001 IMSM Integrated Management System Manual 30-09-22

Prime Tanker Management Inc.
Prime Gas Management Inc.
Manual Code: IMSM (001)
INTEGRATED
MANAGEMENT SYSTEM MANUAL
Authorized by
Chief Operating Officer (COO)
George A. Kouleris
DOCUMENT CONTROL
No part of this document may be reproduced, utilised, stored in any retrieval system or transmitted in any
form or by any means, electronic or mechanical, including photocopying, recording or by any information,
storage or retrieval system without the permission of Prime Tanker Management Inc and Prime Gas
Management Inc.
Integrated Prime Tanker Management Inc.
GENERAL
Management Prime Gas Management Inc.
System Manual Revision: 18
(001) GENERAL
Eff. Date: 30/09/2022
RECORD OF AMENDMENTS
Amendment Date Position /
Section / Page No. Date Issued Initials
Number Amended Rank
All CHAPTERS
00 Newly issued 01/03/2016 N/A CAC S&Q Mgr
Manual
Chapters Amended
01-04-05-07-08
01 Appendix B 01/03/2016 30/09/2016 CAC S&Q Mgr
Appendix C
Appendix E
Chapters Amended
06
Appendix B-1
02 Appendix B-2 01/03/2016 28/02/2017 CAC S&Q Mgr
Appendix C
Appendix E
Appendix K
Appendix L
Chapters Amended
06-07
Appendix B-1
Appendix C
Appendix E
Appendix K
Appendix A (2)
Appendix A-1 (3)
Appendix B-1
Additional Appendix B-2
version numbers Appendix C
added due to Appendix D (2)
migration in Appendix F (2)
Danaos ERP Appendix G (2)
( no actual Appendix H (2)
change) Appendix I (2)
Appendix J (2)
Appendix K (4)
Appendix L (3)
Page 1 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022
RECORD OF AMENDMENTS
Number Amended Rank
The IMSM MANUAL (001) was re-issued in order to become aligned with the new versions of the
ISO STANDARDS i.e ISO 9001:2015 & ISO 14001:2015
The structure of the Manual (CHAPTERS 4-10) has been totally re-issued with Version 0.
Chapters Amended
00 01-02-03-04-05 30/11/2017 N/A CAC S&Q Mgr
06-07-08-09-10
Amended Appendices
03 Appendix A
04 Appendix A-1
04 Appendix B-1
04 Appendix B-2
05 Appendix C
03 Appendix D
04 Appendix E 01/03/2016 30/11/2017 CAC S&Q Mgr
03 Appendix F
03 Appendix G
03 Appendix H
03 Appendix I
03 Appendix J
04 Appendix K
04 03 Appendix L
New Appendices
00 Appendix M
00 Appendix N
00 Appendix O
00 Appendix P
00 Appendix Q
00 Appendix R 30/11/2017 N/A CAC S&Q Mgr
00 Appendix S
00 Appendix T
00 Appendix U
00 Appendix V
00 Appendix W
Page 2 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Number Amended Rank
Chapters Amended
Reissuance all Policies
05 with date 07/02/2018 01/03/2016 31/03/2018 CAC S&Q Mgr
( date of 2017 Annual
MRM)
Appendices Amended
Appendix B-1
Appendix C
Appendix E
Chapters Amended
03-04-05-
06-07-08-
09-10
Appendix C-E 01/03/2016 31/05/2019
Re-issuance of all
Policies
Appendices F-W
with date 31/05/2019
New Policies
Appendix X
Shipboard Whistle-
07 blowing Policy
Appendix Y
Computer, E-mail
&Internet Policy
Appendix B-1 31/05/2019 N/A CAC S&Q Mgr
Shore-Based Organogram
PRIME TANKER
Appendix B-2
Shore-Based Organogram
PRIME GAS
Page 3 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Number Amended Rank
Chapters Amended
Chapter 03
Chapter 05
Chapter 07
01/03/2016 30/09/2019 CAC S&Q Mgr
Appendix A
Appendix A-1
Appendix C
Appendix E
POLICIES
Transferred from
Office Manual (008)
Appendix X-1-
Office Whistle Blowing
Policy 31/05/2019 N/A CAC S&Q Mgr
Appendix Z-1
08 Mobile Phone Use
Policy
NEW POLICIES
Appendix Z-2
Annual Bonus Policy –
Office
Appendix Z-3
Bonus Policy-Prime 30/09/2019 N/A CAC S&Q Mgr
Excellence Award –
Office
Appendix Z-4
Employee Suggestion
Policy
Page 4 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Number Amended Rank
Appendices Amended
APPENDIX B1-
APPENDIX B2-
APPENDIX C
APPENDIX E
09 & ALL 29/02/2020 CAC S&Q Mgr

COMPANY POLICIES 01/03/2016
Appendices F-W
Appendices X, X-1,Y,
31/05/2019
Z-1
Removed/ Transferred
31/09/2019
Z-2, Z-3, Z-4
Chapters Amended
General-Contents
Chapters 1 to 10
10 01/03/2016 31/08/2020 CAC S&Q Mgr
Appendices
A-A1-C
E-F-G-H-O
Chapters Amended
05-07
11 Appendices Amended 01/03/2016 31/10/2020 CAC S&Q Mgr
B-1 & B-2
Appendix C
Chapters Amended
12 01-02-03-04 01/03/2016 31/01/2021 CAC S&Q Mgr
06-07-08-10
Appendix B-1
Appendix B-2
Appendix C
Appendix E
Appendix G
Appendix J
01/03/2016 30/04/2021
Appendix K
Appendix L
13 Appendix M CAC S&Q Mgr
Appendix V
Chapter 5
Chapter 7
NEW POLICIES N/A
Z-2 30/04/2021
Z-3
Page 5 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Number Amended Rank
Chapters Amended
Amendments Record -
Contents
Chapter 01
Chapter 02
Chapter 03
Chapter 04
Chapter 05
Chapter 06
Chapter 07 01/03/2016
Chapter 08
Chapter 09
Chapter 10
Appendix A 30/11/2021
Appendix A-1
Appendix B-1
14 Appendix B-2 CAC S&Q Mgr
Appendix C
Amended Policies
Appendix S
Appendix T 30/11/2017
Appendix Y
Cancelled Policies
Appendix M
30/11/2017
Appendix N
New Policies
Appendix Z-4
30/11/2021 N/A
Appendix Z-5
Appendix Z-6
Page 6 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Number Amended Rank
All POLICIES
Re-issued after Annual
Management Review
01/03/2016
Meeting
15 Appendices 28/02/2022 CAC S&Q Mgr
F to Y
Z-2 to Z-3 30/04/2021
Z-4 to Z-6 30/11/2021

Appendix C
Appendix E
Appendix Y
16 Appendix Z-4 01/03/2016 30/04/2022 CAC S&Q Mgr
Chapter 3
Chapter 5
Chapter 7
17 Appendix C 01/03/2016 31/05/2022 CAC S&Q Mgr
Appendix C
Appendix E
Chapter 3 01/03/2016
18 Chapter 5 31/09/2022 CAC S&Q Mgr
Chapter 7
Appendix X
31/05/2019
Page 7 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022
CONTENTS
CHAPTER No Title Issue Issue

Status Date
GENERAL : 18 30/09/2022
Record of Amendments & Contents
CHAPTER 01 Scope 4 30/11/2021
CHAPTER 02 Normative References 3 30/11/2021
CHAPTER 03 Terms & Definitions 7 30/09/2022
CHAPTER 04 Context of the Company 4 30/11/2021
CHAPTER 05 Leadership 8 30/09/2022
CHAPTER 06 Planning 5 30/11/2021
CHAPTER 07 Support 10 30/09/2022
CHAPTER 08 Operation 5 30/11/2021
CHAPTER 09 Performance Evaluation 4 30/11/2021
CHAPTER 10 Improvement 5 30/11/2021
Page 8 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Status Date
Appendix A Correspondence between ISO 9001:2015, ISO 6 30/11/2021
27001:2013, ISO 14001:2015, ISO 50001:2018, ISO
45001:2018 and ISM Code
Appendix A-1 Correspondence between ISO 9001:2015, ISO 7 30/11/2021
27001:2013, ISO 14001:2015, ISO 50001:2018, ISO
45001:2018 and ISM
Appendix B-1 Shore Based Organization Structure- Prime Tanker 10 08/11/2021
Appendix B-2 Shore Based Organization Structure –Prime Gas 10 08/11/2021
Appendix C Shore Based Personnel Responsibilities and 16 30/09/2022
Authorities
Appendix D Shipboard Organizational Structure 03 30/11/2017
Appendix E Shipboard Personnel Responsibilities and Authorities 12 30/09/2022
Appendix F Safety- Health- Quality Policy Statement 07 28/02/2022
Appendix G Environmental Protection & Energy Efficiency Policy 08 28/02/2022
Statement
Appendix H Drug and Alcohol Policy Statement 07 28/02/2022
Appendix I Master Ultimate Authority Policy Statement 06 28/02/2022
Appendix J Security Policy Statement 07 28/02/2022
Appendix K Mission Statement 08 28/02/2022
Appendix L Vision Statement 07 28/02/2022
Appendix M Cancelled :Cyber Security Policy
(Replaced by Information Security Policy in Amendment
Process 30/11/2021)
Appendix N Cancelled : Removable Media Policy
(Incorporated in Information Security Policy in
Amendment Process 30/11/2021)
Appendix O Corporate Social Responsibility 04 28/02/2022
Appendix P Anti-bribery Policy 03 28/02/2022
Appendix Q Anti-bullying Policy 03 28/02/2022
Appendix R Sexual Harassment Policy 03 28/02/2022
Appendix S Social Media Policy 04 28/02/2022
Appendix T CCTV Policy 04 28/02/2022
Appendix U Company Travel Policy 03 28/02/2022
Appendix V Office Building Security Policy 04 28/02/2022
Appendix W General Data Protection Policy 03 28/02/2022
Appendix X Shipboard Whistle-Blowing Policy 03 30/09/2022
Appendix X-1 Office Whistle Blowing Policy 03 28/02/2022
Appendix Y Computer, E-Mail & Internet Usage 04 30/04/2022
Appendix Z-1 Mobile Phone Use Policy – Office 03 28/02/2022
Appendix Z-2 Workplace Violence Prevention Policy 02 28/02/2022
Appendix Z-3 Remote Work Conduct Policy 02 28/02/2022
Appendix Z-4 Information Security Policy 02 30/04/2022
Appendix Z-5 Clear Desk and Clear Screen Policy 01 28/02/2022
Appendix Z-6 Information Classification Policy 01 28/02/2022
Page 9 of 10
GENERAL
(001) GENERAL
Eff. Date: 30/09/2022

Status Date
Page 10 of 10
Prime Tanker Management Inc. APPENDIX A
Integrated
System Manual CORRESPONDENCE BETWEEN ISO 9001:2015, Revision: 06
(001) ISO 14001:2015, ISO 27001:2013,ISO 45001:2018, ISO 50001:2018 & Eff. Date: 30/11/2021
ISM CODE
ISM ISO
Description ISO 9001 ISO 14001 ISO 45001 ISO 50001
27001
Scope 1 1 1 1 1 1
Normative references - 2 2 2 2 2
Terms and definitions - 3 3 3 3 3
Context of the company / Understanding the company - 4 4 4 4 4
and its context / Understanding the needs and
expectations of interested parties
1 4.3 4.3 4.3 4.3 4.3
Energy – Environmental – OH & S – Quality –
Information Security Management system requirements
General requirements / Information Security 1 4.4 4.4 4.4 4.4 4.4

Management System
Hazard Identification, Risk Assessment, Risks & 1.2.2 6.1 6.1 6.1 6.1 6.1
Opportunities
Emergency Preparedness 8 8 8.2 - 8.2 -
Management responsibility ( Leadership) 3 5 5 5 5 5
Top management – Management commitment- 3, 4, 5 and 5.1& 7.1 5.1& 7.1 5.1& 7.1 5.1& 7.1 5.1&7.1
resources, roles responsibility and authority 6
Management representative –Responsibility-resources, 3, 4 and 5 5.3 5.3 5.3 5.3 5.3
roles –responsibility and authority
Safety-Health-Energy-Quality –Environmental – 2 5.2 5.2 5.2 5.2 5.2
Information Security Policy
Planning - 6 6 6 6 6
General–objectives– determination of requirements 1.2 6.2 6.2 6.2 6.2 6.2
related to the product
Legal requirements and other requirements - 1.2.3 8.2 6.1.3 4.2 6.1.3 9.1.2
determination of requirements related to the product-
design and developments inputs – Compliance
obligations
Energy review – Environmental aspects- Quality - 6.1 6.1.2 6.1.2 & 6.1.2 6.4
review- 8.2, 6.1.3
Hazard Identification and Assessment of Risks and & 8.3
Opportunities
Energy baseline - - - - - 6.6
Energy performance indicators (EnPIs) - - - - - 6.5
Energy objectives, targets, management and action 1.2 6.2 6.2 6.2 6.2 6.2
plans- Quality objectives – Environmental & Health
targets and programs- Safety objectives & targets
Implementation and operation and product realization 7 7&8 7&8 8 7&8 7&8
General-Operational control – control of production 7 8.1 8.1 8.1 8.1 8.1
Competence, training and awareness 6, 6.5, 6.7 7.2 & 7.3 7.2 & 7.3 7.2 & 7.3 7.2 & 7.3 7.2 &7.3
Communication / Participation & Consultation 6.3 and 7 7.4 7.4 7.4 7.4 7.4
Documentation requirements / Documented 11 7.5 7.5 7.5 7.5 7.5
Information
Control of documents 11 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3
Operational control –control of production and service 7 8.1 8.1 8.1 8.1 8.1
provision
Design and development - 8.3 - - - 8.2
Procurement of energy services, products, equipment - -
7 8.4 8.1.4 8.3
and energy, OH&S Products and Services-Purchasing
Checking-Measurement and analysis and improvement 10 9.1 & 10 9.1 & 10 9.1 & 10 9.1 & 10 9.1 & 10
Evaluation and compliance with legal requirements and 1.2.3 and 8.2.2 9.1.2 - 9.1.2 9.1.2
other requirements 13-16
Page 1of 2
Prime Tanker Management Inc. APPENDIX A
Integrated
System Manual CORRESPONDENCE BETWEEN ISO 9001:2015, Revision: 06
(001) ISO 14001:2015, ISO 27001:2013,ISO 45001:2018, ISO 50001:2018 & Eff. Date: 30/11/2021
ISM CODE
ISM ISO ISO 50001

Description ISO 9001 ISO 14001 ISO 45001
27001
Internal audit –Internal audit of EnMS 12 9.2 9.2 9.2 9.2 9.2
Incidents, Non-conformities-Corrective and Preventive 9 8.7 &10.2 10.2 10.1 10.2 10.1
Actions
Control of nonconforming product - 8.7 - - - -
Control of records 11 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3
Management review 12.2 9.3 9.3 9.3 9.3 9.3
Input to management review - 9.3.2 9.3 9.3 9.3 9.3
Output from management review - 9.3.3 9.3 9.3 9.3 9.3
7.1.3 -
Infrastructure & Work Environment
7 & 10 & - 7.1 -
7.1.4
Customer Communication - 8.2.1 - - - -
Customer Focus - 5.1.2 - - - -
Identification and Traceability - 8.5.2 - - - -
Customer Property - 8.5.3 - - - -
Preservation - 8.5.4 - - - -
Control of Monitoring & Measuring Devices 9.1 - - - -
-
Statement of applicability 6.1.2
Page 2of 2
Revision 07
Eff.Date:30/11/2021
REFERENCE TO INTEGRATED MANAGEMENT SYSTEM

Description ISM ISO 9001 ISO 14001 ISO 50001 ISO 45001 ISO-27001 IMSM
PRO Procedure ISMS - 002A EMP SAF NAV MTN OFF CM ENV
Chapter
Scope 1 1 1 1 1 1 1
Normative references - 2 2 2 2 2 2
Terms and definitions - 3 3 3 3 3 3
Context of the company / Understanding the company and its 4 4 4 4 4
context / Understanding the needs and expectations of interested - 4
parties
Energy – Environmental – OH&S - Quality Management system 4.3 4.3 4.3 4.3 4.3
1 4.3 / 7.5.2
requirements -- Management System
General requirements 1 4.4 4.4 4.4 4.4 4.4 4.4
Hazard Identification, Risk Assessment, Risks & Opportunities 1.2.2 6.1 6.1 6.1 6.1 6.1 6.1 28
8 8.2 - 8.2 -
Emergency Preparedness 8 8.2 ALL ALL
Management responsibility 3 5 5 5 5 5 5
Top management – Management commitment-resources, roles 5.1 & 7.1 5.1 & 7.1 5.1&7.1 5.1& 7.1 5.1 & 7.1
3, 4, 5 and 6 5.1/ 7.1
responsibility and authority
5.3 5.3 5.3 5.3 5.3 5.3 & APP.
Management representative –Responsibility-resources, roles 3, 4 and 5 B,C,D,E & 20, 21, 22
–responsibility and authority 7.1.2
5.2 5.2 5.2 5.2 5.2
Safety-Health-Energy-Quality –Environmental - Information 5.2 & APP.
2
Security Policy F-U
Planning - 6 6 6 6 6 6 24, 25, 26
General–objectives– determination of requirements related to the 6.2 6.2 6.2 6.2 6.2
1.2 6.2 19 ALL ALL
product
8.2 6.1.3 9.1.2 6.1.3 4.2
Legal requirements and other requirements - determination of
requirements related to the product-design and developments 1.2.3 8.2 / 6.1.3 19 ALL
inputs – Compliance obligations
Energy review – Environmental aspects- Quality review--Hazard 6.1 6.1.2 6.4 6.1.2 6.1.2 & 8.2,
identification and assessment of risks and opportunities-- Risk - 6.1.3 & 8.3 6.1 25, 26, 28
Assessment
Energy baseline - - - 6.6 - - 6.1 & 6.2 26
Energy performance indicators (EnPIs) - - - 6.5 - - 6.1 26
Objectives, targets, management and action plan 1.2 6.2 6.2 6.2 6.2 6.2 6.2 25, 26
Implementation and operation and product realization 7 7&8 7&8 7&8 7&8 8 7&8 ALL ALL ALL ALL ALL ALL ALL
General-Operational control – control of production 7 8.1 8.1 8.1 8.1 8.1 8.1 ALL ALL ALL ALL ALL ALL ALL
Competence, training and awareness 6, 6.5, 6.7 7.2 & 7.3 7.2 & 7.3 7.2 &7.3 7.2 & 7.3 7.2 & 7.3 7.2 / 7.3 20, 21, 22, 23 SECT. 10
Communication / Participation & Consultation 6.3 and 7 7.4 7.4 7.4 7.4 7.4 7.4 7, 12, 13, 14, 22 ALL ALL
Documentation requirements / Documented Information 11 7.5 7.5 7.5 7.5 7.5 7.5 1
Control of documents 11 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3 1
8.1 8.1 8.1 8.1 8.1 5, 9, 13, 14, 15,
7 8.1 ALL ALL ALL ALL ALL ALL ALL
Operational control –control of production and service provision 16, 22
Design and development - 8.3 - 8.2 - - 8.3
Procurement of energy services, products, equipment and energy- - 8.1.4 -
7 8.4 8, 9, 22
OH&S products and services- Purchasing 8.4 8.3
9.1 & 10 9.1 & 10 9.1 & 10 9.1 & 10 9.1 & 10 10, 11, 12, 15,
Checking-Measurement and analysis and improvement 10 9.1 /10
17,18, 25, 26
Evaluation and compliance with legal requirements and other 8.2.2 9.1.2 9.1.2 9.1.2 -
1.2.3 and 13-16 8.2.2 /9.1.2 2, 5, 16, 22, 25
requirements
Internal audit –Internal audit of EnMS 12 9.2 9.2 9.2 9.2 9.2 9.2 10, 17
Incidents, Non conformities-Corrective and preventive actions 9 8.7 & 10.2 10.2 10.2 10.2 10.1 10.2 11,13, 14 SECT.2 SECT. 3
Control of nonconforming product 8.7 - - - - 8.7 2,16,17
Control of records 11 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3 7.5.3. 02,11, 12.13
Management review 12.2 9.3 9.3 9.3 9.3 9.3 9.3 11, 12
Input to management review - 9.3.2 9.3 9.3 9.3 9.3 9.3.1 11, 12
Output from Management Review 9.3.3 9.3 9.3 9.3 9.3 9.3.1 11, 12
Infrastructure & Work Environment 7 & 10 7.1.3 & 7.1.4 - - 7.1 - 7.1.3 /7.1.4 6, 22 ALL ALL ALL
Customer Communication - 8.2.1 - - - - 8.2.1 15 SEC 8,13
Customer Focus - 5.1.2 - - - - 5.1.2 15, 19
Identification and Traceability - 8.5.2 - - - - 8.5.2 3
Cutomer Property - 8.5.3 - - - - 8.5.3 15, 19 ALL ALL
Preservation - 8.5.4 - - - - 8.5.4 ALL ALL ALL
Control of Monitoring & Measuring Devices - 9.1 - - - - 9.1 18
Statement of Applicability - - - 6.1.2 APPENDIX_A
Rev. 6 Issue date: 8/11/2021
EXECUTIVE COMMITTEE
Stathis Topouzoglou
TANKER, GAS Michael Chalkias
George Kouleris
Joseph Tzardis
CEO Stathis Topouzoglou

CoCEO Michael Chalkias
Chief Operating Officer(COO)

George Kouleris
Chief Administration Officer -CAO DPA
Sofia Ralli
Vessels
HR & ICT Manager Chief Financial Officer – CFO Chief Commercial Officer - CCO Chief Sustainability Deputy COO Legal & Insur. Manager Corporate Counsel
Tilemahos Poulis Michael Chalkias Joseph Tzardis Officer Frantzeskos Kontos George Papathanasiou G. Panagiotopoulos
Stavros Niotis G. Emmanouil Chara Vezou
K. Mondanou
Treasury Accounting Fin. Rep. & Financial Chartering Tanker Gas Oper. S&Q CSO Vetting Crewing Training Envir. & Technical
Mgr. Mgr. Controlling Plan. Mgr. Mgr. Oper. Mgr. Mgr. Mgr. Mgr. Mgr. Mgr. Energy Mgr.
Mgr. Perform.
Mgr.
Executive Assistant Claims Mgr.
Kathryn Androus
Purchasing Projects
HR Assistant
E. Charalampopoulou Mgr. Mgr.
Secretaries
Const. Chatzianagnostou
Evangelia Lepenioti
Niki Xydona
Maria Myrisklavou
Page 1 from 4 Control
Theodora Deliyanni
Coordination
ICT Support ICT Development Treasury Mgr. Accounting Mgr. Financial Reporting & Financial Planning Mgr. Chartering Mgr.
Manager Head Sofia Ralli Efi Pavlou Controlling Manager Miltos Zakkas Joseph Tzardis
Vassilis Korres E. Papadakis Vicky Tsitziloni
ERP Treasurer Payroll/Statutory Financial Reporting & Charterer

ICT Administrator Finance Analyst Claims Mgr.
Administrator Filio Konstantinidi Coordinator Controller George Vourlidis
Alexandros Ladas Christianna Voudouri Angelos Zymvragoudakis
Fotini Ozboursali Katerina Kakloudi Fotis Petrakis Sarantos Lagoumtzis
ICT Sec. Engineer
Treasury Assistant Johnny Damaskos
Michalis Pasialis Payroll Assistant
Chryssa Kechagia Tanker Research Analyst
ICT Engineer Harris Nasiotis
Thanos Athanasoulis S. Lazou
Anton. Margaritis Stavroula Bizou
George Bras
Claims Analysts
Sofia Kouleri
Voyage Accounting
Antigoni Chatzidaki
Coordinator
Jenny Doskori
Voyage Accounting
Assistant
Artemis Papanikolaou
Stelios Christofis
Thanos Athanasoulis
Mina Syrigou
Invoicing Assistant
Chryssa Kechagia
Harris Nasiotis
Chrysanthi
Chatzikranioti

Coordination
Tanker Ops. Mgr. Gas Ops. Mgr. S&Q Mgr. CSO Tanker Marine Gas Crew Mgr. Training Mgr. Envir. & Energy
George Gkikas Vassilis Louzis Caterina Kouleri Char. Ligoutsikos &Vetting Mgr. Marine&Vetting G. Moniodis G. Moniodis Performance Mgr.
Konstant. Pathekas Mgr. N. Mikrakis
G. Stroumpoulis
Operator Tankers & Gas Training Center Deputy Training

S&Q Dep. Mgr. Deputy CSO Marine & Vetting Crew Dep. Mgr.
Dim. Ntanos, Mgr. Mgr.
Anastas. Karras Anastas. Karras Superintendent Christos Potaris Envir. & Energy
Stamatis Papageorgiou G. Moniodis Konst. Tripolitis
Ioannis Tiliopoulos Christ. Chatzatoglou Performance
Antonios Aminou Evangel. Kontotasios Engineer
Christos Leivadas Dimitrios Trakakis Ath. Maroulis
Crew Operator
Georg. Katsamanis IMS Coordinator, Chrysost. Valantasis Al. Andreadi
Jenny Tsigra
IMS Internal Chritoforos Moros Instructor Pan. Psycharis
Panag. Exarchos Training Assistant
Auditors Michalis Raisis Grygoriy Zhelyezny
Anastasia Pappa Ath. Bassourakou
Fotini Aspras Dimitrios Totos Vasyl Srebny
Port Ag.&Disbursements Aikat. Somaripa M. Papadopoulou
C. Cranendonk Ioan. Yuliya Hrynchuk
Y. Theoharis Antonakopoulos
Secretary
M. Ntanou Navigation Officer J. Panteleichuk
Dim. Kyriakopoulos Crew Oper. Assist A. Bykova
S&Q Assistant Konst. Karamanos Panag.Tsellos
Assistant Operator Popi Kiki N. Kakloudi
Irene Piperaki E. Karamanou Riga Manning Office
Dimitris Spiliopoulos Pan. Choleva & Training Center
Anastasios Vichos Marine & Vetting Assist. I. Leimane
Lefki Volikaki F. Koldovs
Alkistis Manthou

Coordination
Technical Manager
Marinos Syrigos
Purch.Stores Mgr Purch. Spares Mgr Projects Manager Tanker Flt 1 Mgr. Tanker Flt 2 Mgr. Tanker Flt 3 Mgr. Tanker Flt 4 Mgr.
Vas. Gianopoulos S. Anagnostopoulos Vass. Mavromatis S. Martemyanov Dimitrios Peppas D. Stamatelopoulos
Gas Fleet Emman. Kyriakos
Technical PMS Analyst
Superintendent Efstath. Livieratos
S. Vergis Maria Malamidou Dep. Spares Mgr NB Project Mgr
G. Gogonas Ifigenia Saliverou Technical
Technical Technical Technical
A. Veltsin Superintendent
Superintendent Superintendent Superintendent
Forwarding Coord. K. Arsenis
Ioan. Linardakis A. Loukas Odyss.
Electronics Eng. Christos Strimineas Project Engineer Ilias Pitsios
Anastas. Kouleris K. Mournianakis Karampelas
S. Papadopoulos Sofia Kyritsi Dimos Foutsis A. Zogopoulos
Purch. Stores
Purch. Spares
Operator
Operator
Fotini Theodoritsi Junior Technical
Georgina Avrada Junior Technical Junior Technical Junior Technical
Electrical Evi Antonopoulou Superintendent
Nikolaos Kassos Superintendent Superintendent Superintendent
Superintendent Anna Lazari I. Tserpes
George Tiniakos Char. Kremydas Georgios Filos A. Papakostas
K. Grammatikakis Spyros Ntaountakis Vas. Chountalas
Vas. Karamitros
Afroditi Soumpech
Dimitra Paraschi
Nikoletta Chalari
Tech. Administrator
Alex. Mavioglou
Cost Controller
Eirini Lampiri
Tech.
Administrator
Assistant

Coordination
EXECUTIVE COMMITTEE
Stathis Topouzoglou
TANKER, GAS Michael Chalkias
George Kouleris
Joseph Tzardis
CEO Stathis Topouzoglou

CoCEO Michael Chalkias
Chief Operating Officer(COO)

George Kouleris
Chief Administration Officer -CAO DPA
Sofia Ralli
Vessels
HR & ICT Manager Chief Financial Officer – CFO Chief Commercial Officer - CCO Chief Sustainability Deputy COO Legal & Insur. Manager Corporate Counsel
Tilemahos Poulis Michael Chalkias Joseph Tzardis Officer Frantzeskos Kontos George Papathanasiou G. Panagiotopoulos
Stavros Niotis G. Emmanouil Chara Vezou
K. Mondanou
Treasury Accounting Fin. Rep. & Financial Chartering Tanker Gas Oper. S&Q CSO Vetting Crewing Training Envir. & Technical
Mgr. Mgr. Controlling Plan. Mgr. Mgr. Oper. Mgr. Mgr. Mgr. Mgr. Mgr. Mgr. Energy Mgr.
Mgr. Perform.
Mgr.
Executive Assistant Claims Mgr.
Kathryn Androus
Purchasing Projects
HR Assistant
E. Charalampopoulou Mgr. Mgr.
Secretaries
Const. Chatzianagnostou
Evangelia Lepenioti
Niki Xydona
Maria Myrisklavou
Theodora Deliyanni
Coordination
ICT Support ICT Development Treasury Mgr. Accounting Mgr. Financial Reporting & Financial Planning Mgr. Chartering Mgr.
Manager Head Sofia Ralli Efi Pavlou Controlling Manager Miltos Zakkas Joseph Tzardis
Vassilis Korres E. Papadakis Vicky Tsitziloni
ERP Treasurer Payroll/Statutory Financial Reporting & Charterer

ICT Administrator Finance Analyst Claims Mgr.
Administrator Filio Konstantinidi Coordinator Controller George Vourlidis
Alexandros Ladas Christianna Voudouri Angelos Zymvragoudakis
Fotini Ozboursali Katerina Kakloudi Fotis Petrakis Sarantos Lagoumtzis
ICT Sec. Engineer
Treasury Assistant Johnny Damaskos
Michalis Pasialis Payroll Assistant
Chryssa Kechagia Tanker Research Analyst
ICT Engineer Harris Nasiotis
Thanos Athanasoulis S. Lazou
Anton. Margaritis Stavroula Bizou
George Bras
Claims Analysts
Sofia Kouleri
Voyage Accounting
Antigoni Chatzidaki
Coordinator
Jenny Doskori
Voyage Accounting
Assistant
Stelios Christofis
Thanos Athanasoulis
Mina Syrigou
Invoicing Assistant
Chryssa Kechagia
Harris Nasiotis
Chrysanthi
Chatzikranioti

Coordination
Tanker Ops. Mgr. Gas Ops. Mgr. S&Q Mgr. CSO Tanker Marine Gas Crew Mgr. Training Mgr. Envir. & Energy
George Gkikas Vassilis Louzis Caterina Kouleri Char. Ligoutsikos &Vetting Mgr. Marine&Vetting G. Moniodis G. Moniodis Performance Mgr.
Konstant. Pathekas Mgr. N. Mikrakis
G. Stroumpoulis
Operator Tankers & Gas Training Center Deputy Training

S&Q Dep. Mgr. Deputy CSO Marine & Vetting Crew Dep. Mgr.
Dim. Ntanos, Mgr. Mgr.
Anastas. Karras Anastas. Karras Superintendent Christos Potaris Envir. & Energy
Stamatis Papageorgiou G. Moniodis Konst. Tripolitis
Ioannis Tiliopoulos Christ. Chatzatoglou Performance
Antonios Aminou Evangel. Kontotasios Engineer
Christos Leivadas Dimitrios Trakakis Ath. Maroulis
Crew Operator
Georg. Katsamanis IMS Coordinator, Chrysost. Valantasis Al. Andreadi
Jenny Tsigra
IMS Internal Chritoforos Moros Instructor Pan. Psycharis
Panag. Exarchos Training Assistant
Auditors Michalis Raisis Grygoriy Zhelyezny
Anastasia Pappa Ath. Bassourakou
Fotini Aspras Dimitrios Totos Vasyl Srebny
Port Ag.&Disbursements Aikat. Somaripa M. Papadopoulou
C. Cranendonk Ioan. Yuliya Hrynchuk
Y. Theoharis Antonakopoulos
Secretary
M. Ntanou Navigation Officer J. Panteleichuk
Dim. Kyriakopoulos Crew Oper. Assist A. Bykova
S&Q Assistant Konst. Karamanos Panag.Tsellos
Assistant Operator Popi Kiki N. Kakloudi
Irene Piperaki E. Karamanou Riga Manning Office
Dimitris Spiliopoulos Pan. Choleva & Training Center
Anastasios Vichos Marine & Vetting Assist. I. Leimane
Lefki Volikaki F. Koldovs
Alkistis Manthou

Coordination
Technical Manager
Marinos Syrigos
Purch.Stores Mgr Purch. Spares Mgr Projects Manager Tanker Flt 1 Mgr. Tanker Flt 2 Mgr. Tanker Flt 3 Mgr. Tanker Flt 4 Mgr.
Vas. Gianopoulos S. Anagnostopoulos Vass. Mavromatis S. Martemyanov Dimitrios Peppas D. Stamatelopoulos
Gas Fleet Emman. Kyriakos
Technical PMS Analyst
Superintendent Efstath. Livieratos
S. Vergis Maria Malamidou Dep. Spares Mgr NB Project Mgr
G. Gogonas Ifigenia Saliverou Technical
Technical Technical Technical
A. Veltsin Superintendent
Superintendent Superintendent Superintendent
Forwarding Coord. K. Arsenis
Ioan. Linardakis A. Loukas Odyss.
Electronics Eng. Christos Strimineas Project Engineer Ilias Pitsios
Anastas. Kouleris K. Mournianakis Karampelas
S. Papadopoulos Sofia Kyritsi Dimos Foutsis A. Zogopoulos
Purch. Stores
Purch. Spares
Operator
Operator
Fotini Theodoritsi Junior Technical
Georgina Avrada Junior Technical Junior Technical Junior Technical
Electrical Evi Antonopoulou Superintendent
Nikolaos Kassos Superintendent Superintendent Superintendent
Superintendent Anna Lazari I. Tserpes
George Tiniakos Char. Kremydas Georgios Filos A. Papakostas
K. Grammatikakis Spyros Ntaountakis Vas. Chountalas
Vas. Karamitros
Afroditi Soumpech
Dimitra Paraschi
Nikoletta Chalari
Tech. Administrator
Alex. Mavioglou
Cost Controller
Eirini Lampiri
Tech.
Administrator
Assistant

Coordination
Integrated Prime Tanker Management Inc. APPENDIX C
Management System Prime Gas Management Inc.
Manual SHORE BASED PERSONNEL Revision: 17
(001) Eff. Date: 30/09/2022
RESPONSIBILITIES & AUTHORITIES
Contents
1. CHIEF OPERATING OFFICER (COO) AND DEPUTY CHIEF OPERATING OFFICER
(DCOO).................................................................................................................................................. 4
2. DESIGNATED PERSON ASHORE (DPA) & ALTERNATE DPA .......................................... 6
3. OPERATIONS DEPARTMENT ................................................................................................. 8
3.1 Operations Manager ................................................................................................................ 8
3.2 Tanker & Gas Operator .......................................................................................................... 11
3.3 Head of PAs & DAs Controller .............................................................................................. 13
3.4 PAs & DAs Controller ............................................................................................................ 15
3.5 Operator Assistant .................................................................................................................. 16
3.6 Responsibilities During Absences in Operations Department.............................................. 16
4. TECHNICAL DEPARTMENT ................................................................................................. 17
4.1 Technical Manager and Deputy Technical Manager .............................................................. 17
4.2 Fleet Manager ......................................................................................................................... 19
4.3 Technical Superintendent ....................................................................................................... 21
4.4 Junior Technical Superintendent................................................................................................ 23
4.5 PMS Analyst .......................................................................................................................... 24
4.6 Services Coordinator .............................................................................................................. 25
4.7 Electronics Engineer ............................................................................................................... 26
4.8 Electrical Superintendent ....................................................................................................... 28
4.9 Technical Administrator ......................................................................................................... 30
4.10 Technical Administrator Assistant ...................................................................................... 31
4.11 Responsibilities During Absences in Technical Department .............................................. 32
5. ENVIRONMENTAL DEPARTMENT ..................................................................................... 33
5.1 Environmental / Energy Performance Manager ..................................................................... 33
5.2 Environmental/ Energy Performance Engineer ...................................................................... 34
5.3 Responsibilities During Absences in Environmental Department ......................................... 34
6. MARINE /VETTING DEPARTMENT..................................................................................... 35
6.1 Marine/Vetting Manager ........................................................................................................ 35
6.2 Marine/Vetting Superintendent .............................................................................................. 39
6.3 Navigation Officer .................................................................................................................. 42
6.4 Marine /Vetting Crew Coordinator......................................................................................... 43
6.5 Marine /Vetting Assistant ....................................................................................................... 45
6.6 Responsibilities during Absences in Marine/Vetting Department ......................................... 45
7. S&Q DEPARTMENT................................................................................................................ 46
7.1 S&Q Manager & Deputy S&Q Manager ............................................................................... 46
7.2 S&Q Coordinator I / IMS internal auditor.............................................................................. 49
7.3 S&Q Coordinator II / IMS Internal Auditor ........................................................................... 52
7.4 S&Q Assistant(s) .................................................................................................................... 55
7.5 Responsibilities During Absences of the S&Q Department ................................................... 56
8. COMPANY SECURITY OFFICER (CSO) /ALTERNATE CSO (A-CSO) ............................ 57
8.1 Responsibilities ....................................................................................................................... 57
8.2 Information Security Responsibilities .................................................................................... 59
8.3 Responsibilities During Absences of the CSO and A-CSO ................................................... 59
9. CREW DEPARTMENT ............................................................................................................ 60
9.1 Crew Manager ........................................................................................................................ 60
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9.2 Crew Operator ........................................................................................................................ 62

9.3 Crew Operator Assistant ........................................................................................................ 64
9.4 Crew MGA Coordinator .......................................................................................................... 65
9.5 Responsibilities during Absences in the Crew Department ................................................... 66
10. TRAINING DEPARTMENT .................................................................................................... 67
10.1 Training Manager ................................................................................................................ 67
10.2 Training Assistant................................................................................................................ 69
10.3 Responsibilities During Absences in the Training Department .......................................... 70
11. PURCHASING DEPARTMENT .............................................................................................. 71
11.1 Spares Section ..................................................................................................................... 71
11.1.1 Purchasing Spares Manager ............................................................................................. 71
11.1.2 Purchasing Spares Operator ............................................................................................ 73
11.2 Stores Section ...................................................................................................................... 75
11.2.1 Purchasing Stores Manager.............................................................................................. 75
11.2.2 Purchasing Stores Operator.............................................................................................. 77
11.3 Forwarding Coordinator ...................................................................................................... 79
11.4 Forwarding Coordinator Assistant ...................................................................................... 81
11.5 Invoice Controller................................................................................................................ 82
11.6 Responsibilities during Absences........................................................................................ 83
12. LEGAL & INSURANCE DEPARTMENT............................................................................... 84
12.1 Legal& Insurance Manager ................................................................................................. 84
12.2 Legal& Insurance Assistants ............................................................................................... 85
12.3 Responsibilities During Absences ....................................................................................... 85
13. PROJECTS DEPARTMENT..................................................................................................... 86
13.1 New Project Manager .......................................................................................................... 86
13.2 New Projects Engineer ........................................................................................................ 88
13.3 Responsibilities During Absences ....................................................................................... 89
14. INFORMATION, COMMUNICATION AND TECHNOLOGY (ICT) DEPARTMENT ....... 90
14.1 ICT Manager ....................................................................................................................... 90
14.2 ICT Support Manager.......................................................................................................... 92
14.3 ICT Development Head....................................................................................................... 94
14.4 ICT Administrator ............................................................................................................... 96
14.5 ERP Administrator .............................................................................................................. 98
14.6 ICT Security Engineer ......................................................................................................... 99
14.7 ICT Engineer (s) ................................................................................................................ 101
14.8 Responsibilities during Absences in the ICT Department ................................................ 102
15. HUMAN RESOURCE DEPARTMENT (HR) ....................................................................... 103
15.1 HR Manager ...................................................................................................................... 103
15.2 HR Assistant ...................................................................................................................... 105
15.3 Responsibilities during Absences in the HR Department ................................................. 106
16. OFFICE ADMINISTRATION ................................................................................................ 107
16.1 Office Administrator ......................................................................................................... 107
16.2 Office Secretaries .............................................................................................................. 107
16.3 Responsibilities during Absences...................................................................................... 108
17. FINANCE DEPARTMENT .................................................................................................... 109
17.1 Chief Financial Officer ...................................................................................................... 109
17.2 Financial Planning and Analysis Manager ........................................................................ 111
17.3 Financial Reporting & Controlling Manager .................................................................... 113
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17.4 Financial Reporting & Controlling Officer ....................................................................... 115

17.5 Financial Analyst............................................................................................................... 117
17.6 Treasury Manager.............................................................................................................. 118
17.7 Treasurer............................................................................................................................ 120
17.8 Treasury Assistant ............................................................................................................. 121
17.9 Accounting Manager ......................................................................................................... 122
17.10 Payroll –Statutory Compliance Coordinator .................................................................. 124
17.11 Payroll-Statutory Compliance Assistant ........................................................................ 126
17.12 Voyage Accounting Coordinator ................................................................................... 127
17.13 Voyage Accounting Assistant ........................................................................................ 128
17.14 Invoicing Assistant......................................................................................................... 129
18. CONTRACTS MANAGER..................................................................................................... 130
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1. CHIEF OPERATING OFFICER (COO) AND DEPUTY CHIEF OPERATING OFFICER

(DCOO)
Job Summary
Provides the Leadership, Management and Vision necessary to ensure that the Company (Shore based
and Vessels) functions have the proper Operational Controls, Procedures and Systems in place to
effectively and efficiently grow the Organization in alignment with its strategic goals and objectives.
Reporting Line
 Reports to the CEO and CoCEO.
Minimum Qualifications
Academic
 Graduate Degree in a Technical or Business-related field.
 Excellent English and Greek language command.
Professional and Job Experience
 At least five (5) years in a Senior Management role in Shipping Enterprises.
 At least three (3) years of strong operational experience.
Job Competencies
Demonstrates keen insight and application of business policies and
Business Acumen procedures
Decision Making Uses sound judgment to make timely and effective decisions
Resource Coordinates people and materials to maximize productivity and
Management efficiency
Managing Change Effectively implements new methods and systems
Communication Expresses himself/herself effectively, crafts and delivers concise and
informative communications
Delegation Assigns work based on task and skill requirements
Leadership Demonstrates general leadership ability and effectiveness
Managing
Monitors performance providing feedback for improvement as needed
Performance
Strategic Planning Develops strategies to accomplish long-term goals
Innovation Generates creative ideas and perspectives
Problem
Detects errors, gaps, and potential flaws in goals and tasks
Identification
Information Analysis Gathers, organizes, and analyses diverse sources of information
Industry Knowledge Demonstrates an understanding of industry knowledge and trends
Problem Solving Identifies solutions given available information
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Responsibilities - Accountabilities
 Authorized by the Board of Directors to represent them, act and sign on behalf of them.
 Leading the development of the overall goals and strategy for the Company’s functions related to
the Vessels’ operations, maintenance, repair and shipbuilding, environmental protection,
purchasing, safety, quality, security, crewing and crew training, and assuring their effective
implementation by the relevant departments in order to meet the Company’s strategic goals and
objectives. Leading the relative departments and their day-to-day operation.
 Leading the development and implementation on all the above matters of policies, standard
operating procedures and practices, ensuring that the Company complies with all the industry
health, safety, quality and environmental protection regulations, requirements and standards.
 Overseeing the fleets operations, as to safeguard the timely implementation of the charter parties’
provisions and ensure compliance with international, national and industry regulations, standards
and requirements.
 Overseeing the maintenance, repair, shipbuilding and purchasing activities of the company and
approves all processes ensuring their timely implementation maximizes efficiency, technical and
cost effectiveness of the fleets.
 Ensuring the development and smooth implementation and incorporation of the Safety, Quality and
Environmental management systems, and the Company IMS on the vessels and at headquarters.
 Leading the Management Review meeting, the Emergency Response Team and being the
Company’s Spokesmen for the Media.
The Responsibilities outlined above may change and this position may be required to perform other
duties as determined by the needs of the Company.
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2. DESIGNATED PERSON ASHORE (DPA) & ALTERNATE DPA

Job Summary
The Designated Person Ashore monitors the safe operation of each Vessel.
Reporting Line
 Reports to the Chief Operating Officer (COO).
Academic
 Master, Chief Engineer or degree within a relevant field of Management, Engineering or Physical
Science.

 Three (3) years in Senior Level Shipping positions
 Experience in Safety Management elements in compliance with the requirements of the ISM Code.
 Experience as defined in IMO MSC-MEPC.7/Circ.6 Annex par.4
 Very proficient in English (written and spoken)
Job Competencies
Influence Persuades others to a desired result
Communication Expresses himself/herself effectively, crafts and delivers concise
and informative communications
Dependability Performs work in a consistent and timely manner
Ambiguity Tolerance Deals comfortably with unclear situations and problems
Stress Tolerance Handles pressure without getting upset, moody, or anxious
Following Procedures Adheres to directions, policies, and/or legal guidelines
Responsibility Accepts personal accountability for actions regardless of
outcomes
Risk Management Takes appropriate chances to achieve goals while considering
possible negative consequences
Work Ethic Exhibits hard work and diligence
Problem Identification Detects errors, gaps, and potential flaws in goals and tasks
Safety Follows safety precautions and displays safe on-the-job behavior
 Verifying and monitoring the implementation of the Safety Management System in compliance with
the ISM Code.
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 Verifying and monitoring all safety and pollution prevention activities in the operation of each
vessel by monitoring the following internal processes:
 Communication and implementation of the Safety and Environmental Protection Policy;
 Evaluation and review of the effectiveness of the safety management system;
 Reporting and analysis of non-conformities, accidents and hazardous occurrences;
 Organizing and monitoring of Internal Audits including verification of independence and
training of Internal Auditors;
 Appropriate revisions of the SMS;
 Ensuring that adequate resources and shore based support as below, are provided by the
Company:
o Personnel/material resources;
o Any training required;
o Clearly defined and documented responsibility and authority;
o Authority for reporting non-conformities and observations to the highest level of
Management.
 Participating in Management Review Meetings.
 Member of the Emergency Response Team (ERT).
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3. OPERATIONS DEPARTMENT
The Operations Department consists of the:
 Operations Manager.
 Tanker & Gas Operators.
 Head of PAs & DAs Controller.
 PAs & DAs Controller.
 Operator Assistant (s).
The Operations Team is responsible for the commercial activities of the Vessels including execution
of voyage and Time Charter Parties, covering also Third Party managed Vessels, Voyage Operations,
Commercial Performance Measurement, Pre-fixing and Post-fixing activities.
3.1 OPERATIONS MANAGER

 Holder of a University Graduate Diploma in Maritime Transport and/or Holder of a Master License
having experience as a Master on board Product and /or Chemical Tankers and /or Fuel Oil and
Crude Carriers and /or Holder of University Degree and five (5) years of experience as Fleet
Operator.
 Fluency in English Language is required.
 Computer skills.
 A well-established and proven track record of work experience in a related field is required.
Job Competencies
Customer Focus Builds and maintains customer satisfaction with services offered
by the Organization.
Safety focus Adheres to all workplace and trade safety laws, regulations,
standards, and practices.
Stress tolerance Maintains composure in highly stressful or adverse situations.
Relationship Building Builds constructive working, relationships characterized by a high
level of acceptance, cooperation, and mutual respect.
Teamworking Works effectively in a team, building productive relationship
through cooperation with colleagues, treating others with respect,
resolving conflicts among team members and balancing individual
and team goals.
Planning & Organizing Coordinates ideas and resources to achieve goals.
Results focus & Initiative Focuses on results and desired outcomes and how best to achieve
them. Takes conscientious action to get the job done, using
initiative and energy, and demonstrating flexibility and emotional
toughness.
Effective Communication in Conveys ideas and facts orally using language the audience will
Speaking best understand.
Ability to conduct Analysis Examines data to grasp issues, draw conclusions, and solve
and Reasoning problems.
Problem Solving (Resolves difficult or complicated challenges).
Effective Interviewing Asks questions in ways that enhance the clarity, quality, and
reliability of information.
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Coaching Mentoring (Enables co-workers to grow and succeed through feedback,

instruction, and encouragement).
Accountability & Takes personal responsibility for the quality and timeliness of
Dependability work, and achieves results with little oversight.
Managing Projects or Structures and directs others’ work on projects or programs.
Programs
Advocating Causes Influences others to act in support of ideas, programs, or causes.
Reporting Line
 The position reports to the Chief Operating Officer (COO) and/or the Deputy COO.
 The position reports to the DPA for safety-related matters.
 The Operations Manager cooperates with the Commercial Director for Chartering/ Commercial
matters.
 The Operations Manager supervises the Personnel of the Operations and Disbursement Accounts
Departments.
Responsibilities
The Operations Manager is responsible for:
 Supporting the Company Policies.
 Ensuring the effective implementation of the relevant part of the Company’s documented
Integrated Management System.
 Periodically reviewing the IMS procedures, related to the activities of the Department, at least
annually, or when there is need for significant changes.
 Safe and effective operation of the Vessels.
 Attending the general operational correspondence and acting as required.
 Preparing and submitting Operational Reports to Management.
 Reporting directly to the Chief Operating Officer (COO)/ DCOO on significant issues within the
Company IMS.
 Dealing with Post-Fixture activities.
 Participating in Charter Party (C/P) Pre-fixture activities.
 Ensuring the operational efficiency of the Vessels (Vessels Performance).
 Approving Port Agents
 Approving Disbursements and Towage Contracts
 Approving Bunkering supply.
 Participating and monitoring the Management of Change process, for areas under his
responsibility.
 Performing his duties as member of the Emergency Response Team.
 Participating in the Risk Assessment Process.
 Monitoring Anti-piracy measures.
 Appraising the personnel of the Operations& DA Departments and identifying training needs.
 Ensuring that proper records are maintained in his Department.
 Monitoring the energy operational measures (Voyage Management, Weather Routing, Trim and
Ballast Water optimization-lighting system), as defined in SEEMP.
 Participating in the Management Review Meetings.
 Dealing with non-conformities and deficiencies related to the Operations Department, as agreed
with the DPA & Management Representatives.
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 Implementing and maintaining the Quality Objectives (KPIs) of the Operations Department.
 Monitoring Customer Satisfaction Reports.
 Monitoring the Customers Complaint Log.
 Providing advice to the Claims Department for possible dispute with charterers.
 Ensuring Tank Cleaning Safety.
 Ensuring Safety in Cargo Operations and Cargo Planning.
 Granting Approval for the employment of Masters and Senior Deck Officers.
 Developing instructions, procedures and forms of the Integrated Management System, jointly
with those who will have to implement them, and keeping them updated with the most recent
regulations.
The Operations Manager is contactable at all times, day or night, including Saturdays, Sundays or
Holidays.
In the above periods, all e-mail messages are being monitored on a regular basis through
Company-provided mobile phones and laptops.
In case of his absence due to sickness or vacation, his duties are being followed up by a Senior
Tanker & Gas Operator.
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3.2 TANKER & GAS OPERATOR

Fully certified Master or Senior Deck Officer with sea experience and /or minimum2 year of
experience (at the same position) and/or University Degree in Shipping Studies.
 Fluency in English.
Reporting Line
 The position reports to the Operations Manager.
 The Tanker & Gas Operator supervises the Operator Assistants, and the PAs & DAs Controller.
Responsibilities
The Tanker & Gas Operator is responsible for:
 The safe and effective operation of the vessel.
 Nominating the Vessels Agents and estimating Disbursement Accounts.
 Evaluating the Port Agents’ services and their Cost Analysis.
 Passing on to Masters all required information regarding Voyage Instructions, Charter
Party/Recap Analysis, Port Information, Loading and Discharging Instructions.
 Reviewing the Charterers’ Voyage Instructions and updates.
 Making a follow-up of all messages and communication with the Master, the Charterers, the
Agents, during Office and after Office Hours (AOH), during holidays and weekends.
 Making Voyage Performance Analyses.
 Checking and ensuring the timely payment of expenses arising from Vessels calls at various
ports.
 Analyzing the Vessels’ port activities (loading and discharging performance, permissible cargoes,
approval of proposed loading plan by Masters).
 Stemming bunkers for Vessels, according to the intended voyage and the governing Charter Party
Terms.
 Handling any disputes with Bunker Suppliers.
 Updating Commercial / Performance Software.
 Monitoring Bunker Consumptions, Speed and overall performance of the Vessels.
 Receiving and checking Bunker invoices /Delivery Notes.
 Arranging for Ships’ “De-slopping” Operations, in compliance with Company IMS.
 Reviewing and familiarizing Masters and Senior Officers.
 Authorizing Masters for Change of Command.
 Monitoring /Analyzing the Terminal Satisfaction Reports and requiring clarifications from the
Master, if required.
 Making a follow-up of the Vessels’ Vetting Approvals, in cooperation with Vetting/Marine
Department.
 Monitoring Anti-piracy measures, and appointing Armed Guards.
 Issuing Tank Cleaning Instructions and ensuring Safety during Tank Cleaning Operations.
 Ensuring safety in Cargo Operations.
 Approving Cargo Plans, Tank Cleaning Plans, Heavy Weather Ballasting, and Ballast Exchange.
 Checking the Vessels’ Stowage Plans and observing the Company’s Under keel Clearance Policy
(UKC).
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 Evaluating any possible breach of UKC, after issuance of a relevant Risk Assessment, in
consultation with / approval from the Operations Manager.
 Providing guidance and instructions, in cooperation with the CSO, to the Master to navigate
safely in High Risk Area.
 Carrying out Charter Party Review.
 Monitoring Customer Satisfaction Reports.
 Monitoring the Customer Complaints Log.
 Providing advice and/or assistance to the Claims Department for any kind of dispute with the
Charterers.
 Being Member of the Emergency Response Team.
The Tanker & Gas Operators are contactable at all times, day or night, including Saturdays,
Sundays or Holidays. In the above periods, all e-mail messages are being monitored on a
regular basis through Company-provided mobile phones and laptops.
In case of absence due to Company business, sickness or vacation, their duties are transferred
either to other Tanker& Gas Operators or to the Operations Manager.
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3.3 HEAD OF PAS & DAS CONTROLLER
 Experience in Shipping Management / Organization with minimum experience on similar
position for one (1) year.
 Knowledge in checking and analyzing port and agents disbursements.
Reporting Line
 The position reports to the Operations Manager or to the Tanker & Gas Operators.
Responsibilities
The Head of PAs &DAs Controllers is responsible for:
 Requesting for Pro Forma Disbursement Accounts (PFDA) from Port Agents to be appointed.
 Checking and negotiating Proforma Quotations for Voyage Calls with latest Port Tariff and
preparing PDA templates with Payment Order.
 Advising the agent in case of Charterers expenses to settle directly with charterers unless is
otherwise stated in the Charter Party.
 Thoroughly checking FDA’s with latest port tariff and if any discrepancies same is checked with
agent.
 Updating PDA/FDA register where a full follow-up is noted from payment to final checking /
closing day.
 Distributing FDA’s to departments involved for their approval before finalizing it and to forward
to accounts for settlement.
 Monitoring Agents to submit FDA’s after a logical period has passed (depends on region).
 Liaising with the Accounts Department for the settlement of Agents SOA or monitoring the Agent
to reimburse the surplus amount. Updating the Balance Register with all necessary details.
 Keeping / updating Comparison Tables of various Agency Offers.
 Updating the Towage Contracts list in various ports.
 Updating Port Costs Register.
 Updating the Agents Agreement Register.
 Updating the Garbage Removal Register (compulsory or not).
 Updating the Cost Time Barrier Register (i.e various ports have expenses which are valid for some
period (e.g. Italian Anchorage dues).
 Updating the Cost Saving Register (rebates / c/s’s) and all Statistics involved.
 Updating the Voyage Cost Registers.
 Carrying out a follow-up and update Representations Expenses Register, on a Monthly basis.
 Checking and negotiating Proforma Quotation for Owners matters, with the relevant Departments
and preparing PDA templates with Payment Orders.
 Preparing Payment orders and monitoring / making a follow-up of the Armed Guards services and
cost.
 Updating the Payments Order Register.
 Advising parties involved for payment details (advance/balances) with Swift copy.
 Keeping files with Agency Brochures, Port Tariffs and Agency Fee Scales.
 Submitting the Weekly Budget to the Accounts Department.
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 Filling-in Agents’ Performance and Evaluation Reports.

 Updating the Commercial/Performance in the Software Base System.
 Making a Monthly follow-up and update of the Suez Canal Rebates.
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3.4 PAS & DAS CONTROLLER

 Experience in Shipping Management / Organization with minimum experience on similar position
for one (1) year.
 Knowledge in checking and analyzing port and agents disbursements.
Reporting Line
 The position reports to the Operations Manager, to the Tanker & Gas Operators and to the Head of
PAs & DAs.
Responsibilities
The PAs &DAs Controller is responsible for:
 Checking and negotiating Proforma Quotations for Voyage Calls with latest Port Tariffs and
preparing PDA templates with Payment Orders.
 Preparing Payment Orders and making a follow-up for Armed Guards services.
 Advising the Agent in case of Charterers expenses to settle directly with Charterers, unless is
otherwise stated in the Charter Party.
 Advising Parties involved for payment details (advance/balances) with Swift copy.
 Thoroughly checking the FDAs with the latest Port Tariffs and, if any discrepancies are identified,
checking with the Agents.
 Closely monitoring Port Agents to submit FDAs after a reasonable period has passed (i.e it depends
on region).
 Liaising with the Accounts Department for the settlement of Agents’ SOA or closely monitoring
the Agent to reimburse the surplus amount. Updating the Balance Register with all necessary
details.
 Keeping updated files with Agency Brochures, Port Tariffs and Agency Fee Scales.
 Submitting the Weekly Budget to Accounts Department.
 Updating the Payment Order Register.
 Updating the List of Agents, Towage Companies.
 Updating the Port Costs Register.
 Updating the ISO Certification Record of all Agents / Towage Companies used by the Company.
 Updating Agents Performance and Evaluation Report.
 Filing-in all incoming messages of the Disbursement Division.
 Checking and negotiating Proforma Quotation for Voyage Calls with latest Port Tariffs and
preparing PDA templates with Payment Order.
 Distributing FDAs to the Departments involved, for their approval, before finalizing them and
thereafter forwarding them to the Accounts Department for settlement.
 Updating the Commercial/Performance in the Software Base System.
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3.5 OPERATOR ASSISTANT

 Experience in Shipping Management/Organization with minimum experience on similar position
for one (1) year, fluency in English and computer skills.
Reporting Line
 The position reports to Operations Manager and/or Tanker & Gas Operators.
Responsibilities
The Operator Assistant is responsible for:
 Assist Tanker & Gas Operators, passing-on to Master all required information and Voyage
Instructions, Port Information, Loading and Discharging Instructions.
 Monitoring of Vessels’ Performance for on Time and Voyage Charter Vessels in cooperation with
the Tanker & Gas Operators.
 Observing the Ships’ de-slopping operation, in compliance with Company IMS.
 Monitoring Bunker Invoices.
 Uploading the Q88 / Questionnaires
 Updating Commercial/Performance in Software Base system (IMOS, PRS).
 Updating the Daily Vessel’s Position List.
 Updating Operations Department Files (Port Information File, Certificates, etc.)
 Filing of Vessel Reports and Documents.
 Monitoring the Briefing/Debriefing /Appraisal Reports of Masters and Chief Officers.
 Updating interdepartmental forms. (Meeting Notes, Handovers)
 Assisting OPS Managers in preparing Management Review Meeting presentations
 Assisting OPS Managers in preparing Management of Change assessments.
3.6 RESPONSIBILITIES DURING ABSENCES IN OPERATIONS DEPARTMENT

During the absence of members of the Operations Department, other members should replace them as
follows:
Operations Manager: Substituted by Tanker & Gas Operators.

Tanker & Gas Operator Substituted by other Tanker & Gas
Operators.
Head of PAs & DAs Controller Substituted by PAs & DAs Controller.
PAs & DAs Controller: Substituted by other PAs & DAs Controller.
Operator Assistant: Substituted by other Operator Assistants.
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4. TECHNICAL DEPARTMENT
The Technical Department consists of the:
 Technical Manager.
 Deputy Technical Manager
 Fleet Managers.
 Technical Superintendents.
 Junior Technical Superintendents
 Data Analyst(s)
 Services Coordinator(s).
 Electronics Engineer.
 Electrical Superintendent.
 Technical Administrator.
 Technical Administrator Assistant.
4.1 TECHNICAL MANAGER AND DEPUTY TECHNICAL MANAGER

Job Summary
Managing the technical function of the Company. Developing, directing and controlling the Technical
department’s strategies, policies, programs, functions and activities in alignment with the Company’s
strategic goals and objectives.
Reporting Line
 Reports to the Chief Operating Officer
Academic
 Postgraduate degree, in Naval Architecture, Marine Engineering or related discipline.
 Languages: Fluent English, other language is an asset

 Experience: 15 years involvement in Shipping Industry, 5 of which in managerial engineering
positions
Job Competencies
Business Acumen procedures
Building Teams Assembles cohesive groups based upon required skills, goals, and tasks
Manages hostility between individuals or groups when disagreements
Managing Conflict occur
Managing Change Effectively implements new methods and systems
Delegation Assigns work based on task and skill requirements
Managing Performance Monitors performance providing feedback for improvement as needed
Problem Identification Detects errors, gaps, and potential flaws in goals and tasks
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Negotiation Explores alternatives to reach outcomes acceptable to all parties

Planning/Organizing Coordinates and directs routine activities effectively
Takes appropriate chances to achieve goals while considering possible
Risk Management negative consequences
Expresses himself/herself effectively, crafts and delivers concise and
Communication informative communications
Coordinates people and materials to maximize productivity and
Resource Management
efficiency
 Managing the Technical Department’s personnel, functions and activities.
 Establishing the Technical Department’s goals and objectives which support the company’s
overall business strategy.
 Developing and implementing operating, maintenance and repair policies, procedures, and
marine engineering standards, practices and projects aiming to deliver first class operational
performance and vessels availability according to their commercial obligations.
 Establishing the appropriate Key Performance Indicators (KPIs) that measure technical
performance of all Technical department functions and activities.
 Directing and controlling vessels repairs, modifications and Dry-dockings ensuring that defects
are rectified within the required timeframe to meet Flag and Class requirements.
 Directing and controlling the vessels’ performance, shipboard maintenance and preventive
programs and measures.
 Developing the Vessels yearly budgets and ensuring that the operating expenses are within the
budget figures.
 Ensuring the effectiveness and adequacy of maintenance monitoring tools and practices
implemented for ships’ remote technical assessment and monitoring.
 Ensuring the effectiveness and adequacy of ships’ physical attendances by Fleet Managers and
Technical superintendents for the direct assessment of ships’ condition, crew performance and
for establishing effective actions.
 Identifying Technical Department’s personnel and vessels engine crewmembers development and
training requirements.
 Providing adequate and accurate information associated with Hull & Machinery Claims.
 Ensuring the timely fleet compliance with new Flag and Class requirements and statutory
regulations.
 Drive continual improvement in technical standards through best practice and the adoption of
new and emergent technologies and innovative approaches to ship operation and maintenance.
 Responsible for the selection and approval of reliable and cost effective vendors (Shipyards,
Spares Suppliers, Service Providers, etc.)
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4.2 FLEET MANAGER

Job Summary
Monitoring, coordinating and planning all the technical matters of the allocated fleet of vessels, in
compliance with the international, state, local Maritime rules, the Classification society regulations,
the business practices and Company’s policies and procedures.
Reporting Line
 Reports to the Technical Manager.
Academic
 Chief Engineer on Tankers or LPGs and /or postgraduate degree in Naval Architecture, Marine
Engineering or related discipline.
 Very Good knowledge of English.
 Computer literacy.

 Theoretical and/or practical technical experience in Maintenance and Repairs.
 Three (3) years of experience as a Technical Superintendent
Job Competencies
Attention to Detail Performs work with care, accuracy, and attention to detail
Develops collaborative relationships to facilitate current or future
Building Relationships goals
Teamwork - Cooperation Collaborates with others to achieve goals
Results Orientation Driven to accomplish goals and complete tasks
Initiative Takes action without the direction of others
Flexibility Willing to receive and accept new ideas, approaches, and strategies
Communication informative communications
Actively acquires knowledge, skills, and abilities to remain current
Self-Development with job requirements
Provides support, coaching, training, and career direction to peers and
Employee Development subordinates
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Manages hostility between individuals or groups when disagreements

Managing Conflict occur
 Supervising the Fleet’s Technical Superintendents aiming to meet the Technical Department’s
objectives and Key Performance Indicators (KPIs).
 Ensuring the implementation of the Company’s operating, maintenance and repair policies,
procedures and marine engineering standards, and practices as well the timely fleet compliance
with the new Flag and Class requirements and statutory regulations.
 Ensuring the assigned budget codes are kept within the predetermined limits.
 Coordinating between the Technical Superintendents and the Purchasing Operators ensuring the
vessels’ adequate stock of stores and spare parts needed for normal maintenance and repairs.
 Supervising and ensuring the effective preparation and execution of Dry-Dockings, major repairs
and modifications and attending when needed.
 Participating at the performance management process of the vessels technical crew as per the
Company’s policies and procedures.
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4.3 TECHNICAL SUPERINTENDENT
Job Summary
Monitoring, coordinating and planning all the technical matters of the allocated vessels in compliance
with the international, state, local Maritime rules, the Classification society regulations, the business
practices and Company’s policies and procedures.
Reporting Line
Academic
 Chief Engineer on Tankers or LPGs and /or postgraduate degree, in Naval Architecture, Marine
Engineering or related field.
Professional and Job

 (1) Year of seagoing experience as a Chief Engineer or three (3) years of cumulative experience
as a Junior Technical Superintendent or as engineer.
Job Competencies
outcomes
possible negative consequences
Self-Development Actively acquires knowledge, skills, and abilities to remain current
with job requirements
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 Meeting Technical Department’s goals, objectives and KPIs for the allocated vessels.
procedures and marine engineering standards, and practices as well the timely vessels compliance
with the new Flag and Class requirements and statutory regulations.
 Providing support to vessels requiring troubleshooting instructions in terms of technical defects.
 Ensuring the fleet vessels readiness for third party inspections including but not limited to SIRE
inspections, port state control, flag administration and classification society inspections.
 Ensuring the assigned vessels have adequate stock of stores and spare parts for normal
maintenance and repairs.
 Ensuring the effective preparation and execution of the assigned vessels Dry-Dockings, major
repairs and modifications and attending when needed.
 Performing vessels inspections, assessing the condition of the vessel and the performance of crew
engineers and making related reports.
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4.4 JUNIOR TECHNICAL SUPERINTENDENT

Job Summary
Supporting all technical matters of the Fleet vessels.
Reporting Line
 Reports to the Technical Manager
Academic
 Engineer on Tankers or LPGs and /or degree in Naval Architecture, Marine Engineering or related
discipline.
 One (1) year of experience in a relevant position in Technical Department.
Job Competencies
Responsibility Accepts personal accountability for actions regardless of outcomes
Self-Development Actively acquires knowledge, skills, and abilities to remain current with
job requirements
 Reviewing Vessels PMS, Defect Reports, Superintendents Orders and Dry-Dock Jobs
Requests status, outstanding vessels jobs and follow-up.
 Reviewing Vessels technical reporting status.
 Communicating with makers for trouble-shooting instructions, other instructions or
clarifications as needed and communicate them with the Vessels.
 Assisting in all activities of the Fleet.
 Attending vessels when required and assisting in Dry-docking, repair attendances, inspections
keeping related records.
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4.5 PMS ANALYST
Job Summary
PMS Analyst provides analytics on all technical and PMS matters of the company’s vessels, maintains
and improves the overall functionality of the Planned Maintenance System
Reporting Line
 The position of PMS Analyst reports to the Technical Manager
Academic
 Engineering degree
 Written and spoken fluency of the English Language

 1-3 years’ experience with PMS programs.
Job Competencies
Teamwork Collaborates with others to achieve goals
Service Orientation Creates customer loyalty through courteous, timely, and
helpful service
Time Management Plans work to maximize efficiency and minimize downtime
Detail Orientation Performs work with care, accuracy, and attention to detail
outcomes
 Updating & continuously improving Planned Maintenance System of vessels following TMSA &
industry requirements
 Ensuring the integrity of data and providing information to identify trends
 Developing metrics and providing analytics on technical matters

The Responsibilities outlined above may change and this position may be required to perform
other duties, as determined by the needs of the Company.
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4.6 SERVICES COORDINATOR
Job Summary
Organizing Vessels’ services on board or ashore.
Reporting Line
 The position of Services Coordinator reports to the Technical Manager.
Academic
 Degree in Engineering-related field or in the Marine field in general.
 Very good knowledge of English.

Job Competencies
Attention to detail Performs work with care, accuracy, and attention to detail
Accepts personal accountability for actions regardless of
Responsibility
outcomes

Responsibilities -Accountabilities
 Arranging Vessels’ services-related activities.
 Keeping the company’s ERP System updated regarding all services actions and expenses.
 Invoices checking in association with the services arranged.
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4.7 ELECTRONICS ENGINEER
Job Summary
Monitoring, coordinating and planning all the matters related to the electronic systems and equipment
of the Company’s vessels keeping them in the proper operating condition.
Reporting Line
Academic
 University Degree in Electronics Engineering field.

 At least 5 years of experience in a relevant position.
Job Competencies
Communication
Emphasizes producing quality products and/or meeting quality
Quality Orientation
standards
 Bridge Electronics Installation, Maintenance & Troubleshooting.
 Technical Attendees’& Spare Parts’ Provision Consultation / Guidance.
 Existing On-Board Technical Procedures Optimization.
 Improvements / Suggestion Regarding Bridge Electronics Use.
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 Preventive Maintenance – Failures’ / Malfunctions’ Recording and Evaluation.

 PMS Relevant Processes’ Update.
 Regular Maintenance Monitoring.
 International Regulation & Industry Standards Follow-Up & Compliance.
 New Buildings Bridge Electronics Specifications.
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4.8 ELECTRICAL SUPERINTENDENT
Job Summary
Monitoring, coordinating and planning all the matters related to the electrical systems and equipment
of the Company’s vessels keeping them in the proper operating condition.
Reporting Line
Academic
 University Degree in Electrical Engineering field.

 At least 5 years of experience in a relevant position.
Job Competencies
Communication
Emphasizes producing quality products and/or meeting quality
Quality Orientation
standards
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 Meeting Technical Department’s goals, objectives and KPIs for all vessels.
procedures and marine engineering standards, and practices as well the timely vessels
compliance with the new Flag and Class requirements and statutory regulations.
 Providing support to vessels requiring troubleshooting instructions in terms of electrical
defects.
 Ensuring the fleet vessels readiness for third party inspections including but not limited to SIRE
inspections, port state control, flag administration and classification society inspections.
 Ensuring the assigned vessels have adequate stock of stores and spare parts for normal
 Ensuring the effective preparation and execution of the vessels’ electrical Dry-Dock works,
major repairs and modifications and attending when needed.
 Performing vessels inspections, assessing the condition of the vessel’s electrical equipment and
the performance of crew electrical engineers and making related reports.
The Responsibilities outlined above may change and this position may be required to
perform other duties, as determined by the needs of the Company.
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4.9 TECHNICAL ADMINISTRATOR
Job Summary
Overseeing the Administrative tasks of the Technical Department.
Reporting Line
 The position of Technical Administrator reports to the Technical Manager.
Academic
 Degree in Naval Architecture, Marine Engineering or other Engineering-related field.

 3-5 years of experience in a relevant position in Technical Department.
Job Competencies
Communication
informative communications.
Dependability Performs work in a consistent and timely manner.
Following Procedures Adheres to directions, policies, and/or legal guidelines.
Attention to detail Performs work with care, accuracy, and attention to detail.
Responsibility Accepts personal accountability for actions regardless of outcomes.
Stress Tolerance Handles pressure without getting upset, moody, or anxious.
Time Management Plans work to maximize efficiency and minimize downtime.
Planning/Organizing Coordinates and directs routine activities effectively.
Teamwork - Cooperation Collaborates with others to achieve goals.
Responsibilities-Accountabilities
 Updating the Technical Department’s Filing System.
 Reporting the Vessels’ condition to the Owners.
 Monitoring & recording the Technical Department’s Key Performance Indicators (KPIs) progress.
 Coordinating the Vessels’ Sale and Purchase Process by providing relevant information and
documentation to Internal and External stakeholders.
 Supporting the preparation of TMSA Audits.
 Arranging Third Parties Attendances/ Inspections/ Audits.
 Recording the Technical Incidents of vessels, uploading relevant information in the Company’s
ERP System and monitoring of the recommended Corrective and Preventive actions.
 Monitoring Class and Registry items.
 Monitoring upgrades, changes and modifications and monitoring the process of Management of
Change.
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4.10 TECHNICAL ADMINISTRATOR ASSISTANT
Job Summary
Performing all the Administrative tasks of the Technical Department.
Reporting Line
 The position of Technical Administrator Assistant reports to the Technical Manager.
Academic
 Degree in Naval Architecture, Marine Engineering or other Engineering-related field.

 1-2 years of experience in a relevant position in Technical Department.
Job Competencies
Attention to detail Performs work with care, accuracy, and attention to detail.
Teamwork - Cooperation Collaborates with others to achieve goals.
Responsibilities-Accountabilities
 Keeping the Technical Department’s Fling System updated.
 Arranging and preparing the Travels and Superintendents’ Visits on board, when needed.
 Assisting/ Supporting the Technical Administrator in all processes and actions related to the
Technical Department.
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4.11 RESPONSIBILITIES DURING ABSENCES IN TECHNICAL DEPARTMENT

During the absence of members of the Technical Department, other members should replace them and
perform their duties:
Technical Manager Replaced by Deputy Technical Manager.

Deputy Technical Manager Replaced by Fleet Managers.
Fleet Managers Replaced by Technical Superintendents.
Technical Superintendents Replaced by other Technical Superintendents or by Junior
Technical Superintendents.
Junior Technical Superintendents Replaced by other Junior Technical Superintendents.
Services Coordinator Replaced by other Services Coordinators.
Technical Administrator Replaced by the Technical Administrator Assistant.
Technical Administrator Assistant Replaced by the Technical Administrator.
PMS Analyst Replaced by other PMS Analyst.
Electronics Engineer Replaced by Electrical Superintendent.
Electrical Superintendent Replaced by Electronics Engineer.
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5. ENVIRONMENTAL DEPARTMENT
The Environmental Department consists of the:
 Environmental/Energy Performance Manager.
 Environmental/Energy Performance Engineers.
5.1 ENVIRONMENTAL / ENERGY PERFORMANCE MANAGER
 Master or Chief Engineer, and/or Engineering Degree.
 Good knowledge of the English Language.
 At least three (3) years of experience in a similar position in the field.
Reporting Line
 The position of the Environmental/ Energy Performance Manager reports to the Energy
Management Team (EnMR / Technical Manager /Operations Manager.
Responsibilities
 Composing the Environmental/Energy Efficiency Management Reports and Environmental
Programs.
 Coordinating actions related to the implementation of the Environmental programs.
 Maintaining, monitoring, reviewing and following-up Vessels electronic environmental /energy
performance records and reports.
 Collecting of all data and monitoring of due dates needed for Environmental/Energy related KPIs.
 Conducting studies/audits and collect information and Industry Developments in order to detect
Environmental/Energy efficiency improvement potential of individual Vessels or fleets and
propose initiatives for further application.
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5.2 ENVIRONMENTAL/ ENERGY PERFORMANCE ENGINEER

 University or Technical Institute Engineering Degree.
 Written and spoken fluency of the English Language.
 PC literacy.
Reporting Line
 The position of the Environmental /Energy Performance Engineer reports to the Environmental
Energy Performance Manager and to the Energy Management Team (EnMR / Technical
Manager / Operations Manager.
Responsibilities
 Composing the Environmental / Energy Efficiency Management Reports and Environmental
Programs.
 Coordinating actions related to the implementation of the Environmental programs.
 Maintaining, monitoring, reviewing and following up Vessels electronic environmental /Energy
performance records and reports.
 Collecting of all data and monitoring of due dates needed for Environmental / Energy related
KPIs.
5.3 RESPONSIBILITIES DURING ABSENCES IN ENVIRONMENTAL DEPARTMENT

During the absence of members of the Environmental Department, other members should replace them
and perform their duties:
Environmental & Performance Replaced by Environmental Engineer.

Manager
Environmental Engineer Replaced by other Environmental Engineers or by the
Environmental & Performance Manager.
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6. MARINE /VETTING DEPARTMENT

The Marine /Vetting Department consists of the following positions:
 Marine /Vetting Manager.
 Marine/Vetting Superintendents.
 Navigation Officer.
 Marine/Vetting Assistant.
The Department is responsible for the safe operation of the Fleet in line with the safety and marine
standards and procedures of the Company.
Furthermore, the Department is responsible for the fleet compliance with International Regulations and
Oil Majors requirements and for ensuring Vessels acceptance for chartering.
The Department is responsible for:
 Maintaining Nautical Standards.
 The supply of charts (paper and ECDIS).
 The supply of Nautical Publications and Notices to Mariners.
 The monitoring of Life Saving and Fire Fighting Equipment.
 Navigational/Bridge Equipment and Mooring equipment.
6.1 MARINE/VETTING MANAGER
Academic
 Shipping Academy graduate, recognized by National Authorities or a degree from an Institution of
higher education.
 Proficient level in English language.

 Valid Marine Master license with at least five (5) years sea service in tankers and five (5) years as
office staff, or
 A well-established and proven track record of at least ten (10) years’ work experience in a similar
field and discipline
 Very knowledge of International Regulatory Scheme and Industry Practices.
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Job Competencies
Safety focus Adheres to all workplace and trade safety laws, regulations, standards,
and practices.
Customer Focus Builds and maintains customer satisfaction with services offered by
the organization.
Relationship Building Builds constructive working, relationships characterized by a high
level of acceptance, cooperation, and mutual respect.
Teamworking Promotes cooperation and commitment within a team to achieve goals
and deliverables.
them. Gets the job done.
Effective Communication Conveys ideas and facts orally using language the audience will best
in Speaking understand.
Ability to conduct Analysis Examines data to grasp issues, draw conclusions, and solve problems.
and Reasoning
Problem Solving Resolves difficult or complicated challenges
Gaining Voluntary Convinces others to follow recommendations and advice to bring
Compliance them into compliance with regulations, standards, or policies.
Effective Interviewing Asks questions in ways that enhance the clarity, quality, and
reliability of information.
Coaching & Mentoring Enables co-workers to grow and succeed through feedback,
instruction, and encouragement.
Researching information Identifies, collects, and organizes data for analysis and decision-
making.
Accountability & Takes personal responsibility for the quality and timeliness of work,
Dependability and achieves results with little oversight.
Attention to Detail Diligently attends to details and pursues quality in accomplishing
tasks.
Programs
Mediating Disputes Helps others resolve complex or sensitive disagreements and
conflicts.
Training & Presenting Formally delivers information to groups.
information
Reporting Line
 He has direct access to the Senior Management and the authority to implement suitable controls.
 The Marine/Vetting Manager is accountable to the Chief Operating Officer (COO).
 The position reports to the DPA for Safety –related matters.
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The Marine/Vetting Manager is responsible for:
 Periodically reviewing the IMS procedures, related to the activities of the Department, at least
annually, or when there is need for significant changes.
 Supervising the Safety, Vetting and Marine activities of the fleet, ensuring compliance with
international regulations and requirements, as described in the paragraphs below.
 Implementing safety and marine/nautical standards and operating procedures across the fleet,
including their maintenance and update.
 Reviewing Navigational standards for ascertaining their condition and for placing appropriate
efforts for improvement.
 Reviewing Vessels’ inspection reports and navigational audits.
 Based on inspections statistic results, identifying of actions for the improvement of weak areas.
Trend Analysis etc.
 Reviewing Masters and Deck Officers appraisals and participating essentially in the identification
of their training needs.
 Investigating the applicable National and International regulatory framework and the current
industries standards and best practices and communicate relevant information to the responsible
shipboard personnel.
 Issuing Circular letters to the fleet and review rectification actions related to remarks on
navigational activities, imposed by the 3rd Party inspectors.
 Planning the Vetting Inspections across the fleet.
 Arranging for Flag Administration Inspections and Expanded PSC inspections.
 Having the follow-up and monitoring deficiencies raised during Third Party Inspections to effective
close-out.
 Responding to Third Party inspection findings (SIRE/CDI/Flag/PSC/Terminal reports) and Oil
Majors requests.
 Leading all Marine Incident investigations.
Implementing corrective actions as applicable and monitoring of all actions until they are
completed.
 Advising the fleet of vetting findings and Best Practices on Safety, Marine and Navigational issues.
 Analyzing Third Party Inspection results, identifying and implementing Preventive Actions across
the fleet and monitoring/assessing their effectiveness.
 Ensuring the compliance with new Regulations and Oil Majors requirements.
 Participating in IMS Management Reviews.
 Approving Marine Services agreements (supply and monitoring of gas measuring equipment,
maintenance of LSA/FFE).
 Supervising the Marine/Vetting Superintendents in their duties.
 Appraising of the personnel of the Department and Senior Officers, identifying training needs.
 Participating in the in-house interview and familiarization /debriefing of Senior Officers.
 Participating in and communicating with International Organizations, Foreign Authorities and
Industry Forums, as appropriate.
 Ensuring that proper and updated Departmental records are available.
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 Making timely TMSA submissions, Gap Analyses and Corrective Actions for ensuring continual
improvement.
 Monitoring the implementation of the integrated management system regarding the safety-health-
quality-environmental and energy efficiency issues.
 Advises the DPA and Management Representatives on any matter that is related to Safety, Health,
Quality, Pollution Prevention and Energy Efficiency.
 Providing the best possible advice to other Managers whenever the opportunity arises.
 Developing Policies, instructions, procedures and forms of the Integrated Management System,
jointly with those who will have to implement them, and keeping them updated with the most
recent regulations.
Information Security Responsibilities

The Marine/Vetting Department Manager is the person responsible for the initial Risk Assessments &
Management of Change of the OT Hardware and Software related upgrades onboard regarding Bridge
Equipment as well as Bridge e-Pubs.
He is also responsible to monitor the latest version of the Bridge OT Software and e-Pub available
onboard and ensure that the appropriate versions are installed.
In order to address all above requirements, increased Information Security Risk Awareness
familiarization is necessary.
This is achieved by attending the relevant four (4) Seagull Information Security Training Sessions,
together with the previously mentioned necessary qualifications.
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6.2 MARINE/VETTING SUPERINTENDENT

 Master Mariner with at least 7 years of sea service in total (taking into consideration service in all ranks)
on Tankers /LPG Vessels.
 Good command of English (written and spoken).
 At least three (3) years of experience in similar positions in the field. If the requirement of 3-years’
experience is not met, then relevant training should be provided and recorded.
 Experience in auditing, Incident Investigations and Risk Assessment and holder of relevant certificates
and with good knowledge of International Regulations and Oil Majors requirements.
 Holder of BRM/BTM/ECDIS certificates.
 Computer literate.
 Holder of Security Officer’s Certificate.
Job Competencies
and practices.
Teamworking Promotes cooperation and commitment within a team to achieve goals
and deliverables.
Results focus & Initiative Focuses on results and desired outcomes and how best to achieve them.
Gets the job done.
Effective Communication in Conveys ideas and facts orally using language the audience will best
Speaking understand.
and Reasoning
Problem Solving Resolves difficult or complicated challenges.
Gaining Voluntary Convinces others to follow recommendations and advice to bring them
Compliance into compliance with regulations, standards, or policies.
Effective Interviewing Asks questions in ways that enhance the clarity, quality, and reliability
of information.
Coaching & Mentoring Enables co-workers to grow and succeed through feedback, instruction,
and encouragement.
Researching information Identifies, collects, and organizes data for analysis and decision-making.
Accountability & Takes personal responsibility for the quality and timeliness of work, and
Dependability achieves results with little oversight.
Attention to Detail Diligently attends to details and pursues quality in accomplishing tasks.
Mediating Disputes Helps others resolve complex or sensitive disagreements and conflicts.
Training & Presenting Formally delivers information to groups.
information
Reporting Line
 The position of Marine/Vetting Superintendent reports to the Marine/Vetting Manager.
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Responsibilities
The Marine/Vetting Superintendents are responsible for:
 Improving the Occupational Health, Safety and Environmental Protection awareness and
performance through training and coaching onboard.
 Implementing the integrated management systems with regards to safety, occupational health and
marine issues and standards across the fleet.
 Supervising and monitoring all aspects of assigned vessel operation including safety and navigation
in order to ensure that these are carried out in compliance with the Company’s procedures, rules
and regulations.
 Arranging SIRE and CDI Inspections, as per Charter Party requirements and preparing replies to
Third Party Reports (SIRE/CDI/Flag).
 Carrying out Vessel Inspections and Audits in order to ensure Vessels’ compliance with
International Regulations and Oil Major Requirements.
 Conducting real time navigational audits and provide training on-board.
Analyzing of External Navigational, Cargo and Mooring Audits. Follow–up of corrective/
preventive actions.
 Having the follow-up of corrective/preventive actions for rectifying identified deficiencies during
internal and external inspections SIRE/CDI/PSC/Flag), in cooperation with Marine Manager and
other department Managers.
 Analyzing deficiencies for effective actions and continual improvement.
 Carrying out incident investigations and assisting in the development of Risk Assessments.
Implementing of corrective actions as applicable and monitoring of all actions until they are
completed, as instructed by department head.
 Identifying & sharing Marine Best Practices across the fleet and assisting in their implementation.
 Assessing the Officers performance onboard and carrying out appraisals, identifying training needs.
 Supporting the Department Manager with in-house Officers’ Familiarization /interviews, Officers
selection for promotion and identification of training needs.
 Following-up of actions derived from Departmental Management of Change.
 Checking MLC 2006 issues during their visits onboard i.e Work /Rest Hours, Levels of Noise and
Vibration onboard , Condition of Lighting, Air-conditioning Heating , Living conditions etc.
 Providing back-up of Marine/Vetting Manager, as found necessary, during his absence.
In addition, they are responsible for marine safety issues as follows:

 Monitoring the Navigation/Bridge Equipment, Life Saving & Fire-Fighting equipment.
 Requesting Dispensation from the Flag Administration as required, and continuously monitoring
until the due date, to ensure that the required actions have been carried out.
 Monitoring the supply of Nautical Charts, /ENCs/electronic and paper publications.
 Reviewing charts’ inventory reports.
 Monitoring and updated the Vessels’ HVPQ.
 Ensuring the timely supply of requested charts.
 Monitoring Oil spill equipment.
 Monitoring Portable Equipment (Calibration and Inventory).
 Monitoring Mooring Ropes and Wires.
 Arranging for corrective actions with relevant Departments to be taken in case of deficiencies of
the above-mentioned items.
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 Conducting Integrated Management Systems’ Internal Audits and reviewing Navigational and
Mooring procedures.
 Notifying the Flag Administration, USCG and PSC on the corrective actions taken to close
deficiencies, when required.
 Monitoring the Ballast Water Management Plan.
 Completing Ship Visit Reports as per Company procedures, and issuing “Recommendations for
Ship Staff Maintenance”.
 Maintaining follow-up of Ship’s Maintenance and cosmetic maintenance in liaison with the
Technical Superintendents.
 Dealing with Environmental and Energy Efficiency Issues, related to the activities of the
Department (Ballast Water Management Plans, Garbage Management etc).
 Preparing Risk Assessments, related to the activities and responsibilities of the Department.
 Being members of the Emergency Response Team.
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6.3 NAVIGATION OFFICER

 Mariner Degree with two (2) years of sea service.
 Certified for BRM/BTM /ECDIS.
 Good command of English (written and spoken).
 At least two (2) years of experience in similar positions in the field.
Reporting Line
 The position of Navigation Officer reports to the Marine/Vetting Manager and to Marine/Vetting
Superintendents.
Responsibilities
The Navigation Officer is responsible for:
 Monitoring and ensuring the timely supply of Nautical Charts/ ENCs/electronic and paper
publications.
 Reviewing charts’ inventory reports.
 Monitoring the validity of Chartroom Management certificates and arrange for their revalidation
prior expiration.
 Monitoring ECDIS performance standards fleet wise.
 Monitoring the Navigation/Bridge Equipment and reports any malfunction to the Marine/Vetting
Manager.
 Communicating of identified observations /deficiencies to all the Vessels through Circular Letters
/Safety Bulletins (providing specific instructions /info to avoid re-occurrence).
 Participating in Marine /Safety Incident Investigations. Implementing of corrective actions as
applicable and monitoring of all actions until they are completed.
 Participating the in-house familiarization process of Senior Officers attending Company
Premises.
 Following-up of actions derived from Departmental Management of Change.
 Maintaining records reflecting the progress / performance.
 Providing back-up of Marine/Vetting Superintendents, as found necessary, during their absence
(Processing safety requisitions, arranging inspection & servicing of safety equipment).
 Monitoring of Vessels’ passage plans in order to ensure that these are carried out in compliance
with the Company’s procedures, rules and regulations.
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6.4 MARINE /VETTING CREW COORDINATOR

Job Summary
Actively involved in all aspects of the briefing-debriefing sessions of crew members (Masters and Deck
Officers) before embarkation and after disembarkation from the vessel, and assisting with the
recruitment of Deck Officers.
Reporting Line
 The position of the Marine/Vetting Crew Coordinator reports to the Marine/Vetting Manager.
Academic
 Master Mariner Diploma.
 Good knowledge of English Language.
 At least 7 years of total sea service on Tankers and LPG Vessels.
 At least three (5) years of experience as Marine/Vetting superintendent.
 Experience and certification in auditing, Incident Investigations and Risk Assessment.
 Holder of BRM/BTM/ECDIS and Security Officer’s certificates.
Job Competencies
Safety Follows safety precautions and displays safe on-the-job behavior.
Stress tolerance Handles pressure without getting upset, moody, or anxious
Teamwork - Cooperation Promotes cooperation and commitment within a team to achieve
goals and deliverables.
Results Orientation Driven to accomplish goals and complete tasks.
Building Relationships Develops collaborative relationships to facilitate current or future
goals
Information Analysis Gathers, organizes, and analyzes diverse sources of information
tasks.
Influencing Others Persuades others to a desired result
Employee Development Provides support, coaching, training, and career direction to peers
and subordinates
Managing Conflict Manages hostility between individuals or groups when
disagreements occur.
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Responsibilities/Accountabilities
 Arranging and carrying out briefing- debriefing sessions with crew members (Masters and
Deck Officers) before embarkation and after disembarkation of a vessel.
 Liaising with the assigned vessel’s Superintendent and informing on all the vessel’s aspects
during the briefing stage, the scheduled maintenance plan and the current progress.
 Briefing the joining Officer for the forthcoming plan of inspections, SIRE, PSC, CDI, Flag, as
well as external and Internal Audits, Navigational, Cargo and Mooring Audit and for the
Corrective/ Preventive actions taken regarding the identified Deficiencies.
 Communicating any recent incidents in the fleet or in the industry and the lessons learned.
 Interviewing and assessing new Deck Officers and identifying their training needs.
 Debriefing Deck Officers and advising if any action has to be taken based on the recorded
feedback.
 Reporting the Officer’s performance during External Navigational, Cargo and Mooring
Audits, SIRE/CDI/PSC/Flag inspection.
 Debriefing Deck Officers after an incident and assisting the Department Manager in the
investigation.
 Participating at the familiarization of new or promoted Officers during the weekly training
sessions.
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6.5 MARINE /VETTING ASSISTANT

 Secretarial or other suitable degree.
 Good command of English ( written and spoken)
 At least one (1) year of Office experience.
 Good understanding of Marine/Vetting activities.
Reporting Line
 The position of the Marine / Vetting Assistant reports to the Marine/Vetting Manager.
Responsibilities
The responsibilities of the Department Assistant are:
 Making arrangements for SIRE, CDI, and Flag Inspections.
 Monitoring inspections due dates.
 Updating records related to inspections in relevant software used for recording and monitoring
inspection and results.
 Monitoring of Marine Reports generated by the Vessels.
 Monitoring of Superintendents Inspection reports and Marine Superintendents Orders.
 Arranging Superintendents attendances.
 Following-up of Superintendents visits’ planning.
 Monitoring of Safety Bulletins and Alerts.
 Monitoring of Department’s KPI status on a quarterly basis.
 Arranging briefing and debriefing and interviews of Masters and Senior Officers remotely.
 Assisting the Marine/Vetting Manager and department’s Superintendents.
 Administrating of software used by Marine/Vetting Department.
 Follow –up of 3rd party inspection results and issuing statistical Tables.
 Follow-up of the expiration dates of LSA & FFE.
 Departmental Document Control.
6.6 RESPONSIBILITIES DURING ABSENCES IN MARINE/VETTING DEPARTMENT

During the absence of members of the Marine/Vetting Department, other members should replace them
and perform their duties:
Marine/Vetting Manager: The Marine/ Vetting Manager is replaced by Marine/Vetting
Superintendents.
Marine/Vetting The Marine/Vetting Superintendent is replaced by other
Superintendent: Marine/Vetting Superintendent.
Navigation Officer: The Navigation Officer is replaced by the other Navigation Officer.
Marine /Vetting Assistant: Replaced by the other Marine /Vetting Assistant.
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7. S&Q DEPARTMENT
The S&Q Department consists of the following Members:
 S&Q Manager.
 S&Q Coordinator.
 IMS Internal Auditor(s).
 IMS Coordinator (s).
 S&Q Department Assistant(s).
Note: The above mentioned Department Composition, will at all times depend on the number of
Vessels in the Fleet, and some positions may not be “manned” and the responsibilities may be
performed by other members of the S&Q Department.
7.1 S&Q MANAGER & DEPUTY S&Q MANAGER

 ISM Internal Auditor’s Certificate (Lead Auditor Certificate desirable).
 MLC 2006 Internal Auditor’s Certificate.
 ISPS Internal Auditor’s Certificate.
 ISO 45001 Internal Auditor Certificates (Lead Auditor Certificate desirable).
 ISO 9001 Internal Auditor Certificate (Lead Auditor Certificate desirable).
 ISO 14001 Environmental Internal Auditor Certificate. (Lead Auditor Certificate desirable).
 ISO 50001 Energy Efficiency Internal Auditor Certificate (desirable) (Lead Auditor Certificate
desirable).
 Certificate for Risk Assessment Training.
 Certificate for Incident Investigation Training.
 Media Training Certificate.
 Very proficient in English (written and spoken).
 Leadership, Organizational and good Communication skills.
 Writing skills (for developing Manuals and Forms).
 At least five (5) years of experience in the field.
Job Competencies
Leadership Promotes organizational mission and goals, and shows the way to achieve
them.
and practices.
Customer Focus Builds and maintains customer satisfaction with services offered by the
organization.
Relationship Building Builds constructive working, relationships characterized by a high level
of acceptance, cooperation, and mutual respect.
Team working Promotes cooperation and commitment within a team to achieve goals
and deliverables.
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Results focus & Initiative Focuses on results and desired outcomes and how best to achieve them.
Gets the job done.
Effective Communication Conveys ideas and facts orally using language the audience will best
in Speaking understand.
Ability to conduct Examines data to grasp issues, draw conclusions, and solve problems.
Analysis and Reasoning
Problem Solving (Resolves difficult or complicated challenges).
Effective Interviewing Asks questions in ways that enhance the clarity, quality, and reliability
of information.
Coaching & Mentoring Enables co-workers to grow and succeed through feedback, instruction,
and encouragement.
Researching information Identifies, collects, and organizes data for analysis and decision-making.
Accountability & Takes personal responsibility for the quality and timeliness of work, and
Dependability achieves results with little oversight.
Attention to Detail Diligently attends to details and pursues quality in accomplishing tasks.
Managing Projects Structures and directs others’ work on projects or programs.
or Programs
Reporting Line
 The S&Q Manager is accountable to the Chief Operating Officer (COO) (via DPA).
 The S&Q Manager maintains closed cooperation with Designated Person Ashore, Management
Representatives and Department Managers for Integrated Management System issues.
Responsibilities
The responsibilities of the S&Q Manager are:
 Complying with the ISM Code requirements by keeping the IMS updated at all times.
 Complying with MLC 2006 Requirements and updating the IMS as required, for continuous
improvement.
 Complying with the ISO Standards requirements and monitoring their effective implementation.
 Collaborating with the DPA, Management Representatives and other Office Departments to verify
the effectiveness of the IMS and the degree of implementation, identifying the resources necessary
to do so and having the overall operational coordination and maintenance of the IMS.
 Collaborating with the CSO to verify the proper closing on ISPS Code matters raising from
Internal and External Audits.
 Collaborating with the CSO / A-CSO, in updating the Ship Security Policies, Procedures and
Processes , as per latest Rules and Regulations and Maritime Information Security Guidelines
(e.g Class).
 Collaborating with the CSO/ A-CSO in updating the Office Security Policies, Procedures and
Processes, as per the local rules and regulations, and best practices.
 Developing Policies, instructions, procedures and forms of the Integrated Management System
jointly with those who will have to implement them, and keeping them updated with the most
recent regulations.
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 Issuing amendments to the IMS documentation, and carrying out an overall review of the IMS to
ensure integrity, at least annually.
 Issuing appropriate Management of Change (MOC) reports for the changes related to the S&Q
Department, and monitoring all actions until their close-out.
 Coordinating IMS Internal Audits of Office and Vessels.
 Coordinating ISPS Internal and External Audits of the Vessels.
 Coordinating IMS& MLC 2006 External Audits of Office and Vessels.
 Coordinating the corrective actions taken for closing out the deficiencies raised from the ISM
&ISPS Internal and External Audits and reporting to Management (via DPA and Management
Representatives) and to the Recognized Authority which has issued the relevant Certificates.
 Submitting letters and reports to the RO regarding IMS& ISPS Issues.
 Monitoring and controlling IMS, ISPS, MLC 2006 and ISO Certificates.
 Organizing Table Top Exercises and Office-Vessel Drills.
Monitoring the above Drills, evaluating the performance of the Office and Shipboard Emergency
Teams and distributing the results to the Office and to the Vessels.
 Participating in the Accident/Incident Investigation Committee.
 Analyzing Accidents (Injuries), issuing Investigation Reports, keeping full records and
monitoring corrective/ preventive actions until their close-out.
 Reviewing the Masters’ Review Reports, distributing them to the other relevant Office
Departments and responding to the Masters.
 Initiating Focused Master’s Review Processes, collecting and tabulating the results and bringing
them for discussion and approval during the “Amendment Meetings”.
 Organizing Health and Safety Campaigns onboard the Vessels.
 Coordinating and participating in the Management Review Meetings and keeping the minutes.
 Supervising the S&Q Department Staff in their duties.
 Appraising the personnel of the S&Q Department and identifying training needs.
 Participating in the in-house interview and familiarization /debriefing of Senior Officers.
 Communicating with International Organizations and Foreign Authorities, as appropriate.
 Ensuring that proper records are kept by the S&Q Department.
 Coordinating all Departments for the acquisition of new Vessels.
 Periodically reviewing Security Issues.
 Periodically reviewing the Emergency Plans ( SOPEP-SMPEP- VRP)
 Issuing Circulars relevant to the duties and responsibilities of the Department.
 Assisting in the Departmental work, as required.
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7.2 S&Q COORDINATOR I / IMS INTERNAL AUDITOR

 ISPS Internal Auditor’s Certificate
 ISO 45001 Internal Auditor Certificates (Lead Auditor Certificate desirable).
 ISO 14001 Environmental Internal Auditor Certificate. (Lead Auditor Certificate desirable).
desirable).
 Proficient in English (written and spoken).
 Organizational and good communication skills.
 At least three (3) years of experience in the field. Seagoing experience desirable.
Note: If the requirement of 3-years’ experience is not met, then relevant training should be conducted.
Reporting Line
 The position of S&Q Coordinator I reports to the S&Q Manager.
Responsibilities
The specific responsibilities of the S&Q Coordinator I are:
Internal Audits
 Conducting the IMS Internal Audits onboard the Vessels, producing full Audit reports and having
the Overall Monitoring until the close-out of the Audit Findings.
 Coordinating the Internal Audits of the Vessels in close cooperation with the S&Q Manager.
 Conducting IMS Internal Office Audits, producing the Audit reports and monitoring until close out
of findings.
External Audits & SMC/ISSC/MLC Certificates

 Coordinating and arranging attendance of External Auditors for conducting the External
Integrated Audits (ISM Code/ISPS Code/MLC 2006/ISO 9001/ISO 14001/ISO 45001/ISO
50001) onboard the Vessels.
 Coordinating and arranging attendance of External Auditors for conducting the Annual
Verification IMS Audits of the Office.
 In cooperation with the S&Q Manager, monitoring the status of the IMS External Audits and
updating the Records.
 Record keeping and monitoring of the ISM/ISPS /MLC/ISO External Vessel Audits until close
out of the Findings and sending the Final Closed Sets to the Vessels, under the supervision of the
S&Q Manager.
 Distributing the Issued/Endorsed/Renewed Certificates by certification bodies, updating the
“Archive” database when they are endorsed and renewed and advising Flag Administrations.
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Review of Vessels’ Reporting

 Monitoring, reviewing and evaluating the Vessel’s Standard Reporting (of assigned Vessels) to the
S&Q Department (i.e Safety Meetings, Near Misses, Drills, Safety Officer’s Log Book, Daily Work
Plans, Risk Assessments, Training Records).
Oil Pollution Plans& Pollution Coverage

 Conducting Document Controls of Oil Pollution Plans (SMPEP, VRP, and California
Contingency Plan) in cooperation with the DPA.
 Arranging any additional Pollution Coverage when Vessels are calling at ports not covered by
VRP & California Contingency Plan (i.e Alaska, Canada. Hawaii).
Accident Investigation
Participating in the Accident (Injury) Investigation Process, as required.
Updating the Report Control Tables of the Accident Cases.
Updating the Monitoring Tables, for the Corrective /Preventive actions taken Fleet wide.
Management of Change Monitoring

In cooperation with the S&Q Manager, monitoring the Management of Change records, issued by the
S&Q Department, until their close-out, and collecting and filing all related supporting evidence.
IMS
 Making suggestions regarding IMS improvements based on Internal and External Audits’ findings.
 Contributing in the development procedures and forms of the Integrated Management System...
 Assisting the S&Q Manager in the IMS Amendments Process.
 Being a member of the Risk Assessment Review Team.
Office-Vessel Drills and Table Top Exercises

 Participating in the Office -Vessel Drills and Table Top Exercises (TTX) in Role Playing and/or
Record Keeper (as assigned).
 Monitoring the DPA “Call-out drills” and keeping records.
ERP Update
 Updating the ERP-ISM Module with amended IMS Documents, Company Circulars, Flag
Administration Circulars, as required.
Management Review Presentation

 Compiling the S&Q Presentation of the Management Review and compiling the Final “Wrap-up”
report, under the supervision of the S&Q Manager and assisting in the Analysis of the Statistics
and Trends.
Acquisition of New Vessels

 Assisting in the New Vessel Acquisition process, as required. Preparing IMS Documentation
(Manuals, Forms, Circulars) for the acquisition of new Vessels and coordinating with all other
Departments for the supply of items, as found in the “Acquisition of New Vessel Checklist”,
which is updated by S&Q on a continuous basis.
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Emergency
 Being Member of the Emergency Response Team, as stand-in.
 Updating and distributing the Emergency Contact Lists. (Shore Based Personnel and Fleet
Vessels).
Updating the DPA, CSO and Contracted Medical Advisors Contact Posters
Data Entry of Invoicing Details and Budget Monitoring

Making Data entries of invoicing details of all the Department’s Activities, in the Company ERP
System and monitoring the Department’s Budget.
Other
 Controlling the S&Q Department’s Filing System ( Hard Copy and Electronic)
 Controlling and updating the IMS Library.
 In cooperation with the S&Q Manager, updating and controlled the Vessel’s Standard Filing Plan.
 Making travelling arrangements for the attendance of the IMS Internal Auditors onboard the
Vessels.
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7.3 S&Q COORDINATOR II / IMS INTERNAL AUDITOR

 ISPS Internal Auditor’s Certificate
 ISO 14001 Environmental Internal Auditor Certificate (Lead Auditor Certificate desirable).
desirable).
 Organizational and good communication skills.
 At least three (3) years of experience in the field. Seagoing experience desirable.
Note: If the requirement of 3-years’ experience is not met, then relevant training should be conducted
Reporting Line
 The position of the S&Q Coordinator II reports to the S&Q Manager.
Responsibilities
The responsibilities of the S&Q Coordinator II are:
Internal Audits
 Conducting the IMS Internal Audits onboard the Vessels, producing full Audit reports and having
the Overall Monitoring until the close-out of the Audit Findings.
 Coordinating the Internal Audits of the Vessels in close cooperation with the S&Q Manager.
 Conducting IMS Internal Office Audits, producing the Audit reports and monitoring until close out
of findings.
External Audits & SMC/ISSC/MLC Certificates

 Coordinating and arranging attendance of External Auditors for conducting the External
Integrated Audits (ISM Code/ISPS Code/MLC 2006/ISO 9001/ISO 14001/ISO 45001/ISO
50001) onboard the Vessels.
Oil Pollution Plans & Pollution Coverage

 Arranging any additional Pollution Coverage when Vessels are calling at ports not covered by
VRP & California Contingency Plan (i.e Alaska, Canada. Hawaii).
Review of Vessels’ Reporting

 Monitoring, reviewing and evaluating the Vessel’s Standard Reporting (of assigned Vessels) to
the S&Q Department (i.e Safety Meetings, Near Misses, First Aid Cases, Behavioural Safety
Reports, Drills, Safety Officer’s Log Book, Daily Work Plans, Risk Assessments, Training
Records).
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 Coordinating, reviewing and monitoring the Ship Self -Audits (of assigned Vessels) and keeping
statistical tables.
Accident Investigation
 Participating in the Accident (Injury) Investigation Process, as required.
 Compiling Incident Investigation Reports.
 Updating the Report Control Tables of the Accident Cases.
 Updating the Monitoring Tables, for the Corrective /Preventive actions taken Fleet wide.
IMS
 Keeping updated with the New Regulations on all ISO Standards and MLC.
 Making suggestions regarding IMS improvements based on Internal and External Audits’ findings.
 Contributing in the development procedures and forms of the Integrated Management System, and
in particular on ISO Standards and MLC issues.
 Contributing in the migration of the IMS to comply with the new editions of ISO Standards (as
applicable)
 Assisting the S&Q Manager in the IMS Amendments Process.
 Being a member of the Risk Assessment Review Team.
Office-Vessel Drills and Table Top Exercises

 Participating in the Office -Vessel Drills and Table Top Exercises (TTX) in Role Playing.
 Maintaining the database with the action plans resulting from Office –Vessel Drills and Table Top
Exercises.
ERP Update
 Updating the ERP ISM Module with amended IMS Documents, Company Circulars, Flag
Administration Circulars, as required.
Management Review Presentation

 Compiling the S&Q Presentation of the Management Review and compiling the Final “Wrap-up”
report, under the supervision of the S&Q Manager and assisting in the Analysis of the Statistics
and Trends.
Acquisition of New Vessels

 Assisting in the New Vessel Acquisition process, as required. Preparing IMS Documentation
(Manuals, Forms, Circulars) for the acquisition of new Vessels and coordinating with all other
Departments for the supply of items, as found in the “Acquisition of New Vessel Checklist”, which
is updated by S&Q on a continuous basis.
MLC Issues
 Record Keeping and Monitoring of the MLC 2006 External Audits until close out of Findings
(in cooperation with the Crew Department and other Departments involved) and sending the Final
Closed Sets to the Vessels)
 Monitoring and Record Keeping of Health Campaigns, and compiling the final statistical reports.
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 Monitoring and Record Keeping of First Aid cases reports, conducting Investigations as required,
and producing statistical tables.
 Compiling the OCIMF Marine Injury Indexes (TRCF, LTIF) of all vessels.
OH&S Issues
 Assisting the S&Q Manager with all aspects of documentation, recordkeeping and
communication to Vessels related to the Company’s Health & Safety Management System (ISO
45001).
 In cooperation with the S&Q Manager monitoring the status of the ISO 45001 and ISO 50001
External Audits and updating the Records.
 Coordinating all aspects of documentation, recordkeeping and communication for the
Occupational Health and Safety Management System of the Office Building i.e (Procedures,
Forms, recordkeeping, Office Job Risk Assessments, compliance with Local Health & Safety
Legislation).
 Liaising with other Departments and External Parties, expediting and monitoring actions required
to ensure compliance with ISO 45001 in the Company Office Building.
 Acting as Office Safety Officer, performing health and safety inspections in the Office Building.
 Checking the Office Building’s Maintenance and Inspection records maintained by the Office
Security.
 Coordinating and maintaining records of the Office Safety Drills.
Briefing, Familiarization and Training of Shipboard Personnel

Conducting Briefing, Familiarization and Training of Shipboard Personnel in Office Premises, or via
Skype on all issues related to the S&Q Department.
Fumigation on Fleet Vessels

In cooperation with the Operations Department, making arrangements and monitoring of the Vessels’
Fumigation by Shore Contractor.
Emergency: Being Member of the Emergency Response Team, as stand-in.
Other
 Distributing the latest Flag Marine /Security Notices, Advisories and Circulars to the Vessels.
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7.4 S&Q ASSISTANT(S)
 Safety Management System Implementation Certificate.
 Awareness of Maritime Labour Convention Certificate.
 Communication skills, writing skills, computer skills.
 Previous experience is optional.
Reporting Line
 The position of S&Q Assistant reports to the S&Q Manager.
 The position is supervised by the S&Q Coordinators.
Responsibilities
The responsibilities of the S&Q Assistant(s) are:
 Document Control of the IMS (as to assignment and distribution of hard copies, where required).
 Preparing IMS Documentation (Manuals, Forms and Filing Plans) for the acquisition of new
Vessels, as found in the “Acquisition of New Vessel Checklist”, which is updated by S&Q on a
continuous basis.
 During each IMS Amendment process, assisting the S&Q Manager.
 After each IMS Amendment process, producing Hard Copy Manuals (as specified in the IMS) and
Vessel’s Standard Filing Systems and distributing them to the authorized holders.
 Monitoring the expiration dates of the USCG Type-Approved Alcometers and arranging the timely
dispatch of new Alcometers or sensors, and the relevant Certificates to the Vessels.
 Monitoring Drug & Alcohol and Benzene tests by Shore Screening Companies and updating the
records.
 Monitoring the onboard Alcohol Tests, ensuring timely Quarterly reporting and results.
 Keeping statistical tables of Positive Drug and Alcohol Test results.
 Forwarding the Drug and Alcohol Certificates to the Vessels in hard copy and electronically,
through the Document Control Procedure.
 Preparing and distributing Company developed Log Books as follows :
o Visitors Log Book.
o Fuel Type Change-Over Log Book.
o Maintenance of LSA & FFE
 Recording the Master’s Review Reports in the Report Control Tables.
 Recording the Near Misses in the Report Control Tables per vessel.
 Producing Statistical Tables for the reporting of Near Misses.
 Calculating Crew the Exposure Hours for issuing the LTIF & TRCF indexes.
 Updating the S&Q electronic filing on a Monthly basis
 Monitoring the Safety and Health Campaigns, initiated by the S&Q Department.
 Participating in the Office-Vessel Drills and Table Top Exercises as Record Keeper.
 Checking the Emergency Room before each Table Top Exercise (reference is made to
“Emergency Response Room Inventory List”).
 Updating the ERP-ISM Module, with the Circulars issued by all Departments.
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7.5 RESPONSIBILITIES DURING ABSENCES OF THE S&Q DEPARTMENT

During the absence of members of the S&Q Department, other members should replace them and
S&Q Manager: Replaced by the Deputy S&Q Manager.
Deputy S&Q Manager Replaced by the S&Q Manager or an S&Q Coordinator, depending on
the nature of the responsibility.
S&Q Coordinator: Replaced by another S&Q Coordinator.
S&Q Department Assistant: Replaced by an S&Q Coordinator.
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8. COMPANY SECURITY OFFICER (CSO) /ALTERNATE CSO (A-CSO)

Reference is also made to the Ship Security Plans.
One Office Employee, holder of a Company Security Officer’s Certificate, highly skilled and
professional, has been appointed as Company Security Officer.
One more employee is appointed as Alternate-CSO, assisting the CSO as required.
Minimum Qualifications of Company Security Officer

 Company Security Officer (CSO) / ISPS Auditor’s Certificate.
 ISM Internal Auditor Certificate (Lead Auditor Certificate Desirable).
 ISO 27001 Information Security Lead Auditor Certificate.
 Awareness of the ISPS Code requirements and all other relevant International Rules and
Regulations, Best Management Practices (last version BMP) of the Industry, awareness of the latest
developments on antipiracy techniques.
 Organizational and good communication skills, writing skills (for developing Manuals and Forms),
computer skills.
 At least five (5) years of experience in a similar position in the field.
Minimum Qualifications of Alternate Company Security Officer

 Company Security Officer (CSO) / ISPS Auditor’s Certificate.
 ISM Internal Auditor Certificate (Lead Auditor Certificate Desirable).
 Awareness of the ISPS Code requirements, all other relevant International Rules and Regulations,
Best Management Practices (last version BMP) of the Industry, awareness of the latest
developments on antipiracy techniques.
 Organizational and good communication skills, writing skills, computer skills.
 At least one (1) year of experience and relevant in-house and onboard training by the CSO for at
least three (3) months.
Reporting Line
 The position of Company Security Officer reports directly to the DPA.
8.1 RESPONSIBILITIES
The principle duties and responsibilities of the CSO include:
 Ensuring the effective implementation of the Company’s documented Integrated Management
System, relevant to the requirements of the ISPS Code and the Ship and Office Security Plans and
being responsible for the overall operational coordination of security in Office and onboard.
 Periodically reviewing the Ship Security Plan and the Office Security Plan, as well as all procedures
and forms related to Security, at least annually, or when there is need for significant changes.
 Performing the appropriate security assessments and other relevant information, advising the ship
of the levels of threats likely to be encountered.
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 Ensuring that Ship Security Assessments are carried out.

 Ensuring the development, submission for approval, implementation maintenance and amendment
of the Ship Security Plan (SSP) for existing and new Vessels.
 Ensuring the SSP is changed as necessary to correct deficiencies and satisfy security requirements,
evaluate the periodic reviews of SSA/SSP issued by Masters/SSOs.
 Developing Security instructions, procedures and forms, jointly with those who will have to
implement them, and keeping them updated with the most recent regulations and Industry
requirements.
 Arranging for the initial and subsequent verifications of the SSP by the Administration or the
recognized security organization.
 Providing the ship with any advice/advisories issued by the Flag Administration on the level of
threat likely to be encountered, or on other relevant security related matters, using appropriate
security assessments and other information.
 Performing random review of shipboard Security forms.
 Ensuring consistency between security and safety requirements.
 Monitoring the vessel’s Security drills and trainings.
 Organizing and conduct the annual ship-shore security exercise with entire fleet including the
participation of third parties.
 Controlling, arranging and monitoring the vessel’s LRIT conformance tests and certificate
issuance.
 Being responsible for the issuance of fleet Continuous Synopsis Reports.
 Performing and monitoring the Fleet SSAS test.
 Dealing with Flag Administration Security Requirements.
 Participating in the screening of the Private Maritime Security Contactors (face to face meeting –
verification audits).
 Controlling and monitoring PMSC performance.
 Creating personal files for each individual PMSC.
 Monitoring the fleet antipiracy hardening equipment and vessel preparation and readiness
regarding entry into worldwide HRAs.
 Having the overall monitoring of ISPS Internal and External Audits until the final close out of the
findings.
 Conducting and administering the Company’s ISO 27001 Internal Audits, coordinating and
arranging the Company’s ISO 27001 External Audits.
 Being responsible for the operation of the corporate Online Fleet Monitoring tool.
 Reporting to the Operations and Legal Department the entry and exit date of the Fleet Vessels from
the High Risk Area
 CSO is reporting to Crew Department regarding security situation in the areas of Vessels
operations and crew changes by reviewing well established sources of security information.
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8.2 INFORMATION SECURITY RESPONSIBILITIES

The CSO is responsible for issuing and updating Information Security Policies, Processes and
Procedures for the Company’s Operational Technology (O.T) Systems, taking into account Rules and
Regulations (e.g IMO Resolutions, USCG Requirements, Industry Requirements (TMSA) and
Maritime Information Security guidelines (E.g Class) in cooperation with the following Office
Departments:
 Technical Department.
 Marine/Vetting Department.
 Training Department.
In order to address all above requirements, increased Information Security Risk Awareness
familiarization is necessary.
8.3 RESPONSIBILITIES DURING ABSENCES OF THE CSO AND A-CSO

Responsibilities during absence;
The Company Security Officer: Replaced by the Alternate Company Security Officer.
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9. CREW DEPARTMENT
The Crew Department consists of the following:
 Crew Manager,
 Crew Operator (s),
 Crew Operator Assistant(s),
 Crew MGA Coordinator(s).
9.1 CREW MANAGER
Job Summary
Manages the Crewing function of the Company.
Develops, directs and controls the Crewing Strategies, Policies, Activities and programs, in alignment
with the Company’s strategic goals and objectives.
Reporting Line
Reports to the Chief Operating Officer (COO).
Academic
 Mariner and/or University Degree in a Shipping or Human Resources-related field.
 Very good knowledge of English Language.

 At least (10) years of experience in Tankers or Gas Crew Department and (3) years in managerial
position.
Job Competencies
Building Relationships Develops collaborative relationships to facilitate current or future
goals.
Ambiguity Tolerance Deals comfortably with unclear situations and problems.
Work Ethic Exhibits hard work and diligence.
Managing Conflict Manages hostility between individuals or groups when disagreements
occur.
Employee Development Provides support, coaching, training, and career direction to peers
and subordinates.
Decision Making Uses sound judgment to make timely and effective decisions.
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Resource Management Coordinates people and materials to maximize productivity and

efficiency.
Managing Change Effectively implements new methods and systems.
Delegation Assigns work based on task and skill requirements.
Leadership Demonstrates general leadership ability and effectiveness.
Managing Performance Monitors performance providing feedback for improvement as needed.
Motivating Others Fosters energy for and provides direction towards organizational
goals.
Strategic Planning Develops strategies to accomplish long-term goals.
Interpersonal Skills Gets along well with others, is tactful, and behaves appropriately in
social situations.
Responsibilities- Accountabilities
 Managing the Crew Department.
 Defining and developing the Crew Department’s goals, objectives and KPIs which support the
company’s business strategy.
 Developing and implementing the Crew Department’s related Policies, Procedures and Circulars.
 Planning, organizing, directing, coordinating and controlling the Crew Department’s activities
and programs.
 Ensuring that all Company Vessels are manned with qualified, certified, and medically fit Seafarers
in compliance with the National, International and shipping industry laws and regulations, as well
as with the Company’s Policies and Procedures.
 Managing the Seafarer’s workforce planning, hiring, on-boarding, familiarization, performance
management, career development, reward, compensation and welfare processes.
 Ensuring that documentation and data relevant to all seafarer’s records employed onboard, are
maintained and are readily accessible as per the in force GDPR rules.
 Appointing and evaluating all the Manning Agents, to ensure that they operate in full compliance
with the MLC 2006 requirements, as well as with Company specific requirements.
 Representing the Company in professional seafaring bodies in national and international level (i.e,
IMEC, ITF, ISF, and Flag State).
 Monitoring the changes and evolution of all the laws, regulations and practices of the National
and International shipping organizations and authorities related to crewing and ensuring they are
appropriately implemented by the Company.
 Identifying seafarers training needs, in accordance with National & International laws and
regulations.
 Resolving employment disputes with seafarers and their representatives.
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9.2 CREW OPERATOR
Job Summary
Implementing all the crewing related processes, activities and programs.
Reporting Line
Reports to the Crew Manager.
Academic
 Mariner and or University degree in a shipping or human resources related field.
 Familiar with STCW and MLC 2006 requirements.
 At least three (3) years of experience as a Crew Operator for Tankers and/ or Gas vessels.
Job Competencies
Teamwork - Collaborates with others to achieve goals
Cooperation
Negotiation Skills Explores alternatives to reach outcomes acceptable to all parties
Work Attitude Displays a positive disposition towards work
occur
Interpersonal Skills Gets along well with others, is tactful, and behaves appropriately in
social situations
Responsibilities – Accountabilities
 Meeting Crew Department’s goals, objectives and KPIs.
 Manning Company’s Vessels with qualified, certified and medically fit seafarers in accordance
with the National, International and shipping industry laws and regulations, as well as with the
Company’s policies and procedures.
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 Collecting, maintaining and updating documentation and data relevant to all seafarers’
records employed onboard.
 Arranging all aspects of processes related to seafarers’ employment, from workforce planning,
recruiting and hiring to travelling, on-boarding, familiarization, performance management,
career development, and welfare.
 Liaising and cooperating with the appointed Manning Agents.
 Implementing all the laws, regulations and best practices of the National and International
shipping organizations and authorities related to crewing in all crew department activities.
 Supporting the Crew Manager in all Crew Department Activities and keeping him/her updated
of any crewing related issue.
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9.3 CREW OPERATOR ASSISTANT
Job Summary
Assisting in the implementation of all crewing related processes, activities and programs.
Reporting Line
Reports to the Crew Manager
 University degree In Maritime Studies or other related field.
 Very good knowledge of English language.
• Computer literacy
At least one (1) year of experience in a relevant position in shipping industry.
Job Competencies
 Monitoring Crew Department’s KPI’s, creating and maintaining related reports.
 Supporting the manning process and activities of Company’s Vessels.
 Assisting in record keeping of all documentation and data related to seafarers’ employed
onboard.
 Assisting in the activities related to all aspects of seafarer’s employment implementing all the
laws, regulations and best practices of the National and International shipping organizations
and authorities related to crewing.
 Assisting the Crew Operator in all Crew Department activities.
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9.4 CREW MGA COORDINATOR
Job Summary
Supporting all the activities related to Crew Department’s budget and expenses.
Reporting Line
Reports to the Crew Manager.
Academic
 University degree in Finance, Accounting or Business Administration related field.
 Good knowledge of English.
 Good knowledge of MGA.

 At least three (3) years of experience in a similar position
Job Competencies
Financial Acumen Demonstrates keen insight and application of budgeting, financial
policies and procedures
 Recording and monitoring every aspect of Crew Department’s budget and Operating
Expenses (OPEX) including crew tickets.
 Arranging all aspects of the seafarers’ compensation and reward processes, as well vessels
MGA accounts.
 Providing qualitative and statistical data regarding crew expenses and budgeting.
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9.5 RESPONSIBILITIES DURING ABSENCES IN THE CREW DEPARTMENT

During the absence of members of the Crew Department, other department members should replace
them and perform their duties:
Crew Manager: Replaced by the Crew Operators.

Crew Operator Replaced by other Crew Operators or for decisions of higher
lever, replaced by the Crew Manager.
Crew Operator Assistant Replaced by other Crew Operator Assistants or by Crew
Operators.
Crew MGA Coordinator Replaced by other MGA Coordinator.
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10. TRAINING DEPARTMENT

The Training Department consists of the following positions:
 The Training Manager.
 Training Assistant(s).
10.1 TRAINING MANAGER
Job Summary
Manages the Seafarers’ training function of the company.
Designing, developing, implementing and controlling the Seafarers’ training policies, procedures,
programs and activities in alignment with the Company’s goals and objectives.
Reporting Line
Reports to the Chief Operating Officer (COO).
Academic
 Holder of Post Graduate Degree and/ or Master Mariner Diploma.
 Very good knowledge of English Language.

 At least three (3) years in a similar position in the field.
 At least two (2) years of experience as instructor.
 Experience in nautical-related training.
 Knowledge of the International Shipping Regulations (IMO / STCW) and Industry best practices.
Job Competencies
Planning/ Organizing Coordinates and directs routine activities effectively.
Initiative Takes action without the direction of others.
Self-Confidence Believes in oneself to accomplish tasks/goals.
Self-Development Actively acquires knowledge, skills, and abilities to remain current with
job requirements.
Creativity Generates novel and useful ideas.
Flexibility Willing to receive and accept new ideas, approaches, and strategies.
Building Relationships Develops collaborative relationships to facilitate current or future goals.
Teamwork-cooperation Collaborates with others to achieve goals.
Influencing Others Persuades others to a desired result.
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Managing Performance Monitors performance providing feedback for improvement as needed.

Motivating Others Fosters energy for and provides direction towards organizational goals.
People Management Trains, motivates and directs employees to optimize workplace
productivity and promote professional work.
occur.
Employee Development Provides support, coaching, training, and career direction to peers and
subordinates.
Presentation Skills Presents information clearly and effectively.
Industry Knowledge Continuously accumulates up-to-date knowledge and is aware of how a
particular industry works and operates.
 Managing the Training Department.
 Defining and developing the Training goals, objectives and KPIs which support the Company’s
business strategy.
 Developing the Training related Policies, Procedures and Circulars.
 Planning, organizing, directing, coordinating and controlling the Training activities and
programs.
 Planning and organizing Shore Employees’ hard skills trainings in line with the HR Department
career and performance management programs.
 Continuously developing a thorough knowledge of the training opportunities and resources
available in the marketplace
 Representing the Company in various related industry meetings, thus having ad hoc contacts with
industry peers
 Monitoring the Cadets’ onboard training and overseeing their progress, assisting the Crew
Manager in Cadets’ Career Management.
 Monitoring changes and updates in training, based on the latest regulations of International and
National Maritime Organizations and Authorities, revising existing training courses, selecting /
developing new training courses and programs in compliance with Industry Best Practices and
company’s specific requirements.
 Communicating with Industry Fora, as appropriate.
 Evaluating and selecting Training centers and establishments.
 Preparing, coordinating and conducting the Quarter and Annual Company’s conference.
During absence the Training Manager is replaced by the Training Assistance.
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10.2 TRAINING ASSISTANT
Job Summary
Supporting the Training Manager on the daily administration and coordination of training
department’s functions.
Reporting Line
Reports to the Training Manager.
Academic
 University degree in a related field.
 Experienced with the use and function of e-learning platforms and webinar software.
 Very Good knowledge of English Language.

 At least one (1) year of experience in a relevant position, preferably in the shipping industry.
 Experience in organizing events such as seminars, workshops or conferences.
Job Competencies
Results Orientation Driven to accomplish goals and complete tasks.
Self-Confidence Believes in oneself to accomplish tasks / goals.
Innovation Generates creative ideas and perspectives.
Willing to receive and accept new ideas, approaches, and
Flexibility
strategies.
Accepts personal accountability for actions regardless of
Responsibility
outcomes.
Teamwork-cooperation Collaborates with others to achieve goals.
Expresses himself/herself effectively, crafts and delivers concise
Communication
and informative communications.
Gets along well with others, is tactful, and behaves appropriately
Interpersonal skills
in social situations.
Attention to Detail Performs work with care, accuracy, and attention to detail.
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 Keeping the Training Department filing and record system updated at all times (both hard copy
and HRIS).
 Monitoring the invoices issued for training related activities and updating the vessels’ budget
tables.
 Coordinating with other departments and maintaining a good feedback loop on training related
matters.
 Preparing statistical data and trends of the Training Department’s goals, objectives and KPIs.
 Liaising with appropriate Contractors for any training requirements.
 Coordinating the day-to-day administration and logistics of the scheduled in-house and virtual
training courses.
 Setting up and supporting the delivery of the training courses.
 Organizing training events (courses, sessions, seminars, officers’ conferences, etc) for seafarers
and office personnel.
 Maintaining and updating the library of training resources and aids.
 Building and continuously monitoring the implementation of the training plan and of the company’s
training matrix for both seafarers and office personnel.
 Participating in the familiarization, briefings and debriefings of the Seafarers.
 Assisting the Training Manager in all Training Department activities.
10.3 RESPONSIBILITIES DURING ABSENCES IN THE TRAINING DEPARTMENT

During the absence of members of the Training Department, other department members should replace
Training Manager: Replaced by the Training Assistant(s)

Training Assistant: Replaced by other Training Assistant, or by the Training Manager.
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11. PURCHASING DEPARTMENT

The Purchasing Department is divided into two (2) Sections:
 Spares Section.
 Stores Section.
At times, the service of assistant(s) may be employed, as required.
11.1 SPARES SECTION
11.1.1 PURCHASING SPARES MANAGER
 University or other suitable degree.
 Good English.
Job Competencies
Stress tolerance Maintains composure in highly stressful or adverse
situations.
Customer Focus Builds and maintains customer satisfaction with services
offered by the organization.
Fiscal Accountability Follows fiscal guidelines, regulations, principles, and
standards when committing fiscal resources or processing
financial transactions.
Relationship Building Builds constructive working, relationships characterized by
a high level of acceptance, cooperation, and mutual respect.
Teamworking Promotes cooperation and commitment within a team to
achieve goals and deliverables.
Results focus & Initiative Focuses on results and desired outcomes and how best to
achieve them. Gets the job done.
Effective Communication in Speaking Conveys ideas and facts orally using language the audience
will best understand.
Ability to conduct Analysis & Examines data to grasp issues, draw conclusions, and solve
Reasoning problems.
Problem solving Resolves difficult or complicated challenges.
Researching information Identifies, collects, and organizes data for analysis and
decision-making.
Attention to Detail Diligently attends to details and pursues quality in
accomplishing tasks.
Reporting Line
 The position of the Purchasing Spares Manager reports to the Technical Manager.
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Responsibilities
The Purchasing Spares Manager is responsible for:
 Periodically reviewing the IMS Documentation, relevant to the responsibilities of the
Department, (at least annually or when there is a need for significant changes).
 Monitoring the list of Approved Suppliers for Spares.
 Evaluating the Suppliers.
 Negotiation new contracts and agreements for final approval by the Technical Manager.
 Approving Purchase Orders.
 Implementing the Company Policy with regards to Safety, Health, Quality, Economy and
sufficiency of goods supplied.
 Arranging Shore Based Maintenance contracts for the Vessels.
 Monitoring environmental and energy efficiency issues associated with the activities of the
Department (delivery of goods in environmental friendly packaging and energy efficiency
products, ordering bulk orders, purchasing from ISO 14001 and / or ISO 50001 certified suppliers
etc).
 Having the overall supervision of the Department.
 Appraising the personnel of the Purchasing Spares Department –and identifying training needs.
 Participating in the in-house interview and familiarization/ briefing of Masters and Chief
Engineers.
 Communicating with International Organizations, Foreign Authorities, International Forums, as
appropriate.
 Ensuring that proper records are kept by the Purchasing Spares Department.
regulations.
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11.1.2 PURCHASING SPARES OPERATOR
Job Summary
Handling and executing spares, lubricants, chemicals, gases & welding stores requests for the assigned
vessels.
Reporting Line
 Spares Purchasing Manager
Academic
 University Degree in Maritime studies, or other similar degree.
 Very good English and Greek language command.

 1-3 years of experience in similar position of purchasing department.
Job Competencies
Building Relationships Develops collaborative relationships to facilitate current or future goals
Negotiation Explores alternatives to reach outcomes acceptable to all parties
Detail Orientation Performs work with care, accuracy, and attention to detail
Work Ethic Exhibits hard work and diligence
 Reviewing the vessels Requisition Lists and securing approval to initiate the purchasing process
from the responsible employee.
 Sending out inquiries for quotations to Suppliers.
 Evaluating offers received from various suppliers.
 Making comparison tables and proposing the best suppliers based on the price, quality and previous
experience / cooperation.
 Executing the appropriate approval work flows and placing orders
 Notifying the vessel and the agent for the progress of the order.
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etc).
 Assisting the Purchasing Spares Manager in all Purchasing Spares activities.
The Responsibilities outline above may change and this position may be required to perform
other duties as determined by the needs of the Company.
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11.2 STORES SECTION
11.2.1 PURCHASING STORES MANAGER

 Good English.
Job Competencies
Customer Focus Builds and maintains customer satisfaction with services
offered by the organization.
Fiscal Accountability Follows fiscal guidelines, regulations, principles, and
standards when committing fiscal resources or processing
financial transactions.
Relationship Building Builds constructive working, relationships characterized by a
high level of acceptance, cooperation, and mutual respect.
Teamworking Promotes cooperation and commitment within a team to
achieve goals and deliverables.
Results focus & Initiative Focuses on results and desired outcomes and how best to
achieve them. Gets the job done.
Effective Communication in Speaking Conveys ideas and facts orally using language the audience
will best understand.
Ability to conduct Analysis & Examines data to grasp issues, draw conclusions, and solve
Reasoning problems.
Problem solving Resolves difficult or complicated challenges.
Researching information Identifies, collects, and organizes data for analysis and
decision-making.
Attention to Detail Diligently attends to details and pursues quality in
accomplishing tasks.
Reporting Line
 The position of the Purchasing Stores Manager reports to the Technical Manager.
Responsibilities
The Purchasing Stores Manager is responsible for:
 Periodically reviewing the IMS Documentation, relevant to the responsibilities of the
Department, (at least annually or when there is a need for significant changes).
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 Monitoring the list of Approved Suppliers for Stores.

 Evaluating the Suppliers.
 Negotiation new contracts and agreements for final approval by the Technical Manager.
 Approving Purchase orders.
 Implementing the Company Policy with regards to Safety, Health, Quality, Economy and
sufficiency of goods supplied.
etc).
 Having the overall supervision of the Stores Purchasing Department.
 Appraising the personnel of the Purchasing Stores Department and identifying training needs.
 Participating in the in-house interview and familiarization/ briefing of Masters and Chief
Engineers.
 Ensuring that proper records are kept by the Purchasing Stores Department.
regulations.
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11.2.2 PURCHASING STORES OPERATOR
Job Summary
Handling and executing provisions & stores and paints requests for the assigned vessels.
Reporting Line
 Stores Purchasing Manager
Academic
 University Degree in Maritime studies, or other similar degree.
 1-3 years of experience in similar position of purchasing department.
Job Competencies
Building Relationships Develops collaborative relationships to facilitate current or future goals.
Negotiation Explores alternatives to reach outcomes acceptable to all parties.
Detail Orientation Performs work with care, accuracy, and attention to detail.
Work Attitude Displays a positive disposition towards work.
 Reviewing the vessels Requisition Lists and securing approval to initiate the purchasing process
from the responsible employee.
 Sending out inquiries for quotations to Suppliers.
 Evaluating offers received from various suppliers.
 Making comparison tables and proposing the best suppliers based on the price, quality and previous
experience / cooperation.
 Executing the appropriate approval work flows and placing orders
 Notifying the vessel and the agent for the progress of the order.
etc).
 Assisting the Purchasing Stores Manager in all Purchasing Stores activities.
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11.3 FORWARDING COORDINATOR

 Conversant in English.
 At least three (3) years of experience in the field. If the requirement for 3-years’ experience is not
met, then relevant training should be conducted and recorded.
Reporting Line
 The position reports to the Purchasing Operators.
Job Competencies
Building Relationships goals.
Oral Communication Expresses himself/herself effectively through verbal communication.
Handles pressure without getting upset, moody, or anxious.
Stress Tolerance
Trustworthiness Acts with honesty and integrity.
Problem Solving Identifies solutions given available information.
Responsibility
The Forwarding Operators are responsible for:
 Keeping track of collection of ready orders by local forwarders as recorded in their stock list
 Processing forwarding inquiries to various forwarders or agents, investigating cost, transit /
clearance time at various ports
 Following instructions from Technical or Purchasing department, initiating shipping order to
certain port(s).
 Checking all shipping documents and keeping track of arrival dates in destination port.
 Creating forwarding case in Purchasing Software and subsequently relating all orders to
"Forwarding Log".
 Securing that shipments have arrived on time to destination and are cleared from customs, liaising
with shipper and consignee.
 Arranging supply on board vessel in liaison with forwarders or agents, following instructions
from Purchasing or Technical or Vetting departments and depending on special circumstances, if
any.
 Inserting forwarding cost in Purchasing Software and checks total amount spent in comparison
with budget amount.
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 Arranging forwarding of landed items in various ports.

 Final checking of invoices related to forwarding cases.
 Investigating launch cost in various ports.
 Coordinating the launches necessary at various ports, in liaison with all departments of the
Company.
 Checking of forwarding and launch cost as included in D/A's from agents.
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11.4 FORWARDING COORDINATOR ASSISTANT

Job Summary
Assists the Forwarding Coordinator to initiate forwarding inquiries of goods, services and personnel
and to handle, keep track and record all the steps of the forwarding process including their safe
delivery/transfer on board.
Reporting Line
 Reports to the Forwarding Coordinator.
Academic
 University Degree in Maritime studies, transportation or logistics.
 1-2 years of experience in similar position of Purchasing Department.
 Very good computer skills.
Job Competencies
Building Relationships goals.
Oral Communication Expresses himself/herself effectively through verbal communication.
Handles pressure without getting upset, moody, or anxious.
Stress Tolerance
 Investigating upon relevant department’s request the delivery of goods on board, and
coordinating all Company’s matters related to the delivery.
 Consolidating shipment with all possible means (air, land or sea transport) regarding spares and
stores, taking in consideration delivery and transit time to final destination, cost involved and
budget.
 Keeping the Forwarding filing, record and reporting system updated at all times (both hard copy
and software).
 Preparing all relevant documentation regarding customs, dispatches and insurance.
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 Following-up and controlling any case related to forwarding until the final delivery of goods.
 Preliminary checking of all forwarding invoices.
 Assists the Forwarding Coordinator in all his/her duties.
11.5 INVOICE CONTROLLER

 At least three (3) years of experience in the field. If the requirement for 3-years’ experience is not
met, then relevant training should be conducted and recorded.
Reporting Line
 The position reports to the Purchasing Operators.
Responsibilities
The Invoice Controller is responsible for:
1. Inserting the exchange rates in Purchasing Software on a weekly basis.
2. Reading all incoming mails relevant to invoices (spares and stores).
3. Separating and forwarding the invoices (spares / stores) upon receiving from accounting
department.
4. Scanning, renaming, saving and uploading the invoices to the Purchasing Software.
5. Checking invoices against quotations and orders (utilize the Purchasing Software) and writing on
the invoice the total amount in US Dollars
6. Updating the budget report with the currency rate for every finalized order.
7. Forwarding finalized invoices to the accounting department for further actions on a weekly basis.
8. Cross-checking with the accounting department the availability of all invoices on a monthly basis
and arranging with the suppliers for re-sending missing invoices.
9. Opening orders and finalizing them on the basis of the giving Disbursement Accounts.
10. In case of discrepancies, communicating with the Purchasing Operators and requesting credit note
from the supplier.
11. Passing credit notes to the accounting department and attaching them to the corresponding case.
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11.6 RESPONSIBILITIES DURING ABSENCES

During the absence of members of the Purchasing Department, other members should replace them as
follows:
Purchasing Spares Manager- Replaced by other Purchasing Spares Operators
Purchasing Stores Manager Replaced by other Purchasing Stores Operators.
Purchasing Spares Operators: Replaced by other Purchasing Spares Operators or by
the Purchasing Spares Manager.
Purchasing Stores Operators: Replaced by other Purchasing Stores Operators or by
the Purchasing Stores Manager.
Forwarding Coordinator : Replaced by Forwarding Coordinator Assistant
Forwarding Coordinator Assistant Replaced by Forwarding Coordinator
Invoice Controller: Replaced by other Invoice Controller or by the
Purchasing Operator (Spares/Stores).
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12. LEGAL & INSURANCE DEPARTMENT

The Legal & Insurance Department consists of the following positions:
 Legal & Insurance Manager
 Legal & Insurance Assistants
12.1 LEGAL& INSURANCE MANAGER

 Lawyer’s Degree.
 Professional level of English.
 At least five (5) years of experience in Maritime Law.
Reporting Line
 The position reports to the Chief Operating Officer.
Responsibilities
The Legal & Insurance Manager is responsible for:
 Maintaining close contact with the Market (Brokers, Underwriters, Clubs), in order to receive full
feedback on the development and ensuring competitive services on the basis of mutual trust.
Reliance on a sole Broker should be avoided.
 Studying financial results of various P&I Clubs and Underwriters very carefully one a year, prior
to selecting a Club for insurance renewals.
 Assisting Management in Insurance topics.
 Ensuring that P&I, Hull & Machinery, FD&D, War Risk Covers are in place for all Vessels.
 Arranging premium payments.
 Handling claims, compiling the necessary Claims statements, Reports and expenditures and
cooperating with other Departments on this matter.
 Handling and keeping records of all anti-pollution matters, including excess Oil Pollution
Liability, Certificates and Financial responsibility (COFR), Civil Liability Certificates, Blue
Cards.
 Corresponding with Flag State Administration for legal matters.
 Reviewing and approving invoices related to this activity.
 Reviewing contracts (new acquisitions, management etc).
 Considering to include Information Security Risk P&I Contract Clauses.
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12.2 LEGAL& INSURANCE ASSISTANTS

 Law studies.
Reporting Line
 The position reports to the Legal & Insurance Manager.
Responsibilities
Assisting the Legal & Insurance Manager, as assigned.

During the absence of members of the Legal & Insurance Department, other members should replace
Legal & Insurance Manager: Replaced by the Legal & Insurance Assistant.
Legal & Insurance Assistant: Replaced by other Assistant or Legal & Insurance
Manager depending on the issue.
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13. PROJECTS DEPARTMENT

The New Projects/New Buildings Department presently consists of the following:
 Project Manager.
 Team of Naval Architects and Marine Engineers.
13.1 NEW PROJECT MANAGER

 University graduate.
 At least five (5) years of previous relevant experience in projects, Classification, Flag
Administration, IMO and Industry requirements.
 Fluent in English (written and spoken).
Job Competencies
Teamworking Promotes cooperation and commitment within a team to achieve
and Reasoning
making.
Accountability& Takes personal responsibility for the quality and timeliness of work,

tasks.
Programs
Reporting Line
 The position reports to the Technical Manager and Deputy COO.
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Responsibility
The overall responsibility rests with the Project Manager, who shall assign specific responsibilities to
the Project Engineer(s).
New Regulations
 Keeping updated with current and forthcoming IMO Regulations, Classification Society Rules
and Regulations, National Authorities and EU Regulations and latest Industry requirements.
 Attending seminars run by Classification Societies or other Industry Organizations regarding
familiarization and impact of New Regulations.
 Advising the Technical Department in advance of forthcoming New Regulations, liaising as /if
necessary with Classification Societies and Flag Administrations and assisting, if required, with
necessary Class Approvals, with revised Office procedures etc.
New-buildings
 Compiling Shipyard Specifications.
Liaising with the Company’s Technical, Operations and Marine Departments and incorporating
their comments, to the specifications and drawings.
 Liaising with Technical Consultants involved with the design of new-buildings and approving
their Specification and Design Work.
 Collaborating with the Technical Manager and/or Deputy COO on the selection of Equipment
Makers.
 Visiting various Shipyards for new-buildings, evaluating their facilities, manpower and quality of
workmanship.
 Participating in the Shipyard Selection Process.
 Participating in meetings with Shipyard Management concerning Contractual, and Technical
/Specification issues.
 Reporting findings to the Chief Operating Officer (COO) and the Chief Executive Officer (CEO).
 Evaluating contractual documentation and effecting necessary changes to reflect current and
forthcoming IMO Regulations, Classifications Societies Rules and Regulations, National and
International Regulations, latest Industry practices and Company’s own operational requirements
and standards.
 Prior to signing a new-building contract, the following contractual documentation should be
evaluated and returned to the to the Shipyard concerned, with Company comments:
o Shipyard’s outline and detailed specifications and Maker’s List.
o General Arrangement, Mid-ship Section and Main Diagrammatic Piping drawing.
o Shipbuilding contract.
 Carrying out Plan Approval of Shipyard Construction Drawings.
 Participating in the Site Team as Owner’s Representative ( i.e liaising with the Site Manager of
the Company’s Site Team, following up progress reports of new-buildings, periodically visiting
the shipyard during the construction period.
 Participating in Ship Trials
 Participating in the Main Engine and Diesel Engine Shop Trials
 Participating in the process of the Vessel’s Deliveries and recommending the Project acceptance
authorization to the Technical Manager /Deputy COO.
 Attending the delivery of New-Buildings.
 Following-up guarantee claims as agreed by the Technical Manager.
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13.2 NEW PROJECTS ENGINEER

 University graduates of Naval and Engineering Universities.
 Fluent in English (written and spoken).
 Preferably with some experience in the field. New Naval Architects and Marine Engineers
without experience may be employed but are sent onboard Company ships for training.
Reporting Line
 The position reports to the Projects Manager.
Job Competencies
Customer Focus Builds and maintains customer satisfaction with services offered by
the organization.
Teamworking Promotes cooperation and commitment within a team to achieve
and Reasoning
making.
Accountability& Takes personal responsibility for the quality and timeliness of work,

tasks.
Programs
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Projects Manager Replaced by the Projects Engineer.

Projects Engineer Replaced by Projects Manager.
If both are absent Replaced by Technical Manager.
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14. INFORMATION, COMMUNICATION AND TECHNOLOGY (ICT) DEPARTMENT

The ICT Department consists of:
 The ICT Manager.
 The ICT Support Manager.
 The ICT Development Head.
 The ICT Administrator.
 The ERP Administrator.
 The ICT Security Engineer.
 The ICT Engineer(s).
14.1 ICT MANAGER
Job Summary
Leads the ICT function of the Company (land-based and Vessels).
Defines the ICT strategies and policies and delivers the appropriate ICT capabilities, digitalization
and innovation, in alignment with the Company’s strategic goals and objectives.
Reporting Line
 Reports to the CEO and CoCEO and COO.
Academic
 Postgraduate Degree in a Computer-related field.
 Very good oral and written communication skills in English.
 Professional and Job Experience

 ICT Leadership experience.
Job Competencies
Business Acumen Demonstrates keen insight and application of business policies and
procedures.
Resource Management Coordinates people and materials to maximize productivity and
efficiency.
Delegation Assigns work, based on task and skill requirements.
Leadership Demonstrates general leadership, ability and effectiveness.
Managing Performance Monitors performance providing feedback for improvement, as needed.
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Problem Identification Detects errors, gaps, and potential flaws in goals and tasks.
Information Analysis Gathers, organizes, and analyses diverse sources of information.
Industry Knowledge Demonstrates an understanding of Industry knowledge and trends.
Problem Solving Identifies solutions, given available information.
 Advising on the emerging technologies and digital trends that are most relevant to the Company's
goals and evolving needs.
 Defining the ICT goals, objectives and KPIs, which support the Company’s overall Business
Strategy.
 Ensuring that, on an ongoing basis, that current and planned ICT architecture, investments and
solutions are aligned with Company business objectives.
 Guiding the design and implementation of the most appropriate and effective ICT organization,
to support and engage with the business , maximizing data, Information and Systems Security ,
Information Security, confidentiality , integrity, availability and continuity.
 Conducting the appropriate business processes and data-driven analysis, on a cross-departmental
level and managing the Company’s ICT systems convergence, with the direct support of the
employees involved with data administration of any system.
 Guiding the design, planning, procurement and implementation of the ICT infrastructure and
projects (hardware, software, applications, ERP) that support the Company’s operations and
business applications.
 Guiding the development of ICT policies, processes, procedures, instructions, portfolio
management, development standards and methodologies.
 Monitoring the industry for developments in ICT operations; evaluating and implementing
relevant new tools and service management frameworks.
 Overseeing all vendors and managed Service Agreements for ICT services, and equipment.
The Responsibilities outlined above may change, and this position may be required to perform other
duties, as determined by the needs of the Company.
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14.2 ICT SUPPORT MANAGER

Job Summary
Manages all the ICT support activities and personnel (land based and vessels), ensuring the
implementation of the ICT goals and objectives.
Reporting Line
 Reports to the ICT Manager.
Academic
 ICT related or Engineering Degree.

 Ten (10) years of experience in a similar position in the field.
Job Competencies
Business Acumen procedures.
Managing Conflict Manages hostility between individuals or groups when disagreements occur.
Resource
Coordinates people and materials to maximize productivity and efficiency.
Management
Delegation Assigns work, based on task and skill requirements.
Managing
Monitors performance providing feedback for improvement, as needed.
Performance
Problem
Detects errors, gaps, and potential flaws in goals and tasks.
Identification
Safety Follows safety precautions and displays safe on-the-job behaviour.
Information
Gathers, organizes, and analyses diverse sources of information.
Analysis
Industry Knowledge Demonstrates an understanding of industry knowledge and trends.
Quality Orientation Emphasizes producing quality products and/or meeting quality standards.
 Implementing the ICT goals, objectives, and KPIs.
 Managing the day-to-day ICT operations of the entire Company (except the ERP), ensuring
uninterruptable availability, the adequate technical assistance to Office and Vessels’ personnel
and the appropriate maintenance and support of the ICT Infrastructure and Software.
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 Implementing ICT policies, processes, procedures, instructions, portfolio management,

development standards and methodologies.
 Implementing and supporting the information and Information Security Management System,
ensuring information security and the integrity, confidentiality and availability of relevant data
and systems and reporting on its performance.
 Monitoring, measuring, analysing and evaluating the Information Management System in order to
identify further requirements.
 Managing the procurement, installation and support of the ICT infrastructure and projects
(hardware, software, applications).
 Reviewing all Vendors and managed Service Agreements for ICT services, and equipment.
 Implementing and maintaining the ICT Disaster Recovery and Business Continuity Plan.
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14.3 ICT DEVELOPMENT HEAD

Job Summary
Manages all the ICT activities and personnel related to the design and development of the Company’s
(land-based and vessels) ERP, software, networks, infrastructure and systems, ensuring the
implementation of the ICT goals and objectives.
Reporting Line
 Reports to the ICT Manager.
Academic
 Postgraduate Degree in Computer Science.

 Six (6) years working experience within the ICT sector, out of which two (2) in ICT Project
Management.
Job Competencies
procedures.
occur.
Resource Coordinates people and materials to maximize productivity and efficiency.
Management
Managing Monitors performance providing feedback for improvement, as needed.
Performance
Problem Detects errors, gaps, and potential flaws in goals and tasks.
Identification
Information Analysis Gathers, organizes, and analyzes diverse sources of information.
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 Implementing the ICT goals, objectives, and KPIs.
 Designing and developing a comprehensive risk-based Enterprise Information and Information
Security Management System to ensure the confidentiality, integrity and availability of relevant
data and systems.
 Managing the design and development of the ICT infrastructure and projects (hardware, software,
applications, ERP) that support the Company’s operations and business applications.
 Managing the day-to-day operations of the Company’s ERP.
 Developing the ICT policies, processes, procedures, instructions, portfolio management,
development standards and methodologies.
 Reviewing all Vendors and managed Service Agreements for ICT services, and equipment.
 Designing the ICT Disaster Recovery and Business Continuity Plan.
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14.4 ICT ADMINISTRATOR
Job Summary
Administers the Company’s (shore-based and vessels) hardware and network infrastructure, operating,
e-mail and SW application servers/systems.
Reporting Line
 Reports to the ICT Support Manager.
Academic
 University Degree in Computer Science/Engineering or related field.

 Five (5) years of experience in a similar position in the field.
 Professional qualifications, certifications (i.e. MCSΑ, CCNA).
Job Competencies
Service Orientation Creates customer loyalty through courteous, timely, and helpful service.
Following
Adheres to directions, policies, and/or legal guidelines.
Procedures
Self-Development Actively acquires knowledge, skills, and abilities to remain current with job
requirements.
Problem
Identification
Information
Analysis
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 Administering both the shore-based and vessels computer networks and related computing
environments, including hardware, equipment, system’s physical-virtual-cloud servers and
application software.
 Administering and coordinating the implementation of systems and network security policies,
practices and measures to protect data, software and hardware.
 Proposing and administering the appropriate systems and processes for the optimum and secure
performance of all computer systems, networks and data repositories, aiming to maximize
information security and Information Security.
 Testing Computer hardware, networking software and operating system software.
 Recommending changes to improve systems and network performance and determining hardware
or software requirements related to such changes.
 Administering the Disaster Recovery and Business Continuity Plan.
 Assisting the ICT Support Manager in all ICT activities.
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14.5 ERP ADMINISTRATOR

Job Summary
The ERP administrator ensures the smooth operation of the ERP software of the Company,
(Shore-based and vessels), maintains and configures the system and the database.
Reporting Line
 The ERP Administrator reports to the ICT Development Head.
Academic
 University degree in Computer Science.
 Written and spoken fluency of the English Language.

 1-3 years’ experience as Administrator of a shipping ERP software.
Job Competencies
Identification
 Ensuring the smooth operation of ERP software in both office and vessels.
 Installing, configuring, maintaining, and troubleshooting the ERP throughout the company and
vessels. Performing software upgrades, as needed.
 Updating the database of the ERP software.
 Supporting and training the users with their ERP software.
 Assisting the ICT Development Head in his duties.
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14.6 ICT SECURITY ENGINEER
Job Summary
Provides support, maintenance and troubleshooting to the Company’s and Vessels ICT systems,
infrastructure, software and network, focusing on information security and Information Security
matters.
Reporting Line
Academic
 University Degree in Computer Science/Engineering or related field.

 Five (5) years of experience in a similar position in the field.
 Professional qualifications, certifications (i.e. MCSΑ, CCNA).
Job Competencies
Service Orientation Creates customer loyalty through courteous, timely, and helpful
service.
Following Adheres to directions, policies, and/or legal guidelines.
Procedures
Self-Development Actively acquires knowledge, skills, and abilities to remain current
with job requirements.
Identification
Information Gathers, organizes, and analyses diverse sources of information.
Analysis
Industry Knowledge Demonstrates an understanding of industry knowledge and trends.
Quality Orientation Emphasizes producing quality products and/or meeting quality
standards.
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 Installing, configuring, maintaining, and troubleshooting the software and hardware used
throughout the company and vessels.
Performing hardware/software upgrades to existing computer and equipment as needed.
 Implementing systems and network information security and Information Security policies
practices and measures of the Information and Information Management System, in order to protect
data, software and hardware.
 Operating, monitoring, analysing and controlling the appropriate systems and processes for the
optimum and secure performance of all the computer systems, networks, and data processing,
exchange and repositories, aiming to maximize information security and Information Security.
 Supporting the ICT infrastructure, network and peripheral systems.
 Assisting the ICT Support Manager and the ICT Administrator in all ICT activities.
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14.7 ICT ENGINEER (S)
Job Summary
Provides support, maintenance and troubleshooting to the Company’s and Vessels ICT systems,
infrastructure, software and network.
Provides support to the Company’s and Vessels ICT systems users.
Reporting Line
Academic
 ICT related or Engineering Degree.
 Good oral and written communication skills in English.
 Two (2) years of experience in a similar position in the field.
 Professional qualifications, certifications
Job Competencies
Service Orientation Creates customer loyalty through courteous, timely, and helpful service.
Following
Adheres to directions, policies, and/or legal guidelines.
Procedures
Actively acquires knowledge, skills, and abilities to remain current with job
Self-Development requirements.
Problem
Identification
Information
Analysis
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 Installing, configuring, maintaining, and troubleshooting the software and hardware used
throughout the Company and Vessels.
Performing hardware/software upgrades to existing computer equipment, as needed.
 Acting as software support agent to the entire Company’s and Vessels’ user community, providing
the appropriate technical assistance.
Responding to user requests for service and determining the nature and extent of support needed.
 Providing ICT systems infrastructure, network and peripheral systems.
 Having the control and monitoring of all Vessel’s communication systems.
 Assisting the ICT Support Manager and the ICT Administrator in all ICT activities.
14.8 RESPONSIBILITIES DURING ABSENCES IN THE ICT DEPARTMENT

During the absence of the members of the ICT Department, other members should replace them and
ICT Manager Replaced by the ICT Support Manager or ICT Development Head.
ICT Support Manager Replaced by the ICT Administrator.
ICT Development Head Replaced by the ERP Administrator.
ERP Administrator Replaced by ICT Development Head.
ICT Administrator Replaced by ICT Security Engineers.
ICT Security Engineer Replaced by ICT Administrator.
ICT Engineer Replaced by other ICT Engineer.

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15. HUMAN RESOURCE DEPARTMENT (HR)

The Human Resources Department (HR) consists of:
 HR Manager
 HR Assistant.
15.1 HR MANAGER
Job Summary
Leads the human resources function of the Company. Develops, directs and controls the human
resources strategies, policies, structures, programs and activities, in alignment with the Company’s
Reporting Line
 Reports to the CEO and CoCEO and keeps the COO informed.
Academic
 University Degree in HR Management, or University Degree in any field and Certification in HR.
 At least five (5) years of experience in ΗR managerial position.
Job Competencies
Business Acumen procedures.
Building Teams Assembles cohesive groups based upon required skills, goals, and tasks.
Managing Conflict Manages hostility between individuals or groups when disagreements occur.
Employee Provides support, coaching, training, and career direction to peers and
Development subordinates.
Managing
Monitors performance providing feedback for improvement as needed.
Performance
Motivating Others Fosters energy for and provides direction towards organizational goals.
Talent
Recruits, rewards, and retains individuals with critical skills and abilities.
Management
Interpersonal Skills Gets along well with others, is tactful and behaves appropriately in social
situations.
Intrapersonal Skills Demonstrates the appropriate motivation, attitude and self- control to
effectively perform on the job.
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 Managing the HR Department.
 Defining and developing the HR goals, objectives, and KPIs which support the Company’s
overall business strategy.
 Developing the organization’s HR structures and Job descriptions of all positions, ensuring clear
and non-conflicting authorities, responsibilities and accountabilities of the shore based
employees.
 Developing the HR related policies, procedures and instructions.
 Planning, organizing, directing, coordinating and controlling the Company’s HR activities and
programs. Indicatively, such activities and programs include: Employee staffing, sourcing,
recruiting, selection, onboarding, assimilation, development, exiting.
 Developing and implementing programs for talent acquisition, employee engagement and
retention and career management.
 Designing and managing the processes for employee performance management and feedback.
 Developing and implementing after CEO, CoCEO approval the reward and compensation system
for the shore based employees.
 Developing policies and implementing programs that will promote and ensure a positive
employer-employee relationship and a high level of employee well-being at work, morale,
motivation and assistance.
 Providing proactive counsel or guidance to Chief Officers, Managers and employees on employee
related issues.
 Managing the HR Departments’ budget.
 Developing and implementing the Company’s Corporate Social Responsibility policies, practices,
activities and promoting relationships with community based organizations, academic
institutions, industry fora etc.
 Ensuring that proper records are kept by the HR Department.
 Ensuring compliance with government employment laws and regulations.
 Contributing to Information Security Checks at the shore based employees (e.g. requiring
Criminal records).
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15.2 HR ASSISTANT
Job Summary
Assists the HR Manager at the human resources function. Provides administrative support of day-to-
day human resources operations.
Reporting Line
 Reports to the HR Manager.
Academic
 University Degree in Human Resources Management.
 1-2 years of experience in ΗR position.
 Computer skills and knowledge of basic statistics
Job Competencies
Achievement
Driven to accomplish goals and complete tasks.
Orientation
Vigilance Remains alert and focused when performing monotonous tasks.
Professionalism Acts in accordance with job-related values, principles, and standards.
Self Confidence Believes in oneself to accomplish tasks/goals.
 Keeping the HR Department filing and record system updated at all times (both hard copy and
HRIS) ensuring confidentiality.
 Preparing HR metrics and statistical data for the shore base employees.
 Making the necessary arrangements for the conduct of employee staffing, sourcing, recruiting,
selection and exiting activities.
 Assisting with the on boarding and assimilation process of the new employees.
 Assisting employees with HR policies and procedures implementation.
 Assisting the HR Manager in all HR Department activities.
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Responsibilities outlined above may change and this position may be required to perform other duties
as determined by the needs of the Company.
15.3 RESPONSIBILITIES DURING ABSENCES IN THE HR DEPARTMENT

During the absence of members of the HR Department, other members should replace them and
HR Manager Replaced by the HR Assistant
HR Assistant Replaced by the HR Manager.
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16. OFFICE ADMINISTRATION

The Office Administration is consists of the:
 Office Administrator
 Office Secretaries, and at times, if required, a General Purpose rotating secretary.
16.1 OFFICE ADMINISTRATOR

 Administration or Secretarial degree or other suitable degree.
 At least five (5) years of experience in a similar position in the field.
Reporting Line
 The position reports to the Chief Finance Officer for payments.
 The positions reports to the Chief Operating Officer (COO) for Office Administration matters.
Responsibilities
The Office Administrator is responsible for:
 Being overall responsible to the Chief Operating Officer.
 Being responsible for Office Premises and infrastructure (buildings, furniture).
 Being responsible for adequate secretarial support and their work scheduling.
 Keeping records of employee vacation leaves and absences.
 Effecting payments to office and shipboard personnel.
 Effecting payments to various suppliers.
 Being responsible for the Office Recycling and Conservation Program (paper, aluminum,
batteries, conservation of energy, conservation of water) in cooperation with the Environmental
Department.
 Having the overall supervision of the Department.
 Appraising the personnel of the Department.
 Ensuring that proper records are kept by the Purchasing Department.
16.2 OFFICE SECRETARIES

 Secretarial or other suitable degree.
 Good English.
 At least one (1) year of experience working in an Office.
Reporting Line
 The position reports to the Office Administrator.
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Responsibilities
The Office Secretary is responsible for:
 Being the Office receptionist.
 Operating the telephone switchboard.
 Dispatching Mail to the Vessels.
 Receiving Mail from the Vessels.
 Monitoring Incoming /Outgoing Office Mail.
 Keeping Office Employee attendance records.
 Creating and updating Office Contact Lists.
 Ordering Office Stationary and supplies.

During the absence of the members of the Office Administration Department, other members should
replace them and perform their duties:
Office Administrator Replaced by a designated trained member of the

Accounting Department.
Office Secretary Replaced by other Office Secretaries.
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17. FINANCE DEPARTMENT
17.1 CHIEF FINANCIAL OFFICER

Job Summary
Leads the financial related activities of the Company. This includes accounting, finance, forecasting,
strategic planning, budgeting, deal analysis and negotiations, Investor relationships and Partnership
compliance and Private and Institutional financing.
Reporting Line
 Reports to the CEO and CoCEO and keeps the COO, CCO and CAO informed.
Academic
 Graduate Degree in Finance, Accounting, or MBA.
 At least ten (10) years in progressively responsible finance or accounting leadership roles,
preferably in shipping.
Job Competencies
Business Acumen Demonstrates keen insight and application of business policies
and procedures.
policies and procedures.
possible negative consequences.
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 Defining the short and long term financial goals and objectives, in alignment with the Company’s
 Safeguarding finance credibility by providing timely and accurate analysis of budgets, financial
trends and forecasts.
 Directing all aspects of the Finance, Accounting, Reporting and Controlling functions of the
Company.
 Cooperating with CCO in the preparation of all commercial performance reports and associated
reporting to internal and external stakeholders.
 Directing the preparation of all financial budgeting reports and statements, including income
statements, balance sheets, shareholder reports, tax returns, and governmental agency reports.
 Proposing the annual operating budget of the Company and the vessels, cooperating with the
individual budget holders.
 Confirming financial status by monitoring revenue and expenses; proposing any necessary
adjustments to future projections and budgets.
 Guiding all the long range financial activities of the Company.
 Leading the development and the implementation of the appropriate financial, accounting and
budgeting processes, policies and procedures, including financial forecasting, financial risk
assessment, budgets and consolidation and reporting to internal or external stakeholders.
 Providing recommendations to strategically enhance financial performance and business
opportunities.
 Overseeing cash flow planning process.
 Overseeing investment of funds and assets working with investment bankers to raise additional
capital required for expansion.
 Representing the Company to banks, financial partners, institutions, public auditors and officials.
 Ensuring that effective departmental controls are in place in compliance with all financial and
accounting laws, standards and regulations.

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17.2 FINANCIAL PLANNING AND ANALYSIS MANAGER

Job Summary
Managing all the financial planning and analysis function of the Company, ensuring the
implementation of the Finance Department goals and objectives.
Reporting Line
 Reports to the CFO.
Academic
 Graduate Degree in BA, Finance, Accounting.
 At least seven (7) years in progressively responsible managerial roles in shipping financial planning
& analysis positions.
Job Competencies
procedures.
Teamwork Collaborates with others to achieve goals.
Self Development Actively acquires knowledge, skills, and abilities to remain current
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 Developing and implementing the appropriate long term financial forecasting and financial
risk assessment processes.
 Developing and implementing the appropriate short term financial forecasting, budgets and
relevant reporting to external stakeholder’s processes.
 Developing and implementing financial models and analyses to support strategic initiatives.
 Monitoring and administering the investments and the corporate governance.
 Evaluating the financial implications of current and future business activities, programs,
strategies and new regulatory actions.
 Analysing current and past trends in key performance indicators including all areas of
revenue, expenses and capital expenditures.
 Analysing financial markets, complex financial information and reports to provide accurate
and timely financial recommendations for decision making purposes.
 Collaborating with the other finance department managers to support overall department goals
and objectives.
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17.3 FINANCIAL REPORTING & CONTROLLING MANAGER

Job Summary
Managing all the financial reporting and controlling function of the Company, ensuring the
implementation of the Finance Department goals and objectives.
Reporting Line
Academic
 Graduate Degree in Finance, Accounting.
 At least seven (7) years in progressively responsible managerial roles in shipping accounting,
reporting & controlling positions.
 CPA
Job Competencies
procedures.
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 Managing the preparation and distribution to all internal and external stakeholders of all the
financial statements and reports i.e. income statements, balance sheets, budget, shareholder and
government agency reports, maintaining the highest quality, reliability and accuracy.
 Coordinating the Company's audits with the independent auditors.
 Developing and maintaining the integrity of the financial reporting process.
 Monitoring the compliance with financing arrangements.
 Developing and implementing the appropriate financial controls ensuring compliance with
GAAP, audit best practices, standards and methodologies, applicable regulatory laws and rules
for financial and tax reporting.
 Developing policies and procedures over the accounting, budgeting, controlling and financial
activities.
 Implementing the controlling procedures on the accounting, budgeting and financial activities.
 Researching and resolving accounting issues including evaluation and implementation of new
accounting pronouncements to ensure legal and regulatory compliance.
and objectives.
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17.4 FINANCIAL REPORTING & CONTROLLING OFFICER

Job Summary
Performing the financial reporting and controlling activities of the Company.
Reporting Line
 Reports to the Financial Reporting & Controlling Manager.
Academic
 At least five (5) years in progressively responsible roles in shipping accounting, reporting &
controlling positions.
 CPA.
Job Competencies
procedures.
Financial Acumen Demonstrates keen insight and application of budgeting, financial policies
and procedures.
Risk Management Takes appropriate chances to achieve goals while considering possible
negative consequences.
Self Development Actively acquires knowledge, skills, and abilities to remain current with job
requirements.
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 Preparing and distributing to internal and external stakeholders all the financial statements
and reports i.e. income statements, balance sheets, budget, shareholder and government
agency reports, maintaining the highest quality, reliability and accuracy.
 Assisting in the coordination of the Company's audits with the independent auditors.
 Assisting in developing and maintaining the integrity of the financial reporting process.
 Monitoring the compliance with financing arrangements.
 Assisting in the development and the implementation of the appropriate financial controls
ensuring compliance with GAAP, audit best practices, standards and methodologies,
applicable state and local regulatory laws and rules for financial and tax reporting.
 Assisting in the development of policies and procedures over the accounting, budgeting,
controlling and financial activities.
 Implementing the controlling procedures on the accounting, budgeting and financial
activities.
 Assisting in researching and resolving accounting issues including evaluation and
implementation of new accounting pronouncements to ensure legal and regulatory
compliance.
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17.5 FINANCIAL ANALYST

Job Summary
Supporting the financial planning and analysis function of the Company.
Reporting Line
 Reports to the Financial Planning Manager.
Academic
 Graduate Degree in BA, Finance, Accounting.
 One to three (1 – 3) years in shipping financial planning & analysis positions.
Job Competencies
and procedures.
Self Development Actively acquires knowledge, skills, and abilities to remain current with
job requirements.
 Monitoring performance indicators, highlighting trends and analysing causes of unexpected
variance.
 Preparing financial and business related studies and presentations.
 Assisting the preparation of long term financial forecasting.
 Distributing the appropriate reports to external stakeholders and institutions.
 Communicating with shipping brokers for the procurement of vessels evaluations and
maintenance of historical valuation records.
 Collecting all required information to conduct financial analysis.
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17.6 TREASURY MANAGER

Job Summary
Managing the Company’s treasury function ensuring the implementation of the Finance Department
goals and objectives.
Reporting Line
Academic
 At least seven (7) years in progressively responsible managerial roles in shipping Accounting and
Treasury positions.
Job Competencies
procedures.
 Managing cash flow planning process and treasury, safeguarding cash availability.
 Daily cash and working capital management.
 Establishing and maintaining short-term credit availability to provide liquidity for the
Company.
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 Managing foreign currency exposure and foreign currency payments; conducting foreign
exchange risk management.
 Short term borrowing and interest rate management, development of risk mitigation
strategies.
 Managing the organisation's relationships with banks, credit rating agencies, and payment
service providers.
 Developing and implementing the appropriate treasury procedures, instructions and
methodologies.
and objectives.
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17.7 TREASURER
Job Summary
Performing various cash, disbursement, and cash accounting activities.
Reporting Line
 Reports to the Treasury Manager.
Academic
 At least three (3) years in Accounting or Treasury positions.
Job Competencies
 Assisting the cash flow planning and treasury process.
 Processing all Company’s payments and debt collection updating the relevant records and
departments.
 Ensuring accurate maintenance of bank accounts, balances, bank/Treasury, petty cash systems
and bank costs information.
 Regular reconciliations between Company’s books and bank accounts.
 Contributing to the daily cash and working capital activities.
 Assisting with the development of cash management banking solutions.
 Supporting all aspects of the Treasury department activities.
 Implementing the appropriate treasury procedures, instructions and methodologies.
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17.8 TREASURY ASSISTANT

Job Summary
Assisting in various cash, disbursement, and cash accounting activities.
Reporting Line
 Reports to the Treasury Manager.
Academic
 One to three (1 – 3) years in Accounting or Treasury positions.
Job Competencies
 Assisting Company’s payments and debt collection updating the relevant records and
departments.
 Conducting suppliers credit control and daily cash accounting.
 Supporting all aspects of the Treasury department activities.
 Implementing the appropriate treasury procedures, instructions and methodologies.
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17.9 ACCOUNTING MANAGER

Job Summary
Managing all the activities and the personnel of the Accounting department, recording, tracking,
analyzing and evaluating day-to-day accounting tasks and activities ensuring the implementation of the
Finance Department goals and objectives.
Reporting Line
Academic
 At least ten (10) years in progressively responsible managerial roles in shipping accounting
positions and two (2) as an Accounting Manager.
 CPA
Job Competencies
procedures.
and procedures.
Self Development Actively acquires knowledge, skills, and abilities to remain current with
job requirements.
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 Ensuring an accurate and timely general ledger, monthly, quarterly and year end close.
 Managing accounts payable and receivable including tax returns.
 Managing all accounting activities.
 Overseeing payroll and statutory compliance.
 Preparing the annual budget of the Company and vessels by collecting the individual budgets
from the budget holders, scheduling expenditures, analysing variances, and initiating
corrective actions.
 Comparing profit projections to actual figures and budgeted expenses to actual expenses;
proposing any necessary adjustments to future projections and budgets.
 Monitoring budgets of the Company’s Departments.
 Coordinating the collection, consolidation, and evaluation of financial data.
 Maintaining accounting controls by establishing a chart of accounts and implementing the
accounting policies and procedures.
and objectives.
 Implementing and enforcing accounting regulations and any related legislation and
recommending new procedures.
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17.10 PAYROLL –STATUTORY COMPLIANCE COORDINATOR

Job Summary
Performing the payroll and statutory compliance function of the Company.
Reporting Line
 Reports to the Accounting Manager.
Academic
 Graduate Degree in a business related field.
 At least three (3) years in Payroll or Accounting positions.
Job Competencies
 Processing the payroll (including bonuses, incentives, fees, expenses, travel reimbursements,
tax, social security, vas etc.) of all the Company’s shore based employees as per the approved
compensation and award system and maintaining the relevant records.
 Maintaining and updating the relevant national labour systems with the necessary employee
records and contracts ensuring compliance with local labour regulations.
 Monitoring Greek tonnage taxes and ensuring the implementation of the local authorities’
statutory requirements at the assignment and termination of ships management.
 Calculating and maintaining inventories of the vessels’ lubricants, gases and chemicals.
 Updating the ERP with the data of the M.G.As, Management Fees, and G&A of all ships, the
Agency fees and the out of Greece affiliated organizations expenses.
 Communicating with the Human Resources Department to ensure the integrity and accuracy
of the payroll data as per the approved compensation and award system, including data related
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to new hires, terminations, transfers, salary adjustments, bonuses, awards, incentives etc.
making updates as necessary.
 Monitoring all the buildings’ common and administrative expenses.
 Implementing the appropriate payroll and statutory procedures, instructions and
methodologies.
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17.11 PAYROLL-STATUTORY COMPLIANCE ASSISTANT

Job Summary
Assisting the payroll and statutory compliance function of the Company.
Reporting Line
Academic
 Graduate Degree in a business related field.
 One to three (1 – 3) years in Payroll or Accounting positions.
Job Competencies
and procedures.
Identification
 Assisting the payroll activities.
 Assisting accounting activities of affiliated companies.
 Handling all the buildings’ common and administrative expenses.
 Handling VAT and VIES matters.
 Implementing the appropriate payroll and statutory procedures, instructions and
methodologies.
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17.12 VOYAGE ACCOUNTING COORDINATOR

Job Summary
Performing all voyage accounting activities.
Reporting Line
Academic
 At least three (3) years in shipping Accounting positions.
Job Competencies
outcomes.
 Calculating voyage results with CP terms and reconciliation with voyage estimates.
 Calculating and recording bunkers consumption.
 Reconcile account books with the Company’s commercial reporting software.
 Reviewing, analysing and reconciliation of voyage expenses, capex and other non-opex costs.
 Reviewing debit notes with supporting documentation and arranging for timely collection.
 Insurances monitoring ensuring compliance with contractual terms and proper accounting
recording.
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17.13 VOYAGE ACCOUNTING ASSISTANT

Job Summary
Performing several voyage accounting activities.
Reporting Line
Academic
 One to three (1-3) years in shipping Accounting positions.
Job Competencies
outcomes.
 Maintaining proper accounting records for disbursements accounts.
 Processing accounting entries to ERP for voyage accruals.
 Performing credit control of agents and timely reconciliation of balances.
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17.14 INVOICING ASSISTANT

Job Summary
Performing all the Accounting department invoicing activities.
Reporting Line
Academic

 At least one (1) year in an Accounting position.
Job Competencies
 Sorting, coding, matching, checking, registering and entering at the ERP all invoices,
addressing any relevant questions to vendors.
 Posting accounting entries of invoiced and accrued expenses.
 Distributing invoices to all departments and follow up, reconciliation of accounting records.
 Preparing vessels operating expenses reports.
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18. CONTRACTS MANAGER
Job Summary
Managing the contracts function of the Company (except the provision of Ship Management Services)
by reviewing, and finalizing the contract agreements.
Reporting Line
 Reports to the CAO.
Academic
 University degree in a relevant field.

 10 years’ experience in a purchasing related field in managerial role.
Job Competencies
Flexibility Willing to receive and accept new ideas, approaches,

and strategies.
Negotiation Explores alternatives to reach outcomes acceptable to all
parties.
Communication Expresses himself/herself effectively, crafts and delivers
concise and informative communications.
Detail Orientation Performs work with care, accuracy, and attention to

detail.

outcomes.
Professionalism Acts in accordance with job-related values, principles,
and standards.
 Reviewing, and finalizing contract agreements and documentation ensuring that terms and
conditions protect the rights and preserve the interests of the company.
 Ensuring all contracts have been reviewed and approved by the Legal Department before be
signed.
 Provide final contract agreements and back up documentation, including Non-Disclosure
Agreements to CAO for signature.
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 Keeping records of all signed contract agreements.

 Approving as last approver at the evaluation phase all purchase orders including bulk orders, of
value more than twice the authorization level of the Technical Manager, for matters related to
contractors payments, company’s and payment terms.
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APPENDIX D
Manual
(001) Revision: 03
SHIPBOARD ORGANIZATIONAL STRUCTURE Eff. Date:30/11/2017
MASTER
CHIEF OFFICER CHIEF ENGINEER

(SAFETY OFFICER / SSO)
2ND OFFICER 2ND ENGINEER
PUMPMAN OR ELECTRICIAN
GAS ENGINEER ENGINEER
3RD OFFICER 3RD ENGINEER
BOSUN COOK
APPRENTICE APPRENTICE
DECK OFFICER ENGINEER
DECK RATINGS MESSMAN ENGINE RATINGS
(*): For Ship Security Officer’s responsibilities, please refer to Ship Security Plan
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APPENDIX E
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SHIPBOARD PERSONNEL Revision: 12
(001)
RESPONSIBILITIES & AUTHORITIES Eff. Date: 30/09/2022
1. STRUCTURE OF SHIPBOARD MANAGEMENT-KEY SHIPBOARD PERSONNEL ......... 4

2. MASTER ..................................................................................................................................... 4
2.1 Qualifications, Education & training ........................................................................................... 4
2.2 Non-technical skills and competencies ........................................................................................ 5
2.3 Master's Ultimate Authority......................................................................................................... 5
2.4 Reporting...................................................................................................................................... 6
2.5 Responsibilities ............................................................................................................................ 6
3. CHIEF OFFICER....................................................................................................................... 13
3.1 Qualifications, Education & training ......................................................................................... 13
3.2 Non-technical skills and competencies ...................................................................................... 13
3.3 Reporting.................................................................................................................................... 14
3.4 Responsibilities .......................................................................................................................... 14
3.5 Safety Officer ............................................................................................................................. 17
3.6 Ship Security Officer ................................................................................................................. 19
4. SECOND OFFICER .................................................................................................................... 20
4.3 Reporting.................................................................................................................................... 21
5. THIRD OFFICER ...................................................................................................................... 22
5.3 Reporting.................................................................................................................................... 23
6. JUNIOR TRAINEE DECK OFFICER ...................................................................................... 25
6.3 Reporting.................................................................................................................................... 25
7. CHIEF ENGINEER ..................................................................................................................... 28
7.3 Reporting.................................................................................................................................... 28
7.5 Environmental Control Officer’s responsibilities ...................................................................... 31
7.6 Energy Efficiency responsibilities ............................................................................................. 31
8. SECOND ENGINEER ............................................................................................................... 33
8.3 Reporting.................................................................................................................................... 33
9. THIRD ENGINEER .................................................................................................................... 35
9.3 Reporting.................................................................................................................................... 36
10. FOURTH ENGINEER ............................................................................................................... 37
10.1 Qualifications, Education & training ...................................................................................... 37
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10.2 Non-technical skills and competencies................................................................................... 37

10.3 Reporting ................................................................................................................................ 38
11. GAS ENGINEER (FOR GAS CARRIERS) ................................................................................ 39
11.3 Reporting ................................................................................................................................ 40
12. ELECTRICIAN (ELECTRO-TECHNICAL OFFICER-ETO) ................................................. 41
12.3 Reporting ................................................................................................................................ 42
13. PUMPMAN ............................................................................................................................... 43
13.3 Reporting ................................................................................................................................ 44
14. BOSUN ...................................................................................................................................... 45
14.3 Reporting ................................................................................................................................ 46
15. DECK RATING ......................................................................................................................... 47
15.3 Reporting ................................................................................................................................ 48
16. ENGINE ROOM RATING ........................................................................................................ 49
16.3 Reporting ................................................................................................................................ 50
17. FITTER ...................................................................................................................................... 51
17.3 Reporting ................................................................................................................................ 52
18. SANDBLASTER / PAINTER ................................................................................................... 53
18.2 Reporting ................................................................................................................................ 53
19. COOK ........................................................................................................................................ 54
19.2 Reporting ................................................................................................................................ 54
20. MESSMAN ................................................................................................................................ 56
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20.2 Reporting ................................................................................................................................ 56

21. CADETS .................................................................................................................................... 58
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APPENDIX E
Manual
(001)
1. STRUCTURE OF SHIPBOARD MANAGEMENT-KEY SHIPBOARD PERSONNEL
The Key Shipboard Personnel onboard are the following:

 Master,
 Chief Officer,
 Chief Engineer
 Second Engineer
 Gas Engineer (where applicable)
ALL SENIOR OFFICERS SHOULD LEAD BY EXAMPLE
2. MASTER
2.1 QUALIFICATIONS, EDUCATION & TRAINING
Education & Training Must complete a period of approved education and training
and meet the standard of competence specified
in STCW section A-II/2 of the STCW Code for masters on
ships of 3,000 gross tonnage or more
STCW 2010 Requirements  Use of electronic chart display and information
systems (ECDIS) to maintain the safety of navigation.
 Knowledge of bridge resource management.
 Application of leadership and managerial skills.
 Contribute to the safety of personnel and ship
 Maintain safe navigation through the use of
information from navigation equipment and systems to
assist command decision making.
STCW Certificates, Meets the Criteria of:
Endorsements,  PROC 22 2.3.1 Experience Requirement per Rank
Experience & Training  PROC 22 2.3.4 Minimum Age Limit
 PROC 22 2.3.5 Maximum Age Limit
 PROC 22 2.3.6 English Language and Computer
Skills
 PROC 21 2.1 Recruitment of Seafarers
 PROC 212.13 Promotions
 PROC 21 Table No. 5 “Crew qualifications”.
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2.2 NON-TECHNICAL SKILLS AND COMPETENCIES
Team Work Participation.

Considering & Supporting others.
Conflict resolution.
Communication and Influencing Sharing understanding and communicating.
Persuading, giving feedback.
Situational Awareness Awareness of Crew, vessels systems external conditions &
time constraints.
Decision Making Problem definition & diagnosis, Risk Assessment &
Management, Foreseeing, and reviewing outcomes.
Results Focus Identifying needs, determination, Flexible to changes in goals
and conditions, Resilience, Accountability and dependability.
Leadership & Management Setting direction, Empowering, demonstrating authority and
assertiveness, communicating & maintaining procedures &
policies, Planning and cooperating, managing workload.
2.3 MASTER'S ULTIMATE AUTHORITY

The IMS clearly defines Master's Ultimate Authority. The "Master's Ultimate Authority" statement is
considered as an Official Company Policy and is signed by the Chief Operating Officer, as evidence
of Top Management commitment to this statement.
"The Master of any Company Ship has the overriding and Ultimate Authority and Responsibility to
make decisions with respect to safety and pollution prevention and to command and direct on board
the Ship any action which he decides is necessary for the safe operation of the Ship and the protection
of the environment.
The Master of any Company Vessel shall not be constrained by the Owner, Charterer, Management
or any other Persons from taking, in respect of the above, any decision which, in the professional
judgment of the Master, is necessary.
Commercial considerations shall NOT prevail over the Master's Authority and Responsibility
for the ship, its Crew and the protection of the environment".
The Master shall notify the Company in writing, every time he deems necessary to exercise his Master's
Ultimate Authority, explaining the reasons of his decision.
This notification should in no way restrict the Master from exercising his Ultimate Authority for
the safety of his Crew and the Vessel.
The Master shall obtain the best terms possible and, preferably, a Contract should be agreed on a
LLOYD'S OPEN FORM (LOF) of Salvage Agreement or another Industry's Recognized
Agreement for which the Master has full authority to sign.
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2.4 REPORTING
The Master is responsible to the Chief Operating Officer.
He is the Company's Representative onboard, and even at the presence of Ship
Managers/Superintendents, he remains the Person responsible for the safety of the Crew, the Vessel
and the Environment.
On a daily basis, the Master reports to the DPA, Operations Department, Technical Department,
Vetting & Marine Department, Crew Department, Training Department, S&Q Department, the
Purchasing Department and the Management Representatives, as required.
The Master is responsible to promote the concept of continuous improvement and safety and
environmental excellence with the final goal of :
 Zero Fatalities,
 Zero Incidents and
 Zero Spills at sea.
The Shipboard Organizational Chart clearly indicates that the Master is the head of the Shipboard
Organizational Structure (see Appendix of this Manual).
The Master is responsible for the:
 Safety of Persons onboard.
 Safety of the Vessel, her Equipment and Cargo.
 Safety of the Environment.
Master's Authority
 The Master has the highest authority on board and is responsible to the Company's Management
for the safe operation of the Ship.
 He cannot delegate his Ultimate Responsibility to any other Person on board.
However, he can delegate specific duties to other Officers.
 The Master is responsible for the full implementation of the Company's Policies
Shipboard Management
 The Master is responsible for the day-to-day onboard Management of the Ship and for the
implementation of the Company’s I MS.
 The Master should ensure that the lines of reporting and communications on board are
followed and that any changes in the Shipboard organization are documented (Management of
Change).
 The Master is responsible to appoint responsible persons for the supervision of all
activities on the ship and, through them, to ensure that procedures and instructions are followed.
 The Master is responsible to ensure full co-operation between all departments on board the
ship.
 The Master should ensure that the Ship's instructions, Manuals, Documentation, Procedures and
Documents are up-to-date.
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 The Master should ensure that all the Files and records are kept updated at all times and as per
Vessel's Standard Filing System.
 He should chair the Ship's Safety Meetings.
Additionally, the Master’s responsibility extends to:
Reporting to the Company

 The Master should report to the Ship’s Manager and liaise with other Shore-based personnel, as
required.
 The Master should contact the DPA- at any time- on matters related to Safety.
 The Master should contact the Environmental Management Representative on matters related to
Environmental issues.
 The Master should contact the Company Security Officer on matters related to Security.
 The Master should contact the OHSAS Management Representative on matters related to
Occupational Health issues.
 The Master should contact the Quality Management Representative on matters related to quality
issues.
 The Master should contact the Energy Efficiency Management Representative on matters related
to energy efficiency issues.
 The Master has the responsibility to report to the Company defects and other matters which could
affect the safe operation of the ship or could present a risk of polluting the environment and
which require the assistance of the Company for their rectification.
 The Master should ensure that all non-conformities are reported and appropriate
corrective and preventive actions are taken in accordance with Company requirements.
Ensuring full implementation of the Company’s Policies

The Master should supervise and motivate the Ship’s Crew to ensure full implementation of the
Company Policies i.e.:
 Master’s Ultimate Authority Policy
 Safety, Health, Quality Policy
 Environmental and Energy Efficiency Policy
 Drug and Alcohol Policy
 Ship Security Policy
 Information Security Policy
 Corporate Social Responsibility
 Anti-bribery Policy
 Anti-bullying Policy
 Sexual Harassment Policy
 CCTV Policy
 Company’s Mission and Vision Statements
 And all other Company Policies as included in the IMSM (001) as Appendices.
The Master should meet with all Officers and Crew during the Safety Meetings held onboard, in order
to motivate them and ensure full commitment towards Safety and continuous improvement should be
ensured.
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Issuing appropriate Orders and Instructions in a clear and simple manner

 The Master is responsible for issuing appropriate orders and instructions in a clear and simple
manner, in a language understood by the Crew.
The Official Language onboard is ENGLISH.
 Verbal Orders, may be issued in the Language understood by Crew in a certain location onboard,
provided that other nationalities are not present (i.e Crew of other Nationalities, Pilots, Port
Authorities, Superintendents, Inspectors etc).
 If Third parties are onboard, all verbal communication should be exchanged in the English
Language.
Verifying Compliance with specified IMS Requirements

 The Master is responsible for verifying that specified standards of the IMS are observed by
carrying out Audits of procedures (Navigational Audits, Ship Self-Inspections) and by direct
observation of shipboard activities.
In order to verify compliance with the IMS, the Master is required to arrange for Ship’s Self -
Inspections to be carried by himself, assisted by his Officers.
 The Master is required to review all joining Crew for valid and authentic certification,
competence and familiarization (Job, Safety and Security Familiarization).
 In addition, the Master and other Senior Officers are required to directly monitor and observe the
Shipboard Activities. This includes approval of Passage Plans, Cargo Plans, monitoring
Logbooks, reviewing Risk Assessments and approving the relevant control measures, authorizing
Work Permits, conducting Main Engine room inspections, accommodation inspections,
evaluating Drills, checking and signing the Vessel’s Standard Reporting to the Office.
Verifying Compliance with MLC 2006 Requirements

 The Master should at all times ensure that the requirements of MLC 2006 are strictly adhered to
(Checking of Crew Certificates of all joining Crew, Onboard Safety and Job Familiarization of
joining Crew, Medical Care onboard, Work/Rest hours, Condition of Accommodation, Health
and Hygiene etc)
Periodically reviewing the IMS
 The Master is responsible for reviewing the IMS and reporting any deficiencies to
Shore Management (through the Master's Review Procedure).
 The Master is required to carry out at least one (1) formal review of the IMS during
EACH service.
The purpose of this review is:

 to become familiarized with the Company’s IMS;
 to identify any deficiencies in the IMS (especially to the Safety management matters) or areas
where an improvement can be made;
 to ensure compliance with the requirements of the ISM Code;
 to become aware of any Amendments to the System.
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Additionally,
 The Master should be involved in projects related to new legislation and equipment and submit
proposals for the issuance or amendment of instructions, procedures and forms.
The Master should submit proposals for improvement, using the following forms:
 SF/SAQ/402-Master’s Annual IMS Review.
 SF/SAQ/403-Master’s Brief Review Report.
A detailed procedure related to Master’s reviews is presented in IMS Procedures Manual (PRO 02) –
PROC 13- Master Review.
Statutory Requirements
The Master should ensure that:
 All certification required by current Legislation is valid and that the requirements of the relevant
Authorities (i.e Flag Administrations) and Classification Society are followed.
 All statutory Regulations, Codes of Practice, Guidance Notes, Local Rules, Company rules
and procedures are followed.
 All Log Books and records are maintained in accordance with Statutory, Flag Administration and
Company requirements, and are properly and accurately kept.
 All reports required by laws of the Republic or IMO Regulations or by the Regulations of any
ports at which the vessel may call are submitted correctly and timely.
Safety
 The Master has, as his primary consideration, the Safety of Life, the Safety of the Ship and the
protection of the Environment.
Other considerations such as, ship scheduling, convenience of the ship's operator or agent, should
NOT be allowed to take precedence.
 The Master should be familiar with the Ship's Structure and Layout.
 The Master should render assistance in the saving of life and property at sea.
 The Master should ensure that all Life Saving, Fire Fighting and other Emergency Drills are held
in accordance with statutory (SOLAS, ISPS Code) and Company requirements.
 The Master should ensure that all Fire Fighting, Life Saving, Emergency and Safety
equipment are maintained in accordance with statutory and Company requirements.
 The Master should ensure that for all activities involving risks, relevant Risk Assessments are
issued and all necessary precautions are taken (Daily Work Plans, Work Permits, Tool-box
Meetings).
 The Master should ensure that for any necessary change from established procedures, a
"Management of Change" (Form SF/TEC/118) is issued and sent to the Office.
 The Master should inspect the Engine Room on a monthly basis in order to ensure
cleanliness and safe conditions.
 He should chair the Safety Meetings, and address safety, security and other issues and encourage
the reporting of Near Misses (by all Crewmembers, visitors and contractors), and the right to
exercise Stop Work Authority, as necessary.
 He should always LEAD BY EXAMPLE.
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Security
The Master, in close cooperation with the Ship Security Officer, is responsible for the full
Implementation of the ISPS Code, the BMP and the Ship’s Security Plan.
He is responsible to monitor and evaluate the Armed Guards onboard and report to the Company
their effectiveness.
Information Security
The Master is responsible to verify all the changes in IT & OT Hardware and Software onboard and
keep the relevant vessel specific inventory up-to-date with all relevant upgrades made.
This inventory should be verified on a Quarterly basis as a minimum.
Navigation
The Master should:
 Assume full responsibility for the navigation of the Vessel at all times and act as the Ship's
Principle Navigator.
 Ensure the safe navigation of the Ship at all times (i.e. Restricted Visibility, Ice, Heavy
Weather, Confined Waters etc).
 Ensure that the Ship is maneuvered safely when under Pilotage.
Special attention should be given to his orders for Safe Navigation.
 Issue his Master’s Orders Book should be written in simple Maritime English.
 The Master should ensure that his orders have been reviewed and understood by all concerned.
Bridge Standing Orders (Form SF/MRS/201) has a special “signatures field”, where all relevant
Officers should sign, confirming that they have reviewed and understood these orders.
 The Master must ensure Deck Officers familiarity with the use of the ECDIS and Electronic
Publications.
Cargo & Ballast

The Master should:
 Issue his Cargo Standing Orders in English, in a simple language understood by all Officers and
Crew.
 He should ensure that his Cargo Orders have been reviewed and understood by all concerned:
Cargo Standing Orders Forms i.e
• SF/OPS/334 - for Oil /Chemical Tankers
• SF/OPS/360- for Gas Carriers
have a special “signatures field”, where all relevant Officers should sign, confirming that they
have reviewed and understood these orders.
 Closely liaise with the Vessel’s Operator on Charter Party and Voyage instructions and their
updates, requesting clarifications, if required, in writing and over the phone.
If he is unable to contact with his Vessel’s Operator, should contact the Deputy Operations
Manager or Operations Manager, any time day or night during weekends and/or holidays.
The Master is encouraged to call the Operations Department for any clarification he might require
in order to comply with Charterers expectations.
 Approve preliminary Stowage Plans forwarded to the Office.
 Approve Tank Cleaning Plans.
 Approve Cargo Loading and Discharging plans as well as Ballasting /Deballasting Plans,
sequential Ballast Exchange Plans and Heavy Weather Ballast, as required.
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Cargo Loading /Discharging plans, Tank Cleaning Plans as well as intention for Heavy Weather
Ballast should always be approved by the Operations Department before execution.
 Ensure that there is adequate supervision of all Cargo Loading & Discharging operations.
Crew Management
The Master should:
 Ensure that the MLC 2006 requirements are fully implemented.
 Ensure that Personnel engaged as Crew Members on board the Ship have appropriate
Certification and Qualification, equal to their job requirements.
 Enter into Shipping Articles with Seamen onboard his vessel, before the vessel sails from the
port at which the seamen signed on.
The Shipping Articles should mention the Period of Engagement, the Terms and the Rate of pay
of each Crewmember.
 Ensure that adequate training is provided in the proper use of safety and emergency equipment.
 Ensure that Computer Based Training (CBT) is carried out as required.
 Ensure that Shipboard Staff are appraised as per their performance and promotion is proposed
for the qualified Crew onboard (Career Development).
 Ensure that discipline is maintained onboard and disciplinary action is taken, when required.
 Ensure that all Crew comply with the Company's Safety Rules and Regulations.
 Ensure that all Personnel on board use Personal Protective equipment and clothing, properly.
 Supervise and motivate the Ship's Crew to ensure full implementation of Company's Policies
and the Company's Mission and Vision.
 Ensure that Officers and Junior Officers are trained in higher rank duties in order to be able to
confront emergency situations and for promotion/career development purposes.
 Train the Chief Officer in the responsibilities of the Master, for emergency cases.
 Act as Mentor, to Trainee Masters (Career Development).
 Receive and monitor Crew complaints and try to solve them onboard or to forward them to the
Company designated person for Crew Complaints processing.
Medicines and Medical Treatment

The Master is responsible to:
 Ensure that there is an adequate supply of medicines onboard (SF/SAQ/426) and keep a good
management of the medicines and Surgical Equipment (SF/SAQ/427) onboard, in cooperation
with the Ship's Medical Officer.
 Keep a record of the Controlled medicines (SF/SAQ/428A), their administration and supervise
and sign the Medical Log Book (SF/SAQ/428).
 Ensure that illness and injury cases receive prompt and appropriate medical attention.
Occupational Health and Safety

Health and Hygiene
 Ensure the safety of life as well as the Health and Hygiene issues of the Crew.
Ensure that the ship is kept in a clean and hygienic condition at all times.
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This is achieved by inspecting the Accommodation and other spaces on a weekly basis to ensure
cleanliness and hygienic conditions (Form SF/CRW/518)
 Ensure that Crew wellbeing and Health requirements, as defined in the integrated Management
System, are communicated to the ship’s Officers and Crew and are complied with.
 Pay close attention to matters affecting the Health and welfare of the Crew and conform to the
Flag State and Company’s regulations and standards, using good judgment in accordance with the
accepted seafaring practice.
 Ensure that the necessary instructions and notices concerning the health of Crew are posted in
prominent, suitable locations and are brought to the Crew’s attention.
Occupational Safety
 Ensure the training of all Crewmembers.
 Ensure that any work -which involves special risks or which requires mutual understanding by a
number of persons working together–is coordinated and supervised and executed only by
competent personnel.
 Ensure that Ship’s Personnel are assigned to a job that it is suited to their age, state of health and
skill.
The Master should ensure that Safety Meetings are held regularly in order to address:
 Safety,
 Security,
 Operational
 Environmental and
 Health issues
as well as to present and discuss relevant Near Misses.
Energy Efficiency responsibilities

The Master, with regards to the Energy Efficiency, is responsible for all practical aspects that need to
be implemented in order to improve Ship Energy Efficiency, such as:
 Voyage management,
 Weather routing,
 Trim optimization,
 Ballast water optimization,
 Lighting system, and
 Energy efficiency training on board in cooperation with the Chief Engineer, who is the Energy
Efficiency Officer.
At all times and particularly when sailing in waters known to be dangerous for currents, shoals,
heavy traffic or other obstructions, the course and the speed should be set in such a way as to provide
an ample margin for safe navigation.
Speed and economy, while important, must always be considered secondary to safety.
Speed should always be sacrificed, whenever the Master judges it to be necessary.
The Master must operate his vessel at the most economical speed, but always consistent with Safety.
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3. CHIEF OFFICER
Education & Training Having completed approved education and training and
meeting the standards of competence specified in STCW
section A-II/2 of the STCW Code for Masters and Chief
Officers on ships of 3,000 gross tonnage or more.
 Knowledge of Bridge Resource Management.
Meets the Criteria of:
STCW Certificates,  PROC 22 2.3.1 Experience Requirement per Rank
Endorsements,  PROC 22 2.3.4 Minimum Age Limit
Experience & Training  PROC 22 2.3.5 Maximum Age Limit
 PROC 22 2.3.6 English Language and Computer Skills

time constraints.
Results Focus Identifying needs, determination, Flexible to changes in
goals and conditions, Resilience, Accountability and
dependability.
Leadership & Management Setting direction, Empowering, demonstrating authority
and assertiveness, communicating & maintaining
procedures & policies, Planning and cooperating,
managing workload.
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3.3 REPORTING
 The Chief Officer reports to the Master.
 He should always obtain the consent of the Master, before going on shore leave.
 The Chief Officer is the Head of the Deck Department and is the Officer in Charge in the absence
of the Master.
 For this reason, the Chief Officer should be trained in the duties and responsibilities of the
Master, in order to be able to confront emergency situations.
The Chief Officer is also:

 Cargo Officer
 Safety Officer
 Security Officer
The Chief Officer is responsible to the Master for the following:
Deck Management
 To ensure that all the Cargo and Deck activities are as per the IMS, fully complying with the
International & Company Safety Rules and Regulations.
 The overall Administration of the Deck Crew i.e :
o ensuring efficient and safe work practices by issuing detailed instructions on the work to be
done;
o training the Deck Staff for the particular tasks;
o ensuring that the proper Checklists, Risk Assessments, Work Permits etc., are issued;
o exercising adequate supervision.
 Setting Watches and posting Rosters of Deck Staff duties with regard to the watchkeeping of
the Deck Staff.
 Training Junior Deck Officers in higher rank duties, by ensuring that they are actively
involved in the planning, cargo-line setting, and execution of the cargo and ballast operations.
 Appraising D eck C r e w , in cooperation with the Master and with the Chief Engineer
(if required e.g for Gas Engineer on LPG Vessels).
 Ensuring that the Ship's Planned Maintenance System (PMS) is maintained up-to-date for his area
of responsibility.
 Ensuring that the ship's deck and cargo equipment are operated and maintained in accordance
with IMS procedures, with the rules and regulations of the Classification Society, and the Flag
Administration.
 Cooperating with the Chief Engineer (who has the overall responsibility for the ship's
maintenance).
 Ensuring that all files and records for which he is responsible, are updated at all times and as
per the Vessel's Standard Filing Plan.
 Providing training in Higher Rank Duty to Deck Officers.
 Acting as Mentor to Trainee Chief Officers who join the vessel for promotion to Chief Officer.
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Cargo, Ballast, Bunkering & Mooring Operations

The Chief Officer is responsible for:
 Preparing Cargo Loading/ Discharge Plans taking into account ay Port restrictions ( max
permissible draft approaches and alongside Terminals, water depth, water salinity, tides,
compliance with Company UKC Policy, maximum loading/discharging rates, air draft,
loading/discharging sequence , segregation and vapor segregation, suitability of tanks for
nominated cargoes, max waterline to manifold distance etc restrictions).
Furthermore, ensuring that loading plans are being prepared, taking into account applicable
Seasonal Load Line zones for the forthcoming voyage.
 Preparing Tank Cleaning plans (for change of product or other reason), and submitting them for
approval to the Master and the Operations Department.
 Planning and supervising all Cargo Loading and Discharging, Ballasting and Deballasting and
Tank Cleaning Operations, ensuring that they are carried out safely.
In this respect, continuously monitoring Draft, Trim and Stability during Cargo Loading,
Discharging and during Ballasting-Deballasting operations and ensuring that the ship's trim, draft,
stability and stress are maintained within the required limits, at all times.
 Sampling and gauging of the IG and COW systems and enforcement of pollution prevention
measures.
 Planning and supervising Cargo Sampling and keeping the Cargo Samples and relevant records as
per IMS.
 Ensuring that all Company and Industry standards, as described in ISGOTT are strictly being
followed, especially if Tank Cleaning involves Entry in tanks.
 Ensuring that no Internal Cargo Transfer is carried out without the approval of the Master and the
Operational Department.
 Accurately preparing and maintaining all Cargo Documents and records for cargo operations
including the Cargo Oil Record Book.
 Being responsible to ensure that all cargo equipment such as tanks, line, pumps and valves are
maintained in proper condition, with the assistance of the Engineering department, as required.
 Being responsible for the implementation of the Ballast Water Management Plan, keeping
it updated at all times, filling in the Forms and the relevant Log Book, reporting as required and
training the Junior Deck Officers in Ballast Water Management procedures.
 Planning and supervising Ballast Exchange, Heavy weather ballast operations and maintaining
relevant records
 Supervising the mooring operations and being responsible for the maintenance of the
mooring system.
 Ensuring that during bunkering, the barge is securely moored, scuppers are in place (re-positioned
after draining rain water) and barge funnel does not emit any sparks.
 Ensuring that the Mooring Team is regularly trained in Mooring Operations.
(Every 4 months).
 Carrying out periodic checks and calibration of the Gas Measuring equipment and monitoring the
inventory of the Gastec tubes, according to the cargoes carried onboard.
 Ensuring that for all cargoes carried onboard, relevant MSDS are available.
 Ensuring that Junior Officers are actively involved in planning, cargo line setting and execution
of the Cargo and Ballast operations.
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Navigation
The Chief Officer is responsible for:
 Keeping a safe Navigational Watch, if required.
 Assisting with Communications (if and when required).
Safety, Health and Hygiene

(Refer to § 3.3–Safety Officer)
Participation / Involvement in the development of IMS Instructions and procedures

The Chief Officer should be involved in the projects related to new legislation and equipment, and
propose changes to procedures and forms, as required (through the Master’s Review Procedure).
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3.5 SAFETY OFFICER
The Chief Officer is appointed as the Ship's Safety Officer.

He should be the Holder of a Safety Officer's Certificate, issued by an Approved Training Institute.
The Third Officer is the Assistant of the Safety Officer (Deputy Safety Officer)
(He assists the Safety Officer in the maintenance of LSA & FFE and in Record Keeping)
Responsibilities of the Safety Officer

The main responsibilities of the Safety Officer are:
 To ensure that all Health and Safety Instructions, Rules, Procedures and Guidance are complied
with.
 To promote the Safety, Health and Environmental Awareness onboard.
The Safety Officer is responsible for:

A. Work Safety
In this context, the Safety Officer should:
 Ensure that all the works, which include a degree of risk are well planned i.e
o Ensure that a Safety Meeting is held and that all Crew participating in the work, have been
briefed on what has to be done, which procedures should be followed, what safety
precautions have to be taken, and what should be done during an emergency.
o Ensure that Daily Work Plans are issued and posted in conspicuous places.
o Ensure that Job Hazards Analyses and Job Risk Assessments (specific to the job which has to
be carried out) are issued as required and that relevant records are maintained.
o Ensure that Tool Box Meetings are carried out and all Crew are fully aware of the control
measures required.
o Ensure that Shipboard Personnel, who lack experience on the work to be carried out, receive
extra training and guidance, and are closely supervised.
Perform Safety checks, including atmosphere checks (if required), before the commencement of
any work, which requires the issuance of a Work Permit.
 Conduct pre-Hot-Work Safety checks to ensure safe working conditions before any Hot Work
starts.
 TAKE ACTION TO STOP ANY WORK which he reasonably believes may cause an
Accident and immediately inform the Master, who will then be responsible for deciding
when work can safely be resumed.
 HE SHOULD ALWAYS LEAD BY EXAMPLE.
B. Safety Equipment
 Ensure (assisted by the Third Officer), the maintenance of the ship's Life Saving and Fire
Fighting Equipment, Pollution Prevention Equipment and associated records as per Company's
IMS, by checking the "LSA & FFE Maintenance Log Book", which is updated and maintained by
the Third Officer (as Deputy Safety Officer).
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C. Safety Drills & Other Training

 In cooperation with the Master and other Senior Officers, identify the training needs of the
Crew onboard, draw the Drills Schedule, and together with the Master, supervise the Training
Drills and evaluate the Drill results.
 Program all Safety and Anti-pollution Drills and Exercises as defined by statutory regulations
and Company procedures and maintain records ( with the assistance of the Third Officer)
 In cooperation with the Master, draw the Safety Meetings Agenda, deciding on the topics
which should be discussed.
D. Health and Hygiene

 Ensure general health and personal hygiene onboard (in cooperation with the Master).
Carry out Occupational Health and Safety Inspections of each accessible part of the ship, and
Maintain a record book detailing his work as Safety Officer ("Safety Officer's Log Book")
(Form SF/SAQ/429).
The checks included in this form should be completed within a period of three (3) months
after the date of assuming his responsibilities onboard, (Code of Safe Work Practices - §13.4.4.1).
More frequent inspections may be required, if there have been substantial changes in the
condition of work or the working location i.e after a modification.
 Based on his Health and Safety inspection results, take corrective actions to eliminate unsafe acts
/ conditions and unhealthy situations and practices.
 Try to improve the occupational health and safety awareness of all members of the Crew, through
relevant training.
 Monitor Asbestos- related issues (i.e. emergency removal, rejection of supplied items suspected
to contain asbestos (i.e gaskets) etc).
 Make recommendations to the Master and through him to the Company, on any deficiency
in respect of any legislative requirement, Code of Safe Practice or any procedure, included in
the IMS, relating to Occupational Health and Safety.
E. Accident / Incident Investigation

 Investigate (in cooperation with the Master and Third Officer) any Accidents, Incidents, Near
Misses and all potential hazards to Occupational Health and Safety on the ship.
 Make recommendations to the Master to prevent the re-occurrence of Accidents, Incidents or
hazardous occurrence or to remove potential hazards.
F. Other
 Ensure that files and records, for which he is responsible, are maintained updated at all times
and according to the Vessel's Filing System.
(the Record Keeping of the Safety Officer's activities is delegated to the Third Officer).
 Carry out any other duty assigned to him by the Master.
The appointment of the Safety Officer should be recorded in the Deck Log Book.
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3.6 SHIP SECURITY OFFICER
Reference is made to Ship Security Plan
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4. SECOND OFFICER
Education & Training Must complete a period of approved education and training
and meet the standard of competence specified in section A-
II/2 of the STCW Code.

time constraints.
dependability.
managing workload.
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4.3 REPORTING
 During Navigation, the Second Officer reports to the Master.
 During Cargo operations and all other matters pertaining to the operation of the Deck
Department, the Second Officer reports to the Chief Officer.
 He should always obtain the consent of the Master (and during Cargo Operations of the Chief
Officer as well), before going on shore leave.
 The Second Officer acts as Head of the Deck Department during the absence of the Chief
Officer.
 When in port, he is responsible for maintaining a safe and efficient watch during cargo or other
in-port operations.
 The Second Officer should be trained in the duties of the Chief Officer in order to be able to
confront emergency situations.
 He should also provide Higher Rank Training to the Third Officer for the same purpose.
Special Responsibilities
The Second Officer:
 Is the Designated Navigating Officer, and plans the Ship's Navigational Passages.
 When at sea, is responsible for the safe navigation of the Ship during his period as Officer
of the Watch.
 Updates all charts/ENCs/ECDIS and Electronic and Paper Nautical Publications and keeps an
up-to date Filing system of all Paper Charts and Publications.
 Keeps the NP133C up-to-date.
 Maintains records of all maintenance and repairs to Navigational Equipment and Instrumentation
which include the ECDIS (refer to the relevant job in PMS).
 Maintains and adjusts all Ship's clocks.
 Ensures that all GMDSS and all other Communications equipment are properly maintained.
 Assists with Communications, when required.
 Maintains and up-keeps all Ship's Signal Flags and National Flags.
 Ensures that all Bridge Files and Records for which he is responsible, are updated and
maintained at all times as per Vessel's Filing Plan.
 When keeping a Cargo Watch is actively involved in the planning, cargo-line setting, and
execution of the cargo and ballast operations.
 Is responsible for following the Company's Safety Rules and Regulations.
 He should always LEAD BY EXAMPLE
The Second Officer is appointed as the Ship’s Medical Officer,

Provided that he is duly Certified i.e he is holder of the
“Medical Care onboard Ship” Certificate as per the A-VI/4- paragraph 4-6 of the STCW Code.
( see duties in Manual SAF (003)–Section 28–“Medical Chest, Controlled Drugs, Medical
Officer , Medical Treatment)
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5. THIRD OFFICER
Education & Training Must have completed a period of approved education and
training and meet the standard of competence specified in
section A-II/2 or A-II/1 of the STCW Code.
 Contribute to the safety of personnel and ship.
Team Work Considering & Supporting others, Conflict resolution.

time constraints.
dependability.
procedures & policies, Planning and cooperating,,
managing workload.
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5.3 REPORTING
 During Navigation, the Third Officer reports to the Master.
department, the Third Officer reports to the Chief Officer.
 He should always obtain the consent of the Master (and during cargo operations of the Chief
Officer as well) before going on shore leave.
 When at sea, is responsible for the safe navigation of the Ship during his period as Officer
of the Watch.
 When in port, is responsible for maintaining a safe and efficient Watch during cargo or other
operations.
 The Third Officer should acquaint himself in the duties of the Second Officer, in order to be able
to take-over his duties in emergency situations.
The Third Officer:

 Ensures the security of the Bridge binoculars, Sextants, etc. during time in port.
 Ensures the maintenance and testing of Signal Lamps and Search Lights.
 In Emergency situations, is assigned as Responsible Officer for use of the GMDSS and other
Communication Systems.
 Assists with Communications, when required.
 When keeping a Cargo Watch, is actively involved in the planning, cargo-line setting, and
execution of the Cargo and Ballast/De-ballasting Operations.
 As he is responsible for a navigational watch, he must be involved in Passage Planning and
updating of ECDIS and Electronic Publications.
 Ensures that all Files and Records for which he is responsible are updated and
If a Junior Third Officer is onboard, the Master should determine the job functions.
Additional duties may include assisting with the ship's administration and record keeping.
Duties and Responsibilities of the Third Officer (as Deputy Safety Officer)
The Third Officer, as Deputy Safety Officer, is responsible:
 To perform the maintenance of the ship's Life Saving and Fire Fighting Equipment, Pollution
Prevention Equipment and to maintain associated records as per Company's IMS.
 To perform checks of the Navigational and Electronic Equipment and issue the relevant forms as
per Company's IMS and as per Marshall Islands.
 To compile the Daily Work Plans, as instructed by the Safety Officer and to post them in
conspicuous places onboard, for all Crew to review.
 To make entries in the Safety Officer's Log Book as instructed by the Safety Officer.
 To issue the Drill reports, and compile the List of Participants and secure their signatures as well
as the signatures of the Safety Officer and the Master.
(The Chief Officer may authorize the Third Officer to sign the Drill Reports).
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 Additionally, to make the relevant Deck Log Book entries for all the training drills performed, or
not performed (stating the reasons).
 To update the Record of Drills performed on a monthly basis and to check that all the Drills are
performed when due.
 To assist the Safety Officer in drawing the "Extra Training" schedule, and to issue the relevant
Extra Training Records.
 To assist the Safety Officer in checking the CBT status of the Crewmembers onboard.
 To keep the minutes of the Safety Meetings and issue the relevant report.
Additionally, to compile the List of Participants and secure their signatures.
 To assist the Safety Officer in his Safety Rounds, and ensure that all safety precautions are
taken, before any work, which requires a Work Permit, commences.
 To check and ensure that Work Permits are issued and approved as required.
 To assist the Master and the Safety Officer in the Accidents, Incidents and Near Miss
Investigation.
 To record the Near Misses, in the ERP Module and secure the Master’s Approval.
 To ensure that files and records, for which he is responsible (as Assistant to the Safety Officer)
are maintained updated, at all times, and according to Vessel's Filing System.
 To carry out any other duty assigned to him by the Safety Officer and the Master.
 He should always LEAD BY EXAMPLE
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6. JUNIOR TRAINEE DECK OFFICER
Education & Training Must have completed a period of approved education and
training and meet the standard of competence specified in
section A-II/2 or A-II/1 of the STCW Code.

time constraints.
dependability.
managing workload.
6.3 REPORTING
 During Navigation, the Junior Trainee Deck Officer reports to the Officer of Watch (OOW) and/or
the Master.
department, the Junior Deck Officer reports to the Chief Officer or the Officer of the cargo Watch
(OOW) in CCR.
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 He should always obtain the consent of the Master (and during cargo operations of the Chief
Officer as well) before going on shore leave.
 When at sea, complements Officer on Watch on Bridge on rotating pattern that would allow
during a term to equally spend watch keeping through all bridge shifts. The main purpose is to
get exposed to bridge watch condition of all types/areas and environmental conditions with
different Officers in charge (i.e 3rd, 2nd and Chief Officer).
The Junior Trainee Deck Officer should not undertake unsupervised Bridge watches.
 As directed by the Master, assists him and other deck Officers in administrational duties and the
Chief (Safety Officer) Officer in the maintenance/inspections of the Lifesaving appliances and
Firefighting equipment.
When in port, complements the Cargo Control Room during cargo or other operations, with the
main purpose to improve his skills as an Officer of the cargo watch.
The Junior Trainee Deck Officer should not undertake unsupervised Cargo Control watches.
The Junior Trainee Deck Officer:

 Ensures the security of the Bridge binoculars, Sextants, etc. during time in port.
 Ensures the maintenance and testing of Signal Lamps and Search Lights.
 In Emergency situations, assists with Communications, when required or as directed by the
Master.
 When complementing cargo control team is involved with planning, cargo-line setting, and
assisting with the execution of the Cargo and Ballast/De-ballasting Operations.
 As part of the bridge team is involved in Passage Planning and the other functions of the
navigation Officer including those of the GMDSS Officer.
 Ensures that all Files and Records for which he is responsible are updated and
 During the term as Junior Trainee Deck Officer shall acquaint himself in the duties of the
3rd Officer, in order to be able to take-over his duties in emergency situations at his next
employment.
Duties and Responsibilities of the Junior Trainee Deck Officer

 Under the supervision of the Chief Officer to assist in the maintenance of the ship's Life Saving
and Fire Fighting Equipment, Pollution Prevention Equipment and to maintain associated records
as per Company's IMS.
 To perform checks of the Navigational and Electronic Equipment and issue the relevant forms as
per Company's IMS and as per Marshall Islands if so required.
 To compile the Daily Work Plans, as instructed by the Safety Officer and to post them in
conspicuous places onboard, for all Crew to review.
 To make entries in the Safety Officer's Log Book as instructed by the Safety Officer.
 To issue Drill reports, and compile the List of Participants and secure their signatures as well as
the signatures of the Safety Officer and the Master.
 (The Chief Officer may authorize the Junior Trainee Officer to sign the Drill Reports).
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 Additionally, to make the relevant Deck Log Book entries for all the training drills performed, or
not performed (stating the reasons).
 To update the Record of Drills performed on a monthly basis and to check that all the Drills are
performed when due.
 To assist the Safety Officer in drawing the "Extra Training" schedule, and to issue the relevant
Extra Training Records.
 To assist the Safety Officer in checking the CBT status of the Crewmembers onboard.
 To keep the minutes of the Safety Meetings and issue the relevant report.
 Additionally, to compile the List of Participants and secure their signatures.
 To assist the Safety Officer in his Safety Rounds, and ensure that all safety precautions are
taken, before any work, which requires a Work Permit, commences.
 To check and ensure that Work Permits are issued and approved as required.
 To assist the Master and the Safety Officer in the Accidents, Incidents and Near Miss
Investigation.
 To record the Near Misses, in the relevant form and secure the Master’s Signature.
 To ensure that files and records, (as Assistant to the Safety Officer) are maintained updated, at
all times, and according to Vessel's Filing System.
 To carry out any other duty assigned to him by the Safety Officer and the Master.
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7. CHIEF ENGINEER
Education & Training Must have completed approved education and training and
meet the standard of competence specified in section A-III/2
of the STCW Code.
STCW 2010 Requirements  Manage the operation of propulsion plant
machinery.
 Knowledge of engine room management.
Skills
 PROC 21 2.1 RECRUITMENT OF SEAFARERS

time constraints.
dependability.
managing workload.
7.3 REPORTING
 The Chief Engineer reports to the Master.
 On a daily basis the Chief Engineer reports to the Technical Department with regard to overall
 He should always obtain the consent of the Master, before going on shore leave.
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 The Chief Engineer is the Head of the Engineering Department.
 The Chief Engineer acts as the Chief Technical Officer onboard.
 The Chief Engineer acts as the Energy Efficiency Officer onboard.
 The Chief Engineer acts as the Environmental Control Officer onboard.
The Chief Engineer is responsible for the following:
General Engine Room Management

In this context, the Chief Engineer is responsible for:
 Ensuring that all the Engine Room activities are as per the IMS, fully complying with the
International & Company Safety Rules and Regulations.
 Ensuring that safe systems of work are established for all activities under the responsibility of the
Engine Department.
 The overall administration of the Engine Crew, ensuring efficient and safe work
practices by issuing detailed instructions on the work to be done.
 The training of Engine staff for the particular tasks and ensuring that proper checklists, Risk
Assessments, Work Permits etc. are issued.
 Observing and supervising shipboard activities in the Engine Room.
 Being aware of and complying with the Classification Society survey requirements for initial,
annual, intermediate and renewal surveys of the equipment in his charge, and ensuring that the
due dates for these surveys are met.
 Ensuring that all environmental protection procedures, related to the Engine Department are
fully implemented.
 Ensuring that the Engine Department is operated with regard to energy and material
conservation.
 Being responsible to ensure that the ship's Engine room equipment (and deck equipment for
which he is responsible) are maintained in accordance with the IMS, the PMS and the rules
and regulations of the Classification Society and the Flag Administration.
 Ensuring that the Ship's Planned Maintenance system (electronic PMS) is maintained up- to-
date for his area of responsibility.
Engine Room Operations

 Monitoring Damage Control activities for the whole ship.
 Maintaining and repairing the ship’s structure, all machinery, and all mechanical and electrical
equipment of the ship.
 Preparing Maintenance and Repair lists for the whole ship.
 Controlling and ordering spare gear and consumables.
 Informing the Office immediately, of any mechanical defects, which may affect the safety
and or commercial operation of the ship.
 Visiting the Engine Department regularly during the day and making spot checks at night,
and fully attending whenever his presence may be necessary and beneficial.
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 Liaising with the Master in calculating the quantity of fuel and lubricating oils, required for each
passage, including minimum reserve requirement.
 Monitoring, recording and reporting consumption of fuel and lubricating oils.
 Taking delivery of bunkers and lubricating oils.
 Updating lists or indexes of manufacturers Operational Manuals for all mechanical and electrical
plant on board.
 Conducting Surveys of specified machinery, while at sea or at ports where class is not
represented and keeping records of these surveys and overhauling works.
 During shipyard repairs, being responsible for the monitoring and control of repairs to the Hull,
Engine Room Plant, Cargo System and Deck Machinery, by Crew and Shipyard Contractors.
 On the conclusion of Shipyard Repairs, being responsible for the testing and acceptance of all
repair work carried out by the Crew, Shipyard Staff and Shipyard Contractors.
Reporting and Record Keeping

 Keeping and updating all Engine Room records and documentation including Engine Room
Log Book, Chief Engineer's Order Book, Oil Record Book, Classification Society documentation
and certification and Planned Maintenance System.
 Ensuring that for works involving risks, Job Hazard Analysis is conducted, Risk
Assessments are made and Work Permits are issued and approved, as required.
 Issuing Defect Reports and relevant Risk Assessments when machinery are not
functioning properly or are damaged.
 Ensuring that de-activation/ reactivation reports are issued, when machinery and alarms are de-
activated for some reason.
 In case procedures or equipment are changed, issuing relevant "Management of Change" reports.
 Ensuring that all paperwork relating to the administration of the Engine department is passed
to the Master for countersignature and is forwarded to the Office.
 Ensuring that all files and records for which he is responsible are updated at all times and as per
the Vessel's Filing Plan.
Crew Management
 Setting watches and posting rosters of staff duties with regard to watchkeeping, stand-by and VMS
duties, by issuing Engine Room Standing Orders.
 Completing Appraisal Reports for Engine Room Staff.
 Ensuring that Engine Room Crew are familiarized and trained in order to carry out their duties
effectively.
 Ensuring that the Junior Engineer Officers are trained in higher rank duties to be able to confront
emergency situations and to be well prepared for promotions.
 Assigning engineer Officers or ratings specific roles with respect to the engineering department
responsibilities under the Integrated Management System.
 Investigating non-conformances and applying corrective action as agreed with the vessel’s Master
 Ensuring proper health conditions within the engine spaces and that the working conditions are
safe.
 Checking the areas and spaces where Crew, contractors and riding teams work and issuing relevant
Work and Entry permits, as applicable.
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 Ensuring the highest standards of Health in accordance to the integrated Management System.
 Training the Second Engineer in higher ranks duties, in order for his to be able to confront
emergency situations.
 Acting as Mentor to Trainee Chief Engineers, who are sent onboard due to their forthcoming
promotion to Chief Engineers.
 Participation / Involvement in the development of Instructions and procedures

The Chief Engineer should be involved in the projects related to new legislation and equipment,
and propose changes to procedures and forms, as required (through the Master’s Review
Procedure).
 Information Security
The Chief Engineer is responsible, as instructed by the Master, to verify all the changes in
OT Hardware and Software onboard and keep the relevant vessel specific inventory up-to-date
with all relevant upgrades made.
This inventory should be verified on a Quarterly basis as a minimum.
7.5 ENVIRONMENTAL CONTROL OFFICER’S RESPONSIBILITIES

The Chief Engineer is the ENVIRONMENTAL CONTROL OFFICER.
He is responsible for the implementation of the Garbage Management Plan as per Annex V
requirements.
He is responsible:
 To supervise the collection, storage, processing and disposal of garbage generated onboard in
cooperation with the Bosun.
 To monitor the operation of the Incinerator (in cooperation with the Second Engineer).
 To calculate ( in proximity ) the garbage produced onboard and record in the Garbage Log
book, either as incinerated, or disposed at Sea (Food Waste only) or landed to shore facilities.
 To make arrangements for the landing of Garbage to Shore facilities, in cooperation with the
Master.
 To maintain the Garbage Record Book updated at all times.
 To maintain the Garbage Management Plan updated at all times (when there is Crew Change
etc).
 To make periodical inspections in the Main Garbage Storage Areas (Poop deck or Storage
Room) to ensure proper storage, segregation, and hygiene conditions.
 He is also responsible for the implementation of Marpol Annex I (Oily bilge water, sludge
etc.) .Marpol Annex IV (Sewage, Grey water) and Marpol Annex VI (Air emissions).
7.6 ENERGY EFFICIENCY RESPONSIBILITIES

The Chief Engineer is also the vessel’s designated ENERGY EFFICIENCY OFFICER and is
responsible for:
 The efficient operation and maintenance of all machinery and equipment associated with energy
efficiency, as defined by the IMS and SEEMP.
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 The monitoring, measuring and control of all significant energy uses and ship’s operation as per
IMS and SEEMP.
 The energy efficiency performance and fuel consumption of main engine, as well as auxiliary
engines and machinery usage optimization.
 The effectiveness and monitoring of all action plans in achieving the energy objectives and targets
that have been established by the Company.
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8. SECOND ENGINEER
meet the standard of competence specified in STCW section A-
III/2 of the STCW Code.
STCW 2010 Requirements  Manage the operation of propulsion plant machinery.
 Knowledge of engine room management.

time constraints.
Leadership & Management Setting direction, Empowering, demonstrating authority and
assertiveness, communicating & maintaining procedures &
policies, Planning and cooperating,, managing workload.
8.3 REPORTING
 The Second Engineer reports to the Chief Engineer.
 He should always obtain the consent of the Chief Engineer before going on shore leave.
 In case of incapacity or absence of the Chief Engineer, a Second Engineer holding the
required Certification should be capable of assuming the responsibilities of the Chief Engineer.
 For this reason, the Second Engineer should be trained in the duties and responsibilities of the
Chief Engineer, in order to be able to confront emergency situations.
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The Second Engineer, should train the Third Engineer in the duties of the Second Engineer, for
the same purpose.
The Second Engineer is responsible for:
 Ensuring that the Standing Orders and the Chief Engineer's instructions are fully complied with.
 Maintaining an Inventory of all Spares, carried on board.
 Monitoring the Spares used, to ensure that the level of spares carried onboard meets
requirements.
 Advising the Chief Engineer on spare gear requirements, taking into consideration any
anticipated maintenance of plant.
 Ensuring that spares on board are kept in good condition, and are not allowed to
deteriorate.
 Setting up and maintaining an inventory of all hand and portable power tools, and special
tools and equipment for specific overhaul and maintenance tasks.
 Controlling and issuing Consumables.
 Arranging the storage and monitoring of lubricating and other oils carried on board.
 Assisting the Chief Engineer in the planning of routine service, repairs and major
overhauling works.
 Directing and organizing the Engine Room staff, including the Electrician, by using their relative
skills to advantage in order to meet the requirements of the workload.
 Completing relevant maintenance records and keeping workbooks up to date.
 Assisting the Chief Engineer during shipyard repairs in the monitoring and control of repair
activities by Crew and shipyard contractors.
 Recording all engine department spares and materials issued to shipyard contractors.
 Assisting the Chief Engineer in the Environmental Control Officer’s Duties, in particular, being
responsible for the operation of the Incinerator.
 Following the Company's Safety Rules and Regulations.
 Participation / Involvement in the development of Instructions and procedures
The Second Engineer should be involved in the projects related to new legislation and equipment,
and propose changes to procedures and forms, as required (through the Master’s Review
Procedure).
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9. THIRD ENGINEER
meet the standards of competence specified in STCW
section A-III/1 of the STCW Code.
STCW 2010 Requirements  Use of internal communication systems.
 Knowledge of engine room resource management.
 Application of leadership and teamwork skills.
 Maintenance and repair of electrical and electronic
equipment.
 Appropriate use of hand tools, machine tools and
measuring instruments for fabrication and repair
onboard.

time constraints.
dependability.
managing workload.
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9.3 REPORTING
 The Third Engineer reports to the Second Engineer and thereafter, to the Chief Engineer.
 He should always obtain the consent of the Second or Chief Engineer before going on shore
leave.
 The Third Engineer should carry out watch-keeping duties as required by the Chief
Engineer.
 In addition to these watch-keeping duties, he should carry out maintenance of the ship's
machinery, equipment or structure, as directed by the Chief or Second Engineer.
 The Third Engineer should acquaint himself with the duties of the Second Engineer, so that in
case of illness or accident he may take over his duties.
 For the same purpose, he should train the Fourth Engineer in the duties and responsibilities of the
Third Engineer (as instructed by the Chief Engineer).
The Third Engineer is responsible for the following:

 Maintaining the Auxiliary Engines, the Air Compressors and all the Purifiers.
 Monitoring the transfer of fuel and lubricating oil within the engine room.
 Cleaning/ testing of fuel injectors and ensuring that maintenance is completed on schedule.
 Completing relevant maintenance records and keeping the workbook up to date.
 Informing the Second or Chief Engineer when items of equipment are being overhauled.
 Advising the Chief Engineer when spare parts are being used.
 Following the Company's Safety Rules and Regulations.
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10. FOURTH ENGINEER
meet the standards of competence specified in STCW
STCW 2010 Requirements  Use of internal communication systems.
 Knowledge of engine room resource management.
 Application of leadership and teamwork skills.
 Maintenance and repair of electrical and electronic
equipment.
 Appropriate use of hand tools, machine tools and
measuring instruments for fabrication and repair
onboard.

Communication and Influencing Sharing understanding and communicating
time constraints.
dependability.
managing workload.
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10.3 REPORTING
 The Fourth Engineer reports to the Second Engineer and thereafter to the Chief
Engineer.
 He should always obtain the consent of the Second Engineer or Chief Engineer before going
on shore leave.
 The Fourth Engineer should carry out watch-keeping duties as required by the Chief Engineer.
 In addition to these watch-keeping duties, he should carry out maintenance of the ship's
machinery, equipment or structure, as directed by the Chief or Second Engineer.
 The Fourth Engineer should acquaint himself with the duties of the Third Engineer, so that in
case of illness or accident he may take over his duties.
 For the same purpose, he should train the Oilers in the duties of the Fourth Engineer ( as instructed
by the Chief Engineer).
The Fourth Engineer is responsible for:

 Informing the Second Engineer or the Chief Engineer when items of equipment are being
overhauled.
 Advising the Second Engineer when spare parts are being used.
 Being responsible for following Company's Safety Rules and Regulations.
The Chief Engineer should determine the additional responsibilities of the Fourth Engineer.
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11. GAS ENGINEER (FOR GAS CARRIERS)
Education & Training Must meet the standard of competence specified in section
A-III/5 or
meet the standard of competence specified in STCW section
A-II/5. Or
Hold certification in Marine Refrigeration.
Company Requirements  Knowledge of routine pumping operations, such as
bilge, ballast and cargo pumping systems.
 Knowledge of conventional and hazardous areas
electrical installations and the associated dangers.
 Knowledge of maintenance and repair of
machinery and tools used in the engine-room;
compressors rooms.
 Knowledge in operation and basic maintenance of
cargo refrigerating equipment.
 Contribute to the safety of personnel and the ship.
Skills
Team Work Considering & Supporting others.

Communication Sharing understanding and communicating, giving
feedback.
Situational Awareness Awareness, vessels systems surrounding conditions & time
constraints.
Decision Making Problem definition & diagnosis, basic Risk Assessment &
Management.
dependability.
Leadership & Management Demonstrating assertiveness, maintaining procedures &
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11.3 REPORTING
 The Gas Engineer reports to the Chief Officer for Cargo and Tank Cleaning Operations.
 He reports to the Chief Engineer for all other matters regarding the maintenance of the Gas Plant
and other Ship's Machinery.
 He should always obtain the consent of the Chief Engineer or Chief Officer before going on shore
leave.
The Gas Engineer participates in the Cargo Handling Operations by:
o Assisting the Chief Officer and/or Officer of the Watch in the safe handling and monitoring
of the cargo.
o Operating the Cargo Plant and other Machinery as instructed by the Chief Officer and /or
Officer of the Watch.
The Gas Engineer participates in the Tank Cleaning Operations by:
o Taking part in the Pre-cleaning Meeting
o Performing Tank Cleaning duties, as required.
The Gas Engineer participates in the Maintenance Operations by:
o Performing maintenance duties, as instructed by the Chief Engineer.
Other specific responsibilities of the Gas Engineer include but are not limited to:
 Assisting the Duty Officer and Surveyor with the temperature and ullage readings and with the
Cargo Sampling, as instructed by the Chief Officer.
 Executing loading and discharging operations, as well as "Change of Grade" operations
and Gas Freeing operations, and making checks of cargo equipment during these operations,
in cooperation with the Chief Officer and Officer of the Watch.
 Initiating and carrying out all necessary inspections and maintenance of Gas Plant machinery
and other machinery and systems for which he is responsible, in accordance with Manual
Instructions, the Planned Maintenance System, checklists and Company Manuals.
 Being fully responsible for the following Machinery: Gas Plant Systems and Mechanisms, Gas
Plant Air Compressor and other related instruments.
 Checking the performance of safety devices of the Gas Plant, under the supervision of the Chief
Officer.
 Ensuring that all valves, pipes, tanks etc. are properly marked for easy identification.
 Changing the reducers, packing and flanges, as necessary, in accordance with the Chief
Officer’s instructions.
 Keeping all the tools, Gas Plant equipment and stores etc. in good order.
 Monitoring the stock of tools and Gas Plant equipment as instructed by the Chief Engineer.
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12. ELECTRICIAN (ELECTRO-TECHNICAL OFFICER-ETO)
Education & Training Must have completed approved education and training
program meeting the standards of competence specified in
STCW 2010 Requirements  Knowledge to Monitor, operate, maintain and repair of
electrical electronic and control systems.
 Knowledge to Monitor, operate, maintain and repair of
automatic control systems of propulsion and auxiliary
machinery.
 Operational Knowledge of generators and distribution
systems, power systems in excess of 1,000V.
 Use of internal communication systems.
 Knowledge to maintain/repair Bridge navigation,
communications systems, electric and electronic
control systems of deck machinery and cargo gear,
safety electrical and electronic control systems

Communication and Influencing Sharing understanding and communicating, giving
feedback.
time constraints.
dependability.
managing workload.
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12.3 REPORTING
 The Electrician works in close co-operation with the Second Engineer, therefore he reports
to the Second Engineer and thereafter to the Chief Engineer.
The Electrician is responsible for the safe and efficient operation of all the ship's electrical
equipment and installations.
The Electrician's duties include:

 Ensuring the maintenance of main and emergency switchboards, switch-gear, alternators, motors
and control gear, light and power circuits, fuses and overloads.
 Ensuring that no unauthorized lighting or other appliances are fitted on board.
 Checking and maintaining the integrity of intrinsically safe and flameproof and
explosion proof equipment.
 Maintaining the alarm, monitoring and communication systems on board in good operational
order.
 Undertaking and recording insulation readings of electrical equipment.
 Investigating failures and carrying out repair works.
 Ensuring isolation of electrical equipment prior to repair or maintenance works and the posting
of warning notices.
 Maintaining and controlling of electric arc welding equipment.
 Conducting regular checks of galley and pantry equipment.
 Ensuring isolation of galley circuits at night.
 Maintaining an inventory of electrical spares, tools and consumables.
 Advising the Chief Engineer on the projected requirements of spare gear, tools and
consumables.
 Assisting the Chief Engineer in drawing up repair lists and planned maintenance
schedules.
 Assisting with mechanical repairs as required by the Chief Engineer.
 Ensuring that the electrical system drawings are updated after any modifications. (Modifications
should be recorded in a "Management of Change").
 Checking the Personal Electronic Devices of all joining Crew, to ensure their safe use onboard
and their compatibility with the Ship’s Electric Systems.
 Accompanying the Master during his weekly inspections of Crew cabins to ensure safe
conditions and set-up of electrical and electronic devices.
 Following Company's Safety Rules and Regulations.
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13. PUMPMAN
A-III/5 – III/4 or
Meet the standard of competence specified in STCW
section A-II/5 – II/4.
Company Requirements  Knowledge of routine pumping operations, such as
bilge, ballast and cargo pumping systems.
 Knowledge of conventional and hazardous areas
electrical installations and the associated dangers.
 Knowledge of maintenance and repair of
machinery and tools used in the engine-room,
Pump-room
 Knowledge in operation and basic maintenance of
cargo refrigerating equipment.
Skills

Communication Sharing understanding and communicating, giving feedback.
constraints.
Management.
dependability.
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13.3 REPORTING
 The Pumpman reports to the Chief Officer regarding cargo and tank cleaning operations.
 The Pumpman reports to the Chief Engineer in all matters regarding maintenance.
 He should always obtain the consent of the Chief Engineer or Chief Officer before going on shore
leave.
 Cargo Handling
a) Assisting the Chief Officer/Officer of the Watch in the safe handling and monitoring of the
cargo.
b) Operating cargo/ballast pumps as ordered by Chief Officer/Officer of the Watch.
 Tank-Cleaning
a) Participating in the pre-cleaning conference.
b) Performing tank cleaning duties as required.
 Maintenance
a) Performing maintenance duties as required by the Chief Engineer.
b) Being responsible for following Company's Safety Rules and Regulations.
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14. BOSUN
The Bosun is the leader of the Deck Crew.
A-II/5.
Company Requirements  Be able to lead on berthing, anchoring and other
mooring operations.
 Knowledge handling cargo and stores.
 Knowledge of operation and maintenance of deck
machinery, and cargo gear.
 Application of occupational health and safety
precautions.
 Application of pollution prevention procedures
 Be able to lead survival crafts and rescue boat
party.
 Be able to lead ship board deck maintenance and
repairs.
Skills

feedback.
constraints.
Management.
dependability.
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14.3 REPORTING
 The Bosun reports to the Chief Officer.
 He should always obtain the consent of the Chief Officer before going on shore leave.
 The Bosun reports to the Chief Engineer, for issues relate to Garbage Management.
His duties are as follows:
 To assist the Chief Officer in ensuring that the vessel is ready to load or discharge cargo and is
ready in all aspects to sail.
 To ensure that routine technical maintenance throughout the Technical Department is carried
out according to the Chief Engineer's technical instructions.
 To ensure that the deck is kept clean at all times.
 To keep all deck maintenance equipment in good order.
 To check all deck equipment and stock and ensure their good condition (ropes, paints, deck
consumables and equipment) and that storage places are kept in order and clean. To check that all
deck machinery, rigging, fans, doors, mooring, cargo handling equipment, anchoring gears etc. are
in good condition.
 TO LEAD BY EXAMPLE, to supervise Deck Crew and ensure safe working conditions and report any
unsafe practice and condition.
 To ensure Deck Crew discipline.
 To train Deck Crew in their activities.
 To follow the Company's Safety Rules and Regulations.
 To perform any other duties assigned to him by the Master e.g. Stowaway or Security Searches.
Garbage Management Duties
The Bosun has an active role in the implementation of the Garbage Management Plan, and is the
Primary Assistant to the Chief Engineer, since he is the Head of the Deck Crew and is responsible to
ensure that the Deck is kept clean all times (including the Garbage Storage Area).
The Bosun is responsible for supervising the nominated Deck and Engine Crew in their assigned
Garbage Management Activities.
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15. DECK RATING
Education & Training Meet the standard of competence specified in section

A-II/5 and/or A-II/4.
Company Requirements  Contribute to berthing, anchoring and other
mooring operations.
 Knowledge of operation and of deck machinery,
and cargo gear.
precautions.
 Application of pollution prevention procedures.
 Be part to survival crafts and rescue boat party
 Knowledge of ship board deck maintenance and
repairs.
 Contribute to the safety of personnel and the ship
 Be able to steer the ship, keep a proper lookout,
monitor and control a safe watch.
Skills

feedback.
constraints.
Management.
dependability.
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15.3 REPORTING
 When on watch keeping duty, the Deck Rating is responsible to the Officer of the Watch.
 During day-work or other non-watch keeping activities the Deck Rating is responsible to the Chief
Officer.
 The Deck Rating should always obtain the consent of the Chief Officer before going on shore
leave.
When undertaking bridge watch-keeping duties, he is responsible to the Officer of the Watch
(OOW).
These responsibilities include:
 Acting as the second lookout to the Officer of Watch and reporting the approximate bearing
of ships or other objects, sound signals, and lights.
 Acting as helmsman and steering a course as required by the Officer of Watch.
 Using the ship's internal communication systems.
 Housekeeping duties.
 Performing Fire-Patrols and Security Searches.
 Participating in Mooring Operations.
 Any other task assigned to them by the Officer of Watch.
Only ratings holding STCW Certification as "a rating forming part of a navigational watch" may act
as a lookout or helmsman.
When undertaking Deck Watch duties in port, a deck rating will carry out duties as required by the
Officer of the Watch.
This may include:
 Attending mooring operations.
 Maintaining a safe means of access to ship.
 Maintaining the security of access to ship.
 Assisting with the cargo operations.
 Ensuring proper lights are displayed at night.
Non-watch-keeping Deck Ratings will assist with ship maintenance as required by the Chief
Officer.
Other duties include:

 Assisting with stores.
 Assisting in the Garbage Management, as specified in the Garbage Management Plan i.e.
ensuring that the minimization, collection, separation, processing and storage of garbage is efficient
in all areas of the ship.
 Any other task assigned to them, after appropriate training.
 Being responsible for following Company's Safety Rules and Regulations.
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16. ENGINE ROOM RATING
A-III/5 and/or A-III/4.
Company Requirements  Be able to carry out duties of a rating forming part of
engine watch, understands orders relevant to
watchkeeping duties.
 Be able to operate emergency equipment and apply
emergency procedures.
 Contribute to berthing, and other mooring operations.
 Contribute to fueling and transfer operations.
 Contribute to operation of equipment and machinery.
 Knowledge of safe use of electrical equipment.
 Contribute to onboard maintenance and repairs.
precautions.
 Knowledge of application of pollution prevention
procedures.

Communication Sharing understanding and communicating, giving feedback.
constraints.
Management.
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16.3 REPORTING
 When on watch-keeping duty, the Engine Room rating (Oiler, Motorman) is responsible to the
Engineer Officer on the Watch.
 During day work or other non-watchkeeping activities the Engine Room rating is
responsible to the Second Engineer.
 He should obtain the consent of the Chief Engineer before going on shore leave.
The Engine Room rating should:
 Carry out the requirements of the Engineer Officer of the Watch when forming part of the engine
room watch or when performing duties in a periodically unmanned engine room.
Engine room watch-keeping duties or duties in a periodically unmanned engine room may
include:
 Monitoring the operation of engine room machinery.
 Monitoring and responding to machinery alarms.
 Starting and stopping machinery as directed.
 Assisting with the transfer and purifying of bunkers and lub-oils.
 Assisting with maintenance duties, as required.
Only ratings holding STCW Certification as "a rating forming part of an engine room watch"
may act as an assistant to the Engineer Officer of the Watch.
Non-watchkeeping engine room ratings will assist with ship maintenance as required. Other duties may
include:
 Mooring/unmooring operations after specific training and not in a significant role.
 Assisting with stores.
 Assisting in the Garbage Management, as specified in the Garbage Management Plan i.e
ensuring that the minimization, collection, separation, processing and storage of garbage is efficient
in all areas of the ship.
 Supporting the mooring operation, as required, after specific training and NOT in a significant role.
 Any other tasks assigned to them.
 To perform any other duties assigned to him by the Master e.g. Stowaway or Security Searches.
 Being responsible for following the Company's Safety Rules and Regulations.
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17. FITTER
Education & Training Meet the standard of competence specified in section

A-III/5 and/or A-III/4 or in possession of fitter tumbler
certification.
Company Requirements  Be able to operate emergency equipment and apply
emergency procedures.
 Contribute to berthing, and other mooring
operations.
 Contribute to onboard maintenance and repairs
 Knowledge of welding, flame cutting and hot work
procedures.
precautions.
Skills

Communication Sharing understanding, communicating, giving feedback.
constraints.
Management.
dependability.
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17.3 REPORTING
 The fitter reports to the Chief Engineer.
The fitter is responsible for:
 Carrying out day to day hot works, pipes and steel fabrication works on deck, mechanical work
etc.
 Participating in maintenance works mainly on Deck, while engine works shall be carried out by
vessel's Engineers (except specialized cases or while at port where no Deck works are
allowed).
Additionally, the fitter should perform any other duties assigned to him by the Master and/ or by
Chief Engineer, which may include:
a) Assisting with stores.
b) Mooring/unmooring operations after specific training and not in a significant role.
The fitter is also responsible for:

 Participating in maintenance works on Deck, and in any other area where required.
 Participating in operational work in the Engine Room and on Deck when required.
 Following the Company's Safety Rules and Regulations during work.
The supervision of the Fitter for Technical matters and materials rests with the Chief Engineer.
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18. SANDBLASTER / PAINTER
A-II/5 and/or A-II/4.
Company Requirements  Application of occupational health and safety
precautions.
 Application of pollution prevention procedures.
 Knowledge of ship board deck maintenance and
repairs.
18.2 REPORTING
 The Sandblaster / Painter reports to the Chief Officer.
 He should always obtain the consent of the Chief Officer before going on shore leave.
The Sandblaster / Painter is responsible for:
 Carrying out sandblasting / painting works on Deck / Tanks and in Engine Room where required.
 Participating in maintenance and repair works on Deck.
(the sandblaster / painter should not perform any other duties).
 Following the Company's Safety Rules and Regulations during work.
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19. COOK
Education & Training Must meet the standard of competence for Ships’ cook,
holds relevant certificate.
Company Requirements  Knowledge of Practical Cookery.
 Knowledge of Food storage and stock control.
 Knowledge of catering health safety and personal
hygiene.
precautions.
 Application of environmental protection and
garbage handling.
Skills
19.2 REPORTING
 The Cook reports to the Master.
 He should always obtain the consent of the Master before going on shore leave.
In co-operation with the Master, the Cook is responsible for the management of the catering
department including:
 Preparing and serving of meals, with the assistance of messman.
 Planning menus.
 Preparing Requisitions of Provisions.
 Handling Provisions and keeping Inventories of Provisions.
 Ensuring full compliance with the Galley Procedures (MLC 2006- Regulation 4.3).
 Being responsible for the Galley Garbage Management Plan - as per the responsibilities
included in the Garbage Management Plan.
 Supervising the messman.
 Supervising the cleanliness and housekeeping of galley, pantries, dry stores and freezers.
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 Supervising the ship's laundry and ensuring safety in the Laundry spaces.
Additionally:
 The Cook is responsible for performing any other duties assigned to him, by the Master e.g.
performing Stowaway and Security Searches.
 He is responsible to follow the Company's Safety Rules.
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20. MESSMAN
Education & Training Must meet the standard of competence for Ships’ cook,
holds relevant certificate.
Company Requirements  Knowledge of Food storage and stock control.
 Knowledge of catering health safety and personal
hygiene.
precautions.
 Application of environmental protection and
garbage handling.
 Contribute to berthing, and other mooring
operations.
Skills
20.2 REPORTING
 During the catering work the messman reports to the Cook.
 During other activities the messman reports to the Master.
 He should always obtain the consent of the Cook and the Master before going on shore leave.
The messman is responsible to participate in the daily work in the galley, in the messrooms and
accommodation spaces, which may include:
 Assisting in the daily preparation of meals.
 Serving the meals.
 Fully complying with the Galley Procedures (MLC Regulation 4.3)
 Assisting the cook in any other tasks as directed.
 Handling of provisions and cabin stores.
 Cleaning the accommodation spaces, messrooms, pantry rooms and cabins as directed.
 Doing the ship's laundry.
 Carrying out Inventories of cabin stores.
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 Assisting the Cook in the Implementation of the Garbage Management Plan in the Galley,
by collecting and segregating the Galley Garbage per category and in operating the Garbage
Compactor (where fitted).
 Additionally, the messman should perform any other duties, assigned to him by the Master
i.e
o Participating in Mooring Operations, after specific training and not in a significant role.
o The messman is responsible to follow the Company's Safety Rules and Regulations and the
Ship's Garbage Management Plan.
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21. CADETS
Education & Training Must meet the criteria of PROC 23A deck cadets.
Company Requirements  Contribute to berthing, anchoring and other
mooring operations.
precautions.
 Application of pollution prevention procedures

feedback.
constraints.
It is the Company's Policy to have Deck and Engineer Cadets onboard Company vessels.
Cadets should be sent onboard different types of vessels to gain more experience.
They should be Marine Academy Graduates, fully certified to join Company Vessels.
Cadets onboard will receive “ on-the-job” training by Deck and Engineer Officers.
Relevant Training Records should be maintained as sufficient documentary evidence that the cadets
have completed a properly structured on-board training program.
It is very vital that all instructions in the book are carefully read by all involved, before the book is
completed or training of the cadet is commenced.
The cadet should fill the relevant pages with his personal details and all the training courses he has
already attended.
He should then be personally responsible for the safe keeping of his Record Book throughout his
training.
The Master should review the Record Book on a monthly basis and he should record any comments.
It should be stressed that any person conducting onboard training of cadets, should do so, only when it
will not adversely affect the normal operation of the ship and time can be dedicated to the training and
any evaluation of competence.
The need for safe working practices should be carefully explained to all Shipboard Personnel.
Every Crew member must fully understand and accept his own Responsibilities and conduct all jobs
in a safe and proper manner.
Page 58 of 58
QUALITY, SAFETY, HEALTH POLICY
The Company is committed to provide Healthy and Safe working conditions for the prevention of work-related
injury and ill health, and to maintain a System for safe and pollution-free operating practices, complying with
International Regulations and Requirements (ISO 9001 & ISO 45001) and conducting business within the Law
and the prevailing Business Ethics. The Company aims to continuously improve its services, and by so doing,
its reputation and employment potential. The Company’s Top Management expect their Employees to comply
with Quality and OH&S Objectives, Safety and Pollution Prevention Regulations, all applicable legal and other
requirements & Operating Procedures at all times, so as to achieve the high-level goal of Zero Incidents,
Zero Spills at Sea, and continuous reduction of emissions/releases to the Environment.
All Employees are expected to take all necessary precautions to protect themselves, their Colleagues, the Ship,
its cargo and the Environment, and to maintain high standards of service.
AIM: To further this aim, the Company is being operated within the framework of this Integrated Management
System. Responsibility for the Safety, Health, Quality, Environmental and Energy Efficiency Polices originates
within the highest levels of Company Management.
The commitment of the Company, at all management levels, to Safety, Health and Quality Procedures is
maintained by its policy of providing the necessary resources and Personnel for implementation, execution and
monitoring of all aspects of Ship Management.
OBJECTIVE: The Company’s principal objective is to:
-eliminate hazards, injuries and illness to its Employees and others who may be involved, reduce OH&S risks,
and to prevent pollution of the Environment by ensuring that safe practices and procedures are followed
onboard, by Training, Review, and by Evaluation.
-establish and maintain Quality Goals and Objectives for the supply of reliable services which meet and exceed
the expectations of Charterers and Shipowners.
- have a positive Social and Environmental impact, through eco-efficiency, responsible sourcing, working
conditions as per Regulatory Standards, gender balance, social equity, human rights, employee/community
relations and anti-corruption measures.
To achieve this objective, the Company’s Integrated Management System is provided for the purposes of
operating each vessel in accordance with the stated Policy.
The official operating Management System is such that The Company . . .
. . . has established safeguards against identified risks, unsafe or potentially unsafe conditions and practices
.The Company is fully committed to the good health and safety of all Crewmembers, Contractors or the Public,
to their welfare and well-being and to the safe operation of its ships.
. . . adheres to Statutory Rules and Regulations, and takes into account applicable Codes, Guidelines and
Standards recommended by the International Maritime Organisation, Flag Administrations, Classification
Societies and Maritime Industry Organisations. The Company provides its Employees full information about
these Standards by means of clear communications, detailed instructions, adequate training and familiarisation
in all operational fields.
. . . employs Personnel that have the required skills and experience and provides continuous training, covering
health, safety, welfare environmental & energy performance matters.
. . . promotes a continuous, organised control of Safety and Health, by constructive Safety Meetings between
Workers, ensures consultation and participation of workers, and, where they exist, workers' representatives.
. . . reviews and modifies the Company Policy, Procedures & System by Masters’ and Management Reviews, to
ensure its suitability and continuous improvement and uses it as a framework to establish Objectives and
Targets.
. . . has Procedures in place to respond to Emergency Situations.
. . . carries out Internal Audits and Inspections, and takes appropriate Corrective Actions to any identified Non-
conformance and ensures that all ISM-related tasks are performed in accordance with established Procedures.
. . . ensures that the maintenance of vessels’ hull and machinery is such as to keep them in good operating
condition.
. . . expects from Contractors that it employs to follow the Company Quality, Safety, Health, Environmental
Protection and Energy Efficiency standards, and monitors the said Contractors as such.
Signed by COO: ___________________

George A. Kouleris
Issued on: 28/02/2022
ENVIRONMENTAL PROTECTION & ENERGY EFFICIENCY POLICY
The Company is committed to establishing, documenting, implementing & maintaining a Management System for
safe & pollution-free operating practices, including Energy Efficiency & Energy Use & Energy Consumption in
compliance with National & International Regulations and applicable requirements (ISO 14001 & ISO 50001) and
all relevant Legislation. The Company’s aim is to conserve and protect the Environment from marine,
atmospheric and other forms of pollution, including office-based waste, and to continuously improve its
performance to achieve this aim.
The Company operates a Policy of Zero Incidents and Zero Spills or releases to the Environment, to
the sea and land.
The Company has identified the following Environmental Aspects of its activities:
 Oil, and related products carried as cargo, fuel and oily waste as well as Chemicals, Liquefied Gases &
other Noxious Liquid Substances carried as cargo in bulk and as residual waste.
 Dangerous Goods, including cargoes carried in bulk & in packaged form, as well as other packaged &
containerized goods that may be hazardous to the environment, if spilled or lost.
 Garbage, including bio-degradable and non-biodegradable waste and Sewage.
 Ballast Water and the possibility of aquatic organisms or water-borne pathogens being transported in the
ship’s water ballast.
 Antifouling Paints, and their effect on shell-fish and other aquatic life.
 Cargo Vapour Emissions, and their toxic effect on health, climate and plant-life.
 Exhaust Emissions, including gases and un-burnt hydrocarbon particles and their contribution to smog,
acid rain and the Greenhouse Effect.
 Ozone Depleting Substances, incl. CFCs and halon gases and their effect on global warming.
 Noise levels from machinery and the effect on ships’ crews as well as on local populations.
 Office generated waste, including waste paper, special waste and other consumables.
 Hazardous Materials, their identification and provision of relevant Inventories throughout the vessels’
life.
The Company has integrated all the relevant Environmental Aspects in the Integrated Management System. By
implementing the IMS procedures, the Company:
 Has identified the Environmental Aspects, has determined the Environmental Impacts related to its
activities, products and services and is committed to minimize them.
 Has developed the Energy Planning and has determined the Energy Performance Indicators related to its
activities.
 Complies with Mandatory Rules and Regulations, also taking into account Codes, Guidelines and
Standards from Maritime Organizations.
 Sets and reviews Environmental and Energy Efficiency Objectives & Targets, related to design
optimization considering the energy performance improvement, purchase of energy efficient products &
services that impact the energy performance and best practice operational management processes.
 Provides the Necessary Resources and assigns Responsibilities and Authority.
 Actively promotes Environmental and Energy Efficiency Awareness by training and educating its
Employees and by supporting and facilitating the distribution of such knowledge in this field.
 Operates its Office and Ships, taking into consideration the efficient use and conservation of Energy
and Materials.
 Ensures that Residual Wastes are disposed-off in a safe and responsible manner.
 Expects all Contractors that it employs to follow the Company’s Environmental Management Policy and
monitors the said Contractors accordingly.
 Verifies compliance through Physical Inspection, Operational Tests and Document Analysis.
 Has established Emergency Procedures to respond to emergency situations and accidents that can
have an impact on the environment and regularly tests these procedures.
 Keeps-up with Current Environmental Issues and topics and develops measures to minimize risk to
the environment.
 Strives for continuous reduction of permitted emissions to the environment.
 Strives for implementing sustainable solutions covering all the operations.
 Is committed to Safe and environmentally sound ship recycling.
SIGNED by COO:
George A. Kouleris
Issued on: 28/02/2022

DRUG & ALCOHOL POLICY
Recognizing the negative effects of Drug and Alcohol abuse, the Company has adopted the following stringent
measures and controls, not only meeting but surpassing ICS / OCIMF Industry standards:
A Blood Alcohol Content (BAC) of 40mg/100 ml (0.04%) or greater is considered as alcohol
impairment and is not tolerated.
 The Company has adopted a “No Alcohol/Dry–Ship Policy” and does not supply any Alcohol onboard.
Additionally the Company does not allow the acceptance of complementary offers and courtesy gifts by
Suppliers onboard Company vessels.
 The possession, distribution and use of Alcohol onboard is strictly prohibited and will lead to immediate
dismissal.
 The possession, use and trafficking of illegal Drugs onboard Company vessels is strictly prohibited and
is considered as a very serious offence, which will lead to immediate dismissal and will render the person
liable to legal proceedings.
 Any crew member who presents alcohol impairment above the acceptable BAC level will be immediately
dismissed and will not be accepted for future employment with the Company.
 Drugs and Alcohol are not allowed onboard. A strict gangway watch is implemented and all crew who
return from shore leave or join the vessel will be subject to a detailed search and Alcohol Test. Refusal
to be subjected to a search and Alcohol Test will equal to admission of guilt and the crew member will
be dismissed.
 All Shipboard Personnel on shore leave, should abstain from alcohol consumption which would result in
a BAC higher than the acceptable 40 mg/100ml (0.04%), if they have been scheduled for duties, ashore
or afloat, within the next four (4) hours. Before assuming their duties, they will be retested for alcohol to
ensure that their BAC is 0.00 %.
The above only applies if it does not contradict the Local Terminal D&A Policy. If Local Terminal D&A
policy is stricter, then the Terminal’s Policy will apply without any exceptions.
The Officer of the Watch should not hand over the watch to a relieving Officer, if there is reason to
believe that the latter is under alcohol impairment.
 Use of prescribed Drugs for strictly medical purposes is allowed, only under controlled conditions and
following medical advice or recipe.
 Sedatives and other controlled / legal Drugs available in the Ship’s Medical Chest should be prescribed
according to the regulations of the relevant Flag Administration and should be kept locked under the
Master’s responsibility and control. All Shipboard personnel are subject to mandatory pre-employment
Drug and Alcohol Tests.
 Before their employment, all Shipboard Personnel should sign the Drug and Alcohol Declaration.
Adherence to the Company Drug and Alcohol Policy is a term of Employment.
 The Company arranges for strictly unannounced Drug and Alcohol tests, carried out by Shore
Screening Companies on an annual and periodical basis.
Drug Tests are conducted as per OCIMF Guidelines and EXXON MOBIL requirements.
 The Master is authorized to conduct Alcohol Tests, using type-approved equipment for alcohol testing
which are calibrated and maintained as required.
Such tests are strictly unannounced and are carried out as per standard Company procedures for regular
testing, for investigation purposes, or at Master’s discretion.
 Any crew member refusing to be tested for Drugs & Alcohol, obstructing the collection /testing process,
failing to cooperate with an inspection or to promptly proceed to a collection site and provide specimen
when instructed to do so, will be considered as an offender and will be dismissed.
Any falsification of test results (adulterating or substituting a D&A specimen) or any unjustifiable
positive test results directly imply immediate termination of employment.
 Compliance to the Company’s Drug and Alcohol Policy is mandatory for all Shipboard Personnel, for
all Office Personnel and for Contractors’ Personnel who attend the vessels.
The Master is responsible to ensure full compliance with this Policy and to immediately report any
violation.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
01/03/2016
MASTER’S ULTIMATE AUTHORITY
The Master of any Company ship has the Overriding Authority
and Responsibility to make decisions with respect to safety and
pollution prevention and to command and direct any action
onboard the ship which he decides is necessary for the safe
operation of the ship and for protection of the environment.
The Master of any Company ship shall not be constrained by

the Owner, Charterer, Company Management
or any other persons
from taking any decision,
which in his professional judgment is necessary,
in regards to the above.
This includes decisions for the safety of navigation;

in particular, when experiencing severe weather,
heavy seas or restricted visibility.
Commercial considerations shall not prevail

over the Master’s Authority and Responsibility for the safety
of the Ship and its Crew,
or for the protection of the Environment.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022

SECURITY POLICY
The Company is committed to provide a secure working environment, by establishing and maintaining
the required security protection measures to prevent unlawful acts against Company Ships, which
endanger the safety and security of persons and property onboard as well as equivalent measures in
Office.
The Company expects all its employees to comply with the security requirements of the ISPS Code as
well as the procedures within the Office and Vessel Security Plans at all times. All Employees are
expected to be familiar with their relevant security duties and the measures required to protect the
Office & Vessels from any unlawful act and to deter Piracy in the Indian Ocean and in all other Piracy
Areas, as identified by the Designated Local & International Authorities and the Shipping Industry.
OBJECTIVE:
The Company’s principal objectives are to:
 Provide security procedures and practices for the transit and operation of Ships in Piracy Areas in
order to facilitate security both underway as well as in Ports and that of the wider community.
 Establish safeguards to reduce the Security Risk to Crew, Port Personnel and Supernumeraries
onboard Company Vessels.
 Establish safeguards to reduce security risks in Office affecting Company Personnel.
 Support the transit and operation of the ships in Piracy Areas by employing extra security measures
where necessary such as Armed Guards, Security Escort Vessels e.t.c.
 Improve the security skills and awareness of Company Personnel ashore and Onboard.
 Prepare contingency measures for emergencies relating to possible security incidents both in Office
as well as Onboard.
These objectives will be achieved by:

 Issuing a Ship Security Assessment and a Ship Security Plan specific for each individual Vessel.
 Developing an Office Security Plan based on relevant Security Assessment.
 Complying with Industry Guidelines as stipulated in TMSA3, BMP5 & Regional Security Guides.
 Comprehensive training of all Company Personnel.
 Screening of Private Maritime Security Contractors (PMSC).
 Actively promoting security awareness amongst all Company Personnel in Office & Onboard.
 Conducting regular documented Reviews and Internal Audits of Office & Vessel Security
Procedures and Plans, in order to allow for constant update and improvement to the Office &
Ship Security Plans.
The Company is committed to provide the Company Security Officer, the Master and the Ship Security
Officer, the necessary support to fulfill their duties and responsibilities in accordance with the ISPS
Code, Chapter XI-2 of 1974 SOLAS Convention and relevant Shipping Industry Guidelines.
The Master has the Ultimate Authority and Responsibility to take decisions, which in his professional
judgment, as Master, are necessary to maintain the Safety and Security of the Ship. If in the
professional judgment of the Master, a conflict between any Safety and Security requirements
applicable to the Ship arises during its operations, the Master shall give effect to those requirements
necessary to maintain the Safety of the Ship. In such cases, the Master shall implement temporary
Security Measures and shall forthwith inform the Administration and, if appropriate, the Contracting
Government in whose port the ship is operating or intends to enter. Any such temporary Security
Measures under this regime shall, to the highest possible degree, be commensurate with the prevailing
Security Level.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
MISSION STATEMENT
PRIME Management is committed to providing Ship Management Services with the highest
standards that exceed Safety, Environmental, and Customer requirements through
investment in Human capital to attract, retain, and develop a competent workforce.
We aim to conduct operations by ensuring that Human Health, Safety, Environment, and
Property are protected when transporting and delivering goods safely, reliably, and efficiently
worldwide.
This is achieved by the Company's total commitment, as follows:
‐ Creating and sustaining an organisation-wide culture, rooted in empathy towards its
Employees, building solid values, planning safe processes, collaborative relationships
and employing managerial practices which instil trust and reinforce safe behaviours.
‐ Implementing, maintaining and communicating its Policies and Objectives to all
Employees, Stakeholders, and other Interested Parties.
‐ Establishing, promoting, monitoring, and reviewing the Health, Safety, Quality and
Environmental (HSQE) Objectives to develop safeguards and a safe working
environment.
‐ Providing competent resources to promote the Company Policy, including Investing in
technologies to facilitate the open flow of communications between Ship and Shore
Staff and making workflow seamless.
‐ Creating a mindset of excellence by continuously improving safety management skills
and competence of Shore and Seagoing Staff. We believe in communicating and
reinforcing our Values and Organisational Culture in all vital Employee touchpoints,
such as best-in-class hiring, onboarding, familiarisation, appraisal, and promotion
practices.
‐ Continuously improving the Integrated Safety Management System effectiveness and
performance by actively engaging with our Seagoing Staff and forensic auditing and
inspection practices.
‐ Ensuring compliance with Mandatory Rules and Regulations and considering all
applicable Codes, Regulations, and Standards, recommended by the IMO, Flag
Administrations, Classification Societies and Maritime Industry Organizations.
‐ Coordinating and integrating all activities necessary to build, sustain, and improve a
comprehensive Emergency Response Management Program’s capability to mitigate
against, prepare for, respond to, and recover from all threats or hazards.
The Company aims to achieve

ZERO Incidents, ZERO Spills, and continuous reduction of permitted
emissions and releases to the Environment through People development and
continuous improvement.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022

VISION STATEMENT
PRIME Management believes that ecologically sound and safe,
seaborne trade,
‐ Promotes world peace,
‐ Supports a unique form of communication between nations,
‐ Assists the development of people who strive to improve their
standards of living.
The Company aims to provide best-in-class Client Service level by
delivering high-quality Ship Management Standards through investment
in People and Technology.
The Company's Vision is to be a leader in the Ship Management
Industry,
‐ by creating and sustaining a broad organisational culture rooted in
taking care of its Employees, and in sound systems, processes, and
procedures,
‐ by adopting new technologies, consistent with its strategic goals
and its commitment to preventing harm to People and damage to
the Environment,
‐ by realising maximum efficiency through superior management;
The Company aims at exploiting new horizons and new markets

worldwide by forging strategic alliances with new or existing customers.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022

CORPORATE SOCIAL RESPONSIBILITY
The Company is aware and acknowledges its Social Responsibility in providing best-in class Shipping
Management Services, and ensuring that it operates within the four (4) pillars of Corporate Social
Responsibility:
1. Business Conduct and Ethics
2. Human Rights and Labour Rights Protection
3. Safety, Security, Environmental Protection and Energy Efficiency
4. Social Awareness
In this context, all the Company’s Shore-based and Seagoing Personnel are aware and are expected to conduct
their day-to-day tasks by abiding with our core values of Corporate Social Responsibility:
1. Business Conduct and Ethics
 Commitment to ethical, honest , transparent and sound Business Conduct, by applying high standards
of legal and moral ethics, to the best interest of all our Stakeholders, while at the same time protecting
information that may be of value to the Company.
 Support of free enterprise and competition in a fair and ethical manner.
 Aim for a good balance between business opportunities/ financial results and corporate, social and
environmental concerns.
2. Human Rights and Labour Rights Protection
 Respect of national and international human and labour rights as set forth in the United Nations
Universal Declaration of Human Rights, ILO Conventions, IMO Conventions and MLC 2006.
 No discrimination based on race, colour, religion, gender, age, national origin, sexual orientation or any
other characteristic protected by applicable laws regarding recruitment, development and advancement
of employees.
 Zero tolerance of any form of harassment, discrimination, intimidation or any other behaviour that may
be regarded as disrespectful, threatening or degrading.
3. Health, Safety, Security & Environmental Protection, Energy Efficiency and Sustainability
 Establishment and Implementation of an Integrated Management System certified against the ISM
Code, the ISPS Code, the MLC 2006 and the International Standards ISO 9001, ISO 14001, ISO
45001, ISO 50001 focusing on continual improvement .
 Full compliance and respect to laws and regulations of the countries where the Company operates.
 Encourage workers to report incidents, hazards, risks and opportunities and protect them against
retaliations.
 Implementation of a “Stop Work” Authority by Company personnel and Contractors when they believe
that any work performed is unsafe and potentially harmful to safety of life or to the environment.
 Protection of our crew and cargo when trading in High Risk Security Areas by complying with the
latest anti-piracy industry best practices and appointing Armed Guards via recognized Private Maritime
Security Companies to travel with the vessels across these High Risk Areas.
 Protection of Human Life and the Environment, by setting and maintaining the goals of ZERO
Incidents, ZERO Spills and continuous reductions of permitted emissions to the Environment, by
adopting recycling & energy conservation programs and environmental- friendly technologies.
4. Social Awareness
 Sensitivity to all local customs and recognition of intrinsic value of the various cultures in which we
operate, while at the same time no acceptance of any violation of basic human rights or our own
business practices.
 Sensitivity to changes in society’s general expectations of acceptable business behaviour and
evaluation/ adjustment of our own practices when necessary.
 Support to the community through donations to alleviate those in need and to preserve the environment
through reforestation programs.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022

ANTIBRIBERY POLICY
The Company is committed to conducting business in an ethical and honest manner, and is committed to
implementing and enforcing systems that ensure bribery is prevented in all business dealings and relationships
wherever it operates. The Company has a zero-tolerance approach to bribery and corruption activities.
This Antibribery and Anticorruption Policy applies to all Company & Company Subsidiary Employees at any
level ( Onboard and Ashore, Permanent or Temporary), including Senior Executive and Financial Officers and
members of the Board of Directors , as well as Contractors, Trainees, Seconded Staff, Agents and any other
persons associated with the Company ( including Third Parties).
In the context of this Policy, “Third Party” refers to any individual or organization the Company meets and
works with. Any arrangements the Company makes with a Third Party, is subject to clear Contractual Terms,
including specific provisions that require Third Party to comply with minimum standards and procedures
relating to anti-bribery and anti-corruption.
Bribery refers to the illegal act of offering, giving, promising, asking, agreeing, receiving, accepting, or
soliciting something of value or of an advantage, in order to induce or influence an action or decision.
Corruption is the misuse of entrusted power for private gain involving bribery.
Gifts and Hospitality: The Company will accept appropriate gestures of hospitality and goodwill as long as the
offered gift meets the following requirements:
 It is not made with the intention of influencing an action or decision.
 Is not made with the expectation of a return-favour.
 It is in compliance with Local Law.
 It is given in the name of the Company, not the Individual’s name
 It does not include cash or cash equivalent ( i. vouchers for luxury travel, excessive entertainment )
 It is appropriate for the circumstances (i.e small gifts around Christmas) but of not excessive value.
 It is offered and received openly, not secretly
 It is not selectively given to Key& influential Persons of the Company, clearly with the intention of
directly influencing them.
The intention behind the gift being given /received should always be considered.
Where it is inappropriate to decline the offer of a gift (i.e when meeting with an individual of a certain
religion/culture who may feel offended by the decline) the gift may be accepted, as long as this is declared to the
Company.
Facilitation Payments: The Company does not accept and will not make any facilitation payments with the
purpose of expediting routine governmental actions.
Political Contributions: The Company will not make donations, whether in cash, kind, or by any other means,
to support any political parties or candidates since such donations may be perceived as an attempt to gain an
improper business advantage.
Charitable Contributions: The Company accepts and encourages the act of donating to charities – whether
through services, knowledge, time, or direct financial contributions– and agrees to disclose all charitable
contributions it makes, as long as it ensured that they are not used to facilitate and conceal acts of bribery.
Employee Responsibilities
All Company Employees are equally responsible for the prevention, detection and reporting of bribery and other
forms of corruption. They are required to avoid any activities that could lead to or imply a breach of this anti-
bribery policy. If any employee has reason to believe or suspect that an instance of bribery or corruption has
occurred or is about to occur, he/she should report it at once to the Company at the e-mail address
openreporting@prime-marine.net The Company reserves the right to terminate a contractual relationship with
an employee if this Policy is breached.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
ANTI-BULLYING POLICY
The Company promotes a healthy Workplace Culture, where all Employees are able to work in an
environment free of bullying behavior.
The Company defines “Bullying” as persistent, malicious, unwelcome, severe and pervasive
mistreatment whether verbal, physical or otherwise, which harms, intimidates, offends, degrades and
humiliates an Employee or Third Party Contractor, at the place of work and /or in the course of
employment.
The Company considers the following types of behavior to constitute workplace bullying, the list not
being exhaustive:
 Staring, glaring or other non-verbal demonstrations of hostility.
 Exclusion from Team Meetings, discussions and Collective Decisions or Planning, social
isolation, holding to a different standard than the rest of an Employee’s Work Group.
 Excessive monitoring or oppressive “micro-managing”, and excessive and persistent criticism
on minor things.
 Work-related harassment (work overload, unrealistic deadlines, meaningless, menial or
degrading tasks inappropriate for an Employee’s position or taking away areas of
responsibility from an Individual for no justifiable reasons).
 Consistent ignoring or interrupting of an Employee in front of co-Workers.
 Personal attacks (angry outbursts, sudden rages or displays of temper, excessive vulgarity and
“name-calling” against an Individual or Group, often for trivial reasons).
 Encouragement of others to turn against the targeted Employee.
 Sabotage of a Co-Worker’s work product or undermining of an Employee’s performance,
making threats or inappropriate comments about career prospects, job security or performance
appraisal reports.
 Shunning an Employee at work and rebuffing his /her efforts to integrate with others.
 Annoying, aggravating, irritating, tracking, insulting, belittling or ridiculing a Person or
his/her abilities.
 Spreading malicious rumours or insulting someone ( i.e regarding age, race, sex, personal
appearance, disability, sexual orientation, religion or belief, gender reassignment )
 Cyber Bullying ( inappropriate , abusive e-mails and text messages, postings in Social
Networks)
The Company considers workplace bullying unacceptable and will not tolerate it under any
circumstances.
This Policy shall apply to all Employees, ashore and onboard, regardless of their Employee status
(Managerial, common Employee, Full-time or Part –time, External Contractor).
Any Employee found in violation of this Policy will be disciplined, up to and including immediate
Work Termination.
The Company encourages all employees, who witness any bullying behavior, irrespective of reporting
relationship, to immediately report this conduct to the Human Resources. Department (for Office
Employees) or to the Master and DPA (for Shipboard Employees).
Any reports of this type will be treated seriously, investigated promptly and impartially.
The Company further encourages all employees to formally report any concerns of assault, battering
or other bullying behavior at the e-mail address: openreporting@prime-marine.net.
The Company will protect any Employee who reports bullying conduct from retaliation or vengeance.
Signed by COO: __________________

George A. Kouleris
Issued on: 28/02/2022

SEXUAL HARASSMENT POLICY
It is Company Policy that every person has the right to be treated with dignity and respect and to be
free of all forms of harassment in the workplace.
The Company has a zero tolerance approach to any form of harassment as this is contrary to the
established high standards of conduct of the Organization.
Should any Company Employee experience any behaviour that may be considered as sexual
harassment towards oneself or another Employee, he/she is strongly encouraged to report this as soon
as possible.
This Policy is also extended to any Third Party Staff, who work for the Company.
Sexual Harassment is defined as “unwanted contact of a sexual nature in the workplace or in
connection with work which has the purpose or effect of violating an Individual’s dignity or creating
an intimidating, hostile, degrading, humiliating or offensive environment for that Individual.”
Behaviour that constitutes Sexual Harassment may include:
 Unwelcome behaviour of sexual nature, physical or verbal.
 Unwelcome, inappropriate remarks or verbal sexual advances/proposals.
 Indecent comments, jokes, insinuations, relating to a Person’s physical appearance, private
life or sexual orientation.
 Unwanted physical contact such as patting, hugging, kissing, pinching or other inappropriate
touching.
 Request for sexual favours in exchange for benefits at work.
 Continued suggestions for private social activity, after it has been made clear that such
requests or suggestions are unwelcome.
 Non-verbal conduct of a sexual nature, such as display of sexually suggestive pictures, objects
or written material or sexually suggestive gestures.
It is essential to emphasize that sexual harassment refers to conduct which is unwanted and
unwelcome to the recipient. As this is the key factor that distinguishes it from friendly, flirtatious or
other relations that are freely and mutually entered into, it is important that a person who believes that
she or he is the victim of sexual harassment clearly communicates this (either directly or through
Third Party) to the harasser who is engaging in the unwanted and unwelcome behaviour.
The Company encourages its Employees to attempt to directly resolve sexual harassment-related
issues through a dialogue and an informal resolution of conflict. Individuals are encouraged to directly
notify the presumed harasser that his/ her behaviour is unwelcome and unacceptable and that this
inappropriate conduct should immediately cease.
Where the employment status of the harasser is such that a direct discussion is difficult, or if the
harasser does not cease his/her inappropriate behaviour, then the offended Employee may officially
address a complaint to the HR Department in Office, or to the Master onboard.
An individual who believes that she or he has been or is being harassed, should make personal written
notes of relevant events, as soon as possible, after the incident(s) have occurred, noting date(s),
place(s), a short description of what happened and the names of any witnesses and/or of any Third
Parties to whom the incident might have been mentioned, thus initiating a formal Complaint process.
Disciplinary actions: Proven cases of sexual harassment will be subject to the following disciplinary
actions depending on the seriousness of the case: Warning, Reprimand and Dismissal.
Any disclosures for sexual harassment may be reported to openreporting@prime-marine.net
Signed by COO: ___________________

George A. Kouleris
Issued on: 28/02/2022

SOCIAL MEDIA POLICY
The Company’s Social Media Policy outlines the necessary principles that users of Social Media should
observe, the conditions in which internet activity will be monitored and the actions to be taken upon violation of
the established Policy.
The Policy deals with the use and misuse of Social Media Platforms and other Websites including but not
limited to:
 Social Networking Websites such as Facebook, Myspace, Instagram, LinkedIn, Yahoo Groups,
QQ.COM.
 MicroMedia/ Microblogging websites such as Twitter.
 MultiMedia websites such as Youtube and Flickr.
 Online Encyclopaedia sites such as Wikipedia.
 Blogs.
 News sites where content and comments can be posted such as the CNN Report.
 Any other Website, where user-generated content can be posted for wider viewing and sharing.
The Company expects all Individuals to comply with its Policy on Social Media, at all times to protect the
Company reputation.
The Policy applies to all Individuals working at all levels in Office and onboard Company vessels (active duty
and reserved) and covers the use of Social Media during working and non-working hours, on personal and
company-supplied equipment such as computers, lap-tops and mobile phones.
Office Management and Masters/ Chief Engineers are responsible for ensuring that the standards set forth by
this Policy are communicated to their Staff and that their own conduct sets a good example in this respect.
The Company has recognized the value of Social Media and expects all Shipboard Staff to use these tools
responsibly, protecting the Company’s reputation, as they would in traditional Media.
SOCIAL MEDIA GUIDELINES
The following Social Media Guidelines should apply at all times
 The sharing of photographs or video of Company’s assets, particularly the Ships, Facilities or People in
uniform is strictly prohibited.
In particular, imagery taken during an incident could potentially be harmful to an Incident Investigation
process.
 The posting of comments related to the Company, its Employees, its Fleet and its Contractors or other Third
Parties (e.g. Vendors, Authorities etc.), which might be considered obscene, threatening, harassing or
embarrassing to others, is prohibited.
 The posting of photographs of Office or Shipboard Employees and Third Parties, without their permission
is not allowed and should be avoided.
 The use of other Companies’ and Organisations copyrights, copyrighted material, trademarks, service
marks or other intellectual property is not allowed according to the Company’s Non-Disclosure and
Confidentiality Agreement.
 The use of the Company Logo (in any form) on any Personal Social Media platform is not allowed.
 The use of Social Media or any other similar form of communication to attack or insult the Company
Fellow-Employees, Customers, Vendors, Contractors, Suppliers, Competitors or others is not allowed.
 Disclosure of confidential, proprietary or sensitive information about the Company, its Employees,
Customers, Vendors, Contractors, Suppliers, Competitors and others, is strictly prohibited.
 Comments on Social Media on Company related legal matters, financial performance, Competitors, strategy
or rumours is strictly prohibited.
If Company Employees see comments relating to the Company they think should be addressed, they should
contact the Office (DPA) for guidance.
If Company Employees are contacted by any member of the Media (social or traditional) about their user-
generated content (i.e., blog post, comment, video), they shall not engage in a dialogue, but must rather advise
them to refer to the Office or the contracted Media Consultants.
VIOLATION OF SOCIAL MEDIA POLICY
Any violation of the Company’s Social Media policy may give grounds for disciplinary action up to and
including termination of employment.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
CCTV POLICY
The Company is committed to enhancing the Safety and Security standards onboard its Vessels, by
integrating the Best Practices of the Shipping Industry.
A critical component of a comprehensive Safety and Security program is the use of CCTV Systems.
CCTV Monitoring Systems will be installed only following Senior Shore Based Management
Approval.
CCTV Monitoring will be carried out in the two most critical areas onboard:
 The Bridge
 The Engine Room
The reasons for CCTV monitoring are, but not limited to:
 To ensure high standards of Safety and Security onboard
 To prevent pilfering (theft), malingering(idleness) and deliberate damage to Company
Property and Reputation
 To prevent inappropriate contact with Shipboard personnel or Third Party Inspectors and
Visitors.
 To prevent violence or bullying
 To monitor Personnel of Third Party Contractors, who board the vessel to attend and/or repair
Critical Bridge and Main Engine Equipment
The principles on which the Company’s CCTV Policy is based are:
 Video monitoring will be carried out in a professional, ethical and legal manner and will be
based on the Company’s Just and Non Discrimination Culture.
 The CCTV Monitoring will not target specific vessels or arbitrarily track individual shipboard
staff.
 Appropriate signage will be posted in the spaces where the permanent CCTV cameras are
deployed.
Third Parties boarding the vessel for Inspections, Audits or any other reason, will be advised
of the spaces, which are monitored by CCTV.
 The CCTV system will be used to monitor locations where there is no reasonable expectation
of privacy, as defined by Law ( i.e toilets, changing rooms, crew cabins, messrooms)
 Access to CCTV Footage will be restricted to the duly Authorised Person (i.e the Master or
the Ship Security Officer or as authorised by DPA for safety reasons).
These Persons should be trained and well informed about the internal Policies regarding the
use of the CCTV.
 Any CCTV Footage and Equipment are Company Property.
Any tampering or destruction of Video security equipment will be subject to criminal
prosecution.
 Any release of CCTV Footage to Media and Social Media will also be subject to criminal
prosecution.
 CCTV Footage and any other related information may only be released when authorized by
the Company’s DPA in writing.
 Video Media will be stored for a period not exceeding one month, unless retained as part of
an Incident Investigation.
Signed by COO: ___________________

George A. Kouleris
Issued on: 28/02/2022
Integrated APPENDIX U
Management System
Manual COMPANY TRAVEL POLICY FOR THE Revision: 03
(001) SAFETY AND SECURITY OF Eff. Date: 28/02/2022
SEAFARERS & OFFICE PERSONNEL
Contents.
1. INTRODUCTION AND SCOPE ................................................................................................ 2
2. TRAVEL PLANNING ................................................................................................................ 2
3. ASSESSING THE TRAVEL RISKS .......................................................................................... 2
4. PASSPORT AND IDENTIFICATION ....................................................................................... 3
5. CURRENCY AND CREDIT CARDS ........................................................................................ 4
5.1 Safe use of automated teller machines (ATMs) ....................................................................... 4
6. GENERAL MEDICAL GUIDANCE. ......................................................................................... 4
6.1 Health Precautions .................................................................................................................... 5
6.2 Medication and Vaccination. .................................................................................................... 6
7. EMERGENCY INFORMATION. ............................................................................................... 6
7.1 Emergency Situations ............................................................................................................... 7
7.2 Emergency Response Communication ..................................................................................... 7
8. HOTEL SAFETY ........................................................................................................................ 7
9. LEGAL ISSUES .......................................................................................................................... 8
10. GENERAL PRECAUTIONS ...................................................................................................... 9
10.1 General .................................................................................................................................. 9
10.2 Street Safety ........................................................................................................................ 10
10.3 How to avoid being Robbed ................................................................................................ 11
10.4 Perils such as “Kidnap” ....................................................................................................... 11
10.5 Pack your Bags more Efficiently......................................................................................... 12
10.6 Smart Phones and Laptops .................................................................................................. 12
10.7 Documentation .................................................................................................................... 12
10.8 Get a Frequent-Flyer Card and get better Benefits.............................................................. 13
10.9 Containerize Smaller Items ................................................................................................. 13
10.10 Carry out a Home Inventory ............................................................................................ 13
11. RECORD ................................................................................................................................... 13
Page 1 of 13
Management System
1. INTRODUCTION AND SCOPE

Seafarers and Superintendents are very frequent travelers. They either travel to reach their designated
vessels or to be repatriated. Very often, they travel to places far from their homelands, sometimes
spending several days to reach.
Technically, even while working on Vessels, Seafarers are constantly travelling to new countries
having different Laws, cultures and lifestyles. Although countries around the world are safe, Seafarers
may possibly face troubles in regions with strict Laws and Social Norms.
For Seafarers and Superintendents there can rarely be a “Zero-Threat” area in the world.
Moreover, constant travelling also takes a toll on their mental and physical health, especially because
of the limited Rest and Recreational time available on vessels.
Though Seafarers and Superintendents are constantly open to dangerous elements and stressful
situations while travelling, both internationally and domestically, unfortunate incidents can be avoided
if risks are identified and assessed by Pre-travel Planning, along with Travel Risk Awareness.
This “Company Travel Guide” addresses the common risks that are likely to occur while travelling and
offers relevant guidance.
2. TRAVEL PLANNING
Travel Planning is the first step towards a safe and smooth journey. Effective travel planning involves
basic understanding of the security levels required at and while en-route to the destination. It helps to
deal with different threats to the safety of Seafarers and Superintendents and their property by
developing precautions.
Even the most frequent travelers can become victims of crime, misdirection, transportation delays or
medical problems in unfamiliar environments, making any loss of belongings or personal attack more
difficult to deal with. As a matter of fact, international travel presents additional challenges, as one has
to deal with different Legal Systems, Languages and Cultures, unfamiliar transportation and
communication infrastructure.
3. ASSESSING THE TRAVEL RISKS

While considering Travel Risks, the Risk Assessment should include but is not limited to:
 Social issues and the Political climate.
 General crime activity and corruption levels.
 Any activities of Terrorist Groups.
 Tendency for kidnap and extortion.
 Labour volatility.
 Local Ethnic / Extremist religious issues.
 Recommended local Hotels and Restaurants.
 Areas and specific roads to be avoided.
 Airport and Transportation Security.
 Health and Public Safety.
 General climatic concerns.
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Management System
While planning the travel, it is advisable to check Governmental websites that contain up-to-date Travel
Advice, Country Information and Entry Requirements, in addition to Health, Safety and Security
advices. There are several websites that offer open source research related to safety and security in
foreign countries. These websites integrate warnings, advising travellers not to travel in certain
countries, along with other types of information, which are key elements in pre-travel planning.
A good source of Travel Guidance – Including governmental Travel Risk evaluation – used by Prime
is the US Department of State – Bureau of Consular Affairs – Travel Advisories section. Information
contained therein can be cross-check with per country security outlook provided through the CIA
World Factbook Search function.
The US Department of State – Bureau of Consular Affairs, issues Travel Advisories ranked in four (4)
different levels of Travel Risk:
 Level 1: Exercise Normal Precautions.
 Level 2: Exercise Increased Caution.
 Level 3: Reconsider Travel.
 Level 4: Do Not Travel.
It is Prime’s policy not to allow Crew changes and / or Office Personnel / Superintendents to travel to
and from countries ranked in Level 3 & 4 as per US Department of State Travel Advisories’ system
above.
Above US Department of State list of Travel Advisories will be circulated by the CSO / A-CSO on a
monthly basis as a minimum. However all Seafarers and Superintendents are also strongly advised to
frequently visit and check relevant web site prior any business travel arrangement being made.
4. PASSPORT AND IDENTIFICATION

It is prudent to remove all types of Personal Identification from Travel Cases and Travel Bags and
alternate them with other identifying features. There should be no reason to publicize Identity and
Address. One option can be to put a Tag along with a Business Address without the Company’s name
on the baggage. In the event of having to retrieve a lost baggage, a picture ID with proof of Business
Address should be sufficient.
A Passport is the most valuable possession of anyone travelling internationally, as it is the best form
of identification and proof of citizenship. Thus, utmost care should be taken to safeguard it.
Important points:
 Never use a Passport as Deposit for security.
 Leave the Passport in the Hotel’s Safe Box when possible.
 If carrying a Passport, hide it securely in the Room or Baggage.
It is suggested to keep a copy of the passport information and an extra set of Passport Photographs to
expedite replacement in the event of loss or theft. Leave a photocopy at the Company’s Office and at
Home, so that a Key Contact can send a copy, if required. Applying for a Duplicate Passport for the
event of loss of the original passport can be also considered.
Page 3 of 13
Management System
In certain countries it is a normal procedure that, while checking into Hotels, the Agent’s
Representative takes away the passport to complete the Immigration Registration and other
formalities. It is important to ensure that the Passport is returned the as soon as possible!
5. CURRENCY AND CREDIT CARDS

 Carry with you the Payment Receipt of currency received from the Company, as this is liable to be
checked in certain Airports to authenticate the Foreign Currency carried.
 Foreign currency should be obtained in advance.
 Avoid carrying large amounts of money when you leave the Hotel for taking a walk, meal etc.
 Use the Hotel Room’s Safe Box to secure your money.
 Limit the number of credit cards carried.
 Be well familiar of the Credit Limits of each one of them.
 Check with your Credit Card Provider and become fully familiarized with the Emergency Contact
details and procedures to be followed in case of loss / theft of your Credit Cards.
 Whenever possible, Cash should be kept in an easily accessible inside pocket or in a money belt,
well secured.
The Standard Rule is:

Carry ONLY what you need and keep it safe, where ONLY YOU can find it.
Immediately report the loss or theft of Cash, Credit Cards or other valuables to the Local Authorities.
Keep in mind to request a Copy of the Police Report for Insurance purposes.
5.1 SAFE USE OF AUTOMATED TELLER MACHINES (ATMS)

 Use ATMs during the day and inside Banks (where possible).
 Do NOT use an ATM, if you see anything or anyone suspicious.
 At night, use only well-lit ATMs.
 NEVER walk away from an ATM with cash still in your hand.
6. GENERAL MEDICAL GUIDANCE.

Make sure all Medical and Travel Insurances are made available before your departure, in order to
avoid problems. Also ensure that:
 Insurance policies, apart from the ones which are provided by the P&I Clubs and the companies
themselves and other relevant documents are up-to-date and cover the destination to be visited.
 Medical Evacuation is covered.
 Loss or Theft Coverage for cash and valuables is covered.
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Management System
At all times, carry a General Informative Card along with your Insurance Details and Medical
Information such as:
 Blood Type,
 Medications used,
 Allergies and
 Your Physician's Names and Contact Numbers.
6.1 HEALTH PRECAUTIONS

Irrespective of the destination, Seafarers and Superintendents travelling abroad can take simple but
effective precautions to minimize risks to their health.
Some basic rules include:
 Keep washing hands frequently with soap and water, or carry with you a disinfecting gel.
 Use proper PPE e.g. Face Mask, Sterile Gloves e.t.c.
 Try to avoid unpasteurized dairy products.
 Eat cooked food only, or fruits and vegetables you have washed and peeled yourself.
When ordering at restaurants, avoiding eating fresh salads- prefer boiled vegetables.
 Never eat undercooked meats, raw eggs or raw shellfish.
 Avoid drinking tap-water, drinks with ice, ice cubes and salads washed in tap water.
 It is better to drink Bottled Water or carbonated drinks purchased in cans or sealed bottles.
 Avoid food purchased from street vendors.
 Where the risk of malaria exists, take preventive medication before, during and after your trip
or as advised by a Certified Medical Practitioner.
 Use of insect repellents is very helpful.
o Wear long-sleeved shirts and trousers,
o Stay in well-screened areas and
o Request impregnated netting around beds, if the accommodation is not in a screened or
air-conditioned location.
 Keep your feet dry. Do not step barefooted in the Hotel Room or Shower in order avoid fungal
and parasitic infections.
 If you want to swim, swim in well-chlorinated swimming pools only. The sea is usually safe
(although it may be contaminated by sewage).
 Carrying your medical certificate along is very helpful in times where you’d be required to
produce your Blood Type, Allergies, any specific medical condition and special requirements.
In particular and considering the COVID-19 Pandemic, Management Company has complied and
properly distributed a detailed and comprehensive COVID-19 Management Plan in compliance with
IMO, IHO & Flag Administration Guidelines as well as Industry Best Practices. An integral part of
this Plan is Annex K - “Protocol of Seafarers & Superintendents Joining” that documents in a simple
but effective manner and for any / all stages of the travelling process COVID-19 precautionary
measures that should be taken to avoid exposure.
COVID-19 Management Plan Annex K - “Protocol of Seafarers & Superintendents Joining”

should always be consulted and implemented during any travelling arrangement planned.
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Of course one can carry a Personal Medical Kit for the trip but it should be carefully packed and sealed.
The kit may include the following:
 Some bandages or plasters.
 A few disinfectant wipes.
 Medications for any sort of stomach discomfort.
 Over-the-counter pain reliever.
 Medicines for Flue.
 Allergy medicine.
 Tweezers and scissors (not in carry-on baggage).
 Other Personal Medical Supplies.
Seafarers and Superintendents travelling with pre-existing medical related problems should consider
carrying a letter from their doctor describing the condition and prescription medication, including the
Medicines’ Generic Names.
All medication should be kept in their Original and well-labelled Containers.

(Do not remove your medicines from their containers to place them in pill-boxes!
This may place you in trouble!)
Seafarers and Superintendents should be aware that some prescription drugs that are legal in one
country may be illegal in another.
6.2 MEDICATION AND VACCINATION.

Some countries require Visitors to have Certificates of Vaccination against Yellow Fever and
Cholera (plague). Seafarers and Superintendents must keep their Inoculation Records validated
and ready for any inspections.
Typhoid vaccinations are also recommended if travellers are visiting areas where the disease is
present. In addition, some Countries require long-term visitors to be tested for HIV (Human
Immunodeficiency Virus) before entry.
Check whether the area to which you are travelling and the transit points in between are Malaria
Endemic. Read Malaria guidance and seek advice form you Doctor on any required preventive
medication.
If in doubt about any health issue relevant to the countries through which you are travelling, check
entry requirements on websites or with the Embassy or Consulate of the Country you are to visit.
7. EMERGENCY INFORMATION.
Before departing, it is always advisable to make a LIST with all the Emergency Contact Numbers such
as those noted below. In addition, make a note of these onto your cell phone.
 Key Contacts.
 Business Emergency Contacts.
 Emergency Medical Contacts.
 Insurance (Medical and Travel).
 Important numbers of all transportation services such as Airlines, Travel / Local Agents,
etc.
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 Contact details of Credit Card Companies and related Banks.

 Embassy Contact Details.
 Local Emergency Services, where known.
 Other information that could be listed and kept secure, perhaps on a card or folded paper in
a wallet.
In your Wallet and Waist Belts (ensure that they are well secured – and under you coat or jacket if
possible) keep:
 Passport and ID information.
 Airline ticket numbers.
 Credit Card numbers.
 Traveller’s Cheques numbers (cross off numbers as they are used) and issuing bank contact
details.
Don’t forget to leave a copy of the entire list with your Key Contacts at home.
7.1 EMERGENCY SITUATIONS
Contact numbers of the Local Agent and Embassy should always be kept handy at all times.
7.2 EMERGENCY RESPONSE COMMUNICATION

If an emergency or civic crisis takes place, whether it is a natural disaster, a terrorist incident,
transportation accident or personal attack, travellers should immediately:
 Contact their Key Contacts, Family and the Company, as soon as possible.
 Contact their Country’s Embassy or Consulate for advice, if travelling internationally.
 Keep self-informed about the crisis, by continuously monitoring the news for updates and
information.
In the event of illness or medical emergency, the Company’s Security Contact, the Company’s
Key Contact (Local Agent), the Embassy or the Consulate will be able to provide a list of Medical
Specialists, Doctors and Hospitals nearby to the Travellers’ location.
8. HOTEL SAFETY
Although Hotel reservations are mainly made by the Company, Seafarers and Superintendents must
ensure that a suitable Hotel is booked for them.
 If possible, only accept well known or recommended Hotels.
 Seek advice on where NOT to stay.
 Avoid using non-brand name Hotels without investigating them first.
 Also, always make reservations in advance.
 It is unwise, to not make any reservation and arrive at an Airport with the expectation of finding a
Hotel room easily.
 Even if accommodation is available, it may be at an undesirable or unfriendly / risky area.
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When it comes to Personal Security, carefully consider what is Safe in comparison with what is
apparently Economical.
If possible, try and get a Hotel room between the second and seventh floor. This limits easy access to
the room from the ground and yet is low enough to be reached by the Fire Squad in case of a Fire
Emergency.
Other Precautions include:
 When possible, place all your valuables in the Hotel’s safe box.
 Secure all bags that are left unattended in the room, with security ties.
 Keep the door locked while in the room.
 Make use of spy-holes and door-chains on Hotel doors, when you are in the Room.
 Ensure that you read the Fire instructions and know where the nearest Fire Exits are.
 Count the number of doors between your room and the nearest exit (the corridor may become
smoke-filled) - something very similar to what Seafarers or superintendents should be familiarized
with on-board routines.
 Try to avoid public areas of the Hotel, if in unstable areas, as criminal activity is high in these
locations.
 Avoid night-time activity away from the Hotel. If, however, this is necessary, always be very
alerted, if drinks are being poured over you.
 Never hand your coat / jacket to the Bar’s/ Restaurants wardrobe, when you have in the pockets
and personal ID documents etc.
 Avoid using your own (or full) name when making Social Reservations, but always bear in mind
that in some areas, the Police might consider suspicious the use of a different name.
9. LEGAL ISSUES
Travellers are subjected to the Laws of all the countries they visit and not just to the Laws of the
countries they are citizens of. Before departure from home, it is a good practice to gain an
understanding about varied Customs and Laws (Libraries, Travel Agents, Websites, Embassies /
Consulates and Tourist Offices are good resources of information).
 Obtain appropriate Visas for the visiting countries.
 Check prevailing requirements for Driving Licenses and Insurance before driving in other
countries.
NEVER deliver a package for or to anyone. The package could contain drugs, contraband or other
dangerous / illegal pieces of material.
On certain occasions the Company in the normal transactions of business activities may request some
Documents and other small items or equipment to be carried by individuals joining a vessel. In such
cases the items shall be clearly identified by the Company. All necessary supporting documentation
must be provided and carried.
Most important! The items should NOT be of a hazardous or illegal nature. Ensure legal documentation
(especially insurance) is in order before departure.
In some countries, it may be illegal to sell personal items such as cameras, laptops or jewellery. Check
Local Regulations before doing so.
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In some countries, there are strict restrictions regarding photography at locations such as:
 Port Areas.
 Harbour Locations,
 Any / All Military / Police Installation.
 Industrial / Transport Infrastructure &
 Border Crossings Areas.
Taking photos of the above mentioned locations, can lead to confiscation of the camera and film or
penalties, including a fine or even imprisonment.
Beware when being in possession of Prescription Drugs while travelling. Those that are legal in
one country can be illegal in others. Check the Laws regarding the same. In addition, some countries
do not distinguish between possession and trafficking drugs and have lengthy mandatory prison
sentences. A Letter from a Doctor showing that the Drugs are required for Medical Reasons may
be necessary and should be insisted upon.
10. GENERAL PRECAUTIONS

While there is no guaranteed system to prevent you from becoming a Victim of theft, robbery and
attack, a number of precautions can be taken to reduce such risks. Following these generic procedures
or guidelines can, depending on the destination, provide some protection.
10.1 GENERAL
Some General Precautions are the following:
 Maintain a low profile by dressing conservatively – avoid wearing any expensive looking
jewellery or watches.
 Be aware of Local Customs! Avoid giving any sort of offense through ignorance.
 Avoid habitual patterns and change your travel / walking routes.
 Always be alert of the possibility of being followed in a foreign land.
 Carry only the minimum amount of Cash and Valuables. Place all valuables you carry in
the inside pockets of your coat / jacket, and take extra care, when you take you coat / jacket
off!!
 Limit the number of Credit Cards carried. Prefer to use Credit Cards or Travellers’ checks
instead of cash. However, bear in mind that in areas of civil unrest, Credit Cards may not
be of any use. It might be sensible and helpful to have a sufficient amount of cash for getting
to a safe place.
 Do not pack sensitive or proprietary information in your check-in luggage. Double-
envelope it and carry it by hand.
 Lock passport, ID and other important documents along with Cash and other valuables in
the Hotel’s safe box when exiting the hotel for a meal etc.
 NEVER leave a laptop unattended and only travel with the minimum amount of data. Use
removable media / data storage. Avoid having top confidential data. Do not keep
pornographic videos or photos in your Laptop. In some countries this is illegal.
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 It is recommended to affix an identification label or tag (not including your name) on the
outside of laptop to avoid confusion while processing it through Airport or Port Security
Checkpoints.
 If you wear glasses, pack an extra pair in your carry-on luggage.
 Avoid arrival and departure at night time except when accompanied by an authorized
Vessel’s or Company’s Agent.
 Be very alert when having conversation with strangers, whatever their appearance. Do not
reveal personal or travel information .Avoid discussing religion or politics.
 Travel light with the least amount of luggage possible. You can then move quickly.
 In certain cases where the Company’s or the Vessel’s agents are not available and when
leaving a Hotel by taxi, arrange for the Hotel to book the taxi with a reputable firm and
ensure the taxi that arrives is from the same Firm (arranged by the Hotel) before entering
the vehicle.
 Once on the Aircraft, keep precious or expensive items in the hand-luggage. Place it
beneath your seat rather than the overhead compartment.
 While travelling by train, only enter and remain in engaged or occupied wagons.
 When using sleeping compartments on trains, where possible lock sleeping compartment
doors (a simple rubber door wedge can be useful). If this is not possible, secure your luggage
and sleep on top of any of your valuable items.
 Do not accept food or indulge in any drinks with strangers.
 When dealing with authorities remain calm. Being anxious will only increase their
suspicion.
 If necessary, contact your Embassy. Insist in doing so.
NEVER indulge in jokes about drugs, religion, weapons and / or explosives.
10.2 STREET SAFETY

Be 'street safe' or 'street wise'.
The following tips may increase your personal security:

 Trust your instincts!! Leave areas where you feel uneasy, at once.
 Stay out of reach if a driver stops, for example, to ask you directions.
 Avoid shortcuts and hang about in well-lit areas.
 If possible, remain in groups.
 Avoid civil demonstrations and social disturbances.
 Walk near the pavement / curb avoiding doorways and alleys.
 Beware of pickpockets!! Always walk FACING the traffic. In such a way you have control
of who / what is approaching from the road, i.e. “pickpockets on motorbikes”. Locations such
as train and bus stations, airports, subways, tourist sites and large open markets tend to attract
pickpockets.
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Common techniques used by pickpockets also include:

 Manhandling.
 Spilling something on your clothing.
 Asking for directions or the time.
 Pretending to be beggars, requesting small items (like coins, cigarettes, bus tickets) to
distract you. Never take out your wallet to give money to street beggars. Most
probably, you will be robbed.
 Pretending to be an innocent looking aged couple, asking you to take a photo of them.
They may be members of a “gang”, (they usually rob your waist belt, where you may
possibly keep your wallet and your ID documents).
10.3 HOW TO AVOID BEING ROBBED

Useful precautions include:
 Tucking shoulder bags under the arm and holding them securely by the strap in front of you.
 Putting wallets or purses in front INSIDE pockets or using a money belt concealed under
clothing.
 Covering wallets in rubber bands could be possible in making them harder to remove without
notice.
 Let go your bag if it is grabbed!!! Remember!! Your life is more precious than your possessions.
If you think you are being followed:
 Remain in or go to public and populated areas.
 Approach Police Officers or go to crowded places.
 Enter Hotels or shops, as they often have Security Personnel and if possible, take some time
before you exit.
 Walk around the block to see if the person is still following you.
 Do not go down badly-lit or deserted streets / alleys.
 Know how to use a payphone and have a supply of the correct change or phone cards.
 If confronted do not fight back!! Just hand-over your Cash and Valuables.
 Remember!! Your life is more precious than your possessions.
10.4 PERILS SUCH AS “KIDNAP”

The risk to most of Seafarers or Superintendents of being kidnapped and held for ransom is low, but it
is nevertheless important to assess the risk, before travelling. The greatest danger is what is known as
'express kidnap', where individuals are abducted and held for a short period, during which they are
generally robbed or transported from ATM to ATM to gather Cash.
The Risks can be minimized by taking some basic precautions:
 Use trusted and recognized Hotels and transport services ONLY, all of which should be
arranged in advance and, whenever possible, avoid travelling alone in high-risk areas.
 Advise your local Company Contact or the Agent, Embassy or Consulate of your arrival.
 Do not discuss personal information and travel itineraries with outsiders.
 Do not leave Personal Information in Hotel rooms.
 Verify the identity of any Visitor, before allowing entry into the Hotel room.
 Maintain contact with Company Personnel or Agents on a regular basis.
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 Avoid establishing a set travel / walking pattern and routine. Kidnappers usually conduct
surveillance to determine travel patterns and identify a time and place for the kidnapping.
 Use only official or Hotel-provided Taxi Services instead of selecting taxis at random.
 NEVER enter an unmarked taxi!! – even if it is much cheaper!!
 Whenever possible, travel with people you know.
 Avoid driving on remote roads.
 Never walk on deserted streets.
 Do not accept unanticipated packages, especially from strangers!!
 Be watchful if an unknown person is trying to gain your confidence.
 Be attentive of your surroundings and report suspicious activity to Hotel Security or the Agents.
 Being alert is one of the best defences against being kidnapped.
10.5 PACK YOUR BAGS MORE EFFICIENTLY

A well-packed and a lightly packed bag is one of the best ways to make your journey a bit more
comfortable. If your possessions take up less space, you can use a smaller bag.
It is better to roll your clothes and put them aside before tucking them in the suitcases or luggage bags.
This avoids unnecessary wrinkles too. Boiler Suits and Safety shoes, if carried along, must go in first.
Thereafter, you can start adding heavier layers of the clothes like jeans or pants that you have rolled
earlier. Continue by adding up to the lightest of the rolled up clothes such as light T-shirts or
undergarments. Other personal effects such as toiletries, etc. should go on top as the toiletry bags
containing liquids are asked to be removed for certain security screenings.
Have a set of clothes and a few essentials (a set of T-Shirts and fresh pair of underwear) packed right
in your hand baggage, if you have to spend a night at your destination without the luggage. If possible,
carry a boiler suit as well in your hand baggage. You might be required to directly join work once on
vessel, or your luggage may be lost and returned to you after some days. Also keep essential documents
and items readily available such as phone charger, a duvet, etc. in your hand-baggage.
10.6 SMART PHONES AND LAPTOPS

There are certain Countries which do not allow the Seafarers travelling with their Smart Phones or
Cameras or even Laptops. While it is important to be connected to the world, some Nations are totally
against it due to Security reasons. So it is important to find out which countries have such restrictions
before flying out of home.
Ask the Company to give details about it or check on the Internet. It is better to be safe than to find
yourself giving up your valuable possession.
10.7 DOCUMENTATION
Travel Insurance is very important when travelling. It must be documented correctly as is in your
Official Identity (check that you name is correctly written).
Make sure that all the required work-related Certificates and Documents, such as a Medical Fitness
Certificate, Joining Letters, Contract Letters, etc. are carried along in your Hand-Luggage. You can
also scan and copy the required Documents into a USB drive and keep with you, should you lose the
hard copies.
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In case you carry a UBS with Personal, Company and Confidential data, you should ensure it is secured
with a suitable “password”. A good idea would be to also keep photocopies back home or if you are a
tech-driven person, upload your documents through an online Cloud services, such as Dropbox,
OneDrive or Google Drive and get access to them anywhere you are.
10.8 GET A FREQUENT-FLYER CARD AND GET BETTER BENEFITS

Seafarers / Superintendents travelling frequently, should opt-in / sign up for an Airline Frequent-Flyer
Card that could be used to collect reward points in exchange for travel upgrades, better Hotel
reservations, vacation trips and other extra benefits.
10.9 CONTAINERIZE SMALLER ITEMS

Travel-sized containers are easily available and are really useful when one needs to pack things like
toothpaste, lotions, and similar other tube-based items. If you are flying, it is important to know the
limits of the liquids allowed to be carried on the flight.
10.10 CARRY OUT A HOME INVENTORY

When Seafarers or Superintendents are out of their homes for large periods of time in a year, their
homes or apartments are particularly vulnerable for theft or other emergencies.
 Make sure you have a House Insurance arranged.
 Carry out an Inventory of important items.
 Install a home security system.
This will not only bring you peace of mind while at work, but it will also be helpful when claiming
loses from the insurance companies.
11. RECORD
Travel Guidance Checklist PRO/PRO 21 TEMP 24
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OFFICE BUILDING SECURITY POLICY
The Company is committed to provide a secure working environment, by establishing and maintaining
the required Office Security protection measures to prevent unlawful acts against Office Premises,
which endanger the Safety and Security of the Office Employees and property of the Company.
The Company will:

 Ensure that the Company Security Officer and his / her Alternate are given the necessary
support to fulfill their duties and responsibilities deriving from the Office Security Plan (OSP).
 Maintain a global Security Situation Awareness.
 Provide for security protective practices and procedures in Office with safeguards against
identified risks.
 Conduct assessments of possible security threats to shore establishments.
 Promote sustainable global improvement by participating and communicating security
intelligence with other interested parties.
 Comply with all applicable security laws and regulations and fully cooperate with relevant
enforcement agencies.
 Ensure that contingency planning is in place to provide appropriate responses to security
threats.
The Company declares that:

 The Company Security Officer and his / her Alternate have adequate knowledge and / or
have received appropriate training.
 That Shore-Staff Personnel with specific security duties have sufficient knowledge and ability
to perform their assigned duties.
 That all Shore-Staff Personnel have sufficient knowledge of and are familiar with, Office
Security Procedures and will always report any suspicious situation.
 Avoidance of Disclosure of Company Sensitive information.

 Loose Talk about Company affairs or Personnel information that could be used maliciously,
should be avoided.
Signed by COO: ___________________

George A. Kouleris
Issued on:28/02/2022
GENERAL DATA PROTECTION POLICY
The Company fully adopts the General Data Protection Regulation (GDPR) requirements and supports
Natural Persons’ “rights and freedom” to ensure that their Personal Data is not processed without their
knowledge and consent. This includes any information such as Name, Identification Number, location Data,
online Identifiers or any factors specific to the physical, physiological, genetic, mental, economic, cultural
or social identity of that natural person.
The above commitment especially applies for Sensitive Data that may give rise to strong stigmatization or
discrimination. These are a special Personal Data subcategory that reveal racial or ethnic origin, political
opinions, religious or philosophical beliefs, trade-union membership as well as the processing of genetic /
biometric Data for the purpose of uniquely identifying a natural person and expands further to Data
concerning health, sex life or sexual orientation.
In full compliance with the GDPR Regulations, the Company is committed to take all reasonable protection
measures to safeguard the Personal & Sensitive Data of its Office and Shipboard Personnel, as well as any
such Data of any 3rd Party Staff which are maintained by the Company.
Top Management, making this policy a Top Priority, has adopted a set of procedures that ensure:
 Lawfulness, Fairness and Transparency: All Personal & Sensitive Data is processed in a lawful, fair
and transparent manner and, where appropriate, with the knowledge and consent of the natural person
(“Data subject”).
 Limited Purpose: Personal & Sensitive Data is collected for specified, explicit and legitimate purposes
and not further processed in a way not compatible with those original purposes.
 Data Minimization: The collection of Personal & Sensitive Data is limited and relevant to accomplish
a specific purpose.
 Data Quality & Accuracy: Personal & Sensitive Data which is stored and managed are accurate,
complete and where necessary, kept up-to-date.
 Storage Time Limitation: Personal & Sensitive Data is not kept longer than is necessary for the purpose
for which such Personal Data is processed.
 Confidentiality and Integrity: Personal & Sensitive Data is:
o Processed in a manner which ensures security, including protection against unauthorized or unlawful
processing and accidental loss, destruction or damage by using appropriate technical or
organizational measures.
o Available only to Personnel who need the Personal Data for their work and are permitted to access
them.
o Not informally shared and / or disclosed to unauthorized persons or organizations.
o May be disclosed to Law Enforcement Organizations, after fully ensuring that the request is
legitimate.
 Robust Security Safeguards: Personal & Sensitive Data is kept secured and protected by reasonable
safeguards against such risks as loss or unauthorized access, destruction, use, modification or disclosure.
 Openness and Individual Participation: Company Employees and / or 3rd Party staff are entitled to
access information about their Personal & Sensitive Data, who is holding it and what they are using it
for. They have the right to challenge the Data Controller for refusing to grant access to their Personal &
Sensitive Data, as well as challenge the accuracy of the Data.
Should such Data be found to be inaccurate, the Data should be erased or rectified.
 Accountability: This Policy requirements apply to the Company’s Data Controllers i.e persons
responsible to protect Personal Data, and Data Processors i.e Persons & 3rd Party Contractors
processing Data.
Data Controllers & Data Processors are held accountable for complying with the above principles.
All Employees who work for or with the Company, are held responsible for ensuring that Personal &
Sensitive Data is collected, stored and handled appropriately, in a manner that aims to minimize breaches of
confidentiality and reputational damage.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022

SHIPBOARD WHISTLE BLOWING POLICY
The Company is committed to maintaining an OPEN REPORTING CULTURE with the highest standards of
honesty and accountability, where Shipboard Personnel can report as soon as possible any legitimate concerns,
without being penalized in any way.
The Policy encourages Shipboard Personnel to disclose information which they believe that it indicates true or
even suspected malpractice, unethical conduct or illegal practices onboard or ashore, and at any location
worldwide, where the Company operates and trades. This Policy equally applies to Shipboard Employees
regardless of seniority or length of service. It is further extended to Contractors, Inspectors, Port Agents, Armed
Guards and any other Third Party working for or with the Company.
Reported Disclosures include, but are not limited to:
 Any Criminal Offence.
 Any serious breach of Regulations, including MARPOL Violations.
 Violation of the Company’s Drug & Alcohol Policy, including the possession, use and distribution of
alcohol and the use, possession or trafficking of illegal drugs.
 Violation of the Company Anti-bribery Policy, including financial fraud.
 Unethical conduct, including Sexual Harassment and Bullying or acts of violence towards any person.
 Misappropriation of the Company’s property and materials.
 Theft or willful damage to the Company's or Crew property.
 Cargo and Bunker Accountability issues.
 Misuse of the Company’s Name resulting in serious commercial losses and damage of reputation.
 Misuse of the Company’s Electronic mail and Internet facilities, which might result in Information
Security Incidents and serious losses.
 Gross Negligence.
Anonymous Disclosures: The Company encourages Shipboard Personnel to place their name in any disclosure
they make. Concerns expressed unonymously, are less powerful and not easy to investigate. However, all
unonymous disclosures will be taken into consideration and reviewed at the Company’s discretion, which will
be based on the seriousness of the issue, the credibility of the concern and the likelihood of confirming the
allegation from attributable sources.
Confidentiality and Non- Victimization: The Company undertakes to protect any Crewmember from
dismissal, disciplinary action, threats, unfavourable treatment, victimization, harassment and bullying, as a
result of their disclosure, true or suspected, which may later not be confirmed by subsequent investigation,
provided that the disclosure has been made in good faith. During the consequent investigation, the
Crewmember will not be expected to have absolute proof, but must be able to present sound reasons for his
concerns. All disclosures will be treated in a confidential and sensitive manner. The identity of the Crewmember
making an allegation will be kept confidential as long as it does not hinder any investigation and in which the
Crewmember may be requested to attend and testify.
Any Shipboard Personnel who adopts any inappropriate behaviour against the whistle-blower or the
crewmember who is investigated as part of the disclosure, will be subjected to disciplinary action for gross
contact.
Untrue Allegations: Any malicious or vexatious allegations will result in disciplinary action.
Reporting Time-frame: Whistle blowing disclosures must to be made promptly and at the latest, within a
three-month period following the date of the act reported. Limited exceptions may apply in particular
circumstances only.
Methods of Reporting: The disclosure may be made by e-mail to openreporting@prime-marine.net,
directly to the DPA by telephone, by placing it in the Vessel’s Ballot Box.
Any reasonable personal expenses incurred in making the disclosure can be claimed.
Signed by COO:
George A. Kouleris
Issued on: 30/09/2022
OFFICE WHISTLE-BLOWING POLICY
.
A “Whistleblower” as defined by this policy is a Company employee who reports an activity
that he/she considers to be illegal or dishonest to one or more of the parties specified in this
Policy.
The Whistleblower is not responsible for investigating the activity or for determining fault or
corrective measures; appropriate Management Officials are charged with these
responsibilities.
Examples of illegal or dishonest activities are:
 Violations of Local or International laws;
 Violations of the Company safety policies;
 Billing for services not performed or for goods not delivered; and
 Other fraudulent actions.
2.16.1 Policy
If an Office Employee has knowledge of or concern of illegal or dishonest fraudulent activity,
the Employee is to contact his/her Department Manager or the Human Resources Manager.
The Employee must exercise sound judgment to avoid baseless allegations.
An Employee who intentionally files a false report of wrongdoing will be subject to
discipline up to and including termination.
Depending on the quality and the amount of assistance the whistleblower will provide, the
Company may consider a “Whistleblower Reward”.
Whistleblower protections are provided in two important areas,
 Confidentiality and
 Against retaliation.
Insofar as possible, the confidentiality of the Whistleblower 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 defense.
The Company will not retaliate against a whistleblower.
This includes, but is not limited to, protection from retaliation in the form of an adverse
employment action such as termination, compensation decreases, or poor work assignments
and threats of physical harm.
Any whistleblower who believes he/she is being retaliated against, must contact the Human
Resources Manager immediately.
The right of a whistleblower for protection against retaliation, does not include immunity for
any personal wrongdoing that is alleged and investigated.
All reports of illegal and dishonest activities will be promptly submitted to the Human
Resources Manager who is responsible for investigating and coordinating corrective actions.
Employees with any questions regarding this Policy should contact the Human Resources
Manager.
Signed by:
Chief Operating Officer
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
COMPUTER, E-MAIL AND INTERNET USAGE POLICY
OBJECTIVE
The Company recognizes that the use of the Internet and e-mail is necessary in the workplace, and Employees
are encouraged to use the Internet and e-mail systems responsibly, as unacceptable use can place the Company
and others at risk.
This Policy outlines the guidelines for acceptable use of the Company’s proprietary Information Assets such as
Data, Information, Equipment, and ICT Systems including Hardware, Software and Channels of
Communication, Voice- Telephony, E-mail, Internet, Intranet etc. in an appropriate, ethical and professional
manner.
POLICY
This Policy must be followed in conjunction with other Company Policies governing appropriate workplace
conduct and behavior.
Any Company’s Asset User who abuses the Company-provided access to e-mail, the Internet, or other
Electronic Communications or Networks, including Social Media, may be denied future access and, if
appropriate, be subject to disciplinary action up to and including termination.
The Company complies with all applicable Laws which concern the Employer/Employee relationship, and
nothing contained herein should be misconstrued to violate any of the rights or responsibilities contained in such
Laws.
Questions regarding the appropriate use of the Company’s Electronic Communications Equipment or Systems,
including e-mail and the Internet, should be directed to the Information and Communication Technology (ICT)
Department.
CONFIDENTIALITY AND MONITORING

All Company-provided Technology, including Computer Systems and Networks, OT systems, mobile phones
and other devices, tablets, communication networks are the exclusive ownership of the company. Company-
related work records and all other information and data of any nature and content stored electronically or on
paper in any Company , is the exclusive intellectual property of and is under the exclusive ownership of the
Company, not the Employee nor any other legal entity. All Data and Information received/ emitted, generated,
backed-up and in general processed both in office, as well as onboard through the use of Company owned
Information, Communication and Operational Technology Systems is the exclusive intellectual property of and
is under the exclusive ownership of the Company, not the Employee nor any other legal entity.
In general, use of the Company’s Information and Communication Technologies Systems should be job-related
and not for personal convenience.
The Company reserves the right to examine, monitor and regulate e-mail and other electronic communications,
directories, files and all other content, including Internet use, transmitted by or stored in its technology systems,
whether onsite, offsite or in cloud without prior notification, for Corporate Safety, Security and Information
Security purposes.
Internal and external e-mail, voice mail, text messages and other electronic communications are considered
business records and may be subject to discovery in the event of litigation.
Employees are hereby aware of this possibility and this must be seriously taken into account when
communicating electronically within and outside the Company.
APPROPRIATE USE
According to established procedures, the Company Employees are expected to access and use the Company’s
Assets responsibly and productively to the extent this is authorized and necessary to fulfil their assigned day-to-
day job operations.
Internet access and e-mail use is for job-related activities.
The Corporate e-mail shall be used only for work-related purposes.
Personal e-mail addresses shall not be used for conducting business.
Work-related information/data shall not be forwarded to personal addresses or other external addresses without
a legitimate need.
Only in the case of emergency, personal accounts may be used in accordance with Company’s Business
Continuity Plan.
Issued on: 30/04/2022

All Corporate e-mail addresses are named and may be used for either internal or external messages.
Each user is responsible to choose the appropriate internal or external recipients (for action or cc) of the
generated messages, following the bellow guidance:
 Information is disseminated on a need-to-know basis,
 The confidentiality level and rules of the message content shall be preserved,
 Any specific guidance of the Department Manager.
Use of Departmental Addresses in e-mails for action addressees (TO :) is allowed only to Department Managers
and Chief Officers in a controlled manner.
Use of Departmental Addresses in e-mails for reference addressees (CC :) is allowed, however it should be
limited to the absolutely necessary Departments.
Employees may not use the Company’s Internet, e-mail or other electronic communications to transmit, retrieve
or store any communications or other content of a defamatory, discriminatory, harassing or pornographic nature.
No messages or information with derogatory or inflammatory remarks about an individual’s race, age, disability,
religion, national origin, physical attributes or sexual preference may be transmitted or stored on the Company’s
equipment. Harassment of any kind is prohibited.
Disparaging, abusive, profane or offensive language and any illegal activities—including piracy, cracking,
extortion, blackmail, copyright infringement and unauthorized access to any computers on the Internet or e-
mail—are strictly forbidden.
Copyrighted materials belonging to entities other than the Company may not be transmitted or stored by
Employees on the Company’s Network without permission of the copyright holder.
Employees may not use the Company’s ICT systems in a way that disrupts its use by others.
This includes sending or receiving excessive numbers of large files and spamming (sending unsolicited e-mail to
thousands of users).
Employees are prohibited from downloading software or other program files or online services from the Internet
and capturing screenshots or photographs of the screen, without prior approval from the ICT department.
Every Company Employee is responsible for the content of all text, audio, video or image files that he or she
places or sends over the Company’s Internet and e-mail systems.
This content should reflect corporate values and appropriate workplace language and conduct.
No e-mails or other electronic communications may be sent that hide the identity of the sender or represent the
sender as someone else.
All e-mail communications must be signed by the sender providing First, Last Name, position title, Company’s s
contact data and Company’s Corporate Identity (Logo).
All e-mail communications must include as footer the Company’s legal disclaimer.
Signed by COO: _______________

George A. Kouleris:
Issued on: 30/04/2022

MOBILE PHONE USE POLICY
Objective
This policy outlines the use of mobile phones at work and the safe use of mobile phones by
employees while driving.
Policy
Mobile phones should be turned off or set to silent or vibrate mode during meetings, conferences and
in any circumstance where incoming calls may be disruptive.
Personal mobile phones
While at work, employees are expected to exercise discretion in using personal mobile phones.
Excessive personal calls during the workday can interfere with employee productivity and be
distracting to others.
Employees are encouraged to make any personal calls during non-work time when possible and to
ensure that friends and family members are aware of PRIME’s policy.
PRIME will not be liable for the loss of personal mobile phones brought into the workplace.
Company-provided mobile phones
When job duties or business needs demand, the company may issue a business mobile phone to an
employee for work-related communications.
Personal use of company-owned mobile phones should be kept to a minimum.
Employees in possession of company-owned mobile phones are expected to protect the equipment
from loss, damage or theft.
Upon resignation or termination of employment, or at any time on request, the employee may be
asked to produce the phone for return or inspection.
Safety issues for mobile phone use
All employees are expected to follow applicable local laws and regulations regarding the use of
mobile phones at all times.
Employees who are issued a mobile phone for business use are expected to refrain from using their
phone while driving; use of a mobile phone while driving is not required by the company. Safety must
come before all other concerns.
Regardless of the circumstances, including slow or stopped traffic, employees are required pull off to
the side of the road and safely stop the vehicle before placing or accepting a call.
Employees are encouraged to refrain from discussion of complicated or emotional matters and to
keep their eyes on the road while driving at all times.
Special care should be taken in situations where there is traffic or inclement weather, or the employee
is driving in an unfamiliar area.
Reading or sending text messages while driving is strictly prohibited.
Employees who are charged with traffic violations resulting from the use of their phone while driving
will be solely responsible for all liabilities that result from such actions.
Video or audio recording devices
The use of camera or other video or audio recording-capable devices on company premises is
prohibited without the express prior permission of the Human Resources Manager and of the
person(s) subject to recording.
Video or audio recording in restrooms is strictly prohibited.
Consequences for Violators
Employees violating this policy will be subject to discipline, up to and including termination of
employment.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
01/03/2016
WORKPLACE VIOLENCE PREVENTION POLICY
Objective
PRIME is committed to creating a “best practices” environment and guidelines that
effectively address: intimidation, harassment, humiliation, emotional abuse, and the
verbal aggression in the workplace, sometimes known as “bullying”.
It is Prime’s continued commitment to adopt guidelines that deal with such behaviours
that may occur onsite or offsite during work-related activities, including remote working.
Scope
All Employees are effected and bound by this Policy.
Prohibited Conduct
All Employees, Customers, Vendors and Business Associates should be treated with
courtesy and respect at all times. Employees are expected to refrain from behaviours that
might place in question the integrity, labor regulatory compliance and market standing of
PRIME. PRIME treats abusive behaviours with the utmost severity.
As such, PRIME Employees may not engage in any potentially threatening or abusive
behaviour on or outside Company premises.
Any incidents or concerns or questions in this respect should be addressed as soon as
possible to Human Resources (HR). Any such reporting should be as specific and
detailed as possible. Employees should not place themselves in any personal risks, nor
should they attempt to intercede during an incident.
Investigations and Enforcement
PRIME will promptly and thoroughly investigate all reports. The identity of the
individual making a report will be protected as much as possible. PRIME will not
discriminate against or discipline Employees who make such reports in good faith.
To maintain workplace safety and the integrity of its investigation, PRIME may suspend
Employees suspected of workplace misconduct, pending investigation.
Anyone found to be responsible for any misconduct that is in violation of the above
guidelines will be subject to prompt disciplinary action up to and including termination of
employment.
PRIME encourages Employees to bring their disputes to the attention of the HR
Department before the situation escalates.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
REMOTE WORK CONDUCT POLICY
Objective
PRIME’s workforce continues to operate with some or all Employees working at locations
other than its Main Office. PRIME has adopted the following guidelines for Office
Employees in order to set the framework of remote work.
Remote work in no way alters the Terms and Conditions of Employment with PRIME.
Scope
All remotely working Employees are covered under this Policy.
General Expectations
• Remote Employees are expected to be available during scheduled work hours, and
during non-scheduled work hours only for emergencies or urgent issues.
• PRIME work rules and other policies continue to apply to offsite work locations.
Virtual Meetings
• Virtual meetings substitute in-person meetings, therefore all rules and best practices
for in-person meetings also apply to virtual meetings.
(Objective, Agenda, Attendee’s preparation, specific duration etc.)
• They may be conducted only during scheduled work hours, and during non-scheduled
work hours only for urgent issues.
The senior participant of the meeting is accountable for the implementation of this
Policy.
• All participants should be treated with courtesy and respect at all times.
The Workplace Violence Prevention Policy applies also for virtual meetings.
• Employees should seek a quiet and distraction-free working space, to the extent
possible.
• Virtual meeting participants should keep themselves muted during video or audio
conferencing, unless they are engaged in addressing other participants.
• Turning-on one’s camera is encouraged, but not mandatory.
• Every effort should be made to avoid eating a meal during a virtual meeting unless a
participant has been encouraged to do so by the meeting host.
• Smoking or vaping is not permitted during a video conference.
• Casual attire is acceptable; however, use discretion. No sleeveless tops, pajamas or
other apparel that would not be appropriate to wear outside of your home.
• Participants should avoid multi-tasking. Full attention to the meetings is expected,
same as if virtual meetings were face-to-face.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
01/03/2016
INFORMATION SECURITY POLICY Formatted: Font: 16 pt
Formatted: Space After: 6 pt
The Company is committed to ensure Information Security, by establishing and maintaining the required
Office, Vessel & Cloud Information Security measures to safeguard the Confidentiality, Integrity and
Availability of Information and Information Systems in order to accomplish the Company’s objectives.
The Company expects all its Employees to comply with the requirements relating to Information Security
Risk Management as these are described in Information Security ISO/IEC 27001:2013 Standard and ISM
Code Objectives & Functional Requirements also considering MSC.428 (98) - Maritime Cyber Risk
Management in Safety Management Systems (SMS) as well as TMSA3 – Element 13 and relevant Industry
Guidelines. All employees and 3rd Parties are expected to be familiar with their relevant Information Security
duties and responsibilities and follow the measures required to protect the Organization from any loss of
Confidentiality, Integrity and Availability of Information.
OBJECTIVE:
 Ensure there is executive level sponsorship / support for Information Security.
 Establish regulatory compliance & best practice guidance.
 Ensure Information Security roles & responsibilities are defined.
 Target Continuous improvement through evaluation & mitigation of Information Security Risks.
 Develop and maintain a set of Information Security Policies, Procedures and Practices.
 Deliver regular Information Security Awareness Training & Education to Office & Vessel staff.
 Collect and analyze information related to Information Security Threats.
 Implement consistent technological safeguard / control measures.
 Developing & Implementing an Information Security Management System (ISMS) as part of
Company’s Integrated Management System (IMS).
 Defining ISMS Boundaries by compiling a Statement of Applicability (SoA) documenting & justifying
controls adopted, their implementation status as well as any exclusions.
 Monitoring and Implementing regulatory requirements, Industry and Information Security Best
Practices.
 Ensuring the appropriate protection and usage of Company’s information assets, including ICT Systems
and telecommunication networks as well as Operation Technology (OT) equipment.
 Controlling users’ behavior with ICT and OT systems through implemented procedures.
 Maintaining Company’s Business Continuity through backup and restore capabilities.
 Assigning responsible personnel – both ashore and onboard – to execute relevant tasks.
 Actively promoting Information Security Awareness by arranging comprehensive training of all
Company Personnel in Office and Onboard.
 Providing familiarization and promoting adherence of all 3rd Parties towards Company’s Information
Security Policies, Procedures and Practices.
 Collecting, processing and analyzing information related to Information Security threats, from selected
sources, which can be internal and external.
 Conducting regular documented Reviews and Internal Audits of ISMS Policies, Processes & Formatted: Left
Procedures, Awareness as well as ICT and OT assets and continuously improve.
The Company is committed to provide all necessary resources onboard and ashore to support the Company’s Formatted: Space After: 12 pt
Information Security Objectives. The Master has the Ultimate Authority and responsibility to take decisions
regarding Information Security incidents or threats in order to preserve the Information Security onboard. In
case of conflict between Safety and Information Security requirements, Safety will prevail.
Formatted: Font color: Text 1

Signed by COO:
George A. Kouleris Formatted: Font color: Background 1
Issued on: 30/04/2022 Formatted: Font color: Text 1
30/11/2017 30/11/17
CLEAN DESK & CLEAR SCREEN POLICY.
The Company is committed as per its Information Security Policy to promote Confidentiality,
Integrity & Availability of Data & Information in compliance with ISO/IEC27001:2013
standard. To this end, all Employees both in Office as well Onboard are expected to comply
with the requirements allowing implementation of the Clean Deck & Clear Screen Policy
objectives below.
OBJECTIVE:
The subject Policy’s principal objectives are to:
 Avoid unauthorized access to sensitive or business critical information stored on paper, as
well as to removable media or to unlocked screens and unprotected end user terminals.
 Regulate use of photocopiers and scanning equipment in order to control dissemination of
information processed and replicated by this infrastructure.

 Assigning each employee in Office & Onboard responsibility to keep their working space
tidy throughout the working day and in particular at the end of business hours by storing
all paper documents & removable media in their filing drawers under a key and lock
concept.
 Educating and assigning responsibility to all end users to lock their terminals – screens
when leaving their working position for whatever reason may apply.
 Implementing an end-user Screen – Terminal automated lock process upon a defined time
span of inactivity.
 Educating and assigning each employee responsibility to collect printouts they create as
well as properly destroy prior to disposing obsolete / erroneous hardcopies to waste.
 Regulate scanned copies’ share automated cleaning & discarding process.
The Company is committed to provide all necessary resources onboard and ashore to support
above Objectives.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022 Formatted: Font: Bold
30/11/2017 30/11/17
INFORMATION CLASSIFICATION POLICY
The Company is committed to safeguard Information and generated Data, being a corporate asset,
by establishing and maintaining controls necessary - in Office, onboard Vessels & throughout Cloud
Infrastructure - in order to properly Classify Information using appropriate Labels as well as
manage corresponding assets in a manner prohibiting unauthorized disclosure and / or
modification.
The Company expects all its employees as well as 3rd parties, to comply with the established
corporate Information Classification framework adhering to ISO / IEC 27001:2013 standard,
existing Legal & Regulatory Requirements, Business Needs as well as relevant Industry Guidelines.
All employees and 3rd Parties are expected to be familiar with their corresponding duties and
responsibilities and follow the measures required to protect the Organization from Information
Classification Breach.
OBJECTIVE:
 Develop and maintain a set of Information Classification Procedures and Guidelines.
 Establish compliance towards Regulatory & Legal Framework applicable.
 Adhere towards Industry Best Practice guidance.
 Identify & Document corresponding Business Needs.
 Ensure matching roles & responsibilities are defined.
 Target proper monitoring of relevant implementation.
 Deliver matching Training & Education to Office & Vessel staff.
 Implement consistent technological safeguards / control measures and requirements.
 Monitoring and Implementing Legal & Regulatory requirements as well as Industry Guidelines.
 Establishing a Corporate Information Classification Scheme based on clear criteria definition
and requirements on secure management of information.
 Incorporate an Information Labeling Mechanism corresponding to Classification scheme
developed.
 Manage matching Assets in a manner compliant with the Information Classification & Labelling
Scheme layout.
 Ascertain Information dissemination in compliance with Information Classification procures
established.
 Assigning responsible personnel – both ashore and onboard – to execute relevant tasks.
 Actively promoting Awareness by arranging comprehensive training of all Company Personnel
in Office and Onboard.
 Providing familiarization and promoting adherence of all 3rd Parties towards Company’s
relevant Procedures and Practices.
 Verify compliance by establishing measures including but not limited to performing regular
documented Reviews and including in scope of Internal Audits.
The Company is committed to provide all necessary resources onboard and ashore to support the
Company’s Information Security Objectives. The Master has the Ultimate Authority and
responsibility to take decisions regarding Information Security incidents or threats in order to
preserve the Information Security onboard. In case of conflict between Safety and Information
Security requirements, Safety will prevail.
Signed by COO:
George A. Kouleris
Issued on: 28/02/2022
30/11/2017 30/11/17
CHAPTER 01
Manual
(001) Revision: 04
SCOPE Eff. Date: 30/11/2021
Contents
1.1 COMPANY HISTORY ............................................................................................................ 2
1.2 INTRODUCTION .................................................................................................................... 3
1.2.1 COMPANY MANAGEMENT SYSTEM ........................................................................................ 3
1.2.1.1 Level 1 - Integrated Management System Manual (ISMS001) ........................................ 3
1.2.1.2 Level 2 - IMS Procedures Manual (PRO002) .................................................................. 3
1.2.1.3 Level 3 Manuals of the IMS ............................................................................................. 3
1.3 SCOPE, APPLICATION & EXCLUSIONS ............................................................................ 4
1.3.1 Scope of the Integrated Management System ................................................................... 4
1.3.2 Field of Application ........................................................................................................... 5
Page 1 of 6
CHAPTER 01
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(001) Revision: 04
1.1 COMPANY HISTORY

The Company was established in Monrovia, Liberia in 1998 as “Latanko Marine Management Co.”
It was officially renamed to “Prime Marine Management Inc.” on 22/12/1999.
Since its establishment, Prime Marine Management Inc. has managed Oil Tankers, Chemical
Tankers, LPG Carriers and Bulk Carriers.
In detail:
 Until November 2002, the Company managed Bulk Carrier vessels.
 Until February 2006, the Company managed OBO Vessels.
 Since June 2009, the Company manages Gas Carriers (LPG).
Since May 1, 2013 the Fleet Management was transferred to:

 Prime Tanker Management Inc.
This Company is managing the Fleet of Oil and Chemical Tankers.
 Prime Gas Management Inc.
This Company is managing the Fleet of Gas Carriers
Both above Companies have been established in Marshall Islands:

Ajeltake Road ,
Ajeltake Islands ,
P.O.B X 1405 ,
Majuro ,Marshall Islands
Both above Companies’ Business Address is:

4, Possidonos Avenue
176 74 Kallithea, Athens, Greece
Tel: +30 210 9464 800
Fax: +30 210 9464 900
E-mail: reception@prime-marine.net
Web: www.prime-marine.net
Except for the names of the Companies, the Top Management, the Structure of the Company, the
Managers and the Personnel are the same, therefore.
The two (2) newly established Companies may be considered as a continuation of “Prime Marine
Management Inc.”, since the Top Management, the Company Structure and the Key Personnel remain
the same. These two Companies will be referenced as “PRIME” in the Integrated Management
System, which is common to both.
“PRIME’s” main objective is to provide First Class Ship Management Services, always strictly
complying with the International and National Rules and Regulations of the Flag Administration and
the Maritime Industry.
“PRIME” Companies have a computerized Safety, Quality, Environmental, Energy, Occupational
Health & Information Security Management System and employ highly skilled and educated
professionals ashore and more than 1000 sea-going Personnel.
Page 2 of 6
CHAPTER 01
Manual
(001) Revision: 04
Company Vessels navigate through some of the most challenging and environmentally sensitive
waters in the world.
Respect for the environment has been strongly integrated into “PRIME’s” Culture.
The Company continuously reviews and improves on its Safety, Quality, Environmental Energy,
Occupational Health & Information Security Management System, ensuring full compliance with
applicable International Standards and Codes.
The Company is certified by Lloyds Register for its Integrated Management System.
The two Management Companies have set standards acknowledged by International Classification
Societies, Oil Majors, the US Coast Guard and others to be amongst the highest in the industry.
1.2 INTRODUCTION
1.2.1 COMPANY MANAGEMENT SYSTEM

1.2.1.1 Level 1 - Integrated Management System Manual (ISMS001)
The Integrated Management System Manual (IMSM001) is the main document (LEVEL 1) used in
drawing up and implementing the Company’s Safety, Quality, Environmental, Energy, Occupational
Health & Information Security Management System.
It must be read in conjunction with the Manuals of Level 2 and Level 3 as well as with the Stand
Alone Manuals.
1.2.1.2 Level 2 - IMS Procedures Manual (PRO002)

Level 2 includes the following Manuals:
 Integrated Management System (IMS) Procedures Manual (PRO 002)
The IMS Procedures Manual (PRO 002) includes the main procedures of the
 Information Security Management System (ISMS) Manual (PRO 002A)
This Manual includes the procedures which are required by the Information Security
Management System and are based on the ISO/IEC 27001:2013.
1.2.1.3 Level 3 Manuals of the IMS

Level 3 of the IMS consists of the following Manuals:
SAF (003) Shipboard Safety Manual.

EMP (004) Emergency Procedures Manual.
MTN (005) Maintenance Manual.
NAV (006) Navigation and Mooring Manual.
OFF (008) Office Manual.
EMS (009) Environmental Manual.
COM (010) Cargo Operations Manual (COM)-For Oil Tankers / Chemical Tankers.
COM (010) Cargo Operations Manual (COM)-for LPG Vessels.
More details are found in the Procedures Manual (PRO 002) – Procedure 01.
Page 3 of 6
CHAPTER 01
Manual
(001) Revision: 04
1.3 SCOPE, APPLICATION & EXCLUSIONS
REFERENCES.
ISO-9001:2015 (E) §1 - "Scope".
ISO-14001:2015 (E) §1 - "Scope".
ISO-45001:2018 (E) §1 - "Scope".
ISO-50001:2018 (E) §1-“Scope".
ISO/IEC 27001:2017 (E) §1-“Scope".
ISM Code §1.3 - "Application".
TMSA 3: KPI 1A-1.1 - "Management ensures that the stated policies cover all the activities
undertaken by the Company."
1.3.1 SCOPE OF THE INTEGRATED MANAGEMENT SYSTEM
“PRIME’s” Integrated Management System (IMS) describes the system for the safe operation of
Ships, Crews and for controls and measures for Pollution prevention.
The scope and boundaries of the IMS include the Ship Management of Oil / Chemical Tankers and
LPG carriers. This scope is available and is maintained as documented information. Its contents
indicate conformity with the requirements of the International Safety Management Code and are
continuously reviewed and updated.
This IMS Manual applies to all “PRIME” services and satisfies the requirements of:
 ISM Code.
 ISO-9001:2015.
 ISO-14001:2015.
 ISO-45001:2018.
 ISO-50001:2018.
 ISO/IEC 27001:2013.
 MLC-2006.
 TMSA 3.
 Flag Administration(s).
All relevant Guidelines, Recommendations, etc. presented in the ISM Code and the associated
amendments have been taken into account. In all cases, the DPA in cooperation with the S&Q
Department and other Office Departments, makes use of the latest versions of the referenced texts
(MSC, MEPC and other resolutions and circulars), bearing in mind that such texts may have been
revised or superseded by updated material.
Page 4 of 6
CHAPTER 01
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(001) Revision: 04
1.3.2 FIELD OF APPLICATION

The scope and application of the Integrated Management System includes all the Ship Management
services and applies to all Company’s Departments ashore and to all Vessels under the Management
of the Company.
“As per IMSM (001) §4.3, the Company has reviewed and determined the boundaries and
applicability of the Management System and it has been clearly decided, established and understood
that based on the Company’s current activities, the requirements of the clause 8.3 “Design and
Development” of ISO-9001:2015 ARE NOT applicable to any of the processes within the scope
of its Integrated Management System. This decision will not result in failure to achieve conformity
of services rendered by the Company.
The Quality Management Requirements (ISO-9001) apply to all activities related to Ship
Management and the operations of the managed Fleet, except for:
 Accounting Department.
 Chartering Department.
The Environmental Management Requirements (ISO-14001) apply to the ENTIRE Organization,

both Shore-Based and Shipboard-Based, i.e
 To ALL Shore Personnel working for the Company.
 To ALL Shipboard personnel of all oceangoing vessels (irrespective of type and size) which are
owned, operated, and / or manned by the Company.
The Energy Management Requirements (ISO-50001) apply to the ENTIRE Organization, both
Shore-Based and Shipboard-Based, i.e
 To ALL Shore personnel working for the Company.
owned, operated and/or manned by the Company.
The Occupational Health and Safety Requirements (ISO-45001) apply to the ENTIRE
Organization, both Shore-Based and Shipboard-Based, i.e
owned, operated and/or manned by the Company.
Page 5 of 6
CHAPTER 01
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(001) Revision: 04
The Information Security Management System Requirements (ISO/IEC 27001:2013) apply to the
ENTIRE Organization, both Shore-Based and Shipboard-Based, i.e
 To ALL Shipboard personnel of all of oceangoing vessels (irrespective of type and size) which
are owned, operated and / or manned by the Company.
ISO/IEC 27001:2013 scope boundaries include all business related information handled by
Information & Communication Technology (ICT) Systems on-board, in Office, as well as in cloud.
Isolated Operational Technology (OT) systems are not covered by the present scope unless they are
integrated with ICT systems. Such an integration may include, but is not limited to the following
sample cases:
 Information or data exchange with ICT systems.
 Use of ICT systems infrastructure (including network and communication systems).
Page 6 of 6
Integrated Prime Tanker Management Inc. CHAPTER 10
Manual Revision: 05
(001) IMPROVEMENT Eff. Date: 30/11/2021
Contents
10.1 GENERAL................................................................................................................................ 2
10.2 NONCONFORMITY AND CORRECTIVE ACTION ........................................................... 3
10.2.1 Nonconformity ................................................................................................................... 3
10.2.2 Corrective action ................................................................................................................ 9
10.2.3 Preventive action .............................................................................................................. 10
10.3 CONTINUAL IMPROVEMENT ........................................................................................... 11
Page 1 of 15
Manual Revision: 05
10.1 GENERAL
REFERENCES
ISO 9001:2015 §10.1-“General”
ISO 14001:2015 §10.1-“General”
ISO 45001:2018 §10.1-“General"
The Company determines and selects opportunities for improvement and implements any necessary
actions to meet Customer requirements, enhances Customer satisfaction and achieves the intended
outcomes of its Integrated Management system.
These include:
 Improving services to meet requirements, as well as to address future needs and expectations;
 Correcting, preventing or reducing undesired effects;
 Improving the performance and effectiveness of the Integrated Management System.
Examples of improvement can include:

 correction /corrective action
 continual improvement
 breakthrough change
 innovation
 re-organization
It is acknowledged that the interaction of the functional areas of the IMS affects the entire system.
It is the responsibility of each Manager to identify the Opportunities, the Benefits, as well as the
Risks that their actions will introduce to the whole.
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10.2 NONCONFORMITY AND CORRECTIVE ACTION
10.2.1 NONCONFORMITY
REFERENCES
ISM Code § 9: “Reports and Analysis of Non-conformities, Accidents, Incidents and Hazardous
Occurrences”.
ISO 9001:2015 § 10.2 -“Nonconformity and Corrective Action”.
ISO 45001:2018 § 10.2-“Incident, Nonconformity and Corrective Action”.
ISO 50001:2018 § 10.1-“Non Conformity and Corrective Action”.
TMSA 3: KPI 12 & 12A-(All) “Measurement, Analysis and Improvement”.
TMSA 3: KPI 4-2.3-“Superintendents verify maintenance and Defect records during ship visit”.
TMSA 3: KPI 4-3.1-“A common computer-based maintenance system onboard each vessel records
all maintenance tasks and incorporates the Defect reporting system.
TMSA 3: KPI 4-4.3-“The Maintenance and reporting systems provide Management with the real
time status of Fleet Maintenance”
TMSA 3: KPI 4-1.2-“A procedure is in place to manage the Planned Maintenance of Critical
equipment and Systems”.
TMSA 3: KPI 4-1.3-“A procedure is in place which requires shore management to be informed when
critical equipment or systems become defective or require unplanned maintenance”.
TMSA 3: KPI 8– (All)
The Mariner’s Role in collecting evidence (in light of ISM) – “The Nautical Institute”
TMSA 3: KPI 8–1.1-“Procedures ensure prompt reporting and investigation of all incidents,
accidents and near misses”.
A Non-Conformance or Non Conformity is defined as:

 Non-fulfillment of International and / or National regulations including the ISM Code, ISO 9001,
ISO 14001, ISO 27001, ISO 45001 and ISO 50001.
 An incident, such as an Accident causing Personal Injury, a hazardous occurrence, pollution and a
defect or deficiency of ship critical equipment, system and/or personnel, which has been
identified from analysis as failure to provide the service required by contract with a Customer or
as required by a Third party or affects the Safety and the performance of the Vessel.
 Deficiency in the Integrated Management System (Quality, Environmental, Information Security-
Occupational Health & Safety and Energy), which has been identified from the day-to-day
operation, during Third Party and Internal Inspections, from the analysis of a Report, or has been
found or reported during Internal and External audits.
 Non-fulfillment of International and / or National regulations including the ISM Code, ISO 9001,
ISO 14001, ISO 27001, ISO 50001 and ISO 45001.
The Company has established and maintains documented Procedures for the identification,
documentation, evaluation and notification of Non-Conformities in order to prevent its unintended
use or delivery.
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The Company identifies Non Conformities through the following processes:

 Vessel’s Reporting of Defects, by issuing Defect Reports & Dry Dock Repair Requests through
the PMS.
 Deficiencies identified during Superintendent’s Visits.
 Ship’s Self-Audits (Navigational, Engineering etc)
 Internal Audits (IMS, ISPS).
 External Audits (ISM, ISPS, MLC, ISO 14001, ISO 27001, ISO 45001, ISO 50001).
 Third Party Inspections (USCG, PSC, Flag, P&I Club).
 Third Party targeted Audits ( i.e Navigational, Engineering, Cargo )
 Vetting/CDI Inspections.
 Legal Breaches.
 Reported Information Security Incidents.
 Periodical and Special Surveys.
 Customer complaints (Owners/Charterers).
 Loading/Discharging Documents.
 Letters of Protest.
 Claims from Third Parties.
 Customer Satisfaction Reports.
 Terminal Satisfaction Reports.
 Suppliers Evaluation Reports.
Records of the nature of the Non-Conformities and relevant corrective actions are maintained.
In case that Non-Conformities and Deficiencies are noticed, Office Personnel and Vessel’s Crew
shall simultaneously respond and initiate appropriate corrective and preventive actions, following
relevant IMS Procedures.
Every member of the Office Personnel/Vessel Crew shall be responsible to identify and report any
Non-Conformity or Defect to the Management System, applicable Rules, Regulations and other
Requirements, identified during every day work, Vessel surveys or Inspections and Audits.
Non-Conformity reporting along with proposals for improvements, when well established and
documented, shall advance the Company’s effort to achieve Policy Objectives and Targets (KPIs).
The Managers, Masters and other Department Heads and Employees are responsible for the ongoing
monitoring of Service and/or Equipment Performance in their respective areas.
The Masters (assisted by their Officers) are responsible for monitoring the ship’s performance and
for reviewing the IMS.
The DPA and the responsible Management Representatives are responsible for reviewing the
reported Non-conformities, for assigning responsibilities for the corrective actions needed and for
ensuring their close-out.
The S&Q Department, in cooperation with the DPA and the responsible Management
Representatives, is responsible to review existing procedures, practices and systems for
improvements, if necessary.
Accidents, hazardous occurrences and all processes that do not conform to the specified requirements
of the Management System and/or Customer shall be promptly reported, in order to ensure that
evidence for structural, operational or organizational deficiencies are thoroughly investigated and
immediately acted upon.
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The Company maintains documented procedures for investigating and reporting onboard Non-
Conformities covering:
 Investigation of Casualties and Hazardous Occurrences and gathering of all pertinent information,
facts and details required for their accurate analysis;
 Reporting findings and recommendations to Shore-based Management.
The Company maintains documented procedures for investigating and reporting Non-Conformances
by Shore Personnel which include:
 Review and analysis of all Accident, Information Security and Hazardous Occurrences ( Near
Miss) reports;
 Forwarding of acquired facts and data to Regulatory Agencies, Charterers etc, as required;
 Communicating Company-wide, all findings, trends, proposed solutions and corrective action
Procedures regarding investigation and final reporting require that investigation has been thoroughly
conducted, documented and verified prior to the acceptance of the final report.
The findings of the Final Report shall lead to the initiation of the Corrective and Preventive Action
System of the Company.
Company action, resulting from a Non-Conformity or an incident shall be one or more of the
following:
 React in a timely manner to the incident or nonconformity and take action to control and correct it
and deal with the consequences;
 Evaluate, with the participation of workers and the involvement of other relevant interested
parties in Information Security, Occupational Health and Safety matters, the need for action to
eliminate the root causes of the detected nonconformity or the incident in order to avoid
reoccurrence, by investigating or reviewing and analysing, determining the cause and determining
if similar Non-Conformity or incident occurred or could potentially occur;
 Determine and implement any action needed;
 Review existing assessment of occupational health and safety risks and other risks and assess
these risks that related to new or changed hazards, prior to taking action;
 Review the effectiveness of any corrective action taken;
 Update risks and opportunities determined during planning;
 Make changes to the Integrated Management System, if necessary.
The Company retains documented information as evidence of:

 the nature of the incidents or non-conformities and any subsequent actions taken , and
 the results of the corrective action, including their effectiveness.
The Company communicates documented information related to occupational health and safety to
relevant workers, their representatives, and other relevant interested parties.
In addition, when an Incident/Accident/Near-Miss occurs, the Evaluation Reports are reviewed by
the Management (during the Management Review Meetings and Operational Meetings) and may
result in:
 Appropriate corrective actions.
 Amendments to existing Procedures, Instructions and forms.
 Development of new procedures and instructions.
 Additional Training.
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1. Vessels’ reporting of Safety related events

The Company requires from the Fleet Vessels rapid notification, of ALL urgent safety-related and
Environmental related events which occur onboard.
These events include:

 All Accidents (Injuries/Fatalities) as per “OCIMF Marine Injury Reporting”.
 Incidents causing damage to the ship, equipment, fittings, or Third Party property.
 Incidents involving cargo or bunker spillage, leakage or contamination and any other incident
which results in pollution.
 Hazardous occurrences (Near Misses).
 Deficiencies and Observations raised during Third Party inspections.
 Defects of equipment, machinery or instrumentation.
 Non-Conformities within the IMS, including Non-conformities related to breaches of statutory
requirements.
2. OCIMF Marine Injury Reporting Format

The Company has adopted the OCIMF Marine Injury Reporting Format, in order to have a consistent
method of collecting, classifying and reporting data on all injuries occurring onboard and for
“benchmarking” (e.g Intertanko etc).
The Indexes used are:
 Lost Time Injury Frequency (LTIF)
 Total Recordable Case Frequency (TRCF)
 Total Recordable Case Frequency ( TRCF )- including First Aid Cases ( FAC)
as adopted and reported by Intertanko.
3. Near Misses
“Just Culture” Approach
The Company strongly encourages the reporting and investigation of Near Misses and adopts a “just
culture”.
The Company guarantees :
 A “Just Culture” in Near Miss reporting.
 Confidentiality for reporting Near Misses, meaning that after the completion of the investigation,
personal information is removed and remains confidential.
 Thorough Near Miss investigations.
 Processing the results of the Near Miss Investigation, in order to determine training needs, or IMS
improvement requirements.
The Near-Miss Investigation Process

Shipboard Procedure
 The number of Near Miss Reports per Month per Vessel is an established Target (KPI).
This KPI is set during the Annual Management Review Meeting, which is held at the beginning
of each year and is communicated to the Fleet vessels, by an Official Circular.
 When a Near Miss is reported to the OOW or the Master, an investigation is carried out,
especially for those Near Misses which are likely to re-occur and /or which could have had severe
consequences.
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 The Root Cause /causal factors must be identified and the corrective/ preventive actions to
prevent re-occurrence must be determined.
 Upon completion of the investigation process, a Near Miss Report must be issued by the Master
or Safety Officer.
In addition, the Company encourages all crew to directly report Near Misses, by e-mail to the
e-mail address emergency@prime-marine.net.
 All the Near Miss must be discussed onboard during the next Safety Meeting.
 In case the Near Miss is serious and it could have resulted in a very serious accident /incident,
then a Safety Meeting must be held immediately after the event.
 Near Miss reports for very serious cases, that could have resulted in severe loss, must be sent to
the Officer by e-mail, immediately after the Initial investigation onboard
 Simple Near Miss Reports must be sent by monthly mail to the Company.
Office Procedure
 The S&Q Department is responsible to collect, review and record all the Near Miss reports and
process them in order to identify trends.
 All the Near Misses, are reviewed by of the S&Q Department and the comments are
communicated to each vessel for discussion during the next Safety Meeting onboard.
 If a serious Near Miss occurs on a Fleet vessel, which could have resulted in severe loss, then the
same procedure as for Accidents /Incidents is followed i.e.
o The case is investigated by the “Accident Investigation Committee” which will consist of
members related to the nature of the Near Miss ( i.e if it is a Marine incident, the committee
will consist of Master Mariners etc from the Marine/Vetting department and the Operations
department )
o A “circular” e-mail is sent to all Fleet Vessels analyzing the Root Cause(s).
 When required, corrective actions are implemented immediately across the Fleet.
 All the Near Misses are analyzed on a Quarterly basis, and a relevant Circular, is issued by the
S&Q Department.
 The results of the Near Misses Analysis and Investigation, as well as the trends and any
corrective/preventive action taken, are discussed during the Management Review Meetings.
4. Defect Reports
All Deficiencies in critical machinery and equipment must be immediately reported to the Office.
Defect Reports must be issued for any ship’s equipment, machinery or system damage, malfunction
or breakdown which requires:
 Delivery of spare parts
 Shore assistance or
 When the Defect cannot be rectified by shipboard personnel immediately.
The Defect Reports can be issued by either vessel’s Master or Chief Engineer or by Office Fleet
Manager, Ship Manager or Assistant Superintendent.
The Defect Report must be processed through the Defect Reporting module of the Electronic PMS
system.
However, the vessel must immediately inform the responsible Fleet Manager/Ship Manager by email.
If necessary, a Service Request Form must be issued.
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Defect reports generally do not require the issuance of Risk Assessment. Risk Assessment must be
issued with a Defect Report in the following cases only:
 The Defect Report involves Critical Equipment.
 It is specifically requested by Fleet/Ship Manager or Marine Superintendent.
 The shipboard Master or Chief Engineer judges that there are risks involved with the subject
defect that require the processing of Risk Assessment.
5. Deficiencies raised by Third Parties

When a vessel passes a Third Party Inspection (PSC, USCG, Flag, P&I, Vetting), the Master must, if
possible, notify the Office when the Inspection is in progress.
When the inspection is completed, the Master must immediately send the Inspection Report by
e-mail attachment to the Office.
A “Root Cause Analysis” (Form TEMP 16) must always be sent attached to the Inspection Report.
In case of a detention or a very important finding, the Master must inform the Office immediately, by
phone and later in writing.
The Flag Administration must be notified by the Office.
The Office must forward the deficiencies raised to all the vessels, for distribution of experience and
for a "self-vetting" of the same items.
Upon receipt of the Inspection Report, the findings of the inspection must immediately be entered in
the "Archive" database.
The DPA must coordinate the action(s) to be taken to close-out the deficiencies raised.
Quarterly, the deficiencies raised during all Third Party Inspections are presented during the
Management Review Meeting and are distributed throughout the Company through ERP.
The Deficiencies and their analysis are discussed during the Quarterly Management Review
Meetings, and corrective action is decided by the DPA and Top Management.
Responsibilities are allocated for the monitoring and implementation of the corrective actions
decided.
Reference Documents
 Corrective Action & Preventive Actions PRO/ PROCEDURE 13
 Analysis of Accidents, Incidents and Near Misses PRO/ PROCEDURE 14
 Maintenance Manual
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10.2.2 CORRECTIVE ACTION
REFERENCES
ISM Code § 9: “Reports and Analysis of Non-conformities, Accidents, Incidents and Hazardous
Occurrences’
ISO 9001:2015 § 10.2 - “Nonconformity and Corrective Action”
ISO 45001:2018 § 10.2-“Incident, Nonconformity and Corrective Action”
ISO 50001:2018 § 10.1-“Non Conformity and Corrective Action”
The Company undertakes corrective actions to eliminate the cause of nonconformities in order to
prevent reoccurrence.
Corrective actions are appropriate to the effects or potential effects of the incidents or
nonconformities encountered.
The non-conformities, incidents, accidents, near miss cases, customer complaint etc are analyzed by
the DPA and/or the responsible Management Representative and Department Managers.
The results of the investigation, analysis and corrective actions taken are reviewed at the
Management Review Meetings.
When Corrective Action(s) is necessary, controls shall ensure that the specified Corrective Action
has been undertaken and is effective.
When Non-conformities concern the Integrated Management System’s functional aspects, then
appropriate corrective action may be taken as follows (but not limited to):
o Revision / Amendment of Existing Procedures / Instructions
o Issue of a new Procedures or Operating Instructions
o Further Training or Education
o Combination of all above.
It is the responsibility of the S&Q Department to ensure that the reports are acknowledged by those
persons who have raised the reports, providing information of the status of the report and any
decisions made.
Reference Documents
 Corrective & Preventive Actions PRO/ PROCEDURE 13
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10.2.3 PREVENTIVE ACTION
REFERENCES
ISM Code § 9: “Reports and Analysis of Non-conformities, Accidents, Incidents and Hazardous Occurrences’
All Personnel Ashore and onboard can initiate a Preventive Action, which will be documented and
must be evaluated and accepted by the DPA and/or the responsible Management Representative.
Preventive actions are steps that are taken to remove and eliminate the causes of potential non-
conformities or potential situations that are undesirable.
The Preventive action is designed to prevent the occurrence of non-conformities or situations that do
not yet exist.
Corrective actions prevent recurrence : ( the problem has already occurred )

Preventive actions prevent occurrence : ( no problem has yet occurred )
Both types of actions are intended to prevent non-conformities.
In general, the preventive action can be thought of as a Risk Assessment.
The Company undertakes preventive action to eliminate the causes of potential non-conformities
in order to prevent their occurrence.
Preventive actions are appropriate to the effects of the potential problems.
Reference Documents
Corrective & Preventive Actions PRO/ PROCEDURE 13
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10.3 CONTINUAL IMPROVEMENT
REFERENCES
ISO 9001:2015 §10.3 - “Continual Improvement”
ISO 45001:2018 § 10.3 - “Continual Improvement”
ISO 50001:2018 § 10.2 - “Continual Improvement”
TMSA 3: KPI 1A & 1B (All)
TMSA 3: KPI 9A: “Procedures measure and compare the strength if the safety culture across the fleet
to identify areas for improvement and to provide motivation to vessel personnel”
TMSA 3: KPI 10-3.5-“Environmental performance improvements are incorporated during the new
building process”
TMSA 3: KPI 11-2.4-“Lessons learnt from exercises and actual incidents are incorporated into the
Emergency Response Plans. Following an exercise or incident, the Company records lessons learnt
and identifies areas for improvement.”
TMSA 3: KPI 12-3.1-“To improve vessel standards, the Company analyses its Inspection results and
makes comparisons within the Fleet. This analysis supports a cycle of continual improvement”
TMSA 3-KPI 12-3.2-“In order to improve the inspection process, analysis of inspection results is
compared with data from Third Party inspections. These comparisons are used to monitor /improve
Fleet inspection standards”
TMSA 3-KPI 12-4.1-“Information from detailed analysis of inspections is fed into a continual
improvement process. The data from the analysis may be used for identification of improvements to
the SMS”
TMSA 3-“KPI 12A-4.1-“Formal analysis of audit results is performed at least annually and this
drives continual improvement of the SMS. The data from the analysis may be used for identifying
trends and areas for improvement”
The Company continually improves the suitability, adequacy and effectiveness of the Integrated
Management System through the use of:
 Policy statements,
 Objectives,
 Audit results,
 Analysis of performance and data,
 Corrective and preventive actions,
 SWOT Analysis,
 Promotion of a culture that supports the IMS,
 Promotion of the participation of the workers in implementing actions for the continual
improvement of the occupational health and safety matters of the IMS,
 Communication of the relevant occupational health and safety results of continual
improvement to workers, and, where they exist, worker’s representatives,
 Management review
 Retention of documented information as evidence of continual improvement.
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
Management
responsibility
  CLIENTS/
SHIPOWNERS
CLIENTS/ Resource Measurement,

management analysis and Satisfaction
SHIPOWNERS improvement

Input Output
Requirements
Shipmanagement Ship
services operation
Key
Value-adding activities
Information flow
Page 12 of 15
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The Company has adopted a “Continuous Improvement” philosophy throughout the entire
organization.
All Company personnel (Shore based and Shipboard) are encouraged to come forward with ideas for
improving processes, systems, quality, efficiency and working environment.
Suggestions for improvement apply to all Company’s Activities that affect services rendered to all
interested parties in terms of services, quality and cost.
1. Identifying Improvement Needs

The areas which need improvement are identified by measuring the Objectives versus the final
results.
In identifying improvement needs, the factors which must be considered are, but not limited to, the
following:
 Internal and External Audit results.
 Vetting /CDI Inspection results.
 PSC/USCG/ FLAG/ P&I Audit results.
 Accidents / Pollution Incidents / Near Misses.
 Non Conformities common to a number of Vessels or Office Departments.
 Complaints from Customers and new Customer Needs
 Suppliers/ Sub-Contractors Performance.
 Determination of the causes of Non-Conformities.
 Training Results.
 Company Employee Responsibilities and Authorities.
 Major Repair rates of Shipboard Systems and Equipment, compared to Industry trends.
 Engine and Equipment breakdown with common root-cause on a number of vessels.
 Ship’s performance elements (fuel oil consumption, consumables, wages, repair costs, EPIs,
EnPIs, Emission controls).
 Company Environmental Performance compared to Industry trends (benchmarking).
 Inventories.
 Industry practices and trends
 Market changes, and increased competition.
 Technology changes.
 Any changes in the applicable legislation.
 Social conditions.
 Risk assessment changes.
 New standards (as applicable).
All above factors may indicate areas where an improvement in the IMS or in purchased material or
services may be necessary.
For example:
 Excessive ROB quantities of spares/ stores in Inventory Lists, may indicate that the Purchasing
policy of the Vessel and the Purchasing Department must be improved.
 Continuous breakdown of machinery and equipment caused by the same problem on a number of
vessels, may indicate that the e.g. the Lub-Oil supply is not of good quality (from a particular
Supplier).
 Duplication of work identified, may indicate that Responsibilities must be re-evaluated.
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 Deficiencies raised during Third Party Inspections, common to a number of vessels may indicate
that Checklists must be improved to include such checks or the PMS has to be updated with such
checks, or that training must be conducted.
 Non Conformities raised during Internal and External Audits, common to a number of vessels
may indicate that IMS Procedures and Forms must be improved or that training must be
conducted.
 A comparison of the Company Inspections (e.g. Pre-vetting) with Third Party Inspection
(Vetting) on the same period and vessel with a considerable differentiation of findings, may
indicate that the Company’s Inspection procedures must be improved.
 Frequent crew illness cases e.g heart attacks, may be an indication of inadequate pre-joining
Medical Tests.
 Health disorders onboard may indicate that the ship’s menus need to be improved to become
healthier.
2. Suggestions for Improvement

The Company has established procedures which must be followed by Company Personnel when they
wish to make suggestions for improvement.
 Shipboard Personnel:
 Shipboard Personnel, may submit their suggestions:
o through the Master’s Review Procedure by using the relevant Form ( SF/SAQ/403) or
o directly report to the Office at emergency@prime-marine.net any Best Practices or Safety
ideas / proposals.
 Office Personnel: Office Personnel may submit their suggestions by:
o submitting the SF/SAQ/404- ISM Amendment Proposal
o presenting their proposal during the Management Review Meeting ( see paragraph below)
o presenting their proposal during the Weekly operational meetings
The processing of the above mentioned Forms for Master’s Reviews and Amendment Proposals is
the responsibility of the S&Q Department and is approved by the relevant Department Manager and
the DPA or the responsible Management Representative.
The DPA is authorized by the Chief Operating Officer (COO) to approve changes for improvement
on their behalf.
3. Management Review
In addition, Office Department employees have the opportunity to submit their proposals for
improvement, during the Management Review meetings, which are held quarterly, as a minimum.
During the Management Review Meetings, Company Policies, Objectives and plans must be re-
evaluated, and amended if necessary.
Processes, suppliers, resources must be reviewed and re-considered.
During the Management Review Meetings, results and progress reports must be discussed.
Results must be tabulated to facilitate analysis and to identify trends and common problems.
The outputs from management review could determine if there are needs or opportunities that must
be addressed as part of continual improvement.
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Managers must ensure that they identify the true Root Cause and any potential weaknesses in the
Company’s system. Suggested improvements, if accepted during the Management Review Meeting
must be fed-back into the Company’s continuous-improvement process.
Any progress which is identified to be less than planned, must result in a re-alignment of
performance with targets and objectives.
Benchmarking must be an integral part of the improvement process, and must be used to further
improve the IMS.
The Technical Managers Association, Intertanko, BIMCO, HELMEPA and other organizations are
referred to, in order to compare Company standards and practices with Industry Standard levels.
During the Management Review Meetings, the results of the previous Management Review Meetings
are analyzed and decisions are taken related to:
 Improvement of the effectiveness of the QMS and its processes.
 Improvement of product related to customer requirements.
 Resource needs.
The findings, conclusions and decision must be recorded and plans for action and follow-up must be
documented.
Responsibilities must be allocated to Company personnel in order to eliminate the causes of non-
conformities in order to prevent their re-occurrence.
Risk assessment techniques must be applied in order to identify potential Non Conformities, and
appropriate preventive actions must be taken.
Periodically, the DPA or the responsible Management Representative are responsible to follow-up
and ensure the implementation of the corrective action and decisions which were agreed and accepted
during the Management Review Meetings.
Page 15 of 15
CHAPTER 02
Manual
(001) Revision: 03
NORMATIVE REFERENCES Eff. Date: 30/11/2021
Contents
2.1 NORMATIVE REFERENCES................................................................................................. 2
2.2 OTHER REFERENCES ........................................................................................................... 2
Page 1 of 2
CHAPTER 02
Manual
(001) Revision: 03
NORMATIVE REFERENCES Eff. Date: 30/11/2021
2.1 NORMATIVE REFERENCES
REFERENCES
ISO 9001:2015 (E) §2–"Normative References"
ISO 14001:2015 (E) §2-"Normative References"
ISO 27001:2013 (E) §2-"Normative References"
ISO 45001: 2018 (E) §2-"Normative References"
ISO 50001:2018 §2-"Normative References"
ISM Code
 ISM Code –“International Safety Management Code”.

 International Standard ISO 9000:2015–“Quality Management Systems–Fundamentals and
Vocabulary”.
 International Standard ISO 9001:2015–“Quality Management Systems– Requirements
 ISO 14000 Series Standard”.
 International Standard ISO/IEC 27000 - “Information technology — Security techniques —
Information security management systems — Overview and vocabulary”.
 International Standard ISO 27001:2013 – “Information technology — Security techniques —
Information security management systems, Requirements”.
 International Standard ISO 45001:2018–“Occupational Health and Safety Management Systems-
Requirements with guidance and use”
 International Standard ISO 50001:2018– “Energy Management Systems-Requirements with
guidance for use”.
2.2 OTHER REFERENCES
A. ISPS Code International Ship & Port Facility Security Code

B. STCW Standards of Training Certification and Watch-keeping
C. SOLAS Safety of Life at Sea
D. ISGOTT International Safety Guide for Oil Tankers and Terminals
E. SIGTTO International Safety Guide for Oil Tankers and Terminals
F. MARPOL Marine Pollution Act
G. TMSA Tanker Management Self-Assessment
H. MLC Maritime Labor Convention
I. OCIMF Oil Companies International Marine Forum
J. National and International Requirements
K. Flag Administration Requirements
L. Appropriate Classification Society Rules and Regulations for the relevant ship
M. All publications listed in form SF/MRS/228- “IMS Sources of Information”
Page 2 of 2
Integrated Management CHAPTER 03
System Manual Prime Gas Management Inc.
(001) Revision: 07
TERMS & DEFINITIONS Eff. Date: 30/09/2022
Contents
3.1 TERMS & DEFINITIONS ....................................................................................................... 2
3.2 ABBREVIATIONS ................................................................................................................ 13
Page 1 of 14
(001) Revision: 07
3.1 TERMS & DEFINITIONS
REFERENCES
ISO 9001:2015 (E) §3–"Terms and Definitions"
ISO 50001:2018 §3 (E)–"Terms and Definitions"
ISM Code
TERM DEFINITION
Access Control : The process or technical means to ensure that access to assets is authorised and
restricted based on business and security requirements.
Access Privileges : Systems permissions associated with an account, including permissions to access or
change data, to process transactions, create or change settings, etc.
Accident : An uncontrolled or unplanned event, or sequence of events, that results in a fatality
or injury to a seafarer(s) onboard or whilst ashore on company business.
Accidental Pollution : The accidental discharge of harmful substances to the environment.
Administration : Government of the State whose flag the ship is entitled to fly
Administrator Account : A user account with privileges that have advanced permissions on an ICT system that
are necessary for the administration of the system in scope. For example, an
administrator can create new users, change account permissions, modify security
settings, modify system logs, etc.
Agent: : The person having the expressed or implied authority to represent or act on behalf of
another person. Agents are appointed to act for the interests of the managers in ports.
Algae Blooms : The rapid growth of algae on the surface of lakes, streams, ponds etc. stimulated by
nutrient enrichment; an explosive increase in the density of phytoplankton within the
area.
Attack : Attempt to destroy, expose, alter, disable, steal, or gain unauthorized access to or
make unauthorized use of an asset.
Atmosphere : The envelope of air surrounding the Earth. Most of the total mass of the atmosphere
lies within the troposphere and the stratosphere. Most weather events are confined to
the troposphere, the lower eight to 12 km of the atmosphere. The ozone layer is found
in the stratosphere which typically extends from 10 to 40 km above the Earth.
Audit Criteria : Set of policies, procedures or requirements used as a reference against which
objective evidence is compared.
Auditor : Person with the competence to conduct an Audit
Authentication : Provision of assurance that a claimed characteristic of an entity is correct.
Availability : Property of being accessible and usable on demand by an authorized entity.
Benchmarking : The process of identifying, understanding and adapting outstanding practices from
organizations anywhere in the world to help the organization improve its
performance.
Calibration : Comparison of two measurement tools or instruments of which one is a standard with
known accuracy and traceable to a higher National or International standard.
Carbon Dioxide : A colorless, odorless, non-poisonous gas, which results from fossil fuel (Coal, oil,
petroleum, and natural gas and other hydrocarbons) combustion and is normally a
part of the air.
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TERM DEFINITION
CFCs : Any of the various compounds consisting of chlorine, hydrogen, fluorine, and
(chlorofluorocarbons) carbon. They were first invented by DuPont Corporation in 1928 and have been
widely used as refrigerants, as aerosol propellants, as cleaning solvents and in the
manufacture of plastic foam. In 1972, scientists discovered that gaseous CFCs can
deplete the ozone layer when they slowly rise into the stratosphere and their
chlorine atoms react with ozone molecules. Efforts are now underway through the
Montreal Protocol to reduce and then eliminate production of this substance
worldwide.
Cold Work : Work that cannot create a source of ignition.
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 the operation of the ship
from the owner of the ship and who, on assuming such responsibility, has agreed to
take over the responsibilities imposed by the International Safety Management Code.
 PRIME TANKER MANAGEMENT INC.
 PRIME GAS MANAGEMENT INC.
Confidentiality : Property that information is not made available or disclosed to unauthorized
individuals, entities, or processes.
Conformity : Fulfilment of a requirement.
Consultation : Seeking views before decision –making( ISO 45001-§ 3.5)
Context of the : Combinations of internal and external issues that can have an effect on the Company’s
Company approach to developing and achieving its objectives.
Continual : Recurring activity to enhance performance and recurring process of enhancing the
improvement OH&S and environmental management system to achieve improvements in overall
OH&S and environmental performance consistent with the Company’s relevant
policies ((ISO 9000-3.3.2 / ISO 14001 - 3.4.5/ ISO 27001 - 3.12 / ISO 45001-§3.37 /
ISO 50001-§ 3.4.16)
Control : Measure that is modifying the risk.
Conservation : The long-term protection and sustainable management of natural resources in
accordance with principles that ensure long-term economic and social benefits.
Corrective action : Action to eliminate the cause of a Nonconformity or an incident and to prevent
recurrence (ISO 9000- 3.12.2 / ISO 14001-3.4.4 / ISO 27001-3.17 /ISO 45001- §3.36
/ ISO 50001
-§ 3.3.4)
Critical Equipment : Any ship-based equipment, operating system or alarm that, were it to fail, would
result in the crew or the vessel being placed at risk that could lead to an accident or
damage to the environment.
Critical Shipboard : Shipboard operations where errors may immediately cause an accident or a situation,
Operations which could threaten the life, the environment or the vessel.
Cryptography : A method of storing and transmitting data in a form that only those it is intended for
can read and process
Data : Facts about an object. (ISO 9000-§3.8.1)
Defect : Material breakdown with technical fault of an item of machinery and equipment,
although makers’ and/or Company’s Planned Maintenance Instructions were
followed.
Deficiency: : Non-fulfillment of a requirement.
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TERM DEFINITION
Designated Person : The person or persons ashore with direct access to the highest levels of Management,
Ashore (DPA) who has or have the responsibility and the authority to monitor the safety and pollution
prevention aspects of the operation of each ship, and to ensure that adequate resources
and shore based support are applied, as required.
Digital Certificate : An electronic document that is used to verify the identity of the certificate holder when
conducting electronic transactions. SSL certificates are a common example that have
identifying data about a server on the Internet as well as the owning authority’s public
encryption.
Digital Signature : A type of digital certificate that proves that the sender of a message or owner of a
Certificate document is authentic and the integrity of the message or document is intact. A digital
signature certificate uses asymmetric cryptography and is not a scanned version of
someone’s handwritten signature or a computer-generated handwritten signature (a.k.a.
an electronic signature).
Discharge ( in relation : Any release caused from a ship and includes any escape, disposal, spilling, leaking,
to harmful substances pumping, emitting or emptying.
or effluents containing
such substances)
DKIM : Domain Keys Identified Mail is an email authentication method designed to detect
forged sender email addresses and allows for the identification of spoofed emails.
DMARC : Domain-based Message Authentication, Reporting and Conformance is an email
authentication protocol designed to protect a domain from unauthorized use.
Document of : Document issued to the Company by the Administration or other authorized party to
Compliance certifying compliance with the ISM Code
Document : Information and the medium on which it is contained (ISO 9000 -§3.8.5 /
ISO 45001:2018 § 7.5)
Example: record, specification, procedure document, drawing, report, standard.
The Medium can be :
 Paper
 Magnetic, electronic or optical computer disc
 Photograph or master sample
 A combination of the above mentioned items.
Documented : Information required to be controlled and maintained by the Company and the medium
Information on which it is contained.
Electronic Media : Any information that has been created and is stored in an electronic format, including
but not limited to software, electronic documents, photographs, video and audio
recordings.
Emission : Any release of substances into the atmosphere, ground or sea.
Encryption : The process of converting data form plaintext to a form that is not readable to
unauthorized parties, known as ciphertext.
Energy : Electricity, fuels, steam, heat, compressed air and other similar media (ISO 50001
Section § 3.5.1)
Energy Baseline (EnB) : Quantitative reference(s) providing a basis for comparison of energy performance (3.4.3)
(ISO 50001 Section § 3.4.7)
Energy Consumption : Quantity of energy (§3.5.1) applied (ISO 50001 Section § 3.5.2)
Energy Efficiency : Ratio or other quantitative relationship between an output of performance (3.4.2),
service, goods, commodities, or energy (3.5.1), and an input of energy (ISO 50001
Section § 3.5.3)
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TERM DEFINITION
Energy Performance : Measurable results related to energy efficiency (3.5.3), energy use (3.5.4) and energy
consumption (§3.5.2 )(ISO 50001 Section §3.4.3)
Energy Performance : Measure or unit of energy performance (§3.4.3), as defined by the organization (ISO
Indicator (EnPI) 50001 Section §3.4.4)
Energy Review : Analysis of energy efficiency (§3.5.3), energy use (3.5.4) and energy consumption
(3.5.2) based on data and other information, leading to identification of significant
energy uses (SEUs) (3.5.6) and opportunities for energy performance improvement
(3.4.6) (ISO 50001 Section §3.5.5)
Energy Target : Quantifiable objective (§3.4.13) of energy performance improvement (3.4.6) (ISO 50001
Section § 3.4.15)
Energy Use : Application of energy (ISO 50001 Section §3.5.4)
Example: Ventilation; lighting; heating; cooling; transportation; data storage; production
process
Environment : Surroundings in which the Company operates, including air, water, land, natural
resources, flora, fauna, humans and their interrelation (ISO 14001 - §3.5)
Environment : Surroundings in which the Company operates, including air, water, land, natural
resources, flora, fauna, humans and their interrelationship (ISO 14001 - §3.2.1)
Environmental aspect : Element of the Company’s activities or products or services that interacts or can interact
with the environment (ISO 14001 - §3.2.2)
Environmental impact : Change to the environment, whether adverse or beneficial, wholly or partially resulting
from the Company’s environmental aspects (ISO 14001 - §3.2.4)
Environmental : The part of the Management System used to manage environmental aspects, fulfil
Management System compliance obligations, and address risks and opportunities. (ISO 14001 - §3.1.2)
(EMS)
Environmental : The person responsible for ensuring that the requirements of the Environmental
Management Management System are understood, implemented and maintained.
Representative (EMR)
Environmental : Objective set by the Company consistent with its environmental policy (ISO 14001 -
objective §3.2.6)
Environmental : Performance related to the management of environmental aspects
performance (ISO 14001 - §3.4.11)
Environmental : Specific expression that provides information about the Company’s environmental
Performance Indicator performance.
(EPI )
Environmental : A description of the Company's specific targets and activities to achieve improved
programme environmental protection. The programme includes a description of actions implemented
or planned in order to achieve these targets, as well as specific time-frames for their
implementation (EU's Eco-Management and Audit Scheme)
Environmental policy : Intentions and direction of the Company related to environmental performance, as
formally expressed by its top management.
Environmental : Measures to secure the natural resources, protect human beings and nature against
protection adverse negative impact, and to secure or improve the related human health, well-being
and quality of life.
Environmental target : Detailed performance requirement, quantified where practicable, applicable to the
Company or parts thereof, that arises from the environmental objectives and that needs
to be set and met in order to achieve those objectives
(ISO 14001 - 3.12)
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TERM DEFINITION
Event : Occurrence or change of a particular set of circumstances.
Fatality : A death directly resulting from a work injury regardless of the length of time between
the injury and death.
Feedback : Opinions, comments and expressions of interest in a product, a service or a complaints-
handling process.
Feedback Mechanism : The process through which the results of evaluation and measurement are used to
produce corrective actions and improvements.
Forestation : Planting trees where there were none before.
Fossil fuels : Coal, oil, petroleum, and natural gas and other hydrocarbons are called fossil fuels
because they are made of fossilized, carbon-rich plant and animal remains. These
remains were buried in sediments and compressed over geologic time, slowly being
converted to fuel.
Garbage : All kinds of victual, domestic and operational waste excluding fresh fish and parts
thereof, generated during the normal operation of the ship and liable to be disposed of
continuously or periodically, except those substances which are defined or listed in
Marpol 73/78.
Greenhouse effect : A warming of the Earth's atmosphere caused by the presence in the atmosphere of
certain heat-trapping gases (e.g., water vapour, carbon dioxide, methane). These gases
absorb radiation emitted by the Earth, thereby retarding the loss of energy from the
system to space. The greenhouse effect has been a property of Earth's atmosphere for
millions of years and is responsible for maintaining the Earth's surface at a temperature
that makes it habitable for human beings. An Enhanced Greenhouse Effect is when the
increased concentrations of these gases are "enhancing" the natural greenhouse effect.
It is the "enhanced greenhouse effect" that is expected to cause a large and rapid rise in
average global temperatures.
Greenhouse gases : Those gaseous constituents of the atmosphere, both natural and artificial, that absorb
and re-emit infrared radiation and that are responsible for global warming. The most
potent greenhouse gas, carbon dioxide, is rapidly accumulating in the atmosphere due
to human activities.
Harmful Substance: : Any substance which, if introduced into the sea, is liable to create hazards to human
health, to harm living resources and marine life, to damage amenities or to interfere with
other legitimate uses of the sea, and includes any substance subject to control by Marpol
73/78.
Hazardous : Situations which could have led to an accident if they had developed further
Occurrences ( i.e near miss situations )
Hazard : Source with a potential to cause injury and ill health. Hazards can include sources with
potential to cause harm or hazardous situations, or circumstances with the potential for
exposure. Leading to injury and ill health ( ISO 45001-
§ 3.19)
Hazardous waste : Refuse that could present dangers through the contamination and pollution of the
environment. It requires special disposal techniques to make it harmless or less
dangerous.
Hydro-chlorofluoro- : Organic substances composed of hydrogen, chlorine, fluorine, and carbon atoms. These
carbons (HCFCs) chemicals are less stable than CFCs, and are therefore less damaging to the ozone
layer.
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TERM DEFINITION
Hazardous waste : Refuse that could present dangers through the contamination and pollution of the
environment. It requires special disposal techniques to make it harmless or less
dangerous.
Hot Work : Hot Work is any work involving sources of ignition or temperatures sufficiently high to
cause the ignition of a flammable gas mixture. This includes any work requiring the
use of welding, burning or soldering equipment, blow torches, some power driven
tools, portable electrical equipment which is not intrinsically safe or contained within
an approved explosion proof housing and internal combustion engines.
Hydro-chlorofluoro- : Organic substances composed of hydrogen, chlorine, fluorine, and carbon atoms. These
carbons (HCFCs) chemicals are less stable than CFCs, and are therefore less damaging to the ozone
layer.
Injury and Ill Health : Adverse effect on the physical, mental or cognitive condition of a person
( ISO 45001: §3.18)
Information : Processed data
Information Security : Preservation of confidentiality, integrity and availability of information.
Cyber security is a subset of Information Security.
Information Security : Identified occurrence of a system, service or network state indicating a possible breach
Event of information security, policy or failure of control, or a previously unknown situation
that can be security relevant.
Information Security : Single or a series of unwanted or unexpected information security events that have a
Incident significant probability of compromising business operations and threatening information
security.
Information Security : Set of processes for detecting, reporting, assessing, responding to, dealing with, and
Incident Management learning from information security incidents.
Information system : Set of applications, services (including cloud), information technology assets, or other
information- handling components.
Integrity : Property of accuracy and completeness.
Interested party : Person or organization that can affect, be affected by, or perceive itself to be affected by
(stakeholder) a decision or activity.
Incident : An occurrence when there is damage to property, machinery, pollution or spillage of
cargo or bunkers, environment or property An event, or sequence of events, which has
occurred directly in connection with the operation of a ship that endanger, or if not
corrected, could endanger the safety of a ship, its crew or any other persons or the
environment and / or property.
Integrated : The policy, the procedures and instructions, the programs, the responsibilities and
Management System authorities, lines of communication ship and shore, audit system, all written down and /
or stored electronically to ensure compliance with ISO 9001: 2015, ISO 14001:2015,
ISO 27001:2013, ISO 50001:2018, ISO 45001:2018 and ISM Code [IMO Resolution A
741 (18)]
ISM Code : International Management Code for the Safe Operation of Ships and for Pollution
Prevention [IMO Resolution A 741 (18)]
Key : The input that controls the process of encryption and decryption. There are both secret
and public keys used in cryptography.
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TERM DEFINITION
Key Performance : Is an industry term for measuring performance in order to evaluate success.
Indicator (KPI) Key performance indicators are ways to periodically assess the performance of an
organisation, department and employee. Subsequently KPIs are most commonly
defined in a way that they are understandable, meaningful and measurable.
Level of risk : Magnitude of a risk expressed in terms of the combination of consequences and their
likelihood.
Life cycle : Consecutive and interlinked stages of a product (or service) system, from raw material
acquisition or generation from natural resources to final disposal.
Major Non- : An identifiable deviation which imposes a serious threat to personnel or ship safety or
Conformity a serious risk to the environment and requires immediate corrective action; in addition,
the lack of effective and systematic implementation of a requirement of the ISM Code
is also considered as a major Non-Conformity.
Malware : Malware, short for malicious software, is software designed to secretly control a
device, steal private information or money from the device’s owner. Malware has been
used to steal passwords and account numbers from mobile phones, put false charges
on user accounts and even track a user’s location and activity without their knowledge.
Management system : Set of interrelated or interacting elements of the Company to establish policies and
objectives, and processes to achieve those objectives.
Management system : Systematic, independent and documented process for obtaining objective evidence and
audit evaluating it objectively to determine the extent to which the audit criteria are fulfilled.
Combined audit is the audit carried out together at a single auditee on two or more
management systems.
Marine Pollution : The introduction by man, directly or indirectly, of substances or energy into the Marine
Environment ( including estuaries ) which results in such poisonous effects as harm to
living resources, hazards to human health, hindrance to marine activities including
fishing, impairment of quality for use of sea water and reduction of amenities.
Measure : Variable to which a value is assigned as the result of measurement.
Mitigate Measures : Immediate actions taken to reduce or limit any impacts caused by the existing non-
conformances.
Monitoring : Determining the status of a system, a process or an activity.
Multifactor : Multifactor authentication (MFA) is a security control that requires more than one
Authentication (MFA) method of authentication to verify the user’s identity for a login.
Multifactor authentication combines two or more independent credentials:
1. what the user knows (e.g. password);
2. what the user has (e.g. PIN received via SMS);
Near Miss : A Near Miss is a sequence of events and/or conditions that could have resulted in loss.
This loss was prevented only by an accidental break in the chain of events, and/or
conditions. The potential loss could be human injury, environmental damage or
negative business impact (e.g. repair or replacement costs, scheduling delays, contract
violations, loss of reputation). (IMO Definition (MSC-MEPC.7 / Circ .7)
Network devices : Firewalls, routers, switches, etc.
Network equipment : Physical devices required for communication and interaction between devices on a
computer network, such as routers, switches, firewalls, wireless access points.
Network owner : A network owner is the person responsible and having complete control over a
network. In case of Company’s internal networks, the network owner is usually the
ICT Administrator. In case of services operating on separate VLANs and implemented
by third-party providers, the process owner is appointed as network owner.
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TERM DEFINITION
No-blame culture : A Management structure of encouragement to promote open communication
throughout the company. (This has been replaced by the “Just Culture” in ISM Code
2010).
Non-Conformity : Non-fulfillment of a requirement. Non-fulfillment of International and / or national
regulations including the ISM Code, ISO 9001, ISO 27001, ISO 45001, ISO 14001 and
ISO 50001.
Non-Personal account : Application or system accounts that are not directly associated with a person. Login
with the account doesn’t leave an audit trace showing which person is actually using
it.
Objective : Result to be achieved.
Objective evidence : Data supporting the existence or verity of something. It can be obtained through
observation, measurement, test or by other means. For the purpose of audit generally
consist of records, statements of fact or other information which are relevant to the
audit criteria and verifiable.
Observation : A statement of fact made during a Management Audit and sustained by objective
evidence.
OH&S management : Part of company’s management system used to achieve the OH&S policy. The intended
system outcomes are to prevent injury and ill health to workers and to provide safe and healthy
workplace (ISO 45001-3.11)
OH&S objective : Objective set by the company to achieve specific results consistent with the OH&S
policy (ISO 45001-3.17)
OH&S performance : Performance related to the effectiveness of the prevention of injury and ill health to
workers and the provision of safe and healthy workplaces (ISO 45001-3.28)
OH&S policy : Intentions and direction of company, as formally expressed by top management, to
prevent work-related injury and ill health to workers and to provide safe and healthy
workplace (ISO 45001-§3.15)
OH&S risk : Combination of the likelihood of occurrence of a work-related hazardous event(s) or
exposure(s) and the severity of injury and ill health that can be caused by the events(s)
or exposure(s) (ISO 45001-§3.21)
OH&S opportunity : Circumstance or set of circumstances that can lead to improvement of the OH&S
performance (ISO 45001-§3.22)
Oil : Petroleum in any form including crude-oil. Fuel oil, sludge, oil refuse and refined
products (other than petrochemicals which are subject to the provisions of Annex II
of Marpol 73/78) and without limiting the generality of the foregoing, includes the
substances listed in Appendix I, Annex I of Marpol 73/78.
Oil Fuel : Any oil used as fuel in connection with the propulsion and auxiliary machinery of the
ship in which such oil is carried.
Oil Mixture : A mixture with any oil content.
Organic Compounds : Compounds composed of carbon and hydrogen. Organic compounds form the basic
building blocks of living tissue.
Organization : This term follows the definition as it is stated at ISO 9000:2015 Quality management
systems — Fundamentals and vocabulary.
Ozone : A gas composed of three atoms of oxygen (03). Ozone partially filters certain
wavelengths of ultraviolet light from the Earth. Ozone is a desirable gas in the
stratosphere, but in high concentrations at ground level, it is toxic to living
organisms.
Ozone layer : Zone that is formed in the stratosphere from the conversion of oxygen molecules by
(stratospheric ozone) solar radiation. Ozone absorbs much ultraviolet radiation and prevents it from
reaching the Earth.
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TERM DEFINITION
Participation : Involvement in decision-making ( ISO 45001-§3.4)
Parts Per Million : The number of "parts" by weight of a substance per million parts of water. This unit
(PPM) is commonly used to represent pollutant concentrations. Large concentrations are
expressed in percentages.
Performance : Measurable result
Preventive Action : Action to eliminate the cause of a potential Non-Conformity or other undesirable
situation (ISO 9000- 3.12.1 /ISO 45001:2018 § A.7.2.c
Prevention of Pollution : Use of processes, practices, techniques, materials, products, services or energy to
avoid, reduce or control ( separately or in combination), the creation emission or
discharge of any type of pollutant or waste, in order to reduce adverse environmental
impacts (ISO 14001-§3.2.7)
Pollution : The contamination of a natural ecosystem, especially with reference to the activity of
humans.
Portable device : A mobile computing device such as a smartphone, tablet, or laptop.
Privileged account : System or application accounts that have advanced permissions as compared to the
regular user account permissions. E.g. administrative and power user accounts.
Quality : Degree to which a set of inherent characteristics of an object fulfils requirements.
Quality and Safety : The Chief Operating Officer (COO), the Designated Person Ashore, the Technical
Board Manager, Safety & Quality Manager, Supply Manager and Security Officer form the
Safety & Quality Board. The DPA and the S & Q Manager have direct access to highest
level of management and they also have the responsibility and authority to monitor the
quality, safety and environmental protection system.
Quality Assurance : Part of quality management focused on providing confidence that quality requirements
will be fulfilled.
Quality Management : The person responsible for ensuring that the requirements of the Quality System are
Representative understood, implemented and maintained.
Quality Characteristic : Inherent characteristic of an object related to a requirement.
Quality Control : Part of the quality management focused on fulfilling quality requirements.
Quality Planning : Part of quality management focused on setting quality objectives, and specifying
necessary operational processes and related resources to achieve the quality objectives.
Recovery Point : Point in time to which data are to be recovered after a disruption has occurred.
Objective (RPO)
Recovery Time : Period of time within which minimum levels of services and/or products and the
Objective (RTO) supporting systems, applications, or functions are to be recovered after a disruption
has occurred.
Reforestation : The process of reestablishing a forest on previously cleared land.
Regulation : A legally binding document which contains legislative, regulatory or administrative
rules and which is adopted and published by a governmental authority, national or
international.
Record : Document stating results achieved or providing evidence of activities performed
Recyclable : Refers to such products as paper, glass, plastic, oil and metals that can be reprocessed
into products again instead of being disposed of as waste.
Regulatory requirement : Obligatory requirement specified by an authority mandated by a legislative body.
Requirement : Need or expectation that is stated, generally implied or obligatory.
Residual risk : Risk remaining after risk treatment
Review : Determination of the suitability, adequacy or effectiveness of an object to established

objectives.
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TERM DEFINITION
Risk : Effect of uncertainty. Risk designates the danger that undesired events represent for
humans, the environment or material values. Risk is expressed in the probability and
the consequences of undesired events
Risk acceptance : Informed decision to take a particular risk.
Risk analysis : Process to comprehend the nature of risk and to determine the level of risk.
Risk criteria : Terms of reference against which the significance of risk is evaluated.
Risk evaluation : Process of comparing the results of risk analysis with risk criteria to determine whether
the risk and/or its magnitude is acceptable or tolerable.
Risk identification : Process of finding, recognizing and describing risks.
Risk management : Coordinated activities to direct and control an organization with regard to risk.
Risk management : Systematic application of management policies, procedures and practices to the
process activities of communicating, consulting, establishing the context and identifying,
analysing, evaluating, treating, monitoring and reviewing risk.
Risk and opportunities : Potential adverse effects (threats) and potential beneficial effects (opportunities) (ISO
14001-§3.2.11)
Risk assessment : Process of evaluating the risk arising from a hazard, taking into account the adequacy
of any existing controls, and deciding whether or not the risk is acceptable.
(ISO 45001:2018 § A.7.2.c)
Overall process of risk identification, risk analysis and risk evaluation
(ISO 27001, 3.64)
Risk treatment : Process to modify risk:
Note 1 to entry: Risk treatment can involve:
 avoiding the risk by deciding not to start or continue with the activity that
gives rise to the risk;
 taking or increasing risk in order to pursue an opportunity;
 removing the risk source;
 changing the likelihood (3.40);
 changing the consequences (3.12);
 sharing the risk with another party or parties (including contracts and risk
financing);
 retaining the risk by informed choice.
Note 2 to entry: Risk treatments that deal with negative consequences are sometimes
referred to as “risk mitigation”, “risk elimination”, “risk prevention” and “risk
reduction”.
Note 3 to entry: Risk treatment can create new risks or modify existing risks.
Root Cause : A factor identified as the fundamental reason for a problem. This factor, if changed or
removed, will eliminate the problem.
Safety Management : Certification issued by the Administration or other authorized party to a ship certifying
Certificate compliance with the ISM Code [IMO Resolution A 741 (18)]
Service account : User ID’s created on ICT systems or applications, which are associated with specific
access privileges.
Significant Energy Use : Energy use (§3.5.4) accounting for substantial energy consumption (§3.5.2) and/or
(SEU) offering considerable potential for energy performance improvement (§3.4.6) (ISO
50001 Section §3.5.6)
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TERM DEFINITION
Smog (photochemical : Literally a contraction of "smoke" and "fog"; the colloquial term used for
smog) photochemical fog, which includes ozone and numerous other contaminants. Smog is
usually adds a brownish haze to the atmosphere.
SSH keys : A public/ private key pair used for authenticating to SSH servers and establishing a
secure network connection.
Static Factor : Identified factor that significantly impacts energy performance (§3.4.3) and does not
routinely change (ISO 50001 Section §3.4.8)
Statutory requirement : Obligatory requirement specified by a legislative body.
Traceability : Ability to trace the history, application or location of an object.
Threat : Potential cause of an unwanted incident, which can result in harm to a system or
organization.
Toxic : Harmful to living organisms.
User ID : Users Identity is a logical entity used to identify a user on a software, system, web-
site or within any generic IT environment. It is used within any ICT enabled system
to identify and distinguish between the users who access or use it. A user ID may also
be termed as username or user identifier.
Vulnerability : Weakness of an asset or control that can be exploited by one or more threats.
Verify : To investigate and confirm that an activity or operation is in accordance with a
specified requirement.
Examples of verification activities include inspections, tests and operational checks on
ships and their equipment prior to departing port, at sea or before entering port or
closing with the land. A system audit is also an example of a verification activity. An
independent investigation to confirm that an activity product or service conforms to
specified requirements. Verification differs from inspection in that verification is an
investigation to confirm, for example, that a prescribed inspection has been carried out.
VOC (volatile organic : The term used to describe the organic gases and vapours that are present in the air.
compound) They are believed to be involved in ground-level ozone formation. Some VOCs are
toxic air pollutants.
Worker : Person performing work or work- related activities that are under the control of the
Company (ISO 45001-§3.3)
Note: Persons perform work or work-related activities under various arrangements,
paid or unpaid, such as regularly or temporarily, intermittently or seasonally, casually
or on a part-time basis.
Workers include top management, managerial and non-managerial persons.
The work or work-related activities performed under the control of the organizations
may be performed by workers employed by the Company, workers of external
providers, contractors, individuals, agency workers, and by other persons to the
extent the Company shares control over their work or work-related activities,
according to the context of the Company.
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3.2 ABBREVIATIONS
CEC Company’s Environmental & Management Review Committee
C/E Chief Engineer
C/O Chief Officer
COO Chief Operating Officer (must always be substituted by the DCOO)
DCOO Deputy Chief Operating Officer
DEMR Deputy Environmental Management Representative
EMR Environmental Management Representative
EMS Environmental Management System
EPI Environmental Performance Indicator
FTP File Transfer Protocol
GDPR EU General Data Protection Regulation
IMO International Maritime Organization
ISMS Information Security Management System
ISO International Standard Organization
ISRA Information Security Risk Assessment
MARPOL International Convention for the Prevention of Pollution from Ships
MSDS Material Safety Data Sheet
NDA Non-Disclosure Agreement
PDCA “ Plan-Do-Check- Act” Model
PKI Public Key Infrastructure
PMS Planned Maintenance System
SCP Secure Copy Protocol.
SEC Shipboard Safety & Environmental Committee
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SSH Secure Shell
SIGGTO Society of International Gas Tankers and Terminal Operators
SMS Safety Management System
SOLAS Safety of Life at Sea (International Safety Convention)
UAM User Access Management.
UPS Uninterruptible Power Supply.
VLAN Virtual Local Area Network
VPN Virtual Private Network
VRP Vessel’s Response Plan
WPA2 WiFi Protected Access 2
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(001) CONTEXT OF THE COMPANY Eff. Date: 30/11/2021
Contents
4.1 UNDERSTANDING THE COMPANY AND ITS CONTEXT.......................................... 2
4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED PARTIES
4
4.3 DETERMINING THE SCOPE OF THE INTEGRATED MANAGEMENT SYSTEM .... 5
4.3.1 The Purpose of the Company’s Integrated Management System ................................. 5
4.3.2 Company Mission Statement ........................................................................................ 7
4.3.3 Company Vision Statement .......................................................................................... 7
4.3.4 Key Performance Indicators ........................................................................................ 7
4.4 INTEGRATED MANAGEMENT SYSTEM REQUIREMENTS ...................................... 8
4.4.1 The Company processes ............................................................................................... 8
4.4.1.1 Business Process ............................................................................................................. 9
4.4.1.2 Realization Process ......................................................................................................... 9
4.4.1.3 Supporting Process .......................................................................................................... 9
4.4.2 Documented Information to support processes........................................................... 13
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4.1 UNDERSTANDING THE COMPANY AND ITS CONTEXT
REFERENCES
ISO 9001:2015 (E) § 4.1-"Understanding the organization and its context"
ISO 14001:2015 (E) § 4.1-“Understanding the organization and its context”
The Company determines external and internal issues that are relevant to its purpose and its
strategic direction and that affect its ability to achieve the intended result(s) of its Integrated
Management System regarding the Integrated Quality, Environmental, Information Security,
Occupational Health & Safety, and Energy Efficiency matters.
The information about these external and internal issues is monitored and reviewed accordingly,
and it particularly involves:
Internal Issues  Contractual Relationships with Customers.

 Contractual Relationships with Interested Parties.
 Organizational Structure, Policies, Objectives and Strategies.
 Working conditions.
 Energy management maturity and culture and contingency
plans for interruptions in energy supply.
External Issues
 National and International Legislations.
 Changes in Law.
 Economic Shifts in the Company’s Market.
 Competition (new competitors, contractors, suppliers etc).
 Events that may affect Corporate Image.
 Changes in Technology.
 Cultural, social, political, legal, financial, technological etc.
 Restrictions or limitations on energy supply, security and
reliability, energy costs or the availability of types of energy,
effects of weather and climate change, effect on greenhouse
gas emissions.
In order to fully comprehend and comply with the needs of its defined context, the Company has
conducted a SWOT Analysis to identify:
 Strengths;
 Weaknesses;
 Opportunities and
 Threats.
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The elements mentioned in this analysis are used as a strategic direction through the implemented
ISO 9001, ISO 14001, ISO 27001, ISO 45001 and ISO 50001 Risk Assessment Plan.
This can be considered as a high level understanding of influential factors affecting, negatively or
positively, energy performance and the EnMS of the Company.
The SWOT Analysis is reviewed periodically i.e:

 on an Annual basis as part of the Management Review Meeting process or
 when significant changes, affecting the operation of the Company, occur
During such reviews the “SWOTs” are re-evaluated.
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4.2 UNDERSTANDING THE NEEDS AND EXPECTATIONS OF INTERESTED

PARTIES
REFERENCES
ISO 9001:2015 (E) § 4.2- "Understanding the needs and expectations of interested parties"
ISO 14001:2015 (E) § 4.2- “Understanding the needs and expectations of interested parties”
ISO 27001:2013 § 4.2- “Understanding the needs and expectations of interested parties”
Due to their effect or potential effect on the Company’s ability to consistently provide services
that meet Customer and applicable Statutory and Regulatory Requirements, the Company has
identified:
 Who are the Interested Parties, in addition to Workers, who are relevant to Quality,
Environmental, Information Security, Occupational Health & Safety, and Energy
Management Systems.
 What are the requirements (needs and expectations) of these Interested Parties.
 Which of these needs and expectations become Company’s compliance obligations (legal
requirements and other requirements).
The Interested Parties and their requirements are presented in the SWOT Analysis Report.
The Company monitors and reviews information about these Interested Parties and their
requirements on an Annual basis and the relevant results are presented in the Annual
Management Review Meeting.
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4.3 DETERMINING THE SCOPE OF THE INTEGRATED MANAGEMENT

SYSTEM
REFERENCES
ISO 9001:2015(E) § 4.3-"Determining the scope of the quality management system"
ISO 9001:2015(E) § 4.4-“Quality Management System and its processes”
ISO 14001:2015 (E) § 4.3-“Determining the scope of the environmental management system”
ISO 27001:2013 § 4.3-“Determining the scope of the Information Security Management System”
ISO 45001:2018 4.3-“Determining the scope of the occupational health and safety management
system”
ISO 50001:2018 (E) § 4.3-“Determining the scope of Energy Management System”.
ISM CODE - § 1.4–“Functional Requirements for a SMS”
TMSA 2: KPI 1 – 1A (All)
The Company has determined the boundaries and applicability of the Management System to
establish its Scope, which is presented in Chapter 01-“Scope” of this Manual.
The Scope is made available to Interested Parties.
When determining this scope, the Company considered:
a. The External and Internal issues;
b. The needs and expectations of relevant Interested Parties;
c. The Company’s Services, taking into account the planned or performed work-related activities;
d. The Company’s Compliance Obligations ( legal requirements and other requirements);
e. The Company’s units, functions and physical boundaries;
f. The Company’s authority and ability to exercise control and influence.
4.3.1 THE PURPOSE OF THE COMPANY’S INTEGRATED MANAGEMENT SYSTEM

The purpose of the Company’s Integrated Management System is to:
 Provide a System of Policies, Procedures and Instructions to meet the requirements of the ISM
Code, for the Safety at Sea, Prevention of Human Injury or Loss of Life, avoidance of damage
to the Environment and to property;
 Provide Safe Practices in Ship Operation and a Safe Working Environment for its Personnel
and Personnel of External Entities, who perform ISM related tasks.
 Provide safe and healthy workplaces, prevent work-related injury and ill health and continually
improve its OH&S performance.
 Develop Risk Assessments and establish Safeguards against all identified Risks;
 Continuously improve Safety Management Skills of Personnel ashore and onboard Ships,
including preparation for emergencies related both to Safety and Environmental protection;
 Comply with mandatory Rules and Regulations;
 Ensure that all applicable Codes, Guidelines and Standards recommended by the Organization,
Administrations, Classification Societies and Maritime Industry Organizations, are taken into
account;
 Provide directions and to clearly define the Responsibilities and Accountabilities at all levels
within the Organization.
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 Ensure that the Fleet is supported by Competent Shore-Based Staff who are committed to a
high standard of Fleet Management.
 Ensure that all Ships in the Fleet are adequately manned with Competent Crew who fully
understand their Roles and Responsibilities and who are capable of working as effective
teams.
 Establish Maintenance Standards so that all Ships in the Fleet are capable of operating safely
without the risk of an Incident or Detention.
 Establish and consistently apply Navigational Practices and Bridge Procedures in line with
Regulatory and Company Policies.
 Establish and consistently apply Planning and Operation Practices and Procedures which
support Regulatory and Company Policies.
 Establish Procedures for evaluating and managing changes to Operations, Procedures, Ship’s
Equipment or Personnel to ensure that Safety and Environmental standards are not
compromised (Management of Change).
 Use effective Investigation, Reporting and Follow-up methods to learn from significant Near
Misses and Incidents, and thus prevent re-occurrence by taking Corrective and Preventive
action and evaluating their effectiveness.
 Develop a pro-active approach to Safety Management, both onboard and ashore, that
includes identification of hazards (including exposures to substances which are hazardous to
health) and the implementation of preventive and mitigation measures.
 Achieve continual improvement and the prevention of nonconformities;
 Identify and provide the necessary Resources for the achievement of the Objectives and
Targets;
 Eliminate or minimize risks to Personnel and other Interested Parties who could be exposed to
Occupational Health & Safety hazards associated with its activities;
 Provide framework for managing OH&S Risks and Opportunities.
 Assure Company’s conformity with its stated Occupational Health & Safety Policy and
demonstrating conformity with ISO 45001 Standards by providing healthy and safe work
environment for Company’s Employees, reducing the frequency, severity of workplace
injuries, providing Guidelines for Emergency preparedness and informing/training
Company’s Employees on current health and safety work practices;
 Develop a System of Policies, Procedures and instructions to consistently provide services that
meet customer requirements and conforms to the requirements of the ISO 9001 Standard;
 Aim to enhance Customer Satisfaction through the effective application of the Management
System. This includes processes for continuous improvement and the assurance that the
service will conform to customer and applicable Regulatory Requirements;
 Identify the Environmental aspects and impacts of its activities, that it can control or
influence, within the defined scope of the Management System;
 Develop a System (a set of Policies, Procedures and Instructions), which conforms to the
requirements of the ISO Standard 14001 and all applicable National and International Legal
requirements which relate to the Environmental Aspects of its activities;
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 Develop and implement a System of Policies and Procedures that will ensure data,
information and systems confidentiality, integrity and availability in compliance with the
requirements of the ISO 27001 Standard.
 Set Environmental and Energy Objectives and specific Environmental Targets and develop
Environmental Plans in order to meet these Objectives and Targets;
 Develop a pro-active approach to Environmental Management which includes identification
of sources of Marine and Atmospheric Pollution, and measures for the reduction of potential
impacts both onboard and ashore.
 Continuously improve its performance to achieve the Environmental and Energy Objectives
and Targets;
 Develop a System for controlling company's energy efficiency, energy use and energy
consumption.
4.3.2 Company Mission Statement

The Company Mission Statement is found in the “Appendix K” of this Manual in Poster format,
signed and stamped by the Chief Operating Officer (COO).
The Company Mission Statement is reviewed during the Annual Management Review Meeting.
4.3.3 Company Vision Statement

The Company Vision Statement is found in the “Appendix L” of this Manual in Poster format
signed and stamped by the COO.
The Company Vision Statement is reviewed during the Annual Management Review Meeting.
4.3.4 Key Performance Indicators
The Company establishes Quality Objectives and Targets or Key Performance Indicators
(KPI) to measure the effectiveness, the progress and the continuous improvement of the IMS
(SMS/QMS/EMS/OH&SMS/EnMS/ISMS).
The KPIs for each year are established during the Annual Management Review Meetings and are
communicated to all Shore and Shipboard Personnel through an Official Company Circular.
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4.4 INTEGRATED MANAGEMENT SYSTEM REQUIREMENTS
REFERENCES
ISO 9001:2015 (E) § 4.4-"Quality Management System and its processes"
ISO 14001:2015 (E) § 4.4-“Environmental Management System”
ISO 27001:2013 (E) § 4.4-“Information Security Management System”
ISO 50001:2011 § 4.1-"General Requirements"
ISO 45001”2018 (E) § 4.4-“Occupational Health and Safety Management System”
ISO 50001:2018 (E) § 4.4-“Energy Management System”
ISM Code - § 1.4–“Functional Requirements for a SMS”
TMSA 3: KPI 1–1A (All)
The Company has established, documented, implemented and maintained the Integrated
Management System and continually improves its effectiveness, in accordance with the applicable
requirements.
Top Management ensures that:
The planning of the Integrated Management System is carried out in order to meet all the relevant
Rules, Regulations and Requirements (Management Agreements, Charter Parties and Contracts),
as well as the Integrated Quality, Environmental, Information Security, Occupational Health &
Safety, and Energy Management System’s Requirements.
The integrity of the Integrated Management System is maintained when changes are planned and
implemented.
As a means of implementing and demonstrating the determined processes, the Company has
established, documented and maintains an Integrated Quality, Environmental, Information
Security, Occupational Health & Safety, and Energy Management System covering
simultaneously the requirements of:
 ISM Code [IMO Resolution A 741(18)].
 ISO 9001:2015.
 ISO 14001:2015.
 ISO 27001:2013.
 ISO 45001:2018.
 ISO 50001:2018.
as well as other requirements of the Marine Industry (i.e TMSA).
When establishing and maintaining the Integrated Management System, the Company considers
the knowledge gained through the SWOT Analysis to:
 Understand of the Company and its context; and
 Understand the needs and expectations of the Interested Parties.
4.4.1 THE COMPANY PROCESSES

The Company has determined the processes required for the Integrated Management System and
their application throughout the Organization and has:
 Determined the Inputs required and the Outputs expected from these processes;
 Determined the sequence and interaction of these processes;
 Determined and applied the Criteria and Methods (monitoring, measurements and KPIs)
needed to ensure that the operation and control of the processes are effective;
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 Determined the Resources needed for these processes and ensure their availability;
 Assigned the Responsibilities and Authorities for these processes;
 Addressed the Risk and Opportunities when planning;
 Evaluated these Processes and implemented any changes needed to ensure that these processes
achieve their intended results;
 Improved the processes and the Integrated Management System.
The processes cover all aspects of “PRIME” operations and activities within the Integrated
Management System.
In the Company the following processes are identified / determined:
4.4.1.1 Business Process

The Business Process provides the links of the Company’s Management with the rest of the
processes and the Company’s commitment with regard to the Policies.
The following Business Processes are presented below:
 Business planning (i.e. new Vessel Type under Management, Subsidiary Office etc.)
 Management Review
 Statistical Techniques
Objective of the Process:
Determination of all activities relating to business and establishment of on-going control over the
linkage between the other processes and the Company Management, Resource Management and
measurements, Analysis and improvement to fulfil Customer Requirements.
4.4.1.2 Realization Process

The Realization Process relates to the actual Procedures for providing the identifiable services in
order to satisfy the customers.
The following realization processes are presented below:
 Key Shipboard, Safety and Emergency Operation;
 Ship’s Maintenance and Technical Support;
 Human Resources (Ashore and Onboard (crewing));
 Compliance with rules, regulations and standards;
 Ship’s Supply;
 Vessel’s Employment;
 Insurance & Claims;
Objective of the Process:
Determination of all activities relating to the provision of Ship-Management Services for the Fleets
and fulfilling the actual scope of the Certification of the Company.
The Realization Process is actually the materialization of what the Business Process has
established.
4.4.1.3 Supporting Process

The Supporting Process relates to Procedures supporting the effective and efficient functioning of
the Quality System and also includes those Procedures for acquiring the means and tools required
for the initiation and implementation of the Realization Process.
This process is interrelated with all other processes.
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The following supporting processes are presented below:

 Improvement (i.e Internal Audits, Internal Inspections, Corrective and Preventive actions,
Continuous Improvement, Customer Complaints etc)
 Resource Management (i.e Recruitment, Knowledge & Experience, Training, Infrastructure,
Conferences and Forums, Knowledge from External Providers etc)
 Administration (i.e Documentation, Records, Reports etc)
Objective of the process:
These Procedures form the essential criteria, on which the realization process will be based.
The sequence and interaction of the Company processes are shown on Fig. 1 (below).
SUPPORTING
Controls & check points to monitor and measure performance

 Customer Satisfaction
 Internal Audits
 Management Reviews
 KPIs
 Suppliers Second Party Audit
MAIN PROCESS: REALIZATION PROCESS
Receivers of
Resources of Input Activities Output Outputs
Input
 Customer  Technical  Ship  Customers
 Customer Requirements  Operations management (Ship
 Legislative  Applicable  Crewing  Chartering Owners
bodies rules and  Safety & of vessels and Cargo
 Shipping regulations Quality Receivers)
Councils  Chartering
 Other  Vetting
 Insurance
SUPPORTING
PROCESS
SUPPORTING
OC SS
Integrated Management System

Communications
Ressources
Training
Non-conformity
Corrective Action
Fig. 1
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Realization Process - Activities

SHIPMANAGEMENT CONTRACT/
CUSTOMERS VESSEL’S EMPLOYMENT COMPANY MANAGEMENT
AGREEMENT (Integrated Management
System)
LEGAL ACTIVITIES
Technical
Support
FINANCIAL SUPPLIERS
REPORTS CHARTERING ACTIVITIES
TECHNICAL DPRT CREW DPRT OPERATION DPRT INSURANCE ACTIVITIES
SUPPLIERS MANNING AGENTS SUPPLIERS SUPPLIERS
CREW
PAYMENTS ACCOUNTING DEPARTMENT
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“PRIME” does NOT choose to outsource any process that affects Service Conformity with
requirements.
However, the Company out-sources limited activities, which are controlled through the Subcontractor
and Communication Procedures, which are included in the Quality Management System.
4.4.2 DOCUMENTED INFORMATION TO SUPPORT PROCESSES

The Company maintains Documented Information within the Integrated Management System to
support the operation of the Company’s Processes and retains documented information (records,
reports etc) to have confidence that the processes are being carried out as planned.
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(001) LEADERSHIP Eff. Date: 30/09/2022
Contents
5.1 LEADERSHIP AND COMMITMENT ....................................................................................... 2
5.1.1 General .................................................................................................................................. 2
5.1.2 Customer Focus ..................................................................................................................... 5
5.2 COMPANY POLICIES ............................................................................................................... 6
5.2.1 Company Policies .................................................................................................................. 6
5.2.2 Familiarization with the Policies ........................................................................................... 8
5.3 ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES ........................ 10
5.3.1 Responsibility and authority ............................................................................................ 10
5.3.1.1 Management Agreement .................................................................................................................................. 10
5.3.1.2 Declaration of Company .................................................................................................................................. 10
5.3.1.3 Responsibilities, Authorities and Interrelation................................................................................................. 11
5.3.2 Designated Person Ashore (DPA) ....................................................................................... 15
5.4 CONSULTATION AND PARTICIPATION OF WORKERS ............................................. 1615
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5.1 LEADERSHIP AND COMMITMENT
5.1.1 GENERAL
REFERENCES
ISO 9001:2015 § 5.1.1-"Leadership and Commitment"
ISO14001:2015 § 5.1.1-"Leadership and Commitment"
ISO 27001:2013 § 5.1 -"Leadership and Commitment"
ISO 45001:2018 § 51.1-"Leadership and Commitment"
ISO 50001:2018 § 51.1-"Leadership and Commitment”
ISM Code - § 3–“Responsibilities & Authorities”
TMSA 3: KPI 1-1.1-"Management Commitment is clearly defined in documentation that includes
mission and vision statements, policies and procedures"
TMSA 3: KPI 1-4.3-"All vessel and shore personnel demonstrate their commitment to HSSE
excellence”
TMSA 3: KPI 1A-1.1-“Management ensures that Company policy and the supporting procedures and
instructions cover all the activities undertaken”
The Company’s Top Management undertakes the Leadership and the Commitment to provide all
necessary material, financial and human resources which are necessary to develop an adequate
Integrated Management System which complies with the requirements of:
 ISM Code  ISO 45001:2018
 ISO 9001:2015  ISO 50001:2018
 ISO 14001:2015  Other requirements of the International Maritime Organization
(IMO).
 ISO 27001:2013
The Top Management of “PRIME” is committed:
 To take accountability for the effectiveness of the IMS.
 To provide evidence for the development and implementation of the Integrated Management
System and for the continual improvement of its effectiveness.
 To provide Services and communicate to the Company the importance of meeting Customer, as
well as, Statutory and Regulatory Requirements, by ensuring that all levels of the Company
adhere to the applicable Requirements as described in the Integrated Management System.
 To ensure that the Policies, Objectives and Targets are established and are compatible with the
context and strategic direction of the Company.
 To ensure the integration of the IMS into the Company’s Business processes.
 To promote the use of the Process Approach and Risk-based Thinking.
 To ensure that the resources needed for the IMS are available.
 To communicate the importance of the effectiveness of the IMS and the conformance to its
requirements.
 To ensure that the IMS achieves its intended results.
 To engage, direct and support persons to contribute to the effectiveness of the IMS.
 To promote improvement.
 To support other relevant management roles to demonstrate their leadership, as it applies to their
areas of responsibility.
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“PRIME’s” Top Management demonstrates a commitment to meeting the requirements of the

adopted ISO Standards (ISO 9001, 14001, 27001 and 50001) through:
 Establishing an Integrated Management System, in accordance with the above mentioned ISO
Standards, and continually documenting, implementing, maintaining and improving it.
 Establishing the Quality, Environmental Protection, Information Security, Occupational Health&
Safety and Energy Management System Objectives.
 Treating information security as a critical business topic.
 Ensuring that the information security governance framework is supported by an information
security strategy and an information security assurance program.
 Ensuring the availability of resources (human resources, organizational infrastructure, technology
and financial resources) essential to establish, implement, maintain and improve the Integrated
Quality, Environmental, Information Security, Occupational Health & Safety and Energy
Management System requirements.
 Defining roles, allocating responsibilities and accountabilities, and delegating authorities.
 Creating an environment for awareness and fulfillment of Customer requirements, as well as
requirements of the other ISO Standards, as well as Statutory and Regulatory requirements;
 Encouraging workers to report incidents, hazards, risks and opportunities.
 Communicating the importance of meeting all the above requirements;
 Performing Management Reviews in all aspects related with the Integrated Quality,
Environmental, Information Security, Occupational Health & Safety and Energy Management
System.
 Ensuring the formation of an Energy Management Team.
 Ensuring that the Energy Performance Indicators (EnPIs) appropriately represent energy
performance.
 Continuously assessing the resource needs in order to maintain and improve the acceptable
performance levels.
“PRIME’s” Top Management demonstrates a commitment to meeting the requirements of the

adopted ISO 45001 through:
 Taking overall responsibility and accountability for the prevention of work-related injury and ill
health, as well as the provision of safe and healthy workplaces and activities.
 Ensuring the integration of the OH&S Management System requirements into the Company's
Business Processes.
 Communicating the importance of effective OH&S Management and of conforming to the OH&S
Management System requirements.
 Ensuring that the OH&S Management System achieves its intended outcomes.
 Directing and supporting persons to contribute to the effectiveness of the OH&S Management
System.
 Ensuring and promoting continual improvement.
 Supporting other relevant Management Roles to demonstrate their leadership, as it applies to their
areas of responsibility.
 Developing, leading and promoting a culture in the Company that supports the intended outcomes
of the OH&S Management System.
 Protecting workers from reprisals (punishment) when reporting incidents, hazards, risks and
opportunities.
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 Ensuring the Company establishes and implements a process for consultation and participation
of workers.
 Supporting the establishment and functioning of Health and Safety committees.
Furthermore Top Management is responsible for:

 Ensuring that the Policies are understood, implemented and maintained at all levels of the
Organization and are compatible with the strategic direction of the Company.
 Ensuring that all Personnel have been suitable familiarized with the Company Policies and
Objectives and are equality committed to the achieving them and striving for continuous
improvement.
Top Management Commitment is evidenced as follows:

 The Company’s Policy Statements are signed by the Chief Operating Officer (COO).
 The COO is actively involved in the establishment and implementation of the Integrated
Management System.
 He has provided the Mission & Vision Statements, as well as the Strategic Direction for the
growth of the Company, and has established the relevant Objectives.
 The COO chairs the Management Review Meetings.
Management Review Meetings are carried out QUARTERLY, in order to evaluate the
implementation status of the Integrated Management System in the Company and to discuss
Management matters for improvement.
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5.1.2 CUSTOMER FOCUS
REFERENCES
ISO 9001:2015 § 5.1.2-"Customer focus"
Top Management ensures that Customer Requirements are met,

with the aim of enhancing Customer Satisfaction.
The Company recognizes that its Customers are the Owners of the Vessels under Management and the
Vessels’ Employers.
It is therefore important to the Company, to keep the highest Customer Satisfaction in a wider spectrum.
For this purpose, the Company determines:

 Customer requirements;
 Additional requirements, not stated by the Customers, whether necessary for the intended use or
defined by the Company procedures, focusing on enhancing Customer satisfaction;
 Statutory and Regulatory Requirements;
 The risks and opportunities that can affect Conformity of services and the ability to enhance
Customer Satisfaction.
In addition, the Company has established and maintains procedures for identifying and having access
to all legal and other Requirements that are applicable to the Quality, Environmental, Information
Security, Occupational Health & Safety and Energy aspects of Company’s Services as required by:
 ISM Code
 ISO 9001:2015
 ISO 14001:2015
 ISO 27001:2013
 ISO 45001:2018
 ISO 50001:2018
 Requirements of the International Maritime Organization ( IMO)
Reference Documents
 Customer Feedback PRO/ PROCEDURE 15
 Contract Review PRO/ PROCEDURE 19
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5.2 COMPANY POLICIES
REFERENCES
ISO 9001:2015 § 5.23-"Policy"
ISO 14001:2015 § 5.2-“Environmental Policy”
ISO 27001:2011 § 5.2-“Policy”
ISO 45001:2018 § 5.2-"Occupational Health & Safety Policy"
ISO 50001:2018 § 5.2-"Energy Policy"
ISM CODE § 2.1–“Safety and Environmental Protection Policy”
TMSA 3: KPI 1-1.1-"Management commitment is clearly defined in documentation that includes
Mission Statement, Policies and Procedures"
TMSA 3: KPI 1A-1.1-“Management ensures that Company Policy and the supporting procedures and
instructions cover all the activities undertaken”
TMSA 3: KPI 1A: 1.2-“Policy and Procedures are formally reviewed at regular intervals to ensure
robustness and effectives”.
TMSA 3: KPI 3A-1.4-“A formal Drug and Alcohol Policy is implemented and a system is in place to
monitor it on a regular basis”.
TMSA 3: KPI 3-2.3-“Policy and procedures include cyber security and provide appropriate guidance
and mitigation measures”.
TMSA 3: KPI 13-3.1-“A travel policy is in place to minimize security threats to personnel”
TMSA 3: KPI 13-3.3-“The Security Policy and related procedures are included in the Internal Audit
program.
TMSA: KPI 10A-1.1:“An Environmental Protection Policy and Management Plan is in place”.
5.2.1 COMPANY POLICIES

The Company Policies are the following:
1. Quality, Safety & Health Policy
2. Environmental Protection & Energy Efficiency Policy
3. Drug and Alcohol Policy
4. Master’s Ultimate Authority
5. Security Policy
6. Mission Statement
7. Vision Statement
8. Corporate Social Responsibility
9. Anti-bribery Policy
10. Anti-bullying Policy
11. Sexual Harassment Policy
12. Social Media Policy
13. CCTV Policy
14. Company Travelling Policy
15. Office Building Security Policy
16. General Data Protection Policy
17. Whistle Blowing Policy-Shipboard
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18. Whistle Blowing Policy-Office

19. Computer, E-mail and Internet Usage Policy
20. Mobile Phone Use Policy-Office
21. Workplace Violence Prevention Policy
22. Remote Work Conduct Policy
23. Information Security Policy
24. Clean Desk and Clear Screen Policy
25. Information Classification Policy
All the above will be referred to as “Company Policies” and are “Documented Information”.
The Company Policies are found in the Appendices F-Z+ of this Manual.
The following functions are included in the implementation of the Company’s Policy:
 Appointment of Senior Managers with Executive Responsibility, as the Management
Representatives.
 Provision of a framework for establishing and reviewing objectives and targets.
 Commitment to the applicable requirements and fulfilment of Company’s Compliance
Obligations, Legal and other requirements.
 Commitment to continual improvement of the Integrated Management System.
 Communication, understanding and implementing of the Policies within the Company at all levels.
 Provision of adequate Human and other Resources.
 Definition and documentation of the Company structure, Personnel Responsibilities,
Qualifications, Authority and Interactions.
 Definition, documentation and implementation of Company activities, in the form of Procedures.
 Provision of suitably Qualified Personnel, establishment of Employees’ Qualification Criteria,
Training Requirements and Schedules and their execution for ensuring Performance of assigned
work.
 Establishment of Procedures for Non-conformities and applying Corrective and Preventive actions
for avoidance of future recurrence.
 Establishment of procedures for conducting Internal Audits and Management Reviews.
 Adherence to a documented and efficient Integrated Management System.
The Company Policies, Vision and Mission Statements are reviewed on an Annual basis, during
the Management Review Meeting to ensure that they are still effective, remaining relevant to the
Company activities, are still appropriate to the purpose and context of the Company, and support
the Company’s Strategic direction.
In addition to the Policy, the Company has taken additional measures for the protection of the
environment as follows:
A. Anti-fouling Paints
The Company uses TBT-Free Antifouling paints only.
B. Chlorofluorocarbons ( CFCs )
MARPOL 73/78 Annex VI requirements are fully implemented, on their due dates.
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C. Halons
The Company does not use Halon. All systems are using CO2.
D. Exhaust Gases
The Company requires all its vessels to monitor and adjust engine fuel injection systems and boiler
oil firing equipment for optimum performance in order to reduce sulphur oxides (SOx) and
nitrogen oxides (NOx) in exhaust gases.
MARPOL 73/78 requirements are fully implemented, on their due dates.
E. Cargo Emission
The Company requires all its vessels to take all available measures to reduce the possibility of cargo
emissions during cargo transfer and carriage. A closed loading/discharging is followed, and vapour
return is used, if the Terminal facilities permit.
F. Garbage Management
The Company expects all its vessels to follow the Garbage Management Plan as per MARPOL
73/78- Annex V. MARPOL 73/78 Annex VI requirements are fully implemented, on their due date.
G. Disposal of residual wastes
The Company has established a clear procedure for the disposal of slops/residual wastes to shore
facilities.
No disposal is allowed, if the Company is not fully assured that the residual wastes will be disposed
by the receiving Shore Facilities, as per all International Rules and Regulations.
H. Ship Recycling
The Company supports the reduction of pollution during ship scrapping by highlighting the areas
of the ship that require care (i.e. containing asbestos). Furthermore, all New-buildings must have
Green Passport notations. Facilities to be used for recycling must comply with IMO Resolution.
Additionally, it is Company Policy NOT TO BURN PLASTICS in the Incinerator even though the
Incinerator may be certified for such operation.
5.2.2 FAMILIARIZATION WITH THE POLICIES

At all times, the Company ensures that the Company’s Policies and the Vision & Mission Statements
are maintained as Documented Information and are:
 Communicated to,
 Understood by,
 Applied by,
 Maintained by
all the Office and Shipboard Employees.
They are also communicated to any Interested and other Third Parties involved in the activities of the
Company following the provisions of PROC 09- Suppliers and Contractors Procedure (i.e. Manning
Agents, Contractors, and Charterers etc).
The Policies are included as Appendices in the ISMS Manual (001), which is the LEVEL 1 Manual of
the Company IMS.
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Copies of the most important Policies Statements, in “Poster” Form, are posted ashore and onboard.
As a minimum, the following Policies must be found posted:

 Quality, Safety and Health Policy.
 Environmental Protection and Energy Efficiency Policy.
 Drug and Alcohol Policy.
 Statement of Master’s Ultimate Authority.
 Security Policy.
 Vision and Mission Statements.
 Anti-bullying Policy (MLC 2006 Requirement).
All Policies (applicable to the Vessels) must be readily available for review:
1- In the ISMS Manual (001) in the relevant Appendices (F to Z+).
(found in the Company’s ERP).
2- In the Officers’ and Crew Messrooms in Hard Copy Folders.
3- In the Employee Handbook (for Office Staff).
All Office and Shipboard Personnel are familiarized with the Policies on employment.
All the Company’s Familiarization Checklists include familiarization with the Policies Statements i.e
the forms include an “Employee Policy Declaration”, which is signed by the Office or Shipboard
Employee and states:
“I have been familiarized with the Company Policies, I have reviewed and understood them and I
fully agree”.
The Company communicates its Policies to Interested Parties and External Entities who are
involved in ISM- related tasks (i.e Manning Agents, Contractors etc) either through Familiarization
Checklists onboard or at their premises, during Official Meetings and Audits.
Reference Documents
IMS Manuals
 Shore Personnel Recruitment and Selection PRO/PRO 20A
 Shore Based Personnel PRO/PROC 20B
 Shipboard Personnel PRO/PROC 21
 Training PRO/PROC 23
 Suppliers and Subcontractors PRO/PROC 09
IMS Forms
 Office Department Familiarization Checklists OFF/HRD/007-015
 Safety and Security Familiarization Checklists SF/CRW506-506R
 Contractor’s Familiarization Checklist SF/CRW/506C
 Armed Guards Safety Familiarization Checklist SF/SEC/917
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5.3 ORGANIZATIONAL ROLES, RESPONSIBILITIES AND AUTHORITIES
5.3.1 RESPONSIBILITY AND AUTHORITY
REFERENCES
ISM Code § 3.1–"Company Responsibility and Authority".
ISM Code § 3.2–“The Company must define and document the responsibility, authority and
interrelation of all personnel who manage, perform and verify work relating to and affecting safety
pollution prevention”
ISM Code § 5– Master’s Responsibility and Authority.
ISO 9001:2015 § 5.3-“Organizational Roles, Responsibilities and Authorities”.
TMSA: KPI 1A: “Management, Leadership and Accountability”.
TMSA: KPI 10A-2c: “The Company has clearly assigned management responsibility for each
environmental issue”.
TMSA 3: KPI 1A- 1.1-“Management ensures that Company Policy and the supporting procedures
and instructions cover all the activities undertaken”.
TMSA 3: KPI 2-1.1 "A pre-recruitment process is in place that ensures candidates for key shore-
based positions have the appropriate qualifications, experience and competence".
TMSA 3: KPI 2-3.2- “Sufficient shore-based personnel are provided to implement the SMS
effectively”.
TMSA 3: KPI 5-1.1-"The company designates appropriate shore-based personnel responsible for
navigational standards".
TMSA 3: KPI 1A-2.2-“Managers’ roles, responsibilities and accountabilities for achieving objectives
are defined within the SMS”.
5.3.1.1 Management Agreement

When a new vessel joins the Company Fleet, and the Owning Company is different than the Managing
Company, then an Official Document is issued i.e. the “Management Agreement”.
Through this "Management Agreement", the Owning Company authorizes the Managing Company to
manage its vessels, under the terms and conditions which are stated there-in.
5.3.1.2 Declaration of Company

As soon as the “Management Agreement” is signed by both the Owning Company and the Managing
Company, it is the duty of the Legal Department to notify the Vessel’s Flag Administration.
This is processed by filling-in the relevant forms provided by the Flag Administration.
(e.g. for the Administration of Marshall Islands- Form MI-297A).
Copies of the Management Agreement and the Declaration of Company are held by:
 Legal Department
 S&Q Department
 Vessel, in Master’s File
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Note:
When the Flag Administration receives the Declarations (Company, DPA and CSO), they provide the
Company with a “Letter of Acknowledgement”.
This document must be attached to the respective Declaration (s).
The S&Q Department as well as the vessels must maintain in their Filing System, the Declarations and
the relevant “Letter(s) of Acknowledgment”.
5.3.1.3 Responsibilities, Authorities and Interrelation

The Chief Operating Officer (COO) must ensure that Management Roles and individual
responsibilities are clearly established, assigned, communicated, understood and documented.
Top Management assigns the Responsibility and Authority for:
 Ensuring that the IMS conforms to the requirements of the ISO Standards adopted by the
Company.
 Ensuring that the processes are delivering their intended outputs.
 Reporting to Top Management on the performance of the IMS and on opportunities for
improvement.
 Ensuring the promotion of Customer Focus (for ISO 9001), Environmental and Energy
Saving focus (for ISO 14001 & 50001), Occupational and Health & Safety Focus (for ISO
45001) and Information Security Management focus (ISO 27001).
 Ensuring that the integrity of the Management System is maintained when changes to the IMS
are planned and implemented.
All Company Personnel on shore and onboard, are given clearly worded, unambiguous definitions of
their Responsibilities and Authority, enabling them to have a full and clear understanding of what is
expected of them.
The level of competence for the tasks involved has been clearly stated.
Senior Management must ensure that Shore and Shipboard Personnel are adequately, certified,
qualified and experienced to undertake their duties.
The lines of Authority, Responsibility and Interrelations of Company Employees are clearly defined
in the Organizational Charts (Organograms):
 APPENDIX B (1&2) :Shore-Based Organization,
 APPENDIX D: Ship-Based Organization
 Emergency Communications Organization, as per Emergency Procedures Manual.
The Responsibilities and Authorities of the Office and Shipboard Employees have been clearly defined
in Appendices of this Manual, as follows:
 APPENDIX C-Shore Based Personnel Responsibilities and Authorities (Job Descriptions).
 APPENDIX E-Shipboard Personnel Responsibilities and Authorities (Job Descriptions).
Recruitment Procedures are in place to ensure that Shore and Shipboard Personnel are adequately
certified, qualified and experienced to undertake their duties as follows:
 PRO/PROCEDURE 20A-Shore Personnel –Recruitment and Selection
 PRO/PROCEDURE 20B-Shore Based Personnel
 PRO/PROCEDURE 21-Shipboard Personnel
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The Standard Minimum Experience and Qualifications for Shipboard Personnel are clearly defined:
 in Procedure PRO 21- “Shipboard Personnel” and
 in Form SF/CRW/511-“Crew Qualifications and Documents”
Other responsibilities for carrying out specific procedures, tasks and activities are identified and
allocated within the Integrated Management System Manuals.
Briefly:
SHORE BASED PERSONNEL
1. Top Management (Chief Operating Officer (COO)
The main objective is to ensure:
 The Management of the Company.
 The establishment and approval of Goals, Objectives & Policies in compliance with the
adopted ISO Standards, and other Statutory and Regulatory requirements.
 The development of Strategies (based on Risk-Based Thinking and Opportunities).
 The Company develops, implements and maintains a Safety Management System which
includes the functional requirements listed in the ISM Code.
 The approval of Management Programs.
 That the Fleet is supported by competent shore-based and shipboard staff, who are committed
to a high standard of Fleet Management.
 That Shore-Based Staff are given Key Roles to play in the effective management of the Fleet
and in supporting safe operations at sea.
 That all vessels in the Fleet have motivated, trained, qualified, adequate and competent crew to
carry out their roles.
 The provision of resources for their implementation (i.e. approving control measures resulting
from Risk Assessments) and the continuous assessment of these resources.
Resources include:
o Finance.
o Office and Shipboard Personnel with specialized skills, knowledge, experience.
o Office spaces and utilities (infrastructure).
o Information Technology.
o Other Technology.
 Ensuring that the Company operates in a reputable manner with regard to their Customers,
Employees, the Community and the Environment.
The Chief Operating Officer (COO) is officially authorized to represent the Board of Directors
and to act and sign on behalf of them.
He also acts as Chairman in the Management Review Meetings.
2. The Designated Person Ashore (DPA) is responsible to monitor the safe operation of each vessel
and the implementation of the IMS in compliance with the ISM code.
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3. The Department Managers and the Masters are given the authority and are responsible to ensure
that in their area of responsibility:
 The requirements of the IMS are implemented effectively.
 They establish goals and objectives which support the Company’s overall strategy.
 They develop and implement policies, procedures and practices that fulfill the established goals
and objectives.
 Processes are delivering their intended outputs.
 Non Conformities are reported.
 Opportunities for improvement are suggested.
 Corrective and Preventive Actions are taken to avoid recurrence.
 Corrective Actions and preventive actions are periodically reviewed for effectiveness.
4. Each Office Employee is responsible to effectively implement the tasks assigned to him as per the
Company’s IMS and the directions of his/her Manager and to exercise his
Authority/Supervision/Cooperation as per the lines of Authority and Interrelations, which are
established and documented in the Company Organization Charts and the IMS Manuals.
With regards to the responsibilities for the implementation of the Environmental and Energy matters
of the IMS, the following parties are responsible:
 Top Management.
 Environmental and Energy Management Representatives.
 Office and Shipboard Organization Levels (as per Organization Chart).
 Company Environmental and Energy Committee (CEC).
 Shipboard Environmental and Energy Committee (SEC).
The Company’s Environmental and Energy Committee (chaired by Environmental and Energy
Efficiency Managers and consisted by all Shore-based Managers and selected Ships Masters, if
required):
 Periodically identifies aspects, determines significance, establishes environmental and energy
objectives and targets, creates environmental and energy efficiency management programs and
reviews their progress;
 Ensures that all vessels follow environmental and energy efficiency measures and programs as
these are identified in Company’s procedures and SEEMP;
 Overviews the development, implementation and maintenance of Environmental and Energy
Efficiency parts of the Integrated Management System giving as required, guidance to
Environmental and Energy Efficiency Managers on any changes to Environmental and Energy
management systems, policy, performance and relevant key performance indicators.
 Implements action plans to continually improve energy performance.
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SHIPBOARD PERSONNEL
Shipboard Personnel are responsible to effectively implement the Responsibilities assigned to them
as per the Company’s IMS and to exercise their Authority/Supervision/Cooperation as per the lines
of Authority and Interrelations, as established and documented in the Company Organization Charts
and the IMS Manuals.
The Responsibilities of the following Shipboard Ranks are described in detail in APPENDIX E of this
manual:
 Master
 Chief Officer/ Safety Officer
 Second Officer
 Third Officer (If the vessel has two Third Officers, the Master must clearly define their duties)
 Chief Engineer
 Second Engineer
 Third Engineer
 Fourth Engineer
 Gas Engineer (on LPG Vessels)
 Electrician /Electro-Technical Officer (ETO)
 Pumpman
 Bosun
 Deck Rating
 Engine Room Rating
 Fitter
 Sandblaster
 Cook
 Messman
 Deck Cadets
 Engine Room Cadets
CONTRACTORS
Duties and Responsibilities of Riding Teams (Painters) and Third Party Contractors are included in:
 Maintenance Manual (MTN (005) – Section 05-“Riding Teams-Contractors”.
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5.3.2 DESIGNATED PERSON ASHORE (DPA)
REFERENCES
ISM Code §4–“Designated Person Ashore”
IMO MSC-MEPC.7/Circ.8 28 June 2013 “Revised Guidelines for the operational implementation of
the International Safety Management (ISM) Code by Companies
APPENDIX C-Shore Based Personnel Responsibilities and Authorities (Job Descriptions)
In order to comply with the ISM Code, the Company has designated a person ashore (here-after
referred as Designated Person Ashore “DPA”) with direct access to the Top Management who should
monitor the safe operation of each vessel. The DPA should verify and monitor all safety and
pollution prevention activities in the operation of each vessel.
The DPA has direct communication between the Ships’ staff and the Company’s Top Management.
It is the responsibility of the Chief Operating Officer (COO) (through the Legal and S&Q
Departments) to officially declare the DPA to the Vessels’ Flag Administrations.
i.e for the Administration of Marshall Islands –Combined form MI-297B.
The Company has officially assigned the responsibility and authority of the
Information and Communication Technologies (ICT) functions and the resulting
Information Security Management System,
to the Information and Communication Technologies Manager.
The Company has officially assigned the responsibility and authority of the
Shore Human Resources (HR) functions,
to the Human Resources Manager.
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5.4 CONSULTATION AND PARTICIPATION OF WORKERS
REFERENCES
ISO 45001:2018 § 5.4-“Consultation and participation of workers”.
The Company has established, implements and maintains procedures for Company’s Personnel
consultation and participation at all levels and functions of the Company, and where they exist,
Employees' Representatives, in the development, planning, implementation, performance evaluation
and actions for improvement of the occupational health and safety matters of the Integrated
Management System.
The Company utilizes employees and / or employees' representatives ashore and onboard, at various
levels, capacities and activities and materializes the consultation and participation of employees
through:
 Their involvement, of not only the managerial staff but all employees, for consultation in:
o Health and Safety Meetings, the agenda of which cover essential matters for occupational
health and safety.
o The development and review of the Occupational Health and Safety policy and objectives.
o Development and revision of the occupational health and safety matters of the Integrated
Management System and prior consultation where there are any changes that affect their
Occupational Health and Safety.
o Determining the needs and expectations of interested parties.
o The assignment of organizational roles, responsibilities and authorities.
o Determining controls for external providers.
o Determining what needs to be monitored, measured and evaluated.
o Planning, implementing and maintaining audit programmes.
o Ensuring continual improvements.
 The provision of ongoing training, resources and encouragement relevant to the consultation and
participation.
 The provision of timely access to clear, understandable and relevant information about the
 The removal of obstacles or barriers to participation by responding to employees' inputs,
translating essential policies /procedures / instructions to their language and maintaining "a non-
blame" culture.
 Their involvement, of not only the managerial staff but all employees, for participation in:
o Hazard identification, risk and opportunities assessment and determination of control
measures.
o incidents and nonconformities investigation and determination of the corrective actions;
o Determining what needs to be communicated and how this will be done.
o Determining competence requirements, training needs, training and evaluating training.
Reference is made to several procedures of the Integrated Management System, including the
requirements of the MLC 2006.
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The Company has established, implements and maintains procedures for Company’s Personnel
participation in the following activities by:
 appropriate involvement in hazard identification, risk assessments and determination of controls;
 appropriate involvement in incident investigation;
 involvement in the development and review of Occupational Health and Safety policy and
objectives;
 consultation where there are any changes that affect their Occupational Health and Safety;
 representation on Occupational Health and Safety matters.
Any person that participates in the aforementioned activities shall be informed about his participation
arrangements by the responsible person for Occupational Health and Safety matters.
This applies both ashore and onboard.
For any changes that affect Contractors’ occupational health and safety, it is the responsibility of the
responsible Manager, in co-operation with the Occupational Health and Safety Representative, to
inform the Contractors in time.
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(001) PLANNING Eff. Date: 30/11/2021
Contents
6.1 ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES ..................................................... 2
6.1.1 Risk-based thinking - General ............................................................................................... 2
6.1.2 Environmental Aspects & Impacts ....................................................................................... 4
6.1.3 Compliance Obligations ........................................................................................................ 5
6.1.4 Planning Action ..................................................................................................................... 6
6.2 OBJECTIVES AND PLANNING TO ACHIEVE THEM .......................................................... 8
6.2.1 Objectives and Targets .......................................................................................................... 8
6.2.1.1 Safety Management System Objectives & Targets ............................................................................................ 9
6.2.1.2 Quality Management System Objectives & Targets ........................................................................................ 11
6.2.1.2.1 General Office Objectives & Targets............................................................................................................ 11
6.2.1.2.2 Safety and Quality Department Objectives ................................................................................................... 12
6.2.1.2.3 Marine /Vetting Department Objectives ....................................................................................................... 13
6.2.1.2.4 Crew Department Objectives ........................................................................................................................ 13
6.2.1.2.5 Training Department Objectives ................................................................................................................... 14
6.2.1.2.6 Human Resources Department Objectives.................................................................................................... 14
6.2.1.2.7 Technical Department Objectives ................................................................................................................. 14
6.2.1.2.8 Purchasing Department Objectives ............................................................................................................... 15
6.2.1.2.9 Operations Department Objectives ............................................................................................................... 15
6.2.1.2.10 Legal Department Objectives...................................................................................................................... 15
6.2.1.2.11 Office Administration Objectives ............................................................................................................... 15
6.2.1.2.12 ICT Department Objectives ........................................................................................................................ 16
6.2.1.2.13 Indicative Company Quality KPIs .............................................................................................................. 16
6.2.1.3 Environmental Management System Objectives ............................................................................................. 17
6.2.1.4 Health Management System Objectives ........................................................................................................ 17
6.2.1.5 Energy Efficiency Management System Objectives and Targets .................................................................. 18
6.2.1.6 Information Security Management System Objectives and Targets ............................................................... 19
6.2.2 IMS planning to achieve objectives .................................................................................... 20
6.2.2.1 General............................................................................................................................................................. 20
6.2.2.2 Quality Management Planning ........................................................................................................................ 21
6.2.2.3 Environmental Management Planning ............................................................................................................. 22
6.2.2.4 Occupational Health and Safety Management Planning .................................................................................. 26
6.2.2.5 Energy Management Planning ......................................................................................................................... 27
6.2.2.6 Information Security Management Planning ................................................................................................... 29
6.3 Planning of Changes – (Management of Change) .................................................................. 31
6.4 Energy Review........................................................................................................................ 32
6.5 Energy Performance Indicators .............................................................................................. 32
6.6 Energy Baseline ...................................................................................................................... 33
6.7 Planning for Collection of Energy Data ................................................................................. 33
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6.1 ACTIONS TO ADDRESS RISKS AND OPPORTUNITIES
REFERENCES
ISO 9001:2015 § 6.1-"Actions to address risks and opportunities"
ISO 50001:2018 § 6.1-"Actions to address risks and opportunities”
6.1.1 RISK-BASED THINKING - GENERAL
The referenced International Standards specify the requirement for the Company to understand its
context and determine Risks, as a basis for planning.
“Risk-based Thinking” is used to:
 Plan and implement the processes.
 Comply with obligations and other issues and requirements, and
 Assist in determining the extent of “Documented Information”.
Actions taken to address risks can include:
 avoiding the risk
 taking the risk in order to pursue an opportunity
 eliminating the risk source
 changing the likelihood (or consequence if possible)
 sharing the risk
 retaining the risk by informed decision
Risk is the effect of uncertainty, however, any such uncertainty can have positive or negative results.
Opportunities can arise from a situation favorable to achieve an intended result.
Actions to address opportunities can also include consideration of associated risks.
Opportunities can lead to the adoption of new practices, launching of new products or services, opening
new markets, addressing new Customers, building partnerships, using new technology etc.
A positive deviation arising from a risk can provide an opportunity, but not all positive effects of risk
result in opportunities.
When determining the risks and opportunities for Occupational Health and Safety matters of the
Integrated Management System, the Company takes into consideration the hazards, the occupational
health and safety risks and opportunities and legal and other requirements.
When planning for the IMS, the Company has considered the following external and internal factors:
 The government regulations and changes in the law.
 The economic shifts in the Company’s market.
 The Company’s competition, events that may affect corporate image.
 And changes in Technology.
and has considered:
 Who the Interested Parties might be.
 What their relevant interests might be.
and has determined the Risks and Opportunities that need to be addressed to:
 Give assurance that the Integrated Management System achieves its intended result(s).
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 Enhance desirable effects.

 Prevent, or reduce, undesired effects.
 Achieve continual improvement.
 Evaluate the effectiveness of these actions.
The Company determines, and where necessary, takes action to address any risks or opportunities
that can affect energy performance.
By identifying risks and opportunities when planning the Integrated Management System, the
Company is able to anticipate potential scenarios and consequences, so that undesired effects can be
addressed before they occur.
Similarly, favourable considerations or circumstances that could offer potential advantages or
beneficial outcomes can be identified and pursued.
This process can be regarded as complementary to the Energy Review, in order to control and
improve the energy performance.
The Company has decided to utilize the “SWOT” Analysis (Strengths–Weaknesses-Opportunities and
Threats).
The SWOT analysis is the key to set up a stable Organization.
An analysis of such kind is of great use. It helps in understanding the aims, goals, and ambitions of the
Company.
At the same time, it presents a clear image of the “Pros” and “Cons” related to the Company’s activities.
Based on that approach, the Company can capitalize on advantages and/or avoid the disadvantages.
Identifying, Analysing, Evaluating and Controlling the Risk:
1 Establish the context What activities are we talking about?
2 Identify the Risks What might affect the outcome?
3 Analyze the risks Prioritize the risk
4 Evaluate the Risks Can we live with this risk?
Control/Treat the Risks Actually implement what you decided

5
affectively must be done to control the risk
6 Review (annually) Is it working?
Within the scope of the Integrated Management System, the Company also determines potential
Emergency Situations (also involving Risk), including those that can have an Environmental Impact
and Hazard Identification and Assessment of Risk and Opportunities for Occupational Health and
Safety matters.
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The process for Hazard Identification and assessment of risks and opportunities for occupational health
and safety matters is further analyzed in the "Occupational Health and Safety Management Planning"
of this Chapter.
6.1.2 ENVIRONMENTAL ASPECTS & IMPACTS
REFERENCES
ISO 14001:2015 § 6.1.2-"Environmental Aspects"
“PRIME” has established and maintains procedures for:

 Identification and maintenance of a comprehensive database of Environmental Aspects of its
activities, products and/or services , that it can control and those that it can influence
and their associated Environment Impacts, considering a life-cycle perspective.
 Identification of significant aspects, which provide the basis for the established
Environmental Objectives and Targets.
 Establishment of criteria to determine those Aspects that have or can have significant
Environmental Impact, by using established relevant Criteria i.e emissions of NOx, SOx etc.
“Document Information” must be maintained for the above (Aspects, Impacts, Criteria).
The Company determines the Risks and Opportunities related to its Environmental Aspects that need
to be addressed in order to:
 give assurance that the Integrated Management System achieves its intended outcomes;
 prevent, or reduce, undesired effects, (including the potential for external environmental
conditions), which may affect the Company;
 achieve Continual Improvement.
The Company also determines potential Emergency Situations (also involving Risk), including those
that can have an Environmental Impact.
The Company’s Management is responsible for:

 the development and maintenance of Environmental Aspects and Impacts ;
 the identification of significant aspects with input from both Shipboard and Shore-based staff.
Top Management shall review and authorize the final list of significant Environmental Impacts, and
shall consider these, when setting Environmental Objectives, Targets and Programs.
Environmental aspects, and their related environmental impacts, are identified for activities, products,
services and operations within the scope of Integrated Management System.
The list of Environmental Aspects and Impacts shall include direct and indirect impacts.
The list shall be maintained and updated on an ongoing basis in response to changes in:
 Ships’ technology,
 Type,
 Area of operation,
 Legislation and
 Related requirements
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The significance of Environmental Aspects and Impacts is determined and compared in order to
consider the severity and probability of any potential impact and related Public and Corporate concerns.
6.1.3 COMPLIANCE OBLIGATIONS
REFERENCES
ISO 14001:2015 § 6.1.3-“Compliance Obligations”
ISO 45001:2018 § 6.1.3-“Determination of Legal requirements and other requirements”
The Company:
 Determines the Compliance obligations related to its Environmental Aspects and has access to
these obligations;
 Determines the legal requirements and other requirements related to its occupational health and
safety objectives;
 Determines how these Compliance Obligations apply to the Company and what needs to be
communicated;
 Takes these Compliance Obligations into account when establishing, implementing, maintaining
and continually improving its Management System.
The Company maintains “Documented Information” for its Compliance Obligations. The Company
maintains a current database of applicable Statutory, Class and International Bodies / Associations
legal and other requirements and updates, related or affecting the Operation, Safety, Health, Quality,
Environmental, Energy behavior of the Company. The company has arranged to gain access to all
applicable laws, resolutions, regulations, policies and guidelines. Legal Department supports on their
interpretation.
Compliance Obligations can result in Risks and Opportunities to the Company.
The Company is responsible to fulfill the requirements of the:
 “Management Agreements”
 “Charter Party Agreements”
Additionally, the Company is responsible to:

 determine all other Statutory, Regulatory, Legal and other requirements which are necessary;
 incorporate these requirements in the IMS.
All the Company’s Manuals are based on the requirements of:
o ISM Code
o ISPS Code
o SOLAS
o MARPOL 73/78
o STCW
o ISGOTT
o SIGGTO
o IMO Requirements
o Ship’s Flag Administration
o Classification Society
o ISO 9001 (latest edition)
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o TMSA
o MLC 2006
Legal requirements can include:
 Legislation (national, regional or international), including statutes and regulations;
 Decrees and directives;
 Orders issued by regulators;
 Permits, licenses or other forms of authorization;
 Judgments of courts or administrative tribunals;
 Treaties, conventions, protocols;
 Collective bargaining agreements.
Other requirements can include:

 Company's requirements;
 Contractual conditions;
 Employment agreements;
 Agreements with interested parties;
 Agreements with health authorities;
 Non-regulatory standards, consensus standards and guidelines;
 Voluntary principles, codes of practices, technical specifications, charters;
 Public commitments of the Company.
The Company takes Compliance Obligations, Legal requirements and other requirements into
account when establishing, implementing, maintaining and continually improving the Integrated
Management System.
6.1.4 PLANNING ACTION
REFERENCES
ISO 14001:2015 § 6.1.4-“Planning Action”
ISO 45001:2018 § 6.1.4-“Planning Action
ISO 50001:2018 § 6.1.2-“Action to address risks and opportunities”
The Company has a Planning Process that includes:

 identification of environmental aspects and determination of those which are significant;
 identification of activities and processes that can affect energy performance;
 identification of compliance Obligations / applicable legal and other requirements;
 Risks and Opportunities;
 Preparation for and respond to emergency situations.
When planning these actions, the Company considers the following:

 Technological options;
 Financial requirements;
 Operational requirements;
 Business requirements;
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 Best Practices.
When the above factors have been identified, the Company takes action to:
 Integrate and implement the actions relevant to the Environmental, Energy and OH&S
Management System in the Integrated Management System;
 Evaluate the effectiveness of these actions.
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6.2 OBJECTIVES AND PLANNING TO ACHIEVE THEM
6.2.1 OBJECTIVES AND TARGETS
REFERENCES
ISM Code §1.2–“Objectives”

ISO 9001 § 6.2-“Quality objectives and planning to achieve them"
ISO 14001 § 6.2-“Environmental objectives and planning to achieve them”
ISO 27001 § 6.2-“Information security objectives and planning to achieve them”
ISO 45001 § 6.2-“OH&S objectives and planning to achieve them”
ISO 50001 § 6.2-“Objectives, energy targets and planning to achieve them”
TMSA 3: KPI 1A-2.2-"Managers’ roles, responsibilities and accountabilities for achieving objectives
are defined within the SMS”
TMSA 3: KPI 1-3.1–"Shore management establishes targets related to HSSE performance and
conducts measurements to assess and verify their implementation”.
TMSA 3: KPI 3.2-“The steps required to HSSE excellence at each level of the action plan are clearly
defined by management”
TMSA 3: KPI 1–2.3-“Vessel and shore-based management teams promote the safety and
environmental excellence”
TMSA 3: KPI 10-2.2- “The environmental management plan addresses efficient use of energy and
includes actions to improve environmental performance”
TMSA 3: KPI 10-3.2- Specific emissions reduction targets are set in the environmental management
plan.
TMSA 3: KPI 10-3.3- “A long-term environmental plan is maintained”.
“PRIME” has established Quality, Environmental, Information Security, Occupational Health &
Safety and Energy Objectives and Targets.
The established Objectives and Targets:
 Are consistent with the Safety-Health-Quality-Environmental-Energy - Information Security
Policies and the commitment to continual improvement;
 Are measurable ( if practicable) ;
 They reflect Top Management’s Commitment to Quality, Regulatory and Legal Compliance,
Pollution Prevention, Safety Prevention, Injury and ill Health, Environmental Protection,
Energy Efficiency, Information Security and Continual Improvement to every aspect;
 Are relevant to Conformity of Products and Services and to the enhancement of Customer
Services;
 Are monitored regularly;
 Are communicated ;
 Are updated/ revised when new requirements or new significant aspects are identified.
In setting its Objectives and Targets, Top Management has taken into consideration Statutory,
Legal and other Requirements ( i.e. Industry) , its significant Aspects, its Significant Energy Use
(SEU), its opportunities to improve energy performance, its Financial, Technical and Business
requirements, and the views of Customers and other Interested Parties (where practical).
In addition, the results of the assessment of risks and opportunities and the results of consultation
with employees and their representatives are also taken into consideration.
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The Company maintains Documented Information on the established Objectives.
An important Objective of the Company is to continuously promote the concept of

“Safety and Environmental Excellence”.
(Definition: An operation with effective Management systems that consistently achieves reliable
and incident-free performance).
This concept requires the following steps for each Operation :
 Plan
 Do
 Check
 Act
In order to reach the Company’s Vision and Mission, which is the final high-level and long–term
goal:
 Zero Fatalities,
 Zero Incidents,
 Zero Spills at Sea
and further more :
 Zero damage to sea and land.
 No harm to people
The Company aims to reach these Goals through Continuous Improvement.

To achieve this, Top Management undertakes the commitment to continuously assess the resource
needs of the IMS, so as to maintain and improve the acceptable Performance Levels.
The Company uses Key Performance Indicators (KPI) to measure the effectiveness, the progress and
the continuous improvement of the IMS.
During the Management Review Meetings :

o The Annual KPIs are established and are communicated to all Shore and Shipboard
Personnel through an Official Company Circular.
o The achievement of the KPIs of each Department are discussed during the Management
Review Meetings.
In case some have not been achieved, the reasons must be presented and documented.
o The evaluation of the Quality Objectives and any possible revisions are discussed and
documented.
6.2.1.1 Safety Management System Objectives & Targets

The Objectives of the Company IMS are:
 To ensure safety at sea.
 To prevent human injury or loss of life.
 To avoid damage to the Environment and in particular to the Marine Environment and to property.
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The Company’s Quality Objectives are also stated in the Company’s:

 Mission statement ( Appendix K-of this Manual )
 Vision Statement ( Appendix L-of this Manual )
Company Objectives are:

 To provide for Safe Practices in Ship operation and a safe working environment for its Personnel
and the Personnel of External Entities, who perform ISM-related tasks.
 To develop Risk Assessments and to establish Safeguards against all identified risks.
 To continuously improve Safety Management skills of its Personnel ashore and onboard Ships,
including preparation for Emergencies, related both to Safety and Environmental protection.
 To comply with mandatory Rules and Regulations.
 To ensure that all applicable Codes, Guidelines and Standards, recommended by the
Organization, Flag Administrations, Classification Societies and Maritime Industry
Organizations, are taken into account.
 To provide a System of Policies, Procedures and Instructions to meet the requirements of the
ISM Code , for the Safety at Sea, Prevention of Human Injury or Loss of Life, avoidance of damage
to the Environment and to property.
 To provide directions and to clearly define the Responsibilities and Accountabilities, at all levels
within the Organization.
 To ensure that the Fleet is supported by Competent Shore-Based Staff, who are committed to a
high standard of Fleet Management?
 To ensure that all Ships in the Fleet are adequately manned with Qualified, Certificated,
Experienced and Medically Fit Crew, who fully understand their Roles and Responsibilities and
who are capable of working as effective teams.
 To establish Maintenance Standards so that all Ships in the Fleet are capable of operating safely,
without the risk of an Incident or Detention.
 To establish and consistently apply Navigational Practices and Bridge Procedures, in line with
Regulatory and Company Policies.
 To establish and consistently apply Planning and Operation Practices and Procedures, which
support Regulatory and Company Policies.
 To establish procedures for evaluating and managing changes to Operations, Procedures, Ship’s
Equipment or Personnel to ensure that Safety and Environmental standards are not compromised.
(Management of Change).
 To use effective Investigation, Reporting and Follow-up methods to learn from significant Near
Misses and Incidents, and thus prevent re-occurrence by taking Corrective and Preventive action
and evaluating their effectiveness.
 To develop a pro-active approach to Safety Management, both onboard and ashore, that
includes identification of hazards (including exposures to substances which are hazardous to
health) and the implementation of Preventive and Mitigation measures.
 To develop a pro-active approach to Environmental Management, which includes
identification of sources of Marine and Atmospheric pollution, and measures for the reduction of
potential Environmental impacts both onboard and ashore.
 To develop Procedures and Processes for Energy Conservation (i.e cold ironing)
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6.2.1.2 Quality Management System Objectives & Targets

The Quality Objectives of the Company are the following:
 To satisfy the needs of the Customers and Employees by providing Quality oriented, efficient and
timely Services;
 To continuously improve the Services offered to its Customers by implementing Quality into all
aspects of our work;
 To maintain a work environment where employees may develop their skills;
 To develop a Company Culture focused on Customer Satisfaction;
 To achieve and maintain a Quality (ISO 9001) Management System;
 To adhere to the applicable National Requirements and International Regulations and Codes of
Practice;
 To provide Services of the highest Quality Standard.
 To maintain a recognized Market Image and Reputation.
 To maintain a Team of Employees (Office and Ship Personnel) of the highest caliber, and to provide
them with the resources and motivation to perform their Responsibilities and tasks in the most
efficient, effective and professional manner.
 To maintain smooth cooperation with reputable Suppliers who have been assessed and approved
as meeting the required standards before use, and are thereafter subject to regular re-assessment.
 To actively promote a Quality Culture throughout the Company’s Organization, ashore and at sea.
 To protect People, Property and the Environment.
 To ensure that the Vessels managed by the Company are monitored closely, with great emphasis
being placed on the Ships’ condition, performance and operational standards.
 To ensure appropriate training of Office and Ship Personnel in carried out.
 To utilize Technological advances to optimize efficiency.
In more detail, the Quality Objectives established by Top Management for each Office Department are
the following:
6.2.1.2.1 General Office Objectives & Targets

 Management Commitment to promote the concept of Safety and Environmental excellence and
continuous improvement.
 Management Commitment to promote security in the Office Premises.
 High Employee retention rate of Key Personnel– over 70 % over a two-year period.
 Employment of adequate Office Personnel to provide full supervision at all times.
 Continuous evaluation of staff training needs.
 High Office Employee awareness, training, education status.
 Organized and Documented system of Office Employee interviews & recruitment.
 Organized and Documented Systems of Office Employee appraisals.
 Organized and Documented System of Office employee Familiarization.
 Improved Office Environmental conditions. (Non-smoking, emergency exits, adequate working
space per employee, control of noise, humidity, comfortable temperature, adequate lighting, air-
conditioning).
 Organized Storage Facilities, for easy traceability of Company’s Archive files.
 Organized Information System on a Central Date Base/location for all Office use, and frequent
verification of the ability of the Computer Software and Hardware to satisfy the existing
applications and to be adequate for any intended new applications.
 Appropriate control measures in order to prevent Information Security Breaches.
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 Controlled System of handling Incoming/Outgoing Information.

 Effective communication in Office as well as with the Vessels and Third Parties.
 Adequate hardware and software facilities for effective communication.
 Prompt structured and systematic investigation of Accident /Incidents and Near Misses, by trained
and experienced Shipboard and Office staff and rapid notification for sharing lessons learnt across
the Fleet.
 Efficient Management of Change processes.
 Effective Risk Management System to reduce the risk of any re-occurrence or related incidents.
 Active participation and involvement of Employees in the development of IMS documentation.
 Active participation in the guidance, briefing and de-briefing of Shipboard Senior Officers.
 Organized and Documented system for the acquisition of new Vessels
 Effective and comprehensive Management Review Meetings.
6.2.1.2.2 Safety and Quality Department Objectives

The Objectives of the S&Q Department include:
 Ensuring at all times compliance with the ISM /ISPS Code, MLC 2006, the ISO Standards
adopted by the Company and all IMO Rules and Regulations, Flag Administration requirements
and Industry requirements, in cooperation with the other Departments.
 Maintaining a good timing in the update of the IMS to include the latest International
Requirements, Flag Administration requirements and the latest trends of the Marine Industry.
 Maintaining high-level support to the Vessels on ISM/ISPS/MLC 2006/ QMS / ISO 45001 issues.
 Maintaining the Department’s quick response to Vessels and Authorities.
 Improving the ISM/ISPS/ISO Internal Audits ashore and onboard, in order to identify Non
Conformities and take immediate corrective actions for their rectification, before the External
Audits.
 Minimizing Non-Conformities during External Audits.
 Minimizing Document Control problems.
 Minimizing unnecessary bureaucracy.
 Minimizing Crew Injuries through correct safety procedures, in cooperation with the other
Departments (The target is set at a LTIF & TRCF rate which must be lower than that of the
Marine Industry. An annual comparison (benchmarking) with ITOSF or Intertanko average
figures must be made).
 Encouraging the reporting of Near Misses (at least three (3) per month per Vessel), as well as the
Reporting of Serious Near Misses.
 Enhancing the reporting of Behavioral Safety Issues (unsafe acts and unsafe conditions) and
encouraging the STOP WORK Authority.
 Encouraging the anonymous reporting of safety issues, through the use of the Seafarers’
Notebooks.
 Analyzing the safety –related reports mentioned above and taking corrective actions in order to
prevent accident and incidents.
 Making efforts to identify “WEAK SIGNALS” and take timely corrective and preventive action,
through Safety Campaigns and Alert Messages.
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6.2.1.2.3 Marine /Vetting Department Objectives

The Marine/Vetting Department Objectives are the following:
 Improve HSSE awareness and performance in the Fleet.
 Improve environmental friendly practices and achieve the target for Zero (0) pollution incidents.
 Monitor the condition of the Life Saving and Fire Fighting Appliances through audits, inspections,
review of relevant reporting forms and ensure that these appliances are kept in good condition and
ready for immediate use, minimizing any malfunctions.
 Ensure Fleet compliance with International Regulations related to Safety, Navigation and Oil
Majors’ requirements.
 Analyze observations raised during Third Party Inspections (SIRE, PSC, Flag, and CDI).
 Ensure that Fleet approvals are in accordance with the Charter Parties.
 Maintain Nautical standards across the fleet. Improve the Safety of Navigation.
 Provide familiarization and training to Officers and contribute to Incident Investigations, Safety
Drills and Emergency Preparedness.
6.2.1.2.4 Crew Department Objectives

The Crew Department Objectives are:
 To comply at all times with STCW and Industry requirements and practice.
 To man its Vessels with suitably qualified, trained and medically fit seamen in compliance with
International, Flag State Regulations and recommendations and MLC 2006 Requirements.
 To implement and extended recruitment and interview process, especially for Senior Officers,
aiming to fulfill these positions from within the Company (Career and Skill Development).
 To provide payment remuneration to its Shipboard Personnel in accordance with Internationally
accepted levels, also taking into consideration their abilities, and to affect payments in a timely
manner, as stipulated by MLC 2006.
 To provide its Shipboard Personnel a stable working environment with a continuity of employment,
regular appraisals, career and skill development and continuous training, viewing not only the Ship-
owner, but also the career Seafarer as a client.
 To ensure that the Flag State Medical requirements are strictly complied with.
 To keep a high average job retention rate of its Senior Officers, higher than 80% over a two-year
period, thus developing its own “POOL” of qualified Seafarers and promoting from within.
 To keep high standards of Safety, by increasing their safety awareness through continuous safety
training, and by providing all necessary safety equipment.
 To keep high standards of hygiene, and to provide adequate healthy victualing, so as to maintain
their fitness and health.
 To provide Shipboard Personnel with rest periods as per International Conventions.
 To keep high standards of Crew satisfaction, motivation and commitment through courteous
treatment and welfare programs.
 To ensure that the future Manning needs are met, through a Planning Process, taking into account
age & time of retirement (Age profiling), experience and qualifications.
 To minimize the employment of unsuitable Crew.
 To eliminate incidents of fraud Crew Certificates.
 To minimize low Crew performance behavior and low discipline.
 To ensure full compliance with the Company’s Drug & Alcohol Policy.
 To ensure that Crew fully understand the importance of protecting the environment and achieving
and maintaining Customer satisfaction.
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 To improve the procedures for auditing the Manning Agent.

 To minimize Crew complaints.
 In cooperation with other Departments, to minimize Accidents and Crew Injuries.
6.2.1.2.5 Training Department Objectives

The Training Department Objectives are:
 To plan and follow-up any training needs identified during recruitment, interviews, service etc in
order to ensure that Personnel have the required knowledge , skills and capabilities.
 To retain the core technical skills of key staff and Third Party Contractors, through initial on-the –
job training and refresher training. Key Staff are also sent to participate in Industry Forums,
seminars and conferences.
 To encourage and support Personnel taking higher education courses in order to improve their
value, to provide career and skill development and to improve possibilities for promotion.
 To ensure that Shipboard Personnel are properly and timely trained to meet new International
Requirements (e.g. ISPS Code, ECDIS, and MLC 2006 etc.)
6.2.1.2.6 Human Resources Department Objectives

The Human Resources Department Objectives are:
 To ensure that workplace standards and practices meet ethical criteria and are guided by Company’s
moral values.
 To ensure that the Company’s Office is manned with properly qualified and skilled Employees.
 To implement recruitment, interview and screening procedures, aiming to select employees best
suited for the Office positions to be filled.
 To contribute in Employees’ performance improvement through appraisals, career and skill
development, coaching and continuous training.
 To maintain Office employee’s retention rate higher than 70% over a two-year period.
 To sustain Office employee’s satisfaction, motivation and commitment through advice, problem
solving and other available means.
 To plan forward aiming at future Office staff needs are timely met.
6.2.1.2.7 Technical Department Objectives

The Technical Department Objectives are:
 To ensure compliance at all times with Class, IMO and Industry requirements.
 To minimize machinery defects.
 To identify and solve the root problem of defects common to all Vessels.
 To improve the Dry-Dock specifications to be complete and include all the repairs required.
 To improve the physical condition of the Vessels.
 To improve maintenance procedures.
 To improve the Vessel’s inspection status.
 To arrange for Surveys, certificate renewals in a timely manner.
 To operate within the Budget limits.
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6.2.1.2.8 Purchasing Department Objectives

The Purchasing Department Objectives are:
 To ensure that control is applied where spares and stores are purchased by the Company, so that
quality, safety, economy and sufficiency are always maintained.
 To ensure that original spares are supplied for Main Equipment and Machinery.
 To monitor and assess the performance of all Suppliers and keep a register of approved suppliers
and contractors.
 To ensure that orders are approved by responsible Managers and placed with approved suppliers.
 To define responsibilities in respect to the issue of orders.
6.2.1.2.9 Operations Department Objectives

The Operations Department Objectives are:
 To provide first class Ship Management services in accordance with the terms and conditions of
the Charter Party following sound commercial Ship management practices.
 To provide operational expertise to Vessels on voyage and time charter and to operate the
Vessels in a cost effective manner and consistent with the Company Policies in order to optimize
commercial performance while delivering operational assurance and minimize off-hires.
 To ensure optimum profitability from each fixture, including monitoring on the commercial
performance of the Company fleet.
 To minimize claims of any kind (cargo shortage, contamination, slow discharge or loading rates,
speed performance, consumption etc)
 To promote and maintain the Company’s reputation at high levels.
 To reduce to a minimum Sea and Air pollution.
 To ensure that Hire is invoiced and collected in the most efficient and accurate manner possible.
 To ensure Tank Cleaning Safety and Energy Saving.
6.2.1.2.10 Legal Department Objectives

The Legal Department Objectives are:
 To have all Vessels under full insurance coverage at all times
 To handle all claims in the most effective way.
 To have well documented procedures for the acquisition/sale of Vessels
6.2.1.2.11 Office Administration Objectives

The Office Administration Objectives are:
 To provide a suitable hygienic working environment and necessary infrastructure to enable
employees to perform their duties.
 To provide Communication Systems.
 To provide supportive secretarial services.
 To provide all stationary and other supplies necessary for the operation of the Office.
 To organize and continuously monitor the established environmental objectives (reasonable use of
water, electricity, paper)
 To organize and continuously monitor recycling procedures (paper, aluminum, ink cartridges,
batteries, computer hardware etc).
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6.2.1.2.12 ICT Department Objectives

The ICT Department Objectives are:
 To provide the appropriate ICT capabilities, digitalization and innovation on both shore facilities
and vessels, in alignment with the company’s strategic goals and objectives.
 To provide an effective Information Security Management System that maximizes data, information
and systems confidentiality, integrity and availability.
 To monitor the environmental aspects (energy conservation, recycling etc.) directly related to the
ICT Responsibility.
6.2.1.2.13 Indicative Company Quality KPIs

Some examples of KPIs are the following:
 To have Zero (0) Fatalities
 To have Zero (0) Incidents, Spills to the Environment (sea and land).
 To maintain an average retention rate over a 2-year period of Shipboard Officers above 80 %
(TMSA)
 To maintain an average retention rate over a 2-year period of key shore staff and superintendents
above 70 %, other than planned attrition. ( TMSA )
 To have LTIF (Lost Time Injury Frequency) and TRCF (Total Recordable Cases Frequency) less
than the Industry Average. ( i.e Intertanko )
 Vessel Visits by Top Management (the number of visits/ year is established during the Management
Review Meeting )
 To meet all Customers’ requirements, by achieving Management Agreements requirements and by
reducing relevant claims.
 To reduce repetitive Customer Complaints and Customer complaints/ non-conforming service.
 To reduce Non-conformities / observations raised during day-to-day operation, Internal and
External audits.
 To reduce Port State Control deficiencies and to achieve zero (0) Port State Control detention.
 To reduce Serious Near Misses / Hazardous Occurrences / Incidents.
 To reduce the Off-hire periods due to technical or operation failures.
 To reduce the number of equipment failures including breakdowns and machinery damages
regarding the average level of the previous year.
 To monitor the Repatriation cases due to Alcohol Abuse / Sickness / Accident / Bad Performance
comparing with the total number of recruited seafarers.
 To reduce Courier expenses by using advanced technologies (paperless systems).
 To reduce communication expenses by using of advanced technologies.
 To increase the number of Best Practices implemented onboard the Vessels.
 To establish a minimum number of Near Misses / per month / per Vessel to be reported
(established during the Management Review Meeting).
 To reduce Navigational observations during Port State Control, USCG, and Vetting Inspections as
well as during External Audits.
 To reduce the repetition of observations raised during Internal & External Inspections and Audits.
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6.2.1.3 Environmental Management System Objectives

A generic list of objectives regarding Environment is presented here-below, whereas the actual
Objectives and Targets (goals) for every year are presented in the Environmental Programs:
 Accomplish Zero (0) fatal accidents and oil spill incidents.
 Continuous monitoring of Laws and Regulations.
 Reduce Fuel Oil Consumptions.
 Prohibit the Incineration of plastics onboard Vessels.
 Update Vessel’s Hazardous / Dangerous Material List and reduce material generated / existing
onboard if possible.
 Continuous monitoring and updating of MSDS for Bunkers and Lubricants carried onboard.
 Train and educate Senior Officers on environmental issues.
 Record waste generated onboard and promote discharge ashore for recycling.
 Implement the Ship Energy Efficiency Management Plan (SEEMP).
 Reduce the volume of paper used in the Office.
 Maintain electrical consumption within the Office.
 Reduce of waste generated in the Office.
 Enhance recycling of Office used batteries.
 Reduce the consumption of tap water used by the Office.
 Conduct at least one training and education program for office employees by an External Party.
 To maintain each Ship and her equipment at the highest possible state of operational level in order
to be efficient, environmental and energy friendly.
 Use environmentally acceptable lubricants to all under-water equipment, as well as wire ropes or
other equipment subject to immersion.
 All new-buildings to obtain Green Passport.
 Arrange to install / modify equipment to comply with new ECA requirements for burning sulphur
fuel (MGO).
Some examples of Environmental KPIs are the following:
 Accomplish zero fatal accidents and oil spill incidents.
 Monitor the onboard energy conservation and efficiency through SEEMP
 Maintain a number of Vessels certified by Green Award
 Minimization of the use of refrigerant gases (CFCs, HCFCs, HFCs) onboard.
 Monitor and record type/quantities of garbage generated onboard in order to achieve a reduction.
 Record and reduce the consumption of non-environmentally friendly chemicals onboard.
 Reduce the volume of paper used in the office.
 Reduce electrical consumption within the building.
6.2.1.4 Health Management System Objectives

A generic list of objectives & targets regarding Health is presented here-below, whereas the actual
objectives and targets (goals) for every year are presented in the Occupational Health Programs:
 To record health and ill health incidents ashore and onboard by reporting health incidents, including
off duty cases such as cold, infection, fever etc.
 To provide high standards of health ashore by:
o Catering Personnel to be medically examined for Hepatitis B and AIDS every two years and
Aids prior to signing on.
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o Medical locker to be readily available and fully supplied as per Flag Administration
requirements, and Company Policy and to be checked by a qualified pharmacist as per Flag
Administration requirements.
 To promote antismoking campaigns. Maintain anti-smoking policy within Office premises.
 To carry out other Health Campaigns ( i.e Weight Loss , etc )
 All office Personnel to receive awareness training on ISO 45001 Standards.
 To provide high standards of health onboard by:
o Checking and analyzing the quality of fresh water regularly and, if necessary, bottled drinking
water to be consumed.
 Newly hired/promoted Masters to receive awareness training on ISO 45001 Standards.
 To provide continuously improved working environment ashore by low radiation PC screens to be
provided.
 To provide continuously improved working environment onboard by:
o Checking of Working and Resting hours.
o Internet access for Crew to be provided onboard.
o Monitor Noise level in Engine room.
 To arrange sample of Vessels to be audited against ISO 45001 requirements.
6.2.1.5 Energy Efficiency Management System Objectives and Targets

In addition to the Environmental objectives, the Company has set objectives and targets for Energy
Efficiency which are technically feasible, economically reasonable and consistent with the operational
activity of the Vessel.
A generic list of objectives & targets regarding Energy Efficiency is presented here-below:
 Performing Ship Energy audit and assessment on board its fleet.
 Providing training to Officers and Engineers on “Energy Efficiency”.
Using the industry best practices to analyze the GHG emissions including CO2 for entire fleet annually.
 Monitoring KPIs set for EEOI.
 Monitoring the Fuel efficient operations by implementing the measures of the Ship Energy
Efficiency Plan (Analyzing and improving the voyage planning and its performance utilizing the
most optimum route, establishing the optimum speed limits as per voyage planning, adjusting and
setting the correct settings on Auto Pilot, reviewing the weather routing practices, calculating the
trim optimization, cleaning the hull).
 Monitoring the Ballast Water Exchange procedure for optimizing the necessary Ballast Water
quantity and the optimal trim.
 Monitoring the optimum Cargo heating (checking the condition of the cargo heating insulation and
stream traps).
 Cleaning the propeller, when necessary to reduce resistance.
 Monitoring, measuring and improving the Main engine condition and performance, and auxiliary
machinery performance optimization (timings, pressures, temperatures etc).
 Monitoring the electric load of Auxiliary Engines.
 Maintaining boiler and steam piping in good condition.
 Controlling Fuel Quality by purchasing bunkers as per internationally recognized standards.
 Minimizing the generation of sludges.
 Using energy saving bulbs and switch off lights to all lighting areas on board.
 Use appropriate additives.
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 Monitor fuel consumption on board.

 Monitoring the onboard energy conservation and efficiency through SEEMP
In order to achieve the objectives and targets, the Company establishes and maintains programs as
per SEEMP.
6.2.1.6 Information Security Management System Objectives and Targets

The Company has identified the following objectives for the Information Security Management System:
 Data and information assets must be confined to people authorized to access and not be
disclosed to others.
 Keeping the data intact, complete and accurate, and ICT systems operational.
 Data, Information, or ICT systems are at the disposal of authorized users when needed.
Reference Documents
 Management Review PRO/ PROCEDURE 11
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6.2.2 IMS PLANNING TO ACHIEVE OBJECTIVES
REFERENCES
ISO 9001:2015 § 6.2-"Quality objectives and planning to achieve them"
ISO 14001:2015 § 6.2-“Environmental objectives and planning to achieve them”
ISO 27001:2015 § 6.2-“Information Security objectives and planning to achieve them”
ISO 45001:2018 § 6.2.2-“Planning to achieve OH&S objectives”
ISO 50001:2018 § 6.2.3-“Planning to achieve objectives and energy targets”
TMSA 3: KPI 10-1.2-“All sources of marine and atmospheric emissions attributable to Company and
Vessel activities have been systematically identified”.
TMSA 3: KPI 1-1.2-“Senior management demonstrates a clear commitment to implementing the
SMS”.
TMSA 3: KPI 1-3.1-“Shore management establishes targets related to HSSE performance and
conducts measurements to assess and verify their implementation”.
TMSA 3: KPI 1A-1.1-"Management ensures that Company policy and the supporting procedures and
instructions cover all the activities undertaken”.
6.2.2.1 General
The Company has identified and defined the activities and resources needed to achieve its established
Safety, Quality, Environmental, Information Security, Occupational Health & Safety and Energy
Objectives and to meet Customer Requirements.
Planning is consistent with all requirements of the Integrated Management System and the results are
documented.
Planning consists of the summary of inter-related systems, which achieve the service rendered.
When planning how to achieve the Objectives and Targets, the Company determines:
 What will be done?
 What resources are required?
 Who will be responsible?
 When will it be completed?
 How the results will be evaluated?
 How the actions for achievement will be integrated into the company's business process?
The Planning Process covers the following issues:

 The Shore-based processes and Shipboard Operations required in the Management System.
 The Shipboard realization processes and resources needed, identifying Quality, Environmental,
Information Security, Occupational Health & Safety and Energy Efficiency characteristics at
different stages and operations in order to achieve the desired results.
 The verification activities, the criteria for acceptability and the relevant records needed.
 Specific measurable and attainable Action Plans and programs as these have been established in
Ship Energy Efficiency Management Plan.
 Designation of responsibility and authority for achieving objectives at relevant functions and levels
of the company.
 The means and time-frame by which the objectives are to be achieved.
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Planning ensures that, if required, organizational changes are conducted in a controlled manner and
that the Integrated Management System is maintained during such changes.
The steps which must be followed in the Planning Process are the following:
 Definition of the "Product / Service"
( What will be done ? )
 Selection of ISO Standard (s)
(How will it be done ? )
 Decision on who will carry out the development.
( Who will do ? )
 Identify the resources required for execution. (What is required ?)
 Appointment of Management Representative to have the overall monitoring.
( Who is overall responsible? )
 Employment of competent specialized Personnel or training of existing Personnel.
(What knowledge, competence and experience is required ? )
 Review of Compliance obligations / Legal requirements, if applicable.
(Legal issues )
 Establishment of a Policy and full commitment to it.
(Strategy, commitment)
 Establishment of the Objectives of the Office in general and specific Quality Objectives for each
Office Department.
(Measurable Targets and objectives against which performance will be evaluated )
 Time frame of implementation
 Re-evaluation of Employee Qualifications, Responsibilities and Job Descriptions.
 Development of Documentation required by the selected ISO Standard (s).
 Inclusion/ Integration of the requirements of the ISO Standards in the Company Management
System.
 Full Implementation of the requirements of the selected ISO Standards, reporting and record
keeping.
 Certification by a Recognized Authority.
 Continuous monitoring and measurement.
 Internal Audits, Non-Conformities, Corrective Actions and Preventive actions.
 Management Reviews, Analysis of Findings.
 Continuous Improvement.
6.2.2.2 Quality Management Planning

The Company ensures that the planning of the Quality Management System is carried out in order to
meet its requirements and the established Quality objectives.
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The Plan- Do-Check- Act (PDCA) Cycle can be applied to all processes and to the QMS as a whole
and it can be briefly described as follows:
Plan Establish the objectives of the system and its processes, and the resources needed to deliver
results in accordance with Customer’s requirements and the Company’s policies, and identify
and address risks and opportunities;
Do Implement what was planned;
Check Monitor and (where applicable) measure processes and the resulting products and services against
policies, objectives, requirements and planned activities, and report the results;
Act Take actions to improve performance, as necessary.
Representation of the structure of ISO 9001 in the PDCA cycle
(The numbers in brackets refer to the clauses in the ISO Standards)

In addition, the management ensures that when changes to the Quality Management System are planned
and implemented according to the procedures, the integrity of the system is maintained.
6.2.2.3 Environmental Management Planning

The Company has established and maintains the Environmental Management System taking into
account its context and the needs of the interested parties, e.g. employees, Customers, competitors,
regulators, etc. The Environmental part of the Integrated Management System (IMS) described in this
Manual follows the “Plan-Do-Check-Act” (PDCA) Management Model, according to the International
Standard ISO 14001 (as found under Introduction § 0.4).
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ACTION Requirements Examples of ISO 14001 EMS

Environmental Aspect
Environmental Aspects
(EA) identification
Identification &
compliance with Compliance obligations
PLAN
requirements
Evaluating
Environmental aspect identification and evaluation procedure
environmental aspects
Developing Objectives
& Targets with List of objectives, targets and programmes
Programmes
Developing EMS Upgrade IMS in order to comply with ISO 14001
documentation Development of specific procedures & Forms
Developing Operational control procedures and work instructions
operational control
procedures (Procedures found in IMS Manuals)
DO
Organization Charts
Training plan
Implementation of the Training materials
EMS Guidance notes for supplier control
Communication records
Forms for implementing procedures
Monitoring plan
CHECK
Audit plan
Checking, audit Audit checklist
Audit report
Corrective action & preventive action report
ACT
Review Management review report
Planning is critical to the fulfilment of the Environmental Policy and the establishment, implementation
and maintenance of the EMS.
Recognizing the importance of planning for the fulfilment of our Environmental Policy and the
establishment, implementation and maintenance of the EMS, the Company has identified:
 All the activities and their environmental aspects that can be controlled or influenced.
 All the environmental impacts of each aspect.
This Planning Process helps the Company to allocate its resources mainly on those areas that are
most important to the achievement of its goals.
Information generated by the planning process can also be used in the establishment and
improvement of other parts of the EMS, such as training, operational control, monitoring and
measurement.
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The various EMS elements are integrated into the Organization's overall Decision-Making and
Planning, in particular, decisions on System Improvements, Training Programs, Vessel Operations,
Maintenance and Repair activities.
Planning is an ongoing process.
It is used both to establish and implement elements of the EMS and to maintain and improve them,
based on changing circumstances as well as inputs and outputs of the EMS itself.
As part of this process, the Company considers how to measure / evaluate its Policy commitments,
Objectives, Targets and other Performance Criteria and establishes Environmental Performance
Indicators (EPIs).
The Flow Chart of this process is illustrated below:
Identify Environmental Identify impacts associated

aspects related to the with the identified aspects
Company’s activities
Establish Objectives and Assess significance of

Targets by taking into identified environmental
account the significant impacts
impacts
OPERATIONAL
CONTROLS/
ENVIRONMENTAL
PROGRAMS
Specified Environmental Action Plans and Programs that are developed in the Company, achieve the
monitoring of the pre-defined Environmental Objectives and Targets.
The Company has developed Environmental Plans for both the Office and the Vessels’ activities,
describing how goals will be translated into tangible actions so that the established Objectives and
Targets will be achieved.
The effectiveness of the Environmental Programs is ensured by:
 Allocating Responsibility for achieving each Target and Objective;
 Setting specified means and time deliverables by which Objectives and Targets are to be achieved;
 Quantifying, where possible, the Targets and Objectives and translating them into defined indices;
 Involvement and commitment of the Personnel in following the developed procedures;
 Ensuring that amendments and revisions to the Integrated Management System are performed
whenever new developments and new, modified activities, are inserted in the Company’s
processes.
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6.2.2.4 Occupational Health and Safety Management Planning

The Company has established and maintains procedure for the ongoing Hazard Identification, Risk
Assessment, and determination of necessary Controls.
Reference is made to the procedures for Risk Assessment (PRO (002)-Procedure 28) and
Management of Change ( PRO (002)- Procedure 27 & 27A).
The Occupational Health and Safety part of the Integrated Management System (IMS) described in
this Manual follows the “Plan-Do-Check-Act” (PDCA) Management Model, according to the
International Standard ISO 45001, as follows:
Plan Determine and assess OH&S risks, OH&S opportunities and other risks and other
opportunities, establish OH&S objectives and processes necessary to deliver results in
accordance with the company's OH&S policy.
Do Implement the processes as planned.
Check Monitor and measure activities and processes with regard to the OH&S policy and
objective, and report the results;
Act Take actions to continually improve the OH&S performance to achieve the intended
outcomes.
The Company utilizes a specific program for conducting Risk Assessments capable to detect any risk
level relevant to Occupational Health and Safety.
The aforementioned procedure for Hazard Identification takes into account:
 Routine and Non-routine activities and situations, and how the work is performed and organized
(social factors, leadership and culture);
 Activities of all persons having access to the workplace, including contractors, riding teams and
visitors;
 Human behaviour, Capabilities and other Human Factors;
 Identified Hazards originating outside the workplace, capable of adversely affecting the health and
safety of persons (i.e. employees, workers, contractors, visitors) under the control of the Company
within the workplace;
 Hazards created in the vicinity of the workplace by work-related activities under the control of the
Company;
 Hazards relevant to workers at a location not under the direct control of the company;
 Infrastructure, equipment, materials, substances and the physical conditions of the workplace,
whether provided by the Company or others;
 How the work is organized and performed;
 Past relevant incidents, internal or external to the Company, including emergencies and their
causes;
 Potential emergency situations;
 Changes or proposed changes in the Company, its activities, or materials;
 Changes to the integrated management system, including temporary changes, and their impact on
operations, processes, and activities;
 Changes in knowledge of, and information about, hazards;
 Any applicable legal obligations relating to risk assessment and implementation of necessary
controls;
 The design of work areas, processes, installations, machinery/equipment, operating procedures and
work organization, including their adaptation to human capabilities.
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The procedure assesses the occupational health and safety risk and other risks in order to:
 assess risks from the identified hazards, while taking into account the effectiveness of existing
controls;
 determine and assess the other risks related to the occupational health and safety matters of the
The procedure assesses the occupational health and safety opportunities and other opportunities in
order to:
 assess opportunities to enhance performance taking into consideration changes to the company, the
policies, the activities, the opportunities work conditions to the employees and opportunities to
eliminate hazards and reduce the risks; and
 other opportunities for improving the occupational health and safety mattes of the Integrated
Management System.
The Company’s methodology for Hazard Identification and Risk Assessment:
 is defined with respect to its Scope, Nature and Timing to ensure that it is proactive rather than
reactive and are used in a systematic way; and
 provides for the identification, prioritization and documentation of Risks, and the application of
Controls, as appropriate.
For the Management of Change, the Company identifies the Occupational Health and Safety hazards
and Occupational Health and Safety risks associated with changes in the Company, the Integrated
Management System, or its activities, prior to the introduction of such changes.
The Company ensures that the results of these assessments are considered when determining controls.
The Company documents and keeps the results of identification of Hazards, Risk Assessments and
determined Controls always up-to-date. The Company ensures that the Occupational Health and Safety
Risks and determined Controls are taken into account, when establishing, implementing and
maintaining its Integrated Management System.
6.2.2.5 Energy Management Planning

The Company complies with Energy Efficiency Planning.
Further details are presented in the relevant procedure which consists of three (3) subsections covering
Energy Review, Energy Baseline and Energy Performance Indicators.
Reference is made to the Company and Ship Energy Efficiency Management Plan (SEEMP) for all
Vessels in the Fleet.
An Energy Planning Process must be implemented with the aim of leading to activities that continually
improve Shipboard energy performance.
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It is Company’s strategy to reduce the Environmental Impact of fuel use and at the same time support
energy sustainability, via rigorous Energy Conservation Activities.
Therefore, the Company defines, implements and maintains an Energy Policy and has established and
maintains procedures and an Energy Efficiency Management Plan for its entire fleet which must be
regularly reviewed by the management.
This Plan, which applies to all Fleet Vessels, provides standard procedures and practices on best energy
management under the various operations of the Vessels.
The Company has already defined the Scope and Boundaries, communicates the importance of energy
management to those into the Company, establishes the objectives and targets, ensures that Energy
Performance Indicators (EnPIs) are appropriate for the Company, considers the energy performance
and ensures that the results are measured.
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The Company has appointed a Management Representative (Energy Efficiency Manager), who is also
participated in the Management reviews of the Company and has the support of the top level of
management in executing his responsibilities.
The Company promotes Energy Efficiency Awareness through training to the shore and sea-going
Personnel and implements energy related campaigns and other relevant motivating programs.
The Company promotes co-operation within the Shipping industry with the aim of facilitating energy
efficient operations and monitors and complies with all applicable legal and other requirements related
to Ship energy management.
6.2.2.6 Information Security Management Planning

People, process, and technology are critical to the Company for the conduct of its business. By
establishing, documenting, implementing, monitoring, reviewing and maintaining Information Security
Management System based on the ISO 27001 standard, the Company has greater confidence in its
personnel and the information security framework, offers better assurance to its business partners and
customers.
The Company ensures that the planning of the Information Security Management System is carried out
in order to meet its requirements and the established objectives.
The Plan- Do-Check- Act (PDCA) approach is applied to all processes and it can be briefly described
as follows:
Plan Establish Information Security Management System policy, objectives, processes and procedures
relevant to managing risk and improving information security to deliver results in accordance
with Company’s overall policies and objectives.
Do Implement and operate the Information Security Management System policy, controls, processes,
and procedures.
Check Assess and, where applicable, measure process performance against Information Security
Management System policy, objectives, and practical experience and report the results to
management for review.
Act Take corrective and preventive actions, based on the results of previous step considering outcome
of processes like internal audit and management review or other relevant information, to achieve
continual improvement of the Information Security Management System.
Representation of the structure of ISO 27001 in the PDCA cycle
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Reference Documents
 Environmental, Energy Efficiency Occupational
Health and Safety Management Programs PRO/ PROCEDURE 24
 Environmental Issues PRO/ PROCEDURE 25
 Energy Efficiency Issues PRO/ PROCEDURE 26
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6.3 PLANNING OF CHANGES – (MANAGEMENT OF CHANGE)
REFERENCES
ISO 9001:2015 § 6.2.3-“Planning of changes”
Planning ensures that – if required – organizational changes are conducted in a controlled manner and
that the integrity of the Quality Management System is maintained during such changes.
When changes in the IMS are made, special consideration is given in:
 The purpose of the changes and their potential consequences
 The integrity of the Quality Management System
 The availability of resources
 The allocation or re-allocation of responsibilities and authorities
Every change to a Procedure or a Form is carefully reviewed in order to identify any relation /
contradiction with other procedures and forms.
Before officially issuing any major change in the Management System, an overall review is made in
order to identify other procedures /forms which have to be changed as well.
Reference Documents
Management of Change PRO/ PROCEDURE 27
Management of Change form PRO/PRO 27/ OFF/GEN/008
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6.4 ENERGY REVIEW
REFERENCES
ISO 50001:2018 § 6.3-“Energy Review”
The Company develops and conducts energy review, through:

 Analyzing energy use and consumption based on measurement and other data (i.e. identification
of current types of energy, evaluation of past and current energy uses and consumption);
 Analyzing the identified significant energy uses (SEUs);
 For each SEU, determining relevant variables and current energy performance, and identifying
the persons doing work under its control that influence or affect the SEUs;
 Determining and prioritizing opportunities for improving energy performance;
 Estimating future energy uses and consumption.
The energy review is updated annually or whenever major changes in facilities, equipment, systems or
energy-using processes.
The company maintains documented information for the energy review and its results.
Reference Documents
6.5 ENERGY PERFORMANCE INDICATORS
REFERENCES
ISO 50001:2018 § 6.4-“Energy Performance Indicators”
The company determines energy performance indicators (EnPIs) that:

 Are appropriate for measuring and monitoring its energy performance;
 Enable the company to demonstrate energy performance improvement.
The method for determining and updating the EnPIs is maintained as documented information. The
Company has established EnPIs, the values of which are reviewed and compared to their respective
Energy Baselines (EnBs), if available.
Reference Documents
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6.6 ENERGY BASELINE
REFERENCES
ISO 50001:2018 § 6.5-“Energy Baseline”
The Company has established energy baselines using the information from the energy review. Energy
baselines are revised in the case of one or more of the following:
 Energy performance indicators no longer reflect the company's energy performance;

 There have been major changes to the static factors;
 According to the pre-determined method.
The Company maintains documented information of energy baselines, relevant variable data and
modifications to energy baselines.
Reference Documents
6.7 PLANNING FOR COLLECTION OF ENERGY DATA
REFERENCES
ISO 50001:2018 § 6.6-“Planning for collection of energy data”
The Company ensures that key characteristics of its operations affecting energy performance are
identified, measured, monitored and analyzed at planned internals. Reference is made to the relevant
procedure and the Company Energy Efficiency Management Plan and Ship Energy Efficiency
Management Plan Parts I & II. All collected data are retained as documented information and include:
 Relevant variables for significant energy uses;
 Energy consumption related to significant energy uses and to the company;
 Operational criteria related to significant energy uses;
 Data specified in action plans.
The energy data collection plan is reviewed annually and updated, if required. The Company ensures
that the equipment used for measurement of key characteristics provides data which are accurate and
repeatable.
Reference Documents
 Control of Monitoring & Measuring Equipment PRO/ PROCEDURE 18
 Environmental, Energy Efficiency, Occupational
Health and Safety Management Programs PRO/ PROCEDURE 24
 Company Energy Efficiency Management Plan (CEEMP)
 Ship Energy Efficiency Management Plan (SEEMP) Parts I & II
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(001) SUPPORT Eff. Date: 31/09/2022
Contents
7.1 RESOURCES............................................................................................................................... 2
7.1.1 General .................................................................................................................................. 2
7.1.2 People .................................................................................................................................... 3
7.1.2.1 Office Personnel ................................................................................................................................................ 3
7.1.2.2 Shipboard Personnel .......................................................................................................................................... 3
7.1.3 Infrastructure ......................................................................................................................... 4
7.1.3.1 Infrastructure of the Office .............................................................................................................................. 5
7.1.3.2 Infrastructure of the Vessels ............................................................................................................................ 6
7.1.4 Environment for the Operation of Processes......................................................................... 7
7.1.5 Monitoring and Measuring Resources .................................................................................. 8
7.1.5.1 General............................................................................................................................................................ 8
7.1.5.2 Measurement Traceability .............................................................................................................................. 8
7.1.6 Company Knowledge ............................................................................................................ 8
7.2 COMPETENCE ......................................................................................................................... 10
7.2.1 Human Resources ................................................................................................................... 10
7.2.2 Competence and Training ....................................................................................................... 11
7.2.2.1 Office Personnel .............................................................................................................................................. 12
7.2.2.2 Masters............................................................................................................................................................. 14
7.2.2.3 Shipboard Personnel ...................................................................................................................................... 17
7.2.2.4 Environmental and Energy Efficiency Training ............................................................................................ 24
7.3 AWARENESS ............................................................................................................................... 27
7.4 COMMUNICATION ................................................................................................................. 28
7.4.1 Procedures related to Communication ................................................................................ 29
7.4.2 Communication Equipment and Processes ......................................................................... 31
7.5 DOCUMENTED INFORMATION ........................................................................................... 32
7.5.1 General ................................................................................................................................ 32
7.5.2 Creating and updating IMS ................................................................................................. 34
7.5.3 Control of Documented information ................................................................................... 39
7.5.4 Control of Records .............................................................................................................. 42
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7.1 RESOURCES
REFERENCES
ISM Code § 3.3–“Company Responsibility and Authority –Ensuring Adequate Resources”
ISO 9001:2015-§7.1-“Resources”
ISO 14001:2015-§7.1–“Resources”
ISO 27001:2013-§7.1–“Resources”
ISO 45001:2018-§7.1–“Resources”
ISO 50001:2018-§7.1–“Resources”
TMSA 3: KPI 1-1.2-“Senior Management demonstrates a clear commitment to implementing the
SMS”.
TMSA 3: KPI 2-3.2-“Sufficient shore-based Personnel are provided to implement the SMS
effectively”
7.1.1 GENERAL
The Company determines and provides ashore and onboard, in a timely manner, the Resources
required to:
 Implement and maintain the Integrated Management System and continually improve its
effectiveness.
 Effectively carry out their functions as per the requirements of the ISM Code and all other
Management Systems adopted by the Company (ISO 9001, ISO 14001, ISO 27001, ISO 45001,
ISO 50001, and TMSA).
 Enhance Customer Satisfaction by meeting Customer requirements.
 Carry out its operations in a manner which ensures the Environmental Protection and energy
conservation, where applicable.
 Support the Masters in the safe and efficient operation of Vessels.
Such resources are applied to the Company’s Shore-Based processes and to the Shipboard operations
and services.
The Company ensures that Office and Vessels’ Personnel are provided with the appropriate
Resources (equipment, materials and technical resources, competence), to support them in carrying
out their duties.
The Company has officially appointed the Designated Person Ashore (DPA) and the Management
Representatives, to continuously evaluate the resources available versus the resources required and to
advise Top Management of any requirements which will assist maintain and improve the
implementation of the IMS and meet the highest level of Industry Requirements.
Additionally, all Company Personnel are responsible for identifying resource requirements.
The necessary resources are defined as follows:
 Company Policies.
 Personnel (Shore-Based and Shipboard).
 Infrastructure.
 Competence.
 Awareness.
 Integrated Management System.
 Appointment of DPA / Management Representatives.
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The Company has developed, maintains and implements a well-documented Integrated Management
System (IMS, which is based on the functional requirements of the ISM Code and the Management
Systems adopted by the Company).
The Integrated Management System includes:
 The Company Policies which clearly define the Company Standards.
 The Shore-Based and Shipboard Organization Charts which clearly indicate the Lines of
Authority and the Interrelations between the Departments.
 The Qualifications, Competencies, Responsibilities and Authority of Shore Based and Shipboard
Personnel, which clearly define the requirements.
 Well-documented IMS Manuals, including Instructions and Operating procedures, issued in simple
Maritime English and distributed electronically in Company’s ERP and/or Hard Copy as required,
to all appropriate Company Locations as well as to Third Parties (i.e Manning Agents).
 IMS Forms, Checklists, Guiding Circulars and Posters, issued to ensure effective implementation
of the IMS.
7.1.2 PEOPLE
7.1.2.1 Office Personnel

The main objective of the Company is to ensure that, at all times, the Fleet is supported by competent
Shore-based Staff, who is committed to a high standard of Fleet Management.
Each Office Department is adequately staffed, to ensure full supervision of all Vessels in the Fleet and
to ensure continuation of work in cases of absence, illness and other unexpected occurrences.
Key Staff members participate in Industry Forums, Seminars and Conferences in order to keep-up with
new Marine Industry developments (i.e. ITOSF).
The Company promotes work rotations and team-work and involvement of various Office
departments in major projects in order to improve the knowledge of the Office Personnel in general
Marine Operations and Quality, Environmental, Information Security, Occupational Health & Safety
and Energy Efficiency issues.
In case of major projects, where very specific professional knowledge/skills are required, the Company
approves the employment of External Resources to achieve high quality standards (Consultants,
Training Companies, Legal Services, and Media Representatives).
The Company has established an advanced Appraisal System for Office Employees which sets the
criteria for further training, promotions and requirements for succession planning.
7.1.2.2 Shipboard Personnel

The main objective of the Company is to ensure that all Ships in the Fleet have adequate and competent
crews who fully understand their Roles and Responsibilities and who are capable of working as
effective teams.
The Company sponsors training of its Shipboard Personnel onboard by:
 Having clear requirements for their familiarization in Higher Rank duties.
 Mentoring new and newly promoted Senior Officers by Shore and Shipboard Personnel.
 Providing CBT Training (Seagull Online) based on a Rank-specific Matrix.
 Conducting Training courses in the Company Training Center.
 Holding Conferences for Shipboard Personnel.
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The Company sponsors further education and training of Shipboard Personnel in Training Centers in
their Home country or elsewhere.
The Company has established an Appraisal System for Shipboard Personnel, which sets the criteria for
further training, promotions and requirements for succession planning.
The Company verifies that medical requirements are established and are met by Shipboard Staff at the
time of their appointment and on an ongoing basis thereafter, as per MLC 2006–Regulation 1.2.
The Company verifies that the working hours are accurately recorded and monitored in order to ensure
adequate rest periods, as per MLC 2006- Regulation 2.3.
Reference Documents
 Shore-based Personnel PRO/ PROCEDURE 20A&B
 Shipboard Personnel PRO/ PROCEDURE 21
 MLC Requirements PRO/ PROCEDURE 22
 Training PRO/ PROCEDURE 23
7.1.3 INFRASTRUCTURE
The Company determines, provides and maintains the appropriate infrastructure which is required to
achieve conformity to service requirements.
The infrastructure requirements are evaluated:
 before acceptance of each job in order to verify adequacy for achieving conformity to
service requirements and
 Annually during the Annual Management Review Meeting.
These factors are identified during the Planning Stage of both Shipboard Operations and Shore-based
processes.
These factors include:
 Suitability and appropriate certification of Vessels and their equipment as required by Flag
Administration, Statutory and International Bodies as well as by Vessels’ Employers and other
Parties affecting / participating in the services realization.
 Work environment and associated facilities (Shipboard–shore based) suitable for the proper and
safe performance of all operations.
 Shipboard and Shore-based equipment, hardware and software.
 Suitable maintenance.
 Supporting Services.
 Adequate Supplies and Services.
 Access to Medical facilities onboard and ashore.
The Company arranges with External Specialists, if deemed necessary, to maintain the equipment in a
satisfactory condition.
It is the Company’s Policy to provide its employees with a suitable, hygienic and pleasant
environment to work and all the necessary utilities which are required for the implementation of the
IMS.
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Both in Office and On board, Procedures must exist to ensure the following:
 Workspace and associated facilities are adequate.
 Equipment, hardware and software requirements are identified.
 Suitable maintenance arrangements have been made.
 Supporting services required have been identified.
Reference Documents
 Infrastructure PRO/ PROCEDURE 06
 Maintenance Manual MTN (005)
7.1.3.1 Infrastructure of the Office

The Company’s infrastructure includes:
 Adequate working spaces,
 Communication systems,
 Furniture,
 Storage spaces,
 Computers, printers,
 Telephone lines, mobile telephones,
 CCTV for Office Security purposes
 All other equipment and utilities, such as satellite TV (in Office Premises).
which are required to effectively perform the tasks assigned, and to be able to respond to emergencies.
The Company places a great importance to the Office Buildings and workspaces.
Working conditions are controlled so as to ensure adequate lighting, comfortable temperature, air-
conditioning, control of noise and humidity etc).
Security of the working spaces is also provided, by having 24/7 watch by Company employed Security
Staff (Office Security Manual).
In addition, the Company ensures that, at all times, the necessary utilities, and process equipment are
available and in good working condition.
The Company has assigned to the Office Administrator, the responsibility of maintaining a
satisfactory infrastructure and working environment.
The Office Administrator is responsible for locating, leasing, organizing and maintaining the Office
premises.
The Office working environment conforms to the Regulatory requirements of the Country where the
Office premises are located.
Special attention has been given to the Environmental impact of the Office Activities.
The Environmental & Energy Efficiency Management Representative (in cooperation with the Office
Administrator) is responsible to establish Environmental Programs such as:
 Energy and Water conservation.
 Recycling of paper, aluminium, batteries, computer hardware, ink cartridges.
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7.1.3.2 Infrastructure of the Vessels

The Master is responsible for the infrastructure onboard the Vessel.
At all times, the Master must ensure that all utilities necessary for the safe operation of the Vessel are
available onboard, in adequate quantities and in a satisfactory condition.
All deficiencies/defects must be reported in a Defect Report (processed through the electronic PMS)
and if replacement or repair is required, the Master must submit Purchase Requisitions (processed
through the specific Purchasing ERP Software) to the Purchasing Department.
The Master must ensure at all times that adequate supplies are available to support such utilities
(stationary etc).
Inventories must be carried out every six (6) months.
Since the Vessel itself is the home of all Shipboard Personnel, it is very important to ensure at all times,
hygiene conditions onboard.
The Master is responsible to conduct weekly inspections of the working spaces and ensure safe and
hygiene conditions onboard, at least weekly, being guided by the relevant checklist “Master’s
Monthly Health and Hygiene Inspection” (SF/CRW/518) and procedure SAF(003) – Section 25-
“Master’s Inspection of Accommodation, Galley and Stores”.
These weekly inspections must be logged in the Deck Log Book.
Such inspections must focus on:
 Domestic cleanliness.
 Food preservation, Water Quality.
 Messing facilities and equipment.
 Hospital Room.
 Washrooms and WC’s.
 Ventilation and Air-conditioning.
 Heating and lighting, noise control, temperature, humidity.
 Soft furnishings.
 Cabin fittings including electrical safety
 Recreational facilities.
 Gymnasium.
 Other as per relevant checklist.
Detailed Shipboard Procedures are available in IMS, as follows:

 Defect Reports & Dry Dock Repair Request (through ERP) (MTN 05-SECTION 03).
 Purchase Requisitions (through ERP) (PRO 02-PROC 08).
 Inspection of Accommodation, Galley and Stores & Engine Room Spaces.
(SAF-SECTION 25 and form SF/CRW/518).
 Galley Procedures (SAF 03)–Section 16).
Recreational and Fitness Equipment, are inventoried every six (6) months.
The relevant form “Recreational Equipment Inventory” (SF/CRW/516) is filled-in and sent to the
Office.
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Special attention must be given to the Hospital room, which must NOT be used for other purposes,
and must be clean and tidy at all times, and locked when not in use (MLC 2006).
Welfare equipment, as per Company’s policy must be available onboard, in good operational
condition. Any defects/breakdowns must be reported.
During Vessel Visits, visiting Superintendents must make a brief inspection of the Vessel’s
Infrastructure.
When necessary, the IT Administrator may visit the Vessels to assist in the installation of software.
7.1.4 ENVIRONMENT FOR THE OPERATION OF PROCESSES

The Company has defined and implemented those human and physical factors of the work
environment needed to achieve conformity of services, such as:
 Social (e.g non–discriminatory, calm, non –confrontational).
 Psychological (e.g stress-reducing, burnout prevention, emotionally protective).
 Physical (e.g temperature, heat, humidity, light, airflow, hygiene, noise).
These factors are identified during the Service and Process planning stage.
Additionally:
 Well maintained Ships and their equipment.
 Health and safety conditions especially onboard Vessels covering self-protection from noise,
temperature and humidity.
 Work methods.
 Work ethics.
 Work/ rest time, etc.
 Any other required by law, rules, etc.
Reference Documents
 Infrastructure PRO/ PROCEDURE 06
 Master’s Inspection of Accommodation, Galley
and Store rooms SAF/SECTION 25
 Office Manual OFF ( 008)
 Shipboard Safety Manual SAF (003)
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7.1.5 MONITORING AND MEASURING RESOURCES
7.1.5.1 General
The Company determines and provides the resources to ensure valid and reliable results when
monitoring or measuring is used to verify the conformity of services to requirements.
The Company must always ensure that the resources provided:
 Are suitable for the specific type of monitoring and measurement activities being undertaken.
 Are maintained to ensure their continuing fitness for their purpose.
Appropriate “Documented Information” is maintained as evidence of fitness for purpose of
monitoring and measurement resources.
The monitoring and measuring resources are described in Chapter 9–“Performance Evaluation” of
this Manual.
7.1.5.2 Measurement Traceability

When Measurement Traceability is a requirement, or is considered by the Company as an essential part
of providing confidence in the validity of measurement results, Measuring Equipment must be:
Calibrated and/or verified At specified intervals or prior to use against measurement standards
traceable to International or National Measurement standards.
Where not such standards exist, the basis used for calibration or
verification shall be retained as documented information.
Identified In order to determine their status.
Safeguarded From adjustment, damage or deterioration that would invalidate the
calibration status and subsequent measurement results.
If / when measuring equipment is found to be unfit for its intended purpose, the Company must
determine if the validity of previous measurement results has been adversely affected, and shall take
appropriate action as necessary.
7.1.6 COMPANY KNOWLEDGE

The Company has established a Procedure which ensures that only trained Personnel with the
aptitude, competence, skills and knowledge required by the position, are employed for the operation
of its processes and to achieve conformity of services.
Reference is made to § 7.2- “Competence” of this Chapter.
Company knowledge is knowledge specific to the Company, which is used and shared to achieve the
Company’s Objectives.
The Company knowledge is generally gained by experience and is based on:
 Internal Sources
Intellectual property, knowledge gained from:
o experience,
o lessons learnt from failures and successful project;
o capturing and sharing undocumented knowledge and experience;
o the results of improvements processes, products and services.
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 External Sources
External Sources are:
 Standards,
 Academia,
 Conferences,
 Gathering of knowledge from customers or external providers,
 Oil Majors.
Knowledge may be:

 Explicit
Knowledge which can be written down i.e books, manuals, website etc
 Tacit :
Difficult to write down or visualize or transfer from one person to another (sales, innovation,
entrepreneurship, how to speak a language).
This knowledge is maintained and made available to the extent necessary, by all Top Management
Personnel during the Management Review Meetings and the daily operations.
When addressing changing needs and trends, the Company considers its current knowledge and
determines how to acquire or access any necessary additional knowledge and required updates.
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7.2 COMPETENCE
REFERENCES
ISM Code § 6–“Resources & Personnel”
ISO 9001:2015 §7.2- “Competence”
ISO 14001:2015 § 7.2 “Competence”
ISO 27001:2013 § 7.2 “Competence”
ISO 45001:2018 § 7.2 “Competence”
ISO 50001:2018 § 7.2 “Competence”
TMSA 3: KPI 2 (all) “Recruitment and Management of Shore-based Personnel”
TMSA 3: KPI 3 (all) “Recruitment and Management of Ship’s Personnel”
7.2.1 HUMAN RESOURCES

The Company recognizes that the most vital factor in the successful implementation of the IMS is the
selection of qualified Personnel to fill positions affecting its performance.
The Company must ensure that Personnel performing work affecting conformity to service
requirements, is competent to the tasks performed in terms of education, training, skills and
experience.
The Company:
 Determines the necessary Competence for each position/ rank ,as per job descriptions of the
Integrated Management System and competence of Workers that affects or can affect
Occupational Health and Safety performance;
 Provides training or takes other actions( i.e mentoring) to satisfy relevant needs;
 Ensures that Workers are competent (including the ability to identify hazards) on the basis of
appropriate education, training or experience;
 Evaluates the effectiveness of the actions taken;
 Where applicable, take actions to acquire and maintain the necessary competence;
 Ensures that Personnel are aware of the importance of their activities and contribution to the
achievement of Company’s objective and targets;
 Maintains appropriate records of education, skills and experience;
 Verifies that the Qualifications of new recruiters are genuine;
 Retains appropriate documented information as evidence of competence.
The Company maintains documented Procedures concerning both Shore and Ship Personnel
handling, such as:
 Recruitment and selection.
 Minimum Qualifications and Experience.
 Size and Composition.
 Training and Familiarization with Company’s Procedures and Policies.
 Maintaining Records (as applicable).
The Company ensures that each Ship is manned:
 With qualified, certificated and medically fit seafarers and competent to carry out their duties as
per their position and rank, in accordance with national and international requirement.
 Adequately, in order to encompass all aspects of maintaining safe operations on board
(Reference is made to the Principles of Minimum Safe Manning).
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7.2.2 COMPETENCE AND TRAINING

The Company establishes and maintains documented Procedures for the recruitment and training of
Company’s Personnel who perform activities affecting conformity to service requirements.
(i.e PRO Manual (002)):
 Procedure 20A-Shore Personnel Recruitment and Selection.
 Procedure 20B-Shore Based Personnel.
 Procedure 21-Shipboard Personnel.
The above procedures identify the necessary competence and overall knowledge and skills which
must be possessed by candidate Employees for each position /rank, in order to be able to fulfil each
function.
The knowledge and skills may have been attained through:
 education,
 training,
 experience, or
 a combination thereof.
During the Personnel recruitment stage, the Company procedures ensure that newcomers possess the
necessary knowledge and skills, as defined in the above mentioned procedures.
The procedures also ensure that the training needs of newly employed Company Personnel are
identified in order to achieve the necessary competence.
Additionally, the Company provides continuous updating knowledge and Refresher Training of the
Company Personnel, as necessary.
Where required, the Company takes actions to acquire and/or increase the necessary competence and
knowledge of its employees such as:
 During the Personnel recruitment state, the Company procedures ensure that newcomers
possess the necessary knowledge, skills, experience and competence which is required for the
position they will occupy.
Any additional training needs required in order to achieve the necessary competence are
identified during the recruitment stage.
 Providing continuous updating knowledge and Refresher Training of the Company Personnel,
as necessary.
 Through Training programs, ashore and on-board, which ensure that Personnel
involved/related to controlled functions of the Company, are made aware of relevant Rules,
Regulations, Codes and Guidelines.
 Encouraging Personnel to attend appropriate courses, seminars and conferences in order to
improve and update their knowledge,
 Establishing Internal Training Programs.
 Evaluating the results of the training courses for their effectiveness in achieving their purpose
i.e to increase competence.
Training results must also be evaluated during Personnel Performance Assessments.
 Mentoring.
 Benchmarking.
 Re-assignment of currently employed persons (Staff turnover).
 Rewards Personnel effort and performance.
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Appropriate Records of education, skills and experience are maintained, in accordance with above
mentioned procedures.
Records of all internally and/or externally provided training must be kept for the period of time they
are valid.
Reference Documents
 Shore-based Personnel PRO/ PROCEDURE 20A & B
 Drills and Exercises EMP/SECTION 10
7.2.2.1 Office Personnel
A. Determination of necessary competence

The Company has clearly determined the Qualifications required for each position in the
Company.
The Qualifications per Department /per Position are found in the relevant Appendix C-“Shore-
Based Personnel Responsibilities and Authority” of this Manual.
B. Recruitment Procedures and Shore Based Personnel Procedures

Workforce planning, staffing, recruiting and selection, employee engagement, training and
development, performance management and succession planning are continuous human resources
processes, that are also triggered by the Management Review Meeting results in order to ensure
that the company IMS can be implemented effectively and efficiently.
Detailed procedures (PROC 20A & B are found in IMS Procedures Manual (PRO (002)).
C. Training of Office Personnel

As a standard Office procedure, all newly employed Office Personnel must become fully
familiarized with the Company’s IMS and the responsibilities and procedures related to their
position.
This familiarization must be completed within:

 Two (2) months for Managers and
One (1) month for the other Employees,
following the employment.
Each Department has developed relevant Familiarization/Handover Checklists.

A detailed description of this process is found in IMS Procedures Manual (PRO (002)-
Procedure 20B- § 2.4-"Familiarization / Handover Process of Office Personnel".
Additionally, all newly employed Office Employees must review the Employee Handbook, which
is handed to them by the HR Department.
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It is the Company’s Policy to ensure that all Office Personnel, at any level, obtain all necessary
training in order to be able to successfully undertake their tasks.
Training needs must be identified and planned by the DPA, the Management Representatives and
the Department Managers.
Training needs are identified as to:
 Technical, Marine or other Department-specific knowledge.
 Emergency preparedness and response.
 Knowledge of the ISM, Codes, Rules Regulations, Conventions, ISO Standards.
 Risk Assessment Techniques.
 Accident /Incident Investigation Techniques.
 Emergency Management and Crisis Communication (Media Training).
 Environmental and Energy Efficiency Issues.
 Occupational Health and Safety issues etc.
 Information Security matters.
Training Methods and trainees are selected according to their rank and the position in the Company.
Training must be implemented by selecting the most appropriate method.
Training in institutes must be evaluated by the Trainees.
D. Employee Awareness of Duties and Objectives

The Company has established the Objectives and Targets of each Department, which must be
followed and achieved, has issued the Forms which must be used, has defined the Filing System
( Hard Copy and Electronic) to be maintained, the persons who will have access to the Electronic
Files etc and the extent of this access.
The relevant Appendix C of this Manual describes the Duties and Responsibilities of all Office
Personnel.
In addition, the Emergency Procedures Manual describes the Responsibilities and Actions which
must be taken by each Department Manager and the Department’s Staff, during Emergencies.
E. Records of Office Employee Education, Experience and Training

The Company keeps records of all Office Employee Education and Experience.
(For each employee a special file is maintained with his/her Curriculum Vitae and the relevant
Education and Training Certificates).
A “Record of Personal Supplementary Training” is maintained for each Office Employee.
Additionally, Records for Evaluation of Training Courses, by Office Employees maintained
The Files are kept by the Training / Human Resource Department.
F. Appraisal of Office Employees

All Office Employees are appraised at least annually for their performance during the past year.
The Appraisal Process is usually carried out in January of each year, or may be extended, but not
further than April.
A Mid-Year Performance Appraisal is conducted between two (2) Annual Appraisals.
A detailed procedure is found in IMS Procedures Manual (PRO 002)-Procedure 20B-§ 2.6-
“Performance Appraisal of Office Employees”.
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7.2.2.2 Masters
A. Recruitment
It is essential that the Company only appoints Masters who:
 have the required level of training,
 hold appropriate internationally recognized, authentic and valid certificates and
 are considered by the Company to have the competence to command the type of Vessel to
which they are to be assigned.
The Company ensures that the Master is qualified by implementing strict and well-defined
Recruitment procedures.
 Master’s Qualifications are clearly set in the IMS form SF/CRW/511“Crew Qualifications and
Documents Checklist” and as per the procedure in PRO (02)–PROC 21-“Shipboard Personnel”.
 The Manning Agent screens the candidates for the position of the Master based on the:
o Company’s standards regarding Certification,
o Previous experience on specific types of Vessels,
o Recommendation reports from previous Employers,
o Knowledge of the English language.
o Fulfillment of Oil Majors Officers Matrix Requirements
 Additionally, the candidates for a Master’s position are invited to the Office, where they are
interviewed by all Department Heads, by the DPA, and by the COO, as deemed necessary).
In the Office, the candidates for the Master’s Position follow a Training Program in the
Company’s Certified Training Center, which also includes Bridge Simulation courses and
testing.
Details on the Training and Assessment Program are found in PRO (02) –PROC 23- Annex.
 The Training Manager must verify that the Training Program for the position of Master has
been fully completed.
 The Master’s Recruitment process also includes Psychometric Tests.
 The final "Seafarer Approval" report shall be signed electronically by the Crew Manager and
shall also take into account the Appraisals of previous services (i.e. the seafarers must have
been appraised as “Suitable for re-employment”).
 The Approvals are given as per the Procedures Manual (PRO 002) – Procedure 21- § 2.1.5-
Page 6, Table 1-“Approval Authority of Seafarer Personnel Selection”.
 The employment of Masters and Chief Engineers must also be approved by the COO.
B. Master’s Training & Familiarization

The Company ensures that the Master is fully conversant with the Company’s IMS by having
established and by implementing familiarization procedures.
 The candidates for the position of Master, must initially familiarize themselves with the
Company’s IMS, in the Manning Agent’s premises.
Updated IMS Manuals and Forms are made available to the Manning Agents in Electronic
Format.
 The candidates for the position of Master are familiarized in the Office by the Department
Managers and/or other Department Staff.
It is the responsibility of the Training Department to organize this Familiarization Program
and notify all the Office Departments to prepare for the familiarization process Office Form
SF/CRW/501-"In-Office Familiarization Schedule").
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This Familiarization Process is carried out, using the guiding Familiarization Checklists,
which have been developed by each Office department (OFF/CRW/502-507) and include
all the important key elements of the procedures relevant to each Department.
Masters can also utilize the Seagull Training System, when ashore, to view the Company’s
IMS online (uploaded in Seagull system’s as “Company’s Publications”).
 When onboard, the Company ensures that the Master is familiarized with the Company’s
IMS, through the Seagull Online training (where verification of the IMS is registered as
CST-Company Specific Training, while critical additions / changes / chapters are uploaded
in Seagull system as “Company’s Notices”), and through the Master’s Review Procedure,
which is a mandatory requirement of the ISM Code and of the Company IMS.
 A further assessment of the Master’s knowledge of the IMS is carried out during the Internal
Audits and during his debriefing, either in the Manning Agents premises or in the Company
Head Office.
C. Master’s Assessment & Training Program

The Assessment & Training of the Master and other senior Officers includes, but is not limited to,
the following:
o Knowledge Test (Rank Specific).
o Psychometric Test and /or Ability /Profile Test.
o Maritime English Test.
o ECDIS Furuno Simulator (for Master and Bridge Officers).
o BTM /BRM/Ship-Handling Simulator Training (for Master and Bridge Officers).
o Preparation for Vetting Inspections.
o Use of PPE.
o Wires and Ropes (Inspection, protection, maintenance).
o Ship Handling Simulator Seminar.
o Case studies of Incidents /Accidents.
o PMS Reporting.
o Environmental & Marpol Awareness.
o Cargo Handling Simulator.
o Risk Assessment & Incident Investigation.
o IMS and ISPS Requirements.
o Information Security matters.
o Duties of the Ship’s Safety Officer and of the Ship Security Officer.
o Behavioural Safety, Stop Work Authority, Weak Signals, Reporting of Near Misses.
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D. Office Support
The Company ensures that the Master is given full support to perform his duties by:
 Maintaining adequate Crewing levels onboard.
 Providing qualified, medically fit, competent and motivated Seafarers to serve onboard.
 Setting reliability and maintenance standards and providing spares, stores and repairs to
maintain the Ship in a safe and seaworthy condition.
 Establishing a 24-hour communications link between the Vessel and all key Office Personnel
and the DPA, by the use of Mobile telephones, Tablets and other Communications Systems
(i.e ZOOM).
 Providing access to the Office Database to all Shore Based Key Personnel (Operations,
Technical, Crew, Marine & S&Q Department Staff and the Technical Manager) enabling
them to review all incoming messages during after-office hours and during weekends or
during their travelling periods).
 Sending reminder and guiding messages on all important issues.
 Providing the Master with the latest Circulars and documentation issued by the Flag
Administrations, Classification Societies and other International Organizations.
 Providing the Vessel with all the latest IMO publications, the latest Nautical Charts and
Notices to Mariners.
 Issuing clear Procedures for safe navigation, checking, and reporting, in line with Regulatory
and Company policies.
 Ensuring that all Navigational Equipment is in good working condition and/or by urgently
arranging for their repair.
 Establishing procedures for evaluating and managing changes to operations, procedures,
Ship’s equipment or Personnel to ensure that safety, security and environmental standards are
not compromised.
 Being committed to respond effectively to identified and reported defects and deficiencies in
the IMS, or in the Vessel’s machinery and equipment.
 Using effective investigation, reporting and follow-up methods to learn from significant near
misses and incidents/accidents and thus prevent re-occurrence.
 Developing a proactive approach to Safety Management, that includes identification of work
related and health related hazards (including hazardous substances) and the implementation of
preventive and mitigation measures.
 Developing Work & Health related Risk Assessments for works and conditions onboard which
present hazards.
 Developing Information Security Risk Assessments for onboard identified hazards.
 Establishing an Emergency-preparedness System and regularly testing it to ensure an ongoing
ability to react effectively to an accident/incident or other emergency.
 Establishing and implementing appropriate measurement and feedback processes to focus on
and drive to continuous improvement.
 Benchmarking and adopting Best Industry Practices to improve performance.
 Providing continuous Training and Refreshing Courses.
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7.2.2.3 Shipboard Personnel
A. Recruitment of Shipboard Personnel

 The right qualifications, commitment and motivation need to be instilled in Shipboard
Personnel, upon whose professional skills, effectiveness and attitude the success of the IMS
depends.
 The Company ensures that each Ship is manned with adequate, qualified, certificated and
medically fit seafarers, in accordance with the National and International requirements by
clearly establishing the required Qualifications.
 The qualifications per rank are clearly stated in the Form SF/CRW/511- “Crew Qualifications
& Documents Checklist) and in the Procedures Manual (PRO 02)–Section 21-“Shipboard
Personnel”.
 The Manning Agent is responsible to check and ensure that the Seafarers whom they propose
for employment have the required Competence and other Certificates and ensure that all Crew
Certificates are Originals and Authentic.
 The Crewmembers’ documentation must be transmitted to the Company by the Manning
Agent, accompanied by a MAN/AGENT/004 “Crew Personal Data-Transmittal Sheet”,
signed by the Manning Agency, confirming the following:
o The Crewmember’s certificates were checked and were found Authentic.
o The Crewmember successfully passed the Interview as per his Rank.
o The Crewmember successfully passed the Seagull CES -Test as per his Rank.
o The Crew members’ past experience was verified and was found satisfactory and as per
the Company’s Crewing Policy.
o The Crew member has been familiarized with the Company’s Travelling Guide/ Policy.
 The Crew Manager is responsible to ensure, for a second time, that all Seafarers approved for
recruitment are holders of the appropriate Certificates, when the copies arrive in the Office.
 The Crew Department is mainly responsible to check and ensure that the seafarers who are
accepted for employment are certified as per STCW and MLC 2006 requirements, and meet
the Oil Majors Officers Matrix.
 On a Monthly basis, a random check for Certificate authenticity is carried out by the Crew
Department. (“Authenticity of Crew Certificates”).
 An additional checking of Crew Certification is carried onboard by the Master, by using the
Form SF/CRW/511-"Crew Qualifications Checklist”.
The Master must check and ensure that all the Crew Certificates onboard are the originals and
appropriate for the rank.
When recruited seafarers join the Vessel, the Master is responsible to finally ensure that the
new crew holds the necessary and ORIGINAL certificates for their rank and type of Vessel
(before releasing the crewmembers who are to be relieved by the on signers).
 The Company has set clearly defined procedures for reviewing the data provided by the
Manning Agent, and for selecting Shipboard Personnel. (PRO (002) – Procedure 21-§ 2.1-
“Selection of Seafarers”).
 The Company ensures that all seafarers employed, have passed the pre-employment Medical
Examinations, as per MLC 2006, including Colour vision examination, test for HIV, Test for
Hepatitis for Catering Staff and Drug & Alcohol tests.
 Before joining the Vessel, the Company arranges for Deck and Engine Officers to follow
training courses in order to improve their skills (Bridge Team Management and Engine Team
Management, respectively).
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 Additionally, all Deck Officers must be holders of a Security Officer’s Certificate.

 All crew must receive training on “Security Awareness” as per STCW A-VI/6-1 and on
“Designated Security Duties” as per STCW A-VI/6-2 before joining.
 The Company encourages the re-employment of crewmembers who have previously served on
Company Vessels and have been highly appraised, aiming to maintain a crew retention rate
of over 80 % over a two-year period, (at least for Senior Officers) thus promoting continuity,
with an emphasis on retaining Senior Officers.
 For this reason the Company has issued the Form SF/CRW/515-"Application for re-
employment". “Rejoining Bonus” and the “Seniority Bonus” have been established.
The Company conducts Annual Audits of the Manning Agent to ensure that:
(Form OFF/CRW/510-Company Audit and Review of Manning Agents”)
 Certification and Competency checks are effective.
 The procedures for the selection and recruitment of seafarers are of a standard
compatible to STCW, MLC 2006 and Company standards.
 The accuracy of pre-employment records.
 Training requirements set by the Company are fulfilled.
 The appraisal results are recorded in the Seafarers’ Records.
 The pre-employment medical checks are conducted by recognized Medical institutions
as per MLC 2006 Requirements.
 The Manning Agents are Holders of MLC 2006 Certificate or equivalent and that they
strictly operate under the requirements of MLC 2006- Regulation 1.4-“Recruitment and
Placement”.
B. In-Office Interviews of Senior Officers

The Company has an extended recruitment and interview process for Senior Officers.
All Masters, Chief Engineers, Chief Officers and Second Engineers who have been scheduled to
serve on Company Vessels for the first time, are always invited to the Office for interview and
familiarization by the Department Managers & Departmental Staff and by the DPA.
All the Masters and Chief Engineers are also interviewed by the Chief Operating Officer (COO).
When the interviews are complete, an informal meeting (Minutes are not kept for this meeting) is
held between the Department Managers to decide on the Master’s suitability and his employment
or not.
If accepted, the “Seafarer Approval” is processed electronically, as described in PRO (002) –
Procedure 21-§ 2.1.5-Page 6, Table 1-“Approval Authority of Seafarer Personnel Selection”.
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C. Training of Shipboard Personnel

Shipboard Personnel receive the following Training:
1. At Manning Agents Premises
Newly recruited crew have the opportunity to familiarize themselves with the Company’s IMS,
in the Manning Agents Premises.
An updated set of Shipboard IMS Manuals (in electronic form) is available at all times.
2. Crew Training Onboard
On joining the Vessel, and in a defined period of time, every crew member must receive Job
and Safety Familiarization training.
3. Company-Held Seminars
The Company organizes Seminars for Shipboard Personnel in their country. This must normally
be held annually, when the Office Department work schedule permits.
4. Crew Training in Recognized Maritime Training Centers
Shipboard Officers receive additional training in recognized Maritime Training Centers.
The training courses are according to their rank. i.e.
5. Crew Training in Recognized Maritime Training Centers
The minimum Training/Familiarization provided by the Company is included in the Table

found in the Procedures Manual (PRO 002) – Procedure 23-“Training”- § 2.2.2.1 –
“Training/Familiarization”.
Catering Staff (Messboys)

o Vessel Sanitary Program
o The Cook does not attend this course.
He must be certified as per the MLC 2006 requirements)
Other Training
The Company may consider re-training courses, for Shipboard Personnel who have been
involved in operational incidents (TMSA).
6. Timing of Training Courses
The following Training Courses must be attended before signing- on:

 BTM
 ETM
 Risk Assessment/Incident Investigation
 Shiphandling ( if deemed required )
 ECDIS Type specific course, when required depending on Vessel’s carriage of ECDIS
model
Refresher Courses BTM, ETM must be attended every five (5) years.
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D. Onboard Familiarization
The familiarization of the Crew with their IMS-related duties is important for maintaining the
continuity and effective performance levels of the IMS.
The Company ensures that new Shipboard Personnel or Personnel transferred to new assignments
are familiarized with safety issues and their duties, by having established and implementing
clearly stated Familiarization procedures as per MLC 2006- Regulation 1.2.
On joining the Vessel, all Shipboard Personnel must receive Job and Safety Familiarization
under the direction of an Appointed Officer.
(MLC 2006 - Regulation 1.3 - Training and Qualifications).
 Job Familiarization for Senior Officers is implemented through the Handover Procedure and
the relevant Handover Checklists i.e:
o SF/CRW/501-Master,
o SF/CRW/502-502A- Chief Officers,
o SF/CRW/503-Chief Engineers and
o SF/CRW/503A-Second Engineers.
 For Masters and Senior Officers, the Company may decide to allow "an overlapping period",
depending on the rank and the previous service on Company Vessels.
(Refer to PRO (002) Manual – PROC 21-Shipboard Personnel - § 2.5.6- “Overlapping Period”
during Hand-over of duties).
 Job Familiarization for the other ranks is carried out through the Job Familiarization
Procedures (PRO (002) –PROC 21-Shipboard Personnel- § 2.4.8-“Job, Safety & Security
Familiarization”.
o The joining Crewmembers must visit the spaces in which their primary duties will be
performed. They must become familiarized with the location, controls and display features
of the equipment they will be operating or using.
When possible, they must activate the equipment and perform functions using the
controls of the equipment.
The relevant Job Familiarization forms are used depending on the position/Vessel
Department:
 SF/CRW/505- Job Familiarization
 SF/CRW/505A-1 –Bridge Familiarization
 SF/CRW/505A-2-ECDIS Familiarization
 SF/CRW/505A-3- ECDIS Certificate
 SF/CRW/505B- Cargo Familiarization
 SF/CRW/505C-Engine Room Familiarization
 SF/CRW/505D-Crane Operators Familiarization
 Safety Familiarization for all Shipboard Personnel is carried out through the Familiarization
Procedure (PRO (002) –PROC 21-Shipboard Personnel- § 2.4.8-“Job, Safety & Security
Familiarization”.
 During the first familiarization phase, the Safety Officer must familiarize the
 Crewmember.
 During the second phase, the joining crewmember is required to complete a
 Questionnaire which includes self-familiarization with the Ship, its equipment and the
IMS.
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The Checklist SF/CRW/506- “Safety and Security Familiarization Checklist” has been issued
to cover all the important safety items with which each crewmember must familiarize himself
in the first 6 hours, 24 hours, one week etc.
 The Safety Officer has been appointed by the Master to monitor the familiarization procedure
and keep the relevant records, signed by each crewmember.
 Seagull Online Computer Based Training, with videos and CDs, which cover the everyday
activities onboard as well as Emergency situations, must be viewed by Shipboard Personnel,
(There is a specific CBT Matrix for each rank.
A CBT Training Matrix per Rank and Vessel Type exists in the Seagull Computer Based
Training System.
Additionally, there is a special requirement for the Senior Officers (Master, Chief Officer,
Chief Engineer and Second Engineer) to view the “Accident and Incident Investigation”,
during each service onboard.
E. Familiarization of Shipboard Staff with the New Rules & Regulations

The Company ensures that all Company Personnel have a clear understanding of the existing and
new Rules, Regulations, Guidelines etc, by establishing the following procedures:
 By maintaining a Contract Agreement for the "automatic supply" of all new or amended IMO
and other Publications. The Company has decided on an extensive list of publications and
continuously updates and enriches this list.
 By being a registered member of the ITOSF (Informal Tanker Operators Safety Forum) for
Industry benchmarking.
 By being a registered member of “HELMEPA” (Hellenic Marine Environmental Protection
Association) and receiving information on all the new environmental regulations and trends.
 By amending the IMS, as required (Manuals, Forms, Training Posters, Circulars) to include
the new Regulations and Codes.
 By uploading the Circulars etc in the Seagull Online Database “Company’s Notices” for
convenient review by Shipboard Personnel.
 By continuously reviewing the Flag Administration and Classification requirements, and
notifying the Vessels through Official Circulars, Alerts and Bulletins.
 By sponsoring attendance in Training Seminars and Conferences of both Shore and Shipboard
Personnel.
 By organizing and conducting Training Sessions in the Company’s Approved Training Center
and Annual Conferences.
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F. Identifying Training needs of Shipboard Personnel

The Company has established procedures in order to identify the Training needs of its Shipboard
Personnel.
This is done through:
 the Interview Process,
 the Appraisal System,
 the Training Drills,
 Internal Audit and Inspection results,
 Third Party Inspection Results,
 Investigation and Analysis of Incidents, Accidents and Serious Near Misses.
All the above considerably assist in identifying training needs and necessary changes to the IMS.
The Appraisal of Shipboard Personnel is clearly defined in IMS Procedures Manual (PRO (002) -
PROC 21-“Shipboard Personnel”-§2.7-“Crew Appraisals, Promotion and Disciplinary Action”
and § 2.7.1-“Appraisal of Shipboard Personnel”.
During the Training Drills, additional training needs may be identified.
In such a case, Extra Training is provided to Shipboard Personnel.
Additional training may be sponsored, for attendance in Refresher courses in the Crewmembers
home country (ISM Code, Bridge Team or Engine Room Team Management, Risk Assessment /
Accident – Incident Investigation courses).
Specialized Training may also be arranged in Manufacturer’s premises (i.e. Training on Framo
Pumps, Automated Main Engines).
G. Shipboard Personnel Awareness of Duties

The Shipboard Personnel are made aware of their Duties and Responsibilities through detailed Job
Descriptions which are found in relevant Appendix E-“Shipboard Personnel Responsibilities and
Authorities” of this Manual.
In addition, the Company has issued "Responsibility Posters" (POST 01-14A)
The Posters must be posted in the Crew Cabins.
Additionally, on boarding the Vessel, a detailed Job Familiarization process is in place,
depending on the rank and Shipboard department of the joining crew member.
Job Familiarization Checklists are available per Shipboard Department
(SF/CRW/505+ Series of Familiarization Checklists”).
The Company has established procedures for Training in Higher Rank Duties, in order to Officers
to be able to respond to Emergency Situations (in case their higher rank is incapacitated) and for
promotion preparation (Forms SF/CRW/519+ Series).
The Company has also established procedures for the Trainee Senior Officers who have been
scheduled for promotion and are ready to assume the responsibilities of the new Rank, on joining
the Vessel, subject to a positive Short Report by their predecessor onboard.
( refer to the PRO (002) –PROC 23-“Training”-§ 2.2-“Shipboard Personnel Training” –Sub §2.2.5-
“Onboard Higher Rank Officers Training & Trainee Senior Officers Onboard” and the forms
SF/CRW519+ Series as well the forms SF/CRW/509+Series.
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H. Records of Shipboard Staff Education, Experience and Training

Records of Shipboard Staff Education, Experience are maintained both onboard and in the Crew
Department as follows:
 Shipboard Filing System: Master’s Crew Box Files & ERP-Crew Module.
 Crew Department Filing System: “Personal Crew Files” & ERP-Crew Module.
Training Records of Shipboard Personnel are maintained both onboard and in the Crew
Department in the ERP.
I. Appraisals of Shipboard Personnel

The competence of Shipboard Personnel is evaluated onboard, following the relevant Crew
Appraisal procedure , as found in PRO (02)- PROC 21- Shipboard Personnel-§ 2.7-Crew
Appraisals, Promotions & Disciplinary Actions”.
The Appraisal reports serve as a means of:
 Measuring Employee performance, skills, initiative, attitude, cooperation.
 Identifying Training Needs & further development requirements.
 Identifying Promotion possibilities.
J. Official Language Onboard
The Official Language of the Vessels is English.
K. Effective Communication
During emergencies, the ability of the crew to communicate among themselves has proved to be a
crucial factor in the outcome of many Shipping incidents.
 Effective communication is an aim at all times.
The Company ensures that the Ship’s Personnel are able to communicate effectively in the
execution of their duties, by having adopted the following Policy and Practice:
o All Masters and Officers must have a good knowledge of the English language so as to be
able to perform their duties, to review the IMS Documentation and other information
regarding safe navigation etc, to contact Port Authorities, Flag Administration, and to pass
Ship’s Inspections.
o The level of the English language is assessed during the recruitment process in the Manning
Agent’s Premises.
o Furthermore, the Master’s level of English is assessed in the Office, during his interview
and familiarization.
o The Master’s level of English is also assessed during the Vessel Visits by Ship Managers,
Marine Superintendents and other Office representatives (i.e Crew Manager, Owners etc).
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 Employment of Mix Nationality
Seafarers’ Nationality
Vessels shall be manned with maximum five (5) Nationalities, conversant to ENGLISH
Language.
In case extra crewmembers are required (e.g. when workloads are high), this Crew may be
of a sixth (6th) Nationality, provided that they are conversant to English Language.
Efforts shall be made to ensure that Crew onboard share compatible culture, ethics,
values and principles aiming at a smooth cooperation onboard.
7.2.2.4 Environmental and Energy Efficiency Training

Training is very important because it increases environmental and energy efficiency awareness and
leads to compliance with the requirements of ISO 14001:2015 & 50001:2018 which have been
incorporated in the Company IMS.
Training is achieved by:
 Attending Training Seminars, Forums etc. on environmental and energy efficiency subjects.
 Issuing Environmental and Energy Efficiency Circulars by the Company.
 Viewing Computer Based Training (CBT), with subjects relevant to environmental and energy
efficiency issues.
 Issuing environmental and energy efficiency articles in the Company Newspaper.
A. Environmental and Energy Efficiency Training Responsibilities

The key responsibilities for Training are the following:
 The Company’s Departmental Managers are responsible to identify the training needs of the
Personnel of their department and to report this in the Appraisal Report for Office Staff.
 The Master is responsible to identify the training needs of officers and crew onboard, and to
report this in the Crew Appraisal report.
 The DPA and Management Representatives are generally responsible to plan, organize and
monitor training courses for Shore-based and Shipboard Personnel.
 The Training Manager, in cooperation with the DPA and the Management Representatives are
responsible to plan, organize and monitor the training of Shipboard Personnel in the Manning
Agents premises, in Training Academies, Seminars, and Forums etc.
B. Environmental and Energy Efficiency Training

Training includes but is not limited to:
 Requirements of the ISO 14001:2015 Standard.
 Requirements of the ISO 50001:2018 Standard.
 Environmental Aspects and Impacts.
 Energy Planning and Energy Programs.
 Technical and practical information associated with Pollution Prevention.
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 Pollution Prevention Programs related to catering, deck and engine department procedures and
operations.
 Oil Bilge Water Management.
 Procedures on the Garbage Management Plan.
 Procedures regarding the VGP.
 Procedures regarding the operation, maintenance and repairs of the Oily Water Separator.
 Procedures regarding the operation, maintenance and repairs of the ODME.
 Procedures regarding the operation, maintenance and repairs of the Incinerators, and other oil
prevention equipment.
 Procedures regarding Company and Ship Energy Efficiency Management Plans.
 Warnings regarding the consequences of violation of environmental management procedures,
including the possibility of criminal prosecutions and imprisonment.
 Reporting obligations of Crew. Failure to comply with recordkeeping requirements may also
lead to criminal offence, regardless of whether or not there has been pollution.
 The negative impact of Sewage to the Marine Environment (depleting the oxygen in the sea
water).
 The consumption of Fresh Water provided from shore, reduces the resources.
 Procedures to report malfunctioning of Environmental Critical Equipment (ODME, OWS,
Incinerator).
 Importance of proper Record Keeping (Oil Record Book, Garbage Log Book etc).
 Reporting obligations of crew .
 Use of anonymous reporting systems in order to report to Office any non-compliance onboard.
This anonymous reporting mechanism must encourage any employee to report a suspected
violation to the Environmental Compliance Manager. (POSTER 53-“Clean Seas Award” and
“Whistle-Blowing Policy”).
This mechanism must operate outside the other operational mechanisms in place and no
retaliation /vengeance must be exercised against any employee making such a report.
 Employee obligation to participate in the oversight of the Environmental Compliance Program.
 Employee Obligation to exercise Stop Work Authority if he identifies a hazardous act or
condition.
 The necessity of honesty in all dealings with Port and Flag State Authorities and the need for
factual Record-Keeping must be constant training themes.
All above subjects are analyzed in relevant “Environmental Circulars”, issued by the Company.
C. Environmental Training including Computer Based Training (CBT)

Environmental Training includes but is not limited to:
• Requirements of the ISO 14001 & ISO 50001 Standards.
• Technical and practical information associated with Pollution Prevention.
• Pollution Prevention programs related to various department procedures and operations.
• Oil Bilge Water Management.
• Procedures on the Garbage Management Plan.
• Procedures regarding the VGP.
• Procedures regarding the operation, maintenance and repairs of the Oily Water Separator.
• Procedures regarding the operation, maintenance and repairs of the ODME.
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• Procedures regarding the operation, maintenance and repairs of Incinerators and other oil
prevention equipment.
• Consequences of violation of Environmental procedures.
• Use of anonymous Reporting System (refer to Whistle-Blowing Policy).
• The necessity of honesty in all dealings with Port and Flag State Authorities and the need
for factual record keeping.
Officers visiting PMA & TC are trained by the Company’s Environmental Section and those
visiting POTF/PRRF are trained by the same through WEBINAR, in coordination with
PMA & TC.
These Training Sessions are monitored by the S&Q Department and are recorded individually in
the Form SF/TRN/001-“Onboard Training Records” and SF/SAQ/416-“Record of Drills and
Other Training”.
D. Environmental Computer Based Training (CBT)

Environmental Awareness is increased through CBT (Computer Based) training.
The Office Library and the Vessels’ CBT Libraries have been supplied with Environmental CDs
from the Seagull CBT Training Library.
Such indicative CDs include:
 # 04- SOPEP.
 # 06-OPA 90.
 # 27-Ballast Water Management.
 # 43-Bilge Water Separator.
 # 55-ODME.
 # 91-Incinerator.
 # 92-MARPOL.
 # 97-Energy Conservation.
 # 122-ISO 14001-Environmental Protection.
 DVD 2004- SOPEP.
The CBTs are frequently reviewed by the Training Manager, who may withdraw some and add
others, as required.
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7.3 AWARENESS
REFERENCES
ISM Code § 6 – “Resources & Personnel”
ISO 9001:2015 §7.3-“Awareness”
ISO 14001:2015 § 7.3-“Awareness”
ISO 27001:2013 § 7.3-“Awareness”
ISO 45001:2018 § 7.3-“Awareness”
ISO 50001:2018 § 7.3-“Awareness”
The Company ensures that persons doing work under the Company’s control are aware of:
 The Policies.
 The Objectives.
 Their contribution to the effectiveness of the Integrated Management System, including the
achievement of objectives and targets, and the benefits of improved performance.
 The implications and potential consequences of not conforming to the Integrated Management
System requirements.
 The impact of their activities or behaviour with respect to energy performance.
 Incidents and the outcomes of investigations that are relevant to them.
 Hazard, occupational health and safety risks and actions determined that are relevant to them.
 The ability to remove themselves from work situations that they consider present an imminent and
serious danger to their life or health, as well as the arrangements for protecting them from undue
consequences for doing so.
The awareness is achieved through:
 Clear Policies
 Well defined Duties, Responsibilities and Authorities
 Explicit Working Instructions
 Training, including Shell’s Reflective Learning, Resilience and LET.
 Mentoring,
 Meetings
o Safety Meeting onboard chaired by the Master.
o Safety Meetings onboard held by attending Office Personnel.
o Management Review Meetings.
 Office held Conferences.
Reference Documents
 Shore Personnel Recruitment and Selection PRO/PROCEDURE 20A
 Shore-based Personnel PRO/ PROCEDURE 20 B
 Drills and Exercises EMP/SECTION 10
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7.4 COMMUNICATION
REFERENCES
ISM Code § 6 –“Resources and Personnel”
ISO 9001:2015 § 7.4–“Communication”
ISO 14001:2015 § 7.4-“Communication”
ISO 50001:2018 § 7.4 - “Communication”
TMSA 3: KPI 1-2.2-“Management strives to improve safety and environmental performance at all
levels”
TMSA 3:KPI 1A –2.1–“Periodic meetings that review or amend current procedures, or propose new
ones, take place at defined intervals and are formally recorded.”
The communication processes of the Company, including the communication between its various
levels and functions, concerning the effectiveness of the management system, are established through
the procedures and job descriptions, which are included in the integrated management system.
The procedures describe the control of Internal and External communications in order to ensure that
relevant information is communicated accurately, consistently, promptly and effectively to Shore-
Based Personnel, Ships Crews and any other Interested Parties, including information regarding the
Safety-Health-Quality-Environmental-Energy matters and the IMS effectiveness as required by ISM
Code, ISO 9001, ISO 14001, ISO 27001, ISO 45001 and ISO 50001.
The ISM procedures determine:
 What to communicate.
 When to communicate.
 With whom to communicate.
 How to communicate.
 Who communicates.
Internal communication concerning the effectiveness of the ISM is achieved through:
 Daily personal contact between the employees and
 Internal Operational Meetings
The Company may employ External Resources i.e Qualified Individuals / Experts and / or Management
Members to handle specific tasks such as Media, Public and Regulatory communications.
The range of communication methods depending on the circumstances may include:
 Approved procedures, work instructions, policies and forms;
 special newsletters, Company’s circulars, memos and correspondence;
 meetings and management reports.
 Conferences.
 Participation in Industry Forums.
These are intended to ensure that Employees and Crew members at all functions and levels as well as
all interested parties shall receive reliable, timely information on matters regarding the IMS.
The Company ensures that the views of external interested parties are considered in establishing
relevant communication procedures.
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The Company takes into account diversity aspects (e.g. gender, language, culture, literacy) when
considering its communication procedures.
The Company has established procedures which ensure that all Shipboard Personnel receives relevant
information in the languages understood by them and that individuals are able to communicate
effectively in the execution of their duties.
The Company shall respond to relevant communications on its Integrated Management System and
retains documented information as evidence of its communications, as appropriate.
7.4.1 PROCEDURES RELATED TO COMMUNICATION

 General Communication Procedure
External Communication shall be effected as it is documented in the relevant procedure PRO (002)-
PROC 07-“Communication”.
Additionally, the Company has issued the Policy “Computer, E-mail and Internet Policy”- which
is found as Appendix Y of this Manual.
 Emergency Communications Procedure

External communications during Emergency Situations are specified in the Emergency Procedures
Manual (EMP)- Section 02- “Office Emergency Procedures and Section 03-“Shipboard Emergency
Procedures”.
 Accidents/ Incidents Communication Procedure

Internal & External Communication procedures for the reporting of Accidents / incidents , are
found in PRO (002) –PROC 14-Annex 2- “Guide for Incident Notification and Reporting.
 Communicating Environmental Aspects and Energy Efficiency matters of the EMS

Internal Communication processes relating to Environmental and Energy Efficiency matters
are documented in the relevant procedures PRO (002) –PROC 25-“Environmental Issues” and
PRO (002) –PROC 26-“Energy Issues".
The Company communicates externally about its significant environmental aspects and its
commitment to the Environmental Management System and about the energy efficient
performance and its commitment to the Energy Management System.
This is done by the following methods:
 Providing Environmental Documentation to Third Party who are holders of the Company’s
IMS (e.g Manning Agent) i.e
o The Company’s Environmental and Energy Efficiency Policy and
o all Environmental Objectives, Targets and Programs.
 Incorporating Environmental & Energy Efficiency Management requirements in Contract
Agreements with Contractors (e.g Shipyards, Charterers etc).
 The Company’s Environmental Policy has been published in the Company website
www.prime-marine.net.
 Through Company Official “Declaration of Environmental Compliance” forms.
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 The Company has issued environmental forms which are sent to sub-contractors, notifying
them of the Company’s commitment to its Environmental Policy and its environmental
objectives.
The contractors are requested to acknowledge this and to take efforts to assist the Company in
achieving its environmental objectives.
 All outgoing e-mail messages are suggested to have the following format as “Signature of
Sender”:
o Employee Name and position : …..
o Prime Marine Management Inc
o Telephone: ……
o Direct Line:……
o Fax:……
o E-mail: ……….
o Think of the environment before you print this message
 By sponsoring Environmental Projects and Charities (e.g reforestation programs, programs for
protecting species in danger etc). This may be included in the long-term Company’s
Environmental Programs.
 Communicating Occupational Health & Safety Aspects

With regard to Occupational Health and Safety matters, the Company has established,
implements and maintains procedures for:
o Internal communication among the various levels and functions of the Company;
o Communication with Contractors and other Visitors to the workplace;
o Receiving, documenting and responding to relevant communications from External
Interested Parties.
The IMS among the various levels and functions of the Company including changes to the IMS. For
any changes that affect contractors’ occupational health and safety, it is the responsibility of the
Company’s Occupational Health and Safety Representative (Safety & Quality Manager or the DPA
and/or Safety Officer onboard) to inform the contractors in time.
The Company ensures that the communication procedures enable workers to contribute to continual
improvement.
The Company ensures that any person doing work under the company's control can make comments
or suggest improvements to the IMS, including the Energy Performance.
When establishing the communication procedures, the Company:
 takes into account its legal requirements and other requirements;
 ensures that occupational health and safety information to be communicated is consistent with
information generated within the Integrated Management System, and is reliable.
The Company ensures that, when appropriate, relevant external interested parties are consulted
about pertinent occupational health and safety matters.
The Management Representatives and DPA have the responsibility to ensure that the methods of
communication are in compliance with the relevant international standards and codes.
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7.4.2 COMMUNICATION EQUIPMENT AND PROCESSES

Top Management has established procedures for effective communication channels throughout the
Company.
These procedures apply to:
 Interoffice communications.
 Communications with Vessels.
 Communication with third parties, such as Charterers, Suppliers, Flag Administrations,
Classification Societies etc.
Reference Documents
 Communication PRO/ PROCEDURE 07
 Emergency Procedures Manual
 Ship Energy Efficiency Management Plan (SEEMP Part I & II)
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7.5 DOCUMENTED INFORMATION
REFERENCES
ISO 9001:2015 (E) § 7.5-"Documented information"
ISO 14001:2015 (E) § 7.5 -“Documented information”
ISO 50001:2018 § 7.5 -"Documented information"
ISM Code - § 1.4–“Functional Requirements for a SMS”
TMSA 3: KPI 1–1A (All)
TMSA 3: KPI 1A-1.3-"Procedures and instructions are written in plain language and contain
sufficient detail to ensure that tasks can be completed correctly and consistently”.
TMSA 3: KPI 1A-1.4-“Procedures and instructions are easily accessible to Personnel and available at
appropriate locations”.
TMSA 3: KPI 1A-1.5-“A formal document control system is in place to ensure that the current SMS
documentation is available”.
TMSA 3: KPI 1A-2.1-“Periodic meetings that review or amend current procedures, or propose new
ones, take place at defined intervals and are formally recorded”.
TMSA 3: KPI 1A-2.3-“Relevant reference documents are provided as a supplement to the SMS both
onboard and ashore”
TMSA 3:KPI1A-3.2-“Instructions and procedures covering shore and Vessel operations are developed
in consultation with those who will have to implement them”
7.5.1 GENERAL
The functional requirements, which the Company developed, implements and maintains for the
ISM Code, are the following:
 A Quality, Safety & Health Policy.
 Instructions and Procedures to ensure safe operation of the Ships and protection of the
environment in compliance with relevant International and Flag State Legislation.
 Defined levels of Authority and lines of communication, between and amongst Shore and
Shipboard Personnel.
 Procedures for the selection of qualified Shore-based and Shipboard Personnel.
 Procedures for reporting Accidents, Incidents, Near Misses, Defects and Non-Conformities in
compliance with ISM Code requirements.
 Procedures to prepare for and respond to Emergency situations.
 Procedures for the maintenance of the Ship and Equipment.
 Procedures for controlling the issuance, approval and distribution of IMS Documentation.
 Procedures for Internal Audits and Management Reviews.
 Procedures for the Company’s certification, control and verification by the Flag Administration
or by a Recognized Organization, authorized by the Flag Administration.
The procedures which the Company has developed, implements and maintains in order to comply with
the requirements of the adopted ISO Standards are the following:
 Identification of the processes need for the IMS and their application throughout the
Company.
 Determination of the sequence and interaction of these processes.
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 Determination of the criteria and methods needed to ensure that both the operation and control
of these processes are effective.
 Provision of the resources and information necessary to support the operation and monitoring
of these processes.
 Monitoring, measurement and analysis of these processes.
 Implementation of actions necessary to achieve planned results and continuous improvement
of these processes.
 Documented information for the Company’s Information Security Management System.
 Documented information determined by the Company as being necessary for the effectiveness
of the Energy Management Matters and to demonstrate energy performance improvement.
The functional requirements, which the Company developed, implements and maintains for the
Environmental and Energy Requirements are the following:
 Definition of the Company’s Environmental Protection & Energy Efficiency Policy.
 Identification of the Environmental Aspects and determination of the Environmental Impacts
of its activities, products or services that it can control and those that it can influence.
 Identification and access to the compliance obligations, including applicable Legal
Requirements and other requirements to which the organization subscribes related to its
environmental aspects and determination of how these requirements apply to its
environmental aspects.
 Establishment of Environmental Objectives, Targets and Programs.
 Provision of resources essential for the implementation and maintenance of the IMS.
 Allocation of roles, responsibilities and authorities within the Organization for the
implementation and maintenance of the IMS.
 Promotion of Environmental Awareness, by training and educating its employees.
 Establishment of procedures for the Internal and External communications of the Company.
 Determination of the Documented Information needed for the effective planning, operation and
control of the IMS.
 Monitoring, measuring and analysing the processes necessary for the fulfilment of the
Environmental Programs and the achievement of the Environmental Objectives and Targets.
 Establishment of Emergency Procedures to respond to emergency situations and accidents that
have or can have an impact on the environment and regular tests of these procedures.
 Establishment of periodical Audits to ensure compliance with the requirements of the ISO
Standard, Company IMS and any relevant Legislation.
 Periodic review of the IMS to ensure it suitability, adequacy and effectiveness and to plan
further actions for continuous improvement.
The documentation requirements of the Integrated Management System include but not limited to:
A. The Company’s Quality, Safety & Health Policy (ISM §2).
B. The Company’s Environmental & Energy Efficiency Policy.
C. A Statement on Master’s Ultimate Authority (ISM §5).
D. The Company’s Vision and Mission Statements.
E. All other Policies adopted by the Company.
F. Documentation which must encompass all the requirements of the ISM Code and MLC
Convention.
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G. Documentation, which must encompass all the requirements of the:

 ISO 9001:2015
 ISO 14001:2015
 ISO 27001:2013
 ISO 45001:2018
 ISO 50001:2018
H. Documents needed by the Company to ensure the effective planning, operation and control of the
established procedures (Forms and Checklists).
I. All records required by the ISM Code and the rest of the applicable International Standards (Log
Books, Inspection reports etc).
Additionally, the IMS includes documentation, required by other International Codes and Industry
Standards i.e :
 Security Policy & Information Security Policy (Requirement of the ISPS Code, ISO 27001,
TMSA).
7.5.2 CREATING AND UPDATING IMS

The Company has established an Integrated Management System, which includes instructions,
procedures and checklists in order to ensure that both Office and Shipboard Personnel implement the
requirements of the mandatory and voluntary International Codes and standards, Flag Administration
Requirements , IMO Regulations and the Best Industry Practices.
The Company IMS Documented Information has:
 Identification and description ( e.g title, date, reference number, version number )
 Format ( e.g language, software version, graphics) and Media ( paper , electronic )
 Review and approval for suitability and adequacy
All the Company Manuals, procedures, instructions, forms and circulars are written in plain and simple
English, and contain sufficient details to ensure that tasks can be completed correctly and consistently.
The Company’s Integrated Management System consists of five (5) Levels.
These levels prescribe the controls which are essential to maintain a service always in compliance with:
 ISM Code [IMO Resolution A 741(18)].
 Adopted ISO Standards (mentioned in paragraph A. below).
 Requirements of the International Maritime Organization ( IMO)
 Requirement of the Flag Administration and Classification Societies.
A. Level 1
A description of the elements of the Integrated Management System and their interaction (IMS) - (First
Level Documentation).
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The IMS (001), describes the functional requirements of:

 ISM Code
 ISO 9001:2015
 ISO 14001:2015
 ISO 27001:2013
 ISO 45001:2018
 ISO 50001:2018
and their implementation by the Company.
In addition, it includes:
 The Company Policies
1. Quality, Safety & Health Policy
2. Environmental Protection and Energy Efficiency Policy
3. Drug & Alcohol Policy
4. Master’s Ultimate Authority
5. Security Policy
6. Company’s Vision Statement
7. Company Mission Statement
8. Corporate Social Responsibility
9. Antibribery policy
10. Anti-bullying policy
11. Sexual harassment policy
12. Social Media Policy
13. CCTV Policy
14. Office Building Security Policy
15. Company Travelling Policy
16. General Data Protection Policy
17. Whistle-Blowing Policy-Shipboard
18. Whistle-Blowing Policy-Office
19. Computer, E-mail and Internet Policy
20. Mobile Phone Use Policy-Office
21. Workplace Violence Prevention Policy
22. Remote Work Conduct Policy
23. Information Security Policy
24. Clean Desk and Clear Screen Policy
25. Information Classification Policy
 The Company Organization Charts (Lines of Authority and Responsibility)

a) Shore-Based Organization
b) Ship-Based Organization
c) Emergency Communications Organization
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B. Level 2
Second Level Documentation includes procedures, applicable ashore and on board and consists of two
(2) Manuals as follows:
 Integrated Management System (IMS) Procedures Manual (PRO 002).
 Information Security Management System (ISMS) Procedures Manual (PRO 002A).
C. Level 3
Work Procedures / Instructions (Third Level Documentation) explain in detail the actions to be taken
to perform defined activities within the service provided and includes the following:
 003 – Shipboard Safety Manual (SAF)
 004 – Emergency Procedures Manual (EMP)
 005 – Maintenance Manual (MTN)
 006 – Navigation & Mooring Manual (NAV)
 008 – Office Manual (OFF)
 009 – Environmental Manual (EMS)
 010 – Cargo Operations Manual (COM)
 Registered IMS Office and Shipboard Forms
These Manuals provide detailed procedures and instructions, references to International Rules and
Regulations, references to Forms, and to the Company’s Filing Systems.
D. Level 4
Level 4 of the IMS consists of the following Manuals:
 Secondary IMS Manuals.
Secondary Manuals, are all standalone Manuals which have been developed in-house or by
Third Party Organizations /Consultants.
 Manuals in other Languages.
SECONDARY ISM MANUALS
SOPEP Shipboard Oil Pollution Emergency Plan ( OT & LPG)
SMPEP Shipboard Marine Pollution Emergency Plan ( CT)
PCSOPEP Panama Canal Shipboard Oil Pollution Emergency Plan
VRP Vessel Response Plan
CCP California Contingency Plan/ Response Manual
VGP Vessel General Permit
SSP Ship Security Plan
BWMP Ballast Water Management Plan
STM SOLAS Training Manual ( STM 012)
FF BOOKLET Fire Training Manual & Fire Safety Operations
PIW Plans and Procedures for Recovery of Persons from the Water
STS STS Operations Manual
SEEMP Shipboard Energy Efficiency Management Plan
CEEMP Company Energy Efficiency Management Plan
ETB Emergency Towing Booklet
VOC VOC Manual
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SECONDARY ISM MANUALS

DAMAGE Damage Stability Booklet
SERS Ship Emergency Response Service ( Lloyds Register )
IHM Inventory of Hazardous Materials
Biofouling Management Plan & Record Book
SECURITY MANUALS
SSP Ship Security Plan ( made Ship Specific )
Office Security Plan
E. Level 5
Level 5 of the IMS consists of the following:
 Company Circulars issued by the Company
 All Log Books:
a) Articles of Agreement
b) Deck Log Books
c) Engine Room Log Books
d) Cargo Log Books
e) Radio / GMDSS Log Books
f) Oil Record Books
g) Garbage Management Log Books
h) Night Order Book
i) Radar Log Book
j) Chronometer Log Book
k) Compass Error/( Observation) Book
l) Cargo Record Book for Ships carrying noxious liquid substances in Bulk.
m) Ballast Water Record Book
 Forms and checklists provided by Third Parties (Port Authorities, OCIMF, CDI).
 Flag Administration Forms, Checklists and Circulars.
 All Company developed and/or purchased Software :
a) Planned Maintenance System.
b) Crew Department Database.
c) ASTRIS / Communication Software.
d) Purchasing Department Database.
e) Accounting Department Database.
f) Vetting / Marine Department software.
g) S&Q Department Software.
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In addition,
 Manufacturers’ Manuals.
 MSDS: Material Data Sheets.
 Informative / Training CDs (Seagull etc).
 Posters, Documentation and Checklists provided by Third Parties, Suppliers, P&I Club, Oil
Majors etc.
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7.5.3 CONTROL OF DOCUMENTED INFORMATION
REFERENCES
ISM Code § 11–“Documentation”

ISO 9001:2015(E) § 7.5.3-"Control of documented information"
ISO 14001:2015 (E) § 7.5.3-“Control of Documented information”
ISO 50001:2018 § 7.5.3-“Control of Documented information’
TMSA 3: KPI 1A-1.5-“A formal document control system ensures that the current management system
documentation is available”
TMSA 3: KPI 1A-1.3-“Procedures and instructions are written in plain language and contain sufficient
detail to ensure that tasks can be completed correctly and consistently”.
TMSA 3: KPI 1A-2.1-“Periodic Meetings that review or amend current procedures or propose new
ones take place at defined intervals and are formally reported”.
TMSA 3: KPI 1A-3.2-“Instructions and procedures covering shore and Vessel operations are
developed in consultation with those who will have to implement them”.
TMSA 3: KPI 7-2.4-“Management of change identifies all documentation and records that may be
affected by the change.”
Documented Information required by the Integrated Management System shall be controlled.
The relevant Procedure includes the following:

 The documented information is approved prior to issue.
 It is available and suitable for use, where and when it is needed.
 Documented information is reviewed and updated as necessary and re-approved.
 Changes and status of current documented information are identified.
 Relevant versions of applicable documents are available at points of use.
 Documented information is legible and readily identifiable;
 Documents of external origin are identified and their distribution is controlled.
 Superseded documents are removed from use throughout the Company.
 The documented information is adequately protected
(e.g. from loss of confidentiality, improper use or loss of integrity).
The system to achieve documented information control ensures:

 Clear Identification.
 Standard Format.
 Controlled Distribution.
 Controlled access and use.
(Access implies a decision regarding the permission to view the documented information only or
the permission and authority to view and change the documented information).
 Filing and retrieval of each document that contains information, critical for the quality of
services being offered, the safety of the Vessels and crew, the protection of the cargo and the
protection of the Environment ( pollution prevention).
 Storage and preservation, including preservation of legibility.
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 Control of changes (e.g version control).

 Retention and disposition.
Documented information of external origin determined by the Company to be necessary for the
planning and operation of the IMS shall be identified as appropriate and be controlled.
The Company has established and maintains documented procedures to control the :
 Preparation.
 Review.
 Approval.
 Issuance of documents.
and identifies the persons responsible for such functions.
A Master List identifying the current Revision status of every controlled document is described and
presented at the front of every Manual.
Documented information of the latest revision, which has been issued and distributed according to
established procedures, are considered controlled copies.
Documents of External Origin

The Company has determined the information necessary for the control of Shipboard and Shore-based
Operations and has ensured conformity of services.
Such documents shall include, but not be limited to, Rules, Regulations, Codes and Guidelines, i.e.
SOLAS, MARPOL, BC Code, IMDG Code and other IMO publications.
Applicable documents of External origin are identified , recorded and are periodically monitored:
 Flag Administration Regulations, Marine Notices etc (renewed as issued – through Flag
Notifications).
 Lloyds Register “Rule Finder” (renewed on a Six- months basis).
 IMO and other Publications (Inventory carried out on a Quarterly Basis).
Documents of external origin such as Standards, Regulations, Codes, etc. which may be mentioned in
the latest Revision of the procedures are available to all employees for the appropriate procedures under
their Responsibilities. (Office Electronic and Hard Copy Library).
On a Quarterly basis, the Heads of Departments, the Designated Person Ashore and Safety &
Quality Manager monitor the publications, (especially IMO publications) and review the existing lists
for completeness and content. ( Form OFF/SAQ/422-“Office Library Inventory”).
This review serves the purpose of identifying additional documents that need to be maintained within
the Department, and also to identify obsolete or superseded documents for removal from the list.
Any actions required must be considered and relevant Revisions and other actions must be taken for
proper compliance.
This also includes the identification of emerging requirements for environmental protection.
Typical types of information are: operation procedures and data, service knowledge, data from
suppliers, class, administration, and charterers. Data can be in any form or any type of media (i.e.:
paper, computer data, voice – video tapes, CD & DVD and any other digital media).
Only Controlled Documented Information is used as a basis for all activities.
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Documented information, which refer to the documentation structure of the previous paragraph, are
considered controlled documents and a relevant procedure is applicable.
All Documented Information, records and information shall be treated as strictly confidential.
Copies of documents or divulge of any information are not permitted to be given to Third parties
without prior authorisation of the DPA (or the Chief Operating Officer (COO)–depending on the
information).
The Document Control System ensures that each controlled document contains verified information,
which is communicated to the appropriate Personnel.
Additionally, the Document Control System includes provisions for controlling correspondence,
filing and maintaining the History Library of the Company.
Department Managers review and approve all documents issued by their Departments.
The Designated Person Ashore and the Safety & Quality Manager are responsible for monitoring
and supervising the distribution and updating of the Documents.
Appropriate documents are made readily accessible to Staff, including access by Workers, and, where
they exists, Worker's representatives.
Records are in a readily retrievable form but secure and protected from damage.
Distribution records are maintained to ensure that obsolete documents, specifications and drawings are
removed from use or suitably identified as superseded and replaced by those of current issue.
( Monitored through the Management of Change Process ).
Changes to Documents are reviewed and approved during and Operational Meeting, in which the
Department Heads, their Deputies, the DPA and the COO participate.
( i.e IMS Amendment Meetings)
IMS changes are indicated in relevant Log of Amendments ( issued for every IMS Manual and for
every form ) and are reviewed and discussed during the IMS Amendment Meetings.
Revised documents are issued to all holders of the previous versions.
The current issues of documents shall be indicated in the aforementioned Master List.
Due to the use of special software, the Company has established and maintains in-house data
communication procedure.
This procedure includes:
 Control of different software used.
 Control of access to records.
 Record back-up or the procedure for automatic electronic back-up system.
 Control of hard copies (printouts) issued.
Reference Documents
 Document Control PRO/ PROCEDURE 01
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7.5.4 CONTROL OF RECORDS

Records are established and maintained to provide evidence of conformity to requirements and of the
effective operation of the integrated management system.
Records are legible, readily identifiable and retrievable.
The Company establishes and maintains documented procedures for the:
 identification,
 storage & protection,
 retrieval,
 disposition and retention of records.
produced by the implementation of the various procedures of the management system.
The Heads of Departments and the Masters must responsibly nominate their deputies in this regard.
all records must easily accessible and retrievable by authorised Personnel.
Provisions are made for Records, where contractually agreed or legally required, to be made available
to the Concerned parties.
Retention periods are defined and recorded.

All records are stored and retained in a suitable environment for :
 at least five (5) years ashore
 three years (3) onboard (between two consecutive External Audits),
with exceptions as described in other parts of the Management System, in order to prevent damage,
deterioration or loss.
The Management consults the Heads of Departments and decides whether extension of the retention
period is needed.
Quality-Environmental-Information Security, Occupational Health & Safety and Energy Records
maintained by the Company include, but not limited to:
 Non-Conformance reports.
 Incident – Accident records.
 Equipment calibration records.
 Records of Inspections.
 Customer Complaints.
 Internal Audit reports.
 Records of Training.
 Management Reviews, Corrective and Preventive actions.
 Other records specified by the procedures.
 Environmental Aspects, Programs and Related Documentation.
 Reports related with Company’s Environmental Behavior
All records are identifiable to the service involved.
“PRIME” Management encourages the use of electronic documentation and records stored in the
computer system. Appropriate security and back-up controls shall be in place to ensure the reliability,
security, and availability of electronic records for which no paper hard copy is retained.
Reference Documents
Control of Records PRO/ PROCEDURE 02
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(001) OPERATION Eff. Date: 30/11/2021
Contents
8.1 OPERATIONAL PLANNING AND CONTROL ....................................................................... 2
8.1.1 Eliminating Hazards and Reducing OH&S Risks ................................................................. 4
8.2 REQUIREMENTS FOR SERVICES .......................................................................................... 5
8.2.1 Customer Communication ................................................................................................. 5
8.2.2 Determining the Requirements for Service........................................................................ 7
8.2.3 Review of the Requirements for Service............................................................................... 8
8.2.4 Changes to Requirements for Service ................................................................................... 9
8.3 DESIGN AND DEVELOPMENT ............................................................................................. 10
8.4 CONTROL OF EXTERNALLY PROVIDED PROCESSES, PRODUCTS & SERVICES .... 11
8.4.1 General ................................................................................................................................ 11
8.4.2 Type and Extent of Control ................................................................................................. 11
8.4.3 Information for External Providers ..................................................................................... 13
8.4.3.1 Vessel’s Requisitions ................................................................................................................................... 13
8.4.3.2 Dry Docking and Major Repairs .................................................................................................................. 13
8.4.3.3 Crew Requirements...................................................................................................................................... 14
8.4.4 Verification of purchased product or service ...................................................................... 14
8.4.4.1 General......................................................................................................................................................... 14
8.4.4.2 Supplier Evaluation...................................................................................................................................... 14
8.4.4.3 Vessel’s Requisitions ................................................................................................................................... 15
8.4.4.4 Dry Docking and Repair Works................................................................................................................... 15
8.4.4.5 Recruited Seafarers ...................................................................................................................................... 16
8.5 PRODUCTION AND SERVICE PROVISION ........................................................................ 17
8.5.1 Control of Production and Service Provision ...................................................................... 17
8.5.1.1 Office Process Control ................................................................................................................................. 18
8.5.1.2 Shipboard Processes .................................................................................................................................... 18
8.5.1.3 Emergency Preparedness Processes ............................................................................................................. 19
8.5.1.4 Seaworthiness Process Control .................................................................................................................... 21
8.5.1.4.1 General.......................................................................................................................................................... 21
8.5.1.4.2 Vessel Visits by Technical and Marine Superintendents .............................................................................. 21
8.5.1.4.3 Vessel Certificates ........................................................................................................................................ 22
8.5.1.4.4 Computerized Planned Maintenance System (PMS) .................................................................................... 22
8.5.1.4.5 Tank Inspections Scheme ............................................................................................................................. 22
8.5.1.4.6 Standard Reports to the Technical and Marine Departments ........................................................................ 23
8.5.1.4.7 Maintenance and Inspection Records ........................................................................................................... 23
8.5.1.4.8 Defect Reports .............................................................................................................................................. 23
8.5.1.4.9 Dry-Dock Repair Requests ........................................................................................................................... 24
8.5.1.4.10 Critical Equipment and Systems ................................................................................................................. 24
8.5.1.4.11 Validation of Customer Related Services ................................................................................................... 26
8.5.2 Identification and Traceability ............................................................................................ 28
8.5.3 Property belonging to Customers or External Providers ..................................................... 29
8.5.4 Preservation ......................................................................................................................... 30
8.5.4.1 Vessel............................................................................................................................................................... 30
8.5.4.2 Ship Spares, Stores, Consumables, Provisions ................................................................................................ 30
8.5.4.3 Vessel’s Cargo ................................................................................................................................................. 30
8.5.4.4 Preservation and Protection ............................................................................................................................. 31
8.5.5 Post-delivery activities ........................................................................................................ 32
8.5.6 Control of Changes.............................................................................................................. 32
8.6 RELEASE OF SERVICES ........................................................................................................ 33
8.7 CONTROL OF NONCONFORMING OUTPUTS ................................................................... 34
8.8 INFORMATION SECURITY RISK ASSESSMENT AND RISK TREATMENT .......................... 35
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8.1 OPERATIONAL PLANNING AND CONTROL
REFERENCES
ISO 9001:2015 § 8.1-"Operational Planning and Control"
The Company has established and maintains documented procedures for the operation and
monitoring of each activity that affects the quality of the services it provides, by:
 describing the work to be performed and
 defining and assigning the responsibilities for such work
so as to assure that all above works are performed under controlled conditions, producing outputs
which met the Customer requirements as defined during the Planning stage.
Planning of service realisation takes into consideration the following:
 Objectives and requirements for the service;
 Establishing the criteria for the processes and for the acceptance of products and services;
 Implementing control of the processes in accordance with the criteria;
 Documents and resources needed to achieve conformity to the service requirements;
 Required measurements, verification, monitoring, inspection and test of the service and the criteria
for acceptance;
 Adapting work to workers; and
 Records to provide evidence for compliance with the requirements.
At multi-employer workplaces, the Company coordinates the relevant parts of the Integrated
Management System with the other companies / organizations (i.e. shipyards).
Processes necessary to realize services and their sequence and interaction are determined, planned
implemented and controlled to ensure that they operate effectively.
Inter-relationships are defined within Integrated Management System.
The company determines how each process affects the ability to meet services requirements and:
 has established methods and practices relevant to these process activities, to the extent necessary,
to achieve consistent vessel operation;
 determines and implements the criteria and methods to control shipboard and shore based
processes, to the extent necessary, to achieve services conformity with customer requirements;
 verifies that Shipboard and Shore-based operations can achieve service conformity with customer
requirements;
 determines and implements procedures for measurement, monitoring and follow-up all shipboard
and shore-based operations, to achieve planned results;
 ensures the confidentiality, integrity and availability of the information and data necessary to
support the effective operation and monitoring of the vessels and shore-based management;
 maintains records with the results of control measures, to provide evidence of effective, safely
operation and monitoring of all processes.
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The Company has planned and developed all necessary documentation and processes necessary for
service realization, as follows:
 Establishment of Policies (IMS);
 Establishment of the Objectives & Targets (IMS);
 Establishment of Environmental Programs (PRO);
 Establishment of Information Security Management System (ISMS);
 Establishment of Occupational Health and Safety Programs (PRO);
 Establishment of Energy Efficiency Plans (PRO);
 Development of processes, procedures for service realization:
The Company has developed processes and procedures, to be used during all the phases of service
realization. These procedures are included in the IMS Manuals.
 Establishment of processes to verify, monitor and inspect the activities:
The Company has developed documentation to verify, monitor and inspect the activities related to
the product. These documents are Forms/Checklists applicable both ashore and onboard.
 Definition of records to be maintained:
The company has clearly defined the records to be maintained. This information is found in the
Forms Registers, as well as in the Office and Vessels filing system.
In addition, official Log Books must be maintained as follows:
o Deck Log Book
o Bridge Movement Book
o Engine Room Log Book
o GMDSS Log Book
o Cargo Log Book
o Garbage Log Book
o Oil Record Book
o Visitor’s Log Book
o Third Party Inspection Records
o Classification Society reports and certificates.
o Other, as per Vessel’s Filing Plan
The Company controls planned changes and reviews the consequences of unintended changes and
takes action to mitigate any adverse effects, if necessary.
Consistent with the life cycle perspective, the Company has established procedures for:
 Ship Recycling-The Company supports the reduction of pollution during ship scrapping by
highlighting the areas of ship that require care (i.e. containing asbestos). Furthermore, all new
buildings must have Green Passport notations. Facilities to be used for recycling must comply
with IMO Resolution.
 Organizing and continuously monitoring recycling procedures (paper, aluminum, ink cartridges,
batteries, computer hardware etc).
 Monitoring the environmental aspects (energy conservation, recycling etc) directly related to the
ICT activities.
 Recording waste generated onboard and promoting discharge ashore for recycling.
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The Company:
 Establishes controls, as appropriate, to ensure that its environmental requirements are addressed
in the service processes considering each life cycle stage;
 Determines its environmental requirements for the procurement of products and services, as
appropriate;
 Communicates its relevant environmental requirements to external providers;
 Considers the need to provide information about potential significant environmental impacts
associated with the life treatment of products and services, as applicable;
 Establishing the criteria for the processes, including the effective operation and maintenance of
facilities, equipment, systems and energy -using processes, where their absence can lead to a
significant deviation from intended energy performance;
 Implementing control of the processes in accordance with the criteria, including operating and
maintaining facilities, equipment, systems and energy -using processes in accordance with
established criteria;
 Implementing control of the processes to meet information security requirements; and
 Communicating the criteria to relevant persons doing work under the control of the Company
regarding energy efficiency;
Necessary documented information is maintained.
8.1.1 ELIMINATING HAZARDS AND REDUCING OH&S RISKS
The Company established, implements and maintains processes for the elimination of hazards and
reduction of occupational health and safe risks using the hierarchy of controls:
 eliminate the hazard;
 substitute with less hazardous processes, operations, materials or equipment;
 use engineering controls and reorganization of work;
 use administrative controls, including training;
 use adequate personal protective equipment.
The Company provides to all employees the required Personal Protective Equipment (PPE) at no cost
to the employees.
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8.2 REQUIREMENTS FOR SERVICES
8.2.1 CUSTOMER COMMUNICATION
REFERENCES
ISO 9001:2015 § 8.2.1- "Customer communication"
The Company has developed procedures for customer communication, including:

 Information relating to products and services;
 handling enquiries, contracts or orders, including changes;
 Obtaining customer feedback relating to products and services, including customer
complaints, and customer responses relating to performance of service.
 Handling or controlling Customer property;
 Establishing specific requirements for Contingency actions, when relevant.
The Chief Operating Officer (COO), the Operations Manager and the Chartering Manager are
responsible for communication with the Customer.
The Procedure addresses not only positive feedback from the clients but any Customer Complaints.
1. Communication with Owners

The Company is responsible to communicate and report to the Owners, as per the requirements of the
Management Agreement.
As a standard procedure, the Ship Managers are responsible to produce a Quarterly report (March-
June- September-December) for each ship they are responsible for.
This report must be submitted to the Fleet Technical Manager and to the Chief Operating Officer
(COO).
2. Communication with Charterers (Pre-fixture)

The Operations Department and the Master are responsible to communicate with the Charterers:
 During the Charter party negotiation period in order to finalize the terms and conditions of the
Charter party.
 During the realization of the Charter Party, providing reports and notifications as per the agreed
Charter Party.
Pre-Fixture activities are detailed described in “Office Manual”.
3. Communication with Charterers (After Fixture)

The Operations Department and the Master are responsible to communicate with the Charterers during
the realization of the Charter Party, providing reports and notifications as per the agreed Charter Party.
Records of such communication are maintained in the Operations Department files Time Charter, as
well as in the respective Master’s files onboard (Electronic files).
4. Customer Feedback and Complaints

Customer Complaints Log
The Operations Department maintains a "Customer Complaints Log" (Form OFF/OPS/301) in which
all the Charterers complaints, written or oral, are recorded (“Customer Complaints”).
The Log also includes corrective action to be taken or claims status.
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Customer Satisfaction Report

On completion of a Charter Party, the Post Fixing and Claims Operator must send to all the charterers
a "Customer Satisfaction Report" i.e
 OFF/OPS/302A-Customer Satisfaction Report-Voyage Charter
 OFF/OPS/302B-Customer Satisfaction Report-Time Charter
This questionnaire must be used to determine if the Company has fulfilled its contractual obligations
and commitment to the satisfaction of the charterer.
The Procedure for the monitoring of “Customer Satisfaction” is found in IMS Procedures Manual.
(PROC (002) – PROC 15-“Customer Feedback”).
Review and Analysis of Customer Feedback
The Operations Manager and/or Deputy Operations Manager must present the Customer Feedback and
complaints (if any), as well as corrective and preventive action required or taken, during the
Management Review Meetings.
Detailed procedure regarding the Management Review Meeting Agenda is found in the IMS
Procedures Manual.
Reference Documents
 Office Manual OFF ( 008)
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8.2.2 DETERMINING THE REQUIREMENTS FOR SERVICE
REFERENCES
ISO 9001:2015 § 8.2.2- "Determining the requirements for products and services"
The procedure for the review of contracts of requested services, requires the following to be
determined:
 requirements of the customer, relating to the services to be provided;
 requirements not stated by the customer but necessary for specified or intended use;
 statutory and regulatory requirements related to the service;
 legal requirements and other requirements; and
 any additional requirements issued by the company.
The Company must ensure that it can meet the claims for the products and services it offers,
The "Products/Services" of the Company are the following:

 Ship Management Services to Owners
This "Products/Services" is supplied to the Owners of the Vessel. The requirements specified by
the Owner and accepted by the Company are clearly defined in the “Management Agreement”.
The Company is responsible to fulfill the requirements of the Management Agreement.
Additionally, the Company is responsible to determine all other statutory, regulatory legal and other
requirements which are necessary and incorporate these requirements in the IMS.
All the Company’s Manuals are based on the requirements of:
o ISM Code o Ship’s Flag Administration
o ISPS Code o Ship’s Classification Society
o SOLAS o ISO 9001:2015
o MARPOL 73/78 o ISO 14001:2015
o STCW o ISO 45001:2018
o ISGOTT o ISO 50001:2018
o SIGTTO o TMSA 3
o IMO Requirements o MLC 2006
o ISO 27001:2013
 Ship Services to Charterers

This "Products/Services" is supplied to the Charterers of the Vessel. The requirements specified by
the Charterer and accepted by the Company are clearly defined in the
“Charter Party Agreement”.
The Company is responsible to fulfill the requirements of the Charter Party Agreement.
Reference Documents
 Office Manual
 Cargo Operations Manual
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8.2.3 REVIEW OF THE REQUIREMENTS FOR SERVICE
REFERENCES
ISO 9001:2015 § 8.2.3-"Review of the requirements for products and services"
ISO 14001:2015 § 6.1.3-“Compliance Obligations”
ISO 45001:2015 § 6.1.3-“Determination of legal requirements and other requirements”
ISO 50001:2018 § 9.1.2-"Evaluation of Compliance with legal requirements and other requirements”
TMSA 3: KPI 10- 4.1:“Available technology is used to enhance energy efficiency. This may include
Emerging coating technologies etc
TMSA 3: KPI 6A 4.4-The Company actively seeks out available or innovative technology to enhance
safe mooring operations i.e CCTV of mooring stations etc “
TMSA 3: KPI 7-1.4-“Procedures identify emergency requirements”
TMSA 3: KPI 10-1.2-“All sources of marine and atmospheric emissions attributable to company and
vessel activities have been systematically identified”.
The Company has established and maintains a procedure for the review of contracts in order to ensure:
 The Company has the capability to fulfil the obligations mentioned in the Contract;
 All requirements in the contract are documented and well defined;
 Any differences from those previously expressed regarding the requirements in the contract are
resolved prior to accepting;
 Compliance obligations, legal and other requirements including applicable rules and regulations
are addressed;
This review is conducted prior to the Company’s commitment to provide a service.
In cases where requirements of the contract are not well defined or there is a disagreement on the
interpretation of clauses, proper channels of communication are established between the Company and
the customer, in order for such conflicting requirements to be resolved in a timely and satisfactory
manner.
Amendments to a contract are reviewed in the same manner as the original contract and personnel
involved are made aware of the change requirements.
Documented Information is maintained for:
 On the results of the review
 on any new requirements for the products and services;
In particular, the Company reviews the contracts for services to be provided (Ship management
agreements and vessel’s employment agreement).
Contracts are reviewed in order to ensure that:
 Terms are adequately defined and documented;
 Any conditions imposed are not in conflict with the quotation;
 Any verbal agreements are documented properly;
 Company resources are sufficient to fulfil the requirements;
 Review process coordinated with the appropriate departments;
 Safety and environmental issues / requirements are fulfilled;
 Information Security issues/requirements are fulfilled;
 Environmental and Energy Efficiency issues / requirements are fulfilled; and
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 Legal aspects are compliant with the compliance obligations, legal and other requirements,
applicable regulations, laws and resolutions.
The COO and the Department Managers, as applicable, review the contracts and in case of
discrepancies, these are resolved with the customer and recorded accordingly.
Special consideration is given to all clauses affecting the environmental and energy efficiency
behavior of vessels operations. Environmental and energy efficiency aspects of Charter Parties are
reviewed as appropriate and relevant provisions are included in any commitment undertaken.
Documented information on the results of the review and on any new requirement is retained.
Reference Documents
 Office Manual
8.2.4 CHANGES TO REQUIREMENTS FOR SERVICE
REFERENCES
ISO 9001:2015 § 8.2.4-"Changes to requirements for products and services"
When any party alters any term(s) of the contract, the new terms shall also be reviewed.
When the requirements for service are changed or new requirements for the service are issued, the
Company communicates changes to relevant personnel and amends relevant documents.
An amended Contract is sent to the Customer meeting the new Customer requirements.
Documented information for these changes is also maintained.
Reference Documents
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8.3 DESIGN AND DEVELOPMENT
REFERENCES
ISO 9001:2015 § 8.3-"Design and Development of products and services"
ISO 50001:2018 § 8.2-" Design"
As per IMSM (001) Paragraph 4.3, the Company has reviewed and determined the boundaries and
applicability of the management system
and it has been clearly decided, established and understood
that based on the Company’s current activities, the requirements of the clause
8.3 “Design and Development” of ISO 9001:2015
are not applicable to any of the processes within the scope of its Integrated Management System.
This decision will not result in failure to achieve conformity of services rendered by “PRIME”
ISO 50001 requirements for Energy Management System Design ARE applied to Company.
Reference is made to Company Energy Efficiency Management Plan and Ship Energy Efficiency
Management Plan (SEEMP) applicable to every vessel.
The Company considers energy performance improvement opportunities and operational control in
the design of new, modified and renovated facilities, equipment, systems and energy -using
processes that can have significant impact on its energy performance over the planned or expected
operating lifetime. The results of the energy performance consideration are incorporated into
specification, design and procurement activities, as applicable.
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8.4 CONTROL OF EXTERNALLY PROVIDED PROCESSES, PRODUCTS & SERVICES
REFERENCES
ISO 9001:2015§ 8.4-"Control of externally provided processes, products and services"
ISO 45001:2018 § 8.1.4-"Procurement"
ISO 50001:2018 § 8.3-"Procurement"
8.4.1 GENERAL
The Company maintains procedures to ensure that purchased products or services that could have an
impact upon the quality, health, safety, environmental and energy efficiency aspects of the Company
services shall conform to specified requirements and the Integrated Management System.
The Company has established and maintains procedures to ensure that, when applicable, purchased
items and sub-contracted services supplied by outside enterprises, that may have an impact upon
quality, conform to specified requirements.
The procedures also address the criteria for the initial and continuous assessment of the capabilities of
suppliers in providing the required product or service as per specified purchase requirements.
The Company has established and implements criteria for evaluating energy performance over the
planned or expected operating lifetime, when procuring energy using products, equipment and services
which are expected to have significant impact on the company's energy performance. Thus, when
procuring energy using products, equipment and services that have, or can have, an impact on
significant energy uses, the Company informs external providers that energy performance is one of the
evaluation criteria for procurement. The Company defines and communicates, as applicable,
specifications for ensuring the energy performance of procured equipment and services.
Relevant records to be kept.
An updated list of Approved Suppliers is maintained at the Company as specified in procedures.
Purchase orders shall contain clear, unambiguous information and are accompanied by instructions,
specifications / standards, or drawings as may be required.
Purchase orders are prepared and renewed in accordance with documented procedures.
8.4.2 TYPE AND EXTENT OF CONTROL
The type and extent of methods to control these processes is dependent on the effect of the purchased
product and / or service(s) upon the operational status of vessels, the safety of crew and equipment, the
occupational health as well as the environment and the energy efficiency.
Such purchased products or services include, but are not limited to:
 Equipment and spare parts;
 Technical services;
 Ship repair services;
 Manning agents;
 Port Agencies;
 Fuel and lubricants;
 Tug boat services;
 Classification services;
 Chemicals and materials;
 Edibles.
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The performance of outside contractors, vendors and suppliers shall be evaluated and monitored to
assure compliance with the terms and conditions of the controlling contract and/or agreement.
A List of Approved Contractors, Vendors and Suppliers shall be maintained.
The ranking of Contractors, Vendors and Suppliers are based on the proven ability to meet the
contractual quality and the Environmental & Energy Efficiency requirements.
Special requirements are addressed in the supplier and subcontractor procedure for coordinating the
procurement of Contractors. This procedure defines the occupational health and safety criteria for the
selection of Contractors. The Company ensures that the requirements of the Integrated Management
System are met by the Contractors and the contractors.
The Company ensures that outsourced functions and processes are controlled, that outsourcing
arrangements are consistent with legal requirements and other requirements and with achieving the
intended outcomes of the Integrated Management System.
Procedures are established and maintained for making non-routine purchases from vendors and
suppliers that are not on the Company’s approved contractors / vendors / suppliers list.
Reference Documents
 Purchasing PRO/ PROCEDURE 08
 Suppliers and Subcontractors PRO/ PROCEDURE 09
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8.4.3 INFORMATION FOR EXTERNAL PROVIDERS

Specifications and requisitions are prepared, as the case may be, in an explicit and specific manner by
authorised personnel only, prior to communication to the supplier, in order to avoid any
misinterpretations and unclear situations, which may have an adverse effect upon quality. Purchasing
documentation contains information clearly describing the product / service ordered, including, but not
limited to:
 requirements for approval or qualification / certification of Companies product / service
procedures, processes, equipment and personnel;
 any management system requirements;
 environmental and energy efficiency requirements regarding the product / services as applicable;
 occupational health and safety requirements regarding the product / services as applicable.
8.4.3.1 Vessel’s Requisitions

When purchasing products, the Company must clearly define and specify the characteristics of the
product orders. Purchase requisitions originating from the Vessel, must be clear, and where appropriate
must have IMPA codes, and other information e.g. Class Certificate required.
Where necessary, drawings of the requested items must be attached.
The Requisition List (processed through the specific Purchasing Software) must include the following
instructions for their ordering:
o According to original maker’s Quality & Standards and Class requirements.
o According to original design and capacity and Class requirements
o According to original design, quality and capacity
o According to Class requirements
o According to Suppliers Standard Quality.
The Company has issued detailed instructions as to which spares and stores need Class certificates.
The ordering of Medicines and Surgical equipment which are very important for the safety of crew,
have been organized so as to ensure that the correct medication is ordered and received.
The two Inventory Lists, on which the ordering is based, have IMPA codes for each medicine/item:
o SF/SAQ/426- Medical Chest Inventory
o SF/SAQ/427- Surgical Equipment Inventory
The Company’s Environmental Management System requires that every effort is taken to communicate
to suppliers the Company’s Environmental Policy and the request to deliver the goods in ECO-labeled
packaging, when possible.
The same applies for procurement of energy efficient services, products and equipment.
8.4.3.2 Dry Docking and Major Repairs

When coming to an agreement with a Shipyard or other Repair Workshop, the specifications for the
Dry-Dock/Repair Work must be clearly stated. Dry Dock Repair Requests must be clear and specific.
They are processed through the electronic PMS.
Where necessary, details as to dimensions, material and other characteristics must be given.
Where necessary, detailed drawings must also be supplied.
The Dry Dock specifications List must be carefully reviewed by the Ship Manager and the Fleet
Technical Manager, as to the contents and wording, before being released to the Shipyard/ Repair
Workshop.
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A detailed procedure is found in the Maintenance Manual (MTN (005)-Section 06-“Dry Docking and
Major Repairs”.
8.4.3.3 Crew Requirements

The Manning Agent selected by the Company must be a holder of an ISO Certificate, renewed on an
annual basis or MLC License.
The services to be provided by the Manning Agent, are clearly stated in the Agency Agreement, which
is reviewed and renewed on an annual basis.
In addition, the Company provides the “Company Crewing Policy” Booklet, to the Manning Agents,
which includes the Company Policy regarding recruitments, as well as the Company-specific recruiting
standards.
The recruitment of seafarers by the Manning Agent, is done based on STCW requirements, on MLC
2006 requirements, on the Manning Agents quality standards, as well as on specified quality
requirements established by the Company.
Specific Company requirements as to seafarers’ recruitment are provided to the Manning Agent in the
IMS Procedures Manual.
8.4.4 VERIFICATION OF PURCHASED PRODUCT OR SERVICE

8.4.4.1 General
The Company has established and implements, when required, inspections for ensuring that purchased
services or products meet specified requirements.
Where the company or its customer intends to perform inspection at the supplier’s premises, this must
be stated in the purchasing information.
The list of approved suppliers / subcontractors shall include all the entities providing goods and services
to the Company – i.e. provisions and stores, spare parts, chemicals and paints, manning agents, agents,
repair facilities, lubricants, fuel oil, Class, insurance, technical services etc.
For every verification of purchased products or services at contractor’s/ vendor’s facility, verification
arrangements and the method of release shall be specified in the purchasing documents.
Ship construction and repair facilities represent an example where verification of products and services
are performed at the Contractor’s facility.
Verification requirements of products or services provided shall be detailed in the Ship Construction
and Repair Specifications.
The Company shall always reserve the right to inspect the purchased products or services at the
supplier’s facility and/or at the delivery site.
Inspection by the Company shall, in no way relieve the contractor, vendor or supplier of the obligation
to provide products and / or services meeting the contractual requirements.
8.4.4.2 Supplier Evaluation

The company evaluates and selects suppliers based upon their ability to supply product / service in
accordance with Company requirements.
This can be achieved in one or more of the following ways:
 approval by an accredited body to an appropriate standard
 appraisal by the Company
 satisfactory history of supplies to the Company
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Evaluation, re-evaluation and selection criteria for suppliers are established.

Suppliers are evaluated and ranked, based on criteria established by the Company, in various categories
as follows:
Category "A":  Suppliers with long-standing cooperation with the Company.
Category "B":  Suppliers who enter the list as "first-time" cooperation and are under
observation for a six (6) months period.
Category "C":  Suppliers, previously listed in Categories "A" and "B", but due to
repeatedly poor service have been "demoted" to Category "C".
Category "F":  Non-Approve Suppliers. To be used only for extremely urgent cases if
there is no alternative.
o The Purchasing Department evaluates the Suppliers of Products/Services.

o The Operations Department evaluates the Port Agents, Bunker Brokers, Tug Companies etc.
o The Technical Department evaluates the Shipyards for Dry-Dock services rendered in the final
Dry Dock report.
o The Crew Department evaluates the Manning Agent in the Manning Agent Audit report.
o The CSO evaluates the Armed Guards of the Private Maritime Security Companies
(PMSC).
o The S&Q Department evaluates the Shore Screening Companies that carry out Drug & Alcohol
Tests.
Non-conforming products and / or services are treated as non-conformances in accordance with the
relevant chapter of this manual and the relevant procedure of IMS Procedures Manual.
8.4.4.3 Vessel’s Requisitions

The products which have been ordered by the vessel, upon receipt are verified as follows:
o When the goods are delivered onboard, the responsible Officer must check and ensure that
delivered goods are of good quality, correct quantity, meet the specified requirements and match
the delivery note issued by the Supplier, and are packaged in ECO Labeled packaging (where
possible).
o The delivery receipt must be signed by the Officer in charge, and counter-signed and stamped by
the Master, which also includes a special Page “Supplier’s Evaluation”.
o Confirmation of satisfactory receipt must be reported to the Company using Master’s Port Report,
which includes a special section “Supplier Evaluation Checklist”, which has to be filled in by the
Master, after each supply.
Reference is made to the detailed procedure for “Verification of Supplied Goods”.
8.4.4.4 Dry Docking and Repair Works

Dry Dock works and Major Repairs of Company Vessels in Shipyards are always attended by the
Vessels’ Ship Managers.
They are responsible to monitor the day-to-day progress of the Dry-Dock Repair Works and to conduct
a final verification before the vessel leaves the Shipyard.
Tests of all repaired items are carried out, and when necessary, Sea Trials.
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The relevant Checklist “Shipyard Checklist” must be utilized. The checklist must be completed in two
(2) parts:
 Part A: Upon Ship Manager’s arrival at Shipyard and after meeting with Yard
Representative.
 Part B: Upon Completion of Repairs.
The Checklist must be returned to the Fleet Technical Manager on completion of PART A by fax /e-
mail. On completion of repairs, the Checklist must be submitted in hard copy.
A final report is produced by the Ship Manager, confirming verification of repairs to his satisfaction
as per the Dry-dock/repair specifications.
Reference is made to the detailed procedure for “Dry Docking and Major Repairs”.
8.4.4.5 Recruited Seafarers

The recruitment of suitable seafarers, as per STCW requirements and Company’s Quality Standards,
is verified as follows:
 In Office
On receipt of the certification documents of crew recruited by the Manning Agent, the Crew
Department is responsible to review the documentation versus the relevant form Crew
Qualifications Checklist, and ensure that the seafarer is the holder of all necessary certificates for
his rank and the vessel on which he is to serve.
The Manning Agent submits all the crewmembers documentation, attached to a transmittal sheet,
confirming that the crewmembers’ certificates have been checked and have been found authentic.
In addition, on a random basis, the Crew Department conducts checks to ensure the authenticity
of Crew Certificates.
Detailed procedure is found in IMS Procedures Manual.
 Onboard
When new crew join the vessel, the Master is responsible to review the Crew Certificates and
issued Form Crew Qualifications Checklists and forward a copy to the Crew Department.
Detailed procedure is found in IMS Procedures Manual.
Recruited seafarers are also evaluated onboard by Visiting Superintendents during their visits
onboard. For Masters, Chief Engineers and Chief Officers, the relevant form must be filled-in after
every visit, on return to the Office.
 Audit of the Manning Agent

On an annual basis, the Manning Agent is audited by the Crew Manager and/or other Company
personnel.
Reference is made to the procedure for “Audit of the contracted Manning Agent”.
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8.5 PRODUCTION AND SERVICE PROVISION
REFERENCES
ISM Code § 7–“Shipboard Operations”
ISM Code § 8 –“Emergency Preparedness”
ISM Code § 10 – “Maintenance of the Ship and Equipment”
ISO 9001:2015 § 8.5–" Production and Service Provision"
ISO 14001:2015 § 8.2 –“Emergency Preparedness and response”
ISO 45001:2018 § 8.2 –“Emergency Preparedness and response"
ISO 50001:2018 § 8 –“Operation”
TMSA 3: KPI 11 "Emergency Preparedness and Contingency Planning"
TMSA 3: KPI 5-(All)-“Navigational Safety”
TMSA 3: KPI 6 (All)–“Cargo, Ballast, Tank Cleaning and Bunkering Operations”
TMSA 3- KPI 6A (All) “Mooring and Anchoring Operations”
TMSA 3: KPI 4-1.1 -“Each vessel in the fleet is covered by a planned maintenance system and spare
parts inventory which reflects the Company’s maintenance strategy”
TMSA 3: KPI 4-1.3-“Company management regularly reviews the status of fleet maintenance”.
TMSA 3: KPI 4-2.1-“A procedure is in place to ensure the validity and accuracy of statutory and/or
Classification certificates”
TMSA 3: KPI 4-2.3-“Superintendents verify maintenance and defect records during ship visits”.
TMSA 3: KPI 4-1.4-“The company monitors outstanding planned maintenance tasks”.
TMSA 3: KPI 4-3.1-“A common computer-based maintenance system onboard each vessel records all
maintenance tasks and incorporates the defect reporting system.
TMSA 3: KPI 4A-1.1-“Critical equipment and systems are identified and listed within the SMS and
the vessel’s planned maintenance system.”
TMSA 3: KPI 4A-1.2-“A procedure is in place to manage the planned maintenance of critical
equipment and systems”.
TMSA 3-KPI 4A-1.3-“A procedure is in place which requires shore management to be informed when
critical equipment or systems become defective or require unplanned maintenance”.
TMSA 3-KPI 4A-2.1-“Maintenance on critical equipment and systems requiring them to be taken out
of service is subject to risk assessment and management approval”.
TMSA 3- KPI 4A-3.2–“A procedure is in place to test and record performance data for all critical
equipment and systems”
8.5.1 CONTROL OF PRODUCTION AND SERVICE PROVISION

The Company is planning and carrying out customer related services (provision of ship management
services) under controlled conditions.
Any activities carried out by Company’s Personnel are described in appropriate procedures and include
available information for the service, work instructions, use of suitable equipment, implementation of
monitoring and test items and finally implementation of release activity.
Control of Shipboard and Shore-based Operations – Services
In order to control the customer related service, the company ensures:
 the availability of specifications, ship management contracts and / or vessel’s employment
requirements that define the characteristics of the operation / services that are to be achieved;
 the availability of clearly understandable procedures and for those activities where they are
necessary for the achievement of conformity of service for the monitoring of the services necessary
to ensure compliance with the customers' requirements;
 the applicability to shore-based and to shipboard activities.
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The Company has established procedures and has developed documentation in order to control the
product and service provision as follows:
 Information which describes the characteristics of the product to be provided is found in the
Management Agreement and the Charter Party Agreement.
 Work instructions which are necessary for product and service provision are found in the IMS
Office and Shipboard Manuals.
 The suitable equipment required for the provision of services, are defined in the Vessel’s
Particulars, in the Ship Safety Equipment Certificates, in the Records of Equipment of Cargo Ship
Safety Equipment Certificates, Cargo Ship Safety Radio Certificates, in the Minimum Critical
Spares list, SOLAS, ISPS Code, Vessel’s Security Plan etc.
 Implementation of monitoring and measurement is controlled through the use of checklists, and
suitable measuring equipment and devices.
 Release, delivery and post-delivery activities are controlled through the Management Agreements
and the Charter Party Agreements.
The procedure includes specifications on the type and nature of operations, requirements of customers,
ship type and applicable regulations and standards.
Where necessary, and in order to ensure the occupational health and safety of life, protection of the
environment, energy efficiency and the quality of services, formal work instructions are issued to
personnel ashore and onboard in order to assist them in the performance of their duties.
8.5.1.1 Office Process Control

All critical office activities shall be carried out according to documented procedures, specifying the
method, equipment, environmental conditions and personnel qualification and training, and shall be
monitored by the DPA / Management Representative.
These procedures are based on Company’s practices and recognized standards and are monitored by
means of inspection, planned audits and management reviews.
The procedures include, but are not limited to:
 Operations, technical and purchasing activities;
 Chartering activities;
 Internal audits, feedback management information and corrective action system;
 Administrative matters such as information flow and communication, documentation and records,
filing/retrieval of documents and correspondence;
 Personnel and crew management, training and emergency preparedness.
These activities shall be assigned to and performed by adequately qualified and trained personnel.
8.5.1.2 Shipboard Processes

Procedures are developed for all processes on-board that affect occupational health, safety of life,
quality of services, Information Security, protection of the environment and energy efficiency.
These procedures are documented in the Integrated Management System, including company’s
circulars.
The manuals and circulars are based upon Company’s practices and recognized standards and are
monitored by means of inspection, planned audits and management reviews.
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The Manuals and Circulars include, but are not limited to:
 Safety matters such as external communications, safe working practices, operation of fire-
extinguishing system, use of safety equipment etc.;
 Ship integrity and hazardous key shipboard operations;
 Navigational, operational, technical and supplying activities;
 Environmental protection and energy efficiency practices;
 Information Security activities;
 Feedback management information and corrective/preventive action system;
 Documentation and records, filing/retrieval of documents and correspondence;
 Crew management, training and emergency preparedness.
The crew shall be qualified, certificated, properly trained and medically fit to follow the procedures
and to attend their duties efficiently.
8.5.1.3 Emergency Preparedness Processes

The Company maintains a system for response to potential emergency situations and hazardous
occurrences.
The company prepares the Emergency Response Manuals taking into consideration:
 the actions to prevent or mitigate adverse environmental impacts for emergency situations;
 responding to actual Emergency Situations;
 actions to prevent or mitigate the consequences of Emergency Situations, appropriate to the
magnitude of the emergency and the potential environmental impact;
 periodically test of the Planned Response Actions;
 periodically review and revise the process and response actions, in particular after the occurrence
of emergency situations or test; and
 Relevant information and training related to emergency preparedness and response, as appropriate,
to relevant interested parties, including persons working under its control.
This system includes procedural and organizational arrangements that ensure identification of
emergencies, planning of responses, training of personnel and 24-hour office response in order to
provide support requested by any of the Company’s ships.
This system includes procedures of the Integrated Management System, the Shipboard Oil / Marine
Pollution Emergency Plan, PCSOPEP, CCP, VRP Manuals, Emergency Towing Booklet, Recovery
of Persons from the Sea Manual and Ship Security Plan.
Energy efficiency considerations are excluded from this paragraph.
As per ISM and TMSA Requirements, the Shore-based and Ship-based Contingency Plans must:
o Clearly identify Roles, Responsibilities and Record-keeping procedures.
o Include effective Call-out Systems and communication links for alerting the Emergency
Response Team.
o Include procedures for describing Shore-based and Shipboard contingency plans.
o Provide for adequate Emergency Response Facilities.
o Provide training to the members of the Emergency Response Team.
o Have arrangements for External Resources if necessary (Towing companies, Salvage,
Media consultants, Classification Societies for Damage Stability Assistance etc).
o Insert into the IMS, feedback of lessons learnt from incidents and training exercises.
In order to fulfil the above requirements, the Company has developed Emergency Procedures
Manual.
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The emergency preparedness plans include:

o Planned response to emergency situations, including the provision of first aid;
o Provision of training for the planned response;
o Periodically testing and exercising the planned response capabilities;
o Evaluation of performance and, as necessary, revision of the planned response, including
after testing and in particular, after the occurrence of emergency situations;
o Communication and provision of relevant information to all workers on their duties and
responsibilities;
o Communication of relevant information to contractors, visitors, emergency response
services, government authorities and, as appropriate , the local community;
o Procedures taking into account the needs and capabilities of all relevant interested parties
and ensuring their involvement, as appropriate, in the development of the planned response.
The Company has established procedures for Emergency Drills.
The Program of Drills specifies the intervals for conducting the drills (Monthly, Three months, Six
months, Annual).
Special Drill report forms have been issued for various scenarios.
The Drill forms include all the emergency situations which are described in the Emergency Procedures
Manual.
A special Form, "Record of Drills Performed and other training" has been established to assist:
 the Shipboard Personnel in planning the Drills and
 the Office in checking and ensuring that the Drills are carried as per SOLAS, MARPOL & ISPS
Code requirements and Company Procedures.
The Company has established procedures, for conducting Table Top Exercises, between the Vessel
and the Office and Third Parties, as required.
The Number of Office-Vessel Drills is relevant to the size of the Fleet.

As a general rule, one (1) drills for every seven (7) Fleet Vessels is considered satisfactory,
(including the Table Top Exercise which is organized by the QI.
These drills are carried out under simulated emergency conditions.

The Company’s Emergency Response Team is fully mobilized.
As a minimum, at least one Table Top Exercise must be organized annually, with the participation of
the:
o QI (Qualified Individual)
o Classification Society
o Media Representative
o Manning Agent
o Travelling Agency
Other Office-Vessel Drills are organized, with the participation of (according to their availability on
drill date):
o the ERT (or their stand-ins for Emergency Training purposes ),
o one Fleet Vessels (and a number of other vessels acting as Observers)
o Third Parties (i.e. Classification Society, Manning Agent, Travelling Agent, etc)
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8.5.1.4 Seaworthiness Process Control

8.5.1.4.1 General
Ship condition monitoring, maintenance and repair, contributes to the quality, safety, environmental
performance and energy efficiency of the services offered by the Company.
Therefore, the Company Policy emphasizes these aspects and requires the establishment of particular
procedures and instructions, which shall specify and provide methods and guidelines to achieve an
integrated and systematic monitoring/maintenance system.
The company has already established a Preventive Maintenance System for critical and non-critical
equipment and systems, which is ship specific and its implementation is monitored by the Technical
Department.
Third party inspections such as Class, PSC and Flag inspections are performed to ensure that the ship
is always maintained to the standards required by the International Conventions, etc.
In addition, the Company maintains procedures for periodic inspections by company’s representatives.
These inspections include systematic monitoring of hull and machinery, deck, navigational and safety
equipment condition in order to ensure that vessels are always fully operational and prepared for any
third party inspections.
The Company maintains procedures for review and evaluation of the findings of the surveys and
inspections on the condition of ships and necessary corrective and preventive actions are taken in order
to avoid re-occurrence.
Damages, defects and wear and tear revealed by inspections and surveys shall be reported to and
evaluated at the Company’s office.
It is the responsibility of the Technical Department to review the repair specifications and monitor the
progress of the work performed, when and if necessary.
The Company has established procedures to ensure that maintenance, repairs and relevant surveys are
carried out in a planned, safe and timely manner.
Ship Managers have been appointed to monitor and provide adequate technical support to the ships for
which they are responsible for and to provide technical feedback.
Ship Managers have been assigned to follow all the requirements of the Flag Administrations and
Classification Societies, which normally require notification and request for attendance of a surveyor
onboard.
Procedures have been established to ensure the seaworthiness of the ship and include provision and
adequacy of maintenance tools, technical information, spare parts and supplies.
Condition of Class are strictly followed and rectified before their due dates unless postponement is
granted by the Classification Society.
8.5.1.4.2 Vessel Visits by Technical and Marine Superintendents

Each ship must be inspected on a regular basis.
As a general rule, the vessels must be visited as a minimum twice per year as follows:
o Once by a Technical (Fleet Manager, Ship Manager, Assistant Superintendent, Technical /
Deputy Technical Manager) and
o Once by a Marine & Vetting Superintendent.
The routine vessel visit may be combined with other attendances i.e. Vetting Inspections, ISM Internal
or External Audits, attendance during Dry Docking.
Where possible, they must sail with the Vessel (TMSA Requirement), if required, in order to confirm
maintenance standards. During their visit, the Superintendents must examine, amongst other aspects,
the hull and the coating condition and report their findings to the Technical Manager in their
Superintendent’s Vessel Visit Report. They must recommend any remedial action as/if necessary in
order to comply with Class and Industry standards. Following each vessel visit, the visiting
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Superintendent must fill in a "Recommendations for Ship Staff Maintenance list”, through the PMS
Module.
All maintenance work must be promptly reported. Corrective action must be completed within a
definite period of time set for their rectification. “Recommendations for Ship Staff Maintenance” Lists
are continuously monitored by the Ship Managers and Marine Superintendents.
8.5.1.4.3 Vessel Certificates

The Company has adopted a back-up system ashore to monitor all vessels certificates in addition to the
monitoring system onboard the vessel.
The Company has established procedures and double-checks in order to ensure that at all times, the
vessel has valid Class & Trading certificates as follows:
o The Master is responsible to check and ensure that the vessel’s certificates are valid. He is
responsible to monitor and request for renewal quite before their expiration date.
o The Master is responsible to fill in, on a monthly basis, the report “Certificate Status”, and
to send a copy to the Office to the attention of the Ship Manager.
o The Ship Manager is responsible to review this report and ensure that the vessel will be
provided with the renewed certificates in good time.
o In addition to the monitoring of certificates done by the Master and Ship Manager, the
Company has enrolled in a special Service Company (Q88), which monitors the vessels
certificates.
Reference is made to the Detailed Forms SF/TEC/112A-B-C “Certificate Status”.
8.5.1.4.4 Computerized Planned Maintenance System (PMS)

All the Company Vessels operate a computerized Planned Maintenance System. The PMS specifies
the machinery to be tested and the appropriate intervals for their testing. The PMS must be kept updated
at all times.
The PMS must include all the Critical Equipment, as defined in the IMS.
The PMS Replications are sent to the Office on a daily basis.
8.5.1.4.5 Tank Inspections Scheme

The Company has established an Inspection and Maintenance scheme covering all aspects of Fleet
vessels. More specifically, they cover aspects concerning:
o The structural integrity of the hull,
o The efficient condition of the hull coating system,
o The satisfactory operation of all machinery, Equipment and appliances,
o The proper application of all company’s procedures and compliance at all times with the
Rules and Regulations of the Classification Society and other statutory and Industry
requirements.
Both the Shipboard and Office personnel participate in this scheme.
Regarding the structural aspects, the Cargo Tanks and Ballast Tanks must be examined and the results
must be reported to the Technical Department (Vessel Structural Condition Report”).
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As per OCIMF SIRE, the Tank minimum intervals are:
Oil Tankers
Water Ballast Tanks 12 Months
Void Spaces & Cofferdams 12 Months
Cargo Tanks ( Oil Tankers) 30 Months
LPG Tankers
Water Ballast Tanks 12 months
Void Spaces (other than Cargo Holds, as applicable) 12 months
Cargo Holds ( LPG Tankers) 6 months
Cargo Tanks ( LPG Tankers) 60 months
The responsible Ship Manager must:

o review the report;
o assess whether the reported condition complies with Class and Industry standards;
o recommend any action as/if necessary.
8.5.1.4.6 Standard Reports to the Technical and Marine Departments

The Company has developed procedures and checklists in order to ensure good maintenance and
operation of machinery and equipment.
Shore-based Management regularly monitors the maintenance system through the review of standard
reporting to the Office.
The standard reporting to the Technical and Marine Departments is outlined in the Forms Register.
The Column “Frequency” specifies the Reporting frequency i.e Weekly, Monthly, etc.
8.5.1.4.7 Maintenance and Inspection Records

Original maintenance reports, survey reports and certificates are kept onboard as required by Flag
Administrations and Classification Societies.
Copies of the maintenance reports, Survey Reports and Certificates are kept ashore by the Technical
and/or Marine Departments as per their Departmental Filing Plan.
All routine inspection reports must be kept onboard, signed by the issuer and the Master or Chief
Engineer. (Electronic Signatures are acceptable)
All reports must be reviewed by the person responsible in each Office Department and be signed as
being reviewed (Electronic Signatures are acceptable).
8.5.1.4.8 Defect Reports

The Company has clear reporting requirements when critical systems, alarms or equipment become
defective, or require planned or unplanned maintenance. Any identified Defects must be reported to
the Office, through the PMS Module.
Reference is made to the detailed procedures for the issuance of Defect Reports and for the follow-up
of Defect reports by office staff.
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8.5.1.4.9 Dry-Dock Repair Requests

In case an identified and reported Defect can only be permanently repaired during Dry-Docking, a Dry
Dock repair request through the electronic PMS Module must be issued. Before finalizing the Dry
Dock specifications, the Chief Engineer and the Ship’s Superintendent must always ensure that all the
Dry Dock repair requests have been taken into consideration.
8.5.1.4.10 Critical Equipment and Systems

As per the ISM Code § 10.3- “The Company must identify equipment and technical systems the sudden
operational failure of which may result in hazardous situations”
As per TMSA - Element 4- KPI 4A 1.1-“Critical equipment and systems are identified ad listed in the
SMS and the Vessel’s Planned Maintenance System. Equipment and systems, the sudden operation
failure of which may result in harm to personnel, the environment or assets, are identified. Documented
Risk Assessments or hazard identification methods are used to identify these critical equipment and
systems.
The Technical Department has issued a “Generic Identification Risk Assessment for Critical
Equipment.
Based on the Generic Identification Risk Assessment, the Company has identified the Critical
Equipment and Systems and has specified the intervals for their regular testing to ensure functional
reliability.
All Critical Equipment and systems are recorded in the Planned Maintenance System. The testing of
stand-by equipment and arrangements (e.g. Emergency Generator, Fire Pump etc) have been
established in order to ensure that a single failure does not cause the loss of a critical ship function that
could lead to an accident or incident.
Systematic procedures for testing critical functions are included in watch-keeping routines and checks.
For example, Bridge Change of Watch–includes checks of:
-Steering Gear -Navigational Lights -Automatic Pilot

-Radar -Fire Detection System -Cargo Monitoring System etc
Similarly, Engine Room Watch Conditions and the checks which must be carried out during each
change of Engine Room watch are also described.
The items of the Table on the next page must be recorded in the PMS as Critical
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NO. CRITICAL EQUIPMENT AND SYSTEMS
NAVIGATION AND COMMUNICATION EQUIPMENT

 X-Band Radar & ARPA
 Public Addresser
 VHF of GMDSS
 Echo Sounder
 ECDIS
SAFETY EQUIPMENT
 General Alarm System
 Lifeboats /Rescue Boats with Launching Appliances and Equipment
FIRE FIGHTING EQUIPMENT
 Emergency Fire Pump
 Fire Detection & Alarm Systems
 Gas Detection System
 Breathing Apparatus Compressor
 Fixed Fire Extinguishing System ( E/R )
 Fixed Fire Fighting Systems( Deck & P/R as applicable)
 Quick Closing Valves
 Ventilation & Funnel Fire Dampers
 Local Fire Fighting ( Water Mist ) System
MACHINERY EQUIPMENT
 Main Engine Oil Mist Detector, Emergency Maneuvering Stand, M/E Safety Shutdowns &
M/E Turbocharger.
 Emergency Diesel Generator
 Shafting/ Propeller and Rudder
 Emergency Air Compressor
 Steering Gear
 Bilge Level Alarms
CARGO EQUIPMENT FOR OIL/CHEMICAL TANKERS
 Cargo Tanks Overfill (High-High Level) Alarm
 Cargo P/V Valve ( Oil/Chemical Tankers only)
 Cargo Pumps Shut-down Button-All Vessels
 Emergency Shut-down of Cargo System ( ESD) –Applicable to LPGs only
 Inert Gas System – Oxygen Analyzer, Safety Devices & Alarms
 Cargo Compressor Room
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EQUIPMENT RELATED TO ENVIRONMENTAL COMPLIANCE

 Oil Water Separator
 ODME- Oil Discharge Monitoring Equipment
 Incinerator
 Sewage System
 Ballast Water Treatment System
 Exhaust Gas Cleaning Scrubber
Reference Documents
 Shipboard Operations Procedures Manual.
 Cargo Operations Manual.
 Navigation & Mooring Manual.
 Shipboard Safety Manual.
 Maintenance Manual.
 Emergency Procedures Manual.
 Office Manual.
8.5.1.4.11 Validation of Customer Related Services

The resulting output (satisfactory service) can be verified by subsequent monitoring through the on-
going customer feedback and the control of the non-conforming services.
This forms the validation of processes for service provision.
The company establishes procedure to identify, investigate and resolve deficiencies, which were raised
after the service was delivered.
This validation demonstrates the ability of all processes to achieve planned results and customer’s
satisfaction.
Criteria for process review, approval of equipment and qualification of personnel, use of specific
methods and procedures, maintenance of records and revalidation are included in the procedures. In
addition to the above, validation of customer related services is performed utilizing regular internal
audits where any deficiency or necessary amendments are highlighted.
Validation can be also carried out via the results of third party inspections (i.e. class surveys, Flag State
etc).
Additionally, for the validation of processes the Company has established:

 Objectives
 Qualification of Personnel (Office and Shipboard)
 Training Requirements per rank/position
 Criteria for selection of suppliers
 Defined equipment needing class approval and minimum critical spares onboard
 Methods and procedures for Inspections and Audits
 Defined records to be maintained
 Revalidation processes.
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Reference Documents
 Certification, Verification and Control PRO/ PROCEDURE 05
 Third Party Inspections PRO/ PROCEDURE 16
 Analysis of Accidents, Incidents and Near Misses PRO/ PROCEDURE 14
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8.5.2 IDENTIFICATION AND TRACEABILITY
REFERENCES
ISO 9001:2015 §8.5.2 – “Identification and Traceability”
TMSA 3: KPI 1A-1.4-“Procedures and instructions are easily accessible to personnel and available at
appropriate locations”
TMSA 3: KPI 1A-2.3-“Relevant reference documents are provided as a supplement to the SMS both
onboard and ashore”.
The Company maintains documented procedures for the identification of the ship status, at any point
during the voyage.
The degree of traceability is dependent upon the specific items and their importance with regard to
quality, vessel operations, occupational health and safety, the environment and the energy efficiency.
 Personnel onboard vessels are identifiable and traceable to crew lists, vessel logs and personnel
records.
 Charter party fixtures are each uniquely numbered and traceable to vessel files, post fixture
documentation and Charter Parties.
 Cargo is identified and traceable to documentation in accordance with established shipping
practice.
 Purchased materials, equipment and services are identified by, and traceable to purchase orders.
 The maintenance status for each ship is traceable through the Maintenance Manual (MTN)
documentation.
 The national and international certification and classification society surveys for each vessel
are clearly identified by and traceable to the appropriate trading certificates aboard the
vessels. Equipment requiring certification is clearly identified in order to be readily traceable
to the appropriate certificate.
Reference Documents
 Identification & Traceability PRO/ PROCEDURE 3
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8.5.3 PROPERTY BELONGING TO CUSTOMERS OR EXTERNAL PROVIDERS
REFERENCES
ISO 9001:2015 §8.5.3 – “Property belonging to customers or external providers”
In case of Ship Management Agreement, the Owner who contracts “PRIME” for Ship Management
Services expects his vessel to be operated in accordance with the terms and conditions of the
appropriate Management Agreement.
On its part, the Company is obliged to operate each vessel in compliance with the contractual
commitments, including relevant Statutory Rules & Regulations, as well as in accordance with the
relevant quality objectives set out in the Integrated Management Systems.
Where the Customer property includes the provision of Vessels, any particular requirements of the
contract are made known to the Employees / Crew members.
Documented Work Instructions will be prepared on a case-by case basis, to ensure that employees
know what is required of them.
The Company ensures, allowing for “fair wear & tear”, the preservation and protection of the
customers’ or external providers’ supplied product through the compliance of Policies, Procedures,
Shipboard Operations Instructions and relevant procedures of the Ship Security Plan.
Customer or External Provider Property is identified as follows:
 Owners Property
o The Vessel and all Equipment.
 Management Company’s Property
o Intellectual Property (IMS, ISO Systems).
 Charterer’s Property
o Cargo onboard.
o Fuel (if on Time Charter).
o Any cargo handling and securing equipment (if applicable).
o Personal Data.
Requirements for the protection of customer property as well as of reporting damages and losses, are
defined in the Management Agreement with the Owners and the Charter Party Agreement with the
Charterers.
Any personal data, which have been provided by the Customer, as necessary for the Company’s
activities must be protected and safeguarded and must not be used for other purposes or released to any
other Party/ Organization not directly involved in the Company/Customer activities , without the
Customer’s written permission.
Other procedures follow the Company’s standard practices for customer satisfaction.
Reference Documents
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8.5.4 PRESERVATION
REFERENCES
ISO 9001:2015 § 8.5.4 -"Preservation"
This requirement applies to:

 The Vessel itself.
 Ship spares, stores, consumables, provisions.
 Cargoes loaded, carried and discharged at the defined destination.
The Company preserves the outputs during production and service provision, to the extent necessary
to ensure conformity to requirements.
Preservation can include:
Identification, handling, contamination control, packaging, storage, transmission or transportation and
protection.
8.5.4.1 Vessel
The Vessel is maintained according to all the procedures which are found in the Shipboard Manuals
and according to the vessel’s PMS.
In addition, the vessel is regularly maintained during Dry Docking works.
8.5.4.2 Ship Spares, Stores, Consumables, Provisions

All spares, stores, consumables, provisions must be stowed in such a way that:
 The possibility of deterioration or damage during stowage or storage periods is minimized.
 The goods are stowed or stored in accordance with Company procedures, Suppliers
instructions, trade practices, safety considerations (drums with paints etc).
 Critical items which affect safety, with a limited life, must have clear indications of expiration
dates, and must be reconditioned or replaced accordingly.
 Proper inventory records must be maintained.
In case spares and stores are sent to Shipyards, instructions must be given to Ship and Shipyard
personnel for their handling and storing until use.
8.5.4.3 Vessel’s Cargo

Cargoes are loaded, carried and discharged as per relevant international requirements for the particular
type of cargo, Charterers requirements, Statutory Rules and Regulations, and Stability Manuals.
Hazardous cargoes must be handled, protected and carried in accordance with relevant IMO Codes,
Regulations and the relevant MSDS.
Perishable cargoes must be handled, stowed and protected as per Charterers instructions.
The condition of cargo where possible, must be checked by the Deck Officers prior to being loaded
onboard (heating etc). Samples must be taken as per Company’s relevant procedures.
Tanks must be cleaned before loading cargo, according to the Tank Cleaning Guide.
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8.5.4.4 Preservation and Protection

Generally, all goods onboard (spares, stores, consumables, cargo) must be loaded, stowed and
preserved/protected in accordance with:
o Common practice of good seamanship.
o Applicable rules and regulations.
o Specific Charterer’s instructions.
o Company’s Cargo Standing Orders.
o Manufacturer’s Instructions
o Company Instructions
Ship’s storage rooms and Cargo Tanks must be designed to be suitable and give adequate protection,
providing:
o Water tight doors, covers, hatches.
o Coatings & corrosion preventatives (where necessary).
o Locks and seals to prevent robbery.
o Ventilation control and insulation (where applicable) for protection against adverse
effects of extreme ranges of temperature.
Reference Documents
 Shipboard Operations Procedures Manual
 Navigation & Mooring Manual
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8.5.5 POST-DELIVERY ACTIVITIES
REFERENCES
ISO 9001:2015 §8.5.5 – “Post-delivery Activities”
The extent of post-delivery activity that is required for the company was determined taking into
consideration:
 Statutory and regulatory requirements;
 The potential desired consequences associated with the offered services;
 The nature, use and intended lifetime of the offered service;
 Customer requirements; and
 Customer feedback.
Post-delivery activity is controlled through the “Management Agreements” and the “Charter Party
Agreements”.
8.5.6 CONTROL OF CHANGES
REFERENCES
ISO 9001:2015 §8.5.6 – “Control of Changes”
ISO 45001:2018 § 8.1.3 – “Management of Change”
The Company reviews and controls changes for service provision, to the extent necessary to ensure
continuing conformity with requirements.
In addition, the Company reviews and controls temporary and permanent changes that impact the
occupational health and safety performance.
If a change is required, this is controlled through the Management of Change procedure.
Changes can result in risks and opportunities.
The Company reviews the consequences of intended changes in occupational health and safety
matters, taking action to mitigate any adverse effects, as necessary.
Each Department is responsible to initiate a Management of Change process, for any change, within
the Department’s responsibility.
The Company maintains documented information, relevant to the change process, the person
authorizing the change, the person approving the change as per the Approval Matrix found in PROC
(002) – PROC 27-“Management of Change” the persons /parties affected and the necessary actions
arising from the change.
The results of the change are evaluated and discussed during the Management Review Meeting.
All changes, if any, are discussed during the management review meetings and the COO is the
responsible person for authorizing the changes.
Reference Documents
Management of Change PRO/PROCEDURE 27
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8.6 RELEASE OF SERVICES
REFERENCES
ISO 9001:2015 §8.6 – “Release of products and services”
The company implements planned arrangements, at appropriate stages, to verify that the service
requirements have been met.
Reference is made to the seaworthiness process described in previous subparagraph of this Chapter.
This is carried out at appropriate stages of the realization process.
The release of products and services to the Customer shall not proceed until the planned arrangements
have been satisfactorily completed, unless otherwise approved by the relevant authority and, as
applicable, by the Customer.
The company retains documented information on the release of services.
The documented information includes:
 evidence of conformity with the acceptance criteria;
 traceability to the person authorizing the release, as applicable.
The overall responsibility rests with the COO who in turn assign specific responsibilities to the Head
of Departments.
Reference Documents
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8.7 CONTROL OF NONCONFORMING OUTPUTS
REFERENCES
ISO 9001:2015 § 8.7-“Control of Nonconforming Outputs”
The Company has established and maintains a documented procedure for the identification,
documentation, evaluation and notification of non-conforming service in order to prevent its
unintended use or delivery.
The company ensures that the vessels, their equipment and company’s services that do not conform to
Customer, legal, statutory and other requirements are controlled to prevent unintended rendering.
When the provision of non-conforming services is identified, the cause of the discrepancy shall be
investigated before corrective action is initiated.
When non-conforming service is corrected, it shall be subject to re-verification, as applicable, in order
to demonstrate conformity to the requirements.
When non-conforming service is detected after delivery, the Company shall take action appropriate to
the effects of the Non-Conformity.
The Company identifies Non Conformities services through the following processes:
o Vessel’s Reporting of Defects, by issuing Defect Reports & Dry Dock Repair Requests.
o Deficiencies identified during Superintendent’s Visits.
o Internal & External Audits.
o Third Party Inspections (USCG, PSC, Flag, P&I Club).
o Vetting/CDI Inspections.
o Legal breaches.
o Periodical and Special Surveys.
o Customer complaints (Owners/Charterers).
o Loading/Discharging Documents.
o Letters of Protest.
o Claims from Third Parties.
o Customer Satisfaction Reports.
o Suppliers Evaluation Reports.
Records of the nature of non-conforming services and relevant corrective actions are maintained.
Every member of the office personnel/vessel crew shall be responsible to identify and report any Non-
Conformity or Defect to management system, applicable rules, regulations and other requirements,
identified during every day work, vessel surveys or inspections, audits, etc.
Company action, resulting from a non-conforming service shall be one or more of the following:
 Take corrective action to eliminate the detected nonconformity;
 Authorizing its use, release or acceptance under concession by a relevant authority and, where
applicable, by the customer;
 Inform the customer;
 Take action to preclude its intended use or application;
 Take action with non-conforming service which is discovered after delivery.
 Obtain authorization for the acceptance under concession.
Reference Documents
 Corrective Action & Preventive Actions PRO/ PROCEDURE 13
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8.8 INFORMATION SECURITY RISK ASSESSMENT AND RISK TREATMENT

REFERENCES
ISO 27001:2013 § 8.2-“Information security risk assessment”
ISO 27001:2013 § 8.3-“Information security risk treatment”
The risk assessment and risk treatment process as described in procedure PROC 28_RISK
ASSESSMENT, aims to identify pertinent threats, the extent of vulnerability to those threats, the
likelihood and the potential impact should a threat mature as a result of the vulnerability.
The ICT Development Head has been appointed by the Company as the person responsible to
perform the information security risk assessment and determine the appropriate controls for the risk
treatment in accordance with the procedure PROC 28_RISK ASSESSMENT.
Compliance with key controls in the policy and standards shall be regularly monitored.
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(001) PERFORMANCE EVALUATION Eff. Date: 30/11/2021
Contents
9.1 MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION ................................. 2
9.1.1 General .................................................................................................................................. 2
9.1.2 Customer satisfaction ............................................................................................................ 4
9.1.3 Analysis and evaluation......................................................................................................... 5
9.1.3.1 Evaluation of Compliance.............................................................................................................................. 5
9.1.3.2 Analysis of Data............................................................................................................................................. 7
9.1.4 Monitoring and Measurement ............................................................................................... 8
9.1.4.1 Control of Monitoring and Measurement Equipment .................................................................................... 8
9.1.4.2 Monitoring and Measurement of quality assurance process ......................................................................... 9
9.1.4.3 Monitoring and Measurement of service .................................................................................................... 11
9.2 INTERNAL AUDIT .................................................................................................................. 14
9.3 MANAGEMENT REVIEW ...................................................................................................... 19
9.3.1 General ................................................................................................................................ 19
9.3.2 Review input........................................................................................................................ 20
9.3.3 Review output...................................................................................................................... 21
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9.1 MONITORING, MEASUREMENT, ANALYSIS AND EVALUATION
REFERENCES
ISO 9001:2015 § 9.1-“Monitoring, measurement, analysis and evaluation”
ISO 45001:2018 §9.1-“Monitoring, measurement, analysis and performance evaluation”
ISO 50001:2018 § 9.1-“Monitoring, measurement, analysis and evaluation of energy performance and
EnMS”
TMSA 3: KPI 12 (All) “Measurement, Analysis and Improvement-Inspections”
TMSA 3: KPI 12A (All) “Measurement, Analysis and Improvement-Audits”
TMSA 3: KPI 12A-4.1 – “Formal Analysis of Audit results is performed at least annually and this
drives continual improvement of the SMS”
9.1.1 GENERAL
The company has determined:
 what needs to be monitored and measured, including for occupational health and safety;
o the extent to which legal requirements and other requirements are fulfilled;
o its activities and operations related to identified hazards, risks and opportunities;
o progress towards achievement of the company’s OH&S objectives;
o effectiveness of operational and other controls;
o the effectiveness of the action plans in achieving objectives and energy targets;
o Energy Performance Indicators;
o Operation of Significant Energy Uses;
o Actual versus expected energy consumption.
 the methods for monitoring, measurement, analysis and evaluation needed to ensure valid results;
 the criteria against which the Company will evaluate its occupational health and safety
performance;
 who will monitor and measure;
 when the monitoring and measuring shall be performed;
 when the results from monitoring and measurement shall be analyzed, evaluated and
communicated.
 who will analyze and evaluate the results.
Measurement, analysis and evaluation are carried out:

 to demonstrate conformity of services with applicable requirements (Rules, Regulations and
customer needs);
 to ensure conformity of the integrated management system;
 to continually improve the effectiveness of the Integrated Management System.
The company has defined, planned and is implementing measurement, monitoring, analysis and
improvement processes to ensure that the operations, processes and services conform to requirements
set by all interested parties.
The DPA, Management Representatives and Department Managers are responsible to ensure that
controls are implemented and maintained for monitoring and measuring the key performance indicators
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(KPIs ) of the Company’s activities and operations, related to Quality, Environmental, Information
Security, Occupational Health & Safety, Energy and general performance.
The effectiveness of inspections and measurements implemented is periodically evaluated.
The Company identifies and uses appropriate statistical tools and Benchmarking.
The results of data analysis and improvement activities are subjects for discussion during the
company’s Management Review meeting.
Appropriate documented information of the evaluation results is maintained as evidence.
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9.1.2 CUSTOMER SATISFACTION

REFERENCES
ISO 9001 § 9.1.2- "Customer Satisfaction"
The company has determined and has established processes for the measurement of Management
System performance and the Customer’s perceptions of the degree to which their needs and
expectations have been fulfilled.
Customer satisfaction is used as one measure of System Output.
The Internal audit is used as a tool for evaluating on-going System compliance.
The Company has determined the methods for obtaining customer feedback and is monitoring this
information through:
 Customer surveys
 Customer feedback on delivered products and services
 Meetings with customers
 Market –share analysis
 Compliments
 Warranty claims and dealer reports
The methods and measures for obtaining customer satisfaction information and data, as well as the
nature and frequency of reviews are in the procedure mentioned below:
Reference Documents
 Customer Satisfaction Report –Voyage Charter OFF/OPS/302A
 Customer Satisfaction Report- Time Charter OFF/OPS/302B
 Terminal Satisfaction Report SF/OPS/338
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9.1.3 ANALYSIS AND EVALUATION
9.1.3.1 Evaluation of Compliance
REFERENCES
ISO 14001:2015 § 9.1.2-“Evaluation of Compliance”
ISO 45001:2018 § 9.1.2-“Evaluation of Compliance”
ISO 50001:2018 § 9.1.2-“Evaluation of Compliance with legal requirements and other requirements”
The Company analyzes the appropriate data and information arising from monitoring and
measurement of the effectiveness of the IMS and the provision of services.
The evaluation of the compliance obligations, which also includes compliance with legal requirements
and other requirements, shall also include the office activities.
The results of the analysis are used to evaluate:
 Conformity of products and services
 The degree of Customer Satisfaction
 The performance and effectiveness of the IMS
 If planning has been implemented effectively
 the effectiveness of actions taken to address risks and opportunities
 the performance of external providers
 the need for improvements to the IMS
The company keeps records of the results of the periodic evaluations.
The company, for occupational health and safety matters:
 determines the frequency and methods for the evaluation of compliance;
 evaluates compliance and takes action if needed;
 maintains knowledge and understanding of its compliance status with legal requirements and
other requirements;
 retains documented information of the compliance evaluation results.
The Company continuously evaluates its compliance with:
 The requirements of the IMS.
 The compliance obligations, including the legal and other requirements, which are applicable to its
occupational health and safety and environmental aspects.
 The requirements related to its energy efficiency, energy use, energy consumption and the energy
efficiency matters of the IMS.
The scope of the evaluation of compliance can encompass:

 Multiple legal requirements.
 A single requirement.
The Company evaluates its compliance through:

 Day-to-day review of in-coming/out-going messages.
 Day-to-day review of reports /records.
 Day-to-day follow-up of practices/procedures versus results.
 Vessel Inspections by Ship Managers and Superintendents.
 Reports of Accidents and Near Accidents.
 Defect Reports.
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 Internal Audits (Vessel and Office).

 Direct observation and/or crew reports (even anonymous).
 Project or Work Reviews (during Interdepartmental Meetings).
 Interdepartmental Meetings in Office and Safety Meetings onboard.
 Routine sample analysis or test results and/or verification of sampling/testing.
The Company’s Audit and Inspection Checklist must be updated at all times with the latest IMS
requirements as well as with all relevant Environmental and other Legislation.
Evaluation of Compliance is also done through inspections /surveys by Third Parties, for example:
 External Audits (Vessel and Office).
 Inspections by the Flag Administration.
 Inspections by other Third Parties (e.g Vetting, P&I).
 Inspections by USCG and PSC.
 Inspections by Oil Terminals.
 Annual and Periodic Surveys by the Ship’s Classification Society.
 Inspections by specialized surveyor on Environmental and other Matters (appointed by the
Company or other Organization).
The Company maintains knowledge and understanding of its compliance status.

Where a non-compliant situation is noted and the above systems have failed, this is brought to the
attention of the Top Management and a major Non-Conformity is normally raised.
Reference Documents
 Control of Records PRO/ PROCEDURE 02
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9.1.3.2 Analysis of Data
REFERENCES
ISO 9001:2015 §9.1.3 - “Analysis and Evaluation”
ISO 50001:2018 §9.1 - “Monitoring, measurement, analysis and evaluation of energy performance and EnM”
As a general rule, the Company has procedures to determine, collect and analyze data related to the
procedures and processes which are necessary for the implementation of the IMS. Data which are
collected and analyzed are the following:
 Results from Internal Audits.
 Results from External Audits.
 Results from Vetting Inspections.
 Results from PSC/USCG/Flag/P&I.
 Defect Reports.
 Dry Docking problems/results.
 Accidents/Incidents
 Customer complaints
 Budget vs. Actual Costs
 Benchmarking
In order to ensure proper monitoring and measurement of the processes the Company shall retain and
analyze all relevant records. When analyzing the information and data statistical techniques shall be
used, as applicable.
Senior management shall have access and consult these records for determining the performance of the
Company and to adequately plan (resources and personnel) for the future.
1. Analysis Records
The analysis of the above mentioned items may be in the form of:
 Official Company Circulars (e.g. Accidents, Audit results etc)
 Statistical Tables (Budgets, Running Costs etc)
 Tables with % and comparisons with last year’s data etc
 Management Review Meeting Minutes
2. Management Review
Analysis of the results must be continuously reviewed by the Departmental Managers, in order to
determine common problems, weaknesses in the IMS System, in the implementation, in suppliers etc.
On Quarterly basis, during the Management Review Meeting, the Analysis Records are presented by
the relevant departments.
Based on such analyses, decisions are made for further improvement of the IMS.
Reference Documents
 Master’s Review PRO/ PROCEDURE 12
 Company’s Representatives Visits Onboard PRO/ PROCEDURE 17
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9.1.4 MONITORING AND MEASUREMENT
REFERENCES
ISO 9001:2015 § 9.1 – “Monitoring, measurement, analysis and evaluation”
ISO 27001:2018 § 9.1-“Monitoring, measurement, analysis and performance evaluation”
ISO 45001:2018 § 9.1-“Monitoring, measurement, analysis and performance evaluation”
ISO 50001:2018 §9.1 - “Monitoring, measurement, analysis and evaluation of energy performance and EnM”
TMSA 3: KPI 9-& 9A – (All) – “Safety Management – Shore Based & Fleet Monitoring”
TMSA 3: KPI 12 & 12A- (All) “Measurement, Analysis and Improvement”
Appropriate data includes data generated as a result of monitoring and measurement from other
relevant sources. The results of analysis are used to evaluate:
 conformity of services;
 the degree of customer satisfaction;
 the performance and effectiveness of the integrated management system;
 if planning has been implemented effectively;
 the effectiveness of actions taken to address risks and opportunities;
 the performance of external providers; and
 the need for improvements to the quality management system.
Methods to analyze date can include statistical techniques.
9.1.4.1 Control of Monitoring and Measurement Equipment

The Company controls, calibrates and maintains inspection, measuring and test equipment, whether
owned by the Company, or on loan, or provided by another party, to demonstrate its conformance with
the specified requirements. Inspection, measuring and test requirements shall be identified and
reviewed to ensure adequate facilities and equipment are available to allow effective inspection to be
carried out.
The Company:
 Identifies the measurements to be made, the accuracy required, selects the appropriate inspection,
measuring and test equipment.
 Identifies, calibrates and adjusts all company owned inspection, measuring and test equipment at
prescribed intervals or prior to use.
 Ensures that the inspection, measuring and test equipment is capable of the accuracy and precision
necessary.
 Safeguards inspection, measuring and test facilities, including both test hardware and software,
from adjustment, which would invalidate the calibration settings.
 Maintains records of calibration of inspection, measuring and test equipment.
In-house calibration is carried out in accordance with written instructions as provided by the
manufacturer, by trained personnel using reference standards in a known state of calibration and
traceable to national / international standards. Calibrations are carried out in suitable environmental
conditions, as appropriate.When monitoring and measuring equipment is calibrated by an external
source, certificates of calibration are required containing details of any rectification carried out,
identification of the reference standard used, results of the calibration and validity period.
Each item of equipment is permanently marked with an individual serial number and, where
practicable, labeled to indicate calibration status and due date.
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Corresponding records are kept for each item of equipment. These stipulate the calibration frequencies
and tolerances, and record the calibration results. Equipment used for inspection, measurement and test
is handled and stored in manner suitable to preserve its accuracy and fitness for use. Where necessary
the equipment is safeguarded from adjustments, which could invalidate the calibration setting. Any
monitoring and measuring equipment found to be defective or overdue for calibration is withdrawn
until necessary corrective action is taken.
Software used both ashore and onboard for monitoring and measuring purposes, such as for trim &
stability, communication etc, shall be verified and validated at specified time intervals. All software
shall be protected from virus infection.All the critical equipment and the inspection, measuring and
testing instruments which are used onboard, must always be in good operational condition and must be
giving accurate measurements. For this reason it is very important to calibrate them, in regular intervals
as per Manufacturer’s instructions and/or Company procedures.
Reference Documents
 Control of Monitoring & Measuring Equipment PRO/ PROCEDURE 18
9.1.4.2 Monitoring and Measurement of quality assurance process

Quality assurance process is monitored and measured during quality audits and the results are analysed
during Management Review. Those activities demonstrate the ability of the process to achieve planned
results. When planned results are not achieved corrective actions are taken.
The company implements suitable methods for measurement and monitoring of both shipboard and
shore-based operations, equipment necessary to meet customer requirements and to demonstrate that
the vessels and Shore-based operations are implemented satisfying their intended purpose.
Measurement results are used to maintain and improve those processes.
A. Processes incorporated in the "Product"

The "Product" of the Company, is First Class Ship Management Services to the Owners of the vessels
and the Charterers.
The Vessel, is incorporated inside the "Product".
Monitoring and measurement of the Product, includes both services as well as the maintenance and
protection of the vessel itself.
The services within the product, which must be well documented in relevant processes and procedures
(as per Management Agreement) include but are not limited to:
 Appointment of Agents.
 Manning of the Vessels.
 Supply of Stores, Victualing, Spares.
 Chartering.
 Extensive repairs, Dry-Docking works, Periodical Surveys.
 Freight Collections.
 Signing of Agreements.
 Arranging for insurance coverage.
 Reporting.
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B. Monitoring and Measurement of Processes

Processes are monitoring and measured through the review and evaluation of Procedures.
This is done as follows:
 Day-to-day follow up of procedures versus results.
 Self-Audits (Vessel)
 Internal Audits (Vessel and Office)
 External Audits (Vessel and Office)
 Vetting Inspections
 Flag Inspections, PSC Inspections, USCG Inspections, P&I Inspections etc
 Customer Feedback
 Benchmarking (comparing with other Organizations in the same field)
 TMSA Office Audits
If shortcomings and Non –Conformities are identified, common to a number of Departments or

Vessels, then the following must be done:
 Review and re-evaluation of Objectives.
 Review and re-evaluation of Procedures.
 Audit of their implementation.
Depending on the results of the reviews, re-evaluation and audits, corrective action must be taken.
These corrective actions may include, but are not limited to:
 Issuing additional Procedures (including preventive actions)
 Expanding existing Procedures to include more details.
 Re-organizing the sequence of processes, within a procedure.
 Developing new checklists or expanding the existing ones in order to include more details.
 Re-assigning duties.
 Issuing guiding Circulars.
 Organizing and providing additional Training.
 Employment of specialized consultants.
C. Findings
Findings of the monitoring and measuring of QMS Processes must be presented during the annual
Management Review Meeting. Corrective and preventive action required or already taken must be
presented, evaluated and approved.
Reference Documents
 Internal Audits PRO/ PROCEDURE 10
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9.1.4.3 Monitoring and Measurement of service

The company applies suitable methods for measurement and monitoring of the Safety, Health, Quality,
Environmental and Energy characteristics and key performance indicators of services to verify that
requirements for services set by all interested parties are met.
Evidence of implementation of required measurement, monitoring and conformance with the

acceptance of performance criteria used, is recorded.
Records indicate the authority responsible for service rendering.
Service rendering does not proceed until all specified activities have been satisfactorily completed and
the related documentation is available and authorized.
Equipment and operations are subject to inspection and surveillance at specified stages.
The frequency and means of reporting and recording such inspections is in accordance with written
instructions, check lists or documented procedures (please refer to Integrated Management System).
The DPA and / or Occupational Health / Environmental / Energy Efficiency Representatives

respectively retain files, which give the status of external and internal audits for Safety-Health-Quality-
Environmental-Energy matters.
Similarly,
 The DPA files safety reports and the status of preparation for ship emergencies.
 The Environmental Manager keeps the files of all Environmental Management Programs.
 The Occupational Health Manager keeps the files of all Health Programs.
 The Energy Efficiency Manager keeps the files of all Energy efficiency programs.
Receiving Inspection and Testing

The Company maintains procedures to properly verify that all purchased materials, equipment and
services received are in full compliance with the specification and/or purchase order. Non-complying
products and services shall be treated as Non-Conformities and dealt with accordingly.
In-Process Inspection and Testing

The Company identifies and maintains procedures for inspecting, testing and monitoring compliance
with (i) Vessels’ Employment Agreements, Ship Management Agreements, (ii) safety, health, quality,
pollution prevention, environmental protection and energy efficiency requirements. The Company also
identifies and maintains procedures for inspecting, testing and monitoring of equipment the failure of
which will have an impact upon the delivery of the intended service.
Final Inspection and testing

The Company maintains procedures to determine that all contractual requirements for the specific
voyage have been fulfilled; all required inspections and tests have been carried out and properly
recorded.
Inspection and Test Records

All inspections and tests are properly recorded.
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Maintenance of Ship and Equipment

The company ensures that the vessel and all machinery and equipment within the vessel as well as all
the shore-based equipment, which can cause and/or contribute to environmental pollution and / or
accident – incident with environmental and health effects are maintained in accordance with all relevant
rules and regulations. Machinery and equipment are maintained on a routine basis and in accordance
with manufacturer's recommendations. Procedures have been developed covering routine inspection
of vessels and reporting any Non-Conformity as a result of these inspections.
Regarding Statutory and Class Surveys, the Company has established and maintained procedures to
verify that:
 all relevant statutory surveys are carried out as per schedules in accordance with international
and national requirements; and
 all class surveys are carried out to schedules agreed with Class.
The Company maintains both ashore and onboard Maintenance Records for each vessel detailing
routine and unscheduled maintenance carried out by the crew or third party contractors.
Original certificates issued by third party surveyors will be kept on board with copies forwarded to the
Company.
Maintenance and survey records for each vessel will be kept on board and in Company archives for a
period of at least 5 years.
Monitoring and Measurement Occupational Health and Safety Ashore and Onboard
The company applies suitable methods for measurement and monitoring of both shipboard and shore
based occupational health and safety.
Measurement results are used to maintain and improve those processes.
The Company monitors and measures to evaluate the fulfillment of OH&S matters:
 Reports of Accidents, Near Accidents, work-related incidents, injuries and ill health;
 Employees' complaints (Vessel and Office);
 Compliance with legal and other requirements via the Internal and External Audits.
Monitoring and Measurement Energy Efficiency

Inspection and monitoring of operations relevant to energy efficiency of vessels are carried out in
accordance with Company Energy Efficiency Management Plan and Ship Energy Efficiency
Management Plans (SEEMP).
The Company evaluates its energy performance and the effectiveness of the energy efficiency matter
of the IMS. Improvements in energy performance are evaluated by comparing the energy performance
indicator (EnPI) values against the corresponding energy baselines (EnB). In case of significant
deviations, these are investigated and responded by the Energy Efficiency Manager. Documented
information are available.
Monitoring and Measurement of Environment

The Company has established procedures to monitor and measure, on a regular basis, all the key
characteristics (key equipment and operations) which can have a significant environmental impact.
Such systems and equipment are identified as “Critical’ and their reliability is monitored through the
Planned Maintenance System (PMS).
The PMS includes regular testing of standby arrangements, associated monitoring systems and alarms,
etc.
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For Critical Equipment & Systems, reference is made to the relevant paragraph of Chapter 8 of
this manual.
The monitoring of key operations, that can have a significant environmental impact is achieved
through:
 Risk Assessments
 Work Permits
 Associated IMS Manual procedures
 Associated IMS Checklists
Competency Standards of Critical Equipment
All equipment must be operated, maintained and repaired as per Manufacturer’s Instructions. Critical
Equipment and Systems are presented in Maintenance Manual.
Changing of Manufacturer’s Alarms and Parameters should be carried out as per PMS.
The testing of in-service equipment is carried out systematically in accordance with the Company’s
PMS and the results are documented.
If items are found unacceptable against the agreed criteria, they are repaired, replaced or identified for
a subsequent evaluation and decision.
All repaired items are subject to re-inspection, to ensure acceptability of performance.
Defects / Malfunctioning of Critical Equipment

Critical equipment and systems must be kept in good working order at all times.
If any critical equipment malfunctions or becomes incapable of fulfilling its intended purpose, it is the
Master’s responsibility to report this to the Ship Manager.
This is done by the issuance of a “Defect Report”, through the electronic PMS Module.
If the defect can only be rectified during Dry-Docking, then the IMS Form “Dry-Dock repair request”
must be issued through the electronic PMS Module. A de-activation report and risk assessment must
also be prepared and submitted.
Reference Documents
 Environmental, Energy Efficiency, Occupational Health
and Safety Management programs PRO/ PROCEDURE 24
 Ship Energy Efficiency Management Plan (SEEMP)
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9.2 INTERNAL AUDIT
REFERENCES
ISM Code § 12 – “Company verification, review and evaluation”
ISM Code §9 - “Reports and Analysis of Non-Conformities”
ISO 9001§9.2 - “Internal Audits”
ISO 14001 §9.2 -“Internal Audits”
ISO 27001 §9.2 -“Internal Audit”
ISO 45001 § 9.2-“Internal Audits”
ISO 50001 § 9.2-“Internal Audits”
TMSA 3: KPI 9A-1 & 12B (all)
TMSA 3: KPI 9 & 9A –“Safety Management – Shore Based and Fleet Monitoring”
TMSA 3: KPI 12 & 12A- (All) “Measurement, Analysis and Improvement”
TMSA 3: KPI 12-1.1-“A company–specific format is used for conducting and recording vessel
inspections”.
TMSA 3: KPI 12-1.2-“An inspection plan covers all vessels in the fleet, with at least two inspections
of each vessel a year.”
TMSA 3: KPI 12-2.1 -“The inspection format is of a standard that is at least equivalent to the vessel
inspection reports issued by industry bodies such as OCIMF, CDI or EBIS.
TMSA 3: KPI 12- 3.2-“In order to improve the inspection process, analysis of inspection results is
compared with data from third party inspections.”
TMSA 3: KPI 12-2.2-“A system records any deficiencies identified by the inspections and tracks them
through to close out.”
TMSA 3: KPI 12-4.1-“Information from detailed analysis of inspections is fed into a continual-
improvement process”
TMSA 3-KPI 12A-1.1-“The company has documented audit procedures and standard audit formats.”
TMSA 3-KPI 12A-1.2-“All auditors are appropriately trained and qualified”
TMSA 3- KPI 12A- 1.3-“An audit plan covers all vessels and company offices.”
TMSA 3- KPI 12A-2.1-“Audit results are reported to management within a specified time frame.
TMSA 3- KPI 12A-2.2-“Audits are performed in line with the audit plan”
TMSA 3- KPI 12A-3.1-“All audit Non-Conformities are closed out within the prescribed time frame”
TMSA 3- KPI 12A – 4.1-“Formal analysis of audit results is performed at least annually and this drives
continual improvement of the SMS.”
TMSA 3: KPI 5-2.1-“A procedure is in place requiring the Master to conduct a navigational audit to
ensure compliance with navigational regulations and company procedures”
TMSA 3: KPI 5-2.2- “A procedure is in place for appropriate shore-based personnel to conduct
navigational verification assessments.”
TMSA 3: KPI 5-4.2-“All navigational assessment and audit reports from the fleet are analyzed, trends
identified and improvement plans are developed”.
TMSA 3; KPI 5- 4.1-“Comprehensive navigational audits are conducted while on passage by a suitably
qualified and experienced person”
Internal Audits are conducted to provide information on whether the IMS conforms to:
 the Company’s own requirements
 the requirements of the adopted ISO Standards
 IMO Requirements
 TMSA and other Marine Industry requirements
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and is effectively implemented.

Internal audits are programmed at intervals of not more than twelve (12) months (or more frequently
depending on environmental importance, changes and results of previous audits), in accordance with
Company procedures.
Internal Audits are carried out by Trained and Certified Auditors.
In exceptional circumstances, the MI Flag Administration may extend this period by not more than
three (3) months.
The Internal Audit process includes the following steps:
 Planning and planning requirements.
 Frequency, methodologies, responsibilities and consultation which takes into consideration the
importance of the processes concerned and the results of the previous audits.
 Defining the purpose, the scope of the Internal Audit and the Audit Criteria
 Competence and selection of Auditors
 Scheduling and Announcing the Audit
 Preparing the Office or Vessel for the Audit
 Preparing/Updating Audit Checklists
 Conducting the Audit to ensure objectivity and the impartially of the audit process.
 Taking Corrective and Preventive actions for continually improvement of the IMS performance.
 Making follow-up of Non-Conformities and observations
 Analysing the Non Conformities and Observations and identifying trends
 Ensuring that the results of the audit is reported to relevant managers; ensuring that relevant audit
results regarding the occupational health and safety are reported to workers, and, where they exists,
worker’s representatives, and other relevant interested parties.
 Recording and reporting the Audit Results to Management
 Retaining documented information as evidence of the implementation of the audit programme and
the audit results.
 Distributing the experience throughout the Company.
 Evaluating the effectiveness of the Corrective and Preventive actions.
 Improving/ amending the IMS System, if required.
 Re-evaluating Processes and Objectives for continuous improvement.
Integrated Internal Audits – Office

One of the main objectives of the Company is to establish and implement appropriate measurements
and feedback processes to focus on and drive continuous improvement.
The Company has established procedures to carry out Internal Audits in order to verify whether the
occupational health, safety, quality, pollution prevention, energy efficiency and Information Security
activities comply with the IMS, and to ensure the efficient implementation of the IMS by both
Shipboard and Shore-based personnel.
Detailed procedures for planning, monitoring and conducting the Audits, as well as for the follow-up
of corrective actions are found in IMS Procedures Manual. (PRO (002) –PROC 10-“Internal Audits”.
During Integrated Internal Audits, the requirements of the ISM Code, ISO 9001, ISO 14001, ISO
27001, ISO 45001, ISO 50001, MLC 2006 and ISPS Code are verified, reviewed and evaluated.
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Internal Audit Schedules
The Internal Audits are scheduled annually, in the month of January of each year.
The S&Q Department is responsible to draw the Audit schedules, for both Internal and External Audits
for the Office and the vessels.
The schedules are drawn by the use of two relevant forms i.e:
 OFF/SAQ/413-“Audit Schedule-Office”
 OFF/SAQ/414-“Audit Schedule-Vessel”
The DPA and the Management Representative are responsible to review and approve the Audit
schedules, and during Operational Meeting, held at the beginning of each year (January).
Audit General Principles

The basic principles of Internal Audits are:
 The Audit is a tool to assess and is not designed to allocate blame.
 The results are fed back into the IMS for corrective action and the experience is distributed
throughout the Company.
 The Audits are conducted by personnel, who at the time of the Audit are independent of the area
being audited.
Internal Audit Documented Procedure

The Company has issued detailed procedures for conducting Internal Audits.
Frequency of Internal Audits

As a minimum, all the Office Departments and the vessels must be audited annually, in a period not
greater than twelve (12) months from the previous audit (provided that the audits are conducted at
safe ports).
As per the new ISM Code, in exceptional circumstances, this interval may be exceeded by not more
than three (3) months, following approval by the Flag Administration.
Scope of Internal Audits
The purpose and scope of an Internal Audit may be defined separately for each Office Department or
vessel during partial audits.
However, the annual Internal Audits must always cover all the activities of the Department or vessel.
The S&Q Department has issued Audit Checklists for this purpose.
These are periodically reviewed to ensure that all the activities and all new IMS procedures have been
included and will be audited.
The Audit Checklists include Safety, Health, Quality, Environmental, Energy Efficiency and
Information Security issues to be audited.
The results of the audits and reviews are brought to the attention of the Office and/or Shipboard
Departments having responsibility in the area involved. Corrective actions are taken on deficiencies
found.
The results of the Internal and External Audits are officially discussed in the Management Review
Meetings, demonstrating Top Management commitment and involvement.
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Internal Audits
Internal Audits are scheduled and conducted by the Company.
It is the Master’s responsibility to prepare his vessel and crew for the Audit.
Additionally, it is the Master’s responsibility to ensure that the Non-Conformities raised during the
Internal Audits are dealt with, appropriate corrective action is taken and the results are reported to the
Company as per relevant procedures.
Furthermore, it is the Master’s responsibility to ensure that the corrective actions which were taken for
the close-out of Non-Conformities of ISM/ISPS Audits, remain in force and are continuously and
effectively implemented.
Reporting of Non-Conformities and Corrective Actions

The Company has issued procedures for the reporting of Deficiencies and Corrective Actions. All Non-
Conformities raised during Internal Audits are documented, by the use of IMS Forms.
Navigational Audits are included in the ISM Internal Audits.

The relevant Checklists include separate sections for the Audit of the Navigational Procedures.
The S&Q Department is responsible to review and follow-up the close-out of the Non- Conformities
and to keep relevant records.
Detailed procedures for the reporting of Non-Conformities, the Corrective actions taken and the records
kept are found in IMS Procedures Manual.
Distribution of Experience resulting from Internal Audits

Internal Audit results and experiences are distributed throughout the Company.
As a minimum, this is done Quarterly, through the issuance of relevant official Company Circular,
which includes the S&Q Department presentation, with the results of the Internal and External Audits.
In cases, where the same Non-Conformities have been identified on more than one department or vessel
(indicating a trend) and depending on the seriousness of the findings, Circulars or Circular messages
may be sent out more frequently.
Vessel Visit Report

As a rule, the vessels must be visited as a minimum twice per year.
Each vessel must be visited, once by a Technical Superintendent (Fleet Manager, Ship Manager,
Assistant Superintendent, Technical / Deputy Technical Manager) and once by a Marine & Vetting
Superintendent.
Additionally, at least once per year, one Technical Superintendent and one Marine Superintendent must
sail with the vessel.
(A Ship Attendance is considered a “sailing visit” when it has a duration of at least 72 hours)
The routine vessel visit may be combined with other attendances i.e. Vetting Inspections, Internal or
External Audits, attendance during Dry Docking.
They must observe and advise the Company of any required safety improvements and corrective
actions.
A “Ship Inspection Report” (OFF/TEC/101) must be filled in as a minimum two (2) times per year /
The Ship Inspection is carried out based on the OCIMF (VIQ) Questionnaire.
The form “Noise and Vibration Measurements” is annexed to the Ship Inspection Report.
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During a Vessel Visit, a Safety Meeting (OFF/TEC/101A) must be carried out by the attending
Superintendent.
The results of the Ship Inspection, as well as other Safety, Health, Quality, Security, Environmental,
Energy Efficiency and other issues must be discussed and recorded.
Superintendent’s Vessel Visits and Recommendations for Ship Staff Maintenance

When a Superintendent visits the vessel, a relevant entry must be made to:
 The Visitor’s Log Book
 The Deck Log Book
If the Superintendent is traveling with the Ship, the Crew List and the Muster List must be updated
accordingly.
The Superintendent’s Recommendations for Ship Staff Maintenance issued, must be recorded in the
Ship Inspection Report - Appendix C-“Summary of Observations”.
Additionally must be entered in the PMS Module, and must be processed accordingly.
Every effort must be made to complete the works on their due date.
Updates on the close out or progress of work must be sent, through the PMS Replications DAILY.
In case the due dates cannot be met, an extension may be requested, justifying the reasons for the delay.
Reference Documents
 Internal Audits PRO/ PROCEDURE 10
 Company’s Representatives Visits Onboard PRO/ PROCEDURE 17
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9.3 MANAGEMENT REVIEW
REFERENCES
ISM Code § 12 – “Company verification, review and evaluation”
ISO 9001 §9.3 “Management Review”
ISO 14001 § 9.3 - “Management Review”
ISO 50001 § 9.3 “Management Review”
TMSA 3: KPI 1A – 4.1 “HSSE targets and objectives are discussed, at least quarterly, at management
meetings onboard and ashore”
TMSA 3: KPI 12- 3.2-“In order to improve the inspection process, analysis of inspection results is
compared with data from third party inspections.”
TMSA 3: KPI 12-2.2-“A system records any deficiencies identified by the inspections and tracks them
through to close out.”
TMSA 3: KPI 12A-4.1-“Formal analysis of audit results is performed at least annually and this drives
continual improvement of the SMS”
9.3.1 GENERAL
The Company has a clear procedure for holding Management Review Meetings.
The Company’s Integrated Management System, is reviewed to ensure its continuing suitability,
adequacy and effectiveness.
The review includes assessing Risks, Opportunities for improvement and the need for changes to the
integrated management system, including the policies, procedures and objectives.
Management Reviews are planned to be carried out quarterly.
Unscheduled management reviews may be carried out (i.e. to discuss specific matters: Incidents, New
Regulations etc), as necessary.
Records of management reviews are maintained.
Management Review Meetings are being held, chaired by Top Management (Chief Operating Officer
(COO)) and monitored by the DPA, the Management Representatives and the S&Q Department.
All Department Managers and their Deputies must participate.
However, the Management Review Meetings are “open” and all Office Staff, as well as Shipboard staff
which happen to be in Office for familiarization or Briefing/Debriefing are encouraged to attend.
The Management Review follows a standard “Agenda” which gives consideration to the suitability and
effectiveness of the Integrated Management System in satisfying the ISO 9001, ISO 14001, ISO 27001,
ISO 45001, ISO 50001 and ISM Code requirements.
Reference Documents
 Management Review PRO/PROCEDURE 11
 Master’s Review PRO/PROCEDURE 12
Page 19 of 22
Manual Revision: 04
9.3.2 REVIEW INPUT
During the Management Review Meetings among many other items, the following are discussed and
analyzed:
 Review of Company Policies, Mission and Vision Statements.
 Review of Company Quality & Environmental Targets and progress towards Safety and
Environmental Excellence.
 Review Quality, Environmental, Information Security, Occupational Health & Safety and Energy
performance of the company.
 Audit Plans and Non Conformities resulting from Internal and External Audits and Third Party
Inspections.
 Deficiencies raised during Vetting Inspections (including Statistics and Benchmarking).
 Status of Preventive and Corrective actions (and their close-out within the time limit of maximum
three (3) months).
 Follow-up and status of actions from previous Management Reviews.
 Analysis of Accidents, Incidents and Near Misses, results of the relevant Investigations carried out,
and any corrective actions taken.
 Analysis of Non-Conformity Reports reported by any personnel
 Recommendations following Flag, USCG, PSC Inspections, Class Surveys.
 Overall effectiveness of Company Integrated Management System including Process Performance
and Service conformity.
 Customer feedback (customers’ complaints – customers' satisfaction) from relevant interested
parties.
 Monitoring and measurement results.
 Adequacy of resources.
 Risks and opportunities and the effectiveness of actions taken to address them.
 Changes in external and internal issues that are relevant to the integrated management system (i.e.
the needs and expectations of interested parties, legal and other requirements, risks and
opportunities).
 Changes in external and internal issues that are relevant to the integrated management system.
 Master’s Review Reports
 Important & interesting Proposals and Recommendations for the improvement of the Company
IMS.
 Results of the Shipboard Committees Meetings
 Recommendations for Continual Improvement.
 Consideration for updating the system as results of fleet changes, trade and market strategies, new
regulations or changes in social and environmental attitudes.
 Training Schedule and effectiveness of Training Courses already attended (training / exercises /
drills).
 Management of Change and Impact of Changes (i.e. organizational changes)
 Review and verification of the Company’s significant Environmental Aspects.
 Review of Environmental and Health programs and implementation reports.
 Review of Company’s Objectives and Targets. Review of the Company’s overall performance
(extent to which the Objectives and Targets have been met). Key Performance Indicators.
 Communication from external interested parties, including complaints.
 Needs and expectations of interested parties, including compliance obligations.
Page 20 of 22
Manual Revision: 04
 Changing circumstances, including developments in legal and other requirements related to the
Company’s environmental aspects and to Occupational Health and Safety.
 Performance of external providers (e.g. manning agents, subcontractors, suppliers) and evaluation
for the procuring of products, equipment and services.
 Review of energy actions plans and energy services and operating lifetime of the products
procured.
 Projected energy performance for a period and energy performance improvement based on
monitoring and measurement results including energy performance indicators.
 New Regulations and changes in relevant National & International legislation, Conventions,
Codes, Guidelines, classification Rules etcaffecting the operation and status of the Company’s
 Fulfillment and Evaluation of compliance obligations including applicable legal requirements and
other requirements
 Results of participation and consultation.
9.3.3 REVIEW OUTPUT

The results must be tabulated to facilitate analysis and to identify trends and common problems.
Suggested improvements- if accepted during the Management Review Meeting- must be fed-back into
the Company’s continuous-improvement process.
Any progress which is identified to be less than planned, must result in a re-assessment of objectives,
targets and plans.
The output and the final report includes decisions and actions related to:
 Improvement / changes of the Integrated Management System and its processes;
 The continuing suitability, adequacy and effectiveness of the Integrated Management System in
achieving its intended outcomes;
 Continual improvement opportunities;
 Improvement of services related to Customer requirements;
 Improvement of procedures related to requirements;
 Corrective and preventive actions;
 Statement with the status of implementation of the Integrated Management System with regard to
the objectives (occupational health and safety, protection of the environment, energy efficiency
(i.e. opportunities for energy performance, EnPIs, EnBs, energy targets, as well as Information
Security objectives), protection of cargo and the property);
 Establishment of additional audits related with the ships, crew, operations, procedures;
 Resource needs (office and shipboard personnel levels), if required or allocation of resources;
 Training requirements;
 Establishment/modifications of programs, objectives and targets or other elements of the
Company’s management system, consistent with the Company’s commitment for continual
improvement;
 Opportunities for improvement, including improvement of competence, awareness and
communication;
 Any implications for the strategic direction of the Company;
 Other administrative decisions.
Page 21 of 22
Manual Revision: 04
The Results of the Management Review Meetings must be recorded and filed.
These are communicated to employees, especially results related to occupational health and safety
matters.
Records shall remain legible, identifiable and traceable to each relevant activity.
Page 22 of 22
Rev. 03.2022
Tanker Company Hazard Register PRO 2022
L M H S L M H S
Potential Risk System Controls Actual Risk
Threat Top Subsequent Technical Reference Reg & Industry
ID Hazard Location
(Direct Cause) Event Event
Consequences Manual Chapter Company Procedures
Controls in place Documents
ALARP
P A E R P A E R
Ship Security
Physical Impact to crewmembers SSP ‐04. Ship Security Officer (SSO) & Other Shipboard Personnel. ‐4.2. Duties & Responsibilities. BMPv5; BA Security Chart Q‐6099;
In special areas like West Africa, Gulf Injury;
(e.g. Gunfire); SSP ‐Annex A ‐Patrols & Deck Watches at Sea / in Open Waters. BMP West Africa; BA Security Chart Q‐6111;
of Aden and similar. Lack of planning; Fatality;
Mental Impact to crewmembers SSP ‐Annex A ‐Patrols & Deck Watches in Port. Global Counter Piracy BA Security Chart Q‐6112;
A1‐1 Piracy At any time. Taking extreme Risk; Loss of control
(e.g. Hostage situation);
Asset Damage; D5 D5 D2 D4 SSP ‐Annex A ‐Restricted Areas. Guidance for Companies, BA Security Chart Q‐6113; C5 D5 C2 C4 Yes
Failure of Guards Financial loss;
Damage / Loss of the Vessel; SSP ‐Annex B&C ‐Piracy / Armed Robbery / Petty Theft. Masters and Seafarers; BA Security Chart Q‐6114;
Damage of company reputation
Damage / Loss of Cargo SSP ‐Annex B&C ‐Actions to be Taken When Ship Is Hijacked. Regional Guide To Counter Piracy Ship Security Bridge Vulnerability
Physical Impact to crewmembers SSP ‐Annex B&C ‐Bomb Threat. BMPv5; BA Security Chart Q‐6099;
In special areas like West Africa, Gulf Injury;
(e.g. Gunfire); SSP ‐Annex B&C ‐Initial Action Following Bomb Threat. BMP West Africa; BA Security Chart Q‐6111;
of Aden and similar. Lack of planning; Fatality;
Mental Impact to crewmembers Global Counter Piracy BA Security Chart Q‐6112;
A1‐1A Terrorism At any time. Taking extreme Risk; Loss of control
(e.g. Hostage situation);
Asset Damage; D5 D5 D2 D4 Guidance for Companies, BA Security Chart Q‐6113; C5 D5 C2 C4 Yes
Failure of Guards Financial loss;
Damage / Loss of the Vessel; Masters and Seafarers; BA Security Chart Q‐6114;
Damage / Loss of Cargo Regional Guide To Counter Piracy Ship Security Bridge Vulnerability
Vessel at Sea SSP ‐16. Trainings, Drills & Exercises. ‐16.1. Training. Guide to Maritime Security & ISPS ISPS Code;
Vessel on river passage; SSP ‐16. Trainings, Drills & Exercises. ‐16.2. Drills, Training & Exercises. Code, 2021 Edition; Guide to Maritime Security & ISPS Code,
Physical Impact to crewmembers;
Canal passage; Criminal activity; Injury; SSP ‐10. Monitoring Restricted Areas on the Ship. ‐10.1. Purpose. 2021 Edition;
A1‐2 Security threat
Confined water; Sabotage
Loss of control Mental Impact to crewmembers;
Financial loss, D4 D2 D1 D3 SSP ‐11. Controlling Access to the Ship. ‐11.1. Security Level 1. C4 C2 C1 C2 Yes
Robbery
STS; SSP ‐Annex B&C ‐Security Threats.
Vessel in port SSP ‐Annex B&C ‐Breaches of Security.
SSP ‐Annex B&C ‐Refugees and Stowaways. Guide to Maritime Security & ISPS ISPS Code;
Injury;
SSP ‐11. Controlling Access to the Ship. ‐11.1. Security Level 1. Code, 2021 Edition; Guide to Maritime Security & ISPS Code,
Vessel in port; Robbery; Fatality;
Criminal activity; SSP ‐12. Monitoring Decks & Areas Surrounding the Ship. ‐12.1. Monitoring the Security of the Ship. 2021 Edition;
A1‐3 Stowaway Vessel at anchor;
Sabotage
Loss of control Medical disease; Asset Damage; D3 D1 B1 D2 B3 D1 B1 C2 Yes
STS Cannot release the person Financial loss;
SSP ‐12. Monitoring Decks & Areas Surrounding the Ship. ‐12.1. Monitoring the Security of the Ship. Guide to Maritime Security & ISPS ISPS Code;

SSP ‐13. Supervising the Handling of Cargo & Ship's Stores. ‐13.3. Security Level 2. Code, 2021 Edition; Guide to Maritime Security & ISPS Code,
Vessel in port; Robbery
Criminal activity; Injury SSP ‐Annex B&C ‐Drug Smuggling and Abuse. 2021 Edition;
A1‐4 Drug Trafficking Vessel at anchor;
Sabotage
Loss of control Security violation
Damage of company reputation D3 D1 B1 D2 D3 D1 B1 D2 Yes
STS Violence
SAF ‐03 Use of Personal Protective Equipment ‐2.3.5 Hand Protection BMPv5; Ship Security Bridge Vulnerability Study;

SAF ‐03 Use of Personal Protective Equipment ‐2.3.5.1 Razor Wires BMP West Africa; OCIMF Ship Security – Hull Vulnerability
Robbery
Security preparation / Criminal activity; Injury Global Counter Piracy Study;
A1‐5 Hardening
In Transit
Sabotage
Loss of control Security violation
Damage of company reputation D3 D1 B1 D2 Guidance for Companies, D3 D1 B1 D2 Yes
Violence
Masters and Seafarers;
Regional Guide To Counter Piracy
IT Security
IT Virus Exposure; IMSM ‐ Appendix F‐Z ‐Appendix Z‐4‐ Information Security Policy OCIMF: The Guidelines on Cyber
IT Tracker Exposure; ISMS ‐02A Asselt Management ‐6 PROCEDURE Security Onboard Ship
Human Error*;
Uncontrolled Exposure to Loss of control IT Ransom Exposure; Financial loss; ISMS ‐02A Asselt Management ‐6 PROCEDURE
A2‐1 Internet
At any time IT Criminal act
Breakdown of IT systems; Damage of company reputation B1 D2 B1 D2 ISMS ‐02A Asselt Management ‐6 PROCEDURE B1 B2 B1 B2 Yes
(Virus; Malware, etc);
Breakdown of Electronic equipment;
(e.g. ECDIS)
IT Virus Exposure; IMSM ‐ Appendix F‐Z ‐Appendix Z‐4‐ Information Security Policy OCIMF: The Guidelines on Cyber
Human Error* IT Tracker Exposure; ISMS ‐02B Physical Media Transfer ‐6.2 External Storage Devices Security Onboard Ship
Uncontrolled Use of Portable and (Uncontrolled use for USB Sticks Loss of control IT Ransom Exposure; Financial loss; ISMS ‐05D Portable Device Security ‐6.2 Minimum Requirements
A2‐2 Removable Media
At any time
on board for the purpose of Breakdown of IT systems; Damage of company reputation B1 D3 B1 D1 B1 B3 B1 B1 Yes
Update systems or private use.) Breakdown of Electronic equipment;
(e.g. ECDIS)
OCIMF: The Guidelines on Cyber
Sensitive company information Injury;
Human Error* Security Onboard Ship;
released causing commercial impact; Fatality;
(Uncontrolled use for Social ISO 27001;
A2‐3 Uncontrolled Use of Social Media At any time
Media on board and / or in the
Loss of control Release of vessels position when Asset Damage; D2 D2 B1 D2 ISO 27002; B2 B2 B1 B2 Yes
transiting through piracy area causing Financial loss;
office)
Piracy Hazard Damage of company reputation
Sensitive company information Security Onboard Ship;
Loss of control;
Attacking the Company/ Vessels stolen / released; Financial loss; ISO 27001;
A2‐4 Information Security Crime Both Ashore and Onborad
ICT systems;
Data Loss;
Company/ Vessels ICT system Damage of Company's Reputation; B1 D3 B1 D3 ISO 27002; B1 B3 B1 B2 Yes
Data Leak: Service Unavailability;
compromised;
Security Onboard Ship;
Sensitive Company Information Infrastructre Damage; Information
Unauthorized Physical Access to Compromising ICT infrastructure ISO 27001;
A2‐5 Infrastructure/ Systems
Both Ashore and Onborad
physical integrity;
Physical Access Violation; stolen/ released; Company/ Vessels Leak; B1 D3 B1 D3 ISO 27002; B1 B3 B1 B2 Yes
ICT infrastructure compromise; Damage of Company's Reputation;
Security Onboard Ship;
Unable to Respond in Attacking the Company/ Vessels Company/ Vessels infrastructure Service unavailability;
ISO 27001;
A2‐6 Information Security Emergency Both Ashore and Onborad ICT systems; Unable to bring back in service; unvailability; Financial loss; B1 D3 B1 D3 ISO 27002; B1 B3 B1 B2 Yes
situations. Terminal system malfunction; Data inaccessible; Damage of Company's Reputation;
Company/ Vessels ICT system being Security Onboard Ship;
Unable to Manage Operational Not being able to address daily compromised; Service Unavailability; ISO 27001;
A2‐7 Environment
challenges;
Lack of Administration;
Data becoming unavailable or Damage of Company's Reputation; B1 D2 B1 D2 ISO 27002; B1 B3 B1 B2 Yes
corrupted;
Attacking the Company/ Vessels OCIMF: The Guidelines on Cyber
ICT systems; Security Onboard Ship;
Injury & Control Systems automation
Human Error; ISO 27001;
A2‐8 Unavailability of data/systems Both Ashore and Onborad
System Malfunction;
Service Unavailability; Business Processes not running; not working; Financial loss; B2 D3 B2 D3 ISO 27002; B1 B3 B1 B2 Yes
Damage of Company's Reputation;
Software Bug;
DoS Attacks;
Sensitive company information OCIMF: The Guidelines on Cyber
Attacking the Company/ Vessels stolen / released; Security Onboard Ship;
Unauthorized Access to Data/ ICT systems; Company/ Vessels ICT system Commercial impact/ Financial loss; ISO 27001;
A2‐9 Data Breach
Human Error;
Loss of confidentiality;
controls violated; Damage of Company's Reputation; B1 D3 B1 D3 ISO 27002; B1 B3 B1 B2 Yes
Internal user's Malicious Intent; Company/ Vessels ICT system
compromised;
ISO 27001;
Attacking 3rd parties ICT Commercial impact; ISO 27002;
Innapropriate Company's Data Systems; Problems with authorities;
A2‐10 Handling by 3rd Parties
Human Error;
Data CIA Compromise; Breach of Company's sensitive data;
Financial loss; B1 D3 B1 C4 B1 B3 B1 B2 Yes
Malicious intent; Damage of Company's reputation;
Company/vessel Certification issues; OCIMF: The Guidelines on Cyber
Lawsuits; Security Onboard Ship;
Unintentional or malicious
Non‐Compliance with Legal Data protections safe mechanisms Personal/ sensitive data being Fines; ISO 27001;
A2‐11 Framework
Both Ashore and Onborad breach of legal and regulatory
failure; compromised; Problems with authorities; B1 D3 B1 C4 ISO 27002; B1 B3 B1 B2 Yes
framework;
Financial loss;
Damage of company reputation;
Company/vessel Certification issues; ISMS ‐05E Software Management ‐5 Responsibilities OCIMF: The Guidelines on Cyber
Lawsuits; ISMS ‐05E Software Management ‐6 Procedure Security Onboard Ship;
Unintentional or malicious
Data protections safe mechanisms Personal/ sensitive data being Fines; ISMS ‐05G Hardware Life Cycle Management ‐5 RESPONSIBILITIES ISO 27001;
A2‐12 Hard and Software Upgrade Both Ashore and Onborad breach of legal and regulatory
failure; compromised; Problems with authorities; B1 D3 B1 C4 ISMS ‐05G Hardware Life Cycle Management ‐6.3 HARDWARE SYSTEMS UPGRADE … ISO 27002; B1 B3 B1 B2 Yes
framework;
Financial loss;
Damage of company reputation;
1
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chapter B ‐ General shipboard operation
Slips and Fall
Slippery surface; PRO ‐16 Third Party Inspections ‐2.3.4 Meeting the Inspectors MLC 2006, ILO 180, SOLAS
Equipment failure; SAF ‐18 Slips and Fall ‐2.2 Safe Access
In Port Injury;
Maintenance failure; Loss of control Physical Impact to crewmembers SAF ‐12 Safe Working Onboard ‐2.4.1 Gangways and Accommodation Ladders
B1‐1 Vessels Access At Pilot station
Poor lighting; (Slips & Fall)
Disability; C5 B1 C1 D1 SAF ‐12 Safe Working Onboard ‐2.4.2 Pilot Ladders C5 B1 C1 C1 Yes
At anchor Fatality
Human Error*; NAVM ‐08 Anchor, Mooring and Access ‐4.1 Gangway
Lack of PPE;
Slippery surface; SAF ‐05 Work Permits & Daily Work Plans ‐2.7 Working Aloft MLC 2006, ILO 180, SOLAS
Equipment failure; SAF ‐03 Use of Personal Protective Equipment ‐2.4.6 Safety Harness
Working at height (>1,8m) Injury;
Maintenance failure; Loss of control Physical Impact to crewmembers
B1‐2 (other than in cargo tanks / cargo At any time
Disability; D5 B1 B1 D1 D5 B1 B1 C2 Yes
hold ‐> see enclosed space entry) Fatality
Human Error*;
Lack of PPE;
Slippery surface; SAF ‐05 Work Permits & Daily Work Plans ‐2.7 Working Aloft MLC 2006, ILO 180, SOLAS
Equipment failure; SAF ‐03 Use of Personal Protective Equipment ‐2.4.6 Safety Harness
Injury;
Maintenance failure; Loss of control Physical Impact to crewmembers
B1‐4 Working aloft At any time
Disability; D3 B1 B1 D1 D3 B1 B1 D1 Yes
Fatality
Human Error*;
Lack of PPE;
SAF ‐05 Work Permits & Daily Work Plans ‐2.7 Working Aloft MLC 2006, ILO 180, SOLAS
Slippery surface; SAF ‐03 Use of Personal Protective Equipment ‐2.4.6 Safety Harness
Equipment failure; SAF ‐18 Slips and Fall ‐2.1 Movement on Board
Maintenance failure; Injury; SAF ‐18 Slips and Fall ‐2.2 Safe Access
Loss of control Physical Impact to crewmembers
B1‐4 Slips and Fall ‐ General At any time Poor lighting;
(Slips & Fall)
Disability; D5 B1 B1 D1 SAF ‐18 Slips and Fall ‐2.3 Transiting Areas, Passageways and Walkways E3 B1 B1 D1 Yes
Human Error*; Fatality
Lack of PPE;
SAF ‐18 Slips and Fall ‐2.4 Main Deck Access during Heavy Weather
Moving vessel
Smoking
Injury SAF ‐07 Control of Smoking ‐2.2.1.1 Location of Designated Smoking Places Smoke detectors in the cabin ISGOTT, TSG‐C, TSG‐G
Physical Impact to crewmembers; Disability SAF ‐07 Control of Smoking ‐2.2.4 Ship Areas where Smoking is not permitted at any time
Smoking Igniting flammable vapours; Fatality SAF ‐07 Control of Smoking ‐2.3 Control of Smoking in Port
B2‐1 (Outside designated areas)
At any time Human Error* Loss of control
Fire; Pollution B5 B5 B4 B5 SAF ‐07 Control of Smoking ‐2.4 Cigarettes, Matches and Lighters B5 B5 B4 B5 Yes
Explosion Asset damage SAF ‐13 Paints and Painting ‐2.4 Fire and Explosion Hazard caused by Paints & Smoking regulations
SAF ‐07 Control of Smoking ‐2.2.1.1 Location of Designated Smoking Places Fire resistant furniture ISGOTT, TSG‐C, TSG‐G

Injury
SAF ‐07 Control of Smoking ‐2.2.4 Ship Areas where Smoking is not permitted at any time Safe lighting equipment
Human Error*; Physical Impact to crewmembers; Disability
Smoking SAF ‐07 Control of Smoking ‐2.3 Control of Smoking in Port Fire extinguisher
B2‐2 (Inside designated areas)
At any time Maintenance Failure; Loss of control Igniting flammable material; Fatality B3 B3 B2 B1 SAF ‐07 Control of Smoking ‐2.4 Cigarettes, Matches and Lighters B3 B3 B2 B1 Yes
Equipment failure Fire (in the accommodation) Pollution
Asset damage
Drug & Alcohol and Medical (consumption)
Operating under the influence of SAF ‐26 D&A Test ‐2.1 Company's Drug and Alcohol Policy ISGOTT, TSG‐C, TSG‐G
Injury;
Drugs or Alcohol resulting in: SAF ‐26 D&A Test ‐2.8 Positive results of testing OCIMF Guidelines for the Control of
Human Error* Disability;
Drug & Alcohol Grounding; SAF ‐26 D&A Test ‐2.9 Drug and Alcohol Tests following a Serious Marine Incident Drug and Alcohol Onboard Ship 2020
B3‐1 consumption
At any time (alcohol addiction); Loss of control
Collision / Allision;
Fatality; B5 B5 B5 D4 ILO Drug and Alcohol Abuse … B5 B5 B5 C4 Yes
Stress Pollution;
Fire;
Asset damage
Explosion
Operating under the influence of SAF ‐28 Medical Chest ‐2.12.2 Personal Medication ISGOTT, TSG‐C, TSG‐G
Injury;
Medicals resulting in:
Human Error*; Disability;
Medical Grounding;
B3‐2 consumption
At any time Stress; Loss of control
Collision / Allision;
Fatality; B4 B3 B1 B1 B4 B3 B1 B1 Yes
Medical Assessment Error Pollution;
Fire;
Asset damage
Explosion
Vibration
Material Fatigue due to vibration; SAF ‐11 Health Effects of ambient factors onboard ‐2.4 Vibration Design of the vessel
Injury;
Cracks in vessels structure; SAF ‐11 Health Effects of ambient factors onboard ‐2.4.8 Safety precautions to reduce the effect of hand arm vibration Yard checklist
Machinery in operation; Disability;
Loss of control; Cracks in vessels pipework; SAF ‐11 Health Effects of ambient factors onboard ‐2.4.9 Specific Methods for Reducing Whole Body Vibration Exposure from Stationary Machinery
B4 Vibration On board Maintenance Failure;
Loss of primary containment Impact to the Cargo;
Construction Mistake Pollution;
Fire;
Asset damage
Explosion
Electricity
SAF ‐05 Work Permits & Daily Work Plans ‐2.9 Working on electrical circuits ISGOTT, TSG‐C, TSG‐G
Maintenance failure;
Electricity ‐ (General ‐ including Electrical shock; Injury; SAF ‐12 Safe Working Onboard ‐2.6.5 Portable Electrical Equipment
Equipment failure;
private electronic equipment like Fire Disability; SAF ‐12 Safe Working Onboard ‐2.6.5.6 Lithium Batteries
B5 Laptops, Mobile Phones and
On board Human Error*; Loss of control
(Electrical sparks igniting flammable Fatality; B3 B3 B2 B1 SAF ‐16 Galley Procedures ‐2.18 Galley & Laundry Fires B3 B3 B2 B1 Yes
Deteriorated parts;
other) material), Asset damage SAF ‐17 General Precautions on Tanker ‐2.4.10 Mobile Phones and Pagers
Use of wrong tools
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.11 Vapour System Isolation
Microwaves
SAF ‐16 Galley Procedures ‐2.4 Galley Working Clothes ISGOTT, TSG‐C, TSG‐G
SAF ‐16 Galley Procedures ‐2.14 Microwave ovens
Maintenance failure; Fire or Explosion Injury;
Microwave
B6‐1 (Galley)
Galley Human Error* Loss of control (Wrong material inside the Disability; B3 B1 B1 B1 B3 B1 B1 B1 Yes
(User error) Microwave; Asset damage
Use of damaged Microwave)
SAF ‐17 General Precautions on Tanker ‐2.4.6 Tanker Radar Equipment ISGOTT, TSG‐C, TSG‐G
Human Error*
(Working in the vicinity of a Injury;
Microwave Physical Impact to crewmembers
B6‐2 (Radar)
Radar platform radar not switched off); Loss of control
(Overexposure to microwaves)
Disability B3 B1 B1 B1 B3 B1 B1 B1 Yes
Maintenance Failure; (Long term health effect)
Equipment Failure
ISGOTT, TSG‐C, TSG‐G
Human Error* Injury;
Microwave Physical Impact to crewmembers
B6‐3 (Communication equipment)
At any time Maintenance Failure; Loss of control
(Overexposure to microwaves)
Equipment Failure; (Long term health effect)
2
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L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
GALLEY AND STORES
SAF ‐16 Galley Procedures ‐2.5 Galley Working Area
Fire
SAF ‐16 Galley Procedures ‐2.6 Food Preparation and Handling
Galley; (due to lack of cleaning); Injury;
Cleanliness & Hygiene Human Error* SAF ‐25 Masters Inspections ‐2.1 General
B7‐1 (Lack of)
Food stores;
(Lack of cleaning)
Loss of control Sickness Illness; C2 B1 B1 C1 SAF ‐25 Masters Inspections ‐2.2 Personal Hygiene C2 B1 B1 C1 Yes
Messrooms (due to contaminated food); Fatality;
SAF ‐25 Masters Inspections ‐2.3 Hygiene Conditions of Accommodation spaces
Slips and Fall
PRO ‐22 MLC Requirements ‐2.14 Food and Catering
SAF ‐16 Galley Procedures ‐2.7 Stock Control
Physical Impact to crewmembers Injury;
Human Error*; Loss of control SAF ‐16 Galley Procedures ‐2.17.1 Dry Store Rooms
B7‐2 Cooking Galley
Excessive vessels movement Loss of primary containment
(Exposure to Hot surfaces, Disability; C2 B1 B1 C1 SAF ‐16 Galley Procedures ‐2.17.2 Freezers and Refrigerated Rooms C2 B1 B1 C1 Yes
Cuts) Fatality;
SAF ‐16 Galley Procedures ‐2.23 Visitors Travelling Onboard
SAF ‐16 Galley Procedures ‐2.8 Emergency Meals
SAF ‐16 Galley Procedures ‐2.10 Galley Garbage Handling
Injury (Burns); SAF ‐16 Galley Procedures ‐2.13 Deep fat frying
Human Error*; Loss of primary containment, Disability; SAF ‐16 Galley Procedures ‐2.18 Galley & Laundry Fires
B7‐3 Cooking Oil Galley
Excessive vessels movement Loss of control.
Fire
Fatality; C2 C2 B1 C1 EMS ‐05 Compliance with Marpol V 2.5 ‐ Disposal of Cooking Oil C2 C2 B1 C1 Yes
(cause by ignition of Hot oil)
Asset damage
SAF ‐16 Galley Procedures ‐2.7 Stock Control

SAF ‐16 Galley Procedures ‐2.17.2.1 Safety in Freezers and Refrigerated Rooms
Human Error*; Physical Impact to crewmembers Injury (Cold burns); MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.7.3 Refrigeration Insulation
B7‐4 Cold temperature Cold Store
Excessive vessels movement
Loss of control
(Exposure to Cold surface) Disability B2 B1 B1 B1 SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE B2 B1 B1 B1 Yes
SAF ‐16 Galley Procedures ‐2.18 Galley & Laundry Fires

High voltage; Physical Impact to crewmembers
Injury;
Maintenance failure; (Electrical shock);
Electricity Galley; Disability;
B7‐5 (In Galley and Stores) Stores
Damaged electrical cable; Loss of control Fire
Damaged Equipment; (Electrical sparks igniting flammable
Asset damage
Human Error* material),
SAF ‐16 Galley Procedures ‐2.2 Certification and Training of Catering Staff

Physical Impact to crewmembers
Human Error*; Injury; SAF ‐16 Galley Procedures ‐2.4 Galley Working Clothes
(Electrical shock);
Service / Catering Galley; Maintenance failure; Loss of control; Disability; SAF ‐03 Use of Personal Protective Equipment ‐2.12 Personal Protective Equipment for Catering Staff
B7‐6 (Messman / Cook) Messroom Hot Surface / Hot liquid; Loss of primary containment
Fire;
Fatality; C3 B1 B1 B2 SAF ‐16 Galley Procedures ‐2.12.2 Safety Precautions when using Galley Equipment C3 B1 B1 B2 Yes
Spill of hot Products (causing burns);
Cold Surface / Cold liquid Asset damage
Slips and Fall
SAF ‐16 Galley Procedures ‐2.16 Knives, saws, choppers etc

Human Error*;
SAF ‐03 Use of Personal Protective Equipment ‐2.12 Personal Protective Equipment for Catering Staff
Wrong PPE; Injury;
Sharp Objects Galley; Physical Impact to crewmembers SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
B7‐7 (Knifes and other) Messroom
Maintenance failure; Loss of control,
(Cuts, Contact with Electricity)
Disability; B3 B1 B1 B2 B3 B1 B1 B2 Yes
Electricity Fatality
(Cutting electrical Cable)
Bacteria & Virus
Supply of contaminated food;
SAF ‐16 Galley Procedures ‐2.17.1 Dry Store Rooms
Expired Food; Physical Impact to crewmembers Sickness;
Food poisoning On board; SAF ‐16 Galley Procedures ‐2.17.2 Freezers and Refrigerated Rooms
B8‐1 (Bacteria) Catering
Food wrongly stored; Loss of control (Food poisoning); Fatality; C3 B1 B1 C2 SAF ‐16 Galley Procedures ‐2.22 Pests & Leptospirosis B3 B1 B1 C2 Yes
Machinery failure; Quarantine
SAF ‐25 Masters Inspections ‐2.1 General
Equipment failure;
Maintenance failure; Physical Impact to crewmembers Sickness;
B8‐2 Dinking Water On board
Human Error*;
Loss of control
(poisoning) Fatality C3 B1 B1 C2 B3 B1 B1 C2 Yes
Poor water supply
SAF ‐16 Galley Procedures ‐2.22 Pests & Leptospirosis

SAF ‐15 Fumigations ‐2.1 General
Bacteria or Virus Physical Impact to crewmembers
Sickness;
B8‐3 Bacteria / Virus General At any time (infected crew or contractors on Loss of control (infected Crew);
Fatality C3 B1 B1 C2 B3 B1 B1 C2 Yes
board) Quarantine
SAF ‐15 Fumigations ‐2.1 General SOLAS

SAF ‐25 Masters Inspections ‐2.3.3 Ventilation
Insects Physical Impact to crewmembers
Sickness; SAF ‐28 Medical Chest ‐2.17 Pest Management
B8‐4 (Mosquito, Flies, Rats, Mice and At any time Exposure to infected animals Loss of control (Infection);
Fatality C3 B1 B1 C1 SAF ‐28 Medical Chest ‐2.18 Mosquito Protection and Malaria Prevention B3 B1 B1 C1 Yes
other) Quarantine
SAF ‐16 Galley Procedures ‐2.22 Pests & Leptospirosis
SAF ‐28 Medical Chest ‐2.13 Medical Treatment Ashore SOLAS

Pandemic Exposure to infected people or (Infection); Sickness;
B8‐5 (For Example COVID 19)
At any time
animals
Loss of control
Quarantine; Fatality D5 B1 B1 C4 D5 B1 B1 C4 Yes
Local or Global shutdown
Environmental influences
SAF ‐11 Health Effects of ambient factors onboard ‐2.6 Heat Stroke
Injury (burns);
Exposure to excessive heat Deck (heating systems); Hot surface; Physical impact to crewmembers;
Disability (severe burns);
B9‐1 (Technical) Cargo Hold / Cargo Tank; Maintenance failure; Loss of control Failure of machinery,
Fatality; C3 B3 B1 B2 B3 B3 B1 B2 Yes
Engine room (hot surface) Human Error* Cargo reaction
Asset damage
SAF ‐11 Health Effects of ambient factors onboard ‐2.6 Heat Stroke

Physical impact to crewmembers Injury; SAF ‐11 Health Effects of ambient factors onboard ‐2.6.1 Excessive Sun
Excessive Heat / Sunshine Hot surface;
In hot climate (Sunstroke, burns, dehydration); Disability;
B9‐2 (for example in hot regions like
(Persian Gulf, Red Sea …)
Impact to cargo; Loss of control
Failure of machinery; Fatality; B4 B3 B1 B2 B4 B3 B1 B2 Yes
Persian gulf) Inadequate PPE
Cargo reaction Asset damage
Cold surface; SAF ‐11 Health Effects of ambient factors onboard ‐2.7 Cold Stress

Physical impact to crewmembers;
In cold climate Insufficient insulation; Injury;
Damage of vessels structure due to
Excessive Cold (e.g. Arctic, winter north Maintenance failure; Loss of control Disability;
B9‐3 (Sub‐zero Temperature) hemisphere) Equipment failure; Loss of primary containment
Ice;
Damage of engine parts due to Ice;
Human Error*; Asset damage
Cargo Reaction (solidification)
Inadequate PPE
Working on Deck; SAF ‐11 Health Effects of ambient factors onboard ‐2.6.2 Excessive Humidity
Equipment failure; Physical impact to crewmembers Injury
In accommodation without Air‐
Inadequate PPE; (Electrical shortcut; Disability
condition;
B9‐4 High Humidity
Working in the Engine room;
Maintenance failure; Loss of control Loss of concentration; Fatality B4 B2 B1 B1 B4 B2 B1 B1 Yes
Human Error*; Electrical shock); Asset damage
Working in enclosed space
Stress Cargo reaction
SAF ‐11 Health Effects of ambient factors onboard ‐2.6.3 Excessive Light
Excessive light (Sun) damaging
Injury
On bridge; the eye Physical impact to crewmembers
B9‐5 Excessive light
On deck Equipment failure (lens hood)
Loss of control
(Exposure of excessive light)
(Loss of eyesight)
Inadequate PPE
Stress
Physical impact to crewmembers; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.2 STRESS
Injury;
Human Error* Mental impact to crewmembers SAF ‐11 Health Effects of ambient factors onboard ‐2.9.4 MENTAL HEALTH / DEPRESSION
Disability;
(Due to: Work overload, Lack of Loss of control; (Violence, Suicide); SAF ‐11 Health Effects of ambient factors onboard ‐2.9.5 Stress Caused by Social Media
B10‐1 Stress to crew At any time
competence, Private stress or Loss of primary containment Collision;
Fatality; B4 B5 B3 B2 SAF ‐11 Health Effects of ambient factors onboard ‐2.9.3 POST TRAUMATIC STRESS B4 B5 B3 B2 Yes
Pollution;
other), Allision; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.1 COMMERCIAL PRESSURE
Asset damage
Grounding;
Physical impact to crewmembers; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.5 Stress Caused by Social Media
Mental impact to crewmembers
(Due to: Spent too much time at Disability;
Stress to crew due to social Loss of control; (Violence, Suicide);
B10‐1A media
At any time Social Media, Receiving Bad
Loss of primary containment Collision;
information via Social Media or Pollution;
Allision;
other), Asset damage
Grounding;
Physical impact to crewmembers; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.3 POST TRAUMATIC STRESS
Injury;
Loss of control; (Violence, Suicide);
B10‐2 Post traumatic stress At any time (Due to Previous incidents,
accidents or other) Pollution;
Allision;
Asset damage
Grounding;
Physical impact to crewmembers; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.1 COMMERCIAL PRESSURE
Injury;
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L M H S L M H S
ID Hazard Location
ALARP
Human Error Disability;
P A E R P A E R
Loss of control; (Violence, Suicide);
B10‐3 Commercial Pressure At any time (Due to Commercial Pressure
Fatality; C3 C3 C2 C2 B3 B3 C2 C2 Yes
from Office or Charterer) Pollution;
Allision;
Asset damage
Grounding;
OFF ‐02 Office Occupational Health & Safety ‐2.3.4 Stress
Injury;
Mental impact to Office Members
Disability;
B10‐4 Stress to Office Member At any time Human Error* Loss of control (Mental Breakdown, Violence,
Fatality; C3 C3 C2 C2 C3 B3 C2 C2 Yes
Suicide)
Financial loss due to wrong decision.
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Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Noise
SAF ‐11 Health Effects of ambient factors onboard ‐2.3 Noise Vessels construction MLC 2006, ILO 180, SOLAS
Physical impact to crewmember
Deck; Cargo Operation; EMS ‐08 Miscellaneous Pollution Sources ‐2.10 Noise Pollution
(Exposure to excessive noise level); Injury;
Accommodation; Engine operation;
B11 High noise level
Engine room Maintenance failure;
Loss of control Mental impact to crewmember Disability; B4 B1 C2 C2 B4 B1 C2 C2 Yes
(Discomfort of Crew; Fatigue); Financial loss due to claims.
Defect machinery
Disturbance of community;
Lighting
SAF ‐12 Safe Working Onboard ‐2.1.3 Lighting Vessels construction MLC 2006, ILO 180, SOLAS
Injury;
MTN ‐02 Engine Room Management ‐2.7.8 Access and Lighting
Deck; Working on deck at night; Physical impact to crewmember; Disability;
Insufficient light SAF ‐03 Use of Personal Protective Equipment ‐2.6 Torches and Portable Lights
B12 at the workspace
Accommodation; Working in dark areas; Loss of control Fire; Fatality; B3 B2 B1 B1 NAVM ‐08 Anchor, Mooring and Access ‐4.2.2 Lighting B3 B2 B1 B1 Yes
Engine room Working in Enclosed Space Explosion Pollution;
NAVM ‐08 Anchor, Mooring and Access ‐4.3.2 Pilot Ladder: Additional Equipment
Asset damage
Fatigue (Human)
Physical impact to crewmember; SAF ‐11 Health Effects of ambient factors onboard ‐2.2 Fatigue MLC 2006, ILO 180, SOLAS
Collision, Allision; SAF ‐11 Health Effects of ambient factors onboard ‐2.2.2 Causes of Fatigue of seafarers MSC/Circ.1014, MSC.1/Circ1598
(Long working hours in excess of Disability;
Fatigue of crew members Loss of control, Grounding; NAVM ‐02 Bridge Management ‐3.3 Management of Stress, Fatigue and Distractions 6
B13‐1 General
At any time ILO 180 resulting in
Loss of primary containment Impact to the cargo and/or
Fatality ; D3 D3 D2 D2 NAVM ‐06 Navigation in Ice ‐3.17 FATIGUE B3 B3 C2 C2 Yes
Cargo handling error, Pollution;
operations;
Navigation error) Asset damage
Fire;
Human Error* Physical impact to crewmember; SAF ‐11 Health Effects of ambient factors onboard ‐2.9.5 Stress Caused by Social Media MLC 2006, ILO 180, SOLAS
Injury;
(Spending excessive time using Collision, Allision; MSC/Circ.1014, MSC.1/Circ1598
Fatigue of crew members Disability;
the Internet or movies or similar Loss of control, Grounding;
B13‐2 (Due to social Media and Internet At any time
during the free time resulting in Loss of primary containment Impact to the cargo and/or
Fatality ; D3 D3 D2 D2 B3 B3 C2 C2 Yes
and similar) Pollution;
Cargo handling error, operations;
Asset damage
Navigation error) Fire;
Human Error* Physical impact to crewmember; PRO ‐16 Third Party Inspections ‐2.3.4 Meeting the Inspectors MLC 2006, ILO 180, SOLAS
Injury;
(Long working hours, Non Collision, Allision; MSC/Circ.1014, MSC.1/Circ1598
Fatigue of 3rd party Disability;
resting due to travelling, Loss of control, Grounding;
B13‐3 (e.g. Pilots, CDI/SIRE Inspectors, At any time
Falling asleep, poor decision Loss of primary containment Impact to the cargo and/or
Fatality ; D2 D3 D2 D1 B2 B3 B2 D1 Yes
Supercargoes, Surveyors ‐‐‐) Pollution;
making, Cargo handling error, operations;
Asset damage
Navigation error) Fire;
PRO ‐17 Company Representatives’ Visits onboard ‐2.3.3 Medical examinations of Traveling Office Personnel MLC 2006, ILO 180, SOLAS
Injury;
Fatigue of company Jetlag due to travel Cargo handling error; PRO ‐17 Company Representatives’ Visits onboard ‐2.3.4 Fatigue of Company Representatives onboard MSC/Circ.1014, MSC.1/Circ1598
Disability;
representatives on board Attending vessel after office Loss of control, Navigation error;
B13‐4 (e.g. Superintendents, Trainer,
At any time
working. Loss of primary containment Collision; Allision; Grounding;
Fatality ; D2 D3 D2 D1 B2 B3 B2 D1 Yes
Pollution;
Auditor) Human Error* Fire & Explosion
Asset damage
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L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Emergency
Human Error* EMP ‐03 Shipboard Emergency Procedures ‐2.1.1 ‐ Master's Overriding Authority ISGOTT, TSG‐C, TSG‐G
Injury; Disability;
(Panic (Stress of crew); Cargo handling error; EMP ‐03 Shipboard Emergency Procedures ‐2.1.3 ‐ Responsibilities of the Shipboard Emergency Response Team
Fatality; Pollution;
Untrained crew; Navigation error; EMP ‐03 Shipboard Emergency Procedures ‐2.1 ‐ Vessel's Emergency Organization
B14 Emergency At any time
Lack of supervision /
Loss of control
Collision; Allision; Grounding;
Asset damage; B5 B4 B5 B4 EMP ‐03 Shipboard Emergency Procedures ‐2.1.6 ‐ Dealing with the Media Onboard / on scene B5 B4 B5 B4 Yes
Financial loss (due to wrong
leadership); Fire & Explosion; EMP ‐02 Office Emergency Procedures ‐2.1.5 Emergency Contact List
decision).
Commercial and/or Political EMP ‐02 Office Emergency Procedures ‐2.1.7 Emergency Response Team Call‐out
Enclosed Space Entry
Human Error* SAF ‐04 Entry into Enclosed Space ‐2.1 Definitions
(Lack of training, entering a Physical Impact to crewmembers; SAF ‐04 Entry into Enclosed Space ‐2.3 Spaces characterized as Enclosed Spaces
Injury;
Entry into enclosed space space with a lack of Oxygen Exposure to Toxic Vapours; SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability
B15 (other than cargo tanks)
At any time
and/or containing Toxic
Loss of control
Asphyxiation;
Disability; C5 B1 B1 B2 SAF ‐05 Work Permits & Daily Work Plans ‐2.1 General B5 B1 B1 B2 Yes
Fatality;
Vapours); Slips and Fall PRO ‐27 Management of Change ‐1.1 Identifying the need to make a Change & Sources of Information
Equipment failure; PRO ‐28 Risk Assessment ‐2.1 General
Living Conditions
PRO ‐22 MLC Requirements ‐2.1 Maritime Labour Convention MLC 2006 MLC 2006
Injury;
Disability;
Human Error*
B16 Living conditions on the vessel At any time
(Dissatisfied / Frustrated crew)
Loss of control Mental Impact to crewmembers Fatality ; B3 B1 B1 B3 B3 B1 B1 B3 Yes
Pollution;
Asset damage
HOT WORK
SAF ‐06 Hot Work / Welding and Burning ‐2. HOT WORK DEFINITION ISGOTT, TSG‐C, TSG‐G
Maintenance failure; Injury;
Physical Impact to crewmembers; SAF ‐06 Hot Work / Welding and Burning ‐4. CONTROL OF HOT WORK
Burning and Welding (including Equipment failure; Disability;
Fire; SAF ‐06 Hot Work / Welding and Burning ‐5.3.1 General
B17‐1 electrical welding) At any time Human Error*; Loss of control
Explosion
Fatality; B5 B5 B2 B4 SAF ‐06 Hot Work / Welding and Burning ‐5.4.1 Electric Welding Equipment B5 B5 B2 B4 Yes
General Inadequate PPE; Pollution;
PRO ‐27 Management of Change ‐1.1 Identifying the need to make a Change & Sources of Information
Damaged / Wrong equipment Asset damage
PRO ‐28 Risk Assessment ‐2.1 General
Hot Work Equipment failure; Disability;
B17‐2 (Cargo Area or Inside Cargo Tanks ‐ At any time Human Error*; Loss of control
Explosion
‐ see also enclosed space) Inadequate PPE; Pollution;
Equipment failure; Disability;
Hot Work Fire; SAF ‐06 Hot Work / Welding and Burning ‐5.3.1 General
B17‐3 (Inside accommodation)
At any time Human Error*; Loss of control
Explosion
Inadequate PPE; Pollution;
Maintenance failure Injury;
Fire; SAF ‐06 Hot Work / Welding and Burning ‐4. CONTROL OF HOT WORK
Hot work Equipment failure Disability;
Explosion; SAF ‐06 Hot Work / Welding and Burning ‐5.3.1 General
B17‐4 (outside accommodation and At any time Human Error* Loss of control
outside the cargo area) Inadequate PPE Pollution;
(Burns, Loss of Eyesight) PRO ‐27 Management of Change ‐1.1 Identifying the need to make a Change & Sources of Information
Wrong equipment Asset damage
Hot work Equipment failure; Disability;
B17‐5 (inside the designated area At any time Human Error*; Loss of control
Explosion
‐ usually ER Workshop) Inadequate PPE; Pollution;

Physical Impact to crewmembers; Injury; SAF ‐06 Hot Work / Welding and Burning ‐4. CONTROL OF HOT WORK
Hot work Equipment failure;
Fire; Disability; SAF ‐06 Hot Work / Welding and Burning ‐5.3.1 General
B17‐6 (inside the ER BUT outside the At any time Human Error*; Loss of control
Explosion Fatality; C3 C2 C1 C2 SAF ‐06 Hot Work / Welding and Burning ‐5.4.1 Electric Welding Equipment C3 C2 C1 C2 Yes
designated area) Inadequate PPE;
Asset damage PRO ‐27 Management of Change ‐1.1 Identifying the need to make a Change & Sources of Information
Damaged / Wrong equipment
EMP ‐03 Shipboard Emergency Procedures ‐2.1.1 ‐ Master's Overriding Authority ISGOTT, TSG‐C, TSG‐G
Physical Impact to crewmembers; EMP ‐03 Shipboard Emergency Procedures ‐2.1.3 ‐ Responsibilities of the Shipboard Emergency Response Team
Hot work Fire; EMP ‐03 Shipboard Emergency Procedures ‐2.1.6 ‐ Dealing with the Media Onboard / on scene
B17‐7 (Cameras and Mobile Phones)
At any time Human Error*; Loss of control
Explosion
Fatality; C3 C2 C1 C2 EMP ‐02 Office Emergency Procedures ‐2.1.5 Emergency Contact List C3 C2 C1 C2 Yes
EMP ‐02 Office Emergency Procedures ‐2.1.7 Emergency Response Team Call‐out
SAF ‐06 Hot Work / Welding and Burning ‐2. HOT WORK DEFINITION ISGOTT

Hot Work in Yard Fire; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
B17‐8 (performed by contractors)
In Yard Human Error*; Loss of control
Explosion
Fatality; C5 C5 C2 C3 MTN ‐06 Dry‐docking and Major Repairs ‐2.7.3 Safety and Security Issues B5 B5 B2 B3 Yes
MTN ‐06 Dry‐docking and Major Repairs ‐2.8 Work and Rest Hours
SAF ‐06 Hot Work / Welding and Burning ‐2. HOT WORK DEFINITION ISGOTT
Hot Work Repairs at anchorage Fire; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
B17‐9 (performed by contractors)
In Yard Human Error*; Loss of control
Explosion
Fatality; C5 C5 C2 C3 MTN ‐05 Riding Teams /Afloat Repairs /Services ‐2.1 Voyage / Afloat Repairs B5 B5 B2 B3 Yes
SAF ‐05 Work Permits & Daily Work Plans ‐2.5 Cold Work ISGOTT, TSG‐C, TSG‐G
At any time Physical Impact to crewmembers; SAF ‐05 Work Permits & Daily Work Plans ‐2.5A Use of Power /Hand Tools Work Permit
Use of Power Tools Equipment failure; Disability;
(On Deck, Fire; SAF ‐12 Safe Working Onboard ‐2.7.2 Pneumatic /Air Driven Hand Tools
B17‐10 (Grinder, drilling machine and
Inside the accommodation;
Human Error*; Loss of control
Explosion
Fatality; C3 C2 C1 C2 SAF ‐12 Safe Working Onboard ‐2.7.2.1 Grit Blasting B3 C2 B1 B2 Yes
similar) Inadequate PPE; Pollution;
In the Engine room)
Cold Work
SAF ‐05 Work Permits & Daily Work Plans ‐2.5 Cold Work ISGOTT, TSG‐C, TSG‐G
At any time Injury; SAF ‐12 Safe Working Onboard ‐2.7.2 Pneumatic /Air Driven Hand Tools
Equipment failure;
(On Deck, Disability; SAF ‐12 Safe Working Onboard ‐2.7.2.1 Grit Blasting
B18 Cold work
Inside the accommodation;
Human Error*; Loss of control Physical Impact to crewmembers
Inadequate PPE;
In the Engine room) Asset damage
Damaged / Wrong equipment
Other
SAF ‐12 Safe Working Onboard ‐2.8 Fire Doors and Accommodation Doors ISGOTT, TSG‐C, TSG‐G
Human Error*; Injury;
Accommodation moving parts At Sea Maintenance failure; Disability;
B19 (Doors, other) (Inside the accommodation) Equipment failure;
Fatality; C3 C2 C1 C2 C3 C2 C1 C2 Yes
Design failure Asset damage
SAF ‐12 Safe Working Onboard ‐2.7.5 Compressed air ISGOTT, TSG‐C, TSG‐G

Maintenance failure Injury SAF ‐23 Hydroblasting Operations ‐2.3 Safety and Health Hazards associated with Hydroblasting Operations
On Deck
Equipment failure Permanent Disability
B20 High Pressure Tools
Design failure
Fatality C3 C3 C2 C2 C3 C3 C2 C2 Yes
In Engine room
Human error Fire
SAF ‐24 Personal Electronics ‐2.1 General rule ISGOTT

Maintenance failure Injury SAF ‐24 Personal Electronics ‐2.2 Safety precautions for the use of Personal Electronic
Equipment failure Physical Impact to crewmembers Permanent Disability SAF ‐24 Personal Electronics ‐2.5 Master's Cabin Inspections
B21 Use of Electronice Devices Inside the accommodation
Design failure
Loss of control
Fire, Explosion Fatality C2 C1 C1 C1 C2 C1 C1 C1 Yes
Human error Fire
SAF ‐05 Work Permits & Daily Work Plans ‐2.12 Diving /Underwater Operations Permit ISGOTT, TSG‐C, TSG‐G

Maintenance failure Injury SAF ‐05 Work Permits & Daily Work Plans ‐2.12.2 Responsibility
On Deck
Equipment failure Permanent Disability SAF ‐05 Work Permits & Daily Work Plans ‐2.12.3 General
B22 Diving Operations
Design failure
Fatality C3 C3 C2 C2 SAF ‐05 Work Permits & Daily Work Plans ‐2.12.4 Diving/ Underwater Operations Work Permit C3 C3 C2 C2 Yes
In Engine room
Human error Fire
6
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L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chapter C ‐ Deck Department
Mooring Operations
Mooring lines under tension; Allison; Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Mooring Equipment Guidelines
Equipment failure; Collision; Disability; NAVM ‐08 Anchor, Mooring and Access ‐3.1 General Information (MEG)
Loss of control;
At berth; Human Error*; Grounding; Fatality; NAVM ‐08 Anchor, Mooring and Access ‐3.3 Manning Level in Port OCIMF ‐Effective Mooring
C1‐1 Mooring in port
At boys inside the port Pilot error;
Loss of primary containment
Physical Impact to crewmembers; Pollution; C5 D4 D2 D2 NAVM ‐08 Anchor, Mooring and Access ‐3.5 Working with Tugs OCIMF ‐The Hazards of Snap‐back B5 B4 C2 C2 Yes
(due to damage of structure)
Communication failure; Damage of 3rd party asset; Asset damage NAVM ‐08 Anchor, Mooring and Access ‐3.6 Working with Mooring Boats
Tug failure; Physical Impact to 3rd party; NAVM ‐08 Anchor, Mooring and Access ‐3.8 Precautions When Handling Moorings
Mooring lines under tension; Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Mooring Equipment Guidelines
Allison;
Equipment failure; Disability; NAVM ‐08 Anchor, Mooring and Access ‐3.8 Precautions When Handling Moorings (MEG)
Collision;
Mooring STS STS Operations Human Error*; Loss of control; Fatality; NAVM ‐08 Anchor, Mooring and Access ‐3.12 Tension Winches OCIMF ‐Effective Mooring
C1‐2 (Open Sea) (outside port limits) Pilot error; Loss of primary containment
Pollution; D2 D2 E2 E2 NAVM ‐08 Anchor, Mooring and Access ‐3.16 Offshore Operations OCIMF ‐The Hazards of Snap‐back C2 E2 C2 E2 Yes
Damage of 3rd party asset;
Communication failure; Asset damage COMOIL ‐23 STS Operations ‐2.9 Transfer Area OCIMF STS Transfer Guide
Physical Impact to 3rd party;
Navigation failure COMOIL ‐23 STS Operations ‐2.10 Weather Conditions and Limitations
Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Mooring Equipment Guidelines
Mooring lines under tension; Allison;
Disability; NAVM ‐08 Anchor, Mooring and Access ‐3.8 Precautions When Handling Moorings (MEG)
Equipment failure; Loss of control; Collision;
Mooring STS STS Operations Fatality; COMOILC ‐23 STS Operations ‐2.1 General Conditions and Requirements OCIMF ‐Effective Mooring
C1‐3 (in Port) (Inside port)
Human Error*; Loss of primary containment Physical Impact to crewmembers;
Pollution; D2 D2 D1 D1 COMOILC ‐23 STS Operations ‐2.1.1 Ship‐to‐Ship Operations on Chemical Tankers (Chemical Tanker Specific) OCIMF ‐The Hazards of Snap‐back C2 C2 C1 C1 Yes
Communication failure; (due to damage of structure) Damage of 3rd party asset;
Asset damage COMOILC ‐23 STS Operations ‐23 STS Operations‐2.10 Weather Conditions and Limitations OCIMF STS Transfer Guide
Navigation failure Physical Impact to 3rd party;
COMOILC ‐23 STS Operations ‐23 STS Operations‐2.11 Pre‐Transfer Operation
Mooring lines under tension; Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Mooring Equipment Guidelines
Allison;
Equipment failure; Disability; NAVM ‐08 Anchor, Mooring and Access ‐3.8 Precautions When Handling Moorings (MEG)
Collision;
Mooring SPM SPM Operations Human Error*; Loss of control; Fatality; NAVM ‐08 Anchor, Mooring and Access ‐3.16.2 Single Point Mooring (SPM) and Conventional Buoy Mooring (CBM) OCIMF ‐Effective Mooring
C1‐2 (outside port limits) Pilot error; Loss of primary containment
Pollution; C2 C2 C1 C2 OCIMF ‐The Hazards of Snap‐back C2 C2 C1 C2 Yes
Communication failure; Asset damage OCIMF STS Transfer Guide
Navigation failure COMOIL ‐23 STS Operations ‐2.10 Weather Conditions and Limitations
Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Mooring Equipment Guidelines
Mooring lines under tension; Allison;
Disability; NAVM ‐08 Anchor, Mooring and Access ‐3.8 Precautions When Handling Moorings (MEG)
Equipment failure; Loss of control; Collision;
Mooring F(P)SO Fatality; NAVM ‐08 Anchor, Mooring and Access ‐3.16.3 Vessel's Mooring with a Floating Storage and Offloading Unit (FSO) OCIMF ‐Effective Mooring
C1‐3 F(P)SO Operations Human Error*; Loss of primary containment Physical Impact to crewmembers;
Pollution; C2 C2 C1 C2 OCIMF ‐The Hazards of Snap‐back C2 C2 C1 C2 Yes
Communication failure; (due to damage of structure) Damage of 3rd party asset;
Asset damage OCIMF STS Transfer Guide
Navigation failure Physical Impact to 3rd party;
Mooring lines under tension; Injury; SAF ‐05 Work Permits & Daily Work Plans ‐2.11 Small Craft Alongside OCIMF ‐Mooring Equipment Guidelines
Allison;
Equipment failure; Disability; SAF ‐05 Work Permits & Daily Work Plans ‐2.11.1.1 Cargo barge (MEG)
Collision;
Small Craft Alongside SPM Operations Human Error*; Loss of control; Fatality; SAF ‐05 Work Permits & Daily Work Plans ‐2.11.2 Process OCIMF ‐Effective Mooring
C1‐2 (outside port limits) Pilot error; Loss of primary containment
Pollution; C2 C2 C1 C2 OCIMF STS Transfer Guide C2 C2 C1 C2 Yes
Communication failure; Asset damage
Navigation failure
Other Operations Deck Department
Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Anchoring Systems and
Disability; NAVM ‐08 Anchor, Mooring and Access ‐2.4.3 Paying Out the Anchor under Power Procedures
Equipment failure;
At anchorage area; Fatality; NAVM ‐08 Anchor, Mooring and Access ‐2.4.1 Dropping/Letting Go
C2‐1 Anchoring Operations
In port
Maintenance failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C2 C1 C2 NAVM ‐08 Anchor, Mooring and Access ‐2.7 Anchor Dragging B3 B2 B1 B2 Yes
Human Error*;
Asset damage NAVM ‐08 Anchor, Mooring and Access ‐2.9 Emergency Anchoring
NAVM ‐08 Anchor, Mooring and Access ‐2.18 Anchorage in Ice ‐Weather precautions
Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ICS ‐GUIDE to HELICOPTER/SHIP
Equipment failure; Physical Impact to crewmembers; Disability; NAVM ‐03 General Navigation Procedures ‐12.8.2 Marine Pilot Transfer by Helicopter OPERATIONS
At sea; Maintenance failure; Physical Impact to 3rd party; Fatality;
C2‐2 Helicopter Operations
At anchorage Human Error*;
Loss of control
Fire; Pollution; B5 B4 B2 B2 B5 B4 B2 B2 Yes
Static electricity Explosion. Asset damage
Equipment failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE OCIMF ‐Recommendations for the

Injury;
Maintenance failure; SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting Tagging/Labelling, Testing and
At berth; Disability;
Lifting devices Human Error*; SAF ‐12 Safe Working Onboard ‐2.4 Working with Lifting Appliances and Ladders Maintenance,
At boys inside the port; Physical Impact to crewmembers; Fatality;
C2‐3 (including Cranes and personal
At Sea;
(causing uncontrolled release of Loss of control
Physical Impact to 3rd party Pollution; B5 B2 C2 C2 MTN
‐11 Maintenance and Inspection of Mooring Equipment , Lifting
‐2.4 Lifting Appliances Testing
Documentation/Certification for Ships' B5 E2 E2 C2 Yes
transfer) the relevant load e.g. gangway, Appliances and Deck Machinery Lifting Equipment
During STS at Sea Asset damage
cargo hose, supplies, personal SAF ‐05 Work Permits & Daily Work Plans ‐2.16 Personnel Transfer by Basket OCIMF Guideline for Personnel
transport) Transfers by Means of Lifting
Injury; GEN ‐01 No Procedure ‐01 No Procedure BMP 5
Security preparation / Maintenance failure; Fatality;
C2‐4 Hardening
On route
Human Error*
Loss of control Physical Impact to crewmembers;
Pollution; C4 C2 C2 C2 B4 C2 C2 C2 Yes
Asset damage
Injury; SAF ‐04 Entry into Enclosed Space ‐2.3.3 Enclosed Lifeboats ISGOTT, TSG‐C, TSG‐G

Pressure; Disability; SAF ‐08 Operational Readiness of Life‐Saving Equipment ‐2.1 Operational Readiness
Drills including Life‐ and Rescue Equipment failure; Fatality; EMP ‐10 Drills and Exercises ‐2.1 Emergency Training and Drills
C2‐5 boat
At any time
Pollution; B5 B2 B2 B2 B5 B2 B2 B2 Yes
Human Error* Asset damage
7
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ID Hazard Location
ALARP
P A E R P A E R
Maintenance Deck Department
Injury; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, TSG‐C, TSG‐G
Equipment failure;
Disability; SAF ‐05 Work Permits & Daily Work Plans ‐2.6 Working on pipelines and Pressure vessels
Maintenance failure; Physical Impact to crewmembers;
Loss of primary containment; Fatality; SAF ‐05 Work Permits & Daily Work Plans ‐2.3 LockOut/ TagOut (LOTO) and Hazardous Energy Control Procedures
C3‐1 Lines under pressure On Deck and in the Engine room Human Error*
Loss of Control
Fire;
Pollution; B5 B3 B2 B2 SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting B5 C3 B2 B2 Yes
(e.g. Pressure, Vapours, Explosion
Asset damage PRO ‐28 Risk Assessment ‐2.1 General
Cargo residues, Oil ‐ in the line)
Equipment failure;
Disability; SAF ‐05 Work Permits & Daily Work Plans ‐2.4 Cargo Pumproom or Compressor Room Entry Permit
Loss of primary containment; Fatality; SAF ‐05 Work Permits & Daily Work Plans ‐2.3 LockOut/ TagOut (LOTO) and Hazardous Energy Control Procedures
C3‐2 Cargo pumps On Deck and in the Engine room Human Error*
Loss of Control
Fire;
Pollution; B3 D2 B2 B2 SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting B3 D2 B2 B2 Yes
Asset damage PRO ‐28 Risk Assessment ‐2.1 General
COMOIL ‐24 Cargo Pumps ‐2.4 Framo Pumps
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, TSG‐C, TSG‐G
Injury; SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting
Equipment failure;
Disability; PRO ‐28 Risk Assessment ‐2.1 General
Loss of primary containment; Fatality; ‐25 Important Cargo Handling Equipment for Gas Carriers & Periodical
C3‐3 Cargo valves On Deck and in the Engine room Human Error*
Loss of Control
Fire;
Pollution; B3 B1 B2 B2 COMGAS
Checks
‐3.8 Cargo Pumps ‐Non Return Valves B3 B1 B2 B2 Yes
Asset damage ‐25 Important Cargo Handling Equipment for Gas Carriers & Periodical
Cargo residues, Oil ‐ in the line) COMGAS ‐3.11 Cargo Plant Lines / Valves
Checks
Injury; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.14.1 Cargo Cleaning Heater Isolation ISGOTT, TSG‐C, TSG‐G

Equipment failure;
Disability;
Loss of primary containment; Fatality;
C3‐4 Tank cleaning system On Deck and in the Engine room Human Error*
Loss of Control
Fire;
Asset damage
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.14 Portable Gas Freeing Fans ISGOTT, TSG‐C, TSG‐G
Vapours; Injury;
Loss of primary containment;
C3‐5 Portable Gas freeing system On Deck Maintenance failure;
Loss of Control
Physical Impact to crewmembers; Fatality; B2 B1 B1 B2 B2 B1 B1 B2 Yes
Human Error* Pollution (Air);
(e.g. Cargo Vapours) Asset damage
ISGOTT, TSG‐C, TSG‐G
Vapours; Injury;
Equipment failure; Physical Impact to crewmembers; Disability;
Dehumidifier / On Deck and in the relevant Gas Loss of primary containment;
C3‐6 Fixed Gas free System Freeing Motor Room
Loss of Control
Fire; Fatality; B4 B4 B1 B2 B4 B4 B1 B2 Yes
Human Error* Explosion Pollution (Air);
(e.g. Cargo Vapours) Asset damage
Equipment failure; Injury; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.8 Cargo Tank P/V Valves ISGOTT, TSG‐C, TSG‐G
Maintenance failure; Disability; COMOIL ‐04 Hazards ‐2.8 Solidifying Cargoes
Human Error* Fatality; COMOIL ‐10 Transit ‐2.4.8 Depressurization of Cargo Lines during Voyage
C3‐7 P/V valve system On Deck
(e.g. Pressure, Vapours,
Loss of primary containment Fire;
Pollution; B5 B5 B1 B2 COMOIL ‐12 Discharging Operation ‐2.5.5.2 P/V Valves B5 B5 B1 B2 Yes
Explosion
Cargo residues, Oil ‐ in the Tank Asset damage COMOILC ‐12 Discharging Operation ‐2.5.5.3 P/V Valves (Chemical Tanker Specific)
Cleaning System) COMOILC ‐12 Discharging Operation ‐2.7.1.3 Solidifying Cargoes (Chemical Tanker Specific)
Injury; SAF ‐13 Paints and Painting ‐2.9 Chipping / Derusting ISGOTT, TSG‐C, TSG‐G
Disability; SAF ‐13 Paints and Painting ‐2.2.5.6 Painting in Enclosed Spaces
Equipment failure; Physical Impact to crewmembers;
Ship Structure Fatality; SAF ‐13 Paints and Painting ‐2.2.2 Responsibilities
C3‐8 (incl. painting and de‐rusting)
At any time Maintenance failure; Loss of control Fire;
Pollution; B3 B1 B1 B1 SAF ‐13 Paints and Painting ‐2.7 Paint Spraying & Associated Health Hazards B3 B1 B1 B1 Yes
Human Error* Explosion
Asset damage
‐11 Maintenance and Inspection of Mooring Equipment , Lifting ISGOTT, TSG‐C, TSG‐G
MTN ‐2.2.1 Windlasses and Winches
Injury; Appliances and Deck Machinery
Pressure;
Disability; ‐11 Maintenance and Inspection of Mooring Equipment , Lifting
Oil (Hydraulic); MTN ‐2.3.4 Mooring Equipment Routine Inspection and Maintenance
Winches Fatality; Appliances and Deck Machinery
C3‐9 (Mooring and Anchor)
On Deck Equipment failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C1 C4 C1 NAVM ‐08 Anchor, Mooring and Access ‐3.12 Tension Winches D4 E1 C4 C1 Yes
Asset damage
Human Error*
NAVM ‐06 Navigation in Ice ‐3.7 MOORING LINES AND MOORING SYSTEMS ISGOTT, TSG‐C, TSG‐G

Injury;
Pressure; ‐11 Maintenance and Inspection of Mooring Equipment , Lifting
Disability; MTN ‐2.1 Monitoring of Mooring Ropes and Wires
Oil (Hydraulic); Appliances and Deck Machinery
Mooring equipment Fatality;
C3‐10 (Lines, Ropes and Wires)
On Deck Equipment failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C1 C1 C1 B3 B1 B1 B1 Yes
Asset damage
Human Error*
Injury; SAF ‐12 Safe Working Onboard ‐2.6.1 Electrical equipment ISGOTT, TSG‐C, TSG‐G

Disability; NAVM ‐07 Bridge Equipment ‐2.0 General
Equipment failure;
Bridge Equipment Fatality;
C3‐11 (Radar, VHF, other)
On Deck Maintenance failure; Loss of control Physical Impact to crewmembers;
Pollution; B1 C2 C1 C1 B1 C2 C1 C1 Yes
Human Error*
Asset damage
Injury; SAF ‐12 Safe Working Onboard ‐2.4 Working with Lifting Appliances and Ladders ISGOTT, TSG‐C, TSG‐G

Pressure;
Disability; SAF ‐12 Safe Working Onboard ‐2.4.1 Gangways and Accommodation Ladders
Oil (Hydraulic);
Fatality; SAF ‐12 Safe Working Onboard ‐2.4.1.2 Shore Gangways
C3‐12 Ladders, Gangway and similar. On Deck Equipment failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C2 C1 C1 SAF ‐12 Safe Working Onboard ‐2.4.2 Pilot Ladders B3 C2 C1 C1 Yes
Asset damage
Human Error*
Injury; SAF ‐08 Operational Readiness of Life‐Saving Equipment ‐2.1 Operational Readiness ISGOTT, TSG‐C, TSG‐G
Pressure;
Disability; SAF ‐08 Operational Readiness of Life‐Saving Equipment ‐2.4 Monthly Inspections (Ch.III Reg.20.7)
Oil (Hydraulic);
Fatality; SAF ‐09 Operational Readiness of Fire‐Fighting Equipment ‐2.1 General
C3‐13 Maintenance LSA & FFE General On Deck Equipment failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C2 C1 C1 C3 C2 C1 C1 Yes
Asset damage
Human Error*
Pressure;
Disability; SAF ‐05 Work Permits & Daily Work Plans ‐2.1 General
Oil (Hydraulic);
Fatality; SAF ‐05 Work Permits & Daily Work Plans ‐2.2 Accountability and Responsibility
C3‐14 Maintenance Deck General On Deck Equipment failure; Loss of control Physical Impact to crewmembers;
Pollution; C3 C2 C1 C1 SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting C3 C2 C1 C1 Yes
Asset damage SAF ‐02 Safety Meetings ‐7.2 Tool Box Meetings
Human Error*
SAF ‐18 Slips and Fall ‐2.1 Movement on Board
8
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L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chapter D ‐ Engine Department
Engine department General
Leakage; Injury; SAF ‐14 Hazardous Materials ‐2.6 Labeling, Storage & Disposal of Hazardous Materials ISGOTT, TSG‐C, TSG‐G
Engine room; Equipment failure; Disability; SAF ‐22 Toxicity ‐2.4.1 Medical Treatment (MFAG) Chemicals
Flammable Substances in the Generator room; Maintenance failure; Loss of control Fatality; MTN ‐02 Engine Room Management ‐2.7.10 Use of Detergents and Chemicals in the Engine Room
D1‐1 engine room Pump room; Design failure; (Fire in the Engine Room)
Fire;
Pollution; D3 D2 D1 D1 MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.3.6 Boiler Chemicals D3 D2 D1 D1 Yes
Explosion
Compressor room Human Error* Asset damage SAF ‐22 Toxicity ‐2.5 Hydrogen Sulphide (H2S) found in Bunkers
Fatigue;
Leakage; Injury; SAF ‐20 Safety during Bunkering ‐2. PROCESS ISGOTT, TSG‐C, TSG‐G
Equipment failure; Disability; SAF ‐20 Safety during Bunkering ‐2.1 Responsibility
Bunkering Deck (connections); Maintenance failure; Fatality; SAF ‐20 Safety during Bunkering ‐2.2 Personal Protective Equipment
D1‐2 (Oils only ‐ no LPG and other) Engine room; Design failure;
Pollution; D2 D1 E2 E2 EMS ‐11 Bunkering Procedures ‐2.4.2 Company Policy on Bunker Safety Margin D2 D1 E2 E2 Yes
Explosion
Human Error* Asset damage EMS ‐11 Bunkering Procedures ‐2.4.3 Finalizing Calculation & Completing Bunker Estimation Form
Fatigue; EMS ‐11 Bunkering Procedures ‐2.5 COMMINGLING OF BUNKERS
EMS ‐11 Bunkering Procedures ‐3.2 BUNKER PLANNING
Equipment failure;
Loss of control
Maintenance failure; Pollution (Air)
D1‐3 Changing from HSFO to LSFO Engine room
Design failure;
(failure of changing to low sulphur gas Legal Implication
Asset damage D1 D1 D2 D3 D1 D1 D2 D3 Yes
oil violating national laws)
Human Error*
EMS ‐11 Bunkering Procedures ‐3.2 BUNKER PLANNING

Equipment failure;
Loss of control
High Sulphur Fuel Oil Maintenance failure; Pollution
D1‐4 (Scrubber)
Engine room
Design failure;
(Deviation from regulatory requirements Legal Implication
Asset damage D1 D1 D2 D2 B5 B5 B5 B5 Yes
(2020)
Human Error*
EMP ‐05 Ship Emergency Actions ‐38. Electric Power Failure

Injury;
Equipment failure; Physical Impact to crewmembers; MTN ‐02 Engine Room Management ‐2.2.3 Emergency situations in the Engine Room
Pollution;
Maintenance failure; Impact to cargo Operation,
D1‐5 Blackout (General) Engine room
Design failure;
Loss of control
Asset Impact,
Asset damage B2 D2 B2 D2 B2 E2 B2 E2 Yes
Reputation Damage
Human Error* Reputaton Impact
Engine department incl. Maintenance
Equipment failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Engine room; Maintenance failure; SAF ‐12 Safe Working Onboard ‐2.7.7 Working with Rotating Machinery and Equipment
Injury;
Generator room; Design failure; MTN ‐02 Engine Room Management ‐2.7.11 Precautions when working with Rotating Machinery
D2‐1 Moving / Rotating machinery
Pump room; Human Error*;
Loss of control Physical Impact to crewmembers Disability; D4 D1 B2 D1 SAF ‐12 Safe Working Onboard ‐2.5 Working In Engine Room D4 D1 B2 D1 Yes
Fatality;
Compressor room Vibration;
Material fatigue
Leakage; Physical Impact to crewmembers; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.2 Steering Gear ISGOTT, TSG‐C, TSG‐G
Equipment failure; Collision; Injury; NAVM ‐03 General Navigation Procedures ‐10.0 Automatic/Manual Steering & Steering Gear Tests
Maintenance failure; Allision; Disability; NAVM ‐06 Navigation in Ice ‐3.9.7 Steering Gear Pump
D2‐2 Steering Gear Steering Gear room
Design failure;
Loss of control
Grounding; Fatality; B2 B4 B2 B2 EMP ‐05 Ship Emergency Actions ‐39. Steering Gear Failure B2 B4 B2 B2 Yes
Human Error*; Fire; Asset damage SAF ‐12 Safe Working Onboard ‐2.5 Working In Engine Room
Vibration; Explosion
MTN ‐02 Engine Room Management ‐2.7.1 General
MTN ‐02 Engine Room Management ‐2.7.5 Main Engine Power
MTN ‐02 Engine Room Management ‐2.2 Calling the Chief Engineer
Leakage; SAF ‐12 Safe Working Onboard ‐2.5 Working In Engine Room
Equipment failure; Injury;
Collision;
Maintenance failure; Disability;
Main Engine Engine room Loss of control Allision;
D2‐3 (including connected items)
Design failure;
(incl. Blackout) Grounding;
Fatality; D3 E2 D3 D3 D3 E2 D3 D3 Yes
Human Error*; Pollution;
Fire;
Vibration; Asset damage
Explosion SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping
Material fatigue
Leakage; Physical Impact to crewmembers; NAVM ‐06 Navigation in Ice ‐3.9.6 Electric Load Generator ISGOTT, TSG‐C, TSG‐G

Injury;
Equipment failure; Collision; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.4.2.1 Main Alternators Diesel Drives
Engine room Disability;
Maintenance failure; Loss of control Allision; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.4.2.2 Power Generation while Manoeuvring
D2‐3A Diesel Generators Generator Room
Design failure; (incl. Blackout) Grounding;
Fatality; D3 D4 D3 D3 SAF ‐12 Safe Working Onboard ‐2.5 Working In Engine Room B3 C4 B3 C3 Yes
Pollution;
Human Error*; Fire; SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping
Asset damage
Leakage; Physical Impact to crewmembers; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.1 General Instructions ISGOTT, TSG‐C, TSG‐G
Injury;
Equipment failure; Collision; SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping
Disability;
Pumps Engine room Maintenance failure; Allision;
D2‐4 (other than cargo pumps) Pump room Design failure;
Loss of control
Grounding;
Pollution;
Human Error*; Fire;
Asset damage
Leakage; Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Injury;
Engine room Equipment failure; Collision; SAF ‐05 Work Permits & Daily Work Plans ‐2.6 Working on pipelines and Pressure vessels
Disability;
Lines under pressure Generator room Maintenance failure; Loss of control Allision; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.1 General Instructions
D2‐5 (In the Engine room) Pump room Design failure; Loss of primary containment Grounding;
Fatality; C1 B3 B2 B3 SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping C1 B3 B2 B3 Yes
Pollution;
Compressor room Human Error*; Fire;
Asset damage
Leakage; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, TSG‐C, TSG‐G
Injury;
Equipment failure; SAF ‐12 Safe Working Onboard ‐2.5 Working In Engine Room
Physical Impact to crewmembers; Disability;
Engine room; Maintenance failure; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.3.1 Precautions before Lighting Boiler Fires
D2‐6 Boilers
Boiler room Design failure;
Loss of control Fire; Fatality; C3 D2 C1 C1 MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.3.2 Raising Steam C3 D2 C1 C1 Yes
Explosion Pollution;
Human Error*;
Asset damage
Vibration;
Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, TSG‐C, TSG‐G
Injury;
Engine room; Collision; SAF ‐05 Work Permits & Daily Work Plans ‐2.3 LockOut/ TagOut (LOTO) and Hazardous Energy Control Procedures
Loss of control Disability;
CCR; Equipment failure; Allision; SAF ‐05 Work Permits & Daily Work Plans ‐2.9.4 Electrical Equipment
D2‐7 High voltage
Engine Control Room; Human Error*
(crewmember exposed to high voltage,
Grounding;
Fatality; B5 B4 B1 B2 SAF ‐05 Work Permits & Daily Work Plans ‐2.9.7 Suspension of Electrical Work B5 B4 B1 B2 Yes
Blackout of the vessel) Pollution;
Generator room Fire; SAF ‐12 Safe Working Onboard ‐2.6.1 Electrical equipment
Asset damage
Explosion COMOIL ‐04 Hazards ‐2.3.3 Use of Intrinsically Safe Equipment
Equipment failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, TSG‐C, TSG‐G
Injury;
Maintenance failure; SAF ‐05 Work Permits & Daily Work Plans ‐2.3 LockOut/ TagOut (LOTO) and Hazardous Energy Control Procedures
Engine room; Design failure; SAF ‐05 Work Permits & Daily Work Plans ‐2.9.4 Electrical Equipment
D2‐8 Electrical equipment
Deck Human Error*;
Loss of control Fire; Fatality; C3 C2 C1 C1 SAF ‐05 Work Permits & Daily Work Plans ‐2.9.7 Suspension of Electrical Work B3 B2 B1 B1 Yes
Explosion Pollution;
Vibration; SAF ‐12 Safe Working Onboard ‐2.6.1 Electrical equipment
Asset damage
Material fatigue COMOIL ‐04 Hazards ‐2.3.3 Use of Intrinsically Safe Equipment
Equipment failure; Injury; SAF ‐05 Work Permits & Daily Work Plans ‐2.3 LockOut/ TagOut (LOTO) and Hazardous Energy Control Procedures ISGOTT, TSG‐C, TSG‐G
Maintenance failure; Disability; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.4.4 Maintenance of Explosion Proof and Intrinsically Safe Shipboard Equipment
Intrinsically Safe Equipment Design failure; Loss of control Fatality; COMOIL ‐04 Hazards ‐2.3.3 Use of Intrinsically Safe Equipment
D2‐9 (Portable)
Portable equipment
Human Error*; (electrical spark igniting cargo vapours)
Fire;
Explosion
Material fatigue
Equipment failure; Injury; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.4.4 Maintenance of Explosion Proof and Intrinsically Safe Shipboard Equipment ISGOTT, TSG‐C, TSG‐G
Maintenance failure; Disability; COMOIL ‐04 Hazards ‐2.3.3 Use of Intrinsically Safe Equipment
Intrinsically Safe Equipment Physical Impact to crewmembers;
Deck (light); Design failure; Loss of control Fatality;
D2‐10 (Including lights on deck,
Machinery in deck area Human Error*; (electrical spark igniting cargo vapours)
Fire;
electrical cargo pumps) Explosion
Material fatigue
Equipment failure; Injury; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.5 Fuel & Lub Oil Systems
Engine room; Maintenance failure; Disability; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.5.3 Fuel & Lub‐Oil Purifiers & Filters
Generator room; Design failure; Fatality; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.5.4 Fuel & Lub‐Oil Piping & Fittings
D2‐11 Purifiers / Filters and Incinerators
Pump room; Human Error*;
Loss of control Fire;
Pollution; B4 B5 C3 C3 SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping B4 E2 C3 C3 Yes
Explosion
Compressor room Vibration; Asset damage
Material fatigue
Leakage; Injury;
Engine room; SAF ‐14 Hazardous Materials ‐2.1 General
Equipment failure; Physical Impact to crewmembers; Disability;
Generator room; SAF ‐14 Hazardous Materials ‐2.3 Acids, Alkalies and Other Chemicals
D2‐12 Engine Room Chemicals
Pump room;
Maintenance failure; Loss of control Fire; Fatality; C3 B1 B1 B1 SAF ‐22 Toxicity ‐2.4.2 Emergency Response C3 B1 B1 B1 Yes
Human Error*; Explosion Pollution;
Compressor room
Inadequate PPE Asset damage
SAF ‐12 Safe Working Onboard ‐2.1.1 General Housekeeping

Engine room; Leakage; SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping
Loss of control Physical Impact to crewmembers; Injury;
Generator room; Equipment failure;
D2‐13 Housekeeping
Pump room; Maintenance failure;
(Fire in the engine room, Fire; Disability; C3 C2 C2 C3 B3 B2 B2 B3 Yes
Slippery surfaces) Explosion Fatality;
Compressor room Human Error*
SAF ‐06 Hot Work / Welding and Burning ‐5.4.5 Gas Cylinders ISGOTT, TSG‐C, TSG‐G
9
Rev. 03.2022
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ID Hazard Location
ALARP
P A E R P A E R
Leakage; Injury; SAF ‐06 Hot Work / Welding and Burning ‐5.4.6 Cylinder Stowage
Equipment failure; Disability; SAF ‐14 Hazardous Materials ‐2.4.1 Safe use of Compressed Gas Cylinders
D2‐14 Gas cylinders On board
Fatality; B4 B2 B2 B2 SAF ‐14 Hazardous Materials ‐2.4.2 Stowage of Compressed Gas Cylinders B4 B2 B2 B2 Yes
Explosion
Human Error* Asset damage SAF ‐14 Hazardous Materials ‐2.4.3 Health Hazards from Compressed Gas
EMS ‐02 Law and Regulations
Leakage; EMS ‐07 Compliance with Ballast Water Management Requirements ‐2.1 Ballast Water Management Plan
Equipment failure; Release of contaminated Ballast; COMOIL ‐14 Ballast Operation ‐2.6 Ballast Water Treatment Systems (BWT S)
D2‐15 Ballast Water system On board
Legal Implication
Pollution B2 D2 C4 D1 COMOIL ‐14 Ballast Operation ‐2.7 Ballast Cargo Leakage in Double‐Hull Spaces B2 D2 C4 D1 Yes
Human Error*; COMOIL ‐14 Ballast Operation ‐2.8 Ballasting Operation with Heated Cargoes
COMOIL ‐22 Heavy Weather Ballast ‐2.1 General
MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.1 General Instructions
Leakage; Injury;
Equipment failure; Pollution;
D2‐16 Cooling Water system On board
Loss of control Legal Implication
Asset damage B2 B3 B1 B1 B2 B3 B1 B1 Yes
Human Error*;
EMS ‐04 Compliance with Marpol Annex IV ‐2.1 Requirements for Sewage Discharge

Equipment failure
EMS ‐04 Compliance with Marpol Annex IV ‐2.2 Sewage Treatment Plant Operation and Maintenance
Maintenance failure Loss of primary containment
Injury; EMS ‐04 Compliance with Marpol Annex IV ‐2.5 Prevention Measures
D2‐17 Sewage plant system Engine room Human Error* (exposure of sewage to crew Physical Impact to crewmembers
Pollution B3 B2 B1 B1 MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.7.1 Bilges & Sewage B3 B2 B1 B1 Yes
Vibration contaminating local waters)
Material fatigue
Equipment failure; Injury; NAVM ‐06 Navigation in Ice ‐3.4.2 Emergency Generator
Maintenance failure; Disability; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.4.2.4 Emergency Diesel Generator
Design failure; Loss of control Fatality;
D2‐18 Emergency Generator Emergency Generator Room
Human Error*; Loss of Diesel Generator)
Fire;
Pollution; B3 D2 B1 D2 B3 D2 B1 D2 Yes
Explosion
Material fatigue
Equipment failure; Injury; NAVM ‐06 Navigation in Ice ‐3.5.2 Emergency Fire Pump ISGOTT, TSG‐C, TSG‐G
Maintenance failure; Disability; SAF ‐09 Operational Readiness of Fire‐Fighting Equipment ‐2.1 General
Design failure; Loss of control Fatality; SAF ‐09 Operational Readiness of Fire‐Fighting Equipment ‐2.4 Weekly Inspections
D2‐19 Emergency Fire Pump Engine room
Human Error*; (Loss of emergency pump)
Fire;
Pollution; B2 D2 B2 D2 COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes B2 D2 B2 D2 Yes
Explosion
Material fatigue
Injury; MTN ‐01 Maintenance of Ship & Equipment ‐2.9 Critical Equipment and Systems ISGOTT, TSG‐C, TSG‐G
Pressure;
Disability; MTN ‐01 Maintenance of Ship & Equipment ‐2.9.1 Critical Equipment Identification
Oil (Hydraulic);
Loss of primary containment Fatality; MTN ‐01 Maintenance of Ship & Equipment ‐2.9.2 Critical Equipment Damage or shut‐down for overhauling /maintenance
D2‐20 Deactivation Critical Equipment Deck and Engine Equipment failure;
Loss of Control
Pollution; E3 C2 C1 C1 MTN ‐01 Maintenance of Ship & Equipment ‐2.9.3 Competency Standards of Critical Equipment and Systems E3 C2 C1 C1 Yes
Asset damage
Human Error*
Pressure;
Disability; SAF ‐05 Work Permits & Daily Work Plans ‐2.1 General
Oil (Hydraulic);
Loss of primary containment Fatality; SAF ‐05 Work Permits & Daily Work Plans ‐2.2 Accountability and Responsibility
D2‐21 Maintenance ER General Engine room Equipment failure;
Loss of Control
Pollution; E3 C2 C1 C1 SAF ‐02 Safety Meetings ‐7.1 Daily Work Plan Meeting E3 C2 C1 C1 Yes
Asset damage SAF ‐02 Safety Meetings ‐7.2 Tool Box Meetings
Human Error*
SAF ‐18 Slips and Fall ‐2.1 Movement on Board
Injury; ISGOTT, TSG‐C, TSG‐G
Pressure;
Disability;
Oil (Hydraulic);
Loss of primary containment Fatality;
D2‐22 Extending Service / Inspections Deck and Engine Equipment failure;
Loss of Control
Pollution; E3 C2 C1 C1 E3 C2 C1 C1 Yes
Asset damage
Human Error*
DIESEL & LUBE OIL
Leakage; Injury; SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships ISGOTT, TSG‐C, TSG‐G
Release of Diesel & Lube Oil;
Engine room; Equipment failure; Disability; EMS ‐03 Compliance with Marpol Annex I ‐2.4.1 Oil Record Book Part I and Part II
Impact to machinery;
Diesel & Lube Oil Generator room; Maintenance failure; Loss of primary containment Fatality; SAF ‐12 Safe Working Onboard ‐2.5.1.8 Cleanliness and Housekeeping
D3‐1 Engine Pump room; Design failure; Loss of Control
Collision;
Pollution; B3 B4 C2 C3 B3 B4 C2 C3 Yes
Allision;
Compressor room Human Error*; Asset damage
Grounding
Vibration;
Leakage; NA ISGOTT, TSG‐C, TSG‐G
Equipment failure; NA
Deck (various machinery);
Diesel & Lube Oil Maintenance failure; Loss of primary containment Physical Impact to crewmembers; Injury; NA
D3‐2 Deck
Lifeboat;
Design failure; Loss of Control Release of Diesel & Lube Oil Pollution C2 C1 C2 C1 NA B5 B5 B5 B5 Yes
Rescue Boat
Human Error*; NA
Vibration; NA
Leakage; EMS ‐03 Compliance with Marpol Annex I ‐2.4.1 Oil Record Book Part I and Part II ISGOTT, TSG‐C, TSG‐G
Equipment failure; SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships
Diesel & Lube Oil Engine room Maintenance failure; MTN ‐08 Maintenance and Inspection of Machinery and Systems ‐2.6.1 General Instructions
D3‐3 Tanks Diesel and Lube Oil tanks Design failure;
Loss of primary containment Release of Diesel & Lube Oil Pollution B2 B2 B2 B1 B2 B2 B2 B1 Yes
Human Error*;
Vibration;
FUEL OIL
Leakage; PRO ‐26 Energy Efficiency Issues ‐2.8.6 Procurement of Energy Services, Products, Equipment and Energy ISGOTT, TSG‐C, TSG‐G
Release of Fuel Oil; Injury;
Equipment failure; EMS ‐11 Bunkering Procedures ‐1.3 GENERAL RESPONSIBILITIES
Impact to machinery; Disability;
Fuel Oil Engine room Maintenance failure; Loss of primary containment; SAF ‐12 Safe Working Onboard ‐2.5.1.7 Fuel Leaks
D4‐1 Engine Room Design failure; Loss of Control
Collision; Fatality; B3 B4 C2 C2 SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships B3 B4 C2 C2 Yes
Allision; Pollution;
Human Error*;
Grounding Asset damage
Vibration;
Leakage; SAF ‐12 Safe Working Onboard ‐2.5.1.7 Fuel Leaks ISGOTT, TSG‐C, TSG‐G
Equipment failure; SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships
Fuel Oil Engine room Maintenance failure; SAF ‐20 Safety during Bunkering ‐2.1 Responsibility
D4‐2 Tanks Fuel tanks Design failure;
Loss of primary containment Release of Fuel Oil Pollution B2 B3 B2 B1 SAF ‐20 Safety during Bunkering ‐2.7.6 Bunker Tank Cleaning Teams B2 B3 B2 B1 Yes
Human Error*;
Vibration;
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ID Hazard Location
ALARP
P A E R P A E R
HYDRAULIC OIL
Leakage EMS ‐03 Compliance with Marpol Annex I ‐2.2.4 Oil to Sea Interface Management ISGOTT, TSG‐C, TSG‐G
Release of Hydraulic Oil; Injury;
Engine room; Equipment failure SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships
Hydraulic Oil Generator room; Maintenance failure Loss of primary containment; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.6 Framo Pumps
D5‐1 Engine Pump room; Design failure Loss of Control
Collision; Fatality; C3 C1 B1 C1 SAF ‐18 Slips and Fall ‐2.1 Movement on Board C3 C1 B1 C1 Yes
Allision; Pollution;
Compressor room Human Error*
Grounding Asset damage
Vibration
Leakage SAF ‐18 Slips and Fall ‐2.1 Movement on Board ISGOTT, TSG‐C, TSG‐G
Deck; Equipment failure SAF ‐14 Hazardous Materials ‐2.1.1 Hazards associated with Oils used in Ships
Injury;
Hydraulic Oil Lifeboat; Maintenance failure Release of Hydraulic Oil; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.6 Framo Pumps
D5‐2 Deck Deck Crane; Design failure
Pollution D3 D2 D2 D2 EMS ‐03 Compliance with Marpol Annex I ‐2.2.4 Oil to Sea Interface Management D3 D2 D2 D2 Yes
Winches Human Error*
Vibration
Leakage EMS ‐03 Compliance with Marpol Annex I ‐2.2.5 Handling of oil sludges ISGOTT, TSG‐C, TSG‐G
Equipment failure EMS ‐03 Compliance with Marpol Annex I ‐2.2.4 Oil to Sea Interface Management
Hydraulic Oil Engine room; Maintenance failure
D5‐3 Tanks Hydraulic tanks Design failure
Loss of primary containment Release of Hydraulic Oil Pollution B2 B2 B1 B1 B2 B2 B1 B1 Yes
Human Error*
Vibration
LNG (Fuel)
Leakage Release of LNG; NA
Injury;
Equipment failure Physical Impact to crewmembers; NA
Disability;
LNG Maintenance failure Loss of primary containment; Collision; NA
D6‐1 Engine Room
Engine room;
Design failure Loss of Control Allision;
Fatality; C3 C1 B1 C1 NA C3 C1 B1 C1 Yes
Pollution;
Human Error* Grounding; NA
Asset damage
Vibration Fire; NA
Leakage NA
Injury;
Equipment failure Release of LNG; NA
Disability;
LNG In Port; Maintenance failure Loss of primary containment; Physical Impact to crewmembers; NA
D6‐2 Bunkering At Anchorage Design failure Loss of Control Fire;
Fatality; C3 C1 B1 C1 NA C3 C1 B1 C1 Yes
Pollution;
Human Error* Explosion NA
Asset damage
Vibration NA
Leakage NA
Injury;
Equipment failure Release of LNG; NA
Disability;
LNG Engine room; Maintenance failure Loss of primary containment; Physical Impact to crewmembers; NA
D6‐3 Tanks LNG tanks Design failure Loss of Control Fire;
Fatality; B1 B1 B1 B1 NA B1 B1 B1 B1 Yes
Pollution;
Human Error* Explosion NA
Asset damage
Vibration NA
Thermal OIL
Leakage Injury; NA ISGOTT, TSG‐C, TSG‐G
Equipment failure Disability; NA
Thermal Oil Maintenance failure Loss of primary containment; Fatality; NA
D7‐1 Engine
Engine room
Design failure Loss of Control
Impact to the Cargo;
Pollution; B5 C2 B1 C2 NA B5 C2 B1 C2 Yes
Fire;
Human Error* Asset damage NA
Vibration NA
Leakage NA ISGOTT, TSG‐C, TSG‐G
Equipment failure NA
Injury;
Thermal Oil Deck; Maintenance failure Physical Impact to crewmembers; NA
D7‐2 Deck (see also excessive heat) Ballast Pump room Design failure
Impact to the Cargo
Pollution; D3 C1 D2 D2 NA D3 C1 D2 D2 Yes
Asset damage
Human Error* NA
Vibration NA
Leakage NA ISGOTT, TSG‐C, TSG‐G
Equipment failure NA
Injury;
Thermal Oil Heating Coils and lines in the Cargo Maintenance failure Physical Impact to crewmembers; NA
D7‐3 Cargo Tank Heating Coils Tank Design failure
Impact to the Cargo
Pollution; B3 B2 B1 B2 NA B3 B2 B1 B2 Yes
Asset damage
Human Error* NA
Vibration NA
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ID Hazard Location
ALARP
P A E R P A E R
Chapter E ‐ Navigation
Collision; NAVM ‐01 Navigation Policies ‐1.3 Under Keel Clearance (UKC) Policy COLREGS;
Human Error* Asset damage;
Allision; NAVM ‐02 Bridge Management ‐3.0 Bridge Team Management (BTM) ICS ‐Bridge Procedure Guide
(Navigation failure); Injury;
Grounding; NAVM ‐02 Bridge Management ‐7.0 Bridge Watch Conditions OCIMF – Guide to Best Practice for
E1 Vessel en route (Dee Sea) Vessel at Sea Engine failure; Loss of control
Fire;
Disability; C5 D5 D3 D3 NAVM ‐03 General Navigation Procedures ‐4.4 Traffic Separation Schemes (TSS) Navigational Assessments and Audits B5 C5 C3 C3 Yes
Equipment failure; Fatality;
Explosion; NAVM ‐03 General Navigation Procedures ‐3.0 Navigational Warnings Guide to safe navigation (Intertanko)
Heavy Weather Pollution
Physical Impact to crewmembers; NAVM ‐05 ECDIS Procedures ‐4.0 ECDIS Passage Planning SOLAS;
Collision; NAVM ‐01 Navigation Policies ‐1.3 Under Keel Clearance (UKC) Policy COLREGS;
Human Error* Asset damage;
Allision; NAVM ‐02 Bridge Management ‐3.0 Bridge Team Management (BTM) ICS ‐Bridge Procedure Guide
Vessel at Sea (Navigation failure); Injury;
Loss of control; Grounding; NAVM ‐02 Bridge Management ‐7.0 Bridge Watch Conditions OCIMF – Guide to Best Practice for
E2 Congested waters Congested Waters Engine failure;
Disability; C5 D5 D3 D3 Navigational Assessments and Audits B5 C5 C3 C3 Yes
(e.g. English Canal) Equipment failure; Fatality;
Explosion; Guide to safe navigation (Intertanko)
Heavy Weather Pollution
Physical Impact to crewmembers; SOLAS;
Human Error* (Navigation Collision; NAVM ‐01 Navigation Policies ‐1.3 Under Keel Clearance (UKC) Policy COLREGS;
Asset damage;
failure); Allision; NAVM ‐02 Bridge Management ‐3.0 Bridge Team Management (BTM) ICS ‐Bridge Procedure Guide
Injury;
Engine failure; Loss of control; Grounding; NAVM ‐02 Bridge Management ‐7.0 Bridge Watch Conditions OCIMF – Guide to Best Practice for
E3 Coastal Waters Manoeuvring in costal waters
Equipment failure; Loss of primary containment Fire;
Disability; C5 D5 D3 D3 Navigational Assessments and Audits B5 C4 C3 C3 Yes
Fatality;
Heavy Weather; Explosion; Guide to safe navigation (Intertanko)
Pollution
Current; Physical Impact to crewmembers; SOLAS;
Asset damage;
Injury;
Vessel on river passage Engine failure; Loss of control; Grounding; NAVM ‐02 Bridge Management ‐7.0 Bridge Watch Conditions OCIMF – Guide to Best Practice for
E4 River passage
(including pilotage) Equipment failure; Loss of primary containment Fire;
Disability; C4 D4 D2 D2 NAVM ‐03 General Navigation Procedures ‐4.3 Navigation in Restricted Waters Navigational Assessments and Audits C4 C4 D2 D2 Yes
Fatality;
Heavy Weather; Explosion; NAVM ‐03 General Navigation Procedures ‐2.2 Air Draft Guide to safe navigation (Intertanko)
Pollution
Current; Physical Impact to crewmembers; NAVM ‐03 General Navigation Procedures ‐12.0 Pilotage SOLAS;
Asset damage;
Injury;
Canal passage Engine failure; Loss of control; Grounding; NAVM ‐02 Bridge Management ‐7.0 Bridge Watch Conditions OCIMF – Guide to Best Practice for
E5 Canal
(including pilotage) Equipment failure; Loss of primary containment Fire;
Disability; C4 D4 D2 D2 NAVM ‐03 General Navigation Procedures ‐4.3 Navigation in Restricted Waters Navigational Assessments and Audits C4 C4 D2 D2 Yes
Fatality;
Heavy Weather; Explosion; NAVM ‐03 General Navigation Procedures ‐2.2 Air Draft Guide to safe navigation (Intertanko)
Pollution
Current; Physical Impact to crewmembers; NAVM ‐03 General Navigation Procedures ‐12.0 Pilotage SOLAS;
Asset damage;
Vessel manoeuvring in port Injury;
Engine failure; Loss of control; Grounding; NAVM ‐03 General Navigation Procedures ‐2.2 Air Draft OCIMF – Guide to Best Practice for
E6 In Port alongside a jetty
Disability; C4 D4 D2 D2 NAVM ‐03 General Navigation Procedures ‐12.0 Pilotage Navigational Assessments and Audits C3 C4 D2 D2 Yes
Vessel at buoy's Fatality;
Heavy Weather; Explosion; NAVM ‐08 Anchor, Mooring and Access ‐3.5 Working with Tugs Guide to safe navigation (Intertanko)
Pollution
Current; Physical Impact to crewmembers; NAVM ‐08 Anchor, Mooring and Access ‐3.6 Working with Mooring Boats SOLAS;
Human Error* (Navigation Collision; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE COLREGS;
Asset damage;
failure); Allision; NAVM ‐08 Anchor, Mooring and Access ‐2.0 Anchoring ICS ‐Bridge Procedure Guide
Injury;
Vessel manoeuvring at the Engine failure; Loss of control; Grounding; NAVM ‐08 Anchor, Mooring and Access ‐2.4.3 Paying Out the Anchor under Power OCIMF – Guide to Best Practice for
E7 At Anchorage
anchorage Equipment failure; Loss of primary containment Fire;
Disability; C4 D4 D2 D2 NAVM ‐08 Anchor, Mooring and Access ‐2.6 Adverse Weather Navigational Assessments and Audits C4 C4 D2 D2 Yes
Fatality;
Heavy Weather; Explosion; NAVM ‐08 Anchor, Mooring and Access ‐2.7 Anchor Dragging Guide to safe navigation (Intertanko)
Pollution
Current; Physical Impact to crewmembers; NAVM ‐05 ECDIS Procedures ‐4.2.11 Anchor Watch Planning SOLAS;
Collision; NAVM ‐05 ECDIS Procedures ‐1.1 General COLREGS;
Asset damage;
Human Error* Allision; NAVM ‐05 ECDIS Procedures ‐1.5 ECDIS Training Requirements ICS ‐Bridge Procedure Guide
Injury;
(Incorrect use of ECDIS); Loss of control; Grounding; NAVM ‐05 ECDIS Procedures ‐2.2 Master's Responsibilities OCIMF – Guide to Best Practice for
E8 ECDIS En route
Disability; C4 D4 D2 D2 NAVM ‐05 ECDIS Procedures ‐4.2.3 Position Fixing Methods and Intervals when navigating with ECDIS Navigational Assessments and Audits C4 C4 D3 D2 Yes
Fatality;
Maintenance failure. Explosion; NAVM ‐05 ECDIS Procedures ‐4.2.10 Crossing the Safety Contour Guide to safe navigation (Intertanko)
Pollution
Physical Impact to crewmembers; NAVM ‐05 ECDIS Procedures ‐4.3 Execution SOLAS;
Collision; NAVM ‐05 ECDIS Procedures ‐1.1 General COLREGS;
Asset damage;
Human Error* Allision; NAVM ‐05 ECDIS Procedures ‐1.5 ECDIS Training Requirements ICS ‐Bridge Procedure Guide
Injury;
(Incorrect use of ECDIS); Loss of control; Grounding; NAVM ‐05 ECDIS Procedures ‐10.3 ECDIS Failure OCIMF – Guide to Best Practice for
E8A ECDIS Failure En route
Disability; C4 D4 D2 D2 NAVM ‐05 ECDIS Procedures ‐8.1 Backup Procedure Navigational Assessments and Audits C4 C4 D3 D2 Yes
Fatality;
Maintenance failure. Explosion; NAVM ‐04 Navigation with Paper Charts ‐2.0 General Instructions Guide to safe navigation (Intertanko)
Pollution
Physical Impact to crewmembers; NAVM ‐04 Navigation with Paper Charts ‐2.6 Inventory of paper Charts and Publications SOLAS;
Collision; NAVM ‐01 Navigation Policies ‐1.2 Restricted Visibility Policy COLREGS;
Asset damage;
Human Error* Allision; NAVM ‐03 General Navigation Procedures ‐4.1 Navigation in Restricted Visibility ICS ‐Bridge Procedure Guide
Injury;
Restricted Visibility (Incorrect use of ECDIS); Loss of control; Grounding; MTN ‐02 Engine Room Management ‐2.3.4.5 Engineering Watch in Restricted Visibility OCIMF – Guide to Best Practice for
E9 Anytime
Disability; C4 D4 D2 D2 Navigational Assessments and Audits C4 C4 D3 D2 Yes
Fatality;
Maintenance failure. Explosion; Guide to safe navigation (Intertanko)
Pollution
Physical Impact to crewmembers; SOLAS;
Human Error* Collision; COMOIL ‐23 STS Operations ‐2.1 General Conditions and Requirements COLREGS;
Asset damage;
(Navigation failure); Allision; COMOIL ‐23 STS Operations ‐2.2 Ship‐to‐Ship Operations Categories ICS ‐Bridge Procedure Guide
Injury;
STS Open Sea Pilot Error; Loss of control; Grounding; COMOIL ‐23 STS Operations ‐2.2.1 Ship‐to‐Ship Operations during Night Time OCIMF – Guide to Best Practice for
E10 Open Sea STS Area Engine failure; Loss of primary containment Fire;
Disability; C3 D3 D1 D2 COMOIL ‐23 STS Operations ‐2.2.3 Ship‐to‐Ship Operations Underway Navigational Assessments and Audits C3 E3 D1 D2 Yes
Fatality;
Equipment failure; Explosion; COMOIL ‐23 STS Operations ‐2.4 Responsibility Guide to safe navigation (Intertanko)
Pollution
Heavy Weather; Physical Impact to crewmembers; COMOIL ‐23 STS Operations ‐2.9 Transfer Area SOLAS;
Human Error* Collision; COMOILC ‐23 STS Operations ‐2.1 General Conditions and Requirements COLREGS;
Asset damage;
(Navigation failure); Allision; COMOILC ‐23 STS Operations ‐2.4 Responsibility ICS ‐Bridge Procedure Guide
Injury;
STS In Port or Pilot Error; Loss of control; Grounding; OCIMF – Guide to Best Practice for
E11 In Port at Anchorage Engine failure; Loss of primary containment Fire;
Disability; C3 D3 D1 D2 Navigational Assessments and Audits B3 B3 B1 B2 Yes
Fatality;
Equipment failure; Explosion; Guide to safe navigation (Intertanko)
Pollution
Heavy Weather; Physical Impact to crewmembers; SOLAS;
Chapter F ‐ Weather ‐ Navigation and Hazards
Engine failure; Physical Impact to crewmembers; SAF ‐05 Work Permits & Daily Work Plans ‐2.17 Working on Deck in Adverse Weather ICS ‐Bridge Procedure Guide
Asset damage;
Equipment failure; Structural Damage; NAVM ‐03 General Navigation Procedures ‐4.2 Navigation in Heavy Weather Conditions OCIMF – Guide to Best Practice for
Adverse Weather Injury;
Human Error* Grounding; NAVM ‐03 General Navigation Procedures ‐8.0 Weather Routeing Navigational Assessments and Audits
F1 (Storm, Typhoon, Hurricane, At any time
(Navigation failure);
Loss of control
Fire;
Disability; D5 D5 D2 D2 NAVM ‐08 Anchor, Mooring and Access ‐2.6 Adverse Weather Guide to safe navigation (Intertanko) C5 C5 C2 C2 Yes
Tornado) Fatality;
Design failure; Explosion; COMOIL ‐22 Heavy Weather Ballast ‐2.4 Heavy Weather Ballast Procedure
Pollution
Material fatigue Mental Impact to Crewmembers
Engine failure; NAVM ‐06 Navigation in Ice ‐2.0 MASTER'S ULTIMATE AUTHORITY DURING ICE NAVIGATION ICS ‐Bridge Procedure Guide
Asset damage;
Equipment failure; NAVM ‐06 Navigation in Ice ‐3.1 SAFETY MEETING WHEN NAVIGATION IN ICE IS EXPECTED OCIMF – Guide to Best Practice for
Physical Impact to crewmembers; Injury;
At any time Human Error* NAVM ‐06 Navigation in Ice ‐3.2.3.1 Ballast Tanks in Empty Condition Navigational Assessments and Audits
F2 ICE
(in sub Zero areas) (Navigation failure);
Loss of control Structural Damage; Disability; C3 B5 B2 B2 NAVM ‐06 Navigation in Ice ‐3.5.1 General Guide to safe navigation (Intertanko) C3 B5 B2 B2 Yes
Mental Impact to Crewmember Fatality;
Design failure; NAVM ‐06 Navigation in Ice ‐3.7 MOORING LINES AND MOORING SYSTEMS
Pollution
Material fatigue NAVM ‐06 Navigation in Ice ‐3.15 WORKING IN COLD CLIMATES
Engine failure; NA ICS ‐Bridge Procedure Guide
Asset damage;
Equipment failure; NA OCIMF – Guide to Best Practice for
Injury;
Human Error*; Physical Impact to crewmembers; NA Navigational Assessments and Audits
F3 ICE ‐ Polar Route At any time
(Navigation failure, Planning
Loss of control
Structural Damage;
Disability; C3 B5 B2 B2 NA Guide to safe navigation (Intertanko) C3 B5 B2 B2 Yes
Fatality;
Failure); NA
Pollution
Maintenance failure; NA
Engine failure; NAVM ‐03 General Navigation Procedures ‐4.2.3 Tidal Streams ICS ‐Bridge Procedure Guide
Equipment failure; NAVM ‐03 General Navigation Procedures ‐4.2.4 Currents OCIMF – Guide to Best Practice for
Asset damage;
Human Error* Physical Impact to crewmembers; Navigational Assessments and Audits
F4 Current At any time
Loss of control
Grounding;
Injury; B2 B2 B2 B2 Guide to safe navigation (Intertanko) B2 B2 B2 B2 Yes
Pollution
Design failure;
Engine failure; NAVM ‐03 General Navigation Procedures ‐4.2.2 Swell in Ports ICS ‐Bridge Procedure Guide
Equipment failure; OCIMF – Guide to Best Practice for
Asset damage;
Human Error* Physical Impact to crewmembers;
F5 Swell At any time
Loss of control
Structural Damage
Injury; C3 C1 B2 C1 Navigational Assessments and Audits
Guide to safe navigation (Intertanko) C3 C1 B2 C1 Yes
Pollution
Design failure;
12
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ID Hazard Location
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P A E R P A E R
Chapter G ‐ Tanker General
Inert gas (Nitrogen)
SAF ‐22 Toxicity ‐2.7 Nitrogen (N2) CDI Best Practice Recommendation
Equipment failure Asphyxiation Injury; COMOILC ‐04 Hazards ‐2.3.7.1 Inert Gas ‐Nitrogen (Chemical Tanker Specific) Regarding the use of Nitrogen. TSG‐C,
Nitrogen Inerting (ex purging) in
Maintenance failure; Loss of primary containment; (Inerted Caro Tank; Excessive Disability; COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4 Inerting with Nitrogen MSC.1/Circ.1401, MSC.350(92)
G1‐1 port and STS at Sea At sea (STS) and in port
Human Error*; Loss of Control Nitrogen on deck); Fatality; B5 B4 B1 B4 COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4.1 Inerting Methods B5 B4 B1 B4 Yes
(prior loading)
Lack of Oxygen Over pressurization Asset damage COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.7 Nitrogen from Shore and Over‐Pressurization
COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.11 Nitrogen Pressure and Flow‐Rate
SAF ‐22 Toxicity ‐2.7 Nitrogen (N2) CDI Best Practice Recommendation
Equipment failure Asphyxiation Injury; COMOILC ‐04 Hazards ‐2.3.7.1 Inert Gas ‐Nitrogen (Chemical Tanker Specific) Regarding the use of Nitrogen. TSG‐C,
Nitrogen Inerting (ex purging) en
Maintenance failure; Loss of primary containment; (Inerted Caro Tank; Excessive Disability; COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4 Inerting with Nitrogen MSC.1/Circ.1401, MSC.350(92)
G1‐2 route En route prior loading
Human Error*; Loss of Control Nitrogen on deck); Fatality; B5 B2 B2 B3 COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4.1 Inerting Methods B5 B2 B2 B3 Yes
(prior loading)
Lack of Oxygen Over pressurization Asset damage
Asphyxiation SAF ‐22 Toxicity ‐2.7 Nitrogen (N2) CDI Best Practice Recommendation

(Excessive Nitrogen supply or cargo COMOILC ‐04 Hazards ‐2.3.7.1 Inert Gas ‐Nitrogen (Chemical Tanker Specific) Regarding the use of Nitrogen. TSG‐C,
Nitrogen padding in port or Maintenance failure; Disability;
At sea (STS) and in port after Loss of primary containment; vapours on deck); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.5 Nitrogen Padding (Blanketing) MSC.1/Circ.1401, MSC.350(92)
G1‐3 during STS after loading with
Loading operation
Human Error*;
Loss of Control Over pressurization
Fatality; B3 B5 B2 B3 COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.5.1 Padding through the Cargo Line System B3 B5 B2 B3 Yes
external N2 supply Lack of Oxygen; Pollution;
(Excessive Nitrogen supply); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.5.2 Bubbling through the Drop‐Line
Exposure to Toxic Vapours Asset damage
Impact to the cargo COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.7 Nitrogen from Shore and Over‐Pressurization
Nitrogen padding in port or Maintenance failure; Disability;
At sea (STS) and in port Loss of primary containment; vapours on deck); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.5 Nitrogen Padding (Blanketing) MSC.1/Circ.1401, MSC.350(92)
G1‐4 during STS after loading with
Loading operation
Human Error*;
vessels N2 supply Lack of Oxygen; Pollution;
Impact to the cargo COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.11 Nitrogen Pressure and Flow‐Rate
Maintenance failure; Disability;
Loss of primary containment; vapours on deck); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.5 Nitrogen Padding (Blanketing) MSC.1/Circ.1401, MSC.350(92)
G1‐5 Nitrogen padding during transit At Sea Human Error*;
Lack of Oxygen; Pollution;
Impact to the cargo COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.9 Nitrogen Bottles
Asphyxiation SAF ‐22 Toxicity ‐2.7 Nitrogen (N2) SOLAS, IBC Code
(Excessive Nitrogen supply or cargo COMOILC ‐04 Hazards ‐2.3.7.1 Inert Gas ‐Nitrogen (Chemical Tanker Specific)
Chemical Tanker Inerting during Maintenance failure; Disability;
Loss of primary containment; vapours on deck); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4 Inerting with Nitrogen
G1‐6 Transit At Sea Human Error*;
Fatality; B3 B1 B2 B1 COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.4.1 Inerting Methods B3 B1 B2 B1 Yes
(SOLAS 2016 requirement) Lack of Oxygen; Pollution;
(Excessive Nitrogen supply); COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.11 Nitrogen Pressure and Flow‐Rate
Impact to the cargo COMOILC ‐16B Inert Gas Ops. Chemical Tanker ‐2.9 Nitrogen Bottles
Inert gas (exhaust gas based)
COMOIL ‐04 Hazards ‐2.3.6.1 Inert Gas (Oil Tanker Specific) ISGOTT
Injury;
COMOIL ‐12 Discharging Operation ‐2.10.6.2 Use of Inert Gas (Oil Tanker Specific)
Equipment failure; Over pressurization Disability;
Inert Gas COMOIL ‐12 Discharging Operation ‐2.10.6.3 Gas Release into Tank Bottom (Oil Tanker Specific)
G2‐1 (exhaust gas based)
At any time Maintenance failure; Loss of primary containment (Incl. Escape of cargo through P/V Fatality; B2 C3 B1 B2 COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.1 General B2 C3 B1 B2 Yes
Human Error* valve); Pollution;
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.2 Responsibility and Accountability
Asset damage
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5 Cargo Tank Atmosphere Control
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.9 Inert Gas System Failure ISGOTT
Injury;
Fire; COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.9.2 Inert Gas Plant Repairs
Failure of the Inert Gas System Explosion; COMOIL ‐17 Tank Cleaning Operation ‐2.5.1.1.3 Inert Gas System Failure (Oil Tanker Specific)
G2‐2 (exhaust gas based)
At any time Maintenance failure; Loss of primary containment
Impact to the cargo;
Fatality; B2 E2 B1 E2 PRO ‐28 Risk Assessment ‐2.1 General B2 E2 B1 E2 Yes
Human Error* Pollution;
legal implication
Asset damage
Line Blowing & Pigging
PRO ‐28 Risk Assessment ‐2.1 General ISGOTT
Equipment failure; Escape of cargo Injury;
COMOIL ‐09 Loading Operation ‐2.13 Line Clearing
Maintenance failure; (e.g. through the Tank hatch or the Disability;
Cargo Line blowing & In Port;
G3 Pigging At sea (STS)
Human Error*; Loss of primary containment P/V valve); Fatality; B2 B4 B2 B2 COMOIL
COMOILC
‐12 Discharging Operation
‐12 Discharging Operation
‐2.10.3 Line Draining (Oil Tanker Specific)
‐2.11 Line Clearing (Chemical Tanker Specific) B2 B4 B2 B2 Yes
Communication Error; Fire; Pollution;
Ship/Shore interface failure. Explosion Asset damage
Other
PRO ‐27 Management of Change ‐2.1 General TSG‐C, TSG‐G, MSDS, Miracle
Asphyxiation; Injury;
Lack of Information; PRO ‐28 Risk Assessment ‐2.1 General
Exposure to Toxic Vapours; Disability;
Cleaning contaminated Void Equipment failure; Loss of control COMOIL ‐17 Tank Cleaning Operation ‐2.1.1 General Guidance (Oil Tanker Specific)
G4 Space or Ballast Tank
Void Space or Ballast Tank
Slips and Fall; Fatality; B5 B2 B1 B2 SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability B5 B2 B1 B2 Yes
Fire; Pollution;
Human Error* SAF ‐04 Entry into Enclosed Space ‐2.4.1.1 Health Implications
Explosion Asset damage
SAF ‐04 Entry into Enclosed Space ‐2.10 Authorization of Entry / Enclosed Space Entry Permit
Chapter H‐ Cargo Operation ‐ Oil Tanker
Oil Tanker General
SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability ISGOTT
Asphyxiation; SAF ‐04 Entry into Enclosed Space ‐2.4.1.1 Health Implications
Oil Cargo ‐ Tank entry Equipment failure; Injury;
Exposure to Cargo Vapours; SAF ‐04 Entry into Enclosed Space ‐2.10 Authorization of Entry / Enclosed Space Entry Permit
H1‐01 (for example for mopping, drying, At any time Maintenance failure; Loss of control
Disability; B5 B1 B1 C3 PRO ‐27 Management of Change ‐2.1 General B5 B1 B1 C3 Yes
tank inspection) Human Error* Fatality
Physical Impact to 3rd party; PRO ‐28 Risk Assessment ‐2.1 General
COMOIL ‐17 Tank Cleaning Operation ‐2.1.1 General Guidance (Oil Tanker Specific)
COMOIL ‐03 Responsibilities ‐2.4.2 Additional Duties on Vessels with a Cargo Pump Room ISGOTT
Asphyxiation; SAF ‐04 Entry into Enclosed Space ‐2.3.1 Cargo Pumprooms
Exposure to Cargo Vapours; SAF ‐04 Entry into Enclosed Space ‐2.10 Authorization of Entry / Enclosed Space Entry Permit
H1‐02 Oil Cargo ‐ Pumproom At any time Maintenance failure; Loss of control
Disability; B5 B1 B1 C3 SAF ‐04 Entry into Enclosed Space ‐2.3.1 Cargo Pumprooms B5 C1 B1 C3 Yes
Human Error* Fatality
Physical Impact to 3rd party; COMOIL ‐17 Tank Cleaning Operation ‐2.1.2 General Guidance (Chemical Tanker Specific )
COMOIL ‐09 Loading Operation ‐2.11.6 Blending (Oil Tanker Specific) ISGOTT

Legal Implication (Marpol); Injury;
Equipment failure COMOIL ‐09 Loading Operation ‐2.11.6.1.2 Blending outside Port Limits (Oil Tanker Specific)
Escape of Cargo; Disability;
Oil Cargo ‐ Blending Maintenance failure SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
H1‐03 (including Blending of Bio Fuels)
In Port
Human Error*;
Loss of control Exposure to Cargo Vapours; Fatality; B3 B2 B2 C2 B3 B2 B2 C2 Yes
Fire; Pollution;
Lack of Information
Explosion Asset damage;
COMOIL ‐09 Loading Operation ‐2.11.6.1.3 Loading on Top Procedure (LOT) (Oil Tanker Specific) ISGOTT
Injury;
Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Equipment failure Disability;
Oil Cargo Exposure to Cargo Vapours;
H1‐04 Loading On Top
At Sea or in port Maintenance failure Loss of control
Fire;
Fatality; B3 B2 B2 C2 B3 B2 B2 C2 Yes
Explosion
Asset damage;
COMOIL ‐09 Loading Operation ‐2.12 Commingling of Cargo (Oil Tanker Specific) ISGOTT

Injury;
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Oil Cargo Legal Implication (Marpol);
H1‐05 Commingling
Exposure to Cargo Vapours;
Fatality; B3 B2 B2 C2 B3 B2 B2 C2 Yes
Asset damage;
COMOIL ‐08A Pre Arrival ‐2.3.1 Pre‐arrival Information Exchange ‐before arrival ISGOTT

Injury;
Escape of Cargo; COMOIL ‐08B Pre Arrival Loading ‐2.3 Pre‐arrival Information Exchange
Oil Cargo Exposure to Cargo Vapours; COMOIL ‐11 Pre‐Arrival Discharging ‐2.3 Pre‐arrival Information
H1‐06 Pre‐Arrival
Fire;
Fatality; B3 B2 B2 C2 COMOIL B3 B2 B2 C2 Yes
Explosion
Asset damage;
COMOIL ‐15 Vapour Return ‐2.1 General ISGOTT

Injury;
Escape of Cargo; COMOIL ‐15 Vapour Return ‐2.4 Vapour Return System Manifolds
Exposure to Cargo Vapours; COMOIL ‐15 Vapour Return ‐2.5 Ship‐ Shore Agreement on the use of Vapour Return System
H1‐07 Oil Cargo using VEC At Sea or in port Maintenance failure Loss of control
Fire;
Fatality; B3 B2 B2 C2 COMOIL ‐15 Vapour Return ‐2.6 Working Hazards when using a Vapour Return Line B3 B2 B2 C2 Yes
Explosion COMOIL ‐09 Loading Operation ‐2.7.4.1 Vapour Return Line
Asset damage;
COMOIL ‐12 Discharging Operation ‐2.5.5.1 Vapour Return Line
13
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Oil Cargoes Non‐Flammable & Non‐Toxic
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS
Escape of Cargo; Injury;
Equipment failure; COMOIL ‐09 Loading Operation ‐2.7 Manifold Connection
Oil Cargo Loss of control; Escape and Exposure to Cargo Disability;
In Port; Human Error*;
H2‐1 Connecting / Disconnecting a
during STS at sea Inadequate PPE;
Loss of primary containment Vapours; Fatality; B4 B1 B1 B1 COMOIL
COMOIL
‐09 Loading Operation
‐2.7.1.1 Vessel's Cargo Hoses (Oil Tanker Specific)
‐2.7.1.2 Submerged Hoses B4 B1 B1 B1 Yes
cargo hose Physical Impact to crewmembers; Pollution;
Wrong equipment; COMOIL ‐09 Loading Operation ‐2.7.1.3 SBM (Oil Tanker Specific)
Physical Impact to 3rd party Asset damage;
Ship/Shore interface failure. COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting
Equipment failure; COMOIL ‐09 Loading Operation ‐2.7 Manifold Connection
Oil Cargo Loss of control; Escape and Exposure to Cargo Disability;
In Port; Human Error*; COMOIL ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm)
H2‐2 Connecting / Disconnecting to a
Loss of primary containment Vapours; Fatality; B4 B1 B1 B1 COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting B4 B1 B1 B1 Yes
hard arm Physical Impact to crewmembers; Pollution;
Wrong equipment;
Ship/Shore interface failure.
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐09 Loading Operation ‐2.11.2 Loading Rates
Disability;
Oil Cargo In Port; Human Error*; Escape of Cargo Vapours;
H2‐3 Opening / closing cargo valves during STS at sea Inadequate PPE;
Fatality; B3 B1 B1 B1 COMOIL
MTN
‐10 Maintenance and Inspection of Cargo Equipment and Systems
‐2.11.4 Changing Cargo Tanks
‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC) B3 B1 B1 B1 Yes
Pollution;
Wrong equipment; Physical Impact to 3rd party MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Asset damage;
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS
COMOIL ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Human Error*; Escape of Cargo; Injury;
Oil Cargo In Port; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
H2‐4 Changing a cargo tank during STS at sea
Maintenance failure Loss of primary containment Escape and Exposure to Cargo Pollution; B3 B1 B1 B1 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves B3 B1 B1 B1 Yes
Inadequate PPE Vapours; Asset damage;

Maintenance failure; COMOIL ‐09 Loading Operation ‐2.11.5 Topping‐ Off
Escape of Cargo;
Oil Cargo In Port; Human Error*; Pollution; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
H2‐5 Topping up during STS at sea Inadequate PPE;
Loss of primary containment Escape and Exposure to Cargo
Asset damage; B2 B1 B2 B1 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves B2 B1 B2 B1 Yes
Vapours;

Maintenance failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.13 Sampling and Gauging
Oil Cargo In Port; Equipment failure; Escape of Cargo Vapours; Injury; COMOIL ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
H2‐6 Sampling / Gauging during STS at sea Human Error*;
Physical Impact to crewmembers; Pollution B2 B1 B2 B1 COMOIL ‐09 Loading Operation ‐2.10.2.2 Sampling Process B2 B1 B2 B1 Yes
Inadequate PPE Physical Impact to 3rd party COMOIL ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
COMOIL ‐09 Loading Operation ‐2.10.2.3 Final Sample
Maintenance failure; COMOIL ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable)
Oil Cargo Equipment failure; COMOIL ‐10 Transit ‐2.4.1 Heated Cargoes
H2‐7 Transit
At Sea
Human Error*;
Loss of primary containment Escape of Cargo Vapours; Pollution; B1 B1 B5 B1 COMOIL ‐10 Transit ‐2.4.8 Depressurization of Cargo Lines during Voyage B1 B1 B5 B1 Yes
Impact to the Cargo Asset damage;
Inadequate PPE COMOIL ‐10 Transit ‐2.4.4 Hydrocarbon (HC) Monitoring (Oil Tanker Specific)
COMOIL ‐10 Transit ‐2.4.5 High Reid Vapour Pressure (RVP) Monitoring (Oil Tanker Specific)
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS, Miracle
COMOIL ‐17 Tank Cleaning Operation ‐2.1.1 General Guidance (Oil Tanker Specific)
Equipment failure; Loss of control Escape of Cargo; Injury;
Oil Cargo COMOIL ‐17 Tank Cleaning Operation ‐2.3 Instructions for Tank Washing
H2‐8 Tank Cleaning
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Pollution; B2 B2 B4 B1 COMOIL ‐17 Tank Cleaning Operation ‐2.3.1 Tank Cleaning Instructions for Oil Tankers (Oil Tanker Specific) B2 B2 B4 B1 Yes
Inadequate PPE; Physical Impact to crewmembers; Asset damage;
COMOIL ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
Wrong equipment
COMOIL ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS, OCIMF STS Guide
Escape of Cargo; COMOIL ‐23 STS Operations ‐2.1 General Conditions and Requirements
Equipment failure; Loss of control Injury;
Oil Cargo Escape of Cargo Vapours; COMOIL ‐23 STS Operations ‐2.10 Weather Conditions and Limitations
H2‐9 STS operation
In Port or at Sea Human Error*; Loss of primary containment
Pollution; B3 B3 B4 B1 COMOIL ‐23 STS Operations ‐2.6 Communication B3 B3 B4 B1 Yes
Inadequate PPE; Asset damage;
Physical Impact to 3rd party COMOIL ‐23 STS Operations ‐2.7 Approval by Authorities
Wrong equipment
COMOIL ‐23 STS Operations ‐2.12 Mooring
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS, Miracle
COMOIL ‐19 Slop and Sample Management ‐2.3 Oil Cargo Slops (OIL Tanker Specific)
Equipment failure; Loss of control Legal Implication (Marpol); Injury;
Oil Cargo COMOIL ‐19 Slop and Sample Management ‐2.3.1 Discharge requirements according to MARPOL Annex I (Oil Tanker Specific)
H2‐10 Slops
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Pollution; B2 B1 B4 B1 COMOIL ‐19 Slop and Sample Management ‐2.3.3 Special Oils like Bio‐Diesel MARPOL Annex I (Oil Tanker Specific) B2 B1 B4 B1 Yes
Inadequate PPE; Escape of Cargo; Asset damage;
COMOIL ‐19 Slop and Sample Management ‐2.5 OIL Cargo Slops (Oil Tanker Specific)
Wrong equipment
14
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Oil Cargoes (Flammable)
Maintenance failure; Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS
Injury;
Equipment failure; Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
Oil Flammable Loss of primary containment; Disability;
In Port; Human Error*; Physical Impact to crewmembers; COMOIL ‐09 Loading Operation ‐2.7.1.1 Vessel's Cargo Hoses (Oil Tanker Specific)
During STS Inadequate PPE;
Loss of control
Fatality; C4 C2 C2 C2 COMOIL ‐09 Loading Operation ‐2.7.1.2 Submerged Hoses C4 C2 C2 C2 Yes
cargo hose Pollution;
Wrong equipment; Fire; COMOIL ‐09 Loading Operation ‐2.7.1.3 SBM (Oil Tanker Specific)
Asset damage;
Static Electricity; Explosion COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting
Injury;
Oil Flammable Loss of primary containment; Disability;
Human Error*; Physical Impact to crewmembers; COMOIL ‐09 Loading Operation ‐2.7 Manifold Connection
H3‐2 Connecting / Disconnecting to a In Port
Inadequate PPE;
Loss of control
Fatality; C4 C2 C2 C2 COMOIL ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm) C4 C2 C2 C2 Yes
hard arm Pollution;
Wrong equipment; Fire; COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting
Asset damage;
Static Electricity; Explosion
Injury;
Oil Flammable ‐ Opening / closing Equipment failure; Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
Loss of primary containment; Disability;
cargo valves In Port; Human Error*; Physical Impact to crewmembers;
H3‐3 (Including Line blowing and During STS Inadequate PPE;
Loss of control
Fatality; C3 D2 C2 D2 COMOIL
COMOIL
‐2.11.2 Loading Rates
‐2.11.4 Changing Cargo Tanks B3 D2 C2 D2 Yes
Pollution;
Pigging) Wrong equipment; Fire; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage;
Static Electricity; Explosion MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS
Injury;
Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
Human Error*; Loss of primary containment; Disability;
Oil Flammable In Port; Physical Impact to crewmembers; COMOIL ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
H3‐4 Changing a cargo tank During STS
Maintenance failure Loss of control
Fatality; C3 C1 C2 C2 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC) B3 B1 B2 B2 Yes
Inadequate PPE Pollution;
Fire; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Asset damage;
Explosion
Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS
Injury;
Maintenance failure; Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
In Port; Human Error*; Physical Impact to crewmembers; COMOIL ‐09 Loading Operation ‐2.11.5 Topping‐ Off
H3‐5 bznker
Loss of control
Fatality; C3 C2 C2 C2 B3 B1 B2 B2 Yes
Pollution;
Ship/Shore interface failure. Fire;
Asset damage;
Explosion
Injury;
Equipment failure; Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.13 Sampling and Gauging
Disability;
Oil Flammable In Port; Human Error*; Physical Impact to crewmembers; COMOIL ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
H3‐6 Sampling / Gauging During STS Inadequate PPE;
Fatality; D2 B1 C1 D1 COMOIL ‐09 Loading Operation ‐2.10.2.2 Sampling Process B3 B1 B2 B2 Yes
Pollution;
Static Electricity; Fire; COMOIL ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage;
Wrong equipment Explosion COMOIL ‐09 Loading Operation ‐2.10.2.3 Final Sample
Injury;
Human Error*; Escape of Cargo; COMOIL ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable)
Disability;
Oil Flammable Maintenance failure; Escape of Cargo Vapours; COMOIL ‐10 Transit ‐2.4.1 Heated Cargoes
H3‐7a Transit ‐ Inerted condition
At Sea
Equipment failure
Escape of Inert Gas;
Fatality; B3 B3 B5 B3 COMOIL ‐10 Transit ‐2.4.8 Depressurization of Cargo Lines during Voyage B3 B3 B5 B3 Yes
Pollution;
Physical Impact to crewmembers COMOIL ‐10 Transit ‐2.4.4 Hydrocarbon (HC) Monitoring (Oil Tanker Specific)
Asset damage;
Escape of Cargo; NA ISGOTT, MSDS
Escape of Cargo Vapours; NA
Oil Flammable Physical Impact to crewmembers; NA
H3‐7b Transit ‐ NON Inerted condition
At Sea Human Error*; Loss of primary containment
Fatality; B5 B5 B5 B3 NA B5 B5 B5 B5 Yes
Fire; NA
Wrong equipment Asset damage;
Explosion NA
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS; Miracle,
Injury;
Maintenance failure; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
Oil Flammable Equipment failure; COMOIL ‐17 Tank Cleaning Operation ‐2.1.1 General Guidance (Oil Tanker Specific)
H3‐8a Tank Cleaning ‐ Inerted condition
At any time
Human Error*;
Loss of primary containment Escape of Cargo Vapours; Fatality; B2 B2 D1 D1 COMOIL ‐17 Tank Cleaning Operation ‐2.3.1 Tank Cleaning Instructions for Oil Tankers (Oil Tanker Specific) B2 B2 D1 D1 Yes
Physical Impact to crewmembers Pollution;
Inadequate PPE COMOIL ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
Asset damage;
Maintenance failure; NA ISGOTT, MSDS; Miracle,
Equipment failure; NA
Oil Flammable Escape of Cargo Vapours; Disability;
Human Error*; NA
H3‐8b Tank Cleaning ‐ NON Inerted At any time
Inadequate PPE;
Loss of primary containment Physical Impact to crewmembers; Fatality; B5 B5 B4 B4 NA B5 B5 B4 B4 Yes
condition Fire; Pollution;
Static Electricity; NA
Wrong equipment NA
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS; Miracle,
Injury;
Disability;
Oil Flammable Human Error*; Physical Impact to crewmembers; COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.12 Purging
H3‐8c Purging or Gas freeing operation
At any time
Inadequate PPE;
Fire;
Fatality; B5 B5 B4 B4 COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.13 Gas Freeing B5 B5 B4 B4 Yes
Pollution;
Static Electricity; Explosion COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.14 Portable Gas Freeing Fans
Asset damage;
Wrong equipment COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.6.1 Inert Gas on Deck
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS; Miracle,
Injury;
Maintenance failure; COMOIL ‐17 Tank Cleaning Operation ‐2.8.3 Crude Oil Washing (COW) (Oil Tanker Specific)
Oil Flammable Equipment failure; COMOIL ‐17 Tank Cleaning Operation ‐2.8.3.2 Tanks to be Crude Oil Washed (Oil Tanker Specific)
H3‐8d Tank Cleaning ‐ COW
At any time
Human Error*;
Loss of primary containment Escape of Cargo Vapours; Fatality; B2 B2 D1 D1 COMOIL ‐17 Tank Cleaning Operation ‐2.8.3.6 Precautions against Leakage from the Washing System (Oil Tanker Specific) B2 B2 D1 D1 Yes
Physical Impact to crewmembers Pollution;
Inadequate PPE COMOIL ‐17 Tank Cleaning Operation ‐2.8.3.8 Isolation of the Tank Cleaning Heater (Oil Tanker Specific)
Asset damage;
COMOIL ‐17 Tank Cleaning Operation ‐2.8.3.9 Control of Vapour Emissions (Oil Tanker Specific)
Maintenance failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes ISGOTT, MSDS, OCIMF STS Guide
Injury;
Equipment failure; Escape of Cargo Vapours; COMOIL ‐23 STS Operations ‐2.1 General Conditions and Requirements
In Port; Disability;
Oil Flammable Human Error*; Physical Impact to crewmembers; COMOIL ‐23 STS Operations ‐2.10 Weather Conditions and Limitations
During STS at sea;
Inadequate PPE;
Fatality; B5 B5 B3 B4 COMOIL ‐23 STS Operations ‐2.6 Communication B5 B5 B3 B4 Yes
During tank cleaning Pollution;
Static Electricity; Fire; COMOIL ‐23 STS Operations ‐2.7 Approval by Authorities
Asset damage;
Wrong equipment; Explosion COMOIL ‐23 STS Operations ‐2.12 Mooring
Maintenance failure; Legal Impact (Marpol); COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes ISGOTT, MSDS
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐19 Slop and Sample Management ‐2.3 Oil Cargo Slops (OIL Tanker Specific)
Disability;
Oil Flammable Human Error*; Escape of Cargo Vapours; COMOIL ‐19 Slop and Sample Management ‐2.3.1 Discharge requirements according to MARPOL Annex I (Oil Tanker Specific)
H3‐10 Slops
At any time
Inadequate PPE;
Fatality; B4 B2 B3 B2 COMOIL ‐19 Slop and Sample Management ‐2.3.3 Special Oils like Bio‐Diesel MARPOL Annex I (Oil Tanker Specific) B4 B2 B3 B2 Yes
Pollution;
Static Electricity; Physical Impact to 3rd party; COMOIL ‐19 Slop and Sample Management ‐2.5 OIL Cargo Slops (Oil Tanker Specific)
Asset damage;
Wrong equipment Fire;
COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes ISGOTT, MSDS
Escape of Cargo Vapours; Injury;
Maintenance failure; COMOIL ‐04 Hazards ‐2.3.11 Electric Storm
Oil Flammable During loading; Fire; Disability;
Equipment failure; COMOIL ‐04 Hazards ‐2.3.10 Static Electricity
H3‐11 Lightning (Thunderstorm / During STS;
Human Error*;
Loss of control Explosion; Fatality; B5 B5 B3 B3 B5 B5 B3 B3 Yes
Electrical Storm) During tank cleaning Physical Impact to crewmembers; Pollution;
Static Electricity
Physical Impact to 3rd party; Asset damage;

Maintenance failure; COMOIL ‐04 Hazards ‐2.3 Flammable Cargoes
During loading; Fire; Disability;
Oil Flammable Equipment failure; COMOIL ‐04 Hazards ‐2.3.3 Use of Intrinsically Safe Equipment
H3‐12 General
During STS;
Human Error*;
Loss of control Explosion; Fatality; B5 B5 B5 B4 COMOIL ‐04 Hazards ‐2.3.5 Monitoring of Ballast and Void Space Atmospheres B5 B5 B5 B4 Yes
During tank cleaning Physical Impact to crewmembers; Pollution;
Static Electricity COMOIL ‐04 Hazards ‐2.3.10 Static Electricity
COMOIL ‐04 Hazards ‐2.3.10.3.1 Insulating
15
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L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Oil Cargoes Toxic (H2S, High Benzene content etc.)
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE AKA Comment: ISGOTT, MSDS
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes A Toxic Oil is any Oil exceeding the
Oil Toxic Loss of primary containment; Chronic disease (e.g. cancer);
In Port; Human Error*; Escape of Cargo Vapours; COMOIL ‐09 Loading Operation ‐2.7.1.1 Vessel's Cargo Hoses (Oil Tanker Specific) TLV‐TWA requireemtns of the
Loss of control
Fatality; B5 B1 B2 B2 COMOIL ‐09 Loading Operation ‐2.7.1.2 Submerged Hoses company, especially H2S and B5 B1 B2 B2 Yes
Wrong equipment; Physical Impact to 3rd party COMOIL ‐09 Loading Operation ‐2.7.1.3 SBM (Oil Tanker Specific) Benzene
Asset damage
Ship/Shore interface failure. COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.7.1 Cargo Hoses
Oil Toxic Loss of primary containment; Chronic disease (e.g. cancer);
Human Error*; Escape of Cargo Vapours; COMOIL ‐09 Loading Operation ‐2.7 Manifold Connection
H4‐2 Connecting / Disconnecting to a In Port
Inadequate PPE;
Loss of control
Fatality; B5 B1 B2 B2 COMOIL ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm) B5 B1 B2 B2 Yes
hard arm Pollution;
Wrong equipment; Physical Impact to 3rd party COMOIL ‐12 Discharging Operation ‐2.12 Disconnecting
Asset damage
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes
Loss of primary containment; Chronic disease (e.g. cancer);
Oil Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOIL ‐09 Loading Operation ‐2.11.2 Loading Rates
H4‐3 Opening / closing cargo valves During STS Inadequate PPE;
Loss of control
Fatality; B3 B1 B2 B2 COMOIL ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks B3 B1 B2 B2 Yes
Pollution;
Wrong equipment; Physical Impact to 3rd party MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage
Ship/Shore interface failure. MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Injury;
Oil Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOIL ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
H4‐4 Changing a cargo tank During STS Inadequate PPE;
Loss of control
Fatality; B3 B1 B1 B2 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC) B3 B1 B1 B2 Yes
Pollution;
Wrong equipment; Physical Impact to 3rd party MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Asset damage
Injury;
Oil Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOIL ‐09 Loading Operation ‐2.11.5 Topping‐ Off
H4‐5 Topping up During STS Inadequate PPE;
Loss of control
Pollution;
Wrong equipment; Physical Impact to 3rd party
Asset damage
Injury;
Equipment failure; Escape of Cargo; COMOIL ‐04 Hazards ‐2.13 Sampling and Gauging
Oil Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes
H4‐6 Sampling / Gauging During STS Inadequate PPE;
Loss of control
Fatality; B4 B1 B1 B2 COMOIL ‐09 Loading Operation ‐2.10.2.2 Sampling Process B4 B1 B1 B2 Yes
Pollution;
Wrong equipment; Physical Impact to 3rd party COMOIL ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage
Ship/Shore interface failure. COMOIL ‐09 Loading Operation ‐2.10.2.3 Final Sample
Human Error*; Injury; COMOIL ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable)
Escape of Cargo;
Oil Toxic Maintenance failure; Chronic disease (e.g. cancer); COMOIL ‐10 Transit ‐2.4.1 Heated Cargoes
H4‐7 Transit
At Sea
Equipment failure;
Loss of primary containment Escape of Cargo Vapours;
Fatality; C3 B2 B4 C2 COMOIL ‐10 Transit ‐2.4.8 Depressurization of Cargo Lines during Voyage C3 B2 B4 C2 Yes
Inadequate PPE Pollution COMOIL ‐10 Transit ‐2.4.4 Hydrocarbon (HC) Monitoring (Oil Tanker Specific)
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS, Miracle,
Human Error*; Injury; COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes
Escape of Cargo;
Oil Toxic Maintenance failure; Chronic disease (e.g. cancer); COMOIL ‐17 Tank Cleaning Operation ‐2.1.1 General Guidance (Oil Tanker Specific)
H4‐8 Tank Cleaning
At any time
Equipment failure;
Fatality; B5 B2 C2 C2 COMOIL ‐17 Tank Cleaning Operation ‐2.3.1 Tank Cleaning Instructions for Oil Tankers (Oil Tanker Specific) B5 B2 C2 C2 Yes
Inadequate PPE Pollution COMOIL ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE ISGOTT, MSDS, Miracle,
Injury; COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes
Equipment failure; Escape of Cargo;
Oil Toxic Chronic disease (e.g. cancer); COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.12 Purging
H4‐8A Purging or Gas freeing operation
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours;
Fatality; B5 B1 C2 C2 COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.13 Gas Freeing B5 B1 C2 C2 Yes
Inadequate PPE; Physical Impact to crewmembers
Pollution (Air); COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.5.14 Portable Gas Freeing Fans
Wrong equipment
COMOIL ‐16A Inert Gas Oil Ops. Tanker ‐2.6.1 Inert Gas on Deck
COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes ISGOTT, MSDS, OCIMF STS Guide
Injury; COMOIL ‐23 STS Operations ‐2.1 General Conditions and Requirements
Equipment failure; Escape of Cargo;
Oil Toxic Chronic disease (e.g. cancer); COMOIL ‐23 STS Operations ‐2.10 Weather Conditions and Limitations
During STS Human Error*; Loss of primary containment Escape of Cargo Vapours;
Fatality; B4 B1 B2 B2 COMOIL ‐23 STS Operations ‐2.6 Communication B4 B1 B2 B2 Yes
Inadequate PPE; Physical Impact to crewmembers
Pollution COMOIL ‐23 STS Operations ‐2.7 Approval by Authorities
Ship/Ship interface failure.
COMOIL ‐23 STS Operations ‐2.12 Mooring
COMOIL ‐04 Hazards ‐2.4 Toxic Cargoes ISGOTT, MSDS, Miracle,
Maintenance failure Legal Implication (Marpol);
Injury; COMOIL ‐19 Slop and Sample Management ‐2.3 Oil Cargo Slops (OIL Tanker Specific)
Equipment failure Escape of Cargo and/or vapours;
Oil Toxic Chronic disease (e.g. cancer); COMOIL ‐19 Slop and Sample Management ‐2.3.1 Discharge requirements according to MARPOL Annex I (Oil Tanker Specific)
H4‐10 Slops
At any time Human Error* Loss of primary containment Exposure to Toxic Vapours;
Fatality; B4 B1 B2 B2 COMOIL ‐19 Slop and Sample Management ‐2.3.3 Special Oils like Bio‐Diesel MARPOL Annex I (Oil Tanker Specific) B4 B1 B2 B2 Yes
Inadequate PPE Physical Impact to crewmembers;
Pollution COMOIL ‐19 Slop and Sample Management ‐2.5 OIL Cargo Slops (Oil Tanker Specific)
Wrong equipment Physical Impact to 3rd party
COMOIL ‐04 Hazards ‐2.4.2 Personal Protection and High Risk Areas ISGOTT, MSDS, Miracle,
Maintenance failure Legal Implication (Marpol);
Injury; COMOIL ‐04 Hazards ‐2.4.3 Liquid Petroleum (Oil Tanker Specific)
Equipment failure Escape of Cargo and/or vapours;
Oil Toxic Chronic disease (e.g. cancer); COMOIL ‐04 Hazards ‐2.4.5.2 Cargoes containing Benzene
H4‐10 General
At any time Human Error* Loss of primary containment Exposure to Toxic Vapours;
Fatality; B5 B1 B4 C2 COMOIL ‐04 Hazards ‐2.4.6.1.1 Hydrogen Sulphide (H2S) B5 B1 B4 C2 Yes
Inadequate PPE Physical Impact to crewmembers;
Pollution COMOIL ‐04 Hazards ‐2.4.6.1.2 Mercaptans ( Oil Tanker Specific )
Wrong equipment Physical Impact to 3rd party
COMOIL ‐04 Hazards ‐2.4.6.1.3 Oil Cargoes containing Aromatics (Oil Tanker Specific)
16
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chapter I ‐ Cargo Operation ‐ Chemical Tanker
Chemical Tanker General
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, MSDS, Miracle, A Masters Guide
Asphyxiation; SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability to Enclosed Space Entry, CDI Best
Chemical Tanker ‐ Tank Entry Equipment failure; Injury;
Exposure to Cargo Vapours; SAF ‐04 Entry into Enclosed Space ‐2.4.1.1 Health Implications practice recommendation regarding the
I1‐01 (for example for mopping, drying, At any time Maintenance failure; Loss of control
Disability; C5 B1 B1 C3 SAF ‐04 Entry into Enclosed Space ‐2.11 Precautions Before Entry into an Enclosed Space use of Nitrogen B5 B1 B1 B3 Yes
tank inspection) Human Error* Fatality
Physical Impact to 3rd party; SAF ‐04 Entry into Enclosed Space ‐2.18 Multiple Cargo Tank Entry on Chemical Tankers
COMOILC ‐17 Tank Cleaning Operation ‐2.12 Mopping
COMOILC ‐17 Tank Cleaning Operation ‐2.14.1 Sweeping/ Squeezing (Chemical Tanker Specific) TSG‐C, MSDS, Miracle, A Masters Guide
Asphyxiation; COMOILC ‐17 Tank Cleaning Operation ‐2.14.2 Tank Cleaning after Vegetable Oils (Chemical Tanker Specific) to Enclosed Space Entry, CDI Best
Chemical Tanker ‐ Tank Entry Equipment failure; Injury;
Exposure to Cargo Vapours; SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability practice recommendation regarding the
I1‐01A (for the purpose of sweeping / At any time Maintenance failure; Loss of control
Disability; C5 B1 B1 C3 SAF ‐04 Entry into Enclosed Space ‐2.16 Enclosed Space Entry when the Atmosphere is Known or Suspected to be unsafe use of Nitrogen B5 B1 B1 B3 Yes
squeezing) Human Error* Fatality
Physical Impact to 3rd party; SAF ‐04 Entry into Enclosed Space ‐2.11 Precautions Before Entry into an Enclosed Space
SAF ‐04 Entry into Enclosed Space ‐2.18 Multiple Cargo Tank Entry on Chemical Tankers
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE Cell divided sample locker TSG‐C, MSDS, Miracle
Injury;
Damage of Cargo samples and/or COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity Sample locker outside
Chemical Tanker In the Sample Locker and other Loss of control; release of vapours; COMOILC ‐20 Cargo Sampling ‐2.4.1 Vessel's Tanks Samples accommodation
I1‐02 Cargo Samples places at any time
Loss of primary containment Physical Impact to crewmembers;
Fatality; B4 B2 B1 B2 COMOILC ‐20 Cargo Sampling ‐2.6 Open Sampling Process B4 B2 B1 B2 Yes
Physical Impact to 3rd party COMOILC ‐20 Cargo Sampling ‐2.9 Dedicated Sample Locker
Asset damage
COMOILC ‐20 Cargo Sampling ‐2.8.2 Sample Disposal‐ Chemical Cargoes (Chemical Tanker Specific)
COMOILC ‐07 Cargo Planning ‐2.1.1 Carriage of Chemical Cargoes (Chemical Tanker Specific) TSG‐C, MSDS, Miracle, Tripartite
Construction error; Legal exposure (Marpol / SOLAS); Injury;
COMOILC ‐07 Cargo Planning ‐2.3.2 Cargo Information (Chemical Tanker Specific) Agreement
Lack of information; Physical Impact to crewmembers; Disability;
Chemical Tanker ‐ New Cargo Loss of control PRO ‐27 Management of Change ‐2.1 General
I1‐03 (to the Industry)
At any time Not covered in the SMS; Physical Impact to 3rd party; Fatality; B3 B2 B1 B3 PRO ‐28 Risk Assessment ‐2.1 General B3 B2 B1 B3 Yes
Lack of knowledge Fire; Pollution;
Human Error* Explosion. Asset damage
COMOILC ‐07 Cargo Planning ‐2.1.1 Carriage of Chemical Cargoes (Chemical Tanker Specific) TSG‐C, TSG‐G, MSDS, Miracle

COMOILC ‐07 Cargo Planning ‐2.3.2 Cargo Information (Chemical Tanker Specific)
Chemical Tanker ‐ New Cargo Loss of control PRO ‐27 Management of Change ‐2.1 General
I1‐04 (to the company)
At any time Not covered in the SMS; Physical Impact to 3rd party; Fatality; C4 B3 B3 B3 PRO ‐28 Risk Assessment ‐2.1 General B5 B5 B5 B5 Yes
COMOILC ‐07 Cargo Planning ‐2.6 Loading Plan TSG‐C, TSG‐G, MSDS, Miracle

COMOILC ‐07 Cargo Planning ‐2.1.1 Carriage of Chemical Cargoes (Chemical Tanker Specific)
Chemical Tanker ‐ New Cargo Loss of control COMOILC ‐07 Cargo Planning ‐2.3.2 Cargo Information (Chemical Tanker Specific)
I1‐05 (to the vessel)
At any time Not covered in the SMS; Physical Impact to 3rd party; Fatality; B4 B3 B3 B2 PRO ‐27 Management of Change ‐2.1 General B5 B5 B5 B5 Yes
SAF ‐04 Entry into Enclosed Space ‐2.2 Responsibility and Accountability ISGOTT

Asphyxiation; SAF ‐04 Entry into Enclosed Space ‐2.4.1.1 Health Implications
Chemical Cargo ‐ Ballast Pump Exposure to Cargo Vapours; SAF ‐04 Entry into Enclosed Space ‐2.10 Authorization of Entry / Enclosed Space Entry Permit
I1‐06 room
At any time Maintenance failure; Loss of control
Disability; B5 B1 B1 C3 SAF ‐04 Entry into Enclosed Space ‐2.3.4 Ballast Pumprooms B5 C1 B1 C3 Yes
Human Error* Fatality
Physical Impact to 3rd party; COMOILC ‐17 Tank Cleaning Operation ‐2.1.2 General Guidance (Chemical Tanker Specific )
COMOILC ‐15 Vapour Return ‐2.1 General ISGOTT

Injury;
Escape of Cargo; COMOILC ‐15 Vapour Return ‐2.4 Vapour Return System Manifolds
Exposure to Cargo Vapours; COMOILC ‐15 Vapour Return ‐2.5 Ship‐ Shore Agreement on the use of Vapour Return System
H1‐07 Chemical Cargo using VEC At Sea or in port Maintenance failure Loss of control
Fire;
Fatality; B3 B2 B2 C2 COMOILC ‐15 Vapour Return ‐2.6 Working Hazards when using a Vapour Return Line B3 B2 B2 C2 Yes
Explosion COMOILC ‐09 Loading Operation ‐2.7.4.1 Vapour Return Line
Asset damage;
COMOILC ‐12 Discharging Operation ‐2.5.5.1 Vapour Return Line
Chemical Cargoes Non‐Flammable & Non‐Toxic
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS,
Equipment failure; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Chemical Cargo Loss of control; Escape and Exposure to Cargo Disability;
In Port; Human Error*;
I2‐1 Connecting / Disconnecting a
Loss of primary containment Vapours; Fatality; B4 B1 B1 B1 COMOILC
COMOILC
‐2.7.1 Cargo Hoses
‐2.7.1.2 Submerged Hoses B4 B1 B1 B1 Yes
cargo hose Physical Impact to crewmembers; Pollution;
Wrong equipment; COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Equipment failure; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Chemical Cargo Loss of control; Escape and Exposure to Cargo Disability;
Human Error*; COMOILC ‐09 Loading Operation ‐2.9.1 Loading Operations
I2‐2 Connecting / Disconnecting to a In Port
Inadequate PPE;
Loss of primary containment Vapours; Fatality; B4 B1 B1 B1 COMOILC ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm) B4 B1 B1 B1 Yes
hard arm Physical Impact to crewmembers; Pollution;
Wrong equipment; COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Equipment failure; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Escape and Exposure to Cargo Disability;
Chemical Cargo In Port; Human Error*;
I2‐3 Opening / closing cargo valves during STS at sea Inadequate PPE;
Loss of primary containment Vapours; Fatality; B3 B1 B1 B1 COMOILC
MTN
‐10 Maintenance and Inspection of Cargo Equipment and Systems
‐2.9.1 Loading Operations
‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC) B3 B1 B1 B1 Yes
Physical Impact to crewmembers; Pollution;
Wrong equipment; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS,
COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Human Error*; Escape of Cargo; Injury;
Chemical Cargo In Port; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
I2‐4 Changing a cargo tank during STS at sea
Maintenance failure Loss of primary containment Escape and Exposure to Cargo Pollution; B2 B1 B2 B1 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves B2 B1 B2 B1 Yes
Inadequate PPE Vapours; Asset damage;

Maintenance failure; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
Chemical Cargo In Port; Human Error*; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
I2‐5 Topping up during STS at sea Inadequate PPE;
Loss of primary containment Escape and Exposure to Cargo Pollution; B2 B1 B2 B1 MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves B2 B1 B2 B1 Yes
Vapours; Asset damage;

Maintenance failure; Escape of Cargo; COMOILC ‐04 Hazards ‐2.13 Sampling and Gauging
Chemical Cargo In Port; Equipment failure; Escape of Cargo Vapours; Injury; COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
I2‐6 Sampling / Gauging during STS at sea Human Error*;
Physical Impact to crewmembers; Pollution B2 B1 B2 B1 COMOILC ‐09 Loading Operation ‐2.10.2.2 Sampling Process B2 B1 B2 B1 Yes
Inadequate PPE Physical Impact to 3rd party COMOILC ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
COMOILC ‐09 Loading Operation ‐2.10.2.3 Final Sample
Human Error*; COMOILC ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable)
Chemical Cargo Maintenance failure; COMOILC ‐10 Transit ‐2.4.1 Heated Cargoes
I2‐7 Transit
At Sea
Equipment failure
Loss of primary containment Escape and Exposure to Cargo Pollution; B2 B1 B2 B1 COMOILC ‐10 Transit ‐2.4.8 Depressurization of Cargo Lines during Voyage B2 B1 B2 B1 Yes
Vapours; Asset damage;
COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, MSDS; Miracle, ISGOTT

COMOILC ‐17 Tank Cleaning Operation ‐2.3.2 Tank Cleaning Instructions for Chemical Tankers (Chemical Tanker Specific)
Chemical Cargo
I2‐8 Tank Cleaning
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Pollution; B3 B2 B2 B1 COMOILC
COMOILC
‐17 Tank Cleaning Operation
‐17 Tank Cleaning Operation
‐2.3 Instructions for Tank Washing
‐2.4 Preparations for Tank Washing B3 B2 B2 B1 Yes
COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific)
Wrong equipment
COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives
COMOILC ‐23 STS Operations ‐2.1 General Conditions and Requirements TSG‐C, IBC Code, MSDS, OCIMF/ICS STS
COMOILC ‐23 STS Operations ‐2.10 Weather Conditions and Limitations Guide
Chemical Cargo COMOILC ‐23 STS Operations ‐2.6 Communication
I2‐9 STS operation
In Port or at Sea Human Error*; Loss of primary containment Escape of Cargo Vapours; Pollution; B3 B2 B2 B1 COMOILC ‐23 STS Operations ‐2.7 Approval by Authorities B3 B2 B2 B1 Yes
COMOILC ‐23 STS Operations ‐2.12 Mooring
Wrong equipment
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS, Miracle, Dr.

COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) Verwey's
Equipment failure; Loss of control Legal Implication (Marpol); Injury;
Chemical Cargo COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II
I2‐10 Slops
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Pollution; B2 B2 B2 B1 COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific) B2 B2 B2 B1 Yes
Inadequate PPE; Escape of Cargo; Asset damage;
COMOILC ‐19 Slop and Sample Management ‐2.4.3 Pre‐Wash in Transit (Chemical Tanker Specific)
Wrong equipment
COMOILC ‐19 Slop and Sample Management ‐2.4.4 Designated Special Areas under MARPOL Annex II (Chemical Tanker Specific)
17
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Flammable (see IBC Code Column "K" = "F")
Maintenance failure; Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS, Miracle, Dr.
Injury;
Equipment failure; Escape of Cargo Vapours; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes Verwey's
Chemicals Flammable Loss of primary containment; Disability;
In Port; Human Error*; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Loss of control
Fatality; C4 C2 C1 C2 COMOILC ‐09 Loading Operation ‐2.7.1 Cargo Hoses B4 B2 B1 B2 Yes
Wrong equipment; Fire; COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Asset damage;
Static Electricity; Explosion COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Injury;
Chemicals Flammable Loss of primary containment; Disability;
Human Error*; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Inadequate PPE;
Loss of control
Fatality; C4 C2 C1 C2 COMOILC ‐09 Loading Operation ‐2.9.1 Loading Operations B4 B2 B1 B2 Yes
hard arm Pollution;
Wrong equipment; Fire; COMOILC ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm)
Asset damage;
Static Electricity; Explosion COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Injury;
Chemicals Flammable In Port; Human Error*; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
I3‐3 Opening / closing cargo valves During STS Inadequate PPE;
Loss of control
Fatality; C3 C2 C1 C2 COMOILC ‐09 Loading Operation ‐2.9.1 Loading Operations B4 B2 B1 B2 Yes
Pollution;
Wrong equipment; Fire; COMOILC ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7 Cargo & Ballast Valves
Asset damage;
Static Electricity; Explosion COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Escape of Cargo; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS, Miracle, Dr.
Injury;
Escape of Cargo Vapours; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes Verwey's
Human Error*; Loss of primary containment; Disability;
Chemicals Flammable In Port; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
I3‐4 Changing a cargo tank During STS
Maintenance failure Loss of control
Fatality; B3 B2 B1 B2 COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging B3 B2 B1 B2 Yes
Fire; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage;
Explosion MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Injury;
Maintenance failure; Escape of Cargo Vapours; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes Verwey's
Chemicals Flammable In Port; Human Error*; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
I3‐5 Topping up During STS Inadequate PPE;
Loss of control
Pollution;
Ship/Shore interface failure. Fire; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage;
Explosion MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Injury;
Equipment failure; Escape of Cargo Vapours; COMOILC ‐04 Hazards ‐2.13 Sampling and Gauging Verwey's
Disability;
Chemicals Flammable In Port; Human Error*; Physical Impact to crewmembers; COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
I3‐6 Sampling / Gauging During STS Inadequate PPE;
Fatality; C3 B2 C1 C2 COMOILC ‐09 Loading Operation ‐2.10.2.2 Sampling Process B4 B2 C1 C2 Yes
Pollution;
Static Electricity; Fire; COMOILC ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage;
Wrong equipment Explosion COMOILC ‐09 Loading Operation ‐2.10.2.3 Final Sample
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS, Miracle, Dr.
Injury;
Human Error*; Escape of Cargo; COMOILC ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable) Verwey's
Disability;
Chemicals Flammable Maintenance failure; Escape of Cargo Vapours; COMOILC ‐10 Transit ‐2.4.1 Heated Cargoes
I3‐7a Transit ‐ Inerted condition
At Sea
Equipment failure
Escape of Inert Gas;
Fatality; B3 B3 B2 B3 COMOILC ‐10 Transit ‐2.3 Maintaining Inert Condition (when applicable) B3 B3 B2 B3 Yes
Pollution;
Physical Impact to crewmembers COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
Asset damage;
Escape of Cargo Vapours; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes Verwey's
Chemicals Flammable Physical Impact to crewmembers;
I3‐7b Transit ‐ NON Inerted condition
At Sea Human Error*; Loss of primary containment
Fatality; B5 B5 B3 B3 COMOILC
COMOILC
‐04 Hazards
‐10 Transit
‐2.3.3 Use of Intrinsically Safe Equipment
‐2.4 Cargo Monitoring during Transit B5 B5 B3 B3 Yes
Fire;
Wrong equipment Asset damage;
Explosion
COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, MSDS, Miracle, Dr.
Injury;
Maintenance failure; COMOILC ‐17 Tank Cleaning Operation ‐2.6.2 Inerted Tanks (TSG‐C) (Chemical Tanker Specific) Verwey's
Chemicals Flammable ‐ Tank Escape of Cargo; Disability;
Equipment failure; COMOILC ‐04 Hazards ‐2.3.10.5 Tank‐Cleaning with Portable Machines
I3‐8a Cleaning Inerted condition At any time
Human Error*;
Loss of primary containment Escape of Cargo Vapours; Fatality; B5 B2 B2 B2 COMOILC ‐17 Tank Cleaning Operation ‐2.6.4 Adjacent Cargo Tanks (TSG‐C) (Chemical Tanker Specific) B5 B2 B2 B2 Yes
(See also Cargo Tank Entry) Physical Impact to crewmembers Pollution;
Inadequate PPE COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives
Asset damage;
COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Maintenance failure; COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, MSDS, Miracle, Dr.
Equipment failure; COMOILC ‐17 Tank Cleaning Operation ‐2.6.3 Non‐Inerted Tanks (TSG‐C) (Chemical Tanker Specific) Verwey's
Chemicals Flammable ‐ Tank Escape of Cargo Vapours; Disability;
Human Error*; COMOILC ‐04 Hazards ‐2.3.10.5 Tank‐Cleaning with Portable Machines
I3‐8b Cleaning Non Inerted condition At any time
Inadequate PPE;
Loss of primary containment Physical Impact to crewmembers; Fatality; B5 B5 B3 B4 COMOILC ‐17 Tank Cleaning Operation ‐2.6.4 Adjacent Cargo Tanks (TSG‐C) (Chemical Tanker Specific) B5 B5 B3 B3 Yes
(in undefined atmosphere) Fire; Pollution;
Static Electricity; COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives
Wrong equipment COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
COMOILC ‐17 Tank Cleaning Operation ‐2.13 Gas Freeing /Drying (Chemical Tanker Specific) TSG‐C, IBC Code, MSDS, Miracle, Dr.
Maintenance failure; Escape of Cargo; Injury;
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE Verwey's
Chemicals Flammable ‐ Gas Equipment failure; Escape of Cargo Vapours; Disability;
I3‐8c freeing operation At any time Human Error*; Loss of primary containment Physical Impact to crewmembers; Fatality; B5 B5 B5 B4 B5 B5 B5 B4 Yes
(Including venting cargo vapours) Inadequate PPE; Fire; Pollution;
Wrong equipment Explosion Asset damage;
Maintenance failure; COMOILC ‐23 STS Operations ‐2.1 General Conditions and Requirements TSG‐C, IBC Code, MSDS, OCIMF/ICS STS
Equipment failure; COMOILC ‐23 STS Operations ‐2.10 Weather Conditions and Limitations Guide
In Port; Escape of Cargo Vapours; Disability;
Chemicals Flammable Human Error*; COMOILC ‐23 STS Operations ‐2.6 Communication
During STS at sea;
Inadequate PPE;
Loss of primary containment Physical Impact to crewmembers; Fatality; B4 B3 B2 B2 COMOILC ‐23 STS Operations ‐2.7 Approval by Authorities B4 B3 B2 B2 Yes
During tank cleaning Fire; Pollution;
Static Electricity; COMOILC ‐23 STS Operations ‐2.12 Mooring
Wrong equipment;
Maintenance failure; Legal Impact (Marpol); SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, MSDS, Miracle, Dr.
Injury;
Equipment failure; Escape of Cargo; COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) Verwey's
Disability;
Chemicals Flammable Human Error*; Escape of Cargo Vapours; COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II
I3‐10 Slops
At any time
Inadequate PPE;
Fatality; B5 B3 B2 B3 COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific) B5 B3 B2 B3 Yes
Pollution;
Static Electricity; Physical Impact to 3rd party; COMOILC ‐19 Slop and Sample Management ‐2.4.3 Pre‐Wash in Transit (Chemical Tanker Specific)
Asset damage;
Wrong equipment Fire; COMOILC ‐19 Slop and Sample Management ‐2.4.4 Designated Special Areas under MARPOL Annex II (Chemical Tanker Specific)
COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes TSG‐C, IBC Code, MSDS, Miracle, Dr.
Maintenance failure; COMOILC ‐04 Hazards ‐2.3.10 Static Electricity Verwey's
Chemicals Flammable During loading; Fire; Disability;
Equipment failure; COMOILC ‐04 Hazards ‐2.3.11 Electric Storm
I3‐11 Lightning (Thunderstorm / During STS;
Human Error*;
Loss of primary containment Explosion; Fatality; B5 B5 B3 B4 B5 B5 B3 B4 Yes
Electrical Storm) During tank cleaning Physical Impact to crewmembers; Pollution;
Static Electricity
Maintenance failure; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes TSG‐C, IBC Code, MSDS, Miracle, Dr.
Equipment failure; COMOILC ‐04 Hazards ‐2.3.7.1 Inert Gas ‐Nitrogen (Chemical Tanker Specific) Verwey's
Fire; Disability;
Chemicals Flammable Human Error*; COMOILC ‐04 Hazards ‐2.3.10.1.3 Loading in Non‐Inerted Cargo Tanks (Chemical Tanker specific)
I3‐11 General
At any time
Inadequate PPE;
Loss of control Explosion; Fatality; B5 B5 B3 B4 COMOILC ‐04 Hazards ‐2.3.10.5 Tank‐Cleaning with Portable Machines B5 B5 B3 B4 Yes
Physical Impact to crewmembers; Pollution;
Static Electricity; COMOILC ‐04 Hazards ‐2.3.10.9 Loading Over the Top (Splash Filling) (Free Fall Loading)
Wrong equipment COMOILC ‐04 Hazards ‐2.3.5 Monitoring of Ballast and Void Space Atmospheres
18
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Toxic
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC‐Code, IMDG‐Code MSDS,
Injury;
Equipment failure; Escape of Cargo; COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes Chris Code, Miracle,
Chemicals Toxic Loss of primary containment; Chronic disease (e.g. cancer);
In Port; Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Loss of control
Fatality; B5 B1 B2 B3 COMOILC ‐09 Loading Operation ‐2.7.1 Cargo Hoses B5 B1 B2 B3 Yes
Wrong equipment; Physical Impact to 3rd party COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Asset damage
Ship/Shore interface failure. COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Injury;
Chemicals Toxic Loss of primary containment; Chronic disease (e.g. cancer);
Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Inadequate PPE;
Loss of control
Fatality; B5 B1 B2 B3 COMOILC ‐09 Loading Operation ‐2.9.1 Loading Operations B5 B1 B2 B3 Yes
hard arm Pollution;
Wrong equipment; Physical Impact to 3rd party COMOILC ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm)
Asset damage
Ship/Shore interface failure. COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Injury;
Chemicals Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Loss of control
Pollution;
Wrong equipment; Physical Impact to 3rd party COMOILC ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7 Cargo & Ballast Valves
Asset damage
Injury;
Chemicals Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
I4‐4 Changing a cargo tank During STS Inadequate PPE;
Loss of control
Pollution;
Asset damage
Injury;
Chemicals Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
I4‐5 Topping up During STS Inadequate PPE;
Loss of control
Pollution;
Asset damage
Injury;
Chemicals Toxic In Port; Human Error*; Escape of Cargo Vapours; COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
Loss of control
Fatality; C3 B1 B1 C1 COMOILC ‐09 Loading Operation ‐2.10.2.2 Sampling Process C3 B1 B1 C1 Yes
Pollution;
Wrong equipment; Physical Impact to 3rd party COMOILC ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage
Ship/Shore interface failure. COMOILC ‐09 Loading Operation ‐2.10.2.3 Final Sample
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC‐Code, IMDG‐Code MSDS,
Human Error*; Injury; COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes Chris Code, Miracle,
Escape of Cargo;
Chemicals Toxic Maintenance failure; Chronic disease (e.g. cancer); COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I4‐7 Transit
At Sea
Equipment failure;
Inadequate PPE Pollution
COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC‐Code, IMDG‐Code MSDS,

COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes Chris Code, Miracle,
Equipment failure; Escape of Cargo; Chronic disease (e.g. cancer);
Chemicals Toxic COMOILC ‐04 Hazards ‐2.3.10.5 Tank‐Cleaning with Portable Machines
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Fatality; B5 B2 B2 B4 COMOILC ‐17 Tank Cleaning Operation ‐2.6.4 Adjacent Cargo Tanks (TSG‐C) (Chemical Tanker Specific) B5 B2 B2 B4 Yes
Inadequate PPE; Physical Impact to crewmembers Pollution;
COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives
COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC‐Code, IMDG‐Code MSDS,
COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes Chris Code, Miracle,
Equipment failure; Escape of Cargo; Chronic disease (e.g. cancer);
Chemicals Toxic COMOILC ‐04 Hazards ‐2.4.2 Personal Protection and High Risk Areas
I4‐8A Gas freeing operation
At any time Human Error*; Loss of primary containment Escape of Cargo Vapours; Fatality; B5 B2 B2 B4 B5 B2 B2 B4 Yes
Inadequate PPE; Physical Impact to crewmembers Pollution;
COMOILC ‐23 STS Operations ‐2.1 General Conditions and Requirements
COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes TSG‐C, IBC‐Code, IMDG‐Code MSDS,
Escape of Cargo and/or vapours; COMOILC ‐23 STS Operations ‐2.10 Weather Conditions and Limitations Chris Code, Miracle, OCIMF STS
Equipment failure; Chronic disease (e.g. cancer);
Chemicals Toxic Exposure to Toxic Vapours; COMOILC ‐23 STS Operations ‐2.6 Communication Transfer Guide
During STS Human Error*; Loss of primary containment
Fatality; B4 B2 B2 B3 COMOILC ‐23 STS Operations ‐2.7 Approval by Authorities B4 B2 B2 B3 Yes
Physical Impact to 3rd party COMOILC ‐23 STS Operations ‐2.12 Mooring
Ship/Ship interface failure. Asset damage
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) TSG‐C, IBC‐Code, IMDG‐Code MSDS,
Escape of Cargo and/or vapours; COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II Chris Code, Miracle,
Equipment failure Chronic disease (e.g. cancer);
Chemicals Toxic Exposure to Toxic Vapours; COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific)
I4‐10 Slops
At any time Human Error* Loss of primary containment
Fatality; B4 B2 B2 B3 COMOILC ‐19 Slop and Sample Management ‐2.4.3 Pre‐Wash in Transit (Chemical Tanker Specific) B4 B2 B2 B3 Yes
Physical Impact to 3rd party COMOILC ‐19 Slop and Sample Management ‐2.4.4 Designated Special Areas under MARPOL Annex II (Chemical Tanker Specific)
COMOILC ‐04 Hazards ‐2.4.1.1 Toxic Cargoes (Chemical Tanker Specific) TSG‐C, IBC‐Code, IMDG‐Code MSDS,

Escape of Cargo and/or vapours; COMOILC ‐04 Hazards ‐2.4.2 Personal Protection and High Risk Areas Chris Code, Miracle,
Equipment failure Chronic disease (e.g. cancer);
Chemicals Toxic Exposure to Toxic Vapours; COMOILC ‐04 Hazards ‐2.4.5 Carcinogenic Cargoes (Benzene)‐Vessel
I4‐11 General
At any time Human Error* Loss of primary containment
Fatality; B5 B2 B2 B3 COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes B5 B2 B2 B3 Yes
Physical Impact to 3rd party COMOILC ‐04 Hazards ‐2.4.6 High Toxic Cargoes
19
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Solidifying
Maintenance failure; Physical Impact to crewmembers SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Injury;
Equipment failure; (Exposure to excessive heat); COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes
Chemicals Solidifying Loss of control; Disability;
In Port; Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Over / Under pressurization;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Asset damage
Ship/Shore interface failure. Release of Cargo COMOILC ‐09 Loading Operation ‐2.9.1.2 Solidifying (Heated) Cargoes
Injury;
Chemicals Solidifying Loss of control; Disability;
Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Inadequate PPE;
hard arm Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm)
Asset damage
Injury;
Loss of control; Disability;
Chemicals Solidifying In Port; Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7 Cargo & Ballast Valves
Asset damage
Injury;
Chemicals Solidifying In Port; Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐09 Loading Operation ‐2.9.1.2 Solidifying (Heated) Cargoes
Asset damage
Ship/Shore interface failure. Release of Cargo
Injury;
Disability;
Chemicals Solidifying In Port; Human Error*; Loss of primary containment Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
I5‐5 Topping up During STS Inadequate PPE; Over / Under pressurization;
Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage
Ship/Shore interface failure. Release of Cargo MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Injury;
Disability;
Chemicals Solidifying In Port; Human Error*; Loss of primary containment Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
I5‐6 Sampling / Gauging During STS Inadequate PPE; Over / Under pressurization;
Fatality; B3 B1 B2 B2 COMOILC ‐09 Loading Operation ‐2.10.2.2 Sampling Process B3 B1 B2 B2 Yes
Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage
Ship/Shore interface failure. Release of Cargo COMOILC ‐09 Loading Operation ‐2.10.2.3 Final Sample
Physical Impact to crewmembers SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Injury;
Maintenance failure; (Exposure to excessive heat); COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes
Disability;
Chemicals Solidifying Human Error*; Loss of primary containment Physical Impact to 3rd party; COMOILC ‐10 Transit ‐2.4.1 Heated Cargoes
I5‐7 Transit
At Sea
Inadequate PPE; Over / Under pressurization;
Fatality; B3 B4 B2 B2 COMOILC ‐04 Hazards ‐2.8.2 Un‐intended Heating B3 B4 B2 B2 Yes
Pollution;
Loss of heating System (Blocked Valves; Blocked Lines); COMOILC ‐09 Loading Operation ‐2.9.1.2 Solidifying (Heated) Cargoes
Asset damage
Release of Cargo
Physical Impact to crewmembers COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle
(Exposure to excessive heat); COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes
Chemicals Solidifying In Port; Loss of primary containment Physical Impact to 3rd party; COMOILC ‐17 Tank Cleaning Operation ‐2.6.4 Adjacent Cargo Tanks (TSG‐C) (Chemical Tanker Specific)
I5‐8 Tank cleaning During STS
Human Error*
Fatality; C2 C2 B4 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives C2 C2 B4 B3 Yes
Hot surface Pollution;
(Blocked Valves; Blocked Lines); COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Inadequate PPE Asset damage
Release of Cargo
Maintenance failure; Physical Impact to crewmembers COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Equipment failure; (Exposure to excessive heat); COMOILC ‐23 STS Operations ‐2.10 Weather Conditions and Limitations OCIMF STS Transfer Guide
Chemicals Solidifying Human Error*; Physical Impact to 3rd party; COMOILC ‐23 STS Operations ‐2.6 Communication
During STS
Inadequate PPE;
Pollution;
Wrong equipment; (Blocked Valves; Blocked Lines); COMOILC ‐23 STS Operations ‐2.12 Mooring
Asset damage
Ship/Ship interface failure. Release of Cargo SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Legal Implication (Marpol); COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Physical Impact to crewmembers COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II
Chemicals Solidifying Loss of control (Exposure to excessive heat); COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific)
I5‐10 Slops
At any time Human Error*
(igniting flammable vapours) Over / Under pressurization;
Fatality; B3 B1 C4 B3 COMOILC ‐12 Discharging Operation ‐2.7.1.3 Solidifying Cargoes (Chemical Tanker Specific) B3 B1 C4 B3 Yes
(Blocked Valves; Blocked Lines); COMOILC ‐19 Slop and Sample Management ‐2.4.4 Designated Special Areas under MARPOL Annex II (Chemical Tanker Specific)
Release of Slops
Legal Implication (Marpol); COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Physical Impact to crewmembers COMOILC ‐04 Hazards ‐2.8.1 Heating Temperature
Chemicals Solidifying Loss of control (Exposure to excessive heat); COMOILC ‐04 Hazards ‐2.8.2 Un‐intended Heating
I5‐11 General
(igniting flammable vapours) Over / Under pressurization;
Fatality; B4 B4 B4 B3 COMOILC ‐04 Hazards ‐2.8.3 Ballast next to Heated Tanks B4 B4 B4 B3 Yes
(Blocked Valves; Blocked Lines); COMOILC ‐04 Hazards ‐2.8.4 Checking Vapour Lines and P/V Valves
Release of Slops
20
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Corrosive (See also Water Reactive and High Density Cargoes as applicable)
Maintenance failure; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Injury;
Equipment failure; Physical Impact to crewmembers; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Chemicals Corrosive Loss of control; Disability;
In Port; Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Physical Impact to the Cargo system;
Wrong equipment; Release of Cargo COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Asset damage
Ship/Shore interface failure. COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Injury;
Equipment failure; Physical Impact to crewmembers; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Chemicals Corrosive Loss of control; Disability;
Human Error*; Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Inadequate PPE;
hard arm Pollution;
Wrong equipment; Release of Cargo COMOILC ‐09 Loading Operation ‐2.7.2 Loading Arm (Hard‐arm)
Asset damage
Maintenance failure; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Injury;
Equipment failure; COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes
Loss of control; Physical Impact to crewmembers; Disability;
Chemicals Corrosive In Port; Human Error*; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
Loss of primary containment Physical Impact to the Cargo system; Fatality; B4 B2 B1 B2 COMOILC ‐09 Loading Operation ‐2.9.1 Loading Operations B4 B2 B1 B2 Yes
Release of Cargo Pollution;
Wrong equipment; COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Asset damage
Ship/Shore interface failure. MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Injury;
Equipment failure; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Loss of control; Physical Impact to crewmembers; Disability;
Chemicals Corrosive In Port; Human Error*; COMOILC ‐09 Loading Operation ‐2.11.4 Changing Cargo Tanks
I6‐4 Loading During STS Inadequate PPE;
Loss of primary containment Physical Impact to the Cargo system; Fatality; C4 B2 B1 B2 COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging C4 B2 B1 B2 Yes
Wrong equipment;
Asset damage
Injury;
Chemicals Corrosive In Port; Human Error*; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
Loss of primary containment Physical Impact to the Cargo system; Fatality; B4 B2 B1 B2 COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging B4 B2 B1 B2 Yes
Wrong equipment; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage
Injury;
Chemicals Corrosive In Port; Human Error*; COMOILC ‐09 Loading Operation ‐2.11.5 Topping‐ Off
I6‐5A Topping up During STS Inadequate PPE;
Loss of primary containment Physical Impact to the Cargo system; Fatality; B4 B2 B1 B2 COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging B4 B2 B1 B2 Yes
Wrong equipment; MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.1 Hydraulic Operated Valves and Valve Remote Control System (VRC)
Asset damage
Ship/Ship interface failure. MTN ‐10 Maintenance and Inspection of Cargo Equipment and Systems ‐2.7.2 Manually Operated Valves
Injury;
Chemicals Corrosive In Port; Human Error*; COMOILC ‐09 Loading Operation ‐2.10.2.1 Sampling Activity
Loss of primary containment Physical Impact to the Cargo system; Fatality; B4 B1 B1 B2 COMOILC ‐09 Loading Operation ‐2.10.2.2 Sampling Process B4 B1 B1 B2 Yes
Wrong equipment; COMOILC ‐09 Loading Operation ‐2.10.2.2.3. Manifold Sampling
Asset damage
Ship/Shore interface failure. COMOILC ‐09 Loading Operation ‐2.10.2.3 Final Sample
SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Injury;
Maintenance failure; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Chemicals Corrosive Human Error*; COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I6‐7 Transit
At Sea
Inadequate PPE;
Loss of primary containment Physical Impact to the Cargo system; Fatality; B5 B5 B2 B4 B5 B5 B2 B4 Yes
Loss of heating System
Asset damage
Injury; COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Maintenance failure Physical Impact to crewmembers;
Disability; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Equipment failure Physical Impact to the Cargo system;
Chemicals Corrosive In Port; Fatality; COMOILC ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
I6‐8 Tank cleaning During STS
Human Error* Loss of primary containment Release of Cargo;
Pollution; C3 B2 B1 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives C3 B2 B1 B3 Yes
Hot surface Cargo reaction with Water
Asset damage COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Inadequate PPE (Fire and Explosion)
Fire, Explosion
Maintenance failure; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Equipment failure; Physical Impact to crewmembers; COMOILC ‐23 STS Operations ‐2.10 Weather Conditions and Limitations OCIMF STS Transfer Guide
Disability;
Chemicals Corrosive In Port; Human Error*; Physical Impact to 3rd party; COMOILC ‐23 STS Operations ‐2.6 Communication
I6‐9 STS operation During STS Inadequate PPE;
Loss of control
Pollution;
Wrong equipment; Release of Cargo COMOILC ‐23 STS Operations ‐2.12 Mooring
Asset damage
Ship/Ship interface failure. SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE
Legal Implication (Marpol); Injury; COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Maintenance failure
Physical Impact to crewmembers; Disability; COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II
Equipment failure
Chemicals Corrosive Loss of control Physical Impact to the Cargo system; Fatality; COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific)
I6‐10 Slops
(igniting flammable vapours) Release of Cargo; Pollution; B4 B2 B1 B3 B4 B2 B1 B3 Yes
Inadequate PPE
Cargo reaction with Water Asset damage
Wrong equipment
(Fire and Explosion) Fire, Explosion
Legal Implication (Marpol); Injury; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle
Maintenance failure
Physical Impact to crewmembers; Disability; COMOILC ‐04 Hazards ‐2.5 Corrosive Cargoes
Equipment failure
Chemicals Corrosive Loss of control Physical Impact to the Cargo system; Fatality; COMOILC ‐04 Hazards ‐2.5.2 Special Acids (Chemical Tanker Specific )
I6‐10 General
(igniting flammable vapours) Release of Cargo; Pollution; B5 B5 B1 B3 B5 B5 B1 B3 Yes
Inadequate PPE
Cargo reaction with Water Asset damage
Wrong equipment
(Fire and Explosion) Fire, Explosion
21
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Reactive
Human Error*; Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
(Lack of awareness, Stowage Physical Impact to 3rd party; COMOILC ‐04 Hazards ‐2.6.1.1 Self ‐Reactive Cargoes IBC Requirements (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Chemicals Self‐reactive Loss of control; Disability;
In Port; failure); Polymerization (Cargo Expansion); COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
I7‐1 Connect / Disconnect / Load /
Spontaneous Cargo Reaction
Fatality; B2 B2 B2 B3 COMOILC ‐09 Loading Operation ‐2.7.1 Cargo Hoses B2 C2 B2 B3 Yes
Discharg Pollution;
Maintenance failure; (Runaway); COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Asset damage
Equipment failure Fire; COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Lack of planning; Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Lack of Monitoring; Polymerization (Cargo Expansion); COMOILC ‐04 Hazards ‐2.6.1.1Self ‐Reactive CargoesIBC Requirements (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Disability;
Chemicals Self‐reactive Human Error* Spontaneous Cargo Reaction COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I7‐2 Transit
At any time
(Lack of awareness, Stowage
(Runaway);
Fatality; B2 B4 B1 B3 COMOILC ‐10 Transit ‐2.4.1.2 Monitoring of High Sensitive Cargoes (Chemical Tanker Specific) B2 B4 B1 B3 Yes
Pollution;
failure); Fire; COMOILC ‐21 Cargo Doping Operation ‐2.1.1 Inhibitors added to Chemical Cargoes (Chemical Tanker Specific)
Asset damage
Inadequate PPE; Explosion
Lack of planning; Physical Impact to crewmembers; COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Lack of Monitoring; Polymerization (Cargo Expansion); COMOILC ‐04 Hazards ‐2.6.1.1Self ‐Reactive CargoesIBC Requirements (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Disability;
Chemicals Self‐reactive Human Error* Spontaneous Cargo Reaction COMOILC ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
At any time
(Runaway);
Fatality; B3 B2 B1 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives B3 B2 B1 B3 Yes
Pollution;
failure); Fire;
Asset damage
Lack of planning; Physical Impact to crewmembers; COMOILC ‐04 Hazards ‐2.6.1.1Self ‐Reactive CargoesIBC Requirements (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Lack of Monitoring; Polymerization (Cargo Expansion); COMOILC ‐04 Hazards ‐2.6.1.2 Company Requirements (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Disability;
Chemicals Self‐reactive Human Error* Spontaneous Cargo Reaction COMOILC ‐04 Hazards ‐2.6.1.3 General Guidance on Self‐Reactive Cargoes (Chemical Tanker Specific)
I7‐3 General
At any time
(Runaway);
Fatality; B4 B5 B1 B3 COMOILC ‐04 Hazards ‐2.6.1.4 Emergency Response (Chemical Tanker Specific) B4 B5 B1 B3 Yes
Pollution;
failure); Fire;
Asset damage
Human Error* Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
(Lack of awareness) Spontaneous Cargo Reaction with COMOILC ‐04 Hazards ‐2.6.2 Water‐Reactive Cargoes Dr. Verwey, USCG Compatibility Chart
Chemicals Water‐reactive Loss of control; Disability;
In Port; Stowage failure; Water (Acid reaction with Water ‐ COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
excessive heat and/or creation of
Discharg‐ (See also corrosive) Pollution;
Maintenance failure; flammable vapours; Isocyanates ‐ COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Asset damage
Equipment failure Solidification); COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Human Error* Physical Impact to crewmembers; SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Stowage failure; Water (Acid reaction with Water ‐ COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I7‐5 Transit At Sea
Inadequate PPE;
Fatality; B5 B5 C2 C2 COMOILC ‐04 Hazards ‐2.6.1.2 Company Requirements (Chemical Tanker Specific) B5 B5 C2 C2 Yes
‐ (See also corrosive) Pollution;
Maintenance failure; flammable vapours; Isocyanates ‐ COMOILC ‐04 Hazards ‐2.6.1.4 Emergency Response (Chemical Tanker Specific)
Asset damage
Equipment failure Solidification);
Human Error* Physical Impact to crewmembers; COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury;
Stowage failure; Water (Acid reaction with Water ‐ COMOILC ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
I7‐6 Tank Cleaning ‐ (See also At any time
Inadequate PPE;
Fatality; B4 B3 B2 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives B4 B3 B2 B3 Yes
corrosive cargoes) Pollution;
Maintenance failure; flammable vapours; Isocyanates ‐ COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Asset damage
Equipment failure Solidification);
Human Error* SAF ‐03 Use of Personal Protective Equipment ‐2.3 Guidelines for the Selection and use of PPE TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Chemicals Reactive with other (Lack of awareness) COMOILC ‐04 Hazards ‐2.6.4 Incompatible Chemicals ( Reactive to each other) ( Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Loss of control; Impact to ships structure; Disability;
cargoes In Port; Stowage failure; COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
I7‐7 Connect / Disconnect / Load / During STS Inadequate PPE;
Loss of primary containment Spontaneous Cargo Reaction; Fatality; B5 B4 B2 B4 COMOILC ‐09 Loading Operation ‐2.7.1 Cargo Hoses B5 B4 B2 B4 Yes
Fire; Pollution;
Discharg Maintenance failure; COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Equipment failure COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
(Lack of awareness) COMOILC ‐04 Hazards ‐2.6.4 Incompatible Chemicals ( Reactive to each other) ( Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Chemicals Reactive with other Loss of control; Impact to ships structure; Disability;
Stowage failure; COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I7‐8 cargoes At Sea
Inadequate PPE;
Loss of primary containment Spontaneous Cargo Reaction; Fatality; B2 B2 B1 B2 B2 B2 B1 B2 Yes
Transit Fire; Pollution;
Equipment failure
Human Error* COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness) COMOILC ‐04 Hazards ‐2.6.4 Incompatible Chemicals ( Reactive to each other) ( Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Chemicals Reactive with other Loss of control; Impact to ships structure; Disability;
Stowage failure; COMOILC ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
I7‐9 cargoes At Sea
Inadequate PPE;
Loss of primary containment Spontaneous Cargo Reaction; Fatality; B5 B4 B2 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives B5 B4 B2 B3 Yes
Tank cleaning Fire; Pollution;
Maintenance failure; COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Equipment failure
(Lack of awareness) COMOILC ‐04 Hazards ‐2.6.3.1 Chemicals reacting with Oxygen in the Air (Chemical Tank Specific) Dr. Verwey, USCG Compatibility Chart
Reactive with Air / Oxygen Impact to ships structure; Disability;
In Port; Stowage failure; Loss of primary containment COMOILC ‐09 Loading Operation ‐2.7 Manifold Connection
Spontaneous Cargo Reaction; Fatality; B2 B3 B1 B2 COMOILC ‐09 Loading Operation ‐2.7.1 Cargo Hoses B2 B3 B1 B2 Yes
Discharg Fire; Pollution;
Maintenance failure; COMOILC ‐12 Discharging Operation ‐2.7 Commencement of Discharging
Equipment failure COMOILC ‐12 Discharging Operation ‐2.12 Disconnecting
Impact to ships structure; Disability;
Reactive with Air / Oxygen Stowage failure; Loss of primary containment COMOILC ‐10 Transit ‐2.4.1.2 Monitoring of High Sensitive Cargoes (Chemical Tanker Specific)
I7‐11 Transit
At Sea
Inadequate PPE;
Spontaneous Cargo Reaction; Fatality; B5 B4 B2 B3 COMOILC ‐10 Transit ‐2.4.6 High Oxygen Sensitive Cargoes (Chemical Tanker Specific) B5 B4 B2 B3 Yes
Fire; Pollution;
Maintenance failure; COMOILC ‐10 Transit ‐2.4.6.1 Cold Weather Precautions (Chemical Tanker Specific)
Equipment failure COMOILC ‐10 Transit ‐2.4.6.2 P/V Valve Pumping (Chemical Tanker Specific)
Human Error* COMOILC ‐17 Tank Cleaning Operation ‐2.6 Tank Cleaning Operations (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Impact to ships structure; Disability;
Reactive with Air / Oxygen Stowage failure; Loss of primary containment COMOILC ‐17 Tank Cleaning Operation ‐2.4 Preparations for Tank Washing
At Sea
Inadequate PPE;
Spontaneous Cargo Reaction; Fatality; B2 B4 B1 B3 COMOILC ‐17 Tank Cleaning Operation ‐2.7 Tank Cleaning using Additives B2 B4 B1 B3 Yes
Fire; Pollution;
Maintenance failure; COMOILC ‐17 Tank Cleaning Operation ‐2.10 Tank Cleaning using Steam (Chemical Tanker Specific)
Equipment failure
Legal Implication (Marpol); COMOILC ‐19 Slop and Sample Management ‐2.4 Chemical Cargo Slops (Chemical) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Physical Impact to crewmembers; COMOILC ‐19 Slop and Sample Management ‐2.4.1 Discharge requirements according to MARPOL ANNEX II Dr. Verwey, USCG Compatibility Chart
Slops Loss of primary containment Impact to ships structure; COMOILC ‐19 Slop and Sample Management ‐2.4.2 Contaminated MARPOL‐Annex II Slops (Chemical Tanker Specific)
I7‐13 (all reactive cargoes)
Spontaneous Reaction;
Fatality; B5 B4 B1 B3 COMOILC ‐12 Discharging Operation ‐2.7.1.3 Solidifying Cargoes (Chemical Tanker Specific) B5 B4 B1 B3 Yes
Polymerization; COMOILC ‐19 Slop and Sample Management ‐2.4.4 Designated Special Areas under MARPOL Annex II (Chemical Tanker Specific)
Creation of Excessive Heat; COMOILC ‐20 Cargo Sampling ‐2.7.1 Sampling of Chemical Cargoes containing Inhibitors
22
Rev. 03.2022
L M H S L M H S
ID Hazard Location
ALARP
P A E R P A E R
Chemical Cargoes Other Hazards
COMOILC ‐04 Hazards ‐2.9 High Viscose Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury; COMOILC ‐07 Cargo Planning ‐2.1.1 Carriage of Chemical Cargoes (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
Impact to the Cargo
High Viscose cargo Equipment failure; Loss of primary containment Disability; COMOILC ‐09 Loading Operation ‐2.2 Responsibilities
I8‐1 General
At any time
Human Error*
(not pumpable due to Viscosity);
Pollution; B2 B2 B3 B2 COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit B2 B2 B3 B2 Yes
Legal Implication (Marpol)
Asset Damage COMOILC ‐12 Discharging Operation ‐2.2 Cargo Transfer Controls
COMOILC ‐12 Discharging Operation ‐2.7.1.4 High Viscose Cargoes (Chemical Tanker Specific)
COMOILC ‐04 Hazards ‐2.7 High Density Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury; COMOILC ‐07 Cargo Planning ‐2.4.4 Heavy Cargoes (SG>1.0) (Chemical Tanker Specific) Dr. Verwey, USCG Compatibility Chart
High Density cargo Equipment failure; Loss of primary containment Disability; COMOILC ‐09 Loading Operation ‐2.2 Responsibilities
I8‐2 General
At any time
Human Error*
Impact to the Tank Structure
Pollution; B1 B2 B2 B1 COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit B1 B2 B2 B1 Yes
Asset Damage COMOILC ‐12 Discharging Operation ‐2.2 Cargo Transfer Controls
Loss of primary containment Legal Implication (Marpol); COMOILC ‐21 Cargo Doping Operation ‐2.1.1 Inhibitors added to Chemical Cargoes (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,

Maintenance failure
(Release of cargo Physical Impact to crewmembers; Injury; COMOILC ‐21 Cargo Doping Operation ‐2.2 Hazards of Inhibitors / Additives Dr. Verwey, USCG Compatibility Chart
Equipment failure
Release of cargo vapours Physical Impact to the Cargo; Disability; COMOILC ‐21 Cargo Doping Operation ‐2.4 Procedure for adding Additional Substances
I8‐3 Doping (adding additives) At any time Human Error*
Release of Inert Gas Release of Cargo; Pollution; B4 B4 B1 B2 B4 B4 B1 B2 Yes
Inadequate PPE
Exposure to Toxic additives) Release of Cargo Vapours; Asset Damage
Wrong equipment
Damage of the cargo Release of Inert Gas;
Chemical Cargoes ‐ Special Cargoes
Human Error* Physical Impact to crewmembers; NA TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness) Physical Impact to 3rd party; Injury NA Dr. Verwey, USCG Compatibility Chart
PHENOL
Stowage failure; Loss of primary containment; Over / Under pressurization Fatality NA
I9‐1 (See also Toxic and Solidifying At any time
Inadequate PPE; Loss of control (e.g. Blocked Valves; Blocked Lines); Pollution B5 B4 B2 B4 NA
cargoes)
Maintenance failure; Release of Cargo; Asset damage NA
Equipment failure Frozen Cargo; NA
Human Error* Physical Impact to crewmembers Fire; NA TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness, Lack of (Severe Burns when in contact with Explosion;; NA Dr. Verwey, USCG Compatibility Chart
PROPYLENE OXIDE
knowledge of Cargo Property); Loss of primary containment; PO Vapours); Injury NA
I9‐2 (See also Flammable and Self At any time
Inadequate PPE; Loss of control Physical Impact to 3rd party; Permanent Disability B4 B2 B2 B2 NA
Reactive cargoes)
Maintenance failure; Cargo Reaction; Fatality NA
Equipment failure; Fire; Pollution NA
Human Error* Physical Impact to crewmembers Fire; SAF ‐19 Material Safety Data Sheet (MSDS) ‐2.4.2 MSDS for Chemical cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness, Lack of (Carcinogenic and Toxic Product); Explosion;; SAF ‐22 Toxicity ‐2.6 Carcinogenic Substances (i.e Benzene (C6H6)) Dr. Verwey, USCG Compatibility Chart
BENZENE
I9‐3 (See also Flammable, Toxic and At any time
knowledge of Cargo Property); Loss of primary containment; Physical Impact to 3rd party; Injury;
B5 B5 B3 B4 COMOILC ‐04 Hazards ‐2.4.5 Carcinogenic Cargoes (Benzene)‐Vessel
B5 B5 B3 B4 Yes
Inadequate PPE; Loss of control Cargo Reaction; Chronic disease (cancer); OFF ‐04 Safety & Quality Department ‐2.21 Third Party Health Audits.
Solidifying cargoes)
Maintenance failure; Fire; Disability; COMOIL ‐04 Hazards ‐2.4.5.1 Benzene Health Issues
Equipment failure; Explosion Fatality;
Human Error* Physical Impact to crewmembers Fire; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Loss of primary containment;
(Lack of awareness, Lack of (Carcinogenic and Toxic Product); Explosion; COMOILC ‐04 Hazards ‐2.3.11 Electric Storm Dr. Verwey, USCG Compatibility Chart
METHANOL Loss of control
knowledge of Cargo Property); Physical Impact to 3rd party; Injury;
I9‐4 (See also Flammable and Toxic At any time
Inadequate PPE;
(Note: Very High flammable range (6%‐
Cargo Reaction; Disability; B5 B5 B3 B4 B5 B5 B3 B4 Yes
cargoes) 44%)
Maintenance failure; Fire; Fatality;
Low boiling point (64°C))
Equipment failure; Explosion Pollution;
Human Error* Physical Impact to crewmembers COMOILC ‐04 Hazards ‐2.8 Solidifying Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness) (Exposure to excessive heat); COMOILC ‐04 Hazards ‐2.8.1 Heating Temperature Dr. Verwey, USCG Compatibility Chart
Injury
SLACK WAX Stowage failure; Loss of primary containment; Physical Impact to 3rd party; COMOILC ‐04 Hazards ‐2.8.2 Un‐intended Heating
I9‐5 (See also Solidifying cargoes)
At any time
Inadequate PPE; Loss of control Over / Under pressurization;
Over pressurisation B2 B4 B4 B4 COMOILC ‐04 Hazards ‐2.8.3 Ballast next to Heated Tanks B2 B4 B4 B4 Yes
Pollution
Maintenance failure; (Blocked Valves; Blocked Lines); COMOILC ‐04 Hazards ‐2.8.4 Checking Vapour Lines and P/V Valves
Equipment failure;
Human Error* Loss of primary containment Physical Impact to crewmembers Fire; COMOILC ‐04 Hazards ‐2.3 Flammable Cargoes TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness, Lack of Release of cargo (Carcinogenic and Toxic Product); Explosion;; COMOILC ‐04 Hazards ‐2.3.11 Electric Storm Dr. Verwey, USCG Compatibility Chart
MTBE knowledge of Cargo Property); Release of cargo vapours Physical Impact to 3rd party; Injury
I9‐6 (See also Flammable cargoes)
At any time
Inadequate PPE; Fire and Explosion Cargo Reaction; Permanent Disability B5 B5 B5 B4 B5 B5 B5 B4 Yes
Maintenance failure; (Note: High flammable range (1%‐15%) Fire; Fatality
Equipment failure; Low boiling point (55°C)) Explosion Pollution
Human Error* Physical Impact to crewmembers; COMOILC ‐04 Hazards ‐2.16 Food Grade Cargoes (Chemical Tanker Specific) TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
Injury
(Lack of awareness, Lack of Physical Impact to 3rd party; COMOILC ‐09 Loading Operation ‐2.2 Responsibilities Dr. Verwey, USCG Compatibility Chart
Vegetable Oils General Fatality
knowledge of Cargo Property); Loss of primary containment; Over / Under pressurization COMOILC ‐10 Transit ‐2.4 Cargo Monitoring during Transit
I9‐7 (See also Solidifying cargoes and At any time
Inadequate PPE; Loss of control (e.g. Blocked Valves; Blocked Lines);
Pollution C3 B4 B4 C2 COMOILC ‐12 Discharging Operation ‐2.2 Cargo Transfer Controls C3 B4 B4 C2 Yes
for some vegoils Toxic cargoes) Asset damage
Maintenance failure; Frozen Cargo; COMOILC ‐17 Tank Cleaning Operation ‐2.14.1 Sweeping/ Squeezing (Chemical Tanker Specific)
Legal Implication (Marpol)
Equipment failure; Contaminated Cargo; COMOILC ‐17 Tank Cleaning Operation ‐2.14.2 Tank Cleaning after Vegetable Oils (Chemical Tanker Specific)
Human Error* Loss of primary containment; Physical Impact to crewmembers Fire; NA TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
(Lack of awareness, Lack of Loss of control (Toxic Product); Explosion;; NA Dr. Verwey, USCG Compatibility Chart
ACN ‐ Acrylonitrile
knowledge of Cargo Property); Note: Very High flammable range (2%‐ Physical Impact to 3rd party; Injury NA
I9‐8 (See also Self Reactive; At any time
Inadequate PPE; 24%) Cargo Reaction; Fatality B5 B5 B5 B3 NA
Flammable and Toxic cargoes)
Maintenance failure; Low boiling point (77°C) Fire; Pollution NA
Equipment failure; Explosion Asset damage NA
Human Error* Physical Impact to crewmembers Fire; NA TSG‐C, IBC Code, SOLAS, MSDS, Miracle,
23

001 IMSM Integrated Management System Manual 30-09-22

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001 IMSM Integrated Management System Manual 30-09-22

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Prime Tanker Management Inc.

Prime Gas Management Inc.

Manual Code: IMSM (001)

Amendment Date Position /

Amendment Date Position /

Amendment Date Position /

09 & ALL 29/02/2020 CAC S&Q Mgr

Amendment Date Position /

Amendment Date Position /

Z-4 to Z-6 30/11/2021

CHAPTER No Title Issue Issue

CHAPTER No Title Issue Issue

CHAPTER No Title Issue Issue

General requirements / Information Security 1 4.4 4.4 4.4 4.4 4.4

ISM ISO ISO 50001

REFERENCE TO INTEGRATED MANAGEMENT SYSTEM

CEO Stathis Topouzoglou

Chief Operating Officer(COO)

ERP Treasurer Payroll/Statutory Financial Reporting & Charterer

Page 2 from 4 Control

Operator Tankers & Gas Training Center Deputy Training

Page 3 from 4 Control

Page 4 from 4 Control

CEO Stathis Topouzoglou

Chief Operating Officer(COO)

ERP Treasurer Payroll/Statutory Financial Reporting & Charterer

Page 2 from 4 Control

Operator Tankers & Gas Training Center Deputy Training

Page 3 from 4 Control

Page 4 from 4 Control

9.2 Crew Operator ........................................................................................................................ 62

17.4 Financial Reporting & Controlling Officer ....................................................................... 115

1. CHIEF OPERATING OFFICER (COO) AND DEPUTY CHIEF OPERATING OFFICER

2. DESIGNATED PERSON ASHORE (DPA) & ALTERNATE DPA

Professional and Job Experience

3.1 OPERATIONS MANAGER

Coaching Mentoring (Enables co-workers to grow and succeed through feedback,

3.2 TANKER & GAS OPERATOR

3.3 HEAD OF PAS & DAS CONTROLLER

 Filling-in Agents’ Performance and Evaluation Reports.

3.4 PAS & DAS CONTROLLER

3.5 OPERATOR ASSISTANT

3.6 RESPONSIBILITIES DURING ABSENCES IN OPERATIONS DEPARTMENT

Operations Manager: Substituted by Tanker & Gas Operators.

4.1 TECHNICAL MANAGER AND DEPUTY TECHNICAL MANAGER

Professional and Job Experience

Negotiation Explores alternatives to reach outcomes acceptable to all parties

4.2 FLEET MANAGER

Professional and Job Experience

Manages hostility between individuals or groups when disagreements

4.3 TECHNICAL SUPERINTENDENT

Professional and Job

4.4 JUNIOR TECHNICAL SUPERINTENDENT

4.5 PMS ANALYST

Professional and Job Experience

4.6 SERVICES COORDINATOR

4.7 ELECTRONICS ENGINEER

Professional and Job Experience

 Preventive Maintenance – Failures’ / Malfunctions’ Recording and Evaluation.

4.8 ELECTRICAL SUPERINTENDENT

Professional and Job Experience

4.9 TECHNICAL ADMINISTRATOR

Professional and Job Experience

4.10 TECHNICAL ADMINISTRATOR ASSISTANT