theuncertainties around items such as P&I insurance are resolved,NITC will try to use their own tonnage to move their additionalcrude to markets. We expect these markets to remain predominantlyin Asia, until European customers are comfortable with the legaland financial implications of importing Iranian crude oil.

Gemi donatan› aç›s›ndan bak›ld›¤›nda, belirsiz kalan önemli et-menlerden biri de P&I sigorta kapsam›. Pek çok P&I kulübü ‹ranpetrolü ya da limanlar›yla ilgili bir tazminat talebini ödemeleri ha-linde ne olaca¤›n› henüz bilmiyor. ‹ran üzerinde sürmekte olan di-¤er yapt›r›mlar ABD vatandafllar›n›n ‹ran ç›kar›na ifllemler yap-malar›n› yasaklad›¤›ndan, P&I kulüpleri ‹ran ç›karlar›n› içerentazminat taleplerini tam olarak karfl›layamayabileceklerini düflü-nüyorlar. ABD sigorta flirketleri ve reasürörleri yükümlülükleriniyerine getiremeyebilir ve ‹ran ba¤lant›l› bir tazminat› ödemeyebi-lir. Bu konuya bir aç›kl›k getirilmedi¤i sürece gemi sahipleri ‹ranlimanlar›na yanaflma konusunda karars›z kalacakt›r.

‹ran ihracat›yla ilgili di¤er konular›n önümüzdeki birkaç hafta ya daay içinde ve orta ya da uzun vadeli olarak çözülece¤ini düflünüyoruz.Bu arada ‹ran’›n da hem üretim hem de ihracat›n› önemli ölçüde art-t›rmas› bekleniyor. Yapt›r›mlar›n sürdü¤ü dönemde ‹ran’›n üretimi sonüç y›lda günde ortalama 2.8 milyon varille (v/g) göreceli olarak yataydurumda kald›. ABD Enerji Enformasyon ‹daresi (EIA) 2016 sonunda‹ran ham petrol üretiminin 3.3 milyon ve 2017’de de yaklafl›k 3.6 mil-yona v/g ulaflaca¤›n› öngörüyor. ‹ran’›n üretim düflüfl oranlar›n› azalt-ma, teknik sorunlarla bafla ç›kma yetene¤i ve yeni petrol alanlar›n› neh›zla üretime geçirebilece¤i konusunda da baz› belirsizlikler mevcut.

Ham petrol tanker piyasas› için sonuçlar›n› de¤erlendirdi¤imizde, öyle gö-rünüyor ki ‹ran ham petrolü ve tanker filolar› dünya piyasalar›na bafllan-g›çta beklenildi¤inden daha yavafl olarak girecek ve tanker piyasas›ndakietkisi daha yumuflak olacak. P&I sigortas› gibi konular› çevreleyen belir-sizlik çözülene dek NITC ek petrolünü piyasalara tafl›mak için kendi to-najlar›n› kullanmaya çal›flacak. Avrupal› müflteriler ‹ran ham petrolü al-man›n yasal ve mali sonuçlar› konusunda kendilerini rahat hissedinceyekadar bu pazarlar›n a¤›rl›kl› olarak Asya’da kalaca¤›n› düflünüyoruz.

MARKET // P‹YASA


HISTORICAL AND FORECASTED IRANIAN OIL PRODUCTION

TAR‹HSEL VE ÖNGÖRÜLEN ‹RAN PETROL ÜRET‹M‹

01.2011 01.2012 01.2013 01.2014 01.2015 01.2016 01.2017

Source: U.S. Energy Information Administration, Short-Term Energy Outlook, January 2016

mill

ion

barr

elsp

erda

y

7

6

5

4

3

2

1

0

IRANIAN FLOATING OIL STORAGE(31.03.2014 - 21.01.2016)

‹RAN YÜZER PETROL STO⁄U

Source: Windward

49.5

40.5

36

Source // Kaynak: POTEN & PARTNERS

non-crudeliquidsdi¤er s›v›lar

crude oilham petrol

Million barrelMonthly Iranian petroleum and other liquids production (2011-17)

Ayl›k ‹ran petrol ve di¤er s›v›lar üretimi (2011-17)

12.2011U.S. imposessanctions on

Iran’s CentralBank

ABD ‹ranMerkez Ban-kas›’na yapt›-r›m uygulad›

07.2012EU import banand shippinginsurancesanctions enactedAB ithal yasa¤›ve nakliye sigor-tas› yapt›r›mlar›yürürlü¤e girdi

10.2015JCPOA adopted

JCPOA benimsendi

16.01.2016Implementation DayUygulama Günü

forecasttahmin

11.2013Joint Planof Action

establishedOrtak Ey-lem Plan›belirlendi

07.2015Joint

ComprehensivePlan of Action

(JCPOA)established

Kapsaml› Eylem Ortak

Plan› (JCPOA)belirlendi01.2015 02.2015 03.2015 04.2015 05.2015 06.2015 07.2015 08.2015 09.2015 10.2015 11.2015 12.2015 01.2016

07.2014 10.2014 01.2015 04.2015 07.2015 10.2015 01.2016

The tanker fleet is fairly modern, following the single hullphase out of the early 2000’s and the ordering wave duringthe great commodity boom from 2004 to 2008. This is

illustrated by relatively modest scrapping in the last several years.

There are an estimated 92 crude tankers of Aframax size andlarger that will be 20 years and older by the end of the year. Thecurrent VLCC fleet consists of 653 vessels with an additional 128(20% of the fleet) on order. 26 of the trading VLCCs will reachan age of 20 years or older by the end of this year and could beconsidered potential scrapping candidates in the coming years tooffset the fleet growth. The Suezmax fleet consists of 426 tankerswith 129 vessels (30%) on order but only 21 vessels were builtprior to 1997. For Aframaxes, we are adding older coated tankersto the crude fleet as these vessels are more likely to be employedin the dirty trades as the economics of maintaining the coatingsworsen, especially in a poor market. The Aframax fleet has 594crude tankers and an orderbook of 92 vessels (15%). The numberof Aframax tankers older than 20 years is about half theorderbook at 45 crude tankers including five coated tankers.

Ship owners will continue to trade vessels as long as they feel theycan do so profitably. A major decision point is when the vessel needsto perform a special survey, typically when it reaches 20 years andagain at 22.5 years and 25 years of age. The special survey of such

2000’lerin bafl›nda tek cidarl›lar›n ayr›lmas› ve 2004’den2008’e kadar süren büyük emtia patlamas› dönemindekisiparifllerin ard›ndan tanker filosu oldukça modern. Son bir-

kaç y›lda göreceli olarak daha az miktardaki hurdaya ay›rmalarda bunun bir göstergesi.

Y›l sonunda 20 yafl ve üstünde Aframax ve daha büyük tipte 92ham petrol tankeri olaca¤› hesapland›. Mevcut VLCC filosu 653gemi ve ek olarak sipariflteki 128 gemiden (filonun %20’si) oluflu-yor. Çal›flan VLCC’lerden 26’s› bu y›l›n sonunda 20 yafl›nda ola-cak ve önümüzdeki y›llarda filo büyümesini dengelemek için po-tansiyel hurda adaylar› olarak de¤erlendirilebilirler. Suezmax fi-losu sipariflteki 129 (%30) gemiyle 426 tankerden olufluyor ama1997’den önce infla edilmifl olan yaln›zca 21 gemi var. Afra-max’lara gelince; özellikle zay›f bir piyasa durumunda boya bak›mekonomisi kötülefltikçe bu gemilerin kirli ifllerde kullan›lmas› ola-s› göründü¤ünden daha eski boyal› tankerleri ham petrol filosunaekliyoruz. Aframax filosu 594 ham petrol tankeri ve 92 gemilik(%15) bir siparifl defterinden olufluyor. Befl adet boyal› gemi dedahil olmak üzere 45 olan 20 yafl›ndan büyük Aframax tankerlerisay›s› siparifl defterinin yaklafl›k yar›s› kadar.

Gemi sahipleri bunu karl› bir biçimde yapt›klar›n› hissettikleri sü-rece tanker ticaretine devam edecektir. Genelde 20 yafl›na ve yine22.5 ve 25 yafllar›na geldi¤inde geminin özel bir ekspertiz gerek-

MARKET // P‹YASA


BREAKUP AS BACKUPWHAT IS THE SCRAPPING POTENTIAL OF THE CRUDE FLEET?

YEDEK OLARAK SÖKÜMHAM PETROL F‹LOSUNUN HURDA POTANS‹YEL‹ NED‹R?

Tanker owners are currently doing fairly well, certainly compared to their colleagues in the dry bulk market.However, history shows that such markets do not last forever and when the downturn comes, it is importantthat the supply side can respond quickly. The tanker orderbook is not excessively large in historical termsbut still requires a sizable demand increase to maintain a balanced market in the coming years. Scrapping isthe other variable that influences the supply side of the equation and the question is: What is the potentialfor scrapping to help balance the market in the coming years?

Kuru dökme yük pazar›ndaki meslektafllar›yla k›yasland›¤›nda tanker sahiplerinin iflleri flimdilik oldukça iyidurumda. Ancak, tarih bu gibi pazarlar›n sonsuza dek sürmedi¤ini ve s›k›nt›l› dönem geldi¤inde arz taraf›n›nh›zla yan›t verebilmesinin önemli oldu¤unu gösteriyor. Tanker siparifl defteri tarihsel anlamda afl›r› büyük de¤il, ama yine de önümüzdeki y›llarda dengeli bir piyasan›n sürdürülmesi için önemli ölçüde bir talep art›fl›gerektiriyor. Eflitli¤in arz taraf›n› etkileyen bir di¤er de¤iflken ise hurdaya ç›kartmak ve soru da flu flekilde:Önümüzdeki y›llarda piyasay› dengelemeye yard›mc› olmak için hurda potansiyeli nedir?

older vessels often requires the investment of up to several milliondollars in steel, coatings, etc., dependent on the condition of thevessel. When these special surveys come due during a poor market,owners are more likely to sell the vessel for demolition.

In order to assess the likelihood of tankers heading for the scrapyard, it is useful to examine the employment opportunities ofsuch tonnage. AIS data shows that the vast majority of thesevessels are trading East of Suez. With the exception of 8 PDVMarina Aframaxes, involved in Venezuelan crude trades, andsome Eastern Mediterranean and Black Sea voyages, most ofthese vessels rarely show up in the Western hemisphere, whereterminal operators are often stricter on age limitations. Duringthe last couple of months, about 21 of these tankers werepredominantly involved in Intra-Middle Eastern trades. Of theremaining tankers, 23 vessels have been trading predominantlyfrom the Middle East to Asia, mainly India, China or Korea.Another 10 vessels were employed in Intra-Asian trades.

Another way to look at the data is to examine the special surveydates. Based on Q88 data and estimates, we project that 47tankers will have a special survey due in 2016 and an additional17 in 2017. In 2018, 23 tankers will have their next specialsurvey (and likely some of the vessels with a survey in 2016). Forfour vessels, Q88 data states that their next surveys are in 2019and later. If the market remains strong in 2016, most, if not all,of the scheduled tankers will undergo their special survey, and inthe years thereafter, a smaller number will face the decision.

We forecast a continuation of the strong market for 2016, as highcrude production will continue to require transportation andinefficiencies related to high oil inventories persist. After this year,we foresee weakening freight rates as deliveries increasingly affecttonnage supply and oil inventories start to wind down. Based on theprofile of the fleet, it does not look like there are enough scrappingcandidates to offset the deliveries and quickly support the rates.

tirdi¤i zamanlar önemli bir karar noktas›d›r. Bu gibi yafll› gemile-rin özel ekspertizi, geminin durumuna ba¤l› olarak, s›kl›kla birkaçmilyon dolara kadar ç›kan çelik, boya vb. yat›r›m› gerektirir. Buözel ekspertizler zay›f bir piyasa dönemine denk geldi¤inde sahip-leri gemiyi söküm için satma e¤iliminde olurlar.

Tankerlerin gemi söküm tersanelerine gitme olas›l›¤›n› de¤erlen-dirmek için bu tonajlar›n kullan›lma f›rsatlar›n› incelemek yararl›olur. AIS verisi bu gemilerin ço¤unun Süveyfl’in do¤usunda çal›fl-t›¤›n› gösteriyor. Venezüella ham petrol ticaretinde ve baz›lar› daDo¤u Akdeniz ve Karadeniz yolculuklar›nda kullan›lan 8 PDV Ma-rina Aframax’lar› hariç olmak üzere, bu gemilerin ço¤u terminaliflletmecilerinin s›kl›kla yafl s›n›rlamas› konusunda daha kat› oldu-¤u bat› yar› küresinde ender olarak ortaya ç›k›yor. Son birkaç ayiçinde bu tankerlerden 21’i a¤›rl›kl› olarak Ortado¤u içindeki tica-retlere dahil oldu. Geri kalan tankerlerden 23’ü baflta Hindistan,Çin ya da Kore olmak üzere genellikle Ortado¤u’dan Asya’ya tica-rette kullan›ld›. Bir di¤er 10 gemi Asya içi ticaretlerde yer ald›.

Veriye bakman›n bir di¤er yolu ise, özel ekspertiz tarihlerini araflt›r-mak. Q88 veri ve hesaplar›na dayanarak, 47 tankerin özel ekspertizzaman›n›n 2016 ve di¤er 17 tanesinin 2017 y›l›nda gelece¤ini ön-gördük. 2018 y›l›nda 23 tanker bir sonraki özel ekspertize girecekve öyle görünüyor ki gemilerden baz›lar› 2016’da incelenecek. Q88verisi dört geminin bir sonraki ekspertizinin 2019 ve sonras›nda ol-du¤unu belirtiyor. Piyasa 2016 y›l›nda gücünü korursa, planlanm›fltankerlerin hepsi de¤ilse de ço¤u özel ekspertize girecek ve sonrakiy›llarda daha az say›da gemi için karar verilmesi gerekecek.

Yüksek ham petrol üretimi nakliye gerektirmeye devam edece¤in-den ve yüksek petrol stoklar›yla ilgili yetersizlikler sürece¤inden,2016 y›l›nda güçlü pazar›n devam›n› öngörüyoruz. Teslimler gide-rek artan biçimde tonaj arz›n› etkiledikçe ve petrol stoklar› düfltük-çe, bu y›ldan sonra daha zay›f navlun ücretleri tahmin ediyoruz. Fi-lo profiline bak›ld›¤›nda, teslimleri dengelemeye ve fiyatlar› h›zladesteklemeye yetecek kadar hurda aday› varm›fl gibi görünmüyor.

MARKET // P‹YASA


CRUDE TANKER ORDERBOOK COMPARED TO FLEET REACHING 20 YEARS OF AGE20 YAfiINA ULAfiAN F‹LOYLA KIYASLANDI⁄INDA

HAM PETROL TANKER‹ S‹PAR‹fi DEFTER‹

2016 2016-2017 2016-2018

Mill

ionDW

T

80

70

60

50

40

30

20

10

0

CRUDE TANKER ORDERBOOK COMPARED TO HISTORICAL SCRAPPING

TAR‹HSEL HURDAYA AYIRMAYLA KIYASLANDI⁄INDAHAM PETROL TANKER‹ S‹PAR‹fi DEFTER‹

Source: Poten & Partners Source: Poten & Partners

35302520151050

Source // Kaynak: POTEN & PARTNERS

Mill

ionDW

T

2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018

Aframax Scrapping Suezmax Scrapping VLCC Scrapping

Aframax Orderbook Suezmax Orderbook VLCC Orderbook Aframax Suezmax VLCC

Scrapping Orderbook

Order-book

20+yrs

Order-book

20+yrs

Order-book

20+yrs

K I S A H A B E R L E RB R I E F N E W S


Association of TurkishCoaster Ship Owners and

Operators (KOSDER) conductedan assessment meeting under thetitle of “Decreasing theOperational Costs and Savings”to evaluate the risky decline infreight market. Increasinglycontinuing depression in freightmarket that was started with theeconomic crisis of 2008 and inconsequence of this situation, theemergency of taking measuresfor reducing the ship operationcosts, which is the majorexpenditure item of shippingcompanies, is discussed at themeeting. It is aimed to developan action plan for takingappropriate austerity measuresalso for other items of theoperation expenditures, includingpersonnel expenses primarily.

In the written statement issuedafter the meeting with thesignature of Chairman SalihZeki Çak›r on behalf ofKOSDER, it is emphasized thatthe freight losses should not beconsidered as a problem of shipowners only. Besides, it is statedthat the losses should bedistributed rightfully andsustainably between all thestakeholders includingadministration, in order toprovide a 20% saving on all theitems. The statement continuedas below: “Existing global

economic situation has broughtthe freights down to the level ofhistorical rock bottom. As in allother industries, the mostimportant goal also in marineindustry is to generate profit,and grow together with theinvestments. When abusiness/investment is in a loss,the first measure taken by aforesighted businessman is tofind an answer for the questionof how to profit from the lossand to what extent. Dependingon the success of these measures,other precautions comes to thefore such as downsizing, assetsales, new partners andscrapping the vessels or laid-up.

Ship owners and operators arenow busy with finding a solutionto minimize the loss, and theironly request from the product-service suppliers, whom theyconsidered as their strategicalpartners, is to cut their profits atleast until the freights reach to areasonable level.

Leading financial institutionsanticipates that global economywill experience difficult timesbetween 2016-2018 and as aresult of this, the maritimecompanies would try to supporttheir key elements, shipoperators in a harderenvironment.”

Çak›r touched upon the

Navlun piyasas›ndaki tehli-keli düflüflü de¤erlendir-

mek üzere Koster Armatörlerive ‹flletmecileri Derne¤i (KOS-DER), “‹flletme MaliyetlerininDüflürülmesi ve Tasarruf” ko-nulu bir de¤erlendirme toplan-t›s› yapt›. Toplant›da 2008 y›l›ekonomik kriziyle bafllayannavlun piyasas›ndaki daralma-n›n artarak devam etmesi, bu-nun sonucunda denizcilik fir-malar›n›n ana gider unsuruolan gemi iflletme maliyetleriniazalt›c› tedbirlerin acil flekildegündeme geldi¤i ifade edildi.‹flletme maliyetleri içerisindeöncelikli personel giderleri ol-mak üzere, di¤er kalemler içinde uygun tasarruf tedbirleriüzerinde bir eylem plan› olufl-turmak amaçland›.

Toplant› sonras›nda KOSDERad›na Yönetim Kurulu Baflkan›Salih Zeki Çak›r imzas›yla ya-p›lan yaz›l› aç›klamada, navlunzarar›n›n sadece gemi sahiple-rinin sorunu olarak görülmeme-si üzerinde duruldu. Ayr›ca buzarar›n tüm kalemler üzerindenyüzde 20 tasarruf edilmesi içinidare de dahil olmak üzere tümpaydafllar aras›nda adil ve sür-dürülebilir bir flekilde paylafl›l-mas›n›n gereklili¤i vurguland›.Aç›klama flöyle devam ediyor-du; “Halihaz›rdaki küresel eko-

nomik durum tüm armatörlerinnavlunlar›n› tarihi dip seviyele-re çekmifltir. Her ticari kuru-luflta oldu¤u gibi denizcilik ifl-letmelerinde de en önemli amaçkâr etmek ve yeni yat›r›mlarlabüyümektir. Bir ifl/yat›r›m za-rara gitti¤inde basiretli bir tüc-car›n ilk tedbiri, zarardan nas›lve ne ölçüde kâr edebilece¤iniaraflt›rmak olur. Bu önlemlerinbaflar›s› ölçüsünde de di¤er ted-birler olan küçülme, varl›k sat›-fl›, ortaklar kabul etme veya ge-mileri s›cak/so¤uk devre d›fl›naalma yahut hurdaya verme gün-deme gelir.

Armatör ve iflletmeciler flu an-da zarar› nas›l azaltacaklar› te-lafl›ndad›r ve stratejik ortaklar›olarak gördükleri mal- hizmettedarikçilerinden bu dönemdetek ricalar› kârlar›ndan hiç ol-mazsa navlunlar tekrar makulseviyelere ç›kana kadar feragatetmeleridir.

Önde gelen finans kurulufllar›taraf›ndan 2016-2018 y›llar›aras›nda dünya ekonomisini da-ha zor günlerin bekledi¤i ve bu-nun sonucunda denizcilik fir-malar›n›n ana unsuru olan gemiiflletmelerini daha zorlu bir or-tamda ayakta tutmaya çal›flma-lar› beklenmektedir.”

Yaflanacak bu süreç içerisindebaflta kosterler olmak üzere

Ship Owners Send Distress Signal Armatörler S.O.S. Veriyor


importance of below 9 issuesthat should be taken intoconsideretion in order to ensurethat the Turkish-owned merchantmarine fleet and the coasters inparticular, may overcome thecrisis successfully; • To decrease the lubricant costs

that remained same as beforedespite the declining oil prices,

• To provide recovery in insurance premiums,

• To decrease the taxes, duties,charges levied on SCT excluded bunker,

• For a period of two years, tocancel out the SGK burdenrelated with the crew workingin Turkish flagged vessels,

• To provide discounts off thematerial, shipchandling andrepair-maintenance services,

• To provide that the Turkishbanks giving credit for Turkish

vessels, defer the credit capitaland interests at least for theone year ahead.

• Again, during this critical oneyear period, to provide thesuspension of the administration’s practice inthe direction of 48 hours transit time during the passagesfrom Turkish straights, and tocancel out the expenses such aslight house, coastal health forthe ships to be laid-up,

• To set a 1 USD premium forthe exporters or importerswhen they prefer Turkishflagged vessels for their exportand import cargoes.

• For the two years ahead, torevoke the penalties under anyname inflicted by Ministry ofTransport, Maritime Affairsand Communication and alsoby other Ministries.

Türk sahipli deniz ticaret filo-sunun kriz ortam›ndan en azhasarla ç›kabilmesi için 9 ko-nunun önemine de¤inen Çak›rbunlar›;• Düflen yak›t fiyatlar›na ra¤-

men düflmeyen ya¤ maliyetle-rinin azalt›lmas›,

• Sigorta primlerinde iyileflme-lerin sa¤lanmas›,

• ÖTV’siz yak›ttan al›nan ver-gi, resim ve harçlar›n düflü-rülmesi,

• Türk bayrakl› gemilerde çal›-flan personelin SGK yükününiki y›l süreyle s›f›rlanmas›,

• Malzeme, kumanya, tamir-bak›m hizmetlerinden indi-rimler sa¤lanmas›,

• Türk gemilerine kredi verenyerli bankalar›m›z›n hiç de-¤ilse önümüzdeki 1 y›l içinkredi anapara ve faizlerinin

ertelenmesinin sa¤lanmas›,• Türk bo¤azlardan transit ge-

çifllerde 48 saat transit süre-sinin yine bu 1 senelik kritikdönemde idare taraf›ndan uy-gulanmas›n›n ertelenmesi, s›-cak/so¤uk devre d›fl› (laid-up)b›rak›lacak gemilerden fener,sahil s›hhiye gibi herhangi birmasraf al›nmamas›,

• Tüm ithal ve ihraç yüklerindeithalatç› veya ihracatç›ya 1Amerikan Dolar› Türk bay-rakl› gemi tercih primi veril-mesi,

• Ulaflt›rma Denizcilik ve Ha-berleflme Bakanl›¤› ve di¤erbakanl›klar taraf›ndan muh-telif isimlerde kesilen cezala-r›n önümüzdeki 2 sene içintoptan kald›r›lmas› olarak s›-ral›yor.

EEnnvviirroo && ccoosstt ssaavviinngg ssoolluuttiioonnssEElleeccttrriiffyyiinngg

ccoonnttaaiinneerr ccrraanneess

ÇÇeevvrreeccii vvee ttaassaarrrruufflluu ççöözzüümmlleerrKKoonntteeyynneerr vviinnççlleerriinniinn

eelleekkttrriikk iillee ççaall››flfltt››rr››llmmaass››BM MAK‹NA SAN. VE T‹C. A.fi.

Inönü Mah. Gebze Güzeller Organize Sanayi Bölgesi Ebulfez Elçibey Sok. No: 20 Gebze 41400 Kocaeli TÜRK‹YE Tel: +90 262 751 02 08 / +90 262 751 08 22 E-mail: [email protected] Web: www.bmmakina.com.tr

CCaabbllee RReeeellss KKaabblloo TTaammbbuurrllaarr››BBrraakkeess FFrreennlleerr



It is announced that the firstOffshore Wind Farm Project

of Turkey will be started in2016 and completed in 2025. It is expected that the projectwill meet 40% of Turkey’s totalenergy requirement.

Antalya International University(UAÜ) hosted an assessmentmeeting for the Standards ofTurkey’s first Off-Shore WindFarm. Top representatives fromTurkey’s Ministry of Energy andNatural Resources, the TurkishStandards Institute, the UnitedKingdom Trade and InvestmentDepartment, the Embassy of theUnited Kingdom; facultymembers from the Middle EastTechnical University (METU)and Istanbul TechnicalUniversity (ITU), and companymanagers participated in themeeting. It is pointed out thatTurkey have the potential fornearly 40 gigawatts of eco-friendly wind energy that iscurrently untapped. Followingthe first stage of the projectthat will take two years tocomplete, organizations areexpected to bid for a project tobuild 800 megawatts of threeoffshore wind farm basing on aseparate research project on thepotential for the Turkishcoastline.

In his speech at the meeting,Kamran Khalid Ghouri,Technical Coordinator of theOffshore Wind Farms Standardsof Turkey said that Turkeywould successfully complete theproject by using aviationmethods as well as working withexperienced partners such as theUnited Kingdom and

Scandinavian countries. Ghouripredicted that the project wouldbegin in 2016, and added, “Weanticipate that the project willbe completed in 2025. Afterthis, the entire Antalya regionwill be able to supply its ownenergy needs. Furthermore, itwill create jobs for more than 6thousand people in theindustrial sector. This will thusaffect Turkey’s GDP.Universities such as AIU,METU, and ITU will be activelyengaged in the goal of helpingto solve important problemssuch as seismic loads andfloating foundations. Thisproject will trigger otherprojects like generatingelectricity through solar energy.As regards to energy producedby wind action, the southernregions will be able to produceall of their own energy needs.”

It is anticipated that the cost ofthe project will be around EUR2 billion.

Türkiye’nin ilk Deniz ÜstüRüzgar Çiftli¤i projesinin

2016 y›l›nda bafllay›p, 2025 y›-l›nda tamamlanaca¤› bildirildi.Proje sayesinde Türkiye’ninenerji ihtiyac›n›n yüzde 40’›n›nkarfl›lanmas› bekleniyor.

Uluslararas› Antalya Üniversi-tesi (UAÜ), geçti¤imiz günler-de Türkiye’nin ilk Deniz ÜstüRüzgar Çiftli¤i Standartlar›’nailiflkin de¤erlendirme toplant›-s›na ev sahipli¤i yapt›. Toplan-t›ya, Türkiye Enerji Bakanl›¤›yetkilileri, Türk Standartlar›Enstitüsü ve Birleflik Krall›k Ti-caret ve Yat›r›m Bölümü’ndenüst düzey yetkililer, BirleflikKrall›k Büyükelçili¤i’nden gö-revliler, ODTÜ ve ‹TÜ’den ö¤-retim görevlileri ile flirketlerdenyöneticiler kat›ld›. Toplant›da,Türkiye’nin henüz kullan›lma-m›fl 40 GW’a yak›n çevre dosturüzgar enerjisi potansiyeline sa-hip oldu¤una dikkat çekildi. ‹lkaflamas› yaklafl›k iki y›l sürecek

olan projede sonras›nda Türki-ye’nin sahil fleridi hakk›nda ay-r›nt›l› bir araflt›rma yap›lacakve ihaleyi alan kurulufllar 800MW’l›k üç adet deniz üstü rüz-gar çiftli¤i infla edecek.

Toplant›da konuflan Türkiye De-niz Üstü Rüzgar Çiftlikleri Tek-nik Standartlar› KoordinatörüKamran Khalid Ghouri, Türki-ye’nin havac›l›k yöntemlerinikullanarak, Birleflik Krall›k ile‹skandinav ülkelerinden dene-yimli ortaklarla yap›lacak ifl-birli¤i sayesinde, projeyi bafla-r›yla tamamlayaca¤›n› söyledi.Projenin 2016 y›l›nda bafllama-s›n› öngördüklerini kaydedenGhouri,” Projenin, 2025’te ta-mamlanmas›n› bekliyoruz. Busürecin sonunda bütün Antalyabölgesi elektrik enerjisi ihtiya-c›n› karfl›lama konusunda kendikendine yeter bir duruma gele-cek. Üstelik, 6 binden fazla ki-fliye de endüstri alan›nda istih-dam sa¤lanacak. Böylece, Tür-kiye’nin Gayri Safi Milli Has›-las› da de¤iflecek. UAÜ, ODTÜve ‹TÜ gibi üniversiteler de,deprem yükü ve yüzer temel ta-banlar› gibi ciddi sorunlar›n çö-zümünde destek vermek ama-c›yla projeye dahil olacak. Pro-je, günefl enerjisinden elektriküretimi gibi baflka projeleri detetikleyecek. Rüzgar gücüyleüretilecek enerji sayesinde isegüney bölgesisinin tamam›,elektrik üretimi bak›m›ndan ta-mamen kendi kendine yeter birduruma gelecek” diye konufltu.

Projenin 2 milyar euro’ya ma-lolmas› bekleniyor.

Turkey’s First Offshore Wind Farm Project Starts in 2016Türkiye’nin ‹lk Deniz Üstü Rüzgar Gülü Çiftli¤i Projesi 2016’da Bafll›yor


Cemre Shipyard hassigned contract with

ESVAGT for delivery ofHavyard 831 SOV WindfarmSupport Vessel. NB48Havyard 831 SOV would bedelivered and commenceservice in the second half of2017.

Cemre Shipyard has closecooperation with HavyardGroup AS since 2005. Cemrehas delivered 35 vessels toHavyard up to now. Havyardwill provide the design andequipment package to CemreShipyard on this project.

Main size properties of theproject design which have beendeveloped by Havyard Design& Solution are 58.5 m Lenght,16.6 m Breadth. The vesselhas 12 knots speed and thecapacity of 36 persons.

10 Year Vessel Contract

As part of an ongoing focus onreducing the cost of offshorewind energy, MHI VestasOffshore Wind has signed a 10year contract with leadingoffshore operator Esvagt, for apurpose built service vessel tosupport technicians working onprojects located up to 50 kmfrom the Belgian coast.

Due to the distance fromshore, the technicians willwork and live on the vessel fortwo week periods, the vesselwill also function as a floatingwarehouse, storing spare partsand tools for servicing windturbines offshore. Use of theservice vessel cuts out the longdaily sailing journey from thecoast, less time in transitionmeans more focus on ensuringmaximum availability of thewind turbines.

Cemre Tersanesi Danimar-ka firmas› Esvagt ile Hav-

yard 831 SOV Rüzgar Tarlas›Destek Gemisi yeni infla sözlefl-mesini imzalad›. Cemre, Hav-yard 831 SOV projesini 2017y›l›n›n ikinci yar›s›nda teslimedecek.

2005 y›l›ndan beri HavyardGrup’la yak›n iliflkisi olan ter-sane, bugüne kadar Havyard’a35 gemi teslim etti. Bu projeiçinse Grup’tan tasar›m veekipman hizmeti alacak.

Gemi; 58.5 m uzunlu¤a, 16.6m geniflli¤e ve gelifltirilmiflHavyard & Solution dizayn›na

sahip. 12 knot h›za sahip gemi36 kifli kapasiteli.

10 Y›ll›k Gemi Sözleflmesi

MHI Vestas Offshore Windaç›k deniz rüzgar enerjisi mali-yetlerini afla¤› çekme çal›flma-lar›n›n bir parças› olarak ama-ca uygun infla edilecek aç›kde-niz hizmet gemisi (SOV) içinEsvagt ile 10 y›ll›k sözleflmeimzalad›. Gemi Belçika k›y›la-r›ndan 50 kilometreye kadaraç›klardaki projelerde iki haftasüreyle denizde kalabilecek tek-nisyenlerin çal›flmalar›na des-tek verecek.

Cemre Signs Another Contract With Havyard GroupCemre Havyard Grup’la Bir Anlaflma Daha Yapt›



Ministry of Transport,Maritime Affairs and

Communication gives fullsupport for the acceleration ofmarina projects. Following theBayrakl› Marina plannned tobe built in the Gulf of ‹zmir;also, the master plan ofYeniflakran Marina in Alia¤ais published by the Ministry ofEnvironment andUrbanization.

President of ‹zmir Branch of‹MEAK Chamber of Shipping,Yusuf Öztürk said: “Touristcoming to our country onyacht, spends currency 30times more than a cruisepassenger. And nearly all themarinas in our region workwith a 110% capacity. Wehave to improve our berthingspace capacity in order toreceive further income throughsea tourism. In the AegeanRegion, we are in need of newmarina investigations withspecific features and appealingto different customer groups.”

“We Are Behind OurCompetitors In TheMediterranean”Emphasizing that the seatourism has a wide range fromcruise to diving, wind surf toyachting, Öztürk said: “Wehave to improve all kinds ofsea tourism instead of focusingon its one side only. Yachtingis a kind of tourism where wehave competitive advantage inAegean and Mediterraneanregions. Yacht tourism

develops rapidly across theworld. Turkey should receiveher share from this marketthat grows 8 percent annually.In our country, blue voyageaccesses to 300 thousandtourists every year with around3,000 charters and 30,000beds space; daily yacht toursreaches to 1.5 million touristsevery year with 1,500 boats.Our marina sector contains 56marinas and 21,617 berthingspaces and slipway zones.However, we are failing tomake use of our geographicaladvantage duly when comparedto our competitors, thecountries bordering theMediterranean being in thefirst place. We are ranked fifthafter France, Italy, Spain andCroatia. We would be rankedfourth after the Spain even ifwe can reach to the target of50 thousand berthing spacesplanned for 2023.”

“‹zmir Should Look AfterThe Investments”Pointing out that the yachttraffic will be tripled within 20

Ulaflt›rma, Denizcilik ve Ha-berleflme Bakanl›¤› yat li-

man› projelerinin h›zland›r›l-mas›na tam destek veriyor. ‹z-mir Körfezi’nde yap›m› planla-nan Bayrakl› Yat Liman›’n›nard›ndan Alia¤a’daki Yeniflak-ran Yat Liman›’n›n imar plan›da Çevre ve fiehircilik Bakanl›-¤›’nda ask›ya ç›kar›ld›.

‹MEAK Deniz Ticaret Odas› ‹z-mir fiubesi Yönetim KuruluBaflkan› Yusuf Öztürk, “Yatlaülkemize gelen turist, bir kru-vaziyer yolcusundan 30 kat faz-la döviz b›rak›yor. Üstelik böl-gemizdeki yat limanlar›n›n ta-mam›na yak›n› yüzde 110 ka-pasite ile çal›fl›yor. Deniz turiz-minden daha fazla gelir elde et-mek için, ülkemizin yat ba¤la-ma kapasitesini art›rmal›y›z.Ege k›y›lar›nda kendine hasözelli¤e sahip olan ve farkl›müflteri gruplar›na hitap edenyeni yat liman› yat›r›mlar›naihtiyac›m›z var” dedi.

“Akdeniz’de RakiplerinGerisindeyiz”Deniz turizminin kruvaziyerdendal›fla, rüzgar sörfünden yatç›-

l›¤a kadar çok genifl yelpazeyesahip oldu¤unu vurgulayan Öz-türk, “Sadece bir alana ba¤l›kalmak yerine, deniz turizmininher türünü gelifltirmek zorun-day›z. Yatç›l›k, Ege ve Akdenizbölgelerimizde rekabetçi üstün-lü¤e sahip oldu¤umuz turizmçeflidinin bafl›nda geliyor. Yatturizmi dünyada çok h›zl› büyü-yor. Her y›l yüzde 8 büyüyen bupazardan Türkiye de pay›n› al-mal›. Ülkemizde mavi tur, y›ll›k3 bin dolay›nda charter seferi,30 bin yatak kapasitesi ve 300bin turiste; günlük yat turlar›da 1,500 tekne ile y›lda 1.5milyon turiste ulafl›yor. Marinasektörümüz ise 56 marina, 21bin 617 ba¤lama ve çekek yerikapasitesine sahip. Ancak Ak-deniz’e k›y›s› olan ülkeler bafltaolmak üzere rakiplerimize göreco¤rafi avantaj›m›z› gerekti¤igibi de¤erlendiremiyoruz.Fransa, ‹talya, ‹spanya ve H›r-vatistan’›n ard›ndan 5. s›rada-y›z. 2023 y›l› için planlanan 50bin yat ba¤lama kapasitesineulaflsak bile, ‹spanya’n›n ard›n-dan 4. s›raya yükselebilece¤iz”diye konufltu.

Full Support For Marina InvestmentsYat Liman› Yat›r›mlar›na Tam Destek

Yusuf Öztürk


years; Öztürk said that everynew marina to be built inAegean coast would trigger thegrowth of demand. Afteremphasizing that attaining thegoals is possible only byproviding enough berthingcapacity on due time Öztürksaid: “Within ourresponsibility area reaching toDidim from Ayval›k, there are8 marinas with 3 thousandberthing capacity on sea.Marinas fail to satisfy thedemand in our region and mostof them works with 110percent occupancy rate.Increasing the berthing spacecapacity would also increasethe share we receive fromMediterranean basin. It isestimated that 30 thousandberthing space capacity will beachieved until 2020 togetherwith the marinas under

construction currently and theones in the bidding phase.Yeniflakran, Karaburun, YeniFoça, ‹nciralt›, Bayrakl›,Çeflmealt›, Çeflme fiifne,Seferihisar Ürkmez marinaprojects are planned for ‹zmirregion and they willsignificantly increase thepotential for yacht tourism inthe region. As Izmir, we haveto look after the marinainvestments if we want todevelop our region and countrythrough tourism. We have along way to go in this field.Especially, new marinas to bebuilt in the Gulf of ‹zmir willgive a brand new outlook toour beautiful city. Besides, weneed boat parks and berthingspaces like the ones in Istanbulthat will trigger the small boatdemand, boat sales and newbuildings.”

“‹zmir Yat›r›mlara SahipÇ›kmal›”Yat trafi¤inin 20 y›l içinde 3kat›na ç›kmas›n›n beklendi¤iniifade eden Öztürk, Ege k›y›la-r›nda yap›lacak her yeni yat li-man›n›n talep art›fl›n› tetikleye-ce¤ini söyledi. Hedeflere ulafl-man›n, yeterli yat ba¤lama ka-pasitesinin zaman›nda arz›ylamümkün olabilece¤ine dikkatçeken Öztürk, “Ayval›k’tan Di-dim’e uzanan sorumluluk saha-m›zda 3 bin denizde ba¤lamakapasitesine sahip 8 yat liman›bulunuyor. Bölgemizde yat li-manlar› yetersiz kal›yor ve bir-ço¤u yüzde 110 dolulukla faali-yet gösteriyor. Ba¤lama say›s›-n›n art›r›lmas›, Akdeniz çana-¤›ndan ald›¤›m›z pay› art›ra-cakt›r. Halen inflas› devam edenve ihaleye haz›rlanan yat li-manlar› ile birlikte 2020 y›l›na

kadar 30 bin ba¤lama kapasi-tesine ulafl›laca¤› tahmin edili-yor. Yeniflakran, Karaburun,Yeni Foça, ‹nciralt›, Bayrakl›,Çeflmealt›, Çeflme fiifne, Seferi-hisar Ürkmez marina projeleri‹zmir bölgesi içinde planlanm›flolup, bu projeler bölgedeki yatturizmi potansiyelini önemli öl-çüde art›racakt›r. Turizm ile ül-kemizi ve bölgemizi kalk›nd›r-may› istiyorsak, ‹zmir olarakyat liman› yat›r›mlar›na sahipç›kmal›y›z. Bu alanda gidecekçok yolumuz var. Özellikle ‹z-mir Körfezi içinde yap›lacak ye-ni yat limanlar›, güzel flehrimi-ze yepyeni bir görünüm kazan-d›racakt›r. Ayr›ca bölgemizdeküçük tekne talebiyle tekne sa-t›fl› ve imalat›n› tetikleyecek,‹stanbul’daki gibi tekne ba¤la-ma yerlerine ve tekne parklaraihtiyaç duyuyoruz” dedi.

Subscription form // Abone formu

Dildar Public Relations Co. Ltd. // Dildar Tan›t›m Halkla ‹liflkiler ve Turizm Ltd. fiti.Sinanpafla Mah. Akmaz Çeflme Sokak No:15/14 Befliktafl 34353 ‹STANBUL-TÜRK‹YE Tel: +90 212 259 70 10 (pbx) E-mail: [email protected]

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Y›ll›k abonelik ücreti olan 200 TL’nin Garanti Bankas› Levent fiubesi IBANTR83 0006 2000 4010 0006 2008 57 numaral› flirketimize ait hesaba yat›r›lmas›n› ve

makbuz kopyas›n›n bu formla birlikte taraf›m›za ulaflt›r›lmas›n› rica ederiz.

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SECOND HAND SHIP SALES‹K‹NC‹ EL GEM‹ SATIfiLARI

Carbonian Frontier tanker 2,114 2012 Japan 6,000,000 Korea

Sinar Tokyo tanker 2,949 2004 Japan 4,500,000 Indonesia

Samskip Hoffell cont 5,580 1999 China 1,650,000 Iceland

Chulan 1 tanker 7,299 2011 Malaysia 5,700,000 Malaysia @



Atlantic Carrier bulk 7,644 2001 Poland 2,200,000 German Bank deal

Bon Han tanker 8,299 1983 Japan 1,700,000 Taiwan

Alheera tanker 10,018 2001 Turkey 5,600,000 F. East

Shun Cheng cont 10,094 1998 Germany 1,400,000 China Auction

Hanse Reliance cont 11,809 2006 China 4,250,000 Undisclosed

Nordic Philip cont 13,031 2010 China 11,000,000 China @

Nordic Stani cont 13,200 2010 China 11,000,000 China @

Songa Hawk tanker 13,265 2009 Korea 12,800,000 Korea

Lodestar Grace tanker 14,298 2002 Japan 11,000,000 Singapore St. Steel tanks

Kenza tanker 16,000 2001 Japan 8,500,000 Korea

Mar Adriana tanker 18,736 2002 Spain 10,000,000 Undisclosed

Sichem Contester tanker 19,822 2007 Japan 22,000,000 Norway St. Steel in 5 yrs TC

Island Mariner bulk 29,501 1998 China 2,850,000 M. East

Kalliroi K bulk 31,838 2002 Japan 6,000,000 Greece Auction

Laura Bulker bulk 31,890 2008 Japan 7,500,000 Turkey

Richard Maersk tanker 35,000 2001 China 11,750,000 F. East

Cielo di Salerno tanker 36,031 2002 Korea 13,000,000 Undisclosed inc 3 yrs TC

Alpine Hibiscus tanker 37,000 2010 Korea 24,500,000 Undisclosed

Ocean Jewel bulk 37,186 2012 Korea 8,900,000 Turkey

Carla Maersk tanker 44,999 1999 Korea 12,000,000 F. East

TRF Oslo tanker 45,500 2014 Japan 15,000,000 Undisclosed

Joost Schulte bulk 45,874 1997 Japan 2,200,000 Turkey

Stove Transport bulk 46,223 1998 Japan 3,500,000 Undisclosed

Celeste bulk 46,667 1999 Japan 3,800,000 Greece

Savannah tanker 47,172 1996 Japan 8,300,000 M. East

Gener8 Consul tanker 47,700 2004 Croatia 17,500,000 Undisclosed

Challenge Passage tanker 48,658 2005 Japan 19,000,000 Norway

CPO Japan tanker 51,747 2009 Korea 2,850,000 Greece @

CPO Korea tanker 51,747 2009 Korea 27,500,000 Greece @

Furness Karumba bulk 52,551 2001 Japan 4,250,000 Greece

Capital bulk 55,340 2013 Vietnam 10,000,000 Undisclosed @

Sharp bulk 55,340 2013 Vietnam 10,000,000 Undisclosed @

World bulk 55,340 2013 Vietnam 10,000,000 Undisclosed @

Secret bulk 55,395 2013 Vietnam 10,000,000 Undisclosed @

Vessel Name // Gemi Ad› Type // Tipi DWT Built // ‹nfla USD Buyer // Al›c›




Falcon Trader I bulk 55,500 2006 Japan 6,400,000 Greece

Selecta bulk 56,000 2011 China 9,000,000 Greece @

Sandra bulk 58,110 2012 China 9,000,000 Greece @

GMT Phoenix bulk 56,763 2012 China 7,900,000 F. East

Kesari Prem bulk 69,186 1997 Japan 2,900,000 Undisclosed

Deep Seas bulk 72,891 1999 Korea 2,900,000 China

Sri Prem Aparna bulk 73,461 2001 Japan 4,500,000 Undisclosed

He Ming bulk 73,541 2012 China 10,000,000 China

Eternity Island bulk 81,404 2012 Korea 13,500,000 Greece

Canon Trader bulk 82,000 2012 China 14,500,000 S. America

Ikan Kurau bulk 88,266 2006 Japan 12,300,000 Greece

CMA CGM Otello cont 101,500 2005 Korea 50,000,000 Undisclosed in BB charter

Petrokrepost tanker 105,657 1999 Korea 15,000,000 Norway

Silia T. tanker 164,286 2002 Korea 30,000,000 Norway inc TC

Koryu bulk 172,000 2000 Japan 6,000,000 Undisclosed

Cape Century bulk 172,638 2001 Japan 6,500,000 Turkey

Bulk Peace bulk 175,858 2010 China 20,400,000 Europe

Nord Power bulk 176,346 2005 Japan 12,000,000 Undisclosed

Faustina bulk 177,775 2010 Korea 19,000,000 Geece

Bruno Marks bulk 180,000 2016 Korea 37,000,000 Greece @

Jenmark bulk 180,000 2016 Korea 37,000,000 Greece @

SBI Camacho bulk 180,000 2015 Korea 33,000,000 Greece @

SBI Magnum bulk 180,000 2015 Korea 33,000,000 Greece @

SBI Montesino bulk 180,000 2015 Korea 33,000,000 Greece @

Star Areies bulk 180,000 2016 Korea 37,000,000 Greece @

Star Taurus bulk 180,000 2016 Korea 37,000,000 Greece @

SBI Behike bulk 180,000 2016 Korea 34,000,000 Norway @

SBI Monterry bulk 180,000 2016 Korea 34,000,000 Norway @

Red Ivy bulk 180,600 2016 Japan 37,000,000 F. East

Megalodon bulk 182,503 2016 Japan 37,000,000 F. East

Famenne tanker 298,530 2001 Japan 38,400,000 Undisclosed

Plata Pioneer tanker 300,144 1999 Japan 35,000,000 Undisclosed @

Plata Sunrise tanker 302,193 1999 Japan 35,000,000 Undisclosed @

Ore Shandong bulk 400,000 2012 China 106,000,000 China @

Ore Hebei bulk 400,535 2012 China 106,000,000 China @

Ore China bulk 400,606 2011 China 105,000,000 China @

Ore Dongjiakou bulk 400,606 2012 China 106,000,000 China @

Vessel Name // Gemi Ad› Type // Tipi DWT Built // ‹nfla USD Buyer // Al›c›



@: enbloc All information is given in good faith but without guarantee. // Bilgilerin do¤rulu¤u için maksimum çaba harcanm›flt›r, ancak garanti edilemez. Source // Kaynak: Alpina Denizcilik 01.2016

NEWBUILDING CONTRACTS - YEN‹ ‹NfiA SÖZLEfiMELER‹Yard // Tersane Type // Tipi Size (units) // Boyut (adet) Delivery // Teslimat USD Buyer // Al›c›

Chengxi bitumen 7,800 dwt (x2) 2017 20,000,000 Kumiai Senpaku

HHI gas 84,000 cbm 2017 77,000,000 KSS Line

Jiangnan gas 22,000 cbm (x2) 2017 41,000,000 Petredec

CIC Jiangsu tanker 150,000 dwt 2018 60,000,000 Trade & Transport

CIC Jiangsu tanker 115,000 dwt 2018 50,000,000 Trade & Transport

Daehan tanker 114,000 dwt (x2) 2017 55,000,000 Ship Finance Int.

DEMOLITION SALES - HURDA SATIfiLARIVessel Name // Gemi Ad› Type // Tipi DWT Built // ‹nfla USD/LDT LDT Buyer // Al›c›

African 4 bulk 23,442 1978 275 6,979 IndiaAlpha Friendship bulk 161,524 1996 280 19,525 BangladeshAtlantic bulk 73,565 1996 285 10,437 IndiaAtlantis bulk 38,023 1983 284 9,219 IndiaBerge Matterhorn bulk 170,000 1996 263 20,884 BangladeshCape Canada bulk 171,978 1996 287 20,884 IndiaCape Olive bulk 169,962 1996 284 21,750 IndiaCaptain Evangelos N.M. bulk 71,685 1997 262 9,039 IndiaConsul Poppe bulk 68,591 1995 280 9,800 IndiaDona Maria bulk 27,995 1983 278 8,082 IndiaDrin bulk 73,087 1996 281 10,741 IndiaEverglory bulk 69,355 1988 278 9,971 BangladeshFortune Star bulk 16,312 1980 231 4,251 BangladeshHanjin New Orleans bulk 70,338 1994 275 9,997 BangladeshHui Hong II bulk 70,521 1998 295 9,027 IndiaKG Barito bulk 73,008 1996 255 12,415 BangladeshKing David bulk 178,633 1998 280 21,558 IndiaMighty Christos bulk 71,862 1997 256 9,789 PakistanMineral Water bulk 170,201 1999 270 20,297 As is SingaporeOre Timbopeba bulk 200,692 1986 267 23,903 As is SingaporeRiruccia bulk 74,002 1997 283 9,733 BangladeshSamjohn Light bulk 71,756 1994 281 9,970 IndiaSanshu Maru bulk 88,495 1991 230 11,000 IndiaSea Fortune bulk 74,012 1996 285 10,526 IndiaSilver Master bulk 158,387 1996 290 18,940 BangladeshTaroko bulk 122,792 1996 270 16,516 IndiaToledo bulk 19,509 1978 276 5,107 IndiaZena A bulk 42,975 1994 289 8,019 IndiaApl Malaysia cont 66,910 2000 317 20,058 BangladeshFederal cont 61,152 1994 328 22,003 India inc bunkersSingapore cont 67,476 1997 265 24,218 As is PhilippinesMarine Reliance roro 11,676 1987 283 9,612 Subcontinent optionsNanhai Kai Tuo tanker 152,406 1970 361 30,764 BangladeshVista I tanker 67,980 1984 290 16,500 Pakistan


Date Event Place Website

24-25.02.2016 SMM Istanbul Istanbul, Turkey www.smm-istanbul.com

25.02.2016 15th Annual German Ship Finance Forum Hamburg, Germany www.marinemoney.com

25-26.02.2016 7th Intermodal Asia 2016 Melbourne, Australia www.transportevents.com

09.03.2016 6th Mare Forum ‹stanbul Istanbul, Turkey http://mareforum.com

09-12.03.2016 MTB Marine Americas Mexico www.coplandevents.com

14-17.03.2016 The Cruise Industry’s Premier Global Event Fort Lauderdale, USA www.cruiseshippingevents.com

01.04.2016 Ocean Business 2016 Southampton, UK www.oceanbusiness.com

07-08.04.2016 15th Intermodal Africa 2016 Accra, Ghana www.transportevents.com

12-14.04.2016 European Offshore Energy 2016 Birmingham, UK www.europeanoffshoreenergy-expo.com

13-16.04.2016 MTB Marine Asia Singapore www.coplandevents.com

27-28.04.2016 4th MED Ports 2016 Tanger, Morocco www.transportevents.com

10-13.05.2016 MTB Shipyards Abu Dhabi, UAE www.coplandevents.com

11-13.05.2016 China International Marina, Port & Shipbuilding Fair Nanjing, China www.cimps-europort.com

23-26.05.2016 AWEA Offshore Windpower 2016 Conference & Exhibition New Orleans, USA www.awea.org

23-27.05.2016 Tugnology 2016 Boston, USA www.tugandsalvage.com

24-27.05.2016 INTERTANKO 2016 Annual Tanker Event Singapore www.intertanko.com

26-27.05.2016 5th Black Sea Ports and Shipping 2016 Constanta, Romania www.transportevents.com

06-10.06.2016 Posidonia 2016 Athens, Greece www.posidonia-events.com

14-16.06.2016 TOC Europe Hamburg, Germany www.tocevents-europe.com

15-18.06.2016 MTB Superyachts Tenerife, Spain www.coplandevents.com

21-22.06.2016 RenewableUK Global Offshore Wind 2016 Manchester, UK www.renewableuk.com

21-23.06.2016 Marine Maintenance World Expo 2016 Amsterdam, The Netherlands www.marinemaintenanceworldexpo.com

14-15.07.2016 14th ASEAN Ports and Shipping 2016 Bangkok, Thailand www.transportevents.com

06-09.09.2016 27th SMM Hamburg Hamburg, Germany www.hamburg-messe.de/smm

19-21.09.2016 Marintec South America Rio de Janeiro, Brazil http://marintecsa.com.br

22-23.09.2016 11th Southern Asia Ports, Logistics & Shipping 2016 Colombo, Sri Lanka www.transportevents.com

25-26.10.2016 Offshore Energy 2016 Amsterdam, The Netherlands http://offshore-energy.biz

26-27.10.2016 12th Trans Middle East 2016 Jeddah, Saudi Arabia www.transportevents.com

31.10-01.11.2016 ISSA Conference Dubai, UAE http://shipsupply.org

31.10-02.11.2016 SMEM Seatrade Middle East Maritime 2016 Dubai, UAE www.seatrade-middleeast.com

09.11.2016 BIMCO Annual Conference and Awards Dinner Shanghai, China www.bimco.org

24-25.11.2016 16th Intermodal Africa 2016 Mombasa, Kenya www.transportevents.com

29.11-01.12.2016 Seaworrk Asia 2016 Shangai, China www.seaworkasia.com

30.05-02.06.2017 Nor Shipping 2017 Oslo, Norway www.nor-shipping.com

29-31.03.2017 Maritime Vietnam Ho Chi Minh, Vietnam www.maritimeshows.com/vietnam

20-23.06.2017 Brasil Offshore Rio de Janeiro, Brazil www.brasiloffshore.com

06-07.07.2017 15th ASEAN Ports and Shipping 2017 Yangon, Myanmar www.transportevents.com

MARITIME EVENTSDEN‹ZC‹L‹K ETK‹NL‹KLER‹

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