Wavelength Volume 3 Issue 26, March 2008

W

To r Sea each far ou er r s

Volume 3, Issue 26, March 2008

avelength The CENTROFIN Newsletter

Throwing a lifeline to ship safety With the latest Paris MoU inspection campaign throwing up a number of failures, David Osler asks is the International Safety Management code really working? “Books are sitting on a shelf rather than being used effectively to manage safety onboard” Paris MoU general-secretary Richard Schiferli said. “I don't think you need to be an expert to recognise that something is not quite right” ISM consultant Phil Anderson said.

(Compliments Lloyd's List.

- By David Osler - Tuesday 19 February 2008) TEN years on from the initial roll-out of the International Safety Management code, the optimists insist that its message is finally hitting home to the shipping community.

But a considerable minority of owners still are not living up to its stipulations, if the results of the latest concentrated inspection campaign from the Paris memorandum on port state control are anything to go by.

From the start of September to the end of November last year, inspectors in the 27 Paris MoU countries launched a concentrated inspection campaign - CIC, in the jargon purposely trying to pick up vessels on ISM deficiencies.

In fairness, the sample is weighted towards ships at the extreme end of the spectrum, with high scores on the Paris MoU's targeting matrix.

Nevertheless, a statement from the body's Hague-based secretariat describes it as “a matter of serious concern” that one in five inspections revealed ISM code non-conformities.

There were 5,427 inspections in total, with 1,031 revealing ISM deficiencies. In some instances, there was more than one nonconformity; all told, 1,868 deficiencies were recorded as a result of the inspections.

The presence of one or more major non-conformities known as MNCs led to detentions in 176 instances. The three most common categories of MNCs were failures in the areas of “effective maintenance of the ship and equipment”, “emergency preparedness” and “reports of non-conformities and accident occurrences”. Port state control inspectors regard all of these as key areas.

Leaders & Followers

In this issue pg 1-2

With adapted excerpts from HBR-December 2007 article on “What Every Leader Needs to Know about Followers” by Barbara Kellerman - ©HBR

Throwing a lifeline to ship safety pg 5

An Interview with my Idol

In our previous issues we have discussed, randomly, about 'Leaders & Managers' and their qualities. It is only natural that not everyone becomes a leader; however as Kellerman writes

< there is no leader without at least one follower, that's obvious. Yet the modern leadership industry is built on the proposition that leaders matter a great deal and followers hardly at all>.

pg 6-7

Safe Travel pg 8-9

< Good leadership is the stuff of countless courses, workshops, books and articles.

Everyone wants to understand just what makes leaders tick - the charismatic, the retiring or even the crooked one. Good fellowship, by contrast, is the stuff of nearly nothing. Most of the limited research and writing on subordinates has tended to either explain their behaviour in the context of leaders' development rather than followers' or mistakenly assume that followers are amorphous, all one and the same. In reality, the distinctions among followers in groups and organisations are every bit as consequential as those among leaders and have critical implications for how leaders should lead and managers should manage. It is long overdue for leaders to acknowledge the importance of understanding their followers better.>

Safety First !! pg10-13

Leaders & Followers pg14

Humour

cont'd on pg 10 A complete report is not due until a meeting in Athens in May. But here is an interim conclusion, taken from a press statement: “Although some serious problems were encountered, in general it can be said that the CIC shows that the ISM system is starting to work onboard ships.”

Starting to work? After a decade? That's a less than ringing endorsement, surely.

The statement continues in a more positive vein: “Both shipowners and crews onboard understand the system and implement it.

The Paris MoU will keep monitoring the implementation of the management systems to ensure the ISM requirements are complied with.”

cont'd on pg 2

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

Throwing a lifeline to s from pg 1

Paris MoU general-secretary Richard Schiferli told Lloyd's List: “For us the result was rather disappointing.”

Most MNCs boil down to quite basic issues of management systems, he went on, and the statistics suggest that poor implementation is the essential underlying problem.

“The system is more books sitting on a shelf rather than used effectively to manage safety onboard,” Mr Schiferli said.

Port state control authorities will increasingly be focusing on ISM issues in future, and will be stressing to recognised organisations the need for proper audit, he warned.

Mr Schiferli also pointed to the breakdown of detentions during the campaign by flag state. The worst performers - those with a detention rate three or more times the average - was Albania, Comoros, Cook Islands, North Korea, Sierra Leone, Slovakia, St Vincent and the Grenadines and Syria.

By gratifying contrast, many flags saw zero detentions, including Azerbaijan, Belgium, Bermuda, China, Denmark, Faroe Islands, Finland, France, India, Ireland, Latvia, Luxembourg, the Isle of Man, the Philippines, Spain, Thailand and the United States of America.

One of the obvious problems with the system - as highlighted by the Paris MoU's concentrated inspection campaign - is that it is perfectly possible to be formally compliant without running a particularly safe ship.

Every company may possess a document of compliance, each ship its own safety management certificate. That would constitute 'compliance', but still not be particularly helpful.

ISM consultant Phil Anderson of independent company 'Consults' is keen to stress this very point. “If ISM had worked as intended”, he argues, “ships would be safer and accidents, incidents and insurance claims that much less frequent. There is little conclusive evidence that this is happening”.

“I don't think you need to be an expert in insurance, shipping, maritime safety or anything else to recognise that something is not quite right,” he said.

“I fully agree that we should not have expected overnight success with the ISM code, or that it was ever going to be a universal panacea which would solve all the ills of the shipping industry.

“But I would suggest that there are a number of barriers which are still inhibiting the full embracing of the code by some shipping companies and individuals, which really do need addressing if progress is going to be made.”

According to Dr Anderson, too many safety management systems have been designed primarily to cover a company legally if things do go wrong, and not as a genuine attempt at the practical management of safety onboard a ship.

Accordingly, companies churn out volume after volume of detail procedures, including guidelines on all manners of shipboard operations, alongside an impressive apparatus of checklists, forms and records.

The net effect - at least in the perception of many seafarers - is an attempt to shift blame onto seafarers for failure to follow instructions, Dr Anderson maintains. But he warns: “Any ship operators who believe that are quite likely to have a shock coming to them. The buck stops on the boardroom table.”

His best advice is to develop, implement and maintain SMSs in the spirit of the code, helping to make the ship safer and to protect the environment. This is what is most likely to impress a court or an arbitration tribunal.

Asked his opinion of the Paris MoU campaign, he strikes a somewhat more optimistic note, arguing that its findings have to be seen in context.

“The situation we had ten years ago is that an awful lot of people - including port state control inspectors, ship operators and classification societies were all on the lower end of a learning curve. For a good period of time, port state control had not quite grasped what they were looking at,” says Mr Anderson.

For instance, deficiencies to lifesaving appliances were catalogued as exactly that: deficiencies to lifesaving appliances, rather than ISM-related deficiencies, which would also be a legitimate classification.“The penny has finally dropped. If you have got a deficiency with your LSAs, it indicates that the SMS is not working properly.”

In other words, better education means that more ISM deficiencies are likely to be spotted than might have been the case a decade ago, and there might even be an element of double-counting involved.

Other experts in ISM matters believe that more radical changes are required. One of those who have spoken out is Eric Murdoch of the Standard P&I club, in an address to last year's International Union of Marine Insurance conference.

There was a one hour interview on CNBC with Warren Buffet, the second richest man who has donated $31 billion to charity. Here are some very interesting aspects of his life:

he bought after he got married 50 years ago. He says that he has everything he needs in that house.

His house does not have a wall or a fence.

1. He bought his first share at age 11 and he now regrets that he started too late!

4. He drives his own car everywhere and does not have a driver or security people around him.

2. He bought a small farm at age 14 with savings from delivering newspapers.

3. He still lives in the same small 3bedroom house in mid-town Omaha, which

5. He never travels by private jet, although he owns the world's largest private jet company.

6. His company, Berkshire Hathaway, owns 63 companies.

He writes only one letter each year to the CEOs of these companies, giving them goals for the year. He never holds meetings or calls them on a regular basis.

He has given his CEO's only two rules.

Rule number 1: do not lose any of your share holder's money.

Rule number 2:

Do not forget

ship safety As reported in Lloyd's List, Mr Murdoch made the case that ISM has created a minor paper mountain, without addressing the real issues that lie behind what is usually described as human error. The IMO should look at the code all over again, he opined.

“ISM has gone far to raise operating standards,” he insisted. “Revolutionary when it came into force, it set the model by which shipping companies are structured today.

“But the code does not go far enough, and I believe it is time to move forward.”

Among his specific criticisms, he mentioned an excessive emphasis of paperwork; excessive concentration on control without effective audit; failure to promote risk-based management; and the reduction of the role of the superintendent.

While many safety schemes and initiatives are commendable, there is sometimes a tendency for crews to cheat. Accordingly, active monitoring by owners is required, including benchmarking, reviewing, education and training.

He even remarked that some crews appear to have a death wish, judging by working methods that seem to indicate complete disregard for personal safety. Entering an enclosed space without testing the atmosphere, for instance, was evinced as evidence for this.

More recently, he said that he stood by his remarks, even though they attracted a certain amount of criticism at the time. “I don't think things are getting better. There are some tip-top operators out there, but there are big grey areas.”

Specifically, he counselled greater teaching and guidance for crews, walking them through procedures rather than depending on them to implement a tick-box approach.

But perhaps there is another way of looking at the question: is it possible that ISM is being too strongly policed? Those with their ears to the ground can detect grumbles among vessel operators, who sometimes argue that port state control officers are often sufficiently zealous to use the letter of the ISM as grounds for detentions that are probably not merited.

At one seminar organised by Det Norske Veritas in London last year, one attendee pointed to the example of a ship that was detained while it was in drydock, for being in an unseaworthy condition. “The pragmatic side of port state control barely exists any more,” he said.The consequences can sometimes be serious. Flags could lose their Qualship 21 status as a result, for instance.

This idea was strongly rejected by a port state control inspector in the audience, who countered that it is difficult to be both pragmatic and consistent. He said that he had inspected four ships in the past week, and all four had had ISM deficiencies. Effectively, he let two ships off the hook, on the grounds that all else seemed well.

Can we come to any opinions from this brief survey of specialist opinion? Well, the consensus does seem to be that while ISM has improved shipping safety standards since its birth, some shipowners have yet to get with the programme. Ten years after its introduction, there simply is no excuse for that.

- pg 3 Insurers panic as claims leap (Fairplay 30 Jan 08) Nervous insurers have blamed shipowners after claims shot up in 2007 and total losses jumped by 20%, says Simon Beale of Lloyd's underwriter Amlin. Describing the situation as "urgent", he said the number of total losses, which had been decreasing for some years, leapt during 2007: “There will be an increase on the 67 total losses in 2006 as posted early in 2007, as well as higher estimates for the same point last year.”

The full picture will be clear once IMUI (International Union of Marine Insurance) releases its casualty and shipping statistics in the next few weeks. Last year, it was reported that 20 major claims in the first six months had led to a claims bill for hull and machinery underwriters of around $780M, and the full year's total is expected to reach over $1.5bn, dwarfing 2006 estimates of $350M. Several factors are blamed for the crisis, including a rise in new buildings and excess capacity, but IMUI clamped down hard on the skills shortage, which is crippling the industry and leading to loss of life. “Last year, IMUI repeatedly drew attention to the developing human resources crisis within the shipping industry, both offshore and afloat. In fact it was our main topic at our annual conference in Copenhagen last year,” Deirdre Littlefield, president of IMUI told Fairplay. She said that the industry is starting to address the problem: “Now the message is getting through.”

rule number 1.

devotee of Warren Buffet.

7. He does not socialize with the high society crowd. His past time after he gets home is to make himself some pop corn and watch Television.

9. Warren Buffet does not carry a cell phone, nor has a computer on his desk.

8. Bill Gates, the world's richest man met him for the first time only 5 years ago. Bill Gates did not think he had anything in common with Warren Buffet. So he had scheduled his meeting only for half a hour.

But when Gates met him, the meeting lasted for ten hours and Bill Gates became a

His advice to young people: "Stay away from credit cards and invest in yourself and Remember: A. Money doesn't create man; it is the man who created money.

B. Live your life as simple as you can.

C. Don't do what others say, just listen to them, but do what you feel good.

D. Don't go for brand name; just wear those things in which you feel comfortable.

E. Don't waste your money on unnecessary things; just spend on those who really are in need.

F. After all it's your life so why give chance to others to rule your life."

Hidden Losses Perfectionism Can Create Environment of Loss Consider how much you lose by being a perfectionist.

Interesting Human Body Facts: -The largest cell in the human body is the female egg and the smallest is the male sperm.

-A full bladder is roughly the size of a soft ball -It takes the food seven seconds to get from your mouth to your stomach.

-One human hair can support 3kg.

-Women blink twice as much as men.

-The average person's skin weighs twice as much as his brain.

-When you are looking at someone you love, your pupils dilate... they do the same when you are looking at someone you hate!

-It takes twice as long to lose new muscle if you stop working out than it did to gain it.

-Human thighbones are stronger than concrete.

-The attachment of human muscles to skin is what causes dimples.

-A woman's heart beats faster than a man's.

-If the average male never shaved, his beard would be 13 feet long when he dies -Men with hairless chests are more likely to get cirrhosis of the liver than men with hair -There are about one trillion bacteria on each of your foot

-Your ears secrete more earwax when you are afraid than when you aren't.

-Your body uses 300 muscles to balance itself when you are standing still.

-If saliva cannot dissolve anything, you will have no taste.

-The average woman is 5 inches shorter than the average man.

The traits below are considered the most spiritually perilous to humanity: Wealth without Work Pleasure without Conscience Science without Humanity Knowledge without Character Politics without Principle Commerce without Morality Worship without Sacrifice

Then, think about what you would be doing with your time and energy if you were not focused on trying to make everything in your life be top of the line, above what is expected from others and without mistake. Whew! Perfectionism can act as a ball and chain that isolates you in life, robs you of enjoyment and can interfere with your ability to get close to someone you love.

Take this quiz to determine whether you've been affected by a drive to be perfect.

1. I often put off projects or contacting people because I want everything to go just right in the conversation, and I'm unsure of how it will turn out.

2. I think I must put at least 100 percent into everything I do or I will be mediocre and a failure.

3. Average is not good enough for me.

4. I often feel that whatever I do it is not quite good enough.

5. I often get overwhelmed because I have too much to do.

6. I don't trust anyone else in a project because they won't meet my standards.

7. I have so many "should" in my life that I rarely enjoy myself or pay attention to my wants.

8. I'm a martyr.

9. I'm afraid if others saw I was less than perfect, they would reject me or disapprove.

10. If I make a mistake, I am a failure. There is something wrong with me.

11. I miss some opportunities for advancement and opportunities for intimacy in relationships because I am afraid to take a risk unless I think I can control the outcome.

12. I feel inadequate.

13. It seems as if no one else puts as much into completing projects as I do.

14. I react negatively to suggestions related to me or my work because I take it as criticism of me as a person.

15. If someone is unhappy with what I produce, they are unhappy with me.

16. I often burn out.

17. What would you add to the list?

You'd experience new freedom if you let go of your need to be perfect all the time.

Take a moment and jot down five losses you have experienced as a result of being a perfectionist.

Would you like to enhance your life? Here are some steps to change your outlook.

1. Look at where the perfectionism started, and how it began to affect you.

For example, it may have started in childhood. Sometimes parents put too much pressure on striving to be the best because they think that will make their child's life easier in

- pg 5 -

2. If you are a perfectionist, you probably spend a fair amount of time feeling not good enough.

(From the Internet)

the future. Other times perfectionism grows when a child feels like he is living in a fishbowl, with eyes of others in the community upon him. For example, children of preachers, therapists, politicians and others who have a public persona are often cautioned about how their behaviour effects the perceptions of others upon their parents. If you grew up in an alcoholic home or a home where a parent was not emotionally available, you probably spent a considerable amount of time trying to figure out the right moves to keep the peace, or keep everyone happy. Though you really had no control over your troubled parent, that childhood illusion often sets up a pattern in life, where you think you have to painstakingly analyze and work toward controlling outcomes. Of course you could never have been perfect in achieving that goal because a troubled home is very unpredictable, and you can't control what other people do, anyway. Yet, children are not able to screen out or even understand intent.

They often perceive that their job is to please parents and other authority figures.

Sensitive kids also just put on an unusual amount of pressure upon themselves.

Learning where the drive to be perfect began, then start to work in a healthy way on disconnecting from the loss it contributed to your life.

An Interview with Socrates

The glorious gifts of the gods are not to be cast aside. Homer (800 BC - 700 BCE), The Iliad Hold faithfulness and sincerity as first principles. Confucius (551 BC - 479 BCE)

Unfortunately, when you can not be perfect at everything that message may be triggered and you could be overwhelmed with a belief that's not really true. However, if that sits deep inside think about what you have lost. If you grow up believing you are not good enough, can you see how you would be attracted to relationships where your partner reinforced that message? Or, a relationship where you kept trying to prove yourself by choosing a partner that you have to keep trying to fix. Not likely to happen.

“So you would like to interview me” Socrates said.

3. Identify other core feelings and messages that have influenced your life.

‘If you have the time’ I said.

Perfectionists have reported feeling alone in the world, worthless, hopeless, less than and urgency to keep trying harder.

Socrates smiled.

“What questions do you have in mind for me?”

4. Identify the physical and behavioural changes that occur when you are getting lost in perfectionism.

For example, you might have a racing heartbeat, begin eating more or not eat at all, increase the amount of multi-tasking you do, feel overwhelmed, change your sleeping habits and more. Write down your own changes and check them once a week until you are able to reduce your perfectionism stress.

5. The next project you start, ask yourself the following questions.

• • • • •

Can I set different standards for completion or success, based on the project? Do I need to give this project 100% of my energy, or could I give it 80%, in order to leave more time for myself.

Am I setting up unreasonable expectations for myself, or others?

What am I afraid of in not meeting my old standards of being perfect? What is the worst thing that could happen if that fear becomes a reality? How important is this task compared to other projects or things that are going on in my life right now?

Am I getting into rigid, black and white thinking, or it is all-or-nothing thinking?

Am I spending too much time on the little things when I could meet my goals with less effort and less emotional drain?

When back home, if you've answered yes to any of these questions, you want to step back and consider the most crucial. How important is this (task, event, etc) to the rest of my life? That can put things into perspective very quickly. If you spend too much time at work and neglect your family, you may set yourself up to lose not only wonderful enriching years as a spouse or parent, but your perfectionism could ultimately lead to the loss of a marriage and broken relationships with your children. You also would be modelling how you want your children to approach relationships. So, step back and consider what is most important.

For the staff ashore, when you're near the end of your life and reflecting back, you'll probably recognize that a "perfectly" completed project for a company has been long forgotten, yet the moments you spent with your family continue to sustain you.

6. Finally, make a conscientious effort to let go and enjoy life!

I dreamed I had an Interview with Socrates.

‘What surprises you most about human kind?'

Socrates replied: “That they get bored with childhood, they rush to grow-up, and then long to be children again” “That they loose their health to make money…

And they loose their money to restore their health” “That by thinking anxiously about the future, they forget the present, Such that they live neither in present nor the future” “That they live like as if they will never die, And die as though they had never lived” And then I asked ‘As a parent, what are some of life’s lessons you want your children to learn?'

“To learn they cannot make anyone love them All the can do is let themselves be loved” “To learn that it is not good to compare themselves to others” “To learn to forgive by practicing forgiveness” “To learn that it only takes a few seconds to open profound wounds in those they love, And it can take many years to heal them” “To learn that a rich person is not one who has the most, But the one who needs the least” “To learn that there are people who love them dearly, But simply do not yet know how to express or show their feelings” “To learn that two people can look at the same thing and see it differently” “To learn that it is not enough that they forgive one another, That they must also forgive themselves” ‘Thank you for your time’ I said humbly.

Seafarers’ Health Information Programme

Healthier, fitter, safer ...

safe travel Plan health protection !

oGather information about the health hazards in the ports to be visited

oCommunicate with the company about the

precautions that need to be taken oVisit the company medical service, your doctor or travel clinic and obtain the necessary prescriptions, vaccinations and prophylactic (protective and preventive) medication oVisit your dentist for a check-up, especially if your last check-up dates back more than 6 months. Carry appropriate medical information such as any health conditions or allergies that you have and any medication you are taking, in written format, in English.

Carry necessary travel documents, e.g. :

nBlood Group Card nInternational Vaccination Certifi cate nAllergy Card or a medical alert bracelet If you wear glasses, take an extra pair !

Be well prepared for a trip !

1 Personal Protection Protect yourself from the sun by :

owearing sunglasses oapplying a good sunscreen with a high protection factor owearing a cap, like “SHIP’s COOL CAP”

Protect yourself from heatstroke by : odrinking adequate amounts of liquid oadding extra salt to normal food preparation otaking sufficient rest Protect yourself from the cold by :

owearing several layers of loose clothing okeeping clothes dry oeating plenty of food oavoiding alcohol Protect yourself from insects by : ocovering ventilation holes with nets ousing insect repellents ousing impregnated bed nets and sleeping in screened accommodation Leave animals alone; seek medical advice if you are bitten.

2 Malaria

Malaria is a parasite infection, transmitted by mosquito-bites. The disease occurs in plenty tropical and subtropical areas and can be serious and even deadly. It is often necessary to take preventative medication, even after returning home.

Contact your company and find out the

itinerary of the ship and the possible malaria risk, they will also provide you with information and guidance on the preventive measures taken onboard. Consult the company medical service or your doctor to get the necessary medication (diff erent types of medicines are used depending on the geographic area).

Alarm signal : fever above 38°c for longer than 24 hours.

Other symptoms : headache, fatigue, diarrhoea and vomiting. In spite of their effectiveness and even when used correctly, medication against malaria cannot guarantee full protection. In case of fever after returning from a malaria-endemic area, seek medical assistance to rule out malaria.

It is essential to protect against mosquitobites : oWear light coloured clothes after sunset, that cover the whole body oUse an insect-repellent (with at least 20% DEET) on all other uncovered areas Attention : these products are only active for a couple of hours. Reapply them regularly (every 4 hours) oProtect your cabin or bed with a mosquitonet, preferably impregnated with insecticides

3.Dengue is a common tropical

infection. It is transmitted by mosquitoes (Aedes species) that bite during the day. In contrast with other infections such as malaria it does not occur predominantly in rural areas but also in urban areas.

Symptoms and signs : high fever, headache, muscle ache and joint pains.

Alarm signals : bleeding, strong decrease in blood pressure. No treatment is available,

dengue heals by itself in time. Use paracetamol (not aspirin) as pain relief. There is no vaccine.

Measures to preventmosquito-bites are essential (see point 2 Malaria) : pThe mosquitoes that spread this disease bite during the day pWhen using a sunblock together with an insect-repellent (with DEET) it is advisable to apply both together and to protect yourself with a high UV protection

4. Tetanus - Diphtheria

Vaccination against tetanus is indispensable for seafarers. The vaccination against diphtheria is especially recommended for seafarers going to tropical and subtropical areas and indispensable for seafarers travelling to former Soviet Union states. It is recommended that seafarers are immunised against tetanus and diphtheria every 10 years.

In order for seafarers to be completely immune, their last vaccination should not have been more than 10 years ago. Those who last had a vaccination more than 20 years ago, should have 2 doses administered within 6 months.

5 Hepatitis

Of all the infections that can be prevented by vaccine, Hepatitis A is generally the most frequent disease in travellers. Infection takes place through food, drinks and lack of hygiene.

Hepatitis B is transmitted by sexual contact and by blood (transfusions in some countries, sharing needles, piercings and tatoos).

Hepatitis B may develop into chronic hepatitis and carriers may infect other people.

Hepatitis A prevention : personal and food hygiene. Immunisation.

Vaccination against hepatitis A is important for seafarers. 2 injections, the second between 6 months and 1 year after the fi rst, give protection for more than 25 years, and probably for life.

Hepatitis B prevention : it is important that seafarers limit their risk behaviour. Risk behaviour is not only, occasional sexual contact, drug injections, tattoos and piercings but also occupational accidents and medical or dental treatment abroad.

Vaccination for hepatitis B is possible with 3 injections. The second should be administered 1 month after the first and the third should be within 6 months to 1 year after the first.

- pg 7 done with 2 types of vaccines : oral, to be taken in 3 doses with a 48 hour interval between each or by injection : 1 dose. Both vaccines are valid for 3 years.

Protection is never 100 % guaranteed so it remains important to handle food carefully and hygienically. See also “Food safety, you are part of it… ” by SHIP, www.seafarershealth.org

9 Influenza

Influenza : airborne transmitted viral infection often encountered in enclosed and crowded places by direct contact with droplets from unprotected coughs.

Combined vaccination against hepatitis A and B is possible with 3 injections. The second should be administered 1 month after the fi rst and the third should be within 6 months to 1 year after the fi rst.

6 Poliomyelitis

Poliomyelitis is a crippling disease caused by a virus. Infection is still possible in certain areas in Africa and Asia. One repeat vaccination (booster) for an adult who has been vaccinated during childhood is sufficient for lifelong protection. Adults who have not been fully vaccinated before, need to get the full basic vaccination.

7 Yellow Fever

Yellow Fever is a serious disease in certain subtropic regions of Africa and Latin-America, transmitted by mosquitoes (Aedes species) that bite during the day. The number of outbreaks is going up in these areas.

Symptoms : fever, muscular pain, headache, chills, lack of appetite, nausea…

Alarm symptoms : jaundice, abdominal pain, vomiting and bleeding!

Yellow fever is a very deadly disease!

Vaccination against yellow fever is very eff ective and protects for 10 years with 1 injection. The vaccination has to be carried out in an official vaccination centre at least 10 days before arrival in the infected area. You will need to have proof of this by way of an international vaccination certificate. In some countries vaccination against yellow fever is mandatory, even for a transit stay. When arriving from an endemic country, even after such a transit stay, some countries still demand a valid vaccination.

8 Typhoid fever

Typhoid fever is caused by Salmonella typhi and transmitted by contaminated food and water.

Symptoms : fever, headache, chills, lack of appetite, malaise and sleeping problems Alarm symptoms : sustained fever, slow pulse, enlarged liver and spleen!

Vaccination against typhoid fever can be

Symptoms : fever, sore throat, cough and chills, headache, muscle pain and running nose. In temperate regions influenza is a seasonal disease, occurring in winter. In the northern hemisphere this is from November to March and in the southern hemisphere from April to September. In tropical areas there is no seasonal pattern.

Vaccination is recommended before every influenza season, although this could be difficult where trips are to the opposite hemisphere. Therefore it is wise to avoid crowded, enclosed spaces and close contact with infected persons.

10 Measles, mumps and rubella 3 diseases that can be prevented by vaccination. For those who have never been vaccinated against measles it is wise to have a vaccination before going to developing countries for long periods.

These measures are important in preventing diarrhoea, cholera, typhoid fever, hepatitis, poliomyelitis and worm infections…

Personal security

uDress inconspicuously uLeave expensive jewellery and watches on board

uDrink alcohol in moderation uDo not allow people to see how much money you have with you

uAvoid travelling at night or on your own uBeware of local transport

- When using a car, check for seatbelts, good tyres and brakes - Hire a large vehicle if possible - Avoid overcrowded public transport - Avoid riding on motorcycles Do not drink alcohol when driving

Travelling by aeroplane Many seafarers board their ship in a foreign port travelling to that port by plane. Cabin pressure is similar to an altitude of 1200 - 1800 m. Medical advice should be taken before travelling by plane if you have recently had a heart attack, cardiac decompensation, lung disease, eye injury or recent surgery. During take-off and landing, clear your ears by closing your mouth and nose and trying to breathe out. To avoid inflammation and/or formation of a blood clot in a vein, walk around from time to time and avoid alcohol. On long flights it may be useful for people with a blood vessel problem to use aspirin or other medication.

Consult your doctor about this.

11 Chicken-pox :

a viral disease (varicella) common in Europe and America.

Symptoms : fever, malaise, blisters covering the whole body (also in the mouth and hair), itchiness, cough. Chicken-pox is a serious disease for adults and Asian seafarers are at risk when coming to Western countries.

For those who have never been in contact with this virus it is wise to have a vaccination before boarding vessels going to Europe or America.

12 Hygiene and Food :

pay special attention to the quality of water onboard, if necessary use bottled water for drinking and brushing teeth, or boil water before consumption.

Avoid casual sexual encounters,which often occur under the influence of alcohol !

Sexual contact without protection is dangerous ! Take and wear condoms!

Check the quality and expiry dates of condoms and keep them in a cool, dark place.

If you eat on land :

tDrink water from unopened bottles only tPreferably take drinks made with boiled water such as tea and coffee

tAvoid using ice cubes tAvoid:

- Raw vegetables - Fresh milk, ice-cream - Raw or uncooked fish and shellfish - Raw meat - Fruit that you did not peel yourself See also “Food safety, you are part of it…”

by SHIP, www.seafarershealth.org

Compliments to: International Committee on Seafarers’ Welfare 2nd Floor, Forsyth House 77 Clarendon Road Watford Hertfordshire, WD17 1DS United Kingdom Email : SHIP@ICSW.org.uk www.seafarershealth.org ICSW S.H.I.P.

Safety First !!

Message from the DPA: A safe ship and working environment is the company's top priority. The shore management provides the foundations, but ultimately our seafarers are the ones who make it all happen. The burden lies primarily with the Master and senior officers who along with their everyday duties must lead by example and: - promote a strong, proactive safety, health and hygiene culture on board, - be the first to comply with safety regulations, wear their PPE, attend drills, etc, - establish safety best practices & communicate these to the crew and head office, - always look out for methods to improve safety and offer ideas to the head office.

You will always find the shore management in support of any initiative you may have that can improve safety, health, or environment protection. You have the knowledge and training, and you are in the front line use your experiences so that all others can benefit.

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.

Case Study: Serious burns to engineers during boiler burner maintenance Vessel: Bulk carrier applicable to all vessels Source: Australian Transport Safety Bureau Abstract: While idle at anchorage, the Chief Engineer instructed the 3rd / Eng to change the auxiliary boiler burner.

He shut down the boiler oil firing unit and then ran the forced draft fan for a few minutes to purge the furnace. He then switched the boiler control select switch to the 'off' position. He removed the burner and replaced it with the clean spare unit. He then attempted to fire the burner to check its operation but it failed to ignite on three attempts.

He purged the furnace for a few minutes before starting to remove the burner to inspect it. A few moments later, while he was leaning over the open oil firing unit, to loosen the burner fuel connections, there was an explosion (flashback) from the boiler furnace. He was badly burned and evacuated to shore.

The Chief Engineer surmised that there must have been some unburnt fuel in the hot furnace that had vaporised and then ignited. After purging the boiler furnace for about an hour, he and the 2nd / Eng removed the burner to inspect it. A few moments later, there was another flashback from the boiler furnace. Both men and the fitter were burned by the flashback. The flashback started a small fire on the deck, which was quickly extinguished. The three men went to the ship's hospital for first aid treatment and were subsequently evacuated to shore.

Findings / Contributing Factors: 1. The maker issued a safety bulletin warning of the hazards associated with servicing the boiler burner and drawing attention to the correct safety precautions. This was not on board.

2. Caution warning 'Danger of backfire and flashback of auxiliary boiler' was not fitted in the area, and the ship's crew was unaware of similar flashbacks or all of the associated hazards.

3. A single unambiguous ship-specific procedure that would ensure that the crew members servicing the boiler burner were given appropriate safety guidance had not been implemented.

4. Unburnt heavy fuel was deposited on the furnace floor and wall every time the burner misfired. This was probably vaporised when it was heated by the hot surfaces inside the furnace, and fuel vapours accumulated in areas of the furnace. These were ignited by the hot furnace floor refractory or by smouldering fuel/carbon residue on the furnace floor.

5. Running the forced draft fan to purge the furnace after the first flashback was ineffective because the oil firing unit maintenance cover was not re-fitted.

6. The PPE being used by the crew members did not provide them with adequate protection.

7. The injured crew members were not provided with appropriate first aid.

The full report can be found at: Http://www.atsb.gov.au/publications/investigat ion_reports/2007/MAIR/pdf/mair238_001.pdf

TRUST (Ten Really Useful Safety Tips)

Mooring Operations 1. Always have a responsible officer in charge of the mooring team. The team must be ready in terms of PPE and communication means.

Prepare a mooring plan, use the mooring checklist and make sure that the whole team is familiar with the specific operation. (use the new company forms D-61 & D-62) 2. Make sure wires and ropes are regularly inspected and properly stowed away from direct sunlight and moisture. Roller fairleads, bits, winch drums, brakes and clutches should be well maintained.

3. Wear leather gloves when handling ropes, however, bear in mind that when turning ropes on drum ends gloves could become entrapped.

Never stand in the bight of a rope.

4. Avoid all â&#x20AC;&#x153;Snap-Backâ&#x20AC;? Zones when moorings are under strain. Remember that nylon, polyester and polypropylene ropes, unlike natural fibre ropes give NO audible indication of imminent failure.

- pg 9 Safety Bulletin 08-02

Case Study: 5. Be careful when throwing heaving lines to avoid hitting people with the â&#x20AC;&#x153;monkey's fistâ&#x20AC;?.

6. When a rope is being run on the drum end a maximum of three turns should be used. The turns must be controlled by one man, with another coiling the rope as it comes off the drum end.

7. When alongside, ensure the moorings are constantly monitored and sufficient personnel are allocated to tending and adjusting moorings.

8. Remember that when making fast with a tug, the ship has little control and the tug can apply load at any time. Wherever possible, ship's lines should be used as you never know the condition of the tug's lines.

9. A wire should never be led across a fibre rope on a bollard. Wires and ropes should be kept in separate fairleads or bollards 10. Areas where mooring operations are undertaken should be free of unnecessary obstacles and the deck should have anti-slip coating. Cutting edges are properly protected.

OUR OWN TRACK RECORD How do we measure up?

Spills on Deck Vessel: Various types of vessels applicable to all vessels Source: Company's records GENERAL INFORMATION Spills on Deck, are categorized in two groups: Group 1: The cases related to cargo and bunkers.

Group 2: The cases related to other types, such as lubricating oil or grease.

Due to their relatively lesser size and importance, the latter are classified as "Near Misses". The former are "Spills on Deck" and are reviewed separately due to the significance the company attaches to the protection of the marine environment. This point is raised for clarification purposes and for future reference: Spills on Deck relevant to cargo or bunkers must be treated as accidents and not near misses.

The two cases described here below are examples of how important lessons can be learnt and applied for future improvement:

Near Misses Reported per Incident

indicator should be consulted prior informing the CCR. Orders for closing/opening of valves must be repeated until it is positive that the deck crew has understood the tasks given. Upon completion of each specific task, detailed confirmation is necessary instead of a general statement that the valves are open or closed. During cargo operations the good coordination of watchmen is of utmost importance and all relevant crew members should be vigilant and concentrated on the ongoing operations.

SECOND CASE - SPILL ON DECK The vessel was performing bunkering. When the operation was completed the barge hose was disconnected. The blind flange was bolted, however, one of the nuts was not tightened properly. As a result there was minor leakage of the remaining bunkers from the bunker line which was contained in the drip tray.

Root Cause: In this case the root cause is quite straight forward. The fitter at the scene made two mistakes:

FIRST CASE - NEAR MISS While carrying out tank cleaning operation it was noted that two of the valves on the crude oil washing line, had dented and suffered cracks. Through the cracks there was leakage of water.

An investigation was carried out by the Master.

Every year & every quarter we record a number of important data regarding the performance of our vessels. This is part of our continual improvement process.

Near Miss reporting is one of the cornerstones of a safety management system. It is the best method to ensure that lessons are learnt from each and every experience without having to bear the cost of an actual accident. Safety awareness must be present at all levels and this can only be achieved by continuously promoting a no-blame culture among the seafarers. In order to measure this awareness we record the number of near misses reported per each incident. The performance in this area has been satisfactory over the recent years with near miss reporting on the rise and incidents on the decrease. It is the company's intention that all incidents (no matter how small they may appear) are reported so that appropriate preventive measures are instigated and information is shared with other fleet vessels.

Root Cause: One out of the two damaged delivery valves was kept closed while pressure on the tank cleaning line was increased. The deck watch personnel reported the wrong "open/close" indication of the valves to the CCR during the operation. Therefore, this case was not a technical defect, but was attributed to the crew not adhering to procedures.

Corrective & Preventive Action: New valves were ordered and the damaged ones were replaced. A training session for all personnel relevant to cargo handling operations was carried out. Attendees were advised that opening and closing valves must be visually checked. The valve

1. He did not secure properly the bunker line flange.

2. He did not drain the bunker line upon completion of the operation.

In addition to the above and more importantly, the engineer officer in charge failed to supervise efficiently these actions.

Corrective & Preventive Action: Bunker connection was properly bolted / secured and area cleaned. The case was discussed during a safety meeting and the engine crew attended a training session on correct bunkering procedures. Lack of concentration and acting in haste during such operations is critical. Even the smallest detail can cause a major incident. Also, adherence to the Bunkering Checklist is very important.

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

Leaders & Followers success. The leader must look at leadership as a responsibility and not as a position of privilege. The effective leader is responsible for all final decisions, but he/she must not fear the force of his/her associates or subordinates. He must encourage, instigate and be proud of all those that collaborate with him. The leader must look at others' success as being his, as well, and vice versa.

from pg 1 This editor from his lengthy practical experience - in all capacities onboard & ashore, in the Hellenic Navy, the Merchant Marine and the Shipping Industry, in general - has now reached the challenge to attempt and touch the equally important matter related to 'Leaders and Followers'. His knowledge and understanding comes straight-out from our seafarers' 'mouth', as well as, from the one of our peers ashore. It comes from a large attendance of seminars, conferences, workshops, including…bar-lounge meetings.

I'll be giving you firstly, in a brief, my humble viewpoint on the Leader, and I'll then continue - from a more sophisticated angle - on the Followers, as per the excerpts from Barbara Kellerman's article.

Leaders In an era of flatter networked organisations and cross-cutting teams of knowledge workers, followers will no longer conciliate old fashioned leaders of authoritative ideas, who just wish to impose new management techniques on others. Followers want leaders with well rooted human values, and with respect for talent and contributions specified by their subordinates. The latter want to feel enthusiastic in all their actions.

People want leaders that can build an atmosphere of creativity, sometimes even under a calculated risk. People reject intimidation or to be controlled in an ingenious or devious way; they want to be recognised as an important part of a team.

Continuous innovation and constant improvement in quality requires more and more effort from employees, who are constantly up against new technologies, cultural changes, and intense international competition. If we stop and think for a moment we will conclude that not all of this modern expansion and changes, in our working habits, come exclusively from the ever changing technology; they also come from the creative performance of people.

Team-people are the real force behind this transformation, and it is the people that are paving the way towards the new millennium. What can a sophisticated machine do if there was no one to invent it in the first place? To attain success we depend on people who depend on leaders. Leaders, who have the capacity to reinvent companies and can get the most out of their collaborators, stand tall.

Thus leaders must look within themselves to find new ways of influencing people and changing the course of companies. It is the leader that must be the first to change. The leader then gathers 'followers', but hopefully, not just those that do what they are told.

Leaders should want mature and responsible people that can look ahead. As a result a partnership will be formed with those people who are personally committed to themselves and the success of the organisation, as will explain later.

Leaders assume the responsibility of keeping teams together. They have the obligation to take command, establish rules, values and principles that will lead to

Let's look at leadership requirements. A necessary requirement for a leader is to gain confidence and trust from the people he works with; otherwise there will be no followers. To gain confidence in a leader, the followers must be convinced that he has integrity, speaks the truth and has authority. Be it absolute or delegated.

There are three types of authority. · Authority granted by position; here we include the title, the position occupied in the company, and the power bestowed on a person. · Authority of personality : These are natural influential qualities, where the leader is recognized by others because of his behaviour and mode of action. · Authority of knowledge. In this type of authority, we count on technical and professional knowhow, apart from other types of knowledge that are essential in certain areas.

In the past, there was a tendency for leaders to be supported by the position that they held in the company. Nowadays the tenden-

cy has shifted to the other types of power, where personality and knowledge are essential.

It is strongly believed that technical knowledge is not everything. It may be necessary, in the beginning of a managerial career, the person to be a specialist. But with the passing of time, one must expand one's knowledge to areas where leadership, communication and the power to make decisions are essential.

Next is the exploration of leadership characteristics. Leaders must have some certain qualities required by their teams.

There is a great deal of controversy on how to define a leader, but one thing that everyone agrees with, is that a leader must have character and personality. These are the moral qualities by which a person is judged, apart from the other values, such as: intelligence, competence and special talents.

Another characteristic that we may find is the leader that surges from certain situations. These may be known as situational leaders; and the master of a vessel is one in an emergency case.

Leaders know how to get people to share their knowledge.

We must not forget that although technical and professional skills are important in authority, it is not everything. To become a leader you need to have leadership abilities, the power of decision and the facility to communicate with people. A person must be flexible and have the good sense to transfer certain decisions, when the matter gets out of his own knowledge sphere.

Leaders &

- pg 11 The true leader is a person that can adapt himself to many different situations, and never stops learning. He is always interacting with people, and motivating everyone to work together for a common vision, so as to produce positive results. People will follow him without even recognizing they have taken on the role of a follower… this is what makes the leader different from the others.

After all he has to be a Good Leader, as the majority of the Followers (in our case the crews onboard and the staff ashore) wouldn't want to witness a mismanagement incident which they believed could create a lasting damage to their organisation, to which are deeply committed.

Followers As

Kellerman

explains:

< “”Followers can be defined by their behaviour - doing what others want them to do. For this article we define followers according to their rank: They are lower in the hierarchy and have less power and influence than their superiors.

They generally go along to get along, particularly with those in higher position. In the workplace they may comply so as not to put money or stature at risk.

History tells us, however, that subordinates do not follow all the time. Over the years a handful of researchers have attempted to study followers in some depth.

They have argued that leaders, with even some understanding of what drives their subordinates, can be of great help to themselves, their followers and their organisations. Still each researcher recognised the need to classify subordinates into different types, as follows:

! !

Compulsive: Controlling but passive, in part because they feel guilty about privately wanting to dominate Masochistic: Want to submit to the control of the authority figure, Withdrawn: Care little or not at all about what happens at work and behave accordingly

(Ten years later Zaleznik coauthored 'Power and the Corporate Mind').

2. Professor Robert Kelley. In 1992, he published the 'Power of Fellowship' which essentially urged followers to follow not blindly but with deliberate forethought. He distinguished followers from one another according to factors such as motivation and behaviour in the workplace and ended up with five different followership styles: > Alienated: They think critically and independently, but do not willingly participate in the groups of which they are members > Passive: They do not think critically and do not actively participate; they let their leaders do their thinking for them > Conformist: They do participate in their groups and organisations but are content simply to take orders > Exemplary: They are nearly perfect or at least they perform well across the board (they act with 'intelligence, independence, courage and a strong sense of ethics') > Pragmatic: They play both sides of the fence, ranking in the middle in terms of independent thinking and level of activity.

3. Ira Chaleff. In 1995, he authored 'The Courageous Follower' and like Kelley he primarily focused on empowering subordinates, encouraging them to actively support leaders they deemed good and to actively oppose those they deemed bad.

He classified subordinates according to the degree to which they supported leaders and the degree to which they challenged them. He came up with four different types of subordinates: F Implementers: Are the most common and leaders depend on them above all to get the work done F Partners: Are even better; they strongly support their leaders, but they are also ready and

willing to challenge them as necessary F Individualists: They can be a bit of a problem to leaders, because they tend to withhold support from people in positions of authority F Resources: 'They do an honest day's work for a few days' pay but don't go beyond the minimum expected of the.

All three authors did pioneering work and yet, it seems to have had little impact on how current leaderfollower relationships are perceived. In part, this is because of cultural, organisational, and technological changes that have taken place in just the past few years.””> Kellerman, who having developed a New Typology, after years of study and observation, is aligning followers on one, all important metric - 'the level of engagement' continues: < I categorise all followers according to where they fall along a continuum that ranges from 'feeling and doing absolutely nothing' to 'being passionately

committed and deeply involved'. I chose level of engagement because, regardless of context, it's the follower's degree of involvement that determines the nature of the superior-subordinate relationship. This is especially true today: Because of the aforementioned changes in the cultures and structures of organisations, for instance, knowledge workers often care as much, if not more, about intrinsic factors - the quality of their interpersonal relationships with their superiors, for instance, or

their passion for the organisation's mission - than about extrinsic rewards such as salary, titles and other benefits. This typology based on a single metric - as opposed to the multiple rating factors used by the creators of previous segmenting tools - offers leaders immediate information on whether and to what degree their followers are buying what they are selling: Do you followers participate actively in meetings and proceedings? Do they demonstrate engagement by pursuing dialogues, asking good questions, and generating new ideas? Or have they checked out pecking away at their Blackberries or keeping a close eye on the clock?””>

< “”I

categorise followers as Isolates, Bystanders, Participants, Activists, and Diehards:

[Isolates,

are completely detached.

These followers are scarcely aware of what's going on around them. Moreover, they do not care about their leaders, know anything

about them, or respond to them in any obvious way. Their alienation is, nevertheless, of consequence.

By knowing and doing nothing, these types of followers passively support the status quo and further strengthen leaders who already have the upper hand. As a result, isolates can drag down their groups or organisations. Isolates are most likely to be found in large companies, where they can easily disappear in the maze of cubicles, offices, departments and divisions.

*School of Athens (by Raphael, Vatican, 1508-1511)

1.Professor Abraham Zaleznik.

In 1965, in order to distinguish among the different kinds of subordinates he placed them along two axes : ! Dominance and Submission (from those who want to control their superiors to those who want to be controlled by them), and ! Activity and Passivity (from those who initiate and intrude to those who do little or nothing).

He further segmented followers into four groups, two of which reflected his Freudian perspective on relationships: ! Impulsive: Rebellious, sometimes spontaneous and courageous

!

Followers cont'd on pg 12

from pg 11 Their attitudes and behaviours attract little or no notice from those at the top levels of the organisation as long as they do their jobs, even if only marginally well and with zero enthusiasm. To mitigate the isolates' negative effect leaders and managers first need to ask themselves: Do we have any isolates among us, and if so, how many? Where are they? Why are they so detached? The next step, of course, is to take action.

Depending on the reasons for alienation, there may ways to engage them in the workplace.

If it's a matter of job satisfaction, a training and development plan might be drawn. If it's a matter of job stress, a new schedule that allows for several days of work from home might be considered.

In any case leaders and managers need to consider the return from making such investments; if it will be low or non-existent managers may ultimately decide to part ways with these followers.

internally motivated to engage in an active way. Their withdrawal also amounts to tacit support for whomever and whatever constitutes the status quo. Like isolates, bystanders can drag down the rest of the group/organisation.

But unlike isolates, they are perfectly aware of what is going on around them; they just choose not to take the time, the trouble, or, to be fair, sometimes the risk to get involved. A notorious example from the public sector is people who refuse to intervene when a crime is being committed commonly referred to as the Genovese syndrome - or the bystander effect. In the workplace, silent but productive bystander followers can be useful to managers who just want people to do as they are told - but they will inevitably disappoint those bosses who want people to actually care about the organisation's mission.

There are ways to bring bystanders along, however.

As with isolates, the key is to determine the root causes of their alienation and offer appropriate intrinsic or extrinsic rewards that may increase their levels of engagement, and, ultimately their productivity.

Leaders & Followers [Participants,

are engaged in some way. Regardless of whether these followers clearly support their leaders and organisations or clearly oppose them, they care enough to invest some of what they have (time or money, for example) to try to make an impact.

They are driven by their passions (ambition, innovation, creation, helping people) - not necessarily by senior management. When participants support their leaders and managers, they are highly coveted. They are the fuel that drives the engine.

more complicated. Leaders need to watch them overall and pay particularly close attention to whether their subordinates are for or against them (the for-or-against question does not even come up for disengaged isolates or bystanders).

[Activists, feel strongly one way or another about their leaders and organisations, and they act accordingly. These followers are eager, energetic, and engaged.

They are heavily invested in people and processes, so they work hard either on behalf of their leaders or to undermine and even unseat them. Activists who strongly support their leaders and managers can be important allies, whether they are direct or indirect reports.

Leaders & [Bystanders, observe but do not

participate. These free riders deliberately stand aside and disengage, both from their leaders and from their groups / organisations. They may go along passively when it is in their selfinterest to do so, but they are not

In the workplace, for instance, they can make effective junior partners.

When they disapprove of their leaders or managers, however, or when they act as independent agents, the situation becomes

It Wasn't all bad (Compliments 'THE WEEK, issue 642, Dec 1, 2007) An underground 'cultural guerrilla' group has been marauding around Paris and ruthlessly restoring the city's landmarks. A court heard last week how members of the â&#x20AC;&#x153;Unterguntherâ&#x20AC;? movement broke into the Pantheon in September 2005 and set up a secret workshop beneath its famous dome.

Under the supervision of a professional clock-maker, they then set about repairing the antique clock that city officials had allowed to rust since the Sixties.

When the Antarctic cruise ship 'Explorer' sank last week after striking an iceberg, the overwhelming sensation among passengers awaiting rescue in freezing lifeboats was one of fear mingled with relief that they had all survived. But in an episode likened to a scene from the film Titanic, one Danish passenger, Jan Heikel (above), 42, felt a surge of love. So he got on one knee and asked his girlfriend, Mette Larsen, to marry him.

'I lost everything I took on the ship' she said, after tearfully accepted his proposal. 'But I'm so happy now'.

Six blind detectives have become Belgium's latest weapon in the war against crime. The new recruits many of whom had previously struggled to find work because of their disability have been given jobs in a pioneering police unit dedicated to examining evidence from tapped phones. Not only are skilled at distinguishing different voices, but they can pick up on clues that sighted officers might miss, such as whether a suspect is talking in a station or a restaurant, or on a mobile or a landline.

- pg 13They are not necessarily high in number, though, if only because their level of commitment demands an expense of time and energy that most people find difficult to sustain. Of course, this same passion also means they can and often do have a considerable impact on a group/organisation.

Those activists who are as loyal as they are competent and committed are frequently in the leader's inner circle - simply because they can be counted on to dedicate their (usually long) working hours to the mission as their superiors see it.

[Diehards,

are prepared to go down for their cause whether it's an individual, an idea, or both. These followers may be deeply devoted to their leaders, or they may be strongly motivated to oust their leaders by any means necessary. They exhibit an allconsuming dedication to someone or something they deem worthy. Diehard followers are rare; their all-encompassing commitment means they emerge only in those situations that are dire or close to it. They can be either a strong asset to their leaders / managers or a dangerous liability. Of course, not

all diehards are so extreme in their devotion. Still they are willing, by definition, to endanger their own health & welfare in the service of their cause. Soldiers, the world over, for instance, risk life and limb in their commitment to protect and defend.

Sometimes diehards can be found in more ordinary circumstances, even in traditional organisations in which they are motivated to act in ways judged by others to be extreme.

As I mentioned earlier, attitudes and opinions do not matter when we are talking about isolates and bystanders, if only because they do little or nothing. They matter a great deal, however, when we are talking about participants, activists and diehards. Do these followers support their leader? Or, rank notwithstanding, are they using their available resources to resist people in positions of power, authority, and influence? My typology suggests that good leaders should pay special attention to those who demonstrate their strong support or their vehement opposition. It's not difficult to see the signs participants and especially activists and diehards wear their hearts on their sleeves.””>

< “”Good and bad Followers.

Certain character and personality traits are nearly always associated with being a good leader (integrity, intelligence, and wise judgement, for instance), as are particular skills and capacities (effective communication and decision making, for example). But given the different roles played by leaders and followers, what can reasonably be said about what constitutes a good follower? More to the point, what distinguishes a good follower from a bad one?

Here my typology can again be of help.

First and foremost, there is this: Followers who do something are nearly always preferred to followers who do nothing. In other words, isolates and bystanders (little or no engagement, little or no action) don't have much to recommend. Then again, doing something is not, in and of itself, sufficient, especially in cases of bad leadership.

Good followers will actively support a leader who is good (effective and ethical) and will actively oppose a leader who is bad (ineffective and unethical).

Good followers invest time and energy in making informed judgements about who their leaders are and what they espouse.

Conversely, bad followers will do nothing whatsoever to contribute to the group/organisation.

Contrary to what the leadership industry would have you believe the relationship between superiors and their subordinates is not onesided. Nor are followers all one and the same - and they should not be treated as such. Insofar as they can, followers act in their own self-interests, just as leaders do.

And while they may lack authority, at least in comparison with their superiors, followers do not lack power and influence. Spurred by cultural and technological advances, more and more followers are either challenging their leaders or, in many cases, simply circumve-nting them altogether. It's long overdue for academics and practitioners to adopt a more expansive view of leadership one that sees leaders and followers as inseparable, indivisible and impossible to conceive the one without the other >>

Followers Comments? Ed.

Heavy Weather Injuries (Compliments STOPLOSS bulletin, Jan 2008, The London P&I Club) Recent personal injury cases handled by the Club have included accidents in which the ship's motion in heavy weather has been a causative factor.

The types of incidents have included injuries to crew members falling while working aloft, a hand injury when a heavy auxiliary engine part unexpectedly shifted while being removed for maintenance, and a chest injury suffered when a power tool slipped as the ship rolled.

Where a risk assessment had been carried out in respect of the accidents involving deck crew, the responsible officer had been fully aware of the prevailing conditions but had not made sufficient allowance for the ship's motion.

Interestingly, in the cases where the task was being performed in the engine room, the entry on the risk assessment form for 'Weather and Sea Hazard' was in each case 'not applicable'.

While it is the case that dealing with rolling, for example, is less of an issue for someone on the bottom plates in the engine room than it is for a crew member on the monkey island, these recent cases are reminders that, when a ship rolls, the engine room moves too.

Humour Humour is a state of mind. If you have the humour gene in you, you will find something to laugh at. Whether it is your late arrival at office, or your boss' temperamental behaviour, or your teacher's drab lecture... It is important to look at the funny side of things if you want to enjoy life each day. So, here are some humour quotes that will get you smiling. When you think that life is dull, read one of these humour quotes to cheer you up.

Here we go: ///We all love to kid around - and we all love kids as well (I went to school with loads of them). Here is a letter from a mother to her kid son in America. We could tell you it is a true letter, but we would only be kidding.

Jimmy locked his keys in the car yesterday. We were really worried because it took him two hours to get me and your father out.

Your Aunt Harriet took a flight from New York to Los Angeles last week, said it was the first time she had ever arrived somewhere before she had left. Last time she thinks that might have happened the doctors said it was Alzheimer's disease.

Your Uncle Dick drowned last week in a vat of whiskey in the Brewery. Some of his co-workers dived in to save him, but he fought them off bravely. We cremated the body and it took three days to put out the fire.

Your father didn't have much to drink at Christmas. I put a bottle of castor oil in his pint of beer and it kept him going until New Year's day.

I went to the doctor on Thursday, and your father came with me. The doctor put a small tube in my mouth and told me not to open it for ten minutes - your father offered to buy it from him.

It only rained twice last week. First time was for three days and the second for four. On Monday the wind blew so hard that one of the chickens laid the same egg four times.

Three of your friends went off a bridge in a pickup truck. Butch was driving. He rolled down the window and swam to safety.

“”Dear Son, Just a few lines to let you know that I am still alive. I am writing this letter slowly because I know that you cannot read very fast.

You won't recognise the house anymore when you come home; we moved because your Dad read in the paper that most accidents happen within 20 miles of home. I won't be able to send you the address as the last family here took the numbers with them for their next house, so they wouldn't have to change their address.

There was a new style of washing machine in the house when we moved in, but it wasn't working that well. I put 14 shirts into it last week, pulled the chain and I haven't seen them since!

About your father - he has a lovely new job. He now has 500 people under him. He is cutting the grass at the cemetery.

Auntie Maude has sent you a pair of socks she has knitted; she put a third one in because she heard you have grown another foot since she last saw you.

The coat you wanted me to send you, your Aunt Sue said it would be a little too heavy to send in the mail with the heavy buttons, so we cut them off and put them in the pockets.

Your sister, Mary, had a baby this morning. I haven't found out yet whether it was a boy or a girl, so I don't know if you are an Uncle or an Aunt.

:) Your other two friends were in the back. They drowned because they couldn't get the tailgate down.

We received a letter yesterday from the undertaker. He said that if the last payment on your Grandmother's funeral wasn't made, up she comes.

Your loving Mother, PS I was going to send you ten dollars, but I have already sealed the envelope””.

M

CE

C.

There's no reason to become alarmed, and we hope you'll enjoy the rest of your flight. By the way, is there anyone on board who knows how to fly a plane?

AGEMENT I N AN

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Our great democracies still tend to think that a stupid man is more likely to be honest than a clever man.

Comedy is simply a funny way of being serious.

If I had no sense of humour, I would long ago have committed suicide.

Someone was teaching a class about marine insurance and pointed out that hull underwriters had agreed to pay for 'sighting the bottom after stranding' even if ultimately no damage were found. He asked a student why the underwriters would be interested in sighting the bottom. He promptly replied: 'To find out if the channel needed to be dredged.'

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QUOTATIONS

One thought a quarterback was a refund.

At the bottom of an application form, where it said 'Sign here', one wrote "Sagittarius."

One sent a fax with a stamp on it.

! The evils of government are directly proportional to the tolerance of the people

One spent twenty minutes looking at the orange juice carton because it said 'Concentrate'.

One studied for a blood test.

When one missed the 44 bus one took the 22 bus twice, instead.

When one went to the airport and saw a sign that said 'Airport Left', one turned around and went home.

When one heard that ninety per cent of all crimes occur in the home, one moved.

One thought one couldn't use one's AM radio in the evening.

A young girl was diligently pounding away on her grandfather's computer. She told him she was writing a story. "What's it about?" he asked. "I don't know," she replied. I can't read."

"Write a sentence about a public servant," said a teacher to her class. One small boy wrote, "The fireman came down the ladder pregnant." The teacher took the boy aside to correct him.

"Don't you know what pregnant means?" she asked. "Of course," said the boy, confidently. "It means carrying a child."

Compliments: The Maritime Advocate online The Knutty Knights Humour Pages and other internet sources

English Idioms

! "On the substance, we think this story speaks for itself," he wrote. "On the timing, our policy is we publish stories when they are ready. "'Ready means the facts have been nailed down to our satisfaction, the subjects have all been given a full and fair chance to respond, and the reporting has been written up with all the proper context and caveats." ! A man's character is his fate ! Put more trust in nobility of character than in an oath ! Artificial intelligence is no match for natural stupidity ! Wealth is the slave of a wise man. The master of a fool

All shipshape. Everything in good order, all neat and clean. The phrase was originally 'all shipshape and Bristol fashion', meaning that the ship was properly prepared for sea. The port of Bristol was well known for its efficiency in preparing ships for sea.

! When the government fears the People, that is Liberty. When the people fear the government, that is Tyranny

When my ship comes home. When I get rich; when I make my fortune,

! I take it as a man's duty to restrain himself

Ships in the night / ships that pass in the night. Casual acquaintances and friendships that last only a very short time.

Spick and span. Clean, neat, tidy. A nautical phrase meaning that, on a new ship, every spick (nail) and every span (chip) is new. (As neat / clean as a new pin).

To miss the boat. To miss an important opportunity.

A nervous wreck. Mentally and physically exhausted. (Nerve racking / To feel like a wet rag).

Like rats leaving the sinking ship. Like traitors who desert the loosing side in a contest. Rats are said to have a premonition when a ship is a about to sink, and to leave it.

! To succeed is nothing, it's an accident; but to feel no doubts about oneself is something different; is character ! When the character of a man is not clear to you, look at his friends ! People with courage and character always seem sinister to the rest

To be on an even keel. Calm and undisturbed.

"I am careful not to confuse excellence with perfection.

Excellence, I can reach for; perfection is God's Business"

OCIMF TMSA Guidelines : Element 3 Recruitment and Management of Ship's Personnel Main Objective Ensure that all ships in the fleet have competent crews who fully understand their roles and responsibilities and who are capable of working as effective teams.

Ships' crews are at the heart of efforts to improve safety and the protection of the environment. Therefore, it is vital that all crew members are motivated, trained, qualified, healthy and competent to carry out their roles. Element 3 presents measures to ensure that crews have the required skills and training.

Crew recruitment and training Ship operators should establish and maintain procedures for the recruitment and administration of ships' crews.

These procedures should tVerify that certificates of competency are valid and that pre-employment records are up to date tAssess the quality of certificates of competency against the appropriate standards set in the STCW code and, where appropriate, take additional steps to determine the competency of ship's personnel and the accuracy of their pre-employment records

met by staff at the time of their appointment and on an ongoing basis thereafter tInclude an appraisal system that sets criteria for promotions and requirements for succession planning tEnsure that follow-up training requirements are identified and recorded, and that records are kept of attendance at courses, seminars and conferences tConfirm that the working hours of key personnel are accurately recorded and that management monitors the records in order to ensure adequate rest periods tPromote staff continuity, with an emphasis on retaining senior officers in their substantive roles tProvide adequate resources to administer the crews' conditions of employment, including personal needs and requirements tDetermine and clearly state the common language to be used on board ships so that all crew members can communicate with each other. This is especially important in emergencies.

Manning Agents Ship operators should ensure that the procedures for selection and recruitment used by their manning agents are of a standard compatible with those established in this element

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The Articles written and the Views expressed in this bulletin do not NTROF necessarily reflect those of CENTROFIN and/or its members.

Like what you see? Want something else? Got something to add?

Tell us at: wavelength@centrofin.gr DISCLAIMER. The contents provided herewith are for general information purposes only; not intended to replace or otherwise contradict the detailed instructions 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 and editorials.

Design-Production: www.paradox.com.gr Tel.30.210.6560 574 AGEMENT I N AN

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