Safeguarding
Maritime Assets
with Excellence

The IMO’s 2023 revised GHG Strategy sets ambitious targets for international shipping: a minimum 20% reduction in total GHG emissions by 2030 (striving for 30%) and 70% by 2040 (striving for 80%), both relative to 2008 levels, with net-zero by or around 2050.

CII Compliance: All ships must calculate annual operational Carbon Intensity Indicator ratings (A–E). Vessels rated D for three consecutive years or E for one year must submit a corrective action plan. Ship managers should implement voyage optimisation, hull cleaning schedules, and trim optimisation to maintain ratings at B or above.

EEXI Requirements: Existing ships must meet Energy Efficiency Existing Ship Index thresholds. Non-compliant vessels require engine power limitation (EPL/SHaPoLi) or energy saving devices. Compliance is verified at the first annual, intermediate, or renewal survey.

EU ETS for Maritime: From 2024, ships over 5,000 GT calling at EU/EEA ports must surrender emission allowances — 40% in 2024, 70% in 2025, 100% from 2026. Applies to 100% of intra-EU voyages and 50% of voyages to/from EU ports.

FuelEU Maritime: Mandates progressive reduction of GHG intensity of onboard energy: -2% from 2025, -6% from 2030, -14.5% from 2035, -31% from 2040, -62% from 2045, and -80% from 2050. Non-compliant ships face penalties and must use a compliance surplus/deficit banking system.

Recommended Actions: Conduct fleet-wide CII gap analysis; implement voyage performance monitoring systems; develop a decarbonisation roadmap with short-term (operational efficiency), mid-term (alternative fuels readiness), and long-term (zero-emission technology) pathways; engage with classification societies on EEXI verification; budget for EU ETS allowance costs in voyage P&L calculations.

Planning Phase (6–12 Months Prior): Develop a comprehensive dry docking specification based on class survey requirements, condition assessment reports, PSC observations, and owner’s standing instructions. Include hull treatment scope (blasting/coating), propeller polishing, tail shaft survey, sea valve overhaul, ballast tank inspections, and any regulatory compliance work (BWMS installation, scrubber maintenance, EEXI modifications).

Yard Selection: Issue tender to a minimum of 3–5 pre-qualified yards. Evaluate based on dock availability, workforce capability, track record with vessel type, proximity to trading area, and total cost including deviation, bunkers, and agency. Conduct yard audit where feasible. Negotiate fixed-price contracts with clear variation order procedures.

Cost Estimation: Budget allocation should cover: hull and underwater works (35–40% of total), machinery and engine room (25–30%), deck and accommodation (10–15%), class and statutory surveys (10–15%), and contingency (10–15%). Historical cost benchmarking against previous dry dockings of similar vessel types is essential.

Execution & Critical Path: Establish a detailed Gantt chart with critical path activities. Hull treatment typically drives the dock duration — coordinate with coating manufacturer for surface preparation, application, and curing requirements. Parallel-path non-dock-dependent works (engine room overhauls, accommodation repairs) to maximise efficiency. Daily progress meetings with yard project manager are mandatory.

Class Survey Coordination: Pre-book surveyor attendance with classification society minimum 4 weeks in advance. Prepare all outstanding class conditions and recommendations for close-out. Ensure thickness measurement reports, machinery condition reports, and safety equipment certificates are ready for surveyor review.

Post-Docking Performance: Benchmark vessel speed-consumption performance within 30 days of undocking against pre-docking baseline. Monitor hull fouling rates and propeller performance degradation curves. Document lessons learned for future dry docking planning cycles.

TMSA (Tanker Management and Self Assessment): OCIMF’s TMSA framework evaluates ship operators across 13 elements including management leadership, recruitment, reliability and maintenance, navigation, cargo and ballast, and emergency preparedness. Level 1 represents basic compliance; Level 3 demonstrates best practice with measurable KPIs and continuous improvement.

Achieving Level 3+: For each TMSA element, document a clear policy, defined procedures, implementation evidence, KPI tracking with trend analysis, and management review records. Common gaps at Level 2 include: absence of root cause analysis in incident investigations, lack of near-miss reporting trend data, insufficient crew competency assessment matrices, and missing shore-based audit follow-up evidence.

CDI (Chemical Distribution Institute) Inspections: CDI inspections assess chemical and product tanker operations against a standardised questionnaire. Focus areas include cargo handling procedures, tank cleaning operations, safety management, and crew competency. Inspectors assess both documentation and practical onboard implementation.

Common Non-Conformity Patterns: Most frequent findings across TMSA/CDI inspections include: inadequate management of change documentation, incomplete pre-arrival checklists, inconsistent bridge team resource management, gaps in enclosed space entry procedures, and insufficient evidence of safety meeting effectiveness.

Evidence Documentation: Maintain a structured evidence library for each TMSA element: policies signed by senior management, procedure manuals with revision history, training records with competency matrices, KPI dashboards with monthly trend data, internal audit reports with close-out evidence, and management review minutes with action item tracking. All evidence should be readily accessible during vetting inspections — both in hard copy on board and in the fleet management system ashore.

Pre-Inspection Preparation: Conduct a mock vetting inspection 30–45 days before the scheduled assessment. Assign a shore-based vetting coordinator to review all TMSA elements against current evidence. Brief the Master and senior officers on common inspector focus areas. Ensure all certificates, class conditions, and PSC records are current and filed systematically.

From Compliance to Culture: A zero-harm safety culture goes beyond regulatory compliance — it embeds safety as a core value in every operational decision. This requires visible leadership commitment from the Master and senior officers, consistent messaging from shore management, and genuine empowerment of all crew members to stop work when unsafe conditions are identified.

Behavioural Safety Observations (BSO): Implement a structured BSO programme where officers conduct regular observations of work practices, providing real-time positive reinforcement for safe behaviours and constructive coaching for at-risk actions. Target a minimum of 10 BSOs per vessel per month. Track safe/at-risk ratios and identify trending behavioural patterns for targeted intervention.

Near-Miss Reporting: Establish a non-punitive near-miss reporting culture. Set fleet-wide targets (minimum 5 near-miss reports per vessel per month). Analyse root causes using the bow-tie or Swiss cheese model. Share lessons learned across the fleet via monthly safety bulletins. A healthy near-miss reporting rate is a leading indicator of a mature safety culture.

Toolbox Talks: Conduct daily toolbox talks before commencing any work activity. Use a structured format: scope of work, hazards identified, controls in place, PPE requirements, emergency procedures, and open discussion. Rotate facilitation among crew members to build ownership. Document attendance and key discussion points.

Safety Leadership Training: Invest in formal safety leadership programmes for all officers. Key competencies include: hazard recognition and risk assessment, effective safety communication, coaching and mentoring techniques, incident investigation methodology, and creating psychological safety for open reporting. The First Port conducts annual safety leadership workshops for all senior officers across the managed fleet.

Measuring Culture: Track both leading indicators (BSOs completed, near-miss reports, safety meeting attendance, training hours) and lagging indicators (LTI frequency, total recordable case frequency, first aid cases). Conduct annual safety culture surveys across all vessels to measure crew perception of safety climate, reporting willingness, and management commitment.

Pre-Construction Phase: Review and approve detailed construction drawings, hull structural plans, piping arrangements, and electrical schematics. Verify material specifications against class-approved designs. Establish a quality assurance plan with the yard defining hold points, witness points, and inspection milestones. Confirm classification society plan approval status for all critical systems.

Steel Cutting & Keel Laying: Witness steel cutting ceremony and verify steel grade certificates against specification. At keel laying, confirm block alignment tolerances, welding procedure qualifications, and welder certifications. Establish a systematic block tracking system to monitor construction sequence and identify schedule risks early.

Hull Construction & Block Assembly: Monitor block fabrication quality including welding inspections (visual, ultrasonic, radiographic), dimensional checks, and structural alignment. Attend key block erection milestones. Review and approve any design changes or production deviations through the formal change management process. Coordinate hull coating application with manufacturer’s technical representatives.

Outfitting & Systems Integration: Oversee machinery installation (main engine, auxiliary engines, boilers, purifiers), piping system commissioning, electrical cable pulling and termination, and HVAC installation. Witness factory acceptance tests (FAT) for critical equipment before delivery to yard. Verify compliance with approved maker list and specification requirements.

Commissioning & Testing: Supervise harbour acceptance tests (HAT) for all critical systems: main engine, steering gear, anchoring and mooring, fire detection and extinguishing, bilge and ballast, cargo systems, and navigation equipment. Verify alarm and safety system functionality. Conduct inclining experiment and lightship survey for stability verification.

Sea Trials & Delivery: Attend sea trials to verify speed-power performance against contractual guarantees, manoeuvring characteristics, vibration and noise levels, and all system functionality under operational conditions. Prepare and review the protocol of delivery and acceptance (PDA) including outstanding items (punch list) and warranty terms. Coordinate with flag state and classification society for certificate issuance prior to vessel delivery.

What is SIRE 2.0? The Ship Inspection Report Programme (SIRE) 2.0 is OCIMF’s next-generation vessel inspection regime, replacing the legacy SIRE system. It shifts from a prescriptive checklist approach to a risk-based, competency-focused assessment methodology. Inspections now evaluate not just whether procedures exist, but whether crews genuinely understand and can demonstrate them.

Key Changes from SIRE 1.0: The Vessel Inspection Questionnaire (VIQ) has been replaced by the Harmonised Vessel Inspection Questionnaire (HVIQ) structured around functional areas rather than sequential checklists. Inspectors use a tablet-based tool with dynamic questioning — follow-up questions are generated based on initial responses, making each inspection unique. Observations are graded by risk level (Negative, Observation, Positive) rather than simple pass/fail.

Behavioural Competency Assessment: SIRE 2.0 places significant emphasis on crew competency through live demonstrations. Inspectors may ask officers and ratings to walk through operational procedures in real time — for example, demonstrating cargo transfer valve line-up, emergency shutdown procedures, or enclosed space entry protocols. This requires crews to have genuine operational understanding, not just familiarity with written procedures.

Operator Assessment: A new Operator Assessment component evaluates the shore-based management system supporting vessel operations. This covers areas such as management of change, incident investigation processes, fleet-wide safety culture initiatives, and the effectiveness of shore-to-ship communication protocols.

Fleet Preparation Strategy: Ship managers should: (1) conduct gap analysis of existing SMS against HVIQ functional areas; (2) implement a structured competency training programme for all crew ranks focusing on practical demonstration capability; (3) run mock SIRE 2.0 inspections using the HVIQ framework at least 60 days before scheduled assessments; (4) ensure bridge, cargo control room, engine room, and deck work areas reflect actual working practices, not just documentation compliance; and (5) train shore-based superintendents on the Operator Assessment requirements.

Impact on Chartering: Major oil companies and charterers are increasingly requiring SIRE 2.0 inspections as a prerequisite for voyage and time charter fixtures. Vessels with strong SIRE 2.0 records — particularly those demonstrating high crew competency scores — will have a competitive advantage in the commercial market. Ship managers should treat SIRE 2.0 readiness as a commercial priority, not just a compliance obligation.

Overview: The Maritime Labour Convention 2006 (MLC 2006), often referred to as the “Seafarers’ Bill of Rights,” is the comprehensive international labour standard for the maritime industry. Adopted by the ILO, it consolidates over 65 previous maritime labour instruments into a single, coherent framework covering minimum working and living conditions for all seafarers on internationally trading ships.

Seafarer Employment Agreements (SEA): Every seafarer must have a written employment agreement clearly stating terms and conditions: wages, hours of work, leave entitlement, health and social security benefits, repatriation provisions, and termination conditions. The SEA must be signed by both the seafarer and the shipowner (or their representative) before employment commences. Copies must be available on board and ashore.

Hours of Work and Rest: MLC mandates maximum hours of work (14 hours in any 24-hour period, 72 hours in any 7-day period) or minimum hours of rest (10 hours in any 24-hour period, 77 hours in any 7-day period). Rest periods must not be divided into more than two periods, one of which must be at least 6 consecutive hours. Records must be maintained and verified by the Master and the seafarer.

Accommodation and Recreational Facilities: Ships must provide adequate sleeping rooms, mess rooms, and recreational facilities. Minimum standards cover floor area per person, ventilation, lighting, noise and vibration levels, sanitary facilities, and laundry provisions. Frequent inspections of accommodation must be conducted and recorded.

Health Protection and Medical Care: Shipowners must ensure access to prompt and adequate medical care on board, including: a qualified medical officer on ships carrying 100+ persons, a medicine chest compliant with flag state requirements, telemedicine access for vessels without a doctor, and medical examination requirements for all seafarers before and during employment.

Repatriation: Seafarers are entitled to repatriation at the shipowner’s expense upon expiry or termination of the SEA, illness or injury, shipwreck, insolvency of the shipowner, or when the ship is bound for a war zone. The shipowner must provide financial security to guarantee repatriation obligations are met.

Compliance and Certification: Ships of 500 GT or above engaged in international voyages must carry a Maritime Labour Certificate (MLC) and a Declaration of Maritime Labour Compliance (DMLC) issued by the flag state. Port State Control officers may inspect any ship calling at their ports for MLC compliance, regardless of flag.

STCW Convention Overview: The International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) 1978, as amended by the 2010 Manila Amendments, sets the global minimum standards for the training, certification, and watchkeeping of seafarers. It applies to all seafarers serving on seagoing ships entitled to fly the flag of a Party to the Convention.

Manila Amendments — Key Updates: The 2010 Manila Amendments introduced significant changes including: updated competency requirements for all officer ranks, mandatory training in Electronic Chart Display (ECDIS), new requirements for security training (ISPS Code awareness), enhanced medical fitness standards, recognition of modern training methodologies including simulation-based assessments, and the introduction of ability-based rather than knowledge-based competency standards.

Competency Assessment Matrices: Ship managers should maintain competency assessment matrices for every crew position, mapping required STCW competencies against individual crew qualifications, sea service records, and training certificates. These matrices enable identification of training gaps, support succession planning, and provide evidence for TMSA Element 6 (Manning) compliance.

Bridge Resource Management (BRM): BRM training is mandatory for all officers in charge of a navigational watch. The programme covers: effective communication and assertiveness, situational awareness and decision-making, workload management, team coordination, leadership under pressure, and error chain recognition and intervention. BRM should be supplemented by Engine Room Resource Management (ERM) for engineering officers.

Continuing Professional Development (CPD): Ship managers should implement structured CPD pathways that go beyond minimum STCW requirements. This includes: annual refresher training for emergency procedures, regular simulator sessions for navigation and cargo operations, specialised training for vessel-type-specific operations (tanker, gas carrier, offshore), and shore-based management courses for senior officers on the promotion track.

Certification Management: Maintain a centralised crew certification database tracking: Certificate of Competency (CoC) with issuing authority and expiry dates, endorsements and flag state recognitions, mandatory short course certificates (firefighting, survival craft, medical first aid, security awareness), and sea service records. Implement automated alerts for certificates approaching expiry — minimum 6 months advance notice for CoC renewals and 3 months for short courses.

The Challenge: Seafarers face unique mental health challenges including prolonged separation from family, social isolation, fatigue from watchkeeping schedules, limited shore leave opportunities, and the psychological burden of operating in high-risk environments. Industry studies indicate that depression, anxiety, and burnout are significantly more prevalent among seafarers than the general working population.

Neptune Declaration Alignment: The First Port is committed to the principles of the Neptune Declaration on Seafarer Wellbeing and Crew Change, which calls on all industry stakeholders to prioritise seafarer welfare. Our programme addresses the Declaration’s four core pillars: recognising seafarers as key workers, ensuring crew changes can take place, collaborating with charterers and port authorities, and ensuring access to medical care and vaccination.

Onboard Connectivity: All managed vessels are equipped with crew internet access, enabling regular video calls with family and access to social media and messaging platforms. Research consistently shows that connectivity is the single most impactful intervention for seafarer mental wellbeing. Bandwidth allocation is reviewed quarterly to ensure adequate quality for video calling during off-duty hours.

Mental Health First Aiders: Designated crew members on every managed vessel are trained as Mental Health First Aiders through an accredited programme. They are equipped to recognise early signs of mental distress, provide initial support and a listening ear, and guide colleagues towards professional help. Training is refreshed annually and covers: recognising symptoms of depression and anxiety, suicide risk awareness, active listening techniques, and confidential referral pathways.

Confidential Counselling Access: All seafarers in our managed fleet have 24/7 access to a confidential, multilingual counselling helpline operated by an independent provider. The service covers personal, family, financial, and work-related concerns. Usage data (anonymised) is reviewed quarterly to identify fleet-wide trends and inform targeted wellbeing interventions.

Shore Leave & Family Liaison: We actively advocate for maximum shore leave opportunities at every port of call, working with agents and terminal operators to facilitate crew access. A dedicated Family Liaison Officer maintains regular contact with crew families ashore, providing a point of contact for welfare concerns, travel logistics during sign-on/sign-off, and emergency communication support. Pre-departure family briefing sessions are conducted for all new joiners.

Fatigue Management: Work and rest hour compliance is monitored through our fleet management system with automated alerts for potential violations. Watch schedules are designed to minimise circadian disruption. Port workload is assessed in advance to plan adequate rest periods. Masters are empowered to adjust schedules and refuse unsafe work demands to protect crew rest.