PSSR Booklet

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET
PONDICHERRY MARITIME ACADEMY

Learning Together, Leading Together
Institute is managed by Victory Charitable & Educational Trust
Approved by Directorate General of Shipping, Govt. of India (Approval No.: TR/A/32/2010) ISO 9001:2008
Address No. 49/51, 2nd & 3rd Floor, Villianur Main Road, Reddiarpalayam, Puducherry 605010, Tel: 04133191119, Mob: +91-9047006854. Web: pondicherrymaritime.com; Email: pondymaritimeacademy@gmail.com
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PERSONAL SAFETY AND SOCIAL RESPONSIBILITIES (PSSR)
1.0 OBSERVE SAFE WORKING PRACTICES
1.1 Introduction
Scope
This course covers the training recommended in regulation VI/I read along with
section A/VI 1-4 of code A of the STCW Convention 1978 as amended in 2010.
1.2 Importance of the course
COURSE OBJECTIVE
On completion of this course, the trainee should be able to identify potential
areas of emergencies that may arise in the marine environment, whereby the
trainee can take effective steps to observe safe working practices to eliminate
personal injuries and accidents. It will also help the trainee to create a
conductive atmosphere designed to boost high-spirited human social relationship
amongst the shipmates.
The simplified diagram shows the different parts of the ship and the names by
which they are referred.
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NATURE OF SHIPBOARD HAZARDS
The hazards encountered on board a ship during the course of work are not only
limited to injury from slips and falls. Various cargoes are carried on board ships
which include extremely flammable and toxic gases, flammable, toxic and highly
corrosive chemicals, toxic and flammable petroleum products, various flammable
bulk cargoes and hazardous substance in containers.
An adequate knowledge of the hazards arising out of loading, carrying and
discharging such cargoes is necessary to prevent accidents due to noncompliance of safety measures.
LIST OF OPERATIONS THAT TAKES PLACE ONBOARD WHICH CAN BE
HAZARDOUS
WORKING ALOFT
Seafarers working aloft, over the side or where there is a risk of falling should
wear a safety harness attached to a lifeline.
WORKING CLOTHES
Clothing must be chosen to minimise working risks.
Working clothes should be close-fitting with no loose flaps,
bulging pockets or ties since injuries may result from
clothing being caught up by moving parts of machinery or
garments catching on obstructions or projections and
causing falls.
Working clothes should be appropriate for the work being
carried out. Clothing worn in galley etc. where there is a
risk of burning or scalding should adequately cover the
body to minimise the risk and be of a material of low
flammability such as cotton or a cotton/ terylene mix.
Clothes should be kept in good repair.
Shirts or overalls provide better protection if they have long
sleeves. Long sleeves should not be rolled up.
Scarves, sweet rags and other neck wear, loose clothing,
finger rings and jewellery can be hazards when working
with machinery. Long hair should be covered.
Suitable safety footwear should be worn at all times.
Sandals and plimsolls are dangerous and should not be
worn when working since they offer little protection against
accidental scalds or burns or falling objects and add to risks
of tripping and falling or slipping on ladders (as do old,
worn out, down-at-heel shoes). The wearing of appropriate
industrial or safety footwear, which can be of good
appearance, is mandatory.
Gloves are a sensible precaution when handling sharp or
hot objects but may easily be trapped on drum ends and in machinery. Whistle
loose fitting gloves allow hand to slip out readily; they do not give a good grip on
ladders. Wet or oily gloves may be slippery and great care should be taken when
working in them.
ENTERING ENCLOSED SPACES
PROCEDURES AND PRECAUTIONS
The atmosphere of any enclosed or confined space may put at risk the health or
life of any person entering it. It may be different in oxygen and/or contain
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flammable or toxic fumes gases or vapours. Such an unsafe atmosphere may be
present or arise subsequently in any enclosed or confined space including;
Cargo Holds, Double bottom, Cargo tanks, Pump rooms, Compressor rooms, Fuel
tanks, Ballast tanks, Coffer dams, Void spaces, Duct keels, Inter-Barrier spaces,
Sewage tanks, Cable trunks, Pipe trunks, Pressure vessels, Battery lockers,
Chain lockers, Inert gas plant scrubber and Blower spaces and the storage rooms
for Co2, halons and other media used for fire fighting or inerting.
Should thereby any unexpected reduction in or loss of means of ventilation of
those spaces that are usually continuously or adequate ventilated then such
spaces should also be dealt with as dangerous spaces.
When it is suspected that there could be a deficiency of oxygen in any space or
that toxic gases, vapours or fumes could be present, then such a space should be
considered to be a dangerous space.
PRECAUTIONS ON ENTERING DANGEROUS SPACES
The following precautions should be taken as appropriate before a potential
dangerous space is entered so as to make the space for entry without breathing
apparatus and to ensure it remains safe whilst persons are within the space.
1. A competent person should make an assessment of

the space and a responsible officer to take charge of
the operation should be appointed;
2. The potential hazards should be identified;
3. The space should be prepared and secured for entry;
4. The atmosphere of the space should be tested;
5. A permit to work system should be used;
6. Procedures before and during the entry should be
instituted;
Where the procedure listed 1 to 4, above, have been followed and have been
established that the atmosphere in the space is or could be unsafe then the
additional requirement including the use of breathing apparatus specified above
should also be followed.
No one should enter any dangerous space to attempt a rescue without taking
suitable precautions for his own safety since doing so would put his own life at
risk and almost certainly prevent the person he indented to rescue being bought
out alive.
DUTIES AND RESPONSIBILITIES OF A COMPETENT PERSON AND OF A
RESONABLE OFFICIER
1. A competent person is people capable of making an informed assessment of
the likelihood of a dangerous atmosphere being present are arising
subsequently in the space. This person should have sufficient theoretical
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2.
3.
a)
b)
c)
4.
5.

knowledge and practical experience of the hazards that might be met in order
to be able to assess whether precautions are necessary. This assessment
should include consideration of any potential hazards associated with the
particular space to be entered. It should also take into consideration dangers
from neighbouring or connected spaces as well as the work that has to be
done with in the space.
A responsible officer is a person appointed to take charge of every operation
where entry into a potentially dangerous space is necessary. This officer may
be same as the competent person or another officer. Both the competent
person and/or the responsible officer may be a shore side person.
It is for the responsible officer to decide on the basis of the assessment the
procedures to followed for entry into a potentially a dangerous space. This will
depend on whether the assessment shows:
There is no conceivable risk to life or health of a person entering the space
then or at any future time;
There is no immediate risk to life or health but a risk could arise during the
course of work in the space;
The risk to life or health is immediate.
Where the assessment shows that there is no conceivable risk to health or life
and that conditions in the space will not change, entry may be made without
restriction. Similarly an assessment could be made that there is a risk which is
then entirely eliminated with no foreseeable chance what so ever of it
recurring. Entry thereafter could also be made without restriction.
Where the assessment shows that there is no immediate risk to health and life
but that a risk could arise during the course of work in the space the
precautions described above should be taken as appropriate.
IDENTIFING POTENTIAL HAZARDS

OXYGEN DEFICIENCY
1. If an empty tank or confined space has been closed for a time; the oxygen
content may have been reduced due to the oxygen combining with steel in the
process of rusting.
2. Lack of oxygen may occur in boilers or other pressure vessels particularly
where oxygen absorbing chemical have been used to prevent rusting.
3. Depletion of oxygen may occur in cargo spaces when carrying ore concentrate
even though the hatch covers have been removed and the discharge of the
cargo have been commenced.
4. After discharge of volatile cargo sufficient vapour may remain in tanks to
cause oxygen deficiency.
5. Hydrogen may occur in cathodically protected cargo tank used for ballast but
will tend to disperse quickly when tank covers are opened. Pockets of
hydrogen may, however, still exist in the upper parts of the compartment,
thus displacing the oxygen.
6. If carbon dioxide, steam or other fire extinguishing chemical has been
discharged to extinguish or prevent a fire, the oxygen content of the space
should be reduced.
7. The use of inert gas in the cargo tanks of tankers and gas carriers or in the
inter barrier space of gas carriers results in only minimal amount of oxygen
being present.
8. The special condition of carriage for reactive substances may require cargo
tank ullage spaces, adjacent cargo tanks, cofferdams, inter-barrier spaces and
void spaces to contain inert gas.
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TOXICITY OF OIL CARGOES
1. Hydrocarbon gases are flammable as well as toxic and may be present in fuel
or cargo tanks, which have contained crude oil or its products.
2. Hydrocarbon gases or vapours may also be present in pump rooms and
cofferdams, duct keels or other spaces adjacent to cargo tank due to cargo
leakage.
3. The components in vapour of some oil cargoes such as benzene and hydrogen
sulphide are very toxic.
TOXICITY OF OTHER SUBSTANCES
1. Cargoes carried in chemical tankers or gas carriers may be toxic.
2. There is the possibility of risk of leakage from drums of chemicals or other
packages of dangerous goods where there has been mishandling or incorrect
stowage or damage due to heavy whether.
3. The trace components in inert gas such as carbon monoxide, sulphur dioxide,
nitric oxide and nitrogen dioxide or very toxic.
4. The interaction of vegetable or animal oils or sewage with sea water may lead
to the release of hydrogen sulphide, which is very toxic.
5. Hydrogen sulphide or other toxic gases may be generated where residue of
grain or similar cargoes permeates into or chokes bilge-pumping systems.
6. The chemical cleaning, painting or the repair of tank coatings may involve the
release of solvent vapours.
FLAMMABILITY
1. Flammable vapours may still be present in cargo or other tanks that have
contained oil products or chemical or gas cargoes.
2. Cofferdams and other spaces that are adjacent to cargo and other tanks may
contain flammable vapours should there have been leakage into the space.
OTHER HAZARDS
1. Although the inhalation of contaminated air is the most likely medium through
which harmful substances enter the body, some chemicals can be absorbed
through the skin.
2. Some of the cargoes carried in chemical tankers and gas carriers are irritant
or corrosive if permitted to come into contact with the skin.
3. The disturbance of rust, scale, or sludge residues of cargoes of animal,
vegetable or mineral origin or of water that could be covering some
substances may lead to the release of toxic or flammable gases.
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PREPARING AND SECURING THE SPACE FOR ENTRY
1. When opening the entrance to a dangerous space, care should be taken to
avoid the effect of a possible release of pressure or vapour from the space.
2. The space should be isolated and secured against the ingress of dangerous
substances by blanking off pipelines or other openings or by closing valves.
Valves should then be tied or some other means used to indicate that they are
not to be opened.
3. If necessary the space should be cleaned or washed out to remove as far as
practicable any sludge or other deposit liable to give off dangerous fumes.
Special precautions may be necessary when undertaking such work for the
reasons given above.
4. The space should be thoroughly ventilated by either natural or mechanical
means to ensure that all harmful gases are removed and no pockets of
oxygen deficient atmosphere remain.
5. Compressed oxygen should not be used to ventilate any space.
6. The officers on watch or person in charge, on bridge , on the deck, in the
engine room or the cargo control room should be informed as necessary, of
any spaces that is to be entered.
TESTING THE ATMOSPHERE OF THE SPACE
1. A steady reading of atleast 20% oxygen by volume on an oxygen content
meter should be obtained before entry is permitted.
2. A combustible gas indicator cannot be used to detect oxygen deficiency.
TESTING FOR FLAMMABLE GASES OR VAPOURS
1. The combustible gas indicator detects the amount of flammable gas or vapour
in the air.
2. Combustible gas detectors are calibrated on a standard gas and when testing
for other gases and vapours reference should be made to the calibration
curves supplied with the instrument. Particular care is required should
accumulations of hydrogen be suspected.
3. In deciding whether the atmosphere is safe to work in without being
overcome, a Nil reading on a suitably sensitive combustible gas indicator is
desirable. But, where the readings have been steady for sometime, up to 1%
of lower flammable limit may be accepted, e.g. for hydrocarbons in
conjunctions with an oxygen reading of atleast 20% by volume.
4. Direct measurement of trace compound of inert gas is not required, when the
gas freeing of the atmosphere of a cargo tank reduces the hydrocarbon
concentration from about 2% by volume to 1% of lower flammable limit. Or
less in conjunction with steady oxygen reading of atleast 20% by volume,
because this is sufficient to dilute the component to a safe concentration. If
before the commencement of gas freeing, the hydrocarbon concentration of a
tank containing inert gas is below 2% by volume due to excessive purging by
inert gas, then additional gas freeing is necessary to remove toxic products
introduced with the inert gas.
TESTING FOR TOXIC GASES
1. The presence of certain gases and vapours on chemical tankers and gas
carriers is detected by fixed or portable gas or vapour detection equipment.
The readings obtained by this equipment should be compared with the
occupational exposure limits for the contaminated given in international
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industry safety guides or the latest edition of the health and safety executive
guidance, note EH-40 Occupational Exposure Limits.
2. When a toxic chemical is encountered for which there is no means of testing
then additional requirements specified should also be followed.
3. A combustible gas indicator will probably not be suitable for measuring levels
of gas at or around its occupational exposure limit, where there is solely a
toxic, rather than a flammable, risk. This level will be much lower than the
flammable limit will be much lower than the flammable limit and indicator will
probably not be sufficiently sensitive to give accurate readings.
USE OF PERMIT - TO WORK SYSTEM
1. Entry into a dangerous space should be planned in advance and use should
preferably be made of a permit - to work system.
2. For situations for which a well-established safe system or work exist a
checklist may exceptionally be accepted as an alternative to a full permit to
work provided that the principles of the permit to work system are
covered and the risks arising in the dangerous space are low.
3. On expiry of the permit to work, everyone should leave the space and the
entrance to the space should be closed or otherwise secured against entry or
alternatively, where the space is no longer a dangerous space, declared safe
for normal entry.
PROCEDURES AND ARRANGEMENTS DURING ENTRY
1. Ventilation should continue during the period that the space is occupied and
during temporary breaks. In the event of a failure of the ventilation system
any persons in the space should leave immediately.
2. The atmosphere should be tested periodically whilst the space is occupied and
persons should be instructed to leave the space should there be any
deterioration in the conditions.
3. If unforeseen difficulties or hazards develop, the work in the space should be
stopped and the space evacuated so that the situation can be re-assessed.
2.0 CONTRIBUTE TO EFFECTIVE HUMAN RELATIONSHIPS ON BOARD

SHIP - HUMAN RELATIONSHIPS ON BOARD SHIP
2.1 INTER PERSONAL RELATIONSHIP
Team Building
It is obvious that in order to achieve maximum efficiency teamwork and team
spirit is required. The most significant factor in team building is a sense of group
identity a feeling of social support and cohesion that comes with increased
worker interaction.
Elements Involved In Team Building
A team is any set of individuals who co-operate in accomplishing a single overall
result.
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Many activities cannot be carried on and many problems cannot be solved on an
individual basis or in 2 persons relationship and therefore the need for effective
team work.
A merchant ship has an organizational structure, with the Master of the vessel
having the supreme authority, normally conferred by a legal act or status.
STAGES OF TEAM BUILDING

Stage 1: The undeveloped have come together to complete a task but have
devoted little or no time in considering how they should or do operate. This stage
is referred to as the King and Court stage because the team resembles the old
concept of the Court who would never dare to seriously challenge the judgment
of their King. The team is effective if the boss has the wisdom, energy and time
to make all the decisions. Individual members conceal their feelings, consider
workplace for work only and do not express opinions freely for fear of rocking
the boat. The established/ body prevails and attempts are made to cover up
individuals weakness for fear of criticism. The objectives are unclear and there is
low involvement in planning bureaucracy.
Stage 2: The experimenting team
Stage 2 begins when the team decides it wants seriously review its operating
methods and undertake activities, which improve its performance. The problems
are faced more openly, wider options are considered before decisions are taken.
More risky issues are opened up hitherto taller topics are discussed and often the
way in which the team is managed is one of the first issues examined.
Personnel issues are raised, feelings begin to be considered, personal animosities
begin to be dealt with. More concern is shown for the views and problems of
colleagues with a consequent increase in real listening and often for the first time
people begin to understand other members of the team.
Meetings are characterized by more listening and thinking
and less talking. The team still lacks the capacity to act
on economic unified and methodical way.
Stage 3: The consolidating team
The team decides to assess a more systematic approach
on leads to a clearer and more methodical way of working
Rules and procedures laid down are the agreed rules of
the team which everyone has had a part in framing and
to which everyone is committed.
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Stage 4: The mature team
The openness concern and improved relationship of stage and the systematic
approach of stage 3 can now be used to complete the task building a really
mature team. Flexibility is the keynote with different procedures being adopted
to meet different needs. Everyones energies are utilized for team, because
individual commitment to team success exists. Development becomes an
increasing priority because all realize that continued success depends on
continued development. Trust, openness, honesty, co-operation and
confrontation and continual review of results become part of the way of life.
To sum up, the characteristics of effective teamwork are:
1. The atmosphere tends to be informal, comfortable, relaxed.
2. Lots of discussion in which virtually everyone participates, but it remains
persistent to the task of the group.
3. The task or the objective is well understood and
accepted by the members.
4. The members listen to each other.
5. There is no disagreement.
6. There is no tyranny of the minority.
7. Decisions are reached by a kind of consensus in
which it is clear that everybody is in general
agreement and willing to go along.
8. Criticism is frequent, frank and relatively
comfortable.
9. When action is taken, clear assignments are
made and accepted.
10. The issue is not who controls, but how to get
the job done.
11. The group is self conscious about its own operation. Organizations are
essentially about people working together and yet so often they fail.
Symptoms of bad teamwork
1. There is the symptom of frustration.
2. Unhealthy competition trying to run
others down.
3. The unhappy expression which
employees wear on their faces.
4. Going to enormous lengths to avoid
telling the truth.
5. Meeting are key indicator to team
work. Meetings where only one or a few
people contribute or where managers use
the occasion as an opportunity to lay
down the rules rather than utilize the
resources of the team.
6. Relationship between manager and those they manage are low
7. People not developing or remaining stagnant.
Effective Working in multi-lining I Multi-cultural Environment
Different languages create problems of translations and communication.
Interpreters may be needed for oral communications. The best method for
handing this problem is undoubtedly for managers to be multilingual but not
always practical. For the day to day management of the ship, it is common and
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quite acceptable practice to appoint a leading rating (e.g., boson) to act as a
translator between the chief mate and the ratings.
This carries the risk that in a crisis situation the one translator may not be on the
scene. Another aspect of this dangerous practice of employing a single translator
is that a rating may shout a warning in a language not understood by the officer
at the scene and vice versa.
Once the recruitment and the employment policies have been decided by a ship
owner or ship manager, there are various practical steps he could take to
improve the linguistic capabilities of his seafarers by
(a) Encourage and train officers to teach English (and other chosen languages) to
the junior officers and ratings.
(b) Encourage officers to learn to speak and use the languages of the ratings.
(c) Provide mini language laboratory on each ship.
The safety standards of ships and their crews are not as high in multinational
multi-language crewed ships as they are in single national language ships.
In transactional cross- cultural teams there are many different crew
compositions.
a) A single nationality crew drawn from the ship owners country.
b) A single nationality crew drawn from a country than the ship owners.
c) Officers from the ship owners country and ratings from a Third World Country.
d) Senior officers from the ship owners country junior officers from the Third
World Country all range of countries.
Most owners e.g., in Europe have adopted policy of employing their own nation
as senior officers masters, mate and chief engineers and Third World seafarers
for the remaining positions.
Consequences of Cultural differences cold point
In dealing with other people, it is important to understand that have interacted
with different environmental factors so that they will have developed different
values concerning right or wrong, good or bad. There are significant
differences between people from different countries in their attitudes towards
work.
Religion plays an important role in the community and in everyday life. This
should well respected and absorbed into shipboard working practices feeding
arrangements etc.
Corruption exists in every country of the world. If a sea man has to pay up to
half of his take home pay to a clerk if he has to remain on the roster for another
ship at the end of vacation he may try to remain on one ship for as long as
possible. This can present problems related to the discipline and discharge of a
seaman.
It is important to note that the stereotypes one holds about other are usually
wrong and always highly dangerous. Stereotypes develop from films, books, TV
stories etc. Each one becomes in his head a dangerous capsule of belief that can
poison relationship with people of other cultures.
The multinational cross- cultural manning ships will become increasingly
common. Individual officers and rating will feel remote from the value goals and
cultures of their ship owners and ship manager employees. Crew of the future
will be motivated mainly by personal, economic objectives, which enhance wage
levels and job security.
Owners and operators of ships obviously wishing to maintain their commercial
efficiency under translational cross-cultural manning systems have only two
options open to them.
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1. They can have the cross cultural multilingual manager aboard, shipping the
position of super charge commercial manager or
2. They can have the commercial run totally from the head office and the
technical and crew management carried out by sea experienced superintendents
recruited from the same country as the ship officers.
3. Importance of interference and mutual respects.
There are 4 structural areas where conflict is most pronounced
a) Hierarchical conflict: There may be conflict among the various levels of the
organization, e.g., Board of directors may be in conflict with supervisory
personnel or general conflict between management and workers.
b) Functional conflict: There may be conflict among the various functional
departments of the organizations, e.g., between the production and marketing
departments.
c) Line-staff conflict: There may be conflict between the line and staff. It often
results from situations where staff personnel do not formally posses over line
personnel.
d) Formal-informal conflict: There may be conflict between the formal
organizations e.g. the informal organizational norms for performance may be
incompatible with the formal organizations norm
for performance.
Mutual respect and realization of interdependency
helps to resolve conflicts.
The assumption about conflicts is the following:
a) Conflict is inevitable.
b) Conflict is determined by structural factors.
c) Conflict is integral to the nature of change.
d) A nominal level of conflict is optional.
Strategies for Managing Organizational Conflict
There are three major conceptual approaches to
managing organizational conflicts.
a) Bargaining approach.
This model of conflict deals with internet group who
compete for the limited resources. The strategy revolves
around either the attempt to increase the pool of available
resources or to decrease the demands of the competing
parties.
b) Bureaucratic Approach
This mode of conflict deals with the vertical authority relationship in a structure.
Conflict seems when superiors attempt to
control subordinates and they resist such
controls. The strategy to resolve the conflict is
to substitute impersonal bureaucratic rules for
personal control.
c) Systems approach
Whereas the bargaining model emphasizes the
problems of competition and bureaucratic
model is concerned with the difficulties of
control, the system model is about coordination problems. Specifically the system
approach deals with the lateral or horizontal
relationship
between
functions
of
an
organization.
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Here goal differentiation is reduced by modified incentive or by proper selection,
training or assignment procedures. Second, functional interdependence is
reduced by reducing dependence on common resources, by reducing pressures
for consensuss and by loosening up schedules or introducing buffers.
On a practical level, the following steps are
suggested.
1. Perceiving / experiencing unacceptable conflict.
2. Diagnosing the sources of the conflict and
3. Intervening
Intervention can take several forms.
First buffers are created between conflicting parties,
e.g. in a restaurant conflict between cooks and
runners which was caused by status incongruously,
the runners were giving orders to the higher status chefs, the runners were
asked to place their order slips on a hook. This hook created a buffer between
the conflicting parties and the conflict was reduced.
A second strategy is to help the parties in the conflicting situation develops
better insights into themselves and how they affect others. This would increase
mutual respect for each others problems.
A third strategy is to redesign the organization structure in order to reduce the
conflict.
An organization informal reward and punishment system is less visible than the
formal ones of salaries, bonuses and promotions, but no fewer reels. It is based
on the fact dependence of subordinates to superiors. Each subordinate must
often perhaps several times a day try to guess what action will be acceptable to
his superior. To win acceptance rather than refection he soon b becomes
conditioned to anticipating how his boss will react to an idea or proposal.
The subordinates are afraid of rejection. Even mild rejection has a significant
negative aspect on people. Whereas approval has a positive effect on people and
creates a climate for resolution of the problems. Hurt feelings are often
translated unconsciously into uncooperative or even aggressive others values.
Discipline, self-control and professionalism.
Discipline is an attitude of mind, a product of a culture and a particular
environment, which impels an individual to willingly, co-operate, in the
observance of the rules of the organizations to which he belongs.
Qualified people who realize their responsibilities will fulfil their obligations
willingly. The employees selected by the employer have the requisite skills and
abilities to do their jobs. Their superiors give instructions to them and the
rulebook of the company spells out the rewards and penalties for employees. A
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worker is expected to perform according to the
standards expected of him and analyzing his own
actions, it is available for him to correct himself.
If this does not happen the supervision should step in
and adopt a constructive approach to bring the
employee up to level of expected efficiency by oral
remainders. If this fails then the disciplinary process
starts.
If the employee does not show any inclination for
correction, the negative phase of the disciplinary
process, in the form of warning and penalties follow
depending upon the gravity of the situation.
Disciplining is much more than the application of
penalties. It is the training and regulating of
behaviour (preferably through self-control). So that
worker performance contributes to organizational and personal achievement.
The decline for normal standards in employee performance may be due to a
variety of reasons.
A) His own intellectual level
B) Organizational setting
C) Union pressures
D) Political influences
E) Thinking of groups and to which ones the
employees belong and
F) Family problems.
Indiscipline arises due to the failure of training and
motivating system of the company or due to the
employees failure to measure up to the companys
expectations. The manager should intervene at the
right time when the efficiency declines.
If you treat an individual as he is, he will stay as he
is. But if you treat him as he ought to be, he will
become what he ought to be and could be.
Regarding professionalism, the Japanese approach
to training of workers and managers provides the
answers to many problems.
An obsessive concern for training is a distinct
Japanese quality. It remains the primary preoccupation of the typical large Japanese firm.
Training complements selection. If the personnel
department recruits well qualified candidates, there
will be less need for training inside the organization;
if it can the recruits will remain in the company till
retirement. They enter the companies as employees
and not as carpenters, fitters etc. Within his own category the fresh recruit finds
himself at the bottom of social hierarchy, from where he ascends step by go
through a series of similar courses, irrespective of their backgrounds. On the job
training is greatly emphasized at every level. The question always asked is,
what have we learned that we can do the job better? The organization provides
ample opportunities through job rotation and enrichment, for newly acquired
knowledge to be put into use. A considerable amount of instruction in theoretical
subjects is given. The new technology proposed to be introduced is first
discussed in the training session.
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After few years the workers attend senior non-supervisory training, of one or two
weeks duration.
In Japan learning does not cease, when a person acquires proficiency, in certain
skills. He continues to train in other areas, beyond the point, where further
learning would be considered unnecessary in the west.
Workers are rotated amongst allied jobs. The net effect
of all this cross training is transference. He thus
acquires a higher degree of proficiency. They can act
independently in variety of situations and be
responsive to changing conditions. Next the employees
undergo
supervisory
training.
The
prospective
supervisor learn how to train junior workers, how to
use the best methods or the scientific way of tackling
problems, how to plan and how to motivate his
subordinates.
One topic included in all Japanese training program at
all levels, is indigenous culture and the values. The
idea that one should continuously seek to enhance
ones personal worth is stressed everywhere. The
individual views training partly in terms of his own
betterment and a high degree of professionalism is
achieved.
An important part of cultural training is creation of disciplined patterns of
behaviour and the ability to work in groups.
In conclusion it is seen that the Japanese seem to have found a solution to their
problems. For a long time they learnt from the west. Then they turned their
attention to learning from their own experience. They analyzed their successes,
failures and the weaknesses of the western approach and derived useful lessons
from them.
HUMAN RELATIONSHIP AND BEHAVIOR
Person needs:
Self esteem and dignity
Love of family
People you are working with organization
Rules and regulations
Policies
What do people value?
Family,
Friendship and relationship,
Relationship with god,
Work career,
Financial and personal growth,
Appreciation
Attitudes:
If we decide to have negative attitudes,
Then we are responsible for the results of our attitudes.
If we decide to have positive and supportive attitudes towards ourselves, our
work and our jobs, then we are in a position to enjoy the rewards of such
attitudes.
Negative thoughts / actions:
Angry, lazy, critical, careless, egoistical, stressful, greedy, dishonest etc.
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If they become habitual, they result in the breakdown of physical health and
eventual external; failure.
Positive thoughts / actions:
Enthusiastic, respectful, harmonious, tolerant, honest, happy, understanding,
patient, etc,
Team Members-Desired Qualities
The qualities of a good team member may be listed as follows:
1. Good judgment, common sense, rationality, logic and a positive attitude.
2. Ability to plan and organize,
3. Responsible,
4. Clam but alert,
5. Dedicated honest and loyal,
6. Ability to direct and control,
7. Good in communications,
8. Co-operative,
9. Good interpersonal relationships/ teamwork and
10. Good technical/ professional knowledge/competence.
FEAR OF THE UNKNOWN
PEOPLE DONT GET ALONG BECAUSE THEY FEAR EACH OTHER; THEY FEAR EACH
OTHER BECAUSE THEY DONT KNOW EACH OTHER; THEY DONT KNOW EACH
OTHER BECAUSE THEY HAVE NOT PROPERLY COMMUNICATED WITH EACH
OTHER.
- MARTIN LUTHER KING
Common needs of man:
- Want to feel important
- Want to contribute to something worthwhile
- Wants to be unique in the eyes of those we care about.
- We dont like unwanted criticism.
- We dont like to be taken for granted.
- Want to be treated justly.
- Want discipline if done in fairness.
Social responsibility:
- Social obligation
- Social reaction
- Social responsiveness
How to develop good relations with your colleagues
- Practice Courtesy at all times.
- Be a positive influence to your peers.
- Respect people for what they are.
- Cooperate and offer a helping hand.
- Avoid behaviors that are destructive to good inter personnel relationships.
- Give recognition and emotional support.
- Be diplomatic.
- Respect group standards and expectations
- Dont take any undue credits
- Avoid unholy alliance or coalition
- Express interest in your colleagues.
- Focus on the positive.
Five ways of Classifying Culture are:
- Power distance Small or Large
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- Group or individual
- Uncertainty Avoidance Low or High
- Feminine or Masculine.
- Short or Long Term
Cultural interrelationship is by:
- Respect
- Understanding
- Language and body sign interpretations.
- Name
- Background and religious beliefs.
- Cultural procedure
- Learning
3.0 CONTRIBUTE TO EFFECTIVE COMMUNICATION ON BOARD SHIP
COMMUNICATION
Communication Onboard
STCW 95 requires that all persons assigned to shipboard duties communicate
with other persons onboard on elementary safety matters and understand safety
information symbols and signs etc.
STCW95 CODE-B VI/I para 6 says Administration should bear in mind the
significance of communication and language skills in maintaining safety of life
and property at sea and preventing marine pollution. Given the international
character of maritime industry, the reliance or voice communication from ship to
ship and ship to shore, the increasing use of multinational crew, and the concern
that the crew members should be able to communicate with the passengers in an
emergency, adoption of a common language for maritime communication would
promote safe practice by reducing the risks of human error in communicating
essential information.
FUNDAMENTALS OF COMMUNICATION:
What is Communication?
Communication is the process of transferring/understanding information ideas,
knowledge and feelings between two or more persons.
For communication to be successful, both persons must understand each other in
order to know why the communication is taking place.
Process of communication
C= Communication
S= Sender
R= Receiver
F= Feedback
M= Media (Form of communication)
Types of communication:
- Oral / Verbal (speaking)
- Written (Signs and Symbols)
- Audio-Visual(TV)
- Non-Verbal (Body Language)
Parts of communication
- Speaking 30%
- Listening 45%
- Reading - 16%
- Writing - 9%
The whole purpose of communication is to obtain a feedback
reply/response/action.
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Body-Language or Non-Verbal Communication
Body Language is the language spoken by your body in the form of
Gesture: Signs, which a person can read and understand.
Posture: Positions of your body the way you sit, stand, walk and hold yourself.
Facial: Changes in the appearance of the face i.e., expressions, anger,
happiness, hate, etc (restricted to eyes).
Examples of body expressions
Unassertive(Not sure)
Assertive(Sure)
Rounded shoulders, head down, eyes Straight shoulders, head straight up,
down, holding tightly, shuffling walk, relaxed
arms
hands,
fast
walk,
no gestures, touching hair face, body standing
straight, gestures, head
parts, fingers in mouth, scratching.
movements.
Facial Expressions
Unassertive(Not sure)
Shifting eyes, not looking at the
person, looking into space, biting lips,
covering mouth when talking, serious,
worried face, licking lips, putting out
tongue, nervous laugh, cough
Voice Quality
Unassertive (Not sure)
Speaking too softly, slowly starting
loud, fading away whispering, saying
something negative, as if asking a
question, crying voice, no expression,
stammering, saying a-a- you know, I
mean laughing, etc.
Assertive(Sure)
Looking directly at others
speaking,
smiling,
relaxed
interested eyes.
when
face,
Assertive(Sure)
Speaking with expression, loudly,
clearly,
speaking
surely,
briefly,
positively, using correct words, ending
positively.
The following types of behaviour are associated with effective communication

skills.
- Eye contact
- Exhibit affirmative head nods appropriate facial expressions.
- Void actions that are distracting.
- Ask questions at the appropriate times.
- Paraphrase.
- Avoid interrupting the speaker
- Dont over talk.
- Make smooth transitions between the roles of speaker and listener.
Distance when talking to a person:
- Not too close.
- Not too far comfortable distance.
- Handshake distance
- Dont touch another person.
Effective Transmission and listening skills:
The guide to good listening
To hear - To receive all kinds of sounds through the ear
To listen - To hear with attention to think of what you are hearing
1. Take interest in listening. If you are not interested, no one can force you to
listen.
2. Listen to what the person is saying not how he/she is saying it.
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3. Keep cool; dont get angry or excited even if the speaker is rude or abusive.
Do not stop listening even if you do not like the speaker.
4. Listen for the main ideas for what is important.
5. Try to remember what the person is saying. If you cannot remember, take
noted so that you do not forget.
6. Try to improve your listening. Listen carefully and attentively. Watch the
speakers eyes.
7. While listening, try not to get distracted by other things (noise, people talking,
music, etc.,)
8. Listen with your mind and your eyes. Block out everything else and simply
listen.
9. Keep your mind open, listen attentively even if you do not agree.
10. Think carefully of what you are listening to. Try to understand the real
meaning of what is being said. Watch the Speakers body language.
Note: If you do not understand please do not hesitate to ask for clarification.
Barriers &obstacles to Good Listening
1. Day dreaming when someone is talking to you. You are aware but not
listening, only hearing.
2. Acting as if you are listening but not really listening.
3. Getting angry or upset when someone is talking to you.
4. Thinking of someone else when someone is talking to you.
5. Only listening the words without understanding the meaning.
6. Interrupting when someone is talking.
7. Trying to guess what a person is saying without understanding.
8. Listening in parts not fully, getting distracted.
9. Not trying to understand fully the problem or job.
10 Getting disturbed by noise, music, talk, etc.
Methods to Improve communications
a. How to Improve Listening skills?
1. In your spare time practice the art of listening.
2. Try very hard not to lose your temper (Become Emotional).
3. Listen attentively so you can make out what is meant for you.
4. Pay attention to the main ideas of the speaker.
5. Try not to interrupt when someone is speaking.
6. Prepare your mind to listen in advance.
7. Fight against distractions; block them out of your mind.
8. Try to understand the real meaning of words being spoken.
9. Try to understand what the speaker wants from you.
Always watch the body language of the Speaker.
b. How to Improve Verbal Communication?
1. Do not try to form an opinion (think that the person speaking is bad, good or
ignorant).
2. If you are speaking, use words that the other person will understand. If you
are listening and do not understand, ask the speaker to explain clearly (What,
When, Where, Why).
3. Listen carefully to what the speaker is saying. Do not ask questions till he/she
has finished talking.
4. Dont lose your temper or get angry with the person speaking to you, even if
the speaker is rude or shouts or treats you badly.
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5. If the person speaking to you is telling you something very difficult or long
and you cannot remember it, request him or her to please give you the
instructions in writing so that you can do your job correctly.
6. If you are speaking or answering, speak slowly, clearly and loudly enough
(without shouting) to help the other person to listen (Take care of the
intercom).
7. Never speak without thinking-wait a little (1or2seconds) before answering a
question.
8. If you are speaking, make sure that the other person is listening, otherwise
dont speak.
9. Whenever you speak, make sure that you know what you are saying (facts,
figures, etc) do not lay.
10. Whenever you speak, look at the person (especially his/her eyes.) When
you listen, do the same so the speaker knows that you are listening and you
will not miss anything he/she says.
Basic Principles for giving Instructions:
1. Ask if the person has done the job before.
2. Make sure that he/she is listening to you.
3. Now tell him/her the following clearly.
+ What is to be done (job).
+ Where it is to be done (on deck, below deck).
+ How it is to be done (the exact process).
+ When it is to be done (immediately, later),
+ Why it is to be done (the reason), if he
knows this he/she will do the job better.
4. Check that he/she knows about the job to be
done.
Ask him/her to repeat your instructions in
his/her own words.
I didnt say that I didnt say it. I said that I
didnt say that I said it.
I
want to make that very clear.
-G. Romney
This Statement clearly brings out the complexity
of ineffective transference and the importance of
effective communication. Thus, as a simple rule to
follow one should emphasise one clear and easily understandable modes of
communication, otherwise there is a chance of miscommunication and
information distortion.
Transaction Analysis
When People interact (deal) with each other there is a social transaction, in
which one person responds to another. This study is called Transaction Analysis
(Enic Beme 1950). The objective of Transaction Analysis (TA) is to provide better
understanding of how people relate to each other and thus develop improved
communication and human relationship.
People interest with each other from 1 out of 3 psychological EGO (Mental) states
parents, Adult, Child.
Each person has THREE EGO STATES.
The Parent
The Adult and The Child
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Each of these Ego Stages is responsible for separate and distinct sources of
behaviour.
The PARENT EGO STATE contains the attitudes and behaviour incorporated from
external sources, primarily the parents. Outwardly, it is often expressed towards
others in prejudicial, critical and hurting behaviour. Inwardly, it is experienced as
old, parental messages which continue to influence the inner child.
When you are acting, thinking or feeling as you observed your parents to have
done, you are in your Parent Ego State. Parent Ego State may be protective,
controlling, nurturing (helping) critical correcting or instructive (teaching).
The ADULT EGO STATE is not oriented to a persons age. It is oriented to current
reality and the objective gathering of information. It is organized, adaptable, and
intelligent and it functions by testing reality, estimating and computing
probabilities dispassionately.
When dealing with current reality, gathering facts and computing objectively you
are in your Adult Ego State. Adult Ego State may be rational (thinking),
calculating (thinking of result), factual (proof, truth and unemotional not letting
feelings dominate behaviour.
The CHILD EGO STATE contains all the impulses that come naturally to an infant.
It contains all the recordings of the childs early experiences as behaviour from
childhood. When you are feeling and acting as you did when you were a child,
you are in your child Ego State. Child Ego State relate to feeling(emotional),
developed in response to childhood experience, rebellious(fighting) wants
immediate approval, OKs from others and wants immediate rewards (prizes) for
doing something. Each Ego states its own programming. All of us can feel, touch,
smell, speck, look, listen and act from each Ego State. But some people respond
more from one ego state than from the others.
For example; people who tend to respond more often from their Parent Ego
State, view the World as they observed their parents viewing it and in such cases
their own ability to sense the world is diminished/ distorted.
Development of Ego States
A New born childs awareness is cantered on personal needs and comforts. The
baby seems to avoid painful experiences and responds at the feeling level. The
infants unique CHILD EGO STATE emerges almost immediately.
The next to develop is the ADULT EGO STATE. The first manifestations are when
a young child imitates parental behaviour by playing parenting games.
The ADULT EGO STATE develops as a child tries to make sense out of the world
and figures out that other people can be manipulated. The best example is of a
child who asks why he needs to eat if he is not hungry. He may even try to avoid
eating by manipulating others by faking a stomach ache.
TA involves a mix of all 3 states, but we can detect which Ego State is in control
by carefully observing not only words but also the persons tone, posture,
gestures and facial expressions, i.e., Body Language.
TA may be complementary or Non-complementary.
Complementary: When the Ego state of the sender/receiver is simply reversed in
the response (parallel lines)
Non-complementary: When the transaction are crossed when the lines are not
parallels, Ex-parents to child-Child to Adult: Result blocked communication
The most effective transaction is Adult to Adult=encourages problems solving,
treats people as equals and improves understanding.
Other complementary transactions may also be success, i.e., Boss as parentSubordinate as Child.
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Shipboard Examples
1. Standard Wheel orders
All Wheel orders given should be repeated by the helmsman and the officer of
the watch should ensure that they are carried out correctly and immediately. All
wheel orders should be held until countermanded. The helmsman should report
immediately if the Vessel does not answer the Wheel.
Order
Meaning
Midship
Rudder to be held in the fore and aft position.
Port five
5 degrees of port rudder to be held
Port ten
Port fifteen
Port twenty
Port twenty-five
Hard-a-port
Rudder to be held fully over to port
Starboard five
5 degrees of starboard rudder to be held
Starboard ten
Starboard fifteen
Starboard twenty
Starboard twenty-five 25 degrees of starboard rudder to be held
Hard-a-starboard
Rudder to be held fully over to starboard
Ease to five
Reduce amount of rudder to 5 degrees and hold
Ease to ten
Ease to fifteen
Ease to twenty
Steady
Reduce swing as rapidly as possible
Steady as she goes
Steer a Steady course on the compass heading indicated
at the time of the order. The helmsman is to repeat the
order and call out the compass heading on receiving the
Order.
When the ship is steady on that heading,
The helmsman is call out Steady on
*Note: When there is concern that the helmsman is inattentive he should be
questioned and respond in accordance with the terminology in part III.
Subparagraphs of the standard Marine Navigational Vocabulary. This is a
reminder to the helmsman to mind your helm.
The officer of the Watch requires a course to be steered by compass the direction
in which he wants the wheel turned should and each numeral is to be said
separately, including zero, for example:
ORDER
COURSE TO STEERED
Port, steer one eight two
182 degree
Starboard steer zero eight two
082 degree
Starboard steer three zero five
305 degree
On repeat of an order to steer 182 degree the helmsman should repeat and bring
the ship round steadily to the course ordered. When the ship is steady on the
course ordered, the helmsman is to call out Steady on one eight two. The
person giving the Order should acknowledge the helmsmans call out.
If it is desired to steer on a selected mark the helmsman should be ordered to
Steer on. Buoy (Mark) (Beacon). The helmsman should repeat the order
and when steady on the mark should call out Steady onBuoy (Mark).
(Beacon). The person giving the order should acknowledge the helmsmans call
out.
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2. Standard Engine Orders
Any engine order given should be repeated by the person operating the bridge
telegraph(s) and the officer of the watch should ensure the order is carried out
correctly and immediately.
ORDER
MEANING (see note)
Full ahead
Maximum Manoeuvring engine revolutions for ahead
propulsion
Half ahead
Revolutions as indicated in ships orders
Slow ahead
Dead slow ahead
Stop engine(s)
No engine revolutions
Dead slow astern
Slow astern
Half astern
Full astern
Stand by engines
Engine rooms personnel fully ready to manoeuvre and
bridge manned with personnel to relay engine orders.
In ships fitted with twin propellers, the word both should be added to all orders
affecting both shafts, e.g., Full ahead both and Slow astern both, except that
the words stop all engines should be used, when appropriate. When required to
manoeuvre twin propellers independently, this should be indicated, i.e., Fuel
ahead starboard, half astern port, etc.
*Note: For Vessels with controllable pitch propellers, the meaning of the order
would include the combination of pitch and revolutions as indicated in ships
orders. Where bow thrusters are used, the following orders are used.
ORDER
MEANING
Bow thrust full(half) to port
Ships head to move to port with power
as specified
Bow thrust full(half) to starboard
Ships head to move to starboard with
power as specified.
Stern thrust full(half) to port
Ships stern to move to port with power
as specified.
Stern thrust full(half) to starboard
Ships stern to move to starboard with
power as specified.
Bow (stern) thrust stop
No bow (stern) thrust revolutions.
4.0 COMPLY WITH EMERGENCY PROCEDURES
EMERGENCY PROCEDURES ON BOARD
Emergency Procedures on Board:
Emergency may occur at any time. It has no date or time to occur. All persons
should be prepared at all times to meet such
types of contingencies through their own
initiative and skill.
The common types of emergencies are:
Types of Emergencies:
Fire
Collision
Gas explosion
Flooding
Stranding
Engine Failure
Gas leak
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Unforeseen mishap, such as an accident, serious illness etc.
Shifting of cargo (Listing of ship)
Foundering
Before the situation goes out of control, the proper and timely action taken will
prevent emergencies. In the case of fire, it may be necessary to launch some or
all survival crafts immediately to standby, while the fire fighting continues.
Contingency planning:
At sea, the responsibility for action solely rests with the Master and his operating
management. When a casualty occurs in territorial water or port limits, the
national authority and/or the port authority may also be involved. This constrains
the freedom of the Master and his operating management. This would be
particularly so, if the hazards relevant to the casualty could put their parties at
risk. In these latter circumstances, contingency plans may need to be adapted
quickly to take account of the requirements of the shore authorities. However,
the basic considerations in these circumstances are still of the same nature as
those when the ship is at sea.
When a ship is berthed alongside a cargo terminal, the responsibilities for action
in the event of an accident are more complex, for the terminal management
must also be involved both in the direction of the terminal facilities and in the
provision of any remedial action. Furthermore, the likely circumstances of the
casualty and the hazards that may result are of a different nature or have a
different emphasis from these when the ship is under way.
Contingency planning can only be based upon an understanding of:
Type of accident which may occur;
Possible consequences;
Practical actions to be taken;
Requirements relating to suitable locations in which to take those actions;
Possible reaction of the media and other bodies to the casualty, its
handling and its consequence.
The aim of the plan should be such that it ensures the timeliest response,
adequate in scope to meet the size and varied nature of such accidents and
thereby, as quickly as possible to remove any threat that may be of a serious
escalation of the situation. In addition to speed and adequate resources in men
and equipment, the plan should reflect the need for the assured flow of accurate
information and or the constant control of the action being taken. The plan
should acknowledge priorities that, in turn, protect life, environment and
property.
The personnel involved must be familiar with the procedures of the plan and
understand what may be required of them. This necessitates that the plan be
fully documented and available to those who are concerned. Opportunity should
be taken to exercise personnel in the planned procedures to enable them to gain
experience and to ensure effectiveness of the plans.
The contingency plan should provide for the various checklists that are necessary
to react to the nature of emergencies, without losing time. Examples of such
checklists are illustrated as follows:
Emergency Check lists:
1. Main Engine Failure
Have the following actions been carried out?
Master informed;
Rudder and bow thrusters used to best navigational advantage;
Preparations for anchoring if in shallow water;
Not Under Command shapes and or lights exhibited;
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Warming broadcast;
2. Steering Gear Failure
Engine room informed and alternative/emergency steering engaged;
Master informed;
Not Under Command shapes and or lights exhibited;
appropriate sound signal made;
if necessary, way taken of ship;
Warning broadcast;
3. Gyro Failure/Compass Failure
Magnetic Compass or any alternative means used as heading;
Master informed;
Person responsible for gyro maintenance informed;
Engine room informed;
Effect of failure on other navigational aids considered;
4. Bridge control/ Telegraph failure
Switched to engine room control;
Duty engineer/engine room informed;
Emergency communications established with engine room;
Master informed;
5. Imminent Collision & Collision
Emergency Alarm (Internal) sounded;
Master informed;
Ship maneuvered so as to minimize effects of Collision;
Watertight doors and automatic fire doors closed;
Deck lighting switched on;
VHF kept on Channel 16and if appropriate, on channel 13;
Passengers mustered at emergency stations;
Vessels position available in Radio Room. Satellite terminal and other
automatic Distress Transmitters updated as necessary;
Bilges and tanks sounded after collision;
Check made for fire/damage;
6. Flooding
Emergency alarm (both internal & external) sounded;
Water-tight doors closed;
Vessels position available in Radio Room. Satellite terminal and other
automatic Distress Transmitters updated as necessary;
7. Grounding
Emergency Alarm ((both internal & external) sounded;
Water-tight doors closed;
All tanks sounded;
Inspected for any damage;
Safety Message broadcast;
Condition tide level checked;
Appropriate Light/ sound/ day signals displayed;
Assess possibility of refloating;
8. Boat/life Raft Stations
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General emergency alarm signal sounded
Crew & passengers assembled at muster/ survival craft stations;
9. Man Overboard
Life buoy with light, flare or smoke signal
released;
Avoiding action taken;
Position of Life buoy as search datum noted;
Master informed;
Engine Room informed;
Lookouts posted to keep the person in sight;
Ship Maneuvered to recover the person as
recommended on Wheel house Poster;
Three long blast sounded and repeated as
necessary;
Rescue boats crew assembled;
Position of vessel relative to the person over
board plotted;
Vessels position available in Radio Room
updated as necessary;
Man Over Board warning broadcast;
10. Search and Rescue
Distress message re-transmitted;
Continuous listening watch on all distress
frequencies maintained;
International Aeronautical & Maritime SAR
Manual (ISMSAR) consulted;
Communication established between surface
units and SAR Aircraft on 2182 KHz and or
Channel 16;
Position (s), Curse (s) and Speed (s) of other
assisting units plotted;
Radar made available for locating survival
craft transponder signal;
EMERGENCY SIGNALS, MUSTER LIST, MUSTER
STATIONS, CORRECT USE OF PERSONAL SAFETY
EQUIPMENT
General Emergency Alarm Signal:
It is a signal for summoning crew and passengers to their muster stations when
ever any emergency occurs. It consists of seven or more short blasts followed by
one long blast on the ships whistle or siren and additionally on an electrically
operated bell or klaxon or other equivalent warning system.
The ships main power supply or the emergency source of electrical power hall
power the Emergency alarm signals in case the ships power supply fails. The
system shall be capable of operating from the navigating bridge and also from
the other strategic points, expect for the ships whistle. It shall be audible
throughout the entire working places, engine room, and all the accommodation.
On hearing the emergency signal, all persons must go to their muster stations as
per the muster list. They must put on their warm clothing or waterproof clothing
or extra clothing including head cover, pullover, collect their life jackets, carry
Page 26 of 51

their immersion suit, have a good drink of water and swing into action to save
the ship by way of controlling the situation and preparation of all life saving
appliances.
Abandon Ship Signal:
There is no statutory Abandon ship signal. It is to be given verbally and though
the public address system by the Master of the vessel only or the Officer in
Charge in the event of the Master being incapacitated. It may differ from ship to
ship and company to company. Before giving abandonment order, Fire Fighting,
Damage Control Party, Wheelhouse, Engine Room, Radio Room must be called
off and final report made by each lifeboat, to the bridge.
Remember:
No ship is to be abandoned except by the order of the Master or the Officer in
Charge in the event of the Master being incapacitated. As apart from the general
emergency alarm signal the master of the vessel will designate a special signal
for Abandon Ship.
Distress Signals
1. The following signals used or exhibited either together or separately, indicate
distress and the need for assistance:
a) A gun explosive signal fired at intervals of about a minute;
b) A continuous sounding with any fog signaling apparatus;
c) Rockets or shell throwing red stars fired one at a time at short intervals;
d) A signal made by the Radio Telegraphy or by any other signaling method
consisting of the group(_ _ _ ) SOS in Morse Code;
e) A signal sent by radio consisting of the spoken word May Day;
f) The international Code of Signals of Distress indicated by N.C;
g) A signal consisting of a square flag having above or below it a ball or anything
resembling a ball;
h) Flames on the vessel 9as from a burning tar barrel, oil barrel, etc.);
i) A rocket parachute flare or a hand flare showing a red light;
j) a smoke signal giving off orange coloured smoke;
k) slowly and repeatedly raising and lowering arms outstretched to each side;
l) the Radio Telegraph Alarm Signal;
m) the Radio Telephone Alarm Signal;
n) signals transmitted by Emergency Position indicating Radio Beacons;
o) Approved signals transmitted by Radio Communication System.
2. The use or exhibition of any of the foregoing signals except for the purpose of
indicating distress and need for assistance and the use of other signals which
may be confused with any of the above signals is prohibited.
3. Attention is drawn to the relevant sections of the International Code of
Signals, the International Aeronautical & Maritime Search and Rescue Manual
and the following signals;
1) a piece of orange coloured canvas with either a black square and circle or
other appropriate symbol (for identification from the air);
2) A dye marker.
The muster Lists & muster Stations
The muster of the vessel shall prepare the Muster Lists before the ship proceeds
to sea and format of the muster list for a passenger ship must be approved by
the Government. Muster lists must be kept revised at all times as necessary.
The muster lists shall specify:
1) The muster list shall show all the special duties assigned to the different
members of the crew against their name and rank to ensure that:
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a) Closing of watertight doors, fire doors, valves, scuppers, vent pipes, side
scuttles, sky lights, port holes, cowls and other similar openings;
b) Equipping survival craft with extra food, biscuits, sugar cubes, tinned milk,
tinned fruits, fresh fruits and milk products, extra water, extra fuel and
blankets etc.;
c) Name of the key persons;
d) Substitutes of key persons, incase any one of the key persons who may
become disabled taking into account that different types of emergencies may
call for personnel with a variety of skills;
e) Mustering of passengers and donning of life jackets correctly and that they
are suitably clad;
f) The general preparation of life saving appliances such as lifeboats and life
rafts, to their embarkation decks.
2) The muster list shall show all the special duties for fighting the fire, having
Regard to the ships fire control plans, such as manning of fire parties,
Fire fighting equipment etc.
3) Carrying of emergency radio, EPIRB, SART as detection equipment.
4) Ships pyrotechnics (12 numbers from the bridge).
5) Sounding of an emergency signal.
6) The order to abandon ship by the master of the vessel, copies of the Muster
Lists must be posted in conspicuous places including the navigating bridge,
crew accommodation and engine room.
In passenger ships, the list shall show the location of passenger muster stations.
Usually, these will be public rooms, so as to protect passengers from the
weather. In such places illustrations and instructions are to be posted including
passenger cabins, at muster stations and other passenger spaces. These
illustrations inform them of. Their muster stations and how to don life jackets,
general emergency signals, their life boats/life raft stations, abandon ship signal
and essential actions to be taken in an emergency. They may be issued with a
card. These cards are also posted at individual cabins or berths.
Example of such muster lists, pertaining to boat stations and fire stations are
illustrated in figures 1 and 2.
Fire Station Musters List
Alarm: Continuous ringing of the Alarm followed by:
Stroke to means Fire on Main Deck.
Stroke to mean Fir in the Accommodation.
Stroke to mean fire in the Engine Room.
Boat Station Muster List
General Alarm
: 7 or more short blasts followed by a prolonged blast on
The ships whistle and/ or on the electric bell.
Abandon Ship
: On verbal Orders of the Master.
Emergency Signal: As per Company procedures.
Action to taken on Discovering Potential emergency
Any one may initiate an emergency alarm by simply pressing the Emergency
Switch. This will bring the Emergency party to the Emergency Headquarters and
alert the remaining members of the emergency organization.
A person having sounded the Emergency Alarms must report the location and
nature of the emergency to the Bridge and/or the Emergency headquarters or if
in cargo control room (If manned).
Action in the event of fire
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The risk of fire breaking out onboard a ship cannot be eliminated but will be
much reduced if the advice given in relevant regulations, is conscientiously
followed at all times.
Regular drills in accordance with the relevant regulations should assure training
in fire-fighting procedures and maintenance of equipment. But it is important
also that access to fire-fighting equipment should be kept unimpeded at all times
and that emergency escapes and passage ways are never obstructed.
A fire in its first few minutes can usually be readily extinguished; prompt and
correct action is essential. If fire breaks out the alarm should be raised and the
bridge informed immediately. If the ship is in port, the local fire authority should
be called. If possible, an attempt should be made to extinguish or limit the fire,
by any appropriate means readily available, either using suitable portable
extinguishers or by a smothering the fire as in the instance of a fat or oil fire in a
galley.
Openings to the space should be shut to reduce the supply of air to the fire and
to prevent it spreading. Any fuel lines feeding the fire or threatened by it should
be isolated. If practicable, combustible materials adjacent to the fire should be
removed.
If a space is filling with smoke and fumes, any personnel not properly equipped
with breathing apparatus should get out of the space without delay; if necessary,
escape should affected by crawling on hands and knees because air close to deck
level is likely to be relatively clear.
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BOAT STATION MUSTER LIST
After a fire has been extinguished, precautions should be taken against its
spontaneous re-ignition. Personnel unless wearing breathing apparatus should
not re-enter a space in which a fire has occurred before it has been fully
ventilated.
Action to take on hearing Emergency Alarm Signals

On hearing the emergency signal, every person will go to his or her muster
station as per the muster list. Make a habit of always taking a long drink of fresh
water whenever the signal for boat drill; abandonment drill or emergency station
is sounded.
a) The emergency squad will muster at the Emergency Headquarters with the
utmost speed; the first officer to arrive at the emergency headquarters will
contact the Bridge to advise or inquire about the nature and location of the
emergency; In any case, communications must be established with the
Master. On leaving the Emergency Headquarters, the Emergency Squad will
use portable transceivers for communications.
b) Personnel assigned with special duties will proceed to their muster point;
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c) The First Aid and Provision Squad will proceed to their muster point;
d) The support Squad will muster and await instructions;
e) Wives, Supernumeraries and any other non-crew, will report to the Bridge for
the instructions;
f) Communications will be established between Bridge and Engine Room;
g) The Emergency Squad will collect the necessary equipment and proceed to
the scene of the emergency;
The boats crew will do the following and prepare their lifeboats and life rafts and
bring them to the embarkation deck and do the following:
h) Remove the guardrail;
i) Two persons will go inside the life boat and remove the boat cover etc;
j) Pass the toggle painter forward from inner side of the sling and report plugshipped, lifeline clear, falls clear, ruder shipped (some boats have two plugs
one forward and one aft);
k) Have all the crew and passengers mustered and lifejackets checked;
l) Check all lifeboats equipment to ensure that they are properly secured and
ready for use;
m) Test the engine both a head and a stern for a period of not less than 3
minutes;
n) Report to the bridge and if permission given, then, let go the gripes and
lower the boats to the embarkation deck;
o) Before it will become necessary to abandon ship, it is essential to have some
extra gear put in the boat such as emergency radio, EPIRB, SART, blankets,
tinned food, biscuits, notebooks, pencils, extra torches, water proof torch,
batteries and bulbs, ships pyrotechnics, extra water, extra fuel. Boat charts,
etc. never jump out from the ship in a hurry. Remember that your ship is the
number one lifeboat. The hips damage control and fire fighting organization
should be efficient to overcome any emergency. For that you have been
trained by frequent drills and training programs from time to time to make the
beast possible use of the ships equipment. Many lives have been lost by
premature and unnecessary abandonment of ships.
Never jump without a lifejacket. Always try to keep dry and board the lifeboat or
life raft. Do not try to swim unnecessarily. It uses vital energy and assists
hypothermia to set in. if you are in the water try to board your lifeboat or life
raft, as soon as possible. Wet clothes are better than no clothing. Wring out top
layer of wet clothing and put it on again as quickly as possible.
VALUE OF TRAINING AND DRILLS
Objective of Training and Drills
The main objective of training and drills is to save the life and property of the
ship whenever the ships life and property is threatened by the natural forces
such as fire, flooding ship list, collision, explosion, stranding, etc. the ships
personnel are trained in an organized manner to respond to combat such types
of emotion to bring them under control so that the life of people and the ships
property can be saved out at sea.
On joining the ship, every person, at the earliest, must read the muster list,
ascertain the various signals for Boat, Fire, Emergency and Abandon Ship. Also
ascertain, your life boat/ life raft station and what task your are responsible in
the event of fire.
The timing of every drill should vary so that personnel who have not participated
in the previous drill may take part in the next. Any person can detect any defects
or deficiencies, in drills conducted. This should be revealed during drills and
inspections should be made good without any delay.
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During drills, any training aids specified, as being essential should be referred to
if necessary. Audiovisuals may be screened in order to reinforce the learning
process such as an overhead projector, slide projector, cine/video projector and
videotapes etc.
Safety precautions during drills should be kept in mind by everyone having
regard to the nature of drills and the facilities in use. Trainees should be fully
aware of the safety precautions and be closely supervised at all times by the
officer or in-charge concerned.
During abandon ship drills and exercises in handling survival craft or rescue boat,
life buoy and lines must be kept ready and must be in constant attendance. Night
drills must not be performed unless; all people have been provided with life
jackets having retro reflective material and flood lights, life jackets lights. The
practice areas must be of great value to both passengers and crew of the ship.
The importance of Training and Drills
The importance of training and drills is that they reduce fear and shock. Even in
the case of passengers, their regular attendance at any previous boat and life
raft drills will have given them a certain amount of confidence and familiarity
which will considerably assist in reducing panic. They will be of great value to
both passengers and crew of the ship.
Training
Training is a method whereby knowledge and skill of any equipment can be
transferred from the people, who already have them to the personnel requiring
them. Therefore on board training programs must be well organized so that fire
and abandon ship drills, would be efficient.
Training further improves the proper use of life saving and fire fighting
apparatus. Needless to mention, a well motivated, trained and drilled crew of a
ship well motivated, trained and drilled crew of a ship will eliminate potential
delays, in the event of any emergency.
Musters & Drills
Musters and drills are required to be carried out regularly in accordance with
Merchant Shipping regulations.
Musters and drills have the objective of preparing a trained and organized
response to situations of great difficulty that may unexpectedly threaten loss of
life at sea. It is important that they should be carried out realistically,
approaching as closely as possible to emergency conditions. Changes in the
ships functions and change in the ships personnel from time to time should be
reflected in corresponding changes in the muster arrangements.
The muster list should be conspicuously posted before the ship sails. One
International voyages and in ships of Classes II A and III, muster list should be
supplemented by emergency instructions for each crewmember (e.g. in the form
of a card issued to each crew member or affixed to individual crew berths or
bunks). These instructions should describe the allocated muster station, survival
craft station and emergency duty and all emergency signals and action, if any, to
be taken on hearing such signals.
An abandon ship drill and a fire drill must be held within 24 hours of leaving port
if more than 25% of the crew have not taken part in drills onboard the ship in
the previous month. As soon as possible but not later than two weeks after
joining the ship, onboard training in the use of the ships life saving appliances,
including survival craft equipment, should be given to crew members. As soon as
possible after joining the ship, crew members should also familiarize themselves
Page 32 of 51

with their emergency duties, significance of the various alarms and the location
of their lifeboat station and of all life saving and fire fighting equipment.
All the ships personnel concerned should muster at a drill wearing life jackets
properly secured. The life jackets should continue to be worn during lifeboat drills
and launchings but in other cases they may subsequently be removed at the
Masters discretion if they would impede or made unduly onerous the ensuring
practice, provided they are kept ready at hand.
The timing of emergency drills should vary so that personnel who have not
participated in a particular drill may take part in the next.
Any defects or deficiencies revealed during drills and the inspections which
accompany them should be made good without delay.
Fire Drills
Efficient fire fighting demands the full co-operation of personnel in all
departments of a ship. A fire drill should be held simultaneously with the first
stage of the abandon ship drill. Fire fighting parties should assemble at their
designated stations. Engine room personnel should start the fire pumps in
machinery spaces and see that the full pressure is put on fire mains. Any
emergency pump situated outside machinery spaces should also be started. All
members of the crew should also how to start and operated the pump.
The fire parties should be sent from their designated stations to the selected site
of the supposed fire, taking with them emergency equipment such as axes and
lamps and breathing apparatus. The locations should be changed in successive
drills to give practice in differing conditions and in dealing wit different types of
fire so that accommodation, machinery spaces, store rooms, galleys and cargo
holds or areas of high fire hazard are all covered from time to time.
An adequate number of hoses to deal with the assumed fire should be
realistically deployed. At some stage in the drill, they should be treated by
brining them into use, firstly with water provided by the machinery space pump
and secondly with water from the emergency pump alone.
The drill should extend, where practicable, to the testing and demonstration of
the remote controls for ventilating fans, fuel pumps and fuel tank valves and the
closing of openings.
Fixed fire extinguishing installations should be tested to the extent practicable.
Portable fire extinguishers should be available for demonstration of the manner
of their use. They should include the different types applicable to different kinds
of fire. At each drill. A member of the fire party, a different member on each
occasion, should operate one extinguisher or more. Extinguishers so used should
be recharged before being returned to their normal location or sufficient spares
should otherwise be carried for demonstration purposes.
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Members of the fire-fighting parties should wear breathing apparatus so each
member in turn has experience of its use Search and Rescue exercises should be
undertaken in various parts of the ship. The apparatus should be cleaned and
verified to be in good order before it is stowed; cylinders otherwise carried for
this purpose.
Fire appliances, fire and watertight doors and other closing appliances and also
fire detection and alarm systems which have not been used in the drill should be
inspected to ensure that they are in good order, either at the time of the drill or
immediately afterwards. Additionally the relevant statutory requirement should
be complied with.
Survival Craft Drills
Arrangements for drills should take account of the prevailing weather conditions.
Where appropriate, the lowering gear and chocks should be inspected and a
check made to ensure that all working parts are well lubricated.
When turning out davits or when bringing boats or rafts inboard under power,
Seamen should always keep clear of any moving parts.
The engines on motor lifeboats should be started and run ahead and astern. Care
should be taken to avoid overheating the engine and the propeller shaft stern
gland. All personnel should be familiar with the engine starting procedure.
Hand-operated mechanical propelling gears if any should be examined and
similarly tested.
Radio equipment should be examined and tested by the Radio Officer or another
trained person and the crew instructed in its use.
Water spray systems, where fitted, should e test in accordance with the life boat
manufacturers instructions.
Where simultaneous off-load/on load release arrangements are provided great
care should be exercised to ensure that the hooks are fully engaged before a
boat is recovered, after it has been stowed and prior to launching.
Where davit-launched life rafts are carried then on-board, including inflation
must be carried out at intervals not exceeding four months. Great care should be
taken to ensure that the hook is properly engaged before taking the weight of
the raft. The release mechanism should not be cocked until just prior to the raft
landing in the water. If, the raft used for the inflation is part of the ships
statutory equipment and not a special training raft, then it must be repacked at
an approved service station.
Personnel in a rescue boat or survival craft being lowered remain not should
seated, keeping their hand inside the gunwale to avoid them being crushed
against the ships side. Lifejackets should be worn in totally enclosed lifeboats
seat belts should be secure. Only the launching crew should remain in a lifeboat
being raised.
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During drills, lifebuoys and lines should be readily available at the point of
embarkation. While crafts is in the water, crew should practice maneuvering the
vessel by oar, sail or power as appropriate and should operate the water spray
system where fitted on enclosed lifeboats. Seamen should keep their fingers
clear when unhooking or securing blocks on to lifting hooks while the boat is in
the water and particularly if there is a swell.
Before craft in gravity davits are recovered by power, the operation of the limit
switches or similar devices should be checked.
A portable hoist used to recover a craft should be provided with a clutch or have
an attachment to resist the torque. These should be checked. If neither device is
available, the craft should be raised by hand.
Where life rafts are carried, instructions should be given to the personnel in their
launching, handling and operation. Methods of boarding them and the disposition
of equipment and stores on them should be explained.
The statutory scale of lifesaving appliances must be maintained at all times. If
the use of a life raft for practice would bring equipment below the specified scale,
a replacement must first be made available.
KNOWLEDGE OF ESCAPE ROUTES, INTERNAL COMMUNICATION AND
ALARM SYSTEMS
ESCAPE ROUTES
In the past during emergencies onboard a ship, most of the lives that had been
lost are due to the fact that they get trapped within the ship, being unaware of
the escape routes, to the nearest muster/boat stations.
Therefore, it is mandatory for every person joining a ship, to learn of its
emergency escape plans, at the first available opportunity.
Onboard every ship, escape routes, other than the normal ladders, alleyways,
there are special such means of routes/ways provided for use during emergency.
These routes are indicated by specific large arrow signs, normally red in color, on
the bulkheads along the entire route. Specific signs Escape way also
supplement these arrow markings.
Water tight doors and citadels are provided onboard a ship for emergency exit,
are also similarly marked.
Although, this varies from ship to ship depending on their types, they are easily
identifiable by, even a new comer onboard.
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5.0 TAKE PRECAUTIONS TO PREVENT POLLUTION OF THE MARINE
ENVIRONMENT
POLLUTION PREVENTION
The MARPOL convention is the main international convention covering prevention
of pollution of the marine environment by ships from operational or accidental
causes. It is a combination of two treaties adopted in 1973 and 1978 respectively
and updated by amendments through the years.
The international convention for the prevention of pollution from ships (MARPOL)
was adopted on 2nd November 1973 at IMO and covered pollution by oil,
chemicals, and harmful substances in packaged form, sewage and garbage. The
protocol of 1978 relating to the 1973 international convention for the prevention
of pollution from ships (1978 MARPOL protocol) was adopted at a conference on
Tanker Safety and Pollution Prevention in February 1978 held in response to a
spate of Tanker accidents between the years of 1976-1977. As the 1973 MARPOL
convention had not yet entered into force, the 1978 MARPOL Protocol absorbed
the parent convention. The combined instrument is referred to as the
international convention for the prevention of marine pollution from ships, 1973
as modified by the protocol of 1978 relating thereto (MARPOL 73/78), and it
entered into force on 2nd October 1983 (Annexes I and II).
The convention includes regulations aimed at preventing and minimizing pollution
from ships- both accidental pollution and that from routine operations and
currently includes six technical Annexes.
MARPOL 73/78
CONVENTION ADOPTED
02.11.1973
PROTOCOL ADOPTED
17.02.1978
ANNEX 1 REGULATION FOR THE PREVENTION OF POLLUTION BY OIL
(ENTERED INTO FORCE ON 2ND OCTOBER 1983, COMPLETELY REVISED IN 2007)
ANNEX II REGULATIONS FOR THE CONTROL OF POLLUTION BY NOXIOUS
LOQUID SUBSTANCES IN BULK (6th APIRL 1987, COMPLETELY REVISED IN 2007)
ANNEX III REGULATIONS FOR THE PREVENTION OF POLLUTION BY HARMFUL
SUBSTANCE IN PACKAGED FORMS (1ST JULY 1992)
ANNEX IV REGULATIONS FOR THE CONTROL OF POLLUTION BY SEWAGE
(27th SEPTEMBER 2003)
ANNEX V REGULATIONS FOR THE CONTROL OF POLLUTION BY GARBAGE
(31st DECEMBER 1988)
ANNEX VI REGULATIONS FOR THE CONTROL OF AIR POLLUTION FROM SHIPS
(19th MAY 2005)
Annex 1 Regulation for the prevention of pollution by oil
Discharge criteria for pumping out bilge water- engine room
Any discharge into the sea of oil or mixtures from ships of 400 gross tonnages
and above shall be prohibited except when all the following conditions are
satisfied:
The ship is proceeding en route
The oily mixture is processed through an oil filtering equipment meeting the
requirements of regulation 14 of this annex;
The oil content of the effluent without dilution does not exceed 15 ppm;
The oily mixture does not originate from cargo pump room bilges on oil
tankers;
The oily mixture, in case of oil tankers, is not mixed with oil cargo residues
Discharge outside special areas from a tanker-tank washing slops
Page 36 of 51

Any discharge into the sea of oil or oily mixtures from the cargo area of an oil
tanker, shall
be prohibited expect when all the following conditions are
satisfied;
The tanker is not within a special area;
The tanker is more than 50 nautical miles from the nearest land;
The tanker is proceeding en route;
The instantaneous rate of discharge of oil content does not exceed 30 litres
per nautical mile;
The total quantity of oil discharged into the sea does not exceed for tankers
delivered on or before 31st December 1979, 1/15,000 of the total quantity of
the particular cargo of which the residue formed a part, and for tankers
delivered after 31st December 1979, 1/30,000 of the total quantity of the
particular cargo of which the residue formed a part; and
The tanker has in operation an oil discharge monitoring and control system
and a slop tank arrangement as required by regulations 29 & 31 of this annex.
SPECIAL AREAS
Antarctic sea area, Baltic sea, Black sea, Gulf of Aden, Persian Gulf,
Mediterranean sea, North west European waters consisting of North sea, English
Channel, Celtic sea, Irish sea, Red sea, Oman sea and southern African coast.
Shipboard Oil Pollution Emergency Plan (SOPEP)
Such a plan shall be prepared based on guidelines developed by the Organization
and written in the working language of the master and officers. The plan shall
consist at least of:
the procedure to be followed by the master or other persons having charge of
the ship to report an oil pollution incident, based on the guidelines developed
by the organization;
the list of authorities/persons to be contacted in the event of an oil pollution;
a detailed description of the action to be taken immediately by persons on
board to reduce or control the discharge of oil following the incident; and
The procedures and point of contact on the ship for coordinating shipboard
action with national and local authorities in combating the pollution.
Annex V- Prevention of Pollution by Garbage
Pollution by Garbage (outside special areas)
Disposal into sea of all plastics, including but not limited to synthetic ropes;
Synthetic fishing nets and plastic garbage bags, is prohibited;
Disposal into the sea of the following garbage shall be made as far as
practicable from the nearest land but in any case is prohibited if the distance
from the nearest land is less than;
25 nautical miles for dunnage, lining and packing materials which will float;
12 nautical miles for food wastes and all other garbage including paper
products, rags, glass, metal bottles, crockery and similar refuse;
Page 37 of 51
6.0 CONTRIBUTE TO EFFECTIVE HUMAN RELATIONSHIPS ON BOARD

SHIP - SOCIAL RESPONSIBILITIES
SOCIAL RESPONSIBILITES
DRUG AND ALCOHOL ABUSE
A guide to safe and sensible drinking Limits
Many people enjoy drink
People drink to relax, to socialize, for enjoyment
Drinking, for many people is a pleasure
Too often though drinking becomes a nuisance and a danger
People who drink too much are risking their health
They may be damaging their personal relationships and putting their jobs in
jeopardy
How much you drink?
People who drink at the wrong times are impairing their performance and are
more likely to have accidents. Even one drink increases the risk. People who
drink and drive are a menace to society.
Be Safe
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Seafaring is an occupation which demands high standards of safety and work
performance and misuse of alcohol can place yourself and others in danger.
Public concerns for safety and environmental protection are increasing.
Therefore, there is a clear need for sensible attitudes towards drinking.
It is important to know how much alcohol is contained with each drink. We can
talk about unit of alcohol.
2 units of alcohol consumed within the hour will result in BAC of 0.04% by weight
and 1 unit of alcohol may be defined as follows:
Alcohol metabolisms out of body an average rate of 1 unit of alcohol per hour.
A glass of fortified wine or premium lager or bitter will contain more than one
unit. Also, these units are based on pub measures home measures are usually
more generous. The weekly Limit For men, the sensible limit for alcohol is 21
units per week. For women, the limit is 14 units. If you keep within these limits,
these will be no long term risk to your health from alcohol.
Work out How much you drink?
If you find that you drink more than the limit, you may already be damaging
your health. Cut down while its still relatively easy. Try alcohol free or low
alcohol drinks.
Danger: 36 Units (Men)
22 Units (Women)
If drinking exceed these levels, damage to health is likely. It is important to
reduce your drinking. if you have difficulty cutting down, your company will offer
confidential advice. If it proves necessary, your company will arrange counseling
and treatment again, in confidence.
Get the better of drink before drink gets the better of you.
Excess drinking damages the liver.
It kills brain ells and can damage the nervous system.
It can cause high blood pressure, obesity and diabetes and increases the
danger of hearth attacks.
It can also lead to cancer of the mouth and throat.
Know your limits
It takes the body one hour to get rid of one unit of alcohol from the blood stream
and these are no way of speeding up the process. So, if you drink a pint of beer,
there will be alcohol in your blood for two hours afterwards. If there is alcohol in
your blood, it will affect your work performance and make accidents more likely.
So to be safe, there should be no alcohol in your blood when you report for duty.
YOUR DONT HAVE TO BE TEETOTALER
BUT BE SENSIBLE.
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If that means cutting down, think of the benefits to your health and the money
youll save!
DRUGS
What you should know?
It is estimated that here are in excess of 10,000 regular abusers of hard drugs
such as heroin and cocaine in the UK alone.
There are also many thousands of other abusers of the so-called soft drugs like
cannabis and amphetamines.
Drug users come from every social group and every type of background.
Abuse of any drug can lead to addiction and overdoses of hard drugs can lead to
death.
Intravenous drug abuse is also well recognized as a source of transmission of the
Hepatitis B, HIV+ and AIDS viruses.
Contrary to widely held belief there are no safe drugs. They can all lead to
physical and mental deterioration, affect behavior adversely and impair the
ability to work.
This can jeopardize personal safety, the safety of others, the ship and the
environment.
Depressants
Depress the central nervous system
Opioids: Heroin (H, Smack, Junk), Morphine, Codeine, Opium Methadone,
Pethidine.
Cannabis (Grass, Pot, Weed, Hash, Dope, Joint, Reefer).
Barbiturates (Downers, Barbs).
Tranquillizers Valium.
Stimulants
Stimulate the central nervous system
Cocaine (Coke Snow, Crack).
Amphetamines (Speed, Uppers, Whiz, Blurs).
Hallucinogens
After mood and perception
Lysergic, Acid Diethylamide (Lsd, Acid).
Designer Drugs (Ecstasy, E, Adam, Eve).
Magic Mushrooms.
Solvents
After mood and perception
Solvents of Glue, Paint, Nail Varnish Remover, Dry Cleaning Fluids Etc.
Any seafarer who has used drugs other than on approved medical grounds or
been involved in the possession or distribution of drugs will be subjected to
company disciplinary procedures and liable to summary dismissal from
employment.
The sanction will be applied if an offence is committed while the seafarer is
employed, whether on or off a crew agreement, on board or ashore.
In some, the penalty is death, in others a long prison sentence. The presence of
drugs on board can also lead to detention of the ship and heavy fines.
So dont be tempted by drugs.
They can lead to ill health and death, cause accidents and cost you, your job and
career.
STCWS 95 PREVENTION OF DRUGS AND ALCOHOL ABUSE
Guidance on Prevention of Drugs and Alcohol Misuse
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Drug and Alcohol abuse directly affect fitness and ability of a seafarer to perform
watch-keeping duties. Seafarers found to be under the influence of drugs or
alcohol should not be permitted to perform watch-keeping duties until they are
no longer impaired in their ability to perform those duties.
Administration should consider developing national legislation:
i)
Blood Alcohol Content (BAC) is prescribed a maximum of 0.04% by most
companies and 0.02% in US waters during watch keeping duty as a
minimum safety standard on their ships; and
ii)
Prohibiting the consumption of alcohol within four hours prior to serving as
a member of a watch.
Drug and Alcohol Abuse Screening Program Guidelines
The administration should ensure that adequate measures are taken to prevent
alcohol and drugs from impairing the ability of watch keeping personnel, and
should establish screening programs as necessary which:
i)
Identify drug and alcohol abuse,
ii)
Respect the dignity, privacy, confidentially and fundamental legal rights of
the individuals concerned; and
iii)
Take into account relevant international guidelines.
Basic Guidelines on Consumption of Alcohol
Any consumption of Alcohol by the persons onboard shall not result in blood
alcohol concentration (BAC) of more than 0.04% by weight at any time by the
individuals.
Officers and watch keeping ratings will not consume any alcoholic beverages 4
hours immediately preceding their watch standing-duty.
No alcoholic beverages are to be served on the dining table during meal hours.
Galleys Catering and personal Hygiene
Personal Hygiene
Injuries Involving Sharp Objects
Galley Cleanliness
Galley Slips and Falls
Refrigerated Spaces
Isolating galley Equipment
All ship personnel should take care when cleaning themselves to prevent skin
infections. The use of specialist hand cleaners should be actively encouraged.
This is particularly the case with catering staff working in galleys, mess rooms,
saloons and pantries.
Hands and fingers, nails must be cleaned prior to the handling or preparation of
foodstuffs. This is especially important after visiting.
Toilets,
Handling Galley Waste, Garbage, Cleaning and
Handling Uncooked Foods.
All catering staff should wear the correct personal safety equipment and such
equipment and clothing should be maintained in a clean, tidy condition. Utensil
cleanliness is imperative. Cracked or damaged china wear should be destroyed.
Many accidents occur as a result of submerged knives and glasses. All sharps
should left in a dry bowl or by the sink. Care should also be taken whilst using
cleaning substances and the use of protective gloves or dishwashers is
recommended.
The general cleanliness of the galley spaces is imperative and these spaces
should be cleaned daily usually at the end of the day.
Particular care should be taken when washing down as the indiscriminate use of
hoses, buckets and soap can be very dangerous.
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Areas of particular note include:
Galley exhaust filter becomes clogged with grease and dirt.
Galley bins slops and waste food should be collected, sorted and disposed
of, in compliance with current International and Regional Legislation.
A large number of injuries in galley and catering spaces are the result of slips
and falls. Particular attention should be paid to the avoidance of such incidents.
Personnel working in the catering areas should wear anti-slip steel toes capped
boots and never flip flops, sandals, training shoes etc. all spills must be cleaned
up immediately. Another area, where many injuries occur is refrigerated spaces.
These spaces should be well lit, fitted with deck boards on the deck and personal
alarms. Doors should be secured during storing and the in-room door release
mechanisms tested regularly. Refrigerated leakage detectors should be fitted or
personnel entering refrigerated spaces should be issued with portable detectors.
Items stored in fridge spaces should be secured to avoid injury in heavy
whether; frozen meet, for example, can be very heavy. Persons entering
refrigerated spaces should wear suitable thermal clothing including gloves, hats,
and thermal suits to prevent frost bite and exposure to extreme cold. To inform a
responsible officer prior to entering a refrigerated space.
In the galley it there is always a serious risk of burns, scalds and other injuries
and this is a problem that can be exacerbated when the vessel is moving in the
seaway. Range bars or fiddles as they are often known, should be fitted on galley
ranges to avoid pots and pans sliding across the range. Pans should only be
fitted on galley to safe levels. Extreme care should be taken when removing
large dishes and similar heavy items from hot ovens.
All galley equipments, galley ranges, bakers ovens, deep fry trays, toasters and
similar appliances should all be isolated at the end of each working days.
High standards of personnel hygiene for all ship staff should be maintained and
clothing should be regularly wash. The use of oil soaked boiler suits and similar
working clothes should be avoided. When washing, clothing ensures all soap is
washed out and thoroughly rinsed.
GOOD HOUSEKEEPING
Good housekeeping is a vital part of shipboard safety management and it is an
area worthy of great attention. Personal injury statistics indicate that 45% of all
injuries are a result of slips and falls.
All personnel should always ensure that they:
Keep the work place clean, tidy and well lit.
Always clear up oil spills, however small.
Remove obstacles.
Clearly mark and effectively fence off openings in decks or gratings.
Return tools after use.
Promptly dispose of garbage and waste in accordance with legislation.
Rectify oil leaks before they become too serious.
Keep all equipments and stores properly secured.
The chief officer or his representative should complete evening round in a
through manner and ensure that the deck is safe and secure before nightfall.
The watch-keeping engineer should ensure that all machinery spaces are clean
and tidy during his watch and that all potential hazards are dealt with as soon as
they became apparent. On vessels, operating unmanned machinery spaces
(UMS), the duty engineer should ensure that engine room is left in safe
condition. It might prove advantageous for the senior engineers to develop a pre
UMS check list that must be completed prior to the engine room going
unmanned.
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Generally all deficiencies should be rectified as soon as possible. A delay may
lead to an accident and the possible injury of a shipmate. Buckets or drums or
petroleum products used for cleaning and typically found being used for cleaning
purifiers and fuel components should be emptied after use or prior to going UMS.
As all seafarers are aware, vessels are seldom still, but in times of rough in
weather all items onboard from cabin ornaments to main engine spaces, should
be secured.
Garbage deserves special attention particularly in light of current legislation.
Waste should be sorted prior to disposal into plastics, biodegradable and galley
waste. However, sometimes, including aerosols and batteries should always be
segregated and never incinerated onboard, but should be retained for disposal
offshore. Yet all too often injuries and claims arise as a result of these types of
mistakes.
How many times have doors been left neither secured open shut, but swinging?
Yet it is well known that ships roll. How many times have grating or floor plates
been removed and left unguarded or oil spills left and not cleaned up? Escape
hatches should be clearly marked to ensure nothing is placed on hatch lids. This
is vital to ensure nothing is placed on hatch lids.
To sum up, good housekeeping is essential. Without it, accidents and injuries will
occur and claims will arise out of them.
SAFETY PHILOSOPHY AND SAFE WORKING PRACTICES
Safety What is it any way? Code of safety
This is of course, safety of a person or of equipment or of a ship in total or of the
community in which we live.
The aim has been to state what is accepted as normal, safe practice but ships
differ in construction, layout and equipment, in function and in conditions of
service. In the circumstance of an individual ship, it may be impracticable or
inadvisable for some advisable for some reason to comply exactly with a
recommended practice.
The guidance covers safe working practices for most of the situations that
commonly arise on ships. The experienced seafarer who uses the code should be
able to follow this guidance and also to adapt it and apply it in principle to many
other work situations that the code does not specifically cover.
Recommendations are necessarily framed in broad terms covering only aspects
related to the particular operation described. It is the responsibility of those
concerned in carrying out the operation to ensure that it is done in all other
respects efficiently and safely even though details of every necessary precaution
may not have been explicitly stated in the relevant provision of the code.
Merchant Shipping Regulations place general duties on employers, employees
and other in respect of health and safely on board the ships.
The main duties are as follows:
a) On employers to ensure, so far as is reasonably practicable, the health
and safety of their employees and other persons abroad the ship;
b) On employees to take responsible care for their own health and safety
and for others abroad ship and to co-operate with their employers with
regard to their statutory health and safety duties.
These regulations also make it an offence for any person to intentionally or
recklessly interfere with or misuse anything provided in the interests of health
and safety abroad a ship in pursuance of Merchant Shipping Legislation.
Owners, managers, employers and shore staff should ensure that those on board
the ships for which they are responsible are not subjected to unnecessary risk to
Page 43 of 51

health or safety. Failing this they should ensure that adequate measures are
taken so as to reduce the risk to the lowest practicable level.
Although the importance of evaluating risks, removing or controlling hazards and
providing suitable health and safety training is repeated elsewhere in respect of
specific risks and hazards the principle also has a far broader application to all
areas of occupational health and safety. Failure to protect workers by paying
sufficient attention to a risk to healthy or safety could result in prosecution.
Accidents have often resulted from seemingly minor causes and the seriousness
of the consequences is often a matter of chance. Any incident, though apparently
trivial, should be regarded as a warning of something wrong in the system of
work, the equipment used or the working area.
Immediate attention should be given to remedying the defect or deficiency in
order to avoid a repetition of the incident, which might have more serious
consequences.
Where a ship or an item of her equipment has novel features, consideration
should be given to any hazards these present as they may require special
precautions to be taken. Any information or working instruction provided should
be carefully studied to that end.
SAFETY AND PROTECTION DEVICES
Personal protective equipment
Ship owners should ensure that seafarers are supplied
with suitable personal protective equipment particularly
when engaged in work involving a particular hazard
which can be reduced by the provision of personal
protective equipment.
Seafarers should be remained that the provision of
personal protective equipment does not eliminate
hazards but gives only limited protection in the case of
accidents.
The manufacturers instructions should be kept safely
with the relevant equipments and consulted for use and
maintenance purposes.
The effectiveness of personal protective equipment
depends not only on its design but also on its
maintenance in good condition. Such items should be
inspected at regular intervals.
All seafarers should be trained in the use of personnel
protective equipment and advised of its limitations.
Special personnel protective equipment should be
provided and worn by seafarers who may be exposed to
particularly corrosive or contaminating substances.
HEAD PROTECTION
Helmets may be designed for different purposes. A
helmet designed to provide protection from objects
falling from above may not be suitable for protecting
seafarers from chemical splashes. Thus it may be
necessary to carry different types of helmets on different
ships. In general the shell of the helmet should be of
one piece construction with an adjustable cradle inside
to support the helmet on the wearers head and where
appropriate, a chinstrap to prevent the helmet from
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falling off. The cradle and chinstrap should be properly adjusted as soon as the
helmet is put on to ensure a snug fit.
HEARING PROTECTION
Seafarers who by their duties are exposed to high levels of noise, such as those
working in a machinery spaces, should be provided with and should wear ear
protectors. Various types of hearing protectors are available for shipboard use,
including earplugs and earmuffs, each of which may be of different design
standards. Protectors should be of a type recommended as suitable for the
particular circumstances and climatic conditions. In general, earmuffs give the
most effective protection. Hearing protectors should be made available at the
entrance to the machinery space.
FACE & EYE PROTECTION
Face and eye protectors are available in a wide variety of designs. Careful
consideration should be given to the characteristics of the respective hazard to
ensure the selection of the appropriate protector.
Ordinary prescription (Corrective) spectacles, unless manufactured to a standard,
do not afford protection. Certain box-type goggles are designed so that they can
be worn ordinary spectacles.
RESPIRATORY PROTECTIVE EQUIPMENT
Appropriate respiratory protective equipment should be provided for work in
conditions where there is a risk of oxygen deficiency or exposure to poisonous,
dangerous or irritating fumes, dust or gases.
The selection of correct equipment is essential. Since there

is a wide variety of equipment available for shipboard use,
advice should be sought on the appropriate equipment for
use on particular ships and for particular purposes.
Seafarers should be trained in the use and care of
equipment. The face-piece incorporated in respirators and
breathing apparatus must be fitted in correctly to prevent
leakage. The wearing of spectacles unless adequately
designed for the purpose or beards and whiskers is likely to
interface with the face seal.
HAND AND FOOT PROTECTION
Gloves should give protection from the particular hazard of
the work be being carried out and must be appropriate to
that type of work. For example, leather gloves are generally
better for handling rough or sharp objects, heat-resistant
gloves for handling hot objects and rubber, synthetic or PVC gloves for handling
acids, alkalis, various types of oils, solvents and chemicals.
Demonstration of PPE
Page 45 of 51

Wear suitable gloves to protect against the dangers of ropes, sharp or rough
objects, acids and chemicals. Wet or oily gloves may be slippery, however, and
so you should take care, especially when climbing ladders.
SAFE THINKING AND ACCIDENT PREVENTION ONBOARD
Familiarization with International Measures
Concerning Accident Protection and Occupational Health
Generally it is the policy of every shipping company/owners to conduct their
ships activities, in such a way as to protect the health and safety of all its
employees, of the communities in which it works and to protect the natural
environment.
To this end, the containment of health risks, of accident prevention and the
minimization of environmental impact are important parts of every companys
commitment to improve HSE Health Safety and Environment. The companies
normally, work on the principles that all injuries and incidents are preventable
and a high standard of HSE consciousness and discipline are required to achieve
this, onboard every ship.
To accomplish this, all the Masters and crew of all ships will:
Comply with all applicable laws, regulations, standards and recognized codes
for the protection of HSE and where adequate laws do not exist, adopt and
apply standards that reflect the seafarers commitment to HSE.
Work with Government, industry, employees, contractors and the community
in the improvement of Industry standards, relating to health, safety, and
environmental matters;
Ensure the safe operation of the ship and equipment and create a safe
working environment;
Conserve resources by the efficient use of energy and water by reductions of
emissions and discharges, by preventing unnecessary waste and by recycling
where practical;
Assess HSE requirements and hazards before entering into new activities and
re-assess them in case of significant changes in circumstances;
Establish training programs and work procedures appropriate to each
operation and develop a high level of HSE awareness among all the Officers
and Crew of the ship.
Develop processes that systematically assess and improve HSE management
systems and operating procedures;
Develop and maintain Contingency and Emergency Procedures, to minimize
harm from any incidents;
Investigate and take appropriate actions on incidents which result or could
have resulted in injury, illness, fire, explosion, accidental releases, collision;
Maintain an effective system of monitoring review;
Maintain an effective system of monitoring reviewing and continuously
improving HSE standards.
Each single officer and member of crew is responsible for the implementation
of this policy in association with their specific duties. This includes wives,
contractors and their employees onboard the ship.
ACCIDENT PREVENTION
Most of this deals with foreseeable risks arising in particular places and in
performing particular jobs, but accidents may happen at any time in any part of
the ship. Many such accidents can be prevented by always keeping things shipshape and doing things in an orderly fashion.
Page 46 of 51

Wear and tear on a ship in service give rise to minor deficiencies in the structure,
equipment or furnishings; for example, protruding nails and screws, loose fittings
and handles, uneven and damaged flooring, rough and splintered edges to wood
work and jamming door, any of which may cause cuts, bruises or trips and falls.
They should be put right as soon as they are noticed.
If asbestos-containing panels, cladding or insulation work loose or are damaged
in the course of a voyage, pending proper repair, the exposed edges or surfaces
should be protected by a suitable coating or covering to prevent asbestos fibers
being released and dispersed in the air.
Flickering lights usually indicate faults in wiring or fittings, which may cause
electric shock or fires. They should be investigated and repaired by a competent
person. Failed light bulbs should be replaced as soon as possible. Instruction
plates, notices and operation indicators should be kept clean and legible.
Heavy objects particularly if at a height above deck level should be stowed
securely against the movement of the ship or inadvertent displacement.
Similarly, furniture etc, likely to fall or shift during heavy weather should be
properly secured. Doors whether open or closed should be properly secured; they
should not be left swinging. Litter may present a fire risk or cause slips or falls,
but in any case may conceal some other hazard. Tidiness not only makes hidden
defects apparent but also ensures that articles are in their proper place to be
found as required. In carrying out any task, possible risks to other persons
should be considered; for example, if water from a careless hosing-down of a
deck enters a galley through an open light or scuttle, it may be dangerous to
galley staff. Care is needed in personal matters. Dangerous article such as razor
blades and lighted cigarette ends should be disposed off safely. Many aerosols
have volatile and inflammable contents. They should never be used or placed
near naked flames or other heat sources even when empty. Empty canisters
should be properly disposed off. Some fumigating or insecticide sprays contain
ingredients, which though perhaps are harmless to human beings, may be
decomposed when heated. Smoking may be dangerous in sprayed atmospheres
while spray persists.
6.0 UNDERSTAND & TAKE NECESSARY ACTIONS TO CONTROL FATIGUE
Background
Global concern with the extent of seafarer fatigue is widely evident everywhere
in the shipping industry. Maritime regulators, ship owners, trade unions and P & I
clubs are all alert to the fact that in some ship types, a combination of minimal
manning, sequences of rapid turnarounds and short sea passages, adverse
weather and traffic conditions, may find seafarers working long hours with
insufficient recuperative rest. A holistic view is needed of the effects of stress and
health factors associated with long periods away from home, limited
communication and consistently high workloads on seafarers. In these
circumstances fatigue and reduced performance may lead to environmental
damage, ill-health and reduced life-span among highly skilled seafarers who are
in short supply. A long history of research into working hours and conditions and
their performance effects in process industries, road transport and civil aviation,
where safety is a primary concern, can be usefully compared to the situation in
commercial shipping. The issue of adequate crewing and the effect of fatigue
upon health and safety are clearly closely related. This report provides a review
of our current state of knowledge of these problems and an evaluation of
the extent to which fatigue can be prevented and managed by a variety of
means. It aims to form the basis from which to review the principles for
Page 47 of 51

establishing safe manning levels whilst also providing an overview of the broader
picture of fatigue in the maritime sector.
The Fatigue Process
Factors that induce fatigue, perceptions of fatigue and the outcomes that are
associated with fatigue can all be assessed as part of a process. These outcomes
relating to occupational fatigue must be viewed as a major health and safety
issue. There has been considerable research on fatigue at work with onshore
studies showing that as many as 20% of the working population experience
symptoms that would fall into the category of extreme fatigue. Many of the
established risk factors for fatigue are clearly relevant for seafarers: lack of
sleep, poor quality sleep, long working hours, working at times of low alertness,
prolonged work, insufficient rest between work periods, excessive workload,
noise and vibration, motion, dehydration, medical conditions and acute illnesses.
Many of these problems reflect organisational factors such as manning levels or
the use of fatigue-inducing shift systems. It is often the combination of risk
factors that leads to impaired performance and reduced well-being and few
would deny that seafarers are exposed to such high risk combinations. Fatigue
also increases the risk of accidents and injuries. In transport industries many
jobs are safety critical with a strong association between risk factors for fatigue
and reduced safety. The health risks associated with fatigue are well established
in onshore populations and there is no reason to believe that such associations
do not occur in seafarers, although information on this topic is limited and further
research would enhance the evidence base.
Reports of fatigue at sea
Despite the strong a priori case for fatigue at sea, historically there has been
relatively little research on seafarers fatigue compared to other transport
sectors. In recent years, examples of fatigue at sea, and its consequences, have
been more formally documented, not least due to the high profile pollution and
accident cases linked to fatigue. Examination of this type of information supports
the view that fatigue is a major health and safety issue in the shipping industry
with potentially severe environmental and economic consequences. An ITF report
(1998), based on responses from 2,500 seafarers of 60 nationalities, serving
under 63 flags, demonstrates the extent of excessive hours and fatigue within
the industry. Almost two-thirds of the respondents stated that their average
working hours were more than 60 hours per week with 25% reporting working
more than 80 hours a week. More than 80% of the sample reported that fatigue
increased with the length of the tour of duty. Long tours of duty were also
common (30% reporting usual tour lengths of 26 weeks or above). This
cumulative fatigue may also reflect the reduction in opportunities for rest and
relaxation ashore, due to the reduced port turn-around times now required.
Risk factors for fatigue and the prevalence of fatigue
The Cardiff Seafarers Fatigue Programme (Smith, Allen and Wadsworth, 2006)
confirmed that there are a number of risk factors for fatigue, such as: tour
length, sleep quality, environmental factors, job demands, hours of work, nature
of shift, and port frequency/turnaround time. The likelihood of reporting impaired
health as a result of fatigue increases as a function of the frequency of exposure
to risk factors (e.g. 1-2 factors doubles the risk of being highly fatigued but 7 or
8 factors increases the risk 30 times). Diary data supports results from the
survey.
Page 48 of 51

Other studies confirm the high prevalence of fatigue at sea. For example, results
from the USA Maritime Report (Gander, 2005) show that:
25% of seafarers experienced fatigue on at least half their trips.
24% of seafarers saw others working fatigued on at least half their trips.
One survey described in the USA report addressed fatigue among masters and
mates working on the inter-island ferries, and found that:
61% of officers often or always experienced fatigue when on duty.
50% of officers considered that fatigue often or always affected the
performance of others on duty.
Prevention and management of fatigue
Given the diversity of activities undertaken in the maritime sector, and the
different profiles of fatigue risk factors in different work groups, it is clear that a
range of strategies is needed to deal with fatigue. Positive input from
management and workforce representatives in each sector is vital for the
development of effective, practical fatigue management strategies. The
International Maritime Organisation has issued guidance material for fatigue
mitigation and management but voted against making fatigue education
mandatory. Convention 180 of the International Labour Organisation requires
that States fix maximum limits for hours of work or minimum rest periods on
ships flying their flags. There is a high degree of agreement among prescriptive
regimes with regard to minimum rest requirements, which are generally
consistent with current scientific understanding about the amount of sleep
required for people to continue to function at a reasonable level. However all
efforts to prevent and manage fatigue are severely undermined if crewing levels
are insufficient to carry out all necessary tasks with adequate recovery time.
Problems with existing legislation and guidance
Two pieces of research from the Cardiff research programme suggest that the
legislation aimed at preventing fatigue at sea is not effective. The first examined
the impact of the Working Time Directive and evaluated the IMO fatigue
guidelines. With regard to the Working Time Directive, it is clear from the survey
data that excessive working hours and inadequate periods of rest are still
problematic onboard a range of vessels. Furthermore, hours are likely to be
under-recorded, either by management, or by individual seafarers wary of
jeopardising their employment by bringing their company under legislative
scrutiny. Other research from the Cardiff programme evaluated the IMO
guidelines on fatigue. It was concluded that lengthy, all-inclusive guidelines are
no substitute for specific and implementable recommendations.
Houtman et al. (2005) found that the measures that were considered most
necessary and effective in reducing fatigue were:
Proper implementation of the ISM-Code.
Optimising the organisation of work on board vessels.
Lengthening of the rest period.
Reducing administrative tasks on board vessels.
In order of priority, the following measures were suggested:
Replacing the two-shift system with the three-shift system, with an additional
crew member.
Adding a crew member, but not an Officer in Charge (OIC), who will be able to
take over some administrative tasks from the officer on watch or from the
Master.
Page 49 of 51

Changing the shift system into a more flexible one, with a rest period of at
least 8 hours.
Identifying administrative tasks that can be carried out by the organisation
ashore using IT facilities.
Setting up the framework for a Fatigue Management Tool/ Programme.
Fatigue, accidents and the environment
What are the consequences of fatigue? The MAIB Bridge Watch-keeping Safety
Study (2004) examined the association between fatigue-inducing working
conditions and accidents. This study confirms that minimal manning, consisting
of a master and a chief officer as the only two watch-keeping officers on vessels
operating around the UK coastline, leads to watchkeeper fatigue and the inability
of the master to fulfil his duties, which, in turn, frequently leads to accidents. It
also found that standards of lookout in general are poor, and late detection or
failure to detect small vessels is a factor in many collisions. The study concludes
that the current provisions of STCW 95 in respect of safe manning, hours of work
and lookout are not effective. Results reported by Houtman et al. (2005) also
confirm that fatigue may be a risk factor in collisions and groundings. Such
incidents can have serious economic consequences for companies. In addition
accidents at sea can be devastating for the marine environment and fatal for the
seafarers involved.
Fatigue and health
Aside from the environmental consequences, the impact of fatigue on seafarers
must also be considered. Fatigue at sea is not limited to watch-keepers, all those
involved in the safe running of the ship can be affected. Fatigue reduces wellbeing and is a major risk factor for mental health problems such as depression,
as has been highlighted by a recent North of England P&I Club report (Signals,
Issue 64 June 2006). Similarly, it increases the risk of acute illnesses, and lifethreatening chronic disease, such as cardiovascular disease. It is often difficult to
detect such effects in active seafarers as regular medical examinations prevent
those with ill-health from working. However, the Cardiff research has shown that
risk factors for fatigue are associated with impaired health. Such effects could
lead to long-term disability and even premature death.
Conclusions
The evidence for fatigue at sea
The first conclusion from this review is that the potential for fatigue amongst
seafarers is high. An evaluation of the fatigue process shows that seafarers are
exposed to many risk factors for fatigue, often report extreme fatigue (despite
the macho culture) and may have impaired performance, well-being and health
due to fatigue. This statement is supported by a number of studies from different
countries, using different samples and methods to evaluate the problem.
Comparisons with other transport industries
A second conclusion is that there are many more controls or regulations aimed at
preventing fatigue in other comparable transport industries. It is apparent that
the issue of fatigue has been approached in a more systematic way in other
transport sectors than it has in the maritime sector and, on the basis of the
experience of these sectors, it should now be possible to fast track
developments in the prevention and management of fatigue at sea. Indeed, if
one looks at all of the possible approaches to the prevention and management of
fatigue (regulation, enforcement, awareness campaigns, training, and guidance)
one finds that everyone is deficient in the maritime sector. One reason for the
well developed approach in other sectors has been the knowledge base that now
exists about fatigue in these industries. A second reason for developments in this
area in other sectors has been the interaction of all the stakeholders to advance
Page 50 of 51

our understanding of what underlies fatigue and what can be done to prevent
and manage it.
Current legislation and guidance is not working
The third conclusion is that current legislation and guidance on fatigue has not
had the desired effect across the industry. Hours of work are likely to be underrecorded, either by management, or individual seafarers wary of jeopardising
their current or future employment by bringing the company under legislative
scrutiny. Similarly, guidance too often involves suggestions that are beyond the
control of the individual and which cannot compete with economic pressures. One
approach would be to improve on current measures addressing fatigue (e.g.
improved guidance; enforcement of working time directives). Another would be
to focus on specific aspects of the problem and deal with those using standard
health and safety approaches. Looking at manning levels from a wider
perspective, there may be reasons other than fatigue that would suggest that
increases are needed (e.g. safety in emergencies).
Other possible organisational changes, such as changes in shift patterns need to
be evaluated, since knowledge about shift work onshore may not be directly
applicable to circumstances offshore. Indeed, little is known about the effects of
tour length with different shifts and recent research on oil installations (Smith,
2006) shows that even 2 weeks of 12-hour day shifts can lead to cumulative
fatigue.
The way forward
The evidence reviewed in this report demonstrates that seafarers fatigue is
common and widespread. There are clearly serious risks and consequences
inherent in allowing vessels to be manned by fatigued seafarers. These can be
summarised as follows:
Potential for more environmental disasters.
Economic costs due to fines for accidents, losses, and increased insurance
premiums.
Serious health and safety implications for seafarers.
The way forward is to treat seafarers fatigue as a serious health and safety
issue. A starting point must be to take a more robust approach to regulation.
Manning levels need to be addressed in a realistic way that prevents economic
advantage accruing to those who operate with bare minimums. Such an
approach must consider more than the minimum levels necessary to operate a
vessel rather it must address the need for maintenance, recovery time,
redundancy, and the additional burden of the paperwork and drills associated
with security and environmental issues. Another essential requirement is to
enforce existing guidelines with mandatory provisions and take serious measures
to overcome the problem of false recordkeeping.
This must be supplemented with appropriate training and guidance regarding
avoidance of fatigue and the creation of optimum working conditions. Lessons
can be learned from other transport industries and it is important to seek
examples of best practice and apply these in an effective way to the maritime
sector. Methods of addressing issues specific to seafaring are now well developed
and a holistic approach to the problem of fatigue can lead to
a culture that benefits the industry as a whole.
Page 51 of 51

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PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

6.0 CONTRIBUTE TO EFFECTIVE HUMAN RELATIONSHIPS ON BOARD

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

The selection of correct equipment is essential. Since there

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

PONDICHERRY MARITIME ACADEMY PSSR COURSE BOOKLET

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