Very Good

Morning…..!
Welcome All
Participants
Courteousness…..
 Please kindly ensure all your mobile phones are
either
 switched off
(or)
 kept in “SLIENT MODE”

 Make answering/replying your calls outside this

class- room
thanks you!
Introducing
Ice Breaking (for a warm & friendly atmosphere and promoting
ICE BREAKER
a better environment for effective learning)

Self Introduction
 Name
 CoC

 Sailing Experiences

 Expectations/Dreams

 Anything what you like to add on……………

During the Course……
 Share your views, ideas, suggestions.
 Raise any questions about what you do not understand, or
doubt, or disagree!
 Be positive to every point and every one - we may have
different views as per own different experiences.
 Different people may have different views on one particular
thing! Even Oneself may have different understanding at
one particular thing in different times!
So, please kindly respect others perspectives / opinions!
thanks you!
 Statutory Requirement
 This course is prepared to meet the
 “MANILA AMENDMENTS TO THE SEAFARERS’
TRAINING, CERTIFICATION AND
WATCHKEEPING (STCW) CODE”
 Section A-II/1
 Mandatory minimum requirements for
certification of officers in charge of a
navigational watch on ships of 500 gross
tonnage or more
Table A-II/1

Specification of minimum standard of

competencefor officers in charge of a
navigational watch on ships of 500 gross
tonnage or more

Function: Navigation at the operational level

Table A-II/1
Specification of minimum standard of
competencefor officers in charge of a
navigational watch on ships of 500
gross tonnage or more
Function: Navigation at the
operational level
Course Delivery Methodology

The course delivery will comprise of

lecture, group discussion, case study
workshop and presentation and simulation
exercise.
The course leader/instructor should hold a
COC class1 certificate and have a minimum
of two years seagoing experience in the
Management Level.
Evolution
 Titanic -- SOLAS
 Torrey Canyon -- MARPOL
 Exxon Valdez -- Double Hull
 Herald of Free Enterprise -- ISM Code
 Achille Lauro - World Trade Center – ISPS Code

 What else? Any more regulation to come out?

 ILO Convention, Revised STCW code
Titanic
Titanic Disaster

Rest in Peace
Improvement Effort
 Safety Of Life At Sea
(SOLAS)was
introduced to Maritime
industry.
 (Materials /
Equipments / Methods
“Job Factor “)
VLCC Torrey Canyon
(Aground & Oil Spill)
Oil Spillage Consequences
English Channel

France
 MARPOL 73
was
introduced to
Maritime
industry.
(Materials /
Equipments “
Job Factor”)
Exxon Valdez Consequences
Amoco Cadiz Consequences
Double Hull Introduced
 What happened on 5 April 2005?
 On 5 April 2005, amendments to Annex I of MARPOL
73/78, adopted by IMO's (MEPC) by resolution
MEPC.111(50) in December 2003, entered into force for all
parties to the MARPOL Convention.

 The amendments revised the existing regulation 13G on

Prevention of accidental oil pollution.

 It says that tankers which are single hull should be

phased out or converted to a "double hull" by the dates
set out in the revised regulation.
Double Hull Concept
 Category 1  5 April 2005 for ships delivered on
5 April 1982 or earlier
Anniversary date in 2005 for ships
delivered after 5 April 1982
 Anniversary date in 2007 for ships
 Category 2 delivered in 1980 and 1981
 Anniversary date in 2010 for ships
delivered in 1984 or later
 Category 3
•Standard of
Training
Certification and
Watchkeeping 1978
as amended 1995
was introduced to
Maritime industry.
(Human Factor)
Herald of Free Enterprise
Capsized Just After Sailed Out
Estonia
Improvement Effort
 International Safety
Management (ISM) code
was introduced to Maritime
industry.
 (Improve the
System)
USS Cole

Achilli Lauro m.t.Limberg

World Trade Center
International Ship
& Port Facility
Security (ISPS)
code was
introduced to
Maritime
industry.
 Main Causes of Major Claims
Other 6%

Under investigation
Deck Officer 27%
5%
Structural Failure
12%

Engineer Officer 4%

Shore Error 13%

Crew Error 13%

Mechanical Failure
7%
Pilot Error 6%
Equipment Error 9%
 Is this what Resource Managementis about?
Do you believe in Of course I believe in
resource management? resource management.

Maritime Resource Management

You’re the resource and

I’m the management!

41
 Expect the Unexpected

“Of course there have been winter gales and storms and fog and the
like in the forty years I have been on the seas, but I have never been
in an accident worth speaking of.

In all my years at sea I have seen but one vessel in distress.

…I never saw a wreck. I have never been wrecked.

I have never been in a predicament that threatened to end in

disaster of any sort.”

from a presentation by E. J. Smith, 1907.

Maritime Resource Management

Expect the unexpected
On April 14th 1912, the RMS Titanic
sank with a loss of 1500 lives.....
…one of which was the Master,
Captain E. J. Smith.

Maritime Resource Management

Maritime Resource Management

Question:

Can accidents be prevented?

CAN! / CANNOT!

44
Maritime Resource Management

Question:

If accidents can be prevented…

why do preventable accidents
still occur?

45
Contributing factors in accidents
Maritime Resource Management
Pls try to list out.....
• Inexperience
• Over-confidence
• ???
• ???
• ???
• ???
• ???
• ???

47
 Contributing Factors in accidents

Typical answers

• Over confidence • Time pressure

• Mis-communication • Incompetence
• Mis-understandings • Undermanned
• Stress • Weather
• Relaxed • Cultural differences
• Fatigue • Complacency
• Alcohol • Personal problems
• Technical failures • Traffic density
• Negligence • ..............
• Company pressure

Maritime Resource Management

 ”Human error”

Maritime Resource Management

The new view on Human error:

 We do not believe that people err deliberately.

They did what they thought was right at that very moment.

 We all make mistakes.

Experts make mistakes too!
Sometimes the best people make the worst mistakes!

 Sidney Dekker:
“Human error is not the cause, it is the starting point of an
investigation. Human errors are symptoms of deeper trouble.”

50
Trends in attributed accident causes
(Barriers and accident prevention, E. Hollnagel)

100

90

80

70

60 Technology, equipment
50
Human performance
40
Organisation
30

20

10

0
1960 1970 1980 1990 2000

Maritime Resource Management

Background to MRM

Maritime Resource Management

”Sometimes the best people make the worst mistakes”

Captain van Zanten

53
Tenerife disaster 27 March 1977

Maritime Resource Management

 Highest number of fatalities in

aviation history (583 people)
 Collision on the runway
 Contributing causes:
- Fog
- Stress
- Communication misunderstandings
- Incorrect decision not challenged
 Aviation’s safety response:
Crew Resource Management (CRM)

54
The aviation statistics also show that …
these accidents happen to all kinds of aircraft
pilots,
ranging from the least to the most competent as
regards operational and flying skills,
with perhaps a tendency for an even greater
likelihood among the most competent pilots, often
related to …
“complacency” - a false sense of security, based on
long, uneventful experiences.
 As a result of the research, the aviation industry
worldwide started to look for remedies.

It was obvious that the levels of technical and

operational skills were not the problem.

 Changing behaviour Very simplified, our

behaviour can be described as influenced by three
factors, our personality, our skills, which include
also working procedures, and our attitudes.
 An attitude can be defined as “the way you think about
somebody or something”.

Your behaviour towards somebody or something

depends on your attitudes.

 Our attitudes are based on our values, which in turn

are influenced by our social environment and our
knowledge and experiences.
 It is generally speaking not possible to change the
personality or the social environment …

 However, it is possible to change knowledge and

experience …
- this is by tradition the most common and efficient way to
change attitudes!

 Such training is however time-consuming and must be

repeated over and over again to be effective.
 The airline industry’s efforts to find counteractions to the
management errors resulted in
- Cockpit Resource Management -
training programs.

 A simple definition could be as follows:

“The use and co-ordination of all the personal skills and resources
available to get flight crew to achieve the established goal of
optimum safety, efficiency and comfort of flight.”
The primary objective of the training is
 to make the pilots
 not only understand the importance of good management and
team work,
 but also to change their behaviour
 so that these goals are achieved.
 a common terminology is also emphasised, to facilitate future
discussions on the subject.
 BRM / VRM /MRM
Maritime Resource Management
 Cockpit Resource Management
>>>>>>>> Crew Resource Management

 Bridge Resource Management (BRM)

>>>>> Vessel Resource Management (VRM)
>>>>>>>> Maritime Resource Management (MRM)
(company resource management – crm for staff ashore!)

 MRM is a training programme for ships’ officers,

engineers, pilots and shore-based personnel.
 The aim is to increase knowledge about human
capabilities and limitations and to safeguard positive
attitudes to safety and teamwork.

70
 MRM Course Modules ( Swedish Club)
Maritime Resource Management
1. Situation Awareness
2. Attitudes and management
skills
3. Cultural awareness
4. Communication and briefings
5. Challenge and response
6. Short term strategy
7. Authority and assertiveness
8. Management styles
9. Workload
10. State of the ship
11. Human involvement in error
12. Judgement and decision making
13. Leadership in emergencies
14. Crowd and crisis management
15. Automation awareness
16. New module
- Working with pilots and VTS
74
BRM Course Modules ( HarmoU )
BRM / VRM / MRM
 This Course is not passage planning, navigation
training or procedure training.
 It is training in utilization of human resources, taking
into consideration their limitations and emotions.
 Participants are required
 To involve actively in discussion
 Not just listen and note down the points!
BRM / VRM / MRM
 The topics/case study/discussion in the course are
just designed to get you thinking and talking about
the situations.

 Don’t treat them as truth and the end of the story!

 They are just the beginning. There will be much

discussion - you are expected to actively
participate, and there will be real case studies of
accidents that actually happened.
BRM / VRM / MRM
 The course is not a technical course. There will be
no discussion about navigation, GMDSS, colregs
and inert gas systems.

 It is a personal effectiveness course concentrating

on interpersonal relationships. But it is not a
psychology course.

 The messages are practical, not theoretical. If you

decide that they are not relevant to you or your
group and you ignore them, then that is OK.
BRM / VRM / MRM
 If you, who are attending this course, is an
engineer, work ashore or belong to an`y other team
as a team leader or team member, we wish to stress
that the MRM principles are as valid for you as for
masters, bridge officers and pilots.
BRM / VRM / MRM
 Most video clips and case studies are bridge-
related scenarios because of the course origin from
“Cockpit Resource Management”. Imagine and try
to apply the scenarios and the MRM principles to
your own work environment – whether that is the
engine room compartments, another shipboard
location or the office ashore.
BRM / VRM / MRM
 If you are a master, chief engineer, manager or
have assumed responsibility for a team – we refer
to you in this course mostly as a “team leader”.
 We assume that you already possess sufficient
technical skills of being a master or chief engineer.
 You are attending this course in your capacity of
being an important leader of a team.
Case Studies
 One of the most important parts of the course are case
studies of real accidents and incidents with analysis in
what we call “MRM terminology”.
Resource Management!
 The training and the video are just designed to get
you thinking and talking about the situations.

 Don’t treat them as truth and the end of the story!

 They are just the beginning. There will be much

discussion - you are expected to actively
participate, and there will be real case studies of
accidents that actually happened.
Have You Anything to
Ask, or Discuss …..?
Thanks You!