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82 World Bunkering Autumn 2010 SOx and CO ² for all installed engines, with the optional facility for NH ³ ( ammonia) in Selective Catalytic Reduction ( SCR) applications. Geographic position ( GPS) data is recorded and time- stamped against each emission record, enabling full traceability for assured compliance. Emsys employs a sophisticated dashboard to display voyage emissions performance and compliance information. Configurable emissions reports, which include graphical representation of real-time values and historical trends, are also available. The system can provide real- time alarms for all monitored emissions based upon the applicable limit and geographical position. Fuel sulphur content is continuously monitored (% m/ m) to allow optimised management of fuels for MARPOL, CARB ( California Air Resources Board), EU ( European Union) and other regional regulatory limits. Emsys T is suitable for both diesel engines and boiler installations. WR systems senior vice president David Edwards comments: " We are truly delighted to be launching Emsys T to the International Marine Community in Hamburg. Emsys T is the first in a strategic range of products and services designed to satisfy the market demand for high- reliability, vessel- critical systems and raise the standards of technical support from those currently accepted within the industry." DNVPS launches distillate data service Singapore- based fuel testing service DNV Petroleum Services ( DNVPS) has launched a new data service on marine distillate quality delivered to commercial vessels globally. DNVPS managing director Tore Morten Wetterhus says: " Ship operators intending to procure distillates in problematic areas can use our statistics to narrow down on individual suppliers who have good track records in delivering reliable products. Otherwise, the statistics are also a good reference for planning alternative bunkering stops." According to DNVPS, close to 20% of all distillate deliveries in the first quarter of this year had over 10kg/ m ³ density differences between the values stated in bunker delivery notes and laboratory-tested values. The company says that, as marine fuels are bought by weight but delivered by volume, lower actual densities imply short- delivered quantities. DNVPS notes: " Compared to heavy fuel oils, density differences for marine distillates were higher and happening more frequently. Since distillates cost more, buyers in the first quarter of 2010 would have incurred bigger losses from the short- deliveries of these fuels." Mr Wetterhus warns that progressively stricter fuel regulations and rising demand for marine distillates are putting suppliers under constant pressure. He says the latest DNVPS distillate data point to quality issues concerning flashpoint, density, viscosity and sulphur. Flashpoint off- specification, for instance, is a major onboard safety hazard which contravenes SOLAS regulations and could render a ship ' out of class' if it has received such a non- compliant fuel. According to DNVPS statistics, about 2% of distillates tested by the company and supplied globally in the first quarter of 2010 did not meet flashpoint requirements. Over 70% of distillate deliveries from the major Antwerp- Rotterdam- Amsterdam ( ARA) bunkering area were in fact very close to the specification limits for this parameter and had little margin for errors. DNVPS warns: " If this trend continues, any minor quality glitch could lead to a massive flow of off- specification products into the market." Available online, the DNVPS Marine Distillate Quality Statistics provides fuel buyers with a variety of search options, ranging from supplier- specific data to wider quality trends and patterns in world-wide bunkering locations. It is presented in the same format as the DNVPS Residual Fuel Oil Statistics, which is well- established and used by shipoperators to track and benchmark heavy fuel quality. DNVPS says shipoperators subscribing to the Marine Distillate Quality Statistics can monitor the performance of fuel suppliers in fulfilling ordered qualities and quantities of distillate products, or gauge their vessels' consumption efficiency of these fuels. They can then make informed procurement decisions and also better manage other operational aspects related to the onboard handling and use of marine distillates. Updated quarterly, the Marine Distillate Quality Statistics draws on a database consisting of over 1.2 million tested fuel samples from DNVPS' two- third market share in the global bunker testing business. The new product comes at a time when shipping operations are increasingly driven by fuel regulations, such as the EU Directive 2005/ 33/ EC, to use more marine distillates. Since Jan 1, 2010, ships at berth in the EU Community Ports have had to consume fuels with no more than 0.1% sulphur content. This effectively means only marine gas oils may be used in the ports. Additionally, the revised ISO 8217 marine fuel specification, to be introduced by July 1 this year, will contain new quality parameters and stricter limits for marine distillates. " Compared to heavy residual fuels, marine distillates are ' cleaner' as they produce less sulphur oxide, nitrogen oxide and particulate matter," says Mr Wetterhus. " But distillates are much higher- priced and therefore one of the most important considerations for buyers is to determine if their ships have received the right type, quality and quantity of distillate fuel." Kittiwake opens in India Kittiwake Developments has opened its latest international office, in New Delhi, India. Headed up by managing director, Deepak Sharma, the long time distributor of Kittiwake in India, the New Delhi office trades as Kittiwake Proactive Technologies Pvt Ltd. Recent rapid growth in sales in the territory prompted Kittiwake to form the company with Mr Sharma, providing a permanent base and to demonstrate commitment to the market. Deepak Sharma, managing director, Kittiwake Proactive Technologies Pvt Ltd, said: " It is both an honour and a pleasure to be so closely associated with such a fast growing, professional and innovative company as Kittiwake. We have no doubt that this move will have a truly positive effect on our customers as we work to grow the market." The company says it has already won major contracts - both private and government - supplying a full range of condition monitoring technology and establishing the Kittiwake brand in this previously under exploited market. Central to Kittiwake's recognition and success has been the ability to provide local after sales support. Kittiwake's managing director, Martin Lucas, said: " Ten years ago Kittiwake was a £ 2 million company with 20 people. Today, we have grown into a £ 8.5 million company with six global offices, employing 60 people and partnering with 45 distributors and agents. Nearly 78% of the business is now represented by international sales." He added: " Over the next few years we aim to reach in excess of £ 10 million through organic growth by continued access to new markets and geographies, as well as introducing new technologies. We will also be pursuing an aggressive acquisition programme to further expand the business. Our presence in India has provided us with the necessary platform to consolidate our position in this rapidly developing marketplace, enhancing the service that we provide to our customers, worldwide." Kittiwake now has five international offices, in the UK, Germany, Malaysia, US and India.

World Bunkering Autumn 2010 83 Company News W hile the past 18 months have been tough for the shipping industry, there are signs of impending recovery, albeit slow, as global trade has begun to increase. And while certain economies teeter on the brink, we can still be optimistic about the future. However, there are still significant challenges; the pressure to increase efficiencies, yet reduce costs; adapting to the new environmental legislation and compliancy standards; managing rising oil prices and increased levels of risk to maximise profitability. All are potential threats, but not insurmountable; and when managed effectively, can prove the key to real competitive differentiation and success. From the perspective of the fuel supplier, adapting to these dynamics is critical. Delivering quality fuel and associated products when and where customers need them, is now a ' given'. It is expected. The focus must be on adding more value above and beyond this industry standard. A relationship that is based on partnership and working consultatively with customers is central to achieving this. Ultimately, getting close to your customers - under-standing their business and challenges as well as they do - facilitates the implementation of the right solutions, increasing efficiencies, mitigating risks and driving profitability. It is a principle that OW Bunker has always subscribed to. The significant growth that the company has delivered is evidence of a formula that works. To continue this, and as an example of anticipating the changing dynamics of the industry, OW Bunker has recently announced the development and implementation of a new corporate strategy that will enable the business to sustain its exponential growth over the coming years and meet its ambitious plans for further expansion. The process, which will be completed by 2011, will see the imple-mentation of a global business and sales strategy that is devolved from a central function, and delivered and managed across five key regions where the Group has a significant presence: Asia, Northern Europe, Central Europe, the Mediterranean and the Middle East, and South America. The new strategy will serve to maximise business optimisation in each region and enhance operational synergies across the Group by ensuring closer collaboration and alignment between regional and local offices, as well as the sharing of knowledge on a worldwide basis. Critically, this strategy empowers the regions and localities to take responsibility for decision making as a means of increasing momentum and speeding up processes so that delivera-bles and objectives can be met faster. At the heart of this strategy is ' the customer'. It is a strategy that is founded on ensuring that the same high standards and levels of service that customers experience, and rightly expect, is uniform right across the world. It is about delivering global excellence, but at a regional and local level. Whether in Singapore, Rotterdam, Fujairah, Panama, or offshore in the Pacific, they can be assured that the Group's key motivator is to ensure that customers' demands are being met, and that their challenges are being solved. It is based on the simple principle and recognition that the success of the customer is inextricably linked with the success of OW Bunker. Ultimately, the challenges for customers within the market are too great to not deliver such a strategy; whether it's understanding the changes to compliancy in line with the new low- sulphur legisla-tion, or the technical issues and fear of vessel and engine damage and subsequent downtime when switching to low- sulphur fuel oil and distillates; or the uncertainty of which hedging strategy to adopt as a means of mitigating the increasing risks that need to be faced, and the need to better manage cash flow and lock in costs and profit-ability; or concern over increasing efficiencies within the supply chain and the lack of time to deviate from a course to refuel. Whatever the challenge is, the role of the fuel supplier is to solve it. Building a partnership- based relationship with customers takes time. It also takes trust, which can only be gained by delivering tangible results. But ultimately, the organisation must have the right structure, the right values, the right culture and training, and most importantly, the right people that can combine customer and in- depth industry knowledge with a fundamental understanding of business to enable calculated and responsible decision- making that delivers bottom line benefits. Website: www. owbunker. com OW Bunker Group A/ S Placing the customer at the heart of strategic development