Wavelength #27

W

Volume 3, Issue 27, May 2008

To r Sea each far ou er r s

avelength The CENTROFIN Newsletter

Human Strategy Traits & Values

a brief note

In this issue

(Viewpoint)

The word derives from the ancient Greek stratēgos, which derives from two words: stratos (army) and ago (leading). Stratēgos referred to a 'military commander' during the age of the Athenian Democracy c5th century BCE. It is undoubtedly one of those words which we use often but understand little.

(Comment)

The table below shows various traits that make up a human. They are the traits of human consciousness; or also called the endowments of human character. They are grouped within the categories of an individual's: (1) attitudes, (2) miscellaneous attributes, (3) social endowments, and (4) skills. Each trait is shown in two ways; how it manifests in a positive way in a person, and how it manifests negatively in a person.

If, for example, you decide you want to improve your attitudes or other aspects of your being, you can reference this table to discover which items you might want to improve on.

cont'd on pg 4

According to the traditional concept military strategy means “the art of employing military forces to achieve the ends set by political policy”. This definition was formulated by Liddell Hart (1929) and Carl von Clausewitz (1780-1831) and is applicable to the whole Art of War - awkward because by tradition the art of war is divided into strategy and tactics; and a strategy is neither tactics nor logistics.

In commercial use one can define it as: “the art of applying force so as to make the most effective contribution towards achieving the ends (policy) set by the organisation, by making the best use of the resources available.”

Strategy is a long term plan of action designed to achieve a particular goal, most often "winning."

pg 1-3

Leadership pg 4-5

Human Traits & Values pg 6-7

Marine Safety Alert pg 8-9

Safety First !! pg 10-11

MAIB Cases

cont'd on pg 12

pg 12

Leadership among leaders and followers who intend real changes that reflect their mutual purposes.”

(Opinion)

In our previous issue W-26 we opined about 'Leaders & Followers'.

Read much on leadership, and you quickly recognize that few authors tell us just what it is that they call leadership. Is this important? If we are to improve our understanding and practice of leadership, we must first agree on what leadership is. In other words, we must define leadership.

One description that numerous leadership scholars accept as foundational defines leadership as “an influence relationship

While this characterisation has advanced the field toward an accepted definition, it still does not quite satisfy. Consequently, other experts define leadership as a process dependent on interactive, “influence” relationships between people who intend substantial changes reflecting their mutual purposes.

So what does all that mean?

First and foremost, leadership is a process not a person, not personality traits, not the behaviours but a process that leaders and followers engage in together.

Strategy

The essence of leadership lies in the process of influencing.

Let's say that influence means one person's actions designed to change another person's attitudes, beliefs, values or behaviour. Without influence we can't exercise leadership.

The process of influencing can't occur without relationships between people that make that influence possible. The use of the term “interactive” shows these influence relationships as being mutual, reciprocal and multi-directional. In other words, followers influence leaders, leaders influence followers, and peers influence each other.

TO THE MASTER: Please circulate copies of this Bulletin to the CREW.

cont'd on pg 2

Leadership from pg 1

The words “leader” and “follower” are conspicuously absent in this latter definition.

Specifically including those terms can erroneously imply fixed roles or fixed positions. In today's organisations, hierarchical structures largely have given way to team structures with more than one leader. More importantly, it is firmly believed that in any one leadership relationship, followers become leaders and leaders become followers depending on the situation. So in this definition of leadership, one just goes with “people.”

Scholars widely accept that the purpose of leadership is to create and promote change, and that people involved in leadership are not just the subject of change, but also its driving force. Some would go so far as to say that contemporary leadership is all about change-seeking and change-making and little more. That is why the intention of “substantial change” is included in the second definition.

A large number of experts include the idea of reflecting mutual purposes. In the leadership environment, at our best, we pursue what all parties want. At least, our pursuits should be in the interest

of all parties, not just change desired by the leader or the organisation without regard for constituents.

Scholars tell us that we are entering a new era of human society, a “post-industrial age.” Researchers in the leadership studies field tell us that a changing society requires a changed perspective on leaders and leadership. In this brave, new post-industrial world, the leader's role will be to:

· Understand, create, maintain and, when necessary, destroy organisational culture. · Serve as a symbol, or the symbolic head, of the organisation. · Establish vision (or direction) and create focus and common purpose. · Build commitment for that vision. · Create a sense of community or organisation. · Enable free choice and self-determination, what we commonly call “empowering people.”

There is no question whether leaders are born or made. People's traits contribute to their leadership capacity and are part of leadership. However, they are not essential to leadership, and neither is charisma.

People can learn the processes and skills of leadership; everyone may exercise leadership in a given situation if properly prepared and motivated. That is not to say that everyone will or can lead, but that leadership is accessible to all.

“There is no more powerful engine driving an organisation toward excellence and long-range success than an attractive, worthwhile and achievable vision of the future widely shared.” The leader of any effective organisation must guide it to identify its collective vision.

A compelling vision that is in the mutual interest of leaders and followers sets a common direction, empowers people and enables them.

A common vision also helps people transcend their self-interest and focus on the common good.

In the leadership environment, power is not inherently good or bad, but just part of the equation.

The general management principles as summarised by Fayol.

interest). Management must see that the goals of the firm are always paramount.

The 14 Management Principles from Henri Fayol (1841-1925) are:

7.Remuneration. Payment is an important motivator although by analysing a number of possibilities, Fayol points out that there is no such thing as a perfect system.

1.Division of Work. Specialisation allows the individual to build up experience, and to continuously improve his skills.

There by he can be more productive.

8.Centralisation (or Decentralisation). This is a matter of degree depending on the condition of the business and the quality of its personnel.

2.Authority. The right to issue commands, along with which must go the balanced responsibility for its function.

9.Scalar* chain (Line of Authority). A hierarchy is necessary for unity of direction. But lateral communication is also fundamental, as long as superiors know that such communication is taking place. Scalar chain refers to the number of levels in the hierarchy from the ultimate authority to the lowest level in the organization. It should not be overstretched and consist of too-many levels.

3.Discipline. Employees must obey, but this is two-sided: employees will only obey orders if management play their part by providing good leadership.

4.Unity of Command. Each worker should have only one boss with no other conflicting lines of command.

5.Unity of Direction. People engaged in the same kind of activities must have the same objectives in a single plan. This is essential to ensure unity and coordination in the enterprise.

Unity of command does not exist without unity of direction but does not necessarily flows from it.

6.Subordination of individual interest (to the general

10.Order. Both material order and social order are necessary.

The former minimises lost time and useless handling of materials. The latter is achieved through organisation and selection.

11.Equity. In running a business a 'combination of kindliness and justice' is needed. Treating employees well is important to achieve equity.

- pg 3 Power is inherent in leadership relationships because leadership is a process of influence, and power provides influence potential. People will accept leadership only if they have some reason to allow themselves to be influenced or to follow. A leader's potential to influence others, to give them a reason to follow, flows from the leader's base of power. The misuse of power can be controlling and leave the follower with little choice, what we normally describe as coercion.

people assigned to leadership positions. It's sad to see people assigned to lead, but who are ineffective and frustrated because they simply do not understand what their base of power is or is not, and because they are attempting inappropriate styles of leadership for their circumstances.

Management and leadership are two distinct but complementary systems, both of which are necessary for organisational success. Each system has its own functions. Generally speaking, management is about coping with complexity and providing stability. Leadership is about vision and creating and coping with change.

In the post-industrial era, successful leaders will understand the concept of organisational culture.

Given our diversifying society and work force, effective leaders will need to foster organisational cultures that overcome barriers to opportunity and empower people equally.

However, power also enables leaders to influence because the leader is trusted, revered or considered an expert.

Followers or constituents are central to the process of leadership, and the trend toward empowerment will continue and intensify. Given the changing nature of our society and of work, the influence relationships that we know as leadership will have to be mutual and multi-directional. In other words, leaders and followers will influence each other, and in many situations the follower will have as much influence as the leader. Increasingly, leaders and followers are situational roles more than fixed roles or fixed positions.

In our experience, the relationships of power to influence and influence to leadership represent concepts that are not well-known among many

12.Stability of Tenure of Personnel. Employees work better if job security and career progress are assured to them. An insecure tenure and a high rate of employee turnover will affect the organisation adversely.

13.Initiative. Allowing all personnel to show their initiative in some way is a source of strength for the organisation. Even though it may well involve a sacrifice of 'personal vanity' on the part of many managers.

14.Esprit de Corps. Management must foster the morale of its employees. He further suggests that: “real talent is needed to coordinate effort, encourage keenness, use each person's abilities, and reward each one's merit without arousing possible jealousies and disturbing harmonious relations.”

What is Management? Five elements

Fayol's definition of management roles and actions distinguishes between Five Elements: 1.Purveyance. (Forecast & Plan). Examining the future and drawing up a plan of action. The elements of strategy.

2.To organize. Build up the structure, both material and human, of the undertaking.

3.To command. Maintain the activity among the personnel.

In our post-industrial, knowledge- and technologydriven society, a good leader enables followers to: · · · ·

Develop judgment and initiative.

Grow and become better contributors.

Succeed without strong leadership.

Gain independence and become leaders.

Credibility is the foundation of leadership and the results of five research studies argue that credibility makes a difference and that people can easily distinguish between the behaviours of individuals who are credible and those who are not. People want to follow those who can get the job done and demonstrate leadership expertise. Followers' perceptions of effectiveness bear on the leader's credibility; the followers' willingness to follow, and the leader's ability to lead.

Healthy ethical relationships between leaders and followers are vital to effective leadership. Scholars support that a person's understanding of leadership is seriously incomplete, if not distorted, if one does not consider the ethics or morality of leadership.

Leaders are only truly effective when they are motivated by a concern for other people.

Ed.

4.To coordinate. Binding together, unifying and harmonising all activity and effort.

5.To control. Seeing that everything occurs in conformity with established rule and expressed command.

Origin of the 14 Principles of Management. History Henri Fayol was a French management theorist whose theories in management and organisation of labour were widely influential in the beginning of 20th century. He was a mining engineer who worked for a French mining company Commentry-Fourchamboult-Decazeville, first as an engineer.

Then he moved into general management and became Managing Director from 1888 to 1918.

Usage of the 14 Management Principles.

Applications

! ! ! !

Change and Organisation.

Decision-making.

Skills. Can be used to improve the basic effectiveness of a manager.

Understand that management can be seen as a variety of activities, which can be listed and grouped.

* Scalar: physics, a quantity that has magnitude but no direction, e.g. mass or time

Human Trai Social Endowments

affectionate family upbringing high mental abilities in family parents attained high social status parents motivated, gave direction parents rose & accomplished (inheritance) physical attributes are fine (had) previous success (in school, work, family life) prosperity in family upbringing psychological health and well-being prosperity in surrounding society supportive social environment

indifferent, hostile family upbringing poor mental abilities in family parents have low social status parents demotivated, gave no direction parents remained in same position (inheritance) physical attributes are poor (had) previous failure (in school, work, family life) poverty in family upbringing psychological problems poverty in surrounding society indifferent social environment

Skills capacity to judge others careful, graceful with objects communication skills

unable to judge others careless,clumsy

communication skills, lack of (can) exercise cannot exercise authority authority delegation skills delegation skills, lack of leadership skills, leadership skills lack of listening skills, listening skills lack of management skills, management skills lack of motivating skills, motivating skills lack of negotiating skills, negotiating skills lack of organisation skills, organisation skills lacks planning skills, planning skills lack of problem-solving skills problem-solving skills, lack of public speaking skills public speaking skills, lack of reconciling problems, reconciling problems, conflicts at higher conflicts at higher level skills, lack of level skills unskilled skilled not skilled, talented skilled, talented exceptionally in exceptionally in particular area particular area speaking skills, speaking skills lack of teamwork skills, teamwork skills lack of technical work skills, technical work skills lack of time management time management skills, lack of skills verbal skills, lack of verbal skills writing skills, lack of writing skills

Trait-Positive

Trait-Negative

Attitudes accepts authority, loyal, devoted rebellious ignores, rejects what's given accepts what's given distant, cold, aloof affectionate self-satisfied, unmotivated ambitious, motivated self-satisfied aspiring closed, guarded, secretive candid uncaring, unfeeling, callous caring rejects change change; accepts, embraces it cheerless, gloomy, sour, grumpy cheerful inconsiderate, thoughtless considerate, thoughtful uncooperative, unhelpful, combative cooperative cowering, fearful courageous rude, impolite courteous indecisive decisive uncommitted, uncaring, hostile devoted indecisive, unsure determined does what is convenient does what is necessary, right relents, gives up perseveres, endures unenthusiastic, apathetic, indifferent enthusiastic kept back, tight, constricting expansive life can't be trusted faith in life lack of faith in self faith in oneself others can't be relied on faith in others inflexible, rigid, unbending, stubborn flexible unforgiving, resentful, spiteful forgiving unfocused, scattered focused authoritarian, controlling freedom given to others unfriendly, distant, aloof, hostile friendly wasteful, spendthrift frugal, thrifty stingy, miserly, selfish generous Ill-will, malice, hatred goodwill ungrateful, unappreciative grateful lazy hard-working dishonest, deceiving, lying honest arrogant, conceited, ego-centric humble indifferent, uncaring interested complacent, indifferent involved jealous, envious, covetous jealous, not unkind, uncaring, cruel, mean kind immature mature vain modest narrow, close, small-minded, intolerant open-minded, tolerant pessimistic optimistic allows imperfection perfects flagging, fleeting, unsustaining persistent, sustaining impractical, not viable practical late, not on time punctual naĂŻve, impractical realistic unreliable, undependable reliable disrespectful, rude, impolite respectful blames others responsibility, takes unreliable, undependable responsible unresponsive, unreceptive responsive lack of self confidence, insecure self-confident directed by externals self-directed undisciplined, unrestrained, indulgent self-disciplined self-esteem, confidence - low self-esteem, high self-cantered self-giving dependent self-reliant selfish selfless insensitive, indifferent sensitive silly, trivial, petty serious insincere, dishonest sincere social approval required social independence unsympathetic, unfeeling sympathetic unsystematic, disorganised, disorderly, random systematic insists on own view takes others point of view thoughtless, inconsiderate, callous thoughtful towards others suspicious, mistrusting trusting pretentious, affected, ostentatious, unpretentious selfish unselfish stubborn, unwilling, reluctant willing does, willingness convenience first work comes first

its & Values Attributes

achieves adventurous alcohol and/or drug free alert aware of opportunities calm clean clear goals clear thoughts completes comprehends conscious conscious of one's weaknesses constructive content-oriented creative delegates deliberative detail-oriented develops mental capabilities directed, has direction disciplined dynamic educated education exceed previous generation education greater than present level of achievement education greater than previous generation efficient effort taking effort achieves results energetic enterprising entrepreneurial envisions the unseen experienced (in area) fatigue-free focused goal-oriented good graceful has enough time health robust, strong constitution high goals higher social interests idea-driven imaginative improves self in rapidly expanding field of work initiates (has initiative) innovative insightful intelligent knowledgeable knowledgeable in a particular area leads others lives from the depths of life lucky; things go your way money circulated for improvement motivated nerves strong objective observant organised patient personable physical stamina polite, mannered previous success in family life previous success in school previous success in work productive interactions with others professional (acts) professional qualification achieved regular relationship with other(s) positive resourceful responsible results-oriented risk-taker sees the whole picture seeks improvement spiritual, inner connection stamina strength stress-free, relaxed (has had) supportive family or friends systematic tough trustworthy wealthy wealth in present generation well-behaved work is in harmony with personal life

doesn't achieve conventional alcohol and/or drug dependent dull ignorant of opportunities excitable, nervous dirty, unkempt lack of, jumbled goals; directionless muddled thoughts, confused leaves hanging, doesn't complete doesn't comprehend unconscious unconscious of one's strengths destructive, complaining outer, surface, form-oriented uncreative tries to do everything reckless scrimps on details leaves mental capacities as is directionless, unfocused dissipating passive uneducated education not exceed previous generation education less than present level of achievement education less than previous generation inefficient lack of effort effort wasted listless enterprising, not entrepreneurial, not visionless inexperienced (in area) tired, fatigued unfocused, addled, scattered goalless, directionless evil clumsy never has enough time poor health, weak constitution low, no goals lower, no social interests ideas don't motivate to act unimaginative stays the same in static or declining field lacks initiative conservative lacks insight, blind to, ignorant of stupid ignorant, uniformed no knowledge in a particular area submits, yields to others lives on the surface of life, superficial unlucky money hoarded for security unmotivated nerves weak subjective, biased blind to, oblivious to disorganised impatient, expectant non-engaging, distant, cold lack of stamina impolite, ill mannered, rude previous failure in family life previous failure in school previous failure in work chit-chatting amateurish (acts) no professional qualification irregular, erratic relationship with other(s) negative unresourceful, helpless irresponsible does for doing's sake, being merely occupied averse to risk seeing only parts of the picture self-satisfied lacks any spiritual, inner connection lack of stamina weakness stressed, tense (has had) indifferent, uncaring family or friends unsystematic, disorganised, disorderly, random weak, soft untrustworthy impoverished poverty in present generation ill behaved work is in conflict with personal life

- pg 5 -

-Personal Values -- The individual also expresses through his/her personal values.

-Four Planes of the Individual (Physical, Vital, Mental, Spiritual) -- The individual human expresses the above traits across four fundamental planes or levels of consciousness; the physical, the vital, the mental, and the spiritual. E.g. our attitudes appear predominantly in the vital plane; and our values mostly in the mental plane.

The Power of Personal Values 1. Introduction to Values A value is a belief, a mission, or a philosophy that is meaningful.

Whether we are consciously aware of them or not, every individual has a core set of personal values. Values can range from the commonplace, such as the belief in hard work and punctuality, to the more psychological, such as selfreliance, concern for others, and harmony of purpose.

When we examine the lives of famous people, we often see how personal values guided them, propelling them to the top of their fields. For example, one actor was motivated by his commitment to social justice, which led to important acting roles related to that value that made him world famous. Likewise, a well-known business CEO was motivated by the personal value that technology should be easy to use, which caused his company to spawn a technology revolution. Whatever one's values, when we take them to heart and implement them in the smallest details of our lives, great accomplishment and success are sure to follow.

Just as individuals subscribe to values, so do organisations and institutions. In fact, if we were to examine any company, we would discover that one or more business values were the key to their success.

Likewise, we see how political parities and politicians subscribe to certain core values -- ranging from helping the poor, easing the burden of the middle class, improving the environment, making government responsive and efficient, engendering loyalty and unity, and so forth.

To be continued on Wavelength issue 28th

Marine Safety Alert May 9, 2008 Alert 1-08 Washington, DC

Maintaining Vessel Watertight Integrity This Safety Alert addresses two issues: watertight integrity and high level bilge alarms. Recently a marine casualty involving a fishing vessel in the Bering Sea resulted in multiple fatalities and complete loss of the vessel. A Marine Board of Investigation is currently examining the various circumstances surrounding the casualty. Although the investigation is not complete, testimony indicates the flooding of the vessel may have been exacerbated due to open or leaking watertight doors and other compartmental deficiencies which impacted the vessel’s overall watertight integrity.

As a result of this and other similar casualties, the U. S. Coast Guard strongly recommends vessel owners and operators: WATERTIGHT INTEGRITY Ensure all watertight decks and bulkheads are inspected periodically to verify that there are no unprotected openings or improper penetrations that will allow progressive flooding and that closure devices (e.g. watertight doors, duct closures, etc.) are in place and in working order.

Ensure all crewmembers are familiar with the locations of the watertight doors (WTDs) and weather tight closures throughout their vessels. Knowing the locations of such WTDs and weather tight closures should be part of the crewmember vessel familiarization process.

Ensure WTDs and hatches are closed while at sea and as otherwise specified in the stability guidance provided to the master or individual in charge.

The importance of keeping WTDs and hatches closed should be emphasized on a regular basis (e.g. at safety meetings). WTDs and hatches should be opened only briefly to allow passage and labeled appropriately to remind crewmembers to close them. If they must remain open to permit work, WTDs and hatches should be attended at all times so that they can immediately be closed. Any WTDs permitted to be open while the vessel is underway should be secured during drills to ensure they work properly.

Implement a WTD inspection program to ensure each WTD is regularly inspected and properly maintained. As part of the inspection of each WTD, the following should be examined: straightness of the knife edge; the door assembly for twisting or warp-age; evidence of loose, missing seized or damaged components; permanent set in gasket material, cracks in the gasket; gaps at gasket joints; paint, rust, or other foreign material on gaskets, knife-edges and working parts; binding and difficult operations; and loose or excessively tight dogs. Rotating spindles of the dog, handles and hinges, and other points of

Smoke and Mirrors (Compliments STOPLOSS Bulletin, Issue 49.)

Seafarers ordering duty free cigarettes from ship chandlers in North European ports, particularly in Belgium, Holland and Germany, should be aware that copies of such orders are provided to the local customs authority and that information is shared between the countries.

As a result, there have been recent cases in which the customs authority in Belgium has boarded a ship shortly after substantial order for cigarettes has been delivered in Holland or Germany, and established that the crew was unable to account for a significant number of cartons.

Where the authority has grounds to believe that the crew has resold the cigarettes, they can seek not only to impose substantial fines but also to press criminal charges.

The common rules stipulate that, on delivery to the ship, duty free cigarettes must be placed in the bonded store and can only be consumed after the ship has cleared territorial waters.

In some cases, modest fines have been imposed where all of the cigarettes can be accounted for, but they have not been placed in the appropriate locked store.

MARS 200839 Chain mail gloves for galley (Compliments SEAWAYS Journal May 2008)

Chain-mail gloves, which are easy to clean in hot soapy water, are a good idea particularly when cutting meat. Ships' officers are advised to procure these in consultation with their management offices. These gloves are regularly used ashore by butchers, and in the meat packing industry, by scuba divers and by animal control officers (against animal bites)

- pg 7 friction should be lubricated to prevent seizing and allow proper closure. If fitted, the spindle packing should also be examined.

Ensure watertight hatches, dogged manholes, bolted manhole covers, and access plates are given similar examinations, focusing on the sealing surfaces and the method by which the hatch is secured. Gasket materials should be replaced whenever they are found insufficient. Regardless of the type of hatch or access, every component that secures the device, such as dogs, wing nuts, or bolts should be inspected, lubricated and free, and repaired or replaced as necessary to ensure they operate properly. As with watertight doors, hatches and accesses should be labeled to indicate they remain closed while underway. Most importantly, all securing devices must be used when the hatch or access is closed. Improper closure of a hatch will not prevent flooding. Ensure compartments and external hull structures fitted with ventilation ducts that have hinged covers with gaskets, hinges, sealing surfaces and securing mechanisms are regularly inspected and properly maintained (see above for guidance).

Ensure electrical cables and conduits, piping runs, remote valve actuators, and other components that penetrate watertight bulkheads, decks, and compartments are inspected frequently and properly maintained. Each may have a unique sealing method involving glands with packing assemblies, penetration seals, or other methods. Frequent inspection and proper maintenance of these various fittings and assemblies will assist in minimizing the possibility of progressive flooding.

BILGE AND HIGH WATER ALARMS Ensure water accumulation is minimized and all spaces are kept dry unless permitted by the stability instructions provided to the master or individual in charge. Ensure bilge high level alarms are arranged to provide the earliest warnings of abnormal Give generously and sleep better

The Happy Guy decides to give so he can sleep better at night. (by David Leonhardt)

"There are two kinds of people in the world: givers and takers.

Takers might eat well, but givers sleep better at night."

Your humble scribe has not been sleeping well lately. I thought it might have something to do with the stress of keeping pace with a tornado toddler and an almost bursting-at-the-seams, overpregnant wife, all the while fending back the weeds threatening to overrun the house and take over the kingdom, even while renovating an old room with crooked walls and a slanted floor to become a modern nursery for our Beany-Baby-to-be, and somehow trying to earn a few dollars to keep my ever-so-friendly and oh-so-understanding bank manager from gleefully slapping "past-due" stickers all over my front door.

Now I learn that my lack of sleep is from taking too much and not giving enough. So I set out to give as much as I could.

I decided to start by giving advice.

"The blue would look better on you."

"What?" my wife asked. "You never comment on what I'm wearing, at least not voluntarily."

"It's my new sleep therapy," I explained with excitement. "Givers sleep better than takers, so I just gave you some advice."

"Well, while you're at it, is there anything else you want to give?"

I saw my chance to give a compliment. "Overall, you are really beautiful."

"Why, thank you."

I was on a roll. I was really giving.

This was my chance to give her my opinion. "Your hair is kind of ugly like that."

"What?! You take that back!"

"No, I can't," I protested. "That would make me a taker and I won't be able to sleep."

"Then you can just take your silly opinions and get out of here."

"No, I can't do that. I can't take ..." My

accumulation.

The high level bilge alarms should be set as low as possible to the deck or bilge well and positioned along the centermost area of the compartment or in a location at which the fluids will gravitate to first. In areas where bilge water routinely accumulates, the bilge high level alarms should be placed just above the point where under normal working conditions the accumulation would be pumped to a holding tank, overboard, or through an oily water separation system if required. Alarms may be fitted with short time delays to prevent nuisance alarms caused by the rolling and pitching of the vessel. Ensure all crewmembers understand the importance of minimizing water in the bilges. Provide the funding, labor, spare parts, and vessel availability necessary to ensure leakages stemming from machinery, equipment and other components are kept to a minimum at all times in accordance with good marine practice.

This safety alert is provided for informational purposes only and does not relieve any domestic or international safety, operational or material requirement. Developed and distributed by the Office of Investigations and Analysis, United States Coast Guard Headquarters, Washington, DC. http://marineinvestigations.us

sentence was cut short by the hard realisation that my nose and a door could not occupy the same space at the same time.

Give to thy mother I decided to call my mother. "Hi mom. I thought I would give you a quick call."

"How sweet. You took the time to call your mother."

"No. No. I didn't take anything," I protested.

"Oh yes you did. You even took my advice to call more often. And you took account of your mother's feelings. And you took .... Hello?

Hello?"

I just could not take any more. I scrambled out the door, the receiver still dangling from the table.

Give to thy neighbour I had to take off. No, that would just keep me from sleeping. I saw my neighbour. Surely I could give him a hand.

"Sorry. Today I'm just relaxing." He studied the stress etched upon my face. "You look like you should use some sleep. Why don't you take a break, too."

"No, I can't take a break. Takers don't sleep well at night."

"Well, at least you're taking a stand

on something."

"I am NOT taking a stand," I protested. I was beginning to feel like a career protester.

"Take it easy, fellow."

Yikes! My neighbour was making me into a champion taker. I darted back toward my house.

"Take care," my neighbour called after me.

"Noooooooooo" I screamed with my hands over my ears.

Crouched in the safety of my favorite closet, I tallied up the day. I gave advice, a compliment and my opinion. I took it back, my silly opinions, the time, my mother's advice and account of my mother's feelings, off, a break, a stand, it easy and care. I gave three times and took ten times.

No wonder I wasn't sleeping well at night. I was truly a taker. There was nothing left to do but to take a sleeping pill. That should give me at least five hours of sleep, give or take a few.

Safety First !!

Message from the DPA: All across the globe, the environment is moving up in the agenda and is becoming a priority. For the shipping industry, it has always been in focus, however now we are called upon to re-examine the impact our ship has on the environment as a whole. The word commonly used now is the “environmental footprint” or “ecological footprint”, i.e. the overall effect human activity has on the ecosystem.

We are used to talking about oil residues, garbage, waste, pollution, etc when referring to the marine environment protection, however now we need to broaden the scope of our activities to cover all possible effects on the environment. Over the coming years we will be forced to address many other environmental concerns, such as green house gases, ozone depleting substances, transfer of harmful substances through ballast water, antifouling paints, ship recycling, noise levels, limitation on the use of fossil fuels, energy from renewable sources, water preservation, etc.

In order to be able to take the necessary control measures, it is important to acknowledge and understand the multidimensional effect our activities have on the environment. Only then can we implement new or modified activities that will help to minimize our environmental footprint. This is a vital challenge, and our seafarers will have to be at the forefront, measuring and evaluating the impact, proposing controlling actions and implementing solutions. We invite you all to embrace this effort and adopt this thinking in your everyday work. You will find the shore management in full support of any suggestion you may have that will reduce or limit our environmental footprint.

Anthony Lambros / Q&S Manager DPA I welcome your comments, suggestions or feedback on the contents of this column (Safety First!) at q&s@centrofin.gr.

TRUST (Ten Really Useful Safety Tips)

Good Housekeeping Good housekeeping is essential onboard the vessels. It is well known that ships roll. Yet, how many times have doors been left neither secured open nor shut, but swinging? Most of the cases, injuries can be avoided by using common sense, still all too often injuries occur as a result of poor housekeeping. Remember! Personal injury statistics indicate that 45% of all injuries occur as a result of slips and falls.

1. Keep the work place clean, tidy and well lit.

2. Always clean up and spills (oil, grease, paint, etc), however small.

3. Remove obstacles.

4. Clearly mark and effectively fence off / cover openings in decks or gratings.

5. Clearly mark safe paths of access for visitors and crew.

6. Return tools after use.

Case Study: Casualty during lifeboat drill Vessel: Tanker - applicable to all vessels Source: DnV Casualty Information no.1 2008 Abstract: On lowering the starboard lifeboat during preparation for survey on behalf of a Maritime administration, the forward attachment to the davit snapped when the lifeboat was lowered. The lifeboat remained hanging vertically by the aft wire only.

The aft deck of the lifeboat was found to be fractured in way of the connection to the falls.

Findings / Suggestions: It was found that an impregnated rope had been wound around the forward and aft wire end points fixed to the davit for corrosion protection. Thus a possible loosening of clamps could not be seen during inspection of the wire falls prior to lowering boat. The impregnated rope was removed after the incident and an additional clamp was installed.

The following is applicable for all ships that are required to have lifeboats on board: - Corrosion protection coverage of critical checkpoint such as clamps on wires should preferably not be used. If used, the protected area shall be uncovered and checked before lowering the lifeboat during drills, inspections or surveys.

- It is recommended that lifeboats are lowered without persons in the lifeboats and boarding is carried out after the boat has been lowered. Ref. SOLAS Ch III Reg. 19.3.3.3 as amended by SOLAS 2004 Amendments.

The full report can be found at: http://exchange.dnv.com/ServiceExper ience/CasualtyInformation/CasualtyInf oTable.asp

7. Promptly dispose of garbage and waste in accordance with legislation.

8. Rectify oil leaks before they become too serious. Buckets or catch ports are nothing more than temporary solutions and should not be used.

9. Keep all equipment and stores properly secured and lashed as appropriate.

10. Complete evening rounds in a thorough and seamanlike manner and ensure the deck is safe and secure before nightfall. Cutting edges are properly protected.

- pg 9 Safety Bulletin 08-03

Case Study: Personal injury while using power tools Vessel: Tanker - applicable to all vessels Source: Company's records During the past year two similar cases of injury occurred during work and while using power tools. However, investigation revealed that the root causes of each accident were different.

FIRST CASE A fitter was cutting stainless steel plate using a pneumatic tool at the engine workshop. The cutting stone disc broke into pieces and one part hit the fitter's right hand and sustained open wound an inch length. He was working under the supervision of the Ch. Engineer.

Root Cause: Wrong equipment used for the specific task. The use of incorrect equipment is attributed to a mistake in ordering from the vessel's part.

Corrective & Preventive Action: Investigation showed that the wrong cutting disc was used during the accident. Therefore, instructions were forwarded to all vessels regarding ordering the correct cutting discs for stainless steel.

SECOND CASE

The Bosun was using the air driven cutting machine to cut a bolt securing safety sign at starboard boat deck.

The cutting disc broke and a fragment injured him at the right hand above middle finger. The wound was minor.

Root Cause: During the Master's investigation it was confirmed that PPE were properly used, the injured person followed correct procedures, working conditions and had experience on the specific task. The main root cause of this case was identified as an isolated factory defect of the cutting disc.

Corrective & Preventive Action: It was determined that the cutting disc used was defective, no excessive force was used, it was the appropriate type for cutting the specific material, and the Bosun was experienced on such tasks. Other discs used onboard from the same dispatched batch did not show any similar defects.

GENERAL LESSONS LEARNED Unfortunately, many accidents occur in workshops, machinery spaces and on deck when using machine tools and hand tools.

There is a correct tool for every job and any tool being used for a purpose for which it is not designed is a potential hazard. All staff should be trained in the use of both hand and machine tools prior to using them. All tools should be maintained in good working order, only being used for the duties for which they are designed.

Operating guides and manuals should be circulated and readily available. All tools should be stowed carefully and on completion of the task in hand they should be returned to the correct storage location, cleaned and prepared for future use.

Damaged, worn or potentially hazardous tools must not be used and should be taken out of service. When this course of action is taken the relevant head of department should be advised. The tools should only be returned to service when all faults are rectified. If it proves impossible to repair a tool, it should be disposed of or destroyed.

All plugs, cables, fittings and connections should be regularly checked and any fuses fitted should be of minimum serviceable rating. For work carried out in confined spaces, tools should be of the low voltage type. Any equipment used in hazardous areas should be intrinsically safe and maintained correctly. Such intrinsically safe equipment should be labeled with the correct approvals.

The first and most important thing any machine tool operator must know is how to stop the machine. Various methods may be employed, including stop buttons, kick bars and emergency stops, to name but a few, but the single most important lesson is this: Never start a machine unless you know how to stop it!

The operator should always wear approved goggles whenever there is a risk of eye injury.

Artificial lighting in workshops should be carefully selected to avoid the potential stroboscopic effect of fluorescent lights on rotating machinery.

All workshops should be kept clean and tidy with all tools returned to shadow boards, which allow easy identification of missing tools. The workshop should be uncluttered and all benches, decks and machines should be tidied between jobs and each evening.

All machines should be cleaned and swept down after use. However, the use of compressed air for this purpose can be very dangerous.

A copy of the full reports can be obtained by contacting the company's Q&S department.

MAIB Cases

One Fire is Unfortunate, Two Fires is…

CASE 1

Narrative

A 2500gt general dry cargo ship had arrived at a UK port following a passage from the eastern Mediterranean during which the ship had encountered particularly severe weather conditions. While manoeuvring in the locks, a fire occurred inside the upper part of the main engine exhaust uptakes, within the funnel area. Flames came out of the main engine exhaust at the funnel and ignited waste oil that was lying on the funnel top.

This produced a spectacular ball of flames and much dense black smoke.

The crew discharged a powder extinguisher to the funnel top, then water from the ship’s fire hose. Meanwhile, the shore-side fire brigade had been called, and they responded in force. Initially, the funnel door was open and few significant signs of the fire were seen inside the funnel space. The door was then closed and boundary cooling applied to the outside of the funnel.

The engine room was evacuated, closed down and the CO2 flooding system was operated without any problems. The fire was rapidly brought under control and was soon extinguished. There was some minor fire damage to both the internal and external paint finishes of the funnel and the lighting systems inside the funnel space.

The engine room CO2 cylinders were landed ashore for re-charging and, although alongside, the ship’s crew maintained engine room watches due to the increased risk. During the evening, there was a second, smaller incident. Increasing amounts of smoke were seen coming from the upper part of the funnel, in the area of the main engine silencer/spark arrestor. The local fire brigade was called again, and returned on board and located the seat of the fire. Hot spots remaining inside the main engine exhaust from the first fire had ignited the oily/greasy vapour residues in the mineral wool insulation that covered the exhaust uptakes. This second fire was extinguished by breaking open the outer metal cladding and applying water directly to the seat of the fire within the insulation itself. A small amount of water was also put down the exhaust uptake, care being taken to allow this to drain off before it reached the main engine.

Although the vessel was built in 1982, the main engine was an older design more commonly seen on larger vessels. Rated at 1490kW, it was a slow speed two-stroke, direct reversing engine with compressed air starting, and used a scavenge pump in a cross scavenge system.

The Lessons 1. The voyage was longer than usual, so the crew had no opportunity to examine or to clean the scavenge air or exhaust trunkings. Also, the bad weather meant that the build up of oily residue on the funnel top went unnoticed.

Engineers must always be alert to the dangers of fouling of scavenge and exhaust trunkings/uptakes; the result may not always be a scavenge fire!

2. The local emergency response plan went well, the fire & rescue service responded quickly, and in significant numbers. However, its actions in tackling the initial fire were probably less than optimal; while the boundary cooling technique was effective, it is unlikely that the use

Fire Service attending to the fire (image captured from CCTV) The engine was provided with a simple cylinder lubrication system and operated using gas oil as fuel. There was no economiser or exhaust gas boiler.

The engine had been substantially overhauled during a repair period just before this voyage, during which the pistons had been withdrawn and the piston rings and some cylinder liners renewed. Consequently, the rate of cylinder oil lubrication had been increased for the “running-in” period. There was no system to monitor and control the rate of cylinder lube oil injection, so it is likely that the engine cylinders were significantly over-oiled for an extended period.

After the fire, the main engine was examined and was found not to be damaged; all piston rings were intact. Significant quantities of oily carbon were found in both the scavenge and the exhaust trunkings, however the fire had been in the uptakes only. There were large quantities of fully burnt ash at the after end of the exhaust trunking, beneath the main exhaust uptake.

Further areas of insulation were stripped away from the outside of the exhaust trunking, and some areas were found to have been contaminated by oil vapours.

of the CO2 flooding system was the best way to tackle this particular fire. This ineffective use of resources was due to a lack of understanding of the construction and layout of the ship and, consequently, the location of the seat of the fire.

The second fire was due to inadequate damping down after the first incident, again due to a lack of understanding of ship construction and layout. The port authorities, fire & rescue service and the Maritime and Coastguard Agency are working together to enable local firefighters to increase their knowledge of ships and shipping operations.

However, owners, masters and crews should always consider helping those who will be there to help them; please respond positively to

requests for familiarisation visits and exercises involving the emergency services.

3. The phenomenon of fires within oil contaminated lagging is well known, and is commonly labelled a “lagging fire”. In this case, although covered with thin metal sheathing for mechanical protection, the mineral wool insulation was not vapour-sealed. The oil contamination was probably due to oily vapours inside the funnel space condensing on the outside of the exhaust trunking as it cooled.

These owners now have a planned programme of inspection and renewal of contaminated lagging. Do you know what is inside your lagging?

- pg 11 “The sole objective of the investigation of an accident under the Merchant Shipping (Accident Reporting and Investigation) Regulations 2005 shall be the prevention of future accidents through the ascertainment of its causes and circumstances. It shall not be the purpose of an investigation to determine liability nor, except so far as is necessary to achieve its objective, to apportion blame.”

Left a Bit More

CASE 2

Narrative

A chemical tanker had discharged parcels of cargo at a port in the Middle East and was outbound through a narrow channel to sea.

With the pilot on board and an escorting tug alongside, all was going well. In good weather conditions and an ebbing tide, the pilot decided to disembark at the port’s breakwater, about 3 miles short of the official position. This was just before the channel turned through 90 degrees to port and reduced to a width of 1.5 cables. Despite this, the tug was dismissed and the pilot disembarked.

Once past the breakwater, the vessel turned to port and the master ordered the helmsman to maintain a heading along the dredged channel.

The tidal stream was predicted to follow the vessel’s course at up to 4 knots, so the passage plan allowed for a speed of up to 10 knots to maintain steerage. The local chart also warned of anomalies due to dredging, and the master ordered a small course alteration to port to account for an offset.

Poem of the Week rapidly to port and the master noticed that 30 degrees of port rudder had been applied. He ordered ‘hard to starboard’ and, 30 seconds later recorded that the swing to port had stopped. However, the swing in the vessel’s head meant that the fishing boat was now off the vessel’s starboard bow, and the master realised that if he allowed his vessel to swing back to starboard, and follow the channel, he would collide with the fishing boat.

Consequently, he ordered full astern power and let the port anchor go.

4. Although speed had been increased, the following tidal stream significantly reduced the effect of the rudder.

5. Despite members of the bridge team completing resource management training, the lessons learned were not applied on this occasion.

Dan Albergotti from The Boatloads (2008)

The tanker came to rest with the forward part aground on soft sand/mud, and the fishing boat passed down its starboard side without making contact. Although the fishermen jumped into the water, they were thrown lifebuoys and were recovered unhurt. The tanker was later refloated with the assistance of a tug. With no damage evident from tank soundings, the vessel was allowed to continue on passage.

The Lessons 2. The master allowed his vessel to move to the port side of the channel, despite the requirements of COLREGs and the presence of the small boat ahead on the port side.

3. The master did not monitor the helmsman’s response to his orders and was not aware of the large

Things to Do in the Belly of the Whale Measure the walls.

Count the ribs.

Notch the long days.

Look up for blue sky through the spout.

Make small fires with the broken hulls of fishing boats.

Practice smoke signals.

Call old friends, and listen for echoes of distant voices.

Organize your calendar.

Dream of the beach.

Look each way for the dim glow of light.

Work on your reports.

Review each of your life's ten million choices.

Endure moments of self-loathing.

Find the evidence of those before you.

Destroy it.

Try to be very quiet, and listen for the sound of gears and moving water.

Listen for the sound of your heart.

Be thankful that you are here, swallowed with all hope, where you can rest and wait.

Be nostalgic.

Think of all the things you did and could have done.

Remember treading water in the center of the still night sea, your toes pointing again and again down, down into the black depths.

At about the same time, the master noticed a small fishing boat ahead, operating near to a marker buoy on the left hand side of the channel.

Meanwhile, the helmsman was having difficulty altering course and increased to 10 degrees of port rudder.

Shortly afterwards, the vessel began turning

1. The pilot disembarked significantly ahead of the official boarding position, immediately prior to a difficult manoeuvre in complex tidal conditions and left without giving any further advice.

(Compliments - The Maritime Advocate online)

amount of port rudder until it was too late to rectify the situation. The helmsman applied maximum port rudder without further instructions from the master.

Strategy from pg 1

Strategies are used to make the problem easier to understand and solve.

Example: Chess. As a simple form, it is clear that the strategic game of chess is a complex one. At each of the various levels of strategy, all of which must be brought together as the background to a decision, the same game is being played out simultaneously with the same number of alternatives available. An electronic brain might help but it would not be able to forecast all the possible actions and reactions more than a number of moves ahead. This is why hardly any attempt has been made to work out a strategy 'scientifically'. Whenever this was attempted, particularly during the Napoleonic period it was feasible only because due to the special conditions of the time; the factors which had to be considered were comparatively few. As a rule the strategist has to select a process of calculating the governing factors, of which there may be many, and base his reasoning on these factors alone. It is for this reason that strategy is an art and not a science.

Strategic thinking is a mental process, at once abstract and rational, which has to be capable of synthesising both psychological and material data. The strategist must have a large capacity both for analysis and synthesis.

Strategy is about choice, which affects outcomes.

Organisations can often survive -- indeed do well -for periods of time in conditions of relative stability, low environmental turbulence and little competition for resources. Virtually none of these conditions prevail in the modern world for great lengths of time, for any organisation or sector, public or private. Hence the rationale for the existence of a strategic management. The nature of the strategy adopted and implemented emerges from the combination of the structure of the organisation (loosely coupled or tightly coupled), the type of resources available, and the nature of the coupling it has with the environment and the strategic objective being pursued. Strategy is adaptable by nature rather than a rigid set of instructions. In some situations it takes the nature of 'emergent' strategy.

The simplest explanation of this is the analogy of a sports scenario. If a football team were to organise a plan in which the ball is passed in a particular sequence between specifically positioned players, their success is dependent on each of those players, both, being present at the exact location, and

remembering exactly when, from whom and to whom the ball is to be passed; moreover that no interruption to the sequence occurs. By comparison, if the team were to simplify this plan to a strategy where the ball is passed in the pattern alone, between any of the team, and at any area on the field, then their vulnerability to variables is greatly reduced, and the opportunity to operate in that manner occurs far more often. This manner is a strategy.

Strategy must be based on thought and reasoning.

Experts say that the essence of strategy is the abstract interplay which springs from the clash between two opposing wills. It is the art which enables a man, no matter what techniques are employed, to master the problems set by any clash of wills and as a result to employ the techniques available with maximum efficiency. This definition will justifiably be characterised as highly abstract and in very general terms. But it is on this plane that strategy must be considered if we are to understand the thought processes involved and the rules which emerge there from.

As soon as one begins to examine the aim of strategy the importance of the definition above becomes clearer. It will be agreed that the aim of strategy is to fulfil the objective(s) laid down by the policy. The objectives might be offensive in character, defensive or merely for the maintenance of the status quo. The formulas 'decision as a result of victory in battle' is not

applicable to all types of objectives. There is only one general rule applicable to all: disregard the method by which the decision is to achieve. The outcome desired is to force the 'enemy' to accept the terms we wish to impose on him. In this dialectic of wills a decision is achieved when a certain psychological effect has been produced on the 'enemy'; when he becomes convinced that it is useless to start or alternatively to continue to struggle.

In the field of business administration it is possible to consider of the "strategic consistency" when the actions of an organisation are consistent with the expectations of the management, and these in turn are within the market and the context.

Napoleon when discussing the common sense rules of strategy is said to have commented that 'there was nothing difficult about the art; the problem was to practice it.' What matters mostly to the strategy execution is the clarification of the decision rights and the information flow within the team. Execution is an infamous and continuing challenge. Each player ought to have understandable instructions - in a clear and definite way - and the ability (and the rights) to choose and decide over the activities/actions he/she is responsible to implement, without too much hesitation or delay. Communication should be meticulous and free among those that 'need to know.'

Noted texts on strategy Classic texts such as Sun Tzu's The Art of War, written in China 2,500 years ago, the political strategy of Machiavelli who wrote The Prince in 1513, or German military strategists such as Clausewitz in the nineteenth century, are still well known and highly influential. Today, we acknowledge the profound influence of John Boyd (military strategist), though he tends only to be known by the military and students of modern strategic theory. In the twentieth century, the subject of strategic management has been particularly applied to organisations, most typically to business firms and corporations.

The nature of historic texts differs greatly from area to area, and given the nature of strategy itself, there are some potential parallels between various forms of strategy (noting, for example, the popularity of the Art of War as a business book). Each domain generally has its own foundational texts.

Ed.

Bunker Quantities Masters and Chief Engineers are advised to maintain accurate records of bunker quantities onboard and ensure detailed figures are declared during inward clearance.

Changes to local customs procedures in Ukraine (and some other ports) have resulted in bunker surveys using tank soundings being carried out as part of the inward clearance progress. These frequently show lower quantities than those declared, resulting in fines of between US$ 2,500 and $10,000 for alleged smuggling.

(Compliments SIGNALS Newsletter, issue 71.)

- pg 13(Compliments Alert! Bulletin, issue 18.)

Look after your people ...and they will look after you

A

s most shipboard systems depend on some level of human involvement, the human link is a potential frailty that needs to be managed, monitored and nurtured. Healthy, happy, well trained and motivated mariners are essential to the safe running and commercial efficiency of any ship. (Alert! Issue No. 4) We read so much about the plight of seafarers who's working and living conditions are well below the norm, and where health and safety are not high on the employing company's agenda. There may be instances where morale aboard the ship is high, due to the leadership of the master and his senior officers, but where there is little loyalty to the company because of their failure to promote a 'company' culture, or adequately provide for the health, safety and wellbeing of their seafarers.

Article IV of the Maritime Labour Convention 2006 - which is featured on page 2 of this bulletin - emphasises the rights of every seafarer to a safe and secure workplace that complies with safety standards; to fair terms of employment; to decent working and living conditions on board ship; and to health protection, medical care, welfare measures and other forms of social protection. The shipowner or shipmanager has a duty, therefore, to provide a safe and secure working environment, decent working and living

conditions and fair terms of employment for their seafarers.

It takes good management and direction from the top to create and maintain a safe and secure working and living environment, by encouraging a safety culture and greater security awareness through good ergonomics, safe working practices and the provision of protective equipment, together with proper physical security.

It also takes good management to provide for the seafarer in terms of adequate remuneration, benefits, family support, healthcare and welfare facilities. Equally, it takes good management, and leadership from the top, to develop a company culture by building trust through a policy of openness, good communication and empowerment such that the seafarers and their families feel valued and involved as part of the Company. And, it takes good management to invest in the seafarers and not consider them as a cost.

It takes good management to provide adequate and comfortable accommodation, sufficient nutritional and healthy food, recreational facilities, and access to ship-toshore telephone communications and email

and inter-net facilities to enable crew members to keep in touch with their families.

It needs good management to support the work of National Seafarers' Welfare Boards and Port Welfare Committees. It will also take good management, and bold leadership, to support those who may be victims of circumstances that cause them to be jailed.

It will take good management to comply with the mandatory standardsof the Maritime Labour Convention 2006; and it will take inspirational leadership to comply with the Con-vention's non-mandatory Guidelines.

There will, of course, always be those seafarers who are not happy with their lot, no matter how much they are offered by way of remuneration, benefits, family support, healthcare or welfare facilities. But, safe, healthy, happy and motivated seafarers will prove an asset to any company.

Indeed, if you look after your people, they will look after you...

(Compliments Alert! Bulletin, issue 18.)

This UK MAIB investigation report on 3 enclosed space fatalities aboard a North Sea Emergency Response Rescue Vessel highlights a number of safety concerns relating to enclosed/confined space entry.

Two seamen had gone forward to secure a rattling anchor chain in the chain locker. One of them entered the locker and collapsed; the second entered in an attempt to help his companion and also collapsed. During the consequent rescue efforts, the first rescuer found he was unable to enter the chain locker wearing a Breathing A p p a r a t u s, s o d o n n e d a n Emergency Escape Breathing Device (EEBD). At some point the hood of the EEBD was removed, or became dislodged and he too collapsed. All three seamen died as a result of an oxygen deficient atmosphere within the chain locker.

The vessel's crew failed to recognise that the chain locker was a potentially dangerous enclosed/confined space, or the likelihood that the atmosphere within the space could become oxygen deficient over time. Permit to work measures were not considered before the space was entered, and training in the use of EEBDs had not been sufficient to ensure that the limitations of the equipment were recognised in an emergency.

The ship manager's company policy on entry into enclosed spaces was not clear and did not take into account scenarios that could require crews to enter confined spaces while at sea. The gas monitoring equipment was unsuitable for ensuring safe entry into enclosed spaces, and the audit regime employed by the

ship's managers failed to detect deficiencies in training, equipment and safety culture on board.

The report notes that, since 1997, 15 deaths and 31 reportable injuries, as a result of accidents in circumstances similar to this accident, have occurred on UK registered vessels, or in UK waters; and that the Marine Accident Investigators International Forum (MAIIF) had collated data showing 63 separate confined space incidents, resulting in 44 deaths and 63 injuries on board vessels of 15 different flag states, since 1993.

Subsequently, the MAIB issued a Safety Flyer advising owners/ operators of vessels to ensure that company policy regarding the requirement to enter dangerous enclosed/confined spaces is clear, and that the equipment provided

on board is adequate for safe entry; that crew training and drills for entering dangerous enclosed/confined spaces are as realistic as possible; and that EEBD training is sufficiently realistic to ensure that the full extent of the limitations of this type of equipment is revealed to all potential users.

It also advises seafarers to ensure that they are able to recognise a dangerous enclosed/confined space, and are aware that in such spaces, the atmosphere could become lethal during routine shipboard operations; that in order to enter such spaces, the Code of Safe Working Practices and company Safety Management System must be consulted, and all due precaut-ions taken; and that they are fully aware of the purpose and limitations of the EEBDs carried on board their ship, and when it is necessary and appropriate to use these devices.

Those who are involved in the management and operation of ships are strongly advised to read the whole report which can be downloaded from: www.maib.gov.uk/cms_resources/ Viking_Islay.pdf

Hypocricy Hypocrisy (or being a hypocrite) is the act of pretending to oppose a belief or behaviour while holding the same beliefs or behaviours at the same time.

Etymology The word hypocrisy derives from the Greek υðüêñéóéò (hypokrisis), which means "playacting", "acting out", "feigning, dissembling" or "an answer"; the word hypocrite is from the Greek word υðïêñßôçò (hypokrites), the agentive noun associated with õðïêñßíïìáé (hypokrinomai), i.e. "I play a part." Both derive from the verb êñßíù, "judge" (»êñßóç, "judgment" »êñéôéêÞ (kritiki), "critics") presumably because the performance of a dramatic text by an actor was to involve a degree of interpretation, or assessment, of that text.

Nevertheless, whereas hypokrisis applied to any sort of public performance (including the art of rhetoric), hypokrites was a technical term for a stage actor and was not considered an appropriate role for a public figure. In Athens in the 4th Century BCE, for example,

the great orator Demosthenes ridiculed his rival Aeschines, who had been a successful actor before taking up politics, as a hypokrites whose skill at impersonating characters on stage made him an untrustworthy politician.

This negative view of the hypokrites, perhaps combined with the Roman disdain for actors, later shaded into the originally neutral hypokrisis. It is this later sense of hypokrisis as "play-acting," i.e. the assumption of a counterfeit persona, which gives the modern word hypocrisy its negative connotation. In all this, we do not find the modern idea that the hypocrite is unaware that his performance or argument stands in contradiction with his self: on the contrary, a hypocrite in antiquity was someone who intentionally tried to deceive others.

word's contemporary meaning.

Hypocrisy has been described, alongside lack of sincerity, as a characteristic which attracts particular opprobrium in the modern age.

Many belief systems condemn behaviours related to hypocrisy.

In psychology, hypocritical behaviour is closely related to the fundamental attribution error: individuals are more likely to explain their own actions by their environment, yet they attribute the actions of others to 'innate characteristics', thus leading towards judging others while justifying ones' own actions.

Also, some people genuinely fail to recognize that they have character faults which they condemn in others.

The word can be further understood as an amalgam of the Greek prefix hypo-, meaning "under", and the verb "krinein", meaning "to sift or decide". Thus the original meaning is given as a deficiency in the ability to sift or decide.

This deficiency, as it pertains to one's own beliefs and feelings, does well to inform the

This is called Psychological projection. This is Self-deception rather than deliberate deception of other people. In other words, "Psychological hypocrisy" is usually interpreted by psychological theorists to be an unconscious defence mechanism rather than a conscious act of deception, as in the more

Psychology of hypocrisy

English Idioms Ο To go down with the ship. To stay at one's post until the bitter end. There was a tradition that the captain should go down with his ship. When the Titanic sank (1912), both the captain and the designer went down with the ship, although they were offered places in the life-boats. In modern times, the rule has been relaxed, and the captain is expected to be the last one to leave the ship. Ο To run a tight ship. To apply a strict but fair regime, to be in firm control of an organisation and run it efficiently. Ο To rock the boat. To hinder the success of a concern in which one is involved. Ο To go overboard. To be extravagant. Ο To sail through. To succeed without any difficulty. Ο To be at the helm. To be in charge. Ο To batten down the hatches. To take every possible precaution to preserve one's money. A phrase that is much used by financial correspondents, meaning that when there has been a bad fall on the Stock Exchange, the only thing to do is to wait for the markets (as of present) to recover. When there is a storm at sea, the hatches (and the deck doors) are closed and secured to prevent the water getting in. Ο To trim one's sails. To change one's views, to withdraw them in the face of opposition. The full phrase was 'to trim the sails before the wind'. In politics, a 'trimmer' is someone who changes his/her principles under pressure of circumstances.

C.

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QUOTATIONS

Hypocrisy is frequently invoked as an accusation in debates, in politics, and in life in general.

A few theorists have studied the utility of hypocrisy, and in some cases have suggested that the conflicts manifested as hypocrisy are a necessary or beneficial part of human behaviour and society. classic connotation of hypocrisy. People understand vices which they are struggling to overcome or have overcome in the past. Efforts to get other people to overcome such vices may be sincere. There may be an element of hypocrisy as well if the actors do not readily admit to themselves or to others how far they are or have been subject to these vices.

Hypocrisy is often utilised intentionally as a form of sarcastic humour, not only in film and television, but among the general population. Of course, there is a distinct boundary between

humorous hypocrisy and what can be interpreted as serious hypocrisy. Often, if the hypocrisy act is carried out too long, one may get the impression that they are serious. Another form of serious hypocrisy that was intended to be funny is when the listener does not realise that it is humour, or when the speaker insults the listener.

Theoretical issues Multiple theories of hypocrisy have been proposed. The conflict caused by contradiction can lead to differing outcomes.

In organisational studies, theorists have discussed the paradox of the morality of hypocrisy. They reason that, despite conventional social reactions to it, hypocrisy may be an essential guard against fanaticism, and may be to the benefit of high values and moral behaviour.

In the field of international relations scholars such as Krasner have suggested that sovereignty, specifically as brought about by the Peace of Westphalia, reaffirmed the principle cuius regio, eius religio, meaning that the ruler's faith became the official denomination of his state. They call it the system of "organised hypocrisy."

What is the definition of happiness So many ways to find happiness.

Here are some happiness quotes and some happy thoughts to inspire you.

Finding happiness is like finding yourself. You don't find happiness, you make happiness. You choose happiness. Self-actualisation is a process of discovering who you are, who you want to be and paving the way to happiness by doing what brings YOU the most meaning and contentment to your life over the long run.

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True happiness is not attained through self-gratification, but through fidelity to a worthy purpose.

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You will never be happier than you expect.

To change your happiness, change your expectation.

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Hope is itself a species of happiness, and, perhaps, the chief happiness which this world affords.

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Happiness is man's greatest aim in life.

Tranquility and rationality are the cornerstones of happiness.

! False words are not only evil in themselves, but they infect the soul with evil.

Plato, Dialogues, Phaeton Greek author & philosopher in Athens (427 BC - 347 BC)

! Forget the past, look to the FUTURE. WHAT DOES NOT WORK Hate Shame Fear Hopelessness WHAT WORKS Love Faith Hope FOCUS ON YOUR GREATNESS ! It's choice - not chance - that determines your destiny ! Take full responsibility for your personal happiness and success ! THE FIVE THINGS YOU SHOULD CHOOSE Choose your thoughts, for they become your words.

Choose your words, for they become your actions.

Choose your actions, for they become your habits.

Choose your habits, they become your character.

Choose your character, for it becomes your destiny. ! If you have faith in yourself, as small as a mustard seed, you can say to this mountain, "move from here to there" and it will move.

Nothing will be impossible for you ! Man has become a superman.

But this superman, with his super power, has not yet reached the superhuman logic level.

Albert Schweitzer

OCIMF TMSA Guidelines : Element 5 Navigational Safety

(extract)

(Aim: Establish and consistently apply navigational practices, bridge procedures and deckofficer training in line with regulatory frameworks and company policies).

Main objective High standards of navigation are fundamental for the safety of ships, crews and cargoes, and the protection of the environment. While the master is ultimately responsible for the safety of navigation, shore-based management must set company standards and ensure that they are maintained. Element 5 sets out the arrangements required to achieve this.

Navigational safety Ship operators should establish, maintain and work to navigational and ship-keeping procedures that secure the safety of the ship, the environment and the cargo.

Systems and procedures Shore based management should establish procedures to ensure that:

' There are bridge and engine room contingency plans for when the vessel is in a standby condition ' Modern navigation techniques, such as parallel indexing, radar mapping and electronic charting, are used ' Standards are set for information exchange and ongoing communication with pilots, including reviews for any potential changes to the passage plan

' Clear requirements for the deployment and retrieval of anchors (based on recommended industry practice) are given, including maintaining an adequate anchor watch

' Up-to-date copies of nautical publications, including revisions, amendments and chart corrections, are consistently available

' The performance of bridge equipment is monitored consistently, and that defect and reliability reporting measures are in place

' The performance and effectiveness of bridge management teams are monitored so that any additional training needs (particularly those of junior officers) are identified, and that arrangements are made to provide the required training

' Masters conduct regular reviews of on-board compliance with navigational plans and procedures ' Shore-based staff monitor and audit master's reviews of navigational procedures and berth-to-berth passage plans.

Disclaimer. The contents provided herewith are for general information purposes only; not intended to replace or otherwise contradict the detailed instructions/procedures issued by the owners/managers, flag etc.

Editor: Cmdr Nicholas A. ILIOPOULOS - Master Mariner - Human Resources Tel. +30.6944.941 333. Email: ilioship@yahoo.com.sg Comments. This editor welcomes readers' responses to all articles & Editorials.

Design-Production: www.paradox.com.gr Tel.+30.210.6560 574

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