transforming times / annual review 2015
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Annual Review 2015 Transforming Times1
Transforming Times / Annual Review 2015
Annual Review 2015Transforming Times
2
Annual Review 2015 Transforming Times1
His Royal Highness PrinceKhalifa Bin Salman Al Khalifa
The Prime Ministerof the Kingdom of Bahrain
His Majesty KingHamad Bin Isa Al Khalifa
The Kingof the Kingdom of Bahrain
His Royal Highness PrinceSalman Bin Hamad Al Khalifa
The Crown Princeof the Kingdom of Bahrain andDeputy Supreme Commander
and First Deputy Prime Minister
Annual Review 2015Transforming Times
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ASRY(Arab Shipbuilding & Repair Yard)P.O. Box 50110Hidd, Kingdom of BahrainTel: +973 17611111Fax: +973 17670236
ASRY Ship Repair DivisionP.O. Box 50110Hidd, Kingdom of BahrainTel: +973 17611111Fax: +973 17670236
ASRY Offshore Services DivisionP.O. Box 50110Hidd, Kingdom of BahrainTel: +973 17614119Fax: +973 17674913
ASRY New Construction & Engineering DivisionP.O. Box 50110Hidd, Kingdom of BahrainTel: +973 17611111Fax: +973 17670236
www.asry.net
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Annual Review 2015 Transforming Times3
Contents
Transforming Times 4
Chairman’s Message 6
Board of Directors 10
Chief Executive’s Message 12
Performance Summaries 16
Management Team 18
Ship Repair Report 20
ASRY Offshore Services Report 24
New Construction & Engineering Report 26
Organisation Report 28
Human Resources 28
HSSEQ 29
Health 29
Safety 30
Security 30
Quality 31
Corporate Communications 32
Worldwide Agents 34
Annual Review 2015Transforming Times
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Transforming Times
As the global maritime repair market undergoes major changes, ASRY has been required to be equally transformative to respond and remain the regional leader. Through an evolving business model, expansion of its facility mix, and constant focus on customer satisfaction, ASRY’s proactive response to changing market dynamics has ensured its competitiveness throughout the ongoing shift.
Annual Review 2015 Transforming Times5
Annual Review 2015Transforming Times
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$163mRevenues for 2015, from 193 vessels repaired
Daij Bin Salman Al-KhalifaChairman
Chairman’s Message
It is incumbent upon leaders to ensure that the core values of an organisation are safeguarded.
Annual Review 2015 Transforming Times7
Financially, ASRY’s 2015 results were not satisfactory,
with revenues reaching $150.9m, below targets,
yet coming from the highest number of vessels to
dock at the yard in a single year ever. This contrast
between moderate revenues and very high vessel
numbers is indicative of the transformations taking
place in ASRY’s business model. Amongst these
commercial and operational alterations, however,
the Board of Directors and myself endeavored to
ground any changes in the company’s core values
of integrity, respect and a dedication to our staff and
our customers.
A major move in this regard was the agreement
with the ASRY Trade Union to roll-out a series of
employee status upgrades over a pre-defined period.
Hundreds of Bahraini and expatriate workers and
supervisors, who have been with the company for
many years, benefited from the agreement, with the
process to conclude the deal being a testament to
ASRY’s focus on maintaining employee satisfaction
as the business streams themselves evolve. It is a
source of pride that such transparent negotiations
can take place in an atmosphere of constructive
cooperation for the benefit of the company and can
stand as a leading example for other companies to
follow in how to effectively and constructively find
mutually beneficial solutions.
Continuing the streamlining of the yards overheads
and expenses is another area in which significant
changes have been required in 2015, but with
Change is upon us, both internally and externally. The maritime industry continues to shift
on a global level, tracking the changes in the worldwide economy, and therefore ASRY
must also acknowledge and adapt to these times of transformation. Throughout periods
of change, however, I feel it is incumbent upon leaders to ensure that the core values and
founding principles of an organisation are safeguarded and carried through.
appropriate adherence to ASRY’s essence. While the
need for greater rationalisation of internal resources
and more efficient cost savings is undeniable as
the industry becomes more competitive, it has
been crucial to effect these strategies with staff and
customer satisfaction at their heart. For example the
organisational restructuring has continued on pace
throughout the year, but manpower reductions have
been achieved through natural attrition, and labour
gaps filled preferentially by internal candidates.
Other efficiencies have also been found in 2015 in
operations and administrative divisions to further
optimise the yard’s expenses, without compromising
our commitment to staff and clients.
The year also brought evidence that our steadfast
commitment to the ASRY way of doing business
is sound in the form of the ‘Shipyard of the Year’
award, won at the Lloyds List Middle East and Indian
Sub-continent awards ceremony in the UAE. The
award recognises a shipyard in the region that has
consistently met the needs of its customers in these
times of tight capacity. The judging committee
said ASRY had shown a commitment to, and
demonstrated, growth in the continued challenges
in the region, securing contracts from some of the
region’s leading shipowners. Naturally the victory
was a strong endorsement of ASRY’s strategy, but
from my perspective the win also validated our
intentions to keep our values consistent throughout
these transforming times.
$150.9mRevenues for 2015from 253 vessels repaired
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Most importantly, any success ASRY has is due
to a dedicated and highly skilled workforce that
continually demonstrate teamwork and leadership,
and also to the guidance and encouragement from
all the shareholding countries. I, therefore, take this
opportunity to extend my appreciation and gratitude
to all of our shareholders, including the Government
of the Kingdom of Bahrain. I would also like to extend
my sincere thanks to my colleagues on the Board of
ASRY for their continued commitment and support
to the company. ASRY’s entire workforce, including
the management, staff and workers should also
receive recognition for their dedication, hard work
and support without which ASRY would not have
achieved its results in the difficult market conditions.
My sincere thanks also go to ASRY’s sub-contractor
partners and of course our hard-working and highly
capable global network of agents, for all of their
valuable support and co-operation during the year.
I personally extend my appreciation to all those
partnering with ASRY as we transform together for
greater success.
I wish you all a prosperous and successful 2016!
Daij Bin Salman Al Khalifa
Chairman of the Board of Directors of ASRY
Annual Review 2015 Transforming Times9
Most importantly, any success ASRY has is due to a dedicated and highly skilled workforce that continually demonstrate teamwork and leadership.
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Board of Directors
1. H.E. Shaikh Daij Bin Salman Al KhalifaChairman, Representing the Kingdom of Bahrain
2. Mr. Abdulla Fadhala Al-Sulaiti2nd Deputy Chairman, Representing the State of Qatar
3. Mr. Nasser Bin Ibrahim Al-Fouzan1st Deputy Chairman, Representing the Kingdom of Saudi Arabia
4. Mr. Abdulrazzaq J. ZainalabedinBoard Secretary
5. Mr. Mohamed Hassan Al-MutawaAlternate Member, Representing the U.A.E
6. Mr. Ebrahim Mohamed Abu-Aisha Alternate Member, Representing the State of Libya
7. Mr. Mohamed Bin Abdulaziz Al-JuwaiserAlternate Member, Representing the State of Kuwait
8. Mr. Saeed Mohammed Al-MohannadiAlternate Member, Representing the State of Qatar
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9. Mr. Fadhal Sayed Abbas, Board MemberRepresenting the State of Kuwait
10. Mr. Ahmed Mohamed Al-Ka’abiBoard Member, Representing the U.A.E
11. Mr. Hassan Ali Al-MajedAlternate Member, Representing the Kingdom of Bahrain
12. Mr. Dheyaa Gumar SafarBoard Member, Representing the Republic of Iraq
13. Mr. Sharaf-Eddin Salem BanghaziBoard Member, Representing the State of Libya
14. Mr. Mansoor Mohammed Al-KhudairAlternate Member, Representing the Kingdom of Saudi Arabia
15. Mr. Nils Kristian BergeChief Executive
16. Mr. Adnan Noshee SachitAlternate Member, Representing the Republic of Iraq
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Chief Executive’s Message
Nils Kristian BergeASRY Chief Executive
Increased competition and market volatility are the new normal, we must respond appropriatelyand dynamically.
Annual Review 2015 Transforming Times13
In 2015 this response was gratifyingly validated with
ASRY’s ‘Shipyard Of The Year’ award win at the Lloyds
List Middle East and Indian Subcontinent Awards.
While this award recognises ASRY’s adaptability,
however, the year in general did not meet our targets
in terms of revenues, largely due to the Offshore
market downturn, even in the face of docking more
ships than ever before in a single year.
ASRY is experiencing a shift in its business model.
Historically, revenues were derived almost entirely
from docking large vessels for big projects in the
drydock sequentially. Today, ASRY is a much more
diversified hub, due to one of the largest variety of
facilities in the region – in addition to the graving
dock, the yard now boasts 4km of alongside berth
space, two slipways, and two floating docks.
This wide variety creates new flexible options for
customers to have their vessel accommodated,
for example taking more numerous simultaneous
smaller jobs alongside, and more varied jobs on
the slipways. It’s a faster, more segmented way of
doing business, that brings with it new challenges
for many parts of the organisation, from operations
to marketing. Re-adjusting methodologies and
processes continues to be a large factor in the
yard’s success at manoeuvring the markets shifting
patterns.
Amongst these shifting patterns, ASRY still managed
to break new ground in 2015. In the Navy segment,
for example, 2015 saw new national Navies choose
ASRY in response to an emphasis that was placed
on defence sector repair, as exemplified by the
formation of the Navy, Defence and Industrial
projects department. Grey ships and associated
projects now account for a significant percentage of
the yard’s overall revenue, and looks to continue as
Despite being one of the largest national employers in Bahrain, and one of the busi-
est maritime hubs in the region, ASRY has proved in 2015 it is also adaptable to change.
Myself and the Management team have been eager to recognise going forward that
increased competition and market volatility are the new normal, rather than a market ab-
normality, and to respond appropriately and dynamically.
Amongst shifting patterns, ASRY still managed to break new ground in 2015.
military maritime presence in the region increases.
This is in line with our strategy to support the Navy’s
operating in the region and being their preferred
partner for maintenance support and upgrades. As
well as that we relaunched our New Construction
programme with the signing of a new build contract
to deliver a new Landing Craft to the Bahrain Coast
Guard. By the end of the year, hull completion
was in sight, and negotiations were underway for
a second craft. ASRY’s engineering expertise was
also tapped in Ballast Water Treatment System
feasibility studies, laying deep foundations for future
installations as the ratification deadline gets ever
closer. This demonstrates a unique advantage ASRY
has over its competition, which is the in-house
engineering services which the New Construction
& Engineering (NC&E) division can provide allowing
the yard to offer turn-key conversions and upgrades
to customers.
However, 2015 will mostly be remembered as the
year that the Offshore sector took a downturn,
affecting rig repair projects across the region. As
a result, ASRY Offshore Services had a weak year
in terms of revenue. However, ASRY managed to
maintain its dominant position in the rig repair
segment, still being the market share leader by
securing contracts from our repeat customers. It was,
however, the overall depression in the rig sector that
proved most influential on the yard’s income from
offshore services.
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A cornerstone in the ASRY’s resilience throughout
the year has been Project Jupiter – the initiative to
be the leader in onsite specialist contractors in the
region, and forming close allegiances with Original
Equipment Manufacturers (OEM) and specialist
services companies. More global names were
selected to join the list of contractors that have a
permanent presence in the yard, further broadening
the availability of the third-party support that
customers need for efficient, cost-effective dockings.
Internally, streamlining continued as part of the
organisational restructuring, with several important
new appointments being made to modernise and
invigorate the management team. The unification
of the yard into a more cohesive collective
made progress, with HR’s implementation of the
restructuring plan, as well as several noteworthy
collaborations with the Trade Unions.
Moving into 2016, the momentum of being named
‘Shipyard Of The Year’, which embodies the year’s
successes, will assist the company in continuing
to transform itself to meet the ever-changing
demands of the market. It will also inspire ASRY’s
workforce to continue their commitment and
dedication, which keeps ASRY as the regional
leader for maritime optimisation. In tighter times
we are reminded of how supportive our customers
– both repeat customers and new – have been of
the yard, as well as the indispensable role played by
every employee in maintaining ASRY’s place as the
region’s preferred shipyard.
Nils Kristian Berge
ASRY Chief Executive
Annual Review 2015 Transforming Times15
2015 will mostly be remembered as the year that the Offshore sector took a downturn.
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Main Revenue (US$ Millions)
Number of Vessels Repaired (Ship plus rigs)
171
2011
2011
2012
2012
2013
2013
2014
2014
2015
2015
163
150.9m
161.4m
199.5m
177.1m
167.1m
253
184
193
-6.5%year-on-year
+26%year-on-year
Performance Summaries
Annual Review 2015 Transforming Times17
Hull Treated (scraping, washing, blasting and painting)(Millions of sq. m.)
Steel Consumed (Tonnes)
4,920
6,920
2011
2010
2012
2013
2014
2015
6,560
4,498
4,950
4,140
7.50m2010
2011 7.50m
2012 9.47m
2013 9.53m
2014 8.30m
2015 8.89m
+7.1%year-on-year
+8.6%year-on-year
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Management Team
1. Nils Kristian BergeChief Executive
2. Rob BryantOffshore Services General Manager
3. Charles MaherShip Repair General Manager
4. Magdy MustafaProcurement & Contracts General Manager
5. Jos GorisOperations General Manager
6. Dr Tariq Al ShabaniASRY Branch General Manager
7. Arran DallCorporate Communications Manager
8. Abdulla Khalil Al-MuraikhiSecurity Manager
9. Thomas DanielInternal Audit Manager
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Annual Review 2015 Transforming Times19
10. Abdulrazzaq ZainalabedinBoard Secretary
11. Carl BradshawBusiness Development Manager (AOS)
12. Mona ShowaiterChairman’s Office Manager
13. Sh.Duaij Bin Moh’d Al KhalifaHR & General Services Senior Manager
14. Sauvir SarkarNew Construction & Engineering Senior Manager
15. Badreldin ElsimatLegal Department Manager
16. Mohammed AbdulsalamProduction Manager
17. Satyan LaxmanFinance & IT Senior Manager
18. Adel BoutariHealth, Safety, Security, Environment,Quality Senior Manager
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Annual Review 2015Transforming Times
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Ship Repair Report
Annual Review 2015 Transforming Times21
Having predicted that pressure on owners maintenance budgets would continue into
2015, the strategy for 2015 was for the ASRY sales team to more aggressively attract
ships for repair and to increase the total number of vessels repaired. This strategy was
implemented effectively with the number of ship repair projects in 2015 increasing
significantly to 243, from 176 in 2014. Dock occupancy also increased to near-full
utilisation, a notable improvement from 2014 and in line with the ambitious target set
for 2015. However, the 38% increase in vessel numbers for the year is not reflected in
revenues from ship repair projects, which only increased 19%. This discrepancy highlights
two interesting trends that form the basis of a paradigm shift in the nature of ASRY’s
business model, which became most apparent in 2015.
The first trend which becomes clear after deeper
examination is that the despite common market
opinion, shipowners actually spent more per
vessel on significant projects (ships either docked
or repaired on slipway in ASRY). This figure was
actually up on 2014 - with a 3.9% increase in average
revenues per vessels in the docks, and 5.4% in vessels
on the slipways - which is a welcome break of trend
considering popular opinion among commentators
that owners are generally spending less.
The second trend is a marked increase in the variety
of type of projects ASRY now repairs. This becomes
most apparent when looking at the alongside
statistics. More vessels were repaired alongside than
in any other facility in ASRY, yet the total revenues for
those projects was, not unexpectedly, the lowest of
all the facilities.
From these two trends it can be seen that a paradigm
shift is taking place in ASRY’s business model, and
the fundamental aspect of the shift is that the project
mix at ASRY is diversifying. Of all the year’s projects,
a higher proportion than ever before are smaller-
scope projects, which tend to take place alongside,
in ASRY’s newly expanded berth capacity. Previously,
ASRY’s primary revenues stream came from large
vessels, with large projects, docking in ASRY’s
drydocks. Today, ASRY is reacting to new market
conditions by having a much greater variety in its
mix of projects occurring simultaneously. Instead of
large vessels with large jobs, ASRY is taking a wide
range of vessels, with a broad range of jobs.
A greater project mix is ASRY’s response to a
market that is more competitive in this region
than previously, and comprised of vessels that in
general have less major maintenance requirements
due to being younger. The world fleet’s average
age is constantly reducing as new regulations and
requirements makes it increasingly more difficult to
trade older ships. Occupancy is at its highest point,
but more importantly diversity of scopes is also
at its highest.
Within this overall shift that took place in 2015, three
other highlights defined the year for ship repair, the
first of which was the signing of a block agreement
with Kuwait Oil Tanker Company (KOTC) for the
exclusive maintenance rights to 19 vessels over a
two and half year period. The agreement, the largest
signed by a Shipyard in the Arabian Gulf, was worth
an estimated $ 33 million, and will eventually see
KOTC dock the majority of its fleet exclusively at the
shipyard. By mid-2017, KOTC will have seen 14 oil
product tankers, 4 LPG tankers, and one OSV dock
at ASRY for full maintenance work-ups including full
hull and tank blasting and coating.
The number of ship repair projects in 2015 increased significantly to 243, from 176 in 2014.
Annual Review 2015Transforming Times
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The second highlight of the year was a consolidation
of navy work in 2015, as new countries joined the
US, UK and Bahrain as having ASRY as their navy
repair yard of choice in the region. Having identified
a gap in the regional market for quality military
maritime repair in 2014, which perfectly fitted ASRY’s
core skill set, the yard formed a dedicated division.
In 2015, the yard’s navy expertise attracted more
projects than previously as well as from more navy
fleets, including the German Navy, which brought
a Bremen-class frigate in to rectify machinery
mounting issues. Three reasons have been identified
as the cause of this increase in interest. Firstly the
region is experiencing a surge in military presence
from international navies for political reasons.
Secondly, Bahrain hosts the UK Maritime Component
Command (UKMCC) headquarters, which is proving
to be the most convenient hub for visiting fleets.
Thirdly is ASRY’s reputation; strong word of mouth
from previous completed projects is creating new
leads amongst the incoming crews.
Annual Review 2015 Transforming Times23
The third highlight of the ship repair year was
the high complexity of several projects that ASRY
was chosen to complete. For example, Valentine
Maritime chose ASRY for the sponsoning of their
DLB-1600 Derrick Laying Barge, which increased
the beam from 31.7m to 40.3m within only a 45-
day timeframe. To hit deadline and budget, ASRY
pre-engineered and pre-fabricated the sponsons
in advance. Another stand-out project was
Odfjell choosing ASRY to upgrade the propulsion
systems on three of its chemical tankers, to a
new energy efficient concept which will reduce
fuel consumption and emissions by 20% per
vessel. The conversions involved retrofitting new
energy efficiency propeller blades and rudder
bulbs, as well as modifications to main engines,
turbochargers and shaft generators. Another
highlight of the year was Saudi Aramco choosing
ASRY to complete a major modification package on
their OSV Rimthan II, including the installation of a
75-tonne Liebherr deck crane, plus all engineering
calculations, design analysis, inclining experiments,
and stability booklet testing.
ASRY’s agent network remained a vital part of
the yard’s global marketing presence, with the
company’s strong reputation being kept in the mind
of international owners largely through their efforts.
The network saw a new addition in the form of
Shiprepairers & Shipbuilders Ltd, which signed an
agreement to exclusively market ASRY’s products,
services and facilities to the UK shipping market.
Dock occupancy increased to near-full utilisation in 2015.
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ASRY Offshore Services Report
Annual Review 2015 Transforming Times25
However, of the shipyards in the region that offer
offshore repair services, ASRY fared comparatively
well with business coming from well-established and
long-term customers of ASRY’s. The highest number
of projects came from Shelf Drilling, who had four
projects throughout the year. These included the
highlight of the High Island II, on which 200 tonnes
of steel replacement was done, as well as pipe
replacements, refurbishments of accommodation,
helideck, deep well RWT, and cranes, lifeboat
installation and more. ASRY also managed to attract
older customers who had previously used ASRY but
used other facilities in recent years, such as Rowan
Companies, who brought back one of their assets
towards the end of the year as a testament to the
long-term relationships ASRY forms.
Alternative revenues streams from the Offshore
sector also saw some progress in 2015. ASRY
completed its first land rig refurbishment project
since recently pursuing business in that market,
and with one of the largest land rig operators
in the world. The scope included project
management, engineering, procurement, and
safety management, with the a variety of complex
deliverable including raising the rig substructure
by 5 feet, adding a 100-tonne Blow-Out Preventer
(BOP) handling system, adding a 1600 HP mud
pump and Caterpillar generator set, installation
of a complete foam firefighting system, plus
more. In addition to the move into the land
rig market, AOS’s diversification into industrial
manufacturing progressed in 2015 with the
completion ASRY’s involvement in the Camelia
project in Saudi Arabia. ASRY was commissioned
2015 saw the effect of record low global oil prices on the offshore industry in the Arabian
Gulf deepen. Globally and regionally rig owners – AOS’s client base – faced multiple
challenges leading up to and during 2015 which saw any major refurbishment of their
assets became too costly, both in terms of the repairs themselves, and the cost of time
lost producing during repair. Due to this, revenues for AOS in 2015 were considerably
lower than 2014.
AOS also re-affirmed its safety status in 2015 by reaching the safety milestone of exceeding 3.5 million manhours without having a Lost Time Incident (LTI).
to design, procure and fabricate a significant
number of stainless steel hoppers, pipe spools,
valves, flanges and fittings, for a new catalysts
production facility called Camellia, which is being
built by Axens Catalysts Arabiya, a company
specialised in process licensing and manufacture
and sales of catalysts and absorbents in the fields
of refining, petrochemical, gas and biofuels. The
contract included delivery, erection, installation
and final commissioning according to As-Built
engineering drawings. This, combined the land rig
project, was a step into more land-based services
in the Kingdom of Saudi Arabia.
AOS also re-affirmed its safety status in 2015 by
reaching the safety milestone of exceeding 3.5
million manhours without having a Lost Time
Incident (LTI). The landmark achievement, which
includes over two and half years without a rig repair
LTI, comes amid an ongoing optimisation of the
Safety department and focus on quality excellence
that the yard has made one its top priorities.
2016 has a more optimistic outlook as rig owners
who have delayed maintenance work on their
assets for as long as possible are required to do
repairs to keep them class-approved and maintain
effective operation.
Annual Review 2015Transforming Times
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New Construction & Engineering Report
2015 was another year of progression for the newest division, the New Construction &
Engineering (NC&E) Division, with the new diversification continuing to gain traction in
the regional market. Revenues increased and, importantly, the first newbuild contract
was secured. This contract pushed up the ratio of the divisions revenues acquired
independently rather than through projects already in yard brought by the Ship Repair or
the Offshore Services division. This is a good indicator of the increasing value the division
has in the income mix of the yard as a whole.
Annual Review 2015 Transforming Times27
The highlight of the division’s year was the signing
of the agreement with the Bahrain Coast Guard to
design and construct a new landing craft for the
transport of vehicles, potable water, and fuel. The
contract was ASRY’s first newbuild contract since
launching the division, which was specifically tasked
with growing the new construction programme at
the yard. Progress throughout 2015 was on schedule
and budget with the hull erection and construction
completed by the end of the year, to be followed
by piping, machining outfitting, superstructure
construction, and then water-launch. Delivery of the
vehicle is expected to be on schedule in 2016.
On the engineering side of the division, a new variety
of jobs was seen being won by the division in 2015,
demonstrating the diversity of its capabilities, and as
well as its growing reputation. Three new kinds of
projects dominated the NC&E’s workload.
The first type of job was projects concerning
Simultaneous Operations (SIMOPS) of Jack-Up
rigs. With a view to improve safety, Saudi Aramco
require drilling contractors to ensure protection
of well-heads from falling objects. Therefore extra
engineering works were required to meet these
regulations, which ASRY carried out for rigs owned
by Saipem and Egyptian Drilling Company, which
took the form of foldable platforms to ensure
Aramco standards were met. With multiple packages
completed successfully, ASRY’s SIMOPS solutions
have now been well-received by the market, and
are expected to become a fixture in the divisions
project line-up.
A second type of job to gain momentum in 2015 was
engineering Low Sulphur Marine Gas Oil (LSMGO)
packages. Based on Marine Pollution (MARPOL)
requirements limiting sulphur oxide emissions
within Emission Control Areas (ECA) areas from 1st
Jan 2015, a number of ASRY’s customers decided to
switch over to LSMGO when working in ECA areas.
To meet their needs, ASRY carried out onboard
inspections to identify changes in the ship’s piping
system and thereafter produced the necessary
basic and production engineering. This included
being responsible for class approval for the basic
engineering work, as well as implementing the
packages through its ship repair division. Amongst
other owners, KOTC were one of the regional leaders
to choose ASRY for this re-engineering work on their
complete fleet of tankers.
The third highlight project rounding out NC&E’s
diverse engineering scopes in 2015 was the design
and construction of a bespoke mooring buoy,
required for mooring a Floating Storage Oil (FSO)
tanker (which ASRY converted). ASRY met the
challenge by designing the calm mooring buoys
and thereafter fabricating them so that these could
be loaded on the FSO tanker and taken to the point
of mooring. Each buoy - 5.6m in diameter - was
designed by ASRY to meet structural and stability
requirements. Various fittings, such as quick-release
hooks and chain-stoppers to handle the mooring
loads, were incorporated in the buoy. Once the
design was class-RINA-approved, it was fabricated by
ASRY and lashed on board using ASRY’s engineering’s
lashing engineering studies.
Engineering support allowed conversion projects
to be taken on a turnkey basis by the repair
divisions. Among the many projects undertaken, the
sponsoning of a pipe laying barge, a large offshore
crane installation on a Saudi Aramco vessel and
conversion of ASRY’s AOS Barge for testing cranes up
to 1800 Tonnes were noteworthy.
Looking forward, the division is optimistic that
one or more pending new construction potentials,
including specialised vessel orders, will materialise
in 2016. And with the variety and complexity of
engineering projects under discussion, including
upgrades, retrofits, and possible gas-based projects,
2016 should continue the expanding portfolio and
revenues of 2015.
On the engineering side of the division, a new variety of jobs was seen being won by the division in 2015.
Annual Review 2015Transforming Times
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Organisation Report
Human Resources
The primary success of the Human Resources
(HR) division in 2015 was the roll-out of a series of
initiatives to boost ASRY’s internal reputation as an
employer of choice. Strategies such as the prioritising
of internal candidates for positions over external
candidates, and improved clarity and transparency of
employee administration, meant that retention rates
for 2015 improved markedly over the previous year.
Other achievements included the near-completion
of the implementation of an organisation-wide
restructuring project. This task, completed in-house,
saw all divisional structures (except Operations
Division) completed, approved, and updated in the
HR management system. Other highlights included
the overall refining and automation of HR related
processes that have both benefited the company
in terms of work efficiency and reduction in errors.
Additionally, the HR has been eager to organise
various training programs for ASRY’s 1778 employees,
of whom 40% are Bahrainis. In-house and outside
training courses and workshops were organised, in
which some 15,363 company employees participated
in more than one course. The total cost of training
programs in 2015 was approximately $975,000.
Annual Review 2015 Transforming Times29
HR has been eager to organise various training programs for ASRY’s 1778 employees , of whom 40% are Bahrainis.
HSSEQ
HealthASRY’s Medical Centre is the heart of the ASRY’s
health practices and development. As part of the
centre’s mission to improve patient services and staff
quality of life, the Medical department maintains
a calendar of events to promote health and well-
being. In 2015, these included International Noise
Awareness Day as part of the hearing conservation
program in association with Center of Hearing,
Ohio USA; the World Health Day event entitled
“Food Safety” in association with the Public Health
Department of Bahrain’s Ministry of Health; a blood
donation drive in collaboration with Salmaniya Blood
Bank, with approximately 100 employees generously
participating; and a Nurses day was organised to
celebrate and highlight their continuous support.
As part of an expansion drive, the Medical Center
is also planning to extend its services to all the
Sub-Contractors in Primary Care and Occupational
Healthcare. Also in 2015, the installation of new
medical software began, and is expected to be
completely integrated by the end of 2016 which will
enable for statistical analysis of various diseases and
financial management of the patients’ medical costs.
Annual Review 2015Transforming Times
30
SecurityASRY’s Security is managed by a dedicated
department that in 2015 consisted of 57 staff
members, with ongoing activities to dynamically
maintain and improve the yard’s security profile. In
2015, a total of four in-house and external security
drills were conducted in February, May, August
and December in cooperation with other industrial
organisations in Bahrain. As well as this, three types
of audits were conducted in the Security Department
during 2015, including an internal security accounts
audit, and a security self-assessment by Management
Audit Division for ISO 28000, which covered security
operating procedures. Twelve training courses
and workshops were organised during the year,
covering ISO 20858 Security Outlook, Supply Chain
Management, ISO 28000 Security Outlook, Risk
Management, in addition to an advance training
course for security personnel skill development.
Also, notably, the International Ship and Port Facility
Security (ISPS) Code certification, issued by the
Government of Bahrain, was maintained in 2015.
SafetyThe Fire and Safety Department organised a total
of 91 drills on fire, rescue, evacuation, oil spill and
road accidents. They also participated in a number
of events organised by Civil Defence Directorate,
received visitors from various governmental and
non-governmental establishments, conducted fire
and evacuation drills for all ASRY facilities every six
months, held refresh courses for firefighters every six
months and developed fire and rescue equipment.
The effect of the ongoing efforts of the Fire and
Safety programme saw an 18% reduction in its lost
time injury frequency (LTIF), exceeding the target
of 10% set by Industrial Safety Committee, through
active participation of all personnel in the yard. This
was supported by ongoing training courses in which
Department members participated more than once
in more than one course. Almost 20 in-house and
outside training courses were held in cooperation
with the Civil Defence Directorate.
Annual Review 2015 Transforming Times31
QualitySupported by Senior management, the Management
Systems Department played a significant role in
enabling ASRY to successfully meet and exceed ISO
quality certification requirements in 2015, such as the
American Petroleum Institute certificate, API Spec
Q1 9th, Information Protection Management System,
ISO 27001: 2012, Quality Management System, ISO
9001:2008, Environment Management System, ISO
14001:2004, Supply Chain Security Management
System, ISO 28000:2007, Occupational Health &
Safety Management Assessment Systems, OHSAS
18001:2007, and Ports Security System, 20858:2007.
DNV GL, an international leading qualification
certification granting authority, in 2015
recommended ASRY for retention of ISO
certifications in recognition of the company’s
commitment to quality, environment and
occupational health and safety standards. However,
such retention is the result of all-year-round efforts
by every individual of ASRY. The recommendation
was made upon an independent, specialised audit
process scheduled by the Management Systems
team together with all other company departments.
The team performed 40 internal audit processes that
covered all company departments and the 45 sub-
contractors of ASRY.
In 2015, the Management Systems Department also
began a review of a package of rules and regulations
as part of a comprehensive upgrading plan in
accordance with ISO requirements. The Department
has also organised induction and training courses
for company employees on various position
classifications, notably, “Integration Management
System”, which is an interactive objective-based
workshop. More than 250 employees of various
company sectors and departments participated in
these workshops during 2014/2015.
Annual Review 2015Transforming Times
32
Corporate CommunicationsThe primary objective of ASRY’s corporate
communications division – to manage, maintain
and improve ASRY’s reputation on a local, regional,
and global level – received several major boosts
throughout 2015. The most important was the
naming of the yard as the Shipyard Of The Year
at the Lloyds List Middle East and Indian Sub-
Continent awards. This victory was converted
from four nominations across the annual awards
season, including the Safety category at the same
awards programme, and the Ship Repair Innovation
category and Corporate Social Responsibility
category at the Seatrade Maritime Awards in
the UAE. In addition to this, the Chairman of the
Board of ASRY was awarded the Seatrade Maritime
Industry Award at the recent Seatrade Maritime
Awards Middle East Indian Sub-continent and Africa
(MEISA) in Dubai. The award honours an individual
that has made an exceptional contribution to the
maritime sector in this region.
Other activities that had a positive effect on
the firm’s reputation were three-fold. Firstly the
company collaborated with their local agents in
Singapore and Oslo to exhibit at the important
trade shows taking place in those cities, Sea
Asia and Nor-shipping respectively. Secondly,
the division organised two significant corporate
hospitality events: ASRY’s hosting of clients at
the Bahrain Formula One Grand Prix, and the
ASRY Awards for Best Customers & Agents in St
Tropez. Thirdly, on a local level, ASRY’s calendar
of community and staff events continued to show
variation and creativity in finding new ways to
demonstrate the yards gratitude to the community
and labour force that are the foundations of the
firm. Over twenty individual events were arranged
ranging from the ASRY Family Day for several
thousand staff and families, to social support
events such as Cancer Ward donations, and
Disabled Children’s outreach events.
Annual Review 2015 Transforming Times33
Annual Review 2015Transforming Times
34
Worldwide Agents
1 - USA, CANADA, BAHAMAS,
BERMUDA & COSTA RICA & MEXICO
Vogler Marine Agencies L.L.C.
79 Old Clinton Road,
Building 4 Flemington,
New Jersey 08822 5717, U.S.A.
T: +1 908 237 9500
F: +1 908 237 9503
2 - BRAZIL
Sonave-Comercio E
Representacoes Ltda Av.Rio
Branco 50-8˚ Andar CEP 20090-002
Rio De Janeiro, Rj, BRAZIL.
T: +55 21 2223 1332
F: +55 21 2233 8250
3 - UNITED KINGDOM
Ship Repairers & Shipbuilders Ltd.
Broadwell house, Broadwell UK.
GL73QS
T: +44 1367 860 050
F: +44 1367 860 474
4 - BENELUX
Ruysch Technical Agencies,
Oostzeestraat 3, 7202 CM Zutphenm,
NETHERLANDS.
T: +31 575 515 744
F: +31 575 515 750
5 - GERMANY
Zoepffel and Schneider GmbH,
Alter fischmarkt 5, D-20457,
HAMBURG.
T: +49 40 879 7850
F: +49 40 879 78520
6 - ITALY / MONACO /
SWITZERLAND
Victoria Maritime Services
7, Avenue des Papalins,
MC 98000 Principaute, De Monaco,
MONACO.
T: +377 99 99 5160
F: +377 99 99 5161
7 - DENMARK
Falck Formco Aps,
Hans Edvard Teglers Vej 7,
DK-2920 Charlottenlund
DENMARK.
T: +45 39 648511
F: +45 39 632840
8 - SWEDEN
Klaving Shipping AB
Harstena, SE-610 42,
Gryt, SWEDEN.
T: +46 123 420 51
F: +46 123 420 64
9 - NORWAY
ECA Shiprepair AS,
Nedre Vollgt. 1, 0158, Oslo,
PO Box 1246 Vika, 0110
Oslo, NORWAY.
T: +47 22 402740
F: +47 22 402741
10 - GREECE
Resolute Maritime Services Inc.
233, Syngrou Avenue
17121, N.Smyrini, Athens, GREECE.
T: +30 211 182 9000
F: +30 211 182 8991
11 - TURKEY
Cerrahgil A.S. Abdi Ipekci Caddesi
No.33, 80200 Tesvikiye, Istanbul,
TURKEY.
T: +90 212 232 4700
F: +90 212 231 0035
12 - CYPRUS
W.S.R. Services Limited
Ayias Fylaxeos 234, Amalias Court
2nd Floor, CY5047, P.O. Box 58019
3730 Limassol, CYPRUS.
T: +357 25 344418
F: +357 25 344419
Annual Review 2015 Transforming Times35
13 - PAKISTAN
Marine & Industrial Consultants
105/11 Khayaban-e-Muhafiz
DHA Phase 6, Karachi-75500
PAKISTAN.
T: +92 21 5311019-21 (3 lines) /
5880804 / 5880794
F: +92 21 5311022 / 5852399
14 - INDIA
Interlinks Marine Enterprises Pvt.
Ltd., 101 HDIL Towers, Anant Kanekar
Marg, Bandra (East)
Mumbai 400 051. INDIA.
T: +91 22 6725 6437
F: +91 22 6725 6471
15 - SINGAPORE/ MALAYSIA
Coway Marine Services Pte Ltd
211 Kaki Bukit Ave. 1
Shun Li Industrial Park
SINGAPORE 416040
T: +65 6343 8681
F: +65 6343 8682
16 - HONG KONG
Marland Technical Services Ltd.
Room 702A, Fortress Tower
250 King’s Road, North Point,
Hong Kong, SAR CHINA.
T: +852 2571 9322
F: +852 2806 3153
17 - JAPAN
Marinexx
Hitachiya Bldg 3F, 5-7-14,
Shinbashi, Minato-Ku, Tokyo
105-0004 JAPAN.
T: +81 (0)3-5405-4231
F: +81 (0)3-5405-4233
18 - CHINA
Rengtong Marine Co. Ltd.,
177, Lane 2008, Chengshan Road,
Shanghai – 200125, CHINA.
T: +86 21 33834918
وكالء )أسري( في جميع أنحاء العالم