CONTENTS

1 About the training

2 Introduction
2.1 The risks
2.2 Roles and responsibilities

3 Planning and preparation

3.1 The importance of exercises and drills
3.2 Preparation and the law

4 First response
4.1 What happens when the incident occurs
4.2 Command and control

5 Action plan
5.1 Making the action plan
5.2 Responding to a fire
5.3 Responding to a HNS (Hazardous and Noxious Substance) Leak
5.4 Responding to a stack collapse

6 Shore support
6.1 The shore office
6.2 Reporting to the shore team
6.3 How the shore team can help
6.4 Dealing with the media

7 Monitor and review

8 Final review and evaluation

9 Summary

10 Case studies

11 Reference section

12 Emergency response checklists

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1 ABOUT THE TRAINING

Training officers may wish to start the first session by playing the whole video to the
group and then opening a general discussion. The video can then be played again
section by section, and trainees asked about the main points raised in each one.

The focus of the training should always be on:

 how the programme content relates to emergency response procedure on
board your ship
 how trainees can help to reduce the impact of an emergency once it has been
identified
 what improvements could be made to ensure that everyone works well together
as a team

2 INTRODUCTION

Prevention of emergencies is always better than cure, and companies have safety
procedures in place to reduce the risk of something going wrong. However, the reality
is that accidents will always happen, and when they do, fast and decisive action is
essential.

The purpose of EMERGENCY RESPONSE ON CONTAINER SHIPS is to minimise

the impact of emergencies once they have started to develop, emphasising the
importance of effective lines of communication and of drills and exercises.

Important note
Although in this training programme we look specifically at EMERGENCY RESPONSE
ON CONTAINER SHIPS, the main messages apply equally to emergencies on any
type and/or class of ship.

2.1 The risks

Since container ships were introduced in the 1960s, the container industry has
undergone extraordinary growth. Ship size has increased dramatically and so have
the commercial demands. As a result, today’s container ships are running at a high
level of possible risk.

The most common emergencies reported on container ships are:

1. fires, which can spread to other parts of the ship, and
2. leaks, posing safety risks to personnel from toxic atmosphere and/or pollution
to the marine environment and coastal areas

Hazardous and Noxious Substances (HNS), if incorrectly stowed, or subject to

extreme forces (e.g. if improperly lashed stacks of containers shift and collapse as a
result of sea and weather conditions, collisions or groundings), can ignite/explode, or
leak if the container is damaged. Stack collapse can also lead to stability problems for
the ship, and possible environmental damage and collision risk if the containers go
over the side and are submerged or semi-submerged.

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Loss of refrigeration in a HNS tank container will lead to thermal expansion of the
product. When the overpressure point is reached, the safety valve of the tank will open
and the product will escape, with possible fire/explosion risks if the product is
flammable at ambient temperature.

A particular fire risk is the cargo calcium hypochlorite, an oxidising agent that self-
ignites under certain conditions. When this happens, oxygen is released and the fire
therefore goes on burning.

Another risk is intermodal containers: these may have hazardous materials inside
the containers but there are no external markings to warn workers or emergency
responders of the contents.

2.2 Roles and responsibilities

The Master
Emergencies are a test of leadership. The Master has overall responsibility in an
emergency and should:
 remain on bridge as much as possible to coordinate the response
 delegate on-scene organisation to senior officers
 make quick decisions when the situation changes rapidly
 stay in communication with the shore office. Note: It is important that the Master
should be allowed to concentrate on the situation as it develops, leaving the
shore team to handle further notification and back-up

Senior officer in charge of emergency party

The senior officer’s responsibilities are to:
 assign tasks to each person in the party
 record what happens, what decisions are made and when. All times must be
written down and all charts with notes or plots on them retained.
 keep photographic or video records
 observe how personnel have responded

The crew
There must be good teamwork and communication between crew members as they
are working for the safety of crew, ship and cargo.

They should be familiar with:

 their role in an emergency
 the location of emergency equipment and of their PPE and how it should be
used

During cargo operations, they have a responsibility to watch out for the following
problems, and bring them to the notice of, the Chief Officer:
 leaking or damaged containers
 very heavy or unevenly loaded containers
 signs of fire

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The owner/operator
The owner/operator should generate a positive safety culture from the very top.
Emergency procedures should not simply be drawn up in an office then issued to the
ship, but should be properly evaluated as to their effectiveness.

The shore office

The shore office are an integral part of the ship’s emergency response, and their role
is to:
 summon assistance
 request tugs
 get expert technical advice
 take the weight of notifying interested parties e.g. P&I club, charterer and others
such as salvage companies
 keep to the mutually agreed schedule of communication with the ship
 deal with the media

(See Section 6. Shore support for more detail about how the shore team help in an
emergency.)

The safety culture on board

Everyone on board ship will be familiar with the theory of how to respond to an
emergency, because they take part in regular emergency drills and exercises. But how
well they perform and communicate in a real emergency also hangs on the extent to
which people feel they are part of a team, and on the safety culture on board.

Good communication has to be worked at, and any issues relating to cultural
differences must be resolved before an emergency happens, not during it.

Everyone should feel they can speak out about anything that worries them, whether it
is a task they have been asked to perform, or something they see another crew
member doing.

Discussion point
Do people on your ship feel able to question what they have been asked to do
if they do not fully understand it, or do not feel competent to do it? If not, what
steps could you take to address this?

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3 PLANNING AND PREPARATION
3.1 The importance of exercises and drills
An actual emergency is not the time to find out what should be done. The emergency
plan should be regularly rehearsed, so that responding to an emergency becomes
second nature to those having to deal with it. This is extremely important because if an
emergency happens there may not be enough time to consult the plan.

The Emergency Response drills must be performed in addition to the mandatory boat
and fire drills, and must be varied and realistic.

After each one, constructive comments should be made so that lessons can be
learned. Feedback will also put the crew in a better position to appreciate the extent
and gravity of the overall situation, and to familiarise themselves with the strategy for
tackling the emergency.

Taking short cuts in drills could cost lives!

3.2 Preparation and the law

Under the ISM (International Safety Management) Code, all ships must not only have
identified potential emergency shipboard situations but must also have established
procedures to respond to them.

The Code specifies that there must be an emergency plan, also known as a
‘contingency plan’. The plan should be specific to the vessel, and should be prepared
jointly between the ship and its owners or operators.

The plan should describe how to deal with emergency situations related to damage,
fire, pollution, personnel, security and cargo. It should be a concise, self contained
document that guides the user through the stages of the incident in a simple way that
is easy to follow.

Although the details of the plan will vary from ship to ship, the essence of each plan
will be:
1. Planning and preparation
2. First response
3. Action plan
4. Shore support
5. Monitor and review
6. Final review and evaluation

The ship’s emergency plan should include:

 up to date company contacts such as the Designated Person Ashore (DPA) and
contact details of any other interested parties
 the allocation of duties and responsibilities on board
 actions to be taken to regain control of a situation
 communication methods to be used on board
 procedures for requesting assistance from third parties
 procedures for notifying the company and reporting to relevant authorities
 maintaining communications between the ship and shore

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 procedures for dealing with the media or other outside parties
Emergency equipment
There must be sufficient emergency equipment on board including:
 escape devices
 Emergency Escape Breathing Devices (EEBDs)
 Personal Protective Equipment (PPE)
 immersion suits

All equipment must be regularly inspected and maintained, and crew members must
be fully familiar with how to use it.

Note: that immersion suits should not be worn in an emergency in tropical waters, as
this can lead to heat exposure and, in the worst scenario, death.

4 FIRST RESPONSE
Stay calm
Any emergency is bound to be a frightening experience, but to give way to panic is
extremely dangerous. It could kill you or others if your mind goes blank and you don’t
make the right decisions.

This is where rehearsals and drills come in. You should behave automatically as you
perform the familiar procedures you have learnt, and you’ll feel more in control of
yourself and the situation.

4.1 What happens when the incident occurs

Sound the alarm

Assess the emergency

The next step is for the Master to assess the type of emergency and what immediate
action needs to be taken.

Muster the crew

The crew are summoned to their muster stations. Mustering has a dual function:
 any missing persons can be identified
 crew members can be organised into parties with different responsibilities, for
example to search for any missing crew or to assess damage to hull and cargo

Consult the plan

If there is time, the Master and Chief Officer consult the emergency plan.
Dispatch the emergency parties
The parties are dispatched to investigate.

In case of fire, the damage party will look out for any damaged pipework and any leaks
from tank containers in the area of the incident. It is important that they report back
about the contents of the tank container(s).

Look after casualties

Any casualties must be moved out of danger and given first aid if required.

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Parties report back
The emergency parties report back with their findings, and the Master can then agree
with the Chief Officer the most important things that should be done, for example to
fight the fire or to minimise pollution.

Report incident to DPA

The Master then reports the incident to the Coastal State SAR (Search and Rescue)
co-ordinator, and to the company’s DPA, arranging to call them back when there is
more information.

Request assistance
If the ship has been assessed as in imminent danger, the Master should transmit the
Mayday/DSC (Digital Selective Calling) alert and request assistance from the Coastal
State. The ship may be too far away for immediate shore assistance, but there may be
other ships close by.

In US waters, the National Response Center (NRC) must also be notified.

4.2 Command and control

Making the right decisions
What happens in the first three minutes after an emergency has been reported is
crucial! The whole direction of the incident response can go right or wrong once
decisions have been made and the response has been set in motion.

The Master is in control of events on board and responsible for ensuring that everyone
is aware of the overall situation and the response strategy, but will rely heavily on the
whole management team.

Command and control is split between the bridge (or alternative place of safety suitable
as a base for communication) and the area of the incident.

It is the Master’s role to keep the office or DPA fully updated on the situation as it
unfolds.

5 ACTION PLAN
5.1 Making the action plan
The action plan uses the guidance contained in the emergency plan but is a separate
plan and is tailored to this incident.

The Master will by now have had a preliminary report from the Chief Officer about the
type of emergency, and the extent of the damage. The next step is to consult the
officers about what needs to be done, and how it should be done. It is for the Master
alone to make the decisions, though the Chief Officer’s views should of course be taken
into account.

The decisions will include:

 allocating roles and responsibilities

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  allocating physical resources such as emergency equipment
 establishing communication schedules between ship and shore and between
emergency parties and the bridge

Coordinating the activity

Apart from a visit to the scene of the emergency, if desired, the Master should stay on
the bridge to coordinate the activity.

The Master should always listen to officers’ advice and, as far as practicable, involve
them in the key decisions.

Recording events
All the information received at the bridge, and all decisions made, should be written
down, with the times at which the events took place. It is important to keep video and/or
photographic records, where possible.

5.2 Responding to a fire

The following are some basic requirements and recommendations for responding to
fires.

Equipment
The relevant equipment must be available and in good condition:
 fire-fighting appliances
 emergency or chemical suits (the choice will depend on the cargo type)
 breathing apparatus

Locate the fire

The seat of the fire must be located. Once this has been done, it is of crucial importance
to look at the cargo manifest to establish what the fire risk is!

Extinguish or contain the fire

The heat must be stopped and the fire prevented from spreading. If the fire cannot be
put out, it must be contained.

A container may be difficult to reach with conventional fire-fighting equipment,

especially if it is in the middle of a stack or far down in a hold.

Techniques for extinguishing container fires are:

 cooling
 fuel starvation
 smothering
 flame inhibition

Removing the fuel from the boundary of a fire to stop it spreading further is ‘boundary
starvation’. If the fire is a major one, you may need ‘boundary cooling’, which will
require resources from shore-based facilities such as tugs with water monitors.

Fire below deck

Below deck a major fire should be kept under control with smothering gas until the
nearest port is reached.

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Ventilation control is difficult but vital. Remember: small fires can quickly escalate!

Fire on deck
On deck, containers should be surrounded with water spray. Additional options include
injection of CO2, Halon substitute or water spray.

Fighting a container fire

This type of fire is unique as it is in a sealed steel box which is often difficult to get at.
Fires can also spread from one to the other because of the extreme heat, and this
could cause an explosion. Container fires on the hatchtop could also affect the cargo
in the hold below.

The main aim is to cool the containers down and keep the temperature low to
discourage conduction.

Calcium hypochlorite fires are often tackled through isolating the stack on fire by
flooding it with water to stop the fire spreading and then leaving the stack to burn itself
out.

5.3 Responding to a HNS (Hazardous and Noxious Substance) Leak

Ships carrying HNS are required by law to have a shipboard pollution emergency plan
(SOPEP) to deal specifically with incidents involving these substances.

As with fire-fighting, the first step in tackling a HNS leak is to refer to the cargo manifest
to establish the risk from the substance.

Crew members tackling the leak will need specialised PPE, which should have been
well maintained. Depending on the type of substance, breathing apparatus as well as
emergency/chemical suits may be required.

The table outlines responses to some HNS emergencies as recommended by the

European Maritime Safety Agency.

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 HNS type Recommended response

Leak near coast Tow vessel to less vulnerable area

Toxic gas or smoke Change vessel position taking wind

direction into account

Gas Controlled release of the cargo with a

sprinkler system to produce a water
air combination, reducing the
concentration of the HNS

Floaters Oil spill response and containment

techniques

Acids Neutralise acid by applying a base.

Bulk liquid or packaged goods Ship to ship transfer

5.4 Responding to a stack collapse

If containers should collapse, the ship’s priorities are to:
 take precautions to reduce the risk to the ship’s stability and manoeuvrability,
such as slow steaming
 monitor the weather
 check the other stacks
 report the loss of any containers over the side to the Coastal State
 contact the P&I Club for advice

6 SHORE SUPPORT
6.1 The shore office
The shore office have an essential role to play in their ship’s response to any incident,
and should lend their expertise and support to the ship from the time they are notified
by the Master.

They will help by taking on some of the notification responsibilities and dealing with the
media, and are an integral part of the overall response.

The team ashore will have their own emergency plan as well as a copy of the ship’s
emergency plan and the two will be interrelated. They will also have detailed drawings
of the ship and a copy of the cargo loading plan.

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 The shore based emergency plan
The ISM Code regulation 8 on emergency preparedness provides a list of
what shore based emergency plans may include:
 the composition and duties of the persons acting within the emergency
plan
 procedures for the mobilisation of an appropriate company emergency
respond (which may include the establishment of an emergency
respond team)
 procedures to follow in respond to different types of accidents or
hazardous occurrences
 procedures for establishing and maintaining contact between the ship
and management ashore
 the availability of ship particulars, plans, stability information, and
safety and environmental protection equipment carried on board
 checklists appropriate to the type of emergency which may assist in the
systematic questioning of the ship during the response
 lists of contact names and telecommunication details of all relevant
parties who may need to be notified and consulted
 reporting methods for both ship and shore based management
 procedures for notifying and liaising with the next of kin of persons
onboard
 procedures for issuing information bulletins to and answering queries
from the media and the public
 back up arrangements for the company's initial respond in the event of
a protracted emergency
 the roistering of the company personnel and specialists dedicated to
support the response and adequate relief for the maintenance of their
routine duties

6.2 Reporting to the shore team

The ship must communicate detailed and accurate information to the shore team
about:
 the nature of the incident
 the ship’s position
 weather conditions
 number of casualties
 the extent of any injuries
 a list of who has been contacted

6.3 How the shore team can help

The team can take responsibility for notifying the charterer and P&I club.

They have access to engineers, surveyors, designers and chemists so can help the
Master to handle the emergency response, for example, if damage assessment is
required.

In the event of an undeclared HNS cargo leak or spill, or in the case of fire, they can
find out about the cargo and the recommended methods for dealing with it.

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The Master will liaise with the shore office via the DPA to obtain any extra emergency
equipment, such as:
 chemical foam
 fire hoses/applicators
 fire suits/breathing apparatus
 pollution response kits/booms
 chemical suits/masks
 medical supplies

If the vessel is deep sea, they may also arrange airlifts for any injured men.

6.4 Dealing with the media

Most companies have special communications plans for emergencies, the purpose of
which is to maintain a positive image for the company. Company procedures (as laid
down in the ISM manual) should include brief guidelines on media handling.

Depending on the severity of the incident, the media will be keen to get as much
information as possible. The Master should restrict what is released and emphasise to
the crew that ‘careless talk’ on mobile phones can have a serious knock on effect.

Co-operation with the media is better than hostility or no comment. On board, it is

strongly recommended that only the Master communicates with the media, and as far
as practicable, the shore office should deal with them. If contacted, the ship should
politely direct the inquiry to the shore office. Ideally, the media response should be left
to the shore authorities and the owners/operators in concert and liaison.

A few tips for dealing with the media:

 Preparation is essential. Know your role within the plan!
 Give just the right amount of information – don’t say what’s in the container.
Masters should also be careful not to divulge company information
 Don’t get carried away and speculate about what might have happened
 Avoid giving any information that you’re not absolutely sure about – wrong
information could cause the seafarers’ families to panic

A good relationship with the shore office

It is vital to establish a good relationship with the shore team before an emergency
takes place, so that the shipboard team feel happy about sharing crucial information
without the fear of recrimination. Withholding information could make the shore team
less able to help the Master deal with the emergency.

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7 MONITOR AND REVIEW

Responding to changes
Situations change rapidly and in a way that it is not possible to predict. Fires can
spread, gas leaks can explode. The action plan must be constantly monitored and
reviewed in case new actions are suddenly required.

What needs to be monitored

While action is being taken, the following questions must be asked at frequent intervals:
 Is the action working?
 Are more personnel needed?
 Are the lines of communication working?
 Is the equipment sufficient?
 Should the action plan be revised?
 Should video and/or photographic evidence be gathered?

If a change is indicated by monitoring process, it should be reviewed and implemented

as quickly as possible.

SITREPS (situation reports)

SITREPS are required for commercial reasons, but it is also a legal requirement to
report accidents. If the vessel is enrolled in an Emergency Response Service with
Class or other consultants for issues of Longitudinal Strength and Transverse Stability,
regular SITREPS will have to be passed over to them so that they may be kept abreast
of the ever changing situation.

8 FINAL REVIEW AND EVALUATION

After the emergency has been dealt with, there will be an accident investigation by the
flag State.

A full review by both shore based and ship’s personnel must also be carried out to
identify any issues arising from the emergency response and any lessons to be
learned:
 What was the cause of the emergency?
 Could it have been prevented?
 How rapidly was it reported?
 How was it tackled?
 Did the emergency plan work well?
 How satisfactory was the equipment?
 How effective was the communication?
 What could have been improved?

Where appropriate, procedures should be changed in line with the review’s

recommendations.

Accentuate the positive! Investigation should focus on what went well as on what went
wrong so that successful practice can be repeated. Avoid seeking out someone to

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blame, but if it falls in a particular direction, it must be assessed and reported to the
authorities.

9 SUMMARY

 Responding effectively to an emergency could save lives!

 It is not only sensible to prepare well for an emergency – it is a legal requirement
 Make sure everyone knows and understands the contingency plan
 Effective communication between all parties is essential – and keep to the
agreed schedule
 Crew members should feel comfortable to speak up about anything that worries
them
 All emergency equipment should be well maintained and stored
 The shore office form an integral part of the emergency response
 It is essential to monitor the response continuously, and change the action plan
if necessary
 Responding calmly to an emergency can only come about through effective
training and regular exercises
 It is human behaviour that will determine the outcome of any emergency!

Activity
Now that you have been through the whole programme, put
what you have learned into action by delivering a draft
contingency plan for a container ship.

10 CASE STUDIES
Avoiding a potential environment catastrophe (Napoli)
A container vessel suffered hull damage and flooding to the engine room while carrying
several thousand containers from Northern Europe to South Africa. The decision was
taken to abandon ship. The crew were subsequently rescued by helicopter without any
casualties and the vessel was taken under tow. However, during the tow, concerns
increased that the vessel might break her back completely and sink, and so she was
intentionally beached.

Lesson learned:
 Fast decision-making helped to avoid a potentially serious oil spill

Successfully correcting a dangerous list (Ever Decent)

A cruise ship crashed into a container ship in the English Channel, and fire broke out
on the container ship which was carrying flammable chemicals and cyanide. The
container ship was badly damaged and listing to port, and a number of containers went
over the side. Toxic smoke poured out of the ship and a thin layer of oil spread on to
the surface of the sea.

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The Master successfully guided the ship into shallow waters and managed to stabilise
the dangerous list with water ballast. Lifeboats, helicopters and a maritime patrol plane
arrived rapidly on the scene. A week after the incident, the vessel was considered fit
to sail to a nearby port for repairs.

Lessons learned:
 The prompt action by the crew brought the list under immediate control
 Immediate access to stability information allowed crew to distribute ballast
safely
 Ultimately, the use of professional salvors with a damaged ship stability
capability assisted in safely rectifying the list
 Prompt crew response in tackling the fire initially, then cooperating with
salvors was crucial in limiting the impact on board of the fire
 The importance of proper manning of the bridge in areas of dense traffic

Failure to inform the coastal state (Annabella)

While on passage in the Baltic Sea, a container ship started to roll and pitch heavily
and it was later discovered that a stack of containers had collapsed. The containers,
some of which were carrying dangerous cargo, were damaged. The ship was
redirected to a different port and the emergency services took over. Specialist
contractors safely unloaded the containers a week later.

The inquiry reported that the Master had ensured the safety of his crew by mustering
and briefing them and that he had also introduced prudent control measures by
posting notices detailing the dangerous cargo in the damaged containers, restricting
access to the main deck, and rigging fire hoses. He advised the ship managers and
charterer of the accident by email, but he did not inform the nearest Coastal State of
the accident. They were only advised by the vessel’s local insurance representative
that it had taken place and this was more than five hours after the collapsed stow had
been discovered.

Lessons learned:
 Always be aware of the reporting requirements of the Coastal State when
transiting coastal waters
 When an emergency situation occurs on board, immediately inform Coastal
State. Failure to do so may result in a delay by a Coastal State’s response
services to provide an appropriate response to the situation

Inability to contain a fire (Fortune)

A ship was on its way from China to Europe when a huge explosion below deck and
aft of the accommodation caused dozens of containers to fall into the sea off the coast
of Yemen. Fire spread through the stern, including the accommodation and the stacks
near the accommodation. Several containers of fireworks then went off.

The crew were not able to contain the fire and had to leave the ship. A large section of
the hull was destroyed, the engine room was burned and flooded, and the listing ship
went on burning for several days.
Lessons learned:

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  Knowledge of what is being carried and where it is stowed is critical to the
success of the emergency response
 Shore authorities should be notified as early as possible so that they can
dispatch fire-fighting services if available
 The DPA and shore side operation should be regularly updated and appraised
of the situation as it unfolds

Explosive cargo (Pennsylvania)

A container ship with a dangerous cargo of fireworks suffered severe damage after an
explosion in one of the containers stowed near the accommodation. The vessel caught
fire and a fireball shot 100 metres into the air.

The fire was fought using mainly hoses, but despite all efforts, it spread and forced the
crew to abandon ship. Salvage experts later took over but the fire burned for over a
month and they were unable to prevent the ship being so badly damaged that the cost
of rebuilding would have cost almost as much as the original build price. Although only
a few months old, the vessel was sold for scrap.

Lessons learned:
 Boundary cooling of the deck cargo close to the accommodation should have
been carried out, and the firefighters should not have positioned themselves
towards the midships. The explosion at the bay just forward of the
accommodation could have been a cause of casualties.
 Loading of dangerous goods/explosive cargo underdeck and on deck close to
the accommodation and engine room may have disastrous consequences and
the vessel crew may find it hard to effectively respond to such an emergency
situation.
 Good crew training for a worst case situation cannot be over emphasised or
over practiced. It should be a natural sequence of events.

Hazards from calcium hypochlorite cargo (Djakarta)

The crew of a ship sailing in the Mediterranean spotted a fire among the containers on
deck and there was an initial explosion. Fire hoses were used but the cargo hatch
collapsed and the fire spread quickly. The crew had to abandon ship in a matter of
hours. Despite the efforts of the fire fighters, the cargo kept reigniting because the
ambient temperature was high enough to cause the burning calcium hypochlorite to go
on releasing oxygen. One cargo hold was completely destroyed and there was damage
to two other holds and the engine room.

Lesson:
 Again, knowledge of what is being carried and where it is stowed is critical to
the success of the emergency response. Starving the heat source and
keeping adjacent areas cooled as safely as practical, was key with this
hazardous cargo.

Specialist salvage
A container ship ran aground on the Isles of Scilly. In a few hours the ship was listing
heavily over two thirds of its length and many of the containers were floating in the
water. Among the cargo were rechargeable batteries, classified as a hazardous

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substance, polythene film, and nearly 100 tonnes of fuel oil. Removing the containers
and detritus was difficult because it was substantially covered in oil.

A specialist salvage vessel, known to be in the area, was able to remove almost all the
fuel from the ship before it sank. Three tugs were summoned to collect the containers
drifting in the sea, and several days later the wreck sank into deeper water further from
the coast.

Lessons:
 Call on shore-based authorities as early as possible once an incident has
occurred or is developing. The timely arrival of specialist vessels cannot be
overstated.
 The shore team must be kept fully appraised of the situation so that additional
resources can be called upon, if and when required.

11 REFERENCE SECTION

Guidance and legislation

ISM Reg. 1.4.5 (Functional requirements for a safety management system) ~ “Every
company should develop, implement and maintain a safety management system which
includes the following requirements:
(…..5) procedures to prepare for and respond to emergency situations;”

ISPS 1.2.4 (Objectives) ~ “The objectives of this Code are:

(…..4) to provide a methodology for security assessments so as to have in place plans
and procedures to react to a change of security levels;”

IMO MSC/Circ.1156, of 23 May 2005, GUIDANCE ON THE ACCESS OF PUBLIC

AUTHORITIES, EMERGENCY RESPONSE SERVICES AND PILOTS ON BOARD
SHIPS TO WHICH SOLAS CHAPTER XI-2 AND THE ISPS CODE APPLY

IMO MSC.1/Circ.1261 on "Prevention of maritime accidents due to driftwood".

“Member States are invited to ask ships that detect driftwood and other floating
obstacles (including containers, other large cargo items, etc.), which could cause a
maritime accident, especially for a high-speed craft, to communicate the information to
ships in the vicinity and competent authorities, in accordance with SOLAS regulation
V/31.”

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 The ISM (International Safety Management) Code

Under the ISM Code Reg. 1.4.5 (Functional requirements for a safety
management system) every company should develop, implement and maintain
a safety management system which includes procedures to prepare for and
respond to emergency situations.

Regulation 1 also requires that the Safety Management objectives of the

company should continuously improve the safety management skills of
personnel ashore and on board ships, including preparing for emergencies
related to both safety and environmental protection.

Regulation 8 (Emergency Preparedness) requires that actions to counter

potential emergency situations should be practised in drills. A programme of
such drills, additional to those required by the SOLAS Convention, should be
conducted to develop and maintain confidence and proficiency on board. These
drills should be developed to exercise the emergency plans established for
critical situations and should, as appropriate, mobilise the shore based
management emergency contingency plans under simulated conditions.
Emergency drills and exercises should be carried out regularly to test the
effectiveness and clarity of emergency plans, and to develop the confidence
and competence of the personnel who may be involved in actual emergencies.
Records of all emergency drills and exercises conducted ashore and on board
should be maintained and be available for verification purposes. Appropriate
personnel should evaluate the results of these drills and exercises as an aid to
determining the effectiveness of documented procedures.

US Coast Guard regulations

Ships visiting US ports must provide the US Coast Guard with evidence in their
Vessel Response Plans (VRPs) that they have adequate salvage and fire
fighting capabilities.

Websites
International Maritime Organization
www.imo.org

The Maritime & Coastguard Agency

www.mcga.gov.uk

United States Coast Guard

www.uscg.mil

Transportation Safety Board of Canada

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www.tsb.gc.ca

Australian Maritime Safety Authority

www.amsa.gov.au

European Maritime Safety Agency

www.emsa.europa.eu

MAIB (Marine Accident Investigation Branch)

www.maib.dft.gov.uk

CHIRP (Confidential Human Factors Incident Reporting Programme)

www.chirp.co.uk

MARS (Marine Accident Reporting Scheme)

www.nautinst.org/MARS/index.htm

Publications
Safe Transport of Containers by Sea - Guidelines on Best Practices (ICS)

The Mariner’s Role in Collecting Evidence (The Nautical Institute)

A Master’s Guide to Shipboard Accident Response (The Standard Club)

The MCA Maritime Incident Response Group (MIRG) video can be seen online at
www.mirg.org.uk.

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12 EMERGENCY RESPONSE CHECKLISTS
12.1 Emergency message

Example:

PAN PAN PAN PAN PAN PAN

ALL STATIONS ALL STATIONS ALL STATIONS
THIS IS 635206000 (MMSI NUMBER - 9 DIGITS)
CMA CGM BIZET FUDL
IN COLLISION WITH GENERAL CARGO VESSEL ALFA
IN POSITION XX°XX' N/S XXX°XX'E/W
FIRE ON BOARD
21 CREW AND 1 PASSENGER ON BOARD
STAND BY ON VHF 16 FOR FURTHER STATUS REPORT

Use of the 2 digit INMARSAT codes: The INMARSAT system also enables
“URGENT” messages to be sent. Depending on the case, the following will be
used:

 Medical advice: code 32

 Medical assistance: Code 38 (e.g. Evacuation)
 Maritime assistance: Code 39

Refer to BRIDGE MANUAL “Use of the GMDSS station”

12.2 Collision checklist

12.3 Fire/Explosion

12.4 Excessive list

Any excessive list causes a loss of stability and must be corrected.

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