Gen Memo 40/12: ECDIS / Manila Forum / WrightWay / Consultancy Services / SEA

Project / E-Nav Underway / Murray Goldberg

Dear Members,

PLEASE ENSURE THIS GEN MEMO IS WIDELY DISTRIBUTED WITHIN YOUR INSTITUTION

1 Industry Recommendations for ECDIS

Further to the distribution of the Guidelines with Gen Memo 38/12, The Nautical Institute has released

the following announcement by the ECDIS Training Group - an industry body made up of leading

international shipping organizations and coordinated by the Nautical Institute.

The guidance is intended to promote clarity on generic training and familiarization relating to Electronic

Chart Display and Information Systems (ECDIS). "As our industry moves away from depending solely

on paper charts, this guidance provides important clarification in terms of the competencies required for

what has become a vitally important navigational and decision support tool”, said Nautical Institute Chief

Executive Philip Wake.

"The ECDIS Training Group first came together in 2011 to tackle this issue and we are indebted to them

for having applied their expertise for the benefit of all of us in the maritime community." As part of its

guidance, the ECDIS Training Group recommends that companies should establish clear guidance for the

use of ECDIS within their Safety Management System procedures. It has also produced a Familiarization

Checklist that details tasks officers of the watch of ships using ECDIS should be able to demonstrate

competency in. The checklist covers the following areas: initial preparation, basic operation, charts,

navigation tools and functions, route planning and route monitoring.

The organizations supporting this guidance are: BIMCO, GlobalMET, International Federation of

Shipmasters' Associations, International Group of P&I Clubs, International Maritime Pilots' Association,

International Chamber of Shipping, InterManager, INTERTANKO, International Shipping Federation,

Marine Accident Investigators' International Forum, Oil Companies International Marine Forum and The

Nautical Institute.

The Industry Recommendations for ECDIS Familiarization is available on the Nautical Institute's ECDIS

forum at www.nautinst.org/ECDIStraining

2 Manila Forum

Frank discussion of MET issues in the Philippines was a feature of the 2012 GlobalMET in Manila Forum

held on 16 November. While Members can expect more comment on the GlobalMET activities in Manila

that week, the Statement of Outcomes from the Forum follows:

WE THE PARTICIPANTS IN THE 2012 GLOBALMET IN MANILA FORUM 'DEVELOPING A

STRATEGY FOR ENSURING EFFECTIVE MET FOR FUTURE SHIP OPERATIONS', HELD AT

AMOSUP HEADQUARTERS IN INTRAMUROS ON 16 NOVEMBER,

EXPRESS SUPPORT:

· FOR STRONG COLLABORATION BY THE MARITIME EDUCATION AND TRAINING (MET)

PROVIDERS IN THE PHILIPPINES TO ASSIST THE REGULATORY BODIES IN THEIR PURSUIT

OF THE PROVISION OF MET IN ACCORDANCE WITH EXECUTIVE ORDER 75;

· FOR AN EARLY START TO THE USE OF THE GLOBALMET STRUCTURED SHIPBOARD

TRAINING PROGRAMME RECORD AND WORK BOOKS AND SUPPLEMENTS;

· FOR THE GLOBALMET INITIATIVE WHICH HAS RESULTED IN ASIAN DEVELOPMENT

BANK AGREEMENT TO FUND A CONSULTANCY FOR HUMAN RESOURCE DEVELOPMENT

IN THE MARITIME SECTOR IN ASIA AND THE PACIFIC AND FOR ONGOING LIAISON WITH

THE CONSULTANT;

· FOR DEVELOPMENT OF A MANUAL ASSESSMENT TOOL FOR USE IN MET;

· FOR INCLUSION IN CURRICULA OF THE PROVISIONS OF THE MARITIME LABOUR

CONVENTION;

· FOR EVERY EFFORT TO BE MADE TO COMPLETE THE ENORMOUS TASK OF

ENSURING THAT THE PROVISION OF MET IN THE PHILIPPINES IS FULLY IN ACCORDANCE

WITH THE PROVISIONS OF THE MANILA AMENDMENTS TO THE INTERNATIONAL

CONVENTION ON STANDARDS OF TRAINING, CERTIFICATION AND WATCHKEEPING;

EXPRESS THANKS TO GLOBALMET FOR INITIATING THE FORUM AND TO AMOSUP FOR

ALLOWING THE USE OF ITS FACILITIES.

3 WrightWay Training announced as first British company awarded HELM accreditation

We are pleased to include the following press release from WrightWay Training, a GlobalMET Member:

Leading international training and safety consultancy, WrightWay, is delighted to announce that it is the

first British company to be awarded the Human Element Leadership and Management (HELM)

accreditation at management level, from the British Maritime & Coastguard Agency (MCA), the

organisation that implements the government's maritime safety policy in the UK.

After years of championing the application of human factors training and practice in the maritime

environment, WrightWay - following a rigorous accreditation process - has become the first British

training firm approved by the MCA to deliver the HELM course.

Captain John Wright, the founder and managing director of WrightWay, is considered a pioneer in

human factors training in the marine industry and has been delivering bespoke training courses for over

16 years. John says, “We are immensely proud to be the first British company to achieve this milestone at

management level. This approval was the culmination of many years of lobbying within the industry and

recognises the importance of human factors in ensuring that seafarers throughout the world work in a

safer environment.”

The HELM management level course was adapted from the company’s existing human factors training

course in response to the newly mandated obligations introduced as a result of the 2010 Manila

amendments to the Standards of Training, Certification and Watchkeeping (STCW) Convention and

Code, set to enter into force from January 2013.

Looking to the future, John Wright, says, “This permits WrightWay to deliver the HELM management

level course throughout the world. Being at the forefront of implementing this training is an apt

recognition for the ground-breaking, loyal clients of WrightWay who invested in the training, long before

the mandated obligation to do so.”

WrightWay conducts human factors training at a variety of locations in North America, Asia, Europe and

the UK and has a long list of case histories demonstrating how companies benefitted from its courses. The

team of expert consultants has a broad range of skills and experience from many industry sectors

including shipping, oil & gas, manufacturing, aviation and defence.

4 Consultancy Services

Provision for providing advice about consultancy services available from members has been on

www.globalmet.org for some time, but with little indication of use. It was therefore a pleasure to receive

a request from Boro Lucic,

Captain Superintendent of the Marine Training Centre in Tarawa, Kiribati, for his interest in providing

consultancy work to be conveyed to members. Boro's CV is attached.

5 SEA Project

Members are reminded of the Sargasso Sea poster hot link on www.globalmet.org and of the need to have

these posters widely distributed. To date 1500 have been printed, of which about six hundred were to be

placed on ships - particularly ships managed by Anglo-Eastern and B W Shipping - over three hundred

have gone to the Sargasso Sea Alliance and a number have been purchased by MET providers. This

collaborative initiative by GlobalMET, WWF and the Nautical Institute, with significant assistance by

GlobalMET member Maritime Training Services, to raise seafarers awareness of the marine

environment, deserves ongoing support and members are urged to order through the website. We will

also be marketing further to peak industry bodies and shipping and ship-management companies.

Preliminary discussions are taking place with respect to the production of similar Seafarer Environmental

Awareness raising posters for the Straits of Malacca and Singapore and for the Coral Triangle.

6 E-Nav Underway

The flyer for E-Navigation Underway 2013, which is to be held aboard Pearl Seaways sailing between

Copenhagen and Oslo next January, is attached.

7 The Human Element in the Real World - Part 3

In the attached third and final article on improving traininig in small maritime organizations, Murray

Goldberg covers a numver of lessons derived from one company's transition to training excellence.

With kind regards

Rod Short

Executive Secretary

GlobalMET Limited

ECDISNovember 2012

Background

Being aware that the implementation of Electronic Chart Display and Information Systems (ECDIS) has given rise to confusion in regards to ECDIS Generic Training and Familiarisation with onboard systems, an industry group, organised and coordinated by The Nautical Institute and comprising leading international shipping industry organisations, has been meeting since 2011 to produce a range of guidance to clarify the requirements for competency in relation to ECDIS.

It should be noted that the term ‘type specific’ as used by some administrations is not referred to by this industry group. After discussion it was agreed that only the terms ‘generic training’ and ‘familiarisation’ are covered by IMO instruments (STCW 2010 and ISM respectively).

This particular guidance deals with the need for competency following Familiarisation with ECDIS specific to onboard equipment and its arrangements. This Familiarisation will be complementary to ECDIS Generic Training1. The regulatory requirements for Familiarisation with ECDIS are covered by the ISM Code (including sections 6.3 & 6.5) and the STCW Convention Regulation I/14 which require the Company to establish procedures to ensure that new personnel and personnel transferred to new assignments related to safety and protection of the environment are given proper familiarisation with their duties.

Familiarisation

It is recognised by all signatories to this guidance that ECDIS, as defined by the International Maritime Organization (IMO) when implemented will be one of the most important navigation and decision support tools. The complexity of ECDIS should be recognised and the ability of a watchkeeping officer to be competent and confident in the operation of ECDIS, including peripheral equipment and actual version(s) of software and charts, as part of the shipboard navigational system is essential for safety, security and protection of the marine environment.

ECDIS Familiarisation has, therefore been defined as:

Familiarisation: Following the successful demonstration of competencies contained in the ECDIS Generic Training, Familiarisation is the process required to become familiar with any onboard ECDIS (including back-up) in order to assure and demonstrate competency in relation to a specific ship’s ECDIS installation, prior to taking charge of a navigation watch.

Familiarisation should cover Initial Preparation; Basic Operations; Charts; Navigational Tools and Functions; Route Planning and Route Monitoring. Familiarisation includes any pertinent information required for the safe operation of the ECDIS, including all updates and alterations. Companies should have clear procedures for using ECDIS and assisting the navigators in completion of the Familiarisation process.

Industry Recommendations for ECDIS Familiarisation

1: Definition of Generic Training: Training to ensure that navigators can use and understand ECDIS in the context of navigation and can demonstrate all competencies contained in and implied by STCW 2010. Such training should ensure that the navigator learns to use ECDIS and can apply it in all aspects of navigation, including the knowledge, understanding and proficiency to transfer that skill to the particular ECDIS system(s) actually encountered on board, prior to taking over navigational duties. This level of training should deliver the competencies at least equivalent to those given in IMO Model Course 1.27.(Source of definition: industry ECDIS Training Group. www.nautinst.org/ECDIStraining)

recommendations:

supported by:

delivery options assessment and documentation

Annex I (Familiarisation Checklist) of this guidance provides a detailed description of ECDIS tasks the industry expects officers of the watch of ships using ECDIS to be able to demonstrate competency in.

These tasks should be considered a minimum requirement.

Pilots should be able to demonstrate relevant competencies contained in Model Course 1.27. However pilots should not be expected to meet Familiarisation requirements.

annex 1

1 Companies should ensure that they have addressed Familiarisation requirements as defined within the ISM Code, taking into account the

minimum requirements for ECDIS outlined in Annex I.

2 Companies should ensure that mariners are able to demonstrate the competencies as defined within Annex I prior to taking charge of a

navigational watch, and that they maintain those competencies.

3 Companies should establish clear guidance for the use of ECDIS within their Safety Management System (SMS) procedures.

4 Equipment manufacturers should provide materials to companies and training organisations to assist them with the requirements outlined in Annex 1.

5 Flag States and Port States should take the contents of this guidance into account.

A ‘Company’ can consider a wide variety of options for achieving Familiarisation both onboard and ashore. These include but are not limited to:

Shore based manufacturer training followed by installation-specific Familiarisation onboard;

Independent training on specific systems followed by installation-specific Familiarisation;

Computer Based Training (CBT), followed by installation-specific Familiarisation onboard;

Internet / Intranet Based Training (eLearning) followed by installation-specific Familiarisation onboard;

Onboard training by appropriately trained crew or training personnel; Manufacturer provided training mode on the ECDIS, followed by

installation-specific Familiarisation onboard; Company bridge procedures and manuals.

Full Familiarisation needs to be specific to the installation and may require a mix of the above methods and consideration should be given to allow adequate time for this activity, whether done ashore or onboard or both. Regardless of the method(s) used, it is essential that all watchkeeping officers must be competent in the use of the onboard ECDIS prior to taking charge of a navigational watch, and remain so thereafter.

It is recognised that manufacturer provided tools for structured onboard Familiarisation will enhance and possibly add value to onboard ECDIS.

The IMO ISM Code requires the ‘Company’ to establish “Instructions which are essential to be provided prior to sailing [that] should be identified, documented and given”.

Companies must therefore make clear in their Safety Management System (SMS) their requirements for ensuring the demonstration of competency for these familiarisation issues prior to officers taking charge of a navigational watch.

Further information pertaining to ECDIS and ECDIS training can be found at: www.nautinst.org/Ecdistraining

Annex 1: ECDIS Familiarisation Checklist1 Initial Preparation

Comments Y/N

1.1 Establish if the vessel is approved to use ECDIS for navigation

1.2 Establish whether there are Company Navigational Procedures concerning the use of the equipment and ensure that these are followed

1.3 Establish whether any passwords are needed for the management of the system and, if so, obtain the details from the Master (if appropriate - see end note)

1.4 Establish whether there is an onboard approved Familiarisation training package for the equipment, whether as computer based training, an inbuilt training mode or as a book or digital image of a book (eg. PDF file). Use this before completing the checklist items here

1.5 Identify the primary ECDIS equipment and the facilities for back-up. If the back-up is a second ECDIS of a different type to that of the primary installation, then Sections 2 to 6 of this Familiarisation checklist must be repeated for both systems

1.6 Understand ship procedures in event that the ECDIS and its back-up fail

1.7 Determine where the user manuals for ECDIS and its back-up are located – an electronic version of these may be available on each unit

1.8 Determine where Base and Update CDs are stored on the ship (if appropriate)

1.9 Determine the procedures to obtain additional chart permits (if appropriate)

1.10 Determine and understand the position-fix systems that feed the ECDIS. Determine the method of switching between sources, such as primary and secondary position-fix systems

1.11 Determine what other systems feed into the ECDIS, such as radar (acquired targets, Radar picture overlay), AIS, water speed logs, echo sounders, etc. For each, establish the reference framework, eg. ground-, water- or ship-stabilised (relative)

Comments Y/N

1.12 Determine where to find maintenance records related to the ECDIS and service reports, non conformity reports & inspection, validation reports (if appropriate)

1.13 Determine the power supply modes and their specifications such as UPS duration

2 Basic Operation

2.1 Determine how to switch the ECDIS on and off

2.2 Establish the function(s), position and general operation of the physical controls and switches, including cursor control, and the access and selection of menu items

2.3 Understand how to access the main menu and select menu options

2.4 Determine the methods for setting day/night viewing modes, brightness, contrast and colour correction (if available)

2.5 Determine how to switch between traditional and simplified symbology

2.6 Determine how to put equipment in route-monitoring mode and route-planning mode

2.7 Determine the methods for scrolling and zooming charts, including determining the current scale of displayed charts and setting the display to a particular scale

2.8 Determine how to select the Display Base and Standard Display

2.9 Determine how to display other information from ENCs, including the display of All Other Information

2.10 Determine how to check that information concerning own ship, such as dimensions are correct

2.11 Determine how to select the safety contour and safety depth

2.12 Determine how to select two- or four-colour contour mode

2.13 Determine how to select deep and shallow area display options

Comments Y/N

2.14 Determine how to set all other parameters concerning the safety domain

2.15 Establish how alarms and other alerts are given by the ECDIS and understand the procedure needed to acknowledge them

3 Charts

3.1 Determine how to access the chart directory and to identify whether charts are ENCs, RNCs or unofficial

3.2 Determine how to select a chart for display on the screen

3.3 Determine how to load new chart licence keys (if appropriate)

3.4 Determine how to load base data (if appropriate)

3.5 Determine how to check the update status of loaded charts

3.6 Determine how to update charts using the normal cumulative update procedures (if appropriate)

3.7 If applicable, determine how to apply non-cumulative or electronically-transmitted updates

3.8 Determine how to apply manual updates (if appropriate)

4 Navigation Tools and Functions

4.1 Determine how to display the legend of general information e.g. units for depths & heights, datums etc..

4.2 Determine how to select information about an object (Pick report)

4.3 Determine how Zone of Confidence (CATZOC) information can be displayed

4.4 Determine how to access the Presentation Library

4.5 Determine what Marine Information Overlays (MIOs) are available and how to access them. (Radar and AIS covered in Section 6 below)

4.6 Determine the single operator action needed to remove MIOs from the display

Comments Y/N

4.7 Determine the single operator action needed to set the Standard Display setting

4.8 Determine how to view, add, edit and delete Mariners’ Notes

4.9 Determine how to access all navigational elements and parameters, such as past track, vectors, position lines, etc.

4.10 Establish the facilities provided for the measurement of range and bearing (eg EBLs and VRMs) and determine their use

4.11 Determine the method(s) used for inserting Parallel Index lines

4.12 Determine what other navigational tools are available and how to access them

4.13 Determine how to change to using the ECDIS back-up system

4.14 Determine the procedure for identifying and reacting to sensor/GNSS failure.

4.15 Determine how to switch Chart Text (text for charted objects) on and off.

5 Route Planning (If appropriate to watchkeeping responsibilities)

5.1 Determine how to load existing routes and enable for editing

5.2 Determine how to initiate a new route plan

5.3 Determine how to initiate and plan alternate routes

5.4 Determine how to save route plan

5.5 Determine how to add, delete and adjust graphically the position of waypoints

5.6 Determine how to add, edit and delete critical points

5.7 Determine how to display time varying objects relevant for the timing of the planned voyage

5.8 Establish all the features available for planning routes, such as use of straight and curved segments, wheel over positions, turn radii, and inserting pilotage aids

Comments Y/N

5.9 Determine the ship’s procedures for displaying MSI, T&P Notices and other relevant notes into the voyage plan

5.10 Determine how to use the facilities for checking the planned route

5.11 Determine how to load the planned route and alternatives into the back-up system

5.12 If available, determine how to use RCDS mode where ENCs are not available and as appropriate.

6 Route Monitoring

6.1 Determine how to load a pre-planned route

6.2 Determine how to select the primary or an alternate route and how to distinguish between them on the display

6.3 Determine the single operator action that selects the charted display of own ship’s position

6.4 Determine the available display orientation modes and how to switch between them (eg, North Up, Head Up, Course Up)

6.5 Determine the available display motion modes and how to select them and change the parameters, such as the position of own ship on the display when Relative Motion is selected

6.6 If Radar or AIS targets can be displayed on the ECDIS, determine what target vector modes are available and how to switch between and differentiate them

6.7 Determine how to create time labels along the ship’s track

6.8 Establish familiarity with the Route Monitoring display, including the display of position, heading, course, speed and time

6.9 Determine how to set the length of own ship’s vector and intermediate time marks

6.10 Determine how to display Radar and AIS MIOs, if available

6.11 Determine how to use the ECDIS as the input to a track-keeping autopilot. This will also need reference to the autopilot handbook

Comments Y/N

6.12 Determine how to input LOP to form the reference for an estimated position

6.13 Determine how to configure the ECDIS to use this reference (6.12) for subsequent EPs

6.14 Determine how to switch to DR mode and to identify when the ECDIS is in DR mode

6.15 Determine how to use the review facilities of the voyage recorder (if appropriate and not essential knowledge prior to sailing)

Notes: Companies are responsible for ensuring watchkeepers adequately demonstrate knowledge of all identified issues to comply with the Familiarisaton requirements of the ISM Code.

Some tasks have been marked “if appropriate” as they might not pertain to “navigation at operational level” but rather “navigation at management level” as defined by STCW 2010.

Tasks identified in this Annex were originally developed for, and more information can be found in, the book ‘ECDIS and POSITIONING’, written by Dr Andy Norris FNI and published by The Nautical Institute. ISBN 978 1 906915 11 7

This checklist is annexed to ‘Industry Recommendations for ECDIS Familiarisation’ www.nautinst.org/ECDIStraining

supported by:

E-NAVIGATION UNDERWAY 2013ARE ALL STAKEHOLDERS ON BOARD?International Conference on e-Navigation

VOYAGE pLANCOpENHAGEN – OSLO – COpENHAGEN29th - 31th of January 2013

www.e-navigation.net

For the third consecutive year you are invited to join your e-Navigation colleagues in this important global event.

VENUEThis time we have upgraded the venue compared to previous years. The 2013 conference will be held on the bigger M/S Pearl Seaways, sailing from Copenhagen on Tuesday the 29th in the evening, arriving in Oslo in the morning of the 30th and then leaving for Copenhagen in the evening the same day.

The ship will be back in Copenhagen in the morning on the 31st of January. The main part of the con- ference takes place while the ship is in harbor, in Copenhagen and in Oslo.

REGISTRATION / pRICERegister online at the conference web site:www.e-navigation.net

Early registration is available from the 15th of June until the 15th of November 2012. Late registration will be available until Thursday the 24th of January 2013.

There are different prices depending on time of registration and choice of accommodation. All pri- ces include conference fee, accommodation and all meals. Modest supplementary fees are applicable in case of accompanying spouses.

CALL FOR pApERSPapers must be sent to the organizing committee electronically no later than the 1st of November 2012. Papers concerning all aspects of e-Naviga-tion are welcome, but a special emphasis will be given to topics relating to the questions listed in the introduction of this flyer.

Papers will be used to select speakers and will not be published, but all presentations will be made available on memory sticks to conference partici-pants and on the conference web site.

Abstract should be sent to:abstract@e-navigation.net

DEADLINESPaper submission: 1st of November 2012Early registration: 15th of November 2012Late registration: 24th of January 2013

We aim to have a draft technical program including all speakers ready for distribution by mid-December.

ORGANISERSThe conference is jointly organized by the Danish Maritime Authority and IALA.

www.dma.dk www.iala-aism.org

SUppORTED BYThe Nautical Institute, www.nautinst.orgComité International Radio-Maritime, www.cirm.orgThe ACCSEAS project.

Early Late registration registration

Exterior 4.900 Kr. (660€) 5.400 Kr. (730€)Single cabin

Commodore class 5.100 Kr. (690€) 5.600 Kr. (750€)Single cabin

Commodore de luxe 5.700 Kr. (770€) 6.200 Kr. (830€)Single cabin

pRICE IN DKK (EUR*)

* Prices in euro are indicative and may vary slightly due to changes in exchange rates. There is a 10% discount to IALA, NI and CIRM members.

INTRODUCTIONThe journey towards global e-Navigation continues:The efforts in the international organizations lead by IMO persist, and test beds expand their portfolio of e-Navi-gation elements and provide practical experience to the process.

Join us at the e-Navigation Underway 2013 conference to get an update on this exciting topic and learn more on the opportunities and obstacles ahead.

E-Navigation Underway 2013 will address (among others) the following issues:

IMO E-Navigation Strategy Implementation Plan in 2014 – where are we now? How do we benefit from industrial innovation? What are the benefits and risks of electronic

devices in shipping? Costs of e-Navigation: necessary infrastructure,

services, communications…Who will pay? E-Navigation drivers – regulation or market

forces? Maritime Spatial Planning and e-Navigation –

how do they marry? What’s new from the test beds? How to ensure best decision support afloat and

ashore? How can we provide users the information they

need when they need it? How can ship and shore users work effectively

together? E-Navigation challenges the boundaries of the

involved international organizations; how can the cooperation be made effective?

In this third year, we expect to host another successful conference, with qualified and enthusiastic participants from all over the world. With more than 140 experts from more than 20 countries on four continents attending the previous conferences, this conference has established itself as a leading global e-Navigation conference.

Further information on this and previousconferences is available on:

www.e-navigation.net

DAY 1, 29 JANUARY, COpENHAGEN

Check in at 11:00 at the DFDS ferry terminal in

Copenhagen

E-NAVIGATION: STRATEGIC VIEWS

OMAR FRITS ERIKSSON, Conference Chairman, Danish

Maritime Authority

GARY pROSSER, Secretary General IALA

Conference opening / Welcome address

pETER HINCHLIFFE, Secretary General,

International Chamber of Shipping

Key note: The future of e-Navigation

– the shipowners view

BILL CAIRNS, IALA,

Chairman, IALA e-Navigation committee

It’s all about the data

JOHN ERIK HAGEN,

Chairman IMO e-Navigation Correspondence Group

The status of the IMO e-Navigation work and the

strategy implementation plan

MICHAEL RAMBAUT, Secretary General CIRM

Developing e-Navigation in a multi-organisational

environment - challenges and leadership

MICHAEL GREY, Lloyds list

e-Navigation – Will it happen?

MIKE SOLLOSI, Chairman IMO NAV

The future of VTS in an e-Navigation environment

GURpREET SINGHOTA, Deputy Director, IMO

e-Navigation: The way ahead

pRELIMINARY pROGRAMMEDAY 2, 30 JANUARY, OSLO

GETTING ALL STAKEHOLDERS

ON BOARD A full day of presentations of all aspects of

e-Navigation. Special focus will be given to practical

implementations and presentations relating to the

bullet point questions listed in the introduction.

DAY 3, 31 JANUARY, COpENHAGEN

THE WAY FORWARD

BILL CAIRNS (Chair)

Panel discussions

OMAR FRITS ERIKSSON

Summary/conclusions

JOHN ERIK HAGEN

Conference conclusions of value to the

IMO process

GARY pROSSER / OMAR FRITS ERIKSSON

Closing remarks

End of conference at 13:00

The Human Element in the Real World - Part 3 by Murray Goldberg Nov 19, 2012,

In this third and final article on improving training in small maritime organizations, I am going to cover a number of lessons derived from one company’s transition to training excellence. These include training plan ownership, employee involvement, visibility, and training infrastructure. These can serve as valuable guidance to any maritime organization looking to make the transition to a high quality, professional and continuously improved training organization.

Blog Notifications: For notifications of new maritime training articles, please Follow this blog. Maritime Mentoring: International Maritime Mentoring Community - Find a Mentor, Be a Mentor

Introduction

In the first article of this series I began a discussion on what small maritime organizations can do to improve training performance and organizational culture without having a large budget to devote to the task. I used as an example an organization of 100 employees which felt as though their training program required attention and decided to do something about it. In the second article I listed two of the main lessons learned from their experience: formulating a simple initial plan and ensuring that continuous improvement was a central part of that plan. Yet as important as these were, the overriding lesson was that any organization, on any budget, can improve professionalism and become a top-rate training organization without any (or much) additional expense. In this third and final article on the subject, I am going to cover the remaining lessons derived from this company’s transition to training excellence including plan ownership, employee involvement, visibility, and training infrastructure. These can serve as valuable guidance to any maritime organization looking to make the transition to a high quality, professional and continuously improved training organization. If you would like to be notified of future maritime training articles when they come out, and have not already done so, please click here to sign up to receive email notifications.

What Did They Do?

A description of the process undertaken by this company to transform their training can be found in the first article of this series. However, as a quick recap the company laid out the following goals at the outset:

The formulation of a “plan of attack” (to be completed within 3 months) for training in the company. The execution of the plan had to be achievable within their current training budget.

Determine how the plan itself was managed, when it would be reviewed, who would own it, etc. The purpose was to ensure that the plan had a future by being continuously reviewed and improved.

Define the infrastructure required for long term success. For them, the infrastructure for success meant choosing a learning management system (LMS) which could deliver their new training initiatives.

Finally, to launch their training initiative, they decided it was important that the initial plan define one short-term meaningful project that improved training outcomes and/or reduced costs. They decided this initial project must be achievable in, at most, 6 months. The goal was to test their new training infrastructure, test their plan, gain some experience, begin the process of employee engagement, and have one visible success to help develop some momentum.

The Elements of Success

It turns out that the particular plan of action initiated by the company was a highly successful one. There are many lessons to take from their experience, two of which were covered in my previous article. Those were:

1. Create a plan, but don’t wait for it to be perfect before getting started, and 2. Ensure that a process of continuous improvement is a central part of that plan.

The bottom line for those two lessons is that the simple act of getting started requires some inertia and effort. If we spend too much time trying to perfect the plan first, not only will we get much of it wrong anyhow, but there is the real danger that delays, disagreements and planning fatigue will end up making it so the plan is never launched. Instead, it is often more effective to create a simple plan initially, and ensure that the plan itself has a built-in mechanism requiring refinement and improvement over time as experience is gained and informed decisions can be made. Avoid the temptation to prematurely optimize your plan. Remember - the most effective plans are those which have been refined on the basis of years of trial and experience. The least effective plans are those that never get off the ground. This company’s decision to spend no more than three months on the initial plan design was critical to ensuring that progress would be made, and that some visible effect would be achieved in short order. It did get off the ground and it did receive attention and refinement over time. Let’s look at some of the other useful lessons from this company's experience.

Plan Ownership

The plan itself, for this company, defined who the plan owner was. It did not name a person, but rather a position. While having an owner may seem simple and obvious, it is important as it avoids the situation that often occurs when there is a group of people who are responsible for maintaining the plan. If everyone is responsible, then no one is responsible. Ideally the plan falls to the person in charge of training and that person reports to their immediate superior whose job it is to ensure that progress is made and the plan is vetted and followed. Interestingly, in the case of this company, the plan was actually owned by a reasonably junior person who looked after training management. Although this person did require a bit of support and guidance as to the training mission, the effect was actually very positive because of his energy and desire to make a difference. He took the role seriously and spent some time reading articles (not unlike this one) on training planning and management. In the end, the plan owner matured in training management sophistication and did an excellent job. So while it may be the case that ideally

a highly qualified and experienced training manager would be placed in charge of the plan, this is not always necessary. Formulating and executing a training plan for a small organization is not rocket science, and anyone with some enthusiasm, intelligence, support, and the ability to do a bit of reading can do it.

Have an Owner, But Involve Everyone

For the plan to be successful, it must have input from everyone affected by the plan. That generally means everyone in the company. Obviously it would not be possible (or desirable) to have all employees attend meetings and collaborate on the writing of the plan - but each person in the company can contribute at the appropriate level and in an appropriate way. Some will be closely involved and others involved only at a distance. For example, this company created a core team, chaired by the plan owner, to contribute ideas for the initial plan, and to meet regularly to facilitate continuous improvement. The core team included people from each major company function and level including administrative, managerial and operational. The plan owner was also careful to include both new and long-time employees, as well as enthusiasts and skeptics. This ensured that progress was never hampered by having to await an opinion or approval (other than final approval). All of the necessary information was around the table. It also ensured that all points of view were considered and that most concerns were heard and addressed during planning rather than afterward, during rollout. The company also involved each and every employee by disseminating questionnaires to collect opinions and information and by circulating periodic updates on progress. In this way, each employee in the organization was aware of what was happening and had a hand in driving it. This visibility and participation created a sense of ownership and anticipation. By the time the plan was released and put into action, the entire company was aware of it and had a good understating of the goals, the process, and how to provide feedback.

Visibility

The previous point of involving everyone (to an appropriate degree) achieved the side effect of making the project very visible in the company even before it was put into place. This is an important aspect of change management. Change affects how employees do their work. As such, any change can cause apprehension and can therefore be met with resistance. By ensuring that the project has a high degree of visibility even before it is rolled out, employees at the company were able to gain an understanding of (and provide suggestions on) what the effects would be on them. This, combined with an understanding of why the project was important made the change management process quite smooth in this case. This is an important point that is difficult to over stress. Moving to blended or e-learning creates a lot of unknowns in the minds of employees and I have seen both smooth and difficult transitions. This company’s implementation was among the smoothest I’ve ever seen and I believe this was largely due to the great visibility all employees had into the the project’s importance, goals, process and implementation. Transparency and involvement are key not only for achieving buy-in, but also to ensure that we are not inadvertently making the lives of any of our employees more difficult as a result of some oversight.

Modest Beginnings

Recall that the plan adopted by this company called for one initial training project to be completed within 6 months. In choosing this first project they made a wise decision to keep the project meaningful, yet modest and highly predictable (the project had very little risk in it). It is not always the case that meaningful projects are low risk. However, keeping the risk in the initial project as low

risk as possible avoids the possibility of an early and visible failure. Early failures are much harder to overcome than failures which occur after a small string of steady successes. Therefore, leave the high risk projects for later - keep to the easy stuff first. In this case, the company choose to implement a learning management system or LMS (which was the reason for my involvement) and then create just one single course on the LMS - their new hire orientation course. This was low risk because the technology was easy to test ahead of time, and because they already had most of the material needed for new hire orientation. All that was required was that it be put on-line using the new LMS. Even though the project was modest and predictable, it:

Provided some visible benefits to new employees in terms of flexible training before arriving for their first day of work

It generated some useful training metrics which helped inform management where the course could be improved

It allowed the company to get accustomed to and test their new training infrastructure (our LMS)

It took them to a point where they now had implemented a scalable e-learning infrastructure (the LMS) and had gained experience implementing and delivering e-learning.

Taken together this was a significant accomplishment in only 9 months of planning and implementation. And because of the way they went about it, the employees were almost universally positive about the new training direction. Even the skeptics (and there were very few) appreciated the desire to take a much more professional and measured approach to training within the organization.

Conclusion

This company made a significant transition from a more-or-less ad-hoc training approach to one which was highly professional, predictable, and very well structured. In addition, the use of technology provided metrics which allowed them to put a process of continuous improvement in place. This guaranteed that both the training plan and the training itself would continue to improve, year over year. All that was required was a will to make a change, a few good common-sense decisions, and enthusiasm from the management. Notice that “big budget” was not one of the requirements. I’ll close by quoting a line from my first article in this series. “... if you want to succeed, you need to start sometime. All it takes is a decision to begin. If not now, then when”? # # # About The Author: Murray Goldberg is the founder and President of Marine Learning Systems (www.marinels.com), the creator of MarineLMS - the learning management system designed specifically for maritime industry training. Murray began research in eLearning in 1995 as a faculty member of Computer Science at the University of British Columbia. He went on to create WebCT, the world’s first commercially successful LMS for higher education; serving 14 million students in 80 countries. Murray has won over a dozen University, National and International awards for teaching excellence and his pioneering contributions to the field of educational technology. Now, in Marine Learning Systems, Murray is hoping to play a part in advancing the art and science of learning in the maritime industry. Blog Notifications: For notifications of new maritime training articles, please Follow this blog. Maritime Mentoring: International Maritime Mentoring Community - Find a Mentor, Be a Mentor

CV

Name: Boro Lucic

Date of birth: 20 January 1973

Address: Home – Sutorina bb, 85347 Igalo, Montenegro

Work – MTC, Betio, Tarawa, Kiribati

Contact details: Home – tel/fax: 00 382 (0)31 670 369; mobile: 00 382(0)68 068 766 & (0)69 597 766

Work – tel(work): 00 686 26400; tel(home): 00 686 26167; mobile: 00 686 91133

Email: boro.lucic@gmail.com

Family status: married since 2001; father of two sons of 10 and 5 years old

Hobby: various sports activities and breeding of dogs

Dear Sir / Madame,

I’m a Marine Surveyor and Auditor with more than 20 years of experience within the Maritime Industry. Since 2007 employed by South Pacific Marine Services Ltd (Germany and Kiribati), agency owned by “Hamburg Sud ” and other five German Shipping Companies based in Hamburg ( August Bolten, Leonhadt and Blumberg, Rederei Klaus E. Oldendorff , Lydia Mar and F. Leisz), as a Captain Superintendent of Marine Training Centre in Tarawa, Kiribati, in charge of training and certification of Pacific seafarers employed by above named Companies.

I was previously at sea gaining experience on various types of ships, such as: VLCC’s, product tankers, reefers, general cargo ships, going through the ranks from Cadet up to Chief Officer position. Since 2010, I have been involved in various maritime projects sponsored by World Bank and other Donors agencies within the Pacific region where I conducted various maritime audits of Pacific Countries and its maritime administrations and training institutions. In 2011, I conducted ”Maritime Training Needs Assessment” of Kingdom of Tonga on behalf of World Bank. Recently, I have been appointed as an member of Executive Committee of Pacific Islands Maritime Association – PacMA and as member of PacMA Safety Sub-committee and as Chairman of PacMA MET Sub-committee (Maritime Training and Education). “PacMA” members are 18 Pacific Countries and Territories represented by their Maritime Administrations and Maritime Training Institutions and 12 associated members (including Australian and New Zealand Maritime Administrations – AMSA and NZ Maritime and their leading Training Institutions, AMC Tasmania and NZ Maritime School). Through co-operation with SPC (Secretariat of Pacific Community), PacMA represent Pacific Island Countries and Territories at IMO and is planned that in near future, PacMa will become Associated Member (Consultancy services) of IMO.

I have been appointed by Kiribati Ministry of Transport as Marine Auditor/Surveyor/Assessor and have worked with them on preparation of MoU between Kiribati and Liberia and New Zealand, on recognition of each other certificates according to the STCW Code and Convention. Presently I am involved on similar project on preparation of MoU between Kiribati and Australia (AMSA). In 2010, I have develop QM, QMS and other operational documents for Marine Training Centre in Kiribati which lead to Germanisher Lloyds certification of Marine Training Centre according to the ISO and STCW standards in 2011.

Since 2007, I had a pleasure to meet with many great people, such as Secretary General of United Nations, Mr. Ban Ki Mun, some of most senior Commanders of US Army, Ministers of Foreign Affairs of Australia and New Zealand, Australian Governor General, US Secretary of Navy and many senior Diplomats of various Countries (France, Germany, NZ, AUS, USA, Russia, etc…). I also had a pleasure to work together with many organizations involved in Maritime Sector within the Pacific regions, such as AMSA (AUS Maritime and Safety Agency), NZ Maritime, VIDEOTEL, SEAGULL, Marlins, and many others, including various Donors Agencies (AUSAID, NZAID, GIZ, USAID).

In 2010, together with my brother (Master Mariner) I have established family owned company in Montenegro – LUCIC Marine Services LTD (www.lucic.me), where we offer full crewing & manning service to shipping companies, offering Officers and Engineers from Montenegro. Presently, we are representing German Shipping Company “Leonhardt and Blumberg“ in Montenegro, which includes crewing & manning service on their behalf. Through our co-operation with local training Centre “Azalea Training Centre – Bijela“, partly owned by Mitsui OSK,Japan and Azalea Maritime from Holland, we are oferring training for seafarers on all positions.

Special skills in:

- Leadership and management for seagoing officers and shore-based management;

- Consultancy to Shipping companies, Government services and MET colleges on strategic

issues concerning training & manning;

- Development of Maritime Training Courses;

- Consultancy in Planning and set-up of Maritime Training Institutes;

- Development of Training Standards and Guidelines on behalf of administrations;

- Crewing and manning operations;

- ISM Audits and Ships Inspections.

Employment History:

Since 2007 - Captain Superintendent of Marine Training Centre, Kiribati

1994 – 2007 - Deck Officer on various types of tankers (VLCC, Oil Products, Chemicals, General cargo, Containers)

1994 – 1999 - Crewing and Training Advisor for some of the local Manning Agencies in Montenegro (during holidays at home)

1993 - 1994 - Montenegro Navy – Training Instructor

1991 – 1993 - Cadet on General cargo ship

Educational History:

1987 – 1991 Marine College, Dubrovnik , Croatia – Diploma in Nautical Science

2008 – 2009 Lloyd Maritime Academy, London – Diploma in Marine Surveying

with special accreditation in ISM(International Safety MNG Code).

2009 - SSM Croatia - Training Course for Ship Superintendent

2012 – BSI UK(British Standard Institute) – Diploma in Quality Management

Qualifications:

- Marine Surveyor with accreditation in ISM (approved by Panama and KIR Mar. Auth.)

- Master

- Maritime Internal Auditor

- Ship and Company Security Officer

- PFSO (Port Facility Security Officer)

- DPA (Designated Person Ashore) Certificate

- ToT Course(teaching and Assessment of Marine Staff) – NZ Certificate

- Marine Assessor Certificate - Seagull

- Certificate in Inspection of hull and equipment’s as per PIMS

- Certificate in Financial management

- Certificate in Management

- Certificate in IT Management

- Certificate in advertisement in IT Technologies

- Certificate in Project Management

- Certificate in Marpol Awareness

- Certificate in SOLAS – Inspections

- Certificates in MARPOL Annex VI(IAPP) – Inspections

- Certificates in Inspections of Crew Accommodations (CICA)

- TRANSAS – ToT and Instructor Certificates

- Certificate in Ballast water management – Inspections

- Certificates in MARPOL Annex IV – Inspections

- Videotel Training Course in MLC 2006 – all levels

- ToT Certificate in teaching BTM, BRM, ARPA/Radar on TRANSAS Sim.

- IMO STCW 2010 Competent Person

Reference (present Employer – Kiribati office):

Captain Peter Lange

SOUTH PACIFIC MARINE SERVICE

Betio Main Road 1-2

PO Box 500 Betio Tarawa / Republic of Kiribati

Office Phone : + 686 26310 / Fax + 686 26242

Email: manager@spmstrw.com

Kind regards

Boro Lucic