lookout issue01 11

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[Contd. on page 2]

EvaluationOUTSTANDING

Excellent

Very Good

Average

Below Average

Issue: 01/2011

AppraisalsDear Colleagues,Another year has gone

by.

It has been a good year for

our QHSE performance.

Our PSC statistics are

better and injury rates

have reduced.

Our pre-sea training

college in Mumbai has

expanded capacity and

240 students will pass

out each year. From April,

we will also be starting

2nd Mates competency

preparatory courses in

Delhi.

Since your performance

defines the quality of

service to our clients, we

have decided to focus

on Appraisals in this

issue. It is important

that appraisals are done

seriously, as they are an

opportunity to improve the

individuals performance.

We hope you find the

advice useful.

We wish you a safe year

ahead!

Pradeep Chawla

APPRAISALSAPPRAISALS

Editorial

Appraisals

Heavy Weather Injuries

Did You Know?

Hot spots Good Practice

Shipboard Concentrated

QHSE Campaign No. 4

Medical Care On BoardShip and Ashore

MLC 2006

Regulation Update

LAZY

BAD

ATt I TUDE

SLOW

Appraisals are essential to build up a profile of an employee. This profile is needed for

promotions and for choosing the person for specific tasks that may be suited to the

individuals strengths.

The career of a person is dependent on your appraisals; hence it is important that they are

done seriously and in a fair manner. Aim should be to mention the individual strengths and

not focus only on the weaknesses. An appraisal is an opportunity to improve the individual.

Any discussion of Performance Appraisals would not be complete without mentioning some

of the more common errors made by appraisers. It should be noted that these mistakes are

universal in nature and should be viewed as tendencies that even experienced appraisers

have to be on guard against.

Halo Effect: This refers to the tendency to rate an individual either high or low on all facets

of the job because the appraiser likes or dislikes one aspect of the individuals performance.

e.g. High confidence level of an individual.

Central Tendency: This refers to the problem of rating all employees as middle or average

performers. In effect, this keep the peace appraisal strategy punishes superior performance

and rewards mediocrity.

Personal Bias: Refers to the unfortunate tendency of some appraisers to rate an employeeunfairly because of the appraisers personal feelings or biases about an individual or

individuals.

Like-Me: This refers to appraisers who have a tendency to rate employees higher who

are closer to themselves in style, attitudes, and work habits than employees who exhibit

different characteristics.


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[Contd. from page 1]

Use Bias: This refers to the tendency of letting the purpose of the appraisal unduly influence the ratings. In other words,

raters may be more critical of performance when appraisals are used for developmental reasons than for appraisals used

for promotion.

Giving evaluations can be difficult. Some individuals react to criticism defensively. And, sometimes, no one understands

what merits a positive evaluation. If your employees feel that you take it easy on some of them while coming down hard

on others, resentment is inevitable.

Be specific: when you evaluate a worker, give specific examples of what the employee did to achieve or fall short of

the goal.

Give deadlines: If you want to see improvement, give the worker a timeline to turn things around. If you expect somethingto be done by a certain date, say so.

Be realistic: If you set unrealistic or impossible goals and standards, everyone will be disheartened and will have little

incentive to do their best if they know they will always fall short. Dont make your standards too easy to achieve, but do

take into account the realities of your workplace.

Be honest: If you avoid telling a worker about performance problems, the worker wont know that he or she needs to

improve. Be sure to give the bad news, even if it is uncomfortable.

Be complete: Write your evaluation so that an outsider

reading it would be able to understand exactly what

happened and why.

Contributed by Capt. Sanjeev Mathur

Never under estimate the power of the sea!

An absolutely fundamental element of passage planning

is to assess the risk involved in a particular voyage and

one hazard, that will always be present is Heavy Weather.

Some of the other hazards associated with heavy

weather are:

1. Exaggerated movements increase the risk of slips,

trips and falls in cluttered work spaces

2. Personnel (crush) injuries due to unexpected

movements of unsecured moveable objects, i.e.

doors, etc

3. Killed or injured (due to impact) when a wave is washed

inboard particularly at the forward end of the ship.

Do not venture out or work on deck, without explicit

permission of the Master.

MAIB accident database records show that in the past

10 years - 17 injuries, 22 accidents and 4 fatalities

occurred of which largest proportion of them were on

container ships.

Always comply with the Companys heavy weather

checklist D/12 & always Stay Alert!

Contributed by Capt. Nimit Gupta

A 40 foot tall tree needs to be cut to make 16.67 reams

(500 sheets each) of copy paper.

One ton of paper requires 208000 litres of water,46 kilograms of sulphur, 159 kilograms of lime,

131 kilograms of clay, 1200 kilograms of coal, 9

kilograms of dyes and pigments and 112 kilowatt

hours of power!

You can contribute to saving trees and conserve energy

with each page of paper you save by taking a few simple

steps and using a little bit of your time. Heres how:

1. Reduce margins on all sides before you print. This

will result in approximately 5% reduction in paper

consumption.

2. Use both sides of the paper, if possible. Check yourprinter for instructions on how this can be done. Most

of the printers have a facility for printing on both sides

of the paper, manually or automatically. This will result

in a 50% reduction of paper consumption.

3. For un-important and non-official printouts, you may

use rough paper (used paper). This will result in 100%

reduction of paper consumption.


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Shipboard Concentrated QHSECampaign No. 4

Medical Care On Board Shipand Ashore MLC 2006

Summary of deficiencies noted in the campaign

conducted from Oct to Dec 2010 MARPOL and PSC

deficiencies

1. Spare set of Filter Cartridges (EMS 204 - Part 1,

3.4.9)/Spare Bilge Pump Motor & Stator (EMS 204

Part 1, 3.4.11) not onboard2. Sewage Treatment/Holding Tank & Bilge Holding

Tank manholes not sealed with Environment Seals

(EMS 204 Part 1, 3.5.4))

3. Valid Flag State certificates/endorsements for crew

pending/not onboard (MSM 201, 11.2.2)

4. Oil Content Meter No certificate issued by shipyard

for OWS test/No records onboard (EMS 204

Part 1, 3.4.6)

5. Vent head floats for ballast air pipes damaged (MTM

208, 7.7.2)

6. Environmental Compliance Reporting Form/Declaration not signed by off signers (EMS 204

Part 1, Annex 4)

7. Various oil leakages in Engine Room (H & S 202,

7.4.10)

8. Environment seals insufficient/Spares not onboard

(EMS 204 Part 1, 3.6.2)

9. All the Bunker Delivery Notes (BDN) records for past

3 years not onboard (SBP 201A, 11.6.3)

Contributed by -Praveen Kumar, C/E LPG/C Oriental Queen

The ILOs Maritime Labour Convention, 2006, provides

comprehensive rights and protection at work for theseafarers, defining standards applicable to the entire

industry.

The MLC has been described as the seafarers bill of

rights

(2) Auxiliary engine base of turbo charger at

exhaust gas inlet temperature was 276 deg. C.

Insulation renewed

Fi na l tempera tu re

49 deg C

(1) Auxiliary engine turbo charger outlet exhaust

gas thermometer pocket was 250 deg. C.

Glass wool clad

pads were fixed on

all three A/Es Final temperature

63 deg C

(3) All indicator cocks were indicating a

temperature range of 250-296 deg. C.

Shield box for

indicator cocks with

an opening at the

top, which was in

use earlier.

Shield box for

indicator cocks with

opening fabricated

on the side (post

box type) only

Final temperature

43 deg. C

[Contd. on page 4]

Hot Spots Good Practice

Refer to Company SMS Manual H & S 7.4.3.5


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lookout issue01 11

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