SMM Manual - 25-Mar-21

SHIP MANAGEMENT MANUAL
Rev No. : 12
Date : 25-Mar-21
APPROVAL Page : 1 of 1

EDITION II
Notes:
1. This manual is valid from the issue date.
2. This manual is not to be altered or marked in any way.
3. Any review or alteration to this manual is to be carried out as per the system
procedures.
4. Any revisions of this manual will be recorded on the Revision sheet.
Approved By:
Issued By:
Synergy Maritime Private

Limited
Head of Ship Management Team
This publication is the property of Synergy Group. No part of this publication is to be

reproduced, stored in a retrieval system, or transmitted in any form or by any means
without the prior permission of Management.
Uncontrolled document when printed

Rev No. : 12
Date : 25-Mar-21
RECORD OF REVISION Page : 1 of 5
RECORD OF REVISION
This procedure was first released as Edition 0, in 2006 and first major revision was
released as Edition 1 on 21st Oct 2009. After which various revisions were released to
multiple chapters. The second major revision to the manual was released as Edition
II on 31st Jan 2013.
Record of all the previous revisions are maintained in office with CMS team.
Chapter Page Rev. No. Date

Table of Contents All 1 29-Apr-13
Abbreviations All 1 29-Apr-13
Ch 01 Introduction All 1 29-Apr-13
Table of contents All 2 20-Jan-14
Abbreviations All 2 20-Jan-14
Ch. 01 Introduction All 2 20-Jan-14
Ch. 03 Objectives All 1 20-Jan-14
Ch. 06 Resources and Personnel All 1 20-Jan-14
Ch. 06 Appendix II Contact details All 1 20-Jan-14
Ch. 07 Plans for vessel operations All 1 20-Jan-14
Ch. 09 Reporting All 1 20-Jan-14
Ch. 12 Verification, Review & 20-Jan-14
All 1
Evaluation
Ch. 14 Management Review All 1 20-Jan-14
Ch. 15 Hours of Work & Rest All 1 20-Jan-14
Ch. 16 Management of Change All 1 20-Jan-14
Ch. 19 Communication All 1 20-Jan-14
Annex 1 List of Standard publication All 1 20-Jan-14
Table of Contents All 3 05-May-14
Ch. 06 Resources and Personnel All 2 05-May-14
Ch. 11 Document Control All 1 05-May-14
Ch. 14 Management Review All 2 05-May-14
Ch. 19 Communication All 2 05-May-14
Table of contents All 4 21-Jul-14
Abbreviations All 3 21-Jul-14
Ch. 02 Policies All 1 21-Jul-14
Ch. 03 Quality Objectives All 2 21-Jul-14
Ch. 04 Organizational structure All 1 21-Jul-14
Ch. 06 Resources & Personnel All 3 21-Jul-14
Ch. 06- Appendix 1 Masters weekly
All 1 21-Jul-14
accommodation checklist
Ch. 06-Appendix II – Contact details All 2 21-Jul-14

Rev No. : 12
Date : 25-Mar-21

Ch. 07 Plans for Vessel Operations 21-Jul-14
All 2
(3)
Ch. 09 Reporting All 2 21-Jul-14
Ch. 11 Document Control All 2 21-Jul-14
Ch. 12 Verification, Review & 21-Jul-14
All 2
Evaluation
Ch. 14 Management Review All 2 21-Jul-14
Ch. 15 Hours of Work and Rest All 2 21-Jul-14
Ch. 16 Management of Change All 2 21-Jul-14
Ch. 19 Communication All 3 21-Jul-14
Annex 1 Standard Publications All 2 21-Jul-14
Table of Contents All 5 20-Feb-15
Abbreviations All 4 20-Feb-15
Ch. 01 Introduction 1, 5, 6 3 20-Feb-15
Ch. 02 Policies 1 2 20-Feb-15
Ch. 03 Objectives 2, 3 3 20-Feb-15
Ch. 04 Organizational structure 1, 2 2 20-Feb-15
Ch. 06 Resources & Personnel All 4 20-Feb-15
Ch. 06- Appendix 1 Contact details All 3 20-Feb-15
Ch. 07 Development of Plans for
All 3 20-Feb-15
vessel Operations
Ch. 08 Emergency Preparedness All 1 20-Feb-15
1, 2, 4, 5, 9,
Ch. 09 Reporting / Analysis 10, 12, 14, 3 20-Feb-15
15, 18
Ch. 11 Document Control 1, 2, 3 3 20-Feb-15
Ch. 12 Verification Review & 20-Feb-15
4, 9, 10 3
Evaluation
Ch. 14 Management Review All 4 20-Feb-15
Ch. 15 Hours of work and Rest All 3 20-Feb-15
Ch. 16 Management of Change 3, 7, 9 3 20-Feb-15
Ch. 18 Responsibilities of Shipboard 6, 10, 12, 13,
1 20-Feb-15
Personnel 14
Ch. 19 Communication 3 4 20-Feb-15
Annex 1 List of Standard publication All 3 20-Feb-15
Table of Contents All 6 15-Apr-16
Ch. 01 Introduction 3, 4, 5, 6, 7 4 15-Apr-16
Ch. 04 Organizational structure 4 3 15-Apr-16
Ch. 06 Resources & Personnel 5, 13 5 15-Apr-16
Ch. 09 Reporting / Analysis 9, 14 4 15-Apr-16

Rev No. : 12
Date : 25-Mar-21

Ch. 16 Management of Change 2, 5, 7 4 15-Apr-16
Ch. 18 Responsibilities of Shipboard 3, 11, 12, 13,
2 15-Apr-16
Personnel 14, 20
Ch. 19 Communication 2 5 15-Apr-16
Annex 1 List of Standard publication 3, 4, 5 4 15-Apr-16
Table of Contents All 7 28-Oct-16
Ch. 01 Introduction All 5 28-Oct-16
Ch. 06 Resources & Personnel All 6 28-Oct-16
Ch. 08 Emergency Preparedness All 2 28-Oct-16
Ch. 09 Reporting / Analysis All 5 28-Oct-16
Annex 1 List of Standard publication All 5 28-Oct-16
Table of Contents All 8 24-May-17
Ch. 01 Introduction All 6 24-May-17
Ch. 02 Policies All 3 24-May-17
Ch. 03 Objectives All 4 24-May-17
Ch. 04 Organizational structure All 4 24-May-17
All 4 24-May-17
vessel Operations
Annex 2: Statement of Context –
Related to External and Internal All 0 24-May-17
issues
Table of Content All 9 30-Sep-17
Ch. 01 Introduction All 7 30-Sep-17
Ch. 03 Objectives All 5 30-Sep-17
Ch. 04 Organisational Structure All 5 30-Sep-17
Ch. 06 Resources & Personnel All 7 30-Sep-17
Ch. 08 Emergency Preparedness All 3 30-Sep-17
Ch. 9 Reporting / Analysis All 6 30-Sep-17
Ch. 12 Verification Review &
All 4 30-Sep-17
Evaluation
Ch. 14 Management Review All 5 30-Sep-17
Ch. 18 Responsibilities of Shipboard
All 3 30-Sep-17
Personnel
Ch. 19 Communication All 6 30-Sep-17
Annex 3 – Month end Reports in
All 0 30-Sep-17
Shippalm
Table of Content All 10 14-Dec-18
Ch.01 Introduction All 8 14-Dec-18
Ch. 06 Resource & Personnel All 8 14-Dec-18
Ch. 9 Reporting / Analysis All 7 14-Dec-18

Rev No. : 12
Date : 25-Mar-21

Ch. 11 Document Control All 4 14-Dec-18
Ch. 12 Verification Review & All
5 14-Dec-18
Evaluation
Ch. 14 Management Review All 6 14-Dec-18
Ch. 16 Management of Change All 5 14-Dec-18
Ch. 17 Onboard Discipline All 1 14-Dec-18
Ch.18 Responsibilities of Shipboard All
4 14-Dec-18
Personnel
Ch. 20 Feedback All 0 14-Dec-18
Annex 02 Statement of Context – All
Related to External and Internal 1 14-Dec-18
issues
Annex 03 Month end reports in Ship
All 1 14-Dec-18
palm
Table of Content All 11 30-Dec-19
Abbreviations 2 5 30-Dec-19
Ch. 03 Objectives 2 6 30-Dec-19
Ch. 04 Organisational Structure 1 6 30-Dec-19
Ch. 06 Resource & Personnel 8,9,22, 30-Dec-19
9
30,31,34
Ch. 08 Emergency Preparedness 1 4 30-Dec-19
1,2 5 30-Dec-19
vessel Operations
Ch. 9 Reporting / Analysis 14,18,22,23,
8 30-Dec-19
24
Ch. 11 Document Control 2,6 5 30-Dec-19
Ch. 12 Verification Review & 2, 5 30-Dec-19
6
Evaluation
Ch. 14 Management Review 4 7 30-Dec-19
Ch. 15 Hours of work and Rest 1 4 30-Dec-19
Ch. 16 Management of Change 2,4 6 30-Dec-19
Ch. 17 Onboard Discipline 2-8 2 30-Dec-19
Ch.18 Responsibilities of Shipboard 11,18
5 30-Dec-19
Personnel
Ch. 19 Communication 5 7 30-Dec-19
A4 Abbreviations 2 6 25-Mar-21
Ch.01 Introduction 7,8 9 25-Mar-21
Ch. 02 Policies 5,11 4 25-Mar-21
Ch.04 Organisation Structure, 25-Mar-21
1,3,5 7
Responsibilities of MR/DPA

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Date : 25-Mar-21

8,10,11,22,2
Ch. 06 Resource & Personnel 10 25-Mar-21
3,26,31
Ch.07 Development of Plans for 25-Mar-21
3 6
Vessel Operations
3,4,5,8,12,
Ch. 9 Reporting / Analysis 9 25-Mar-21
14,15,22,24
Ch. 11 Document Control 2,3, 5 6 25-Mar-21
Ch. 12 Verification Review &
5,8,9 7 25-Mar-21
Evaluation
Ch. 14 Management Review 2,3,4 8 25-Mar-21
Ch. 16 Management of Change 2,3,8,9,11,12 7 25-Mar-21
Ch. 17 Onboard Discipline 1,3,8 3 25-Mar-21
Ch.18 Responsibilities of Shipboard 2,3,4,5,6,12,
6 25-Mar-21
Personnel 14,20,25
Annex 2: Statement of Context –
Related to External and Internal 3,4,5 2 25-Mar-21
issues

Rev No. : 12
Date : 25-Mar-21
TABLE OF CONTENTS Page : 1 of 1
TABLE OF CONTENTS
Chapter Title Revision Revision Date

Abbreviations / Acronyms and
6 25-Mar-21
Definitions
1 Introduction 9 25-Mar-21
2 Policies 4 25-Mar-21
3 Objectives 6 30-Dec-19
Organisation Structure, Responsibilities
4 7 25-Mar-21
of MR/DPA
5 Master’s Responsibility and Authority 0 31-Jan-13
6 Resources and Personnel 10 25-Mar-21
Development of Plans for Vessel 25-Mar-21
7 6
Operations
8 Emergency Preparedness 4 30-Dec-19
9 Reporting / Analysis 9 25-Mar-21
10 Maintenance 0 31-Jan-13
11 Document Control 6 25-Mar-21
12 Verification Review and Evaluation 7 25-Mar-21
13 Certification, Verification Control 0 31-Jan-13
14 Management Review 8 25-Mar-21
15 Hours of Work & Rest 4 30-Dec-19
16 Management of Change 7 25-Mar-21
17 Onboard Discipline 3 25-Mar-21
18 Responsibilities of Shipboard Personnel 6 25-Mar-21
19 Communication 7 30-Dec-19
20 Feedback 0 14-Dec-18
Annex 1 List of Standard Publication 5 28-Oct-16
Statement of Context – Related to
Annex 2 2 25-Mar-21
External and Internal issues
Annex 3 Month end Reports in Shippalm 1 14-Dec-18
Annex 4 ISO Reference table 0 25-Mar-21
Appendix 1 Synergy code of conduct 0 25-Mar-21

Rev No. : 6
Date : 25-Mar-21
ABBREVIATIONS / ACRONYMS Page : 1 of 6
ABBREVIATIONS / ACRONYMS
Controlled Document Transmittal Record
CDTR
DOC Document Of Compliance
DPA Designated Person Ashore
FAC First Aid Case
HR Division Human Resource Division
HSM Health & Safety Manual
ISM Code International Safety Management Code
ISO International Organization for Standardization
ISPS International Ship and Port Facility Security
IT Division Information Technology Division
HSMT Head of ship management team
IT Information Technology department
LTI Lost Time Injury
LWC Lost Workday Case
MR Management Representative
MTC Medical Treatment Case
NC Non-Conformity
OHSAS Occupational Health And Safety Management System
PMS Planned Maintenance System
PPD Permanent Partial Disability
PTD Permanent Total Disability
QHSE Quality, Health, Safety and Environmental
RWC Restricted Work Case
SMC Safety Management Certificate
SOLAS International Convention for Safety of Life at Sea
SOPEP Shipboard Oil Pollution Emergency Plan
International Convention on Standards of Training, Certification
STCW and Watch keeping for Seafarers.
SUPT Superintendent
TRC Total Recordable Case

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Date : 25-Mar-21
AOH After Office Hours

CBA Collective Bargaining Agreement
DCR Document Change Request
DOT Department of Transportation
DWT Deadweight
IACS International Association of Classification Society
IAPH International Association for Ports & Harbours
ICS International Chamber of Shipping
ILO International Labour Organisation
IMDG International Maritime Dangerous Goods
IMO International Maritime Organisation
ISF International Shipping Federation
ISGOTT International Safety Guide for Oil Tankers and Terminals
ITU International Telecommunication Union
LOF Lloyd’s Open Form
OCIMF Oil Companies International Marine Forum
SMM Ship Management Manual
SMPEP Shipboard Marine Pollution Emergency Plan
SMS Safety Management System
UMS Unmanned Machinery Space
VRP Vessel Response Plan
WHO World Health Organisation
CMS Common Marine Services
CTS Common Technical Services
SMT Ship Management Team
CMPT Competency Management Team
FSC Flag State Control
IGF International gas fuel (gases or other low-flashpoint fuels)

Rev No. : 6
Date : 25-Mar-21
DEFINITIONS
Accidents Accident is an uncontrolled or unplanned event or consequence of

events that results in an injury or harm to people, damage to
environment, damage to property or loss in profitability.
Administration The Government of the State whose flag the vessel is entitled to fly.
Company The Owner of the ship or any other organization or person such as
the manager, or the bareboat charterer, who has assumed the
responsibility for operation for the ship from the ship owner and
who, on assuming such responsibility, has agreed to take over all the
duties and responsibility imposed by the Code. The Company, with
respect to the managed vessel is acting as the Owner’s
representative. Contact details can be found in Ch. 4.
Company/Office Synergy
Controlled Any document issued which has been uniquely identified as a

Document “Controlled Document”, is valid and relevant to a specific operation
and is traceable for recall. Only “Controlled Documents” shall be
used for work affecting safety and pollution prevention. Any
document, which has not been uniquely identified as a “Controlled
Document”, is a Non-Controlled Document.
Corrective Action The action that is taken to remove the cause of an occurred non-
conformance and to prevent recurrence.
Designated The person designated by the Company to provide the link between
Person the Company and those onboard. The Designated Person has access
to the highest level of management and has the responsibility and
authority to monitor the safety and pollution-prevention aspects of
the operation of the vessel and to ensure that adequate resources
and shore-based support are applied, as required.
Fatality A death directly resulting from a work injury regardless of the length
of time between the injury and death.
Note: fatalities are included in the Lost Time Injury count.

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Date : 25-Mar-21
DEFINITIONS
First Aid Case This is one-time treatment and subsequent observation or minor
(FAC) injuries such as bruises, scratches, cuts, burns, splinters, etc. The
first aid may or may not be administered by a physician or registered
professional.
Incident An incident is an accident, near miss or dangerous occurrence.
Lost Time Injuries Lost Time Injuries are sum of Fatalities, Permanent Total Disabilities,
(LTIs) Permanent Partial Disabilities, and Lost Workday Cases.
(LTIs = Fatalities + PTD + PPD + LWC)
Lost Workday This is an injury which results in an individual being unable to carry
Case (LWC) out any of his duties or to return to work on a scheduled work shift
on the day following the injury unless caused by delays in getting
medical treatment ashore.
Note: An injury is classified as an LWC if the individual is discharged

from the ship for medical treatment.
Major Non- Major Non-Conformity means an identifiable deviation that poses a

Conformity serious threat to the safety of personnel or the ship or a serious risk
to the environment that requires immediate corrective action and
includes the lack of effective and systematic implementation of a
requirement of this Code.
Medical This is any work-related loss of consciousness (unless due to ill

Treatment Case health), injury or illness required more than first aid treatment by
(MTC’s) some physician, dentist, surgeon, or registered medical personnel,
e.g. nurse or paramedic under the specific order of a physician or if
at sea with no physician onboard could be considered as being in the
province of a physician
MTCs Include:
▪ Injuries which result in loss of consciousness, even if
the individual resumes work after regaining
consciousness (N.B. this does not cover loss of
consciousness due to ill):
▪ Sutures for non-cosmetic purposes
▪ Use of casts, splints, or other means of
immobilization

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Date : 25-Mar-21
DEFINITIONS
▪ Any surgical treatment

▪ Removal of embedded objects from eye by surgical
means
▪ Use of other than non-perspective drugs or
medications
▪ Use of series of compresses for treatments of bruises,
sprains, or strains
▪ MTC’s exclude the following

▪ First aid, LWCs and RWCs
▪ Hospitalization for observation without treatment
▪ A one-off tetanus injection
▪ Consultative visit to, or examination by, a physician or
registered processional for the purpose of a
confirmatory check.
Near Miss Any uncontrolled or unplanned event that under slightly different
circumstances could have led to a loss in the form of personal injury,
environmental damage, or property damage.
Non-conformity Means an observed situation where objective evidence indicates the

non-fulfilment of a specified requirement
Objective Quantitative or Qualitative information, records, or statements of

Evidence fact pertaining to the existence and implementation of a Safety
Management System element, which is based on observation,
measurement, or test and which can be verified.
Observation A statement of fact made during a Safety Management Audit and

substantiated by objective evidence.
Permanent Permanent Partial Disability is any work injury which results in the
Partial Disability complete loss, or of use, of any member or part of the body, or any
(PPD) impairment of function of parts of the body, regardless of any pre-
existing disability of the injured member or impaired body function,
that partially restricts or limits an employee’s basis to work on
permanent basis at sea. Such an individual could be employed
ashore but not at sea in line with Industry Guidelines.

Rev No. : 6
Date : 25-Mar-21
DEFINITIONS
Permanent Total Permanent Total Disability at any work injury which incapacitates an
Disability (PTD) employee permanently and results in termination of employment on
medical grounds (e.g. Loss of limb(S) permanent brain damage, loss
of sight) and precludes the individual from working either at sea or
ashore.
Preventive Action Action that is taken to remove the cause of a potential non-
conformity
Restricted Work This is an injury which results in an individual being unable to

Case (RWC) perform all normally assigned to another job on a temporary or
permanent basis on the day following the injury.
Note: The following come into the category of “less than normal
assigned work functions”
▪ Performing all duties or normal assigned work
functions but at less than full time schedule;
▪ Performing limited duties at normally assigned job at
fulltime schedule; and,
▪ Transfer to other duties.
Safety Records Documented evidence of actions taken to achieve the standards

required as lay out in the Safety Management System procedures
and to demonstrate the effectiveness of the Safety Management
System. Safety records shall include pertinent sub-contractor
records.
Senior Officers In vessels - Master, Chief Officer, Chief Engineer, and Second
Engineer
Total Recordable The sum of all work-related fatalities, los time injuries, restricted
Cases (TRC) work injuries and medical treatment injuries
TRCs = LTIs + RWCs + MTCs
Work Injury This is any sign or symptom of physical damage or impairment to

any part of the body directly resulting from an accident regardless of
the length of time between the incident and the appearance of the
injury.

(This section is specific to Synergy Maritime Pvt.Ltd.)

Rev No. : 9
Chapter: 01 Date : 25-Mar-21
INTRODUCTION Page : 1 of 10
1 INTRODUCTION
Synergy Maritime Private Limited (SMPL) is a ship management company which was
established in 2006. SMPL head office is located at the following address:
Synergy Maritime Pvt. Ltd.
4th floor AKDR Tower
# 3/381, Rajiv Gandhi Salai (OMR)
Mettukuppam, Chennai 600 097
India
Email: mail@synergyship.com
Types of vessels operated by the company on behalf the owners are:

▪ Oil Tankers
▪ Chemical Tankers
▪ Bulk Carriers
▪ Other Cargo ship types
▪ Gas Carriers
1.1.1 COMPANY RESPONSIBILITY FOR VESSEL OPERATIONS
Assignment of responsibility for the operation of the vessel will be communicated by
the Owner of the vessel to the respective Flag Administration before taking over the
vessel. The Ship Management team (SMT) shall maintain copies of such
correspondence from the owner to the Administration. A copy of the same shall be
available with the Master of the vessel.
1.2 CONTEXT OF THE ORGANISATION
Synergy Group through its ship management companies located across the globe
provides technical management services to its esteemed customers in compliance to
the International and Local legislations.
Technical management services, shall include but not limited to:
▪ Developing, Implementing, Monitoring, and Reviewing the Policies and
Procedures to operate the vessels in safe and effective manner, in
compliance to the applicable regulations and to high standards
recommended in the industry (Hereinafter called - QHSSE management
System – Quality, Occupational Health, Safety, Security, and Environmental
Management system – or Integrated Management System).
▪ Maintain the assets to the highest standards in the industry and to entire
satisfaction of the customer.
Company identifies, analyses, monitors and reviews factors that may affect our
ability to satisfy our customers and stakeholders, as well as; factors that may
adversely affect the stability of our process, or our management system’s integrity.


Rev No. : 9
To ensure that our Integrated Management System is aligned with our strategy,
whilst taking account of relevant internal and external factors; we initially collate and
analyse pertinent information in order to determine potential impact on our context
and subsequent business strategy.
Company then monitors and reviews this information to ensure that a continual
understanding of each group’s requirements is derived and maintained. To facilitate
the understanding of our context, we regularly consider issues that influence our
context during management review meetings and are conveyed via minutes and
other periodical reports.
The output from this activity is evident as an input to the consideration of risks and
opportunities, and the actions that we take to address them.
Although we acknowledge that ISO 9001:2015 does not require our organisational
context to be maintained as documented information, we maintain and retain; in
addition to this document, the following documented information to describe our
organisational context:
▪ Analysis of future plan, strategies, and statutory and regulatory commitments
pertaining to safety and environmental protection;
▪ Analysis of Industry performance related to QHSSE;
▪ Safety and security reports from Industry;
▪ Technical reports from technical experts and consultants from Industry;
▪ Minutes of meetings (Management and review minutes), process maps and
reports, etc.
1.2.1 INTERNAL ISSUES
The following are the identified Internal issues with regards to the context of the
organization:
▪ Identifying and employing suitable qualified individuals
▪ Identifying and providing appropriate training to ship and shore staff
▪ Ensuring that the ship and shore staff are adequately motivated
▪ Challenges in complying with the stringent Local/National/International
regulations.
▪ Ensuring effective communication across all levels of the organization, both
on shore and on vessels
▪ Identifying and readying up to the challenges of Market demands
▪ Identifying and working with Subcontractors to enhance the system
improvement.
▪ Ensuring harmony across the group keeping different cultural backgrounds in
mind
▪ Ensuring the processes are appropriate and does not result in another risk.
▪ Ensuring adequate financial resources are available to effectively implement
the management system.


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1.2.2 EXTERNAL ISSUES

The following are the identified External issues with regards to the context of the
organization:
▪ Stringent requirements and regulations from the following:
• Authorities – Port States, Flag States, and other government authorities
boarding the vessels
• Charterers and their agents
• Terminals and Ports
• Industry regulatory bodies such as IMO, Classification Societies
• Industry requirements (SIRE / TMSA)
▪ Legal issues – arising out of claims
▪ War and other acts that are beyond the control of organization
▪ Not understanding changing customer and market needs
▪ Not understanding the trends that is having an impact on the objectives
▪ Economic backdrop and changing Technology
▪ Cultural and Social
1.3 RELEVANT INTERESTED PARTIES
Company recognizes that we have a unique set of interested parties whose needs
and expectations change and develop over time, and furthermore; that only a
limited set of their respective needs and expectations are applicable to our
operations or to our quality management system. Such needs and expectations
broadly include those below.
Ship Owners and their customers
▪ Charterers
▪ Bareboat Charterers
▪ Sub Charterers
▪ Ship Agents
• Ship Owners - Not to exceed the budget that is agreed between the Ship
Owner and the Company. For the Charterers / agents - To ensure safety
of cargo and Environment;
Regulators and their appointee
▪ Flag State
▪ Port State
▪ Classification Society’s
To comply with their rules and requirements;
Ship and Shore Staff:

Employment, motivation, career progression, safe working requirements and
improving self;


Rev No. : 9
Insurers:
To ensure the safety of people, assets, environment are adequately insured;
Cargo Interested Parties
▪ Ports
▪ Terminals
▪ Shippers
▪ Charterers
Safety of the port and terminals.
Sub-Contractors:
Relationship to be beneficial for both the parties
Owners / Shareholders:
Growth and profitability of the company
To ensure that our Services and processes continue to meet all relevant
requirements, we identify and assess the potential impact of any relevant needs and
expectations that may be elicited from the interested parties.
Where appropriate, to ensure that our processes are aligned to deliver the
requirements of our interested parties; we convert relevant needs and expectations
into requirements which become inputs to our Integrated Management Services and
to our services.
1.4 STRATEGIC DIRECTION
To ensure compliance with the company’s vision, mission and values the strategic
direction is set as below:
▪ Work towards achieving as a globally trusted and preferred shipping
company providing holistic and comprehensive solutions in ship
management;
▪ Establish a working culture prioritizing Occupational Health, Safety, Security
and prosperity of people, assets, and environment;
▪ Continuously strive to make this world a safer and better place for all
stakeholders by working towards zero injuries, damages, and environmental
pollution;
▪ Leverage the global understanding and domain expertise to cater to dynamic
customer needs;
▪ Innovate continuously and exploit the possibilities of latest technologies to
keep ahead of rapidly changing industry trends;
▪ Build long standing partnerships based on integrity, shared values, and
mutual benefits;
▪ Expand our team by employing right talents and providing them with vibrant,
conducive, and progressive work culture;


Rev No. : 9
▪ Contribute to the wellbeing and progress of community by promoting and

upholding our commitment towards society through CSR initiatives
▪ Identify, Analyse, and Review the requirements of the interested parties
periodically.
1.5 VISION, MISSION AND VALUES
We are a young and dynamic team steered by our core values and strong domain
expertise. Every phase of our evolution and growth is driven by integrity, profound
conviction in human values and deep-rooted concern for environment. Our Vision,
Mission and Values reflect the unique DNA of our organization and define the code
of conduct that will guide every employee and associate through our growth and
success.
1.6 OUR VISION
Our roadmap starts with our vision, that is – “To be a globally trusted and preferred
shipping company providing holistic and comprehensive solutions in ship
management. Safety, security, and care for our people, assets, and environment
remain our priority. We continually strive to make this world a safer and better place
for all stakeholders by working towards zero injuries, damages and pollution and
continuously work towards reduction in permitted emissions.
1.6.1 OUR MISSION
Our mission serves as the framework for our roadmap and guides every aspect of
our business by describing what we need to accomplish in order to achieve our
vision. We shall:
• Leverage our global understanding and domain expertise to cater to

dynamic customer needs;
• Innovate continuously and exploit the possibilities of latest technologies
to keep ahead of rapidly changing industry trends;
• Build long standing partnerships based on integrity, shared values and
mutual benefits;
• Expand our team by employing right talents and providing them with
vibrant, conducive and progressive work culture;
• Contribute to the wellbeing and progress of community by promoting and
upholding our commitment towards society through CSR initiatives.
1.6.2 OUR CORE VALUES - I -STEER SYNERGY
Our core values are the deeply held beliefs and are the seeds of our organizational
culture. They serve as a compass for our actions and describe how we behave both
individually and collectively. Our anagram for the core values- i-STEER Synergy, helps
embedding of the core values into each individual in our organization.


Rev No. : 9
Integrity is the core value that will define our organization and the way we do our
business at all times – during period of success as well as during challenging times.
As an organization, we will not associate or be a party in any unethical or corrupt
dealing or practice.
Safety is our business as well as our commitment and future. It is paramount in

everything we do. We continuously work towards setting new industry standards in
safety of people and environment.
We believe in being proactive, direct, and honest in our communications with all
stakeholders. We consider transparency a critical factor in building lasting
relationships.
People are our biggest assets. Empathizing helps in understanding the individual as
well as the environment that he is in. Empathy, as a part of the just culture enhances
the safety culture.
We believe in empowering people with courage, freedom and confidence to take

right decisions. We encourage them to be accountable for their actions even when
they commit mistakes. We believe that constructive learning from mistakes is the
best way of improving and empowering oneself and the organization.
We believe that respect is the foundation of a good organization. At Synergy, all our
actions are driven by respect towards self, others and environment. As a company
working in diverse geographies, we respect the diversity of culture and ideas. We
also respect and comply with laws and regulations in different regions.
We believe that “The whole is greater than the sum of its parts”. Synergy based on
mutual trust and confidence is our key strength – and we constantly strive to align
our individual abilities to achieve organizational goals and shared vision.
By living these values, “SYNERGY” aspires to set a high standard of excellence
worldwide.


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1.7 MAIN PROCESSES

The main functional processes of the company are as below.


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1.8 INTEGRATED MANAGEMENT SYSTEM

1.8.1 SCOPE AND PURPOSE
Based on the analysis of the issues and requirements Company has established the
scope of our Integrated Management System in order to implement our objectives
and our policies that are relevant to our context, Services and any interested parties.
Company commits to work towards the Health, Safety, and Environmental
Excellence, which means to work towards more than “mere compliance”.
To achieve this, an integrated management system has been developed comprising
the requirements of
▪ Company’s Management Principles,
▪ International Safety Management (ISM) Code, as amended,
▪ ISO 9001: 2015 Quality Management System Standard, as amended
▪ ISO 14001:2015 Environment Management System Standard, as amended,
and
▪ ISO45001: 2018 Occupational Health and Safety Management System
Specifications, as amended.
▪ Industry Recommendations such as TMSA.
This integrated management system shall provide measures to identify and promote
best Practices from the industry and across the fleet. Company shall initiate a “QHSE
excellence campaign” to reach the aspiring goal of Zero injuries; Zero damages; Zero
pollutions in shipboard operations.
Ship Management Manual (also called Integrated Management System Manual)
provides the framework and guidelines for the management system.
1.8.2 OBLIGATION
Company employees are required to be aware of these policies and through regular
reference to the Integrated Management System, understand the relevant safe
working practices and procedures contained within the management system
appropriate to their role.
1.8.3 OVERVIEW
The Management System established to achieve the objectives set out on the
Company Policies consists of manuals, circulars, forms, and checklists are structured
as follows:


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LEVEL 1
SMM
LEVEL 2
Other manuals - Navigation, HSM,
Contingency, Technical, Cargo
operations (specific), EMS, Office
procedure manual, Guide to
Manning
LEVEL 3
Forms / checklists – For ships & Office
LEVEL 4
Circulars,Bulletins, Manager’s Instructions, Flag
Circulars and Industry bulletins.
Level 1 – Ship Management Manual

This manual provides the policies, management commitment and objectives for the
implementation of Integrated Management system on board the ships and in office.
Level 2 – Operating manuals, procedures for office and ships
This level includes all other manuals which are applicable to both the ships & the
office, specific to the office and specific to the ships. Company procedures in this
level are indicated in the table given in the next page. In addition to the company
manuals mentioned in the table including ship specific manual such as Ballast Water
Management Plan, Garbage Management Plan, Shipboard Oil Pollution Emergency
Plan, Vessel Response Plan, ECA Manual, VOC Manual (for tankers only), STS (for
tankers only), Bio Fouling Management Plan, Ship Security Plan, Emergency Towing
Arrangement Manual, Solas Training Manual are also included in level 2.
Level 3 – Forms & Checklists
Forms and checklists are prepared based on the procedures and are used by the
operators as an aid to memory. It ensures completeness and consistency while
carrying out operations.
Level 4 – Circulars / Bulletins
This level includes Company circulars/bulletins, manager’s/owner’s instructions, flag
circulars and Industry bulletins sent from the office to the vessels.


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These circulars and manager’s instructions, form part of the company’s management
system and are used to supplement the manuals with additional information which
may be later included in the Level 1 & 2 documents. Security circulars will be sent
separately as and when necessary.
The level 4 documents may be retained in soft copy or in hard copy which shall be
accessible to all the personnel on board and in the office, unless specifically
mentioned.
Location on
S. No. Level Title of Manual Office Ship
Ship
1. Level 1 Ship Management Manual Yes Yes Ships Office
2. Office Procedure Manual
Yes No
3. Criteria and Guidelines for Manning
4. Health& Safety Manual Yes Yes Ships Office
5. Contingency Manual Yes Yes Wheel house
6. Navigation Manual Yes Yes Wheel house
Level 2
7. Technical Manual Yes Yes ECR
8. EMS Manual Yes Yes Ships Office
Cargo Operations manual Yes (specific
Ships Office /
9. (Oil Tanker / Non-Tanker Gas Yes (all) to vessel
CCR
manual/chemical manual) type)
10. Office forms and checklists Yes No

Level 3
11. Shipboard forms and checklists Yes Yes Ships Office
12. Circulars/ Bulletins Yes Yes Ships Office
13. Manager’s / Owner’s Instruction Yes Yes Ships Office
Level 4
14. Flag Circulars Yes Yes Ships Office
15. Industry Bulletins Yes Yes Ships Office
Company provides one hard copy of applicable manuals. In addition, controlled, non-
editable version of company manuals is stored in computerized PMS system and accessible
in many locations including ECR & Ship’s office.

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Chapter - 02 Date : 25-Mar-21
POLICIES Page : 1 of 11
QUALITY, OCCUPATIONAL HEALTH, SAFETY AND ENVIRONMENTAL PROTECTION

POLICY
Occupational Health and Safety shall be our priority.
We recognize that in the operation of our ships, there is a risk to the health and
safety of personnel on-board, to third parties and to the environment. We seek and
commit to minimizing such risks at all levels.
Environment Protection shall be one of our highest priorities and shall undertake to
implement all possible, reasonable, and practicable actions to prevent any type of
pollution.
To achieve these, we shall
▪ Provide safe operation of ships and safe working environment to the staff.
▪ Provide a safe and healthy working environment free from unauthorized use
of drugs and alcohol.
▪ Examine Company working practices to identify risks and establish safeguards
against such risks.
▪ Ensure that all vessels comply with all applicable mandatory rules and
regulations.
▪ Ensure adequate resources and shore-based support provided to the vessels.
▪ Employ competent and qualified personnel.
▪ Provide training for employees to enable them to achieve company
objectives and targets.
▪ Continuously improve skills of employees.
▪ Monitor performance of company, ships, and the employees.
▪ Formulate corrective actions, from incident investigation and audit reports
on-board ship and in the Company office.
▪ Identify and develop appropriate preventive action to proactively prevent
injuries and accidents
▪ Disseminate the safety and environmental related information to the vessels.
▪ Develop, maintain and exercise Contingency / Emergency response plans.
▪ Proactively approach and manage customer relationship.
▪ Identify and address customer complaints, requirements, and expectations in
the pursuit of customer satisfaction
▪ Regularly review towards continual improvement of the management system
▪ Zero Tolerance towards any non-compliance or breach of environmental
regulations.
▪ Encourage open reporting in a transparent manner without fear of
repercussions.

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▪ Use IT technology effectively and develop solutions to breakdown the

complexity of Ship management into easily manageable tasks for both ship &
shore staff.
Apart from the above policies, company will contribute to the wellbeing and
progress of local community through CSR initiatives.
MANAGEMENT COMMITMENT AND RESPONSIBILITY
Company’s leadership is also responsible for implementing the Integrated
Management System, which includes the development and deployment of the
quality policy, the quality objectives, and specific plans that are customer focused.
Top management provides the leadership and governance to all activities related to
the lifecycle processes including defining the strategic direction, responsibility,
authority, and communication to assure the safe and effective performance.
Company’s governance structure provides necessary support for creating and

establishing appropriate processes that are important for maintaining and achieving
our quality objectives and policies. In addition, governance activities include
systematic verification of the effectiveness of our QMS by undertaking internal
audits and analysing performance data.
Regular management reviews ensure that our quality management system is

adequate and effective, and that any necessary adjustments are made thus.
Top management is committed to implementing and developing the integrated
management system and this commitment is defined by our corporate policies and
objectives. Company ensures that our policies are understood, implemented, and
maintained throughout at all levels of the Organisation through printed distribution
of our policy statements and through periodic management review of the policy
statements and objectives. Company communicates our mission, vision, strategy,
policies, and processes to all employees in order to:
▪ Create and sustain shared values of fairness and ethical behaviour;

▪ Establish a culture of trust and integrity;
▪ Encourage commitment to quality;
▪ Provide people with the required resources, training, and authority to act
with accountability;
▪ Inspire, encourage, and recognize people’s contribution.

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We believe that proper and effective management of a vessel is achieved by the co-
operative effort of an integrated network comprising the vessel, the management
office, the manning offices, the port agents, classification societies, statutory bodies,
and other institutions. Good communication and exchange of information are key
elements in this relationship and is the tool for ensuring that all involved parties are
working in accordance with the objectives.
The management, senior executives and employees of the Company recognize the
fact that in order to provide high quality ship management services, implementation
and functioning of the policies and the management system are of vital importance.
The responsibility for establishing and maintaining the policies is of the senior
management of the company (in office and ship). The responsibility for
understanding and executing the defined Company procedures in meeting the
requirements of the policies resides with all employees on-board and ashore.
The Master has the responsibility for implementing this policy on-board the ship
under his command. Further, he has complete authority over all activity and all
personnel on-board and is responsible for safe navigation of the vessel. In matters
relating to safety and pollution prevention, the Master has the overriding authority
and discretion to take whatever action he considers to be in the best interest of the
crew, ship, company, cargo, and marine environment.
The Master and Chief Engineer on board the ships shall be directly responsible for
undertaking all measures necessary to prevent pollution of the environment.
CUSTOMER APPROACH
Company strives to identify current and future customer needs, to meet their
requirements and to exceed their expectations. Top management ensures that the
focus on improving customer satisfaction is maintained by setting and reviewing
objectives related to customer satisfaction at management review meetings.
Top management also ensures that customer requirements are understood and met.
Customer requirements are understood, converted into internal requirements, and
communicated to appropriate personnel within the Organisation.
The company identifies that its primary quality objective is to provide a safe,
thorough and cost effective “Total” ship management services to the principals.
Prior to committing to a customer, the company shall carefully study and analyse
▪ Specific requirements of the principals,
▪ Requirements that are not stated by the customer but necessary for the ship
management services,

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▪ Relevant statutory and mandatory regulations and requirements related the

company,
▪ Relevant statutory and mandatory regulations and requirements related to
the vessel’s flag,
▪ Any additional requirement that may be determined by the company and
▪ Budgetary requirements and restrictions.
▪ Industry Recommendations such as TMSA.
Basis above the company shall commit its intention. The contract shall be prepared
appropriately and communicated to all concerned.
▪ The company shall ensure that
▪ The requirements are clearly defined
▪ Any differences are resolved and
▪ It is well equipped to meet the above requirements
The company shall review the requirements at regular intervals to ensure the
requirements are met.
The company shall arrange to ensure regular meeting of its senior management at
suitable occasions with the Principals in relation to
▪ Service information provided,
▪ Identify any additional specific requirements and
▪ Feedback.
The feedback received from the principals shall be analysed, investigated and,
appropriate action taken as deemed necessary. Any complaint received from the
Principals shall be carefully investigated, root cause identified, corrective actions
taken and communicated to the Principals. Such Requirement, Feedback and
Complains shall be discussed in the management review for continual improvement
of the management system or the necessary amendment to the contract.
BUSINESS ETHICS POLICY

PROFESSIONAL DILIGENCE
Information Sharing:
Synergy will abide by all applicable legal requirements protecting the privacy of a
customer’s or employee’s personal information. All customer and employee
personal information is confidential and may not be disclosed except as permitted by
law and applicable regulations. Synergy will share information relating to its
performance, customers, outcomes of meetings and discussions with employees at
various levels on a ‘need to know’ basis.

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In other words, information will be shared depending on the need for a person to
use this information to do his / her job. Before disseminating any information to
colleagues / outsiders every employee is expected to apply the same judgment on
whether they ‘need to know’.
Where authorization for disclosure of information to a third-party has been given,
the employee involved must ensure that an appropriate confidentiality or non-
disclosure agreement has been executed.
Social Networking:
Employees are not to publish, post or release any information that is considered
confidential or not public on social media. If there are questions about what is
considered confidential, employees should check with their supervisor.
Social media use shouldn't interfere with employee’s responsibilities or any area of
duty.
Use of personal social media for business purposes is strictly prohibited.
Inappropriate use of social media, either in an official or personal capacity, may be
cause for disciplinary action. If unsure whether a communication is appropriate or
not, employees should consult with their supervisor and refer to the Synergy policies
before posting on social media.
Adherence to processes:
All employees are expected to strictly adhere to standard processes & quality
standards.
Conflict of Interest:
A Conflict of Interest could be defined as a “situation that arises when a decision
making authority is seen to have a personal stake in the outcome of the decision
itself”.
Employees of Synergy may find themselves in situations that are of the nature of
creating a Conflict of Interest. If in doubt, it is always best to consult the Immediate
supervisor / Manager concerned before taking any decisions in such cases. A few
such situations are listed below:
1. Participating in Outside Activities:
Synergy recognizes and respects the right of employees to take part in activities that
promote their special talents and abilities outside their jobs. However, these
activities must be lawful and free of conflicts with their responsibilities as employees
of Synergy.
Employees pursuing such activities should ensure that:
▪ The purpose should be to give expression to talent and stay in touch with
one’s hobbies and not for the motive of making money.

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▪ Employees should not solicit opportunities from customers using their

relationships.
▪ This should not be done during Company time or should not interfere with
work.
▪ Prior permission must always be obtained in writing prior to participating in
such activities.
2. Relationships with Partners, Business Affiliates and Companies:
Employees are prohibited from entering into any kind of personal business contracts
with Synergy’s partners, business affiliates and companies.
Employees are likely to be offered cash or gifts in the course of their dealings with
business partners. The following guidelines will apply here:
▪ Accepting cash, whatever the amount, is totally prohibited. Please keep your
supervisor informed in case you are offered something of this nature.
▪ Small value gifts in the nature of mementos and flowers on festive occasions
is acceptable but high value gifts – those in excess of Rs 500/- – should not be
accepted and should be politely turned down. This also needs to be reported
to the Division Head.
3. Non-Compete Undertaking:
While in employment with Synergy, employees will not engage in any activities in
any capacity including free consultations or advises during or after office hours,
which is in competition to the business of the company or in related business or
which results in employing other serving employees of the company.
Employees are not permitted to set up part-time businesses or take up part-time

employment in any area as these will hinder their performance and clearly place
them in a conflict-of-interest situation. Teaching assignments can be taken up with
the permission of the Director provided they do not affect work in the Company.
4. Accepting Honoraria:
Employees may be invited to speak / contribute at various professional forums. Any

honoraria offered in such forums may be accepted if the knowledge shared there is
based on the employee’s professional capability and is subject to prior approval from
the Director.
Personal Integrity in the use and handling of company property and funds
i. Company Property and Company goods:

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• Employment at Synergy will provide you with access to the Company’s

resources in the form of workplace automation facilities, communication
equipments, stationery and vehicles, cash and stocks.
• Employees are expected to display utmost personal integrity in the use of
these resources for discharging official responsibilities.
• Should you need any of the above resources given by Synergy for your
personal use, you are required to obtain the prior approval of your Division
Head.
• Employees should restrict their personal usage of the company’s Internet and
e-mail facilities as well as automation facilities available to them.
ii. Company funds:
• As employees of Synergy you may be required to handle Company funds.

• The funds of the company must be spent for official purposes only and not
for any other reasons.
• Employees using funds for official purposes must produce proper support
documents such as bills, invoices and receipts as proof for the amount spent
by them for official purpose.
• Employees are required to settle their travel expense claims as per travel
policy norms.
• Entertainment expenses, wherever and whenever possible needs to be
approved prior to their being incurred as per Company policy.
• Synergy will view very seriously any attempts to falsify expense claims of any
nature including conveyance, travel and entertainment.
iii. Representing the Company:
• Employees are prohibited from speaking to the press on any subject, unless
authorized to do so. All questions or requests for information from the press
should be directed to the Director.
• In the event of government officials visiting the Company premises,
employees are expected to engage with such officials in a polite and
courteous manner and to inform them that most information with relation to
the operations of the Company are available with Senior Managers of the
Company and any such requests regarding the operations of the company
should be immediately put forward to the Human Resources Department.
• Employees may be invited to speak in professional forums or participate in
conferences, seminars, and on-line chats or write in professional magazines.
Under all such circumstances, employees must ensure that participation is
with prior written approval from the Director of the Company.

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iv. Adherence to Security Protocol
Security and adherence to Security protocol is critical in Synergy. Employees are

requested to cooperate with the security personnel to help them discharge their
duties. This will include the following:
• Having visitors to record their entry and exit in the Visitor’s Register.
• Meeting visitors at the reception, lobby or designated place and not have
them move around in restricted areas.
• Complying with guidelines relating to movement of products that may be
introduced from time to time.
This list is not exhaustive; you may have to comply with any other guidelines that
may be introduced from time to time.
Anti-Corruption and Anti-Bribery:
i. Acceptance of any kind of gift or payment from the service providers and
third parties is forbidden. Also receiving hospitality service from the third
party, except in case when they are appointed for that facilitation; is strictly
prohibited.
ii. Nobody shall offer or pay the personal payment, gift or favour in return for
favourable treatment or to gain a business advantage.
iii. Any sort of activities mention above shall not be designated to anybody else
to do so on your behalf.
iv. Facilitation payments are discouraged. In case of any request for facilitation
payments, immediate line manager must be contacted.
v. Business transactions on behalf of ‘Synergy’ should not involve acquiring,
using or holding monetary profit/ property achieved from criminal
proceedings.
vi. Everybody has the responsibility to report corrupt behaviour. Turning a blind
eye to suspicions of bribery, corruption or money laundering can result in
liability for Synergy and for individuals.
COMMITMENT TO OUR EMPLOYEES
Equal Opportunity & Diversity:
i. We have equal opportunity policy for everyone. This helps us to ensure

availability of best possible resources and adequate quantity of competent
pool.
ii. Sometimes people can breach equal opportunity policies without even
realising it – for example, if they are unconsciously biased towards recruiting
people like themselves.
iii. Therefore, employment related decisions must be based on objectives &
geographic legislations and should not be taken under the influence of
personal feelings, prejudices and preferences of the employer.

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iv. Employment decisions which includes hiring, evaluation, promotion, training,

development, discipline, compensation and termination must be based solely
on objective factors, including merit, qualifications, performance and
business considerations.
v. Diversity has its own value and advantages. However, discrimination based
on race, colour, religion, age, gender, sexual orientation, gender identity,
marital status, disability, ethnic origin or nationality is intolerable.
HARASSMENT
Bullying and Harassment:
i. Synergy is committed to providing a workplace that is free from harassment

and bullying.
ii. All Ship staff have a right to work in an environment free from harassment
and bullying, and to be treated with dignity and respect. Even unintentional
harassment or bullying is unacceptable. Synergy will treat all complaints of
harassment and bullying seriously and in strict confidence.
iii. Synergy considers any complaint of cyber bullying to be a serious issue. Cyber
bullying is the use of modern communication technologies to harass,
embarrass, humiliate, threaten, or intimidate an individual to gain power and
control over them.
iv. The use of the company’s communication equipment for such purposes will
be treated as a serious breach of the company code of conduct and result in
disciplinary action against perpetrators.
v. All managers and directors are responsible for actively intervening to prevent
and stop any bullying behaviour that is occurring in their workplaces,
whether or not a complaint is received.
vi. Synergy provides these procedures by which all staff can have any complaint
of harassment and bullying addressed.
vii. All ship staff have a right to use the procedures in this policy if they believe
they have experienced harassment or bullying that can be dealt with under
these procedures.
Sexual Harassment:
Sexual Harassment refers to:

i. Any gesture, expression, language or act that is caused by an employee of the
other gender that deliberately or purposely violates his/ her dignity, privacy,
mental or physical well-being.
ii. Sexual Harassment may include:
• Use of offensive / obscene language
• Making obscene calls or sending / forwarding obscene mails

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• Making passes / advances / comments on dressing of co-Employee’s

physical appearance in the office.
• Physical contact like touching or patting customers or co-Workers.
• Misuse of one’s position / authority in office to ask or demand for
sexual favours.
• Display of obscene pictures and posters at the workplace
• Showing signs of over-friendliness with the other gender if it is
unwelcome.
HUMAN RIGHTS
Human Rights Violator Regime:

Our established policies and standards help us create fair labour practices and a
positive work environment. We should develop environment where our staff work
with contractors and suppliers who contribute to sustainable development and are
economically, environmentally & socially responsible.
Following measures shall be adopted to identify contractors & service provider who
are associated with human right violation:
• Verifying the service provider background during initial evaluation prior
employing and then during periodic audits.
• Continuous monitoring of services and behaviours on each engagement.
Service provider found involved in any human right violation directly or indirectly
must be barred from future services.
BUSINESS CONDUCT VIOLATION

Business Conduct Violation refers to acts:
i. Which go against the standards of discipline, or

ii. That is detrimental to the interests of the Company, or
iii. That is a violation from established standards of behaviour expected at the
workplace.
An employee guilty of misconduct may be:
i. Censured or,
ii. Warned in writing or,
iii. Suspended by an order in writing by the Business Head / Director for a period
not exceeding one month or,
iv. Penalized by stoppage of annual increment or,
v. Penalized by reduction in rank or,
vi. Discharged or,
vii. Dismissed without notice or compensation.

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viii. In awarding punishment, the Management shall take into account the gravity
of the misconduct, the previous record of the employee and any other
extenuating or aggravating circumstances that may exist.
Dealing with Business Conduct Violations:
Synergy is charged with the responsibility of taking appropriate corrective action in

the event of Business Conduct Violation.
As a responsible employer the Company will:
• Thoroughly investigate the nature and gravity of the violation to establish the
facts of the case, and;
• Give a reasonable opportunity to secure the explanation of the concerned
employee.
• Based on these inputs the Company will take action, as it considers
appropriate.
AMENDMENTS TO THESE RULES:
Any or all of the above provisions may be amended by the Company at its sole
discretion.
REFERENCE: Appendix 1 Synergy Code of Conduct.

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Chapter - 03 Date : 30-Dec-19
OBJECTIVES Page : 1 of 3
3.1 OBJECTIVE GUIDELINES

The company’s prime objective is to provide safe and thorough “Total Ship
Management Solutions” to the principals effectively.
Detailed and Specific objectives shall be prepared, monitored, and reviewed

periodically.
Management programs shall be formulated to achieve the specific objectives of

Occupational Health, Safety, and Environment. These programs shall be established
with responsibilities and targets defined for applicable functions & levels in office &
vessel. These shall be communicated to all concerned.
Objectives and programs shall be reviewed at company management review.

Listed below are the guidelines in preparing the specific objectives and programs.
Quality
1. No delays to the vessel with respect to up keeping of vessel’s statutory
certification and Classification society requirement.
2. Spares pertaining to Main and Auxiliary Engines connected to the vessel shall be
of original manufacturers supply. However, in case unable to obtain from original
manufacturer a suitable spare shall be provided
3. As far as practicable stores other than for routine consumables, shall be
purchased from approved ship suppliers. However, in case of new suppliers,
purchase procedure to be strictly complied with.
4. No modifications shall be permitted to the original equipment or machinery
involved in safety and performance output of the vessel unless it is approved by
flag state or Classification Society or the original manufacturers.
5. Vessel’s performance shall be carefully monitored to avoid any delay or
detention or low performance. In cases any abnormal deviation, the same shall
be analysed and corrective actions taken. The ship-owners shall be appraised of
the same.
6. Vessel’s expenses shall be maintained within the operational budget. In case of
exceeding abnormally, ship-owners express permission shall be obtained.
7. No detentions related to vessel at any port by authorities under any
circumstances.
8. Feedback shall be collected from the customers every quarter and analysed.
Occupational Health and Safety Objectives

1. All officers and crew to be made aware of Occupational Health and Safety
awareness
2. All ships to be maintained in clean and hygienic condition.

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3. Not to allow any outbreak of infectious diseases (Viz, Cholera, SARS, etc.)
4. No accident due to poisonous gas inhalation or asphyxia.
5. Minimize direct safety related deficiencies in port state or flag state inspections.
6. No injury of any type
7. To be ready always for emergencies on-board and ashore.
8. To operate ships in full compliance with applicable international and national
legislation.
9. To investigate incidents, deficiencies and non-conformities and implement
corrective actions.
10. Think proactively and provide Preventive actions to avoid accidents on-board.
11. To assist the seafarers to upgrade their safety conscious (ness) by disseminating
safety related information.
12. To review the Risk Assessment for various activities, its suitability and to identify
additional hazards, if any, and update control measures as necessary.
13. To identify potential Superintendents among the senior sailing officer and
encourage the Senior Officers when on leave, to actively engage in key activities
such as Shore based drills, Management Reviews, Dry Docking, Training etc.
14. Develop IT systems to effectively manage Ships and simplify Ship’s crew and
Shore staff efforts.
Environmental Objectives
1. Raise General Environmental Awareness and convey company’s policy on Zero
Tolerance towards any non-compliance or breach of environmental regulations,
to all shore and ship staff
2. Provide training to all personnel on the compliance of environmental policy and
procedures.
3. Identify and review related regulations.
4. Ensure all pollution prevention equipment on board fully operational.
5. Assess and review environmental hazards and derive necessary control
measures.
6. No spill of any type that may cause marine pollution, violating legislation.
7. No damage to environment due to ballast water
8. Reduction in permitted Emissions
9. Use of Eco-friendly Refrigerants for Domestic Fridge, A/C.
10. Reduction in use of papers and paper wastage.
11. Use of bio-degradable chemicals
12. Measure SOX / NOX and CO2 emissions by Calculation and work towards
emission control.
13. Establish means for improving and monitoring the energy efficiency of ship
operations.
14. Promote environmental awareness in community / Schools.
15. No air pollution incidents
16. To encourage open reporting in a transparent manner.

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CSR Objectives
To identify economically backward community and provide support for their
wellbeing and progress.
3.2 INTERNAL AND EXTERNAL RESOURCES REQUIRED TO MEET THE OBJECTIVES
Quality Objectives
▪ Survey and Certification department
▪ Technical team to procure and supply original spares, routine consumables
▪ Ship Management team - Close monitoring of vessels maintenance,
operation, and budgetary requirements by Technical and Marine
Superintendents
▪ Audit team - for Periodic audits and Vessel Inspection aimed towards
ensuring safe operation and preventing detention
Occupational Health and Safety Objectives
▪ Training Division – to improve crew awareness on Health and Safety matters
▪ Common Technical Services - Providing adequate supplies of medicines to
prevent outbreak of any disease on-board
▪ Common Marine Services – For periodic review of procedures to prevent
accidents, incidents, injury, detention, emergency preparedness, major
investigations, disseminating safety related information, review of Risk
assessments
Environmental Objectives
▪ Environmental Management Cell - to monitor the adherence to
environmental policy and procedures
3.3 INFRASTRUCTURE AND WORK ENVIRONMENT
The company shall determine, provide, and maintain necessary infrastructure to
ensure the objectives are met.
The company shall ensure suitable buildings, workspaces, computers (desk top and
laptops); telephone, fax, mobile telephones, computer software, transport etc. are
available.
The company shall provide adequate resources (technical and human) to effectively
implement the integrated management system.

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ORGANIZATIONAL STRUCTURE RESPONSIBILITIES OF MR/DPA Page : 1 of 6
4.1 ORGANIZATIONAL STRUCTURE – OFFICE

Organizational structure of Synergy Group and Synergy Maritime Private Limited is
shown below;
4.1.1 SHIP MANAGEMENT TEAM

Each vessel shall be assigned a Fleet Manager, Marine Manager, Technical
Superintendent, Marine Superintendent, and executives.
Marine Managers are assigned fleet, based on the type of vessel, and may serve as DPA
to those vessels. Where the fleet is vast, the fleet manager may also be designated as
the DPA. Marine manager is over all in charge for the operational and safety
performance and implementation of company’s QHSE policy across his fleet.
Technical Superintendent and Marine Superintendent are identified as in-charge for
each vessel and the vessel shall report to them for all issues concerning performance of
the vessel.
The contact details of the in-charge Technical & Marine Superintendents will be updated
and sent to vessels periodically.
For Manning, the in-charge should be contacted.
For all correspondences, Technical Superintendent and Marine Superintendent are to be
copied.

Rev No. : 7
4.2 DESIGNATED PERSON ASHORE

In order to ensure the safe operation of each ship and to provide a link between the
Company and those on board, company shall appoint a “Designated Person Ashore”
having direct access to the highest level of management.
One of the senior officials in the top management shall be nominated as the
“Designated Person ashore” for every ship managed by the company
He shall be reporting to the Head of the Ship Management Team of the company in
functions pertaining to the DPA.
The Head of the Ship Management Team shall be responsible for providing adequate
personnel resources, material resources; support in terms of training and authority to
the DPA for him to perform effectively.
4.2.1 RESPONSIBILITIES OF DPA

The responsibility of the Designated Person Ashore shall be as follows
1. Verify and monitor all safety and pollution prevention activities in the operation of
each ship.
2. This monitoring should include,
▪ Communication and implementation of the safety and environmental protection
policy;
▪ Evaluation and review of effectiveness of safety management system;
▪ Reporting and analysis of non-conformities, accidents, and hazardous
occurrences;
▪ Organizing and monitoring of internal audits;
▪ Appropriate revisions to the SMS; and
▪ Ensuring that adequate resources and shore based support are provided
While verifying and monitoring the Safety and pollution prevention activities, if it
becomes apparent that the same is of concern, DPA shall liaise with the vessel and
shore support to ensure that all safety and environmental protection standards are fully
met.
If the Master or any crewmembers on-board feel that the safety of life, the environment
or property is compromised due to any particular circumstances, the DPA should be
contacted.
4.2.2 DELEGATION
In the absence of DPA, alternate DPA shall have the necessary authority and
responsibility to carry out DPA’s functions.

Rev No. : 7
4.2.3 DESIGNATED PERSON CONTACT DETAILS

Office Tel: +91 44 4321 5555
Office Fax: +91 44 4321 5500
Email: vg “VESSEL NAME”@synergyship.com
Alternate Designated person contact details

Office Tel: +91 44 4321 5555
Office Fax: +91 44 4321 5500
Email: vg “VESSEL NAME”@synergyship.com
The name contacts numbers and after office hours’ number of the DPA and Alternate
DPA shall be communicated to the vessels as per company posters and also included in
safety familiarization booklet.
4.3 MANAGEMENT REPRESENTATIVE
As required under the ISO 9001, ISO 14001 standards and ISO 45001 specifications, the
organization shall appoint a top management representative who, irrespective of other
responsibilities, shall have responsibility and authority that includes,
▪ Ensuring that processes needed for the Quality, Occupational Health, Safety,
Environmental management system are established, implemented, and
maintained.
▪ reporting to top management on the performance of the QHSE management
system and any need for improvement, and
▪ Ensuring the promotion of awareness of customer requirements throughout the
organization.
The company delegates the “Head of CMS team” as the Management representative to
effectively carryout these functions.
The detailed responsibilities are mentioned in the Office procedures Manual.
4.3.1 CONTACT DETAILS OF MANAGEMENT REPRESENTATIVE
Head of CMS Team
Office Tel: +91 44 4321 5555
Office Fax: +91 44 4321 5500
Mob: +91 99400 25293
Email: commonmarineservices@synergyship.com

Rev No. : 7
4.4 ORGANIZATIONAL STRUCTURE – SHIP

Ref: Safety familiarization booklet - SF10
Master
Ch Off Ch Eng Ch Cook
2nd Off 2nd Eng G.S
3rd
3rdOfficer
Off 3rd Eng
Navigating
4th Eng
Officer
Gas Engineer
Deck Cadet
(GE)
Pumpman
(On Tankers)
Electrician
Bosun Motor man
Reefer eng
A.B Seaman
(On Reefer
Ships)
Ord Seaman Wiper
Fitter
Engine
Cadet / Jr.
Eng.

Rev No. : 7
4.5 INTERNAL COMMUNICATION

Company communicates information internally regarding our Integrated Management
System and its effectiveness, through documented training, internal audit reports and
continual improvement processes. Company divisions both vessel and ashore are
responsible for establishing regular formal and informal communications as needed to
convey to their employees / crew the relevance and importance of their activities;
typically, this information is conveyed through meetings.
Communications regarding how employees contribute to the achievement of objectives

are also conveyed and reinforced during employee / crew performance reviews. Issues
pertaining to our Integrated Management System that may be communicated internally
include:
▪ Day-to-day operations and general awareness;

▪ Quality policy;
▪ Information on achieving objectives and targets;
▪ Risk and opportunities.
Top management and their Managers / Vessel Masters are responsible for
communicating the company policies as well as the importance of meeting customer,
statutory and regulatory requirements to employees / crew within their respective
departments. They ensure the quality policy is understood and applied to the daily work
of the organization /vessel through the establishment of measurable goals and
objectives. Internal communication occurs on an on-going basis and is achieved through
various mechanisms as appropriate:
▪ Regular meetings and briefings;

▪ Training sessions and training material;
▪ Display boards, memorandums, bulletins;
▪ Website and internal e-mails;
▪ Process performance data analysis and audit results;
▪ Targets, objectives, KPIs, management system manual and procedures;
▪ Corrective action from Management Review, Incident investigation, and non-
conformance reports, corrective actions on recurring defects arising from VIR
and external inspections;
▪ Minutes of ad-hoc and scheduled meetings.

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4.6 EXTERNAL COMMUNICATION

Company determines the need to communicate information externally to our interested
parties, regarding the effectives of our Integrated Management System. In most
instances, external interested parties (such as customers, Industry, etc.) are the main
driving force for our organisation to implement our Integrated management system.
There are various processes or means of external communication such as:
▪ Periodical Reports for Budget and safety performance
▪ Notifications of incidents vide Email
▪ Regular direct meeting with the interested parties at their location
▪ Interested parties meeting us for Review and audits
▪ Customer Relationship Managers established for seamless communication with
the clients
Company ensures that appropriate level of hierarchy makes all external Communications.
Where required, advice appropriate to the context of the communication may be sought
concerning the content and dissemination of certain external communications. Responses to
external communications are recorded if they are transmitted by email are archived
electronically in cloud.
4.7 CUSTOMER COMMUNICATION
Instructions form Instructions are executed in

Owners/Charterers/ Company / Master / Vessel accordance with SMS
Terminal/ Ports Procedures. Contingency if
any during execution is
Governed by SMS dealt in accordance with
C/P Contingency procedures
Procedures
Feedbacks analyzed in MR
and inputs goes back to the
SMS
Feedback/ complaints if any is obtained form Terminal / Receivers / Charterers via e-

mails, Feedback forms and meetings

Rev No. : 0
Chapter - 05 Date : 31-Jan-13
MASTER’S RESPONSIBILITY AND AUTHORITY Page : 1 of 2
RESPONSIBILITIES:
The Master is responsible for:
• The safety of the crew, the ship, and any cargo that the vessel may be
carrying
• Implementing the Company’s health, quality, safety and environment policies
aboard the vessel and for motivating all crew members to observe the
intended and implied requirements (this may be achieved by clearly
explaining to crewmembers the content of the policies and procedures as
well as why they have been implemented, crew motivation can be
encouraged by involving crewmembers in operations, asking for comment
and recommendations for improvement, by using basic risk assessment and
by providing practical and interesting training sessions).
• Issuing orders and instructions to the crew in a clear and simple manner (this
may be achieved by the Master providing written Standing Instructions which
clearly explain what is required of all personnel and which are publicly
exhibited).
• Verifying that the requirements of the safety management system are
observed (this may be achieved by regular inspections of all areas of the
vessel, by witnessing key operations and by reviews at management
meetings).
• Periodically reviewing the safety management system and reporting any
deficiencies in the system to the shore based management.
AUTHORITY
The Master is ultimately responsible for the safe operation of the vessel, safety of
crew and for preventing pollution from the vessel. The Master is empowered in all
situations with Overriding Authority to act decisively according to his best judgment
to:
▪ prevent injury to crewmembers and other persons;
▪ protect the vessel and other vessels and/or property from damage;
▪ Prevent pollution from the vessel.
It is the Master’s duty to depart from the requirements of the SMS and to assume
that overriding control when he feels the situation warrants such action.
The Master should request any assistance that he may require from any appropriate
person ashore, at any time, to assist in fulfilling these responsibilities.

Rev No. : 0
MASTER’S RESPONSIBILITY AND AUTHORITY Page : 2 of 2
In the event of an accident, the Master has the overriding authority to engage any
assistance necessary to protect the vessel, crew, cargo, and / or the environment. In
situations of danger, where immediate assistance is required, such help should be
obtained, where possible, by agreement to Lloyd’s Standard Form of Salvage
Agreement (Lloyd’s Open Form). if outside parties are ready to render assistance but
are unwilling to accept LOF, the Master has the authority to agree any alternate
means of ensuring assistance necessary to avert immediate danger. If time and
circumstances permit, the Company must be notified to make the necessary
arrangements without endangering the vessel.
Please refer to Chapter 18 of this manual for more detailed description.

Rev No. : 10
RESOURCES AND PERSONNEL Page : 1 of 35
6.1 INTRODUCTION
This chapter describes the company procedures for employment and welfare of ship and
shore staff. This chapter covers the requirement of Maritime Labour convention 2006.
The Maritime Labour Convention (MLC 2006) was unanimously adopted by International
Labour Organization (ILO) on 23rd February 2006. The Convention seeks to protect the
fundamental rights of seafarers to safe and secure work place, fair terms of employment
and decent working and living conditions on board ship.
Definitions
Seafarer: means any person who is employed or engaged or works in any capacity on
board a ship to which this Convention applies.
Seafarers’ employment agreement includes both a contract of employment and articles of

agreement.
Seafarer recruitment and placement service means any person, company, institution,
agency, or other organization, in the public or the private sector, which is engaged in
recruiting seafarers on behalf of ship-owners or placing seafarers with ship-owners
Ship: means a ship other than one which navigates exclusively in inland waters or waters
within, or closely adjacent to, sheltered waters or areas where port regulations apply.
Ship-owner: means the owner of the ship or another organization or person, such as the
manager, agent, or bareboat charterer, who has assumed the responsibility for the
operation of the ship from the owner and who, on assuming such responsibility, has
agreed to take over the duties and responsibilities imposed on ship-owners in accordance
with this Convention, regardless of whether any other organization or persons fulfil
certain of the duties or responsibilities on behalf of the ship-owner.
Abbreviations
MLC 2006: Maritime Labour Convention, 2006
MLC: Maritime labour certificate
SOC: Statement of compliance
DMLC: Declaration of maritime labour compliance – composed of part I and part II
Part I: List of national legal provisions for implementing requirements of the
convention – drawn up by the competent authority of flag state.
Part II: The measures and plans adopted to ensure ongoing compliance with national
requirement as prescribed in part I – drawn up by the ship-owner and reviewed and
certified by the flag administration or RO recognized by the flag state.
RO: Recognised Organisation

Rev No. : 10
Certification process
Certification Process
DMLC PART - I DMLC PART - II
Flag State Company Prepares DMLC Part -

II
Flag Circulars Submit for Document Review

To Flag State or Recognized
Organization (RO)
Flag Specific MLC
Requirements & DMLC Part
-I Documents to be corrected
as per requirement
Document Review Satisfactory

NO
YES
LETTER OF APPROVAL ISSUED
by Flag State or RO
On board Inspection by Flag

State or RO for Satisfactory
Verification of Compliance
Non Compliance Items to be NO

YES
Corrected
Maritime Labour Certification

Issued to the Vessel with
Endorsement in DMLC Part - II
DMLC Part – I & II shall be attached to the Maritime Labour Certificate

Rev No. : 10
A current valid maritime labour certificate and declaration of maritime labour

compliance, accompanied by an English-language translation where it is not in
English, shall be carried on the ship and a copy shall be posted in a conspicuous place
on board where it is available to the seafarers.
Sections 6.2 to 6.10 are applicable to shipboard personnel. Procedures for shore
staff employment is provided in section 6.11.
6.2 SELECTION, RECRUITMENT, AND PLACEMENT PROCEDURES
For the purpose of recruitment of shipboard personnel, the company shall liaise with
principals for direct manning or liaising with manning agents.
Company ensures that where Seafarer recruitment agencies are based in and
licensed by State Parties to the MLC 2006, they are recognised by the flag state.
Company may engage any of the Flag approved Recognized Organizations or through
the company’s internal audit mechanism to ensure that when using seafarer
recruitment and placement services located in countries not party to the MLC 2006,
such services are, as far as practicable, consistent with the requirements of the MLC
2006. Company may engage seafarer recruitment and placement service already
audited by any of the flag approved Recognized Organizations. Company shall ensure
that such services are consistent with the requirements of the MLC 2006.
Company’s recruitment policy, selection process and procedures are detailed in the
Guide to Manning agents. Recruitment and placement services shall be operated in
an orderly manner that protects and promotes seafarer’s employment rights as
provided in MLC 2006.
6.2.1 RECRUITMENT POLICY
The company recognizes that the quality of crew on board ship and their effective
performance are the key to success.
Company commits to providing the principals, crew with high level of safety
awareness, adequate qualification, well-motivated and appropriately trained.
Company shall ensure that the vessel is:
▪ Manned with qualified, certificated, and medically fit seafarers in accordance
with National and International requirements.
▪ Appropriately manned in order to encompass all aspects of maintaining safe
operations on board.
Company ensures compliance with the Minimum Safe Manning Document issued by
the Flag state.
Company shall not levy any fee or other charges to seafarers for providing
employment to seafarers directly or indirectly, in whole or in part for the purpose of
recruitment.

Rev No. : 10
Company shall work on the feedback from the principal and strive for continual
improvement.
The Company employs seafarers on behalf of ship owners, as per requirements of

the principal. The company is an equal opportunity employer and it does not
discriminate on basis of Nationality, religion, caste, or sex.
The Company shall avoid employing more than three nationalities on board a vessel.
All personnel of similar cultural and lingual origin, e.g. people of Indian subcontinent
(India, Pakistan, Bangladesh, and Sri Lanka) are considered one nationality. Where
specialized professional qualification is required for a ship board operation, the
limitation of nationality shall be waived.
The personal data of the seafarer shall be used only for processing, recruitment, and
placement on-board ships. This data shall remain confidential and shall not be
released to a third party. The Company shall not use any mechanism/ or list intended
to prevent seafarer from gaining employment elsewhere.
The Company shall make arrangement for maintenance and repatriation of a

stranded seafarer.
The Company shall make arrangements for transportation of mortal remains of an

expired seafarer as per the agreement with the principal of the vessel. The company
shall take all possible efforts to inform the death or permanent disability of the
seafarer to the employment office (if employed through a crewing agent) and to the
next of kin of the sea farer within forty-eight hours of such death or disability.
However, when conveying the death or disability to the next of kin, it shall be done
in most suitable and appropriate manner.
The Company shall ensure that ships, on which seafarers are recruited & placed, are
covered by P&I Insurance.
The Company shall record complaints made by seafarer against recruitment /

placement procedure. Company shall take appropriate action to redress the
grievance. Any unresolved complaint may be addressed to the relevant regulatory
authority / unions.
The company shall make every endeavour to place on board vessel a seafarer, who
has signed a contract of employment with the company.
Company shall ensure that seafarers only above age 18 years are employed or
engaged to work on a ship managed by the Company. This shall be verified by the
company / manning office from the seafarers’ s discharge book and or passport.

Rev No. : 10
6.3 QUALIFICATION
Note: Below guidelines are the minimum required qualifications and may differ to a
higher requirement as per the Owners and Matrix (For Tankers) requirements.
6.3.1 ANY OFFICER JOINING A VESSEL SHALL HAVE:
▪ A valid certificate of competency issued by the relevant approved authority
and approved by the flag administration of the vessel for at least the rank of
appointment and valid for the duration of his contract + 1 month.
▪ Hold the mandatory STCW course certificates.
▪ hold the appropriate dangerous cargo endorsements (as applicable)
▪ Valid seaman’s discharge book
▪ Valid medical fitness certificate as per STCW guidelines.
6.3.2 ANY SENIOR OFFICER JOINING THE VESSEL:
▪ Senior officers shall have at least 6 months sailing experience on the
particular type and size of vessel.
▪ They shall undergo the necessary in-house training as given in Training
matrix.
If due to any urgent requirement, the above condition is not met, Senior
Management’s approval is required.
6.3.3 SENIOR OFFICER (MASTER OR C/E) JOINING THE VESSEL:
▪ All Masters joining the vessels shall have undergone either simulator training
or at least 6 months’ experience in the particular type of and size of vessel.
▪ New promotion Masters shall have undergone additional in-house simulator
training in the particular type and size of vessel.
▪ Newly promoted master / CE shall be provided with an overlap period of 1
week with the signing off master / CE, after taking over
If due to any urgent requirement, the above condition is not met, Senior
Management’s approval is required.
The company shall ensure that masters and all senior officers are fully conversant
with the company’s Safety Management System prior joining.
6.3.4 CREW/RATING JOINING A VESSEL SHALL HAVE:
▪ Relevant watch keeping certificate if applicable. (For watch keepers)
▪ hold the appropriate dangerous cargo endorsements (as applicable).
▪ Cooks are trained, qualified and found competent as per flag requirements
and MLC 2006 requirements. For each vessel please refer to DMLC II for
individual flag requirements.

Rev No. : 10
6.3.5 ANY DECK CADET JOINING A VESSEL SHALL HAVE

▪ Passed the secondary education examination.
▪ Completed the pre-sea training.
6.3.6 ANY ENGINE / ELECTRICAL CADET JOINING A VESSEL SHALL HAVE
▪ Be a graduate or a diploma in respective engineering
▪ Have undergone approved pre-sea/workshop training
Detailed requirement about the certification is provided in Fleet personnel
recruitment manual Ch. 3 or guidelines to respective manning agents as applicable.
It shall be the responsibility of the manning office to verify that the above
qualification requirements are met before being appointed.
6.3.7 MEDICALS FOR SEAFARERS
Company ensures that, prior to beginning work on a ship; any seafarer employed
holds a valid medical fitness certificate attesting that the seafarer is medically fit to
perform the duties they are to carry out on board the ship. The nature of the medical
examination and Certification shall be in accordance with the ILO 73 or STCW 2010
or MLC 2006Conventions and fulfilling any specific flag state requirements. This shall
be verified by the manning team or the manning agency prior signing the
employment agreement.
The company accepts valid medical fitness certificate issued only by the following:
A medical practitioner recognized by a MLC State Party and familiar with guidelines
for conducting pre-sea and periodical medical fitness examinations for seafarers
published by IMO, ILO, or WHO; or
A medical practitioner recognized by a STCW State Party on the “STCW White List”;
or
A registered medical practitioner recognized by flag state and familiar with
guidelines for conducting pre-sea and periodical medical fitness examinations for
seafarers published by IMO, ILO or WHO.
Medical certificate shall be in English and maximum validity for medical fitness
certificate is two years. Colour Vision shall be tested for deck Officers, deck ratings,
electricians, and any other seafarer expected to carryout Navigation duties.
Maximum validity for colour vision is for six years. In any case Medical certificate
shall be valid for the intended contract period + 3 months.

Rev No. : 10
In urgent cases, prior joining, where a seafarer does not possess a valid medical
certificate and cannot get this prior vessel sailing out of port, company shall obtain
permission from the Flag State for the seafarer to sail until the next port of call
where medical examination can be carried out and certificate obtained from a
qualified medical practitioner provided that:
▪ the period of such permission does not exceed three months; and
▪ the seafarer concerned is in possession of a medical certificate which has not
been expired for longer than 1 Month.
If the period of validity of a certificate expires during a voyage, the Master informs
the company and makes arrangements to send the seafarer for a medical
examination at the next port of call provided that the period shall not exceed three
months.
Seafarer who have been refused a certificate or have a limitation imposed on their
ability to work will be given an opportunity to have further examination by another
independent medical practitioner.
Seafarers upon signing off from chemical tankers/ Vessels carrying ammonia or after
exposed to chemicals must undergo blood chemical accumulation test.
Masters to refer to the OP-CHEM-47 form “Seafarers Blood Accumulation Test”

which must be completed for each seafarer on his sign-off.
For crew signing off from Chemical and Oil/Chemical Vessels (carrying chemicals):
Medical examination as per company form OP-CHEM-47 shall be conducted within
14 days of sign-off to check for any toxicological constituents
The medical examination after signing off shall only be required, if the cargo carried
during the crew member’s tenure were noted to be toxic in nature.
Each crew member shall be availed with the cargo list by the vessel master on sign
off.
However, the test as form OP-CHEM-47 is mandatory for crew members prior joining
chemical tankers.
The medical examination test report shall be reviewed by the company doctor and
maintained with office for future reference and records
Seafarer’s medical report must be treated as confidential on-board.

Rev No. : 10
Master shall ensure Validity of Medical Certificate at the time of Joining Vessel.
Company shall inform master of any pre-existing diseases for the seafarers at the
time of joining (Form M-09).
6.4 EMPLOYMENT OF SHIP’S PERSONNEL
6.4.1 SEAFARER’S EMPLOYMENT AGREEMENT
The terms and conditions for employment of a seafarer shall be in English and set
out in a clearly written legally enforceable contract of employment.
Prior to joining vessel, all ship staffs are required to sign the employment contract,
which shall state the terms and conditions of employment on board.
All seafarers shall have the opportunity to examine and seek advice on the terms and
conditions in their seafarers’ employment agreement, including any Collective
bargaining agreement (CBA) that forms part of the employment agreement before
signing. This is to ensure that they have freely entered an agreement with a
sufficient understanding of their rights and responsibilities.
The contract of employment is made in two originals and duly signed by the seafarer
and the ship owner / representative of ship owner. One original will be handed over
to the seafarer, the other original will be placed on board and a copy of the same
shall be retained at office.
The term and agreement of the CBA applicable to the ship shall apply to
administration of seafarer’s employment on board vessels. The collective bargaining
agreements are available on board and accessible to Flag State inspectors, duly
approved Recognized Organizations (RO) and authorized officers in ports visited by
the vessels.
Contract duration will be mentioned in the employment contract based on the

relevant CBA which shall not exceed 11 months.
6.4.2 GUIDANCE ON CONTRACT DURATION FOR SAILING VESSEL
SHIPS CONTRACT DURATION – MONTHS

Master & Chief All other
All ratings Cadets
Bulk Carrier Engineer officers
Container
Tanker 4–8 6 - 10 9 - 10 9 -10

Rev No. : 10
Contract duration shall be agreed between the seafarer and the company.
The Contract of Employment is deemed to commence on the date the ship staff
departs from their closest declared international airport to join their assigned vessel.
Each crewmember must be assigned a company ID number for ease of all

correspondences with the office. Company shall maintain an up to date register of all
seafarers recruited or placed through them.
The vessel’s Master reviews the certificates of all crew joining and confirms that they
have complied with relevant requirements, prior to signing them aboard the vessel.
Only original certificates are acceptable. Master shall sign off a crew member only
after ascertaining that the reliever possesses all necessary documents and
certificates including flag requirements. Master to ensure that clear information on
the conditions of employment, including a copy of Collective Bargaining Agreement
and/or Collective Agreement (where applicable), are easily obtainable on board by
seafarers, and accessible for review by officers of a competent authority, including
those in ports to be visited. Master must ensure that all seafarers have a “Seaman’s
Discharge Book”, and that this document shall contain a record of their employment
on ship and shall not contain any information on the quality of the seafarer’s work or
their wages.
6.4.3 WAGES, OVERTIME, ALLOTMENTS BALANCE OF WAGES & HOLIDAYS
The wages shall be paid to the seafarer as agreed on the employment agreement.
The account of wages shall be in US dollar, in accordance with employer or its
agent’s instruction on exchange rates. The account of wages shall be handed over to
the seafarer every month. The account shall contain the minimum information fields
that are required by national law.
For the purpose of wage calculation, a calendar month shall be regarded as having
30 days. The seafarer shall be entitled to a home allotment, payable at the end of
each month to transmit all or part of their earnings to their families or dependents
or legal beneficiaries. The home allotment, once a month to the seafarers nominated
bank account shall be free of any service charge.
Where more than one account has been designated by the seafarer, allotments to
any subsequently designated account(s) shall be provided at a reasonable charge.
The rate of currency exchange shall, in accordance with national laws or regulations,
be at the prevailing market rate or the official published rate and favourable to the
seafarer.

Rev No. : 10
As far as possible, company will settle the balance of wages in US dollars prior to the
seafarers signing off the vessel. However, in event of currency restriction prevailing in
that port, company employer shall pay the seafarer in local currency, if so desired.
If in exceptional circumstances, funds are not available on board or with agents,

company will settle the balance of wages within a maximum of 30 days or as per the
applicable flag state requirements by remitting it into the nominated bank account or by
mailing a US dollar cheque to the permanent address or address given to the master
prior signing off.
Normal work hours shall be as per the respective CBA. The rates of overtime shall be as
agreed in the employment contract. The guaranteed overtime hours and allowance shall
be as stated and agreed in the employment contract.
Overtime shall be recorded individually and in duplicate by the master or the head of
the department. Such copy shall be approved by the seafarer and both the copies must
be signed by the master and /or the head of the department. One copy shall be given to
seafarer.
Any additional hours worked during an emergency directly affecting the immediate
safety of the ship and its passengers, crew, or cargo of which the master shall be the
sole judge, or for the work required to give assistance to other ships or persons in
immediate peril shall not be deemed as overtime hours.
Seafarer shall be paid extra work allowance as per the CBA applicable to the vessel.
Seafarer shall be entitled to holidays as per CBA applicable to the vessel.
For work and rest hour requirement, please refer to HSM manual.
When the ship enters in an area where war like operations take place, the seafarer will
be entitled to the benefits as per relevant terms and conditions in the CBA of officers
and ratings that are in force.
Where a seafarer is held captive on or off the ship as a result of acts of piracy or armed
robbery against ships, wages and other entitlements under the seafarers’ employment
agreement, relevant collective bargaining agreement or applicable national laws,
including the remittance of any allotments and shall continue to be paid during the entire
period of captivity and until the seafarer is released and duly repatriated as per the
agreement or, where the seafarer dies while in captivity, until the date of death as
determined in accordance with applicable national laws or regulations.

Rev No. : 10
The terms piracy and armed robbery against ships shall have the same meaning as in
MLC 2006 (as amended). The entitlement to repatriation shall remain valid for the
seafarer in case of captivity on or off the ship as a result of piracy or armed robbery, even
if they are not claimed within reasonable time as defined by national laws or regulations
or Collective Agreements.
The seafarer will be responsible for all personal taxation whether of an income or capital
in nature in relation to the income from the employment. In the event that the employer
or its agent pays such taxes on seafarer’s behalf, the seafarer shall indemnify the
employer and its agent against all such payments it may make in respect thereof. It will
be the seafarer’s responsibility to ensure, if required by any government of recognized
authority to remit any portion of the earning to the state/ authority in question.
The following deductions from seafarer’s wages are permitted and may be applicable in
agreement with the concerned crew but may not be limited to Deductions permitted in
relevant national laws, or agreed to in a CBA, on-board purchases, telecommunication
calls and internet access, cash advances, allotments, contributions by the seafarer in
relation to any pension fund, charity, and in respect of membership of a body to any
trade union and friendly society.
In any case, no deductions can be made from a seafarer’s wage in respect of obtaining or
retaining employment. Monetary fines against seafarers other than those authorised in a
CBA are prohibited.
6.4.4 ENTITLEMENT TO LEAVE / REJOINING
Every seafarer is entitled for leave based on the duration of service on board as per
the employment contracts or respective CBA.
Those unable to re-join on completion of their entitled leave, shall notify the Office
at least 6 weeks in advance with valid reasons.
Seafarers will be considered for early re-joining provided all their training and
certification requirements have been met and they can avail balance of leave during
the calendar year. In no case will a seafarer be considered for re-joining unless they
have completed a minimum of 2.5 days of leave per month of service on their
previous ship.
Justified absence from work to attend approved maritime vocational training courses
required by the company and on account of injury or illness, is not counted as part of
annual leave.
The Company will not entertain requests from any seafarer to forego the annual
leave.

Rev No. : 10
The Master shall, where practicable, grant shore leaves to seafarers after ensuring
that the operational requirements of the ship can be met at all times. To handle any
emergencies, the Master must ensure that at least 50% of each Deck and Engine
Department crew remains on-board whilst the vessel is in port or at anchorage. One
Senior Deck Officer (Master or Chief Officer) and one Senior Engineer (Chief Engineer
or Second Engineer) will remain on board at all times. It is the responsibility of the
crew members to return to the vessel prior the shore leave expires. Appropriate
shore leaves expiry notices as decided by the Master to be put up. Nevertheless, it is
the responsibility of the crew member to find out the Shore leave expiry time from
their respective HOD prior leaving the vessel. The Master shall exercise his discretion
to retain more than 50% of the crew, should the vessel's circumstances so requires.
6.4.5 RELIEF REQUEST
Masters to communicate to the company / manning agencies giving details of
required crew change for the next one month. Manning team / Manning agents in
consultation with company will plan the sign off of the seafarers and inform the
Master about the crew change and the tentative dates and port. The relief plan will
consider request received from seafarers for early relief.
Relieving of crew is carefully programmed in order to ensure safety levels of on-

board management system are maintained at all times.
While planning relief, the following requirements shall be met:

▪ Following ranks shall not be relieved at same time:
Master & C/E; Master & C/O; C/E & 2/E - Interval between the relief of these
ranks shall be at least 14 days.
Any two key personnel from same department, which will hamper the safe
and smooth operation of the vessel.
▪ Not more than one freshly promoted officer to be signed on at the same time
within one department.
▪ Relief of more than 50% of complement at one port shall be avoided.
Details on minimum overlap period and pre-joining familiarization are provided in
Company’s Guidelines to manning agencies.
Any deviation from this guideline for relief / overlap period / pre-joining
familiarization shall be in consultation and approval of Head of Ship Management
team.
Master to update manning company regarding ETD and request them to reschedule
crew departure if required.
In all cases, the company has the option of relieving the seafarer within 30 days
either side of completion of contract date, subject to operational convenience,
convenient port, relief position etc.

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The Master will advise the company when:

▪ Any crew change conducted on board vessel.
▪ Any supernumeraries (Surveyor, Technicians, Office representatives)
embarking the vessel for the purpose of sailing with the vessel.
▪ Any supernumeraries disembarking the vessel after sailing on board.
6.4.6 REPATRIATION
The company complies with requirements of flag state and seafarers’ national
requirements for provision of financial security to ensure that seafarers can be
repatriated in accordance with the MLC 2006 requirements.
Except in cases of indiscipline, misconduct, or gross negligence of the seafarer to

comply with company instructions and/or mandatory rules and regulations, the
company will repatriate the seafarer at their expense in accordance with the
Employment Contract.
The Master may discharge a seafarer for justifiable cause, including any of the
following grounds however in compliance with procedures mentioned in flag
requirements and in seafarer’s national employment agreement:
▪ Unjustified failure to report on board at such times and dates as may be
specified by the Master;
▪ Theft, embezzlement, or wilful destruction of any part of the vessel, its cargo,
or stores;
▪ Serious insubordination or wilful disobedience or wilful refusal to perform
assigned duties;
▪ Mutiny or desertion;
▪ Habitual intoxication, quarrelling or fighting;
▪ Possession of dangerous weapons, narcotics, or contraband articles;
▪ Intentional concealment from the ship owner or Master at or prior to
engagement under the Shipping Articles of a condition which resulted in
sickness or injury;
▪ Assistance to stowaways; and
▪ Wilful violation of the laws of the administration or applicable local criminal
laws.
The Company will provide on-board every ship a copy of the national provisions
regarding repatriation in a language read by the seafarers.
Company ensures that the minimum notice period for early termination is not less
than 7 days, or payment-in-lieu for shorter notice.
6.4.7 SPECIAL REQUESTS
It is Company's policy to discourage requests for extensions of contract for all ranks.
However, these may be considered in the following special cases:

Rev No. : 10
▪ Extra sea time required for examination purposes;

▪ Mutual agreement between staff on back-to-back rotation.
Extension request should be given at least one-month prior completion of contract in

a duly signed written application to the master who will then forward the same
along with the weekly manning report. All requests should carry the Master / Chief
Engineer’s recommendation and have valid reasons. Fleet personnel department in
consultation with the fleet manager shall either approve or reject these requests.
The person seeking extension of contract should be willing to stay up to one month
beyond the ‘new’ contract completion date. This should be mentioned and
acknowledged in the extension request letter. If extension is granted then
cancellation of extension will be treated at par with early relief request, and
deductions will apply accordingly.
The management may approve requests where, due to examination or marriage

purposes, officers wish to join the vessel for a period less than the stipulated
contract. The Manning team must be notified of this in writing, prior their joining the
vessel. Seafarer may also request for early relief for Justifiable reason by submitting
signed early relief letter, 30 days’ prior the expected date of relief, specifically
indicating whether person is willing to bear the repatriation expense or not.
Only emergencies involving the crewmember’s wife, child, mother, or father shall
qualify for sign off on compassionate grounds. At the sole discretion of the
management, deductions may be waived for staff relieved to meet an emergency
requirement at home.
6.4.8 RESIGNATION
Resignations shall be submitted to the Master in writing. The Master shall investigate
the matter in detail before reporting to the office. The Office will endeavour to
relieve the individual as per the conditions given in the employment agreement.
6.4.9 SEAFARER’S COMPENSATION FOR SHIP’S LOSS OR FOUNDERING
The Company shall do its utmost to prevent seafarers from being rendered
unemployed due to loss of any of its ship.
In case the Company is unable to place a seafarer on board within 30 days of
disembarking from such a ship, the company will compensate the seafarer in
accordance with national laws of the flag state or applicable collective bargaining
agreement.

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6.4.10 DEATH AND DISABILITY COMPENSATION
Death and disability compensation will be made as per the terms and conditions of
the employment contract and the flag regulations of the vessel on which the
individual served at the time of the incident.
Master of the vessel shall take measures for safeguarding property left on board by
sick, injured, or deceased seafarers and for returning it to them or to their next of
kin.
Company shall be liable to pay the cost of burial expenses in the case of death
occurring on-board or ashore during the period of engagement.
6.4.11 MANNING LEVELS
Each ship carries a Minimum Safe Manning Certificate issued by the Flag State, a
copy of which is maintained in the company and manning offices.
The number of seafarers on each ship is decided by the company based on nature of
the vessel and her trading pattern so as to ensure that the ship can be operated
safely, efficiently and with due regard to security under all conditions and thereby
prevent fatigue.
Guidance and relevant Flag State dispensation is provided to the Master in cases
where a seafarer position suddenly falls vacant due to exigencies and replacement
cannot be placed on board in reasonable time, and the ship is required to sail short.
The company shall provide additional deck and/or engine watch keeping officer
beyond the safe manning levels to ensure that fatigue is effectively managed, and
operations are carried out safely.
The vessels ship management team shall identify the requirement of additional
watch keepers based on the nature and frequency of the voyage and operations and
approval shall be done by the Fleet manager.
If a ship has changes like but not limited to construction, machinery or equipment,
operation and / or method of maintenance, or seafarers persistently fail to comply
with rest hour’s requirement, a risk assessment should be carried out and the safe
manning document should be reviewed in consultation with the company, Flag state
shall be notified as necessary.
Master and senior officers should assess seafarer fatigue and provide feedback to
company so that appropriate corrective actions can be implemented.

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6.4.12 DISCIPLINARY PROCEDURE

All seafarers shall ensure strict discipline at all times. When non-compliance by a
seafarer occurs, Master shall investigate particulars and causes, prepare a report in
writing, and submit it to the company. Statements written and signed by the person
himself and his superior shall be attached to the report.
The company shall investigate the contents of non-compliance, promptly determine

disposition and report to the Master.
For determining disposition, all information on non-compliance shall be notified to

the manning company and decision should be reached through consultations. Notice
of disposition shall be accompanied by a statement of agreement signed by the
responsible personnel of the manning company.
Records of all such non-compliances shall be maintained by the company and used
for further counselling / training.
The company strongly believes that for staff involved in operational incidents, re-
education, and further training, both on the job and while ashore, is to be provided
as a means for raising their skills and job knowledge. Refer to SMM Chapter 17 (On
board Discipline) for further details.
6.5 ACCOMMODATION AND CATERING
6.5.1 CREW WELFARE AND MESS COMMITTEE:
The objective of forming a crew welfare and mess committee is to look after crew
welfare and maintain a satisfactory standard of catering on board. Committees
members shall be elected internally and normally hold the position for a period
determined by the Master. It is recommended that staff be provided an opportunity
in rotation every 2 months. The Mess committee is responsible for taking care of the
crew welfare and catering requirements of the staff on board. The names of the
committee members shall be posted in the mess rooms. The committee will be
presided by the Master.
The committee would normally consist of not less than five members including:
▪ Master
▪ Chief Engineer
▪ Cook
▪ One Deck rating + Deck Officer
▪ One Engine rating + Engine Officer
Mess Committee shall meet at least once every month to discuss the following:
▪ Quality and quantity of food served

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▪ Quantities remaining on board

▪ Any discrepancies in quality / quantity of provisions
▪ Menu
▪ Crew complaints regarding food
▪ Procurement plan / victualling budget
▪ Wastage of food
▪ Inspection of the provision stores and galley
▪ Hygiene
▪ Garbage management
▪ Entertainment
▪ Crew communications
Suggestions by crew members regarding the management of the welfare and mess
shall be made, in writing. A suggestions book will be provided for crew to address
their complaints / suggestions. These suggestions shall be discussed and closed
during mess committee meetings. Alternately complaints / suggestions may be
brought up verbally at a committee meeting which should be suitably recorded in
the minutes of the meeting. Any complaint related to food / welfare on board shall
be brought to the attention of the committee or department head using the on-
board complaint form AD-11. The committee should investigate the complaint and
make all efforts to resolve the complaint amicably and as far as practicable. A
complaint that cannot be resolved by the welfare / mess committee shall be brought
to the attention of the superintendent for the vessel.
Mess meetings may as far as possible be attended by all members of the Mess not
on essential duty. This may be done to discuss important matters which requiring
early attention. The minutes of the mess committee meeting shall be recorded. The
welfare / mess committee must appreciate the limitations of the Cook and do
whatever is necessary to help to manage the provisions on board. Daily menu shall
be maintained and displayed.
6.5.2 ACCOMMODATION AND RECREATIONAL FACILITIES
The Company ensures that accommodation and living conditions on board are to
standards specified by the Flag Administration.
MLC 2006 Crew Accommodation Certificate is held on board ships constructed after
coming into force of MLC 2006. Ships constructed prior to coming into force of MLC
2006 carry a Crew Accommodation Certificate or Crew Accommodation Exemption
certificate in accordance with ILO 92 or ILO 133, as required by the Flag State.
Recreational facilities are provided on all ships that can be used by seafarers free of
cost to them. These facilities and services should be reviewed frequently to ensure
that they are appropriate in the light of changes, in the needs of seafarers resulting
from technical, operational and other developments in shipping industry.

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As a minimum each ship is provided with the following towards crew welfare:
▪ Televisions, personal computers, radios, music systems and DVD players for
use at designated spaces
▪ Sufficient rotating / replenishing stock of books, magazines, and music &
video discs
▪ Sufficient indoor games
▪ Exercise equipment
▪ Where possible, facility for swimming
▪ Facilities for recreational handicrafts
It is the responsibility of each crew member to assist in maintaining the equipment’s.
In case the recreational equipment gets damaged inadvertently or in the course of
normal use (wear and tear), Master should inform the company and raise
requisition. The crew welfare and mess committee should consider the general
upkeep of the recreational equipment.
Smoking is permitted in designated smoking areas. Restrictions on E- Cigarette

should be the same as for the Normal cigarette.
Provisions have been established to allow visitation of seafarers while in port and to
allow partners to be carried on board for part or all of a voyage provided compliance
with necessary security clearances and SOLAS regulations. The seafarer is
responsible for insurance coverage of the partner; the company facilitates the
process for the seafarer to obtain this insurance. Seafarer shall provide a letter of
indemnity for such visitors in the company prescribed form. Seafarers shall be
granted shore leave to benefit their health and well-being and with the due regard
to operational requirements of their positions.
Email facility is provided to seafarers free of charge and ship-to-shore telephone is

provided at reasonable cost.
Internet and Social Networking

On ships provided with internet facility, crews are given this facility for the following
reasons:
• Communication with family and friends made easier and much competitive,
by applications such as IM Chat and other social networking websites;
• Useful for self-study purposes (skill diversification);
• Can be used to provide e-learning tools leading towards higher competency;
• Online banking (especially important for a seafarer who looks after his own
financial affairs);
• The ability to keep up to date with world events, both on a regional & global
scale;

Rev No. : 10
• Raises the crew’s computer literacy through usage, hence enabling better
interaction with automated systems.
However, there are possible misuse by the crew which can be detrimental to the
company and the vessel. In order to safeguard against possible misuse by the crew
following rules to be adhered to:
▪ Officers and crew are not to use the internet during their work hours unless it
is for official purposes.
▪ Internet should not be accessed on Bridge / CCR / ECR for private browsing
by duty watch keepers.
▪ Internet usage should not affect the rest hours, i.e. Increase in fatigue levels
(prolonged use of the internet resulting in less rest time).
▪ Maximum usage of internet for private browsing should not be more than 2
hours in a day.
▪ Master and Chief Engineer shall monitor the crew, to check if anyone is
distracted from work and has a continual want to use the internet.
▪ No photographs of any shipboard operation are to be uploaded in any social
networking site or sent to any external party.
Guidelines on use of Social Networking Site / Web Site by vessels officers and
crew:
In order to use the Social Networking Sites and Web Sites responsibly, following
guidelines are to be adhered to by the vessel’s officers and Crew:
1. Contents on Social Networking Sites/Webs are exposed to the eyes of countless

people all over the world. Some of your casual posting may cause significant
serious legal actions by the person who reads your post and may cause negative
damages to the company. You should use your common sense as not only a
responsible employee of the company, but also as a responsible member of the
society, when you are posting.
2. When posting your personal account on SNS/Webs, the person who reads your
posting may sometimes (especially if it is work related) confuse your personal
opinions/ responses with those of the company. Please specify that your posting
contents are not formal opinions and responses by the company and clarify that
your contents do not represent the company.
3. You should never post any illegal contents and / or those items which may
prejudice / infringe the rights of any third party. The company especially
prohibits the following items:

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▪ Those which may infringe copyrights, trademark rights, portrait rights of any
third party,
▪ Those which may prejudice privacy of any third party
▪ Those which may harm reputation of any third party
▪ Those which may harm trust/honour/dignity of any third party
▪ Those which may harm reputation/ trust/ honour/ dignity of the company
▪ Those which may be legally regarded as pornographic expressions
▪ Those which may cause/ support hacking/ unauthorized electrical access
▪ Those which may be legally regarded as discrimination
▪ Those which are untrue / incorrect/ false/ fraudulent
▪ Any confidential information of the company and / or personal information
which the company holds as secret, such as but not limited to those
regarding customers, suppliers, maritime casualties.
▪ Those which may threaten public order and morals, and / or which are
against the company’s compliance policies/ rules/ regulations/ guidelines.
6.5.3 FOOD & CATERING
Master to ensure that the provision of food and drinking water are of appropriate
quality, nutritional value, quantity, and variety taking into account the number of
seafarers on board, their religious requirements, and cultural practices as they
pertain to food, and the duration and nature of the ship’s voyage. A menu shall be
prepared on daily basis to ensure above criteria is met. The menu shall be displayed
in the mess room and the record of menu shall be maintained for a period of one
year.
Master to ensure that the organization and equipment of the catering department
permits the provision to the seafarers of adequate, varied and nutritious meals
prepared and served in hygienic conditions.
Seafarers on board are provided with food and drinking water free of charge during
the period of engagement. All catering staff to be trained and instructed in food and
personal hygiene and handling and storage of food.
Cooks on board should be trained, qualified and found competent for the position in
accordance with Flag requirements. For each vessel please refer to DMLC II for
individual flag requirements.
In circumstances of exceptional necessity, the competent authority may issue a

dispensation permitting a non-fully qualified cook to serve in a specified ship for a
specified limited period, until the next convenient port of call or for a period not
exceeding one month, provided that the person to whom the dispensation is issued
is trained or instructed in areas including food and personal hygiene as well as
handling and storage of food on board ship.

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An inventory of ship properties including the recreational items and galley

equipment (cabin / space wise inventory) shall be maintained by the master and
condition of same shall be verified during periodical inspection of accommodation.
To ensure that seafarer accommodation is clean, decently habitable and maintained

in a good state of repair, Master to carry out crew accommodation and hygiene
inspection at intervals not exceeding 7 days. This inspection shall cover recreational
areas, food and drinking water, all spaces and equipment used for the storage and
handling of food and drinking water; and galley and other equipment for the
preparation and service of meals.
Records of such inspections are made in official log-book. Record shall be maintained
for the inspections carried out using the Master’s accommodation Inspection
Checklist.
6.6 HEALTH PROTECTION, MEDICAL CARE, AND WELFARE
Company’s Quality, Occupational Health, Safety, and Environment (QHSE) Policy, is

documented in SMM Ch. 2 and various procedures for health protection and safety
and environmental compliance is given in HSM manual. It is the duty of the Master
to implement the policy / procedures and it is the duty of every seafarer to follow
the policy / procedures.
6.6.1 MEDICAL CARE
The Company is responsible for providing medical treatment and facilities for all
personnel on board, as per the employment contract. Seafarers have the right to
visit a doctor or dentist without delay in ports of call, where practicable.
The Company shall make payments for emergency dental treatments such as
extraction or repair due to injury. Costs for cosmetic dental treatment, such as cavity
fillings, polishing etc. will be borne by the individual crewmember.
Hospital accommodation is to be used solely for Medical purposes. Medicines and

equipment on-board are to be maintained in accordance with WHO requirements.
Controlled drugs are stored in a secure locker in Master’s custody. On vessels where
the ships dispensary forms a part of the hospital all medicines in the dispensary
should be kept under lock and key.

Rev No. : 10
Expired medicines and used medical supplies to be stored in a designated locker

(Under lock) with an updated inventory. Disposal of expired medicines to be carried
out in accordance with the Ship specific Garbage management and in compliance
with any local rules/regulations .
Refer to HSM manual for guidelines for health promotion on board the vessels.
Master to ensure crew are made aware of the health bulletins which are regularly
sent to the vessel and motivate the crew to participate in the health program
The Master should use his discretion when requesting medical treatment ashore for
any crewmember of the vessel. Shipboard medication is to be used for the treatment
of minor illnesses or injuries.
The sickness Report form shall be filled in for every crewmember visiting a doctor.
One copy of the report with the doctor’s comments shall be retained on board and
one copy shall be forwarded to the office. A record of all medical treatment provided
on board and ashore during the tenure of the seafarer is maintained. Flag specific
report forms if any, to be complied with.
The Office should be immediately informed of any illness or injury for which a crew
member needs to be sent to a shore doctor for medical assistance and/or if the crew
member needs to be taken of work for one full day.
All seafarers are provided with medical / essential dental care and are entitled to
visit a medical practitioner ashore for this purpose. All medical care provided is
comparable with the medical care available to workers ashore. Each Seafarer’s
medical report must be treated as confidential on-board.
Company shall bear the expense of medical care, including medical treatment and
the supply of the necessary medicines and therapeutic appliances, and board and
lodging away from home until the sick or injured seafarer has recovered, or until the
sickness or incapacity has been declared of a permanent character.
Emergency medical advice is available to all ships at sea by radio, satellite

communication 24 hours a day. Master should not hesitate to avail the above facility
in case of medical emergencies.
In case required Master to seek medical guidance at sea from:
▪ Ship Captain’s Medical Guide (Publication available in Regs4Ships Software)
▪ International Medical Guide (Publication available in Regs4Ships Software)
▪ C.I.R.M (Centro Internazionale Radio Medico)
Tel No: +39 0659290263 (24hours number)
E-Mail: telesoccorso@cirm.it

Rev No. : 10
Web site: www.cirm.it

▪ Balaji Medicals (In case CIRM not responding)
Tel No: +91 44 24364651; +91 44 24364652; +91 44 24364653
Email Id: info@balajimedicalcentre.com; dr@balajimedicalcentre.com
Web site: www.balajimedicalcentre.com
6.6.2 HEALTH, SAFETY PROTECTION & ACCIDENT PREVENTION
Detailed procedures for health and safety protection and accident prevention are
given in SMM and HSM manuals. Reference as follows:
▪ Permit to work systems – HSM Ch. 02

▪ Safety meetings – HSM Ch. 05
▪ Chemical handling and storage – HSM Ch. 11
▪ Risk Management – HSM Ch. 10
▪ Fatigue management – HSM Ch. 12
▪ Food and hygiene – HSM Ch. 13
▪ Accident reporting and investigation – SMM Ch. 9
▪ Health Surveillance – HSM Ch. 14
▪ Occupational Hazards and Diseases – HSM Ch. 15
A risk assessment shall be carried out, in order to reduce and prevent risk of
exposure to harmful levels of ambient factors such as noise and vibration as well the
risk of injury or disease that may arise from the use of equipment and machinery on
board ship.
6.7 COMPLAINT PROCEDURE
This procedure is provided to establish formal complaint procedures, as prescribed

by the Flag state, for the fair, effective and expeditious handling of seafarer
complaints alleging breaches of MLC 2006.
Company ensures that all seafarers working on board any ship have a copy of the on-
board complaint procedures, as prescribed by the flag state. The manning
department shall handover below documents to the seafarer at the time of joining
along with the Seafarers Employment Agreement:
▪ On-board complaint procedure, form SF-10
▪ Complaint form AD-11
▪ Contact details of company authority/DPA, form SF-10
▪ Contact details of Flag state competent authority for addressing complaints,
form SF-10
▪ Contact details of competent authority in seafarer’s country of residence,
form SF-10

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All on board complaints should be addressed to the respective head of departments

or to a superior officer. Complaints should be resolved quickly and effective, at the
lowest level possible.
All complaints and decision outcomes should be recorded in the prescribed form and
a copy of it provided to the seafarer concerned.
The complainant maybe accompanied and represented by another seafarer of choice

on board the ship.
Complaints regarding health and safety matters should also be reported to the
safety officer.
All complaints must be addressed as far as possible within 48 hours of receipt but in
no case later than the time as prescribed by the respective flag.
The Master should personally handle all complaints that are not satisfactorily
resolved to the satisfaction of the complainant by the head of the department or
superior officer.
The Management strictly prohibits victimization of any sorts towards the seafarer
filing the complaint.
The vessel shall keep on board a record for complaints, where all of these as well as
the decisions made related to the same, should be recorded. Also, a copy of this shall
be provided to the seafarer; if a complaint cannot be resolved on board, the matter
should be referred ashore to the company, who will then resolve the matter in the
time frame as prescribed by the respective flag which in any case shall not exceed a
period of eight (8) days.
This shall be done in consultation with the concerned seafarer or any person they
may appoint as their representative; and in all cases, seafarers have a right to file
their complaints directly with the master, office and where necessary, to any
appropriate competent external authority (as declared by respective flag) such as,
but not limited to:
▪ Flag Administration Nautical Inspector;

▪ Flag Administration Recognized Organization Inspector;
▪ Port State control official;
▪ Local seafarer labour organization representative; or
▪ Other seafarer welfare assistance service.

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If within the period of eight (8) days, the complaint on board has not been resolved,
then the period shall be extended for twenty-two (22) more additional days or such
time as prescribed by the respective flag state, with the sole purpose to find a
favourable solution, which shall be recorded on the registries of the ship and be
available to the competent authorities.
The complainant may contact the Master, Chief Engineer, Chief Officer or 2nd
Engineer to provide impartial advice regarding his complaint on a confidential basis.
Refer to below flow diagram:
COMPLAINT COMPLAINT
UNRESOLVED UNRESOLVED
Complaint Head of
addressed to department or Complaint refer
head of superior officer Complaint refer Complaint refer to the competent
department or attempt to to Master to the Company external
Seafarer s resolve authority
superior officer complaint
COMPLAINT COMPLAINT COMPLAINT

RESOLVED RESOLVED RESOLVED
Complaint is Complaint is Complaint is

resolved and resolved and resolved and
decision decision decision
recorded in recorded in recorded in
prescribed form prescribed form prescribed form
NOTE: In all cases, seafarers have the right to file their complaints directly with the master, the ship owner
and the where necessary, to any appropriate competent external authority.
6.8 TRAINING
It is the company’s policy to ensure that all personnel receive training in the
methods and techniques required to undertake their duties and responsibilities. All
personnel whose work may create significant impact on the environment shall
receive appropriate training to ensure QHSE awareness.
Master is responsible for identifying the training needs of the ship staff whilst on
board ship and for conducting training through drills, safety meetings and other
trainings as identified. Training conducted on board shall be recorded in the Training
Record form and informed to office.

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Office is responsible for identifying and arranging the training needs of the ship staff
whilst they are ashore and for maintaining the training records of all ship staff in
database
Master in consultation with the Heads of Department shall identify the training
needs of the staff on-board. Staff appraisals help in identifying the training needs.
This shall be reported, and the entry shall also be made in the database. Master will
arrange on-board training as required.
6.8.1 PRE-JOINING FAMILIARIZATION:
The vessel has documented procedures to ensure that new personnel and personnel
whose assignment aboard is changed are familiarised with their duties prior to
assuming their responsibilities. Refer to HSM manual Ch. 1 Sec 1.7 for more details.
6.8.2 IN-HOUSE TRAINING
In house training courses are provided at the company and at the manning offices
and the training material is developed based on the IMO model course and industry
best practices. Training will be carried out by designated trainers, which will be
documented in the training programme. In house training modules include guidance
on Risk management, Incident reporting and investigation, Safety officer course etc.
to achieve health and safety protection and accident prevention. More details are
given in Office Procedure Manual and Guidelines to Manning Agencies.
6.8.3 COMPUTER BASED TRAINING
In addition to in-house training programme, company also provides computer based
training. Office is provided with the CBT module which the Staff may use to train
when they are on leave or during pre-joining formalities. The CBT modules are also
reviewed and modified as per requirements identified.
6.8.4 ON BOARD TRAINING
Training will be also carried out by trainers when they board the vessel for
inspections. If time permits, the trainers will sail with the vessel for on board
training. The training curriculum will be designed based on vessel requirements.
In addition to training carried out by trainers from company, training shall be carried
out to all staff on Code of Safe working practices and HSM. While every effort should
be made to make the training sessions as practical as possible, even a simple
interpretation of the relevant sections, albeit clearly delivered, will have some
benefit. This training shall be recorded in the minutes of Safety Committee meeting.
All staff will be grouped as given in the below table for this training and the training
will be given by the mentors.

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TEAM
TEAM MENTOR CHAPTERS MONTH
MEMBERS
A Junior Deck Master COSWP-1,2,5,8 & 9
Jan /July
officers (Team A) HSM Ch08& Ch. 10, SMM Ch16
B (Team A) COSWP-3,7,11,13&23
Feb /Aug
Chief Officer HSM- Ch. 3
Deck Crew (Team B) COSWP 4,6,12,21&25
Mar / Sep
and Cadet HSM – Ch. 02
(Team B) COSWP – 14,15,17,20&24
Apr / Oct
HSM Ch12 & Ch13
COSWP –10,16,18,19 &22
May / Nov
HSM Ch. 09 & Ch. 07
COSWP – 25,33,28/29 (as
June /Dec
applicable)
C Junior Chief COSWP-1,2,5,8 & 9
Jan /July
Engineers Engineer HSM Ch08& Ch. 10, SMM Ch16
D (Team C) (Team C) COSWP-3,7,11,13&23
Feb /Aug
HSM- Ch. 3
Engine Second COSWP 4,6,12,21&25
Mar / Sep
Crew and Engineer HSM – Ch. 02
Cadet (Team D) COSWP – 14,15,17,20&24
(Team D) Apr / Oct
HSM Ch12 & Ch13
COSWP –10,16,18,19 &22
May / Nov
HSM Ch. 09 & Ch. 07
COSWP – 25,33,28/29 (as
June /Dec
applicable)
E Galley Crew Second COSWP-1,2,5,8 & 9
Jan /July
Officer HSM Ch08& Ch. 10, SMM Ch16
COSWP-3,7,11,13&23
Feb /Aug
HSM- Ch. 3
COSWP 4,6,12,21&25
Mar / Sep
HSM – Ch. 02
COSWP – 14,15,17,20&24
Apr / Oct
HSM Ch12 & Ch13
COSWP –10,16,18,19 &22
May / Nov
HSM Ch. 09 & Ch. 07
COSWP – 25,33,28/29 (as
June /Dec
applicable)
6.8.5 PROMOTION ORIENTATION PROGRAMME
Promotion orientation programme is to enable an objective assessment of the

aspiring officer, identify any training needs required and check his suitability for
promotion to senior ranks on board.

Rev No. : 10
Command orientation programme is designed to assist the Chief Officers to learn the
required skills prior to considering them for promotion. This will be initiated from
the office.
On-board training programme is available for other senior officers (2nd officer to
Chief Officer, 2nd Engineer to Chief engineer and 3rd engineer to 2nd Engineer). This
programme is used to help officer grow as an able and professional senior officer.
OF-MA-003 (Second Engineer Orientation) and OF-MA-004 (Chief Officer Orientation
Program) forms to be used for promotion program.
Master’s and Chief Engineers to play the Mentor role and encourage the aspiring
officers to voluntarily take up this orientation programme.
Junior Officers to be trained in cargo operations including planning by the Chief

officer. This is to be done as part of promotion orientation program and /or involving
then in cargo planning and execution. This is to Prepare the juniors for the next role.
Junior Engineers (3rd and 4th) to be trained on Bunkering. Second Engineer
promotion orientation program to include Effective bunker handling.
Any training need identified during this programme shall be fulfilled prior promotion.
Evidence of this training shall be maintained with the Manning team. (See records
for applicable forms).
6.8.6 SEMINAR
Seminars will be organized once in a year by company and the schedule will be
planned to accommodate as many senior officer as possible.
Seminars will be used to promote company safety management system and safe
culture. To promote and encourage commitment for safety and environmental
excellence, awards will be given to vessels. Category of awards and final decision of
awardees will rest with the management.
Agenda for the Seminar to Include the Below,

• Company culture, ethics and values.
• Environmental management.
• New legislation.
• Safety, human element and security issues.
• Specific shipboard procedures, e.g. the role of the Safety Officer, enclosed space
entry, safe mooring and engine room waste management.
• Career development.
Lesson learned from Incidences and Near Misses.

Rev No. : 10
6.8.7 EXTERNAL TRAINING
As per the annual training plan, external training will be conducted using recognized
training institutes.
All records related to training carried out shall be maintained by the office.
6.8.8 DRILLS AND SAFETY VIDEOS
Potential emergency drills, likely to be involved with the ship, shall be practiced for
which the Master of each vessel shall be responsible to impart necessary training to
the staff. Such records shall also be maintained by the Master.
Safety video shall be periodically demonstrated to all the staff on board, record of
which shall be maintained by the Master.
The training / drill matrix shall be followed as a minimum for conducting the drills /
training.
6.8.9 TRAINING OF CADETS
Training officer for Deck cadets is the chief officer and for Engine cadets is the 2nd
Eng. Other officers/Ratings may participate in training of cadets, however dedicated
training officer remains overall responsible.
Deck and Engine cadets shall be engaged for training purposes only. They shall not
perform any duties without qualified supervision. Under no circumstances the cadets
are to be engaged in duties not serving the purpose of their future vocational
development as defined in STCW 2010.
• To ensure above, it is essential that the shipboard training is carried out strictly in
accordance with their Structured Shipboard Training Program.
• Instead of allotting repetitive (Especially menial/laborious/secretarial) Tasks,
which restrict new learning, cadets should be given tasks as per CRB/TAR books.
• Their records/project books should be inspected and signed at regular intervals
correctly, since officer signing record books may be called by Flag state for
verification.
• At least 4 hours of Bridge/Engine room or cargo watch keeping time must be
allotted everyday/occasion, since this most imperative skill cannot be imparted
ashore.

Rev No. : 10
Training shall be carried out within normal working hours (Morning 0800 hrs to
evening 1700 hrs) except for times where cadets may be required to get involved in
watches or critical operations at night time.
2 days in a week (Preferably Wednesday and Saturday) shall be kept for theoretical
studies etc. This schedule may be deviated for exceptional training purposes, such
as, watch at port or sea.
It is the responsibility of the training officer to monitor the work & rest hours of
cadet closely and he shall take all measures to avoid having non-conformance in rest
hours for cadets.
6.9 APPRAISAL
The form Ship Staff Appraisal Report is to be used for Officers, Cadets, and Ratings.
This form is referred to as the “appraisal form” throughout this section.
6.9.1 GENERAL GUIDELINES
The Company attaches the utmost importance to the appraisal of seagoing
personnel, including the prompt despatch of the completed and signed reports in
accordance with these instructions.
The Appraisal process is NOT confidential. The objective of an appraisal is two-fold:

▪ to report the performance of sea-going personnel to the Company, and
▪ to apprise the individuals of their progress, highlighting both their strengths
and weaknesses.
Hence it is important that the contents of a report are discussed with the individual
concerned and his feedback, if any on the appraisal is noted.
When conducting an appraisal, the following guidelines should be observed:
▪ Sufficient time should be allowed for preparing the appraisal report and for
discussion of the contents. For this purpose, a suitable time and venue should
be selected, with adequate notice given to the officer, cadet or rating
concerned. The appraisal interview should not be conducted in a public place
or at a time when interruptions can be expected.
▪ The appraisal report should contain no “surprises”. Personnel should be
continuously aware of their performance as part of day-to-day contact with
their superior and should, therefore, be already aware of their progress. For
example, it would be incorrect to give a “poor” grading for conduct if no prior
warnings of misconduct have been recorded.

Rev No. : 10
▪ The utmost caution should be exercised when discussing a person’s

‘promotion potential’ and it should be stressed that any recommendation
made relates to that specific reporting period only. The Master will, in
general, be unaware of a person’s previous employment history, which will
be an important factor when assessing a person’s employment status.
Hasty judgments regarding promotion may be damaging to the individual

concerned and may, in the future, compromise the safety of a vessel. If
during an appraisal interview the Master indicates that a person is ready for
promotion, he should make it clear that this is only a recommendation and in
no way guarantees that a promotion will immediately follow.
▪ The appraisal form should be filled out with care and fairness, and in the
interests of both the person reported on and the Company. An honest
judgment should be made of the qualities of the person based on the entire
period and not an isolated incident alone. Performance must be measured
against the requirement of the position and in this respect the designated
reporting officer (see below) should be thoroughly familiar with the person’s
duties or job description.
▪ When signing the report, the Master should indicate whether he concurs
with the comments of the appraising officers and should check the
compatibility or grading given and the comments made.
▪ Submission of inaccurate or inconsistent reports will reflect adversely on the
reporting officer and the Master. The Master should check in particular that
the report has been signed, as appropriate to the case.
▪ Master shall ensure that all appraisal reports are discussed with the
individual concerned and the person’s signature and feedback if any are
obtained on the appraisal form.
▪ When identifying any areas of weakness, the reporting officer may also make
suggestions in that section of the report, concerning any training that might
assist the career development of the individual.
▪ These remarks should be reflected on the appraisal report.
▪ Adverse appraisals of personnel who have completed 2 successful contracts
with good evaluation reports will be scrutinized by the management before a
final decision is taken.
6.9.2 THE APPRAISING OFFICER
RANK APPRAISING OFFICER

Deck Officers Master & Chief Officer
Engine Room Staff Chief Engineer
Deck Ratings Chief Officer
Catering Staff Master

Rev No. : 10
There may be circumstances where the Master may feel that an appraising officer
designated above is not the most suitable person to carry out the task. In such
circumstances, he may complete the report himself or delegate the task to an
alternative officer. In both cases, the reasons for doing so must be stated in the
master’s Comments Section.
When Master wants to recommend a termination of employment due to poor

performance, inadequate discipline, or non-compliance with code of conduct on
board, he shall send a confidential report by email to office. Such adverse appraisals
of personnel who have completed 2 successful contracts with good evaluation
reports will be scrutinized by the management before a final decision is taken.
Superintendents will submit a report on vessel’s personnel, following a visit to a

vessel.
6.9.3 FREQUENCY OF REPORTING
Performance appraisals shall be conducted for all personnel as follows:
▪ Upon sign off of an individual
▪ At midterm of the individual
▪ Prior Master/Chief Engineer sign off (Provided they have completed at least
40 days on board)
Or
▪ Special condition (request from office)
Master’s and Chief Engineer’s appraisals shall be conducted by office.
6.9.4 DISTRIBUTION OF REPORTS
The Original reports to be forwarded to the Synergy office in a sealed envelope,
unless requested otherwise by the Company.
The Master shall forward copies of the reports to the appropriate manning agency
offices.
COPIES OF REPORTS NEED NOT BE RETAINED ONBOARD.
6.9.5 CADETS AND TRAINEES
The information required by the Company during the early stages of an officer’s
career varies from that once competency has been achieved.
▪ The comments of the reporting officer under all circumstances to be shown

to the cadet or trainee.
▪ The reports to be distributed as in 6.9.4 above.

Rev No. : 10
6.10 GUIDELINES TO MANNING AGENCIES

In case of manning through agents, the company shall assess the ability of the
manning agents with respect to the requirement of the company. The manning
agent shall be reliable and should have good reputation in manning business through
many years of experience, own training system and adequate qualified crew
candidates.
A detailed guideline shall be developed by the company for respective manning
agents and that shall include following minimum requirement:
▪ Ensure that Synergy policies and guidelines for recruitment, medical

examination, training and placement are fully understood.
▪ provide qualified seafarers for ships assigned to the crewing agency for
manning as per company requirement
▪ Ensure that seafarers only above age 18 years are employed or engaged to
work on a ship managed by the Company. This shall be verified from the
seaman’s discharge book and or passport
▪ The manning agent shall have in place procedures to prevent exploitation of
the seafarers by their staff for personal gains, financial or otherwise.
▪ Shall not levy any fee or other charges to seafarers for providing employment
to seafarers directly or indirectly in whole or in part for the purpose of
recruitment.
▪ Recruitment and placement services shall be operated in an orderly manner
that protects and promotes seafarer’s employment rights as provided in MLC
2006.
▪ Ensure that assigned vessels are manned as per minimum safe manning
certification.
▪ Inform Synergy if MSM is not complied and arranged for dispensation from
flag state.
▪ Verify that certificates of competency are valid and assess the authenticity of
the certificate of competency with the issuing authority.
▪ ensure that seafarers employed on board are qualified as per STCW
regulations, as amended, have certificates that is endorsed by Flag state and
comply with selection criteria specified by Synergy.
▪ Interview prospective candidates to review experience and qualifications,
review the adequacy of experience and competency to serve on assigned
vessel.
▪ Carry out reference checks for experience stated by the seafarer.
▪ Forward to Synergy, bio-data of candidates shortlisted to join vessel, for
review and approval.
▪ Communicate crew relief plans to company for approval.
▪ Ensure all seafarers employed in assigned vessel qualify / medical
examinations as agreed with Synergy.

Rev No. : 10
▪ Be familiarized with company’s QHSE policy and Safety Management System.

▪ Impart training courses specified for each rank as required by Synergy.
▪ Provide quarterly report of seafarers employed on board Synergy vessels.
▪ Have an appraisal system that determines crew performance and sets criteria
for promotions.
▪ Have a grievances redress system to resolve seafarer complaints. Complaints
pertaining to shipboard SMS shall be forwarded to Synergy.
▪ Have procedures to provide medical assistance to seafarers, who are signed
off from Synergy vessels due illness / enquiry.
▪ Continuously monitor and provide information and recommendations to the
Controlling office relating to local conditions with respect to availability of
crew, forthcoming employment terms and wage reviews, potential difficulties
relevant activities and training facilities and developments.
▪ Be audited by Synergy once a year.
▪ Provide the Seafarers with policies, contact details of key personnel of
Synergy, DPA & CSO for vessel.
6.11 EMPLOYMENT OF OFFICE STAFF
Office will recruit experienced, qualified, and competent personnel in the office,
either through recruitment or transfer or promotion from within, to support the
management and operation of the vessel(s), consistent with the quality, health,
safety, and environmental protection policies of the Company.
Detail of recruitment of office staff is provided in the Office procedure manual. Head
of Ship Management team is responsible for identifying and arranging for the
training needs of the shore staff. Training needs of the office staff shall be identified
in the Management Review and appropriate training shall be arranged. Records of
shore-based training of office staff shall be maintained by the CMS team. Shore
based personnel upon his/her joining is guided by his/her immediate senior and also
trained by the senior executives for proper functioning. The Office procedure
manuals serve as a basis for their initial guidance.
Shore based personnel are encouraged to attend seminars conducted by the in
matters pertaining to various aspects of the marine field, for which the Head of Ship
Management team will nominate the person to attend same. Such records are
separately maintained.
Appraisal of the office staff will be done at least annually. The Head of various teams
will apprise the members of the office staff. The appraisal interview offers you an
opportunity for useful discussion with your supervisor.
If the appraiser identifies a training need then there is the opportunity to arrange to
meet that need.

Rev No. : 10
The opportunity to have a discussion with your appraiser gives you a chance to ask
about his perception of your performance.
There may be several different things, which you feel are preventing you from doing
your job better. These may be lack of training, poorly defined job objectives,
insufficient help from colleagues, or the way you are managed. Sometimes your
manager will agree with you and sometimes he will not; but the more clearly each of
you can convey your views to the other, the more likely you are to agree to what
needs to be changed and the more likely are actions to result which will enable you
to become more effective. In particular, good decisions about training are more
likely to be made if you have done some thinking about them.
If your manager indicates some weakness or inadequacy in your approach to your
job, it may be that the principal effort in improving performance may have to come
from you.
Considerable investments are made in the training and development of staff and the
Performance Appraisal process is an ideal opportunity for you to highlight any
training needs that you consider will develop your strengths or overcome any
perceived weaknesses. The success of an assessment interview depends both on you
and your Manager.
Records:
Employment Contract – Form M11
Contract Extension Request Letter – Form M 34
Training Record – SF-17
Ship Staff Appraisal Report (Appraisal form) – AD 12
On Board Complaint form - AD 11
Safety Familiarization Booklet - SF-10
Pre-Joining Briefing – OF-MA-010, OF-MA-011, OF-MA-012
OF-MA -003 -Second Engineers Orientation Programme
OF-MA-004- Chief officers orientation programme
OF-MA-006-Command Orientation Programme
OF-MA-007-Chiefengineers orientation programme.

Rev No. : 6
DEVELOPMENT OF PLANS FOR VESSEL OPERATIONS Page : 1 of 4
7.1 DEVELOPMENT OF PLANS FOR VESSEL OPERATIONS

Key operations of the vessel that have an impact on safety and pollution prevention
are identified from the vessel operations and from guidance from relevant
authorities within the industry. Other operations may be identified by audits,
reviews, and/or inspections.
7.2 DEFINITIONS
"Special Shipboard Operations" are defined as those operations where errors may
become apparent only after they have created hazardous situations and when
accidents have occurred. These include, but are not limited to:
▪ Securing watertight integrity,

▪ Checking for navigational safety,
▪ Periodical checking for reliability of machinery and equipment,
▪ Maintenance operations,
▪ Condition of stability, overloading and overstressing,
▪ Checking and control for spare parts and important articles,
▪ Lashing of cargoes
▪ Safety patrol
▪ Preventative actions against piracy, terrorism, and stowaway,
▪ Smoking restriction
“Critical shipboard operations” are defined as those operations where an error

may immediately cause an accident or a hazardous situation for the crew, the ship,
or the environment. These include, but not be limited to:
Description of work Control measures in addition to procedures

1. Navigation during reduced
Checklist & Level 1 Risk Assessment
visibility,
2. Navigation in high density
traffic areas
3. Navigation in confined waters, Checklist & Level 1 Risk Assessment
4. Navigation in heavy weather
condition,
5. Navigation in vicinity of ice Checklist & Level 1/2 Risk Assessment
6. Bunkering operations, Checklist & Level 2 Risk Assessment
7. Enclosed space entry Checklist & Level 2 Risk Assessment
8. Hot Work Checklist & Level 2 Risk Assessment
9. Working aloft / outbound Checklist & Level 2 Risk Assessment
10. Electrical work including work
in elevator

Rev No. : 6
Description of work Control measures in addition to procedures

11. Diving operations Checklist & Level 2 Risk Assessment
12. Mooring Level 2 Risk Assessment & Tool Box Meeting
13. Heavy lift Tool Box Meeting
14. Helicopter Operations Checklist and Level 2 Risk Assessment
15. Topping off on tankers Level 1 Risk Assessment
16. Crude Oil Washing and Tank
Checklist &Level 1 Risk Assessment
cleaning operations on tanker
17. Nitrogen Padding on chemical
Checklist &Level 2 Risk Assessment
tankers
18. Hose connection and
Level 1 Risk Assessment
disconnection on all tankers
19. STS operation on all tankers Checklist and Level 2 Risk Assessment
20. Comingling of LPG cargoes on
Level 2 Risk Assessment
Gas Carriers
21. Following operations in heavy

weather
• Working on deck Checklist & Level 2 Risk Assessment
• Operating crane Checklist & Level 2 Risk Assessment
• Entering holds/tanks Checklist & Level 2 Risk Assessment
• Monitoring reefer
temperatures
• Anchoring operation Checklist & Level 2 Risk Assessment
• Checking of log lashing Level 2 Risk Assessment
Procedures addressing these Special and Critical operations are prepared and are
included in the:
▪ Navigation Manual;
▪ Health and Safety Manual
▪ Cargo operations manual
▪ Technical Manual
Forms and checklists are prepared based on the procedures and are available for
ready reference.
These procedures shall:

▪ Comply with local, international regulations and company policies.
▪ Provide tools for planning and monitoring operations by means of
instructions and checklists. Risk assessment and permit to work systems are
good planning tools in controlling the critical activities.

Rev No. : 6
▪ Provide contingency planning for critical operations.

▪ Suggest ways to prevent or reduce health hazards due to work place hazards
or substances.
The shipboard personnel and suggestions continually review these procedures to

improve the operations are conveyed to office via various systems like Shipboard
Management reviews, Monthly Safety meetings and monthly review of manuals on
board.
A planned maintenance system is implemented on board to ensure reliability of

machinery and equipment. All critical equipment’s are identified and marked on the
planned maintenance systems.
Sufficient resources shall be made available on board to perform safe and efficient
operations and thorough maintenance. Minimum required spares and stores for safe
operation, maintenance and contingency shall be maintained on board.
7.3 RISKS AND OPPORTUNITIES
The overall aim of risk and opportunity management within Company is to ensure
that organisational capabilities and resources are employed in an efficient and
effective manner to take advantage of opportunities and to mitigate risks.
Senior management are responsible for incorporating risk based thinking in to our
organisation's culture. This includes the establishment of risk management policies
and targets to ensure effective implementation of risk and opportunity management
principles and activities by:
▪ Providing sufficient resources to carry out risk and opportunity management
activities;
▪ Assigning responsibilities and authorities for risk and opportunity
management activities;
▪ Reviewing information and results from audits and risk and opportunity
management activities;
▪ Innovate continuously and exploit the possibilities of latest technologies to
keep ahead of rapidly changing industry trends to reduce or eliminate the
occupational health and safety hazards'.
The scope of Company’s Risk and opportunity management process includes the
assessment of the internal and external issues identified in Chapter 1, and the
assessment of the needs and expectations of any interested parties identified in
Chapter 1. Risk and opportunity management is undertaken as part of company’s
day-to-day operations and is captured at the following hierarchy:
▪ Strategic level;
▪ Programme level;
▪ Department level;
▪ Process level;

Rev No. : 6
Establishing such a hierarchy for capturing risk and opportunity ensures that each is
managed at the most appropriate level within our Organisation. Typically, the
following categories are assigned to each level in the hierarchy as shown in the table
opposite.
Business Hierarchy Risk / Opportunities

Strategic Level Budgets and Profitability; New Ship owners and vessels
under the management
Programme Level Performance and Efficiency; Achieving objectives and KPI’s
Department Level Resource and Targets; Trained and competent crew on board
and experienced shore staff
Process Level Evaluation and Assurance; Management Review, Appraisals,
Internal Audits, External Audits, feedback from interested
parties.
Company has classified its ‘risk appetite’ as the amount of risk that we are willing to
accept in pursuit of an opportunity or the avoidance of risk where each pertains to
system conformity, and which reflect the following considerations:
▪ Risk management philosophy per process;

▪ Capacity to take on or mitigate risk;
▪ Our objectives, business plans and respective stakeholder demands;
▪ Evolving industry and market conditions;
▪ Tolerance for failures.
Company uses Risk assessments register to help record, assess, respond, review,
report, monitor and plan for the risks and opportunities that we perceive to be
relevant. The registers allow our Organisation to methodically assess each risk and to
study each opportunity associated with our Organisational context, and the needs
and expectations of our interested parties. The register records the controls and
treatments of risks and opportunities and preserves this knowledge as documented
information as part of the company risk assessment register.

Rev No. : 4
EMERGENCY PREPAREDNESS Page : 1 of 1
GENERAL
Procedures have been established, pertinent to the vessel, for identifying,
describing, and responding to potential emergency situations. Additional potential
emergency situations may be identified during drills, by a change of voyage, or by
non-conformities or accidents.
EMERGENCY DRILLS
The Company has established a programme of emergency drills that are conducted
aboard the vessels and onshore. It is the Master’s responsibility on board and the
Designated Person’s responsibility ashore to ensure that the programme of drills is
carried out. Refer to Contingency Manual for more details.
EMERGENCY RESPONSE
The Company maintains emergency response plans for the effective response, by
vessel and shore-based personnel, to hazards, incidents, and emergency situations.
These are in compliance with national and international regulations.
REFERENCE
Contingency Manual
SOPEP/SMPEP
Ship Security Plan
Chemical Tanker Manual (Applicable for Chemical Tankers)

Rev No. : 9
REPORTING / ANALYSIS Page : 1 of 24
VESSEL GENERAL REPORTING

Refer to SMM Chapter 19 Communication for routine reporting. As guidance to
Masters for easy reference following matrix gives an overview of the communication
that a Master is required to perform with the office. For the better understanding the
process of office communication is also provided against every process by the Master.
It must be noted that a Risk assessment must be carried out for every Condition of
class and dispensation and must be approved by the vessels SMT.
Reporting Matrix
Master’s Communication Office Communication

Activity
Responsibility Responsibility
Communication Upon Joining Vessel Master shall call Emergency Communication test
Drill Emergency contact numbers of the to be reported / acknowledged.
company within 10 days of taking
over command.
Routine Master and CE shall call vessel’s Superintendent to follow up

Communication Superintendent once in a week. matters raised during the call
through SMMS / Ship palm
In addition to above Weekly/
Monthly / Quarterly/ Annual Office review of reports to be
Reports are to be communicated to sent to vessel.
office as per Index of forms
Regulatory Report as per procedures in SOPEP / Activate response on board

Reporting of Oil SMPEP and / or VRP (in US waters) vessel / Company as per
Spill and Pollution in consultation with office. procedures in the Vessel
Response Plan / SOPEP/ SMPEP.
Liaise with Spill Response

Organization and coastal state
authorities.
Accident / Injury Refer to Contingency Manual Ch. 2 Duty Superintendent to notify

Reports Appendix-1 for initial notification Head of Ship Management Team
requirement. and Crisis Manager.
(Contingency
Manual, Chapter In case of serious incident - Call on Crisis Manager to analyse
24 Hrs Emergency Contact Number. Emergency Classification

Rev No. : 9
2, Section 2.4.6 {Refer to Contingency Manual {Refer contingency Manual

and 2.6) section 2.3.1 and Initial Notification Chapter 1, section 1.5}
form (Chapter 2 Appendix 1)}
Activate Crisis Management
Drug & Alcohol testing for the Team (CMT) and Media
personnel involved must be done Management team as required.
and reported within 2 hours of the
incident.
Record sequence of events

{Refer Contingency Manual Chapter
02, Table 2-2, Contingency Plan Log.}
Interaction with Media

{Refer contingency Manual Chapter
4}
Continuously Update CMT on To monitor the progress of

further developments. The update activity and provided
interval must not exceed 6 hours. suggestions/ assistance, as this
might help the Vessel in tackling
the emergency more efficiently.
Reports to PSC and Flag State as per Advise vessel with Flag state
advice from Office. reports and reports to Coastal
state authorities.
Flag state Accident Notification
Forms to be used.
Send Incident (Accident / Injury) Incident to be analysed and all

report thru the ship palm if available stake holders updated
or using the prescribed form soon accordingly.
after resumption of normal
operation but not later than 72
hours in any case. The initial report
has to be made within the 24 Hours
of occurrence.
Near Miss Reports As early as practicable but not later Near Miss to be analysed and
than 72 hours of occurrence report completed. To be sent to
all vessels as part of safety
bulletin for learning.

Rev No. : 9
Inform Vessel’s Superintendent as Superintendent to inform SMT

PSC/FSC soon as PSC/ FSC boards vessel. and CMS Team to ensure
inspection support is available.
Send a copy of the PSC report to Assist to rectify all code 17

Office immediately after the deficiencies before vessel sails
inspection. from port.
Code 17 Deficiencies.
Inform office of Immediate
Corrective actions for rectifying all
code-17 deficiencies.
Close out all Code 17 deficiencies

with PSCO
Other Code Deficiencies
Inform PSCO when the deficiencies
are rectified. Confirm Closure.
Detention
Inform Vessel Superintendent / Fleet Mobilize SMT&CMS Team
Manager immediately if a detainable
deficiency is noted. SMT Team to verify the
PSC/FSC regulation relating to the
inspection Consult with PSCO the measures to detainable deficiency.
be taken to rectify the deficiency
and for revocation of detention. Inform Owners.
Ensure the PSCO/ PSC Office contact Contact Classification society for
details are noted down for follow occasional survey to verify the
up. corrective actions for the
detainable deficiency.
Inform Superintendent the scope of
work to be done to rectify the Liaise with Agent and PSC Office
detainable deficiency. to secure release from
detention.
Liaise with agent and local ship
chandler for any work-shop Liaise with Flag State – Comply
assistance or stores that may be with reporting requirements of
required to rectify the detainable respective flag state, provide
deficiency. details of Immediate corrective
action being taken to close out
the issue.

Rev No. : 9
Corrective Action Plan Review Master’s CAP and

PSC/FSC Corrective action report to be sent finalize.
inspection to Office within a week. In case of Detention, submit the
Corrective Action Plan to Flag
State.
Report to Class/ Oil majors/
Owners as appropriate.
Report to Right Ship for all BC
PSC inspections.
Class Survey Follow up with Technical Liaise with Classification Society

Superintendent on Survey status of to arrange surveys as per survey
the vessel. status.
Technical Superintendent to
Liaise with Technical Superintendent inform survey plan to vessel.
for preparation for the survey. To provide Vessel with class
requirements/Checklist for
vessel to prepare
On completion, email to be sent to Attachments to be verified to

office with relevant reports provided ensure all in order
by the Class inspector.
Corrective action report to be sent To verify corrective action plan,

to Office within one week for and to follow through with
observation or Condition of Class vessel to rectify observation or
(COC) set out by the Class Surveyor. Condition of Class
On rectification of observations Submit closure report to class.

and/or COC, same to be reported to Liaise with Class to delete the
office. COC or the note set out.
External Audits / Follow up with SMT Division to Liaise with Classification

Inspection (SMM arrange audit/Inspection on board Society/Oil Major to arrange
Ch12) vessel. Audits/Inspection as per vessel’s
audit calendar/Inspection Plan.
Report to office the status of Non- Ensure that all open Non-
Conformities / observations / conformities/findings are
Finding set out during past internal appropriately closed prior to
and external audits/inspections on arranging audit on board.
board vessel.

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Liaise with Office on preparation for Verify preparation of vessel for

the audit/inspection. the planned audit/inspection.
Audit/inspection report to be sent to Audit/inspection report to be

Office on completion of the audit. verified
Corrective action report to be sent Submit Corrective Action Plan to

to Office within one week for Class/Oil Majors.
observation or Non-Conformity
(NC)/findings set out by the Class
Surveyor/Inspector.
Report to Office on completion of Report closure of NC to Class.

Corrective action plan for NC/
Observations. Keep records at office for
Retain records of NC Closure in verification during DOC audit of
Audit file for verification at next the office.
audit.
Hull/Machinery Report to be completed and sent to Verify the extent of defect to

Defect Reporting Office thru defect reporting in ship machinery/ Hull.
palm or HMX report in the Comply with flag state reporting
prescribed format if ship palm is not requirements, if any.
available. To Communicate with Makers
and arrange for any necessary
Shore assistance.
Relevant requisition to be raised as To advise any further

required, in consultation with office. requisitions to be raised
To follow through with any
additional shore assistance
required
To follow through with Office, with To advise Vessel on any

the progress of preparation for preparations required prior
Shore assistance and any arrival of shore assistance on-
preparation required on-board prior board
arrival of shore assistance.
On rectification of defects, relevant To verify Shore technicians

reports received from shore report and follow through with
technicians to be sent to office and Vessel to ensure closure of
confirm closure of defect. defect

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Navigation / Radio Inform Superintendent by phone Liaise with Maker of equipment

Equipment immediately. for trouble shooting
defects instructions.
Follow up thru defect reporting in Seek dispensation from Flag
ship palm or HMX report in the state if equipment is listed in
prescribed format if ship palm is not statutory certificate.
available, with details of make/
model of the equipment.
Verify Past service reports for similar

trouble reports.
Report to Port Authority / Flag State

as per advice from Office.
Defects of Critical Report to be completed and sent to Verify the extent of defect to
Equipment Office thru defect reporting in ship equipment. Verify the extent of
palm or HMX report in the defect to machinery/ Hull.
prescribed format if ship palm is not
available. Consult makers and arrange for
Raise requisition for spares. any necessary Shore assistance.
Safety related Report any defect to safety Provide necessary stores to

deficiency that equipment immediately to rectify the deficiency.
can cause a PSC company.
detention Arrange for shore assistance if
Log down the deficiency in Defects necessary.
register / PMS software.
Report to Flag state and seek
dispensation if appropriate.

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Stevedore Stevedore damage report and / or Inform Owners.

Damage reporting Charterer’s Stevedore damage
(Hull/Cargo) report to be filled out (Third Party Liaise with charterers / agents if
damage report). This report to be local workshop must be
acknowledged by the stevedores arranged for repairs.
and forwarded to office
Call Class attendance if damage
Liaise with Charterers / Agents / affects sea worthiness of the
stevedores for repair plans – if same vessel.
being done at port. To communicate with the
relevant agents to provide
Liaise with local Classification society necessary permits, like
office if class attendance is required. attendance of required
personnel, permits for work
Obtain approval from Office and shop including Hot work and
local port authority if repairs require material procurement
Hot work.
Continuously update Office on

progress of repairs, but in any case,
not exceeding 6Hrs.
Follow up with complete statement

of facts on completion of repairs.
Crew Dismissal Recommendation for dismissal to be Verify the facts and

made with details of incident/ documentation is adequately
events necessitating this action. done to confirm dismissal of the
crew member.
Relevant entries in the Official Log
Book and statements from the crew Arrange for Dispensation from
member and supervising officer to flag state if reliever cannot be
be sent to Manning div. placed on board.
Liaise with Manning division for
relief arrangements and settlement Advise Master on settlement of
of wages. wages and relief arrangements.
Advise Master on complaint
Liaise with manning div on the procedures and the date the
complaint procedures and advise dismissed crew member should
crew to report to office. report to office. Report to Flag
state.

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Communication All communication with charterers

with Charterer must be copied to Synergy.
Routine Communication Verify the reports are as per

Routine reports to be made as per Voyage instructions/ charter
voyage instructions in the Charter party.
party
Notice of Readiness should be sent

as per Voyage Instruction. Re-
Tendering NOR shall be carefully
done as per relevant C/P.
Discharge of cargo on LOI terms to Liaise with owners on

be confirmed from owners, before acceptance of LOI.
accepting Charterer’s instructions.
Cargo Operation Plans Verify the stowage / cargo

Cargo stowage plan and operation quantity is as per Voyage
sequence plan to be confirmed with instruction.
Marine Superintendent when
sending to charterers.
Off Hire
Any cargo/ vessel stoppage incident Inform Owners about the
that entails off-hire of the vessel incident and follow up with
should be reported to Synergy updates on measures being
immediately by Phone and followed taken to minimize Off-hire
by email with relevant details and period
action plan to minimize Off-hire To inform all concerned
period. departments in order to ensure
Continuously update Office on Verify SOF and confirm with

stoppage, but in any case, not owners before advising vessel to
exceeding 6Hrs. send the statement to
charterers.
Statement of Facts to be reported to
Charterers after confirming the
statement with Synergy.

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Prepare incident report within 72

Hrs of the incident and send to
Office
OTHER IMPORTANT REPORTING:

REGULATORY REPORTING OF VESSEL DAMAGE, DEATH, INJURY, SERIOUS ILLNESS OF
PERSONNEL, CASUALTIES
All regulatory reports including flag state, on vessel damages, death, injury, the vessel
shall report serious illness, in consultation with office. Detailed reporting procedures
are available in contingency Manual.
DEFICIENCIES POINTED OUT BY PSC / FSC AND SIMILAR OTHER AUTHORITIES.
Deficiencies notified to vessel by authorities such as Classification Society surveyors,

Port State Control inspectors, vetting inspectors, Flag State authority, charterers,
Terminal inspectors etc. shall be notified to the company. A corrective action plan shall
be agreed upon with the company. The vessel superintendent shall monitor such
deficiency and close out as agreed. The company shall communicate to the authority
that have raised the deficiency and ensure close out.
Requirements for reporting to flag state:
▪ All PSC/FSC inspection results shall be reported immediately to relevant

division of flag state. Masters shall send the inspection report to office and Ops
& Tech Team will send the report to flag state.
▪ The action taken to correct the deficiency identified by PSC shall be sent to flag
state as soon as possible by SMT (in the format required by flag state).
▪ The action taken to correct the deficiency identified during flag state annual
safety inspections shall be sent to flag state within 30 days of the inspection
date. Report shall be sent by SMT in the format required by flag state.
▪ Any failure of equipment that may affect safe navigation and further closure of
the defect shall be reported to the concerned flag state.
Occurrences of occupational accidents, injuries and diseases on board ships shall be

reported promptly. Additional reporting shall be done if the accident, injury, or disease
renders the crew unfit for work for more than 3 consecutive days or hospitalized for at
least 24 hours.

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URGENT NOTIFICATION TO THE FLEET
Head of CMS team shall ensure that the fleet is rapidly notified of the following
through bulletins:
▪ Urgent safety related information

▪ Urgent Security related information
The Company must make arrangements to receive and review security related
information and disseminate appropriate data to vessels and other parties. Up-to-date
security information relating to a trading area should be passed to the vessel in good
time prior to her entering or transiting the area. Security information may be obtained
by the Company using the following sources:
• International and national agencies
• Military authorities
• Local agent
• Specialist consultants
• Industry bodies
▪ Any violation of regulations
▪ Any major incident
▪ Any near miss of high potential.
Other important information on safe / unsafe practices, near misses from the fleet as
well as from the industry and information on new regulations will be notified to the
fleet through quarterly brochures.
INCIDENT REPORTING & INVESTIGATION PROCEDURE

PURPOSE
The purpose of this procedure is to ensure that a formalized system exists for
reporting of the incidents (includes near misses), investigation of incidents, for
carrying out an analysis of the incidents, for implementing corrective actions and for
sharing the lessons learnt from the incident / near miss with all concerned by sending
broadcasts.
Incident investigation has the primary purpose of preventing further incidents by

identifying the causes and lessons learnt to allow safeguards to be put in place to
prevent recurrence.
SCOPE
This procedure applies to

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▪ Any casualty, accident or serious incident involving a vessel managed by

Synergy.
▪ All incidents involving any person on articles of agreement on Synergy
managed vessel whether on-board, ashore or accessing the vessel
▪ Incident involving any contractor including shipyard workers, visitor, or Office
personnel while on board or accessing the vessel.
Near Miss reporting is an integral part of an incident reporting system. Not all near
misses will require full investigation and thus a system for capturing these unsafe acts
and conditions should be available.
RESPONSIBILITY
The Master is responsible for the timely reporting of all incidents and near misses to
the office and for the on-board investigation of the incident.
Master shall also submit a root cause analysis for the incident or near miss report as
applicable.
The respective Marine Manager or his designate shall analyse the severity and nature
of the incident reported by the vessel and reviews the corrective measures arising out
of the incident. He shall review the root cause and the corrective action plan
submitted by master and update/amend same if required. The incident/near miss shall
only be closed out after master’s final confirmation of the implementation of
corrective action plan. He shall determine if immediate information needs to be sent
to the fleet.
Marine Superintendent will be responsible for collection of information and

preparation of the incident report bulletin.
If evidence shows that the incident has either occurred due to or resulted in a breach
of regulatory requirements, the DPA is required to report it to the appropriate
authorities.
The respective Marine Manager or his designate is responsible for monitoring the
effective disposition of the non-conformance as a consequence of the incident or near
miss.
DEFINITIONS
Please see the Acronyms / Abbreviations and Definitions listed in the starting of the
manual.
FORMS FOR REPORTING
All incidents shall be reported to the office in the appropriate manner. The report shall
be completed and sent thru the ship palm or using the prescribed format if ship palm
is not available.

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• Near Miss report – shall be used for reporting Near misses

• Accident / Damage report - shall be used for reporting accidents on-board.
• Injury report - shall be used for reporting injuries
CLASSIFICATION OF INCIDENTS
In deciding the category of an incident, the “Potential” as well as the “Actual”
consequence must be taken into account. Personal injury should be the first
consequence to be evaluated and this will take precedence over the other types of
loss or damage.
In order to be able to address each incident with the correct level and speed of
response the decision on the category must be made within 24 hours of the incident.
The following table details the consequences and categories against which the
potential of an incident should be measured are defined. (Also refer Consequence
table on Chapter 08, Risk Assessment for understanding of category)
Incident Personal Property Environmental Release Near Miss

Category Injury Damage
Catastrophic Fatality, Loss of vessel or Major Spill >=10 Bbls into

(Extremely PTD, total loss sea or uncontrolled gas
Harmful) amounting over release >10 tonnes or
1,000,000 USD volumetric equivalent
Critical Ill health Major damage, Oil spill into sea < 10 barrel Catastrophic
(Severe leading to Yard repair Oil spill contained on deck > Potential –
Harm) permanent required. 10bbls Near Miss
disability, (Damages loss Regional environmental
PPD, amounting to impact, likely to receive
500,000 USD citation / fine and could
and over but jeopardize the reputation
less than of the company
1,000,000 USD)
Marginal LWC, RWC, Vessel disabled Oil spill contained on deck Critical
(Moderate MTC, or expenses > 1barrel < 10 barrel Potential –
Harm) amounting to Near Miss
USD 10,000 but
less than USD
500,000.

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Incident Personal Property Environmental Release Near Miss

Category Injury Damage
Minor First Aid Minor Damage, Oil Spill contained on deck Marginal
Case Repairable on < 1 Bbl. or Potential –
board Any failure of primary Near Miss
containment (contained
spill on board in various
area of operation).
Environmental impact not
existent.
As per the area of concern, incidents may be further categorised as below.

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Environmental Fire Injurie Naviga Mooring Technical Cargo Cargo Critical safety Critical Structural FAILURE
incidents s tion FAILURE Incidents handling System equipment Navigation
inciden incident FAILURE FAILURE (critical equipment
t system includes FAILURE
following)
Oil spill Overboard Fire of All sort Navigat Mooring Loss of Cargo Cargo tank Quick closing BNWAS Failure of Hull,
any of ion - line failure Power contamina level valves plating, framings
magnitud injury Allision tion gauging and supports
e system
Chemical spill Mediva Navigat Anchor & Hose Bilge Alarm Radars Failure of hull
overboard c ion - equipment handling fittings (Including
Collisio damage or crane piping,)
n fouling
Breach of Primary Mooring Cargo Emergency ECDIS Failure of
containment - machinery Crane Generator superstructures
Cargo damage that
has
immediate
impact on
safety of
vessel
Breach of Primary Cargo Emergency SSAS
containment - pumps battery
Bunker
Breach of Primary Inert gas Oil mist Steering
containment - plant detectors failure
Hydraulic Oil

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Other MARPOL or Cargo level Fire Detection Main

any violation of alarm System engine
local environment system failure
prevention
regulation
Emergency Fix Firefighting
shutdown system
system
Fixed Gas
Detection System
Emergency fire
pump
Lifeboat &
Rescue boat
engine
15 PPM monitor
Deadman alarm
The incident categories are available in the company’s incident reporting software (Shippalm). Incidents classified in above table shall
be reported in “Incident -accident & damage/injury” category in Shippalm. Correct Category must be selected when reporting.

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INITIAL REPORTING
The initial response to an accident or near miss should be made by the appropriate
means depending upon the category of the incident. In all cases, an initial notification
by email or phone should be made to the Superintendent.
This should be done as soon as practicable after the occurrence of the incident or near
miss and should contain as much information as is available through a preliminary
investigation, with the added comment that a report will follow after carrying out a
thorough investigation.
For initial reporting of defects related to hull, machinery and equipment, defect report
must be raised in the ship palm. Where shippalm is not available HMX reports must be
raised. For HMX reports of category Substantial and Intolerable, in addition damage
reports would have to be raised in consultation with Technical Superintendent.
At any case, the Master shall complete and send appropriate Incident Report to office
in no later than72 hours after the incident. If the Master is unable to complete the
incident report within the time limit, he shall request extension from the respective
Marine Manager.
The Marine Manager or DPA shall assess the incident for the need of statutory or legal
requirements to the authorities. He shall provide necessary direction and guidelines to
the superintendent and / or vessel for reporting the incident to the appropriate
authorities within the required deadline.
INCIDENT INVESTIGATION TRAINING AND TEAM
Investigation Training for Office Staff
Investigation shall always be headed only by suitably qualified investigator.
At office, as far as possible, the staff that form part of the investigation team shall be
duly trained in Incident Investigation methodology. At least one senior staff should be
trained by the External agency who developed the incident investigation model or by a
suitable Classification Society. He in turn, may, train the other superintendents and the
vessel staff. Trained superintendents should be given opportunity to participate in the
investigation if relevant to the skill before expected to lead an investigation.
The Incident Investigation training shall be refreshed at a period not more than 5
years.
Investigation Training for Ship Staff
Training shall be provided to the senior officers on-board on incident investigation
methods.
This may be done in shore-based seminars, specific training by office or on-board
training session.

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Pre joining briefing may also be effectively utilized to carry out incident investigation
course for seafarers
Company shall ensure that at any time, at least two seafarers on-board should have
been trained in Incident Investigation.
Refresher course for Incident investigation shall be provided for the team at a period
not more than 5 years.
Incident Investigation Team Office and Shore:
Incident investigation team on-board shall consist of Master, Chief Officer (Safety
Officer), Chief Engineer and Second Engineer. Master shall lead the on-board
investigation team and if the Master is directly connected with the incident, the Chief
Engineer or Safety Officer shall lead the team.
Marine Manager shall head the investigation team ashore, except for minor category.
Constitution of the office team for the category shall be as follows.
▪ “Catastrophic” – Head of Ship Management Team, Head of CMS, Head of
Technical Team, Marine Manager, DPA & All superintendents as required.
External consultants / experts and representations from owners as required.
▪ “Critical”- Head of CMS &Head of Technical Team, Marine Manager, DPA and
one Superintendent.
▪ “Marginal” – Marine Manager, DPA, One Marine Superintendent and one
Technical superintendent.
▪ Minor – Marine Superintendent and / or Technical Superintendent.
Marine Manager/DPA in consultation with head of CMS shall assign the lead
investigator and ensure that the person leading the investigation is not connected with
the incident.
The senior most team member in investigation team or Head of Ship Management as
constituted by the above categorization will be the one who approves the
investigation report.
STAGES OF INCIDENT INVESTIGATION
The first stage in investigation involves establishing factual information. This requires
recording and observation of all activities at the time and scene of the incident.
Once the incident is under control, the Master and on-board investigation team shall
carry out a methodical investigation of the incident to determine the causes and the
appropriate corrective measures to prevent recurrence.
The investigation will require the observation and collection of all relevant
information, which may include but is not limited to:
▪ Photographs
▪ Sketches

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▪ Statements from persons involved in the incident and any witnesses

▪ Operational records
▪ Logbooks
▪ Checklists
▪ Permits
▪ Maintenance records
▪ Test records
▪ Certificates
▪ Data printouts
▪ Record of rest hours
▪ Saved Data Records (e.g. VDR, ECDIS Back up)
▪ D&A Tests
▪ CCTV
▪ Evidence from VTS
The second stage is to analyse the facts and make a judgment on the direct, indirect
and root causes.
Incident investigation process shall primarily follow Loss causation model (identifying
direct causes, indirect causes, and root causes) with the help of events and Conditional
factor charting or events and causal factor charting, human factor analysis and barrier
analysis. Taproot model may alternatively be used in cases that indicate long pre-
existing conditions with a potential to evolve as a causal factor.
However, depending on incident the head of investigation team in consultation with
the Head of CMS shall decide on the various tools to be adopted as relevant to the
incident and investigation process.
The gathered evidence and the facts of the incident should lead to the determination
of direct, indirect and root causes and thereafter, to the derivation of corrective
measures to prevent recurrence.
If necessary, an Event and Causal Charting should be done to depict the events in
logical sequence and to analyse the event by identifying various unsafe conditions and
unsafe acts that existed / contributed to the event.
The identification of causes follows a process of asking a series of "why did it happen"
questions.
▪ The first ‘why’ or on occasion, 'how' question will provide the direct cause(s).
The direct causes may be an “unsafe act” or a normal act carried out an
“unsafe condition” or the combination of both.
▪ The second 'why' question seeks to understand why the direct cause(s)
happened. The answers will provide the indirect cause(s). Usually these are the
job and personal factors that exist.

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▪ In the final stage, questioning why the indirect cause(s) occurred will lead to
the root cause(s), which are always non-compliances with procedures / rules /
regulations / industry best practice / proper design standards or at times, lack
of a procedure / regulation / knowledge / training etc.
A near miss of serious nature will be managed similar to an accident in the
identification of causes and corrective measures.
The third stage is to recommend actions to ensure, as far as possible, that the incident
will not or is less likely to happen again. Each of the identified root causes should now
be used to develop an appropriate corrective measure that will address the lapse and
prevent its recurrence.
All incidents involving the ship / shore interface shall, whenever possible be
investigated by both parties involved. Whenever this is considered impracticable, the
minimum action required subject to the draft copy of completed investigation report
shall be made available to the other party.
INCIDENT INVESTIGATION REPORT
The investigation report should be completed as soon as possible with all the facts and
relevant information. Statements from participants and witnesses should be used to
establish the facts. Drug & Alcohol testing for the personnel involved is to be done
within 2 hours of the incident.
Every possible effort shall be taken to ensure the report is full of facts as this report
assists to identify the root causes and thereby efficient corrective action. Ops and Tech
team will review the report sent by the Master and the investigation team. The time
duration allowed for the completion of the investigation shall be reviewed until all
issues are addressed and resolved. The final report is completed as soon as
practicable. However, the report shall be completed within 90 days from the date of
the accident unless a different time scale has been decided by the investigation team.
The Incident Investigation report should include the time scale & the person
responsible for closing out the proposed Corrective/Preventive Action.
The investigation report is to state the following at the bottom of the report:
Report should not be written with litigation in mind and, shall be inadmissible in any
judicial proceedings whose purpose, or one of whose purposes is to attribute or
apportion liability or blame.
Master will be responsible for implementing the corrective action on-board.
The DPA shall approve all extension.

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REVIEW
The report sent by the vessel shall be reviewed by the office investigation team to
confirm that the incident has been adequately investigated, analysed, categorized and
sound recommendations made. The office team shall ensure that the investigation has
fully explored the possible causes and identified appropriate actions to prevent
recurrence. The office analysis of the incident report shall be recorded in the “Analysis
of the incident reporting by office”.
It is important that suggested corrective action, should be such that, it does not
generate a new hazard in the system. Hence, if necessary, a risk assessment shall be
carried out prior implementing the suggested corrective action.
The findings and the conclusions from the investigation shall be circulated to the fleet
and appropriate shore personals. Masters shall discuss the bulletins with all crew so
that similar incidents are prevented.
Where appropriate, Head of Ship Management Team shall share the investigation
results and the lessons learnt with other authorities such as class, oil major vetting
departments, charterers, industry groups, equipment manufacturers, and various
customers to avoid similar incidents on other vessels.
ACTION PLAN AND FOLLOW UP
• The Ops & Tech team is responsible for ensuring the corrective actions are
documented, tracked, and closed out. Incident report shall be uploaded in to
Shippalm along with PIC and target dates for closeouts assigned and closeouts
verified.
• The findings and the conclusions from the investigation shall be circulated to
the fleet and appropriate shore personals.
• Master’s shall discuss the bulletins with all crew so that similar incidents are
prevented.
TREND ANALYSIS
The incidents shall be reviewed in the management review to identify the suitable
action plan shall be derived to avoid / minimize the losses in future.
While conducting risk evaluation in relation to management of occupational safety and
health shall refer to appropriate statistical information from the ships and from
general statistics provided by the Flag state.
Trend analysis must also be carried out for defective navigation equipment.
NEAR MISS:
While the Near Miss reporting is an integral part of Incident reporting system, not all
near misses will require full investigation.

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The near misses which have high potential for learning or for loss control shall be
investigated. The near misses which record just the unsafe acts or conditions need not
be investigated but they shall be captured in the system for trend analysis. Marine
Manager will decide whether a full investigation is necessary or not.
Near Miss report may be completed anonymously by the vessel.
Near miss reports shall be reviewed for the presence of potential danger and the
lessons to learn.
The review of Incident analysis shall be sent to the vessels as lesson learnt.
UNSAFE ACTS / UNSAFE CONDITIONS (LARP REPORTING)
LARP Card system is used for reporting all unsafe acts and unsafe conditions observed
on board. Refer to HSM Ch. 01 for more details.
NON-CONFORMITY
Nonconformity occurs whenever

▪ The documented safety management system fails to provide the necessary
control to prevent the occurrence of an adverse incident
▪ The documented safety management system is not implemented., i.e. actual
practice does not conform to the documented system
▪ The safety management system fails to address a situation that result in an
adverse event
▪ A situation is identified that represents a potential hazard.
▪ A series of related deficiencies identified by company personnel or external
organisation.
REPORTING OF NON-CONFORMITIES
Non conformities are reported to the office with a view towards improving
Occupational Health, safety, and protection of environment.
A non-conformity may be reported or deemed to have received through the following:
▪ Internal audit report
▪ External audit report
▪ Condition of Class
▪ Master’s review of SMS
▪ Deficiencies noted during PSC / FSC / SIRE inspections
▪ Minutes of safety meeting
▪ Defects noted in vessels inspection report
▪ Minutes of management meeting
▪ Document change requests
▪ Incident reports (Near Miss, Damages & Injuries)
▪ Maintenance reports

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▪ Form, Letter, or e-mail addressing the non-conformance

Master shall raise a Non-conformity using the Non-conformity report form SF-02.
Subsequently a defect report shall be raised in the ship-palm relating to the Non-
conformity and followed up as required.
ANALYSIS OF NON-CONFORMITIES
Every Non-conformance that has been identified (as reported various sources, refer
9.4.1) shall be analysed by the vessel to identify the immediate cause, root cause and
corrective actions. The description of the non-conformity along with cause analysis
and corrective action plan shall be forwarded to the office using Corrective Action
Report. For non-conformities raised through internal audits shall be recorded and
followed up through Non-Conformity Report, instead of Corrective Action Report
The superintendent of the vessel shall, in conjunction with the other divisions, review
the cause analysis and corrective / preventive action plan prepared by the vessel and
approve or amend the plan as required, in agreement with master. He shall in liaison
with the Marine Manager, analyse and propose the long-term preventive measure to
avoid re-occurrence of similar Non conformity.
Where appropriate, risk assessment is carried out for implementation of corrective /

long term preventive measures to ensure that no new hazards are generated in the
process of implementation.
The closure of the non-conformity is reported to the office. Office shall verify the
corrective action and close the non-conformity report. Evidence of the corrective
action is documented along with the non-conformity report.
The effectiveness of the corrective / preventive action shall be monitored by the

Master and verified by the superintendent or auditor during the next visit to the
vessel.
Long term preventive measures are implemented through the most appropriate
method. The Long-term preventive measures may include changes to strategy, Polices,
update PMS, bring in Changes to Manuals, or provide new procedures as necessary.
Record the same as necessary for continual improvement
In the event the vessel requires more time to implement the corrective action, the
reason for extension is reported to the respective superintendent. An approval from
the DPA/ Marine Manager is required to extend the due date.
The company shall review all the non-conformities during the management review to
identify the trends and learning points. The review of Non conformities shall form an
input for the management review

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Major Non-Conformities: If Major Non conformities are identified during internal or

External Audits, they are significant events and require immediate corrective actions
to be implemented. If identified on board, unless mitigated immediately by on-the-
spot corrective actions, a major non-conformity can result in a vessel’s Safety
Management Certificate becoming invalid in the short term.
It is essential to work closely with and be guided by the auditor to develop an action
plan with immediate and effective corrective actions that will satisfy the auditor and
enable the major non-conformity to be downgraded to non-conformity.
Note: A major non-conformity raised on a ship must be downgraded to non-
conformity before the ship is allowed to sail.
Failure of or Non-operational Critical Equipment: If the failure of any Critical

equipment is observed during any Audit/Inspection, the corrective action has to be
immediately initiated and company informed accordingly in accordance with Section
3.4 of Technical manual. All practical efforts have to be initiated to get the critical
equipment repaired/rectified prior to vessels departure from port, Failing which, a
detailed Risk assessment should be submitted to office, all due notifications to
company/class/Flag state, as applicable, to be carried out and waivers obtained to sail
out .
CORRECTIVE ACTION PROCESS
▪ Origin – Need for corrective action identified by Non conformities / Accident

Reports / Incident Reports / Audits / Inspections / Reviews / Others
▪ Entered / Communicated / Recorded
▪ Agree immediate actions with Responsible Persons
▪ Assign a responsible person and agree action time
▪ If major incident or near miss of high potential, communicate alert to other
vessels in the fleet.
▪ Discuss causes in consultation with all involved and derive appropriate
corrective action. The corrective action should include measures to prevent
recurrences.
▪ Review corrective action through risk assessment process prior implementation
and suitable for the magnitude of the problems.
▪ Approve and Implement Corrective Action
▪ Analysis trends and learning points
▪ Provide to Management Review
▪ Communicate to the respective parties
▪ Plan for changes to strategy, Polices, update PMS, bring in Changes to Manuals,
or provide new procedures as necessary. Record the same as necessary for
continual improvement.

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PREVENTIVE ACTION PROCEDURES

Preventive action is the action taken to eliminate the cause of a potential non-
conformity or other potentially undesirable situation.
The company shall undertake proactive measures to identify all potential non-
conformities that can affect the Integrated Management System.
Determination of potential non-conformity
A potential non-conformity can be determined by
▪ Performance Monitoring of the vessel
▪ Vessel Inspection
▪ Internal Audits
▪ Adhering to change management procedures
All identified potential non-conformities shall be evaluated for action required to
prevent their occurrence. Any such action shall be reviewed through risk assessment
process prior to implementation as deemed necessary.
The proposed preventive action shall be appropriate to the magnitude of the potential
non-conformity.
The technical superintendent of the vessel and the Master on-board shall be
responsible for implementing the confirmed
These preventive actions shall be recorded and reviewed in the management review.
REFERENCES
H&S Manual
Contingency Manual
Marine injury reports guidelines by OCIMF
SMM Ch. 19
Company bulletin
Technical Manual
RECORDS
Index of Forms – AD-00
Mailing List – AD-01
Near miss report –SF-04
Damage report – SF-05
Injury report - SF-06
Analysis of the incident reporting by office OF-MA-021
HMX Report Form TE-20
Third party damage report – OP-03
Non-Conformity Report Form - SF-02
Corrective action report Form- SF-2A

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MAINTENANCE Page : 1 of 2
10.1 PLANNED MAINTENANCE
Planned Maintenance System is to be followed on board to ensure that the vessel is

maintained in compliance with Flag, Classification Society, and any additional
requirements to ensure continued safe and pollution free operation.
10.1.1 RESPONSIBILITY
Designated on-board departmental heads are responsible for ensuring that

scheduled maintenance and repairs are carried out according to the planned
maintenance programme provided to the vessel. Procedures for implementing
vessel and equipment-planned maintenance are documented in the Technical
Manual.
10.2 ROUTINE INSPECTIONS
Routine inspections are scheduled in the planned maintenance programme. These

schedules are to be followed and any deviation is to be brought to the attention of
the technical superintendent.
10.3 CRITICAL EQUIPMENT & SYSTEMS
The Master and Chief Engineer shall identify critical equipment and technical
systems, the sudden operational failure of which may result in a hazardous situation
(critical equipment). The Fleet Manager must approve the above Critical Equipment
and Systems list. Specific measures shall be taken to promote the reliability of such
equipment and technical systems by including them into a programme of planned
maintenance and, where appropriate, regular operational testing of standby
arrangements.
“Critical Equipment” will be highlighted in the planned maintenance system to

ensure regular check, test, and inspection.
10.4 BREAKDOWN OF VESSEL’S EQUIPMENT
Breakdown of the vessel’s critical equipment shall be reported immediately to the

Vessel’s Superintendent. Breakdown of equipment may result in changes to the
vessel’s preventive maintenance system in order to avoid recurrence.

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MAINTENANCE Page : 2 of 2
In the event of the breakdown of an item of equipment or a system, the Master may,
in liaison with the Technical Superintendent amend the maintenance and inspection
requirements of the planned maintenance system pertaining to that equipment or
system, in order to prevent a recurrence of that breakdown.
Refer to the Technical Manual for more details.
10.5 RECORDS
Planned maintenance and repairs carried out on the vessel’s equipment are
recorded in the planned maintenance programme.
Breakdowns of vessel’s equipment and associated repairs are recorded in the

planned maintenance records for reference and analytical purposes.

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DOCUMENT CONTROL Page : 1 of 7
DOCUMENT CONTROL
The hierarchical structure of the management system documentation and the
manuals in each level is described in Chapter 1 of this manual.
11.1 DOCUMENT MANAGEMENT

To ensure that all documentation relating to company’s Integrated Management
System is properly reviewed and controlled, the CMS team shall ensure that:
▪ Documentation is reviewed for adequacy prior to issue.
▪ Documentation is approved by the Head of CMS team prior to issue.
▪ Documentation is reviewed, updated and re-approved as necessary in an
orderly manner
▪ Documentation is uniquely identified.
▪ Initial issues and revisions to documentation are issued to assigned
document holders.
▪ Relevant versions of applicable documents are available at place of use.
▪ Prevent the unintended use of obsolete documents, and to apply suitable
identification when they are retained for any purpose.
▪ Issue controlled documents by a transmittal process that requires the
recipient to acknowledge upon receipt and updating of the relevant
procedure or drawing.
The Integrated Management system documents are issued in controlled form to the
persons detailed in the approved distribution list. The distribution list will be
maintained by the CMS team.
It is the responsibility of respective controlled copy holder to ensure that

▪ Obsolete documents are removed from points of use when replaced or
deleted from the system.
▪ Up to date documentation is available at locations where it is required and
used.
Revisions to documents are subject to the same approval and review procedure as
the original version. Review and approval of revised documents is performed by the
same persons or functions as the original document. Bulletins, Manager’s Instruction
& Circulars are reviewed once in a year and where applicable, contents of the
circulars shall be included in the affected procedures after which those Bulletins,
Manager’s Instruction & circulars will be withdrawn.
11.2 CHANGE MANAGEMENT OF COMPANY DOCUMENTATION

Changes to controlled documents shall be carried out through the Document Change
Request procedure as explained below:

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A request for a change is made either through mail to CMS team or filling the
relevant section in Monthly Review of Manuals & ISM/ISPS review. Master, Chief
Engineer, or Office Superintendents may raise a document change request by mail. It
is necessary to describe the change required and the reason why it is required. The
CMS team and the head of the related division in the office as deemed necessary
shall review the request. If the change is acceptable, it is recorded in the company
data base for further action. If the request is to be rejected it has to be done with the
approval from Head of CMS team, communication shall be sent to the person
making the request with a reason for the rejection. The reason for rejecting the
request shall be entered in the data base.
For any proposed policy changes affecting the seafarer, a risk assessment shall be
carried out by the CMS team. Consultation shall be carried out with the seafarers
attending pre-joining briefing, during Seminars, and their feedback to be considered
while developing the policy change.
If the request is accepted, the person making the request shall be notified.
Amendments to the document shall be carried out by the person who raised the
document change request or by a Superintendent in the relevant department. The
documents will undergo the same review procedure as the original document prior
to making the required amendments to it. The amended document will be reviewed
by the CMS team and other interested parties within the Company office to ensure
compliance with applicable safety and quality requirements, applicable codes, and
regulations. For major changes in the operating procedures, a risk assessment shall
be carried out to confirm that the changes are in compliance with the regulations
and does not create a new hazard. Superintendent will decide whether a risk
assessment is necessary or not.
After the document is reviewed and approved by the Head of relevant team, it will
be sent to the Head of Ship Management Team for final approval. If the amended
document is approved by the Head of Ship Management Team, it will be handed
over to the CMS team for further process.
If the changes proposed and agreed require the entire manual to be rewritten, then
the edition number of the manual will be changed. If the changes proposed and
agreed affects some sections of the procedures, then the revision number of the
procedures affected will be changed.

Rev No. : 6
Amendments to documents will be highlighted by red font and by including a vertical

line in the left margin adjacent to the amended text. The highlighting of the
amended text will remain until it is superseded by another amendment to the
document.
If the entire manual is rewritten, then there is no need of highlighting the changes.
CMS team will provide the appropriate edition & revision number, format and print
the new or amended versions of the documents and take the signature from Head of
Ship Management Team. After obtaining the CMS Team’s signatures, controlled
copies will be sent to all recipients (vessels, manning offices) identified in the
distribution list.
Whenever new or amended controlled documents are issued, they are accompanied
by a Controlled Document Transmittal Record (CDTR) that contains instructions on
how the document is to be included in the manuals.
On receipt of the controlled documents, the recipient shall update the affected
documents into the manuals and discard the superseded copies. Changes in
procedures should be highlighted to all employees. Acknowledgement of receipt and
updating of documents listed in the CDTR should be sent back by the recipient to the
Company. Master shall be guided with below process flow chart whenever new or
amended controls documents are received on board.
Electronic documents and data shall be controlled to ensure only the most relevant
issues are used. They are updated from the Company office as required.
11.3 CHANGE MANAGEMENT OF THIRD PARTY DOCUMENTATION
Amendments to third party documents such as Vessel’s plans, technical drawings

and technical manuals originated by or approved by third party shall be carried out
through the Document Change Request procedure as explained below:

Rev No. : 6
A request for a change is made by sending mail to CMS team. Master, Chief
Engineer, or Superintendent may raise a change request. It is necessary to describe
the originator of the document (third party), approving authority of the document
(E.g.: Classification society), the change required and the reason why it is required.
The SMT Team and the head of the related division in the office as deemed
necessary shall review the request. If the change is acceptable, it is recorded in the
company data base by CMS team for further action. If the request is to be rejected,
after approval from Head of CMS, a mail shall be sent to the person making the
request with a reason for the rejection. The reason for rejecting the request shall be
entered in the data base.
Changes may also arise through a Management of change process that requires
permanent changes to documents such as the below but not limited to,
• Certification.
• Manuals.
• Plans and drawings.
• Operational procedures.
• Records checklists and forms.
• Planned maintenance including spare parts inventories.
If the request is accepted, the person making the request shall be notified.
Amendments to the document shall be carried out by the person who raised the
document change request or by a Superintendent in the relevant department. The
amended document will be reviewed by the CMS team and other interested parties
within the office to ensure compliance with applicable safety and quality
requirements, applicable codes, and regulations. For major changes in the third-
party documents, a risk assessment shall be carried out to confirm that the changes
are in compliance with the regulations and does not create a new hazard.
Superintendent will decide whether a risk assessment is necessary or not.
After the document is reviewed, it will be sent to the third party who approved it
initially. If the amended document is approved by the authority, it will be sent back
to the vessel and one copy retained in the office.
Whenever new or amended third party documents are issued, they are accompanied
by a Controlled Document Transmittal Record (CDTR). On receipt of the CDTR, the
recipient shall update the amended document, and discard the superseded copies. If
feasible, Changes in the documents should be highlighted to all employees affected
by the changes. Acknowledgement of receipt and updating of third party documents
listed in the CDTR should be sent back by the recipient to the Company.

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11.4 RETENTION OF OBSOLETE MANUALS AND DOCUMENTS.
Copies of obsolete manuals and documents are to be identified and one copy
retained as records separately by the CMS team.
All other copies of obsolete documents are to be destroyed in order to preclude
accidental use. This applies both in office as well as onboard vessels.
11.5 RECORD CONTROL
Records are completed documents that contain objective evidence showing how
well activities are being performed or what kind of results are being achieved. They
lend themselves to analysis for determination of methods to continually improve the
management system. Also, besides providing objective evidence, they also promote
accountability.
All QHSE records should be maintained for a minimum period in order to provide
evidence of conformity to requirements and the effective implementation of the
QHSE management system.
Records for office use and vessel use are identified in the Office forms and checklists
file and Vessel forms and checklists file. Records can be maintained either
electronically or in paper form. When the records are stored electronically, it should
have a back-up system or other suitable measures to prevent the loss of records.
Records shall be stored and protected in such a way that they could be retrieved
suitably.
The records shall be destroyed by shredding or erasing electronically at the end of

the retention period. Copies of obsolete documents are to be destroyed in order to
preclude accidental use.
Index of forms in office and vessel shall mention the retention period of the
documents.
All other system records are retained on board for the managed life of the ship
unless instructed otherwise by the office.
11.6 RECORDS
Monthly Review of Manuals: SF-03

ISM review: SF-03A
Annual ISPS Review: ISPS-12
Common data base maintained in the office

Rev No. : 6

Rev No. : 6
Prepare revision control sheets of

List of control copy holders
affected manual & CDTR for control
Vessels, Office & manning Marine Executive
copyholders and internal
office
memorandum for office division
Update the office database Marine Executive

Thru Joiner or Suptd.
Travel
Printout & dispatch to control Marine Executive
copyholders
Courier
Send information to control
By Email copyholders and agents regarding Marine Executive
courier docs
Follow up till receiving confirmation

By Email or Tel Marine Executive
from control copyholders
From DCR to CDTR

Update records Marine Executive
confirmation
Implement procedure / form in office

or onboard vessels
Does procedure / form fulfill NO

B
requirement?
Continue implementation, subject to

periodic review for continual
improvement
END

Rev No. : 7
VERIFICATION REVIEW & EVALUATION Page : 1 of 10
AUDITS
A planned schedule of internal and external audits is to be designed and maintained,
to verify the compliance of implemented safety and pollution prevention activities
with the documented requirements. The plan shall include both shipboard audits
and office departmental audits.
12.1 RESPONSIBILITY
The Head of CMS team is responsible for preparing the audit plan for vessels &
office, for assigning auditors to carry out the audits and for reviewing the final audit
report.
The assigned auditors are responsible for conducting the audit of the vessels / office
divisions and for preparation of audit report.
The CMS team is responsible for scheduling, coordinating the audits and for
maintaining the records.
The responsibility for making a timely response to audit findings is that of the Master
/ Marine Superintendent / Technical Superintendent with support of other Office
departments as required.
12.2 PERIOD OF AUDITS

The schedule of internal shipboard and office audits and their frequency are
dependent upon:
▪ impact on the safety and pollution prevention aspects of operations

▪ The number of problems being experienced with each ship / office division
▪ Results of previous audits
In all cases, the internal audit of ships and office shall be carried out at an interval
not exceeding 12 months. In exceptional cases, this interval may be exceeded by not
more than 3 months (additionally for ships, flag state requirements should be
adhered to).
Whenever such extensions are required for internal audit of ships, company will
approve them on case to case basis, after complying with company procedures and
flag requirements. An extension of internal audit can be granted under the following
criteria, but not be limited to;
▪ If the vessel is on long voyage, where the passage of the vessel makes it
difficult to arrange the audit within the scheduled time frame;

Rev No. : 7
▪ If the auditor is unable to reach the ship due to unforeseen circumstances,

and that an alternate auditor could not be arranged within the remaining
time frame to carry out the audit; or
▪ If the present port of call is such that it is not possible to arrange the audit,
due to access control measures, weather condition, civil unrest, or some such
condition.
▪ In case an extension is to be granted for Internal Audit, then, an interim audit

has to be carried out by Master and Ch Engineer complying with the
company’s internal audit and the report submitted to office. Same shall be
cited as completed in order to grant an extension.
Extension of internal audit and communication with flag if any needs to be filled in
and to be sent to the Master.
External audits shall be carried out as per the frequency determined by the auditing
authority.
12.3 AUDIT PLAN

The Head of CMS team will make an internal audit plan for the vessels and office
divisions at the end of each year for the following year. The plan will be amended
when changes to the organization takes place or when new vessels are acquired or
sold. Whenever the audit plan is amended, the amended plan shall be circulated to
the affected vessels / office divisions.
12.4 AUDIT REPORT SUBMISSION

For all company and the vessel internal audits, the Auditor shall prepare and submit
the audit report as soon as practicable however always within 14 days of the audit to
Head of CMS team. Head of CMS team shall review the audit report, comment on
the categorization of the findings as NCs and observations and then shall forward the
report to the respective vessel and office division.
12.5 VESSEL INTERNAL AUDITS

A qualified auditor will be assigned to carry out vessel internal audits. He will usually
be a superintendent (technical/marine) from the office.
The master shall be informed of the audit plan at least 2 weeks in advance.
During the internal audit of the vessel, the following activities shall be carried out:

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▪ Opening meeting, in which the auditor and the head of department / Master
shall:
• Review and agree on the audit scope
• Define tour & interview schedule (if applicable)
• Identify interviewees, documents & processes to be audited
As far as possible, all senior officers shall attend the opening meeting.
▪ Conduct of the audit

• Audit will be carried out in accordance with the agreed audit scope
• The vessel audit will also include a walk-about inspection of the vessel.
• The auditor should not allow the audit process to disrupt critical workflow
of the vessel. At the same time, the Master shall endeavour to make the
auditees available for the audit without delay.
• The auditor shall keep a record of personnel interviewed.
• The auditor may also seek and keep copies of records for evidence.
• The auditor shall verify implemented system through observation,
interviews, and scrutiny of the documentation.
▪ Closing meeting
• The auditor shall discuss the audit findings with the Master.
• Review the findings and determine a schedule for disposition.
• Discuss ideas for improvement and determine a schedule for
implementation.
• A preliminary report shall be given to the Master. However, if due to
insufficient time the report cannot be prepared, then the findings shall be
discussed verbally and agreed.
Auditor prepares and submits the audit report within 14 days of the audit to Head of
CMS team. (Through Shippalm reporting format) Head of CMS team reviews the
audit report, comments on the categorization of the findings as NCs and
observations and then circulates for comments amongst (through Shippalm):
▪ The vessel’s technical and marine superintendents

▪ Operations and Technical team
▪ CMS team
▪ DPA
▪ The Head of Ship Management team
The final report shall be forwarded to the vessel and office divisions.

Rev No. : 7
Report is maintained on board in the Shippalm software A printed copy to be

maintained on board for third party verification. Follow up verification of the
corrective action is done by the visiting superintendent and entered in the report.
For all Non-conformities, Corrective / preventive actions are initiated by the

shipboard management team and implemented, by responsible persons designated
for the task, within a set timescale, but up to a maximum of three months.
Observations indicate potential risks to the management system, but the vessel need
not respond to the office. These observations should be reviewed by the Master and
department heads and sent to the office for closure verification. Records shall be
available for this.
The shipboard management team shall forward to the office the corrective action
plan of the NC’s within 30 days of the completion of the audit. This can be sent by
mail and does not necessitate scanning and sending the NC form.
The shipboard management team shall follow up corrective actions and when such
corrective actions are seen to be effective, the Master shall inform the office and
close out the audit finding.
If the person responsible for the corrective action is shore based, the Master will
close the finding when he is satisfied that the corrective action is complete and
effective.
The audit process shall be reviewed on a quarterly basis that shall include the
qualification of auditors, training need of auditors, number of audits carried out by
each auditor, compliance to audit plan, compliance to audit report completion time
scale and the unresolved non-conformances.
The above audit processes are mapped to Shippalm Internal audit module. ( OPM
3.2.6)
12.6 VESSEL NAVIGATIONAL AUDITS

Marine Superintendent from the office or a suitably qualified person will conduct
navigational audits on-board the vessel at least once a year. This may be combined
with the internal audit.
Dynamic Navigation Audit are to be conducted for all vessels while on a passage by a
Marine Superintendent or a suitably qualified person.
Dynamic navigation audit should include navigation in Open sea/Coastal waters,
Under pilotage, during Berthing-unberthing and during anchoring.

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It is carried out as part of the Internal Audit annually for tankers and bi-annually for
other vessels. However, if the same is not possible an additional Dynamic navigation
audit will be carried out within three months of the internal audit.
Where a planned sailing Dynamic navigational audit has not been possible or where
no other option for conducting a sailing audit is immediately available, the
Superintendent utilizes VDR downloads to conduct an unannounced remote
navigation audit, in order to assess navigational practices on board. The process
should be over a fixed time span and involve a critical passage such as a Straits
transit, port approach or pilotage situation.
After every change of command, the incoming Master shall carry out a navigational
audit as per the appropriate form sent by the company. Interval between two
Navigation audits by Master shall not exceed 3 months. Additional navigational
audits may also be carried out by the Master if advised by the company.
12.7 VESSEL MOORING AND CARGO AUDITS

At least 02 cargo and mooring audits shall be conducted in every 6 months period in
tanker fleet and every 12 months period in Dry vessels fleet. These audits may be
carried out during vessel’s internal audit or during vessel inspections by
superintendents and shall require witnessing of cargo and mooring operations.
12.8 VESSEL EXTERNAL AUDITS

The Certification Body in compliance with ISM Code requirements carries out
external audits. It is the responsibility of the Master to request the Vessels
superintendent arrange for vessel external audits. The Vessels superintendent shall
arrange for external audits.
The original audit report is retained on the vessel and a copy is sent to the Vessels
superintendent.
Corrective and preventive actions are initiated by the shipboard management team
and implemented, by responsible persons, designated for the task, within a set
timescale.
The shipboard management team follows up corrective actions and when such
corrective actions are seen to be effective the Master closes out the audit finding, or
as required by the audit body.
If the person responsible for the corrective action is shore based, the Master will
close the finding when he is satisfied that the corrective action is complete and
effective.

Rev No. : 7
When all the findings for an audit are closed then copies of the closed-out findings,
duly signed by the Master, will be passed to the Vessels superintendent who must
submit them to the Certification Body for approval. When the approval is given one
approved copy is to be retained by the SMT team and one copy is to be sent to the
vessel and filed there.
These records will be examined by internal and external auditors and must be
retained for the whole period that the SMS is valid on the vessel.
12.9 INTERNAL AUDITS OF THE COMPANY OFFICE

Office internal audits shall be carried out at an interval not exceeding 12 months by a
qualified auditor who is as far as possible independent of the areas being audited.
This interval may at exceptional circumstances, be exceeded by not more than 3
months.
The Head of CMS team will plan the office audit schedule and will appoint an
independent auditor to carry out the audit.
CMS executive will notify the respective Division at least 2 days prior to carrying out
the audit. The auditor will prepare the scope / elements to be audited, in
consultation with the Head of CMS team for special areas requiring attention, and by
reviewing past audit results.
The results to be recorded on the Office Internal Audit report form.
12.10 EXTERNAL AUDITS OF THE COMPANY OFFICE

Such audits are carried out by the Certification Body to a program that complies with
ISM Code requirements. It is the responsibility of the CMS team to request such
audits in a timely fashion.
Any findings resulting from any of the above types of audit will be analysed by the
CMS team and included in the Company review. A copy of the review will be
forwarded to the ships and retained in the office. If any trends become apparent
through analysis of findings the ships will be notified as soon as a trend becomes
obvious.
12.11 REVIEW OF AUDIT RESULTS
The results of all internal / external audits of the vessels and the office, including all
identified non-conformities will be reported using the audit report forms as early as
possible. The results are provided to responsible persons in the area where the non-
conformity is discovered and to the Head of CMS team. Timely and appropriate
corrective action is taken in response to non-conformities, the maximum period
being three months.

Rev No. : 7
In cases where serious non-conformities are found, a follow up audit may be

necessary. This shall be at the discretion of the Head of CMS team & Head of Ship
Management team. The purpose of this follow up audit is to ensure that corrective
action has been taken and that it is effective. A record shall be made of the decision
whether to have a follow up audit.
Should a follow up audit be deemed necessary, the audit procedure explained in this
chapter will be repeated.
Master / office should maintain records to demonstrate that all actionable items
have been closed out as soon as is reasonably practicable.
Corrective actions taken are followed up, to be certain that they have been
implemented within the agreed timescale and that they have been effective. Audit
results should drive continuous improvement of the management system
Formal analysis of the audit results will be carried out by the CMS team and the
findings of the analysis will be included in the subsequent Management review. If
any trends become apparent through analysis of findings, the ships / the office
division will be notified as soon as a trend becomes obvious. A copy of the analysis
report will be forwarded to the ships and retained in the office.
12.12 VERIFICATION
Apart from the verification processes carried out by third parties, the Master and
Senior Officers designated by him will verify that vessel procedures are being
followed by examining and countersigning log books, checklists etc. from time to
time.
12.13 VESSEL INSPECTION

Vessel inspection shall be conducted by a Superintendent (Technical).
FREQUENCY
Vessel inspections shall be conducted at least twice in a year. One inspection should
be made after sailing with the vessel.
CONDUCT
The inspection is aimed to ensure that the vessel is maintained and operated in a
safe and efficient manner. The inspection shall be detailed and include:
▪ Status of vessel certification
▪ Implementation of Company Management System

Rev No. : 7
▪ Review of vessel documentation

▪ Status of surveys
▪ Condition of Hull, machinery, and equipment
▪ Status of stores and spares supply and pending requisitions
▪ Operational status of Critical equipment
▪ Readiness of LSA, FFA and Pollution Prevention equipment
▪ Crew Performance
▪ Crew Motivation and morale
▪ Vessel performance against the charter party requirements
▪ Vessel consumptions
▪ Standard of vessel cleanliness and hygiene
▪ Follow up of last inspection report and effectiveness of the corrective actions
taken
DEFICIENCIES
Any deficiency noted during the inspection shall be brought to the attention of the
concerned staff and a corrective action plan made. All VIR Reports to be signed off
by the vessel manager.
RECORD
The inspector shall produce a detailed report including photographs depicting the
status and deficiencies. On completion of inspection, the technical superintendent
shall give preliminary report (draft report) to the master and chief engineer. Defect
list/Observations lists to be discussed and corrective actions should be agreed. At
this time the target dates shall be assigned. The vessels shall receive VIR defect
report in ShipPalm within 3 weeks from the day of completion of inspection.
The report shall include the deficiencies noted and corrective action plan. The report
shall be circulated for comments amongst:
▪ The shipboard management teams

▪ The vessel’s technical superintendent
▪ Ship Management Team (SMT)
▪ CMS team
▪ Admin & HR team
▪ IT team
▪ DPA
▪ The Head of Ship Management team
The report shall be sent to the vessel, as early as possible, for further follow up
actions. The report shall be maintained by the SMT.

Rev No. : 7
Timely and appropriate corrective action is taken by ship / office in response to

deficiencies, the maximum period being three months. Deficiencies which require
action in dry dock must be separated and included in dry dock defect list.
implemented within the agreed timescale and that they have been effective.
Inspection results should drive continuous improvement of the management system.
REVIEW OF INSPECTION RESULTS

implemented within the agreed timescale and that they have been effective.
Inspection results should drive continuous improvement of the management system
Formal analysis of the inspection results will be carried out by the SMT / CMS team
and the findings of the analysis will be included in the subsequent Management
review. Analysis shall include comparison of data with third party inspections and
comparisons between vessels within the fleet with sister vessels. If any trends
become apparent through analysis of findings, the ships / the office department will
be notified as soon as a trend becomes obvious. A copy of the analysis report will be
forwarded to the ships and retained in the office.
12.14 AUDITS OF ASSOCIATE ENTITIES

The company (DOC holder) may delegate part of the work (for example, supply of
ship stores & spares, manning, etc.) to another entity, however the company
remains responsible for the operation of the ship(s), even if some of the tasks are
delegated to other entities or given back to the owner. In such cases the company
shall provide clear standards for delegating specific tasks and establish the levels of
authority and lines of communication between the departments, branches, and
delegated entity. The company shall monitor and carry out periodic verification of
the delegated task to ensure compliance with the relevant ISM Code requirements.
12.15 SENIOR MANAGEMENT VISITS
Senior Management from the office will visit the vessel for the purpose of for having
a visible and felt leadership as well as for sharing the following with our seafaring
colleagues;
▪ Company’s commitment towards safety and environmental protection.

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▪ Company’s vision and Commitments.

▪ Addressing high risk exposure as determined from incidents in the fleet and
industry.
▪ LFI and focus campaigns as shared by SHELL or other such entities from the
industry.
These visits shall be planned, such as to include different type of vessels and owners.
During these visits effort must be made to interact with maximum number of sailing
staff. Information regarding the on-board visits and the details of topics covered
should be conveyed to the CMS team so that same can be recorded and conveyed to
various third parties as required.
These visits as a minimum should be as follows:
▪ At least one of the personnel from senior Management (Above Manager

Level) shall visit 1 Vessel per Quarter.
▪ At least one of the personnel from Manager Level shall visit 2 Vessels per
quarter.
RECORDS
▪ Vessel inspection reports
▪ Audit reports
▪ Audit Plan
▪ Form OF-MA 027

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CERTIFICATION, VERIFICATION CONTROL Page : 1 of 3
13.1 DOCUMENT OF COMPLIANCE (DOC)

The Company shall maintain a Document of Compliance (DOC) in accordance with
the requirements of the ISM Code. The DOC shall be held at the Company’s office.
A copy of the DOC shall be placed on-board the vessel to allow the Master to
demonstrate, to interested parties, that the Company is capable of complying with
the requirements of the Code.
13.2 VERIFICATION OF THE DOC

The Company recognizes its responsibility to request annual verification of the DOC
by the issuing authority. The Company recognizes that failure to request annual
verification or evidence of major non-conformities with the Code could result in the
DOC being withdrawn.
The Company also recognises that if the DOC is withdrawn then any associated
Safety Management Certificates would also be withdrawn.
13.3 SAFETY MANAGEMENT CERTIFICATE (SMC)

A Safety Management Certificate (SMC) shall be maintained aboard the vessel in
accordance with the requirements of the ISM Code. A copy of this certificate shall
be held at the Company’s office.
13.4 VERIFICATION OF THE SMC

The Company recognizes its responsibility to request timely verifications by the
issuing authority. The Company recognizes that failure to request such verifications
or evidence of major non-conformities with the Code could result in the SMC being
withdrawn.
13.5 INTERIM DOC

The Company recognizes that when new ship types are to be added to the existing
DOC then an interim DOC should be issued as in paragraph 14.1 of the ISM Code. It is
also recognized that if the Company takes management of a ship with a flag that is
new to the Company then it will be necessary to have the DOC accredited by that
flag.

Rev No. : 0
13.6 INTERIM SMC

The Company recognizes that when new ships come into Company management or
when a ship changes flag, an interim SMC should be issued for each of such ships as
in paragraphs 14.2 & 14.4 of the ISM Code.
For an interim DOC to be granted the following conditions should be met:
▪ An ISM compliant Safety Management System (SMS) should be documented

and in place.
▪ Key management personnel should be trained in the SMS procedures.
▪ Personnel engaged in the management of the ships should be familiar with
the procedures.
▪ The Company should have established a Safety & Environmental Protection
policy. The policy should be authorised and signed by the Head of Ship
Management team.
▪ The policy should be displayed in the office.
▪ There should be a person designated as the link between the ships and senior
management, i.e. the Designated Person Ashore (DPA).
▪ There should be a plan in place for the implementation and auditing of the
SMS during the six-month validity period of the interim DOC.
For an Interim SMC the following conditions should be met:
▪ A valid copy of the Company DOC is to be available on-board.

▪ ISM Code 3.1; Owner to Administration notification regarding responsibility
for the operation of the ship is valid and on-board.
▪ Safety Management System manuals are on board.
▪ The Master and Senior Officers should be familiar with the SMS.
▪ The Master and Senior Officers should be aware of the planned
arrangements for the implementation of the SMS within the validity period of
the interim SMC.
▪ Instructions that have been identified as essential, prior to sailing, have been
given, for e.g. lifeboat stations, fire stations, emergency communications
procedures, safety requirements from the SOLAS training manual.
▪ Plan for the internal audit of the SMS within 3 months is available on board.
▪ Valid Class and Statutory certificates status.
▪ A copy of the Certificate of Registry (or provisional certificate of registry)
issued by the Flag State authorities is to be on board.

Rev No. : 0
13.7 VERIFICATION
Apart from the verification processes carried out by third parties, the Master and
Senior Officers designated by him will verify that vessel procedures are being
followed by examining and countersigning log books, checklists etc. from time to
time.
13.8 SCHEDULE OF TRAINING AND AUDITING FOR THE SIX MONTH VALIDITY PERIOD
Interim Month 1 Month 2 Month 3 Month 4 Month 5 Month 6

Cert.
Issued
Implementations and Training Corrective Actions
Internal Audit Internal Audit

Rev No. : 8
MANAGEMENT REVIEW Page : 1 of 5
MANAGEMENT REVIEW
Management reviews of the Safety Management System are to be carried out both
on-board the ship and, in the office, at least twice a year. The objective of
management review shall be to evaluate the effectiveness of the system in attaining
the objectives set in the company policy.
14.1 MANAGEMENT REVIEW – OFFICE

Quarterly Reviews shall be conducted on Divisional basis that shall include review of
various processes within the division (e.g., Internal Audit, Vessel inspections,
Management of change and Incident Management, Defect Reporting, Surveys etc.)
to verify the effectiveness of the processes and to manage the resources. As far as
possible all superintendents in the division shall attend the meeting that will be
coordinated by the divisional head.
Company Management review shall be conducted once in Six months, i.e., beginning
of January and July of the calendar year.
Input of Management reviews in office shall include

▪ Follow up actions from previous management reviews
▪ Review of mission statements and high-level policies
▪ Master’s management review reports (ISM & ISPS Reviews)
▪ Internal audits,
▪ External audits,
▪ Condition of Class,
▪ Vessel Inspection Reports,
▪ Reports and trends of inspections by third parties including (PSC, FSC,
Vetting, etc.)
▪ Any reported non-conformities,
▪ Fleet incidents and accidents, comparison between total numbers of LARP
Cards, Near Miss against number of “Lost Time Injuries” (LTI), Incident free
days, best practises etc Incident analysis and trends shall be done to provide
an overview of where risk lies in the company’s work activities
▪ Incidents on-board pertaining to shipyard workers & other contractors which
shall include their exposure hours.
▪ Pending items of vessel deficiency
▪ Operational performance
▪ Audit Plan Process
▪ Incident Investigation process
▪ Status of Corrective actions

Rev No. : 8
▪ New Regulations due and other proposed changes to the management

system
▪ Management of Change
▪ Risk Assessments received and Suggested Changes to the Management
system
▪ Review of Key Performance Indicators and action plan to achieve the target
▪ Trend analysis of QHSE Incidents including Near Miss, Non-Conformances
including the ones from audits / inspections and Principals [Comparison
between numbers of near misses against the number of the lost time injured
(LTI)] and of defective navigational equipment.
▪ Analysis of Letter of protests issued and received
▪ Analysis of vessels KPI including needs for training for vessels not meeting
the KPI. This should also include a review of the training of such vessels based
on gaps identified from leading and lagging indicators.
▪ Feedback received as described in Chapter 20 (Feedback)
▪ Trend analysis of breakdowns in critical equipment.
▪ Trend analysis of the irregularities in “lube oil analysis”
▪ Fleet maintenance activity
▪ Trend analysis of crew change activity with focus on timely relief of seafarers
▪ Trend analysis of D&A violation cases across the fleet
Additionally, the following input shall be done on an annual basis (at the end of the
year)
▪ Review of Policies, Objectives and Targets under OHSAS and EMS
▪ Performance of Personnel
▪ Employee satisfaction survey
▪ Training needs
▪ Customer Complaints – Including complaints from Principals, Charterers
and/or clients, Visitors
▪ Services provided by various vendors
▪ Compliance with Division / Company Budgets
▪ Resource needs especially office resource levels with respect to the number
of vessels managed.
▪ Review of verification of entities undertaking delegated tasks such supplying
stores, spares, and manning, etc., to the company are acting in conformity as
per company’s procedures.
▪ Monitor and review the requirements of the interested parties.
▪ Changes to Significant Environment aspect and their impact.
▪ Quality, health and safety related internal and external issues.

Rev No. : 8
The output of the company management review shall include decisions and action
related to
▪ Improvement of the effectiveness of Integrated Management System and its
processes including the need for changes to its QHSE policy, objectives, and
procedures. This shall include measurements of the below but not limited to;
• Near miss reports.
• Behaviour-based safety system observations.
• Incident free days.
• Best practices identified.
• Hazards identified.
• Unsafe acts identified.
• Safety suggestions.
▪ Improvement of services related to Principal’s requirement.
▪ Resource needs especially office resource levels with respect to the number
of vessels managed
▪ Include trends in defect of Navigation equipment.
▪ Include trends in breakdown of critical equipment
▪ Include trends in irregularities in lube oil analysis
▪ Overview of fleet maintenance activity
▪ Analysis of vessels KPI and targeted vessel trainings based on gaps identified
from leading and lagging indicators.
The related information from the output of management review shall be communicated
to all divisions, the vessels, and other concerned parties, as necessary.
14.1.1 AGENDA
An agenda of the meeting shall be circulated along with pertinent reports by the
head of the division at least one week in advance of the meeting.
14.1.2 PARTICIPANTS
The Head of Ship Management Team shall attend company review, DPA and heads
of all divisions.
14.1.3 RECORDS
Records of minutes of Company Management reviews shall be made and circulated
to all divisions and the fleet. The CMS team shall maintain records. The Management
Review Report shall be circulated to all vessels for the staff’s benefit by end of
February and August of the calendar year.

Rev No. : 8
14.2 MASTER’S MANAGEMENT REVIEW

The Master shall carry out review of the implementation of management system on-
board with inputs from the shipboard management team twice a year, i.e., by end of
June and December of the calendar year. For a vessel newly taken over into the
management, the ISM review to be completed within three months of take over.
This requires the master to write a short review report
In practice, it is advisable for the Master and the on-board management team to
read through the entire chapter and review the system each month and assemble
the report over the length of a voyage. This will help to identify any errors that are
static & untouched for a considerable period of time for the review to be more
effective, across the fleet; selected sections of a particular manual are reviewed by
all vessels and reported to company. Following table shows the Schedule for Masters
Review of company management system:
Month Chapter / Manual

January SMM Ch. 1 to 10
February SMM Ch. 11 to 20 & annexes (1 to 3)
March HSM Ch. 1 to 6
April HSM Ch. 6 to 12
May HSM Ch. 13 to 17 and Annex (1 to 2)
Navigation manual Ch. 1 to 5, Appendix (1 to 4), Technical manual
June
Ch 1 to 3 Annex (1 to 3)
Navigation manual Ch. 6 to 11, Appendix (5 to 8), Technical
July
manual Ch 4 to 6 Annex (4, 5) appendix 1
August Cargo operations manual first half (Specific to vessel)
September Cargo operations manual second half (Specific to vessel)
October Contingency manual 1 to 3, EMS Ch. 1 to 7 Annex (1 & 3)
Contingency manual rest of the chapters. Annex (1 to 5) and ISMS
November
Manual
Forms and checklists, Circulars, and Manager’s instructions,
December SOPEP, Garbage Management Plan, Ballast Water Management
plan, MSMP and LMP
In addition to above schedule, Masters are free to review any other section as
applicable. Feed backs from monthly review shall be sent to office through monthly
review of manuals.

Rev No. : 8
In every June and December review, the Master should go through feedbacks from
previous six months and voice his opinions on how the system has run and any
positive or negative aspects of operating the SMS. He should use the points listed
below as general headings. These items are a part of the Management Review
Agenda.
▪ Review the on-board management system for relevance and effectiveness.

▪ Review any third-party audit / inspection reports and make any comments
that are appropriate.
▪ Review safety meetings to assess their value to the SMS and, if appropriate,
make suggestions for improvement.
▪ Comment on safety and vessel operations generally as influenced by the
SMS.
▪ Comment on defects and deficiencies and progress on corrective actions.
▪ Comment on accidents and incidents.
▪ Crew performance and motivation.
These items are part of the monthly safety meetings and review reports can be
made up from the minutes of these meetings where the points are discussed. Refer
to HSM for more details.
A copy of the Master’s review is to be sent to the Office / Marine Superintendent.
14.2.1 RECORDS
Monthly Review of Manuals: SF-03
ISM review: SF-03A
Annual ISPS Review (Every December): Form ISPS 12

Rev No. : 4
Chapter-15 Date : 30-Dec-19
HOURS OF WORK AND REST Page : 1 of 1
15.1 HOURS OF WORK AND REST

It is the Company’s policy to conform to the requirements of STCW 2010, Statutory
Instruments, ILO Guidelines, MLC Convention, OPA 90 and any other pertinent
regulations concerning hours of work and rest for personnel aboard Company
operated vessels.
15.2 PURPOSE
To implement the Company’s policy on work and rest periods and to demonstrate
compliance with relevant rules and regulations.
15.3 SCOPE
All Company sea staff while sailing on-board a Company operated vessel.
15.4 PROCEDURE
A schedule to be posted of required hours of work, at sea and in port, for each rank
and position on-board every vessel. The number and pattern of working hours
required shall conform to the regulations listed above.
A record of actual hours worked, and rest periods taken shall be maintained for each
seafarer. Such records shall be maintained aboard ship for a period of one year.
Records to be sent electronically to the Company office and be retained for five
years.
For vessels fitted with ISF watch keeper-Planning tool shall be used effectively to
plan for a forthcoming event. Substitutes to be identified in case any operation
extends longer than anticipated and likelihood of breach of Minimum Rest hours.
Consider giving additional rest one day prior to port call where hectic operations are
expected.
Refer to HSM for more details regarding ways to mitigate fatigue on board and
regarding maintaining records for the hours of work and rest hours.
15.5 RECORDS
Work Hours and Rest Hours record SF-16
For vessels fitted with ISF watch keeper - The ISF electronic recording system.
15.6 RESPONSIBILITY
Each crewmember is responsible for maintaining their work/rest periods record.

Rev No. : 7
MANAGEMENT OF CHANGE Page : 1 of 14
16.1 CHANGE MANAGEMENT POLICY

We believe “Change is continuous”. While many changes are envisaged and
procedures formulated in advance and presented in this management system
manuals, some of the changes can be unexpected. Company shall strive to mitigate
the risks and guard against unforeseen hazard that could arise from not managing
the change correctly.
16.2 RESPONSIBILITY
▪ The overall responsibility for managing the changes affecting various
activities in office and Vessels lie with the Head of Ship Management team.
▪ The Head of CMS team is responsible for monitoring the changes affecting
the office.
▪ The Master is responsible for monitoring the changes affecting the vessel.
▪ each employee of the company has the responsibility to become aware of
the Management of change process.
16.3 DEFINITION
Change:
Change means a temporary or permanent substitution, alteration, replacement (not
in kind), modification by addition or deletion of organization, personnel, critical
equipment, applicable codes, operating limits, procedures, emergency response
equipment from the present configuration whether they are planned or out of
emergency.
Management of change:
Changes affecting the ships and offices can introduce new hazards, which if not
identified and managed in time, could result in incidents. A well-defined process for
approving the changes, prior to their implementation is called Management of
change.
16.4 TYPE OF CHANGE

Change can be classified as Organizational change, Engineering change and
Operational / Document change.
The following activities come under the scope of Management of change (or change
management) process. The below list is given for guidance only and is not
exhaustive.
Organizational changes:
▪ Addition of New vessels in the fleet
▪ Handing over vessels to other managers
▪ New post created or eliminated in office

Rev No. : 7
▪ Opening of new branch office

▪ Recruitment of new manning agent
▪ Changes in office organization structure
▪ Change of key personnel in office (Exchange of MR/DPA)
▪ Riding crew in ships for major repairs
▪ Promotion of key personnel (Ex - C/O to Master)
▪ Change in vessels trading area (e.g. First time port for Vessel/company, First
US call for vessel, Calling Alaska, First time voyage though particular areas like
Northern sea route etc.)
Engineering changes:
▪ Installation of new equipment in ships (Ex -Installation of a new compressor)
▪ Major Modification to existing ships or original design of equipment
▪ Introducing new system or program (Ex – New PMS system),
▪ Changes to software of a critical equipment (Ex – changes to approved
loadicator software)
▪ Replacement of equipment / material - not of same kind
▪ Use of different materials
▪ Using a new instrument setting (e.g.: outside normal operating limits) for
equipment
▪ Changes and/or upgrades to software.
Operational / Document changes:

Operational change means any change to or from documented operating procedures
and principles as outlined in the company management system or Manufacturers
recommendation.
▪ New procedure to be introduced
▪ Changes to controlled documents
▪ Changes to third party manuals
▪ Changes from the operating procedures
Temporary changes:
This is the change process required for any changes that are not permanent in
nature.
That means changes are initiated with intentions to restore back the system in its
original state after pre-defined time interval.
Examples for temporary changes include, but are not limited to:
• Defects or failure of any equipment associated with Statutory Certificates for

which dispensation is required.

Rev No. : 7
• Items listed in SEQ Form E

• Items listed in SRR Form R
• IOPP Form A / B
• Supplement to IAPP Certificate
• Not meeting Safety Manning Certificate
Example: GMDSS Equipment defective, LSA Equipment Defective, FFA Equipment

Defective, SSAS malfunction, MLC/ Crew Accommodation, etc
a. Any temporary change in machinery or critical fixture

b. Vessel fell short of critical spares.
c. Temporary change in routing
d. Vessel short of required navigation charts or ENC
e. Deviation from existing procedures
f. Visiting new Port
g. Temporary de-activation of security features for carrying out maintenance or
operation.
h. Deviation from manufacturers recommendations
16.5 PROCESS (REFER TO THE FLOW CHART IN APP 1)

The process explained in this section is not applicable to changes that are adequately
covered by existing procedures such as:
▪ Changes to company-controlled documents and third-party documents
(Addressed in SMM Ch. 11)
▪ Change of Master & Chief Engineer (Addressed in this procedure section
16.6.1)
▪ Change of Superintendents in office (Addressed in Office procedure manual)
▪ Temporary operational changes from documented procedures (Addressed in
this procedure section 16.7)
▪ Changes to alarm settings / Isolation of alarms (Addressed in this procedure
section 16.8)
INITIATION:
All staff in ships or in office is responsible for identifying a need for change. Ship staff
shall inform either Master about the need for a change. Similarly, office staff shall
inform any Superintendent about the change identified. Whenever there is a change
is identified, the change initiator (Master / Marine & Tech Superintendent) shall fill
up the relevant section of the Change request form, including the reason & the
source for the change requirement; justification for the change and send to change
coordinator for endorsement (Organizational and Operational changes – to Marine
Superintendent / Engineering changes to Technical Supt) If there are any supporting
documents that can also be attached with the filled-up form.

Rev No. : 7
The initiator shall provide sufficient details to enable the objectives of the proposal is
fully understood.
The filled-up Change Request form shall be submitted to Change Coordinator. One of
the Marine or Technical Superintendent will be the change coordinator. The Change
Initiator could also be Change Coordinator.
ENDORSEMENT
The Change Coordinator shall receive the Change request form and analyse the
change request based on the justification, other options, and budget requirements.
If he considers that the change proposed is likely to be implemented, then only he
will endorse the change proposal for further review. He will fill in the relevant
sections of the Change request form, informs the Master and will coordinate for
registration of the change.
Any proposed change is approved at an appropriate level and not by the person
directly involved in the change. (Ref 16.5.5)
REGISTRATION AND TRACKING

The Change Administrator (designated CMS executive) receives the Change request
form, registers the request in Change Register and issues a unique number for the
change proposed.
Once the change is registered and given number, the Change Administrator shall fill
in the relevant section of the Change request form and inform the Change
Coordinator and the Master. He will start collecting all the records associated with
the change proposed like risk assessment, meeting minutes etc., till the change is
closed out. Even if the change proposal is rejected or not progressed, details must be
collected and documented as to why the change proposal is rejected.
He / She will maintain the status of all change requests in the data base whether
they are open or closed. The records (like the signed change request forms or risk
assessments) will also be stored in the data base for each change requested.
ASSESSMENT OF IMPACTS
Change coordinator shall form a team for assessing the impact of the change
proposed on QHSE aspects. The team shall have at least the following members:
▪ Tech Superintendent
▪ Marine Superintendent - SMT
▪ Marine Superintendent - CMS
▪ Master / Ch. Eng. (for changes made in the ship)

Rev No. : 7
The hazards identified should be eliminated or mitigated to bring down the

consequences to minimum acceptable level. The proposed change should be
thoroughly assessed for various points including the following:
▪ Is it necessary at first point?
▪ Is it feasible / cost beneficial?
▪ Availability of resources
▪ Impact on Quality issues
▪ Impact on Safety issues
▪ Impact on Health issues
▪ Impact on Environmental issues
▪ Impact on business
▪ Impact on security issues
▪ Impact on the organization
▪ Impact on other activities and interfaces
▪ How the consequences of the changes are eliminated, substituted, or
mitigated?
▪ Does it confirm to mandatory regulations?
▪ Does it meet contractual obligations?
▪ Does it require certification?
▪ Does it meet original design?
▪ Does it affect the goals and targets set by the company?
▪ Does it involve service providers?
▪ Training requirements
▪ Time frame for temporary change
▪ Requirement for new procedures or modification to existing procedures
▪ Modification to drawings, manuals
▪ Modification required to emergency response process or equipment
▪ Requirement for additional maintenance / spares
Effective risk reduction measures shall be identified for potential consequences of all
identified hazards. Basis the outcome of the assessments, the change shall be
classified based on risk, priority, and the cost estimate. Once the risk assessment is
completed, relevant section of the Change Request Form is filled in and sent to
approving authority along with the records of all risk assessments carried out and
additional documents such as sketches / drawings marked with proposed changes.
MOC Process to state clearly on identification of stake holders and methods of
communication to the stake holders. Ref TE 19
APPROVAL
The approving authority may:
▪ approve the change plan
▪ alter or send it back for revision, if he determines that certain aspects of the
change proposal are unacceptable or need more work

Rev No. : 7
▪ Reject it if the plan is not suitable.
If the change is approved under some conditions, then these conditions shall be
clearly described in the Change Request form. While approving temporary change,
duration for approval shall be highlighted. For permanent changes, proposed time
scale for implementation shall be highlighted.
After the change is approved, it may be implemented. Change coordinator shall send
the approved change request form along with other records such as risk assessments
etc. to change administrator for maintaining records.
Approving authority for changes are mentioned in the below table:
SL NO CHANGE CLASSIFICATION APPROVING AUTHORITY

• VERY HIGH & HIGH BASED ON RISK Head of Ship Management
1 ASSESSMENT / Head of Technical / Head
• HIGH BASED ON COST (Above 100,000 USD) of CMS
• MEDIUM BASED ON RISK ASSESSMENT Marine Manager / CMS
2 • MEDIUM BASED ON COST (50,000 ~ 100,000 Manager / Technical
USD) Manager
• LOW & VERY LOW BASED ON RISK Marine Manager / CMS
3 ASSESSMENT Manager / Technical
• LOW BASED ON COST (Below 50,000 USD) Manager
The approver’s review must ensure that:
• Progress is monitored against time.

• Objectives are being met and risks managed.
• Any deviations are identified and addressed.
• Any identified improvements to the plan are recorded.
• Temporary changes do not exceed the initial authorisation for scope or time
without review and re-approval by the appropriate level of management.
IMPLEMENTATION
Once the change proposal is approved, a step-by-step implementation plan shall be
developed to ensure that the implementation of change is carried out:
▪ All identified hazards are mitigated or controlled by the identified risk
reduction measures
▪ With minimum interference to other routine activities
▪ By maximizing the use of available resources
▪ After the training is provided to relevant personnel
▪ Complying with all relevant permit to work system

Rev No. : 7
▪ Within the planned time line
Change Coordinator is responsible forming a change implementation team and for

planning the implementation of the change in consultation with Master and other
personnel as required. Once the implementation plan is developed, it shall be
circulated to all concerned personnel including the Change Administrator for record
keeping.
The implementation plan should describe how the change would be tested prior to
implementation, where it is possible. This will greatly reduce unwanted surprises and
delays.
The required material, equipment and contracted services shall be arranged as
necessary. All the implementation work should be in compliance with the Permit to
Work system. Regular updates on the progress of the change implementation should
be reported to office.
If the change cannot be implemented within the proposed time line, the change shall
be reviewed once again and revalidated.
COMMUNICATION
Successful change requires the engagement and participation of the people involved.
Communication before, during and after the change is one of the most important
aspect of the change management process.
The Change Coordinator has to ensure that all the end users of the changes are
informed of the change.
To achieve support of all personnel in a change management, proper communication
shall be established to ensure that:
▪ Sufficient advance notice is given before implementing any change, especially
if a response is expected.
▪ Affected staff knows to whom they should respond to, if they have
comments or concerns.
▪ The impacts, hazards associated with change and mitigation requirements
are well communicated across the organization
▪ All employees are informed when the change is implemented
DOCUMENTATION
The change should be fully incorporated into the management system. The
procedures affected by the change should be amended by following the required
document change procedure as explained in Ch. 11 of this manual.
The changes to designs should be reflected in drawings and copies of design changes
shall be made available to operating personnel as well as to maintenance personnel.

Rev No. : 7
Documents that may be effected may be as below, but not limited to;
• Certification.
• Manuals.
• Plans and drawings.
• Operational procedures.
• Records checklists and forms.
• Planned maintenance including spare parts inventories.
COMPLETION REVIEW AND CLOSE OUT
After the implementation of the changes, a review should be carried out to verify
whether the change has produced the desired result.
A review of the change involving the appropriate personnel from the office or the
ship must take place upon completion of the change implementation to ensure the
following:
▪ That the scope of the approved Change Request has been implemented
▪ All actions on the implementation plan have been completed
▪ That affected documentation and databases are updated
▪ Personnel of the affected area are informed of the changes
Where any discrepancies are identified, they shall be corrected or resubmitted into
the relevant Change Management process for review, approval and sign off.
If the review result is satisfactory, the change can be closed out.
Lessons learnt / Improvements after the completion of MOC shall be used to better
similar changes in the future.
Completion of temporary change:
Whenever Temporary MOC approaches its maximum specified duration, the MOC
team shall decide to progress the MOC using one of the following Temporary
Assurance Options:
1. Restore the temporary change to its previous state. Risk assessment of

temporary MOC to be revalidated to checkout for effective closure.
2. Extend the Temporary MOC – Any requirement to extend the duration of

temporary change will require a revalidation of the risk assessment and
approval from DPA.

Rev No. : 7
3. Convert the Temporary MOC to a Permanent Technical MOC – Requires a

new risk assessment and new MOC. Temporary MOC shall not be closed until
the permanent MOC has been approved.
Below flow chart explains the process for temporary changes:
ASSIGNED STAFF FOR MANAGING CHANGE PROCESS
Organizational changes Engineering changes

Designation
Vessel Office Vessel Office
Initiator Master Marine Supt Master Tech Supt
Coordinator Marine Supt Tech Supt
Administrator CMS Executive CMS Executive

Rev No. : 7
Review Team leader Marine

Master Master Fleet Manager
Manager
Approving authority As per table in section 16.5.5
Implementation
Marine Supt Tech Supt
team leader
16.6 PROCEDURE FOR CHANGE OF PEOPLE
Whenever a new staff joins the office, he / she undergo a familiarization program.
The staff will be assigned to function under the care of a senior until sufficiently
familiarized.
In case of travel of a superintendent, other superintendent will take over the
responsibilities and will be briefed by the outgoing Superintendent.
When a staff leaves the office, the responsibilities handled will be transferred to the
other staff as assigned by the team Head until such time a replacement is
announced.
For change of people on-board, procedures on induction briefing, briefing of a
specific vessel, handing over procedures is provided in H&S Manual and Fleet
Personnel Recruitment Manual.
For change of people in office, procedures on induction briefing, briefing of specific
division and handing over procedures is provided in Office procedure Manual and
Fleet Personnel Recruitment Manual.
HAND OVER (MASTER AND CHIEF ENGINEER)

When a Master hands over to his relief he must use the Master’s hand over record
form as the basis for his hand over notes. The form must be completed and hand
over notes should be written to include, as a minimum, the items mentioned in the
hand over record form. Where possible, this hand over notes shall be sent to the
joining Master in advance by mail. The incoming master shall carry out the
Navigational audit as per the company guidance.
When a Chief Engineer hands over to his relief he must use the Chief Engineers hand
over form as the basis for his hand over notes. The form must be completed and
hand over notes should be written. Where possible, this hand over notes shall be
sent to the joining Chief Engineer in advance by mail.
Masters and Chief Engineers, after joining a ship and taking over, should issue their
own set of standing orders, and have the pertinent officers sign them. After
successful take over, both Master and Chief Engineer should carry out a thorough
inspection of their respective departments, as per the takeover audit checklist, and
forward the completed report to the office within 14 days of takeover.

Rev No. : 7
HAND OVER (OTHERS)

The Master must ensure that in advance of a crew change, all relevant hand-over
notes (including inventories) are prepared by each member of the shipboard
management team and other crewmembers as appropriate.
These notes should be concise while covering all key areas of activity. The members
of the shipboard management team are responsible for preparation. A copy should
be retained on board for the verification of the Superintendent (if required). The
Chief Officer and the 2nd Engineer additionally complete the takeover audit checklist
according to their respective positions, and the report should be sent to office within
14 days of takeover.
The hand-over period for senior staff will be determined by the Technical
Superintendent in-charge of the concerned vessel.
HANDING OVER CALL

When the change of top four ranks on board is planned, the technical/marine
superintendent shall:
▪ Obtain the handing over notes of outgoing officer one week before the
planned sign off.
▪ Go through the handing over notes and verify that outstanding defects on
board are mentioned and updated in ship-palm defect reporting module.
▪ Conduct a telephonic ‘handing over call’ with the outgoing and the incoming
officer as per the handing over notes and discuss the outstanding defects on
board.
▪ Outline the corrective action plan for defects with the incoming officer.
▪ The call shall be recorded in the respective handing over form in ‘additional
information section’.
16.7 OPERATIONAL CHANGES FROM DOCUMENTED PROCEDURES

All operational changes from the documented procedures shall be of temporary
nature with a definite time limit.
Should it become necessary to deviate from the documented procedures, the
Master or the office staff involved in the process shall send the required deviation
from the procedure along with the justification for the change and risk assessment
done showing the impacts of the changes proposed to the Marine Manager. The
Marine Manager will coordinate for a HSE and technical review of the proposed
deviation from the procedure by relevant department personnel. Based on the
review result, the Head of Ship Management will approve the temporary change
from operating procedure.

Rev No. : 7
16.8 TEMPORARY CHANGES TO ALARM SETTINGS / DEACTIVATION OF ALARMS

Temporary changes in settings of any equipment from the maker’s or statutory
recommendations and temporary deactivation of any critical system safety alarms
shall be carried out in accordance with the procedure explained in this section.
Any permanent changes to alarm settings shall go through the process explained in
section 16.5 of this procedure.
Critical and safety systems include but not limited to:

Fire Alarms, Fire Pumps & Emergency fire pumps, Fixed Fire Fighting Systems,
Overfill Prevention or Warning Systems, Thermal/Pressure Relief Valves, ME alarms,
UMS alarms, AE alarms
Critical systems / equipment is reflected in the vessel specific computer-based PMS.
Temporary changes on critical system safety alarms / controls must be controlled

and authorized using the form “Temporary changes to critical system safety alarms”
Prior to planned deactivation of alarms or changing any settings of any safety alarms
/ controllers, the Chief Engineer or Chief Officer shall complete the Form. Steps will
involve identifying the risk involved, the action planned to mitigate the risks and the
personnel who will be informed of the intended changes. Master will confirm the
steps and send the form to Technical Superintendent for approval.
Technical Superintendent will go through the request, discuss with the Fleet
Manager if necessary.
He will send a mail to the vessel approving the changes and duration of approval if
the changes planned are safe. Master will attach the email copy with the form and
send it to the Chief engineer or Chief Officer who will carry out the changes to
settings or the deactivation of alarms. Upon completion of the job planned or after
the expiry of the approval duration, the alarm system shall be reinstated to original
position and the technical superintendent shall be informed.
If the job is not completed, for any extension, the process has to be repeated.
16.9 TEMPORARY CHANGES

Temporary MOCs are not a recommended approach for changes that will be in place
for significant periods of time. Therefore, use of Temporary MOCs should be
minimized and carefully managed to ensure restoring of system within time frame.
Duration of temporary MOC should be based on the expected time frame as well as
any increase in risk.
The maximum life of a Temporary MOC shall be 60 days from the date of approval.
However, to evaluate the risk during change, risk assessments shall be validated
every 15 days.

Rev No. : 7
In addition, the management of change procedures for temporary changes shall

ensure that the equipment and procedures are returned to their original or designed
conditions at the end of the time limit for the temporary change. If any extension is
required for a temporary change, it should go through the complete management of
change process again.
16.10 EMERGENCY CHANGE REQUESTS

All change requests which need to be implemented within 24 hours of raising change
request is classified as Emergency Change.
In some cases, events are critical enough that they must be rushed into effect
thereby creating an unscheduled change. During those events, where practical, the
review should include as much of the normal process as possible. An appropriate risk
assessment shall be conducted prior to proceeding with the approval process.
Master shall discuss with key office personnel as required and request to speed up
the approval process.
All emergency changes shall require the approval of the approving authority, acting
on advice and guidance from Ship Management Team and CMS personnel.
The complete change process, including validation of the risk assessment, shall then
be followed as soon as practicable.
Records:
Engineering and Organization Change Request Form: TE-19
“Temporary changes to critical system safety alarms” (Form No TE 28)

Rev No. : 7
APPENDIX 1
CHANGE INITIATOR
IMPLEMENTATIO
(MASTER / SUPT)
ADMINISTRATOR
COORDINATOR
REVIEW TEAM
APPROVING
AUTHORITY
CHANGE
CHANGE
CHANGE
N TEAM
(SUPT)
ACTIVITY (Refer to relevant sections of
REF
SMM Ch 16)
1. INITIATION (Sec 16.5.1): IDENTIFY CHANGE Start

AND PROPOSE CHANGE BY COMPLETING ENGG
/ ORGANIZATIONAL CHANGE PROPOSAL FORM.
1
ENDORSEMENT (Sec 16.5.2): ASSESS THE
2. CHANGE REQUEST. IS IT NECESSARY TO No
ENDORSE FOR FURTHER REVIEW? IF YES, 2
INFORM CHANGE ADMINISTRATOR Yes
REGISTRATION & TRACKING (Sec 16.5.3):

3. REGISTER THE CHANGE REQUEST AND ISSUE
UNIQUE CHANGE REQUEST NUMBER. 3
ASSESSMENT OF IMPACTS (Sec 16.5.4):

4. ASSESSMENT FOR HAZARDS, POTENTIAL Yes
IMPACTS, RISK LEVEL AND CHANGE No
4
COMPLEXITY / PRIOIRTY. USE PROMPTS GIVEN
IN SEC 8.5.4 - IS CHANGE PROGRESSED?
5. No
CHANGE APPROVAL (Sec 16.5.5): END 5
APPROVAL OF CHANGE . IS IT APPROVED?
Yes
6. CHANGE IMPLEMENTATION (Sec 16.5.6)
6A
6.A PLAN IMPLEMENTATION OF CHANGE.
6B
6.B PROVIDE TRAINING IF NECESSARY.
6.C IMPLEMENT CHANGE. 6C
COMMUNICATION (Sec 16.5.7)

7. COMMUNICATE THE CHANGE BEING 7
IMPLEMENTED
8. DOCUMENTATION (Sec 16.5.8) 8

UPDATE AFFECTED MANUALS / DRAWINGS.
9. COMPLETION REVIEW & CLOSE OUT (Sec

16.5.9) 9
PERFORM COMPLETION REVIEW. CLOSE OUT
OF THE CHANGE AFTER COMPLETING ALL
NECESSARY DOCUMENTATION
- Task - Decision
- Input

Rev No. : 3
ONBOARD DISCIPLINE Page : 1 of 8
17.1 CODE OF CONDUCT
The most effective form of discipline is self-discipline. This can be achieved by having
a responsible attitude to the job, concern for the efficient operation and safety of
the vessel and for the comfort and convenience of other crewmembers. Breaches of
self-discipline that occur have to be dealt with by setting a framework of discipline or
Code of Conduct.
Orders must be given and obeyed if a ship is to operate safely and efficiently. Co-
operation will be gained if it is obvious to the crewmember that orders given are
reasonable. If orders appear unreasonable then the crewmember is entitled to
request an explanation. At the same time wilful or repeated refusal to comply with
reasonable orders or other anti-social behaviour must be expected to have certain
consequences.
An important factor in gaining co-operation is good communication. This applies
both to communication between the Company and the vessel and to
communications between personnel on-board the ship. If all concerned with the
running of the vessel are kept as fully informed as possible about the Company’s
policies and objectives and are made aware of the importance of their own
contribution to the voyage, co-operation and morale will be much improved.
Disciplinary procedures are designed to emphasise and encourage improvement in
an individual’s conduct and performance as well as to ensure the safe and efficient
operation of the vessel.
Violations of any magnitude in compliance of policy will result in disciplinary action
as per the just culture and may result in dismissal from organization and/or legal
action against the convicted party.
17.2 DEALING WITH MISCONDUCT OR UNDER PERFORMANCE
A crewmember who is alleged to have committed an act of misconduct or deemed

to be under performing will be seen in the first instance by the Chief Officer or Chief
Engineer (as appropriate). If the head of department is satisfied that no further
action is required, or that an act of misconduct did occur, and call for no more than
an informal warning, then he should proceed accordingly. In the case of under-
performance, it may be that additional training will provide the most effective
solution.
If the offence is of a more serious nature (see below) or is a repetition of similar
minor offences, then the case must be referred to the Master. In dealing with such
an offence the Master should observe the following general guidelines:
▪ Cases referred to the Master should be handled with the minimum of delay.

Rev No. : 3
▪ A hearing should be convened by the Master and a thorough investigation

carried out. This will include, where necessary, the calling of any witnesses
and the recording of their statements.
▪ The head of department should be present at a disciplinary hearing and the
crewmember has the right to be accompanied by a colleague who may advise
him and speak on his behalf.
▪ After careful and thorough investigation and having considered all the
evidence, the Master shall verbally inform the crewmember whether he finds
that he has committed the offence(s) in question.
▪ Depending on the findings of the Master he may dismiss the case, issue a
Formal Warning, or dismiss the crewmember from the ship.
▪ Details of the offence(s) and the action taken shall be recorded in the Official
Log.
▪ The crew member shall be given a copy of all entries made in the logbook
relating to the offence(s) for which he is subject to disciplinary action and
should acknowledge receipt.
▪ If the crew member declines to acknowledge receipt, then a subsequent
entry shall be made which must be witnessed by another senior officer and, if
possible, by other seafarers of the same nationality as the crew member
being disciplined.
▪ In the event the allegation of misconduct involves the Master, the DPA will
conduct the initial hearing and any subsequent appeals will be referred to the
Head of Ship Management.
▪ Record shall be maintained in the vessel as well in the office.
Appeal Procedure:
The company recognizes the inalienable right of a Seafarer to appeal against a
disciplinary action imposed on him. The seafarer may exercise his right to appeal in
the event of following disciplinary actions-
• Final warning
• Dismissal from employment
• Demotion
• Deduction from wages to compensate for expenses incurred by company.
Whenever a disciplinary action is imposed, the Seafarer shall be informed of his
right to appeal to a higher authority in the company within 14 days. The higher
authority may be the vessel’s DPA or vessel’s superintendent or Fleet Personnel
superintendent at the crew recruitment office. The Seafarer shall inform of his
decision to appeal preferably in writing, through the master or directly to the person
in the company.
The DPA or the Fleet Personnel Superintendent shall resolve the appeal with 14 days
of receipt of the appeal. If the seafarer has signed off from the vessel, he may be
called to the office for appeal resolution.

Rev No. : 3
The seafarer may be accompanied by a fellow crew member from the vessel or a
bona fide member of the Crew union in which the seafarer is a member.
The outcome of the appeal and the reasons for the decision shall be informed to the
seafarer in writing within a time frame decided at the time of appeal resolution.
The seafarer has the right to escalate the dispute to senior management in Synergy if
he is not satisfied with the outcome of the appeal.
The Seafarer’s right to approach Flag state administration or appropriate authority in

their country of domicile remains indefeasible.
17.3 SERIOUS MISCONDUCT
The Company considers the following to be serious acts of misconduct to have been
committed, that may lead to dismissal from the ship if proved, to the reasonable
satisfaction of the Master:
▪ Assault
▪ Wilful damage to the ship or any property on board, or unauthorised disposal
of Ship’s property for personal gain.
▪ Theft or possession of stolen property.
▪ Unauthorised possession of weapons or explosives.
▪ Persistent or wilful failure to perform duty.
▪ Conspiring with others at sea to impede the progress of the voyage or
navigation of the ship.
▪ To be asleep on duty or failure to remain on duty if such conduct would
prejudice the safety of the ship or any person on board.
▪ Unlawful possession, consumption, and/or distribution of drugs/Alcohol.
▪ To be under the influence of alcohol or drugs whilst on duty, or off duty to
the extent that safety of the ship or any person on board is prejudiced.
▪ While dealing with cases of serious misconduct, the relevant CBAs. Other
related union agreements and flag state requirements shall be duly consulted
and complied.
▪ Intimidation, coercion, and/or interference with the work of other
employees.
▪ Behaviour that seriously detracts from the safe and/or efficient working of
the ship.
▪ Misconduct of a sexual nature, or other misconduct based on sex, affecting
the dignity of women or men at work that is unwanted, unreasonable, and
offensive to the recipient.

Rev No. : 3
▪ Causing or permitting unauthorised persons to be on board the ship whilst at

sea.
▪ Repeated acts of misconduct of a lesser degree after one or more warnings
have been issued.
▪ Abetting or conniving with others to smuggle or mis-declaration of, or failure
to declare articles leading to seizure and/or fine to the vessel.
▪ Desertion or assisting others to desert.
▪ Being left behind by the vessel.
17.4 POLICY ON HARASSMENT AND BULLYING
17.4.1 PURPOSE:
The purpose of this policy is to ensure that all staff are treated and treat others with
dignity and respect, free from harassment and bullying. All staff should take the time
to ensure they understand what types of behaviour are unacceptable under this
policy .
This policy covers harassment or bullying which occurs both in and out of the vessel,
such as on shore leave or at events on board for social functions. It covers
harassment and bullying by ship staff, office staff and also by third parties such as
suppliers or visitors on board vessels.
17.4.2 INTRODUCTION:
Harassment:
Harassment is a form of discrimination which has the purpose or effect of violating
the dignity of a person and of creating an intimidating, hostile, degrading,
humiliating or offensive environment.
The following may be found to be examples of harassment:
• Displaying or circulating offensive or suggestive material;
• Innuendo, mockery, lewd or sexist/racist/homophobic jokes or remarks;
• Use of offensive language in describing or making fun of someone with a disability;
• Comments about a person’s physical appearance or character which cause
embarrassment or distress;
• Unwelcome attention such as spying, stalking, pestering, overly familiar behaviour or
unwelcome verbal or physical attention;
• Making or sending unwanted, sexually suggestive, hostile or personally intrusive
telephone calls, text messages, emails, comments on social networks, faxes or
letters;
• Unwarranted, intrusive or persistent questioning about a person’s age, marital
status, personal life, sexual interests or orientation, or similar questions about a
person’s racial or ethnic origin, including their culture or religion;
• Unwelcome sexual advances or repeated requests for dates or threats;
• Suggestions that sexual favors may further a person’s career, or that not offering
them may adversely affect their career;
• Leering, rude gestures, touching, grabbing, patting or other unnecessary bodily
contact such as brushing up against others;

Rev No. : 3
• and Spreading malicious rumours, or insulting someone (particularly regarding age,

race, marriage, civil partnership, pregnancy and maternity, sex, disability, sexual
orientation, religion or belief, and gender reassignment).
Bullying:
Bullying is a form of harassment that includes hostile or vindictive behaviour, which
can cause the recipient to feel threatened or intimidated. It results in a work
environment in which a group of people or an individual may become threatened or
intimidated because of the negative or hostile behaviour of another group of people
or individual. Bullying may involve a misuse of power or position and is often
persistent and unpredictable. It may be vindictive, cruel or malicious. However, it
can also arise when a person is unaware of the effect that their behaviour is having
on other persons or does not have any intention to bully.
The following may be found to be examples of bullying:

Verbal or physical threats or abuse, such as shouting or swearing at colleagues,
either in public or in private, including derogatory or stereotyped statements or
remarks;
Personal insults
• Belittling or ridiculing a person, or his/her abilities, either in private or in
front of others;
• Sudden rages or displays of temper against an individual or group, often for
• trivial reasons;
• Subjecting someone to unnecessary excessive or oppressive supervision,
monitoring everything, they do or being excessively critical of minor things;
• Persistent or unjustified criticism;
• Making unreasonable demands of staff or colleagues;
• Setting menial or demeaning tasks that are inappropriate to the job or taking
away areas of responsibility from an individual for no justifiable reason;
• Ignoring or excluding an individual from social events, team meetings,
discussions and collective decisions or planning;
• Making threats or inappropriate comments about career prospects, job
security or performance appraisal reports;
• Spreading malicious rumours, or insulting someone (particularly regarding
age, race, marriage, civil partnership, pregnancy and maternity, sex,
disability, sexual orientation, religion or belief, and gender reassignment).
Shunning people at work and rebuffing their efforts to integrate with others
if they are believed to ‘not fit in’;
• Cyber bullying including inappropriate:
▪ Suggestive and unwanted remarks;
▪ Graphics or threat-centred, abusive emails;
▪ Postings on social networks; and

Rev No. : 3
▪ Text messages.
• There are sometimes situations when excuses are made to, define or refer to
behaviour or situations between people at work which may involve ‘hidden’
bullying:
▪ Strong or robust management styles;
▪ A working relationship that is described as a ‘personality clash’;
▪ Someone being described as ‘over-sensitive’ or ‘unable to take a joke’;
▪ Describing someone as having an ‘attitude problem’;
▪ A manager who ‘has a low tolerance for non-safety critical mistakes
which are made unintentionally;
▪ Making fun of someone who has made a minor mistake at work.
17.4.3 POLICY:
Synergy is committed to providing a workplace that is free from harassment and

bullying.
All Ship staff have a right to work in an environment free from harassment and
bullying, and to be treated with dignity and respect. Even unintentional harassment
or bullying is unacceptable. Synergy will treat all complaints of harassment and
bullying seriously and in strict confidence.
Synergy considers any complaint of cyber bullying to be a serious issue. Cyber

bullying is the use of modern communication technologies to harass, embarrass,
humiliate, threaten, or intimidate an individual to gain power and control over them.
The use of the company’s communication equipment for such purposes will be
treated as a serious breach of the company code of conduct and result in disciplinary
action against perpetrators. All managers and directors are responsible for actively
intervening to prevent and stop any bullying behavior that is occurring in their
workplaces, whether or not a complaint is received.
Synergy provides these procedures by which all staff can have any complaint of
harassment and bullying addressed.
All ship staff have a right to use the procedures in this policy if they believe they
have experienced harassment or bullying that can be dealt with under these
procedures.
17.4.4 REPORTING:
Any ship staff who feels that he is being harassed, has the right to report the incident
to his superiors or to the office. It may be through informal process or formal
process depending on the situation.

Rev No. : 3
All ship staff are encouraged to report any incidents related to harassment or
bullying, including those that affect others.
If you do not feel comfortable raising a complaint yourself, you may ask a friend or
colleague to do so on your behalf. You will not be penalized by the company for
making a complaint, provided it is not vexatious or made maliciously. Remember, it
is the victim’s perception of any actions that counts. If YOU feel you have suffered
harassment or bullying, the company will investigate the issue raised.
Any reporting related harassment or bullying will be dealt with utmost

confidentiality as practicable. There won’t be any victimization against the
complainant or alleged perpetrator and the incident will be processed through fair
investigation.
17.4.5 DESIGNATED CONTACT PERSON(DCP):
If a complaint cannot be resolved informally by the vessel staff or Vessel PIC’s ashore
then a Formal complaint for harassment and bullying to be sent to
complaint@synergyship.com.
Capt. Ramadass V. has been designated as the contact person in respect of this
policy. If any ship staff has any question or query about the operation of this policy
or requires any clarification about it, they may approach DCP for advice on the
above-mentioned E-mail, which will be given with strict confidentiality.
17.4.6 COMPLAINT PROCEDURES:
Informal process:
If the ship staff believes they are being harassed, they should tell the person
responsible that they find their behaviour inappropriate and ask them to stop.
Sometimes people are not aware that their behaviour is unwelcome and causing
distress If the harassment continues.
Ship staff should normally raise a claim of harassment or bullying with their
immediate supervisor and attempt to resolve such claims locally and informally.
Where the attempt to informally resolve the matter fails or is not appropriate, staff
should discuss the matter with the Head of department or master.
If the complaint still withstands and remains unsolved then same to be discussed
with the vessel PIC (Superintendents) or the DPA.
The complainant may also approach the designated contact person for a discussion.
An informal discussion can often lead to greater understanding and an agreement
for the behaviour to cease.
Formal Process:
In case the matter is not solved on board same to be reported to the Designated
contact person through official complaint procedures as laid out in SMM CH 6.7.

Rev No. : 3
Form AD-11 to be used to raise the complaint. For complaints related to

harassment and bullying the name and designation of the person alleged to be
mentioned. A meeting will be arranged where both the complainant and the alleged
perpetrator may be accompanied by another seafarer.
Following the formal complaint, an investigation will be initiated, and both the
parties will be given a fair chance to prove their point.
If the investigation shows that the alleged perpetrator is at fault, then the person will
be dealt with appropriate disciplinary action, which may include termination of
employment.
Where the complaint is about someone other than an employee (such as a
contractor, supplier, or visitor), company will consider what action may be
appropriate to protect the complainant and anyone involved pending the outcome
of the investigation. Where appropriate, company will attempt to discuss the matter
with the third party.
Confidentiality:
All complaints received pursuant to this policy will be considered confidential to the
extent possible. The identities of the complainant and the defendant and any
witnesses will be kept as confidential as possible, except where disclosure is
necessary to aid in the investigation, to take disciplinary action. The parties of the
complaint are always also expected to maintain confidentiality.
A complaint of sexual harassment shall be investigated by an individual of the same
gender as the person raising the complaint.
Hearings, including any resulting disciplinary hearing, will be kept confidential.
Company shall provide with impartial advice to both parties and otherwise assist
them in following the complaints procedure.
Fair treatment shall be applicable to complainant and respondent. Both the parties
will be allowed to call for witnesses. A written record shall be maintained for all the
discussions.
17.4.7 RESOLUTION OF CASE/ACTION
Upon resolution, if the complaint is upheld, the company shall ensure that
appropriate action is taken with regard to handling the perpetrator of the
harassment and all necessary support will be provided to the victim. The incident
may be shared with the seafarers’ organizations (such as ITF, Unions, and other crew
related organizations)
17.5 GRIEVANCES
Refer to SMM Chapter 6 – Compliant procedure
17.6 17.6 REFERENCE: Appendix 1- Synergy Code of Conduct

Rev No. : 6
RESPONSIBILITIES OF SHIPBOARD PERSONNEL Page : 1 of 25
18.1 MASTER'S RESPONSIBILITY

By International Law, the Master has the ultimate authority on board. His decisions
and actions are binding on the Owner, Charterer, and Manager. He should,
therefore, carry out his responsibilities with this in mind, using his best judgment at
all times.
The management system provided by the Company does not in any way relieve him
of his duties to issue orders and instructions, and he can, and indeed must, deviate
from the system provided, if particular circumstance so require. All such deviations
from the system must be reported in writing to the company, explaining the
deviation and the reason for it.
With regard to safety, quality and environment protection, the Master has the
responsibility on board the ship for:
Implementing the company’s Quality, Health, Safety, and Environmental Policy.

Motivating the crew in the execution of that policy.
Verifying that the System is functioning and that specified objectives are achieved.
Issuing appropriate orders and instructions to all crew members in a clear and simple
manner.
Ensuring safe work practices on-board through use of proper personal protective
equipment.
Reviewing the Synergy Safety Management System and report any modifications
that are considered necessary.
Implementing regular Safety Committee meetings to plan and review all progress
regarding quality and safety on-board. The Master shall nominate members of the
Safety Committee but shall at least include heads of the different departments and
representatives from the crew. Report of such meetings must be maintained and
copy to be forwarded to the Marine Superintendent in charge.
Implementing on a regular basis, management meetings other than those above, in
order to plan and review areas such as the Planned Maintenance System, Budget,
Dry Docking, and other ship operational issues relevant to the operation of the
vessel.
Reporting any incidents and situations that may lead to incidents and affect the safe
operation of the ship, present a risk to human life or risk of pollution. Any reporting
requirements from the Flag State must also be adhered to.
Ensuring that all aspects of the management of the vessel are planned and that
operations liable to involve risk to personnel, environment or property are properly
assessed (Risk Management).

Rev No. : 6
He must ensure that under no circumstances operational safety systems are

bypassed or ignored unless measures are taken to maintain a safe operation. All such
deviations from a safety system must be recorded in the appropriate Logbook and
reported to the company explaining the background for the deviation.
Ensuring that all safety and lifesaving equipment is maintained and kept in a proper
place and is ready for use at all times.
Ensure that all communication and navigational equipment are maintained in proper
working condition. Any breakdown of communication and navigational equipment
shall be immediately reported to the superintendent in charge of the vessel.
Ensuring that the day-to-day operation and seaworthiness of the vessel is in
accordance with national and inter-national rules and regulations and company
requirements
The Master is responsible for safe navigation at all times, crew relations, catering
and welfare, good discipline, evaluation of crew performance training, familiarization
and working morale.
The Master is responsible for the vessel's funds, custody transfer,

recording/reporting, slop chest/delegation of slop chest duties, provision, control of
purchasing, budget planning and follow-up and for ensuring that the vessel's
certificates (statutory/class) are at all times valid. Any discrepancies must be
reported in accordance with established reporting procedures.
Electronic certificates: Various flags and class have started issuing electronic
certificates in accordance with FAL.5//Circ.39 (Guidelines for the use of electronic
certificates). The authenticity and validity of electronic certificates can be checked
through an authentication services by the issuing authority using a UTN (Unique
tracking number). Where vessel is set up with online account to Class website, the
Master should download a copy of the vessel certificates when these are published
and save a copy of onboard.
The Master has the authority to take corrective action in the best interest of the
Vessel with regard to safety, quality, and environmental protection.
In the Master's absence the Chief Officer shall take command.
The Master or a person appointed by the Master holding a valid GMDSS License shall
maintain the GMDSS procedures. After taking over command, master should carry
out emergency communication drill through 24hrs emergency contact number and
fax within 10 days of taking over.

Rev No. : 6
Master shall be the designated medical officer on board. He shall be responsible for
ensuring the health and well-being of all seafarers on board. Master is responsible
for obtaining timely “Radio medical advice” from Company’s appointed medical
advisor or other recognized medical authorities, in times of serious medical illness or
injury. He shall assign duties to 2nd officer or other certified officer using his
discretion, to assist him in carrying out the medical duties on board.
18.2 CHIEF OFFICER’S RESPONSIBILITIES AND DUTIES
The Chief Officer is the head of the Deck Department and in addition is the vessel's
Safety Officer, Training Officer and responsible for carrying out the vessel’s Garbage
Management Plan. He will be the Officer in Charge in the absence of the Master.
Unless ordered otherwise by the Master, the Chief Officer is responsible for the
0400-0800 and 1600-2000 watch at sea. Where the ship is manned with an
additional officer, every Chief Officer has to stand watch for at least 4 watches in a
week.
The Chief Officer is responsible to the Master for the following:
▪ Doubling up the bridge team for navigating in Coastal Waters or Traffic

Separation Zones, at times defined by the Master and for assisting the
Master during manoeuvring.
▪ Cargo operations with regard to:
• Loading, discharging, ballasting, de-ballasting, gas freeing, inerting,
purging, cooling down, gassing up etc.
• Vessel's trim, draft, stability, and stress
• Keeping all reports and records associated with the cargo/ballast
operations
▪ The condition of the vessel's deck and deck equipment operation and
maintenance according to classification societies, flag state, national and
international requirements, rules, and regulations. Regarding technical
matters, the Chief Officer will co-operate with the Chief Engineer, who has
the overall responsibility for the vessel's technical equipment.
▪ Follow up and continuous updating of the Planned Maintenance System,
including the spare parts system, as far as Deck Department is concerned.
This includes re-ordering used spare parts. The officer should make the
individual entries responsible for the task(s) in question. All entries must be
verified by full signature.
▪ Be responsible for the safety of all personnel on-board, including risk
assessment of the work environment.

Rev No. : 6
Also, to ensure that the maintenance and testing of all life-saving, fire-
fighting, and pollution prevention and personnel safety equipment is carried
out satisfactorily by the Deputy Safety Officer or other persons designated to
do such tasks.
▪ Administration of the deck crew, ensuring efficient and safe work practice,
including preparation of necessary work checklists and training for particular
tasks.
▪ Ensuring he receives training for next level in rank, as well as ensuring lower
ranks receive sufficient training for their next level.
▪ General health and personnel hygiene.
▪ Ensuring that all relevant drills and exercises such as, but not limited to,
lifeboat drills and fire exercises, emergency steering drills, oil pollution
prevention drills, are carried out as required by the law.
▪ Attending all management and safety meetings.
▪ Informing the Deck Officers and crew about all matters relevant to this
department and the duties to be performed to ensure a safe and efficient
operation.
▪ Ensure that all staff including him is properly alert and rested at all times. It is
of vital importance that requirements as laid down in STCW 2010 are met
even during periods of increased workloads such as during loading,
discharging or any other operation of the vessel. The above does not apply if
the safety of personnel, environment and property is in jeopardy.
▪ Ensure that all documentation related to his duties is properly maintained.
▪ Chief Officer is responsible for operating BWTS which includes maintaining
enough consumables and stores for smooth operation for at least 03 months.
The Chief Officer shall be responsible for the upkeep of plans and manufacturers’
instructions relevant to all deck machinery and equipment.
Ensure that all his responsibilities with a view to SOLAS, (Safety Officer), STCW 2010,
(Training Officer), and MARPOL, (cargo operation, garbage management plan, VOC
management plan on tankers) are adhered to. Be in charge of the vessel’s fire-
fighting teams if the fire is related to the deck area outside of engine/engine casing
and follow the orders from the Master who is ultimately in charge of and
coordinating the operation.
Be in charge of the oil spill prevention and/or oil spill reduction operations in
accordance with orders given by the Master.
Be in charge of one of the lifeboats in an abandon ship operation, in accordance with

the orders from the Master.

Rev No. : 6
Chief Officer along with the 2nd Eng. is the designated Ship’s Safety Officer unless
decided otherwise by the Master. His functions as a Safety Officer are defined in
HSM chapter 5.
Chief Officer is in-charge of ensuring accommodation spaces are cleaned regularly as

per a defined schedule and maintained in hygienic condition.
18.3 2ND OFFICER’S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise by the Master, the 2nd Officer is responsible for the 0000-
0400 and 1200-1600 watch at sea and during cargo operation or whenever
necessary for the safe operation of the vessel.
The 2nd Officer is responsible to the Master during his watch on the bridge and all
related matters and to the Chief Officer during cargo operation. The 2nd Officer shall
also perform the duties as Navigating Officer.
The 2nd Officer is responsible for the following:
The safe navigation during his watch.
The day to day monitoring of the vessel's performance.
Inspecting and maintaining all navigational aids and equipment relating to the
navigation of the vessel.
Preparing and maintaining all relevant reports and logs including, but not limited to,
position reports, AMVER reports, voyage reports, noon report, and
chronometer/radar/compass/ RDF logs.
Preparation of voyage plans.
Performing all relevant tests and checks relating to the navigation and manoeuvring
of the vessel.
Maintaining all logs, reports and checklists relevant to his duties and updating the
Planned Maintenance System, regarding tasks that he is responsible for. All entries
must be verified by full signature.
He should familiarize himself with all procedures and checklists relevant to the
duties carried out regarding special and critical operations, in order to maintain the
highest possible level of safety (esp. Permit to work system).
During cargo operations, the 2nd Officer shall perform his duties as outlined in the
Standing Orders – Cargo operations.

Rev No. : 6
As necessary, assist Chief Officer in on-board safety familiarization.

Attend mooring station as assigned by master.
At all times to keep charts and nautical publications, also including List of Radio
Signals, updated and corrected, according to the information and material provided.
Assist master in paperwork related to provision and bond. This responsibility will be
given to either 2nd officer or 3rd officer as decided by master.
The Second Officer shall be responsible for assisting the master in carrying out
medical duties, as assigned, including:
▪ Maintenance and upkeep of the medical locker and maintaining a Medical

Log for medicines dispensed and rendering of medical/ first aid assistance to
injured and sick crew. Assisting the Master in dispensing medicines, providing
first aid on board and for maintaining the medical log.
▪ Encouraging seafarers to report any known or new medical condition or
illness, which may adversely affect the ability of the seafarer to safely
perform assigned duties, or which may be detrimental to the health and
welfare of others on board.
▪ With Master’s approval, obtaining information from all seafarers on board
regarding any medications they are using, including over-the-counter
medicines, prescription medicines, vitamins, herbal supplements, etc.
▪ Assist the Master to ensure ship staff has appropriate pre-employment
medical examination are completed satisfactorily and check that no
limitations are highlighted in the pre-joining medical reports.
In order to get familiarized with Chief mate’s duties, 2nd officers should spend at
least 4 hours a week assisting chief officer in shipboard maintenance. This will be
finalized by Master based on vessel schedule and the seniority of the second officer.
Note: Any deficiencies and irregularities to be reported to the Master and/or Chief
Officer.
18.4 3RD OFFICER’S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise by the Master, the 3rd Officer is responsible for the 0800-
1200 and 2000-2400 watch at sea and during cargo operation or whenever
necessary for the safe operation of the vessel.
The 3rd Officer shall perform the duties as Deputy Safety Officer, and he is directly
responsible to the Chief Officer regarding all safety-related matters. He shall assist
Chief Officer in On-board safety familiarization.

Rev No. : 6
The 3rd Officer is responsible to the Master during his watch on the bridge and all
related matters and to the Chief Officer during cargo operations and maintenance of
safety, firefighting and pollution prevention equipment.
Third officer to understudy second officer’s role.

The 3rd Officer is responsible for the following:
The safe navigation during his watch.
The maintenance and operation of all firefighting, lifesaving, pollution prevention

and personnel safety equipment as directed by the Chief Officer. (See Note) 4E will
be responsible for all LSA / FFA items in Engine room. Maintenance of LSA / FFA
items in Engine room (Example: Inspection of all LSA/FFA items in ER, recharging of
extinguishers, pressure testing of fire hoses and recording same in the SOLAS / FFA
Checklist).
Attending Safety Meetings and to join the Safety Review Team.
Keeping updated all safety and lifesaving related information posted within the
vessel such as, but not limited to, muster lists, equipment related information,
escape/exit marking.
During cargo operations, the 3rd Officer shall perform his duties as outlined in the
Company’s Standing Orders – Cargo Operations.
Attend mooring station as assigned by master.
His duties include inspecting, operating, and ensuring timely maintenance of all
VHF/MF/HF transceivers (GMDSS) and handheld VHF/UHF radios, and keeping
relevant logs and records. (See note)
Maintaining flag/signal equipment. (See Note)

Rev No. : 6
Assist master in paper work related to provision and bond. This responsibility will be
given to either 2nd officer or 3rd officer as decided by master.
Assist master in all paper work related to port formalities.
Note: Any deficiencies and irregularities to be reported to the Master and/or Chief
Officer. Where junior third officers are employed on board vessels, they shall
discharge their duties and responsibilities in line with that of Third officer’s
responsibilities and duties as outlined in SMM Chapter 18, section 18.4.
18.5 ADDITIONAL NAVIGATING OFFICER

Below are only guidelines and this can be modified by Master based on the
experience of all deck officers on board at that time.
Job responsibilities of additional navigating officer would include but not limited to:
He will be responsible for the 0800-1200 and 2000-2400 watches at sea and during
cargo operation.
The Additional navigating officer is responsible to the Master during his watch on the
bridge and all cargo / port related matters to the Chief Officer during cargo
operation.
Other Responsibilities:
▪ GMDSS Officer in charge of all GMDSS equipment and Log keeping

▪ Assisting Master with all routine position reports, maintaining certificate
status, allotments, port papers, paperwork related to Provision and Bond
▪ Flag and Signal Equipment's
▪ Assist third officer in LSA / FFA items as and when necessary. However, third
officer will remain responsible to Chief Officer for maintenance of LSA / FFA
items.
▪ Attend Mooring stations as assigned by Master
▪ Report deficiency and irregularities to Master and or chief officer.
Above job allocation to be done after the officers has a settling time on-board for at
least two weeks where new officer will understudy his senior’s officers.
Chief Officer will be relieved of his normal navigation watch keeping duties but will
continue to be responsible to the Master for the following:
▪ Assist Master during Arrival/Departure ports so that he'll get familiar with the
manoeuvring characteristics of vessel.

Rev No. : 6
▪ Doubling up the bridge team for navigating in Coastal Waters or Traffic

Separation Zones, and at times defined by the Master
▪ Assisting the Master during manoeuvring.
18.6 BOSUN’S DUTIES

The Bosun shall report directly to the Chief Officer regarding all matters relevant to
the Deck Department.
His duties are (but not limited to):

Ensuring that the work plans issued by the Chief Officer are being followed.
Ensuring the deck hands are efficiently employed during the working hours, at all
times keeping in mind the safety of the crew.
Familiarize himself with all checklists relevant to the duties carried out on deck
regarding special and critical operations, in order to maintain the highest possible
level of safety (esp. Permit to work system).
Familiarize himself with all equipment relevant to the performance of his duties, also
including safety and emergency equipment and procedures.
Familiarize himself with all kinds of products such as, but not limited to, paint
thinner, cleaning chemicals, oil and grease regarding safety and health hazards.
Assist in Inventory management of deck stores, ropes, paints as required by Chief
Officer.
Check that all work related to deck machinery/cranes is carried out in a controlled
condition and by qualified personnel.
During cargo operations, the Bosun is assigned as mooring watch, in addition to his
duties as Bosun.
Note: Any deficiencies and/or irregularities regarding equipment and procedures to

be reported to the Chief Officer.
18.7 DUTIES OF ABLE AND ORDINARY SEAMEN
He shall report to the deck officers and Bosun to carry out watch keeping and
maintenance tasks as designated by the Chief Officer.
He should familiarize himself with all checklists relevant to the duties carried out on
deck regarding special and critical operations, in order to maintain the highest
possible level of safety (esp. Permit to work system).
He should familiarize himself with all equipment relevant to the performance of his
duties, also including safety and emergency equipment and procedures.

Rev No. : 6
He should familiarize himself with all kinds of products such as, but not limited to,
paint thinner, cleaning chemicals, oil and grease regarding safety and health hazards.
Be certain that all work related to deck machinery/cranes that he does is carried out
in a safe and proper fashion.
Duties include:
▪ Watch keeping during navigation, at anchorage and during port stay.

▪ Report to the Bridge OOW for steering and lookout duties.
▪ Attend to mooring stations under instructions from the supervising officer.
▪ During port watch, attend to cargo operations as directed by the duty officer;
tend moorings, cargo hoses and the gangway.
▪ Perform maintenance tasks, under instruction from the Bosun.
▪ Assist in receiving and stowing stores and spares.
▪ Perform security and anti-piracy watches, whenever required.
18.8 CHIEF COOK’S DUTIES

The Chief Cook reports directly to the Master regarding all matters relevant to the
Catering Department. His responsibilities and duties are, but not limited to:
Ensuring that the work plans issued by the Master are being followed.
Ensuring that the Catering Staff is efficiently employed during the working hours, at
all times keeping in mind the safety of the staff.
Familiarizing himself with all equipment relevant to the performance of his duties.
The general cleanliness and hygiene of all living quarters, mess rooms, provision
rooms and galley.
Preparation and serving of all meals.
Assisting the Master in preparation of provision and stores requisitions, the

department's Budget Planning and follow-up.
Ensuring that the provisions are utilized in the best possible way.
Ensuring that the MARPOL 73/78 regarding garbage disposal is complied with by
himself and his department.
Chief Cook is in-charge of ensuring that that galley, pantry, provision rooms, fridge
rooms and all food handling spaces are cleaned regularly as per a defined schedule
and maintained in hygienic condition.

Rev No. : 6
18.9 STEWARD’S DUTIES

The steward is responsible to the Chief Cook for carrying out his duties in a safe and
proper fashion.
He is to assist the Chief cook in the preparation and serving of meals and in inventory
management of provision and cabin stores.
He is to familiarize himself with all equipment relevant to the performance of his
duties.
He is to assist the Chief Cook in maintaining a high level of cleanliness and hygiene in
all living and working spaces in the accommodation.
Depending upon the nature of ship’s operations, he may be required to assist the
ship’s crew in carrying out the master’s and Chief Engineer’s orders. This will include,
but not be restricted to, handling of stores, assisting in mooring operations, and
standing anti-piracy watches.
18.10 CHIEF ENGINEER’S RESPONSIBILITIES AND DUTIES

The Chief Engineer is the head of the Engine Department. His duties include:
Technical advice to the Master.
Operation and Maintenance of all machinery in engine room and on deck according
to Classification Societies requirements, flag state requirements, national and
international rules, and regulations.
Control and update of Class Surveys, certificates, records, files, drawings, etc.
Verification of recording in engine log book by signature once every day.
Administration and training of engineers and crew.
Safety in the engine room.
In the case of fire in the Engine Room or other areas covered by any fixed Fire
extinguishing systems, subject to the Master's authorization, the Chief Engineer will
be responsible for effective operation of the system.
Requiring sufficient bunkers and consumption control of fuel oil and bunkers as
stated in the Charter Party.
The Chief Engineer is in charge of the bunkering operation. If unavailable, the Master
shall appoint another senior officer for the duty of the bunkering. (Refer: Technical
manual- Bunkering Procedures).

Rev No. : 6
It is the responsibility of the Chief Engineer to ensure that there is sufficient

lubrication oil on-board at the beginning of each passage to meet the anticipated
consumption, together with one full charge for all different systems.
Chief Engineer in-charge of maintenance of fixed firefighting system.
All deck machinery Windlass, Winches, Cranes etc.
Request for repairs and service when required from shore.
Prepare, maintain and follow-up dry-docking lists.
Reporting to Technical Division on machinery related matters, such as maintenance

report and general condition report for each voyage. The Chief Engineer is expected
to revert to the office by phone, fax or E-mail if he suspects that the Management
does not realize the urgency of the matter.
Ensure that all matters related to the technical situation of the vessel deviating from
the planned operation as set down in charter parties, own or other plans and
procedures are reported immediately to technical division. He must ensure that
under no circumstances operational safety systems are bypassed or ignored unless
measures are taken to maintain a safe operation. All such deviations from a safety
system must be reported to the company explaining the background for the
deviation.
Overall follow up and overall continuous updating of the Planned Maintenance

System, including the spare parts system. The individual entries should be made by
the officer responsible for the task(s) in question. All entries must be verified.
He is the Environmental Compliance officer on-board. His is to ensure
implementation of EMS. He is responsible for the maintenance of MARPOL
equipment’s on-board.
Ensure that proper watch keeping and log entries are made for engine room and
cargo control room. Controls, monitors and records discharge of bilges, effluents,
and CFC consumption.
Chief Engineer is in-charge of ensuring that engine room and machinery spaces are
cleaned regularly as per a defined schedule and maintained in safe and
environmentally friendly condition.
CE is responsible for maintenance of BWTS system and maintaining stock of

minimum spare parts to keep the system in readiness.

Rev No. : 6
18.11 2ND ENGINEER (1ST A/E) 'S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise, the 2nd Engineer is normally responsible for safe
operation of 0400-0800 and 1600-2000 watch.
This includes, but is not limited to:
Being in charge of the daily tasks in the engine room, such as maintenance planning,
including the general cleanliness of the engine room and all adjacent compartments,
and distributing the maintenance work to the crew at work start in the morning.
Ensuring that all maintenance work is done in a proper and safe way in engine room
or in other areas.
Ensuring that all engine staff understand the company requirements regarding
permit to work system and risk assessment and comply with the requirements.
Proper operation and maintenance of all automatic control equipment and systems
in engine room.
Is in charge of maintenance of the following equipment:
Inert Gas system (Tankers only) to be assisted by Electrician.
Main Engine
Oily water separator

AUS &vacuum pump motors (Tankers only) to be assisted by Electrician.
ODMCS (Tankers only) to be assisted by Chief Officer.
Cargo oil pumps & ballast pumps
Ensuring that all safety equipment in the engine room and all other machinery areas
are taken care of by the Safety Officer.
Follow up and continuous updating of the Planned Maintenance System, including
the spare parts system, as far as Engine Department is concerned. This includes re-
ordering used spare parts. The individual entries should be made by the officer
responsible for the task(s) in question. All entries must be verified.
Any abnormality to be reported to the Chief Engineer, as well as the general

condition of the machinery.

Rev No. : 6
He shall be called upon standby and/or at any time as circumstances may require.
2nd Eng. along with the chief officer, is the designated Ship’s Safety Officer unless
decided otherwise by the Master. He shall liaise closely with the Chief Officer
regarding all safety related matters.
His functions as a Safety Officer are defined in HSM chapter 5
18.12 3RD ENGINEER (2ND A/E)'S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise, 3rd Engineer is normally responsible for safe operation of
the 0000-0400 and 1200-1600 watch.

Auxiliary engine running and maintenance as required by Chief Engineer.
Boilers,
fresh water generator
Maintenance and weekly check and test running of the lifeboat motors.
Any abnormality to be reported to the Chief Engineer or to the 2nd Engineer.
The 3rd Engineer may be called upon standby and/or at any time as circumstances
may require.
18.13 4TH ENGINEER (3RD A/E)'S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise, 4th Engineer is responsible for safe operation of the
0800-1200 and 2000-2400 watch.
Proper maintenance of lube oil purifiers, air compressors and related equipment.
Recording of logs to above systems.

Rev No. : 6
Recording of stern tube lube oil consumption and lube oil temperature. Monthly
check of water contents in lube oil.
Assisting Chief Engineer in bunkering operations, soundings & completion bunker

plan & checklist.
Recording of oil consumption in cargo, ballast, and fuel oil hydraulic systems.
Maintenance and weekly check and test running of one of the lifeboat motors and
emergency fire pump.
Any abnormality to be reported to the Chief Engineer or to the 2nd Engineer.

The 4th Engineer may be called upon standby and/or at any time as circumstances
may require.
The 4thEngineer (See Note) will be responsible for the maintenance of all LSA / FFA /
Pollution prevention and personnel safety equipment located in Engine Room and
Machinery Spaces. (see note) In coordination with safety officer 4E shall ensure that
all above equipment are kept in operational readiness at all times.
Example as follows, but is not limited to:
Inspection of all LSA/FFA items in ER, recharging of extinguishers, pressure testing of

fire hoses and record maintaining in the SOLAS / FFA Checklist.

Note: Where Junior 4th engineers are employed on board vessels they shall
discharge their duties and responsibilities in line with that of 4th engineer’s
responsibilities and duties as outlined in SMM Chapter 18, section 18.13.
Where 4th Engineers are not employed on board as per the safe manning
requirements, the duties for the maintenance of all LSA / FFA / Pollution prevention
and personnel safety equipment located in Engine Room and Machinery Spaces,
shall be assigned to 3rd Engineer.

Rev No. : 6
18.14 GAS ENGINEERS RESPONSIBILITIES AND DUTIES (APPLICABLE FOR GAS TANKERS
ONLY)
The Gas Engineer (or the Third Engineer) shall carry out the following and shall be
responsible to the Chief Officer for a) and b) and to the Chief Engineer for c) to e)
a) Control of temperature and pressure of tanks.
b) Control of cargo.
c) Pre-arrival checks.
d) Loading, Discharging and Cargo change operations.
e) Attending at manifold at the time of ship – shore alignment.
f) Manifold connection / disconnection and change of any cargo line section.
Report to Chief Engineer for maintenance of following-

▪ Management of operation and maintenance of Gas plant related machinery
and equipment in general.
▪ Operational management of machinery and equipment when they are in
transient stages at the start and completion of cargo work.
▪ Management of the alarm of Gas Plant related machinery and equipment.
▪ Fixed Gas detector and ESD system.
▪ Carry out maintenance and repair task, when required in engine room as
assigned by Chief Engineer.
Strict Observance of Safety Management System

The Gas Engineer (or the Third Engineer) shall familiarize himself with the Safety
Management System. He shall carefully read the SMS Manual and observe the
contents thereof.
Navigation
Watch keeping at Sea
As a rule, the Gas Engineer (or the Third Engineer) shall not engage in any watch
duties at sea or in normal UMS operation duties.
Maintenance and Management of Operation

Maintenance Planning
The Gas Engineer (or the Third Engineer) draw up maintenance plans and work plans
for the machinery and equipment in his charge and submit them to the Chief
Engineer.
Maintenance Work

Rev No. : 6
The Gas Engineer (or the Third Engineer) is responsible for carrying out the
maintenance work on the machinery and equipment in his charge in accordance
with the Chief Engineer's orders.
Preparation of Maintenance Records

The Gas Engineer (or the Third Engineer) shall prepare maintenance and
measurement records, and other documents pertaining to the machinery and
equipment in his charge and submit them to the Chief Engineer.
Equipment and Machinery under Charge of Gas Engineer (or Third Engineer)
The equipment and machinery under the Gas Engineer's (or the Third Engineer's)
charge shall be as follows:
Control of Gas Plant and management of overall maintenance and operation of Gas
related machinery; various machines and equipment in the CCR; IGG and related
equipment; N2 generator; cargo spray pump; gas compressors and heat exchangers
for cargo; instrumentation for Gas related equipment; automatic control system for
equipment under his charge; fixed gas detecting system; compressor room, motor
room fans; control of related parts and spares; documents and clerical work.
Operation Control of Machinery and Equipment and LPG Plant

The Gas Engineer (or the Third Engineer) shall maintain the machinery and
equipment under his charge in good order. He shall also carry out control of
temperature and pressure of cargo tanks and control of cargo in accordance with the
Chief Officer's orders.
Familiarity with Machinery and Equipment and LPG Plant

The Gas Engineer (or the Third Engineer) shall investigate, study and be thoroughly
familiar with the Gas plant and especially with the construction, operating principle,
piping system, running conditions and other factors of the machinery and equipment
under his charge. Also, after joining the ship, he shall promptly familiarize himself
with the normal operating methods and regular duties pertaining to the machinery
and equipment coming under his charge.
Parts Control
The Gas Engineer (or the Third Engineer) shall control the parts of the machinery and
equipment in his charge and submit to the Chief Engineer by the specified time any
parts that need requisitioning.
Control of Ship's Stores
The Gas Engineer (or the Third Engineer) shall control documents and prepare
requisitions for the ship's stores pertaining to the cargo machinery, and submit them
to the Chief Engineer.

Rev No. : 6
Others
He shall carry out other matters as instructed to him by the Chief Engineer or the
Chief Officer.
18.15 ELECTRICIAN'S/ETO’S RESPONSIBILITIES AND DUTIES

In case of vessel with designated electricians;
Unless ordered otherwise, the Electrician is normally responsible for safe operation
of all electrical equipment.
Maintenance and proper running of all electrical equipment such as motors,

switchboards, automation, navigation, radio equipment (when called for), cabling,
light fixtures, and cargo equipment in co-operation with the Chief Engineer, 2nd
Engineer and Reefer Engineer.
Test running and checking of auxiliary and emergency diesel generator weekly.
Maintenance and check of all emergency batteries.
To be present in the engine control room during manoeuvring e.g.: pilotage, arrival
departure port berthing, unberthing, anchoring etc. and as per Chief Engineer
discretion.
For tankers only – To be present during starting, stopping of cargo operations and IG
plant until operations stabilized and as required by Chief Engineer.
Follow up and see that the Planned Maintenance System, including spare parts
system, is continuously updated, and used spare parts are re-ordered.
Any abnormality to be reported to the Chief Engineer or 2nd Engineer.
The Electrician shall be called upon standby in port and/or at any time as
circumstances may require.
The Electrician reports to Chief Engineer and 2nd Engineer. He carries out his day-
to-day work as directed by Chief Engineer and 2nd Engineer.

Rev No. : 6
The Electrician is also responsible for the maintenance of all FFA (electrical part) in
the accommodation, engine room and machinery spaces. (see note) In coordination
with safety officer the electrician shall ensure that all detectors, fire alarm call points
etc. are kept in operational readiness at all times.
Example as follows, but is not limited to:
Inspection and testing of all fire detectors, smoke detectors, fire alarm call points,
emergency batteries etc. and record maintaining in the SOLAS / FFA Checklist.

Note: Where Junior electricians are employed on board vessels they shall discharge
their duties and responsibilities in line with that of electrician’s responsibilities and
duties as outlined in SMM Chapter 18, section 18.14.
In the absence of Electrician in the vessel Chief Engineer shall nominate these
responsibilities to other engineers.
18.16 REEFER ENGINEER’S RESPONSIBILITIES AND DUTIES

Unless ordered otherwise, the Reefer Engineer is responsible for safe operation of
the cargo systems according to the makers’ instruction manuals.
Meeting Charterers' requirements as indicated in the Charter Parties.
Maintenance, checking and testing of all main, auxiliary and emergency systems and
units related to the cargo systems.
The Reefer Engineer must assist as required during cargo operations.
The Reefer Engineer is responsible for preparation of the cargo systems prior to
loading/discharging and other cargo operations during voyage.
For loading/discharge and other related operations the Reefer Engineer answers to
the Chief Officer and collaborates with the deck officer who is on cargo watch.

Rev No. : 6
The Reefer Engineer is expected to inform the Chief Engineer regarding the
maintenance program, technical matters, or malfunctions.
Follow up and see that the Planned Maintenance System, including spare parts
system, is continuously updated and used spare parts are re-ordered. Sign records
with full name.
18.17 DUTIES OF A MOTORMAN (OILER)

Reporting to the Engineer officers to carry out watch keeping and maintenance tasks
as designated by the 2nd engineer.
He should familiarize himself with all checklists relevant to the duties carried out in
the engine department regarding special and critical operations, in order to maintain
the highest possible level of safety (esp. Permit to work system).
He should familiarize himself with all equipment relevant to the performance of his
duties, also including safety and emergency equipment and procedures.
He should familiarize himself with all kinds of products such as, but not limited to,
paint thinner, cleaning chemicals, oil and grease regarding safety and health hazards.
Be certain that all work that he does is carried out in a safe and proper fashion.
ship’s crew in carrying out the Master’s and Chief Engineer’s orders. This will include,
standing anti-piracy watches. He should take part in cleaning common spaces like
mess rooms, smoke rooms or any space in accommodation as decided by the senior
management on board.
18.18 DUTIES OF PUMP MAN (ONBOARD TANKERS)

Reporting to Chief Officer. He should obtain his work schedules and instructions
from Chief Officer unless delegated under Second Engineer for specific work to be
carried out.
He should familiarize himself with cargo operations, pumps, and other machinery he
will be assigned to operate. He should carry out the work with safe and efficient
manner. He should familiarize himself with all checklists relevant to the duties
carried out by him regarding special and critical operations, in order to maintain the
Primary functions:
To assist Chief Officer in all cargo / ballast transfer and associated operations.

Rev No. : 6
To maintain and carry out effective repairs on the Cargo, ballast systems including:
▪ IGS, Tank cleaning, COW, valve hydraulics

▪ Gauging systems, Heating coils and
▪ Equipment associated with cargo / ballast pumping and piping system
(excludes E/R Machinery and equipment).
All repairs and Maintenance should be carried with consultation of Chief Officer and
Chief engineer.
To be present for critical cargo and ballast operations like topping up, initial lining
up, hose connection / disconnection, stripping, COW, Tank cleaning, gas freeing /
inerting operations.
Pump man should carry out the following duties:
In Port
▪ Line up in pump room for discharging, stripping or ballasting
▪ Prepare manifold to accept discharging arms.
▪ Gauging and sampling of cargo tanks
▪ Monitor cargo, ballast and stripping pumps
▪ Assist in monitoring the cargo operations as required by Chief officer
▪ Monitor COW machines and vac strip system
At Sea
▪ Maintenance of the cargo hydraulic valve system under the supervision of
Chief Engineer Chief Officer:
▪ Condition of hydraulic boxes and pilot valves
▪ Hydraulic pumps and accumulator
▪ Hydraulic line leaks
▪ Emergency hydraulic hand pump
▪ Actuators of hydraulic valves in the cargo tanks, pump room and on deck
▪ Replacement of defective seat rings of valves in the cargo tanks, pump room
and on deck.
COW system
▪ Maintenance of COW machines
▪ Maintenance of portable tank cleaning machines
▪ Repair and overhaul of line valves
Gauging system
▪ Repair and maintenance of fixed system

Rev No. : 6
▪ Care and maintenance of UTI tapes and samplers
Cargo pumping system
▪ Maintenance and repair of cargo, ballast and stripping pumps

▪ Deck equipment
Maintenance and repair of:
▪ P/V valves, IG valves, deck seal, P/V breaker

▪ Gas freeing equipment and demucking winches
▪ Tank dome and manhole packing
▪ Pressure gauges and thermometers
Cargo heating system
▪ Valve repairs
▪ Cleaning steam traps
▪ Starting and stopping of cargo heating
▪ Testing of heating coils
Pump Room
▪ Cleanliness
▪ Maintenance of all pressure gauges and pneumatic lines
▪ Greasing / lubrication
Miscellaneous
▪ Daily atmosphere and sounding check of ballast tanks and void spaces
▪ Maintain an inventory of cargo system related spares and stores.
18.19 WIPER
Reports to: 2nd Engineer
Primary function:
▪ Assist in maintenance and housekeeping in the Engine Room.

Rev No. : 6
Main tasks and responsibilities:

▪ Report to the 2nd Engineer and take instructions for maintenance and
housekeeping in the machinery spaces.
▪ Assist in receiving and stowing stores and spares.
▪ Attend to bunkering operations, taking instructions from the duty engineer.
▪ Perform security and anti-piracy watches, whenever required.
▪ Familiarize himself with the duties of a Motorman, to enable flexibility in
operations.
18.20 FITTER
Responsibility and Authority:
▪ The Fitter reports to the 2nd Engineer and shall consider his orders both
effective and binding, as though emanating from the Chief Engineer.
▪ He will be responsible for the clean and tidy condition of his workshop and
store and will maintain his stock of spare gear and general stores in good
order and condition. He will pay special attention to the upkeep of the
electric and gas welding / cutting equipment and associated consumables.
▪ He should have thorough understanding of company permit to work system
especially company hot work procedures.
▪ He will also be responsible for the compilation of spare gear and stores
requirements pertaining to his scope of work.
▪ The Fitter shall assist the Chief Engineer in discharging his responsibilities
towards the maintenance of both deck and engine room machinery as well as
the repair of Company property.
▪ Since the nature of his job will often involve carrying out Hot Work, the Fitter
is authorized to stop work and bring to the notice of the Chief Engineer, his
misgivings regarding the safety conditions at and around the work site.
Duties upon joining a company vessel:
Immediately upon joining a vessel and subsequent to meeting the Master, the Fitter
will report to the Chief Engineer. He will be familiarized as per the company
Familiarization procedures and shall try to obtain pertinent information from the
outgoing Fitter. At the earliest opportunity, he shall take stock of the equipment and
spare gear under his charge, and report to the 2nd Engineer regarding their
condition. Later, he shall familiarize himself with the general lay out of the vessel,
enabling him to work independently and respond quickly to emergencies.

Rev No. : 6
Maintenance:
On day-to-day matters, involving the maintenance and upkeep of equipment and
property, he will be directly responsible to the 2nd Engineer, considering his orders
as being those issued by the Chief Engineer.
At those times when he may be required to work under the daily supervision of the
Chief Officer, he will still report to the 2nd Engineer and be answerable to the Chief
Engineer.
He will inspect the condition of spare gear and report any unserviceable item to the
2nd Engineer. He should satisfy himself that there is a sufficiency of gas and electric
welding consumables as well as other essential stores on-board to meet immediate
and reserve requirements.
He will be responsible for mobilizing the necessary equipment at his work site,
working independently as far as practicable. On completion of the job, he will ensure
that the work site is squared up, associated equipment is returned to their
designated locations and properly stowed.
but not be restricted to, preparing of location for hot work, handling of stores,
assisting during bunkering operations, assisting in mooring operations, standing anti-
piracy watches, and preparing for vessel inspections.
18.21 DECK CADET

Deck Cadets are responsible to the Master through Chief Officer for the performance
of their duties and the timely completion of their training program.
Cadets will be assigned tasks commensurate with their training requirements, and
always under the supervision of a deck officer.
The cadets will be responsible for the timely completion of tasks and projects
detailed in their training record books (either provided by training institute or by
company) and for having their performance appraised by the relevant officers.
The cadets will be responsible to the Master, through the Chief Officer, for the
performance of their tasks in a safe and environmentally responsible manner. To this
end, the cadets shall familiarize themselves with applicable international, national
regulations and Company policies and procedures.
18.22 ENGINE CADET / JUNIOR ENGINEER
Engine cadets / Junior Engineers are responsible to the Chief Engineer through
2ndEngineer for the performance of their duties and the timely completion of their
training program.

Rev No. : 6
The Engine Cadet or Junior Engineer reports to the 2nd Engineer and shall consider
his orders as both effective and binding.
He is an engineer officer under training and as such shall assist the senior engineers
in carrying out their responsibilities towards repair and maintenance of engine room
machinery and equipment. Cadets will be assigned tasks commensurate with their
training requirements, and always under the supervision of Engineers.
The Engine cadets / Trainee engineers will be responsible for the timely completion
of tasks and projects detailed in their training record books (if provided by training
institute or by company) and for having their performance appraised by the relevant
engineers.
Engine cadets / junior engineers shall be responsible to the Chief Engineer, through
the 2nd Engineer, for the conduct of Engine Room operations in compliance with
applicable international and national regulations and Company policies and
procedures.
Junior Engineers may be allowed to keep independent Engine watch as they have
Class IV competency. However, the independent watchkeeping by J/E to be decided
by Chief engineer after due diligence.
18.23 TRAINEES
Where a trainee is engaged, he shall perform the duties as per the rank specific
duties as mentioned about under the guidance of his seniors. For example, a trainee
seafarer will perform the duties of a Seafarer under the guidance of his seniors.
Restrictions in work practices for trainees:

A seafarer under the age of 18 or with less than 12 months of sea service should not
work aloft or overside.
A seafarer under the age of 18 or with less than 3 months of sea service should not
be allocated work in an enclosed space. Trainees over the age of 18 and with more
than 3 months of experience may enter enclosed spaces if accompanied by an
experienced person.
As far as possible, trainees may not be assigned standby duties for enclosed space
entry or aloft / overside tasks.
A trainee shall operate machinery under the direct supervision of experienced ship
staff.

Rev No. : 7
COMMUNICATION Page : 1 of 5
COMMUNICATION
Company believes that effective communication is vital for efficient management of
vessels which may be formal or informal.
The Head of Ship Management Team shall ensure that necessary communication
processes are established within the organization and that communication takes
place regarding the effectiveness of the QHSE Management System.
Synergy uses the following means of internal communication: -
▪ Telephone
▪ Email
▪ Fax
▪ Circulars
▪ Letters/ Memo
▪ Reports
In addition to the periodical meetings and reviews, company encourages informal

meetings at office and on-board the vessels as frequent as possible.
Company shall allocate individual, group and general e mail identity for the staff
responsible for managing the vessel. Company shall provide e mail facility to the
vessels.
The Master shall be responsible for all correspondence and communications related
to the business of the vessel. He may delegate his job to other officers as necessary.
When required, the master must ensure the confidentiality of the messages and
documents that he receives or sends. It is however stressed that the company
operates on “open” system of Management and Master should not be unnecessarily
secretive with regards to “non-confidential” documents.
Master may use appropriate communication equipment (Telex, Telefax, Telephone

or Email) according to the requirement.
It is recommended that for urgent communication that needs an immediate

attention, telephone shall be used followed by detailed email and or fax.
Contact numbers of the company with direct line and AOH shall be provided and
updated in circulars.

Rev No. : 7
19.1 GENERAL COMMUNICATION

All communication shall be addressed to or copied to company’s common email ID.
All messages from the vessel that are sent to statutory bodies, the charterers,
Operator, navigation agents and port agents and other parties, except private email
shall be copied to company.
All statutory communications shall be sent directly by the master in close liaison with
office. All communication which requires immediate attention from office shall be
marked as "Non routine" in the message subject. Mentioning as "Non routine" will
help the group managers/management to focus on the major issues, and provide
appropriate attention where required.
Following are few examples for Non-routine messages. In case of doubt, please mark
the message as "Non routine".
▪ All HMX Reports
▪ All Accidents
▪ Major breakdown / defects - Black out / ME stoppage / Defects in steering
gear / other major breakdown of machinery / damage to vessel /
malfunctioning of key equipment
▪ Injury to personnel (any category including First aid)
▪ PSC / FSC / Flag inspection / External audit / Class / Other 3rd party
inspection reports / Any COC issued
▪ Urgent manning issues - including disciplinary issues, emergency sign on sign
off and issues with crew certificates
▪ Any delay / expected delay in vessel operations in port
▪ Sudden change in ETA / ETD affecting other arrangements
▪ Any urgent requirement needing Management / Manager's immediate
attention
▪ Overhaul of Marpol equipment/renewal of Coalescer or
emulsifier/Incinerator refractory patch up etc.
▪ Violation of D&A policy (reports with blood alcohol content exceeding
company requirement)
▪ Certificates / Surveys expected to become overdue (due to port calls, delays,
etc.)
Following messages should be under routine message.
▪ Noon reports sent to charterers
▪ Month end reports
▪ ETA reports
▪ Voyage orders
▪ SMMS exports
▪ Requisitions

Rev No. : 7
19.2 DAILY AND OTHER PERIODICAL REPORTS

Vessel’s daily reports such as noon, arrival and departure reports should be made
through either of the following options in the mentioned order of priority:
▪ Data entry in ShipPalm WinApp software where installed, and auto
synchronization with shore side application via Amos Connect
communication system or manual synchronization with shore side
application via other communication systems as applicable.
▪ In the unforeseen event of failure of the above methods the afore mentioned
reports should be sent using the Event report (excel sheet) attached to an
email addressed ONLY to Shipreportsgroup@synergyship.com
19.3 FORMS & CHECKLISTS

Company form referred under the forms and manual shall be prepared and sent by
the master in electronic / paper form as appropriate. Refer Forms & Checklists
Manual.
There is no need to replicate the hard copy, if the same is sent in electronic form.
When the company forms are sent by courier, the details shall be communicated to
the office to enable track the consignment.
19.4 COMMUNICATION WITH THE MEDIA

No seafarers employed on-board the ship shall discuss any company business with
Media representative or other third party unless the prior consent of the Head of
Ship Management Team.
If the media approaches any crew member, they should refer the person to the
Master.
19.5 DOCUMENT CONTROL OF MESSAGES

All routine, non-routine, urgent, and other operational messages addressed from
and to the vessel shall be numbered for traceability. Record shall be maintained for
all such messages in the appropriate form (either electronically or paper form).
It is recommended that messages of least importance and meant for intention of
instantaneous use can be deleted for efficient record keeping.
19.6 LANGUAGE
English is the working language of the vessel and personnel aboard the vessel shall
have knowledge of the English language appropriate to their position. The vessel’s
personnel should be able to communicate effectively in English.
All personnel should be able to understand key instructions relevant to operations as
well as emergency instructions in English.

Rev No. : 7
Officers comply with STCW 2010 requirements for knowledge of English.The

crewmembers receive relevant information on the SMS in English.
19.7 PERSONAL EMAIL ONBOARD SHIP

We aim to provide easy and continuous access to private email for our seafarers. The
Master should not be burdened with the additional task of having to forward
personal emails on behalf of crew. The computer in common areas like the smoke
room / ship’s office may have been configured with an email account on outlook for
each crew member (password protected). Crew can send personal emails from their
individual email accounts that get routed through the communications computer on
the bridge, if the computers on board are connected through LAN.
Alternately vessels fitted with Amos- Crew connect or similar software may already
be using this facility. Ships that do not have computers connected through LAN / Wi-
Fi or do not have the Amos Crew Connect / similar software should contact the
vessel’s superintendent for assistance.
Personal E mail will be permitted for the crew of the vessel provided following are
complied with.
▪ Attachments to the private E mail are not permitted.

▪ E mail messages shall be in textual content only and limited to 10K in size
(approximately 3 pages of A4).
▪ No abusive words or potentially defamatory statement is included.
19.8 SHIPPALM (COMPANY INHOUSE SOFTWARE)
Company uses in house software “Shippalm” to report record and monitor its
various ship management activities and processes.
At present Shippalm process modules comprises of:
a. Document Management System
b. Incidents
c. Internal Audits
d. SIRE Inspections
e. VIR
f. SCMM
g. Navigation Audits
h. Superintendent Inspection
i. External Audits
j. PSC Inspections
k. Terminal/Charterers/Owners inspections.
l. Defects
m. PMS

Rev No. : 7
n. Purchase
o. Crewing
p. Certification
q. COC
r. Dispensation
s. Daily Reporting
t. Voyage performance
u. Other processes that are paper/email based are in development stage for
conversion to software.
v. All content uploaded into the Shippalm database constitute the latest and
most up to date, controlled versions on the SMS documentation
w. Crew and officers are trained / briefed on applicable Shippalm process
modules.
x. “Shippalm” may be temporarily substituted by paper-based systems during
implementation phase, during computer break downs or on vessels where
sale or similar circumstances is pending.

Rev No. : 0
FEEDBACK Page : 1 of 2
19.1 ROLE OF FEEDBACK IN POLICYMAKING
As a part of the HSSE excellence initiative, feedback is considered essential for

continual improvement of processes. Involvement of key personnel in policy making
in way of feedback is critical.
19.2 SOURCES OF FEEDBACK
Feedback is received from the below sources but not limited to:
• From Seafarers during attendance of courses in training centre.
• From Seafarers during attendance of Pre-Joining familiarization.
• From senior officers during office briefing.
• From officers during Seminars.
• From vessels safety committee meetings
• From Masters ISM review.
• From Senior management visits to vessels.
• From safety meetings conducted during vessel superintendent visits.
• From third party contractors that may address their concerns to Master
onboard.
• From vendors, agents, contactors.
• From Customers.
• Circulating industry and fleet incidents.
• Industry alert bulletins.
• Feedback from group companies.
• Open reporting programmes.
• From shore staff
• DCR resulting from the above
19.3 FORM OF THE FEEDBACK
Feedback may be collected in the following ways;
• In way of Feedback Form, no OF-MA-025 collected during interaction with

seafarers in training centre, PJF and office briefing.
• Informal comments received during interactions with senior managers and
vessel superintendents
• Comments documented in SCMM and Master ISM review.
• Through in-house electronic media available to both shore and sea staff.

Rev No. : 0
FEEDBACK Page : 2 of 2
19.4 EFFECTIVE FEEDBACK
For feedback to be effective it must be:

• SPECIFIC and address a particular area, where weakness in policy is felt or an
improvement is imperative for safe operations.
• May be supported with examples.
19.5 REVIEW OF FEEDBACK
All feedback collected or received is directed to the CMS department, where it is

analysed and reviewed on a six-monthly basis in the management review. A DCR is
raised for effecting changes in the policy.

Rev No. : 5
Annex - 01 Date : 28-Oct-16
STANDARD PUBLICATION Page : 1 of 1
ANNEX – 01 STANDARD PUBLICATIONS
Please refer QHSE Circular “STANDARD LIST OF PUBLICATIONS” for latest

publications list.

Rev No. : 2
Annex - 02 Date : 25-Mar-21
STATEMENT OF CONTEXT – RELATED TO EXTERNAL AND
Page : 1 of 6
INTERNAL ISSUES
ANNEX 02 – STATEMENT OF CONTEXT – RELATED TO EXTERNAL AND INTERNAL ISSUES
STATEMENT OF CONTEXT - RELATED TO EXTERNAL AND INTERNAL ISSUES
Organization: Synergy Maritime Private Limited

Address: Synergy Maritime Private Limited., 4th floor AKDR Tower, #
3/381, Rajiv Gandhi Salai (OMR), Mettukuppam, Chennai 600
097, India.
Purpose: To monitor and review information about the external and
internal issues those are relevant with established Integrated
Management System Policy.
Objectives: To define the external and internal factors that the
organizations must consider when they manage risks.
External Context:
▪ Legal Stringent requirements and regulations from the following:
• Authorities – Port States, Flag States, and other
government authorities boarding the vessels
• Charterers and their agents
• Terminals and Ports
• Industry regulatory bodies such as IMO, Classification
Societies
• Industry requirements (SIRE / TMSA)
Legal issues – arising out of claims
▪ Technological Economic backdrop and changing Technology. Not upgrading
technology to the latest is a threat (maximize errors).
▪ Competitive Not understanding changing customer and market needs

▪ Market Not understanding the trends that is having an impact on the
objectives. War and other acts that are beyond the control of
organization
▪ Cultural / Social Majority of the work force are from Indian subcontinent and
majorly Southern part of India. With the opening of new
branch offices for manning, western and northern Indian crew
are joining the organization. Food habits and language are an
identified issue; however, they are mitigated with having
English as the official language on board the vessel and in the
office.

Rev No. : 2
Page : 2 of 6
INTERNAL ISSUES
There are vessels with mixed crew, Food and language are the
major concerns when having mixed nationality on board.
▪ Economic Volatility of currency i.e. Rs. Vs. USD.
▪ Others Upcoming requirements of international conventions like IMO
Requirements, SOLAS, MARPOL Convention etc.
1. Internal Context:
▪ Values Planning of individual developments through training,
preparing them for higher level of responsibilities and
professional competences.
Ensuring harmony across the group keeping different cultural

backgrounds in mind.
▪ Culture Ensuring harmony across the group keeping different cultural
backgrounds in mind.
Ensuring that the ship and shore staff are adequately
motivated.
▪ Knowledge Identifying and employing suitable qualified individuals.
Identifying and providing appropriate training to ship and
shore staff
Ensuring the processes are appropriate and does not result in
another risk
▪ Performance Challenges in complying with the stringent Local/ National/
International regulations. Ensuring effective communication
across all levels of the organization, both on shore and on
vessels
Identifying and readying up to the challenges of Market
demands
Identifying and working with Subcontractors to enhance the
system improvement.
▪ EHS To ensure environment, health and safety of work force
specially in case of their dissatisfaction level after occurrence
of incident, if any.
▪ Finance Ensuring adequate financial resources are available to
effectively implement the management system.
2. Interested Parties:
Interested Parties Requirements / Needs of Expectations of Interested
Interested Parties Parties

Rev No. : 2
Page : 3 of 6
INTERNAL ISSUES
Ship Owners and their To provide technical Ship Owners - Not to exceed
customers management services the budget that is agreed
• Charterers between the Ship Owner and
• Bareboat To enhance growth and the Company. Maintain the
Charterers profitability of the company assets to the highest standards
• Sub Charterers in the industry and to entire
To implement Occupational
• Ship Agents Health and Safety standards
satisfaction of the customer
(IMO/ILO regulations,
national and local For the Charterers / agents -
regulations, and company To ensure safety of cargo and
standards) Environment;
Maintain the assets to the
To implement highest standards in the
Environmental Management industry and to entire
standards (IMO regulations,
national and local satisfaction of the customers.
regulations, and company Charterers - To ensure safe
standards) and secure transportations of
goods.
For all above parties:
Maintain ships in clean and

hygienic condition.
No accidents/injury of any
type.
No outbreak of any infectious

diseases.
Zero MARPOL/Ballast water

related violations.
Reduction in emissions.
Promote eco-friendly
activities.

Rev No. : 2
Page : 4 of 6
INTERNAL ISSUES
Agents/Service Provider Generation of regular Long term relationship, regular

/ Sub contractor business and fulfil the business, prompt exchange of
required specified by the information and timely
organization. payment of service rendered.
Ships to be maintained in
Implementation of clean and hygienic condition.
Occupational Health and No accidents/Injury of any
Safety standards (IMO/ILO type.
regulations, national and No outbreak of any infectious
local regulations, and diseases.
company standards
Insurers Premiums to be paid in time To ensure the safety of
and insurance to be people, assets, and
maintained at all times. environment.
Regulators and their Comply with IMO/ILO To operate in compliance to
appointee regulations, national and international, national, and
• Flag State local regulations, company’s, local regulation with valid
• Port State and Classification Society’s certifications.
• Classification requirements with respect
Society to QHSE standards Timely
• Certification inspection/survey/audit
agencies/authorit regimes on vessels and shore
ies establishments.
Effective communication
exchange, submission of
documents/reports etc.
Ships should always be

seaworthy and maintained.
No accidents/Injury of any
type.

diseases.

related violations.

Rev No. : 2
Page : 5 of 6
INTERNAL ISSUES
Reduction in emissions.
Ship and Shore Staff Continuous Employment Motivation, career progression
and self-improvement.
To provide safe and healthy
work environment Adequate office support to
maintain workplace safety and
To provide adequate health, and to comply with
guidelines and resources to applicable environmental
meet environmental regulations.
regulations/standards
Labour Union Worker’s right as defined To ensure compliance of

under different rules and worker’s related regulations
regulations and agreements.
Adequate office support to

maintain workplace safety and
health.
Promote crew welfare and
mental health.
Cargo Interests Safety and security of the Effective communication and
• Ports cargo, port, and the co-operation for safe and
• Terminals terminals. secure operations.
• Shippers
• Charterers Implementation of Ships to be maintained in
Occupational Health and clean and hygienic condition.
Safety standards (IMO/ILO
regulations, national and No accidents/Injury of any
local regulations, and type.
company standards)
Implementation of
diseases.
Environmental Management
standards (IMO regulations,
national and local related violations.
regulations, and company Reduction in emissions.
standards)
Owners / Shareholders Growth and profitability of
the company

Rev No. : 2
Page : 6 of 6
INTERNAL ISSUES
Capt. Syed Nazeer Ahamed Capt. Ramadass V
Prepared by Approved by

Rev No. : 1
Annex - 03 Date : 14-Dec-18
MONTH END REPORTS IN SHIPPALM Page : 1 of 1
ANNEX 03 – MONTHEND REPORTS IN SHIPPALM

All vessels are submitting month end reports via email. To facilitate easy access to
the month end reports, we have created a module in the ship palm for submitting
month end reports.
We request all vessels to submit the month end reports henceforth via ship palm
Module 3 Forms and Checklists.
Please find below Ship Palm Vessel Version 1.10.0.0 Module 3 “Forms and
Checklists”
Shippalm being used as a system for internal audit tracking and close-out.
For further clarification, please contact shippalmsupport@synergyship.com

Rev No. : 0
ISO REFERENCE TABLE Page : 1 of 2
ANNEX 04 – ISO REFRENCE TABLE
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018 Reference Manuals

Context of Organization
4.1 Organization Context 4.1 Organization Context 4.1 Organization Context SMM Ch. 1.1
4.2 Relevant Interested 4.2 Relevant Interested 4.2 Relevant Interested
SMM Ch. 1.3
Parties Parties Parties
SMM
4.3 Management System 4.3 Management System 4.3 Management System EMS SMM
Ch.
Scope Scope Scope Ch. 1.2 Ch. 1.8
1.8
4.4 OH&S Management
4.4 QMS Processes 4.4 EMS Processes SMM Ch. 1.7
System
Leadership
5.1 Leadership and 5.1 Leadership and 5.1 Leadership and
SMM Ch. 2.2
Commitment Commitment Commitment
SMM
EMS SMM
5.2 Quality Policy 5.2 Environment Policy 5.2 OH&S Policy Ch.
Ch. 1.3 Ch. 2.1
2.1
5.3 Roles, 5.3 Roles,
5.3 Roles, OPM Ch. 1.3 - Shore
Responsibilities/Authoriti Responsibilities/Authoriti
Responsibilities/Authorities SMM Ch. 18 - Ship
es es
5.4 Consultation & HSM Ch. 5, 5.4.3, OF-
Participation MA-056
Planning
6.1 Address Risks and 6.1.1 Address Risks & 6.1.1 Address Risks &
SMM Ch. 7.3
Opportunities Opportunities Opportunities
EMS
SMM
6.1.2 Environmental 6.1.2 Hazard Ch. 2, HSM
6.2.1 Quality Objectives Ch.
Aspects Identification Annex Ch. 10
3.1
1
6.2.2 Planning to achieve 6.1.3 Compliance 6.1.3 Legal & Other SMM EMS SMM
objectives Obligations Requirements Ch. 3 Ch 1 Ch. 2
SMM SMM SMM
6.3 Planning for change 6.1.4 Planning Action 6.1.4 Planning Action
Ch 11 Ch. 2 Ch. 2
6.2.1 Environmental
6.2.1 OH&S Objectives SMM Ch. 3
Objectives
6.2.2 Planning to Achieve 6.2.2 Planning to Achieve

SMM Ch. 3
Objectives Objectives
Support

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ISO REFERENCE TABLE Page : 2 of 2
SMM Ch. 6, OPM CH

7.1.1 Resources - General 7.1 Resources 7.1 Resources
1.4, CH 5
SMM Ch. 6, OPM CH
7.1.2 People 7.2 Competence 7.2 Competence
1.4, CH 6

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Appendix - 01 Date : 25-Mar-21
SYNERGY CODE OF CONDUCT Page : 1 of 37
PURPOSE
Code of Conduct is to help Synergy Group members to make the right decisions and remain true to
our core values.
This publication guides to refresh individual knowledge and provide sound advice to come out clean
from the situations.
These core values are the base of the company and thus they are non-negotiable.
Personal commitment to these codes & compliance ensure our performance and earning of
reputation in highly competitive ship management environment.
Everyone shall not allow complacency to put yourself at risk of breaking the rules or creating
unacceptable risk for you, your colleagues and to the management.

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Application
This Code applies to Synergy personnel
- Ship personal sailing under the management of Synergy Group.

- Office staff who are employed by Synergy Group.
- Contractors and consultants who are agents of, or working on behalf of, or in the name of a
Synergy Group.

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Core Values
Our core values are the deeply held beliefs and are the seeds of our organizational culture. They
serve as a compass for our actions and describe how we behave both individually and collectively.
Our anagram for the core values- i-STEER Synergy, helps embedding of the core values into each
individual in our organization. By living these values, “SYNERGY” aspires to set a high standard of
excellence worldwide.
Integrity is the core value that will define our organization and the way we do our business at all
times – during period of success as well as during challenging times. As an organization, we will not
associate or be a party in any unethical or corrupt dealing or practice.
Safety is our business as well as our commitment and future. It is paramount in everything we do.
We continuously work towards setting new industry standards in safety of people and environment.
We believe in being proactive, direct, and honest in our communications with all stakeholders. We
consider transparency a critical factor in building lasting relationships.
People are our biggest assets. Empathizing helps in understanding the individual as well as the
environment that he is in. Empathy, as a part of the just culture enhances the safety culture.
We believe in empowering people with courage, freedom and confidence to take right decisions. We
encourage them to be accountable for their actions even when they commit mistakes. We believe
that constructive learning from mistakes is the best way of improving and empowering oneself and
the organization.
We believe that respect is the foundation of a good organization. At Synergy, all our actions are
driven by respect towards self, others and environment. As a company working in diverse
geographies, we respect the diversity of culture and ideas. We also respect and comply with laws
and regulations in different regions.

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SYNERGY
We believe that “The whole is greater than the sum of its parts”. Synergy based on mutual trust and
confidence is our key strength – and we constantly strive to align our individual abilities to achieve
organizational goals and shared vision.
By living these values, “SYNERGY” aspires to set a high standard of excellence worldwide.

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CONTENTS
Section 1
1. Synergy Personal Responsibility

2. Manager Responsibility
3. Health, Safety and Environment
4. Labor Standards
5. Equal Opportunity
6. Engagement of third parties
7. Anti-corruption policy
8. Interaction with government officials
9. Harassment and Bullying
10. Protection of assets
11. Use of IT and electronic communication.
12. Information management
13. Disclosure and business communications
14. Personal data privacy
15. Conflict of interest
16. Reporting and recording
17. Visual Branding
Section 2
18. Professional conduct at workplace

19. Individual conduct at workplace
Section 3
20. Conduct while at sea

21. Serious misconduct
Section 4
22. Violation of code

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Section 1
This Section is applicable to
• Ship personnel
• Office staff
• Contractor and consultants

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1. SYNERGY PERSONNEL RESPONSIBILITY
• Read and comply with this Code of Integrity.

• Understand the risks in your role and how to manage them.
• Seek advice when things are not clear.
• Make sure that any third-party contractors, agents or consultants you work with are
aware that we are bound by our Code and that they should act accordingly.
• Speak up. It is our duty to report any suspected violations of the Code.
In any dilemma follow this self-exercise

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2. MANAGER RESPONSIBILITY
Manager - Vessel Senior Management and office key staff
• Managers must display visible compliance in following code.

• Maintain environment on board where people are complying to company values &
ethics.
• Create the atmosphere where people always strive opting the right approach to
achieve their objectives and feel confident about speaking up.
• Understand the main Code violation risks and the procedures to mitigate them.
• Forbid yourself from any action through which vessel can get the tacit acceptance to
take deviation from the core values & ethics.
• Be alert to any violations of the Code and encourage your team members to speak
up if they know or suspect a violation.
• Support team members who make good faith reports and ensure there is no
retaliation for escalating potential wrong doings.
• Ensure your staff understand the procedures they should follow to avoid violating
the Code, including recording gifts and hospitality and potential conflicts of interest
in the Code of Conduct.
• Briefing on requirement of code to new member of organization and advising them
for the support they have in meeting the conduct.

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3. HEALTH, SAFETY AND ENVIRONMENT (HSE)
Our aim is to Zero Injury, Zero Damages and Zero Pollution.

Organizational Requirement
➢ Each group company is expected to set suitable targets for HSE improvement.
➢ Appraise themselves with the progress and report performance levels.
➢ Strive for continuous improvement to make work environment safer.
➢ Incessant effort in reducing the environment emission.
➢ Integration of technology in work system to simplify the life of seafarer.
Individual Requirement
• Comply with set rules, standards, and procedures.

• Adherence to Safety, Security and Drug & alcohol policy.
• Raise the voice in unsafe or non-compliant situation.
• Report accidents and injuries.
• Take actions to identify hazards.
• Established mitigating measures to minimize the effect of hazards.
• Set up the action plan to restore normalcy in any difficult scenarios.
• Analyse the incidents to identify the root cause and learn from them.
• Always remain prepared for extreme conditions.
• Improve the skills of co-workers.

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4. LABOUR STANDARDS
Our established policies and standards help us create fair labour practices and a positive work
environment.
• Prohibition of child labour: Involvement of individuals under the age of 18 for

Synergy business is strictly prohibited. We must adhere to legal minimum age
requirement of any nation where we operate.
• Prohibition of forced labour: Any use of forced labour, slavery, servitude, or

trafficking in human beings is strictly prohibited. All Synergy personnel are entitled
to accept or leave their employment freely. Our company will not require Synergy
Personnel to work to repay a debt owed to them or to a third party.
• Employment against payment: Employment must be offered to competent

deserving candidates based on merit. In order to obtain employment, we will not do
any of the following :
o Withholding identity papers or work permits,

o Requiring workers to deposit bond, money or any items of monetary value,
o or use of any other constraint is strictly prohibited.
• Prohibition of illegal, clandestine, and undeclared employment: We shall comply

with all applicable regulations to prevent illegal, clandestine, and undeclared
employment.
• Freedom of association: Our company respects and recognizes the right of workers
to negotiate collectively and to create or join labour organizations of their choice
without any sanction, discrimination, or harassment.

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5. EQUAL OPPORTUNITY
We have equal opportunity policy for everyone. This helps us to ensure availability of best
possible resources and adequate quantity of competent pool.
Sometimes people can breach equal opportunity policies without even realising it – for
example, if they are unconsciously biased towards recruiting people similar to themselves.
Therefore, employment related decisions must be based on objectives & geographic
legislations and should not be taken under the influence of personal feelings, prejudices and
preferences of the employer.
• Employment decisions which includes hiring, evaluation, promotion, training,

development, discipline, compensation and termination will t be based solely on
objective factors, including merit, qualifications, performance and business
considerations.
• Diversity has its own value and advantages. Discrimination based on race, colour,
religion, age, gender, sexual orientation, gender identity, marital status, disability,
ethnic origin or nationality is intolerable.

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6. ENGAGEMENT OF THIRD PARTIES

Our company respects international human rights standards & frameworks and works to
ensure that we do not infringe on fundamental human rights through our operations,
services, or business relationships. We believe every synergy personnel should be treated
with trust, respect, and courtesy. Our company is committed to foster a work environment
that is fair and safe, where the rights of all are respected and everyone can achieve their full
potential.
Also, Synergy staff will collaborate with contractors and suppliers who are economically,
environmentally & socially responsible. Service provider found involved in any human right
violation directly or indirectly must be barred from future services.
- Contractors and suppliers will be collaborated based on initial background & security
screening according to company standard. This initial check will be followed by periodic
audits for assurance.
- Engagement will have a signed written contract explaining the service being provided
for legitimate business.

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7. ANTI-CORRUPTION POLICY
Policy Statement
Synergy personnel shall not involve in any form of corruption or bribery either directly or
indirectly. Synergy personnel must decline any opportunity which would place our ethical
principles and reputation at risk even if it may result in the Company losing business or
otherwise suffering a disadvantage.
Everybody has the responsibility to report corrupt behaviour. Turning a blind eye to
suspicions of bribery, corruption or money laundering can result in liability for Synergy and
for individuals.
This policy is applicable for all business activities and collaboration with government
authorities, independent organization, commercial enterprise, or any private service
providers.
Policy Understanding & Compliance

Corruption - Dishonest behaviour by those in positions of power for business or personal
gain. It can include giving or accepting bribes or inappropriate gifts, double-dealing, under-
the-table transactions, manipulating elections, diverting funds and laundering money.
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Bribery - A bribe is an illegal or unethical gift or lobbying effort bestowed to influence the
recipient's conduct. Bribery is performed through giving, offering, soliciting, or receiving (or
attempting to give, offer, solicit, or receive) any item of value to influence the actions or
behaviour for the purpose to obtain commercial advantage. Bribery can take a variety of
forms and may include common business practices or social activities, such as providing
gifts, entertainment, travel, and hospitality which can fall under category of bribery in
certain circumstances.

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Prohibited for Synergy Personnel

• Giving or receiving cash or cash equivalent (such as gift certificates/cards), stock
and personal property to support synergy business.
• Forgiveness of a debt without proper authorization.
• Charitable contributions—if made to a charity at the direct request of a

government official or private business partner, it could be considered an indirect
bribe made in order to obtain or retain business or to secure other improper
business advantage.
• Job offers or internship awards—offers to Government Officials (or their relatives)

can present a risk of violating anti-bribery or anticorruption laws and regulations.
Compliance must be consulted prior to making such offers.
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Gifts - Means items of value or benefits of any kind given to someone as a sign of
appreciation or friendship without expectation of receiving anything in return.
Hospitality & Entertainment - Facilitation of services for individual or team recreation.

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Expectations from Synergy Personnel
• Acceptance of gifts, hospitality, or any form of entertainment facilitation from

service providers or third parties is prohibited except acceptance of small
promotional corporate gifts and hospitality.
• Providing gifts, hospitality & entertainment to third parties or within organization

must be proportionate to the occasion.
• All Gifts, Hospitality, Travel and Entertainment must be given openly and
transparently and must be properly documented.
• Director permission is necessary for such facilitation.
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Facilitation Payment - Facilitating payments are payments made to public, organization or
government officials with the intention of expediting an administrative process and to
benefit party making the payment.
Guidance for Synergy Personnel
• Facilitation payment must not be made except in unavoidable circumstances

(under immediate threat to health or safety).
• Synergy personnel shall make his full effort to decline the request by
authority to make facilitation payment.
• However, if synergy personnel is having difficulty in handling situation they

shall immediately contact Director for consultation.
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Extortion - Practice of obtaining something, especially money, through force or threats. This
is generally practiced in form of threatening to penalize for noncompliance of local
regulation
• Seek agent or local authority (eg: P & I club) help.
• Synergy personnel shall make his full effort to decline the request by
authority unless there is imminent danger to health & safety of synergy
personnel.
• However, if synergy personnel are having difficulty in handling situation, they

shall immediately contact any of its Directors for consultation.
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Double-Dealing - Practice of pretending to act in a manner when intention is to act contrary.

This is dishonest behaviour for the purpose of deceiving the partner.

• Synergy personnel shall not indulge themselves in double dealing for the
purpose of business activities and professional conduct.
• External parties that are discovered to be involved in double dealings shall be

blacklisted for business activities and future engagements.
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Money laundering - Money laundering is the illegal process of making legal any money
generated by a criminal activity, such as drug trafficking or terrorist funding, corruption etc.
This can also be explained as business involvement that has financial ties to organised crime.
• Synergy personnel is prohibited to make business agreements with parties

having known criminal backgrounds.
• No Synergy personnel shall be involved in or facilitate money laundering by

extortion or drug trafficking.
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Diverting funds - Means Misutilization of Funds for a purpose for which loan was not
sanctioned. As employees of Synergy you may be required to handle Company funds.

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• The funds of the company must be spent for official purposes only and not for
any other reasons. Supporting documents such as bills, invoices or receipt shall
be preserved for proof.
• Never intentionally falsify a financial record or misrepresent the facts of a

transaction.
• Synergy will view very seriously any attempts to falsify expense claims of any
nature including conveyance, travel and entertainment.
• Employees are required to settle their travel expense claims as per travel policy
norms.

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8. INTERACTING WITH GOVERNMENT OFFICIALS
Government Official: Person acting in an official capacity or on behalf of

government entity, political office and representation of public
international organization
Synergy promote transparent and lawful interaction with government officials. To encourage such
lawful interactions Synergy personnel must:
- Ensure that they know the rules of the the country in which they are operating and act in
compliancewith local rules. This includes tender negotiations as well as entering into a contract
with them.
- Never accept, give or promise anything that could be interpreted as intending to improperly
influence a governmental decision.
Synergy personnel must not use third parties, for example agents, consultants, or brokers, to do what is
not permitted to do ourselves.

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9. HARASSMENT & BULLYING
• Every Synergy person is expected to treat others with respect and avoid situations
that may be perceived as inappropriate.
• Feedback, criticism and challenge must always be delivered in an appropriate and
respectful manner.
• Power must not be misused for making intrusion into employee personal life.
• In particular, be aware of cultural sensitivities – what is acceptable in one culture
may not be in another. It is important to be aware of and understand these
differences.
• It is the responsibility of each individual to challenge someone if his/her behaviour is
hostile, intimidating, humiliating or disrespectful.
Below mention are the understanding of the behaviours that falls under category of
Harassment and Bullying
• Harassment in any form such as action, conduct or behaviour which is humiliating,

intimidating or hostile will not be tolerated. Following are strictly prohibited.
- Making inappropriate jokes or comments.
- Displaying offensive or inappropriate material.
- Physically or verbally intimidate or humiliate others.
- Sharing objectionable material through emails, text or social media.
- Discriminatory remarks on the basis of sex, hierarchy, religion, physical
disability, nationality, or age.
- Unwelcome attention such as spying, stalking, pestering, overly familiar
behaviour or unwelcome verbal or physical attention.
Sexual Harassment refers to any unwelcome sexual advances, requests for sexual
favors, and other verbal or physical conduct of a sexual nature when:
Submission to such conduct is made either explicitly or implicitly a term or condition

of an individual's employment, or Submission to or rejection of such conduct by an
individual is used as a basis for employment decisions affecting such individual, or
Such conduct has the purpose or effect of unreasonably interfering with an
individual's work performance or creating an intimidating, hostile, or offensive
working environment.
Unwelcome Behavior is the critical word. Unwelcome does not mean "involuntary."
A victim may consent or agree to certain conduct and actively participate in it even
though it is offensive and objectionable. Therefore, sexual conduct is unwelcome

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whenever the person subjected to it considers it unwelcome. Whether the person in

fact welcomed a request for a date, sex-oriented comment, or joke depends on all
the circumstances.
Sexual harassment may include following. Such deeds are considered strictly
unacceptable and they will not be tolerated.
- Use of offensive / obscene language.
- Making obscene calls or sending / forwarding obscene mails.
- Making passes / advances / comments on dressing of co-Employee’s physical
appearance in the office.
- Physical contact like touching or patting customers or co-Workers.
- Misuse of one’s position / authority in office to ask or demand for sexual
favours.
- Display of obscene pictures and posters at the workplace.
- Showing signs of over-friendliness with the other gender if it is unwelcome.
• Bullying is a form of harassment that includes hostile or vindictive behaviour, which

can cause the recipient to feel threatened or intimidated. Bullying may involve a
misuse of power or position and is often persistent and unpredictable.
Personal insult through following may be considered as examples of bullying:
- Belittling or ridiculing a person, or his/her abilities, either in private or in front

of others.
- Sudden rages or displays of temper against an individual or group, often for
trivial reasons.
- Subjecting someone to unnecessary excessive or oppressive supervision,
monitoring everything, they do or being excessively critical of minor things.
- Persistent or unjustified criticism.
- Setting menial or demeaning tasks that are inappropriate to the job or taking
away areas of responsibility from an individual for no justifiable reason.
- Making threats or inappropriate comments about career prospects, job security or
performance appraisal reports.
- Cyber bullying including inappropriate:
▪ Suggestive and unwanted remarks.
▪ Graphics or threat-centred, abusive emails.
▪ Postings on social networks; and
▪ Text messages.

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10. PROTECTION OF ASSETS
Everyone is personally responsible for safeguarding and using company assets

appropriately. Employees are expected to take all preventive measures to avoid
waste, loss, damage, abuse, fraud, theft, misappropriation, infringements and other
forms of misuse of assets.
• Be complete and accurate when reporting assets, liabilities, revenues and expenses.
• Employee shall protect company assets given to them. Also, they must play their role
in protecting shared assets against misuse, lost or theft.
• Report if someone is putting company assets at risk or using them inappropriately.
• Respect assets of other employees.

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11. USE OF IT AND ELECTRONIC COMMUNICATIONS

• Use of personal electronic equipment such as mobile or music system which can
distract the individual from carrying out his duties effectively, are prohibited in
workplace.
• Use of electronic equipment is barred in the work area where they present serious
safety risk.
• For cyber security all official IT equipment must be maintained as ISMS manual.
• In case of any threat to cyber security, ‘company information security officer’ of the
company has to be contacted immediately.
• Personal use of company supplied IT equipment must be kept limited, occasional and
brief.
• Synergy name or brand shall not be used in personal emails.
• Employees should restrict their personal usage of the company’s Internet and e-mail
facilities as well as automation facilities available to them.
• Sharing of IT equipment and company software login details is not permitted to
unauthorized users.
• Unapproved modification or disabling of security setting / configuration of IT
equipment which result in deviation from company IT procedure, is not permitted.
• Company IT equipment must not be used for access, store, send or post
pornography, indecent and offensive materials.
• Online gambling and conduct of unlawful activities are forbidden on company IT
equipment.
• You must only use approved internet-based services to store, process or share
business information.

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12. INFORMATION MANAGEMENT
• Employee shall assess the risks associated with any information handling so that they
can protect the distribution of information to unauthorized personnel.
• When anybody create or receive information, they must assign it a confidentiality
classification and only share it with those who are entitled and permitted to receive
it.
• While working with third parties, employee must consider his authorization to share
information with others.
• Employees are not to publish, post or release any information that is considered
confidential or not public on social media. If there are questions about what is
considered confidential, employees should check with their supervisor.
• Employees may be invited to speak in professional forums or participate in
conferences, seminars, and on-line chats or write in professional magazines. Under
all such circumstances, employees must ensure that participation is with prior
written approval from the Director of the Company.
• Social media use shouldn't interfere with employee’s responsibilities or any area of
duty.
• Use of personal social media for business purposes is strictly prohibited.
• Employee must not engage with the media on behalf of Synergy without disclosure
clearance from Media relation team.
• All communications made directly to public either by print media or social media on
behalf of Synergy must be cleared by highest management authority in consultation
with media co-ordinator and legal team.
• Every communication to the public on behalf of Synergy must be accurate in all
material respects, complete, relevant, balanced and in compliance with all applicable
laws and regulations.
• Appropriate disclaimers must be used, especially when the communication contains
forward-looking information.

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13. DISCLOSURE AND BUSINESS COMMUNICATIONS
Synergy will share information relating to its performance, customers, outcomes of

meetings and discussions with employees at various levels on a ‘need to know’ basis.
In other words, information will be shared depending on the need for a person to use this
information to do his / her job. Before disseminating any information to colleagues /
outsiders every employee is expected to apply the same judgment on whether they ‘need to
know’.
• Employee must not disclose information about business activities unless they are
professionally capable and authorised to do so.
• Employee must not engage in casual conversation on sensitive or confidential
matters with individuals who are not a part of that project.
• Employees are prohibited from entering into any kind of personal business contracts
with Synergy partners, business affiliates and companies.
• They shall not send communications containing confidential information of any
project outside their working group for that project.
• Only Synergy-approved social media channels are to be used for official business
provided user is approved and have received the required training.
• Use of personal social media accounts for disclosing confidential business
information or other business program is strictly forbidden.
• Individual using personal account on social media to discuss company matters shall
use disclaimer that content shared by him/her is totally based on personal ideology
and understanding.

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14. CONFLICT OF INTEREST
A Conflict of Interest could be defined as a “situation that arises when a decision-making

authority is seen to have a personal stake in the outcome of the decision itself”.
Employees may find themselves in situations that are of the nature of creating a Conflict of
Interest. If in doubt, it is best to consult the Immediate supervisor / Manager concerned
before taking any decisions in such cases.
• Participating in outside activities for enhancing talents and abilities outside jobs
should be lawful and free of conflicts with their responsibilities as employees of
Synergy.
• Employees are not permitted to set up part-time businesses or take up part-time
employment in any area as these will hinder their performance and clearly place
them in a conflict-of-interest situation. Only exception is teaching assignment with
director permission.
• Employees pursuing such activities should ensure that:
- The purpose should be to give expression to talent and stay in touch with
one’s hobbies and not for the motive of making money.
- Employees should not solicit opportunities from customers using their
relationships.
- This should not be done during Company time or should not interfere with
work.
- Prior permission must always be obtained in writing prior to participating in
such activities.

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15. PERSONAL DATA PRIVACY
Personal data is broadly defined as any information relating to an identified or identifiable

individual such as name and contact details. More private information, such as race or
ethnic origin, health data, sexual orientation, criminal behaviour etc is sensitive personal
data and subject to more stringent requirements.
Data shall be protected from inappropriate access or misuse. When it is to be transferred to
third parties, it must be appropriately safeguarded. If we do not comply with these
requirements, we risk causing harm to individuals and could face fines or litigation.
• All customer and employee personal information is confidential and may not be
disclosed except as permitted by law and applicable regulations.
• Identify the privacy risks before collecting, using, retaining or disclosing personal
data for any official purpose.
• Limit the processing of personal data for specific, defined, legitimate purposes only.
• When you process or share individual’s personal data within organization or to third
party, you must always inform them.
• Personal data in possession has to kept up to date and disposed of when no longer
required.

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16. REPORTING AND RECORDING

Truthful Reporting
• Report issues, and actions to address them, transparently and accurately and in
accordance with applicable Company policies and standards.
• Employee shall not falsify or delay information gathering during an investigation or
enquiry.
• Never misstate the truth or conceal information, whether on behalf of the company
or for personal gain.
Records Management
• Write clearly, professionally and accurately in all documents (e.g., emails, texts,
memos, reports and financial statements).
• Take responsibility for the integrity of records you create and manage. Retain them
in compliance with records retention schedules and our policy.
• Employee must not unlawfully conceal, alter or destroy documents.
• Do not destroy or alter any records that are covered by a “legal hold” initiated by the
Legal Division.

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17. VISUAL BRANDING
• Synergy staff must use brand logo and trademarks appropriately.

• Any alteration in colour, aspect of the logo or tag lines is not allowed.
• Template of the official background shall strictly follow the visual style guidelines of
the company.
• Superimposing of brandmark over photocopy is not allowed.
• Any content with the brandmark has legal implications, so their use shall be limited
to official purposes only.

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Section 2
• Office staff
• Consultant and contractors

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18. PROFESSIONAL CONDUCT AT WORKPLACE
Following will be considered serious misconduct at workplace and will result in disciplinary
actions:
• Absence from work without informing your supervisor in charge.

• Habitual absence without applying for or securing sanctioned leave or absence
without leave for more than ten consecutive days or overstaying the sanctioned
leave without sufficient grounds or satisfactory explanation.
• Wilful slowing down of work in performance of work or abetment or instigation
thereof.
• Theft, fraud, or dishonesty in connection with company’s property or business.
• Refusal or failure to comply with Company’s instruction to work in shifts and/ or in
other sections or divisions or any other place of business of the Company when so
transferred or required to do so.
• Changing working place without orders or wandering away from assigned place of
duty during working hours.
• Sleeping while on duty.
• Wilful insubordination (including refusal or failure to perform work assigned) or
disobedience, whether in combination with another or any lawful or reasonable
orders of a supervisor
• Refusal to accept a charge sheet, warning, memorandum, or any other
communication issued by the management.

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19. INDIVIDUAL CONDUCT AT WORKPLACE
Below mention conducts are intolerable at workplaces:
• Assaulting colleagues at or away from workplace.

• Any act of violence at workplace.
• Unauthorized possession of any lethal weapon in the Company premises.
• Fighting or attempting bodily injury to another employee of the Company
• Use of profane or abusive language to a supervisor or a fellow employee.
• Exhibiting intimate relationship with colleague within work premises
A close personal relationship is defined as a relationship between individuals who have or

have had a continuing relationship of a romantic or intimate nature.
• Discouragement of close personal relationships: Our company discourages close

personal relationships in the workplace or with partners and beneficiaries of our
programs.

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• Ship personnel

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20. Conduct While at Sea

(For Seafarers, contractors, and company representatives)
Punctuality is very important both for the efficient operation of the ship and to avoid
putting extra work on others. This is true of joining the vessel at the time appointed,
returning from shore leave, reporting for watch-keeping duty and all other work.
Absence at the time of sailing, in particular, may seriously delay the ship or even
prevent her sailing until a replacement is found.
Duties. Every seafarer should carry out their duties efficiently to the best of their ability.
Seafarers have a right to be told clearly what their duties are and to whom they are
responsible for carrying them out; if in doubt, they should ask. Seafarers must also
obey reasonable commands and instructions.
Treatment of accommodation. The ship is both a seafarer’s place of work and home.
Therefore, both personal and shared facilities and accommodation should be used
appropriately with consideration for others.
Behaviour towards others. A person’s anti-social behaviour can be a nuisance to others on

board. In extreme circumstances, it can also place the ship and the crew at risk of
danger. Such behaviour includes but is not limited to excessive noise, abusive
language, harassment, bullying, aggressive attitudes and offensive personal habits.
Seafarers should also be considerate towards those who need to sleep whilst others
are awake.
Conduct in emergencies. In any emergency or other situation in which the safety of the ship
or of any person on board or the marine environment is at stake, the Master, Officers
and Petty Officers are entitled to look for immediate and unquestioning obedience of
orders. There can be no exceptions to this rule. Failure to comply will be treated as
among the most serious of breaches of discipline.

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21. SERIOUS MISCONDUCT
The Company considers the following to be serious acts of misconduct to have been
committed, that may lead to dismissal from the ship if proved, to the reasonable satisfaction
of the Master:
• Assault
• Wilful damage to the ship or any property on board, or unauthorised disposal of
Ship’s property for personal gain.
• Theft or possession of stolen property.
• Unauthorized possession of stolen property.
• Persistent or willful failure to perform duty.
• Conspiring with others at sea to impede the progress of the voyage or Navigation of
the ship.
• To be asleep on duty or failure to remain on duty if such conduct would prejudice
the safety of the ship or any person on board.
• Failure to report to work without satisfactory reason or absence from place of duty
or from the ship without leave.
• Breach of company rules and procedures relating to alcohol, drugs or smoking.
• While dealing with cases of serious misconduct, the relevant CBAs. Other related
union agreements and flag state requirements shall be duly consulted and complied.
• Intimidation, coercion, and/or interference with the work of other employees.
• Behaviour that seriously detracts from the safe and/or efficient working of the ship.
• Misconduct of a sexual nature, or other misconduct based on sex, affecting the
dignity of women or men at work that is unwanted, unreasonable, and offensive to
the recipient.
• Causing or permitting unauthorised persons to be on board the ship whilst at
sea.
• Repeated acts of misconduct of a lesser degree after one or more warnings
have been issued.
• Abetting or conniving with others to smuggle or mis-declaration of, or failure.
to declare articles leading to seizure and/or fine to the vessel.
• Desertion or assisting others to desert.
• Being left behind by the vessel.

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Section 4
• Ship personnel
• Office Staff

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22. VIOLATION OF CODE
Crew members are reiterated on their obligation to report any violation of company policy.
As much as possible, the confidentiality of anyone reporting a violation of any company
policy will be maintained. However, identity may have to be disclosed to conduct a
thorough investigation, to comply with the law, and to provide accused individuals their
legal rights of defence. Synergy will not retaliate against anyone who makes a good faith
report of a possible violation.
Reporting to be carried out to Director.
Name: XXXXX
Contact Details: XXXX
Violations of any magnitude in compliance of policy will result in disciplinary action as per
the just culture and may result in dismissal from organization or legal action against the
convicted party.

SMM Manual - 25-Mar-21

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SMM Manual - 25-Mar-21

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SHIP MANAGEMENT MANUAL

SHIP MANAGEMENT MANUAL

SHIP MANAGEMENT MANUAL

Synergy Maritime Private

Head of Ship Management Team

This publication is the property of Synergy Group. No part of this publication is to be

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Chapter Page Rev. No. Date

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Chapter Page Rev. No. Date

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Chapter Page Rev. No. Date

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Chapter Page Rev. No. Date

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Chapter Page Rev. No. Date

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Chapter Title Revision Revision Date

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AOH After Office Hours

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Accidents Accident is an uncontrolled or unplanned event or consequence of

Controlled Any document issued which has been uniquely identified as a

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Incident An incident is an accident, near miss or dangerous occurrence.

Note: An injury is classified as an LWC if the individual is discharged

Major Non- Major Non-Conformity means an identifiable deviation that poses a

Medical This is any work-related loss of consciousness (unless due to ill

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▪ Any surgical treatment

▪ MTC’s exclude the following

Non-conformity Means an observed situation where objective evidence indicates the

Objective Quantitative or Qualitative information, records, or statements of

Observation A statement of fact made during a Safety Management Audit and

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Restricted Work This is an injury which results in an individual being unable to

Safety Records Documented evidence of actions taken to achieve the standards

TRCs = LTIs + RWCs + MTCs

Work Injury This is any sign or symptom of physical damage or impairment to

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(This section is specific to Synergy Maritime Pvt.Ltd.)

Types of vessels operated by the company on behalf the owners are:

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1.2.2 EXTERNAL ISSUES

Ship and Shore Staff:

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▪ Contribute to the wellbeing and progress of community by promoting and

• Leverage our global understanding and domain expertise to cater to

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Safety is our business as well as our commitment and future. It is paramount in

We believe in empowering people with courage, freedom and confidence to take

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1.7 MAIN PROCESSES

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