HSC TYPE RATING AND SAS BRIDGE RESOURCE MANAGEMENT TRAINING COURSE

Transcription

1 Page Page 1 of 28 HSC TYPE RATING AND SAS BRIDGE RESOURCE MANAGEMENT TRAINING COURSE THIS COURSE IS HAS BEEN DEVELOPED ON A BASIS OF IMO MODEL COURSE 1.22 (SHIP SIMULATORS AND BRIDGE TEAMWORK) TRAINING PROGRAM IN BRIDGE RESOURCE MANAGEMENT OF MARINE SAFETY DIRECTORATE, TRANSPORT CANADA AND SAS BRM TRAINING COURSE OF SAS FLIGHT ACADEMY. 1 Purpose Scope Duration of the course Objective of the course Course Conditions Entry standards Assessment Course certificate, diploma or document Course intake limitations Maximum Number of Students in a Course Course Duration Staff & Minimum Instructor Qualifications Teaching facilities and equipment Teaching aids (A) IMO and other references (R) Textbooks (T) Internet website references... 9 Detailed training syllabus HSC type rating and Bridge Resource Management training course detailed training syllabus for navigation officers (42 hours) Review of basic principles (2,5 hours) Familiarization with the bridge (1,5 hour) The Human (3,5 hours) Communication (3,5 hours) The Team (4 hours) Management & Leadership (3,5 hours) Crisis (3 hours) Planning (1,5 hour) Standard maneuvers (1,5 hours) Wind and current effects (1 hours) Operation in shallow waters (1 hours)* Bank, channel and interaction effects (1 hours)* Anchoring and mooring (1.5 hours)* Planning and carrying out a voyage in normal and emergency situations (11 hours) Rules and regulations (2,0 hours) HSC type rating and Bridge Resource Management training course detailed training syllabus for watch engineers forming part of bridge team (36 hours)

2 Page Page 2 of Review of basic principles (2 hours) Familiarization with the engine controls and monitors (1 hour) Operational procedures (2.5 hours) The Human (3 hours) Communication (3 hours) The Team (3 hours) Management & Leadership (3 hours) Crisis (3 hours) Planning (1 hour) Engine control in normal and emergency situations ( ,5 hours) Rules and regulations (2,0 hours)... 28

3 Page Page 3 of 28 1 Purpose 1.1 To provide masters, navigating officers and watch engineers forming part of bridge team as well for pilots awareness and guidance to good operating practices by regular use of sound and proper procedures to ensure the safety of the ship, its personnel, cargo and protection of the environment. 1.2 To provide masters, navigating officers and watch engineers forming part of bridge team necessary type rating training in accordance to requirements of HSC Code Ch. 18 Reg in subject areas as applicable. 2 Scope 2.1 Compliance with the Convention on Standards of Training, Certification and Watchkeeping for Seafarers, 1978 as amended in 1995 (STCW) which provides in Chapter VIII, Part 3-1 of the non-mandatory Code B guidance on keeping a navigational watch and Chapter VIII and part 3-2 guidance on Principles to be observed in keeping an engineering watch. Code B suggests that shipping companies take initiative in implementing Bridge Resource Management (BRM) concept on their vessels. 2.2 Compliance to HSC Code Ch. 18 Reg to provide to masters, navigating officers and watch engineers forming part of bridge team necessary type rating training. 2.3 This course is practical and theoretical and consists of a series of exercises performed on a ship handling simulator. Classroom lectures, to provide the necessary theoretical background for the exercises, are included. Particular items dealt within these lectures are illustrated either by including them as part of an exercise or by a separate simulator demonstration. Bridge teamwork is dealt with interactive Computer Based Training (CBT), lecture and exercises on simulator. 2.4 Exercises are controlled by an instructor and, initially, allow the trainees to become familiar with the equipment, the controls and the instrumentation provided by the simulator. 2.5 The exercises increase in complexity as the course progresses and as trainees become familiar with the maneuvering characteristics of the ship model and its response to the engine and helm in various conditions. The final exercises deal with the planning and execution of a coastal passage from port to port, under normal and emergency conditions and will make use of the knowledge and skills learned in all of the previous

4 Page Page 4 of 28 exercises. Equipment as well engine failure or malfunction will be introduced during the later exercises to afford trainees practice in taking emergency preventive action and to practice on bridge teamwork in critical situations. 2.6 During exercises, trainees are expected to make use of effective bridge procedures, to comply with International Regulations for Preventing Collisions at Sea, 1972 (COLREG 1972) and to observe the basic principles of keeping a navigational watch, as set out in regulation Vlll/2, section A-VllI/2 and B-Vlll/2 of the STCW 95 Convention and Code. They will assume the different roles of the bridge watchkeeping team, the roles being rotated to allow each trainee an opportunity to act as master for some of the exercises. Also chief engineer will participate in exercise as responding to engine and engine systems malfunctions. 2.7 Each exercise will be preceded by a session for briefing and planning and be followed by a debriefing. 2.8 Great portion of training, particularly in respect of BRM will be carried with help of CBT. 3 Duration of the course 3.1 Duration of the course has been established as 40 hours for navigators and 36 hour for engineers (4-5 days) what can be changed taken in to account trainees previous knowledge and experience, for those who have not passed BRM training. 3.2 For periodical refresher training purposes duration of the course may be reduced up to 28 hours (3 days), provided that attendee has participated on the course with similar content and had a possibility of practical implementation of knowledge received during previous training course. Course instructor is authorized to decide duration of the refresher course within limits as above. 3.3 Without BRM & ERM module the duration of the course is 20 hours 4 Objective of the course 4.1 The trainees who successfully complete this course will have developed experience in handling ships under various conditions and will make a more effective contribution to the bridge team during ship maneuvering in normal and emergency situations. Important part of the course is familiarization of trainees with International and national rules and regulations related to bridge watch keeping, bridge teamwork, reacting to emergency situations on High Speed Crafts. 4.2 In particular, trainees will gain: familiarization with the use of engines and helm for ship maneuvering

5 Page Page 5 of an understanding of the effects on the behavior of the ship of wind, current, shallow water, banks and narrow channels and condition of loading a greater awareness of the importance of planning a passage or maneuver and the need for an alternative plan a greater understanding and awareness of efficient bridge procedures and bridge teamwork during watchkeeping and ship handling, in normal and in emergency situations a greater awareness and understanding of a good interactive communication style and benefit of building up a common shared mental model of the planned passage familiarization with rules and regulations and application of these in daily operation of the HSC and possible emergency situations 5 Course Conditions 5.1 SAS Bridge Resource Management training and Type Rating Training Course in accordance to HSC Code Ch. 18 Reg have facilities suitable for a teaching environment including class rooms and debriefing rooms and meets all other requirements for course delivery including the course curriculum as contained in this document. 5.2 SAS Bridge Resource Management training is delivered in compliance to BRM training program of SAS Flight Academy under the license agreement with SAS Flight Academy. 6 Entry standards 6.1 Trainees wishing to enter this course should have a minimum of six months watchkeeping experience as officer in charge of a navigational watch/engineering watch as appropriate. Navigation officers should also have completed a course of training which meets or exceeds the standard set out in IMO Assembly resolution A.483 (XII), Training in radar observation and plotting. It is presumed that navigating watchkeeping personnel are holders of GMDSS ROC or GOC certificates and familiar with use of Sailor or SCANTI GMDSS equipment. 6.2 For reference to refresher course entry standards see Assessment 7.1 Continuous assessment of trainees is carried out during the training course, however final assessment is based on final simulator exercises and written examination (on

6 Page Page 6 of 28 paper or computer). Assessment score, including CBT, in order to complete training course successfully, must be more than 80%. 7.2 Evaluation based on progressive performance and recorded over the duration of the course 8 Course certificate, diploma or document 8.1 Those who successfully completing training course, will be issued a certificate indicating that holder of this certificate has successfully completed SAS Bridge Resource Management and Type Rating Training and passed examination in accordance to HSC Code Ch Course intake limitations 9.1 The course intake max limitation is 6 8 persons. Minimum number of trainees is 2. To allow each trainee to spend a reasonable proportion of the time engaged in exercises, the intake is limited to two bridge teams, each consisting of two, three or four persons. One team is carrying out an exercise while the other is being lectured, debriefed or planning the next exercise. The two teams are identified as Group A and Group B in the timetables. 9.2 When recruiting trainees for this course, consideration is given to their length of watch keeping experience and the sizes and types of ship for which they require training, so that persons with widely differing experience and training needs are not in the same group. 10 Maximum Number of Students in a Course students per Bridge 11 Course Duration hours for navigation officers hours for engineering officers 11.3 Refresher course see Staff & Minimum Instructor Qualifications 12.1 The instructor in charge hold a certificate as Master, have 2 years experience in HSC handling ships and have the training and experience necessary to operate a simulator. An additional instructor with qualification of Master is to supervise additional group of trainees. Additional instructor with qualification of Master will be responsible for

7 Page Page 7 of 28 delivering of subjects related to international and national legislation. Lecturer responsible for human behavior issues is involved. All instructors have a theoretical and practical knowledge of their subject beyond that required by STCW 1995 Convention. Instructors have attended a course in the use of a simulation facility for training purposes or have a long time experience in using simulator equipment for training purposes Leader of the course and preferably additional instructor is the holder of Training Certificate for SAS Bridge Resource Management Workshop Leader. 13 Teaching facilities and equipment 13.1 This course is carried out using specially designed model of High Speed Craft navigation bridge and using simulator software designed by Poseidon Simulation AS (Norway) with two own ships operating in one environment. One of these with fully equipped bridge, including instruments showing course, speed, rudder angle, rate of turn, engine RPM and propeller pitch and relative wind direction and speed. The model used is HSC catamaran. The model generates realistic responses to the use of engine and rudder under various conditions. The simulator have a 120 degree (allows to observe 360 degree) visual system capable of handling a number of ships in addition to land masses. The simulator generates realistic radar signals, AIS signals and echo soundings, simulates and emulates navigation receivers providing two alternative means of fixing position. Several types of real equipment are integrated into the simulator (DGPS receiver, AIS receiver, engine, bow thruster, rudder and autopilot control, wind, speed, ROT, rudder angle, engine revolution indicators etc.) Maneuvering information, in the form set out in IMO Assembly resolution A.601 (15), is provided for the model in use. The bridge is equipped with a simulated EPIRB, SART, VHF, MF/HF, INMARSAT A, B and C, NAVTEX, connected to the instructor station, for communicating with pilot stations, VTS, port services and other ships during exercises. The instructor or other simulated ship act as the other stations in answering or initiating calls. Similarly, an internal telephone/radio telephone to the engine room is connected to the instructor station Means of producing the sound signals required by COLREG 1972 are provided for other ships in the vicinity as well as for own ship.

8 Page Page 8 of Adjacent to the simulator there is a room where briefing and debriefing is held. There is a wall projector showing the recorded scenario/exercise or as it is seen from the instructor station. The room is suitable for displaying charts on the walls and have an overhead projector and a blackboard. Video recording and playback facilities are provided There is a room where lecturing is held. Each trainee have a personal computer equipped with a SAS Bridge Resource Management interactive CBT programme Ship handling and maneuvering simulator including machinery operation simulator in compliance to STCW Section A-I/12 and B-I/12 38 and 42 as applicable includes: Duplicated radar displays (X-band and S-band) Integrated Duplicated Electronic Chart Display Information System (ECDIS) Integrated AIS system Ships internal radio communication system Simulated engine room video monitoring system 13.7 Integrated GMDSS communication simulator in compliance to STCW Section B-/ Integrated Recording/playback facility for debriefing 13.9 Selection of multimedia instructional resources including CBT in subject areas SAS Flight Academy BRM multimedia training program 14 Teaching aids (A) 14.1 A1 Instructor Manual 14.2 A2 Bridge Resource Management (BRM) interactive Computer Based Training programme developed by SAS Flight Academy, Sweden Each group are supplied with following: A3 Charts, tide tables, current charts, list of lights and sailing directions for the exercise areas A4 Equipment manuals and tables of corrections for simulated navigational aids A5 International Chamber of Shipping, Bridge Procedures Guide, 3rd edn. (London, Witherby and Co., 1998) Set of bride and engine room check lists A6 A ship s log-book and engine room log-book A7 Maneuvering information for the ship model in use A8 CBT

9 Page Page 9 of CBT 1 PASSAGE PLANNING CBT 2 WATCH KEEPING CBT 3 - SEACH AND RESCUE CBT 4 ECDIS, ELECTRONIC CHART DISPLAY CBT 5 NORWEGIAN MARITIME LEGISLATION 15 IMO and other references (R) 15.1 R1 International Convention on Standards of Training, Certification and Watchkeeping for Seafarers, 1978, as amended in R2 ILO/IMO Document for Guidance, R3 International Regulations for Preventing Collisions at Sea, 1972 (COLREG 1972), as amended R4 IMO Assembly resolution A.601 (15) Provision and display of maneuvering information on board ships R5 Regulation of 9 May 2003 No. 687 concerning qualification requirements and certificate rights for personnel on board Norwegian ships, fishing vessels and mobile offshore units (the Qualification Regulation) R6 Regulations of 5 January 1998 No. 6 concerning the construction, equipment and operation of high-speed craft used as passenger craft or cargo craft R7 Regulation of 22 December 2000 No concerning additional requirements for the handling, controllability, equipment and operation of passenger high-speed craft less than 24 m in length which are engaged on domestic voyages. 16 Textbooks (T) 16.1 T1 Bridge Resource Management, Student s Workbook or equivalent 16.2 T2 Bridge Team Management, Captain A. J. Swift, The Nautical Institute, London or equivalent 17 Internet website references 17.1 W W W W4 Norwegian Maritime Directorate (NMD) W5 Estonian Maritime Administration W6 Finnish Maritime Administration

10 Page Page 10 of 28 Detailed training syllabus HSC type rating and Bridge Resource Management training course detailed training syllabus for navigation officers (42 hours). 1. Review of basic principles (2,5 hours) 1.1. basic principles to be observed in keeping a navigational watch as set out in regulation VlIl/2 of STCW 95 convention and A-Vlll/2 of STCW 95 code (watchkeeping arrangements and principles to be observed): planning prior to each voyage verification and display of planned route deviation from planned route look-out taking over the watch performing the navigational watch watchkeeping under different conditions and in different areas 1.2. datum used on charts 1.3. corrections for datum shift must be applied to the position obtained by certain navigational aids to agree with the position obtained by visual or radar observations 1.4. methods commonly available for position fixing, with an indication of their accuracy 1.5. accuracy of range and bearing measurements required by the performance standards for radar equipment 1.6. factors affecting radar detection, including blind shadow sectors 1.7. the characteristics of targets influence their detection range 1.8. fix based on radar observations and possible errors, how to minimize them 1.9. use of parallel indexing techniques for monitoring a ship s movement use of nautical publications, including: tide tables current charts notices to mariners list of lights sailing directions 2. Familiarization with the bridge (1,5 hour) 2.1. operation of the different bridge instruments 2.2. uses of the rudder and engine controls 2.3. parallax in the visual system 3. The Human (3,5 hours) 3.1. Human Performance & Limitations Memory functions Accidents at sea Fatigue - reasons and consequences 3.2. Attitudes What is an attitude

11 Page Page 11 of Attitudes and consequences Establishment of minimum standards of safety margins Importance of using all available human resources 3.3. Situational Awareness Define Situational Awareness Factors influencing Situational Awareness How to maintain good Situational Awareness Signs of a loss of Situational Awareness Cultural Awareness sensitivity to cultural differences and similarities different types of culture (company, safety, professional, national, etc.) methods for dealing with cultural differences how culture can affect behaviour what you can do about culture - the cultural wheel. 4. Communication (3,5 hours) 4.1. Communications and Briefings the principles of good communication: Setting the climate, interactive, closed loop the importance of briefings, in particular: a good master-pilot information exchange a change of watch briefing the importance of debriefings master responsibility: lead a pre-departure briefing which includes: presentation of the route plan interaction with the bridge team setting of stipulated requirements identification of possible weak links on the route establishing standards and guidelines to be met during the passage setting the environment for an effective team oriented operation briefing the pilot on the ship s characteristics and equipment using the pilot card pilot route plan and information on local conditions responsibility to brief and coordinate operational factors with the bridge team establishing an open, interactive and closed loop communication style during the voyage, briefing the team on any significant situations encountered during the voyage or as soon as possible after the voyage, debriefing the team on any significant situations encountered pilots responsibility: present a route plan explaining his navigational intentions, enabling the bridge team to monitor the progress of the vessel along the planned track briefing the bridge team on local conditions and traffic regulations informing the bridge team before making any change of course and speed

12 Page Page 12 of Informing the bridge team of any changes or expected changes regarding traffic, weather, visibility, current etc the bridge team member to: actively support and participate in all briefings and debriefings ensure that good briefings and communications are used when changing over the watch actively participate in a working environment that supports effective communications principles should the principles of good briefings and communication not be used by the master or pilot, the officer on watch should point this out in a diplomatic way so as not to threaten the leadership or command 4.2. Authority and Assertiveness Define authority and assertiveness The need for a balance between authority and assertiveness Possible reasons for extremes Dangers of the four extreme combinations the master shall: coordinate bridge activity so as to bring about an appropriate balance between his authority and the assertiveness of the bridge team members provide corrective management actions when an imbalance occurs when pilot is on board, the master coordinates bridge activity so as to bring about appropriate balance between the pilot s authority and the assertiveness of the bridge team the bridge team members, including the pilot shall: seek to achieve an appropriate balance between assertiveness and authority if the level of the master s authority is so low as to threaten the safety of the voyage, the bridge team shall increase the level of assertiveness to get essential tasks done and essential decisions made if the level of the master s authority is so high as to create excessive stress and workload, the bridge team may to avoid interpersonal conflicts lower their level of assertiveness unless safety is threatened 4.3. Challenge and Response Define Challenge and Response The importance to safety of establishing a Challenge and Response environment Fact: the whole team is involved in Challenge and Response the master shall: establish an open communication style on the bridge that encourages challenge and appropriate responses from the whole bridge team the pilot shall: request challenges if time permits validate or deny a received challenge. If time does not permit, respond cautiously bridge team member shall: acknowledge or challenge concepts when conning the vessel, state and discuss his own concepts challenge whenever limits are exceeded or there is any doubt about the situation compared to the original concept

13 Page Page 13 of The Team (4 hours) 5.1. Short Term Strategy when to apply a Short Term Strategy the five + 1 steps of the Short Term Strategy: Identify the problem Build the plans Check the plans Summary briefing Monitor Debrief Recognise the influence of Risk and Time on the decision making process 5.2. Workload Range of workloads: Underload Normal High Overload The importance of pre-planning The problems at the start and during delegation How to delegate correctly the master shall: pre-plan, anticipating too high or too low workload, taking corrective actions to prevent their development use of delegation to correct too high workload and too low workload set priorities to escape from an overload situation manage the total workload, including that of the pilot maintain workload at a reasonable level of activity avoiding a false feeling of confidence and habitual thinking reduce the pilot s high workload by all means available use delegation as a method for training of subordinates the bridge team members shall: support the master in maintaining a reasonable workload, especially if the bridge team member tends to deviate towards high or low workload maintain workload at a reasonable level of activity avoiding a false feeling of confidence and habitual thinking reduce pilot s high workload by all means available assist the master in pre-planning encourage delegation and assist the master at the start during delegation when appropriate, delegate to other officers correctly, but not lose responsibility for important tasks normally under his/her control the pilot shall: support the bridge team in maintaining a reasonable workload assist the bridge team at the start and during delegation when appropriate, delegate to other officers, but not lose responsibility for important tasks normally under his/her control 5.3. Humans & Automation Automation characteristics and automation dangers Your and other peoples attitudes towards automation

14 Page Page 14 of The importance of applying BRM techniques to automation 5.4. Team State Six Team States: Optimum Concerned Alarmed Bored Inattentive Inattentive at a critical phase List the factors that have effect on the states Recognise the states 6. Management & Leadership (3,5 hours) 6.1. Error Management Types of errors The difference between blunt and sharp end errors Types of defences and countermeasures A policy for responding to and learning from errors the master shall: take the initiative to apply Bridge Resource Management throughout each Voyage establish specific preventive measures to guard against external and internal errors establish an open climate for debriefing and learning from errors demonstrate that the bridge team members, including the pilot, shall support the master in all aspects above 6.2. Leadership Styles Leadership styles How to identify them When to use each style 6.3. Decision Making categories of decision - skill based, rule based & knowledge based How to classify a decision The influence of initial preference and hidden pressure on decision making the master shall: assess the quality of information verify its relevance and accuracy search for missing information that might influence the decision involve bridge team members in the process be aware of elements of hidden pressure respond appropriately to hidden pressure keeping safety the number one priority demonstrate that the bridge team members, including the pilot, shall actively participate in the process if time permits 6.4. Management on the bridge the master shall: manage using a balance between performance- and people-oriented styles vary management style, within the balanced range, as appropriate encourage officers to ask for challenging duties the bridge team members, including the pilot shall:

15 Page Page 15 of normally use a balanced management style ability to work with managers of different styles, so as to maintain safe working conditions, without threatening the command or leadership roles 7. Crisis (3 hours) 7.1. Crisis Management Reptile and Controlling Brain functions in a crisis Signs of stress and how it degrades performance Strategy for managing a crew through crisis phases the master shall: monitor his/her own and other officer s stress level during crises make sure that bridge team members are aware of the dangers of extreme stress and set standards procedures in place that allow bridge team members to cover for a fellow team member ability to set in action emergency plans 7.2. Crowd Management Important factors in managing a crowd in a crisis 7.3. Critical Incident Debriefing How to conduct a critical incident debriefing 8. Planning (1,5 hour) 8.1. the master shall: Create an emergency plan, whenever time permits, for problems not covered by a standard operating procedure. Such strategy shall consist of specific steps: identify the problem build plans to deal with the problem check the plans with the bridge team members by an interactive briefing perform a summary briefing on the mutually agreed combined plan monitor that the combined plan is followed modify and update the combined plan if conditions change 8.2. the bridge team members, including the pilot shall: actively support the master in his efforts to develop and start an emergency plan start development of an emergency plan, when necessary 9. Standard maneuvers (1,5 hours) 9.1. turning-circle trial with given initial speed and rudder angle in loaded condition 9.2. zig-zag maneuvers 9.3. crash stop in loaded condition 9.4. coasting stop in loaded condition 9.5. maneuver from 3.1 to 3.4 in the ballast condition 9.6. recording times, positions, headings, speed and other relevant data 9.7. plot the maneuvers from the recorded data 9.8. compare plots of loaded and ballast conditions 9.9. trim affect to the pivot point during turns make a pilot card and a wheelhouse poster information in the maneuvering information booklet, how to use when planning a maneuver

16 Page Page 16 of Wind and current effects (1 hours) standard maneuver with wind and current present for the loaded condition maneuver in objective 4.1 for the ballast condition recording times, positions, headings, speed and other relevant data plot the maneuvers from the recorded data comparing result with that of the same maneuver without wind and current comparing the results for loaded and ballast conditions comparing the difference in ship behavior under the influence of wind, of current and of both wind and current for various conditions of loading, the effect of wind in slow speed situations 11. Operation in shallow waters (1 hours)* shallow water definition in shallow water, a ship: has increased directional stability has an increase in turning radius carries her way longer and responds slower to changes in engine speed has a smaller fall of speed during turns experiences a change of trim, usually by the head for a full hull form that shallow-water effects become more marked as the depth decreases squat the squat in a given set of circumstances from the maneuvering information supplied a standard maneuver in shallow water recording times, position, headings, speed and other relevant data plotting the maneuver from the recorded data comparing the resulting plot with that of the same maneuver carried out in deep water the reduction in under-keel clearance resulting from rolling and pitching how shallow water affects ship maneuverability with water jets * - optional 12. Bank, channel and interaction effects (1 hours)* the moments and forces affecting a ship s behavior when navigating close to a bank or in a narrow channel speed should be moderate in rivers, estuaries and similar channels to reduce shallow-water effects and to provide reserve power for correcting a sheer the need for speed reduction to prevent damage being caused by the ship s bow wave or stern wave how a passing ship affects a moored ship the interaction between passing and overtaking ships how to pass or overtake another ship safely in a narrow channel bank effect and interaction in exercises in confined channels * - optional 13. Anchoring and mooring (1.5 hours)* selecting the position to anchor and mooring in a given area

17 Page Page 17 of taking account of advice contained in sailing directions, of the wind and of current or tidal stream in the approach to the anchorage and mooring quay using the ship s maneuvering data, prepare an anchoring and mooring plan containing: approach tracks and courses to steer wheel-over positions points at which to reduce speed the position at which to reverse the engine the position to drop the anchor and to order the mooring lines to be given ashore means of monitoring progress and determining arrival at critical points preparing a contingency plan outlining the actions to take in the event of an engine failure or steering failure at various stages of the approach using a checklist for readiness for anchoring and mooring carrying out the prepared anchoring and mooring plan modifying the plan, if necessary, to take account of other ships already anchored or moored maintaining a record of engine movements and make appropriate entries in the log-book when anchoring is complete, fixing the ship s position and check bearings in the log-book (optional) preparing a planned approach to a single-buoy mooring, taking account of relevant factors in objectives 15.2 to 15.4 (optional) * - anchoring and single buoy mooring subjects are optional. Subjects related to mooring can be dealt instead of anchoring and single buoy mooring. 14. Planning and carrying out a voyage in normal and emergency situations (11 hours) preparing a complete passage plan from harbor to harbor, taking account of the following: information from sailing directions and other navigational publications draught, squat and depth of water tide and current weather available navigational aids means of monitoring progress and determining arrival at critical points expected traffic traffic separation schemes requirements of vessel traffic services contingency plans for critical points of the passage use of checklists for departure, for arrival and for coastal waters use the ship s maneuvering information, preparing a detailed plan for approach to and departure from a pilot station and harbor carrying out the planned passage and monitor the progress complying at all times with the requirements of regulation VlII/2 and section A-VlII/2 of the STCW 1995 and COLREG compliance with Rule 10 of COLREG 1972 when joining, leaving or navigating in a traffic separation scheme correct procedures when communicating with a vessel traffic service approach to or departure from a pilot station, using the plan prepared in objective 19.3

18 Page Page 18 of approaching or leaving berths under various conditions of wind and tide record of engine movements and make appropriate entries in the log-book HSC Code subjects Operation of the craft in failure mode of control, steering and propulsions and proper response Handling of the craft in various conditions Bridge communication procedures during normal and emergency situations Navigation procedures during normal and emergency situations 15. Rules and regulations (2,0 hours) Norwegian maritime law an ship legislation Qualifications & certificate rights, safe manning Regulation of 9 May 2003 No. 687 concerning qualification requirements and certificate rights for personnel on board Norwegian ships, fishing vessels and mobile offshore units (the Qualification Regulation) Regulations of 5 January 1998 No. 6 concerning the construction, equipment and operation of high-speed craft used as passenger craft or cargo craft Regulation of 22 December 2000 No concerning additional requirements for the handling, controllability, equipment and operation of passenger high-speed craft less than 24 m in length which are engaged on domestic voyages Rules for high speed crafts Estonian maritime law, rules and regulations Estonian maritime safety law Pilotage law Qualification regulations

19 Page Page 19 of 28 HSC type rating and Bridge Resource Management training course detailed training syllabus for watch engineers forming part of bridge team (36 hours). 16. Review of basic principles (2 hours) basic principles to be observed in keeping a engineering watch as set out in regulation VlIl/2 of STCW 95 convention and A-Vlll/2 part 3-2 of STCW 95 code and STCW.6/Circ.7 (Principles to be observed in keeping an engineering watch): watch arrangements taking over the watch performing the engineering watch ensuring: a sufficient number of qualified individuals should be on watch to ensure all duties can be performed effectively; all members of the engineering watch should be appropriately qualified and fit to perform their duties efficiently and effectively or the officer in charge of the engineering watch should take into account any limitation in qualifications or fitness of the individuals available when making engineering and operational decisions; duties should be clearly and unambiguously assigned to specific individuals, who should confirm that they understand their responsibilities; tasks should be performed in a clear order of priority; no member of the engineering watch should be assigned more duties or more difficult tasks than can be performed effectively; individuals should be assigned at all times to locations at which they can most efficiently and effectively perform their duties, and individuals should be reassigned to other locations as circumstances may require; members of the engineering watch should not be assigned to different tasks or locations until the officer in charge of the engineering watch is certain that adjustments can be accomplished efficiently and effectively; instruments and equipment considered necessary for effective performance of duties should be readily available to appropriate members of the engineering watch; communications among members of the engineering watch and between members of the engineering and navigational watches should be clear, immediate, reliable and relevant to the business at hand; non-essential activity and distractions should be avoided, suppressed or removed; all engine-room equipment should be operating properly and, if not, the officer in charge of the engineering watch should take into account any malfunction or inoperable equipment due to maintenance, which may exist when making operational decisions; all essential information should be collected, processed and interpreted and made conveniently available to all for the performance of their duties; non-essential materials should not be placed so as to hinder engineroom operations; members of the engineering watch should at all times be prepared to respond efficiently and effectively to changes in circumstances;

20 Page Page 20 of clear and effective data monitoring to identify possible areas of concern in equipment or systems should be ensured so as to prevent breakdowns/accidents/incidents; and effective methods of cross-checking information, data and indications should be developed to obviate the need for total reliance on any specific type of equipment, system or component watchkeeping under different conditions and in different areas Restricted visibility Coastal and congested waters Ship at anchor 17. Familiarization with the engine controls and monitors (1 hour) Plant arrangements, machinery and associated systems and equipment which form the simulated plant, such as: tanks valves pipe systems pumps heat exchangers oil treatment plant line filters electric generators steam generators main propulsion unit local controls distant controls how the machinery and associated systems and equipment are arranged and linked together to form the plant, a block diagram illustrating this the relationship between the block diagram and the plant mimic diagram Instrumentation the instrumentation used in the simulated plant to measure and indicate: pressure temperature fluid level volume/mass (quantity) flow rate speed of rotation torque/power voltage current CO2 content (of exhaust gases) pressure/volume in the engine cylinder ( indicator diagram ) the alarms that are used to indicate malfunctions and faults the recorder to obtain a cylinder PN diagram ( indicator card ) with the engine control at a specified power setting 18. Operational procedures (2.5 hours) safe practices when preparing machinery units and associated systems for start up and operation safe practices to be used for:

21 Page Page 21 of opening and closing valves starting and running pumps operating water-circulation systems admitting steam into a steam system firing up an oil-fired boiler filling oil tanks operating centrifuges keeping bilges empty disposing of oil wastes as far as practicable a check-list should be used for all machinery units and systems when: preparing for use starting up entering normal operating mode compile a check-list for the preparation, start up and operation of machinery unit or system special requirements for connecting an electric generator into the electrical system in the terms of: speed voltage frequency synchronization the use of the simulated plant, a check-list and the procedures for: the opening and closing of valves in a system the circulation of seawater firing up the steam boiler operating a fuel oil centrifuge pumping out bilges engine systems control during maneuvers crash stop 19. The Human (3 hours) Human Performance & Limitations Memory functions Accidents at sea Fatigue - reasons and consequences Attitudes What is an attitude Attitudes and consequences Establishment of minimum standards of safety margins Importance of using all available human resources Situational Awareness Define Situational Awareness Factors influencing Situational Awareness How to maintain good Situational Awareness Signs of a loss of Situational Awareness Cultural Awareness sensitivity to cultural differences and similarities different types of culture (company, safety,professional, national, etc.)

22 Page Page 22 of methods for dealing with cultural differences how culture can affect behaviour what you can do about culture - the cultural wheel. 20. Communication (3 hours) Communications and Briefings the principles of good communication: Setting the climate, interactive, closed loop the importance of briefings, in particular: a good master-pilot information exchange a change of watch briefing the importance of debriefings master responsibility: lead a pre-departure briefing which includes: presentation of the route plan interaction with the bridge team setting of stipulated requirements identification of possible weak links on the route establishing standards and guidelines to be met during the passage setting the environment for an effective team oriented operation briefing the pilot on the ship s characteristics and equipment using the pilot card pilot route plan and information on local conditions responsibility to brief and coordinate operational factors with the bridge team establishing an open, interactive and closed loop communication style during the voyage, briefing the team on any significant situations encountered during the voyage or as soon as possible after the voyage, debriefing the team on any significant situations encountered pilots responsibility: present a route plan explaining his navigational intentions, enabling the bridge team to monitor the progress of the vessel along the planned track briefing the bridge team on local conditions and traffic regulations informing the bridge team before making any change of course and speed Informing the bridge team of any changes or expected changes regarding traffic, weather, visibility, current etc the bridge team member to: actively support and participate in all briefings and debriefings ensure that good briefings and communications are used when changing over the watch actively participate in a working environment that supports effective communications principles should the principles of good briefings and communication not be used by the master or pilot, the officer on watch should point this out in a diplomatic way so as not to threaten the leadership or command Authority and Assertiveness

23 Page Page 23 of Define authority and assertiveness The need for a balance between authority and assertiveness Possible reasons for extremes Dangers of the four extreme combinations the master shall: coordinate bridge activity so as to bring about an appropriate balance between his authority and the assertiveness of the bridge team members provide corrective management actions when an imbalance occurs when pilot is on board, the master coordinates bridge activity so as to bring about appropriate balance between the pilot s authority and the assertiveness of the bridge team the bridge team members, including the pilot shall: seek to achieve an appropriate balance between assertiveness and authority if the level of the master s authority is so low as to threaten the safety of the voyage, the bridge team shall increase the level of assertiveness to get essential tasks done and essential decisions made if the level of the master s authority is so high as to create excessive stress and workload, the bridge team may to avoid interpersonal conflicts lower their level of assertiveness unless safety is threatened Challenge and Response Define Challenge and Response The importance to safety of establishing a Challenge and Response environment Fact: the whole team is involved in Challenge and Response the master shall: establish an open communication style on the bridge that encourages challenge and appropriate responses from the whole bridge team the pilot shall: request challenges if time permits validate or deny a received challenge. If time does not permit, respond cautiously bridge team member shall: acknowledge or challenge concepts when conning the vessel, state and discuss his own concepts challenge whenever limits are exceeded or there is any doubt about the situation compared to the original concept 21. The Team (3 hours) Short Term Strategy when to apply a Short Term Strategy the five + 1 steps of the Short Term Strategy: Identify the problem Build the plans Check the plans Summary briefing Monitor Debrief Recognise the influence of Risk and Time on the decision making process

24 Page Page 24 of Workload Range of workloads: Underload Normal High Overload The importance of pre-planning The problems at the start and during delegation How to delegate correctly the master shall: pre-plan, anticipating too high or too low workload, taking corrective actions to prevent their development use of delegation to correct too high workload and too low workload set priorities to escape from an overload situation manage the total workload, including that of the pilot maintain workload at a reasonable level of activity avoiding a false feeling of confidence and habitual thinking reduce the pilot s high workload by all means available use delegation as a method for training of subordinates the bridge team members shall: support the master in maintaining a reasonable workload, especially if the bridge team member tends to deviate towards high or low workload maintain workload at a reasonable level of activity avoiding a false feeling of confidence and habitual thinking reduce pilot s high workload by all means available assist the master in pre-planning encourage delegation and assist the master at the start during delegation when appropriate, delegate to other officers correctly, but not lose responsibility for important tasks normally under his/her control the pilot shall: support the bridge team in maintaining a reasonable workload assist the bridge team at the start and during delegation when appropriate, delegate to other officers, but not lose responsibility for important tasks normally under his/her control Humans & Automation Automation characteristics and automation dangers Your and other peoples attitudes towards automation The importance of applying BRM techniques to automation Team State Six Team States: Optimum Concerned Alarmed Bored Inattentive Inattentive at a critical phase List the factors that have effect on the states Recognise the states