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Shell Marine Safety Initiative kicks off in Amsterdam on 19th and 20th March 2013
One conference in Singapore, and now, one in Amsterdam, but if you all join
INSIDE THIS ISSUE: Fall in tank Heaving lines Tank entries Anchor Loss Propulsion Loss Contact damage 2 2 2 3 3 3
Amsterdam Forum 4 - 6
Thats not what is being said above, but, think of something better by 15 June and send to me, to win an I-Pad Mini
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What would success look like? What is getting in the way of our success? What actions, should we take, to break down these barriers? Mapping out our actions. Prioritizing these, and, playing a role going forward.
What would we see, feel and hear that would reflect how we, as leaders, reduced maritime incidents in a big way? We are the leading Industry!
Real or perceived
Safety is a true value and a respected part of the organization ethos and culture. We collectively contribute to effective knowledge sharing which will benefit the wider industry and support the prevention of all incidents. Respect is embedded throughout all levels of our industry.
LACK OF TRUST AND TRANSPARENCY CONSERVATISM / COMPLACENCY Ship / Shore hierarchy Processes and procedures Roles and responsibilities Training
FRAGMENTED INDUSTRY Sharing of knowledge and learning. Actions (lacking boldness) Reactive
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OUR SUCCESS CRITERIA
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We do not possess super powers, and, need to have a 3point contact when going up / down the ladders onboard ships. Also remember that loose tools etc can fall and injure others below.
Underestimated.
FINDINGS
Wrong action by the Refinery person could cause an accident. A meeting must be carried out with Shore contractors and lead person defined who should take care of the rest of the gang. Shipstaff have to remain vigilant as the safety of shore personnel onboard becomes their responsibility.
Shipstaff often use shackles, deck fittings and nuts/bolts when making monkey-fists. These could hurt the person receiving the heaving line.
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3 The chief officer didn't check if the port anchor and chain were properly secured. 4 The safety awareness of the chief officer and Bosun were poor, they didn't realize that the vibration of the anchor and chain during sailing might increase the force on the brake. 5 The operator's procedure regarding to anchoring operation was not strictly complied with.
FINDINGS
1 The port windlass brake was not fully applied by the carpenter after the anchor was heaved up, the vibration of the port
3) Port Main Engine overheated and stopped. 4) Vessel used one engine to maintain position but could not move to shelter of port of refuge. 5) Ch Engine was unable to repair pump in heavy weather.
FINDINGS
1) Due to heavy rolling and pitching, the SW pump lost suction, taking in air and damage to pump impeller. 2) Vessel was down by head which contributed to
LESSONS LEARNT
1) Amend PMS - to reduce frequency of pump overhauls and replace impellers at fixed intervals 6) Master called for tug to to avoid Fatigue failure. 2) Purchase failure tow vessel to safety. Confirm spares are sourced from original makers, maintain spares for critical machinery. FINDINGS 3) Vessel's trim is to be maintained by stern for Inadequate work planning and poor communication between Bridge and Engine room. such eventuality Inadequate monitoring by Bridge team of relative position and speed of own vessel. 4) Additional alarms and slowdowns to plan be fitted for and did not pay attention to trials. Master was busy in reviewing Passage with Pilot loss of suction eventuality Inadequate evaluation of changes - Ahead movement was higher than normal and astern as delayed loss of control movement responded slowly as engineer's not aware (or made aware) of imminent danger. resulted in engine damage. 5) Emergency plan to be SMS to review and revise procedures for Engine at all times. This Standard developed and testedtesting in Operating Procedure should be signed by Master and Ch Engr. Telegraph orders are to be the event of one engine issued from Bridge only even for testing purposes. failure.
Forward and aft stations are to be manned during engine testing.
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Industry voice - Better safety and efficiency require greater transparency - By Hal Brown "Transparency and information sharing needs to be greatly improved to enhance efficiency and safety in the shipping industry, industry experts told the Lloyds List Summ it. Theres a long way to go, said Right Ship chief executive Warwick Norman. There are still too many substandard vessels operating on the water, despite vetting procedures, the summit audience was told. Industry players are often concerned over legal barriers to sharing information on a vessel. When it comes to transparency, everyone hides, said DP World group chief executive Mohammed Sharaf. Everyone talks to each other once in a while but no one is willing to share information. " LLOYDS LIST, 13 May 2013, p 7
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Disclaime r: T he articles and vie ws presented here are fro m contributio ns b y participa nts i n t he Shell Safety Semi na r. T he author or the company bea rs no responsibili ty for what is stated herei n. T his newsletter is for i nformation onl y a nd an effort to s ha re i ncidents with a view to p romote safety across t he indust ry.
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