Podded propulsion Controlling ships in emergencies STCW update

Transcription

COVER -Dec 07
22/11/07
10:15
Page 1
December 2007
Podded propulsion
Controlling ships
in emergencies
STCW update
Pekka E. Joki
21/11/07
17:38
Page 2
A remembrance of one
horrific disaster, a word of
caution for another just
waiting to happen…
The Floating Time Bomb.
In 1983 the drill ship Eniwetok killed
seven cable car passengers. Available
for the first time in English, this is the
personal story of Pekka E. Joki, the
Eniwetok’s captain at the time of the
tragedy, and his warning of the current
dangerous situation with ships like the
Eniwetok in the Gulf of Finland.
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p 1-2
FOCUS
21/11/07
17:42
Page 1
FOCUS
Publishing: best practice
t may not have escaped your notice that
our publishing team, ably led by Julian
Parker, has been in overdrive in recent
months, producing a stream of new
books while also updating existing titles.
There are more in the pipeline for next year
and still our valued authors come forward
with new ideas for publication. This is an
essential part of the Institute’s activities in
providing professional development and
guidance on best practice in operations. It
also makes a valuable financial contribution
to our funds so that members’ subscriptions
can be kept at a lower level than otherwise.
Extracts from two new books appear
this month. Handling Ships in Ice
(pp 10-13) is most timely as the ice class
fleet continues to experience rapid
growth at the same time as the supply of
experienced ice navigators diminishes
through the retirement of the long
serving cadre of 1970-80s trained
officers. There is pressure on training
courses for the new generation of
navigators and experience takes time to
acquire so it is necessary to get it in
simulators or passed on from those who
have it rather than learning from one’s
own costly mistakes. This book does just
that and should become an industry
standard because it is written by a
practitioner for practitioners.
The same is true of Leadership
Throughout (pp 16-17) which is a
valuable contribution to the Institute’s
long-running campaign to promote the
value of leadership education and
I
training within our industry. While the
naval forces of the world have long
understood the need for leadership
throughout the hierarchical structure,
the commercial sector has, until
recently, tended to favour learning the
skills of leadership by experience and
the example of others, good or bad. It is
highly debatable whether this was ever
the right way to develop the high level of
leadership our industry needs and the
lemming-like behaviour of shipowners in
the boom or bust cycles of the past plus
some well known shipping casualties
would tend to support our view that it
wasn’t. Equally, the patchy application
of industry regulations such as the ISM
Code and the STCW Convention
requirements, as well as the rush to
order ships before new safety enhancing
regulations take effect, indicates that
there are many so called leaders in our
industry who are not prepared to lead
with integrity from the top. Is it any
wonder that the people working for them
do less than a professional job and
indeed merely look on their work as a
job rather than a profession? The longlamented poor image of the industry will
not improve until there is real leadership
throughout and particularly from the
top.
Technical guidance
Some would say that technological
innovation has been unremitting in recent
decades, and it is certainly the case that
the pace of change has moved up a gear
since the turn of the century. Statutory
training tends to lag behind such change
due to a combination of reasons as
pointed out in our STCW Review update
(pp 7-8) and it is up to responsible
owners/managers to provide training to
manage these changes. Equally, it is the
responsibility of professional bodies such
as ours to ensure that our journal
provides well-written articles on the
latest developments and the best ways to
utilise them for safe and efficient shipping
operations. This month’s Captain’s
Column (pp 3-4), the first of a two-part
guidance on podded propulsion, is an
excellent example of this role as is the
explanation of the Long-range
Identification and Tracking of Ships
System (pp 9-10). It is also our role, to
raise matters of concern that practising
professionals consider need improvement, whether it is the equipment itself or
the regulations governing its use. Paul
Drouin’s experience of steering gear
failures (pp 5-6) is one such instance and
our ongoing work on the human element
is also an example.
Seaways articles and branch
seminars have explored lifeboat safety
issues in the recent past – now we are
cooperating with other organisations in
a research effort to propose practical
solutions to these safety issues and your
input is vital (see p 6).
Features
Captain’s Column
3-4
Controlling ships in
Steering gear
regulations
5-6
The value of
STCW Review
update
LRIT and maritime
safety
Handling ships
in ice
Seaways December 2007
an emergency
14-16
16/21
7-8 Studying on board 22-23
9-10 South Asia visits 24-26
10-13 World Maritime Day UK 27
leadership
MARS
17-20
Books
27
Nautelex
28
Letters
29-30
NI log
31-32
People
33
Index
34-36
■ Cover picture: Queen Mary 2, showing
propulsion pods
photograph: Cunard
1
p 1-2
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p 3-4 Cap's Col
21/11/07
17:43
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CAPTAIN’S COLUMN
Podded propulsion
1. Developments in propulsion modes and control units
Captain Christopher
Rynd MNI
Master, Queen Mary 2
odded propulsion drives were
first installed in a cruise ship in
1998. Since that time they have
become the predominant choice
for the cruiseship industry including the
industry’s largest vessels – RCI’s Freedom
class: 154,407 GT, three pods of 14MW each,
two azimuthing one fixed on centreline for
21.6 knots – and the most powerful,
Cunard’s Queen Mary 2: 148,528 GT; four
pods of 21.4 MW each, two fixed and two
azimuthing for a maximum designed speed
of 29.6 knots. The two RCIs Genesis project
P
▲ Figure 1: ABB Pods on Cunard’s new Queen Victoria.
▲ Figure 2: Queen Mary 2: Rolls Royce ‘Mermaids’.
Photo courtesy Robert Camby.
vessels under construction at the Aker yard
for delivery in 2009 and 2010 will be
approximately 220,000 GT and equipped
with three 20MW ABB Azipods for a service
speed of 20.2 knots.
The system is a drive and a rudder in
the same unit. The term Azipod ® is a
trademark of the ABB Group but often
used as a general term. The other main
producers are Rolls Royce with its
‘Mermaids’ and recently Siemens/Schottel
with its new podded drive whose units
have a propeller at each end of the pod
cone.
The ‘pod’ is sited beneath the hull with
the control gear, within the hull. The
propeller is driven by a direct-drive,
reversible electric motor inside the pod,
mounted on a short drive shaft supported
by roller bearings. Electric power is
generated at another location. This gives a
flexibility which has been demonstrated in
the Cunard liner Queen Mary 2 with her
two gas turbine powered generators in the
funnel base, supplementing four diesel
generators in the machinery space.
Since the maximum power of a pod is
limited by design, the total power
requirements for designed speed are
achieved by adding extra pods. However
just the aft two will be azimuthing and the
remainder fixed in the fore and aft line.
Forward ones are fixed and offset from
the azimuthing aft pods. The skeg is seen
on the centreline (see Figure 2).
The advantages of pods are many: space
saving within the hull; no shafting, gears or
clutches. There is greater hydrodynamic
efficiency by eliminating the turbulence and
drag of shafts and rudders. In vessels with
high service speeds, the pod is oriented with
the propeller on the leading side or pulling
the pod with the propeller turning in ‘clean’
inflowing water. Reduced vibration also
results from this hydrodynamic efficiency.
Meanwhile greater efficiencies make for
lower fuel consumption: figures are quoted
variously of between 8 per cent and 15 per
cent; and this in turn results in fewer
exhaust emissions.
Pods come into their own at slow
speeds. Greatly improved manoeuvring
results from significant power more
efficiently configured and directed than the
alternative of shaft-driven propellers and
rudders, even when assisted by stern
thrusters. The steering force is much
higher than that developed by a rudder,
and in the order of 100 to 200 per cent.
This advantage is even more
pronounced when manoeuvring with
sternway. Two Azipods can be controlled
independently in manoeuvres via controls
mounted both at the bridge centre consol
position and on each bridge wing console.
With the large size of many cruise
vessels, this improved manoeuvrability is
especially valuable in ports and
anchorages with restricted room. Further,
the extra manoeuvrability allows calls at
ports where it is not economically feasible
to maintain suitable tugs. ‘Crash stop’
performance is also improved.
Disadvantages
There are, however, some disadvantages.
As pods are hung below the hull, it is not
just the propeller that is exposed to the
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p 3-4 Cap's Col
21/11/07
17:44
Page 2
▲ Figure 3: Pod bearings shown here are on a Rolls
Royce ‘Mermaid’.
risk of contact with obstructions or bottom.
Pods are not as robust as shaft-mounted
propulsion and any contact is likely to
result in serious damage to pod internals
and propeller blades. The consequences
would be expensive and could well result
in adverse publicity to the high-profile
cruise industry .
Pods are also still relatively new in
terms of technology and while reliability is
improving with experience, they have
suffered failures from various causes,
predominantly associated with the drive
shaft bearings. After the initial period of
operation, bearing failure is most often
associated with either contaminated
lubricant or operating methods. Briefly
what this means, is that, each time a pod is
stopped, the shaft bearings settle, making
metal to metal contact, and on starting or
changing direction of rotation there is an
instant before the lubricant comes between
the bearing and the race. This may result
in friction that later develops into failure.
Also, if the pod shaft bearings turn too
slowly, there is an inadequate pick up of
lubricant, too little film thickness and
similar adverse results.
Bearings may also be affected by heavy
vibration associated with high pod angles
(over 10˚) at sea speed, and by reducing
speed too quickly so that the propeller
starts turning under water flow at low
4
rotational speed. This is termed
‘watermilling’ by ESR Technology, a firm
that specialises in pod bearing issues and
monitoring. Finally, the pod propeller
downstream of a powered pod may also
‘watermill’ or receive vibrationary loading
of the stationary bearings due to the
propeller being buffeted by the thrust of
the ‘upstream pod’. The bearing life
currently allowed for is about five years.
As a result, and to give the best possible
reliability, guidelines are given by the
manufacturers and additional restrictions
may be independently issued by operating
companies for their own vessels. To
summarise these guidelines:
● Pods should be kept turning in a
positive or ahead direction throughout
manoeuvres. (Fixed pods are the exception
as they are operated astern at times.)
● Pod propeller revolutions should be
kept above a minimum.
● The thrust from a pod should not be
directed on to another pod.
It is always best practice to operate the
pods as gently as possible, to reduce the
vibration and stress on the mechanical
components.
The naming of various Azimuthing pod
operating modes was covered in Captain
Larry Reimer’s article for Seaways in
September 2005. Operating companies and
manufacturers are still using a variety of
names for similar modes so I shall briefly
cover these first.
Propulsion modes and
control units
Open sea, combined or cruise mode.
Synchronised pods with a maximum of
35˚of helm. They will have up to 100 per
cent power available. Used on sea passage.
Manoeuvre direct mode. Some systems
have this configuration with steering
synchronised and controlled either via a
‘mini wheel’ for the officer with the conn or
by the main helm, but with independent
control of each pod’s speed. Azimuth-angle
is limited to 35˚ and power limited to about
70 per cent.
Manual, or ‘Aziman’ or ‘thrust and
steering’ mode. Each azimuthing pod
independently controlled by rotation and
speed control units. (RSCUs). Power
reduced to about 60 per cent. In sectors of
azimuth where the thrust is towards
another pod or against the hull, this will be
reduced to 30 per cent in that sector.
Other methods of pod and manoeuvring
control are via joystick, joystick with auto
heading and with DP. However these
controls have been excluded from this
article as their use is restricted or
discontinued by some operators pending
control software that can work within the
restrictions.
With the earlier pods the manoeuvring
configuration was to have one pod; the
choice was made prior to manoeuvres,
fixed in the fore and aft line for ahead and
astern thrust and the other used with 360˚
rotation. Each pod was operated in both
positive (ahead) and negative (astern)
thrust as required. The latest vessels have
two pods available to azimuth, giving with
variable power in any direction and, in
some vessels, additional fixed pods.
The configuration which allows two
pods, 360˚ rotation in azimuth and thrust,
limited only by the sectors where thrust is
directed against the hull or other pods,
gives much greater flexibility to develop
methods to control the vessel. The
maximum available power is limited for
manoeuvring and manual modes as above.
Power/torque limitations can vary between
types and ships.
■ Next month: Manoeuvring with pods
incorporating these guidelines and
restrictions.
p 5-6 Steering gear performance
21/11/07
17:50
Page 1
Steering gear
performance
Taking the regulations into the 21st century
Captain Paul Drouin MNI
Solas has been with us since 1914 and continues to evolve.
True performance-based regulations for steering gears
within this instrument would improve safety.
It is time for these regulations to come into the 21st century.
‘
he vessel grounded due to
steering failure.’ How many
times have mariners or other
interested parties who follow
accident trends seen this reported?
Undoubtedly, there are as many causes to a
steering gear failure as there are humans
who operate them or design elements that
make up such a system. But equally true,
many of these failures have alarmingly
similar causes.
Of course, the ever-present human factor
can be counted as a contributing factor in
many steering gear ‘failures’. In these
instances, as documented in many accident
reports, the lack of procedural rigour and
training are major contributors to the
grounding or accident, not a failure of any
particular part of the steering system. What
was initially reported as a steering gear
failure was, in fact, a human failure.
But from time to time, true steering gear
failures do happen. Hydraulic hoses burst,
electric relays short circuit, power is lost,
directional control valves jam – and the list
goes on. Many of these failures are
detected promptly by the use of alarms.
Once aware of the failure, crew can regain
control of the vessel and adverse
consequences are avoided. Even if early
detection is not possible due to the nature
of the failure, if the vessel is in the open sea
adverse consequences rarely result. With
no adverse consequence, the ‘system’ can
be said to have worked. The risk reduction
measures in place did their job. But what of
those steering gear incidents that result in
adverse consequences? This will often
happen in areas that require special
T
caution, such as when navigating in
restricted waters. Although some collisions
have been caused by steering failure, more
often than not the result is grounding.
Vessel steering gear standards and
performance are a product of the
International Association of Classification
Societies (IACS) rules, individual
classification society requirements and the
Solas 1974 Convention.
The IACS unified requirements
concerning machinery installations includes
a chapter on steering gears – Chapter M42.
This covers such items as piping, materials
and design considerations, among others.
However, performance-based criteria are
not set in the chapter but refer back to
Solas for the information. One paragraph of
interest within M42 is number 13,
‘Operating instructions’, which states that,
where applicable, the following should be
posted near the steering control post or
incorporated into operating instructions:
Caution – in some circumstances when
two power units are running
simultaneously the rudder may not
respond to helm. If this happens stop
each pump in turn until control is
regained.
The above signboard is related to
steering gears provided with two
identical power units intended for
simultaneous operation, and normally
provided with either their own control
systems or two separate (partly or
mutually) control systems which
are/may be operated simultaneously.
In Solas, Regulations 29 and 30 of
Chapter II-1 apply to steering gears, as
well as Regulation 19-1 of Chapter V. Most
of the details of these regulations are given
over to design and construction
specifications and few performance-based
criteria are found. Only Regulation 29-3.2
comes close to being performance based;
the well known 35˚ to 30˚ (hard-over to
hard-over) to be accomplished in not more
than 28 seconds. This time-honored
requirement has been in Solas since 1960 –
almost half a century.
Steering and rudder developments in
the past 20 to 30 years are now beginning
to eclipse Solas 29-3.2. Flap-type rudders
have gained great popularity and give
dramatically increased performance over
traditional rudders. The side force
produced by such rudders is almost 80 per
cent greater than conventional rudders.
Azimuth thruster steering/propulsion
packages are also coming to the fore and
provide steering performance that has no
relationship with a conventional rudder.
Even bow thrusters are beginning to
change the steering possibilities of some
vessels. The increased power of some of
these units now brings into question the
conventional rule-of-thumb whereby bow
thrusters are considered ineffective if the
vessel is making more than three or four
knots. The steering performance afforded
by the above mentioned factors, and
others, are bringing ship manoeuvrability
into a new paradigm. The 1960 Solas
‘performance standard’ of 28 seconds not
only begins to appear arbitrary when
juxtaposed against these developments, it
is becoming increasingly debatable.
Risk reduction
Solas Regulation 19-1 of Chapter V also
makes an effort at steering gear
performance as well as risk reduction by
specifying:
In areas where navigation demands
special caution, ships shall have more
than one steering gear power unit in
operation when such units are capable
of simultaneous operation.
5
p 5-6 Steering gear performance
21/11/07
17:51
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Feature
▲ A Rolls-Royce flap type rudder.
This requirement for redundancy and
increased performance, now more than 20
years old, is somewhat dated and
unnecessarily prescriptive given the
advancements in technology and the
performance of steering gear systems
today. And what if the power units are not
capable of simultaneous operation? One
power unit is suddenly good enough? The
regulation undermines its own credibility
with such a qualification.
Ironically, Regulation 19-1 also
introduces an additional risk into the
equation – one that is recognised by IACS
in M42.13. Even if the units are designed
for simultaneous operation, the failure of
one unit can create hydraulic lock within
the system thus rendering the steering
inoperative – and often without an
accompanying alarm. Without an alarm,
time could be lost before it is even realised
the steering gear is inoperative. The
rudder could be over to one side or the
other, causing the vessel to shear out of
the channel. Given the time and space
restrictions when operating in confined
waters the crew may not react adequately
to prevent a grounding or collision, having
to stop each pump in turn to isolate the
defective unit – and assuming they have
the wherewithal and steady hand to carry
out this procedure as their vessel bears
down on another oncoming behemoth.
New and improved steering gear
regulations would be predicated on a
desired outcome (dare I say goal-based?)
and be risk-based as well. For example,
when navigating in a channel, 15 to 20
seconds of steering malfunction are
usually enough to cause serious trouble.
Criteria that could be used to frame the
outcome are, among others:
● Advance;
● Transfer;
● Efficacy of bow thrusters;
● Redundancy;
● Automatic transfer arrangements of
steering gear power units; and
● Alarms for all systemic failures.
The manoeuvring characteristics such
as advance and transfer would preferably
be those for shallow water as this would be
the likely area that a steering malfunction
would cause adverse consequences.
▲ Performance comparison: flap versus
conventional rudder.
■ Captain Paul Drouin is a Senior
Accident
Investigator
with
the
Transportation Safety Board of Canada.
The opinions expressed in this article are
his own and not necessarily those of the
Board.
Lifeboat Safety
The Nautical Institute is conducting research into safety of ships’
The Nautical Institute is conducting research into safety of ships’
lifeboats – accidents, good and bad design, good and bad practices.
It now invites all NI members, branches and readers of Seaways to
contribute reports, documentary evidence, including photographs
to this programme.
Please send contributions to [email protected] or Technical Manager,
The Nautical Institute, 202 Lambeth Road, London SE1 7LQ
6
p 7-8 STCW review
21/11/07
17:53
Page 1
STCW review update
Peter Aylott MNI
Education and Training
Manager
John Clarkson’s excellent article in
November’s Seaways, outlined the
challenges in ensuring equitable
implementation of the STCW Code. Most
feedback from mariners, training colleges
and administrations highlights concern
about the delivery of a common
international standard of competence.
Many serving masters feel this outcome
has not been achieved consistently and in
many ways their observations are perhaps
the ultimate test.
Of course, perception of values clouds
judgement, especially when human nature
tends to make favourable reflections.
Having introduced competence-based
criteria in the 1995 revision in an attempt
to address the shortfall, it is certainly the
next logical step to reinforce mechanisms
to ensure compliance. Another aim of the
review is to update the skills and
competences required. In many ways
these are the obvious issues comprising
the skill sets that are required to operate
ships at sea.
The Nautical Institute’s Working Group
listed a group of subjects in the August
issue of Seaways. While these are subject
to continuing debate, it is worth reviewing
the implications of introducing more
competences into the Code.
he maritime environment is
complex and operations are
inherently risk orientated. Last
month Martin Burley proposed a
compelling case for the inclusion of safety
training within the Code. He cited cause and
effect as the driving force behind maritime
regulation, observing that almost all
changes in shipping have been the result of
a major accident. He commented that our
industry had not been proactive in training
mariners to prevent these situations from
occurring in the first place. The strength of
his argument, though, lay in recognising
that generic competence – in the sense of a
safety culture – should be enshrined within
T
the Code. Mariners ‘learn’ their instincts in
the practice of their acquired skills, thereby
generating experience. This can be
conducted at sea or in a simulator but it is
really not possible practically to train for
every individual situation.
In part, generic competence is delivered
by regimes such as bridge, engine room or
crew resource management. Reaction to
accident reports often prompts a call for
the introduction of legislation and the need
for new competences. The key here is to
recognise where this relates to a generic
competence that already exists in Section
A of the Code and where there is a genuine
need for a new skill set. Often there may be
a need to expand the guidance in Section B
or the criteria for evaluating competence
in Section A rather than the introduction of
a fundamentally new competence.
Developing the Code
The Code is, of course, inherently limited
in that it is delivered by the potentially
tortuous process of international
convention and so it struggles to evolve
organically to keep in tune with emerging
technologies and new operating principles.
(It can take up to 10 years to implement a
revision/review of an international
convention.) The decision to revise the
1978 Convention was taken in 1993, the
revised Convention and Code were adopted
in 1995, but full recognition of certificates
did not take place until 2002. In this kind of
time scale, technology will be superseded,
cargoes may change by both volume and
type, ship design may alter dramatically
and potential trade route environments
may demand different skill sets.
This issue was recognised in the 1995
revision by introducing a Code that could
be more easily amended than the
regulations of the Convention. Maritime
Safety Committee (MSC) circulars update
the Code, but fundamental changes need
reviews and revision, which take longer.
The problem can be illustrated by thinking
back to 1995 and recalling how far
technology has changed operations over
this period. At a personal level, mobile
phones were certainly not universal,
computers were relatively rare and the
internet did not underpin our activities.
How many ships had an ECDIS?
Today ECDIS training is not mandatory
although most, but perhaps not all, vessels
have an ECDIS whether it is type-approved
or not. Bridge watchkeepers often use this
for navigation together with a paper chart
to keep it ‘legal’. The current debate about
whether ECDIS should be a mandatory
carriage requirement is centred on timing:
it will happen, but for commercial reasons,
perhaps not yet. However I would argue
that a proactive industry would make
ECDIS training mandatory now, in
anticipation of the inevitable carriage
requirement. Yes, there may be
commercial considerations here but this is
an inevitable change that is almost upon
us, if not already here. While the Code
considers ECDIS systems to be included
under the term ‘chart’, the widespread
growth in the use of ECDIS on ships’
bridges, and the well understood issues
surrounding this, have demonstrated what
a fundamental change this is.
This doesn’t change the generic
competence in the sense of ‘plan and
conduct a passage and determine position’,
but I believe it does need to be included
specifically
within
‘knowledge,
understanding and proficiency (KUP)’ and
within the criteria for evaluating
competence.
Clearly, one must think carefully about
the full introduction of ECDIS to the Code.
Training for other technologies can either
be included in the same way or listed
generically as emerging technologies with
further guidance under Section B.
Personally, I would argue that the impact
of the function of AIS to the bridge watchkeeper drives a case for inclusion within a
KUP
whereas
the
Long-range
System (LRIT), still on the horizon see pp
9-10 could eventually be introduced to
Section B.
Flexibility
Mariners are by their nature pragmatic,
dynamic and resourceful; at ease with the
pace of change, but easily frustrated by the
lack of swift legislative adaptation. This is
best illustrated by an expansion in a trade
where, initially, a small group of operators
will become experts. The community will
grow and then as the rate of expansion
7
p 7-8 STCW review
21/11/07
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Feature
increases, there will be a perceived need
for legislation to reduce the trade’s
vulnerability to poor working practices by
opportunist, but unskilled operators. The
situation is even more pertinent when the
supply of human resource fails to meet
demand.
LNG operations have associated critical
safety aspects, breaches of which could
invoke a major environmental and/or
human disaster. The LNG industry is not
enshrined specifically within STCW but is
experiencing massive growth and received
mention at STW 38. Chapter V of the
Sections of the Code refers to training for
certain types of tankers: oil, chemical and
liquefied gas. It does not specifically refer
to competence and does not enshrine a
standard for the training. Instead it refers
to IMO model courses and industry
publications.
While the listing of competence and
standards of training is clear and precise,
the process suffers in that developments in
operations cannot be incorporated rapidly.
A more flexible approach is to list a
document that stipulates a standard so
that this can be amended outwith a
review/revision of the whole Code. To some
extent this empowers the specific industry
rather than limiting it to the convention
process.
Self-regulation
Emerging industries and technologies
bring with them new skills and training
systems. Professional organisations, trade
associations and classification societies
will champion these systems, accredit
training providers to a mutually agreed
standard and provide certification
schemes. While private and commercial
interests may not produce balanced
development, many training systems are
overseen by independent organisations
that manage and correct such influence.
Within these, the system can evolve rapidly
to meet operational demand, as the
organisations involved already have
effective communication with the
operators. The latter will enjoy the
associated empowerment of having a real
voice and viable influence in developing
the system. The Nautical Institute DP
training system is an example of this sort
of self-regulation. The Institute provides
independent accreditation of training
providers and operates a worldwide
certification scheme.
The weakness of self-regulation is, of
course, the lack of legal framework: who
has authority and what is its legal basis?
Can lack of adherence to the relevant
8
training system be cited in a case alleging
for negligence or malpractice? Do these
systems bear scrutiny within the realms of
international customary law? Questions
like these are certainly pertinent for
consideration by the professional
organisations, but beyond this is a real
issue for a global industry. An
unscrupulous company that employs nonqualified operators will be functioning
entirely ‘legally’ until an accident occurs.
Then the publicity surrounding the
accident will be just as damaging to the
industry and its concept of self-regulation
as to the individual company. Why are oil
majors’ inspections often more rigorous
than port state control and flag state
control? It takes generations to build a
reputation and one accident to destroy it.
The decision to move from selfregulation to convention regulation is not
an easy one in an international industry. It
is difficult to establish benchmarks and
thus usually these changes are brought
about by the reports from accidents and
subsequent lobbying.
Feedback, please
This discussion highlights the need for
careful consideration in developing the
STCW Code to ensure that the desired
competency is delivered in a sustainable
manner. In a practical sense, within the
auspices of the Code this means reflecting
carefully how competences within Section
A, mandatory, are phrased to connect with
Section B, the guidance. Generic
competences, where appropriate, ensure
that the Code can be developed more
pragmatically.
Feedback to The Nautical Institute so
far indicates that the following
competences warrant inclusion:
■ Leadership
■ Safety
■ Security
Within the framework of the discussion
above, ECDIS and AIS should be
incorporated appropriately within
competence KUPs. Chapter V should refer
specifically to LNG and dry bulk training.
This article only summarises the
feedback so far: any thoughts,
opinions and ideas for the
Institute’s STCW Working group
are very welcome. Please email
Peter Aylott, the Education
and Training Manager at
[email protected]
For your diaries
2007 December
(03) UK, HQS Wellington, London - London
Branch, Refugees and Economic Migrants at
Sea; Tel: 07785 586317 email: [email protected]
(03) UK, LJMU, Liverpool - NW England & N
Wales Branch, Maritime Terrorism - A
Merseyside Perspective; Tel: 0151 677 3559
(04-06) USA, Tampa, ASTM International
Committee F25 on Ships & Marine
Technology; Tel: +1 610 832 9732
(18) UK, Shell Woodbank, Aberdeen - N of
Scotland Branch, Raising the Kursk;
Tel: 01339 741285 [email protected]
2008 January
Scotland Branch, The Scottish Samurai
(Ladies Night); Tel: 01339 741285
[email protected]
(16) USA, Maritime Institute of Technology,
692 Maritime Boulevard Linthicum Heights,
MD 21090, US Merchant Marine and World
Maritime Review; Tel: 516-773-5447
(29-01) Aus, Sydney Pacific 2008;
Tel: +61 (0)3 5282 0500
2008 February
(05) UK, VTS Centre, Seaforth, Liverpool - NW
England & N Wales Branch, VTS in the River
Mersey; Tel: 0151 677 3559
Scotland Branch, The Bourbon DolphinTragedy;
2008 March
(13) UK, HMS Eaglet, Liverpool, NW England
& N Wales Branch AGM; Tel: 0151 677 3559
(15) UK, Aberdeen University, Aberdeen - N of
Scotland Branch, Mariners' Dinner Dance;
2008 April
(08) UK, ACL Offices, Liverpool - NW England
& N Wales Branch, The Liverpool Cruise
Facility; Tel: 0151 677 3559
Scotland Branch, Indian Experience as a
Marine Consultant; Tel: 01339 741285
(22) UK, LJMU, Liverpool - NW England & N
Wales Branch, Movement of Airbus A380
Components; Tel: 0151 677 3559
2008 May
Scotland Branch, N of Scotland Branch AGM;
p 9-13 Enhancing maritime safety
21/11/07
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Page 1
LRIT and maritime safety
Long-range Identification and Tracking of Ships System
Captain Esteban
Pacha-Vicente MNI
Director, International
Mobile Satellite
Organisation (IMSO)
The shipping industry, including
manufacturers, maritime satellite
communication and satellite application
providers, as well as governments, should
ensure that LRIT is implemented on time
and becomes beneficial to the industry,
according to the purposes for which it
was created.
he overall process that results in
goods being delivered, safe and
secure, from the point of origin to
their final destination worldwide
mainly involves the transport by ships,
along with associated processes. It includes
many entities such as producers of the
goods, logistics management firms,
consolidators, truckers, railroads, marine
terminal operators, ocean carriers,
cargo/mode/customs agents, information
services, and so on.
Assuring the enhancement of maritime
safety and security to ensure the highest
quality throughout these processes is one
of the main objectives of all the different
organisations concerned in shipping. One
of the latest initiatives taken by the IMO to
contribute to the enhancement of the
maritime safety and security is the
establishment of the Long-range
System (LRIT).
Proposals for long-range identification
and tracking of ships first came after the
development of special measures to
enhance maritime security in the wake of
the 9/11 terrorist attacks. However it was
recognised from the beginning that the
implementation of a global LRIT system
would present numerous challenges,
political, legal and technical. After
T
numerous meetings of the different IMO
bodies, IMO incorporated regulations for
LRIT within the Solas Convention, by
introducing amendments to Chapter V and
adopting performance standards and
functional requirements for the LRIT
system.
The new Solas regulation V/19-1 on
long-range identification and tracking of
ships was adopted by Resolution
MSC.202(81), on 19 May 2006, and will
enter into force next month, on 1 January
2008. This Regulation establishes that all
ships subject to the Solas Convention will
be obliged to transmit information on their
identity, location and date and time of the
position, normally four times a day.
IMO also adopted Resolution
MSC.210(81) on performance standards
and functional requirements for the longrange identification and tracking of ships,
and Resolution MSC.211(81) on
arrangements for the timely establishment
of the long-range identification and
tracking system.
Distributed data
The architecture of the LRIT system is
based around the idea of distributed data
centres. These centres may be established
by individual countries (national centres),
or several countries can cooperate to form
a regional or cooperative centre. Those
countries that will not host a national
centre or will not participate in a regional
or cooperative centre will have the
opportunity to use an international centre
to be designed by IMO. The exchange and
routing of LRIT information between LRIT
centres to the relevant government and
SAR authorities will be the responsibility
of an International Data Exchange
appointed by IMO.
Governments will be entitled to receive
LRIT information about ships in several
different capacities. As the flag state, a
▲ Tracking ships with satellite technology
government can receive LRIT information
on all ships under its flag, wherever they
are. As a port state, a government can
receive LRIT information about all ships
that have reported their destination to any
of its ports and terminals. As a coastal
state, a government can receive LRIT
information on all ships transiting within
1,000 miles from its coast. In addition, the
search and rescue services can obtain
LRIT information on any ship involved in a
SAR operation.
To ensure that the LRIT system is
implemented in accordance with the
standards established by IMO, certain
aspects of the performance of the system
are to be overseen, reviewed and audited
by an LRIT coordinator. In December 2006,
the IMO Maritime Safety Committee
appointed IMSO as this LRIT Coordinator,
to act on behalf of all Solas contracting
governments. IMSO is the intergovernmental organisation with 91
member states that is charged with
overseeing the provision of essential
distress,
safety
and
general
communications for the Global Maritime
Distress and Safety System (GMDSS) as
well as coordinating the establishment and
auditing the operation of the international
system for LRIT.
The role and functions of IMSO as LRIT
Coordinator are established in section 14
of Resolution MSC.210(81). These include
assistance in the establishment of the
International LRIT Data Centre and
International LRIT Data Exchange by
participating in the development of
technical specifications; issuing requests
for the submission of proposals for the
establishment and operation of both
systems; evaluating the management,
operational, technical and financial
aspects of the proposals received; and
participating in the initial developmental
testing of the LRIT system.
The LRIT Coordinator will perform
some administrative functions, such as the
investigation of disputes and operational,
technical and invoicing difficulties, making
recommendations for their settlement to
the parties concerned; participation in the
testing for the integration of new LRIT
9
21/11/07
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Feature
data centres into the LRIT system; and
participation in the testing of new or
modified procedures or arrangements for
communications with LRIT data centres.
Performance review
IMSO will also undertake a review of the
performance of the LRIT system. In this
respect, IMSO will review the performance
of application service providers providing
services to the International LRIT Data
Centre; audit the performance of all LRIT
data centres based on archived
information and their fee structures; audit
the performance of the International LRIT
Data Exchange and its fee structure; and
verify that contracting governments and
search and rescue services receive the
LRIT information they have requested and
are entitled to receive.
IMSO has reiterated its commitment to
the maritime community of the
continuation of maritime distress, safety
and security communication services,
including the effective implementation of
the LRIT system on time. Better knowledge
of LRIT information by all future users and
providers will significantly contribute to
the effective implementation of the new
LRIT system. IMSO is ready to provide
any information and assistance that may
be requested.
■ For more information, contact IMSO:
phone: Jenny Ray on +44 7728 1249
website: www.imso.org
Handling ships in ice
Voyage preparation
Captain Johan Buysse
MSc, MNI
breakers posted along the route.
When heading for ice-bound waters, you
can expect numerous hazards. These will
include:
Handling Ships in Ice is a practical guide
to navigating in high latitudes in winter:
ice formation; ship strength and ice class;
passage planning; navigating alone;
navigating in convoy; manoeuvring in ice;
ice breaker operations; hazards and
precautions – all are covered in the book.
This edited chapter deals with voyage
preparations and includes valuable check
lists to equip the ship for ‘winterisation’.
Ice
igh ice-classed ships, handled
by experienced staff, are
perfectly able to operate
successfully in ice-covered
waters. Even so, for the mariner preparing a
passage plan, it would be reckless to rely
solely on the ice-breaking capabilities of his
vessel and on scanty or not updated
information on the ice situation expected to
be encountered. Safety and the economics
of transportation, such as the total passage
time and total bunkers consumption, will
particularly apply when planning a voyage
to or between ice-bound ports.
Moreover, it is of the utmost importance
to maintain sea room and to keep freedom
of manoeuvre when passing through ice, as
once one’s ship is beset, it will drift
wherever the ice sets. Hence the
importance of gathering all possible
updated information about the weather
and ice situation and the position of all ice-
H
10
Difficulties in keeping the ship moving,
unexpected loss of speed;
● Difficulties in manoeuvring, unexpected
motion of the ship, unexpected restrictions
of movement;
● Deviations from the originally planned
route;
● Ice impact due to ship speed and
motion;
● Noise and vibrations increase;
● Increased time needed for voyage,
embarking pilot, berthing;
● Increased time and restrictions to
rescue units arrival at accident site;
● Difficulties in finding objects or
substances (oil) that are below ice cover or
under ice floe(s);
● Difficulties in finding the shoreline from
radar based information;
● Abrasive effects on ship hull painting,
leading to increased rate of rusting.
●
Drifting ice
Damage or other effects (such as
change of location) to the aids to
navigation;
● Compressive ice: ice loads due to ice
movement and pressure;
● Ship stuck in ice; ship movement with
ice;
● Anchoring not possible;
● Movement of newly broken channel / old
●
channel from its original location;
● Ice accumulation on the side of the ship,
on the deck.
Ice blocks, ice floes
Extra echoes on the radar screen;
Ice blocks below the ship’s bottom;
● Echo depth sounder may not work
properly;
● Ice block jammed in front of the
propeller or between hull appendages;
● Ice in the seawater intake for
machinery cooling system, fire main;
● Ice in the transverse thrusters tunnel;
● Ice loads on the propeller;
● Ice loads on the rudder and other
appendages;
● Stones from the sea bed sticking fast to
ice blocks in shallow water.
●
●
Snow
Difficulties with visual observations;
Difficulties
with
radar-based
information;
● Makes the channel more heavy to
navigate.
●
●
Low temperature
All effects of low temperature (–35°C in
the Gulf of Finland for example);
● All effects of temperature changes and
differences;
● Effects on materials: thermal strains,
brittleness, thermal expansion;
● Effects on oil viscosity: effects on fuel
oil, hydraulic oil, lubricating oil;
● Moisture condensing and/or freezing on
cold surfaces;
●
21/11/07
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Feature
Freezing of cargo, deck equipment etc;
Difficulties with battery operated
devices;
● Hypothermia.
●
●
Spray ice, icing
● Difficulties with visual observations
(frozen windows on the bridge);
● Weight increase in the upper
structures, draft increase, loss of
freeboard;
● Deterioration of ship stability, listing;
● Ice on outer decks and other surfaces,
clogged deck drainage pipes, ice on deck
equipment, frozen life saving equipment
(lifeboats, davits etc).
Other
Darkness;
Sea or frost smoke from broken channel
and other areas of open water;
● Occupational safety matters on board:
equipment and effects on crew members.
These hazards could result in the
following damage:
● Dents and fractures due to ship-ice
contact.
● Ship collisions in ice.
● Grounding events due to difficult ice
conditions;
● Ships in bad condition or inadequate ice
strengthening;
● Propellor damage;
● Rudder damage;
● Surface damage (coating);
● Main engine or other machinery
malfunction.
■ All this leads to an important rule:
Always respect the power of ice in all
its appearances. Heading overconfidently
into ice equals heading for trouble.
●
●
Ice map provided by the Finnish,
Swedish and German ice service:
● www.bsh.de/de/index.jsp
● www.fimr.fi
● www.smhi.se/
■ By facsimile. At times the printout will
be of poor quality, due to the nature of its
transmission (by short wave), but
sometimes it turns out to be the only
alternative if no fax reception or internet
link is possible and/or when out of Navtex
range. See the relevant volume of the
Admiralty List of Radio Signals.
■ By internet. The latest means of
gathering information, the internet offers
countless possibilities for getting updated
information and in various languages. We
advise ship owners to study this medium,
as this link will offer the information best
suited to their vessels. For example, using
Google as the search engine, with
reference to ‘ice charts’, a whole new
world opens. Some suggestions:
■ www.bsh.de/en/Marine%20data/
Observations/Ice/index.jsp
■ www.fimr.fi/en.htm
■ www.ice-glaces.ec.gc.ca
■ www.vtt.fi
■ Through agents. When information
about the ice situation can only be
obtained by Navtex, masters should
request their agents (for instance when
passing the Kiel Canal) to provide them
with the latest ice chart available prior to
departure from the Kiel locks.
■ Through ice-breakers, pilot and coast
radio stations. Upon approaching ice
bound waters, the vessel should, as soon
as possible, contact the nearest icebreaker, VTS or pilot station by VHF or
mobile/satellite phone and request the
latest update regarding the ice situation.
Some ice-breakers regularly carry out
visual reconnaissance using their shipbased helicopter. They know, by the very
nature of their work, where the difficult
spots are and therefore will give some ice
waypoints along the calling vessel’s route
towards its destination. (An ice waypoint
is one given by a VTS, pilot station or icebreaker, to where all in and outward
bound traffic is directed. One should have
good reasons for not using these
waypoints as, in most cases, ice-breakers
will not assist vessels which deliberately
ignore their instructions.)
If no ice-breakers can be raised, try to
obtain information regarding ice, icebreakers assigned to the destination port
and/or waypoints through the local VTS or
pilot station. Bear in mind that, especially
during harsh winters, some pilot stations
could be closed and vessels will therefore
be diverted to other pilot stations.
Ice reports are also transmitted by local
coast radio stations on VHF and MF
frequencies.
■ Nautical publications. Mariners
should at least familiarise themselves with
the information given in the following
nautical publications (there are others):
● The Mariner’s Handbook, NP 100
● Baltic Pilot, Volume III , NP 20
● The International Code of Signals
■ Company and charterer’s instructions.
Look for any specific operational
instructions and routines from shipowner
in circular letters, the ISM/SMS fleet
manual etc and any advice given by
charterers.
■ Instructions for merchant vessels by
local administrations. You should have
on board the instructions for ice navigation
and ice-breaking services issued by local
Gathering information
■ Navtex. Navtex stations in northern
and Arctic waters broadcast ice reports,
stating the position, thickness and type of
ice. Check whether they are programmed
in the Navtex’s stations list. Check also
whether the ice-report option is activated.
Gale and icing warnings are
transmitted separately as well as the latest
ice-breaking service and ice-class
restrictions reports.
■ By (call-)fax. Various organisations
offer the possibility of automatic send-out
(or in combination) with a call-fax-service
to vessels by fax, on a daily basis, with
updated ice charts, providing the ship
owner has an agreement with those
organisations and that the vessel has an
Inmarsat link or is in reach of a mobile
telephone network.
▲ Figure 1: Heavy icing on deck cargo, vessel at anchor in sheltered waters, awaiting better conditions.
11
21/11/07
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Feature
▲ Figure 2: Typical (minor) ice damage in a 6,000dwt, A1 classed vessel, after two winters in the Baltic; top left bilge keels partly torn off; top right indents in leading
edge of rudder blade; bottom left propeller tip bent; bottom right indents in shell plating and surface paint damage.
maritime administrations.
These are usually published in the form
of brochures. They can be obtained
through owners, agents or on the internet
on the following sites:
● Common website of the national ice
services of the Baltic Sea
www.bsis-ice.de
● Ice-breaking services:
Denmark: www.sok.dk/info/info.htm
Estonia:
www.vta.ee/atp/index.html?Id=664
Finland:
www.fma.fi/e/functions/icebreaking
Germany: www.wsa-ki.wsd-nord.de
Poland email: [email protected]
Sweden: www.sjofartsverket.se
● Ice services:
Canada: www.ice-glaces.ec.gc.ca.
Denmark: www.sok.dk/info/info.htm
Finland:
www2.fimr.fi/en/palvelut/jaapalvelu.html
Germany:
www.bsh.de/de/meeresdaten/
beobachtungen/eis/index.jsp
12
www.bsh.de/en/marine%20data/observatio
ns/ice/index.jsp
Netherlands:
www.infocentrum-binnenwateren.nl
Norway: www.kystverket.no
Voyage planning/routeing
Using all the ice information and weather
forecasts that you have obtained, choose a
track where the least ice or ice-pressure
can be expected, taking into account the
following:
● The position of the (drifting) ice edge;
● The prevailing wind direction;
● Areas where the least ice pressure can
be expected, especially at the beginning
and end of the winter season;
● The ice concentration;
● At the beginning of the winter, where
the new ice is formed;
● At the end of the season, when the
melting of the ice can be expected to be at
its maximum;
● Where there is the least concentration
of ridges/hummocking;
Water depths in relation to the vessel’s
actual draft.
The waypoints given by the icebreakers, VTS or pilot stations are very
helpful but even so as these points are
usually about 20 to 60 miles from the pilot
station at the destination port, you have to
head for them using all the latest
information as, particularly at the beginning
and end of the winter season, the ice
situation can change in a matter of hours.
If strong winds are blowing or have
been forecast, you should use the old
sailing ships’ rule of choosing a windward
track which allows for a safety margin in
case of drifting towards shallow waters,
when own vessel can get beset in the ice.
From open water to the ice waypoints
(from ice-breakers), lay out a track using,
for as long as possible, any open water,
areas with low ice concentrations, big
leads or shore leads (from the latest ice
charts). Once having reached the ice limits,
plot a route through new or thin level ice
or very open or open ice. Try to avoid for
●
21/11/07
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Feature
as long as possible any consolidated,
rafted or ridged ice areas.
Do not rely solely on own vessel’s icebreaking capabilities as you can get into
heavy ice conditions, resulting, especially
if your ship is overpowered, in loads on the
midship’s sections for which the vessel is
not designed. Odd as it may seem, an icestrengthened vessel should have only
enough power to operate in ice for which
the ship’s structure has been designed.
This is why some vessels capable of high
open water speeds have a power limiting
switch (‘ice mode’) which should be
activated before entering the ice.
As to the matter of choosing a point of
entry into the ice and the course set out
thereafter, you should take into
consideration the forecast wind force and
direction, and set and drift of the
prevailing currents.
Note that during ice periods, especially
when vast areas are covered by ice, local
maritime administrations may remove the
traffic separation zones for a time. The
Gulf of Finland maritime district will
communicate this decision through Notices
to Mariners, for example, and as a
navigational warning via Turku radio.
Once near the ice edge, you have to
review all information, including any
updates from ice-breakers or other
outbound vessels and if necessary adjust
the voyage plan. During winter or when
sailing in ice, do not rely on the sighting of
buoys, as many of them are removed or
replaced by winter spars for the winter
season; they could be adrift in ice or
pressed under the ice.
It goes without saying that the final
chosen route will also largely depend on
own vessel’s draft, ice-breaking
capabilities and the crew’s ice experience.
■ Another rule: do not enter ice if a
longer but easier-going route is available.
‘Winterisation’
Class and administration rules deal
primarily with the vessel’s capability to
advance in ice. When winter conditions are
expected, the ship’s staff should take some
precautions to avoid damage to hull and
machinery and to minimise the risk of
commercial losses in port. Specific
instructions, stated in the fleet manual or
the ship’s specific manual should be
adhered to. The following list (not totally
comprehensive) applies to any vessel:
● Carry out all items on checklists
regarding winter/freezing/icing;
● Trim, draft and stability permitting,
drain all unnecessary water ballast (WB)
in side, wing or top tanks. Avoid topping
off WB tanks and keep them slack;
●
Prior to the winter season, check WB
heating systems (for example heating
coils) or air bubble system in all tanks;
●
Check bunker status of IFO/HFO
(intermediate fuel oil/heavy fuel oil) and
especially DO or MDO (diesel oil or marine
diesel oil) as consumption can increase
substantially when trying to get free after
being beset, waiting for a free berth,
manoeuvring or waiting for an ice-breaker;
●
Check rudder angle indicators: the
midships position should be exactly zero
when zero on the rudder stock in the
steering gear room;
●
Check if drafts are in accordance with
the ice class. Adjust draft/trim so as to be
within the limits of the ‘ice belt’. (This is
the area over which the shell plating is
required to be reinforcd for navigation in
ice,
has
per
class
rules
and
administrations.)
●
For non-ice class vessels: ballast/trim
vessel as to have maximum rudder/
propeller and sea-chests immersion;
●
All radars should be in optimal
condition;
●
Check if searchlight(s) is working and if
enough spare bulbs are available;
●
Check the not-under-command lights;
●
Check bridge window heating;
●
Protect windlasses, mooring ropes,
runner drums from cranes and any other
critical deck equipment in order to
minimise the effects of icing;
●
Check if enough winter working clothes,
(such as winter overalls), are on board;
● Check if enough wooden hammers
(sledge type and smaller ones), snow
shovels and stiff brooms are on board for
removing ice (icing) and snow;
● Check fastenings of antennae/aerials/
wind vanes on top of bridge deck and
tighten stays of masts (vibrations and
shocks, at times violent, can be expected
when sailing in ice);
● Confer with owners regarding manning.
Consider an extra AB, OS and/or watch
officer as one can expect longer working
hours for hand steering, removal of icing,
and that the master will be spending more
time on the bridge.
Engineers should check the following:
● Avoid engine room ventilation being
directed on to pipes;
● Choose the bottom/low suction seachest for cooling or intake;
● Test the steam-heating/compressed air
system on the sea-chests;
● Test the seawater cooling recirculation
system on the sea-chests;
● Bunker tank temperatures to be
maintained above pour-point;
● Test the engine room space heating;
● Start the heating of the steering gear
room;
● Check all heating systems on electrical
motors on deck and of all hydraulic power
packs;
● Provide heating in bow/stern thruster
rooms;
● Status of the active cathodic protection
(impressed current).
■ Rule: for ships with controllable
pitch propellers, never stop the
hydraulic cpp pump in port, when in
freezing conditions.
●
After having experienced icing, check,
before any ballast or bunker operation,
that the de-aerators are free from ice;
●
Drain all deck lines of water;
●
Ensure heating systems in fo’c’s’le and
crane deck houses (bow-thruster room,
emergency fire pump room, bosun stores,
hydraulic unit stations etc) are started in
time;
●
Order extra salt which can be used in
the hold bilges, lashing pods etc;
●
Order extra anti-slip sand;
●
Start all deck machinery in due time so
as to warm up any circulating hydraulic
oil;
●
Check antifreeze additive in lifeboat
motors, emergency generator, any other
cooling water systems, cargo space
heating systems etc;
●
If provided, check pre-heating on
lifeboat motors;
▲ £19.25 members; £27.50 non-members.
13
p14-16/21 Controlling ships
21/11/07
18:04
Page 1
Controlling ships
in an emergency
IMO Maritime Safety Committee approves Guidelines
IMO’s Maritime Safety Committee (MSC)
meeting in October, has approved the
Guidelines on the control of ships in an
emergency. These are designed for
member governments, shipmasters,
companies, salvors and others engaged
in a marine emergency, with a view to
providing them with a framework of
authority within which they would be
expected to operate. The Guidelines will
be subject to review in the future, so that
they can be improved on the basis of new
technical developments and in the light of
experience gained from their application.
This is an important development for
shipmasters. The implementation of the
Guidelines should clarify responsibilities
and help remove the uncertainties and
confusion surrounding issues of places
of refuge, such as those that hampered
prompt action in the case of the Prestige
in 2002. The approval is a credit to the
work of Captain Rodger MacDonald FNI
and the International Federation of
Shipmasters’ Associations (IFSMA).
‘Following the Prestige disaster,
IFSMA raised a number of issues.
It was concerned that there seemed to
be no internationally agreed procedures
offering the master assistance during a
marine incident,’ Rodger MacDonald told
Seaways. ‘IFSMA therefore requested that
the IMO look into this and, with a number
of administrations, contributed to a
working group, the result of which has
been the Guidelines. IFSMA believes this
is a positive step forward and will assist
all parties involved in future incidents.’
The extract from the Guidelines
published here starts with the guidance
itself, section 4 on the original document,
hence the numbering in the article. The full
paper is available from the IMO website
(www.imo.org) as MSC.1/Circ.1251
4. General guidance
4.1 During the search and rescue (SAR)
phase of a maritime emergency, there is an
assumption within the SAR Convention
14
that coordination of the SAR response will
be carried out either by the MRCC or by an
on-scene coordinator who will not normally
be the master of the ship in distress.
However, the underlying premise is that
the master remains in command of the
ship and co-operation with the SAR
operation is assumed.
4.2 If, once the SAR phase of an
emergency is over, or a ship does not
require any action from SAR services but
is still in need of assistance, the role and
responsibilities of the various parties are
less clear. Any actions at sea on salvage
should be conducted in close co-operation
with the responsible MRCC or other
relevant authority as notified by the MRCC
to enable them to assess the situation and
if needed declare an appropriate
emergency phase.
4.3 The ISM Code, section 5, Master’s
Responsibility and Authority, states that:
The Company should establish in the
safety management system that the
Master has the overriding authority
and the responsibility to make
decisions with respect to safety and
pollution prevention and to request the
company’s assistance as may be
necessary.
4.4 This indicates that the master has the
authority and responsibility to take
decisions in an emergency and to speak
with the company as necessary. However,
it does not deal with the responsibilities
and duties of a coastal state which may
Definitions
Ship in need of assistance means a
ship in a situation, apart from one
requiring an operation coordinated
by a MRCC in accordance with one of
the three emergency phases –
uncertainty, alert and distress phase
– that could give rise to loss of the
vessel or an environmental or
navigational hazard.
Company means the owner of the
ship or any other organisation or
person such as the manager, or the
bareboat charterer, who has assumed
the responsibility for operation of the
ship from the owner of the ship and
who on assuming such responsibility
has agreed to take over all duties and
responsibilities imposed by the ISM
Code.
IAMSAR Manual means the
International Aeronautical and
Maritime Search and Rescue Manual.
UNCLOS means the United Nations
Convention on the Law of the Sea,
1982.
Intervention Convention means the
International Convention relating
to Intervention on the High Seas in
Cases of Oil Pollution Casualties
(1969) and the Protocol relating to
Intervention on the High Seas in
Cases of Pollution by Substances
other than Oil (1973).
ISM Code means the International
Safety Management Code, made
mandatory under Solas Regulation
XI/3.1.
Place of refuge means a place where
a ship in need of assistance can take
action to enable it to stabilize its
condition and reduce the hazards to
navigation, and to protect human life
and the environment, as defined in
resolution A.949(23).
MRCC means maritime rescue
coordination centre.
MAS means the Maritime Assistance
Service as defined in Resolution
A.950(23).
SAR Convention means the
International Convention on Maritime
Search and Rescue, 1979.
21/11/07
18:05
Page 2
Feature
have legislation governing the conduct of a
maritime emergency in waters under its
jurisdiction or which wishes to exercise its
powers to intervene to avoid pollution
arising from maritime casualties, in
particular beyond the territorial sea.
4.5 At no time should the master be
prohibited from taking action which, in the
master’s judgment, is required to protect
the lives of crew and passengers or others
on board.
5. Guidelines for coastal
states
Resolution A.950(23) outlines the
situations in which the services of the MAS
are involved; they are:
1. The ship is involved in an incident
(eg, loss of cargo, accidental discharge of
oil, etc.) that does not impair its
seakeeping ability but nevertheless has to
be reported;
2. The ship, according to its Master’s
assessment, is in need of assistance but
not in a distress situation (about to sink,
fire developing, etc) that requires the
rescue of those on board; and
3. The ship is found to be in a distress
situation and those on board have already
been rescued, with the possible exception
of those who had remained aboard or have
been placed on board to attempt to deal
with the ship’s situation.
These are the situations which these
Guidelines seek to address.
5.2 The MAS serves mainly as the point of
contact during the resolution of the
situation, however, the resolution
recommends that national instructions
should at least indicate to the organisation
discharging MAS functions:
1. The authority or organisation to
which it transmits the information
obtained from a ship; and
2. The authority or organisation from
which it receives instructions concerning
its action and the particulars to be
transmitted to the ship.
5.3 When more than one coastal state is
involved, the states concerned should
agree between themselves which will
coordinate the operation and be
responsible for transmitting orders and
information.
5.4 Some states have legislation which
allows them to intervene more actively in
the situations outlined in 5.1 when a ship is
in waters under their jurisdiction. A state
intending to use its powers under such
legislation should ensure that:
1. The chain of command within its
shore organisation is clear and each level
of the chain has procedures setting out
what actions it should take and the limits
of its powers;
2. The master of the ship, the company
and any salvage team are told clearly what
the shore command structure is;
3. The flag State is informed as early as
possible in the proceedings and its advice
sought;
4. The master of the ship, the company
and any salvage team involved are told
clearly what degree of responsibility
remains with them and what limitations
are being placed on their freedom of
action;
5. When an order is issued, it is clear to
the recipient who issued the order, to
whom it is addressed and under what
authority;
6. It is preferable for all orders from
ashore to pass through a single focal point
to ensure a consistent approach. All
messages from the ship should pass
through the same focal point;
7. The freedom to take necessary action
to resolve a situation is not removed from
the people on the ship unless deemed to be
necessary to resolve the situation; and
8. Unless time pressures make such
communication impossible, the master is
allowed to speak with the company in
accordance with the ISM Code provisions.
5.5 Article 221 of UNCLOS recognises the
right of coastal states ‘pursuant’ to
international law, both customary and
conventional, to take and enforce
measures beyond the territorial sea
proportionate to the actual or threatened
damage to protect their coastline or
related interests, including fishing, from
pollution or threat of pollution following
upon a maritime casualty, which may be
reasonably expected to result in major
harmful consequences. The right of states
to intervene in the high seas to prevent or
reduce pollution damage as a consequence
is also regulated by the Intervention
Convention. States may take measures
beyond their territorial sea in accordance
with customary international law of the
sea.
5.6 States taking measures in accordance
with the paragraph 5.5 should indicate that
they are doing so in accordance with
UNCLOS, and/or the Intervention
Convention or international customary law
as applicable through their national
legislation. In doing so, States should
follow the guidance in paragraph 5.4.
6. Guidelines for masters
6.1 At the earliest possible stage in an
emergency, the master should inform the
appropriate coastal state authorities
including that of the nearest coastal state,
the flag state and the Company, of the
nature of the emergency and what
assistance is required.
6.2 Unless specifically instructed
otherwise the master has the authority and
responsibilities specified in the ISM Code
as in paragraph 4.3 above.
6.3 If the company engages a salvor to
attempt to save the ship, a contract will be
signed which sets out the respective
responsibilities of the parties involved.
When a salvage master has been
appointed to supervise the salvaging of a
ship, the master should cooperate with the
salvage master to the maximum extent.
6.4 When a ship requiring assistance is in
waters which are under the jurisdiction of
a coastal state and that state has laws
allowing it to intervene in an emergency
and wishes to do so, then the master
should:
1. Ask for clarification as to who is
exercising the coastal state’s powers;
2. If necessary and time permits, speak
with company as in paragraph 4.3;
3. Seek clarification of the extent to
which the master can still exercise
authority in relation to the operation and
salvage of the ship;
4. Ask the coastal state for an expert
assessment of the condition of the ship if in
doubt about the actions being taken; and
5. If still in doubt or in disagreement
with the actions or instructions given by
the coastal state, clearly state so.
6.5 If a state is intervening in accordance
with paragraphs 5.5 and 5.6 when a ship is
on the high seas, the guidance under
paragraph 6.4 should be followed.
6.6 It is most important that a ship should
keep the most accurate records of events
possible. Where a VDR is fitted, the
limitations of the period of time covered by
its recording should be borne in mind. A
separate chronological order of events
should also be kept.
7. Guidelines for salvors
7.1 The first requirement of any salvor is
to be provided with the most reliable
information about the vessel, the nature of
the casualty, the situation of the persons,
cargo and bunkers on board.
7.2 In particular this information will
include:
1. Vessel plans;
2. Cargo manifest, including hazardous
cargo list;
3. Stowage plan and nature/position of
dangerous goods on board;
4. Position and quantity of remaining
15
21/11/07
18:05
bunkers on board;
5. General casualty information relating
to position, damage and condition of the
vessel; and
6. Any emergency towing procedures
adopted by the organisation.
7.3 The salvor’s obligations are to use
their best endeavours to salve the vessel
and its cargo, and while engaged in such
operations, to avoid or minimise damage to
the environment.
7.4 The salvor should communicate and
coordinate with the master and the coastal
state to the maximum extent possible.
7.5 The salvor should advise the
company/master and the coastal state
authorities as soon as possible of their
salvage plan, and the personnel and
equipment that will be utilised to carry out
the salvage operations.
7.6 The salvor should nominate a focal
point to provide 24-hour contact with the
master, company and coastal state
authorities.
7.7 The coastal state exercising authority
should allow the salvor access to the
vessel.
7.8 The salvor should ensure that the
salvage plan and actions represent the
best environmental option for the company
and the coastal state(s) concerned.
7.9 In the event that the casualty needs to
be taken to a place of refuge in order to
carry out necessary salvage operations,
such as diving, patching, transfer of cargo
etc, the salvor should comply with Section
2 of the IMO Guidelines on places of
refuge for ships in need of assistance, as
should the master/company and seek
similar compliance by the coastal state(s)
as under section 3 of the same Guidelines.
Nominate now
and
Lloyd’s List
Shipmaster of
the Year
Award 2007
Form available for download on the
Institute website www.nautinst.org
or apply to [email protected]
Deadline Friday 18 January 2008
16
Page 3
On the value
of leadership
Julian Parker OBE, FNI
Julian Parker introduces a new NI book on
leadership, sponsored by the UK Maritime
Forum.
Leadership Throughout is published this
month, price £14.00 members; £20.00
non-members.
eadership, like development, is one
of those terms that is dependent
for its meaning on circumstances.
Leadership has no opposite. We do
not have a word called unleadership; we
have endowed the concept with only positive
value. This can be confusing if a leader
takes us over a cliff or more probably
chooses the wrong market for the
company’s product – how can this be
resolved?
How many leaders do we need? This is
another awkward question. If everybody is
aspiring to take the initiative, push above
their weight and generally set their
direction for the organisation, there may
be more confusion than before.
In spite of the independent status it
confers on an individual, a leader can only
lead to where sustainable development is
possible. Napoleon, for example, paid for
his empire by conquering and
appropriating foreign lands. Parliament,
on the other hand, paid Nelson to beat
Napoleon’s navy through taxation. When
the smoke had settled, after the battle of
Trafalgar, the outcome created a new
order that led in turn to new opportunities
which other leaders were able to exploit.
History passes its own judgement, but one
can see the natural desire to make the
most of opportunity as one of the key
driving forces in the human soul. Should
we be surprised if this quality has a
generic component? I do not think so.
To work to our full potential and enjoy
the fruits of our labour would therefore
appear to be an inalienable right of all
individuals and yet we know that
organisations become bogged down with
bureaucracy, political in-fighting and
L
obsolete practices. We lament: how could it
come to this? – but nobody hears our
prayers and we wonder what went wrong.
So we start to realise that other forces are
marauding in the corridors of power, in
common rooms and behind the scenes.
Jealousy, greed, fear and envy release
powerful pheromones to mark their murky
territory in which hide the damned
guardians of protection, extortion and
corruption. Could these sinister
characteristics have been handed down
from our ancestors too? It is hard to know
where else they could have come from.
But being protective is very much part
of survival. Groups defend themselves
against predators; society enacts
commandments which are upheld by the
rule of law; and there are strong emotional
responses whenever people are
threatened. So where does this leave our
leader, out in front or corralling the
caravan against hostile forces?
Expansive/defensive?
Sometimes those in authority have to be
expansive, at other times they have to be
defensive, but the quality that enables
them to decide which action is most
appropriate is the same: it is the ability to
see ahead and evaluate the consequences.
But that is not the end of the matter. A
p17-20 Mars Dec 07
22/11/07
10:35
Page 1
Marine Accident Reporting Scheme
MARS Report No 182
This edition includes three incidents relating to fixed gas
fire-extinguishing installations, one of them causing the
death of four senior officers on a ship.
MARS 200778
Fatalities due to improper release
of CO2
December 2007
chief officer and third engineer entered the CO 2 room
intending to open the engine room directional valve to vent the
trapped gas to the atmosphere. Unfortunately, as soon as the
valve was operated, the force of the rushing gas caused the
temporary piping to come adrift and the entire five tonnes of
high pressure CO 2 gas burst into the room, instantly
asphyxiating all four persons. The company reported the fatal
accident to the flag state two days after its occurrence.
Root cause/contributory factors
Official report: Marine Department, Hong Kong
Special Administrative Region
www.mardep.gov.hk/en/publication/pdf/mai040927.pdf
1. Unintended release of high pressure CO 2 gas and its
entrapment in the manifold caused by unfamiliarity with the
fixed fire-extinguishing system;
While preparing for a forthcoming safety survey, a newlyembarked chief engineer unintentionally operated the remote
gang-release control of the fixed CO2 fire extinguisher system
for the machinery space, but with the main directional valve in
the shut position. A total of 92 high-pressure cylinders of CO2
were activated and an estimated five tonnes of gas under very
high pressure were trapped inside the piping and manifold in
the CO2 room.
2. Officers’ lack of knowledge about how to carry out proper
inspection and maintenance;
The company was immediately informed, a day before the
ship was due to call at a major port. Meanwhile it consulted
the manufacturer of the CO 2 system and, as a first step,
instructed the ship’s crew to shut all individual cylinder stop
valves manually. However this could not be done, as the
control gas for activation of the gang release was fully open to
the pressurised manifold. Then, instead of arranging shore
assistance, the company hastily instructed the master to cut
the main CO2 line to the machinery space (at the deck level in
the CO2 room, below the pressurised directional valve) and to
connect temporary piping leading to the deck so that the
trapped gas could be vented to the atmosphere. All
instructions were relayed over the satellite telephone in a
language that was not the native tongue of the master and
chief engineer, although they both were reasonably fluent in it.
No written instructions or diagrams relating to the fabrication
of the discharge pipe and procedures for the safe release of
the trapped gas to the atmosphere were provided.
6. Ineffective risk assessment carried out by the company
and the crew members on board before the release of trapped
CO2 gas into the atmosphere;
With arrival scheduled at the next port for the following
day, the crew managed only to cut open the main gas line to
the machinery space. The ship arrived and worked cargo in
the port for more than a day before continuing her voyage, but
the master failed to inform the authorities or class of the
existing hazardous situation.
After two days, with the ship in high seas, the temporary
piping was connected below the directional valve to the
machinery space and led to the open deck, but without any
securing arrangement.
On the morning of the incident, the master, chief engineer,
3. The company’s and the crew’s inexperience in handling
similar situations;
4. Failure to appreciate the seriousness of the incident and
to inform authorities and class and obtain shore assistance;
5. Insufficient consultation for proper corrective action;
7. Lack of written guidance and instructions from the
company on safely venting the trapped gas;
8. Verbal instructions relayed in a non-native language.
Lessons learnt
1. Ships’ officers should be reminded of the importance of
proper handling of the fixed fire extinguishing system.
Sufficient and clear instructions and warnings should be
provided to avoid improper handling of the system and the
danger of accidental release of high pressure gas.
2. High-pressure gas trapped in the fixed fire extinguishing
system manifold is a very serious incident. Under no
circumstances should such release of CO2 gas be carried out
when the ship is at sea.
3. By opting to arrive at and sail from a large port with the
ship’s fixed fire extinguishing system in a dangerously
disabled condition, the company and the master knowingly
violated international and national regulations, and
endangered lives, property and the environment.
4. It is the responsibility of the company or the master to
report to the flag state without delay when such a serious
incident has occurred.
5. Shore assistance should be sought without hesitation in
the case of serious incidents.
6. The vessel’s entire command staff should not be in a
17
p17-20 Mars Dec 07
21/11/07
18:08
Page 2
hazardous location at the same time.
7. The operation was not planned or executed in a safe and
controlled manner.
8. Ships’ crews should be reminded of the hazards
associated with working on or around fixed fire extinguishing
systems.
9. The accidental activation and release of CO 2 from a
vessel’s extinguishing system may leave the machinery space
and cargo holds unprotected by a fixed system in the event of
a fire. For this reason, inspection and maintenance work on
such systems should be done in port, where appropriate shore
assistance is available.
■ Editor’s note: The company’s order to the crew to cut
the main gas discharge line below the directional valve
holding five tonnes of high pressure gas on the other side
exposed them to serious danger. Unfortunately, for many
of us, the company’s choice of the telephone as the main
communication mode for dealing with this serious incident
may be familiar. Even in the ISM era, there have been
cases where shore-based staff of companies professing the
highest standards have bypassed procedures, and issued
dubious orders to ships’ crews.
MARS 200779
Faulty installation of fixed CO2
system
A leaking high-pressure fuel pipe on an auxiliary engine led to
an engine room fire on a fairly new vessel. The crew operated
the fixed CO2 system correctly but unknown to them, only one
gang of cylinders was released instead of the simultaneous
discharge of the required number of gangs. This caused only a
partial discharge of CO2 but fortunately the fire was quickly
put out. The malfunction was only realised much later, during
the post-emergency restoration and accompanying surveys.
Investigations revealed that a non-return valve in the small
bore copper duct that was meant to deliver high pressure CO2
gas to operate the gang release device on the second bank of
cylinders had been fitted in reverse.
Corrective action
1. The matter was taken up with the installer.
2. All vessels in the company were given instructions with
appropriate diagrams to detect improper installations and to
rectify the same.
MARS 200781
Injury to cadet from bunker hose
The ship was discharging crude oil alongside a tanker
terminal and simultaneously, bunkers were being taken from
ashore: this operation concluded at about 21.00 hours. On
completion of the bunkering, the second engineer and
engineer cadet were instructed to monitor the purging of the
transfer hose with compressed air by shore personnel, before
the manifold valves were shut.
While the chief engineer was preparing the sample bottles
in the engine control room, the second engineer was rechecking soundings of bunker tanks. When the samples were
ready, the CE ordered the cadet to assist the motorman in
disconnecting the transfer hose. It was intended that the
second engineer would reach the manifold to supervise the
disconnection, but the incident that is the subject of this
report occurred before he arrived there. At the time, the ship
was in the final stages of cargo discharge and had a
substantial freeboard and trim by the stern, such that it was
impossible for the personnel ashore to see the ship’s manifold
area.
The flange of the transfer hose incorporated a heavy ‘U’shaped metal cladding. The hose was supported a little
distance from this end by means of a sling that was, in turn,
attached to a counterweight, the line passing over two lead
blocks just above the manifold.
Without informing the shore, the motorman and the cadet
started disconnecting the transfer hose. As bolts were
progressively removed, the force acting across the flanges
prevented the removal of the final nut and bolt. The
motorman, now with a seaman assisting, attempted to take
some weight by means of a rope turned up on a nearby pair of
bitts. Positioning himself very close to the manifold, the cadet
forcibly opened the last nut. The end of the hose swung free
with such great force that the motorman and the seaman were
unable to check the sudden surge on the rope. The metal
cladding whipped upwards and hit the cadet. He was thrown a
considerable distance and landed heavily on the grating on top
of the drip tray, fortunately, with his helmet absorbing most of
the impact.
The injured cadet was quickly transferred to a shore
hospital, where multiple serious internal and external
injuries, including a fractured rib, were diagnosed. Following
MARS 200780
Servicing of fixed gas
fire-extinguishing systems
During the servicing of the fixed CO2 installation on board,
carried out every two years, the accredited contractor carried
out visual inspection of each cylinder, fittings and securing
arrangements, liquid level gauging, test weighing, calculation
of contents and comparison with original readings. However
they overlooked the checking of the pilot cylinders.
Corrective action was taken by specifically including pilot
cylinders in the company’s planned maintenance system
(PMS) checklists.
18
p17-20 Mars Dec 07
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10:36
Page 3
10 days’ treatment, he was discharged and repatriated home
for further recuperation, which took several weeks.
1. Improper instructions by the CE to disconnect the hose,
when the terminal rules clearly required this operation to be
done by shore personnel;
MARS 200782
Stay rigging failure
One of the vent mast stays was found lying on deck of the
vessel. Fortunately the failure of the stay occurred during the
night. Crew members were not on deck at that time and no
one suffered any injuries.
2. Failure to follow procedures. The company’s safety
management system (SMS) clearly stated that connection /
disconnection of bunker hose must be carried out only by
experienced staff;
3. No risk assessment carried out as required by the SMS;
Recommendations
4. Inadequate communications with deck watch;
Stays and other standing rigging, wherever fitted, should be
closely checked on a six-monthly basis. During inspection,
particular attention must be paid to wire ropes, fittings,
attachments and welds.
5. Fatigue;
6. Inadequate checklist.
Substandard acts/personal factors
1. Improper techniques used by inexperienced personnel
attempting to disconnect transfer hose;
2. Inadequate communication with shore;
3. Physical stress.
Lessons learnt
1. The bunkering plan and checklist must clearly nominate
suitably experienced crew members for the connection and
disconnection or loading/discharging arms and/or hoses.
2. A risk assessment should be carried out prior to any
bunkering operation, particularly when other simultaneous
operations are in progress.
1. Material failure of the stay shackle;
2. Ineffective inspection and maintenance.
■ Editor’s note: Standing rigging may be subjected to
intense vibrations, and on many vessels, masts and other
structures tend to resonate at certain ranges of the ship’s
propeller RPM, which may also vary with loading
conditions. Stays should be tightened to the optimum
tension, neither too slack nor too tight. Similar wear can be
expected on fittings of signal halyards and wire aerial
riggings, so these components must also be inspected
frequently and worn items renewed.
MARS 200783
Unsafe work overside
3. Connection / disconnection of hoses must always be done
under the supervision and direction of a responsible officer.
4. Clear communications should be maintained between ship
and shore.
5. Operations involving shore or barge personnel must be
performed with the agreement of both parties.
6. Tasks should be undertaken only according to a fully
understood work plan.
7. Instructions should be clear and only given by responsible
persons to suitably experienced crew members.
8. An unexpected hazard may be encountered due to unusual
equipment design, fitting, or situation (heavy ‘U’ bend at the
flange of hose) and such hazards can be identified only
through proper risk assessment.
▲ Other than the creative (and inappropriate) application of leverage, there
are two glaring omissions: 1) No lifeline from the seaman’s harness secured
to a strong point on the deck above, and 2) No working vest or similar
flotation device worn.
Actions taken to prevent recurrence
MARS 200784
Asphyxiated in chain locker
1. Incident report sent to all ships and personnel in the
company.
Source: Marine Field Service News: fall/winter 2006,
quoting London P&I Club report, August 22, 2006
2. Results of the investigation passed to all ships with
instructions for the incident to be discussed in safety
meetings.
A ship’s officer performed a risk assessment prior to entry
into a large chain locker, but concluded there was no
significant risk involving toxic or flammable vapours or gases.
The risk of oxygen depletion appears to have been misjudged,
such that the oxygen content of the atmosphere was not tested
prior to entry. The misjudgment became apparent when a
crew member collapsed shortly after entering the chain
locker, which was not ventilated prior to entry.
3. Bunkering checklist revised; nomination of persons for
connection/disconnection of hoses/arms included.
4. Management to ensure that all ships follow company
procedures for safe bunkering.
19
p17-20 Mars Dec 07
21/11/07
18:09
Page 4
Fortunately, the crew remembered the basic safety rule for
confined space incidents and resisted the urge to rush into the
chain locker to rescue their colleague. The vessel’s emergency
team was able to quickly assemble and effect a successful
rescue. The seaman made a full recovery.
This accident is a classic example of failing to recognise
and evaluate hazards and to incorporate proper controls.
Good judgment is gained from experience. Unfortunately
experience usually comes from bad judgment. We can agree
that avoiding bad experiences is in the interest of everyone.
The first step in this process is recognising hazards. That
means identifying confined spaces on your vessel. These are
spaces that are not intended for continuous occupancy; have
limited entry and exit; inadequate ventilation and a hazardous
product, process or reaction occurring inside.
A chain locker is not intended to be occupied: it has limited
access, it is not ventilated and the oxidation of the bulkheads
and anchor chain are consuming oxygen. Any organic
material deposited in the chain locker will decay and thus
consume oxygen as well as displace oxygen with toxic gases
such as hydrogen sulphide, carbon monoxide, and methane.
These toxic gases are also flammable.
Recognising a confined space and its hazards tells us what
we need to test for – oxygen, flammable and toxic gases. All
confined spaces must be tested before anyone is permitted to
enter – every time. If the oxygen concentration is 20.8 per cent
by volume, flammable vapours/gas is 0 per cent of lower
explosive limit (LEL) and toxic gases are below permissible
concentrations then entry may be allowed, but only if these
conditions are continually monitored and ascertained to be
unchanged.
Even if any one of these parameters is not met, the space
must be ventilated until a safe condition is achieved. Oxygen
deficiency in confined spaces is the most common hazard, but
it is also the easiest to fix. Mechanical ventilation can quickly
remedy an unsafe space like a chain locker.
The need for proactive approach to recognition, evaluation
and control of confined space hazards – even in apparently
innocuous confined spaces - is once again highlighted by this
incident.
■ Editor’s note: In addition to procedures given by the
company’s SMS, Appendix 7 of the BC Code, Chapter 10 of
ILO’s Accident Prevention on Board Ship at Sea and in Port
and Chapter 17 of the UK MCA’s Code of Safe Working
Practices for Merchant Seamen offer detailed guidelines
for safe entry into enclosed spaces.
Feedback
MARS 200706
Close quarter situation
The sailing vessel did not meet the definitions of a vessel ‘not
under command’ as any inability to manoeuvre was not
through exceptional circumstance and as the event proved,
the vessel was able to manoeuvre as required by the rules by
starting the engine. Just because a vessel’s engine is shut
down does not bestow the status of NUC. However, if the
engine had broken down that would be another matter.
Similarly, the vessel couldn't be considered to be restricted
in ability to manoeuvre as the nature of the vessel’s work did
not restrict the vessel from manoeuvring. In this case, the
distinction between the vessel’s work and the work of the crew
is important. A drill falls into the category of the work of the
crew not of the vessel.
It was the decision of the master to shut down the means of
propulsion and conduct a drill. Therefore the vessel is still
obliged to comply with the rules as for any other vessel that is
underway.
The vessel complied with the rules by maintaining a proper
look out (Rule 6), assessing the risk of collision (Rule 7), and
taking action as the stand on vessel (Rule 17).
MARS: You can make a difference.
Can you save a life, prevent injury, or contribute to a more effective shipping community?
Everyone makes mistakes or has near misses but by contributing reports about these events to
MARS, you can help others learn from your experiences. Reports concerning navigation, cargo,
engineering, ISM management, mooring, leadership, ship design, training or any other aspect of
operations are always welcome.
Editor: Captain Shridhar Nivas MNI
Email: [email protected] or MARS, c/o The Nautical Institute,
202 Lambeth Road, London SE1 7LQ
The Nautical Institute gratefully acknowledges sponsorship provided by:
Lloyd’s Register-Fairplay, Safety at Sea, Sail Training International
20
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Det Norske Veritas, The Marine Society and Sea Cadets, Britannia P&I Club,
w
North of England P&I Club, The Swedish Club, UK P&I Club,
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da arc uti
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MARS is strictly confidential and can help so many – please contribute.
21/11/07
18:06
Page 4
Feature
prescient person may divine the future but
be too weak to respond; a fantasist may
see so many possibilities that he never
makes up his mind; and the visionary may
remain so powerfully focused on just one
task that she becomes inflexible.
Somewhere in between we have to find our
true leader.
It will be evident by now that a true
leader has to have courage and backbone.
The former is rooted in belief in oneself
and the purpose of the venture. The latter
provides stability and a perspective from
which to assess consequences: but if
leaders are too pliable then their role
becomes superfluous and nobody takes
any notice.
Almost by definition a leader is expected
to lead, but is that something we can all do?
Of course it is. In our own way and in our
own time we become leaders in different
situations. The mother who heroically
steers her family from poverty, the car
mechanic, organising a charity event for the
Rotarians, the teacher who takes the
children on a field trip, or the cadet who
brings his lifeboat full of survivors to a safe
haven – all exhibit what it takes.
What is more difficult is to see the way
forward in an organisational context. So
much of education and training is directed
to proficiency and the ability to perform
well in a chosen discipline, but when the
time comes for a worker to be promoted to
section head or a practitioner to a
manager, their background does not
necessarily prepare them for the role
ahead. They may well be afraid of such a
commitment and seek to avoid the added
responsibility. It is difficult for them to
imagine how to behave.
Quite apart from the transition within
an organisation, the brain has to start
solving different kinds of problems. The
research in the 1960s by Edward de Bono
the psychologist and pioneer of ‘lateral
thinking’, discovered that the brain is a
self-organising system which routinely
interprets inputs into patterns and that,
for most of us, it is not inherently designed
to be creative. If we expect leaders to see
the position today and envisage a different
scenario tomorrow, how are they going to
do it without becoming creative?
Fortunately a number of researchers,
practitioners and academics have provided
some meaningful clues to help us find an
answer. They suggest that the brain can be
trained so that we can all be creative, if we
try and practise hard enough. Whereas it
may be hard for some of us to be creative,
it need not be impossible.
It is human to be trapped in the manner
of our upbringing and in the behaviour we
have learnt. It is empowering, liberating,
stimulating and joyful to realise that the
trap is an illusion and that we are not
destined to be confined within the limits of
our current apprehensions if we choose
not to be.
So, back to our original question. How
many leaders do we need? In any group
the answer is one. However, this is
relative. The company has a CEO: he is the
leader, whereas the crew has a Chief Petty
Officer: he is also the leader. The leader
appears at all levels of the organisation. As
in the case of the CPO, most leaders are
also followers and in this statement lays
the true essence of leadership.
Leadership is a collaborative venture:
the CEO leads the company through his
vision, his example and his senior
managers. The senior managers lead their
staff while at the same time following the
leadership of the CEO and so on
throughout the organisation. Leadership
alignment thus ensures that leaders at all
levels use their individual leadership
responsibility in the best interests of the
collective group, avoiding the mayhem that
occurs when alignment is absent.
Just appointing a leader is not really a
total solution to a management problem, of
course. The real effectiveness comes from
the followers who support the purpose and
contribute to the aim. Without them there
is no team to coordinate.
Leadership throughout
The question now must be how to develop
effective leadership. The thoughts in this
article represent just a snapshot of a
complex and fascinating subject. They
have been prompted by a new book
published this month by the Institute,
Leadership Throughout by Richard
Jeffery. This book is rightly focused on
leadership throughout and not at leaders
at the top. All members of a group have an
obligation to support their leaders. At the
same time, leaders at all levels have a
similar obligation to inspire and develop
their followers. This shared responsibility
can be uplifting for leaders and followers
alike – one is no more important than the
other. Think of an orchestra and its
conductor. Are musicians any less for not
being on the podium? A good concert is
shared by all players and the audience.
The combined output of energy and
emotion is higher than might be expected.
True synergy has been achieved, not
because of the conductor but because the
leaders and followers were aligned and
complementary in their efforts.
Becoming a leader is very much a
question of wanting to be responsible, but
learning how to lead effectively is not
always easy. Most people start by
emulating people they respect. Even so
there remains that nagging uncertainty
that directions may not be taken seriously.
However the person who can quietly
take you aside and show you the way does
not have to be there. It is possible to read
the wisdom of Richard Jeffery in his
convincing and accessible style. Not only
that, his book Leadership Throughout
will create a deep impression and those
steps which at the outset may have looked
so steep and forbidding will become
accessible and inviting.
21
p22-23 Studying on board
21/11/07
18:10
Page 1
Studying on board
The future of distance learning
Captain Len Holder
MPhil, FNI
Chairman, Videotel
Marine International
Members of The Nautical Institute have a
very wide range of skills and experience.
Recruitment and training of the next
generation should aim for similar quality
and diversity. For most companies, the
aim will be to provide good junior and
senior officers at sea, but some officers
will be selected or self-selected to rise
into the ranks of senior company
management or fill the roles of harbour
masters, port managers, maritime
lawyers, surveyors, administrators and
college lecturers, where sea experience
is an important part of the preparation
for their new roles. For all nautical
professionals, career development will
require a mixture of nautical education
and practical training.
ost jobs and professions
consist of two parts: learning
theory
and
learning
practical work. Seafaring is
no different. In the last hundred years there
have been a lot of arguments about which
should come first. Some countries sent
young people to sea first, to learn about
ships and their working environment before
opening their books to study, others have
‘front loaded’ sea training with a long
college course. Which is best?
In the past, Scandinavian countries
favoured the straight-to-sea method,
sending young boys literally to ‘learn the
ropes’ – a bit like throwing someone into
the deep end of the pool when teaching
them to swim. Most survived and became
good practical seamen with a lot of selfconfidence; good team members,
understanding their ships, their work and
the sea. We sometimes hear older Nautical
Institute members regretting what they see
as a loss of common sense and good basic
seamanship among the younger, computerliterate generation. They may forget that
M
22
their own ‘common’ sea sense was learnt
through many years of hard work. The
straight-to-sea method suits youngsters
who prefer action to book learning and find
school work boring, seeing it as largely
irrelevant to the rest of their lives.
A major shortcoming of this approach is
that it discourages many young people who
have the ability to rise to higher academic
levels (BSc and MSc). This came to light
many years ago in Norway when the
Storting (parliament) decreed that all
nautical college lecturers should have a
degree level qualification – but there were
no degree level seafarers to teach the
teachers. The Norwegian Institute of
Technology (NTH), Trondheim, was chosen
to put on a one-year course for nautical
lecturers and I was asked to put together a
team from the UK to teach nautical
subjects in the early years (the UK had
been offering degree courses since the
mid-1960s at Cardiff, Liverpool, Plymouth
etc). The course was centred around NTHSinteff, the Norwegian Ship Research
Institute’s naval architecture centre.
One thing I learnt from this experience
is that any profession which is below
graduate level (as most nautical
professionals were at the time) will have
great difficulty in getting its voice heard
among professions with graduate status,
such as naval architects, chartered
engineers, economists and lawyers. To be
listened to, you need to talk to people in
their own professional language at their
professional level. The excellent rapport
these days between The Nautical Institute,
the Institute of Marine Engineering
Science and Technology (IMarEST), and
the Royal Institution of Naval Architects
(RINA) shows that things are better now. (I
still think that all naval architects should
do a few sea voyages before they design
ships, but that is another subject.)
Ships and books
In more recent years, many countries
(among them Germany, the USA, Japan,
China, Korea, Pakistan, France and
Portugal) provide degree level courses for
aspiring seafarers where they spend one,
two or even up to five years studying
theory before embarking on sea careers. In
some ways this is a natural progression
from general education in school, and the
young people certainly reach higher
academic levels than they would if they
went straight to sea. This pleases parents,
headteachers and careers advisers as they
see the young person making the best of
their ability to absorb knowledge and train
▲ Distance learning can help career development.
p22-23 Studying on board
21/11/07
18:11
Page 2
Feature
their minds to continue learning through
life. It can be very frustrating for the young
person who is keen to spread his or her
wings and travel the world.
By the 1970s, Kobe and Tokyo
Universities of the Mercantile Marine in
Japan and the Hochschule für Nautik in
Bremen had a long history of offering
excellent degree level courses. In Japan,
many of the graduates wanted to go
straight into jobs in the shoreside of ship
management, and in Germany they found
that the students had so much knowledge
that they became very apprehensive when
it came to doing simple practical tasks on
their first voyage to sea.
Academic courses can be made more
interesting by the inclusion of a lot of
practical projects including boatwork and
simulator exercises – even short sea
voyages. Captain George Singleton, who
taught hydrographic surveying on the BSc
course at Liverpool Polytechnic, each year
took away a group of individual students to
survey a muddy estuary or harbour
entrance and a week later brought back an
integrated team who enjoyed working
together. They also had a far better grasp
of charting and the value of charts.
To complement classroom studies,
Japan has used (and still uses) training
ships as part of their regime based on the
maritime universities (Tokyo, Kobe).
Captain Sano, master of one of their sail
training vessels, told me his colleagues
regarded college as a ‘soft’ option and so
they put in place a very rigorous physical
and practical training regime on board to
instil discipline. The facilities on the
modern Seiko Maru are excellent and the
cadets are a credit to the Japanese
Merchant Marine.
The US and Argentina have also been
keen on training ships, often based on
maritime colleges and providing the
ultimate end-of-course experience for
cadets. Sometimes I was surprised they
made it across the Atlantic with all the
‘rookies’ on board… Many other training
ships have their tales to tell. (Visit the web
site www.rakaia.co.uk for stories of British
training ships and some wonderful
paintings by marine artist Robert Lloyd.)
Mix and match
The UK and most Commonwealth
countries used a sandwich course format
where periods in college and periods at sea
were alternated in a steady progression
through cadet to first watchkeeping
qualification to first mate to master’s
(command) qualification. In theory this
should have given the best balance
between the teaching of theory and
practice. A short pre-sea course was
followed by seatime to learn basic
seamanship, followed by more learning in
college, back to sea to understudy the
officers for the next step on the ladder, and
so on through to qualification as a master
mariner. By and large it worked well, but it
had to fight parents, headmasters and
careers staff to get young people to sea at
a young age. It did not fit the pattern of
most other professions; it was not widely
supported by the government; a lot of the
expense fell upon the employers or the
students themselves; and it was wasteful
in terms of time and travel. Most people
who completed it were satisfied that they
were masters of their craft.
More recently, the UK tried to ‘massage’
its training programmes into national
diploma and higher diploma courses,
business and technology education council
formats, national vocational qualification
systems and more recently foundation
degree schemes. The rationale for each
change was to get government money, to
give the students a qualification that had
parity with other professions and was
respected by seafarers, their families and
others outside the industry. Never did we
sit down with a blank sheet of paper and
consider how best to prepare people to
reach their highest attainable level as
nautical professionals.
Distance learning
Onboard is the place to learn practical
seamanship. The classroom, logically, is
the place to learn theory. Learning theory
at sea is not easy but 50 years ago it was
almost impossible. Cadets were expected
to sit in their cabins and struggle with
badly written correspondence courses
supported by very poor textbooks like
Nicholl’s Guide, with very little interest
and support from anyone. Tutors ashore
could not get the answer to queries back to
you for about six weeks and the officers
onboard normal trading ships were not
very helpful (training ships with school
teachers on board were different).
Satellite communications changed all
that. Between 1982 and 1985, Liverpool
Polytechnic carried out two studies into
satellite communications, first with a
marine version of Teletext, and then with a
mailbox system that allowed a seafarer to
put a query into a mail box by 09.00 and
get the answer by 17.00 the same evening.
That innovation has become part one of
the global satellite services today, which
facilitate distance learning on board.
Distance learning courses are also
delivered and supported by CD-RoMs,
DVDs, computers, the internet, mail and
email.
To be effective, distance learning
courses need to be prepared to a very high
standard. The tutor must think through the
questions a student might ask in the
classroom and build the answers into the
course. The course must:
1. Have clear learning objectives –
constructing the course modules around
precise and detailed information;
2. Be in convenient, ‘bite size’ modules so
seafarers can study at times when it suits
them and their work schedules;
3. Be cost-effective (even if they appear to
be expensive, they may work out cheaper if
compared with the travel and living costs
of study ashore);
4. Be interactive and visually stimulating
through the inclusion of video, narration,
text, graphics and animation;
5. Maintain interest through student
participation in case studies, portfolio
work, role-playing, problem solving and
assessment questioning;
6. Be consistent – through the auditing (by
flag states) and thoroughness of course
administration services; and
7. Be supported by a dedicated course
tutor, available to give advice.
Quality for distance learning courses
can be assured by using Open Universitystyle steering groups, made up of
individuals with different expertise in a
range of maritime fields. Courses can be
delivered either by CD-RoM, as part of a
library rental scheme, or incorporated
within dedicated mini-computers, which
allow access to hundreds of supporting
safety and technical packages. With the
latest advances of broadband access to
shipping, web-deliverable courses are
already becoming a fact of life. If only
there were more spare time on board to
complete them.
■ See also Nautelex, p32.
MARINE SOFTWARE
Marine Software programs for Navigation, AIS,
Radar, Loading, Surveying, Pilotage, Tides &
Electronic Charts. For Windows PC, Psion and
Pocket PC computers. All at affordable prices.
All software supplied with free lifetime
worldwide support.
NEW! AIS Receivers, Transponders and PC AIS
Ship Tracker for Harbours and Onboard use.
Mike Harrison MNI
Dolphin Maritime Software Ltd
626 Alston House
White Cross
LANCASTER LA14XF, ENGLAND.
Tel 01524 841946. Fax 01524 841946.
E-Mail: [email protected]
Web Site: www.dolphinmaritime.com
23
p24-26 Karachi/India/books
21/11/07
18:12
Page 1
THE INSTITUTE IN SOUTH ASIA
Karachi events
World Maritime Day 2007: celebration and seminar
Philip Wake MSc, FNI
Chief Executive
Reports from the
Bangladesh and India
(North) Branches will be
published next month.
fter a two-year gap, it was good
to be with the Pakistan Branch
once again as they staged their
impressive celebration for
World Maritime Day, which this year was
held on 19 October due to the IMO’s date
falling within the holy month of Ramadan.
The attendance of well over 50 was less than
in earlier years due to the tragic events of
the previous day, when bomb attacks were
made on the homecoming of the former
Prime Minister, Benazir Bhutto, and a
number of important guests were called to
Islamabad for urgent talks. Despite all these
disruptions, the Institute’s Chief Executive
was given as warm a welcome as ever and
the adaptability of the Branch organisation
coped admirably with the almost constant
need to reschedule his itinerary.
Apart from the seminar itself, the
highlights of the visit were a tour of the
A
▲ Presentation of Certificate of Membership to Cdr
Irfan Awan, Pakistan Navy – Officer Commanding,
Navigation & Operations School.
24
▲ Container berth in Karachi Port with dramatically coloured ship alongside during courtesy tour provided by
the Chairman of the Karachi Port Trust.
Pakistan Navy’s Navigation and
Operations School where the opportunity
was taken to present his Certificate of
Membership to the Commanding Officer,
Cdr Irfan Awan MNI. His facility was all
that one could wish for in navigation and
operations training with a scale model of
Karachi harbour and remote controlled
models for training ship handlers. For full
simulation exercises, he uses commercial
facilities in Karachi run by Nautical
Institute members, where training in port
entry worldwide can be provided. His staff
were fully up to speed with all the
navigation aids developments of recent
years with most of them installed in their
ships, and the ongoing challenge of
balancing training in use of these aids with
the need to maintain core navigation skills.
It was clear from our discussions that
there is great scope for cooperation and
knowledge transfer between our
organisations and we look forward to
welcoming many more Pakistan Navy
officers into membership.
The other highlight of the visit was a
tour of Karachi Port courtesy of the
Chairman of the Karachi Port Trust who
was unfortunately still in Islamabad. His
courtesy launch was put at the disposal of
the Branch members and their ladies and
we were treated to a guided tour of the
extensive facilities. Since this was my first
visit to the port since my days as a cadet,
more decades ago than I care to
remember, the changes were impressive
and indicated a well-run and efficient port
with a high level of security. The tour took
in the area designated for new deep water
berths for ships with up to 18 metres draft
which are close to the port entrance and
the superb floodlit fountain which is now
such a beautiful feature of Karachi’s night
sky as it can rise to 600 feet.
What was not particularly noticeable on
this tour, but came across clearly in a
number of presentations at the seminar,
was the pollution in the Karachi environs
that needs urgent action. This was not the
only call for action. The Chairman of the
Branch, Captain I M K Samadani FNI, in his
welcome address, while complimenting the
progressive achievements of the two major
ports of Karachi and Port Quasim, called
into question the performance of the officials
of Pakistan in promoting the education,
21/11/07
18:12
Page 2
Feature
training and employment of Pakistani
seafarers whose remittances have a positive
effect on poverty reduction in the country.
An infusion of energetic and capable
professionals was needed, he proposed.
The international perspective of this
year’s theme, ‘IMO’s response to current
environmental challenges’, was set out in
the reading of the IMO Secretary-General’s
message for World Maritime Day and the
keynote address from the Institute’s Chief
Executive to the seminar. This called for
the industry to be proud of its environmental improvements of recent years and
to publicise them more effectively.
Nevertheless, it could not be denied that
more needs to be done and that some
elements of the industry still only pay lip
service to the extensive regulations so
further cultural change to apply the spirit
as well as the letter of the law is required.
A number of examples were given of
deliberate avoidance, often driven by cost
savings, that undermine the industry’s
responsible status. These included magic
pipes fitted bypassing the oily water
separator. Inadequate or overly expensive
reception facilities ashore remain a
problem.
Two papers by Rashid Yahya Usmani
(Karachi Port Trust) and Captain Karamat
Ali (QICT) traced the IMO’s achievements
in tackling safety and environmental
issues and contrasted these positives with
the perceived failure of some other UN
agencies to fulfil their remits in terms of
global peace, prosperity and parity.
However, it was a series of papers on local
environmental problems that attracted the
most attention and focused the delegates
on actions that could be taken in the short
and longer term to clean up persistent
pollution in this region, as well as reduce
its contribution to climate change factors.
Speakers from the National Institute of
Oceanography, University of Karachi and
the Housewives Group DHA used research
effectively to emphasise the serious effects
pollution from the city is having on the
coastal environment, its natural resources
(particularly fish) and the health and
productivity of the population. After some
lively questions and answers which
resulted in one of the academics being
invited to the Karachi Port Trust to update
his data the seminar concluded with
recommendations for presentation to the
government of Pakistan.
Conclusions
The conclusions of the seminar were that:
■ 1. The protection of the environment is of
increasing importance for governments,
industry, and the general public. Indeed it
is not an exaggeration to say that it is of
critical importance due to climate change
and that the knowledge of the harm being
done to the environment has increased
tremendously in recent years.
■ 2. It is acknowledged by the seminar
delegates that the responsibility for the
environment rests with all people in all
countries.
■ 3. At a local level, the delegates accepted
that a study by the University of Karachi
shows that the untreated industrial waste
water is a serious threat to inland and
coastal ecosystems.
■ 4. It was also shown that solid and liquid
waste is a serious danger to the health and
safety of the population with resultant
detrimental effects on the economy and
productivity.
■ 5. The marine industry was shown to
have made good progress over the past 30
years in improving its environmental
record but it was agreed that more could
and should be done to ensure that the
industry has even less of an environmental
impact whilst delivering a safe, efficient
and clean transport service.
It is recommended that these needs are
addressed in the following ways:
1. A sustained educational programme be
implemented to raise the awareness of all
people about the environmental issues and
solutions. This programme should be
delivered in schools, colleges and
universities, industry and the civil service
so that a culture for protection of the
environment develops. Full use must also
be made of the media.
2. Solid waste recycling and safe disposal
should be dramatically improved through
industrial waste management plans.
Within this:
● Legislation should be reviewed to
ensure it meets present and future
environmental protection needs.
● Legislation must be effectively
enforced.
● Efficient recycling should be part of
these plans.
3. Liquid waste management should also
be improved both from domestic and
industrial sources. Within this:
● Waste from industrial plants should
be treated at source.
● If this is not possible, (oily waste
from ships, for example) there must be
adequate reception facilities at ports and
at a reasonable cost.
● There is perceived to be a need for
investment in water treatment plants and
infrastructure for domestic water.
● Comprehensive use of these systems
will reduce, and perhaps, stop the pollution
of the land and sea with human waste
which is a serious health hazard.
4. Burning of garbage, particularly
plastics, should be banned.
5. There should be increased investment
in local technology to help with recycling of
waste.
6. The ratification and implementation of
IMO Conventions for the protection of the
marine
environment
should
be
continuously and speedily addressed
through government regulations,
awareness raising, and enforcement.
7. Industry practitioners should be fully
consulted and involved in the drafting and
implementation of these measures.
■ The role of seminars and workshops
such as those organised by The Nautical
Institute’s branches, and particularly this
one in Karachi, should be recognised and
supported in helping to achieve this.
▲ Presentation of NI crest to Chief Guest, Rear
Admiral Agha Danish SI(M), General Manager
(Operations) Karachi Port Trust.
▲ Chief Guest and members of the Institute at the
closing session of the seminar.
▲ Dinner guests at the end of the Pakistan Branch
World Maritime Day seminar on protection of the
marine environment.
25
21/11/07
18:13
Page 3
THE INSTITUTE IN SOUTH ASIA
Kolkata visits
n a first, and long overdue, visit to
Kolkata (previously Calcutta) by the
Institute, the Chief Executive had a day
of very useful meetings while en route
from Pakistan to Bangladesh. With the help
of members in the India (North) Branch,
contacts were established in Kolkata where
the Institute’s membership is less than 20
and nearly all of whom are serving at sea.
Mr A Chatterjee, Manager Fleet Personnel
for Apeejay Shipping Ltd, and his staff were
extremely helpful in organising visits to the
Marine Engineering and Research Institute
(MERI) and the Indian Institute of Port
Management (IIPM) where wide-ranging
discussions on their work and the potential
for co-operation with The Nautical Institute
were held with the respective directors, Mr
S K Sarkar and Mr S N Chakrabartty. The
meeting at MERI was followed by a tour of
the facilities which are extensive, including
their ‘Ship in Campus’ main engine and
other working machinery.
These visits were followed by a most
productive meeting with the Principal
Officer for the Ministry of Shipping in
Kolkata, Captain Panda, who was both
knowledgeable and most supportive of the
Institute’s work with a firm belief in the
need for professional development. He
enthusiastically supported the aim to open
a branch of the Institute in Kolkata but
acknowledged that recruitment of far more
members is the first priority. He promised
to progress these aims with members and
other maritime professionals over the next
couple of months: existing members are
invited to get in touch with him.
The final meeting of the day was with
Mr M G Rajan, Director of the Maritime
Education Training and Research Institute
(METRI) – one of two private training
Institutes that were, unfortunately, too far
out of the city to fit in a visit this time. It
was clear from all these meetings that a
good deal of valuable education and
training is being carried out in this part
of India and that there is great potential
to expand the membership and our input
into their programmes. Follow-up
communications and further visits will be
organised.
In Command
I
26
Book
reviews
200 things I wish I had known
before I was Captain
Captain C M R Lloyd FNI
Seamanship International £25
[email protected]
▲ MERI’s ‘Ship in Campus’ main engine
This is a different and thoughtful book,
written to hand on the benefit of some
50 years’ seagoing experience to the
aspirant master. The advice in many
cases is unlikely to be written in
company standing instructions because
of the liability issues it could cause: but
of course the situations masters have to
deal with are often immediate and need
some way of acceptable solution. It has
to be remembered that masters have to
balance different demands and
relationships, both internally within
the company and externally with port
authorities, agents, representatives,
customs, marine administrations,
charterers and many more.
There is also some very good advice
on seamanship and emergencies.
Julian Parker OBE, FNI
A Lantern on the Stern
▲ Presentation of NI crest to Mr S K Sarkar, MERI
Director
▲ Presentation of NI crest to Mr S N Chakrabartty,
Director of Indian Institute of Port Management,
Kolkata.
Liverpool’s Seafaring Heritage
Canon Bob Evans
A gateway to the world is the proud
heritage of Liverpool city. In war and
peace, the Mersey and our seafarers
have been the lifeline for our survival
as a nation. Bob’s latest book, in two
volumes entitled The Early Years and
The Later Years, (each £9.50), tell the
stories of some of the men who sailed
the oceans to keep us alive. Many
contributions are from members of the
Merseyside Master Mariners Club. Tales
of fun and sorrow, the peculiar and the
absurd, but, above all, these anthologies
encompass the brotherhood of the men
who have travelled on the highway of
the seas.
All profits are for the Mersey Mission
to Seafarers (see p33).
Captain David Nutman FNI
p27 WMD
21/11/07
18:29
Page 1
World Maritime Day UK
Steven Jones MNI
7 September saw the IMO joined
in its World Maritime Day
celebrations by the UK shipping
industry.
In the second such parallel event to be
held in London, the Honourable Company
of Master Mariners, the International
Maritime Pilots Association, in partnership
with the IMO, welcomed many prominent
organisations, companies, and individuals
to share in a day to honour shipping.
The event was held aboard HQS
Wellington on the Thames, with VIP
guests including HRH The Duke of York,
IMO Secretary-General Efthimios
Mitropoulos, MCA Chief Executive Peter
Cardy, BIMCO President, Mr Embiricos,
and standing in for the First Sea Lord,
Captain Mike Davis-Marks of the UK
Ministry of Defence media communications
team.
The aim of the event was to celebrate
the contribution made by the maritime
industry and seafarers to global trade, and
2
connected to the 2007 World Maritime Day
message, ‘IMO's response to current
environmental challenges’.
Among the festivities, displays and
waterside action there were also some
speeches from the VIP speakers, and Mr
Mitropoulos, was eager to stress that
environmental demands presented both an
opportunity and a threat as he recognised,
‘pressure is mounting for every potential
polluter, every user of energy and every
conspicuous contributor to climate change
and global warming to clean up their act
and adopt greener practices’.
Captain Mike Davis-Marks welcomed
the opportunity to remind the high profile
audience of the wonderful work of the
Royal Navy assisting commercial vessels
under pirate attack. He spoke of
‘safeguarding the sea’ as an international
issue, one requiring joint action from
respective governments in whose
territorial waters piracy occurs.
BIMCO President, Mr Embiricos,
speaking for the Round Table of
international shipping associations,
pledged the continuing commitment of
global shipping in developing solutions to
environmental challenges.
He was enthusiastic in his view of using
‘a balanced mix of technological advances
Don’t give chancers a chance!
ISPS…
Training…
Awareness…
Vigilance…
Systems…
Verification…
Planning…
Get it NOW!
FERRIBY MARINE
UK-Singapore– Australia -Canada-Panama-Philippines
[email protected]
www.ferriby-marine.com
Tel ++44(0)1482640232
Fax ++44(0)1482644423
Communication…
Exercises…
SSP…
Education…
Audits…
Drills…
Testing…
▲ Sea cadets completing the NI quiz
and operational improvements’, and
continued throughout an extensive speech
to extol the virtues of scrubbers on ships.
The Nautical Institute was well
represented onboard. In addition to our
Chief Executive, Philip Wake, attending as
a guest we also had a stand at which Judit
Andrekovics and Steven Jones were
pleased to greet many old friends and long
standing NI members. We were also
pleased to introduce the NI to numerous
potential new ones.
From students to serving seafarers it
was a great opportunity to discuss the
many developments at the NI, such as the
wide range of existing and new
publications on offer, the corporate
affiliate scheme, as well as to remind
visitors of the many benefits of
membership.
Perhaps the most important part of the
day though was in bringing a vital part of
the shipping community to the event.
Without young, talented people coming
into shipping we are lost, and so it was
wonderful to see so many school children
in attendance from a host of London
schools. The children took part in quizzes,
were shown around the vessel and had a
chance to meet many of the dignitaries
onboard.
27
p28 Nautelex Dec 07
21/11/07
18:30
Page 1
Nautelex
David Patraiko FNI
Director of Projects
Human error costs
Shipowners have been told that the recent surge
in human error claims was a significant reason
for next year’s substantial increases in P&I
insurance costs.
Speaking at the India Shipping Summit 2007
in Mumbai, Savraj Mehta, Director of the North
of England P&I Club, said that all shipowners
worldwide faced significant increases in their
P&I premiums in February 2008. This was due to
the unprecedented level of claims on the
International Group of P&I clubs, a significant
proportion of which were due to simple errors by
overworked and under-trained officers, crews
and shore staff.
‘The unprecedented length of the current
freight-market boom, the rapid growth of the
world fleet and insufficient investment in the
recruitment and retaining of high quality,
professional seafarers means there are simply
not enough good people out there running the
ships themselves or providing the necessary
support and experience from shore,’ he said.
According to Mehta, the record P&I claims
facing the shipping industry have much to do
with the lack of experience now often seen on
today’s ships. ‘Relatively minor incidents are
developing into unnecessarily major claims
because basic procedures are not being
followed or simple common sense is not being
applied,’ he said. ‘Seafarer education is now so
focused on running ships in accordance with
procedures that when an incident occurs for
which there are no procedures, crews do not
always have the training, initiative or experience
to think independently.’
Mehta added that North of England’s recent
claims’ experience also suggested the shortage
of seafarers is having a detrimental knock-on
effect on the availability, experience and
competence of pilots, vessel superintendents
and other shore staff vital to ship operations. He
concluded, ‘Indian shipowners need to play their
part in creating an industry environment which
encourages people to go to sea not simply
28
because it is a job, but because it offers a career
and one in which they can have pride, earn
respect and find the opportunity to progress to
higher levels both at sea and ashore.’
■ In a separate report, Claims Director for the
UK P&I Club, Christopher Brown, emphasised
that the rise in shipping industry claims reflected
a growing world fleet, larger ships, strong freight
markets creating pressure on owners and
charterers to deliver, challenges in obtaining
quality crews, sustained commodity prices,
stormy weather and higher wreck removal and
salvage costs. ‘There were a disproportionate
number of groundings in the 2006 year following
adverse weather, inappropriate crew response
or mechanical troubles,’ he said. Unusually,
collisions were not the dominant form of loss
and there was no major tanker spill. Salvage
costs were particularly high.
Recruiting US seafarers
In October the United States held a hearing of the
House Subcommittee on Coast Guard and
Marine Transportation on ‘Mariner education
and work force’, during which the US Maritime
Administrator, Sean Connaughton reported that
the Maritime Administration has created the
Office of Maritime Workforce Development.
This office is responsible for the management
and development of policy and plans for the
recruitment, training and retention of maritime
workers both ashore and afloat. As well as
working with the Department of Labour on
programmes to alleviate the current shortage of
shipyard workers, the office is developing
secondary school programmes to introduce
young Americans to the opportunities presented
by a career in the maritime industry, both
nationally and internationally.
The US maritime administration has also
been involved for many years in supporting the
interests and training of young men and women
who desire to go to sea as a career after high
school. A number of new programmes and
training institutions have developed around the
country to train and assist younger students in
pursuing maritime careers. The agency is
supporting the Ship Operations Cooperative
Programme in its research study to identify
middle and high school maritime institutions and
programmes around the world to document the
successes and failures of various programmes,
develop best practices and link industry,
government and local schools for future support.
It was further reported that impoverished US
inner-cities have been targeted as key
recruitment grounds where students are
desperate for good jobs and alternatives to lives
of crime. Reports and presentations from this
meeting are available on the internet.
■ See also Studying on board, pp 22-23.
Corporate killings
In the November issue of Report ISM Dr Phil
Anderson, (former NI President) reported that in
the UK the Corporate Manslaughter and
Corporate Homicide Act 2007 finally received
Royal Assent on 26 July 2007. While the Act will
not come into force until 6 April 2008,
shipowners, chief executives and other senior
managers of ship operating companies should
waste no time in considering the potential
exposure of their companies.
‘Contrary to earlier expectations, it is now
clear that the shipowner or chief executive will
not personally serve prison sentences if the ship
operating company is found guilty of corporate
manslaughter. However, should an incident
occur, the activities of the high ranking officials
in a ship operating company, as well as the ISM
designated persons and the management
generally, will fall under the microscope of close
investigation,’ said Phil Anderson. ‘It is likely to
be the management activities, particularly the
management of health and safety activities,
which will determine whether the company is or
is not found guilty of corporate manslaughter.
That in turn will depend upon how well the safety
management system (SMS) of the ISM Code
has been developed, implemented and is
working in practice.’
■ A full update on the Act will be published next
month. Report ISM is a free publication available
from www.consultism.co.uk
Accident Investigation,
Risk-Based Decision Making & Safety Culture
~ A Safety Seminar for Marine Professionals ~
Metropark Hotel, Hong Kong, April 28, 29 & 30, 2008
For a complete seminar outline, venue description and
costs, please inquire to [email protected]
p29-30 Letters Dec 07
22/11/07
10:02
Page 1
letters
Traditional and
e-Navigation
The November 2007 issue of Seaways
brought together a number of key issues.
Captain Huinink, in his excellent Captain’s
Column, considered that his ‘inborn
outlook system’ was superior to radar in
certain conditions while Captain Lopez
(Tasman Pioneer report) showed that the
combination of both radar and master
operating below par can have catastrophic
results. Captain Hawkins (letters), and the
authors of Managing Collision Avoidance,
stressed the importance of retaining
fundamental navigation techniques at a
time when ‘professional competence at sea
and onshore may be expected to decrease’
(IHMA article page 5).
The vision for e-Navigation saw that safe
navigation could be enhanced through the
integration of the best in human and
machine capabilities. I understand that the
IALA e-Navigation Group is examining ways
in which this can best be achieved through,
inter-alia, the use of head-up displays on
bridge windows and voice warning
messages. This should give the OOW every
opportunity to spend the majority of his or
her time maintaining a proper lookout,
using e-Navigation integrated binoculars
when necessary and taking e-Navigation
integrated visual bearings of other vessels
and dangers.
I very much hope that the students
undergoing ‘Navmaster’ training who are
staring intently into their monitors
(advertisement page 25) also have the
essential requirement to use their ‘inborn
outlook system’ drummed into them. If so
they will enjoy a ‘satisfying and rewarding
career’ at sea (Captain Buckens’ article) as
well as a safe one.
S H G Bennett OBE, MNI, Operations
and Development Manager, Arabian
Maritime and Navigation Aids Services LLC,
Oman
Mooring for very large
container vessels
For a couple of years now, very large
container ships with a length of 300m and
more have been a recurring element of our
daily practice. The high freeboard and
highly stacked deck cargo present a very
large cross-section to the wind. The
adverse effect of this on the navigation and
in particular on the manoeuvring of these
ships is known to masters and pilots.
However, as a pilot I have witnessed on
several occasions that VLCVs experience
great difficulties remaining alongside in the
container terminal in wind force 7 and
higher. Notwithstanding up to nine mooring
lines at bow and stern, the ships need
assistance from bow thrusters and one or
more tugboats remaining alongside. Several
shipmasters have confirmed to me that this
happens frequently.
Apart from the extra operational costs,
inadequate mooring causes problems during
loading and discharging, danger for people
on the accommodation ladder and ultimately
a high risk of mooring lines breaking and
the ship drifting off.
Looking into the matter I noticed :
● None of the ships were using ‘automatic
tension’ winches at the time;
● The very high ship’s side results in
steep mooring lines;
● VLCS only have mooring arrangements
at bow and stern, just like much smaller
ships;
● On container terminals, the bollards are
placed very closely to the edge of the quay
to allow free passage of container cranes.
When the size of tankers increased and
the first VLCCs were introduced, this went
hand in hand with the rethinking of mooring
equipment, towing arrangements and the
size and type of anchors.
Considering that wind force 7 is not
really an ‘exceptional’ circumstance, I think
that we should give this problem proper
follow up. With feedback from pilots and
masters, I think shipowners should enquire
if their VLCSs have adequate mooring
systems and, if necessary, improve them.
Naval architects and shipyards should
take this up during ship design. Here is a
challenge, not just for equipment providers
but also for ports. Ports should ensure that
terminals are equipped with well positioned
bollards or alternatives.
Meanwhile we will have to make do with
additional and prolonged tugboat assistance
while in port with wind force 7 or more.
Unfortunately, under these conditions there
are often not enough tugboats available.
Captain Chris Lefevere MNI, Pilot,
Kruibeke, Belgium
Marine pollution
It is always enlightening and enriching to
be able to obtain and read Seaways.
If marine pollution is to be reduced it is
necessary to develop shore reception
facilties. These facilities, in all major ports,
must not only be on paper but must provide
a real service in removing oily water from
the ships. Relentless effort must be made by
all stakeholders.
One method of reducing the quantity of
sludge is to evaporate the water component
by opening steam to the incinerator waste
oil tank. About two cubics of water can be
eliminated per day in this way. The
remaining sludge can be burnt at 90˚C.
Precautions should be taken to see that
salt water does not find its way into the
incinerator sludge tank, otherwise sludge
burning will be difficult.
David Patraiko is right when he says that
we must invest in the future by training and
by providing at least one deck and one engine
cadet per ship. This must also be enforced.
Professor
Mahendra
Singh,
Department of Marine Sciences, Tolani
Maritime Institute, India
Wave power
The Guardian newspaper of 1 October
2007 included an article on a new
experimental wave power scheme to be
installed off the coast of Portugal. In an
aside, it was noted that surfers were
watching closely to see if the quality of
their surf would be adversely affected.
A few weeks ago another wave power
scheme was noted, again with a mention of
surfers.
Several years ago there was a great deal
of interest in Professor Salter’s ‘nodding
ducks’ for generating electricity from waves.
At the time the Guardian reported that this
had been assessed by the Atomic Energy
Agency and judged to be uneconomical,
commenting that this agency was not
29
p29-30 Letters Dec 07
22/11/07
10:02
Page 2
Letters
entirely impartial and suggesting that the
capital cost for building the main floating
platforms had been grossly exaggerated.
Interest waned and it was noted that the
centre of effort and research was moving to
Scandinavia.
I distinctly remember seeing an aerial
view of the experimental ‘nodding duck’
array and I was struck by the extensive lee
created, indicating that a significant amount
of power was being extracted from the
waves however much was being changed to
usable electricity.
There have been articles in the press
expressing concern about sea defences, with
sea levels expected to rise and weather
patterns forecast to become more extreme.
Traditional sea defences depend upon
massive fixed barriers to protect valuable
land and property, and will require constant
expensive care and maintenance, or the
abandonment of some coastal areas.
It struck me that sea defence and power
generation could be combined. Rather than
massive static sea defences against more
violent weather, what would be the effect of
offshore-based wave-power generation
arrays extracting their measure of energy
from waves before they hit the coast? Could
any of the systems so far proposed
ameliorate the power of ocean waves, to the
extent that less formidable sea defences
need to be provided? Surfers appear to think
they will have an effect which they can
detect.
It would seem to be a more subtle way of
dealing with elemental forces, and at the
same time put a monetary value on the sea
defence aspects of the wave power
generator hardware in addition to their
value as power generators. This may
improve the economics of the whole scheme.
Furthermore, if large arrays of offshore
generators can create a significant lee the
idea of relatively calm inshore traffic zones
comes to mind.
It would seem that any such scheme
would require large investment in research,
construction and continuing maintenance
and vigilance. An opportunity for homebased shipbuilders and seafarers, should
there be any left.
Perhaps too bold. Maybe we should leave
the wave power for the surfers.
Captain A Ian Hale FNI, Carnforth,
Lancs, UK
four months, one particularly attracted my
attention – ‘Hang the master?’.
Although the anxiety of the author is well
founded and the tendency to diminish the
role of the master in some commercial
aspects of ship management has a
longstanding history, neither his proposals
nor his conclusions are easy for me, at any
rate, to adopt.
There are a lot of shipping companies
and some of them manage their business in
exactly the way described. This rule of
‘paper safety’, as I call it, when numerous
checklists and procedures remain in paper
records only, undermines the idea of the
ISM Code. But I would never agree that the
master has only two choices before him
when he is unfortunate enough to be
employed by such a shipowner – either to
limit his duties to that of ‘communication
officer’ level or to be sacked and blacklisted.
Nobody, at least not yet, but the master
himself can limit the captain’s duties to
communication level. That is not even a
matter of bad or good management within
the shipping industry; it is a matter of the
master’s self-respect and understanding of
his position, rights and duties as a legal
body. Ships’ staff cannot blame those in the
office for their efforts to run their vessels in
the most cost-effective way. But when costeffectivness comes into conflict with safety
standards, the latter must take precedence.
The master cannot risk human life, vessel
and cargo just because someone in the office
thinks that attendance in some particular
port is too costly. One has to look in the
company’s safety manuals for procedures
under ISM to see how to deal with such
situations. But the master must have a clear
understanding of the problem and probable
consequences of malfunction to assess the
risk and make a decision. Such decisionmaking is a core part of the master’s
responsibilities.
If, however, the situation is such that
there is really no understanding and care
for the vessel and crew on the part of
company management, there are many
others who are only too eager nowadays to
recruit a good tanker master and I do not
see how any blacklisting can be applied in
this case.
Captain Igor Sterzhantov LLM, MNI,
Novorossiysk, Russia
Hang the master
Hang the master? was a very interesting
article indeed, explaining the true position
of the master and how his position is
viewed by shore personnel.
During my time as master, quite a
number of incidents occurred none of
Coming back home from my last sea
service, I found several issues of Seaways
waiting for me. Among the number of topics
published in the magazine during these last
30
which, fortunately, were of a very serious
nature; however – and I still find this quite
extraordinary – in each and every case,
although I was the ‘man on the spot’, I was
not asked by any of the shore personnel for
my opinion on the incident.
This attitude eventually led me to
realise that the master was viewed only as
a person who was there to take the blame
for everything which occurred on and
pertaining to the vessel. The office staff,
although nowhere near any incident,
decided themselves what had happened,
making sure they did not carry any of the
responsibility.
This is quite wrong. The master is an
important member of the company and
should be involved as fully as possible in
its running. Masters should be allowed to
criticise and make recommendations
without being penalised, (the latter which I
found usually to be the case). ‘You just do
what you are told and never question
company policy’, seemed to be the attitude.
An incident in August this year involved
a vessel cruising in the Spitzbergen area
which was unfortunate enough to be the
victim of a collapsing ice face. The
managers of the vessel more or less
immediately decided to blame the master,
accusing him of negligence without waiting
for the result of an ongoing investigation.
In their eyes he was the culprit. Was he
prompted by the office to give the
passengers as interesting an experience as
possible, thereby being encouraged to sail
close to the ice?
Captain K B Singer, FNI, Dundee,
Scotland
Shark repellant
The safety of seafarers can be enhanced
after abandon ship. A seaman is subjected
to the greatest dangers and perils of sea,
one of which includes the danger of a
shark getting them. So, to improve their
safety a shark repellent dye marker,
available in the market, could be added to
immersion suits or life-jackets. This way
their chances of surviving will be
increased.
I hope this suggestion is duly
considered and circulated to the
appropriate authorities.
Yogesh Thakkar, at sea
p?? NI Log
22/11/07
13:28
Page 1
Queensland
Annual General Meeting
The Queensland Branch held its Annual General
Meeting on 8 November 2007 in the Officers’
Mess of Brisbane’s historic Victoria Barracks.
There was a good turn out of members who were
pleased to receive the various reports indicating
that the Branch had completed another very
successful year of operations during which the
target for planned activities had been fully met.
The Branch Chairman, Captain Peter Liley
MNI, reported that this was the fourth well
attended meeting organized during the past year.
In April the Branch had organised an extremely
successful meeting with a capacity-crowd
attendance for a high-level panel discussion that
analysed a hypothetical situation in an
Australian port, based on the tragic Zim Mexico
III case that had been the focus of much
maritime sector attention during the year. Once
again, in July a very successful seminar, cosponsored by the Company of Master Mariners of
Australia, was organised in the northern
Queensland port of Townsville that focused on a
number of topical maritime subjects. The annual
World Maritime Day seminar was again held on
October 4, and co-sponsored by the Marine and
Shipping Law Unit of the University of
Queensland. The subject, based on that set by the
IMO, was ‘Environmental Challenges for
Shipping: Australian Responsibilities and
Interests’. It was most gratifying to note that all
three meetings not only attracted many NI
members and others from the shipping sector,
but also very high-level, expert speakers,
presenters and panellists.
The AGM also received additional reports on
membership and finances that indicated that the
Branch was doing well. This was followed by a
discussion on planned activities for 2008 and it
was decided that the Branch should, once again,
organise four activities during the year along the
lines that have proven successful in past years.
It was also reported that the Branch web site
was now being regularly and frequently
accessed, but that more information would be
desirable.
During the discussion that led to the election
of the 2008 Branch Committee, it was decided
that the Committee should be further expanded
in order to include members from centres other
than Brisbane – given that the Queensland
Branch encompasses one of the largest
geographical areas in the NI system. The 2008
Branch Committee elected consists of Captains
Chris Kline MNI, Chairman; Iain Steverson FNI,
Secretary; Chris Thompson MNI, Hon Treasurer;
Cade Richardson MNI, Assistant Secretary.
Elected members were: Captains Paul Chapman
(Gladstone); Arthur Diack; Steve Hall; Peter
Martin (Cairns); Peter Small and Ernest van
Buuren. The outgoing chairman, Captain Peter
Liley MNI, will be an ex-officio member.
At the end of the AGM, Captain Liley made an
excellent presentation on the recent first joint
meeting of the Korea Marine Pilots Association
(KMPA) and the Australian Marine Pilots
Association (AMPA) held in Seoul, Korea on 17
October 2007. This meeting arose from an
approach by KMPA to AMPA to provide
assistance in joint training, safety management
and other pilotage areas. It was attended by a
number of Australian NI members/pilots and
was a very successful first step in what
promises to be very fruitful ongoing
collaboration between the two associations. The
Queensland Branch also offered to assist AMPA
in future meetings that are expected to be held in
Australia.
Professor Edgar Gold AM, CM, QC, PhD,
FNI
Solent
Managing the MSC Napoli
incident
▲ Queensland Branch 2008 Committee: S Hall;
C Kline; P Chapman; C Thompson; I Steverson; E van
Buuren; P Liley; P Martin; P Small. Absent: A Diack;
C Richardson
Solent Branch members accepted the kind
invitation of the Hampshire and Dorset group
of the Chartered Institute of Logistics and
Transport (UK) to participate in this event,
held on 31 October.
George Lang FNI, FCILT, Vice-Chairman of
the CILT (UK) Hampshire and Dorset group
opened the meeting, welcomed those attending,
and introduced the speaker, Robin Middleton,
the Secretary of State’s Representative
SOSREP.
Mr Middleton outlined the problems for the
UK government in dealing with the pollution
caused as a result of shipping incidents, most
notably the Torrey Canyon (1967) and Braer
(1993) incidents and the resulting report by Lord
Donaldson of Lymington, entitled ‘Safer Ships
Cleaner Seas’ (1994). The Sea Empress incident
(1996) provided further evidence of a need for
action and in March 1999 Lord Donaldson’s
Review of Salvage, Intervention and their
Command and Control, was published.
Key to the Review was a major change in
relation to salvage operations in that the
ultimate control of any salvage operation where
there is a threat of significant pollution of the
UK environment must be exercised by a SOSREP
acting in the overriding public interest. This
SOSREP should be: on site, able to act without
delay and free to act without recourse to higher
authority. In 2002, the responsibilities were
expanded to include the offshore industry.
The speaker, the first and only SOSREP
continued proceedings with an enlightening, and
sometimes amusing, snapshot of his eight-year
tenure during which some 700 incidents have
required his engagement to varying degrees.
Robin Middleton provided a graphic and
comprehensive account of the MSC Napoli
incident. The vessel suffered structural damage
and flooding approximately 40 miles south of the
coast of Cornwall on 18 January 2007, was taken
in tow and then beached in Lyme Bay where
cargo retrieval and salvage work was
undertaken.
The speaker had been expecting to retire this
year but this incident, unsurprisingly, put those
plans on hold to the end of the year.
Those attending were enthralled throughout
as the speaker highlighted many of the key
decisions and timelines from the initial incident
on 18 January through the towage, beaching,
salvage and in particular: pollution control,
cargo identification, cargo discharge, clean-up
and the ongoing ship-breaking operations.
SOSREP has no staff but is able to assemble
a team of specialists in various disciplines for a
salvage operation and the composition of the
31
p?? NI Log
22/11/07
13:29
Page 2
NI Log
Napoli team was explained. The interaction
between SOSREP and other government and
non-government agencies was also of interest.
The benefits to all stakeholders of having one
person in overall charge in this operation, and in
future operations were clearly illustrated.
The MSC Napoli is dwarfed by the latest
generation of container vessels and should
disaster befall larger vessels in the future then
salvage and reception facilities ashore could be
severely stretched. Pending the publication of
the MAIB report, expected in March 2008, the
speaker withheld speculation as to the reason/s
for the structural failure of the vessel.
Matthew Winter FNI
South West
ECDIS and elements of safety
David Edmonds FRIN, CNI, Managing Director
of PC Maritime, a Plymouth-based company,
spoke to a meeting which, for the first time in
many years, met at the University of Plymouth.
The subject was ECDIS (Electronic Chart Data
Information System) which while a mature
technology (IMO agreed standards in 1997), is
not yet a mandatory requirement to be carried by
ships. By 2010 there is expected to be 85%
electronic chart coverage of the globe at which
stage it is anticipated that ECDIS will become
mandatory for Solas compliant ships.
David shared his views on the need for
training some 250,000 ships’ officers to develop
the skills necessary to competently operate
ECDIS. It is expected that training will consist
of a five days’ mandatory course with an
additional one to two days’ manufacturer’s
bespoke course. The potential role of computer based training was discussed. It is expected that
investing in dual ECDIS will have a lifetime cost
in the order of $US75,000 per ship. This will
include equipment purchase, training and
maintenance. While not cheap, a cost and safety
benefit analysis by DnV concluded that ECDIS, if
properly used, will reduce the risk of grounding
by 36 per cent. In addition ships’ officers’ time
will be freed to concentrate on collision risk
reduction.
It was stated that among the advantages of
ECDIS were simplified route planning, improved
positional awareness, automatic danger alerts,
and the reduction of workload and stress. David
went on to provide a real-time demonstration of
the practical operation of ECDIS. He also
commented on its use on board ships which are
already equipped with his company’s products.
The talk provoked many associated
▲ Captain Andrew Welch (Branch Chairman) with
David Edmonds (MD PC Maritime)
▲ Members and guests at the meeting.
questions, covering areas such as the
multiplicity of software icons, the role of the
voyage replay function in event of accident,
alarm management and the use of different
preferred settings by more than one user.
Paul G Wright FNI
Interactive
Course Website
“The course provides you with an excellent
knowledge base and helps move your career
forward.”
(Andrew C Brown, Director, Bestobell LNG, 2007)
THE 10TH DIPLOMA IN
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Enquiries call Elizabeth Duff: +44 (0)20 7017 4416 • email: [email protected]
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Quoting VIP LM1983AdSW
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Supported and
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Lloyd's and the Lloyd's Crest are the registered trademarks of the Society
incorporated by the Lloyd's Act 1871 by the name of Lloyd's
32
p33 People
22/11/07
10:10
Page 1
People
‘Not many mariners get to be Vice-Chancellor
of a maritime university,’ writes Captain
‘Krish’ Sivaraman Krishnamurthi, Member
and a Vice-President of the Institute, ‘Chennai
has produced one such star and all of us are
justifiably thrilled and inspired.’ The mariner in
question is Captain S Bhardwaj, Member,
until recently Chairman of the India South
Branch, former CEO and Director of the
Academy of Maritime Education and Training
and now Vice-Chancellor of the AMET
University. Many congratulations to him.
Captain Iain Steverson, Fellow and
Queensland Branch Secretary, speaks for the
Institute too when he says how proud the
Branch is of Professor Edgar Gold, Fellow,
who has been awarded an honorary Doctor of
Science (DSc) in Maritime Affairs. This is in
recognition of ‘outstanding contributions to
maritime law and the World Maritime
University’ by the World Maritime University at
its graduation ceremony on 7 October 2007. ‘It
is a singular honour and I am very pleased to
be so recognised,’ Edgar says. Meanwhile
Queensland Branch Committee members
Arthur Diack and Ernest Van Buurens,
Members, have been installed as the Federal
Master and Deputy Federal Master of the
Australian Company of Master Mariners.
Congratulations, too, to Captain Andrew
Welch, Fellow. The Mountbatten Maritime
Literary Prize was awarded to him in London last
month for his superbly researched book The
Royal Navy in the Cod Wars which, as his
citation read, ‘explains the key interaction
between the Royal Navy and all aspects of the
UK’s maritime community which are too often
forgotten. No events have illustrated these key
connections more clearly than the conflict with
Iceland’. Receiving the engraved silver Armada
Plate, Andrew Welch said: ‘I am very honoured
to be awarded this prize for a book which, I
hope, shines some light on the lessons that can
be learnt from a tough, but gentlemanly, series
of minor wars (from the 1950s to the 1970s)
fought in the unforgiving waters around Iceland.’
Good to have news from Sunil Perera,
Fellow. Sunil is now Coodinator Navigational
Safety, with the Government of Western
Australia. Sunil can be reached at
[email protected]
Captain David Nutman, Fellow and Hon
Sec, Mersey Mission to Seafarers tells us that
work has begun on a major refurbishment of
Colonsay House, Liverpool. The event marks
the ‘coming together’ of the Mersey Mission to
Seafarers and the Apostleship of the Sea
(Liverpool) who will be sharing all the facilities
of the new Liverpool Seafarers Centre when it
re-opens in 2008. The project, seven years in
the making, is being funded by a substantial
grant from the International Transport Workers’
Federation (ITF) as well as both charities who,
although working together and sharing all the
facilities, will each retain their own identity.
By the way, if you would like to buy
A Lantern on the Stern, reviewed on p26 and
whose profits will go to the Mersey Mission
write to: Canon Bob Evans, 1, Floral Wood,
Riverside Gardens, Liverpool, L17 7HR.
Apologies to Captain Henk Huinink,
Member and author of last month’s Captain’s
Column, whose last name was mangled and
appeared as ‘Hainink’.
New members
The Membership Committee has nominated
the following for election by Council:
*Signifies members who have rejoined
Nisbet B D Captain (UK/Shetland Is)
*Rahman MD S Captain/Deputy General
Manager (Bangladesh)
Ramsay C A W Captain/Safety & Security
Mngr (Finland)
Soman V M Captain/Marine Superintendent
(Hong Kong)
*Steele P M Captain/Marine Superintendent
(UK/London)
Ulfe C A Captain/Pilot, Agency Manager (Peru)
Walsh S Lt Cdr/Naval Officer (Ireland NS)
*Weinstock D M Captain/Associate Professor
(US Pacific (C))
Associate Member to
Member
Richardson C Pilot (AUS/QLD)
Associate Members
Cranor D 1st Officer (Italy/Iberia)
Elliott B Faculty (US Pacific (C))
Haque MD S Chief Officer (Bangladesh)
Milham II W W Captain/Master (US Gulf
(Houston))
Nash Taiwo N J Ms/2nd Officer (AUS/NSW)
O’Donoghue N Lt/Nav. Officer (Ireland NS)
Power C Lt Cdr/2nd in Command (Ireland NS)
Tasseda El H 1st Officer/MSc Student
(Japan/Algeria)
Companion
Members
Karpenko I Shipbuilding Engineer (Ukraine)
*Ahad Z Captain/Principal (Bangladesh)
Bajaj R Captain/Master (India (N))
Bogus S P Captain/Master (GER/Bremen)
Borhan M Captain/Master (Bangladesh)
Chakravorty S Captain/Nautical Faculty (India
(N))
Frowd W Captain/Master (CAN/BC)
Garcia-Bernal R R Captain/Maritime
Consultant (Chile)
Haque M M Captain/Master (Bangladesh)
Kurjanovics V Captain/Master (Latvia)
Lee W B Captain/Master (Philippines)
Lee W Captain/Manager (Taiwan)
MacDonald C R Pilot (CAN/Maritime Prov)
Student to Companion
Burmester C Ms/Security Officer
(GER/Hamburg)
Students
Douglass H Miss/Cadet (UK/SW England)
Zimny Z Miss/Cadet (UK/SW England)
33
p34-36 People-index
22/11/07
10:13
Page 1
Seaways
index 2007
This index lists items and authors which have appeared in Seaways from
January to December. In it the month of publication is followed by the page
number on which the particular item commenced. The index was compiled by
Alston Kennerley FNI.
A
AIS, Apr 30, Jul 30
Allen, Paul, Jan 4
AMVER, Mar 32
Anderson, Phil, Feb 7
Asia, South, visits, Dec 24
assessments, training, May 24
audit, voluntary, Aug 23
Aylott, Peter, May 31, Aug 15, Dec 7
B
Baird, Ian, Sep 16
Bajpaee, Rajaish, Aug 12
ballast water, Feb 14, Sep 34
Barclay, Mar 22
Beer, Nick, Feb 21
Bennett, Carl, May 22
Big ship/little ship conference, Aug 28
BIMCO, Aug 3
bollard pull, Jul 26
Boyle, Peter, Aug 11
Bradley, David, Apr 15
bridge data recorders, Feb 21
bridge
management, Nov 34
team, pilot, Oct 33
Britannia Royal Naval College, Jun 34
broaching, Apr 12
Buckens, Kees, Nov 10
bulk carrier cargo, Nov 23
Burley, Martin, Nov 9
Buysse, Johan, Dec 10
C
Calypso, Jan 34
Canadian arctic climate conference report, Feb 32
Capricorn Voyager, Sep 16
careers, sea training, Nov 10
cargo loss prevention, Apr 8
cargo, steel coils, Nov 23
casualty
collisions, Jul 4
grounding, Jul 4, Nov 30
response, Mar 32
simulation, Jun 26
certification, Jan 11
competency, Jan 3
Green Award, Oct 25
STCW, Jan 7, 9, Nov 6, Dec 7
Chapman, Paul, Jun 6
Chapman, Stephen, Jan 11
chart, electronic, Sep 12
Chevron Shipping, training, Sep 16
Clarkson, John A., Nov 6
cleaning, oil spills, Oct 28
34
cod wars, Jan 28
Codrington, William, obituary, Feb 36
colleges, collision regulations, Jan 25
Collett, Nigel A., Jan 15
collision
avoidance, Jul 4, Nov 16
avoidance management, Jul 9
causes, conference report, Feb 28
regulations, Jan 13, Feb 23, Mar 29, Jul 29
regulations: control of ships, Dec 14
regulations, language, Feb 26
regulations, training, Jan 25
communications
crew, May 22
email, Jan 22
marine, Mar 24
phone calls, May 22
training, May 24
VHF, Nov 16
visa, Australia, Sep 28
VTS, Oct 3
concentric indexing, Jun 6
container ship grounding, Nov 30
container terminal operation, Feb 34
Cooper, Nicholas, Mar 3, May 3, Jun 3, Aug 3, 5, Oct 3
criminalisation of seafarers, Feb 11
criminalisation, master, Mar 23
D
damage to cargo, April 8
Dand, Ian, Apr 12
data recorders, Feb 21
Dhurandhar, Arvind, Apr 3, Jul 3
distance learning, Dec 22
diving support, Aug 30
Dock Express 10, Nov 3
Dover Strait collisions, Mar 29
Drouin, Paul, Dec 5
Drown, Denis, Jan 9
E
ECDIS, Jul 32, Sep 12
study, Aug 25
Edelson, Eve, Jan 22
Edmonds, David, Sep 12
education
MSc scheme, Sep 21
Plymouth, Aug 28
Trinidad, Jun 13
electronic
chart, Sep 12
charts, C-Map, Nov 33
navigation, Mar 5, 7, Jun 16, 24, Sep 3, 5, 6, Nov
11, 14, 31
navigation safety, Jul 4
email communication, Jan 22
emergencies, control of ships, Dec 14
enavigation, Mar 5, 7, Jun 16, 24
methodology, Nov 14
Enhanced Loran, Jul 12
environmental enforcement, Oct 7, 10
environmental safety, Oct 25
evidence, crew, Jan 26
examinations, multiple choice, Jul 22
examinations, national approaches, Jan 9
F
fatigue, Jan 4, 32, Feb 7
guidance, Sep 28
watchkeeping, Nov 26
firearms, Jan 15, Feb 27, Mar 29
fishery protection, Jan 28
fishing crisis, Aug 32
flags of convenience, Jan 26
food for survival , April 25
food poisoning, Mar 28
FPSO operations, Sep 35
Fransen, Jan, Oct 25
Frappell, Christian, Sep 29
G
Gale, Harry, May 33, Jun 27, Jul 4, 33, Sep 31, Oct 10
Gill, Geoff, Oct 21
GLONASS system, Sep 9
GMDSS, Mar 24
Manual, Nov 33
Gold, Edgar, Jun 26
GPS, Sep 6, 9
coverage, Sep 34
Green Award Foundation, Oct 25
Grey, Michael, Feb 11
Gypsy Moth 4, Jan 34
H
hazardous cargoes, Jan 27, 33
seminar, May 33
Heathcote, Peter Alwyne, obituary, Aug 35
Hensen, Henk, Jul 26
heroism at sea, May 26
high speed ships, Feb 34, Apr 12
Hinchcliffe, Peter, Feb 14
HMNZS Manawanui, Aug 30
Hockley, Graham, Aug 7
Holder, Len, May 24, Jul 16, Sep 26, Dec 22
Huinink, Henk, Nov 3
hull strength, steel coil cargoes, Nov 23
human factor, Aug 12
Human Focus magazine, Apr 30
human resources conference report, Feb 30
Hunter, Terry, Jun 29
hydrography conference, Sep 30
I
IALA
buoyage, Nov 33
e-navigation, Mar 5, Jun 16, Nov 11
seminar, Sep 5
ice navigation, Mar 30
seminar, Jun 27
voyage preparation, Dec 10
ICS, ballast water, Feb 14
IHMA, nautical information, Nov 4
ILO Maritime Labour Convention, Mar 13
IMB statistics, Jul 32
IMO
p34-36 People-index
22/11/07
10:14
Page 2
Index
convention, ballast water, Feb 14
guidelines, controlling ships in an emergency,
Dec 14
passenger ship safety, Mar 10
projects, Oct 4
STW committee, Aug 15
voluntary audit, Chile, Aug 23
Indian cadets seatime, Feb 25
information sources, ports, Nov 4
Inmarsat, Mar 24
inspection of ships, Apr 5
Isbester, Jack, Nov 23
ISCW, Mar 28
ISM, Jul 32
designated person ashore, Jun 4
fatigue, Feb 7
on board training, Jul 23
proceedures, Jan 3
seminar, Nov 34
ITOPF, Mar 21
report, Oct 28
J
Januszewski, J., Sep
Jeffery, Gary, Jan 9
Jones, Justin, Feb 33
Jones, Steven, Jan 21, Feb 28, Jun 10, Aug 21, Dec 27
Juarrero, Francisco, Apr 8
K
Kircher, Albert, Nov 26
Krishnamurthi, Sivaraman, Feb 3, Aug 8, Sep 3
Kue, Chengi, Sep 22
L
Last, David, Sep 6
leadership, value of, Dec 16
learning, distance, Dec 22
Lee, Gilbert, Nov 16
life saving appliances, Apr 15
lifeboat accidents, Jan 30
lifeboat safety, May 30
Lloyd, Michael, Apr 22, May 27,
LNG shipping, Nov 35
Longstaff, Mark, Aug 30
lookout, Nov 3
Lopes, Norman, Nov 30
Loran, enhanced, Jul 12
loss prevention, cargo, Apr 8
low temperature environments conference, Sep 31
LRIT, Dec 9
Lumbers, Karl, Mar 22
Lützhöft, Nov 26
M
maintenance, LSA, Apr 15
man overboard, Apr 22, May 27, Sep 33
management, designated person, Jun 4
management, ship shore violations, Oct 21
Manavalan, R., Apr 32
manoeuvring, collision avoidance, Nov 16
marine insurance seminar, Jul 35
Marine Society, MSc Scheme, Sep 21
maritime
administration, certification, Jan 3
English, Aug 25
Labour Convention, Mar 13
law, pollution, Oct 10, 14
security seminar, Jun 29
Marpol, Mar 21, 22, Oct 4, 7, 10
master
and pilot, Mar 3, May 32, Jun 25, Jul 30
duty to report, Nov 30
crimalisation, Feb 11, May 33, Jun 26
imprisonment, Mar 23
role, Jul 3
Mathieson, Jun 4
MCA, response group, Jan 34
McDonald, Angus, Feb 32
McGeoch, Ian, obituary, Oct 36
mentoring, Jul 16
Mercer, Robert, Jan 9
Mitropoulos, Efthikos, Mar 7, October 4
MSC 82, Feb 25, Dec 14
MSc for senior officers, Sep 16
multiple choice questions, Jul 22
N
naval training, May 31
navigation
electronic, Jun 16, 24, Sep 3, 5, 6, Nov 11, 14
electronic revolution, Mar 5, 7
ice, Mar 30
indexing, Jun 6
Loran, Jul 12, 32
safety, Feb 3, Jul 4
symposium report, Sep 30
Nautical Institute
Annual General Meeting 2007, Aug 4
Annual Report 2006, May 4
Belgium Branch, Jan 32, Sep 35
branches symposium, Aug 8
Council notices, Mar 16
Council proceedings, Feb 4
Cyprus Branch, Aug 32
Hong Kong Branch, Aug 32
Humber Branch, Jun 34, Sep 36, Nov 35
India (Kolkata), Dec 26
India North, Dec 26
India South Branch, Jan 32
London Branch, Mar 34, Jul 34
Malta Branch, Mar 32
North East Coast USA Branch, Nov 34
North East England Branch, Aug 33
North West England & Wales Branch, Jan 33,
Nov 35
Pakistan, Dec 24
President, Aug, 5
Queensland, Dec 31
publications, May 29
South East Australia Branch, Feb 34, Aug 33
South West England Branch, Jan 34, Feb 34, Mar
32, Jun 34, Dec 32
Solent Branch, Mar 33, Apr 34
Sri Lanka Branch, Mar 31, Nov 34
Treasurer’s Report, Aug 11
Turkey Branch, Jul 35
Ukraine Branch, Jun 34
United Arab Emirates Branch, Mar 32, 33, Apr 34
West of Scotland Branch, Jul 35
nautical information, ports, Nov 4
navy, fishery protection, Jan 28
near-coastal certificates, Nov 6
Nivas, Shridhar, Jul 23
north west passage route, Sep 29
O
offshore operations, Sep 35
offshore training, Sep 36
oil exploration, Mar 31
oil spills, Mar 21, 22, Oct 28
Olney, Pierre, Oct 7
on-board training, Jul 23, Sep 26
Onslow, John, Apr 5
P
Pacha-Vicente, Esteban, Dec 9
Parker, Julian, May 29, Jul 9, Nov 16, Dec 16
passage planning, May 30
indexing, Jun 6
passenger ship safety, Mar 10, Apr 26, Jul 34
Patraiko, David, Mar 5, Jun 16, Jul 4,
patrol boats, Australian, Feb 33
Peters, Ken, Mar 13
pilot
and master, Mar 3, May 32, Jun 25, Jul 30
pilot boat safety, Jul 30
disembarkation, Jul 30
status, Oct 33
pilotage conference report, Feb 30
pilotage, deep sea, Jun 34
piracy, Jan 15, Aug 21
pollution
conference, Oct 34
control, Oct 4, 7, 10, 14
EU Directive, Apr 30
from ships, Oct 32
prevention, Mar 21, 22, Oct 10, 14
trial, Aug 25
ports, nautical information, Nov 4
positioning, Loran, Jul 12
Powis, J., Apr 27
professional standards, Aug 7
propulsion, podded, Dec 3
publications, Nautical institute, May 29
steering gear, Dec 5
Q
quantitative risk assessment, Sep 22
R
radar navigation, indexing, Jun 6
radar, collision regulations, Jan 13, Feb 23
radio traffic, Mar 24
rate of turn, Jun 24
record keeping, Sep 26
reporting, casualty, Nov 30
rescue
at sea, Jan 29
man overboard, Apr 22, May 27
submarine, Apr 27
response management, Mar 33
risk
assessment, Sep 22
assesssment, vetting, Apr 5
management, Jun 34
ropes, Jan 32
rule of the road, Jul 9
Rynd, Christopher, Dec 3
S
safe travel, seafarer, Jan 26, Feb 27, Jun 10
safety
environmental, Oct 25
equipment, Apr 15
fatigue, Feb 7
navigation, Feb 3, Jul 4
officer training, Nov 9
passenger ship, Mar 10, Apr 26
35
p34-36 People-index
22/11/07
10:14
Page 3
Index
seafarer fatigue, Jan 4
seafarer travel, Jun 10
sail taining, Aug 26
conference, Apr 32
satellite navigation, Sep 6, 9, Nov 32
scam emails, Jan 22
sea service assessment, Nov 6
seafarer
art, Mar 32
criminalisation, Feb 11
fair treatment, Aug 12, Nov 31
fatigue, Jan 4, Feb 7
inexperience, Oct 32
labour conventiopn, Mar 13
LSA usage, Apr 15
morale, Apr 3
security, Aug 21
sea life, crew calls, May 22
sea life, vibration, May 3
sea time, cadets, Feb 25
security seminar, Jun 29
security, piracy, Jan 15, 21, Aug 21
skills, Jun 3
travel, Jun 10
welfare committee, Mar 28
ship handling, Jul 9
collision avoidance, Nov 16
high speed craft, Apr 12
rate of turn, Jun 24
ship in campus project Apr 31
ship
losses, May 30
management, designated person, Jun 4
pollution, Oct 14
security, piracy, Jan 15
shore management, Oct 21
vetting inspection, Apr 5
shipboard error propensity, Oct 21
Shipmaster of the Year, May 26
shipmaster status, Jul 3
shipping information system, Mar 28
shipping operation, offshore, Sep 35
Silva, Felipe, Aug 23
Smith, Andy, Jan 4
Smith, Phil, Jul 22
Solas amandments, Mar 10, Apr 15
Squire, David, Feb 31
statistics, IMO data, Oct 4
statistics, risk assessment, Sep 22
STCW, Feb 26, Mar 30
78/95, Aug 15
human factor, Aug 12
STCW, navy, May 31
STCW revision, Jan 7, 9, 11, Nov 6, Dec 7
steel coil cargoes, Nov 23
steering gear, Dec 5
Stevenson, Colin, Jun 13
stress, fatigue, Nov 26
submarine rescue, Apr 27
survival rations, Apr 25
Syms, Roger, Jan 13, Feb 23
T
Tasman Pioneer, Nov 30
Taylor, Geoff, Feb 30
Thomas, Brian, Sep 21
Thorslund, Nov 26
towage, Jul 26
36
trade route conference, Sep 29
traffic separation, Sunk scheme, Aug 25
training, Jan 11, Sep 33
academy, Chennai, Apr 31
assessments, May 24
collision regulations, Jan 25, Feb 26
offshore, Sep 36
records, Sep 26
mentoring, Jul 16
naval, May 31
on board, Jul 23
on shore, Jul 31
safety officer, Nov 9
sail Aug 26
seagoing, Sep 16
sea service, Nov 10
STCW, Jan 7, 9, 11, Aug 15, Nov 26
submarine rescue, Apr 27
travel safety, Feb 27
Trinidad, maritime training, Jun 13
tug use, Jul 26
tugs, harbour, Jun 29
V
VELS Maritime Academy, Apr 31
Vervloesem, Walter, Aug 26
vessel traffic conference, Jul 33
vetting schemes, Apr 5, Jul 29
VHF communication, Feb 28, Nov 16
vibration, May 3
voluntary audit, Chile, Aug 23
voyage data recorders, Feb 21
VTS, Oct 3
W
Wadsworth, Emma, Jan 4
Wake, Philip, Mar 23, Apr 3, 32, May 26, Dec 24
watchkeeping fatigue, Nov 26
watchkeeping, data recorders, Feb 21
water for survival, Apr 25
Waugh, Ian, Mar 24
Weintrit, Adam, sep 30
Welch, Andrew, Jan 28
welfare, seafarers, Mar 13
Westwood-Booth, Jack, Mar 10
Williamson, Brian, Oct 14
Wilson, Tim, Jan 7
wire ropes, Jun 31
World Maritime Day, Oct 4, Dec 24, 27
Wright, Paul, Aug 28
Z
Zim Mexico III, conference, Jun 26
The following features appear regularly:
Captain’s Column
Book Reviews
Conferences
Focus
Letters
Marine Accident Reporting Scheme (MARS)
Nautelex
Nautical Institute Log
Branch News
Branch Secretaries
New members
People
Naval Column
BS Dec 07
22/11/07
10:52
Page 1
Branch Secretaries and development contacts
Argentina:
Capt. David Moore, FNI
Tel: 54 11 4553 0017 (h)
[email protected]
Australia:
Queensland:
www.niqld.net
Capt Iain Steverson, FNI
Tel: 61 7 3263 2642
[email protected]
SE Australia (NSW):
www.nisea.org
Capt. Richard Lorraine, MNI
Tel: 61 2 4730 1999 (h)
[email protected]
SE Australia (VIC):
Capt. Ian Liley, MNI
Tel: 61 3 9254 1631 (o)
Fax: 61 3 9254 1658 (o)
[email protected]
SE Australia (SA):
Capt. Howard Pronk, MNI
Tel: 61 8 8447 5924
Fax: 61 8 8431 1564
[email protected]
SE Australia (ACT):
Capt. Iain Kerr, FNI
Tel: +61 2 6279 5958
[email protected]
Tasmania:
Capt Roger Syms, FNI
Tel: 61 3 6331 6690
[email protected]
Western Australia:
Capt. David Heppingstone, MNI
Tel: 61 8 9385 4583
Fax: 61 8 9385 4583
[email protected]
Baltic States:
Capt. Boris Dunaevsky, FNI
Tel/Fax: 371 7 588257
[email protected]
Bangladesh:
Capt. Zillur R Bhuiyan, FNI
Tel: 880 31 711099 (o)
Fax: 880 31 717128 (o)
[email protected]
Belgium:
Capt. Marc Nuytemans, MNI
Tel: 32 3 232 72 32 (o)
Fax: 32 3 231 39 97
[email protected]
Brazil:
Otavio Fragoso Da Silva, MNI
Tel: 55 21 2516 4479
Fax: 55 21 2263 9696
[email protected]
Brunei:
Mike S. Kelly, MNI
Tel: +673 333 2759
Fax: +673 333 2279
[email protected]
Bulgaria:
Capt. Andriyan Evtimov, MNI
Tel: 359 52 631 464 (o)
Fax: 359 52 631 465
[email protected]
Canada:
British Columbia:
www.nauticalinstitute.ca
Capt. Chris Frappell, MNI
Tel: +1 250 658 0393 (h)
Mobile: +1 250 537 6378
[email protected]
Maritime Provinces:
Capt. Angus McDonald FNI
Tel: +1 902 429 0644
[email protected]
Chile:
Capt. Guillermo Vargas MNI
Tel: +56 32 202660
Mobile: +56 91619256
[email protected]
Croatia:
Capt. Gordan Baraka MNI
Tel: 385 (0)22 201 161
Fax 385 (0)22 201 165
[email protected]
Cyprus
Evan Mackay, MNI
Tel: 357 25 843 268 (o)
Fax: 357 25 312 986 (o)
Tel: 357 99 532 236 (m)
[email protected]
Denmark:
Anders Arfelt, MNI
Tel +45 4436 6800
Fax+45 4436 6868
[email protected]
Egypt:
Captain Rodger Dickson, MNI
Tel: 20 2380 0083 (o)
Fax: 20 2380 9870 (o)
Mobile: 20 12390 1545
[email protected]
France:
Guillaume de Boynes CNI
Tel: +33 (0)2 3292 9175 (o)
[email protected]
Germany:
Bremen:
Capt. Willi Wittig, MNI
Tel: 49 421 59 05 4686 (o)
[email protected]
Hamburg:
Alexander Spiewok, MNI
Tel: 49 172 4344125
[email protected]
Ghana:
Capt William Amanhyia, MNI
Tel: 233 2 4406 2438
[email protected]
Greece (Hellenic):
Capt. Babis Charalambides MNI
Tel: 30 210 429 2964 (o)
Fax: 30 210 429 2965 (o)
Mobile: 30 6944 301 666
[email protected]
Hong Kong SAR:
www.nautinsthk.com
Rhod McNeill, FNI
Tel: 852 9047 9334
Fax: 852 2987 6419
[email protected]
Iberia:
www.iberiani.com
Javier Saavedra, MNI
Tel: 34 981 35 8952 (h)
Tel: 34 981 18 8411 (o)
[email protected]
India:
North & East (New Delhi):
Capt. Pawan K. Mittal, MNI
Mobile: 91 98 1016 0883
Tel/Fax: 91 11 2508 6500
[email protected]
South (Chennai):
Capt. S. Krishnamurthi MNI
Tel: +91 44 2495 8927
Mobile: +91 98 4035 3989
[email protected]
West (Mumbai):
Capt. S M Halbe, FNI
Tel:+ 91 22 2571 2105
Fax:+ 91 22 2571 2133
[email protected]
Indonesia:
Neale Proctor MNI
Tel: 62 21 522 7230 (o)
Fax: 62 21 522 7231 (o)
Mobile: 62 815 1452 3544
[email protected]
Iran:
Captain Ebrahim Zahiri, MNI
Tel: 98 21 2380 2230 (o)
Fax: 98 21 2048 273 (o)
Mobile: 98 91 2111 5315
[email protected]
Ireland:
Lt Cdr Patrick Harkin, MNI
Tel: 353 21 378777 (h)
Mobile: 353 86 8325771
[email protected]
Italy:
Capt. Ubaldo Sgherri, MNI
Tel: +39 392 0504 902
[email protected]
Japan:
Prof. Masao Furusho, MNI
Tel: 81 78 431 6246
Mobile: 81 90 5362 2858
[email protected]
Jordan:
www.jomas.org.jo
Capt. Issa Hasan, MNI
Tel: 962 6560 6035
Mobile: 962 7955 04135
[email protected]
Korea, South:
Capt. Soo Ryong Kim MNI
Tel: 82 51 256 0668
[email protected]
Lebanon:
Capt. George Abed, FNI
Tel: 961 6 662522
Fax: 961 6 601845
[email protected]
Malta:
Capt. Michael Pagan, MNI
Tel: 356 21806467 (o)
Fax: 356 21809057 (o)
[email protected]
Netherlands:
Capt. Stephen Cross, FNI
Tel: 31 517 416972
[email protected]
New Zealand:
www.nautinst.org.nz
Capt. Kees Buckens, FNI
Tel: 64 9 522 0518
[email protected]
Nigeria:
Capt. Jerome Angyunwe MNI
Tel: 234 1896 9401
Mobile : 234 80 2831 6537
[email protected]
Norway:
Cdr Nils A Nesbjorg, MNI
Tel: 47 52 716651
[email protected]
Pakistan:
Capt. S M A Mahmoodi, FNI
Tel: 92 21 285 8050-3 (o)
Fax: 92 21 285 8054 (o)
[email protected]
Panama:
Edilberto Peralta AMNI
Tel: +507 223 1156
Mobile: +507 6615 0315
[email protected]
Philippines:
Jim Nicoll, CNI
Tel: 63 2 889 2703
[email protected]
Poland:
Capt. Adam Weintrit, MNI
Tel +48 6 0410 8017
[email protected]
Qatar:
Capt. Joe Coutinho, MNI
Tel: +974 4315 792
Mobile: +974 5537 293
[email protected]
Romania:
Nicoleta Apostol CNI
Tel: 40 722 685 684
[email protected]
Russia:
St. Petersburg:
Capt. Vladimir Egorkin, MNI
Tel: +7 812 186 5095
[email protected]
Moscow:
Capt. Andrey Voloshin, MNI
Tel: 7 095 5170965
[email protected]
Singapore:
www.damanias.com/~nautinst/
Capt N J Kortiwala, MNI
Tel: 65 68443040
[email protected]
Slovenia:
Capt. Matjaz Domnik, MNI
Mobile: 386 41 421088
[email protected]
South Pacific Community:
Fiji:
Capt. John Hogan, FNI
Tel: 679 337 0733
Fax: 679 337 0146
[email protected]
Sri Lanka:
Ravi Jayaratne, MNI
Tel: 94 11 286 5795
[email protected]
Sweden:
www.nautinst.se
Capt Jeanette Nihlen, MNI
Tel: 46 43 145 2632
Mob: 46 70 8 152 632
[email protected]
Syria
Capt Mohammad Hawsheh, MNI
Tel: 963 41 370040/43
[email protected]
Trinidad & Tobago:
Courtney Lange, MNI
Tel: 868 625 9155
Fax: 868 625 9153
[email protected]
Turkey:
Capt. Mehmet Albayrak, MNI
Tel: +90 216 474 6793
Fax: +90 216 474 6795
[email protected]
UAE:
Capt. Duncan McKelvie FNI
Tel: (mob) +97150 4519463
[email protected]
Ukraine:
www.nautinst.com.ua
Professor V Torskiy, FNI
Tel: 38 048 2251766 (h)
Tel/Fax: 38 048 7334836 (o)
[email protected]
U.S.A.:
Gulf – Houston:
www.niusgulf.com
Capt. Richard Dixon, FNI
Tel: 979 249 5741
Fax: 979 249 5742
[email protected]
North East US Coast:
Capt. George Sandberg, FNI
Tel: 516 878 0579 (h)
Tel: 516 773 5447 (o)
[email protected]
Pacific – Southern California:
Captain Jim Haley, MNI
Tel: 310 530 4130
[email protected]
Pacific – Seattle:
Capt Robert Moore FNI
Tel: +1 (206) 463 2109
Fax: +1 (206) 463 3066
[email protected]
United Kingdom:
Forth:
Volunteer as Development Contact required
– Please contact Philip Wake on
[email protected]
Humber:
Chris Towne MNI
Tel: 01964 535778
Tel: 01482 572121 (o)
[email protected]
Isle of Man:
Capt. Nigel Malpass FNI
Tel: 01624 813774
[email protected]
London:
www.nauinst.org/london
Harry Gale, MNI
Tel: 020 7928 1351 (o)
[email protected]
North East England
www.ninebranch.org
David Byrne, MNI
Tel: 0191 217 3660
[email protected]
North of Scotland:
Jeff Gaskin, MNI
Tel: 07966 169624
[email protected]
North West England:
www.ninw.org.uk
Capt. William Nute, FNI
Tel: 0151 677 3559 (h)
[email protected]
Shetland:
Sandy Begg, MNI
Tel: 018 0652 2454
[email protected]
Solent:
http://homepages.tcp.co.uk/~glang/nisolent
.html
Peter Aylott, MNI
Tel: 020 7928 1351
[email protected]
South East England:
Chris Renault, MNI
Tel: 01304 372192 (h)
Mobile: 077 0226 9282
[email protected]
South Wales:
Capt. David Meredith, MNI
Mobile: 07833 164123
[email protected]
South West England:
www.ni-sw.org
Paul Wright, FNI
Tel: 01752 405603 (h)
Tel: 01752 232466 (o)
Fax: 01752 232406 (o)
[email protected]
West of England:
www.btinternet.com/~john.morgan
Capt John Morgan, MNI
Tel: 011 7950 5645 (h)
[email protected]
West of Scotland:
www.wosni.co.uk
Capt John Dickie MNI
Tel: 0141 5652619
[email protected]
Venezuela:
Volunteer as Development Contact required
Please contact Philip Wake on
[email protected]
As many of these email addresses are private accounts, please refrain from sending multiple messages with attachments

Podded propulsion Controlling ships in emergencies STCW update

Transcription

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