SIMPLY

DECEMBER 2020

SEATRADE

COLOFON

Editorial Team

Felicia Buitenwerf, Yntze Buitenwerf,

Danielle van der Eide, Mark Jansen,

Anja Peters and Kor Wormmeester

Layout and Creation

Felicia Buitenwerf

Rebus and Cartoon

Olivia Buitenwerf and Kevin Steen

Print

Chris Russel

WEBSITE

Antwerp www.seatrade.com

Groningen www.seatrade.nl

LinkedIn Seatrade

Instagram @seatrade_

Simply Seatrade has been realised

thanks to the efforts of various contributors.

Ideas, comments and input can be

sent to: Seatrade Groningen B.V.

Editorial Team “Simply Seatrade”

E-mail: simply-seatrade@seatrade.comAddress: Postbus 858, 9700 AW, GRONINGEN

The information contained in this magazine

is intended solely for the use of the individual or entity

to whom it is addressed and others authorised to receive it .

If you are not the intended recipient you are hereby notified

that any disclosure, copying, distribution or taking action

in reliance of the contents of this information is strictly

prohibited and may be unlawful. The editor cannot be

held l iable for the contents and/or opinions expressed

by writers of articles taken up in this magazine.

already somewhat mapped out over the

years with a reduction in the number of

periodical magazines ánd an online ver-

sion. So, we herewith present you with

the first annual Simply Seatrade maga-

zine.

Wish to read news hot of the press?

Seatrade will keep you posted through

various media channels where you can

find, meet and connect with us. In this

magazine you will find an introduction

to the Seatrade media team responsible

for the development and expansion of

our presence ‘on the social’.

Finally, a big thanks to the former edi-

torial team for shaping this wonderful

magazine and contributing to many en-

joyable reading moments!

Felicia Buitenwerf

Yntze Buitenwerf

Danielle van der Eide

Mark Jansen

Anja Peters

Kor Wormmeester

The last Simply Seatrade, issue 1/2019

edition 56 to be exact, arrived on your

doorstep at what seems like a lifetime

ago. A turning point edition, in which

you were asked about the future of

Simply Seatrade. And then… the house

of cards collapsed. The driving forces

behind this magazine opted for a career

outside Seatrade or to spend more time

with their families. On top of that, we

saw the arrival and disrupting effects

of Covid-19.

With the pandemic still present and the

need for positive change, a new team

of editors, designers and contributors

gathered to help breathe new life into

Simply Seatrade magazine.

Coming back to the future of this ma-

gazine, thanks for replying to the ques-

tionnaire in our last magazine. The vast

majority of the readers who replied, vo-

ted in favour of a paper version.

Respecting the democratic outcome

and at the same time wanting to save

trees, we chose to continue on the road

FROM THE EDITORS

MANAGEMENT

CORNER

W‘ We are all connected’ is a commonly used catchphrase, yet has never been more true than the past year. A year that was marked by an unparalleled pandemic caused by the corona virus. A year in which the life of every world citizen has been affected and changed. With all of us in the same boat and seeking in which direction to sail , we wash our hands exhaustively, wear face masks and keep the circle of fa-mily, friends and colleagues as small as possible.

The effects of Covid 19 have been ma-nifold and extreme. Household names in economies disappeared and new in-dustries bloomed. Never before have so many people taken out to nature, wor-ked from home, educated their child-ren or stayed away from older parents, friends and relatives.

At Seatrade fast direct and dedicated adjustments were required. Our pri-mary concern was keeping our crews and office staff safe and healthy. We worried about our crewmembers who during the first lockdowns were una-ble to be relieved. In a joint effort of crew, office staff and relations, moun-tains were moved, with the much nee-ded crew changes, coronaproof ships and offices as a result. Thanks for your support and patience under these cir-cumstances. Our care also went out to others: at an early stage of the pan-demic we provided facemasks to local hospitals, supported the Curaçao food-bank, and more.

Our strategy of being one company, sha-

ring the same goals and living the same values, has resulted in more connecti-vity between the worldwide network of Seatrade offices. In more than one way. With 99% of the managed fleet owned by the Seatrade Group we are integra-ting more and more commercial, tech-nical and financial activities, resulting in a more efficient and hands-on ope-ration. Commercial operations are ta-king place in the various offices around the world -Curaçao, Antwerp and Gro-ningen- all depending on the trade and operational requirements. In an inter-view with the chairman of the company, Yntze Buitenwerf, further explanation will be given on this important subject.

Our commercial activities have been streamlined and accommodated within one brandname (Seatrade) and we are working on a combined website portal, to be launched soon.

The past year also saw new develop-ments and relations. We incorporated the country class vessels Italia Stream, Hellas Stream, Swedish Stream, Au-tumn Stream, Schweiz Stream and Nederland Stream. These vessels are mainly operated in the Zodiac service connecting Central America and the Caribbean islands to the various ports in North West Europe. Recently, we lin-ked, by means of a fast feeder connec-tion, El Rama and Costa Rica allowing Nicaraguan exporters to reach Europe within 14 days on the Zodiac service.

Story continues on next page.

MANAGEMENT CORNER

Our Fast, Direct and Dedicated Rayo Reefer Service added a call to Terminal des Flandres in Dunkerque Port. This ad-ditional port call will enable a direct con-nection between Ecuador, Peru and the French market in 14 days and creates a direct link with Suriname.

Closely related to the above develop-ments is the revival of Simply Seatrade magazine. A reflection of our aim to be always moving forward. We love to hear you ideas about our magazine or receive your contributions to any of our media channels. A video, a nice picture or just a few words, through the new media, or simply by phone or card, in good or bad times. We fullheartedly ask you to stay connected!

We wish you a lot of reading fun and we would like to take this opportunity to wish you and your families a Merry Christmas and a Safe, Healthy and Pros-perous New Year.

The Management

At the risk of sounding older than my years,

I will say it: these days, working commercial-

ly in reefer chartering is very different from

how it used to be!

When I started this career in 1992, the day

would begin with the manual distribution of

the night’s telexes which would typically in-

clude five or ten fruit cargo orders sent to

us by a myriad of international shipbrokers.

These brokers would wine and dine their lo-

cal clients extensively to get their next cargo

orders exclusively, hammer these orders into

monochrome green and black screens and

then send them into the world late at night.

Vessel owners were expected to write up

longwinded detailed offers or indications the

next day and then negotiate every detail on

the phone or telex before a vessel would be

sent to a port to load the cargo and another

voyage would commence.

Today, modern telecommunications have

completely changed the deep structure of

the market and our commercial work. We are

still dealing on one hand with the ‘old boys

network’: in our market, a lot of business is

still repeat business. Many cargo owners and

all vessel owners know each other well, of-

ten from olden days. This makes transactions

easy as there is trust. Also these days, more

and more business is conducted in the ‘new’

way. Communication is easy and everybo-

dy is reachable 24/7. Producers of fruit can

display their products worldwide using the

Net. Buyers can Google banana producers

A DAY I N M O D E R N C H A RT E R I N G AT S RC

in Ecuador, apple farmers in Chile or Moroc-

can mandarin producers and order fruit in any

quantity imaginable. Shipping lines that have

space, and maybe container carriers, will of-

fer a cheap spot price to fil l an open reefer

slot on a ship sailing next Friday and a custo-

mer believes he has a sustainable business

and logistics model by buying both fruit and

transport on the Internet, uninsured.

In the ‘mature’ markets of e.g. Europe, Russia

and the USA, the ‘old boys’ and the ‘new kids’

will both try to sell the fruit to the same retai-

lers as they compete for the same shelf-space

in the fruit aisle of the supermarket. Super-

markets encourage this murderous competiti-

on as it will allow them higher profit margins.

We are working in this minefield and it’s there

where we are trying to fil l ships. There is no

daily routine to do this and everybody has a

different way of getting the job done.

These days, we are involved in selling vessel

charters as well as space on the fixed lines

that Seatrade has successfully established

over the last years, sharing that market with

container lines.

For selling charters, it helps to know where

the reefer ships are and how full they are –

ours as well as the other reefers in service - to

have an idea of the supply balance for ships.

Since AIS (Automatic Identification System)

there are sadly no more secrets.

For selling liner space, it helps to know

how the container lines are doing on key

competition routes, what ships they use,

how their pricing strategy may work and

how full they are. And is there equipment

around? Let’s call this part THE OFFER.

To understand THE DEMAND, we read

a lot, make calls in all languages that

we know, we circulate messages, talk to

agents, l isten to as many clients as possi-

ble and spend the time to find out where

the many trades that we serve are heading.

Even though they use the same ships and

containers, the markets for banana, citrus,

deciduous and exotics trades never fol-

low the same trends, not to mention the

markets for onions, poultry, fish or gene-

ral cargoes that operate in a different so-

lar system altogether. Clients will tell us

of a lack of mangoes in Germany; Ecuador

agents will introduce a new banana shipper

who met a buyer on Alibaba; bunker prices

may have dropped last night due to a sickly

President and a supermarket chain is plan-

ning a promotion for pineapples in March…

Then the information that we have found is

shared with the team. Everybody will have

found out his own pearls of wisdom and to-

gether we can build a mental picture of the

market of that day. We will discuss trends,

news and gossip with the aim of finding

the golden opportunities for our ships and

containers on that day, and to make deals

that will deliver the best result for all the

fleet.

On the same day we will need to discuss

and even decide on the price of a banana

charter contract for 12 months, the rates

for grapes in containers from Peru, a spot

shipment of onions from the Netherlands

to Africa and whether or not to accept a

cargo of second-hand machines as way car-

go from Turkey to Argentina. We decide on

scenarios to employ the fleet, often more

than one, and agree which cargoes will suit

us best and our target prices. Once deci-

ded, offers will have to be typed or contai-

ner quotes will be given – often through our

agencies. Offers are then followed up with

calls and negotiations, hopefully leading to

bookings that will then lead to contracts to

be drawn up, signed and executed.

These days, the complexity and the speed

of the markets in which we play do not al-

low for all decisions to be taken by a single

person. We employ a team of colleagues

in the office and in our agencies to help to

complete the mental puzzle every day. This

team has experts for certain geographic

growing regions, products, ports, recei-

vers, often multitasking and usually on the

phone. Some of them are grumpy and have

no manners but we are united in trying to

deliver the best strategy for Seatrade eve-

ry day. Thank you all .

 

Eik Schuster

2020 @AVIOR2020 is certainly a year to remember and

mostly for all the wrong reasons. But despi-

te all this there have been rays of hope and,

let’s say, enlightment in coming to grips with

the new normal.

The year in the Philippines started with a

bang, a BIG BANG literally. The eruption of

Taal Volcano in Batangas, on January 12, spe-

wed ashes across Calabarzon, Metro Manila

and some parts of Central Luzon and Ilocos

Region, resulting in the suspension of school

classes, work schedules and flights in the

area. For several weeks the metropolis was

kept on the highest alert level and some Avior

staff members and seafarers had to be eva-

cuated or could not reach the office. Without

knowing it this period turned out to be the

real test for working from home later on. At

the end of January the situation normalized

but over the horizon the Corona storm was

brewing in the Asian region.

On March 16, Manila went into a hard lock-

down that would become the longest lock-

down in the world and is still partly in place

at the time of writing this article. With only

few days’ notice, we managed to prepare for

working from home and sorting out the no-

toriously bad internet connections in some

places. Our focus has always been on keeping

our staff safe and getting our seafarers home.

Crewchanges became almost impossible with

countries locking, flights cancelled, embas-

sies closing and all local transport prohibi-

--

2020 @AVIOR

ted. Despite all the restrictions we managed

to complete about 10% of the normal crew

changes through pure grit and determination

of the fleet teams involved. There were also

days of frustration when a crew change had

to be cancelled at the last moment because

a flight was cancelled or a port did not give

clearance. But these were temporary set-

backs.

They say every crisis has its own heroes and

this very much applies to the two front liners

of Avior: Nazzer Eusebio and Rhey Palomar

who, at the height of the lockdown, made the

office their home. They made sure the sys-

tems kept running and prepared paperwork

that could not done online. They lived like sea-

farers, making the best of it, not being able to

go home until the lockdown was partly lifted

months later.

At the moment we are in the recovery phase;

a more relaxed lockdown. Most staff can re-

port to the office daily wearing mandatory

face masks and face shields. The new normal

brings along a completely new way of working

to limit the risk of transmission. Operations

are hectic as we are dealing with a backlog of

crew changes and at the same time we have

to juggle with daily changing goalposts. In

addition to this we operate a taxi service and

manage an own quarantine facility to keep

the risks for our seafarers limited. A lot of

work, new ways of working but all worth it to

keep our seafarers safe and on their way. We

can look ahead again and the only way is up!

Joost Mes &Gregory Sevilla

Avior frontliners Rhey Palomar (L.) and

Nazzer Eusebio (R.) together with Joost Mes

.

--

AVIOR IN BRIEF

From our humble beginnings in 2000, we have

always grown with the interests of our princi-

pals at heart. It has been a journey in which we

have learned from each other along the way.

Presently, we manage a pool of at least 1500

active seafarers for principals from Germany,

The Netherlands, Italy, Poland, Greece, Sin-

gapore, UAE and Japan. We provide crewing

for ships in the container, reefer, bulk, LPG,

oil / chemical tankers, yachts, general cargo,

offshore vessels and installation segments.

Through effective cadet schemes, efficient

employment rotation planning and proper ca-

reer path development several of our princi-

pals are now self-sufficient in the education

of Officers.

We are big enough to provide economies of

scale, develop and maintain dedicated pools

without losing flexibility to cater for indi-

vidual requirements. Our office facility is

consciously designed to encourage open com-

munication while keeping a professional at-

mosphere and a high degree of promotion of

the customer identity.

We can also act as an outsourcing partner for

crew - and fleet related administrative duties

by customer’s request. In this capacity, we

are involved in crew database management,

encoding and financial administrative duties,

planned maintenance database management

and external admininistrative work. Through

our affiliated partner Avior Marine Crewing

N.V. we offer total crew management soluti-

ons covering multiple nationalities.

Eruption of Taal Volcano

You can’t get around it these days. It is one

of the most powerful tools in the world. It

is the place where you connect with others.

Where you can say something about yourself

that others may not have known about you.

Whether you have a private account and

share precious moments with your family

and friends. Or you have a public account

with hundreds, thousands or sometimes even

millions of followers, where you are only too

happy to influence others by sharing your

own life by choosing your brand, branding,

product, mindset and goals. Influencers have

become today’s heroes and stars. And social

media is the place to be!

Seatrade on the social

If there is one thing that is of importance to

Seatrade, it is that we show the world the

kind of company we are. A company that radi-

ates its professionality inside and out, at sea

and in the offices. A company where we work

hard to keep our promise of being Fast, Di-

rect and Dedicated. Where we learn from our

mistakes, believe in and support each other.

To show this to our employees, customers and

our many followers, we use social media.

Social media into the future

At the beginning of 2020, we decided that it

was time to breathe new life into our media

expressions and started a media team based

in Groningen. Creative mind and graphic de-

signer Felicia Buitenwerf joined forces with

well organized Danielle van der Eide, who has

a passion for words and writing. Where Feli-

cia loves driving her car to the office, is up to

date with the latest gadgets and streams her

movies on her phone, Danielle tries to convin-

ce Felicia to cycle to work, has just outgrown

her CD-player and watches the 8 p.m. news on

a real television.

ONLINE IS THE

NEW LUXURY.

Although a world and a generation apart, we

share the same values and take pride in our

‘Groningen-roots’.

Together, we started to look at the possibi-

lities within Seatrade and on social media.

What can be done differently, what can be

done better and above all how do we attract a

new generation in this world of digital trans-

formation. More colour, photos, videos, short

texts and powerful quotes. An Instagram ac-

count was also a ‘must have’ next to the feed

on LinkedIn. Through more structure and a

fixed upload schedule, we created peace of

mind. Sticking to a central theme through use

of colour, design and a catchphrase resulted

in a strong corporate identity.

It struck us and others how much more poten-

tial a company got because of the adjustments

we made. We revitalized our quiet community

and added many of them to our active com-

munity. The sometimes slighty dusty LinkedIn

page was refreshed and grew in a short peri-

od of time. Also our Instagam feed continues

to grow and that is part of our motivation to

continue.

The rebirth of this magazine is also partly a

result of the media team’s efforts. Looking to

the future, we have our eyes set on a fresh

‘one company’ presence on the web. Further-

more, we want to get a foothold on commerci-

al activities of our branch offices world-wide.

Grown up within the shipmanagement side of

our company, we need to learn and we need

time. Yet nothing can stop us anymore, we are

prepared.

We are Always. Moving. Forward.

Danielle van der Eide & Felicia Buitenwerf

I N T E R V I E W

W I T H T H E

C H A I R M A N

Having worked for the last 35 years in the

reefer industry this is without any doubt

the most awkward year ever. 2020 will be

a year for the history books. The disrupti-

ons caused by Covid-19 have forced us to

adjust to different ways of l iving and wor-

king. This seems to be the new reality for

the near future.

Covid-19 has paralysed supply chains and

the movement of people, but nowhere has

the disruption been more stark than on the

issue of crew changes. Port restrictions

and the global lockdown have distressed

crew mobility. Ship operators have found

themselves unable to repatriate seafarers

in the normal manner. Crewmembers have

had to remain on ships beyond their con-

tracted period. Others have been unable to

join their ships.

Another item that has been high on the

agenda is piracy. Piracy has seen a resur-

gence in the last decade, and now lurk in

waters from the Atlantic to the West Pa-

cific threatening maritime security. Besi-

des our own efforts to avoid risk we are

continuously pushing local governments to

facilitate safety measures in local waters

around the world.

All of this was inconceivable at the start of

2020 when we prepared our fleet for the

new IMO 2020 low sulphur fuel regulati-

ons. Simultaneously our staff was busy to

complete the take-over of 12 specialized

reefer vessels. Some people say it was a

courageous step, but we sometimes forget

that our greatest achievements have al-

ways come when we are bold.

It is true that the reefer market has been

rather poor during the last years. However,

with the concerted effort throughout the

company we have been able to stabilize and

increase our cargo volumes, develop new

trades and create new partnerships. To-

gether with the recent investments made

in the container, freezer and juice segment

we have a good diversified fleet.

We will continue to evaluate other oppor-

tunities in the specialized reefer market

and always remain flexible to the need of

our customer. Our strategy, however, is to

maintain our position as a FDD specialist

and to build upon the trust we have ear-

ned from our customers to provide reliable

service at a competitive price.

How do you look back on to 2020 from a company perspective?

Story continues on next page.

THE CHAIRMAN

Story continues on next page.

Looking at the three main pillars of our shipping activities: frozen commodities, perishables and containers, can you give us a bit of a look back on the commercial developments over the last year and a heads up of the year to come?

First and foremost, all our activities re-

volve around the transport of perishable

products which is, and has been, a gro-

wing business for decades. Despite that,

last years’ growth in seaborne perishable

reefer cargo has been modest, it still regis-

ters a number of just below 2%. The total

annual volume meanwhile exceeded 130

million tons and is expected to reach 156

million tons by 2024, representing 3,7%

per year. Specialized reefers are taking

roughly 13% for their account, a number

that will stay pretty stable for the years to

come.

The largest part is carried in containers

and in anticipation of a split within the con-

tainer segment between main-stream-car-

riers and dedicated FDD container carri-

ers, Seatrade invested in highly specialized

reefer container vessels. These vessels are

presently deployed within the so-called

PAD service between Northern Europe,

East USA, Australia and New Zealand. The

vessels will continue to trade on this route

for the years to come. Covid-19 has hinde-

red our desire to look into further expansi-

on in this segment.

We have been criticized for our entry in

this specialized container segment as it is

seen as saying farewell to the traditional

specialized reefer sector. This is by no

means correct. We strongly believe that

the two modes can work effectively to-

gether in the market.

Moreover, we did invest simultaneously

in four specialized reefers for the mid-

size segment and a total of 12 specialized

reefers in the large segment. Looking for-

ward, we simply want to have the three pil-

lars and be actively present in these seg-

ments of the reefer market. The aging state

of the large size specialized reefer fleet

and limited investment in newbuildings

has caused the decline in capacity. On the

small / medium size fleet we see resurgen-

ce with 28 reefer / freezers younger than

five years now in operation. It is expected

that there will be a continued orderbook

of smaller vessels in the 250,000-300,000

cubic feet range, which fishing companies

will require to support their business.

During the last year we welcomed a

substantial number of acquired vessels

within the group, can you enlighten us

somewhat on this new entry tonnage?

We indeed welcomed quite a number

of vessels. Most of them were well known

to us after having traded for years in the

Seatrade Pool. Time and opportunity were

there to acquire these vessels and stabilize

or rather align the fleet size to our core ac-

tivities. We acquired Comoros Stream and

Royal Klipper, both vessels that were built

by Seatrade in the millennium year 2000

and changed ownership over time.

THE CHAIRMAN

Other vessels that were acquired are the

Pacific Mermaid, Regal Bay, Elvira, Emerald

as well as the side loaders Lombok and Lu-

zon Strait. Last but not least, we have been

able to take over six Country Class vessels

from our poolpartners Chartworld Shipping

Cooperation.

We recently said farewell to m.v. Humboldt

Bay after years of good service in the

Seatrade Pool.

How many ships are we presently opera-

ting within the group? 

Our fleet is presently correctly balanced to

our commercial activities. We take vessels

on period-charter when needed. Today, the

total group operates a fleet of 76 vessels.

The ‘one company’ strategy becomes

more and more evident. Can you explain

a bit more about the background and mo-

tivation of this process?  

The Seatrade Group of Companies has been

growing in various disciplines over the last

decades but has also served as a technical

and commercial platform for third party

business. Since the beginning of this mil-

lennium consolidation has considerably re-

duced the number of players in the indus-

try. This combined with a stronger position

in shipowning is the background to

increase the integration of various depart-

ments within the Group.

If Covid-19 has revealed one thing, it is

remote working. We are busy finding the

right balance to create a stronger coope-

ration and integration of the various dis-

ciplines within our shipping company. It

should result in a better and more efficient

overall performance whilst keeping a high

standard toward our customers.

We understand that you are a board-

member in the Dutch shipowners asso-

ciation. Can you tell us a bit more about

this platform? 

The Dutch shipowners association is a na-

tional and international lobby platform for

all maritime and shipping related matters.

All major Dutch shipowners are represen-

ted within this organization and as such

have a strong vote towards decision ma-

kers within this industry. The shipowners

organization is closely linked to the ECSA

(European Community Shipowners Associ-

ation) and are represented in the various

national and international committees to

ensure that our interest is well covered in

the various discussions on environment,

security and many more subjects. We as

a company play an active role and partici-

pate in the various workgroups such as la-

bour, crewing, environment, technical and

financial.

If you have no objections we would like

the readers to get to know you a bit bet-

ter as a person. Can you tell us something

about your personal interests?

I am 59 years, was born in Groningen and

lived the first 25 years of my life in Haren

(next to Groningen). As a young boy I join-

ed the ship of my father for holidays. I am

sure that this has rooted my passion for

the shipping industry. In my younger years

I have been active in bands, playing at par-

ties, weddings and festivals. At one point,

just before joining Seatrade in 1986 it was

a fine line to choose either a career in mu-

sic or follow the rooted passion. Well, we

all know the outcome.

I am married and have three daughters. I

l ike to have people around me and love to

travel. I have never been a sporty person

but love skiing and do a bit of fitness to

stay in shape. Music remains an important

part of my free moments, either behind the

piano, on guitar or bass or just listening

to some wonderful music while drinking a

good glass of wine.

Editorial team

Personal reflectionsAfter all these words there is only a few things

to say. I sincerely hope that the way Covid-19

affects our daily l ife will soon melt while

turning the calendar to 2021. Maybe it ’s a

dream but there are promising signs on the

horizon for a vaccine.

I realize that whatever we dream and strive

for within the Seatrade Group of Companies

is only possible with people, with your sup-

port and that of all our colleagues around the

world. On behalf of the shareholders and the

Board I thank you for your collective commit-

ment, your dedication and your perseverance.

Merry Christmas and a Safe, Healthy and

Prosperous New Year to you and your fa-

milies.

Yntze Buitenwerf

THE CHAIRMAN

SALUTI DI SEATRADE ITALYThe Seatrade Italy office was established on

17 October 2000, so we proudly celebrate

our 20th birthday this year. After all these

years we still work with commitment and

passion from our office with its wonderful

views of the bay of Vado and Savona and the

nearby hills and mountains that surround

the Ligurian Riviera.

The Seatrade Italy staff now consists of Fleet

Team Manager Tienco de Vries, who joined in

January 2020 and ensures the smooth run-

ning of all technical matters, the ‘old sea dog’

Captain Paolo Nobbio, who has been follo-

wing our ships as DPA with a steady hand for

over 10 years, and the new arrival office as-

sistant Roberta Scotto, who boarded at the

beginning of this crazy and unpredictable

year 2020.

Seatrade Italy manages four Cosiarma ves-

sels, the Red Calas (Cala Palma, Cala Pedra,

Cala Pino and Cala Pula), importing over

10.000 tonnes of bananas and pineapples

every week from Central America.

Seatrade Italy’s activities for Cosiarma ran-

ge from the technical management of the

vessels including the deployment of tech-

nicians servicing the vessels in Europe and

Central America, the constant monitoring of

certificates, class visits and safety and pol-

lution prevention matters. All of this is done

with the good support of the Seatrade office

in Groningen.

In line with the Seatrade standards, the Se-

atrade Italy office is also committed to en-

vironmentally friendly practices. From the

beginning of 2020 we have digitalized most

of our administrative activities saving hund-

reds of printed pages and ink and we have

been substituting all single-use plastics (cof-

fee cups, plates, cutleries, etc.) to compos-

table, biodegradable and reusable items. In

these complicated and uncertain times, we

remain enthusiastic and committed to im-

provement in all areas!

Roberta Scotto & Tienco de Vries

Row 1 - from left to right:

Hellas Stream, Atlantic Klipper, Aconcagua Bay, Cala Pedra, Regal Bay, Cala Pula, Nova Florida,

Seatrade Orange, Yun Der, Sierra Laurel, Baltic Klipper, Swedish Stream and Seatrade White.

W E P R O U D LY

Row 2 - from left to right:

Cold Stream, Luzon Strait, Lagoon Phoenix, Schweiz Stream, Discovery Bay, Sierra Queen, Seatrade Green,

Seatrade Red, Cool Expreso, Cala Palma, Lombok Strait, Orange Stream and Runaway Bay.

P R E S E N T YO U

Row 3 - from left to right:

Juice Express, Breiz Klipper, Fuji Bay, Royal Klipper, Nova Zeelandia, Orange Spirit, Sierra Lara, Coppena-

me, Hsiang Hao, Seatrade Blue, Orange Sea, Sierra Leyre, Whitney Bay and Autumn Stream.

Row 4 - from left to right:

Cala Pino, Pacific Mermaid, Santa Catharina, Atlantic Reefer, Sierra King, Comoros Stream, Prince of Seas,

Everest Bay, Water Phoenix, Italia Stream, Orange Strait, Pacific Reefer and Fegulus.

In 2020 we commemorate the end of WW2

75 years ago. The liberation of Europe, which

is owed in great part to the US, the UK, Ca-

nada and the Soviet Union, would not have

been possible without the transportation of

troops, weapons and food to Europe by

means of circa 2.700 Liberty ships.

The first 14 ships were launched on 27 Sep-

tember 1941, also known as ‘Liberty Fleet

Day’ and since that day the ships have been

called Liberty ships. Between 1941 and 1945,

2.751 Liberty ships were built.

The Liberty’s were assembled at 17 US ship-

yards. A number of shipyards were also built

specifically for this purpose, taking into ac-

count the modern method of production

in which riveting was (mostly) replaced by

welding. Construction of the ships was ini-

tially awarded to a conglomerate called ‘Six

Companies’ headed by Todd and Kaiser. Todd

owned a traditional shipbuilding company;

Kaiser was the newcomer unhindered by in-

grained opinions about shipbuilding. His ex-

perience lay mostly in building civil enginee-

ring constructions. Kaiser, born to a German

immigrant couple in 1882, soon went his own

way with, among others, the Kaiser Shipyards

in Richmond California (USA) and the Perma-

nente Metals Corporation Yard No 1 and 2.

The first yard had seven slopes, the second, in

the end, had 12. On average, three Liberty’s

were built per day during the war.

Henry J. Kaiser

Kaiser was interested in motorboat racing

and perhaps that is the reason why he set up

shipyards in Seattle and Tacoma. This is where

he started mass production and the applicati-

on of welding instead of the, at the time, usu-

al riveting. At first his yards worked together

with Todd Shipyards and the combination con-

trolled five out of the nine new yards of 1941.

Unlike Todd, Kaiser was not a traditional ship-

builder. He founded new yards along the West

Coast and sold his share in the East Coast

yards run by Todd. Kaiser’s motto was ‘the

impossible will be done immediately; miracles

will take a little longer’. He took a calculated

risk with completely welded ships and was un-

hindered by conventional views on shipbuil-

ding. Whereas a shipbuilder would use the

words ‘prow’ and ‘aft’ he would say the ‘front’

and ‘back’ of a ship.

FROM KEEL TO CHIMNEY

IN FIVE DAYS

Story continues on next page.

Construction upper deck

His attitude was to do things fast, efficient

and with a minimum waste of time, material

and labour. No job was too difficult ‘there is

no such thing as can’t’. The saying was: ‘he

did not build ships, he produced them’. Ship-

building became more like assembly line ma-

nufacture such as used in the production of

cars.

Only one in every 200 workers had ever seen

a shipyard and 25% had never even smelled

the sea. Traditional shipbuilders laughed at

his way of working but he kept every ship-

building promise he made. An anecdote cir-

culated about the speed at which the ships

were built: a lady who had been asked to

christen a ship arrived at the platform to see

a champagne bottle hanging from a rope but

no ship. When she asked if there had been a

mistake she was told: ‘start swinging the

bottle, the ship will be here soon’! Kaiser,

a socially engaged ‘good kind of industrialist’

died in 1967 at the age of 85.

The ss Robert E. Peary

It was not surprising that there was a ‘who

can build fastest’ competition among the

yards where the Liberty’s were built. The

construction of the first Liberty, the Patrick

Henry, took 244 days but eventually the

average construction time would be 42 days.

In September 1942 the ss Joseph N. Teal was

built in ten days at the Oregon Shipbuilding

Corp. When asked if it could have been done

any faster the owner Henry J. Kaiser replied:

‘Yes, in eight days but I was delayed by Pre-

sident Roosevelt who came to christen the

ship’.

At Kaiser’s Permanente Metals Corporation

No 2 Yard at Richmond California, the keel of

the ss Robert E. Peary was laid at 00.01 hrs

Liberty ship at sea

Dutch Princess Juliana christens

‘Jan Pieterszoon Coen’ in 1944

on 8 November 1942. On the afternoon of 12

November at 15.27 hrs, 250.000 parts with

a combined weight of 6.400 tonnes had been

constructed. After 26 minutes of speeches

the ship was christened and glided along the

ramp into the San Francisco Bay. Delivery of

the ship was on 15 November.

Brittle break

The Liberty’s may not have been thorough-

breds, they certainly were workhorses! They

were used for all kinds of transport and al-

though they were designed to last five years,

many of them turned out to still be in service

20 years later. But there were also some de-

ficiencies. Quite a number of the ships sho-

wed signs of cracks in the hull and some even

broke in half. It was striking that this occur-

red mostly in Arctic waters i .e. at low tem-

peratures. Cracks mostly arose on the upper

deck at the corners of the loading heads, a

consequence of the so-called notch effect. In

the welded deck plating a crack could conti-

nue uninterrupted whereas in a riveted joint

this would stop at the transition to another

plate. At first it was thought the cause lay

in the great speed with which the ships had

been built, the inexperienced workers and the

latest welding techniques. In the end the steel

turned out to be the weak spot: its chemical

composition offered insufficient elasticity.

The problem was solved by using a tougher

kind of steel and a less rigid construction of

the ship’s hull , as was later applied to the

Victory ships.

After the war

By 1 May 1943 2.138 Liberty’s had been built

and 552 more ships were under contract for

1944 and 1945. Of these, 86 were converted

for special transport and these ships remained

in US service. Over 200 ships perished due to

acts of war, shipping disasters and breakages.

As a result 2.300 Liberty’s remained after the

war, including the ones out on loan. Of these,

nearly 700 were quickly sold abroad, mainly

to Greece. For 20 years these were the most

common ‘tramp ships’ passing from owner to

owner. They were barely interesting for liner

services. The other ships were mostly laid-up,

most of them after barely a single or only a

few ocean transports. After ten years this sur-

plus tonnage was consigned to the scrap heap.

Translated by Anja Peters from Noordvaarder

June 2020 edition written by Simon Broerse,

Mr. Broerse held a position at NDSM and is a

board member of the NDSM foundation. He is

a member of the association Vosmoga which is

part of the VOMO foundation with the magazine

Navigarette. Some of the photos used are from

the archive of Mr. Broerse. Others are free of co-

pyright stock i l lustrations.

Oregon Shipbuilding

Corporation 1944

Launching

‘Robert E. Peary

SEATRADE

HEADQUARTERS

CURAÇAO

The island Curaçao or Kòrsou in Papiamen-

tu, situated in the Southern Caribbean Sea in

the Dutch Caribbean region, l ies about 65 km

(40 mi) to the north of the Venezuelan coast.

On October 10, 2010 Curaçao officially be-

came a constituent country within the Dutch

Kingdom thus changing its constitutional sta-

tus for future generations. The 170 thousand

Curaçao residents share an area of 444km2

(171 sq mi) and widely speak Papiamentu, a

combination of Spanish/Portuguese/Dutch

and English, and Dutch, both considered

main local and official languages.

It is always summer in Curaçao with a tempe-

rature staying a consistent 30 degrees Celsi-

us year-round, matching the crystal clear wa-

ters surrounding the island. Happiness and

beauty can be appreciated through the co-

lourful facades of buildings and houses, daily

happy hours and the unforgettable world

renowned Blue Curaçao or the thirst-quen-

ching Amstel Bright beer (proudly transpor-

ted by Seatrade). Coincidentally, this island

is also the country where the Seatrade Head-

quarters are established in the beautiful

“Landhuis” Ararat. In other words, the place

to be!

The bond between Seatrade and Curaçao

finds its origins in the nineties of the last cen-

tury when the company broke new grounds

on the island.

In recent years, Curaçao has played a more

important role in our business, for the com-

pany and especially its activities. In addition

to weekly sailings to the island, the country

has also played a major role in international

fishery regulations.

The well-being of the Headquarters of the

Seatrade Group of Companies is taken care

of by our team of ten hardworking employees.

In 2016, André Atema, Chief Financial Of-

ficer and a member of the Executive Board

of Seatrade, moved to Curaçao to head the

office. André, along with Mads Ellefsen and

Yntze Buitenwerf man the executive board of

Seatrade.

Story continues on next page.

Andre Atema – Executive Board Member and

CFO. “It was rather easy to decide on the

move to Curaçao and it is an honour to head

the office on this lovely island”

The work:

The knitting takes place at the Headquarters,

where all threads come together to be woven

into a comprehensive group strategy.

Besides ship owning (in close cooperation

with our ship management office in Gronin-

gen), crew and flag state management, finan-

ce, group reporting, accounting and control-

ling, we coordinate the commercial strategy

together with the commercial operational

offices in Antwerp and the agency network.

Both the Juice Express and the Seacat line

(our service between Tampa USA and Costa

Rica) are handled from Curaçao. Our joint

venture with a group of Chilean exporters

under the Trans Global Shipping and Global

Reefers brand are also handled from our

beautiful island.

Recently we welcomed Niels van Belzen on

the island after he returned to Seatrade. Be-

sides remotely assisting Enrique in Ecuador,

he is using his past experience to develop a

Seatrade international forwarding platform.

We confidently expect to gradually imple-

ment the forwarding platform starting early

in 2021.

Ron van der Born - Co director is a former EY

tax advisor. His business administration back-

ground comes into play in his role as the l in-

king pin for the overall group commercial role

between the agents, the commercial office in

Antwerp and commercial group strategy. Ron

is responsible for the establishment of a solid

integrated agency network and for the develop-

ment of a Seatrade brand independent forwar-

ding concept.

Ronald Hania is employed by our neighbours

EMAR Offshore Service and recently also ac-

tive for us as Commercial Manager for the ABC

Islands (Aruba, Curaçao, Bonaire). He works in

close cooperation with Seatrade Rotterdam. Ro-

nald is also appointed as Managing Director for

our bunkering outfit on Curaçao. Next to that

he will coordinate the non-core Seatrade sales

in the America’s. Ronald is known for his per-

severance, go-getter mentality and commercial

effectiveness while always looking out for new

business developments.

HEADQUARTERS CURAÇAO

From left to right: Niels van Belzen, Jessica Jamanika, Dianne Hellmund, Dubraska Chacón, André Atema,

Ron van der Born, Margarita Vieira, Melitziah Candelaria,

Ginny Hu-a-ng & Ronald Hania.

The Team

The entire Headquarters team would like to

take this special opportunity to thank eve-

ryone in our worldwide network of offices

and all our seafarers for their efforts, espe-

cially during these trying times amidst the

current Covid-19 pandemic.

We wish you a Merry Christmas or as we say

it in Papiamentu: “Bon Pasku!”

Stay Strong, Stay Positive, Stay Safe and keep

up the good work.

Saludo kordial from Curaçao.

André Atema

Aviation and international shipping both help

to reduce distances and create millions of

jobs at home and abroad due to increased

trade.

Seatrade’s trade pattern has seen considera-

ble changes since the early beginnings, from

hardly any need for crewmembers to travel

to and from the vessels by air, to seafarers

traveling by air becoming common practice.

Always looking for ‘how to do things better’,

we examined the pros and cons of having

crew travel taken care of inhouse instead of

the traditional way via a travel agent.

After many meetings, collecting data and at-

tempts to understand the aviation business

-which took us more than one year- the con-

clusion was that it does make sense to keep

matters inhouse.

It became obvious that we would need to

partner up with a ‘travel specialist’ for many

technical reasons; after studying the aviation

business for more than a year we discover-

ed that it was kind of a hazy world… Various

offers were compared and finally a decision

was taken.

TIME FLIES. A BIRD’S EYE VIEW OF FIVE YEARS AVIOR TRAVEL

Story continues on next page.

TOP 3 DESTINATIONSThe Philipinnes

Manilla: 2541

Amsterdam: 628

Genoa: 284

TOP 3 DESTINATIONSThe Netherlands

Amsterdam: 1642

Kaliningrad: 682

Moscow: 546

JEF SEVILLENO

GERLINDA MEDEMAMy name is Gerlinda Medema and I am the travel

agent at the Seatrade office in Groningen.

Hi! Jef Sevilleno here at your service. I am 45

years of age and your travel consultant at Avior

Manila, Philipinnes.

We partnered up with ATPI Corporate Tra-

vel for the technical and back up platform.

In November 2015, Avior Travel, our own in-

house travel agent, went live. They say that

time flies when you are having fun and with

Avior Travel celebrating its fifth anniversary

already, this could not be closer to the truth.

And a lot has happened in those five years.

Like all beginnings, this one came with some

challenges from time to time. Suddenly there

was someone physically present in the office

arranging flights instead of the usual phone

call to a travel agent. In June 2016, Avior Tra-

vel was expanded with a colleague in Manila.

By listening and talking to colleagues, Avior

Travel was built into what it is today.

And here we are in 2020. The year marked

by COVID-19, working from home, cancel-

led flights and locked countries. No crew

changes were possible for the first couple of

weeks but then things slowly started to pick

up again. With challenges: flights were can-

celled even after tickets had been printed

and many countries were re-locked resulting

in new or additional travel complications. As

a result it has not always been easy to get our

seafarers home, but we are proud of the fact

that we were able to bring about some small

miracles. Together is better!

Gerlinda Medema & Kor Wormmeester

Over the last 5 years we booked 42556 tickets for 18332 passengers to 338 destinations!

AVIOR TRAVEL

v

ALEX GABRIEL ,

Son of Monica Torres

Seatrade Peru

NEW CREW

ALEXANDER,Son of Mathias Verhaert

Seatrade Antwerp

FINN-OSKAR,Son of Jan Zobel

Heuer Logistics Hamburg

MARVIN EDUARDO RIVERA,

Son of Nicolle Calix

Cenaveh Honduras

ANOUK,

Daughter of Mareike Kaulvers

Triton Hamburg

NAUD MATTHIAS,Son of Henk RaskerSeatrade Groningen

GERMAN FABIAN,

Son of Jacqueline Lopez

Cenaveh Honduras

DANI,

Son of Jacco JansenZZC Flushing

TIJS,

Son of Hans Roording

Super Flora

KARLA LI,Daughter of Karla Salas

Seatrade Ecuador

FINN,

Son of Welmoed Albertsma

Seatrade Groningen

JACE XAVI,Son of Samantha Bernhard

Seatrade Rotterdam

# T E A MS E AT R A D E#TeamSeatrade was created by you! In the

past year we have grown as a community. We

heard from you through hundreds of l ikes and

comments. But certainly also because of the

beautiful content you shared with us.

By strengthening our belief in ‘Together is

better’, you herewith receive the #TeamSea-

trade wristband.

Speak up! Take a photo with you wearing the

wristband and tag us in your post on the so-

cial. To say thanks, we share as many of the

photos as possible on social media. Join us!

Let’s look back on a great year at our socials.

To celebrate the upward trend, here are some

photos we haven’t shared before!

BY MARCEL COSTER

BY VLADIMIR KUKARSKI

Y

BY VALENTINE LESHTAEV

BY ALEXANDER GAVRYUSHOV

BY BAS MOL

“We could not do it without you!”

BY HOLT LOGISTICS

BY ROMAN KRAUS

BY DMITRY BAGUROVBY EMIEL PROVOOST

BY MARTIN GRARD

BY ALEXEY VOROBYEV

BY FELIX HINKELMANN

Most of our dear loyal Simply Seatrade rea-

ders will not have noticed that the Seatrade

Group has always had two different techni-

cal shipmanagers within the Group. The Ger-

man outfit Triton took care of all technical

and crewing activities of vessels of German

owners, Seatrade Groningen focused on the

management of all remaining vessels.

While the crew on board and staff ashore

knew the difference, all Seatrade customers

cooperating with Seatrade Reefer Charte-

ring probably did not notice the existence of

Triton in the background.

December 2019 marked Triton’s 25th anni-

versary. Founded in December 1994 by Cap-

tain Karl-Heinz Hilbig and his wife Angela,

Triton grew to be the largest German reefer

company at times. December 1994 marked

the start of all business activities when Triton

bought the small coaster vessel “Erkaburg”

which was renamed after their daughter

‘Mareike’. Several singledecker, multipurpo-

se and container vessels entered the Triton

fleet the years after, both second hand and

newbuildings.

After having bought two reefers from Seatra-

de in 1997, Seatrade Groningen and its ship-

management outfit approached Mr. Hilbig in

1998 asking whether Triton could manage a

German owned reefer vessel in its fleet. The

cooperation between Triton and Seatrade

peaked when Mr. Hilbig took over the position

of CEO at Seatrade Groningen to restructu-

re the shipmanagement arm of the Group. All

commercial activities had already moved to

the Seatrade Reefer Chartering office in Ant-

werp by then.

In February 1999, Mr. Hilbig started his new

position while his wife managed the daily ope-

rations at the Triton office in Leer. In the mil-

lennium year Triton became a 100% daughter

of Seatrade and it took another 6 years to

establish a fleet that focused on specialized

reefer vessels only.

While a shift from MPP and container vessels

to specialized reefer vessels became evident

over the years, Triton’s company portfolio

also grew. Sirius Shipmanagement GmbH in

Leer was a joint venture between P&O Ned-

lloyd and Triton. At times the fleet contained

40 container vessels of which Sirius did part

of the crew management. The cooperation

ended in December 2013 after several owner-

ship changes at the side of P&O Nedlloyd.

Novalines BV, a Dutch shipmanagement com-

pany, was founded in the summer of 1998 by

Triton. It took over the technical management

of a fleet sailing under the Dutch flag. The

newbuilding program of four small gearless

tweendecker and two existing vessels entered

TRITON – A QUARTER OF

A CENTURY

the Novalines fleet. When Triton became part

of Seatrade Groningen, Novalines was termi-

nated and integrated into Seatrade to operate

as one Dutch shipmanagement outfit only.

Triton Chartering in Hamburg became a

branch office of Triton in April 2013. Better

known as Seatrade Hamburg, the team sup-

ported the commercial activities of Seatrade

Reefer Chartering in the German market as

well as Russia.

Last but not least, Atria Learning & Develop-

ment GmbH should be mentioned. Manage-

ment workshops, board games and crewing

agency weeks are its means to invest in the

education of crew and staff. HEISS – Human

Element In Shipping Simulation is the core

business model that the Atria team imple-

ments on board, ashore and with interested

third parties.

The reefer industry is an ever-changing in-

dustry. To maintain the highest standards, the

services have to be reinvented at times, exis-

ting structures questioned and adjusted

where necessary. In 2017 the Seatrade Group

decided that all newbuildings would be mana-

ged by Seatrade Groningen: the juice carrier

and the “colour class” reefer container vessels

as well as the “orange class” freezers. Seatra-

de Groningen and Triton are less than a one-

hour car drive apart and two shipmanagement

locations so close to each other did not fit the

company strategy. The Triton fleet started

decreasing in 2017 due to sales and changes

in shipmanagement. The decision to focus on

Groningen only was a logical consequence.

In December 2019 the activities of Triton, at

least preliminary, came to an end after exactly

25 years of business.

It has been Karl-Heinz Hilbig’s wish to address

all Triton staff, both ashore and on board, per-

sonally with a word of gratitude.

“I have always appreciated the dedication and lo-

yalty of all Triton employees ashore and on board.

I would l ike to express my sincere gratitude and

appreciation. 25 years of Triton experience have

influenced the shipmanagement activities within

our Group positively, definitely also because of

the close cooperation between Leer and Gronin-

gen. I am convinced that the “Triton-Spirit” will

continue to l ive in the Seatrade Group.”

Mareike Kaulvers

A book has been published that

shows Triton’s complete company

history. 25 years of family business,

German-Dutch friendship as well as

a complete fleet l ist have been

published, in German.

PUZZLE PAGECrack the code (Sudoku!)

This puzzle is played over a 9x9 grid, in each row

there are 9 slots, some of them are empty and need

to be fil led. Fill in the grid so that every row, eve-

ry column and every 3x3 box contains the digits 1

through 9. The number should appear only once in

a row, column or box. Below you find three Sudoku

puzzles. In each of the below Sudoku puzzles three

slots are coloured. When you have found the num-

bers in any of these puzzles, you will have three-di-

git codes (composed by the numbers in the colou-

red slots, starting top left and moving horizontally

line-by-line ending bottom right).

Rebus

A rebus is a picture representation of a word. Each

rebus puzzle box (1 to 10) portrays a common word

to be fil led out in the answerbox. The highlighted

boxes form a word or phrase which is the solution

to the puzzle.

Send us your response to this issue’s puzzles and if

you have all the answers right, win one of three Fit-

bits! Deadline for your response is 1 March 2021.

E-mail: simply-seatrade@seatrade.com. The names of the winners will be not be published.

The answers of the puzzle and trivia in issue

01/2019 were: puzzle easy code = 928/ hard code

= 288 / very hard code: 541 trivia: 1)1997; 2) Oran-

ge Spirit; 3) Golden Lady. Winners have meanwhile

received their prize.

Medium

3

3

3

5

5

5

7

7 8

1

1

1

9

9

8

8

2

2

2

2

26

6

9

9

5

4

4

8

Hard

8

5

5

5

4

4

1

2

6

6 8

7

7

9

9

1

3

2

2

2

2 8

3

7

7

7

5

3

3 4 2

2

7

7

9 3

3

14

4

4

9

9

9

9

1 9

4

4

8

8 2

6 4

6

6

5

5

5

8

7

7

Easy

Nr. 1

Nr. 5

Nr. 2

Nr. 6

Nr. 3

Nr. 7

Nr. 4

Nr. 8

Nr. 9

Nr. 10

Rebus

-t n=d

+rld+

Nr. 8

o=waym=g

Nr. 10

Nr. 6

+is +

-a t=b g=s

Nr. 3

+nd

-ki c=w

+d

Nr. 7

+r +d

-d e=o

Nr. 9

t=asg=n

+

Nr. 2

b=d k=t

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Nr. 5

fl+ +t

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Nr. 1

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+

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Nr. 4

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Commercially operated by Seatrade Reefer Chartering

- Reefer Vessels -

Name cbft sqm built

Baltic Klipper 661,636 7,118 2010

Atlantic Klipper 661,530 7,118 2011

Swedish Stream 645,586 7,565 1992

Italia Stream 645,586 7,565 1992

Nederland Stream 645,586 7,565 1991

Atlantic Reefer 597,139 6,804 1998

Royal Klipper 580,754 6,613 2000

Emerald 548,718 6,244 2000

Fegulus 526,141 5,849 1993

Aconcagua Bay 512, 361 5,894 1992

Everest Bay 449,201 5,219 1989

Pacific Mermaid 540,572 6,075 1992

Regal Bay 526,250 5,851 1993

Runaway Bay 516,227 5,852 1992

Fuji Bay 502,514 5,858 1990

Lombok Strait 626,011 7,341 2002

Schweiz Stream 645,586 7,565 1992

Hellas Stream 645,586 7,565 1991

Autumn Stream 644,331 7,557 1993

Pacific Reefer 596,925 6,803 1999

Comoros Stream 580,754 6,613 2000

Elvira 548,666 6,244 2000

Cold Stream 456,785 5,217 1994

Humboldt Bay 508,551 5,854 1990

Whitney Bay 449,175 5,208 1990

Luzon Strait 626,011 7,341 2002

Commercially operated by GreenSea Chartering

- Reefer Vessels -

Name cbft sqm built

Yun Der 293.958 3.446 2018

Hsiang Hao 293.958 3.446 2018

Lagoon Phoenix 400,884 4,544 1993

Water Phoenix

Green Chile

400,884

375,477

4,544

4,497

1992

1992

Breiz Klipper

Orange Strait

265,246

322.828

3,144

3.408

1991

1991

Sierra King 261,262 2,961 1989

Nova Zeelandia 238,985 2,684 1986

Coppename 212,102 2,453 1990

Cool Expreso 362,351 4,313 1994

Orange Spirit 323,035 3,363 2019

Sierra Queen 398,470 4,736 1996

Orange Sea 322,173 3,381 2019

Prince of Seas 371,412 4,121 1993

Sierra Leyre 260,050 2,925 1997

Sierra Lara 260,050 2,925 1996

Sierra Laurel 260,050 2,925 1998

Nova Florida

Orange Stream

298,320

323.318

3,512

3.408

1989

1989

Managed/ commercially operated by Seatrade Groningen B.V.

- Reefer Vessels -

Name cbft sqm built

Cala Pino 720,000 7,781 1999/2007

Cala Palma 720,000 7,781 2000/2007

Discovery Bay 534,246 5,922 1997

Cala Pula 720,000 7,781 1999/2006

Cala Pedra 720,000 7,781 2000/2007

Santa Catherina 463,986 5,140 2000

- Juice tankers -

Juice Express 2018

Seatrade Orange 2,200 650 2016

Name TEU plugs built

Seatrade Green 2,200 770 2019

Seatrade White 2,200 650 2016Seatrade Red 2,200 650 2016

Seatrade Blue 2,200 650 2017

FLEETLIST

SIMPLYSEATRADEALWAYS. MOVING. FORWARD.