I.

TOPIC 8
Risk Management
 Identifying and assessing navigation risks.
 Developing risk mitigation strategies.

II. LEARNING OUTCOMES

At the end of the lessons, the learners should be able to:

Relate to assess and manage risks associated with adverse weather conditions, and
develop strategies to mitigate potential navigation hazards.

III. INSTRUCTION/LEARNING ACTIVITY

Introduction
Risk is like queering someone or something valued to an unknown or anticipated danger, harm,
or loss. Even though there is no such universally accepted general definition of risk, but one
commonly applied and authoritative resolution in most industrial contexts, defines risk as “A
combination of the probability, or frequency, of occurrence of a defined hazard and the
magnitude of the consequences of the occurrence.”
“Safety management objectives of the company should…establish safeguards against all
identified risks” so has it been stated in the paragraph [Link] of the ISM Code (International
Safety Management Code). However this does not determine any particular approach to the
risk management theory, and it is for the company itself to choose methods appropriate in
accordance with its organizational structure, its ships and trades. The methods could vary
accordingly but how ever more or less formal they are, they should be well organised and
planned if assessment and responses are meant to be completed and act effectively, and also
the entire exercise should be documented in drafts or amendments so as to provide evidence
of the decision-making process.

Safety of navigation
IMO has always paid great attention to the enhancement of navigational
safety.

Since the inception of IMCO (former IMO), existing international rules have been inherited by it
and a whole new series of measures have been introduced, in the form of conventions,
recommendations and other instruments. The best known and most important of these measures
are conventions, three of which are particularly relevant to navigation. These are the International
Convention for the Safety of Life at Sea (SOLAS), 1974; the Convention on the International
Regulations for Preventing Collisions at Sea (COLREG), 1972; and the International Convention
on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), 1978.

Measures dealing with safety of navigation are prescribed mainly in SOLAS chapter V. In
December 2000, IMO adopted a revised version of chapter V, updating it and incorporating new
requirements which entered into force in 2002. Since then, a number of further amendments have
been introduced.

Besides Conventions, IMO has also issued a series of resolutions and codes, including guidelines
on navigation issues and performance standards for shipborne navigational and
radiocommunication equipment. Some are simply recommendations - though such is their wide
acceptance that they effectively mark international policy - while others are referred to by relevant
regulations of specific Conventions, thereby giving them the same weight as the Convention
regulations themselves.

The Maritime Safety Committee (MSC) of the Organization is mandated to oversee the
international regulatory framework on safety of navigation, and its subsidiary bodies, in particular,
the Sub-Committee on Navigation, Communications and Search and Rescue (NCSR) assists
with all technical matters on safety of navigation, including, inter alia, the analysis and approval
of ships routeing measures and ship reporting systems.

Navigation is the science of moving, directing or managing a ship through its course over the
water. Navigation at sea categorizes itself, in terms of the risk to which the ship is exposed
during the voyage.

The risks are:

1. To arrive at and depart from Port.
2. Navigation along the coast line that forms Gulfs, Bays, Islands etc.
3. Deep Sea Navigation across Oceans and Seas.

The risk composure in navigation is different from the risks studied so far. It is not immediately
life threatening, but can be so if a series of serious lapses are allowed to transpire. Navigational
risk has a broader band of tolerance when compared to potential risk that associates with deck
activities. However, this does not mean that there is more room for negligence in navigational
activity than there would be in deck activity. It is very vital to understand that navigational error
has higher disaster potential encompassing the environment and third party public assets. In
addition, navigational error has potential for total constructive loss to life and property at sea.
Given this consequence, it is prudent to approach the Operational Risk Management (ORM)
level of navigational risk under time critical processes.

We will focus on the potential risk by evaluating each navigational process the
respective category.

Inland Water Navigation

This category of navigation is rife with multi-faceted risk because of the following
factors:
 Restricted room to manoeuvre.
 Restricted availability of under-keel clearance when compared with the maximum draft.
 Traffic density in the water way.
 Restricted visibility.
 Inland Pilotage.

The scope encompassed by this category of navigation includes transit to and from ports
located up rivers, estuaries and other enclosed water bodies.

Examples of internationally known inland navigable waterways are the River St. Lawrence
Waterways & the Great Lakes, Mississippi River, Hoogly River, Suez and Panama Canal.
The risk management along the structured ORM process takes the following work-flow path:

Restricted Room to Manoeuvre:

Whenever there is restricted room to manoeuvre in inland waterways potential risk evolves from
the threat of grounding or collision. The key to managing this risk is to ensure a quick response
from the steering gear and the propulsion machinery.
A typical steering gear is powered with two steering motors for optimum response of the tiller to
the helm. In restricted waters, both the motors are required to be running. Response time, with
both motors running, from hard-over to hard-over (non stop through mid-ships) should be no
more than about 28 seconds. Prior to the commencement of an inland water passage, this test
must be judiciously carried out through its entire process, including the rudder indicator at its
various locations. Even individual steering motors must be put through the test, singly and
separately. The conduct of this test must be recorded into the appropriate log book.
Deficiencies, if any, must be rectified instantly and feedback recoded. The log book entries in
this regard, including deficiencies observed and its subsequent rectification, turn into the
controlling document under the ORM process.

As regards propulsion, it is a normal practice to have the engines operated at manoeuvring

speeds with the engine room watch monitoring the same to provide quick response to the
orders from the bridge.

Restricted Availability of Under-keel Clearance

The potential risk arising from this phenomenon is directly linked to the ship’s draft and trim prior
to transiting the waterway. The first and prime requisite is that the ship is upright on an even-
keel. Squat is the reduction in under keel clearance resulting from bodily sinkage and change of
trim, which occurs when ship moves through water. The algebraic sum of bodily sinkage and
the change in trim -forward or aft – is the “ship’s squat”.

Traffic Density in a Waterway

Traffic density referrers to the number of ships navigating in the vicinity at any given time. The
density of traffic depends on number of ships their size, speed and courses relative to our own.
The potential risk of close quarter situations and possible collision thereafter intensifies on the
quality of watch kept and the controlling measures put in force for the vicinity.
These controlling measures, though not restricted are the following:
 Traffic separation Schemes (TSS).
 Vessel Traffic Management & Information Systems (VTMIS)
 Coastal pilots which provide navigational information for coastal and inland navigation

Whilst TSS regulates the flow of traffic, VTMIS exchanges information on ship’s navigation in
the vicinity based on a reporting system. The system imposes speed Iimits, compulsory pilotage
districts and constitution of bridge manning levels and any other measures deemed necessary
to protect inland waters within its authority. Coastal pilots provide detail information.

The International Regulations for the prevention of Collision at Sea 1972; COLREGS-72 for
short, governs the conduct of ships navigating in the vicinity.

A thorough knowledge, understanding and application of these regulations is an absolute

necessity for every bridge watch-keeping person. A clear understanding in tandem with
experience in the timely application of the regulations in all conditions of visibility is the basis of
the ORM technique in this segment of potential risk.
Restricted Visibility

This phenomenon is a bridge team’s biggest nightmare and has the potential to create
disasters. The visibility is restricted to varying degrees on account of the following climatic
conditions:
 Mist, Fog, Haze etc
 Sand Storms.
 Torrential Rain

The risk associated with restricted visibility is that of collision or grounding, both of which can
cause loss of human lives (Capsizing), destruction of property (ship & cargo) and environmental
pollution (Oil spills).

The key to managing this risk lies in the understanding of bridge procedures early in one’s
career at sea. These include learning how to steer, keep look out duties, use of navigational
equipment and understand the COLREGS. The COLREGs requires the look-out to be
maintained as follows:

Every vessel shall at all times maintain a proper look-out by sight and hearing as well as by all
available means appropriate in the prevailing circumstances and conditions to make a full
appraisal of the situation and of the risk of collusion.

In restricted visibility a look-out needs to pay attention to sound signals transmitted by ships and
fixed navigational aids (such as buoys, lightships etc.) in the vicinity. The interpretation of these
sound signals as per the COLREGS-72 are controlling factors in the assessment and thereafter
monitoring the risk in accordance with the principles of ORM.

With experience and certification, a look-out can rely upon the radar equipment to safely
conclude the movement of ships in restricted visibility. This technological development formed
the basis of amending the previous definition of look-out that viewed radars as being merely an
aid to the process of assessing the risk of collusion. The ship’s modern day radar fitted with
Automatic Radar Plotting Aids (ARPA) plays a central role under the concept of ‘all available
means’ appropriate in the prevailing circumstances and conditions.
Pilotage — Harbours and Inland waters

Navigation in enclosed waters under compulsory pilotage poses a risk that largely emanates
from human factors, especially in a cross-cultural set-up of a Bridge Management Team.
Though the Pilot-Master relationship is one amongst highly qualified and experienced
professionals, disastrous accidents have occurred in the past, prominent amongst them being
the ‘Exxon Valdez’ (1989) and the ‘Sea Empress’ (1996). Both these ships had pilots on board
either just before the accident or at the time of occurrence.

The inter-personnel factors that add to the burden of risk are as follows:

a) Fallacies: The myth that the presence of the pilot on the bridge relieves the bridge team of
their duty to be vigilant, and alert to the fast changing circumstances and most importantly the
need to be well rested. The Master-Pilot card is the document that responds to the ORM
process applicability in dealing with the risk in a proactive manner..
b) Communication Skills: Under pilotage the time tested dictum has always been, “To
Master’s Orders & Pilot’s Advise”. In instances when the Master may have left the bridge, the
duty-officer stands-in for him. The duty officer and his bridge team are duty bound to carry out
their normal functions in the same manner as though the pilot is not on board, namely
constantly monitoring the ship’s position and course and maintaining a sharp look out.
c) Adherence to Instructions: Another feature of the officer’s responsibility is to ensure that
the pilot’s instructions are strictly adhered to and carried out to his (the Pilot’s) entire
satisfaction. However, what happens if the pilot’s actions are cause for concern to the duty
officer? The communication of this concern requires urgent action and immediate necessity
would be to call for the Master.
d) Coastal Navigation: Coastal Navigation is conducted through shipping lanes that pass off
the coast. This makes it possible to identify and correlate shore objects such as lighthouses,
prominent landmarks, other navigational aids etc., with the navigational chart in use. Regular
plotting of the ship’s position using different navigational equipment. such as Radar, azimuth
circle for cross bearings, GPS satellite position fixing systems and the echo sounder to cross
check soundings found at the fixed Position, are measures to minimize the risk of going off
course and running aground. Ensuring course checks and corrections where necessary, finding
average speeds of the ship and the Estimated Arrival Times (ETA) is some of the information
that can be derived from these navigational procedures.

The other potential risk that arises during coastal navigation is collisions. Traffic
patterns in the intended navigational area should be studied and analyzed for risk
assessment as part of passage planning. Some of the areas known to be navigational
difficult areas are:
a. The Dover strait of the English Channel is one of the most thickly dense traffic areas. Cross-
Channel traffic from UK to France and Belgium adds to the complexity of traffic which not only
encounter end on traffic, but also crossing traffic.

The presence of fog or poor visibility increases the risk of collision exponentially. Several
collusions had been reported due to speed in excess of the safe limit as defined in the
COLREGS-72 under restricted visibility, or late avoiding action by the stand-on vessel.

b. The Singapore Straits between the Brothers Light house at the Western approach and the
Horsborough Light House at the Eastern approach is another such area with heavy traffic
densities and complex multi-directional traffic.
c. Very Large Crude Carriers (VLCC) often transit the straits severely restricted in their ability
to manoeuvre due to the available water in relation to the draft. This traffic often confronts ship’s
entering or leaving the working anchorages, container terminals or the ship repair yard of the
Port of Singapore. These converging zones are marked on the chart as precautionary areas.
Precautions must be taken such as, though not restricted to, having the full bridge compliment,
engines ready for manoeuvres without any notice and steering gear powered by both motors.
d. The Inland Sea in Japan is another such area known for some of the most complex traffic
pattern. The problem is further compounded by difficulties in understanding the work culture and
language of the Japanese pilots. The type of traffic one encounters includes fishing vessels and
self propelled flat barges that ply between the numerous industrial ports. This cross traffic
thickens during night when the barge traffic increases. Fishing vessels abound by lending
credence to the long standing observation that in Japanese waters there are ‘more fishing
vessels than fish’.

In this manner, certain zones in the world can be marked out on the basis of traffic trends
judiciously blended with one’s own experience. At all times the following risk-alleviation
measures rate high in priority:

 Always ensure that the latest chart, up to date in all respects is in use.
 All voyage publications are of the latest edition and updated per latest notice to mariners.
 Efficient Look-Outs are posted whenever required.
 Standing and specific instructions from the Master are well understood and strictly
complied with, especially the guidelines to call for the Master’s presence on the bridge.

Deep Sea Navigation

Ocean routing defines deep-sea navigation tracks as voyages that transcend land marks across
oceans and seas.
 Voyages to and from ports on either side of the Atlantic and Pacific oceans, Mediterranean ,
Arabian and South China Seas, Indian and the Southern oceans requires ships to adopt deep
sea navigation.

The potential risk use to arise when obtaining position was difficult due to weather patterns and
exposure to the elements without the presence of the ever protective ‘lee’ of the nearby land.
However, in this day and age technology has come a long way in managing this risk. Global
Positioning Systems (GPS) have revolutionized position fixing methodology. Weather satellites
in orbit track low pressure systems that fore-warn ships enabling them to take timely evasive
action.
The potential risk of the adverse weather in deep sea navigation lies in the low-pressure
systems that deepen into depressions and strengthen into devastating storms that either remain
stationary or move with an unpredictable course and speed. Certain areas such as the North
Atlantic, Pacific and China seas, the Bay of Biscay, the Cape of Good Hope are areas of heavy
and boisterous weather. In deep sea navigation, weather pattern plays an important role in
ocean passage planning. The ORM process in identification, assessment, controlling and
monitoring the hazards has its controlling documents in the form of weather routing charts on
the one hand and the ship stability and trading patterns on the other.

The following ship documents need to be generated to control and monitor

risk as the trans-oceanic voyage progresses:
 Weather routing charts and weather reports from weather reporting stations situated in the
vicinity.
 Ship’s Stability calculations showing the departure and arrival condition including the worst
stability condition.
 Ships cargo plan showing cargo type and risk identification notes such as angle of repose for
bulk cargoes and calculated GM curve. For break-bulk deadweight cargoes, such as steel coils
and slabs, the securing arrangements are important.

The bulk of mishaps that the potential risk culminates in such deep sea navigation routes are
attributed to shifting of heavy deadweight cargoes during heavy weather leading hull to ingress
of water from the hull and thereafter to uncontrolled flooding of the space. As bulkheads begin
to collapse, the ship ultimately capsizes. Another sequence of events that contribute to
disastrous accidents during heavy the ingress of water from the hatch covers as the ship
labours through a boisterous seaway taking on seas on the forward hatch covers.

Though the cause is different from the reason pertaining to shifting of cargo the end result is the
same and is always a source of concern to the maritime community.
Preventive and proactive steps can be taken to counter the risk of deep sea navigation as
outlined above. The following steps are significant:

1. Planning the stability of the ship for an ocean passage starts at the loading stage itself and is
achieved by:
  Homogenous distribution of bulk cargoes with very careful consideration to the sea-going
stresses likely to build-up. The ship’s Loadicator is an excellent aid towards achieving
optimum stress and the stability condition.
 Calculation of optimum stability throughout the voyage by taking into account the
consumption or supply of bunkers and / or putting in or discharging ballast allowing for ship’s
age. Even though every ship is maintained to bear the same stresses throughout her life,
experience has shown that when loading and facing adverse weather the age factor needs to
be taken into account.

Metacentric height or the GM of the ship to determine stiff or tender condition. Knowledge of
characteristics tendency of ships relating to stability such as :
 Container ships and car carrier are predominantly tender due to their high windage or
freeboard.
 Bulk carriers on the other hand are predominantly stiff due to heavy cargoes loaded lower down
in the hold.

The securing of cargoes and the trimming of bulk cargoes are operations that merit close
attention during loading operations. To ensure even and trimmed loading, careful attention
needs to be given at completion time while trimming chutes can be used to push bulk cargo into
the wings.

2. Remember that:
 Stiff ships often put heavy pressure on cargo lashings due to the rolling periods being
small
 Tender ships on the other and have small righting levers that may keep a ship for several
seconds at the extremity of the roll allowing poorly trimmed light bulk cargoes to shift in
partly filled compartments.

Appropriate rules cover these conditions and strict compliance is needed.

3. Ocean passage in foul weather conditions is a risk-infested activity as the unknown elements
come to fore. Signing up with a recognised weather routing organisation controls this risk. Shore
based weather routing advisories constantly upgrade the status of weather systems including
the state of the sea and swell on the ship’s course line and advice the best course to follow. The
suggested course gives adverse weather and sea conditions a wide berth. Ship handling in
heavy weather requires constant attention to ensure that the ship does not become too
vulnerable to beam swell, synchronous rolling and pitching.

Synchronous Rolling & Pitching

When the ships roll period is equal to that of the apparent wave period, each roll is boosted by
the wave and a condition of synchronous rolling is set up. An alteration of course rapidly helps
to change the apparent wave period. Heavy rolling places high stresses on the transverse
structure of the ship. Synchronous pitching occurs when the period of pitch is equal to that of
the encounter. The condition causes excessive racing on the engine governor as the propeller
emerges from the water. A reduction of engine speed will destroy the condition both
thesynchronous roll and pitch place enormous amount of stress on the structure of the ship.

Conclusion.
Managing Navigational Risks is best approached by breaking up the process into voyage cycles
namely Inland, Coastal and Deep sea navigation . Each category a different and unique risk
profile and as such, a different ORM technique.

Common to all the categories is the importance of having the latest charts and publications for
the area covered by the voyage. Compliance with the mandatory requirement of keeping good
look-out duties and the well-rested and fit watch-keeper within the meaning of the Bridge

Procedure Code is equally important.

The conduct of the ship’s navigation under pilotage is best learnt during the cadetship
programmes both on deck and in the bridge. This observation and the actual carrying out of
duties as instructed adds invaluable experience that would come in good stead during the later
period of independent watch keeping.

A thorough understanding and the application of the COLREGS-72 is a fundamental

requirement of a navigator. Understanding traffic directional patterns for the area is very
essential in order to take timely action as per the COLREGS-72.
Knowledge of relationship between the ship’s stability condition and the effect of heavy weather
is very important to the planning of ocean passages. The best plan implementation is always
before the commencement of the voyage.

The securing and trimming operations as the case may be should always be viewed as a risk
factor to be controlled. Heavy cargoes breaking loose from its lashing or bulk cargo shifting in
rough weather is a real danger to the safety and integrity of the ship. Always remember that
once either of these two events begins to occur in rough seas, there is nothing that can be done
about the situation steadily deteriorates into a disaster.

What is risk mitigation?

Risk mitigation refers to the process of planning and developing methods and options to reduce
threats—or risks—to project objectives. A project team might implement risk mitigation
strategies to identify, monitor and evaluate risks and consequences inherent to completing a
specific project, such as new product creation. Risk mitigation also includes the actions put into
place to deal with issues and the effects of those issues regarding a project.
Risk Acceptance

Risk acceptance does not reduce any effects however it is still considered a strategy. This
strategy is a common option when the cost of other risk management options such as
avoidance or limitation may outweigh the cost of the risk itself. A company that doesn’t want
to spend a lot of money on avoiding risks that do not have a high possibility of occurring will
use the risk acceptance strategy.

Risk Avoidance

Risk avoidance is the opposite of risk acceptance. It is the action that avoids any exposure to
the risk whatsoever. It’s important to note that risk avoidance is usually the most expensive of
all risk mitigation options.

Risk Limitation

Risk limitation is the most common risk management strategy used by businesses. This
strategy limits a company’s exposure by taking some action. It is a strategy employing a bit of
risk acceptance along with a bit of risk avoidance or an average of both. An examp le of risk
limitation would be a company accepting that a disk drive may fail and avoiding a long period
of failure by having backups.
Risk Transference

Risk transference is the involvement of handing risk off to a willing third party. For example,
numerous companies outsource certain operations such as customer service, payroll
services, etc. This can be beneficial for a company if a transferred risk is not a core
competency of that company. It can also be used so a company can focus more on its core
competencies.

Offloading your risk by transferring it.

So how can I be a leader in Business Continuity Management (BCM) Governance, Risk and
Compliance (GRC) and balance my risks and opportunities? All of these four risk
mitigation strategies require monitoring. Vigilance is needed so that you can recognize
and interpret changes to the impact of that risk.

How to Apply the Four Risk Mitigation Types

Let’s use the risk of a cybersecurity breach as an example of how to apply each of these
mitigation strategies:

Avoid the risk: The company can avoid the risk of a cybersecurity breach by refraining from
using certain technologies that are vulnerable to hacking or minimizing its usage. Th e
organization can also limit access to certain data or systems to minimize the avenues that a
hacker or malicious actor can use to gain access to sensitive information or infrastructure.

Reduce the risk: The company can reduce the risk of a cybersecurity breach by investing in
cyber security measures such as encryption, firewalls, and stronger passwords. The
company could also conduct security assessments on a regular basis to identify
vulnerabilities and patch them in time.

Transfer the risk: The company can transfer the risk of a cybersecurity breach to third-party
vendors or external service providers who have specialized expertise in managing
cybersecurity risks. By using the services and solutions provided by these vendors, the
company can shift some of the risk to them, while maintaining overall oversight of cyber
security capabilities through close monitoring and audit.

Accept the risk: Despite all these prevention and safety measures, it may not be possible to
eliminate the risk of a cybersecurity breach entirely. In that case, it is important for the
organization to accept some level of risk and implement plans to respond effectively to a
security incident. This could include response and recovery plans and using technology to
detect threats and malicious activity as soon as possible.

By incorporating these four types of risk mitigation, the company can take a comprehensive
approach to managing the risk of a cybersecurity breach and be better prepared to prevent,
respond, and mitigate this potential threat.

How Do You Start Mitigating Risk?

It’s simple: with a plan. There are a few essential items to include in a risk management plan:

 a list of individual risks

 a rating of each risk based on likelihood and impact
 an assessment of current processes and controls
 a plan of action

Starting from the top and working your way to a plan of action for each individual risk will
constitute your risk management plan.

The Corporate Risk Mitigation Checklist

1. Gain management support. This gets overlooked a lot, but it’s very important. You
have to communicate with management about the importance of assessing (and
reassessing) risk and get their buy-in. Otherwise everything else you do will likely be
for nothing.
2. Identify team members. Who’s going to help you conduct the risk assessment?
Needed are a leader, subject matter experts, and technical writers. The SMEs are key;
you need to get to the operational leadership to be able to obtain a clear, informed
view of the risks facing the company.
3. Identify risks. What are the areas externally and internally that pose threats to the
organization? Think about natural disasters, technological risks, risks involving single
points of failure (whether they reside in equipment or people), and risks arising from
your location. For more on identifying risks, see this post on conducting threat and risk
assessments.
4. Assess and prioritize the risks. Evaluate risks in terms of how severe the impact
would be if they occurred and also the likelihood of their occurring. Prioritize in this
order:
 High impact and highly likely to occur
 High impact and less likely to occur
 Low impact and highly likely to occur
  Low impact and less likely to occur

5. Determine mitigation options.

The main risk mitigation options are:

 Avoid the risk (exit activities that bring it on or turn over to a third party)
 Reduce the risk (take steps to reduce the likelihood of a negative event
occurring)
 Accept the risk (live with the risk, acknowledging that if the threat occurs the
organization will have to bear the consequences)

6. Develop the mitigation plan. Work out what approach the company will take to deal
with each of its high priority risks.
7. Test the plan. Where appropriate, test the mitigation solutions or steps to ensure they
are working as intended.
8. Implement the plan. Execute on the mitigation plan as developed and tested.
9. Monitor the plan. Keep taps on the progress of your implementation as well as on the
business environment, which is subject to change.
10. Review and update the plan. Repeat steps 3-8 on a continuous basis in recognition
of the fact that risk mitigation is not a project but an on-going process.

Risk Assessment for Ships: A General Overview

Risk is like queering someone or something valued to an unknown or anticipated danger, harm,
or loss. Even though there is no such universally accepted general definition of risk, but one
commonly applied and authoritative resolution in most industrial contexts, defines risk as “A
combination of the probability, or frequency, of occurrence of a defined hazard and the
magnitude of the consequences of the occurrence.”

According to International Maritime Organization (IMO), risk is the “combination of the

frequency and the severity of the consequence”, thereby articulates two components of the
likelihood of occurrence and the probability of severity of the (un)predictable consequences.
Tool Box Meeting
 “Safety management objectives of the company should…establish safeguards against all
identified risks” so has it been stated in the paragraph [Link] of the ISM Code (International
Safety Management Code). However this does not determine any particular approach to the
risk management theory, and it is for the company itself to choose methods appropriate in
accordance with its organizational structure, its ships and trades. The methods could vary
accordingly but how ever more or less formal they are, they should be well organised and
planned if assessment and responses are meant to be completed and act effectively, and also
the entire exercise should be documented in drafts or amendments so as to provide evidence
of the decision-making process.
Basically the risk assessment process is concerned with observing the company’s activities and
operations, identifying what might go wrong, and deciding upon what should be done in order to
prevent it. The areas pertained to are:

 Identification of hazards
 Assessment of the risks concerned
 Application of controls to reduce the risks
 Monitoring of the effectiveness of the controls

The most relevant risks to monitor are:

 Health and safety issues of individuals involved directly or indirectly in the activity, or
those who may be otherwise affected
 Property of the company and others
 The environment

How Deck Officers Should Do Risk Assessment On Ships?

The Oxford dictionary defines the word risk as “a situation involving exposure to danger”. The
word probably isn’t as clear as it is to a seafarer for it is quite established now that working on
board a merchant ship is a job open to a variety of dangers.
01:0
With the rising levels of paperwork pertaining to a plethora of rules and regulations and the
implementation of the ISM Code, has come around a term that is heard quite often on board-
“Risk Assessment”.

Most officers generally take the term for granted, as there are probably already ten other jobs
lined up on deck for him to oversee! However, such an assessment is only the first path to
achieve a safe work culture wherein safety measures aren’t just put on paper but also
implemented practically and with gusto.

No job can ever be valued more than human life and therefore it is important to put strict
emphasis on risk assessment and its procedures.
The IMO defines risk as “The combination of the frequency and the severity of the
consequence”. In other words, the governing body in shipping implies that there is

a) The probability of occurrence, and

b) The extent of the damage, if caused.

Therefore, it is a given that the officer in charge formulating and executing the risk assessment
should be extremely well versed with the job at hand and the hazards as well as the preventive
measures associated with it.
The process of risk assessment would typically involve following stages:

1. Gathering the required data and familiarization with that data

This process involves the personnel in charge to gather all the relevant information with respect
to the job against which a risk assessment is to be undertaken. For example, a ‘working aloft’
task would involve assimilating the data regarding the area where the work is to take place, the
available safety equipment for working aloft, a clear appraisal of the people capable and
qualified to execute the job with respectable ease, medical expertise at disposal should
something go awry etc.

Familiarization would mean that the officer in charge of the risk assessment is thorough with the
area of the ship where the work is to be carried out and is not a mere external assessor. Such
should be considered for all the other aspects mentioned with regard to the gathering of data so
that he may make the most accurate judgment of any kind of incident that may arise.
2. Identifying the hazards involved with the data at hand taking into account the practical
observations

With experience and diligence on behalf of the officer, identifying the hazards would
automatically involve everything which is occupational as well as that which is mechanical.
Mechanical malfunction would be an unnecessary occurrence for it is something that can be
easily brought under maximum possible control with prior checks and repairs.

Any equipment to be used in the job must be double checked and then checked again! When a
man’s life is involved, no effort should be spared to absolutely ensure total and complete safety.

To bring into perspective, a small tear in the safety harness might seem insignificant but under
suspended weight it might result in a torn harness and a lost life.

© filigor – [Link]

3. Analyzing the risks associated with the pending job

The IACS classifies risks into the following:

 Trivial
 Tolerable
 Moderate
 Substantial
 Intolerable

Needless to say, the risks associated with each of the above points ascend in magnitude.
Actions and measures should be put in place as per the analyzed amount of danger for the job.
Risks are occupational hazards that can tantamount to grave if not understood to the very basic.
For example, an ‘enclosed space’ job obviously demands supreme caution and all associated
risks such as that of asphyxiation, poisoning, possible flammability of gases etc. should be
accounted for in the analysis.
4. Assessment of the risks involved (probability of occurrence and the extent of probable
damage)

The IACS uses a term ALARP which means that the risk should be reduced to a level that is as
low as reasonably possible. This is applicable to the point of risk control as well. Assessment of
risks would involve that each and every practical hazard, the risks associated with them, the
supervising personnel as well the controlling measures are determined with precision to a level
that is achievable.

Just creating a ‘Risk Assessment’, for which is signed by the Chief Mate and the Bosun, might
be documentary execution but it shouldn’t be ignored that the person performing a job
dangerous to call for a risk assessment has his life in jeopardy if all the steps aren’t taken to the
level of achievable precision. As a formality, the document gets filled and filed away, fulfilling
company policy and other regulations; however, in practicality, it is implementation that can
make or break the safety culture of work onboard.

5. Risk control, i.e., measures to prevent mishap and/or minimising the damage in case
of any incident

The process of risk control would automatically become easy if the rest of the points earlier are
adhered to. Vigilance on the part of the officer cannot be emphasised on more. The most
important aspect of control would be to have all medical equipment on standby, which doesn’t
imply a negative approach to a job but it does imply an ingrained safety culture.

All safety equipment in use for the work to be carried out must be inspected by the officer as the
ones carrying out the work thoroughly. Approval to use them should be given once both sides
are satisfied to its operational integrity. It is not something that demands a lot of time but its
impact can decide life or death.
Essential, risk is not something that is constant, concrete and tangible. Dangers arise from the
most unexpected corners and sometimes too much is not enough. However, as far as possible,
the idea and practice of safety as a permanent and ingrained feature in the process of decision
making and shipboard operations should be inculcated into everyone.

Types of Risk Assessments on a Ship

Formal risk assessment: You work as a team in a formal risk assessment scenario. Start the
meeting with a detailed hazard assessment, complete all the risk analysis steps as detailed
above, and log down the process in a specific form.

Informal risk assessment: This is complementary to the formal process. Please don’t make
the mistake of thinking that it can replace a formal risk assessment. This is more an individual
task based on the daily activities a person is tasked with.

Qualitative Risk Assessments: In qualitative risk assessment, simple methods are used for
risk evaluation. There is no need for advanced skills, and the assessment can be done using
non-numerical techniques. Risk matrices used on ships are a relevant marine risk assessment
example.

Quantitative Risk Assessment: On the other hand, complex methods are used in quantitative
risk assessments and involve special software capable of precisely calculating the numerical
value of the risks. There is specially developed software for use in highly hazardous operations.
High levels of knowledge and skills are required.

Semi-Quantitative Risk Assessment: There is also something called semi-quantitative risk

assessment that sits somewhere in between both extremes. Here, numerical values help
calculate the risks without using any special applications or software.

Ways of Handling the Risk Onboard

Once you have done a risk analysis and identified a potential danger on board a ship, there are
four ways to handle it.

1. Simply avoid the risk

If the work in question cannot be left unfinished, this is not the best option but is often the
only route to take, keeping in mind safety concerns. For example, if a ship has to be
abandoned in rough weather, you cannot avoid it and choose to weather out the storm.
2. Reducing the potential risk impacts

Here, you can focus on reducing either the consequence of risk or the likelihood of loss from
the risk or both. More often than not, the probability of the risk occurring will decrease, but
there could be instances when the consequence alone is reduced. Taking extra precautions is
often the best way to achieve this.

3. A third party takes up the risk

Although not the most common option with seafarers, there is the option of bringing in third-
party contractual technicians or specialists and transferring some of the risks to them. An
example of risk transfer strategy is maritime companies getting insurance solutions to protect
certain aspects of their operation such as machines or equipment.

4. Retain the risk

The last way to deal with a risk is to retain it and continue proceeding with the project as
planned. This is certainly not the best option except when the risk is low and there’s not much
that can be practically done.

Why is Risk Assessment Important Onboard?

Risk assessment onboard ship is crucial because it helps identify and manage potential
hazards, ensuring the safety of the vessel, its crew, and the environment. It is needed to
prevent accidents, reduce risks, and comply with safety standards. Without proper risk
assessment, maritime operations can become dangerous and unpredictable.

What is the Purpose of Assessing Risks in the Ship Risk Assessment

Process?

The purpose of risk assessment in ship is to systematically identify, analyze, and evaluate
potential hazards and their associated risks. This systematic maritime risk analysis can lead to
informed decisions to control these risks effectively.
SHIP’S AWARENESS:

CREW ACCIDENT & SHIP ACCIDENT

Conclusion
Risk assessment for ships should be continual, flexible, reviewed regularly to improve safety
and preventing pollution. Since ‘risk’ is never a constant or concrete entity, the divergence of the
nature of perception and anticipation the level of danger from the risk undertaken is resolved by
experience, training and disposition. Human behaviour towards issues, general awareness, and
constant vigilance of those involved, all play a vital role in the organisation’s decision-making
process in the risk assessment in ship operations.