Fatality While Storing the Products Tanker British Beech in Brisbane, Queensland, on 15 December 2011

Total Page:16

File Type:pdf, Size:1020Kb

Fatality While Storing the Products Tanker British Beech in Brisbane, Queensland, on 15 December 2011 InsertFatality documentwhile storing title the products tanker British Beech Locationin Brisbane, | Date Queensland | 15 December 2011 ATSB Transport Safety Report Investigation [InsertMarine Mode]Occurrence Occurrence Investigation Investigation XX-YYYY-####291- MO -2011- 011 Final – 7 March 2013 ATSB TRANSPORT SAFETY REPORT Marine Occurrence Investigation MO-2011-011 No. 291 Final Fatality while storing the products tanker British Beech in Brisbane, Queensland 15 December 2011 Released in accordance with section 25 of the Transport Safety Investigation Act 2003 - i - Published by: Australian Transport Safety Bureau Postal address: PO Box 967, Civic Square ACT 2608 Office: 62 Northbourne Avenue Canberra, Australian Capital Territory 2601 Telephone: 1800 020 616, from overseas +61 2 6257 4150 Accident and incident notification: 1800 011 034 (24 hours) Facsimile: 02 6247 3117, from overseas +61 2 6247 3117 Email: [email protected] Internet: www.atsb.gov.au © Commonwealth of Australia 2013 In the interests of enhancing the value of the information contained in this publication you may download, print, reproduce and distribute this material acknowledging the Australian Transport Safety Bureau as the source. However, copyright in the material obtained from other agencies, private individuals or organisations, belongs to those agencies, individuals or organisations. Where you want to use their material you will need to contact them directly. ISBN and formal report title: see ‘Document retrieval information’ on page vii - ii - SAFETY SUMMARY What happened On 15 December 2011, British Beech was berthed in Brisbane, Queensland, and its crew was taking on stores from a barge. During the return of a stores container from the ship to the barge, the container came free of its slings. It fell to the barge below, striking the master of the barge. The master was attended to by the barge crew and shore paramedics but he died from his injuries while being transported to hospital. What the ATSB found The ATSB found that the container had not been appropriately rigged on board the ship and the ship’s crew had not warned the barge crew of its return. The ship’s crew did not view the storing operation as dangerous and had, over time, removed identified safety barriers which would probably have prevented the accident. Compliance auditing processes had not identified and minimised such routine violations of the shipping company’s procedures. The ATSB also found that the barge master had placed himself in a position of danger under the suspended load, and that the barge crew had not followed their company’s procedures for storing operations. The ATSB further found that the company had not adequately implemented compliance auditing or incident reporting schemes. As a result, the company had not acted on, or learnt from, previous less serious incidents. What has been done to fix it The method used for handling containers of this type in Brisbane has been altered so that the containers are top lifted and slings are no longer used. The ship’s manager, BP Shipping, implemented a requirement to have the lifting point fixed and above the centre of gravity of loads. A thorough review of lifting and slinging processes, practices, procedures and equipment was conducted as well as a review of lifting and slinging job hazard analyses. A fleetwide review and training workshop for lifting and slinging was also completed. The barge’s operator, Bowen Tug and Barge, undertook a review of its operations and work practices. On 1 July 2012, the company ceased ship storing operations and sold all associated vessels and equipment to another operator. Safety message Lifting operations, even when they are routine, involve inherent risks. Therefore, established procedures must be followed, reinforced and audited to ensure vigilance is maintained and complacency avoided. The basic precaution of standing well clear of suspended loads must always be taken. - iii - - iv - CONTENTS SAFETY SUMMARY ........................................................................................... iii THE AUSTRALIAN TRANSPORT SAFETY BUREAU ................................. ix TERMINOLOGY USED IN THIS REPORT ..................................................... xi 1 FACTUAL INFORMATION ........................................................................ 1 1.1 British Beech......................................................................................... 1 1.1.1 Stores crane ................................................................................ 2 1.2 The stores barge .................................................................................... 3 1.3 The stores container .............................................................................. 4 1.4 The accident .......................................................................................... 5 2 ANALYSIS .................................................................................................... 11 2.1 Evidence ............................................................................................. 11 2.2 Slinging of the stores container .......................................................... 11 2.2.1 Previous method of slinging the container .............................. 13 2.2.2 Upsetting force ......................................................................... 14 2.2.3 Container handling changes after the accident ........................ 14 2.3 Communications ................................................................................. 15 2.4 Safe operations ................................................................................... 16 2.4.1 British Beech ............................................................................ 16 2.4.2 Bowen Tug and Barge (BTB) .................................................. 17 2.4.3 Personal protective equipment ................................................. 19 2.5 Reporting of risk-related events within BTB ...................................... 20 2.6 Individual actions ............................................................................... 22 2.6.1 Violations at the skill-based level ............................................ 22 2.6.2 Complacency ........................................................................... 23 3 FINDINGS ..................................................................................................... 25 3.1 Context ............................................................................................... 25 3.2 Contributing safety factors ................................................................. 25 4 SAFETY ACTION ........................................................................................ 27 4.1 Bowen Tug and Barge ........................................................................ 27 4.1.1 Stores container handling......................................................... 27 4.1.2 Safety management system adequacy ...................................... 27 4.1.3 Compliance auditing ................................................................ 28 4.1.4 Reporting culture ..................................................................... 28 - v - 4.2 BP Shipping ........................................................................................ 28 4.2.1 Compliance auditing ................................................................ 28 APPENDIX A : SHIP INFORMATION ............................................................ 31 APPENDIX B : SOURCES AND SUBMISSIONS ............................................ 33 - vi - DOCUMENT RETRIEVAL INFORMATION Report No. Publication date No. of pages ISBN ISSN 291-MO-2011-011 7 March 2013 46 978-1-74251-308-9 1447-087X Publication title Fatality while storing the products tanker British Beech in Brisbane, Queensland, on 15 December 2011. Prepared By Australian Transport Safety Bureau PO Box 967, Civic Square ACT 2608 Australia www.atsb.gov.au Acknowledgements The cover photograph and Figures 5 and 7 courtesy of the Queensland Police Service, Brisbane Water Police. Figure 4(a) courtesy of Xactics International. Figure 6 courtesy of the master of British Beech. Figure 10(a) courtesy of Australian Providoring & Trading Company. Figures 8 and 10(b) courtesy of Workplace Health and Safety Queensland. - vii - - viii - THE AUSTRALIAN TRANSPORT SAFETY BUREAU The Australian Transport Safety Bureau (ATSB) is an independent Commonwealth Government statutory agency. The Bureau is governed by a Commission and is entirely separate from transport regulators, policy makers and service providers. The ATSB's function is to improve safety and public confidence in the aviation, marine and rail modes of transport through excellence in: independent investigation of transport accidents and other safety occurrences; safety data recording, analysis and research; fostering safety awareness, knowledge and action. The ATSB is responsible for investigating accidents and other transport safety matters involving civil aviation, marine and rail operations in Australia that fall within Commonwealth jurisdiction, as well as participating in overseas investigations involving Australian registered aircraft and ships. A primary concern is the safety of commercial transport, with particular regard to fare-paying passenger operations. The ATSB performs its functions in accordance with the provisions of the Transport Safety Investigation Act 2003 and Regulations and, where applicable, relevant international agreements.
Recommended publications
  • Making Energy More – Sustainability Report 2005
    beyond petroleum® ABOUT THIS REPORT For BP, ‘sustainability’ means the capacity to 1 Group chief executive’s introduction endure as a group: by renewing assets; creating and delivering 3 Achievements and challenges better products and services that meet the evolving needs 4 Industry in context of society; attracting successive generations of employees; 6 BP at a glance contributing to a sustainable environment; and retaining the trust 8 Energy for tomorrow and support of our customers, shareholders and the communities in which we operate. 10 CHAPTER 1 – RESPOnSIBlE OPERATIOnS Each year we aim to improve our sustainability reporting 12 The way we work to reflect the concerns of our readers more closely and the 16 Dialogue and engagement Making energy more BP Sustainability Report 2005 priorities of the business more clearly. This year, we are giving 18 Safety and operational integrity more emphasis to the business case for activities that benefit 22 Environmental management society and promote environmental sustainability. For the second 30 Our people year, we have used in-depth analysis to define the non-financial issues material to our reporting. We have further developed this 36 BP worldwide ‘materiality’ process by categorizing issues according to the level of public exposure and awareness they have received, and by Making energy more taking into account the source of the interest – for example, the 38 CHAPTER 2 – BP And ClImATE CHAngE Sustainability Report 2005 media, regulatory organizations or engagements with NGOs or 40 Climate change socially responsible investors. 42 BP Alternative Energy This year’s report is entitled ‘Making energy more’ because it 45 Sustainable transportation focuses on improvement – whether to the quality of our products, the way we manage environmental issues or the influence we have on the communities around us.
    [Show full text]
  • BP Annual Report and Form 20-F 2018
    BP Annual Report and Form 20-F 2018 Growing the business and advancing the energy transition BP Annual Report and Form 20-F 2018 Advancing energy to improve people’s lives Contents Strategic report Financial statements Helge Lund succeeded Overview Carl-Henric Svanberg 113 Consolidated financial statements 2 BP at a glance as chairman. Helge of the BP group 4 How we run our business joined the board in July 134 Notes on financial statements and took the chair on 6 Chairman’s letter 210 Supplementary information on 1 January 2019. oil and natural gas (unaudited) 8 Group chief executive’s letter See page 6. 238 Parent company financial 9 The changing energy mix statements of BP p.l.c. Strategy 10 Our strategy 12 BP investor proposition Corporate governance Additional disclosures 14 Major project start-ups 58 Board of directors 273 Contents 63 Executive team Including information on liquidity Performance 68 Introduction from the chairman and capital resources, oil and gas 16 Measuring our progress disclosures, upstream regional 70 Board activity in 2018 18 Global energy markets analysis and legal proceedings. 74 Shareholder engagement 19 Group performance 74 International advisory board 22 Upstream 75 Audit committee Shareholder information 28 Downstream 81 Safety, ethics and environment 305 Contents 34 Rosneft assurance committee Including information on dividends, 37 Other businesses and corporate 83 Remuneration committee our annual general meeting 38 Alternative energy 84 Geopolitical committee and share prices. 40 Innovation in BP 85 Chairman’s committee 315 Glossary 43 Sustainability 86 N omination and governance committee 320 Non-GAAP measures reconciliations 43 Safety and security 87 Directors’ remuneration report 323 Signatures 45 Climate change 48 Managing our impacts 110 Directors’ statements 324 Cross-reference to Form 20-F 49 Value to society 325 Information about this report 49 Human rights 50 Ethical conduct 51 Our people 53 How we manage risk Glossary 55 Risk factors Words and terms with this symbol are defined in the glossary on page 315.
    [Show full text]
  • BP Annual Report and Form 20-F 2018 Scoping Our Scope Covered 136 Components
    Financial 114 Consolidated financial statements of the BP group Independent auditor’s reports 114 Group statement of statements Group income statement 129 changes in equity 131 Group statement of Group balance sheet 132 comprehensive income 130 Group cash flow statement 133 134 Notes on financial statements 1. Significant accounting 22. Trade and other payables 172 policies 134 23. Provisions 172 2. Significant event – Gulf of 24. Pensions and other post- Mexico oil spill 151 retirement benefits 172 3. Business combinations and 25. Cash and cash equivalents 179 other significant transactions 153 26. Finance debt 179 4. Disposals and impairment 154 27. Capital disclosures and 5. Segmental analysis 156 analysis of changes in 6. Revenue from contracts net debt 180 with customers 159 28. Operating leases 180 7. Income statement analysis 159 29. Financial instruments and 8. Exploration expenditure 160 financial risk factors 181 9. Taxation 160 30. Derivative financial 10. Dividends 163 instruments 185 11. Earnings per share 163 31. Called-up share capital 192 12. Property, plant and 32. Capital and reserves 194 equipment 165 33. Contingent liabilities 197 13. Capital commitments 165 34. Remuneration of senior 14. Goodwill 166 management and non- 15. Intangible assets 167 executive directors 198 16. Investments in joint ventures 168 35. Employee costs and 17. Investments in associates 168 numbers 199 18. Other investments 170 36. Auditor’s remuneration 199 Financial statements 19. Inventories 170 37. Subsidiaries, joint 20. Trade and other arrangements
    [Show full text]
  • Filing Port Code Filing Port Name Manifest Number Filing Date Next
    Filing Port Call Sign Next Foreign Trade Official Vessel Type Total Dock Code Filing Port Name Manifest Number Filing Date Next Domestic Port Vessel Name Next Foreign Port Name Number IMO Number Country Code Number Agent Name Vessel Flag Code Operator Name Crew Owner Name Draft Tonnage Dock Name InTrans 4101 CLEVELAND, OH 4101-2021-00080 12/10/2020 - NACC CAPRI PORT COLBORNE, ONT - 9795244 CA 1 - WORLD SHIPPING, INC. MT 330 NOVAALGOMA CARRIERS SA 14 NACC CAPRI LTD 11'4" 0 LAFARGE CEMENT CORP., CLEVELAND TERMINAL WHARF N 5204 WEST PALM BEACH, FL 5204-2021-00248 12/10/2020 - TROPIC GEM PROVIDENCIALES J8QY2 9809930 TC 3 401067 TROPICAL SHIPPING CO. VC 310 TROPICAL SHIPPING COMPANY LTD. 13 TROPICAL SHIPPING COMPANY LTD. 11'6" 1140 PORT OF PALM BEACH BERTH NO. 7 (2012) DL 0102 BANGOR, ME 0102-2021-00016 12/10/2020 - LADY MARGARET FRMLY. ISLAND SPIRIT VERACRUZ 3FEO8 9499424 MX 2 44562-13 New England Shipping Co., Inc. PA 229 RAINBOW MARITIME CO., LTD. 19 GLOBAL QUARTZ S.A. 32'4" 10395 - - 1703 SAVANNAH, GA 1703-2021-00484 12/10/2020 SFI, SOUTHHAMPTON, UK NYK NEBULA - 3ENG6 9337640 - 6 33360-08-B NORTON LILLY PA 310 MTO MARITIME, S.A. 25 MTO MARITIME, S.A. 31'5" 23203 GARDEN CITY TERMINALS, BERTHS CB 1 - 5 D 4601 NEW YORK/NEWARK AREA 4601-2021-00775 12/10/2020 BALTIMORE, MD MSC Madeleine - 3DFR7 9305702 - 6 31866-06-A NORTON LILLY INTERNATIONAL PA 310 MSC MEDITERRANEAN SHIPPING COMPANY 21 COMPANIA NAVIEERA MADELEINE, PANAMA 42'7" 56046 NYCT #2 AND #3 DFL 4601 NEW YORK/NEWARK AREA 4601-2021-00774 12/10/2020 - SUNBELT SPIRIT TOYOHASHI V7DK4 9233246 JP 1 1657 NORTON LILLY INTERNATIONAL MH 325 GREAT AMERICAN LINES, INC.
    [Show full text]
  • BP Annual Report and Form 20-F 2015 Who We Are
    Annual Report and Form 20-F 2015 BP Annual Report and Form 20-F 2015 bp.com/annualreport Who we are We aim to create long-term value for shareholders by helping to meet growing demand for energy in a safe and responsible way. We strive to be a world-class operator, a responsible corporate citizen and a good employer. BP is one of the world’s leading Our proposition for value growth integrated oil and gas companies – For BP good business starts with a based on market capitalization, proved relentless focus on safe and reliable reserves and production. Through our operations. Our portfolio enables us to work we provide customers with fuel develop high-quality opportunities from for transportation, energy for heat and a broad set of options. We prioritize light, lubricants to keep engines moving value over volume and invest where and the petrochemicals products used we can apply our distinctive strengths, to make everyday items as diverse as capabilities and technologies. paints, clothes and packaging. Our objective is to create shareholder We believe a mix of fuels and value by growing sustainable free technologies is needed to meet cash flow and distributions over the growing energy demand, improve long term through capital and cost efficiency and support the transition to discipline. a lower-carbon economy. These are the reasons why our portfolio includes oil, gas and renewables. Our projects and operations help to generate employment, investment and tax revenues in countries and communities across the world. We have well-established operations in Europe, North and South America, Australasia, Asia and Africa and employ around 80,000 people.
    [Show full text]
  • Bp Magazine Issue 2 2009 Ce
    + 18 FAMILY AFFAIR 44 SHIP SHAPE 52 TIME TRAVEL Five generations A century on A timeline of at Whiting the high seas pivotal moments THE INTERNATIONAL MAGAZINE OF THE BP GROUP ISSUE 2 2009 BPMAGAZINE CENTENARY SPECIAL PIONEER SPIRIT To celebrate BP’s centennial year this special edition of BP Magazine reports on key moments in the company’s history, including the discovery that began it all. Welcome. So much of modern business is driven by a desire to move contents / issue 2 2009 forward – to be better today than you + Features were yesterday – that it is easy to forget the value in taking stock of 06 Centennial thoughts Group chief executive Tony Hayward reflects on the company’s history. Interview by Lisa Davison what has gone before. Which is why Photography by Richard Davies, Marc Morrison & Stuart Conway anniversaries can offer a chance to Cover story reflect on standout moments that 12 First frontier The search for oil in Persia was a long one, but when it have made a company great. This came, it began a chain reaction of events that changed the industrial face of the Middle East forever, and led to the incorporation of a company that would year is BP’s 100th anniversary and endure for 100 years. By Vartan Amadouny & Amanda Breen throughout this issue, we look back at 18 Generation game The family and the refinery that have grown up together. some of the people who have worked By Paula Kolmar Photography Marc Morrison tirelessly on geographical, technical 24 Historic launch How BP Shipping has navigated the waterways of the world and political frontiers to meet global for almost a century.
    [Show full text]
  • BP Strategic Report 2014
    Strategic Report 2014 bp.com/annualreport Building a stronger, safer BP Who we are BP is one of the world’s leading integrated oil and gas companies.a We aim to create long-term value for shareholders by helping to meet growing demand for energy in a safe and responsible way. We strive to be a world-class operator, a responsible corporate citizen and a good employer. Through our work we provide BP proposition customers with fuel for transportation, We prioritize value over volume energy for heat and light, lubricants by actively managing a high-value to keep engines moving and the upstream and downstream portfolio petrochemicals products used to make and investing only where we can everyday items as diverse as paints, apply the distinctive strengths, clothes and packaging. Our projects capabilities and technologies that we and operations help to generate have built up over decades. employment, investment and tax revenues in countries and communities Our objective is to create shareholder across the world. We employ around value by growing sustainable free 85,000 people. cash flow over the long term. Our disciplined approach enables us to As a global group, our interests grow distributions to our shareholders and activities are held or operated over time. through subsidiaries, branches, joint arrangements or associates established in – and subject to the laws and See bp.com/bpproposition regulations of – many different jurisdictions. The UK is a centre for trading, legal, finance, research and technology and other business functions. We have well-established operations in Europe, North and South America, Australasia, Asia and Africa.
    [Show full text]
  • Sustainability Report 2015
    Sustainability Report 2015 bp.com/sustainability Who we are We aim to create long-term value for shareholders by helping to meet growing demand for energy in a safe and responsible way. We strive to be a world-class operator, a responsible corporate citizen and a good employer. BP is one of the world’s leading efficiency and support the transition integrated oil and gas companies – to a lower-carbon economy. These based on market capitalization, proved are the reasons why our portfolio reserves and production. Through our includes oil, gas and renewables. work we provide customers with fuel Our projects and operations help to for transportation, energy for heat generate employment, investment and light, lubricants to keep engines and tax revenues in countries and moving and the petrochemicals communities across the world. products used to make everyday We have well-established operations items as diverse as paints, clothes in Europe, North and South America, and packaging. Australasia, Asia and Africa and We believe a mix of fuels and employ around 80,000 people. technologies is needed to meet growing energy demand, improve Front cover images About our reporting We validate the content with our external assurance provider, Ernst & Young, whose remit BP’s onshore oil and gas activity in the US began This Sustainability Report and bp.com/ includes commenting on the prominence given operating as a separate business in 2015. Our sustainability concentrate on performance and to each topic and identifying any gaps. Lower 48 onshore business spans 5.7 million activities from 1 January to 31 December 2015.
    [Show full text]
  • ALC Case Studies
    case studies 2020 Contents 2 About the programme 3 1a Reducing emissions 4 1b Producing less carbon than competitor or industry benchmarks 7 1c Providing renewable energy 17 1d Offsetting carbon produced 27 1e Furthering research and technology to advance low carbon 36 1f Enabling BP or third parties to meet their low carbon objectives 76 Index of activities 87 case studies 2020 About the programme Contents 3 As we reimagine energy, we’re finding ways to reduce emissions in our own operations, improve our products, and invest in new low carbon businesses, products and services. To encourage every part of BP to pursue these low To be accredited, each activity must meet the specified But we’re not stopping here. As we reimagine energy, carbon activities, our Advancing Low Carbon (ALC) criteria and requirements and will have been our people will continue to work to find new, lower accreditation programme recognizes some of the independently assured by our assurance partner, carbon ways of working towards net zero. Our efforts that can help BP and the world get to net zero. Deloitte LLP. Advancing Low Carbon programme is one way of showing you how and encouraging everyone at BP to This year we are delighted to accredit or reaccredit 76 In all, we estimate that 64 million tonnes of CO₂ participate. activities that support our low carbon ambition and equivalent have been saved or offset through activities aims. These activities represent the diversity of our delivered by BP, and 5.4 million tonnes through businesses and include everything from our advanced activities delivered by BP partners since the fuels and lubricants to lower carbon products, and from programme began in 2017.* global research initiatives to our work with start-ups developing innovative new technologies.
    [Show full text]
  • BP Annual Report and Accounts 2003 Contains Forward-Looking Statements, Particularly on Pages 106-115
    It starts here It starts here BP Annual Report and Accounts 2003 Accounts Annual Report and BP Annual Report and Accounts 2003 This Annual Report and Accounts for the year ended 31 December 2003 contains the full Cautionary statement Directors’ Report on pages 2-36,102-105 and 116-118, and the Directors’ Remuneration Report BP Annual Report and Accounts 2003 contains forward-looking statements, particularly on pages 106-115. The consolidated group accounts are on pages 37-101. The report of the those regarding BP’s asset portfolio and changes in it, capital expenditure, cash flow, charges auditors is on page 39. for depreciation, costs, debt to equity ratio, dividends, environmental remediation costs, earnings, future performance, gearing, growth, industry growth and other trend projections, BP p.l.c. is the parent company of the BP group of companies. Unless otherwise stated, the investments and divestments, margins, preparation for changes in accounting standards, text does not distinguish between the activities and operations of the parent company and production, productivity, reserves, returns and share repurchases. Forward-looking statements those of its subsidiary undertakings. by their nature involve risks and uncertainties because they relate to events and depend on The term ‘shareholders’ in this Report means, unless the context otherwise requires, investors circumstances that will or may occur in the future. It is believed that the expectations reflected in the equity capital of BP p.l.c., both direct and/or indirect. in these statements are reasonable, but actual results may differ from those expressed in such statements, depending on a variety of factors, including industry product supply; demand and BP Annual Review 2003 and BP Annual Report and Accounts 2003 may be downloaded from pricing; political stability and economic growth in relevant areas of the world; development the BP website at www.bp.com/ara2003.
    [Show full text]
  • BP Sustainability Report 2006 to Provide Assurance on the Information Reported
    Sustainability Report 2006 About this report In BP we define ‘sustainability’ as the capacity 1 Group chief executive’s introduction to endure as a group: by renewing assets; creating and delivering 3 Achievements and challenges better products and services that meet the evolving needs 4 Industry in context of society; attracting successive generations of employees; 6 The way we work contributing to a sustainable environment; and retaining the trust and support of our customers, shareholders and the communities 8 Chapter 1: Responsible operations in which we operate. 9 Safety Each year we aim to improve our sustainability reporting to 10 The Texas City incident and initial responses reflect the concerns of our readers more closely and the priorities 12 Improving process safety management of the business more clearly. 16 Operational integrity This year, BP’s performance on key sustainability issues related to 18 Environmental management our operations has been under intense scrutiny from governments, 22 Decommissioning and remediation investors, civil society and the media. Our intention in producing 23 Security 24 Engaging with communities this report has been to provide a clear and concise account of these 26 Our people issues and how we are responding to them. To achieve this, we 30 Compliance and ethics have produced a shorter, more focused printed report, with heavier weighting to the chapter on responsible operations. The printed report covers the issues that we have identified as most important for our audiences, while our online reporting covers 32 Chapter 2: BP and climate change a wider set of issues and reports on them in more depth.
    [Show full text]
  • Mhre11-MKG-Agenda.Pdf
    19th-20th October 2016 The Conference ACI’s 19th Maritime HR & Crew Developmentwill fo- cus on how shipping companies have successfully coped Previous Speakers Include: with the increasing demands of regulations and tech- nology on the modern seafarer’s skill set. Crew compe- • Norman Schmiedl, Crewing Director, Columbia Shipmanagement tence has never been more highly valued and in today’s Ltd climate making sure valuable crew are retained is an • Fared Khan, Marine Director, Wallem Ship Management Ltd. absolute priority. Join us in London to learn more of • Capt. Marc Nuytemans, Managing Director, Exmar Shipmanage- how ship operators are meeting this challenge. ment NV • Capt Stian N. Haugland, Marine & Training Superintendent, Com- Confirmed Topics for Discussion: pany Security Officer, Rederiet Stenersen AS Regulatory Updates & Requirements • Sanjay Bhavnani, Director & COO, MMS Maritime (India) Pvt Lim- ited Crew Competence & Attitude • Aron Frank Sorensen, Chief Marine Technical Officer, BIMCO Sourcing, Leadership & Retention of Crew • George Pitaoulis, Crewing Manager, ABC Maritime Insurance Challenges connected to Seafarers • Erik W. Mohn, Head Of Crewing, Seatrans Ship Management Cross Training of Seafarers on Various Types of Vessels • Torbjørn Eide, Vice President, Klaveness Ship Management AS Challenges of Seafarer Travel • Kjetil Meling, Maritime Personnel Manager, Solvang ASA Crew Education & Difference • Mikko Rausti, Crew Manager, Bore Ltd. Cohesion Between Ship & Shore • Justin Philbrow, Crew Manager, Thor Ltd. Technology in HR & Crew Development • and many others Who Will Be Attending? Commercial & Sponsorship Opportunities ACI’s meetings are strictly end-user focussed ... Delegates will be drawn from the Shipping Operators including VP’s, With leading companies and organisations from the Marine & Offshore Directors and Managers of: HR, Crew & Personnel, HSEQ, industry attending and speaking at our event, we have the perfect Manning and Training.
    [Show full text]