2. TMS DRY Ltd
Behavioral impacts on safe shipping
operations - Presentation Content
• TMS Dry introduction
• Behavior: A human factor
• Behavior in shipping Operations – Common Perceptions
• Behavioral impacts on safe shipping operations - Case Studies
• Conclusions
• What has to be done by Shipping Companies
• Expected Improvement
• TMS Training Objectives
3. TMS DRY Ltd
TMS Dry - Presentation
Present in Shipping Industry for more than
35 years
Head Office in Athens with 160 employees
Manning agencies in Manila and
Constanza
Currently operating 38 Bulk-carriers:
29 Capesize vessels
8 Panamax vessels
1 Container vessel
Three more Newcastle size bulk-carriers
208 k DWT under construction due for
delivery in September, October 2016 and
January 2017
4. TMS DRY Ltd
TMS Dry - Presentation
Calls in Australian ports:
During 2015 TMS vessels had a
total of 100 calls in Australian
ports out of which 33 calls at
Port Hedland and loaded about
7 million MT iron ore from
Australian ports out of which
about 6 million MT from Port
Hedland.
During 2016 and up to mid of
August TMS vessels had a total
of 74 calls in Australian ports out
of which 33 calls at Port Hedland
and loaded about 6,8 million MT
iron from Australian ports out of
which about 6,1 million MT from
Port Hedland.
5. TMS DRY Ltd
• From August 2015 TMS entered into agreement with MER Solutions
to attend our vessels in Australian Ports and provide technical
assistance and training to the vessels personnel.
• MER Solutions are Australian based company of Maritime Lawyers,
Engineers and Consultants.
• The close cooperation between TMS and MER Solutions has seen
improved operational, behavioral and safety performance across our
Fleet. Especially those operating in Australian Waters
TMS DRY LTD.
6. TMS DRY Ltd
• Behavior is:
About People
The way a person acts under various
circumstances
How humans of different cultures function in
relation to one another
• Individual factors such as upbringing, past experience, a
person’s environment, level of knowledge and
understanding emotions and stress greatly influence the
way people behave
• The behavior of humans falls within a range with some
behavior being common, some unusual, some acceptable
and some outside acceptable limits.
7. TMS DRY Ltd
Behavior: A human factor
• The development of proper behavior is a great
management tool in order to prevent and manage
incidents when they occur.
• People think others see them in the same perspective
they see themselves.
• Looking at yourself from the perspective of someone else
makes you think about words and actions. This can
change the way you do things and interact in different
circumstances
• Due to the importance of People in our industry TMS
have now developed training specifically that includes
Human Factors and Behaviors.
Behavior can be either innate or learned
8. TMS DRY Ltd
Behavior in Shipping Operations – Common
Perceptions
• The individuals involved in the Australian Maritime Industry are extremely
professional and well educated.
• Despite the high levels of professionalism on both sides there is an air of
caution on both sides. Therefore, both parties pre-judge one another.
• Harbour Masters, Pilots, Terminal Officials, AMSA from the perspective of those
on board are seen as frightening: There is a perception that the officials are
there to impound the ship or in the least make trouble for it.
9. TMS DRY Ltd
• To generate a targeted lessons learned and training
package. A case study approach was used to look at
two separated incidents.
• Both incidents occurred in Australian Ports that have
important commercial significance for their states and
for Australia.
• Both Incidents occurred on Large Bulk Carriers in Port
Limits. Both Incidents failed to report these incidents
as per requirements of the Navigation Act.
• Both incidents occurred with Similar Charterers,
Similar Nationalities of Officers, Similar Ship Owner
and Similar Risk adverse Port Authorities.
• The incidents were technically different with the
consequences potentially similarly grave (one more
severe than the other).
10. TMS DRY Ltd
• Australia’s Major Port, base of
FMG charterers
• Trades the 30% of the global iron
ore
• Serves 7 Capesize ships per day
• Was the first port to exceed the
100 million tonne per annum
ceiling in 2004/05
Incident 1
• This first incident occurred in Port Hedland
11. TMS DRY Ltd
Incident 1
• A Pilot boarded a Bulk Carrier on Route to the Anchorage. There was the
typical exchange between Pilot and Master and everything was reported being
in order.
• When the engine was put to dead slow 3 cylinders started mis-firing and the
engine shut down by itself.
• The vessel safely anchored and the ships crew tried to solve the problem
• After repairs, the ship was ready to go to the berth and after a couple of days
was called in by the Harbor Master
• The pilot asks the captain if the engine problem has been solved the captain
says “Yes, no more problems”
12. TMS DRY Ltd
Incident 1
• Suddenly, 500 meters from berth the engine
shuts down again, but with the aid of tugs, the
vessel berths
• The Harbor Master was not satisfied and orders
the vessel to return to anchorage for further
repairs and Class inspection
• On the way to anchorage, more problems with
the engine were encountered and the port’s
emergency response was triggered
• The Managers arranged Superintendent and
Service Engineer to attend and solve the
problem. Thereafter, a Class Surveyor verified
the engine had been repaired
• Once again the Master informed the port that
the vessel was ready for berthing and loading
13. TMS DRY Ltd
Incident 1
• The Port Authority believed that the Master
had deliberately failed to inform them of
the engine troubles that were known to
him
• They also thought the Managers had
deliberately failed to disclose accurate
safety information about the ship for
commercial reasons
• The port formed the opinion that this ship
was an Unacceptable Risk and the
vessel was banned from the port
• The ban has lasted more than 2 years and
as a result the vessel reduced her
tradability by between 30%-50%.
14. TMS DRY Ltd
Behavioral Impacts - INCIDENT 1
• Port arrival is a stressful time. When we are under stress
or pressure, we tend to get tunnel vision, focusing on
one thing and not being able to see the whole big picture
• This means the Master and pilot had completely different
views of the same situation, biased on their
preconceptions
• It is possible that the Master and Chief Engineer were
trying to preserve the Company’s reputation with the
charterer by declaring the vessel ‘ready to berth’ after
the first engine shutdown at the anchorage
15. TMS DRY Ltd
• The Master may
have tried to
reassure the Pilot
that the ship was
in good working
order
TMS
Bulkers
TMS Dry
Behavioral Impacts - INCIDENT 1
• The Pilot believed
the Master was
whitewashing over
problems he knew
about, not telling the
truth
• Cultural considerations also play a part, some cultures
find it very difficult to admit deficiencies or defects.
16. TMS DRY Ltd
• After the incident the Managers focused on solving the technical issues
with the ship and failed to appreciate what the Port wanted to hear, i.e.
that a change in attitude and an openness had been taught among their
employees
TMS
Bulkers
TMS Dry
Behavioral Impacts - INCIDENT 1
• The Port officials
believed that the
Officers and Managers
had deliberately
withheld Information
from them
• The Managers
were not
looking at the
solution from
the Port’s
point of view
17. TMS DRY Ltd
TMS Bulkers
TMS Dry
• A bulk carrier had completed loading and
was ready to depart
• The Chief Engineer informed the Master
that the fuel pumps were not working and
the Pilot left
• Shortly later, the bilges started filling with
water at an alarming rate
• The failure was traced to a failed valve
which fractured without warning
INCIDENT 2
18. TMS DRY Ltd
• By the time the situation was stabilized the
water had reached ½ a meter above the bottom
plates causing serious damage
• The Master informed the Owners and
Superintendents where dispatched from
Singapore. The master did not inform the
terminal or AMSA the full extent of the problems
on board for 12 hours.
• When the Superintendents arrived, the Owners
and agents disclosed everything. The terminal
was upset that they had not been informed at
once, but thankful that now the Company was
being open and honest
TMS
Bulkers
TMS Dry
INCIDENT 2
19. TMS DRY Ltd
• Further inspection revealed other valves
in the engine room with similar cracks that
needed to be replaced
• The terminal was able to assist in
sourcing spares and getting replacement
valves cleared through customs which
allowed the repairs to be completed
quickly and the vessel to sail in 5 days
• You need to tell people what they need to hear, not what you
think they want to hear
TMS
Bulkers
TMS Dry
INCIDENT 2
20. TMS DRY Ltd
• During the repair a number of similar valves were found
with the same problem, this was disclosed to the terminal
immediately
• This disclosure was appreciated and built trust; this helped
to mitigate risk
Behavioral Impacts - INCIDENT 2
• Due to high stress, the Master waited more than 12 hours
before informing the terminal of the full extent of the problem
on board the ship
• After the initial frustration on the part of the terminal was
overcome, the focus shifted to assisting the ship Owner, with
collaboration to solve the problem together
21. TMS DRY Ltd
Conclusions
• Human factors, in particular openness and disclosure of information are
sure factors indicating that a company has a strong generative safety
culture. It reduces the risk of incidents and means that when incidents
occur they are more effectively managed
• Trying to see an event from other peoples perspective helps to better
understand the situation and leads to solutions that are acceptable to all
parties involved
22. TMS DRY Ltd
Conclusions
• In contrast by disclosing information and encouraging a full and frank
dialogue helps foster a feeling of mutual trust and co-operation
• Both parties need to realize that they have the same goal, for the ship to
enter, load, & leave the port safely, without disruption and in the shortest
possible time
• Once the initial problem has been solved, the Management needs to
focus on the human element and identify the root cause, then promote
behavioral and cultural change to more openness and better
understanding
23. TMS DRY Ltd
Conclusions
• Not disclosing information does not protect a Company; has rather
the opposite effect when the truth is found out
• Lack of transparency has potentially large financial consequences
and can severely damage the reputation of a Company
• Actively seeking the perspective of others in a situation, assists
individuals to act in an open and honest manner, and this has a
positive benefit for the management of risk and for safety
outcomes.
24. TMS DRY Ltd
What has to be done by Shipping Companies to
improve trustworthiness?
Reduce the Risk
• Reduce the Risk through:
Technical Controls of Modern Ships
Focus on the Human Element
• Improvement of training in order to:
Ensure Culture of openness and transparency (Report Incidents &
Problems Quickly & Honestly)
Adopt Safety Culture
25. TMS DRY Ltd
• The Standards of Ships and Officers serving on vessels visiting
Australia will be continuously increased.
• Ship Owners whose ships are on Charter to Oil Majors and Mining
Majors need to keep improving. If they do not other competing Ship
Owners will and they will find themselves with less lucrative
charters.
• Both parties objectives must be aligned: The Goal is to get the ship
in and out of port and Australian waters as fast possible without
harming people, the environment or infrastructure which includes
the ship.
26. TMS DRY Ltd
• An Improvement Culture is Central to TMS Dry:
We all spend several effort towards continuous
improvement.
• TMS has Proud Traditions, a long history, strong
culture and strong people. We need to keep
growing our tradition and constantly developing
our culture.
• TMS has a strong SMS system central to driving
safety throughout our operations.
• TMS invests in our people, people are central to
our business, training is central to developing out
business and our culture.
