A View From the Bridge: Analyzing the Results of the STCW 2010 Convention (Part 2)

by Captain John Martin I asked Norman the following: “Q. How do the STCW regulations affect the group, and how positive are you about the benefits? A. The regulations provide the framework of training for all our seagoing staff, we identify what training is needed for each role, and ensure that if necessary the training is given before an appointment is made to a specific ship. It clearly defines what is needed in that respect, however as some of our vessels operate in estuarial waters where the full scope of the regulations do not apply in the United Kingdom, the company has taken the view that they shall in general train all personnel to the higher of the applicable standards, regardless of vessel or the categorised waters in which it operates. Q. How do you see the role of the ship’s captain in ensuring compliance? A. We supply all our captains with a data base/training matrix, which clearly shows all the qualifications that each and every crew member has. This incorporates a traffic light system which clearly flags up when certification is about to time expire, and whether the total crew has the required level of qualifications. We expect the captain to monitor this closely, and in addition we expect him to ensure that all mandatory ‘on board’ training is taking place and is effective. Q. In considering the STCW 2010 revisions, what is the time scale for implementation, and will the United Kingdom implement the changes in full? A. The first of January 2012 is the start date for the changes, although the security element is planned to have a shorter lead in time, and yes, the United Kingdom will implement in full, although exactly how that will be achieved is still under development by the MCGA and the other involved authorities. Q. Is the industry in general content with the amendments to the STCW regulations? A. Yes, I think so, especially in terms of enhanced leadership skills, the ‘Human Element’, and on board management issues. It’s good to see that ‘crew resource management techniques’ will become part of officer certification for the first time, and the MCGA will be moving forward on that issue with the nautical colleges in due course. Q. What are the main changes? A. Well, the list is a long one, you see the review started in 2007, and there have been many more amendments and additions than initially expected. Briefly, the main changes include the implementation of guidance on such diverse issues as marine security, the marine environment, mandatory alcohol limits, guidance for dynamic positioning, the ‘Polar Code’, offshore vessels, enhanced leadership techniques, electro technical officers, medical examinations and various tanker/tanker cargo requirements. Q. Turning to crowd and crisis management certification, are there any changes to this in the 2010 amendments? A. Not directly, no, however, there are changes to management techniques on board, which have a very meaningful role in ensuring the best possible outcome during a crisis. We continue to use the Det Norske Veritas “paxtrim” course and deliver the training in house, using our own approved trainers. This training and the actual course are approved by our own Marine and Coastguard Agency. Q. What role does the MCGA play in monitoring crowd and crisis management competence? A. Well, in addition to regular on board audits and inspections, the MCGA sit in on the training courses for new employees that we provide on a regular basis, so they can verify that the course continues to meet the required criteria for approval. Q. How do you ensure ongoing competence, are there refresher courses? A. At present the issue of crowd and crisis competence is maintained by the recording of regular on board training drills and scenarios as they take place on board, both by the ship itself and also the individuals taking part in the those scenarios. If this is not done for whatever reason, there is a requirement to refresh this training every 5 years. Just to mention, regarding refresher training there are proposals in the 2010 amendments for basic safety training refresher courses every 5 years, although it has not yet been decided how and to what extent this training might be given. Q. Given the psychology of crowd and crisis management, would you expect the on board management team to be encouraging their crew to challenge their knowledge and ability on a regular basis?

A. Absolutely, yes. We expect our captains to be effective leaders, and we provide them with the best of industry support and guidance in becoming good crisis managers. In fact we are moving beyond the present requirements and embracing the principals of human performance training in order to take crew resource management to phase 2, which will include line management coaching on board (for all departments), and auditing by our safety department. Phase 3 will include the same training and coaching to our smaller ferries, junior officers and shore staff. This will ensure that in terms of on board management the loop is closed. Its only by ensuring our captains and officers are fully supported by the whole group and fully competent in crisis management and human behaviour that we can expect them to be effective in training and supporting their own crews in that respect.” From the inception of the STCW regulations in 1978, we have travelled a distance down the highway towards ever safer ships. But sadly in some cases progress is too slow, as can be witnessed by the continuing large scale loss of life predominantly on the ships of developing or third world countries. Flag States may now refuse to work with ships not compliant with IMO regulations and the ISM code and rightly so, but within the coastal waters of a relatively small number of nations, the world at large may have no jurisdiction over the poorly maintained and managed vessels of a rogue operator. The horror of losses on overcrowded and unseaworthy passenger ferries bears witness to this on a yearly basis and there is still a distance to travel therefore, to persuade those nations that they must root out the problems and truly become part of a safer seafaring society. The captain of a modern passenger ship is managing a complex amalgam of modern ship building techniques networked with sophisticated electronic and propulsion systems, but there remains one constant, and that is the seafarer himself. The International Maritime Organisation has played it part, ship owners and managers will provide the guidance and controls, but the human factor will as always have a major role in determining the outcome of a developing crisis on board ship. Captains must be vigilant in ensuring that their crews are trained effectively and regularly, that the training is properly evaluated by the on board management team to find and cure any weaknesses. He must also recognise the degree of familiarity and competence his crew have with the vessel, and the real level of language skills that passenger facing crew have to ensure that these competence levels are fit for purpose in an emergency. The issue of language competence when dealing with multicultural crews cannot be over emphasised, for in emergency situations, stress, noise levels and other factors may completely negate the ability of some crew members to communicate in any language other than their own.

Another factor which requires monitoring is the issue of ‘shift working’, which occurs mainly on board short sea voyage vessels in many of the developed world’s merchant fleets. Ship’s staff will frequently work a shift pattern of two weeks duty followed by two weeks leave, and crew changes are therefore frequent. Addition factors such as shore training and annual leave may often mean that there is a large turnover of staff on board, and therefore induction and familiarisation training for those on board must be structured with care. On passenger ships therefore, the Captain has a critical role to play in ensuring his core crew and hotel staff are ready to deal with every eventuality. He will have an on board management team to assist him in this, and two key members of that team will be his training and safety officers. Ultimately, if has put in place good leaders in his team, and works closely with them, he will have the right information on which to base judgments of crowd and crisis management competence, and if necessary make the required adjustments. ‘Master before God’ was the terminology used many years ago to describe the responsibility of a ship’s captain. Times may have changed, but the burden of conscience must remain with a captain at all times, for the sea remains unforgiving of those who treat it lightly. About Captain John Martin Captain John Martin first went seafaring on a war reparation yacht called Seewolf in 1960, and also served as a sea cadet on Britain's last Battleship HMS Vanguard in 1959. In 1961 he sailed as a midshipman and junior officer with The Blue Funnel Line and as junior and later senior officer with Canadian Pacific. He came ashore for 15 years and worked as a hotel proprietor but eventually found himself at sea again as a senior officer and later a master with Viking Offshore and Caledonian MacBrayne. Capt. Maritn is a qualified crowd and crisis management trainer. He holds a Clyde pilotage exemption certificate and an unlimited Master's certificate; winning the Master's prize in his year at Glasgow. He has also served as a community councilor and community secretary in local government. He retired from full time seafaring in March, and has started to develop a new career as a 'maritime interest' journalist. In addition he gives lectures to shipping enthusiast groups like The West Highland Steamer Club. Questions or comments can be directed to [email protected].