In the current climate of offshore-market recovery, BOURBON has teamed up with Canadian marine-support specialist Horizon Maritime Services, in a joint venture created to provide harsh-environment offshore services in the North Sea and Canada. Strong in its combined resources, long experience and geographical location, the JV will be a leading presence in the sector. It also plans to offer external ship-management services. PartnerShip spoke to Bourbon Horizon MD, Cliff Gaetz.

PartnerShip: Can you tell us how BOURBON and Horizon Maritime came together?

Cliff Gaetz: It all started when, in the first quarter of 2019, Horizon Maritime purchased a vessel from BOURBON. We started operating the vessel in the North Sea and maintained and developed a relationship with Bourbon Offshore Norway, who provided vessel management services for us on that vessel for the first year. During the period of operation in the North Sea, we maintained the same crew and management team, who supported us through the transition. Then, in 2020, BOURBON delivered the ship to our home port, in St. John’s, Newfoundland. The Newfoundland and Labrador basin is Horizon's main operational base where we support Canada's offshore drilling, exploration, and production operations. That transaction and the subsequent provision of services were thus the foundation of our relationship. Then, we naturally continued our dialogue and supported a floating wind installation project for Bourbon Subsea, in the Atlantic, off the coast of Portugal. This brought us in contact with Bourbon Offshore DNT, in Ravenna, Italy, who specialize in ROVs. After that, we collaborated with BOURBON on another floating wind project, in Norway, called TetraSpar, installing the mooring lines, with the help of the Ravenna team’s ROVs.

PartnerShip: Why was a JV decided on and what are the strengths of Bourbon Horizon in the harsh-environment market?

CG: From a vessel-management perspective, Bourbon Offshore Norway and our team in Atlantic Canada have a lot of common operational experience, sharing several common clients, a harsh-environment specialization and fairly niche markets. We soon saw that mutual support, in this context, was as a really important requirement. The fact that we already had a lot of similar operating practices also became clear, as our relationship developed. An interesting thing about the Canadian offshore market is that when activity in the region slows down, the local offshore vessels will typically transition towards the North Sea and operate there, trading on the North Sea spot market or supporting North Sea projects. So, it has always been common for our vessel fleet to transfer from one market to the next. The equipment is quite similar, the environmental conditions are similar, and there are common working practices and common clients, between the two markets. It’s harsh out there. You need large, robust vessels to operate in these markets and, most importantly, seafarers who are familiar with these conditions. On the Canadian side, when you’re operating in this offshore market, local presence, benefits and Canadian-flag vessels are important to the Operators and local industry. In Norway, it’s much the same. In both markets, there are opportunities to bring in foreign vessels but, traditionally, you really need to have a local operational base and presence, to position yourself strongly in that market, especially in the long term. 

PartnerShip: What are your ambitions for the next few years?

CG: We intend on being a leader in the offshore marine sector, with a strong presence in the North Sea and Atlantic Canada. With our current offices in Fosnavag (Norway)  and St. Jone's (Newfoundland and Labrador, Canada), we are uniquely positioned to support our clients in both markets. In parallel with the management of our base 7 Vessel fleet, we are focused on offering vessel management services for other vessels owners. Lastly, we need to work closely with marine education centers and promote carrers within the maritime industry supporting the development of the next generation of seafarers.

PartnerShip: What is your immediate focus this year?

CG: The company (Bourbon Horizon AS) has been incorporated, and now, we will work towards refining our management systems and processes and bring the complete fleet, including Horizon assets and Bourbon Offshore Norway assets, under a common management system and Document of Compliance. We will continue to work towards this goal over the next three quarters, aiming to have finalized this aspect by the year's end. The vessels and personnel, in both countries, will be operating via a common platform. In parallel with that, we will engage with other vessel owners, looking for opportunities to expand the fleet composition and offer management services to vessels outside of our own base fleet.

PS: Regarding offering ship-management to shipowners, what are our strengths in this service?

CG: The industry has been challenging for the last 8-9 years, and that was certainly extended by the pandemic. We saw a significant outflow of experience in the industry. Customers need experienced management teams and assets to support offshore oerations and we have the capacity and expertise to provide this service and support. With our expanded footprint, we now have a strong presence in two key markets and can offer the same presence to other vessel owners. We offer a robust, industry-vetted SMS and a comprehensive digital vessel management system that is now being rolled out through the BOURBON fleet. We're opening up chartering possibilities for vessel owners in adjacent markets, providing local support and a greater range of services and value to the Energy companies (end customers) from the Bourbon Horizon team.

PS: You yourself have been a seafarer. How does that experience help you in your current role?

CG: I started as a Cadet and went through to Master. I sailed on offshore vessels and finished up on pipelay vessel that was operating offshore Brazil. For several years, while primarily based in an offshore role, I would come ashore for short periods to support the company and to gain a better understanding of Vessel Management systems and processes. At that time, the company's owner wanted us to go through all aspects of ship management, so there wasn't a department, that I didn't get the opportunity to be involved in. I supported various vessels, operations, and projects and this helped me to acquire a holistic view of ship management and its processes.

PS: What changes do you see in the industry today?

CG: With the downturn of the market and the pandemic, many have retired and moved on from the industry. A major challenge, therefore, is to find and develop new seafarers. We need to promote carrers at sea, support young people to come into the industry then get them onboard and develop them. I'm a seafarer by trade, a master mariner, and when I was a kid coming out of college, finding a job was a challenge in the Canadian market, just trying to get my foot in the door. Now, when I visit marine schools, I see other shipowners, including senior management engaging with cadets and the schools. We must play an active role in that. Expanding our footprint with other vessel owners and growing our pool of seafarers is key to our future growth and for the industry as a whole. Of course, decarbonization is also a key factor in our daily decision-making processes and is a large topic on its own. Alternative fuels, new engine designs and ship technology have been processing rapidly and we are accountable for making changes in the way we operate, we need to demonstrate this to our partners and recognize that it will also be a key interest for new seafarers who are joining the industry.