Seaways

February 2021 www.nautinst.org

The International Journal of The Nautical Institute

The next five years Soft skills Statement of facts Keeping a lookout
Introducing the strategic Developing mental What to put in – and Time to revisit the
plan 2021-25 p06 models p13 what to leave out p15 boring basics p24

DP: Beyond
the bridge
The new DPVM qualification p10
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 Contents
Comment & Opinion
03 Focus
Chief Executive John Lloyd FNI
Features
04 Captain’s column
Mentoring then and now
05 Mental health on board
What needs to change?
06 NI: The next five years
Introducing the new Strategic Plan
10 DP: widening the scope
The new DPVM qualification
13 Soft skils
Developing and using mental models
Cover image: The pipe-laying vessel Solitaire
Seaways
The International Journal of The Nautical Institute
The Nautical Institute
202 Lambeth Road
London SE1 7LQ
Tel:+44 (0)20 7928 1351
Fax:+44 (0)20 7401 2817
Website: www.nautinst.org
ISSN 01 44 1019
© 2021 The Nautical Institute
February 2021
15 Master’s Statement of Facts Reporting back
What goes in – and what doesn’t
32 Nautelex
21 Safe mooring News affecting the maritime professional
Revisiting the fundamentals
33 Conferences
27 Training and technology ICMASS 3
Why basic training needs to change
30 Life on pause Members & Branches
Stuck in port with nothing to do? On the 34 Branch activities
contrary! Reports on branch activity and events
MARS 35 Letters
36 Out and about
17 MARS reports
Unsafe safety lines; close call with a New members
submarine; fingers crushed shifting
pipes; negative pressure in cargo tanks;
tug order mix-up; soot blowing causes
deck fire
Editor: Lucy Budd
E-mail: editor@nautinst.org
Advertising manager:
John Payten
Vice Presidents:
Captain Trevor Bailey FNI
Captain G H Livingstone FNI
Captain D A P McKelvie FNI
DP Certification & Training email:
DP@nautinst.org
Seaways is posted to all Institute
E-mail: jpayten@jpmediaservices.com Captain A Le Goubin FNI
Captain Steve Pelecanos FNI members. The subscription rate to
Tel: + 44 (0) 1737 852135 others is £115.
Mr W Vervloesem FNI
Captain Nish Wijaykulathilaka FNI The Nautical Institute is a company
Captain Peter Martin AFNI
The Nautical Institute Chief Executive: limited by guarantee No. 2570030 and
John Lloyd FNI Captain Mike Meade FNI a registered charity in the UK
Email: John.Lloyd@nautinst.org Treasurer: Captain D Telfer FNI No 1004265.
The Nautical Institute President: Publications sales: pubs@nautinst.org Printed in the UK by
Jillian Carson-Jackson FNI Membership enquiries:
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 The Nautical Institute is looking for:
Assistant Manager, CPD
Interested candidates The Nautical Institute is looking for an experienced professional for our Qualifications Department
should send a current
CV and covering letter, As a world leading provider of maritime training,
demonstrating relevant we are looking for someone to play a key role in
experience against the our mission to provide inspiration, knowledge
skills, experience and
and leadership to maritime professionals.
competencies of this
position to You will work with students, training institutes,
industry experts, shipping companies and
maneesh.varma@
professional bodies around the world. Your
nautinst.org
by 28 February, 2021 responsibilities will include management and
administration of our training and recognition
services, finding innovative solutions to help
improve our work.
You will ideally have a graduate degree or Chief
Officer's COC. Previous experience of working
in a maritime training environment would be
an advantage. You will be able to communicate
The Nautical Institute is looking for:
Technical Adviser
Interested candidates The Nautical Institute is looking for a Technical Adviser to support its publications
should send a current
CV and covering letter, The Nautical Institute is looking for a
demonstrating your passionate and experienced Technical Adviser
relevant experience to join our London-based Information and
against the skills, Publications Department. You will assist in
experience and developing the portfolio of publications and
competencies of this sourcing articles for our journals including our
position to flagship magazine Seaways.
bh@nautinst.org You will have served at sea and have
by 28 February, 2021. first-hand experience of the issues faced
by ships’ staff – particularly those on the
Please quote 'Tech adviser bridge. The post entails liaising with a multi-
Swys' in the subject line national pool of authors, peer reviewers,
industry experts and organisations.
Applicants should hold a relevant maritime
qualification and preferably a degree.
2  |  Seaways |  February 2021
in clear and concise English, and be able to
prioritise work and manage time effectively.
An attractive benefits package is offered including
a salary of £28,500 - £31,500 depending on
experience and a non-contributory pension
scheme of 9% of salary after successful completion
of probation. The position is based at our London
office, although online during lockdown. Some
international travel may be necessary. Proficiency
in English and computer literacy are essential. You
must be eligible to work in the UK.
For more information and a detailed job
description, visit our jobs board at
https://jobs.nautinst.org/job/assistant-
manager-cpd/55646655/
Seagoing experience is necessary as is the
ambition to help shape the industry for the
future. An attractive benefits package is
offered including a starting salary of about
£35,000 and a non-contributory pension
scheme of 9% of salary after successful
completion of probation. The position is
based at the London office, although online
during lockdown, and some international
travel will be necessary. Proficiency in
English and computer literacy are essential.
You must be eligible to work in the UK.
A detailed job description is available on
our jobs board https://jobs.nautinst.org/
job/technical-adviser/55646488/
Read Seaways online at www.nautinst.org/seaways
 Captain John Lloyd FNI Chief Executive
Focus
2021-2025 – updating the Strategic Plan
ear Members and fellow readers of Seaways,
D
I do hope that your 2021 has begun as well
as possible and that you are able to view the
year ahead with great optimism.
I am excited to be sharing with you some new plans
and developments for the year ahead and would very
much like to receive your feedback. Remember you
can contact me at: sec@nautinst.org
Following the feedback we received through our
member survey and a review of our core objectives I am
We have delighted to present the Strategic Plan for the period
ambitious plans 2021 – 2025. A condensed version of the strategic plan
is available on pp 6-8, and I hope you will take the
to enhance opportunity to read the full plan on our website.
We have set ambitious plans to enhance our
our technical technical contributions to the maritime community,
contributions grow membership and to develop further as the
leading professional body for the maritime sector. Every
to the maritime one of us has a role to play in building our organisation
community, grow and technical engagement through the branch network
will be a key measure of success. I look forward to
membership and working with you throughout this period and finding
ways in which you can help us all achieve our goals.
to develop further The key underpinning theme is, of course, Continuing
as the leading Professional Development which is central to our role as
a professional body and an educational charity. Enhanced
professional body knowledge and understanding helps us operate our
for the maritime ships and maritime activities in a safer, more effective
and sustainable way. Our commitment to supporting
sector. Technical your career through opportunities for professional
development is unwavering, but it is just one of a number
engagement of ways in which we will continue to develop. One of
through the the first of these is the introduction of the Dynamic
Positioning Vessel Maintainer Scheme – see pp 10-12.
branch network To help drive this next phase of development, we are
will be a key looking to attract energetic new talent to The Nautical
Institute to fill two newly created positions – more details
measure of opposite!
success. Legacy scheme
Our newly introduced legacy scheme seeks to support
initiatives in a number of ways. including enhancing
our outreach globally, particularly in areas where our
technical assistance can help provide local input and
support. The scheme will also support our education
grants and scholarships. This is an area where we would
like to do more to support members struggling with the
costs of further professional development.
The legacy scheme may very well also support the
development of our infrastructure such as the office.
As an organisation about to celebrate 50 years of
maritime leadership, ownership of our own premises
would help to reduce the financial burden of rental
and lease arrangements and provide security of
tenure long into the future.
Read Seaways online at www.nautinst.org/seaways
The Armillary Club
In the middle of February, we are launching a new
initiative for our long-term supporters: the ‘Armillary
Club’ The Armillary Club will run alongside our legacy
donation scheme, and will provide a dedicated
communications channel for those who have supported
The Nautical Institute over the years, in a newsletter
format. There will be little technical content – rather
the aim will be to provide a quarterly update on
organisational developments, our members and the
implementation of the legacy scheme. Our previous
Presidents, Board Members and others will be invited
to join. We hope this will be a useful way of staying in
touch and a useful complement to Seaways and other
technical engagements.
Planning ahead – 50 years of the NI
Our forthcoming 50th Anniversary in 2022 will provide a
great opportunity for technical engagement on a global
scale. We have asked branch committees to consider
hosting seminars, workshops and conferences, with
support from HQ, on subjects specifically relevant to
their local community. This is an ideal opportunity to
showcase the work of your branch and The Nautical
Institute more widely.
We are especially keen to recognise that the skills
required by mariners in the future may be quite
different from some of those skills we needed yesterday
and still need today. Our engagement through research
and with senior industry leaders will help us lead the
discussions around skills development and plan how to
help members, especially as they develop their careers.
While we are looking forward, we would also
like to celebrate the achievements of the past. We
are particularly interested in hearing from founder
members and others who can tell us more about the
early years of the Institute (and the not so early ones!)
If you have a story to tell, do get in touch with our Head
of Information and Publications, Bridget Hogan, who
will be coordinating this project, at bh@nautinst.org
I am sure the period of the strategic plan will get off
to a challenging start. The circumstances surrounding
the Covid pandemic will continue to negatively affect
our activities and require innovation and agility in
finding new solutions. However, like mariners across the
globe, we have demonstrated great resilience over the
past year and we are well placed to continue our global
support to our membership and the wider maritime
community. With your support and engagement, we
can continue to make a real difference.
I wish you every success in the year ahead and look
forward to your inspirational thoughts to celebrate
our Golden Jubilee in 2022.
Kindest regards
John
February 2021  |  Seaways  |  3
Captain Moni Rauca AFNI

Captain’s column
Mentoring – then and now

W
e hear the word ‘mentoring’ so often these days – and thank nowadays a cadet joining any ship and not having to sign at least 10-15
you to The Nautical Institute’s recent campaign for that – separate pieces of paperwork. This is not the place to debate whether
that it makes me realise how rarely, if ever, we used the term seafarers’ jobs are safer now than compared to 15 years ago, or if today’s
in the past. But did it really not exist - or was it something increased paperwork is really helping as this would open a ’Pandora’s box’
that was there all this time? Was it going on, unrecognised, on board ship and that’s not the point of this story. [Editor’s note: those interested will
or in our daily lives ashore? I would say that it was, although we might find plenty of discussion on the topic in previous Seaways]
have looked at it in a rather different way or called it by another name. Did mentoring exist back when I was a cadet? Were things more
In fact, not being a native speaker, the word ‘mentoring’ was not even in efficient because, in general, crew had more rest time, less procedures
my English vocabulary during my time as a seafarer. But the concept was and papers, and less commercial pressure? That’s the reason people most
definitely there, and the results are deep in my mind and memories. often give for not mentoring – that there is just not enough time due to
For myself, I will always remember the day when, as Chief Officer ever-increasing tasks and duties, shortage and fatigue of crew. Opinions
(having already held a Master’s licence for two years) on a 366m container will differ, of course, but take a moment and look back. What is your most
ship, the Captain called me on the bridge about an hour before arriving vivid memory of being mentored on board ship – and when was it?
at Port Said and told me: “We have to drop anchor in North Anchorage. Was it 15-20 years ago? Or more recently? Is the decline in mentoring –
Just imagine that I am not here. Tell me how you would like to do it, and if it exists – really due only to the workload that the crew has been facing
just go ahead.” I will never forget this, my very first anchoring manoeuvre. in recent years?
I had the forward party stand by there for two hours, but in the end, I did
it. I was back on the bridge just 30 minutes later, only for the 3rd Officer to
Take an opportunity; make an opportunity
Although I have not sailed as Master for a few years now, I still visit about
tell me that the anchor was holding well, with no sign of dragging. That
25-30 ships every year for various tasks, including audits, inspections
moment had the single greatest impact on my fears of becoming Master.
and crew training, and spend a few days on each one. And I see the
From that point on, I knew that I could do it myself when the time came.
ever-increasing workload, particularly on senior officers. But at the same
I remember all my previous Masters; their names, faces, the time I spent
time, I also notice that there is always some leeway, some 5-10 minutes
on board with them, but this particular guy from North Anchorage in Port
spare time that could be spent with a cadet, for example, during their
Said is somehow different. Even a long time after this event, I would turn
first day on board a ship, or with a newly promoted 3rd Officer who is
to him and ask for advice, be it job-related or not.
about to take their first sea watch. They might have signed the Master’s
Stand by! standing orders, but I am pretty sure that half of the requirements listed
Talking of memories, here’s a funny one. Sixteen years ago, on a hot on those six pages are not clear to them, not necessarily because of lack
October afternoon, I joined my first ever ship as deck cadet in Singapore. of knowledge, but because of uncertainty or fear – which is completely
I was 24 years old, and it was my first time travelling by plane (almost normal after all. Those ten minutes could make all the difference in giving
16 hours, not a single minute of them asleep!) I remember like it was the confidence to understand and carry out those orders.
yesterday joining the ship in the afternoon: my first contact with a foreign So, dear colleagues, please try to take these 5-10 minutes of your
crew. I was shown to my cabin, given the regular PPE and told that we limited time and spend them wisely. Create a bridge, an opening between
would be departing early next morning. And that was it! You can imagine yourself and your colleagues. You will be remembered, believe me! In
that I didn’t get any sleep that night, what with the seven hour time this way, you are creating resilience among your crew, resilience which
change, jet lag, plus of course the excitement and fear of being on board nobody doubts is a true benefit to everyone on board.
for the very first time. About 0400 the next morning, I got a call from the
Bosun saying: ‘Stand by!’ So, what did I do? I geared up in my safety shoes,
boiler suit and helmet as required and stood by – in my cabin, on my
chair. Because that was my understanding of the language – to stand by
means get ready and wait for orders.
Exactly 15 years later, I boarded a ship to carry out a regular internal
audit and technical inspection and guess what? The Master was the same
man who had been Master during that voyage as a cadet. And his first
words were: ”If my former cadet – who, by the way, didn’t show up for his
first departure manoeuvre, so the crew had to search for him to be sure
he was still on board – has grown up to be a Master and auditor, then it’s
definitely time for me to retire”.
We were laughing, of course, and both enjoyed sharing our long-
standing memories – this stand-by issue not being the only one. From
his vast experience, I could get a good glimpse of the differences in our
maritime industry compared to 15-20 years ago. During my cadetship
there were basically no checklists, no familiarisation procedures. There
were a few reports to be sent monthly and that was all. I cannot imagine

4  |  Seaways |  February 2021 Read Seaways online at www.nautinst.org/seaways


Navigating through
mental health
Why we need to raise awareness of the importance of mental health in seafarers
Carl Grass AFNI
H
aving a mental illness is one of the most challenging storms
to navigate. As an unlimited Master with more than 20 years
in the offshore supply business, I have seen the negative
impact that conditions aboard have on mariners’ mental
health. According to data from the US Bureau of Labor Statistics’
(BLS) Census of Fatal Occupational Injuries, sailors and marine oilers
occupy the third place in the list of most hazardous jobs, based on fatal
injury rates. These are, among other things, the product of poor mental
health meaning that people are not fully fit to carry out their everyday
duties.
According to recent neuroscience research, six factors contribute
to brain health: sleep quality, regular exercise, being mentally active,
stress management, socialisation, and a healthy diet. However, the
seafarer’s job lacks most of these, and it is imperative to create a new
mechanism that promotes mental health among crew members.
Sleep
Sleep dysfunction and circadian misalignment have a negative effect
on human performance and drive a host of disease processes. Given
the vital role of sleep for learning, memory, and essential functions in
the body, scientists recommend eight hours of quality sleep per night.
However, that is a challenge while aboard, not only due to scheduling
but also due to the loud noise that of the vessel’s ongoing operation,
maintenance and repairs, and the thin walls between cabins. On top
of this, whether captain or rating, you have to be aware of smells,
sounds, alarms, and motion. This permanent state of vigilance affects
sleep quality, especially while working under stressful factors like rough
weather, tight schedule, or malfunctioning machinery.
Exercise
Exercise is essential to maintain a healthy body and mind. Where
possible, ship owners should provide exercise equipment and promote
exercising initiatives, for example by creating workout incentives.
However, many vessels are not suited to a gym, or simply do not have
room available. Also, for safety reasons, personnel are not allowed to
jog around the boat’s exterior decks. [Editor’s note: See The Nautical
Institute’s Human Performance And Limitation, pp 38-39 for an
illustrated set of exercises that can be carried out in limited space with
no equipment].
Mental activity
Being mentally active allows the brain to maintain high cognitive
functions and prevent memory disorders. Usually, seafarers finish
their watch, go to their rooms, and rest (if the vessel does not have
satellite TV or internet access in their rooms). It is essential to
promote activities that stimulate the brain, like reading, learning a
Read Seaways online at www.nautinst.org/seaways
Feature: Navigating through mental health
new language, a subject or upgrading in studies, so that your mind is
intellectually engaged.
Stress management
Stress affects every job, but seafarers stay on board 24/7, without
weekends or holidays until they go on leave. This particular feature
increases stress levels because there is no real rest. The days seem to
be the same, without chance to release pressure by going out, sharing
with your family, visiting a relative, or going shopping – a problem that
is now to some extent familiar to many people on shore; but to nothing
like the same degree. It is essential for crew members to be educated in
wellness strategies to help them cope with job-related stressors.
Socialising
Socialising is key to a healthy mind and body, and helps create effective
communication channels online and in person. It is essential that
companies provide opportunities for workers to interact, bond, and
help each other, for instance by encouraging after-work gatherings
and organising something special for holiday events for the whole
crew. This will decrease isolation and depression and make it easier to
get everybody to work together towards company goals. Likewise, it is
essential to prevent workplace harassment and foment cooperation and
respectful practices all the time.
Food and diet
Healthy diets and healthy food are essential. This is probably easier
for crews that sail with a cook. On smaller vessels that do not have this
convenience, where each crew member takes care of their own food,
it is difficult to have a healthy diet. In addition, some jobs could last
over months, and most fresh food loses its nutritional qualities after two
weeks. Then you have to depend on canned and frozen food, which,
while it should maintain those qualities, is generally processed to satisfy
the appetite, meaning it is often high in starch, sugar and fats.
Towards better work practices
It is necessary that administrations and companies worldwide put
more effort into promoting crew members’ mental health. A good start
point would be introducing changes that promote the items addressed
above: a good night’s sleep, regular exercise, keeping mentally active,
managing stress, socialising with others, and eating a healthy diet.
Since the spread of Covid-19, these actions are more urgent than ever.
On top of this, it is crucial to provide offshore mental health services
like access to counsellors, psychiatrists, or psychologist through
telehealth. These actions would help sailors navigate through the
emotional toll that comes from not knowing when they could be back
home, and the challenges of keeping a Covid-free crew while handling
crew changes or managing their particular family circumstances. Let us
embark on a journey to promote better work practices that protect our
seafarers’ mental health for this and future generations.
February 2021  |  Seaways  |  5
Feature: Inspiration, knowledge and leadership

Inspiration, knowledge
and leadership
The Nautical Institute over the next five years

The diversity pledge is one way that we intend to deliver our

John Lloyd FNI contribution to the UN Sustainable Development Goals.
Chief Executive, The Nautical Institute We expect that our Strategic Plan will help in six of the 17 areas
that the UN has identified as a shared blueprint for a better future
for all. In selecting these areas of activity, we expect to give practical

F
or nearly 50 years, The Nautical Institute has represented input to government-level proposals for improvements in the quality
the best of what the shipping industry has to offer in terms of education, gender equality, affordable and clean energy, economic
of dedication and professionalism around the world. It is growth, reduced inequalities and climate action.
inevitable that the world, and the nature of shipping itself, In line with our pledge and the UN goals, the Strategic Plan 2021-26
has changed considerably over this period. It is appropriate to review emphasises the need to build capacity and support around the world.
our vision and mission to make sure that we are still meeting the ideals The establishment of The Nautical Institute Foundation will allow the
established then. NI to extend the scope and reach of its current activities in areas where
This article gives an overview of the results of that review, and the the NI has an interest but which are not the main focus of its own
operations.
strategic plan developed from it, which will direct our activities over
the next five years. The full plan is available to view and download in FOCUS AREAS
full on the NI website - do take a look. We will realise our vision by focusing our efforts on four interrelated
As a membership organisation we are driven by the needs of and inter-dependent areas of activity. Each of these will support
our members. These were most recently determined through a and strengthen the others, creating interaction and synergy across
comprehensive President’s Questionnaire sent to all our members which The Nautical Institute as a whole. The four areas of activity will be
returned almost 4,000 responses – a fantastic level of engagement. membership and branches, information and publications, research and
Drawing upon this feedback and the core values and aims of our relationships and qualifications. Continuous professional development
Articles of Association, our aspirations are best described through our and the importance of the human factor will be central to all four areas.
Vision and Mission Statements:
VISION
To provide inspiration, knowledge and leadership to maritime
professionals around the world.
MISSION
O To inspire maritime professionals;
O To work together;
O To share ideas and best practices;
O To enable better decision making though the process of professional
development;
O To provide a safer, environmentally sound and sustainable maritime
industry.
The actions we take will be centred on our core mission to support
and lead professional development in the maritime sector. They will be
based on our values and our diversity and inclusion pledge to ensure
The Nautical Institute, and the maritime sector as a whole, benefit
from the broadest and strongest knowledge base possible.
Diversity and inclusion pledge
The Nautical Institute, as the global body for maritime professionals,
pledges its commitment to encourage, support and celebrate a diverse
and inclusive maritime industry, including gender, race, ethnicity and
age. Furthermore, The Nautical Institute pledges to embrace equal
opportunities and visibility in all activities of the Institute.

6  |  Seaways |  February 2021 Read Seaways online at www.nautinst.org/seaways


These activities will be supported by a centralised business services
hub that optimises general and administrative functions across the
organisation enabling technical and department leaders to concentrate
on their core activities.
MEMBER SURVEY
To help inform our decision making a survey on the NI’s current
and future direction was sent to a total of 15,164 members and
non-members. We received an overall response rate of 25% – and a
response rate of 34% from members. The high level of engagement
shows the importance of our activity to our members and to the wider
community.
Survey respondents were asked to identify which of the membership
benefits they value most. The highest-scoring responses were:
O Seaways magazine;
O CPD and networking;
O Status as a maritime professional;
O Representation at the IMO.
Members were also asked to comment on their level of engagement
with their local NI branch, and the perception of the NI’s impact at
international, regional and local levels. From the responses to this
section, it was clear that the NI enjoys a high professional reputation at
the international level, but in some areas support is lacking at the local
level.
One of the key questions to consider when planning our areas of
focus was in which technical areas we should concentrate our efforts.
As in previous surveys, there is still a great deal of concern over
seamanship, shiphandling and competency assessments. MASS and
cyber security are matters of considerably more concern than in the
previous surveys, indicating the speed of development in these areas.
By far the area where most respondents wanted to see us focus was
human performance and limitation, including issues around fatigue
and mental health on board.
It is evident from the survey responses that members highly value our
technical expertise and the opportunities that we offer for professional
development. In order to further capitalise on these strengths, it is
important that we have a structure in place that allows us to respond
quickly and flexibly to the evolving demands of the industry and our
members. We may not know exactly what the maritime sector will
look like in five years, but we can make sure that we are in position
to respond to the changing situation.
MEMBERSHIP and BRANCHES
Membership has remained constant at about 7,000 members for the
last two decades. We aim to increase this to 10,000 by 2026.
We will deliver a real focus on internationalisation while supporting
branches in their own growth as well as strengthening the membership
offering and developing new initiatives for member recruitment and
retention.
Membership will offer benefits at every stage of a seafarer’s career,
from cadetship to Master and beyond. A one to one mentoring and
community platform will enable younger members of the community
to benefit from the experience and expertise of the Fellows in a
structured way.
Key deliverables:
O 10,000 members by January 2026;
O Establish local administration support to welcome new members,
liaise with speakers, deal with admin etc.;
O Free membership for students;
O Effective membership mobile application;
O Growth of our Nautical Affiliate programme.
Read Seaways online at www.nautinst.org/seaways
Feature: Inspiration, knowledge and leadership
INFORMATION and PUBLICATIONS
Our practical, expert-led publications will continue to set the
standard for industry knowledge. As an Institute the development
and publication of best practice has been central to our values. In our
ambitions to monetise our knowledge we must keep at the core of our
strategy the quality of our technical input.
For the future this means a continuing emphasis on the robustness
of the technical resource that we draw on. A dedicated technical person
will help to advise on the subject matter that should be delivered and
help steer publications through the writing and peer review processes.
Creating and maintaining a database of member knowledge and
expertise – and showing which projects members have worked on in
the past – will help us leverage this asset to strengthen our offering in
the future.
Key deliverables
O £1 million annual income from information and publications.
O Expand webinar and digital offering.
O Create and populate database of technical expertise by end of 2021.
O Digital library of expert resources available to our members by end
of 2022.
RESEARCH and RELATIONSHIPS
Since the Institute’s foundation, strong relationships have been
formed with other organisations such as universities, training centres,
governments and international bodies. Through these links we work
together for the furtherance of nautical science and practice. We have
gained non-governmental organisation (NGO) status at the IMO and
sister organisation status at IALA. We also work closely with a myriad
of nationally and internationally recognised organisations such as the
International Hydrographic Organization, the International Chamber
of Shipping and InterManager.
In our fast-changing world, the need for strategic relationships
to collaborate towards establishing best practice has never been so
important. These links will help us to identify research opportunities
to understand the skills of the future and to develop short courses to
help people gain them.
We will continue our work at the IMO and other organisations to,
for instance, input user feedback into the design process on human
centred design.
Key deliverables
O Ensure an effective cross-discipline presence at the IMO.
O Consult with our members and customers to align our outputs with
their expectations through an annual formal survey.
O Create industry consultation groups during 2021 to establish
emerging needs.
O Set up funded research activities that support development of future
skills initiatives.
O Build relationships and partnerships with leading companies and
organisations.
O Work with branches at local and national level to promote
engagement with flag states.
QUALIFICATIONS
We will identify new technology and knowledge within the industry
and move to fill the skill gaps. Technological improvement in the
industry is taking place in so many fields.
At the same time, advances in technology and remote assessment
offer possibilities to develop and expand training and CPD
opportunities for revalidating DPOs. We will develop standards and
design training programmes, working with technical forums, industry
working groups, our customers and DP training providers worldwide.
These standards will meet industry aspirations to improve knowledge,
keep seafarers safe and protect the environment.
February 2021  |  Seaways  |  7
Feature: Inspiration, knowledge and leadership
Key deliverables
O £2 million annual income from qualifications, courses and
accreditation services.
O Expand our range of qualifications, courses and scope of
accreditations services in new areas such as remote control centres
for autonomous ships.
O Develop online learning resources.
O Develop consultancy services.
O Encourage training institutes to aspire to the NI Certificate of
Excellence.
O Increase the number of training institutes achieving certificates of
excellence.
O Revise the NI’s self-study schemes and provide online technical
library facility.
The Nautical Institute Foundation
The work of the four technical focus areas will be supported and
expanded by the development of The Nautical Institute Foundation
(NIF). This new charitable initiative, formally launched in 2020, will
enable the NI to extend the scope and reach of its current activities.
The NIF has its roots within the NI and aims to improve standards in
areas where the NI has an interest but which are not the main focus of
its own activities.
On course for 2025: the voyage begins now
8  |  Seaways |  February 2021
Developing a support hub
The business support hub will provide general and administrative
functions, allowing technical and department leaders to concentrate on
their areas of expertise. This will enable us to streamline our processes
and develop better ways of working that make the most of our strengths.
It will ensure that our work is supported by well trained, skilled and
flexible staff.
The hub will be the main point of contact for various outsourced
activities and contracts to ensure standardisation across the
organisation.
Key deliverables
O Skills audit of all staff to identify gaps and underutilised strengths.
O Internal reorganisation to make skills available across the whole
organisation.
O Identify where process can be aligned and simplified.
Read Seaways online at www.nautinst.org/seaways
The Nautical Institute‘s

Professional
short courses
Take your career to the next level
The Nautical Institute’s short courses are an intensive guide to professional topics that
will help ensure your organisation is operating at the highest level. We are able to offer
all of these courses online – including bespoke offerings for individual companies.
Please see below for existing dates, or contact us at courses@nautinst.org for more
information. All courses online unless otherwise stated.

Courses currently available include:

Navigation Assessor online course
z Improving navigational safety and best practice on board
z A systematic approach to conducting navigation assessments
z Preparing an effective report
29 March – 1 April 2021, 09:30 – 13:10 UTC
Introduction to Shipping (online)
z For those new to the shipping sector
z Basic understanding of vessels, regulation, stakeholders
z Learn how the industry works from the experts
24-25 February 2021, 12:00 – 15:30 UTC

Investigations and Audits - basic and advanced courses Improving Performance Through the Human Element
Courses take place over three sessions z Understanding human capabilities and limitations

z Enhancing self-awareness and critical thinking z The ship and its environment

z Advanced frameworks for investigation and analysis z Cultural and organisational issues

z Concepts and methods to encourage learning and prevent

accidents Human Element one-day modules (online)
z Risk and Risk Taking Behaviour
Blockchain for Maritime Professionals – The Fundamentals 09 February 2021, 02:30-06:00 UTC
z Blockchain fundamentals z Understanding Risk from a Human Element Perspective

z Maritime blockchain applications 16 February 2021, 02:30-06:00 UTC

z Digital strategy overview
16-18 February 2021, 12:00-14:00 UTC

Onboard Competency Assessment

s
se

z Identify if training has been successful NauticaI Institute Short Courses

z Organising, administering and carrying out the assessment The health and welfare of our members,
ur

z Evaluating the process and debriefing course participants, employees, instructors

15-16 February 2021, 09:30-13:10 UTC
co

and our corporate customers remains our

top priority.
g/

Customer support for short courses

will continue to be available. Our course
or

Special rates available for members of leaders and Nautical Institute staff will be
The Nautical Institute delighted to answer any questions you
st.

For more information or to book your may have via email, including questions
tin

place, visit www.nautinst.org/courses about course content and structure.

This disruption has given us the
or email courses@nautinst.org
au

opportunity to explore many novel tools

and technologies so that we can continue
.n

to work productively in future without

w

compromising on the quality of our

products and services.
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Feature: DP Vessel Maintainers Course
Spotlight on Key
Technical DP
Personnel
The NI launches
James Luetchford
a new scheme Qualifications Assistant Manager,
for 2021… The Nautical Institute
A
s the leader in offshore dynamic positioning
(DP) qualifications, The NI sets the
benchmark for quality training and assessment
of DP deck officers. This is a crucial role,
not just because those officers are engaged in complex,
challenging and often dangerous activities, but because
as a professional body, the NI values the professional
development that certificated seafarers can pursue.
The remit of the current DP training provisions
extends only to those on the bridge. However, the
10  |  Seaways |  February 2021
range of operations DP vessels can perform – such as
cable-laying, platform supply and diver support – is
only made possible by the resilient efforts of those in
other departments of the ship, working in close support
of the system operators at the console. Professional
development is just as important here as on the
bridge. In response to this need, and with invaluable
stakeholder support and industry expertise, The NI is
launching a new training and certification scheme: The
Nautical Institute Training and Certification Scheme For
Key Technical DP Personnel (The DP Vessel Maintainer
Course). Those who have completed the scheme will be
certified DP Vessel Maintainers (DPVMs).
With the strong continual growth and development
of its existing Dynamic Positioning Operator (DPO)
Read Seaways online at www.nautinst.org/seaways

scheme, The NI hopes and expects the new scheme
to be a valuable contribution to ensuring harmonised
professional standards for technical staff in this key
sector. The indispensable work of DP vessels around
the world today means early demand is likely to be
high and the NI has assigned key staff to ensure the
smooth implementation of the scheme.
Developing the scheme
The aims of the new scheme are to increase the level
of technical knowledge and competency across a
broader range of roles and responsibilities on board
DP vessels, with particular consideration being paid to
Ensuring a minimum standard of safety
and knowledge,
Read Seaways online at www.nautinst.org/seaways
Feature: DP Vessel Maintainers Course
Stronger awareness of the importance of
redundancies and failures
A more coherent method of training,
assessment and feedback.
Building on industry consultation and feedback
from students and instructors from the NI’s global
network of accredited training providers, it was
agreed the foundation for the new scheme would
be a modified and expanded version of the NI DP
Knowledge for Technical Staff course. This means
additional tailored exam questions, a mandatory sea
time period, and the completion of a taskbook to
record specific training competencies.
As with DPOs, DP Vessel Maintainers (DPVMs)
must be fully aware of the role and contents
of the DP Operations Manual, onboard safety
management systems, charterer-specific instructions,
equipment manuals, Failure Modes and Effects
Analysis (FMEAs), Activity-Specific Operating
Guidelines (ASOGs), capability plots and other DP
documents and written procedures as required by
IMCA M109.
Accruing experience
The process of training and exposure to real-world
applications follows a clear pathway, allowing
applicants a certain amount of flexibility in what
experience they can collect, and meaning trainees can
apply the knowledge gained at each stage to the next.
The whole scheme is designed be completed within
two years. This helps ensure recent experience is fresh
at each stage, and that employers can be confident their
DPVMs have the latest technical knowledge to draw on.
Part 1 is a shore-based course provided by an
NI-accredited training institute. This is designed
to familiarise the trainee with subjects including
manning and operational guidelines, power and
thruster system maintenance and the management of
control systems and sensors.
The course is delivered over five days, with a
minimum of 34 hours of teaching time. This includes
theory elements, practical exercises, and a practical
and online exam.
Successful completion of the course will earn
the trainee the certificate “Nautical Institute Key
Technical DP Personnel Training – DP Vessel
Maintainers Part One Theory”.
Part 2 is the on board sea time phase, which covers
a minimum of 26 days on a vessel operating in DP
mode. Of these, seven days must be spent in an active
DP technical role. A number of on board tasks must
be completed during this period and recorded and
signed off in the NI DPVM logbook.
DPVMs should familiarise themselves with the
specific equipment fitted on the vessel on which they
are working, including full layouts and manufacturers’
guidance documents. Strong consideration must also
be paid to the exact nature and scope of operations
the vessel has been engaged to carry out, and the
importance of a reliable DP system for the work.
February 2021  |  Seaways  |  11
Feature: DP Vessel Maintainers Course

The DP Vessel Maintainers Course process
The Nautical Institute Training and Certification
Scheme for Key Technical DP Personnel (The DP
Vessel Maintainers Course)
Part 1:
Five-day course + online examination
Part 2:
Familiarisation period: 26 sea time days (7 DP days)
Completion of Tasks section
Submission of company confirmation letter(s)
Statement of Suitability
Once the familiarisation period of 26 days (including
seven days in an active DP technical role) and on
board tasks have been completed, the trainee can ask
the Master and Chief Engineer on the last vessel on
which they served to sign the Statement of Suitability.
This acts as a stamp of approval from experienced DP
technical personnel – who will, in time, themselves
hold the DPVM certificate.
If everything has been completed satisfactorily,
the trainee may then apply online and submit their
documents to The NI for final scrutiny checks to
receive full certification as a DPVM.
Unlike the DPO scheme, the certificate is a single
endorsement of competency on board vessels of
any (or no) DP class, as the skills are more broadly
applicable to a range of vessel types and hardware.
It is the responsibility of the employer to ensure
that DPVMs on board their vessels have suitable
additional knowledge and experience to ensure safe
operation of the specific systems installed on vessels
in its fleet.

Part 3:
Statement of suitability (stamped/signed off by
Master and Chief Engineer)
Online application and submission of documents
to The NI
Grandfathering
Individuals with an existing 150 DP sea time days
gained in a DPVM capacity may apply to take the
Part 1 exam without first attending the course.
Likewise, those who have completed the ‘DP
Knowledge for Technical Staff’ course before the
launch of the DPVM scheme (no more than five
years before applying) are not required to complete
any shoreside training elements.
In both cases, applicants will still need to
complete all requirements for Parts 2 and 3,
including the on board experience and tasks. All
applications for the grandfathering clause will be
examined on a case-by-case basis.

Making an application
Applications to the scheme will be accepted from
1 March 2021. Prospective applicants may begin their
Applicant must
complete missing Does the applicant meet training from this date.
elements as the requirements? The NI’s Qualifications team will engage
NO
appropriate with trainees, companies, training providers and
other relevant parties throughout the training
and assessment process to ensure the smoothest
YES application – and clearest interpretation – of the
scheme requirements. The scheme will of course be
carefully reviewed, and will be subject to continual
Certificate issued development and refinement as any potential hurdles
are encountered.
The NI very much looks forward to welcoming a
whole new suite of technical staff into its network,
and hopes to engage more with those individuals in
other areas of professional and personal development
The whole scheme is designed to be completed in the future.
within two years. This helps ensure recent experience
is fresh at each stage Full details are set out in The NI DP
Accreditation and Certification Standard 2021,
Vols 1 and 2. Please contact acc@nautinst.org for
more information.

12  |  Seaways |  February 2021 Read Seaways online at www.nautinst.org/seaways

 Feature: Soft skills – mental models

Soft skills – Mental models

Being able to develop, adapt and share accurate mental models is a key soft skill
for navigation officers

mental models between those on the same ship, on different ships, on

Tom Feakins MNI on the ship and the shore (see for example UK MAIB report I 28-2018
Eversmart Alexander).

O
In 2017 Imset and Øvergård researched the similarities and
ver the last 20 years, technology has changed our world in
differences in mental models between Deck and Vessel Traffic Officers.
unimaginable ways. The maritime industry may not always
They found many similarities between the two, but were concerned
have been at the forefront of technical change, but it has
by differences in perception of the impact of local traffic, challenging
nevertheless ridden the wave of these advances, from paper
weather conditions and behaviour of ships.
charts to electronic navigation, general digitalisation, and IT use on
The first stage in dealing with potential conflicts between different
ships and ashore. On the bridge and in the engine room, seafarers have
mental models is to fully understand what our own models are, the
developed an acute awareness of how humans interact with technology.
importance of adjusting them to different situations, the factors that
Often, this is stimulated by what has happened in other sectors such as
influence them and finally what we can do to improve them. Only
the airline industry.
once we fully understand our own mental models can we consider
Why soft skills matter how to best align them with others. At the very least, we can try to
Learning to interact with and make the most of technology is not understand the models used by another team or vessel, or how others
purely a question of technical knowledge, however. It is often pointed may interpret a situation differently to the way we do ourselves.
out that humans are the weak link in any system, and that our
Changing mental models
performance is influenced by fatigue, stress, cognitive overload, and
Our mental models need to change to match the situation. A
numerous individual traits. Recognising and dealing with these factors
navigation officer may have a good mental model of traffic avoidance
(sometimes referred to as Human Performance and Limitation) is one
in ocean navigation with only one other vessel nearby, but when
of many soft skills that are just as important for the modern seafarer as
navigating in a narrow channel or a TSS this mental model needs to
technical ability. By strengthening these soft skills, we can make any
be adapted. Reactions need to be sharper and actions may need to be
system more resilient to errors. These skills are gradually forming a
more acute. It would not be appropriate to have the same mindset for
more and more important part of initial training and, now, Continuing
collision avoidance in open water as that required when in restricted
Professional Development (CPD) courses.
waters or indeed a busy Traffic Separation Scheme.
Knowing how to develop and work with mental models is a key part
Similarly, a pilot must utilise different mental models when piloting
of this skillset. And like any skill, it can – and should – be worked on
a cruise ship or cargo vessel, to when they are piloting a jack up rig
and improved.
with three tugs (see below).
What are mental models?
A mental model is a framework or concept used to interpret what is
going on around us. In simple terms, mental models are how we think
about a situation. They can be seen as a way in which we make sense
of things. This is not only applicable to navigation of a ship, but also
many other situations, such as driving a car, interpreting the most
advantageous move in a chess game, or gaining ground or an advantage
in a sport.
Mental models are affected by personal biases (prejudices) and
experience, the environment, the team around us and the ship (or
other system) we are operating. When navigating we use mental
models regularly, to understand and react to, making decisions based
on information and the dynamic environment. Mental models are
important to improving what can be termed situational awareness.
Shared mental models
A Seaways article published in June 2018 discussed the importance
of shared mental models on the bridge when navigating in a narrow
channel. If shared mental models are important, it follows that there
is also a problem where they are not shared.
Accident reports often discuss how conflicting or misaligned mental
models contributed to incidents. This might be due to conflicting Credit Captain P Taylor

Read Seaways online at www.nautinst.org/seaways February 2021  |  Seaways  |  13

Feature: Soft skills – mental models
Being able to dynamically shift mental models as the environment
changes is the ultimate test. For example, when berthing, an increase
in wind speed or change of wind direction will affect the vessel’s set
and drift (dependent on windage area), therefore certain risks may
increase. Being alert to those external influences on the mental model
enables the navigator to alter course to compensate, then conduct a
dynamic risk assessment. Some of these influences are shown in the
diagram below:
Improving mental models
Developing mental models is a skill. Like all skills, it can, and must
be continually improved. With a broader understanding of mental
models, and especially with the ability to use more than one, we can be
more aware of the situation we are in. Key elements of this skill are:
OUT NOW
Passage Planning Guide
Straits of Malacca and Singapore (SOMS)
(PPG – SOMS 2021 Edition)
This comprehensive guide contains the latest
navigational guidance and practical advice for the region
including details of traffic hotspots, Straits Pilot Services,
TSS and VTS information.
£295
(
( ƒ
(
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1. Understand and interrogate
Understanding the people, equipment, operating systems, and the
vessel you are on is vital. To develop a fully effective mental model, we
need not only to understand what these components can do, but also to
fully interrogate the equipment’s constraints and limitations. Likewise,
understanding the skills (and limitations) of those team members
around us can also hone how mental models are developed.
2. What If?
Failure to change or adapt mental models may lead to a situation
escalating. One factor which guards against escalation is to think or
two, or even three steps ahead, to how situations could develop. By
asking ‘what if?’, we can simulate environmental, systems or other
variables changing. For example: what happens if we black-out in the
narrow channel? Are the anchors cleared and if so, what submarine
cables have been identified on the passage plan?
3. Communication
Communication takes many forms. At the most basic level, it can be
divided into verbal and non-verbal. On modern vessels it is seldom the
case that a vessel is crewed entirely by people of a single nationality.
In understanding more about how different cultures deal with power,
individualism, and conflict we can gain a greater understanding of how
people may behave in a situation as it changes.
Further reading
Mental models: a theoretical overview and preliminary study Lynn
Westbrook. Journal of Information Science 2006; 32; 563.
Atomic habits James Clear 2018.
Cultures and Organizations: Software of the Mind Hofstede &
Hofstede 1991.
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info@witherbys.com +44 (0)1506 463 227 witherbys.com Navigation House, 3 Almondvale Business Park,
Almondvale Way, Livingston EH54 6GA, Scotland, UK

14  |  Seaways |  February 2021 Read Seaways online at www.nautinst.org/seaways


The Master’s Statement
of Facts
What should be included, and more importantly excluded, in the Master’s statement of facts?
Ian MacLean AFNI
Partner & Master Mariner, Hill Dickinson Singapore
T
he Master’s Statement of Facts (SOF) is one of the most
commonly requested documents in the early stages of a
casualty, particularly a major casualty where there is likely
to be high value litigation.
Various entities may demand the Master produce one, including
the local authorities, charterers, cargo interests, property insurers, loss
of hire insurers etc. Not all of these parties are necessarily entitled to
an SOF immediately following a casualty, or indeed at all, although
a failure to cooperate with local authorities specifically may result in
a delay to the vessel and possibly, in due course, action being taken
by them.
In the case of a significant casualty, where possible, the Master
should always take advice from the owner/manager, who in turn
should liaise with the P&I Club, other insurer or legal adviser as
to the contents of the SOF.
Simplicity and brevity are key
Simplicity and brevity
Once issued, an SOF stands as a record of the casualty. As a matter
of general practice, with very few exceptions, any party the owner is
in litigation with as a consequence of the casualty will have the right
to view the original version of the SOF as issued, and any subsequent
versions. Should a dispute arising from the casualty go all the way to
court, a Master may be questioned in the witness box on the contents
of the SOF.
Errors and misstatements in the original SOF can later be
corrected, for example by a Master’s witness statement prepared with
the assistance of a lawyer where the Master identifies and explains
incorrect facts. However at trial, cross-examining counsel is likely to
take time to ask the Master why the original SOF was incorrect or
ambiguous and seek to undermine the credibility of the Master as a
witness in the eyes of the court for that initial inaccurate content. The
shorter the SOF is, the less opportunity there is for error or ambiguity
that will later require clarification. Simplicity and brevity are key.
Avoid: causation and explanations
In addition, it is preferable to avoid any potentially prejudicial content
that could be used against the owner, or that could open up lines of
inquiry to an opponent. For this reason, at this very early stage, until
a full investigation has been undertaken, the safest approach is to
Read Seaways online at www.nautinst.org/seaways
Feature: The Master’s Statement of Facts
confine the SOF to being a record of what happened and where it
happened. The SOF should not address the cause of the accident, the
performance of individuals or equipment.
Comments relating to the ‘cause’ of the accident such as why it
occurred, how it occurred, what went wrong, what equipment failed
and who made decisions or gave commands prior to the accident that
played a role in its occurrence should be avoided if possible. The
initial SOF is not the occasion to be providing explanations or offering
defences.
The content checklist
Ideally, in a significant casualty, the club/legal advisor should review
the content of the SOF before it is finalised. Each case will of course
turn on its own facts as to what is appropriate and there can be
no absolute rules for all eventualities. However, in the absence of
compelling reasons to do otherwise, the following guidance should
assist in drafting an SOF for a major casualty:
1. It should be a chronological list of facts. Numbered paragraphs
assist in providing structure.
2. Keep it short and brief. It is better to be asked to provide further
information than to provide too much information at the first draft.
3. Do not address causation (the reason the accident occurred).
4. Except for identifying an injured crewman where it is relevant to
do so, (landed ashore for treatment for example), do not identify
crew members who witnessed the incident or were involved in the
incident.
5. Do not identify the individuals on duty at the time of the incident
or where they were.
6. Do not provide details about orders or instructions that were given
or who gave them, or suggest that they were not properly executed.
7. Ideally, include only times that can be independently verified from
automatic time stamps such as the telegraph logger, engine room
alarm log, fire alarm etc. If necessary, use times that have already
been recorded in the log book or movement/bell book.
8. Do not guess at the time an event occurred if such a time can be
determined from the voyage data recorder (VDR) and the VDR
has not yet been reviewed. It is acceptable to describe events
chronologically without giving times for every event.
9. Do not speculate, offer opinions, perform what-if analysis, explain
what equipment issues occurred (if they did) or why etc.
10. Do not insert any narrative about risk assessments, permits to work,
completion of checklists, procedures that were or were not followed
etc.
11. Do not address resource deficiencies, crew competence, defend/
justify your own, or other crew members’ actions/decisions. Resist
the temptation to ‘explain’. There will be plenty of opportunity
later to do this in a structured and measured way, with reference
to the appropriate supporting evidence, when preparing formal
witness statements.
February 2021  |  Seaways  |  15
Feature: The Master’s Statement of Facts
12. If in doubt, leave it out. Experience shows that, even in a major
casualty, an initial half page chronology has been sufficient to meet
the needs of those seeking an SOF.
Naturally, the above is also good advice for any crew member asked
to draft their own statement relating to the incident. Where possible
following a major casualty, such statements should only be drafted
once the owner/manager and/or the club have sent someone to the
vessel to assist.
Port and Flag State Accident Report Forms
Following a major casualty, the Master is likely to be required to
complete an accident report form for the flag state of the vessel and
possibly for the jurisdiction where the accident occurred. Frequently,
there will be a statutory requirement to complete this exercise within
a specific time. Commence work on these documents as soon as
workloads permits so that there is sufficient time to send the drafts
of these forms to the owner/manager before final submission. They
can then take further advice as necessary. Many owner/managers will
require that such completed forms are routed through the office in any
event.
The forms typically follow a box format with specific targeted
questions. However, there will usually be a statement box for the
Master to provide his own narrative. The guidance given above for the
SOF can be followed in the preparation of this free-form narrative.
A common difficulty arises with the questions ‘What was the cause
of the accident?’ or ‘What in your view should be done to prevent the
accident recurring?’
It may be some time before these questions can be addressed with
confidence and it is unlikely that they can be answered in the first few
days. An initial answer that can be used for both of these questions is
‘Under investigation’. Should the authorities require further details
they will follow up with their own queries.
BOOK OF THE MONTH:
The Nautical Institute
on Command
This book is a valuable reference for Masters
throughout their career. It also gives aspiring
chief officers an insight into the skills and
abilities they would need to bring in order
to be a successful Master.
Captain Robert McCabe FNI
Past President, The Nautical Institute
Order from: pubs.admin@nautinst.org by the end of February
16  |  Seaways |  February 2021
Sea Protests
We are considering here the sea protest prepared by a Master and
then sworn before a notary public to make a record of, say, heavy
weather damage encountered on the voyage, or presented to the
Master of another vessel following a collision, holding the other vessel
responsible. This does not address protests such as those typically
exchanged at the end of cargo operations to address issues such as
under-performance or shortages.
As a matter of English law, such protests are not required. However,
this is not the same in all jurisdictions and local advice should always
be taken. For example, in some jurisdictions, it is a prerequisite to note
protest before general average can be ‘declared’.
In general, in the absence of advice from a local lawyer, or from the
owner’s club to prepare a protest, sea protests are not recommended.
They do little to strengthen a case as it stands and the risk arises of
including prejudicial or inaccurate content which later needs to be
corrected. That said, if a protest is prepared, then the same guidance as
governs the SOF above applies to the protest. The one difference is that
if, for example, there has been heavy weather that has caused damage,
this needs to be mentioned, but only in general terms.
Fair winds, calm seas and, as always, it is to be hoped that the above
is only ever of academic interest.
The advice is provided in the context of English law, and comes
with the usual caveat that the article serves to provide context only.
The primary source of guidance for a Master should always come
from the owner/manager of the vessel and the written procedures
in place that govern the vessel’s technical and commercial
operation. As always, if in doubt, pick up the phone to the office!
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Providing learning through confidential reports – an international co-operative scheme for improving safety

Mariners’ Alerting and

Reporting Scheme
MARS Report No 340 February 2021

MARS 202108 Given this information, and assessing that there was an imminent
risk of collision, the OOW told the lookout to take hand-steering and
Unsafe safety lines to apply 10° of port rudder. Further port rudder was put on shortly
Î A pilot brought a large bulk carrier alongside. Once berthed, he afterward to increase the closest point of approach (CPA) from the
descended to the main deck for disembarkation. The crew were in periscope. The OOW alerted the Master, who came to the bridge
the process of rigging the gangway which was now swung out and immediately. About 45 seconds later, with the submarine’s periscope
some 15 metres above the wharf. The pilot saw two crew members on passing close to starboard at about 6 knots, the ferry was brought to a
the gangway with safety harnesses on, but the safety lines from the steady heading.
harnesses to the ship were not secured to a strong point. Instead, they
were being held in the hands of other crew members on deck. All of the
safety lines appeared in poor condition (see photo) and would probably
have failed if any load had come on the line.
The pilot immediately protested to the chief officer and Master and
corrections were made. The issue was reported to the local maritime
safety authority as a safety and crew competence issue.

Submarine periscope as seen from ferry

As it turned out, the submarine’s command team had made several
errors that each contributed to the close quarters situation. The
approach speed of the ferry was under-estimated (taken as 15 knots
instead of 21) and the ferry’s range was overestimated. Both of these
errors contributed to another critical error on the part the submarine’s
command team to remain at periscope depth instead of deep diving
out of harm’s way.

Lessons learned
O Every mariner has a duty to report unsafe conditions. In this case a
pilot spotted some obvious unsafe conditions and made a proper
report to vessel and shore authorities.

MARS 202109
Close call with a submarine
As edited from MAIB (UK) report 13/2020
Î A fast ferry was underway at near 21 knots when the lookout saw a
submarine periscope at close range on the port bow. He immediately
alerted the OOW, who observed from the periscope’s wake that the
submarine was crossing the ferry’s bow from port to starboard.

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Providing learning through confidential reports – an international co-operative scheme for improving safety
Lessons learned
O This close call illustrates the importance of keeping a sharp lookout.
Had the ferry’s lookout not spotted the periscope, a high speed
collision with the submarine was a distinct possibility.
O Turning to port to avoid a collision with another vessel on your port
side is usually not the best choice of manoeuvres but given the speed
of closure between the two vessels in this instance (27 kts), their
respective positions and the good visibility, it proved to be the right
one.
MARS 202110
Fingers crushed
Î An engine room crew member was in the vessel’s workshop when
he spotted an unsafe condition. One of the pipes stowed against the
workshop bulkhead was protruding out sideways from the storage
support.
He attempted to rearrange the misplaced pipe, but as he was doing
so, another pipe stowed above slipped from the pile and crushed his
index finger against the pipes below. Upon removing his gloves, the
crew member found the fingernail had sheared off along with the skin
from the index finger. He received first aid and was put on rest routine.
Lesson learned
O It should be second nature for crew to carry out on-site risk
assessments to avoid unnecessary injury while accomplishing tasks:
the mundane as well as the extraordinary.
O Seek assistance from fellow crew members for tasks involving lifting
or shifting of heavy weights.
MARS 202111
Negative pressure in cargo tanks
Î In the early morning hours a tanker docked to commence unloading.
Contrary to port procedures and best practices, there was a negative
pressure in the cargo tanks of about 270 mm/wg. This was corrected
by the addition of inert gas from the inert gas system (IGS) before
unloading commenced. Unloading then proceeded without incident
and once empty the vessel departed.
The company investigation found, among others, that;
During the vessel’s approach to the berth, which lasted for about
2.5 hours, a constant rain was falling. This accelerated the cooling of
the cargo and reduction of its volume, and hence the pressure inside
the cargo tanks.
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18  |  Seaways |  February 2021
Although the IGS alarm sounded at the time of the low pressure, the
crew were otherwise engaged in the tie-up procedures, and did not
appreciate the rate of the pressure drop.
Lessons learned
O On a vessel you can sometimes be faced with conflicting priorities. By
keeping your situational awareness you will be in a better position to
react accordingly.
O This incident shows the importance of investigating close calls of
all kinds. Find out why something happened in order to introduce
corrective action so it doesn’t happen again.
MARS 202112
Tug order mix-up
As edited from TSB (Canada) report M19P0020
Î A container vessel was inbound to berth under pilotage in the early
morning, in darkness and light winds. Two tugs were secured fore and
aft on the port side well before arrival. As a memory aid, the pilot had
the tugs positioned alphabetically along the vessel’s port side, securing
‘F’ tug forward and ‘H’ tug aft. The pilot was conning the vessel from the
starboard side of the bridge and was gradually reducing speed.
The approach to the berth was as expected for a very large and wide
vessel; nearly parallel to the dock at about 10 metres off with a speed of
approximately 1.3 knots. There were no significant effects from the ebb
tide. With approximately 200 metres to advance, the pilot ordered the
engines dead slow astern in order to reduce speed to less than one knot.
In anticipation of the stern moving towards the berth due to the
astern engine order, the pilot in error requested ‘F’ tug (forward) to back
up on the line and take up the strain. As tension came on the line, the
vessel’s stern started moving towards the berth. The pilot ordered ‘F’ tug
to increase power to maximum and ‘H’ tug (aft) to push maximum. This
error in tug orders resulted in the vessel’s stern pivoting rapidly toward
the berth, the exact opposite of the intended action.
The Master attempted to alert the pilot to what was going on. At the
same time, the pilot ordered the bow thrusters full to starboard, the
engines dead slow ahead, and the helm hard to starboard. However,
with the tugs still operating at maximum power in the wrong direction
there could be no stopping the pivot. With the vessel now at an angle
of about 10 degrees with the berth, the flared stern struck the quay and
made contact with one of the shore cranes which collapsed inwards
toward the terminal, the boom falling onto the vessel.
Although ultimately the allision was caused by human error, the
investigation also found that there has been an increase in the size
of container vessels berthing at the port over the last decade, and no
corresponding upgrades to the terminal such as more appropriate
fenders.
Read Seaways online at www.nautinst.org/seaways
Lessons learned
O If effective bridge resource management (BRM) is not maintained
by bridge teams, including pilots and tug Masters, there is a risk that
errors will go uncorrected and cause unwanted consequences.
O Some port infrastructure has not kept up with increases in vessel size
and mariners should be aware of these inconsistencies.
QEditor’s note: In this incident, the pilot actually made an effort to
avoid tug order mix-up by assigning them alphabetically forward to aft,
yet he nonetheless committed the very error he was trying to avoid. The
bigger question would appear to be why hasn’t the industry adopted
the simple method of addressing ‘forward tug’ and ‘aft tug’ during
manoeuvres? Not only would this nearly eliminate tug order error, it
would also have the advantage of allowing the bridge team to better
visualise and understand the movements and help correct if necessary
(ie effective BRM), provided the tug orders are given in English.
MARS 202114
Finger crushed in windlass
Î A vessel was proceeding to anchor and some deck crew were
forward at the windlass. One of the deck crew was removing the
gear lever pin while another crew operated the hydraulic lever.
Unfortunately, the victim’s fingers were not clear of the lever pin as he
withdrew it, and a finger got trapped in the space between the gear and
frame, requiring first aid.
The company subsequently re-engineered the pin with a simple eye
on top, enabling the pin to be removed from top of the lever without
the operator putting their fingers between the lever and frame. This
improvement was applied to all similarly equipped ships in the fleet.

MARS 202113
Soot blowing causes deck fire
Î A vessel had just left dry dock and was underway to another port
for bunkering. In the late afternoon, a fire broke out on the poop deck
in the area used for garbage collection. Within minutes the fire party
mustered and was able to extinguish the fire without further incident. Finger crushed New Pin
The company investigation found that a quantity of combustible
material, such as craft papers and plastic covers used to protect the Lessons learned
ship’s alleyways while in dry dock, had been left on deck and not O Hazards in plain sight once again – and a simple solution to reduce
secured in closed containers. A soot-blowing procedure was undertaken risks was seen only after the incident. Why not take a walk around
while underway, and it is probable that hot embers ignited the loose your ship with ‘new eyes’ and see if you can spot some hazards in
garbage. plain view?
O Good communication and job hazard awareness are needed while
Lessons learned operating machinery, whether alone or as a team.
O Loose garbage is always a hazard,
for fires but also for safety and
cleanliness.
O Certain activities, such as dry dock,
can leave inordinate amounts of
waste on board. Proper planning
can alleviate this hazard.
O Soot blowing can introduce fire
hazards on deck and company
procedures should take this into
account.
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Mooring alongside –
operational safety
There are too many mooring accidents. It is worth making sure everyone involved
is aware of the basics.
Captain Michael Lloyd FNI
T
he process of mooring alongside will vary from port to port,
from well-organised to haphazard depending on both the
management of the port or terminal and that of the ship.
It therefore follows that the responsibility of safety during
mooring operations involves both port and the ship.
The key factor that determines whether a ship berths is the weather,
added to by pilotage and tug availability, sea or air draft limitations
which are tidal dependent, and the position of the berth in the port.
All efficient ports will have a wind factor/berthing criterion that will
vary depending on the weather, current, draft, and wind exposure
in each case.
To berth or not to berth?
Prior to any mooring operation, a risk assessment should be made,
taking into account:
O The type, quality, number and condition of the lines;
O Wind force and direction;
O The position of the berth and if sheltered or open;
O Tug availability;
O Draft and current;
O The availability of deck ratings;
O The manning of the shore mooring gang;
O The advice of the Pilot.
Problematic situations
The most problematic occurrence is when the weather conditions
are just on the borderline. In such cases, especially when the port is
not a regular call for the vessel, the advice of the pilots is of critical
importance. Be aware that pilots, too, may well be in a difficult
situation and subject to commercial pressures being exerted on them,
especially when they are employees of the port. Should the port and/or
pilots recommend that berthing is feasible, while the Master’s instincts
say that the berthing could be problematic, this places the Master in
a difficult position. Add in the agent’s encouragement and the Master
in most cases has little choice but to attempt a berthing despite their
misgivings. As none of the advisors have any responsibility if things
go wrong, the Master should attempt to have their expressions of
reassurance sent on emails.
Manning
When the wind is blowing strongly off the berth, it may be necessary to
put out more than one line simultaneously, both forward and aft. If two
lines fore and aft are to be put out at the same time, this will require
additional crew, winch operators and at least one additional officer.
Read Seaways online at www.nautinst.org/seaways
Feature: Mooring alongside – operational safety
This is without taking account of the springs, that in any current
conditions, such as a berth in a river, are essential in holding the ship
in position, and this will require even more crew.
IMO resolution A.890 (21), The Principles of Safe Manning, states
that the manning should be such as to meet peak workload situations
and conditions. Mooring is exactly such a situation, but too often
owners or ship managers ignore this. Too often, only one line can be
put out at a time, with all the heaving strain placed on this line. There
are also cases of the officer in charge assisting with the line handling
instead of supervising. To compound the problem, untrained engine
crew are sometimes used to supplement deck ratings. This is a recipe
for an accident.
If there are insufficient deck crew available for a correct and safe
mooring operation, then it is essential that the pilot is advised of the
situation as further tug assistance may be required.
The situation ashore
The port has responsibility for the mooring gang. As with ships, there
is a serious problem with training – or the lack of it. Increasingly, ports
lack adequately trained personnel for the mooring gangs, instead using
stevedores.
Too often, there are not sufficient personnel to take both the fore and
aft lines simultaneously. Instead, the same personnel are used to secure
the ship both forward and aft, moving between the two ends of the
ship. This causes delays in the securing of the lines.
In windy conditions, difficulty can be experienced in holding the
position of the ship with lines secured at only one end, requiring tug
assistance to hold the ship in position. In such situations, the use of
anchors should be considered, in consultation with the port and the
pilot.
Bollard load and position
In many ports, the position and safe working loads of the bollards has
not kept pace with the increase in size of ships.
The positioning of the shore bollards, which may date back to an
era when ships were far smaller, frequently gives rise to concern. It can
result in headlines acting as breastlines or even, in the worse cases,
springs, affecting the holding position of the ship alongside the berth.
The increasing height of the mooring decks above the jetty increases
the angle of the mooring lines. This in turn applies a greater upward
pulling force on the bollards, often a force that they were not designed
for – especially given that modern winches and windlasses have far
greater pulling power than was available when those bollards were
installed.
On top of this, many bollards have been cemented in for decades,
painted on top and rusting below. This has led to cases of bollards
being pulled out of jetties. Bollards on wooden jetties should be
regarded with suspicion.
February 2021  |  Seaways  |  21
Feature: Mooring alongside – operational safety
The mooring lines
The strength and capability of mooring lines has improved over recent
years, but the variety of lines on offer also brings certain concerns.
Too many lives at sea are lost by the abuse of wires and ropes
and the failure to inspect and replace defective items. It is therefore
essential that those on board responsible understand the capabilities
of the cordage on board, especially the mooring lines.
Friction sleeves can be made from canvas or even purchased from
shore, and the use of these on eyes and for fairlead easing can assist in
the longevity of the mooring lines. The free movement of the fairlead
rollers, if fitted, can be very useful for this purpose.
All mooring lines should be inspected for damage at regular
intervals.
The question of replacing of mooring lines strictly by age is
problematic, among other reasons because the wear of a line is
dependent on the trading pattern of the ship. A ferry uses its mooring
lines constantly, whereas VLCCs or VLBCs use their lines far less.
There is a school of thought that mooring lines should be replaced
when the strength of line reaches 75% of the minimum breaking
load of new, dry mooring lines for which a ship’s mooring system
is designed. However the only way to check this is to test a line to
destruction – not to be encouraged!
Mooring the ship
Synthetic rope should always have more turns put on bitts than natural
fibre rope as the friction ratio is less and it can therefore slip more
easily than natural fibre. While you should always keep well clear of
all rope under strain, nylon rope in particular must be treated very
carefully because the rope may stretch up to 50% of its length before
breaking, resulting in severe backlash.
Ships have to make do with what bollards exist for the lines, which
may govern how many lines can be put out and the length of lead, all
of which can dictate the movement of the ship while alongside.
Be aware of the state of lines, bollards and the quay
22  |  Seaways |  February 2021
There is a tendency to lead the head and stern lines out as far as
possible. In actuality, the best place for these are slightly ahead and
astern of the breast lines. Leading them out too far increases their
elasticity, especially with synthetic lines.
Load distribution
The standard rule for load distribution is that the mooring lines
should be arranged as evenly as possible based around the midsection
of the ship.
Ideally, it makes sense that when lines are put out, they should
all be the same construction and material but, owing to the general
replacement cycle which depends on condition rather than scheduled
time and ships changing hands with existing lines to new operators
with a preference for different ropes, this is often not possible. In this
case, at least those lines working in the same direction should be the
same. Each head and stern line should be similar, then the breast lines
and then the springs if they are doubled up. In this way, the strain will
be divided equally between the lines, provided that they are equal in
their tightness.
Snap back zones
Synthetic rope all have a considerable degree of flexibility, which
means that when they break there is a considerable snapback due to
stored energy being released. While the intention of marking snapback
zones was good, they led to a false impression that there are safe areas
on the mooring station. They are now considered counter to good
practice. There are no safe areas.
The whole mooring deck should be considered as a dangerous zone
with snapback risk, and a warning should be posted before the mooring
stations to warn crew of the inherent risk. The factors involved – the
mix of ropes of differing ages and condition; the varying angles of lead
and amount of rope paid out; the direction and strength of wind; the
power of the tugs – are too numerous and variable to allow for any
prediction in even one port, never mind the many ports that may be
involved.
Read Seaways online at www.nautinst.org/seaways
 Feature: Mooring alongside – operational safety

The mooring station officer If it is seen that the stress being put on a mooring line that is made
Under no circumstances should the mooring station officers or fast is too great, then the mooring station officer must clear the mooring
persons in charge undertake any operation that would distract them deck until the situation is resolved.
from their principal task; that of overseeing the entire operation and Note damage to ropes (shocks, squeezing, etc) and keep mooring
communication with the bridge. rope log.
The mooring station deck must be clear of debris and oil. At night
On the bridge
all parts must be well lit but attention should be paid to ensuring that
It is essential that the mooring stations are informed of any intended
floodlights do not blind the people working on the tugs.
engine movements while the lines are being run out, especially aft, as
It is important to hold pre-mooring and unmooring meetings with
mooring ropes and propellers do not mix.
the person in charge of the mooring stations. Improper leading of lines
The order to make fast should follow the advice to the mooring
is a frequently seen problem.
stations of ‘ship in position’. Where tugs are used, the Pilot and the
All the mooring party must be wearing PPE. Ideally, this should be
Master must agree as to when they should be let go. This order should
listed in a PPE chart that is prominently posted in the ship’s alleyways
not be given until both mooring stations are satisfied that enough lines
and/or mooring stations
are secured. Regardless of the port requirements, the tugs should not be
Communications must be tested prior to the mooring operation.
let go until the ship is completely satisfied that the ship is well secured
The mooring station officers should position themselves where they
alongside.
can see all lines being put out and within sight of the winch operators.
No lines should be made fast until ordered by the bridge.
It is essential that the bridge advises the mooring stations of their
intended movements and mooring line requirements.
Equally, the mooring station officers must keep the bridge constantly
advised as to the state of the mooring operation, the lines being sent
away and the strain on any lines made fast. For further discussion of mooring issues, please see ‘Making
If unskilled crew are employed on the mooring station, the mooring mooring safer’, Seaways September 2020, and the associated
station officer should ensure that they are kept well clear of the webinar, available on The Nautical Institute’s Youtube channel.
mooring lines.

MICROLEARN PLATFORM BEING WITHDRAWN

Due to circumstances beyond the Institute's control we

regret to announce that the MicroLearn learning platform
will be withdrawn with effect from 15 February 2021.
We are working hard to identify an alternative platform.
Should you need to download certificates for MicroLearn
courses you have already taken please do so before
15 February. Thank you for your patience and understanding.

Read Seaways online at www.nautinst.org/seaways February 2021  |  Seaways  |  23

Feature: Lookout – the boring basics
Lookout – the boring basics
Understanding the regulations – not just Colregs, but SOLAS and STCW – is essential to keeping
a good lookout
Captain Yashwant Chhabra
Sr. QHSE Superintendent, Anglo-Eastern Ship Management Ltd
K
eeping a proper lookout is the basic principle of navigational
activities. Unfortunately, failure to do so is usually the
leading critical element in root cause analysis of navigational
accidents. Flag administrations and other expert bodies
continue to highlight that keeping a good lookout is paramount for safe
navigation – and yet, the list of incidents attributed to failure to keep a
proper look-out seems never-ending.
A decade ago, an analysis of accident reports published by the UK
MAIB (Marine Accident Investigation Branch) concluded that:
O 65% of vessels involved in collisions were not keeping a proper
lookout;
O 33% of all accidents that occurred at night involved a sole
watchkeeper on the bridge;
O On 19% of the vessels involved in the collisions, the bridge
watchkeeping officers were completely unaware of the other vessel
until or, in some cases, after the collision.
The problem persists to the present day. In July 2020, the Australian
Maritime Safety Authority (AMSA) issued marine notice no 06/2020
on ‘reducing the risk of collisions at sea,’ stating that the focus must
be on ‘maintaining a proper lookout’. In the same month, Hong Kong
SAR issued a marine notice following an incident in which eight
fishermen were reported missing. Here, too, the main contributory
factor was identified as failure of lookout according to the requirements
of both Colregs and the STCW Code.
The four Ls
Of the four ‘L’s linked to safe navigation, Lookout has always been the
first, the others being Latitude, Lead and Log, denoting position, depth
soundings and speed respectively. Positions are now available on the
go, lead lines have been replaced by echo sounders and speed logs are
now electronic, electromagnetic, doppler or even satellite based. But
the basic principles of safe maritime navigation – and proper lookout –
remain unchanged.
Rule 5 of the Colregs is quite clear that look-out, for the purpose of
preventing collisions, means maintaining:
O Proper look-out by sight and hearing as well as by all available
means;
O At all times;
O To make a full appraisal of the situation and of the risk of collision.
Colregs Rule 7 sets out how to determine ‘risk of collision’. This
should be applied in conjunction with paragraph 43 of the STCW
Code-A section VIII/2, which is not so well known.
The moment continuity of sight and hearing is broken, a proper
look-out according to the terms of the Colregs is no longer being
maintained. The STCW Code has the same requirements.
STCW Code A-VIII/2 has many requirements for maintaining
lookout; mostly in paragraphs 14, 15, 16, 17, 18.1, 20, 24.1, 24.2, 35,
24  |  Seaways |  February 2021
42, 45.2, 46 and 51.3. Among other things, it clarifies by implication
that during the hours of darkness an OOW cannot be the sole person
on lookout. Similarly, a person doing hand steering shall also not
be considered a lookout. Both these requirements must be known,
understood and complied with.
Critical failure points
Given that maintaining a proper lookout is so fundamental to the
safety of navigation, why is it so often a point of failure? A few points to
consider:
1: Adapting to the strict lookout regime is not easy. A youngster
transfers from shore life to sea, and works their way up from trainee to
officer in charge of the navigational watch (OOW). At this point, they
are isolated on the bridge. It takes time and experience for the extreme
responsibility of navigation to sink in. The young mind may not fully
appreciate the critical importance or the prime function of continuous
and uninterrupted lookout.
Peering out of the bridge windows in pitch darkness, deep in the
open sea, sometimes looking at nothing except the ghost of darkness all
around, is indeed a boring task. Gone is the world of mobile phones,
internet and scores of communication channels. The change of
mindset needed to adapt to this new environment is a challenge.
Having said this, mobile phones on the bridge are a matter of serious
consequences – ironically, whether or not they are actually in use. It
is alleged that a recent grounding in the Indian Ocean was due to the
crew on the vessel searching for a mobile signal. The circumstances of
the accident highlight substandard situational awareness as well as the
failure of lookout.
2: Over reliance on or blind acceptance of information generated
by the array of electronic navigational equipment tends to create false
confidence. These are navigational aids and should not be relied on
blindly. It is important to have a full appreciation of their capabilities
and limitations, as clearly stated in para 36 of STCW Code A-VIII/2.
For example, there is an overemphasis on use of speed through water
on an ARPA for collision avoidance. When navigating in coastal waters,
especially between anchored vessels or fixed navigational aids, this may
be counterproductive as the predicted data can be misleading. Speed
over ground would be a better choice at such times. The UK MCA’s
MGN 379 explains this well.
3: The pressure of clerical tasks, some not even related to
navigational watchkeeping, causes distraction from prime navigational
functions including maintaining continuity of lookout. Over the years,
more and more administrative activities have shifted onto the shoulders
of deck or navigating officers and they in turn try to complete them
during routine watchkeeping. This might be filling records, completing
forms, logbooks, checklists and making multiple reports to owners,
charterers, agents, managers, coastal states and so on, or sorting out the
provisions, radio or wages accounts.
4: Improper knowledge. Not understanding the requirements,
including those in the ISM Code, clearly leads to their improper
application (See box, above right).
Read Seaways online at www.nautinst.org/seaways

Regulatory requirements
Unsatisfactory application of the Colregs and the STCW equivalent
may not be due just to lack of knowledge. It is not the mere
presence of the requirements that matters, but the way in which
they are interpreted and applied.
Correct understanding of the rules is not optional. This principle
should be applied in the understanding and application of any
mandatory rules, regulations, applicable codes, guidelines and
standards recommended for the tasks concerned. In fact, the ISM
Code states that ‘The safety management system (SMS) should
ensure compliance’ with all these (ISM Code 1.2.3).
Regulation VIII/2 of the STCW Convention clearly states that
‘Administrations shall require the Master of every ship to ensure that
watchkeeping arrangements are adequate for maintaining a safe
watch or watches’. This is further amplified in paragraphs 10 and 13
of STCW Code-A section VIII/2.
Further clarification of the Master’s position in this respect is
given in SOLAS-V, regulation 34-1: ‘The owner, the charterer, the
company operating the ship as defined in regulation IX/1, or any
other person shall not prevent or restrict the Master of the ship from
taking or executing any decision which, in the Master’s professional
judgement, is necessary for safety of life at sea and protection of the
marine environment’. This important requirement should be viewed
in conjunction with the ISM Code’s statements that ‘Governments
to take the necessary steps to safeguard the shipmaster in the proper
5: The dilution of lookout over time is an example of what is
sometimes referred to as ‘normalisation of deviance’.
When nothing has gone wrong for a long period, it makes one
complacent and comfortable with applying the regulations in a
rather casual manner. This perhaps explains why, despite training,
experience, and certificates of competency gained through due process,
maritime accidents including collisions continue to take place. All too
often, it is because those on board have become complacent about the
simple but critical act of maintaining a proper lookout.
Possible solutions
Many companies put their officers through intensive refresher training
and assessments on navigational efficacy and a variety of management
and/or leadership courses.
Navigational audits and Voyage Data Recorder (VDR) reviews
have become the norm and some ships now also have cameras with
microphones to verify navigational activities, including by those ashore.
However, these should not be used to control and direct a Master. This
would be quite counter to SOLAS or STCW requirements. Rather,
they should be used to review and improve working practices on board.
Navigators should be trained to be mindful of and not overwhelmed
by the plethora of electronic information from the many sources.
Improved knowledge and application of risk assessment may be the
need of the hour in order to ‘establish appropriate safeguards’, (1.2.2.2
of the ISM Code). In effect, during navigational watchkeeping the
focus should remain on the prime task of navigational watchkeeping
and absolutely nothing else.
Understanding – a worked example
To explain how the construction of a requirement can be interpreted
and analysed, let’s take a closer look at paragraph 32 of STCW
Code A-VIII/2. The key words of the rule are highlighted, then their
interpretation and application are explained. Although long-winded,
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Feature: Lookout – the boring basics
discharge of his responsibilities with regard to maritime safety and
the protection of the marine environment’, (point 2 of the ISM Code
preamble). And ‘The Company should ensure that the Master is –
given the necessary support so that the Master’s duties can be safely
performed’, (ISM Code 6.1).
Clearly, the Master has the full authority and freedom to ensure
safe navigational watchkeeping as a routine. Should there be any
disturbance, the Master can always invoke the ‘overriding authority’
that they should have according to section 5.2 of the ISM Code.
However, Masters are sometimes neither allowed unrestricted
freedom nor given the necessary support, making them vulnerable
to cut corners. Where this is the case, Masters are not able to
‘verify[…] that specified requirements are observed’, (ISM Code
section 5.1.4). Despite this, they remain responsible and under
pressure from the many players for perfect error free performance in
all spheres.
The Designated Person Ashore (DPA) is required to monitor
the safety aspects of operations on board and ensure that adequate
resources and shore-based support are applied, (ISM Code section
4). The chain of responsibility does not stop on board, although
historically ships’ teams form the last line of defence against disaster
– something which has not changed, not yet. The buck still stops
with the Master.
this analysis helps understand how any requirement should ideally be
interpreted. The paragraph consists of two sentences:
‘It is of special importance that at all times the officer in charge of the
navigational watch ensures that a proper lookout is maintained. In a
ship with a separate chartroom, the officer in charge of the navigational
watch may visit the chartroom, when essential, for a short period for the
necessary performance of navigational duties, but shall first ensure that it
is safe to do so and that proper lookout is maintained.’
While not all vessels these days will have a separate chartoom, this
may be taken as implying any place on the bridge from which lookout
is hindered.
The first sentence relates to the duty of the OOW. The second states
where a deviation from the conditions set out in the first sentence is
permissible. The nature of that deviation can be broken down into the
following conditions:
O The OOW may visit the chartroom IF;
O It is essential, AND;
O It is only for a short period AND;
O It is for the necessary performance of navigational duties.
The conditions under which this deviation is permitted are then
specified:
O The OOW shall first ensure that;
O It is safe to do so AND;
O That proper lookout is maintained.
Assuming that all the conditions of the first section have been met,
then the OOW must first ensure that all the conditions of the second
have also been met before entering the chart room.
Failure to meet either set of conditions would be negligence.
February 2021  |  Seaways  |  25
Feature: Lookout – the boring basics

Negligence This conduct is negligence. It is a breach of duty as laid down by the

Considering the above, it follows that if the OOW visits the chart room
when:
O It is NOT essential AND/OR;
O For a long period of time AND / OR;
O It is NOT for necessary performance of navigational duties;
Then the OOW is negligent.
If that visit to the chartroom met all the conditions of being essential,
of short duration and for the necessary performance of navigational
duties, but the OOW:
O Did NOT ensure that it was safe to do so.
Then the OOW is negligent.
Again, even if that visit to the chartroom met all the conditions of
being essential, of short duration and for the necessary performance of
navigational duties, and the OOW thinks it is safe to do so but:
O Did NOT ensure that proper lookout was maintained.
Then the OOW is negligent.
Unless we break the rules down in this way, it may be that few people
will perceive just how strict they are. This is especially the case for
navigators on board, who may satisfy themselves that it is safe to go
to a separate chart room or break the continuity of their own lookout
without ensuring that a proper lookout is maintained while they do so.
STCW Code, even though there may be no adverse impact most of
the time. It is this lack of adverse impact that can lead to complacency
setting in.
A full appraisal
When Rule 5 states that ‘Every vessel shall at all times maintain a
proper look-out by sight and hearing as well as by all available means
appropriate in the prevailing circumstances and conditions’, the term
‘appropriate’ can be applied in many ways. While the ‘crow’s nest’ has
faded into history, at times it may be best to maintain lookout from
the external bridge wings, depending on the circumstances. The final
objective, again as per Rule 5, is always ‘to make a full appraisal of the
situation and of the risk of collision’.
A proactive or prescient approach to navigation should be the goal
for all on board, with full support from those ashore.
Everyone involved should be guided by the basic principle set
out in the preamble of the ISM Code: ‘The cornerstone of good safety
management is commitment from the top. In matters of safety and
pollution prevention it is the commitment, competence, attitudes and
motivation of individuals at all levels that determines the end result’.
Yashwant Chhabra started his sea career in 1976, and since 1993
has alternated between shore-based and sea-going jobs. Between
2016 to 2018, he sailed as Master on gas and petroleum tankers.
He recently filled in for two months as OOW on a brand new
VLGC due to a Covid manning emergency.

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accident or near miss?
Help keep others safe by
sharing what you learnt
from the incident

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Viewing technology
as a passive object or
instrumental – that is,
as a ‘tool’ for the officer
to use and validate their
decisions – does not
adequately explain the
way technology can shape
our behaviours and sense-
making of the environment
around us. The terms used
to explain human factors
such as ‘complacency’ or
‘lack of knowledge’ are
too simplistic. To reduce
S
the number of accidents
through awareness and
training, we must have a
deeper understanding of
the interaction between
human and technology.
Read Seaways online at www.nautinst.org/seaways
From the human
to the network
Why maritime training needs to re-define its relationship with technology
Angus Ferguson
hipping is a safety critical industry. The
examination of results of accident investigation
can highlight trends and potential gaps in
training and knowledge. Recent investigations
have highlighted that the focus on human-centred
‘traditional’ seamanship, placing the human at the
centre of all operations, fails to address the cause of
accidents and does not properly prepare seafarers for
the future. Only by critically examining the role of
technology on the bridge of a ship and the networked
way in which decisions are made can we address
the causes of these accidents. A shift in the onboard
relationship between technology and the human
as well as an examination of teaching and training
practices is required to prepare our future seafarers for
the environment they will be operating in.
The statistic that 80% of maritime accidents are
caused by human error is familiar – but this has been
subject to change over the years. Meifeng & Shin
(2019) studied over 572 accident investigation papers
spanning 50 years and found there had been a shift
from accidents caused by naval architecture to human
factors. Bielic, et al. (2017) cited a number of factors
that contributed to this, including ergonomics, poor
knowledge of own ship systems and complacency.
They stated in their findings that ‘dependence on and
trust in technology is growing, giving rise to new error
sources and risks’. This is supported by findings from
the European Maritime Safety Agency (2019), which
categorised the top three contributing human factors
as safety awareness, inadequate work methods and
lack of knowledge.
Present situation
Ergonomics, the study of how we can arrange
equipment and objects around us to allow for efficient
working, is identified by the IMO as one of the
contributing human element factors to accidents
and incidents. The human, in this case the OOW, is
recognised as the ‘primary protector of maritime safety
and security’ (IMO, 2006). In recent years, however,
we have seen a reduction in the number of crew on
board due to new technologies that enable more and
more functions to be automated. At the same time,
the volume of data received and transmitted from
vessels has increased (Mallam, et al., 2019). This
information can be analysed from shore side fleet
Feature: From the human to the network
management centres and decisions made about the
ship’s route planning, speed, and cargo care with
little or no input from the ship’s officers. This shift in
the dynamic challenges the IMO view of the human
as the ‘primary protector’ of the vessel and puts
technology at the heart of ship operations. Technology
is no longer a passive ‘tool’ used by the operator, but
directly influences and dictates operational decision-
making.
This shift in the role of the ship’s officer has yet to
be recognised by maritime training providers, who
still take a human-centric view of ship operations
and view technology as a means of improving human
performance.
Technology and routine tasks
It is important to develop a deeper understanding
of everyday tasks and routines in order to identify
what can be changed or improved. The use of
digital technology to perform routine tasks and
make sense of the ever-changing weather conditions
and shipping traffic can help in doing this. These
everyday occurrences and engagements with digital
technologies result in what Pink et al (2017) describe
as ‘mundane data’. These are the digital breadcrumbs
we leave behind us as we go about our daily activities.
Piecing them together can give a deeper insight into
our relationship with technology and highlight gaps
in knowledge that can be addressed. For example,
‘Whatpulse’ is a software application that keeps
track of the key presses and mouse clicks on a piece
of equipment. If fitted to ECDIS and radar on the
bridge, it can track the flow of everyday life and
routines, highlighting whether the user is using the
technology to its best advantage.
Operating as part of a network
Actor-network theory can be used to illustrate the
relationship between the officer of the watch and
technology. This theory seeks to understand the role
of technology in shaping social processes.
According to this theory, the human is just one of
the actors on the bridge of a ship to be involved in the
decision-making process, forming part of a decision-
making network which includes technology, and in
which information flows both ways. The diagram at
the top of the next page, adapted from the ‘Single
action versus pattern of action’ diagram from Pentland
& Thorvald, 2015, attempts to show the difference
between the human-centric view of bridge operations
and the view taken by actor-network theory.
February 2021  |  Seaways  |  27
Feature: From the human to the network
The box on the right shows the influences that affect the decision
making of the OOW in a human-centric view of bridge operations.
The figure on the left shows how the different actors in the bridge
network influence and interact with each other and with other outside
actors. Here, the human is viewed as one part of this networked
decision-making process.
Explaining the interaction between human and technology in terms
of actor-network theory is a more accurate explanation of what happens
on the bridge of a ship than the human-centric view, and allows us to
critically examine the networked exchange of information and data.
It is time to re-think what it means to be a seafarer in the digital age
and leave behind some of the outdated concepts and stereotypes of
what it means to be a captain of a ship, isolated from other influences
and free to make decisions as they see fit.
Digital interaction and digi-grasping
The traditional view of the role of the officer of the watch takes an
anthropocentric view, placing human activity at the centre of all
operations (Maritime and Coastguard Agency, 2010). However, the
digital technologies that are common-place and mandatory on the
bridge of a ship create and shape our understanding of the outside
environment.
Dufva & Dufva (2019) examine the role increased digitisation plays
in our lives. As part of this, they have developed the concept of ‘digi-
grasping’, which they describe as ‘active and empowered sense-making
and participation in an increasingly digitalised world’. Digi-grasping
is more than a theoretical or technical understanding. It reflects the
qualities and skills required to operate in the physical and digital
environment – something which education needs to take into account.
By ‘grasping’ their role in the interaction between cognitive decision
making, physical manipulation of technology interfaces and the ability
of technology to shape and inform decisions, officers of the watch can
develop a stronger relationship with technology, and a better balance in
the way that they interact with it. Instead of teaching future officers that
the safety of the vessel depends solely on their own decision making,
digi-grasping enables a shift in mindset where the human and digital
become co-contributors with feedback between the two parties.
Digi-grasping is linked to research in Human-Computer-Interaction
(HCI) and the theory of embodied cognition – that is, that our body
plays a role in how we process information around us, and different
bodies may interpret the same information differently. Shapiro (2010)
and Petit et al. (2019) state that the use of digital interfaces affects
our cognition of the environment we are operating in. The interfaces
28  |  Seaways |  February 2021
used by the officer of the watch to determine navigational and
collision avoidance data play a role in how the OOW interprets that
information.
An example of this can be found in the world of the fast jet fighter
pilot. In an environment that requires split second decisions, the
human-machine interface is an essential consideration (Newman,
2008). Computers can process information quicker than the
human, and the sensors issue warnings to the pilot. Visual-enabling
technologies display information on multi-functional display screens.
Haptic interfaces allowing the pilot to swipe, pinch and expand
displayed images have been shown to increase interaction with what is
shown on the screen (Petit, et al., 2019).
Future training considerations
What impact should mundane data, digi-grasping and HCI have on the
way we deliver training and develop professionals at sea? As Dufva &
Dufva highlight, the skills needed to operate in a digital environment
are ‘hard to quantify or make visible’. Often the individual is left to
develop these skills themselves in the workplace or through cascade
training from their peers.
It is clear that traditional methods of training seafarers are not
meeting the requirements of today’s workplace. This is evidenced
by the number of ‘human-element’ incidents involving ships. The
challenge for traditional maritime educational training (MET)
institutes is that the skills and experience of today’s qualified lecturers
do not reflect the skills required in the workplace (Emad, et al., 2020).
In addition, there currently is a lack of resources for those working
on the bridge of a ship to engage with and understand the digital and
technological issues that impact the way they work.
It is important to encourage more critical analysis about the role of
technology and how we train people to work with it. This will enable us
to define more clearly the human role in ship incidents and accidents
and move away from fuzzy terms such as ‘complacency’ and ‘lack of
knowledge.’
Future challenges
At the moment, change within the maritime sector is being driven by
technologists rather than other maritime stakeholders (Mallam, et al.,
2019). The challenge for maritime educators is trying to envisage what
the future may look like. While regulatory bodies and other maritime
stakeholders seek to shape the future by applying and adapting existing
frameworks and hierarchies, maritime education will require a different
approach to imagining future pedagogies and training.
Read Seaways online at www.nautinst.org/seaways

Before we look to the future we must first understand
and engage with the ‘thick present’ (Facer, 2016).
This is a recognition that our understanding of the
environment around us is made up of ‘multiple layers
of reality that are the materials for creating futures’.
Facer (2019) describes the ‘Pedagogy of the Present’,
which is the process of being open and exploring the
possibility of different futures.
In order to do this, it would be beneficial to create a
platform or space where seafarers can learn more about
the relationship between technology and the human.
This could be structured as an Open Educational
Resource (OER) space to allow seafarers to explore and
understand their role and relationship with technology.
The resource would allow for the exploration of a
number of different futures within the maritime sector
with the intention of developing pedagogies that more
accurately reflect the changing role of the seafarer
today and in the future.
A fully referenced version is available on request
from the editor.
New technology calls for new ways of thinking – and learning
Read Seaways online at www.nautinst.org/seaways
Feature: From the human to the network
The biggest impact on the shipping industry in the next 10-15 years will be the
introduction of commercially operated Maritime Autonomous Surface Ships
(MASS). The IMO has identified four degrees of autonomy:
Table 1-2: Degrees of Autonomy (IMO)
1 Ship with automated processes and decision support.
Seafarers are on board to operate and control shipboard systems and
functions. Some operations may be automated and at times be unsupervised
but with seafarers on board ready to take control.
2 Remotely controlled ship with seafarers on board.
The ship is controlled and operated from another location. Seafarers are
available on board to take control and to operate the shipboard systems and
functions.
3 Remotely controlled ship without seafarers on board.
The ship is controlled and operated from another location. There are no
seafarers on board.
4 Fully autonomous ship. The operating system of the ship is able to make
decisions and determine actions by itself.
Source: (Maritime UK, 2019)
This has far-reaching consequences for not only the seafarer onboard the ship
but the rules and regulations that govern the entire industry. The IMO is
currently looking at how these rules and regulations will need to be adapted
to accommodate the varying degrees of autonomy – but all of them have been
written with the human at the centre of all activities.
February 2021  |  Seaways  |  29
Feature: A Commodore on pause
A Commodore on pause
Alongside in the
middle of a pandemic,
there’s nothing much
to do, right? Wrong!
Enchanted Princess
alongside in Trieste. 190 crew
including 40 contractors
30  |  Seaways |  February 2021
Cdre. Nick Nash MNM, CMMar, FNI
Immediate Past President,
The Nautical Institute
O
ver the last ten months, I have been much
reminded of a poster from World War II:
‘The merchant navy holds the line’. Since
the start of the pandemic, the merchant
navies of the world have done just that. We have kept
trade moving (where do people think their Amazon
parcels come from?) and maintained tight shipping
schedules despite our own difficulties, separated from
homes and family, and sometimes facing unfriendly
or unhelpful authorities. It has been very frustrating
to see the hardships suffered by crew members being
held on board with no shore leave, and difficulties
in joining/repatriation despite the ‘green lanes’
supposedly adopted by the UN/IMO. The NI, among
others have been very vocal and active in representing
seafarers. A particular mention goes here to the India
South West and SE Australia branches – and to our
chief executive.
On a personal level, being stuck in port on a brand
new cruise liner has been a very different experience
to life at sea. I am in luxury compared to many of
my fellow seafarers, but having only 150 on board
instead of the normal 4,200 when cruising makes for
something of a Marie Celeste atmosphere, especially
in the darkened public rooms (saving electricity) – as
the photos show.
Although we are alongside with no passengers,
we have been busy finishing off the ship and getting
ready to launch into service as soon as we can. We
have been kept busy with remote audits. I do think
that these are the future and will certainly reduce the
number of visitors and possibly even port state control
visits – giving the Master some welcome needed rest!
Even alongside, there’s still plenty to do...
A day in the life
0545 Alarm, rapidly followed by my daily temperature
check. 36.1°C – phew. Also important: remember to
take phone off ‘Do Not Disturb’.
0600 Mask on (KN95), coffee, and onto the bridge.
Pretending I’m at sea, I check the barometer, wind
forecast and status board. The bridge team know not
to talk to me for my first 10 minutes on the bridge.
This is a chance to take in the early morning quiet,
dawn twilight and the peace that always descends on a
Captain on his own bridge. Then time to chat to the
watch keepers, discuss any issues overnight and plan
for the day.
0630 Office. Check email (lots), calendar, safety
training calendar and tasks. Complete yesterday’s ILO
eForm and check our SMS (HESS) for latest updates.
Then, from papers to newspapers (online). On the
whole, depressing, but it is heartening to read of the
progress made on Covid vaccines.
0700 Socially distanced meeting with the Staff
Captain in my office before heading off to breakfast.
At the entrance to the cafeteria is a bulletin board
maintained by the Human Resources director with
company news and daily events, along with the most
read item – the menu.
Seating and standing areas are both set up to
ensure two metres social distancing, with tape marks
on the deck. The dining area is divided, with team
mates (crew) at the aft end, contractors forward.
Well separated from everyone else, and with meals at
different times to avoid mixing, is a seating area for
new arrivals going through ‘soft’ 7 day quarantine.
0730 First rounds of the ship, starting on deck 17.
Check the gangway, onto the quay – and chase away
the seagulls from the wet food garbage skip. I have a
look at the mooring lines and the hull.
Read Seaways online at www.nautinst.org/seaways

Back on board, the highlight of my morning rounds
is a visit to the pastry shop to see what delights our
pastry chef is making for today. I note the mandatory
daily temperature check on every crew member being
carried out and logged.
0900 Ship’s Management Team meeting with Staff
Captain, Chief Engineer, Hotel General Manager,
Doctor, Environmental Officer, HR Director, and
the bosses of those contractors living on board.
On the agenda: contractor and staff management.
Contractors have to provide an initial negative PCR
(lab analysis) test, and then antigen testing numbers
are taken every 3-4 days. Crew coming on board go
through an initial ‘hard’ 7 day quarantine in isolation
cabins, and are then released to ‘soft’ quarantine for a
further seven days.
0930 Coffee with crew at the Deck 5 café in an
otherwise empty piazza. A chance to discuss any crew
issues and get news updates from ‘galley radio’.
1030 Crew rounds. Crew are living in single
occupancy passenger balcony cabins – a rare treat.
Check lifejackets and emergency cards, keeping an
eye out for cabin defects and oily boot marks!
1100 A bit of light relief – taste testing the new
‘Nasher’ burger for the Salty Dog Grill in the deck 6
galley.
1130 Second rounds. Divers in water (isolate engines,
thrusters, echo sounders and hoist ‘A’ Flag) to check
our mooring buoy anchoring system. They report that
our port anchor is laid out nicely but the starboard
anchor has about five metres of chain on top of it.
Attention Staff Captain and Bosun.
1150 Broadcast to ship; company news and updates.
I’m aiming for ‘Good Morning Vietnam!’ style, but
perhaps not quite there yet.
1200 It’s still noon, even alongside in Trieste. Time
for lunch and a break, and my afternoon walk around
the ship for exercise (Bosun’s getting worried –
mentioned to the Staff Captain that I’m everywhere!).
1600 Tea (English Breakfast Tea – of course) and the
latest internet news. Sometimes the Security Officer
delivers a few chocolate biscuits while organising
tomorrow’s visitor list, including confirmation of the 72
hour pre-boarding PCR and the three day antigen tests.
Ship’s senior management
team – daily meeting
Clearing the seagulls
from our garbage Coffee and a catchup
skip on the dock on ‘galley radio’
Read Seaways online at www.nautinst.org/seaways
Feature: A Commodore on pause
1630 Real work with the First Officer and
Environmental Officer on the environmental
schedule for the proposed next voyage. This is so very
important. We correlate the ENC and all the latest
environmental information, and the route is plotted,
checked and checked again against our stringent
environmental HESS (SMS) regulations. The
Spot the colleague! appraisal/planning stage involves a visual check, an
Socially distanced office electronic check and an environmental check by two
different officers, then finally a Master’s Review. Then
comes a full team briefing and ultimately – when we
can finally leave port – voyage monitoring.
1600-1700 It’s Thursday, so time for a webinar from
CSmart (Carnival’s training college in Almere). This
week, it looks at ECDIS and voyage planning, so we’re
in the chart room – socially distanced and masked!
Maintaining proper 1630 Agent drops off the mail. 150 Amazon packages
queuing etiquette and a few parcels from home. Mail means so much to
us, and even Amazon takes on a new importance.
1700 The e-mails are now flying in as head office in
Los Angeles wakes up.
2000 Evening visit to the bridge. Discuss the weather
and expected winds overnight and any special
requirements. Check the staff captain’s night orders
and ensure the NACOS wind alarm is set.
Breakfast at a distance
Then it’s time to wind down for the evening, and a
final check of the emails before the whole thing starts
again tomorrow.
Throughout all this, Carnival Corp, and
particularly Princess Cruises, have been very open in
communications to us with weekly Teams calls with
the marine and hotel departments and a monthly
‘Share the Vision’ webinar from the President.
The NI’s webinars have been a lifeline for those of
Rounds - Working alley us wanting to keep up-to-date with the industry and
way and store room aft our way forward despite the pause in our shore based
training. There is so much work going on unseen. We
must ensure that seafarers come out of this pandemic
in a stronger position in the world’s eyes – having
‘held the line’.
And with hope in the air… Let’s get cruising!
On board MV Enchanted Princess
Mandatory daily Trieste
temperature checks
Taste testing the new
‘Nasher’ burger with Chef
and his creative team
Ever training – even Divers down – inspecting
in lock down. CSmart anchoring of our two
Marie Celeste? The atrium ECDIS Webinar mooring buoys
February 2021  |  Seaways  |  31
Nautelex
David Patraiko FNI rounds up the latest news, releases and events affecting the
Î maritime professional throughout the world
Investors call for charterer flexibility
Î 85 investors representing over
$2 trillion in assets have joined
forces to call for an end to the crew
change crisis.
In an open letter to the United
Nations, and in consultation with
key organisations including the
International Labor Organisation
and the International Transport
Workers’ Federation, signatories
identify the clear need for the
following measures – which will
already be more than familiar to
Seaways readers:
O Continuing to call for the official
designation of seafarers as ‘key
workers’ and the establishment of
systematic processes to enable safe
crew changes such as safe corridors
and testing regimes;
O Raising awareness, through a
targeted publicity campaign, of
the scale and risks that this crisis is
already creating for seafarers and
sustainable supply chains;
Cyber security
Î BIMCO has published the
fourth edition of its Guidelines
on Cyber Security Onboard Ships.
The updated cyber security
guidelines are published at a
time when shipowners and
ship managers are facing the
requirement to implement cyber
risk management in their safety
management systems (SMS) by
the time of their first Document of
Compliance audit after 1 January
2021. While the previous version
(from November 2018) offered
the necessary guidance for the
initial work of implementing cyber
risk management in the SMS,
the new version contains several
improvements.
RIN Navigation Guide
The Royal Institute of Navigation
(RIN) has launched a free booklet of
guidance on the use of Electronic
Navigation Systems on leisure
vessels. Although aimed at small
craft, it contains many good
tips that may also be useful for
commercial mariners.
After many years in the pipeline,
with input from numerous
32  |  Seaways |  February 2021
O Sharing the International
Maritime Organisation’s (IMO)
12-step protocol with relevant
entities to facilitate universal
implementation;
O Ensuring seafarers should
not spend more than the legal
maximum of 11 months on board
and limiting any unavoidable crew
contract extension;
O Urging charterers, especially
those that charter vessels on a
frequent basis, to be flexible with
route deviation requests from
shipping companies to facilitate
crew change and to consider
financial support for the costs of
crew repatriation.
The signatories have agreed
to engage relevant portfolio
companies to communicate
their expectations around these
measures.
Jenn-Hui Tan, Global Head
of Stewardship & Sustainable
‘In recent years, the industry
has been subjected to several
significant incidents which have
had a severe financial impact on
the affected companies,’ said Dirk
Fry, chair of BIMCO’s cyber security
working group and Director of
Columbia Ship Management Ltd.
‘While these incidents have
had little or no safety impact,
they have taught us some very
important lessons which have been
incorporated into the new version
of the guidelines.’
The fourth version contains
general updates to best practices in
the field of cyber risk management,
and includes a section with
improved guidance on the concept
contributors including RYA, UK MCA
and RNLI, the guidance booklet is
now available to download from
the RIN website (rin.org.uk/page/
ENav).
The booklet is not intended to be
a comprehensive guide on how to
use electronic navigation systems
but rather to provide guidance on
the safe use of electronic navigation
Investing at Fidelity International,
which organised the initiative,
said: ‘As investors, it is clear that
this is no longer solely a shipping
industry problem nor a crisis
that the shipping industry can
resolve on their own. Shipping
is responsible for 90% of global
trade and holds the key not just to
a global economic recovery from
the devastation of COVID-19, but to
maintaining our current way of life.
Seafarers must be classified as ‘key
workers’ to enable them to perform
their essential services in a safe and
secure manner.
‘We believe it’s imperative the
industry collectively sounds the
alarm on an overlooked global
humanitarian issue and protect
our global supply chains. Together,
as stewards of capital, we have
a broader responsibility to the
communities and societies in which
we operate.’ Í
of risk and risk management. An
improved risk model takes into
consideration the threat as the
product of capability, opportunity,
and intent, and explains the
likelihood of a cyber incident as the
product of vulnerability and threat.
This offers an explanation as to why
still relatively few safety-related
incidents have unfolded in the
maritime industry – but also why
this should not be misinterpreted
and make shipping companies
lower their guard.
The guide can be downloaded
from Bimco.org Í
and associated systems. The booklet
discusses operational issues and
highlights, where appropriate, the
advantages and drawbacks of their
use. Clear images and illustrations
help to depict these issues, together
with highlighted ‘Keys to Safety’.
The Guide benefitted from financial
support from Trinity House. Í
Read Seaways online at www.nautinst.org/seaways
ILO
Î In December, the governing
body of the International
Labour Organization (ILO)
took what it described as the
exceptional action of adopting
a Resolution to address the dire
situation of seafarers trapped
at sea because of the Covid-19
pandemic.
‘The problems faced by
seafarers resulting from efforts
to contain the virus have lasted
unacceptably long’, said ILO
Director-General, Guy Ryder.
‘These key workers continue to
transport the food, medicines
and goods that we need, but
their extended periods at sea,
and the inability of seafarers
ashore to relieve them, are
simply unsustainable. The
Resolution sets out the actions
to be taken urgently.’
The Resolution
acknowledges the considerable
social dialogue that has
occurred and actions that have
been taken by key shipowner
and seafarer organisations and
some governments to address
the crisis. It notes that, despite
numerous appeals and actions
through the United Nations
system, hundreds of thousands
of seafarers continue to work
well beyond usual periods of
service at sea, with some now
on board for 17 months and
longer.
It refers to the ‘immense risk
that seafarer fatigue represents
for the physical and mental
health of individual seafarers
and for the safety of navigation,
security and the protection of
the marine environment’.
The Resolution also
emphasises that this situation
contravenes the rights of
seafarers as set out in MLC,
2006 including the right to
repatriation and to access
medical care ashore. States
which have ratified the
Convention are to prescribe
the maximum duration of
service periods on board, with
such periods to be less than 12
months. Í
Conferences
Reporting back from conferences, seminars and discussions across the maritime
 world. Join the discussion on LinkedIn, or email editor@nautinst.org
ICMASS 3
 The third International conference on
Maritime Autonomous Ships, held in November
2020, facilitated high-level interaction and
information exchange among MASS researchers
and industrial developers from around the
world. Researchers and practitioners from
academia, industry and authorities presented
their perspectives on all aspects of ship and
port development.
The conference was arranged by the Korea
Autonomous and Unmanned Ship Forum
(KAUS) as a part of the International Network for
Autonomous Ship (INAS) cooperation. While it
was based in Korea, the event was held online,
with 264 persons registered from 20 countries.
There was an average of more than 100 persons
participating at any time.
IMO activities and strategies
The first keynote speech covered IMO activities
and strategy for MASS, including the MASS
regulatory scoping exercise. This takes a holistic
approach to reviewing the current instruments
to see where updates and adjustments are
needed and then analysing the relevant areas in
more detail. Interim guidelines for conducting
trials were developed as a high-level document,
as trials are fundamental to enabling the further
development of MASS.
Four levels of autonomy were initially defined
as a base for the scoping exercise. Further
development of agreed definitions is an
important part of ongoing discussions.
International regulations will take many years,
however development will be ongoing using
national, bilateral and multi-lateral agreements
in the meantime. Whilst it is logical for IMO to
lead with respect to issues regarding MASS,
other relevant international bodies, in particular
the ILO, need to be involved to achieve the
greatest overall benefit to society.
The speaker noted that shipping can learn
from developments in other industries, such
as the automobile sector. The introduction of
MASS is not just a safety issue; there are also
environmental and other issues to be taken
into account. Policy labs were advocated to
allow groups of stakeholders to develop
policy and rules on a case by case basis so
that developments are not hindered by
regulatory holdups.
The panel discussion which followed,
‘Automated ships or remote control?’ looked at
the human factors involved in the various levels
of autonomy. The exchange of control between
machine and man is very important, as are
aspects of situational awareness. It is feasible
for autonomy to be used to a greater extent in
relatively simple situations, but human
Read Seaways online at www.nautinst.org/seaways 
intervention is much more likely to be needed
in more complex scenarios.
Good communication is vital to successful
remote controlled operations – and it goes
without saying that the competency of the
operators is important. The number of vessels
that can be safely controlled by an operator
will of course vary according to the complexity
of the operating environment.
The second keynote speech concentrated
on the development in Korea of a national R&D
programme for autonomous surface ships. This
includes a sea test bed for validation as well as
the Korean ITC road map and Smart Ship
project, which covers many aspects of
autonomous vessel operation including the
commercial side. A panel discussion looked at
the current development of suitable business
models, with updates on projects in Europe
and the Far East. Port developments were also
highlighted, along with examples of how
autonomy is developing in the important area
of interface between various transportation
modes.
Technical questions
The technical session took up a significant
part of the conference. Sessions in this stream
covered autonomous navigation, autonomous
operation, communication, regulation, cyber
security, collision avoidance, smart shipping,
use of digital twins, data modelling and
simulation and analysis.
It was encouraging to hear from shipowners
with the goal of using autonomous
developments to improve safety without
necessarily reducing crew sizes. Instead, the
aim is to enable existing crews to work more
effectively at ensuring that vessels operate
safely, reducing casualties and all the associated
damage. The hope is that ship operations will
utilise the best features of humans and
computers to improve operational performance
and reduce environmental impact. The
discussion covered all sectors, with examples
of how autonomy is being used and developed
varying from small foot ferries on inland
waterways to large container ships on
international voyages.
It is not only ships and their crews that will
need to adapt. The interface at ports will also
present challenges, with many of the current
interactions and exchanges of information
needing to adapt to make the most of new
working methods.
A system of systems
Autonomous ships can be considered as a
system of systems. Each individual system is
huge in its own right, with deep hierarchy and
complex interactions between the different
systems that make up the whole. Model based
system engineering (MBSE) was described as a
good way to develop systems, ensuring that
each partner has access to the latest common
model, and that partners can access and update
the common design model according to their
area of expertise.
Simulation and the use of digital twins are
both important for enabling the development
of robust autonomous systems. Various
examples were demonstrated to the
conference, together with analysis of the results.
The amount of data required for accurate
modeling was discussed as was the
standardisation of such data and terminology.
As communication is such a key factor in
autonomous systems, proper implementation
of digitalised systems is important and there is
a need for high levels of digital trust. An
International Public Key Infrastructure for the
maritime sector would be useful to fully exploit
the benefits of digitisation. Appropriate levels
of cyber security will be needed if it is to gain
acceptance by the industry.
E-navigation
E-navigation is an important part of the
development of autonomous systems. Papers
on collision avoidance looked at both collisions
between ships and those between ship and
shore. Some papers addressed the various
challenges faced where fully manned, remotely
operated and autonomous vessels operate in
the same sea areas. Another popular theme was
the importance of common interpretation of
both the international and local collision
avoidance rules. Studies have shown that at
present a lot of vessels do not strictly comply
with the existing collision avoidance
requirements. This unpredictability presents
challenges in ensuring that autonomous
collision avoidance systems react in the most
appropriate and safe way. Developments in
optical detection and identification continue
at a fast pace and have great potential for use
in helping to ensure the safety of autonomous
vessels.
The fourth ICMASS conference is planned in
Singapore in April 2022, and will hopefully
revert to a more conventional conference
format.
Chris Balls
February 2021  |  Seaways  |  33

Branch activities
A round-up of news and events from NI branches across the world.
 Send your updates to branches@nautinst.org
NORTH OF SCOTLAND BRANCH
The Panama Canal and transit of the Neo-Panamax locks
 Some 19 NI members attended the
November Branch meeting, conducted via
webinar. Our speaker was Scott Campbell
MNI, Senior Navigator Advisor with Witherby
Publishing Group Ltd.
Scott gave a presentation based on his recent
experiences of pilotage through the newly
expanded Panama Canal. While developing
the 2020 edition of the SIGTTO and Witherbys
Passage Planning Guide (PPG) to the Panama
Canal and its Approaches, Scott was fortunate
enough to spend over a week on the Panama
Canal, shadowing senior pilots as they
completed transits of the neopanamax locks
and in their other administrative, training and
management duties.
Many mariners will be familiar with Witherbys
PPGs covering the English Channel, Malacca
Straits, Torres Straits and the Panama Canal.
While the PPGs are updated every two years,
Witherby are not bound by Hydrographic
Office conditions, and do not issue navigational
updates or corrections. Instead, the PPG does
exactly what it says on the cover, providing
a guide for the canal with all information
contained within the one book in an A2 format
designed to be written on – a great aid for
Masters not familiar with the region. A full
update was required after the upgrades (new
locks) were completed on the canal.
Using the canal saves a transit of 8,000 miles
(22 days) via Cape Horn. The average toll cost
is $54,000– although the most expensive was a
cruise ship at $375,000. It is cheaper to transit
Suez, but the Panama Canal has an enviable
safety record.
Scott described the passage through Panama
Canal from north to south. When a vessel
transits Gatun Lake it is imperative to stick to
the transit route. If the vessel strays outside
the navigation channel markers, it is liable to
make contact with submerged trees below the
surface, as Gatun Lake used to be a jungle until
the canal was built in 1914. The lake is the water
supply for Panama City, so no discharges are
allowed on transit.
Between 20 and 40 vessels transit through
the canal every day, in daylight hours only. The
limiting factor as to whether ships are able to
make the 46 mile transit is usually the beam.
The ‘traditional’ Panamax has a maximum
beam of 32.3 metres, while the more modern
neopanamax has a maximum beam of 51.25
metres, made possible by the new, larger set of
locks. Before the construction of the new locks,
the canal was always too small for LNG carriers.
Since 2016, however, LNG has been the most
valuable cargo to transit the canal, followed by
Got an event to promote?
 Let us know at
branches@nautinst.org
chemical cargoes then car carriers and container They are based out of three pilot stations
ships. In order to make the transit, many vessels positioned along the canal, the one at Gamboa
have to be retrofitted with tug brackets and being the mid-point. A potential pilot typically
Panama Canal signal/steering lights. completes two years at sea prior to joining,
The new locks (the Agua Clara set at the then spends four years training to make the
Atlantic end and Cocoli set on the Pacific side) initial grade. It can then be another 12 years
are fitted with double gates, giving a built- before they make the top grade. The pilots have
in redundancy factor for maintenance. They separate radios to speak to the vessel linesmen
are fitted out with fire monitors and heavily and shore linesmen. Training is conducted on
fendered. Inevitably, some water is lost to sea a manned model course that is an exact 1/25
during ‘lock-outs’ so the lake water levels are replica of the real thing. The course even uses
closely monitored. The new locks have three canal water to ensure the same salinity, and
water saving basins where water is recycled in
exercises are planned when the wind is at the
order to reduce water loss. If a vessel arrives
correct ratio.
at low water at the Pacific end, it may be
The Panama Canal is a private company with
requested to wait as the tidal difference this
all profits going to the Panamanian Government.
end are large.
All of the thousands of personnel working on
The transit time for the neopanamax locks
the canal are Panama Canal employees, and
is 11 hours compared with nine for the older
the Canal operates its own vehicles, boat repair
locks, and canal authorities advise that a vessel
should complete the transit within 24 hours. yards, crew boats and dredgers.
To assist vessels in the new locks, tug boats Scott answered a variety of questions in the
are used instead of the locomotive or ‘mules’ in Q&A session, with the webinar format proving
the original parts of the canal – there are now no hindrance. The history and construction
36 tugs in operation across all the locks. It takes of the canal was discussed in more detail. In
longer to transit the new locks (eight minutes Scott’s own words, he could ‘speak for a long
to pass through the old locks, compared to time on the subject’ as he found Panama so
30 with the new ones). A gang of 25 linesmen interesting.
transit with each vessel. The vessel supplies a The presentation was fascinating, well
responsible officer and bosun for stern and bow. received and very entertaining. For any member
Pilots (of which there are 11 grades) have who is unable to attend, meetings are recorded
absolute authority for the vessel’s navigation. with a link available to catch up.
WESTERN AUSTRALIA BRANCH
Christmas Sundowner
Everyone reflected on how 2020 affected
 The Nautical Institute WA Branch has
their own lives, but the majority would
remained active even through Covid-19 and
agree that here in Western Australia we were
its restrictions. The membership has been
blessed, managing to remain relatively active
very forthcoming in engagements despite
and even conduct branch activities. Our
the situation. The Branch has successfully
Branch numbers have steadily grown to 109
hosted six events over the year 2020.
members over the year, and we look forward
Our final event for 2020 was the Christmas
to 2021.
Sundowner held at the Navy Club in
Fremantle, giving wonderful views of
Fremantle Port. A small crowd of 23 members
and guests who attended the networking
social event of the year, with conversations
offering a great opportunity to reflect on
what the branch achieved during the year.
Some members shared their experience out
at sea during these troubled times and the
different approaches taken by authorities
around the world to managing vessel and
crew movements.
 Letters
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Watchkeeping schedules
 Captain Ian Moores’ letter
‘Exhaustion at sea’ (Seaways,
January 2021) highlights an issue
that has plagued the Short Sea
Shipping (SSS) industry for years
and has been such a major source
of concern for the UK Marine
Accident Investigation Board
(MAIB) that they submitted a paper
to the IMO in 2009 proposing
that SSS vessels should carry
an additional deck officer. Alas,
this proposal was not supported
by some IMO members, with
opposition, rather surprisingly,
coming from some EU nations
that usually support higher safety
standards. With Brexit comes a
real opportunity for the UK to
implement this very necessary
safety measure through a simple
amendment of the current British
Flag State regulations/Merchant
Shipping Act that would apply to
all UK-flagged SSS vessels and any
foreign-flagged SSS vessel entering
UK territorial waters.
The long-running argument
against this proposal is twofold:
first and foremost the financial
case (higher operating costs
and the consequent loss of
competitiveness) and secondly, the
shortage of suitably qualified deck
officers. I submit that both of these
issues can be addressed as follows:
With respect to ensuring a
‘level playing field’ it is suggested
that the harbour charges for SSS
vessels entering UK ports be
reduced – in effect a variation of
the ‘Green Award’ scheme currently
operated by a number of safety-
conscious ports around the world.
The reduced risk of accidents
should result in reduced insurance
premiums, especially if shipping
companies can demonstrate that
they have fully embraced a ‘Safety
Culture’.
With respect to the manpower
issue, it is suggested that the
additional deck officer requirement
Read Seaways online at www.nautinst.org/seaways
in UK-flagged SSS vessels could be
met by reducing the number of
deck officers in British-flagged long-
haul, ocean-going merchant ships
– a suggestion that I believe (based
on face-to-face conversations)
has the support of many UK ship
operators. Clearly this would
increase the workload of deck
officers currently serving in British-
flagged ocean-going merchant
vessels, but it is submitted that the
workloads/stress levels would still
be significantly less than those for
short sea vessels operating with
two deck officers, especially if the
Master were to take on some of the
bridge watch-keeping duties during
daylight hours while on passage –
see proposed roster opposite.
During my time as a senior
lecturer at Southampton Solent
University, I was very conscious
of the decline in the number of
young people opting for a career
at sea due to a combination
of poor working conditions,
difficulties with finding sponsors
(shipping companies willing to
fund the necessary shore-based
training courses) and the lack of
knowledge/encouragement on the
part of careers advisors.
Of equal concern is the quality
of sea experience/training
currently being provided to cadets
on SSS vessels, with both the
Master and Mate usually far too
busy/exhausted to provide the
appropriate level of training and
supervision. It would therefore
seem logical for sea experience/
training to be limited to long-
haul ocean-going vessels. It is
envisaged that these cadets would
soon be able to undertake (with
supervision, of course,) some of the
duties currently carried out by the
most junior deck officer, thereby,
partially compensating for the
proposed reduction in qualified
deck officers.
With all of the above in mind, it
............
...
Give u
...
............
ment s a
........ #
io
social n on
media
Na
utInst .
...
is suggested that UK-based ship the importance of the shipping
owners/operators be given active industry, with its associated career
encouragement (ideally through opportunities ashore, be given a
reduced government taxation) to much higher profile in secondary
sponsor young people wishing to schools.
follow a career in shipping and that Tim Hallpike
Possible Watch-keeping Roster for ocean-going Merchant Vessels on passage
Watch Period Day 1 Day 2 Day 3 Day 4
0000-0600 2nd Officer + Chief Officer + 2nd Officer + Chief Officer +
Lookout Lookout Lookout Lookout
0600-0800 Chief Officer 2nd Officer Chief Officer 2nd Officer
0800-1230 Master + Cadet Master + Cadet Master + Cadet Master + Cadet
1230-1600 2nd Officer Chief Officer 2nd Officer Chief Officer
1600-2000 Chief Officer 2nd Officer Chief Officer 2nd Officer
2000-0000 2nd Officer + Chief Officer + 2nd Officer + Chief Officer +
Cadet Cadet Cadet Cadet
Notes:
1. The main watchkeepers (Chief Officer and 2nd Officer) get six continuous hours of rest every other
night.
2. Roster is fully compliant with STCW 95.
3. The cadet gets both day and night watchkeeping experience and still has time during the day to gain
experience in other departments.
4. The cadet spends time on watch with all three of the qualified deck Officers.
5. There are always two people on the bridge at night (the high-risk period).
Life on board
 I knew I was different, but I This is a dilemma felt by many
didn’t know why. trans people. Just how do you
I was born Michael and grew come out to workmates, friends
up in a boy’s world. After I left and family? Looking at this from
school, I joined the Merchant a different angle, how would
Navy as a deck cadet and went you feel if a shipmate started to
on to become Captain of a identify as the opposite gender?
millionaire’s private yacht. It was How would you react? Would
all very macho, but somehow you be supportive, or would you
criticise them? Would you still be
it wasn’t the real me. Yes, I liked
friends?
cars, but I also liked feminine
This is a situation that is
things. I’d had girlfriends but I’d
present on some ships. It can
also had boyfriends. Then I came
be a problem, and it needs
across the word ‘transgender’. I
treating with care, compassion
understood that to be someone
and understanding. Remember,
who had grown up in the wrong that person is still the same
body, and – you know what – it person you knew, their outward
seemed to fit who I am. presentation may change, but
Now I had a real problem, how inside they are still the same
do I become the person I want person that you knew and liked.
to be. How do I tell my family, I was Michael, but I am now
my friends and my employer? I very happy as Michelle, with
want to dress female, but what good support from family and
will my workmates say? What if friends. That is the support you
I’m ridiculed? How will I cope if need to give to any shipmate
I’m bullied? How do I become that identifies as non-binary.
female? Michelle Clarke
February 2021  |  Seaways  |  35
The NI out and about GOT SOME NEWS?
Let us know! editor@nautinst.org

Representing The Nautical Institute India South West

 to the maritime industry and beyond
The India South West Branch have put
together a souvenir publication telling
the story of the series of highly successful
Members of The Nautical Institute have been busy online seminars held throughout 2020,
raising awareness of the importance of
publishing and sharing the word about the work
seafarers and our appreciation of those
of the NI and its branches and the importance of who support them. The publication was
seafarers worldwide. launched at a high-profile online event
on 16 January, led by Branch Secretary
Certificate of Appreciation Capt Vinod Naveen AFNI and attended
The Nautical Institute continues its by senior NI members and leaders from
work recognising the efforts and across the industry.
determination of seafarers around
the globe. Here’s a selection
of photos from Brisbane,
Ukraine Branch
Another publication
Australia.
recording the breadth
and depth of the work
of the NI comes from
the Ukraine, where
Professor Vladimir
Torskiy FNI has
published his 65th (!)
book ‘20 years of the
NIU – with the right to
success?!’ Over six hundred pages, the book charts the development and
success of The Nautical Institute Ukraine (NIU) since its establishment.

Welcome to our new members

The Nominations Committee has nominated the following for election by Council:
Associate Fellow
Bdour, M S Captain/Superintendent
/ DPA (UAE)
Bhatnagar, G Captain/Head of
Operations (India (North West))
Bhowmick, V Captain/Master
Mariner (India (North))
Bogachenko, Y Captain/Master
(Ukraine)
Burford, S Captain/Master (UK/
South West England)
Dadimaster, V R Captain/Principal
Warranty Surveyor (UAE)
Damodaran, R Captain/Director
(India (West))
De Guzman, J G Captain/
Superintendent (CAN/British
Columbia)
Gill, S Captain/Managing Director
(Singapore)
Labanta, E R Captain/Nautical
Training Manager (Philippines)
Mahdi, G A Captain/Master (UAE)
McMurray, C A Mr/Managing
Director (UK/North Scotland)
Natividad, K G Captain/Master /
SDPO (Philippines)
Sahasrabudhe, A Mr/Managing
Director (India (West))
Singh, D P Captain/DPA/Director
(India (North))
Slater, A J Mr/Casualty Case Handler
(UK/London)
Stankov, I S Captain/Master
(Bulgaria)
Subramanian, N Captain/Marine
Manager (Singapore)
Upgrade to Associate Fellow
Asproloupakis, N A Mr/ (Greece)
Baquero Aguero, C F Captain/
Master (Iberia)
Cheerath, R Captain/Maritime
Advisor (Singapore)
Farrugia, T Captain/Marine Pilot
(Malta)
Foong, J Mr/Master (New Zealand)
Hanraads, R Capt/Manager RRDA
(US Gulf (Houston))
Higgins, J Mr/Team Lead (UK/
Central Scotland)
McCombie, G A Mr/Marine
Consultant (UK/North Scotland)
Mohamad, N A Captain/Assistance
General Manager (Singapore)
Morgan-Busher, E Captain/Master
(Malta)
Renswoude, R V Captain/Managing
Director (Netherlands)
Sanders, G Mr/Marine Manager DPA
(UK/Solent)
Shachniev, M Mr/Master (Ukraine)
Smith, J Mr/Principal Marine
Surveyor (Australia - ACT)
Sutton, A G H Capt/Commanding
Officer (UK/North Scotland)
Weise, T A Mr/Senior Master (UK/
Solent)
Member
A.Mahlees, A A E F Mr/Chief Mate/
DPO (Cyprus)
Abishegam, S E Captain/Managing
Director (Singapore)
Adaje, F O Mr/Master SDPO (Nigeria)
Akanbi, O S Captain/Master/SDPO
(Nigeria)
Alin, S R Mr/ (Romania)
Bin Mohamad, M A R Mr/Seafarer
(Malaysia)
Bond, J R Mr/Senior 2nd Officer
(Australia - QLD)
Boodram, K Mr/Marine Officer
(Trinidad & Tobago)
De Keersmaecker, S J Mr/Marine
Cargo Surveyor (Belgium)
Dematera, G D Mr/2nd Mate/DPO
(Philippines)
Frankton, T J Mr/Maritime Audit
Manager (US West Coast)
Gill, A J A Mr/ (UK/Solent)
Gudjonsson, M Mr/Teacher
(Denmark)
Holmes, B O Mr/ (UK/South West
England)
Jaggernath, L Mr/3rd Officer
(Trinidad & Tobago)
Kang, P S Mr/Chief Officer (India
(North))
Ksendzov, S Mr/Chief Officer/SDPO
(Lithuania)
Kumar, A Captain/Master (India
(South))
Liu, T Mr/Captain/SDPO (China P.R.
(Mainland))
Lubrano Lobianco, G Mr/ (UK/
London)
Mancinelli, G Captain/Chief Officer
(Italy)
Mattila, J Mr/Training Operations
Director (Philippines)
McCarthy, A Mr/2nd Officer (UK/
London)
Negapatan, F I C Mr/2nd Officer/
DPO (Philippines)
Pakhomov, V Mr/SDPO (Ukraine)
Poltavskyi, V Mr/Deck Officer / DPO
(Ukraine)
Quinton, A J Mr/Master OIM (CAN/
British Columbia)
Rădulescu, V Mr/Chief Mate / SDPO
(Romania)
Ramalingam, Y Mr/Chief Officer
(India (South))
Rowsell, N A Mr/VTS Watch Manager
(UK/Solent)
Sapeta, D Mr/ (Poland)
Shalamay, V Captain/SDPO / Chief
Officer (Ukraine)
Shastri, S Mr/VTS Officer (South East
Australia)
Sutiono, Y Mr/Chief Officer
(Indonesia)
Thi Ha, S Mr/Second Officer
(Singapore)
Tudoran, M I Mr/Chief Mate (US
West Coast)
Walker, S D Mr/Terminal Manager
(UK/London)
Upgrade to Member
Coe, A C Mr/ (UK/NW England & N
Wales)
Associate Member
Correa Sánchez, J S Mr/Deck Cadet
(UK/London)
O’Connor, A F Mr/Deck Cadet (UK/
Solent)
Vella, N Mr/Deck Cadet (Malta)
Wilson, W J Mr/Cadet (UK/NW
England & N Wales)

*Signifies members who have rejoined

36  |  Seaways |  February 2021 Read Seaways online at www.nautinst.org/seaways

 Branch Secretaries and development contacts
Australia
Queensland
www.niqld.net
Capt Richard Johnson MNI
Tel: (+61) 419 600 261
rich_tiss@bigpond.com
SE Australia
www.nisea.org
Patrick Walsh AFNI
Tel: +61 437 681 277
sec@nisea.org
SE Australia (NSW)
Patrick Walsh AFNI
Tel: +61 437 310 803
sec@nisea.org
SE Australia (ACT)
Nicholas Bonser MNI
Tel:+61 407 051 130
nicholas.bonser@amsa.gov.au
Southern Australia
www.nisea.org
Captain Robin Bourne FNI
Tel: +61 438 591 420
themastermariner@mac.com
Southern Australia – VIC
Captain Robin Bourne FNI
Tel: +61 438 591 420
themastermariner@mac.com
Southern Australia – SA
Captain Nada Ganesan MNI
Tel: +61 392 541 631
carrmarine@bigpond.com
Southern Australia – TAS
Captain Peter Martin FNI
Tel: +61 408 077 522
pinchj@bigpond.com
Western Australia
Zubin Bhada, AFNI
Tel: +61 8 9348 5837
Mobile: +61 0 408 165 306
zubin.bhada@woodside.com.au
Baltic States
sec@nautinst.org
Bangladesh
Chittagong
Capt. Sheikh Md. Jalal Uddin Gazi,
AFNI
Mobile : +880 1713 450252
nautinst.chittagong@gmail.com
Dhaka
Capt Anisur Rahman Khan, AFNI,
MICS
Mobile : +880 1727 618242
nautinst.dhaka@gmail.com
Belgium
www.nautinst.org/belgium
Mr Frans Doomen MNI
info@nibb.be
Brazil
Capt. Vinicius Madruga Santos, FNI
Tel: +55 11 3515-5873
Mob: +55 11 964650066
madruga@flumar.com.br
Bulgaria
Capt. Andriyan Evtimov, FNI
Tel: 359 52 631 464 (o)
aevtimov@abv.bg
Canada
British Columbia
nibcbranch.ca
Ryan Andresen MNI
ahoynibc@gmail.com
Maritime Provinces
Capt. Alan Knight FNI
knighta@eastlink.ca
As many of these email addresses are private accounts, please refrain from sending multiple messages with attachments
China
Hong Kong SAR
www.nautinsthk.com
Capt Aalok Sharma, AFNI
Mobile : +852-6130 1377
secretary@nautinsthk.com
Shanghai
Sandy Lin, MNI
Tel: 86 21 68868389
sandylin@fcaremarine.com.cn
Croatia
Mrs Zaloa Sanchez Varela MNI
nauticalinstitutecroatia@gmail.com
Cyprus
Natalie Georgiou
secretary@nautinst-cyprus.org
http://www.nautinst-cyprus.org/
Denmark
Capt Peter Rasmussen AFNI
Tel: +45 44 366851
plr@bimco.org
Egypt
Capt Eslam Zeid, AFNI
Tel: +201288850654
eslamzeid@gmail.com
France
Capt Guillaume Bourgeois de
Boynes MNI
Tel: +33 (0)2 3292 9175 (o)
guillaume.deboynes@helvetia.fr
Georgia
Capt Mamuka Akhaladze AFNI
Tel: +995 555 965050
Mob: +995 577 221677
m.akhaladze@gmail.com
Germany
www.linkedin.com/
groups?gid=3451665?
Jens Hansen MNI
Tel: +49 40 334 282 76
nautinst.germany@googlemail.com
Ghana
Capt William Amanhyia, AFNI
Tel: 233 2 4406 2438
w_amanhyia@msn.com
Greece (Hellenic)
Capt. Nikos Aslanis AFNI
Tel: +30 6944 370 023
hellenic.branch@nautinst.org
Iberia
Capt. Mark Bull FNI
Tel: +350 5404 6600 (Mob)
Iberia.branch@nautinst.org
India
North (New Delhi)
Capt Pawan K. Mittal, MNI
Mobile 91 98 1016 0883
Tel/Fax: 91 11 2508 6500
pkmittal@ariworld.com
North West (Chandigarh)
Capt P Ahluwalia MNI
cdgnauticalinst@gmail.com
South (Chennai)
Capt Y D Misra MNI
Tel: 91 98401 15064 (Mob)
mail@nisi.org.in
South West (Kochi)
Capt Vinod Naveen AFNI
nauticalinstituteindiasw@gmail.com
West (Mumbai)
Capt. Amol Deshmukh MNI
Tel: +91-98331 22343 (mob)
ad@amoldeshmukh.net
Indonesia
Captain Akhmad Subaidi AFNI
Tel: +62 24 7628676 (H)
Tel: +62 21 30050000 (Ext 204)(O)
capt.akhmad@gmail.com
Ireland
www.linkedin.com/pub/
nauticalinstitute-ireland-
branch/29/953/561
Capt Steve Malone AFNI
Mobile: +353 86 2297127
nautinst.ireland@gmail.com
Italy
North
Tiziano Menconi MNI
Tel: +39 3397540138
menconitiziano@gmail.com
South
Capt Modestino Manfredi AFNI
Tel: +39 339 1291042 (Mobile)
dariomanfredi@libero.it
Japan
Prof. Masao Furusho, MNI
Tel: 81 78 431 6246
Mobile 81 90 5362 2858
furusho@maritime.kobe-u.ac.jp
Malaysia
Dr. Capt. Manivannan
Subramaniam FNI
Tel: + (60)-012 3582 485
(60)-06- 388 2280
manivannan@alam.edu.my
Maldives
Capt. Adhil Rasheed MSc MNI
Tel: + 960 331 2014
Fax: + 960 331 2015
Mob: + 960 999 8700
arasheed@mamaldives.edu.mv
Malta
Mr. Brendon Paul Cassar Saguna
Tel: +356 7933 0820
nauticalinstitute.mt@gmail.com
Mexico
Capt. Ricardo E. Jiménez AFNI
Office: + 52 55 75 868274
Mob: +52 1 55 4712 8244
Ricardo.Jimenez@bs-
shipmanagement.com
Myanmar
Capt Ba Nyan MNI
Tel: 95 9 511 0982 (Mobile)
banyan@kcksrpsp.com
Montenegro
Capt. Boro Lucic, AFNI
Tel: +382 (0)69 597 766 (Viber)
+382 (0)68 068 766
boro.lucic@gmail.com
Netherlands
www.nautinst.nl
Netherlands.branch@nautinst.org
New Zealand
Capt. Kees Buckens, FNI
Tel: +64 9 579 4429
nznisec@xtra.co.nz
Nigeria
Capt. Jerome Angyunwe AFNI
Tel: 234 1896 9401
Mobile 234 80 2831 6537
Jerome107@hotmail.com
Norway
Mr Viet Dung Vu MNI
Tel: +4798545022
dvv@hvl.no
Pakistan
Capt. S M A Mahmoodi, FNI
Tel: 92 21 285 8050-3 (o)
mahmoodi@mintship.com
Panama North East US Coast
Nitzeira Watson AFNI Capt Craig Dalton AFNI
zeira_11@hotmail.com Tel: 508-830-5000
cdalton@maritime.edu
Philippines
West Coast
Angelica Baylon AFNI Dr Colin Dewey AFNI
Tel: 63472373355 Tel: 707-654-1065
ambaylon_maap11@yahoo.com uswestcoast.branch@nautinst.org
Poland
United Kingdom
Capt. Adam Weintrit, FNI
Tel: +48 6 0410 8017 Bristol Channel
Capt John Rudd, AFNI
weintrit@am.gdynia.pl
Tel: 01179 772173
Mobile 07976 611547
Romania
Capt. Cristian E. Ciortan, AFNI johnrudduk@hotmail.com
Mobile: +40 722 393 464 Central Scotland
ceciortan@me.com http://nicentralscotland.org.uk
Capt Andy O’Brian AFNI
Russia
Mobile 07833671427
St. Petersburg Secretary@nicentralscotland.org.uk
Captain Alexandr B Nosko MNI Humber
Tel: +7 812 3859933 Capt Jamie Simpson AFNI
humber.branch@nautinst.org
Mobile +7 911 9224151
abnosko@gmail.com London
a.nosko@scf-group.ru www.nautinst.org/uk-london
Andrew Bell FNI
Singapore
Tel: 07785586317
www.nautinst.org/singapore
Andrew.Bell@shlegal.com
Capt Ken Ellam AFNI
North East England
Tel: : +65 9879 8606
Mr David Byrne FNI
singapore.branch@nautinst.org
Tel: +44 (0)191 285 2013
Mob: +44 (0)7703 49 00 63
Southern Africa
david.byrne@flag-c.com
www.nautinst.co.za
North of Scotland
Ms Yvette de Klerk AMNI
John Reid AFNI
Tel: +27 84 482 4444
Yvettedeklerk@icloud.com ni.northofscotland@yahoo.co.uk
NW England and N Wales
South Korea www.ninw.org.uk
Capt Chason Kang AFNI Mr Derek Gallagher MNI
Chasonk@nate.com Tel: 07477535255 (Mob)
sec@ninw.org.uk
Sri Lanka
Shetland
Capt Keith Jayasuriya AFNI
https://www.facebook.com/
Tel: +94 770 713 857
ShetlandNI
Keith.jayasuriya@gac.com
Laura Burden MNI
Suriname Tel: 07935919886 (Mob)
Mr Ruurdt Jukema MNI laura.burden1@hotmail.com
Solent
Tel: + 597- 485594
www.nautinst.org/uk-solent
Mob: +597-869 3876
Richard Brooks, FNI
ruurdt.jukema@firstmeridian.nl
Tel: 07815 104419 (Mob)
Sweden nisolentbranch.secretary@gmail.com
www.nautinst.org/swe-den South West England
Capt Helle Andsbjerg AFNI Capt Robert Hone FNI
helle@captainhelle.com
Tel: 01752 862050 (h)
Tel: 01752 586163 (w)
Trinidad & Tobago robert.hone@plymouth.ac.uk
Yusuf Buckmire AMNI
http://glang.me.uk/nisw.html
Tel: +18687699429
yubuck14@gmail.com Venezuela
Capt Oscar Rodriguez AFNI
Turkey
Tel: +584242177766
Capt. Mehmet Albayrak, MNI Mobile +582127935701
Tel +90 216 474 6793
orodriguez@consemargroup.
alia@topazmarine.com com.ve
UAE
www.niuae.ae
Capt Sirpreet Kahlon AFNI
nauticalinstitute.uae@gmail.com
Ukraine
www.nautinst.com.ua
Professor Vladimir Torskiy, FNI
Tel/Fax: +38 (048) 733-48-36
Mobile: +38 (050) 390-12-87
torskiy@te.net.ua
U.S.A.
Gulf – Florida
Capt Ken Wahl MNI
Tel: 727 580-4576 (Mob)
kwahl@seaschool.com
Gulf – Houston
Fr Sinclair Oubre AFNI
Tel: 409 749 0171 (Mob)
nigulfbranch@gmail.com