1. StatoilHydro Ship Vetting
Classification: Internal Status: Draft
StatoilHydro Ship Vetting
Bergen Maritime Personalforum

2. Oil Sales Trading and Supply (O&S) organisation structure
OIL TRADING AND SUPPLY
Stavanger
Jan Karl Karlsen
Stavanger
Risk management
Lars Mølster
Stavanger
Finance and control
Olav Leivestad
Stavanger
People and organisation
Solveig Holter
Stavanger
Health, safety and environment
Leif Solem Farstad
Stavanger
CRUDE
Martin Jones
PRODUCTS
GAS LIQUIDS
Heidi Aakre
REFINING AND SUPPLY OPTIMISATION
Bent Pedersen
STRATEGY, ANALYSIS AND BUSINESS DEVEL.
Øyvind Paulsen
SHIPPING
Marit Lunde
Singapore
ASIA PACIFIC*
Marthe Hoff
Stamford
NORTH AMERICA*
Luann Smith
Ståle Endre Berg
MANUFACTURING & MARKETING

3. M&M OTS HSE ORGANISATION:

4. LNG shipment started from Melkøya in 2007
Shipping activity (2007)
Total : ≈ 90 mill. Tons / ≈ 4500 shipments
60 mill tonnes crude, 590 shipment
Aframax, Suezmax, VLCC and Shuttle Tanker contracts – DP1 and DP2 vessels
16,2 mill. tons products, shipments
From 2,000 dwt up to LR TCs + 2 to be delivered + large number of CoAs
13 mill. tons LPG, shipments
From 2,000 dwt thru to VLGC 16 TCs + CoAs
1 mill. tons Methanol, 200 shipments
Currently in smaller size chemical tankers 1 TC + CoAs
LNG shipments handled by NG – close cooperation both on chartering and operations
LNG shipment started from Melkøya in 2007

5. Present vetting strategy
Maintain a database containing a large number of pre approved vessels
1500 – 1800 SIRE inspections annually
Reduce risk for vessels to be rejected by a terminal
All time screening
Latest SIRE report required prior to any approval of a vessel
More stringent requirements for TC and COA than for Spot
Age, Office vetting, SIRE insp.
Open dialog with ship-owners/-operators

6. General Ship Vetting Trends
StatoilHydro Ship Vetting has recently benchmarked their vetting organisation against 5 Oil Majors
A polarisation
SIRE inspection only on internal request
A clear border between the vetting and commercial department
Reduce vulnerability in terms of legal ”protections”
A subjective reflection: Companies partly owned by state of origin on one side and exclusively private owned companies on the other side

7. Challenges ahead from SH Ship Vettings point of view
Further development of methods to measure quality within shipping
Rating
Improve use of available information
To which degree shall we copy the majors or find our own way?
Internal organisation
Requirements
Grade of involvement with owners/operators

8. Changes in wake of the manning challanges
Increased need for office vettings
Reduced sailing periods
Increased need for well organized crew training
Less loyalty to employer

9. The “quality” indicator
Near miss reporting (demonstration of the safety culture)
Involvement from top management
Set an example
Number and quality of reports
More reports leads to fewer incidents
Use of reports
Feedback