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Time for fireworks: Dow tops 17,000!

By Melvin Backman  @ CNNMoneyInvest July 3, 2014: 1:19 PM ET

 

NEW YORK (CNNMoney)

 

U.S. stock markets closed at 1 p.m. Thursday, but they got the fireworks going early. The Dow finally hit 17,000!Many see it as just a psychological threshold, but it's a level U.S. stocks have never seen before, and it comes a mere six months after the Dow crossed 16,000.

 

All three major indexes closed higher Thursday. The Dow Jones Industrial Average finished at an all-time high of around 17,068 (up nearly 1.3% for the week). The S&P 500 also closed at a record level, hitting 1,985 for the first time. The tech-heavy Nasdaq Composite rounded up the week up 2%.

 

Here are the highlights of a great week:

 

Jobs Bonanza: A strong June job reports drove the optimism in the stock market. The U.S. economy added 288,000 jobs last month, and the unemployment rate fell to 6.1%, down from 6.3% in May. That was much better than economists or Wall Street expected.

 

Treasuries react to jobs report: The bond market is moving to sell after the jobs report and Federal Reserve chair Janet Yellen's comments yesterday that the central bank will not use interest rates to pop any potential bubbles in the markets. Bond yields are up to 2.64%, a sign of the improving economy.

 

Gold investors area bit skittish, with the precious metal's price dropping nearly 0.75% to around $1,321 an ounce.

 

Bow Wow -- PetSmart stock spikes: PetSmart (PETM) shares were howling at the moon, up 12.5% after hedge fund Jana Partners announced a 9.9% stake with intentions of exploring a sale of the company.

 

In other moves, embattled clothiers American Apparel (APP) and Lululemon (LULU) traded higher. Shares in the two are finished nearly 5% and almost 3% higher, respectively. There's a lot of news around American Apparel, where Reuters reports that former CEO Dov Charney has handed off his stake to hedge fund Standard General. The Wall Street Journal is reporting that former Lululemon chair and founder Chip Wilson is trying to take the company private.

 

Intel (INTC, Tech30) shares are up 20% so far this year, making it the second best performing stock in the Dow.

 

PCs aren't dead! Intel is soaring

Independence Dog: It's also fun to note that Nathan's Famous (NATH) hot dogs, sponsor of Coney Island's annual July 4 hot dog-eating contest, is a publicly traded company. The stock is down slightly Thursday, but it's up over 7% so far in 2014 and has truly been a "top dog" in recent years.

Overseas Markets: European markets are were higher in afternoon trading, with the FTSE 100 up more than 0.7%. Asian markets were mixed, and Australia's stock market jumped a nice 0.7%. 

New tools to fight tuberculosis and other chronic infections

News from European Commission - Research and Innovation

© sudok1 - Fotolia.com

A groundbreaking European research project focused on tuberculosis (TB) diagnosis and treatment has developed potentially life-saving novel drug candidates and new diagnostics for the condition.

TB is one of the world’s most persistent diseases, and even today, despite medical advances, it still claims around 1.45 million lives worldwide each year. A key reason TB is still a menace is inadequate diagnosis and the ability of the TB-pathogen to adapt to antibiotics. Its drug resistance is a public health problem that threatens progress made in TB care and control worldwide.

The project, NOPERSIST, applied advances in molecular biology and the sequencing of TB genomes (the genetic material of an organism) to better understand the disease and other infections such as HIV.

The research team used novel strategies that could lead to efficient and accurate TB diagnosis and treatment of other persistent infections. These results include the world's first blood test for active TB; a rapid, three-hour test for bovine TB; a novel drug cocktail candidate for multi-drug-resistant tuberculosis (MDR-TB); a new drug candidate for TB; and molecular tests for diseases in pigs. NOPERSIST team also successfully developed a novel adjuvant – or vaccine booster - that could be widely used to create all kinds of vaccines, not only for TB.

The project’s breakthroughs are even more exceptional given that diagnoses of these infections are extremely difficult and time-consuming, and no efficient, cost effective tests have been available until now.

“NOPERSIST has been unusually innovative which is evident by the fact that five European patents have been filed out of the project,” says NOPERSIST’s project coordinator Prof. Mahavir Singh, from Lionex, a biotech company based in Brunswick, Germany.

Prof. Singh explains that much of the success was down to the application of medical advances in molecular biology and the availability of new information generated after sequencing the TB genome.

“Molecular biology and immunology helped significantly in discovering and developing novel biomarkers as a diagnostic test, as well as a novel adjuvant,” he says. “In addition, genome sequencing helped partners focus on veterinary diseases in cattle and swine. Tests based on genome sequencing results will shortly be developed for some veterinary diseases.”

Prof. Singh adds that with a diagnostic market of TB worth nearly €1 billion, NOPERSIST’s new leads could bring novel products on the market, delivering a major competitive advantage to European industry. “The new active TB tests have an excellent chance of becoming the major diagnostic tool for TB,” he says. Further research planned under the follow-up project, Demo-NOPERSIST, is expected to bring the diagnostic products on the market within the next 2-3 years.

Prof. Singh believes the project team has not merely learnt about the mechanisms of drug resistance in TB and improved current techniques for rapid detection, but it has also stimulated the exploration of new targets for drug activity and drug development. 

“NOPERSIST project was a good example of how a motivated research team performing a highly ambitious project with a small budget can really achieve its objectives, and have significant social and economic impact on human health in Europe and elsewhere,” he concludes.

Nearly nine million people around the world became sick with TB in 2011, according to the US-based Center for Disease Control and Prevention.Drug-resistant TB - which occurs when the bacteria develops the ability to withstand antibiotic attack - is difficult and costly to treat. It can be fatal, and an estimated 650,000 people worldwide have MDR-TB.

Note :

Project details

Project acronym: NOPERSIST

Participants: Germany (Coordinator), Sweden, UK, Switzerland, Hungary, Italy, Belgium, Spain

FP7 Proj. N° 232188

Total costs: € 1 714 410EU contribution: € 1 319 990

Duration: January 2010 - December 2012

MALAYSIAN ECONOMIC MONITOR - WORLD BANK

BOOSTING TRADE COMPETITIVENESS

Following the review of near-term developments and outlook, the thematic chapter of this Economic Monitor analyzes structural trends in trade competitiveness.

Trade competitiveness is measured as Malaysia’s ability to grow its exports and the domestic value-added embodied within them, leveraging foreign demand and knowledge to support its transformation to a high income nation.

Nearly 60 percent of value-added produced in Malaysia was ultimately consumed by foreigners in 2009 – one of the highest shares in the world.

The share of Malaysia’s GDP consumed in foreign markets includes the value-added of exporting firms and also of suppliers to export-oriented industries. Thus the actual significance of external demand to the Malaysian economy is higher than it appears from net exports (22 percent of GDP) or the output from externally-oriented industries (38 percent of GDP).

The export engine appears to have been faltering since before the Global Financial Crisis.

The share of exports of goods and services in Malaysia’s GDP declined by nearly 30 percentage points between 2005 and 2013. Unlike Thailand, Vietnam and Korea, which saw market shares expand, Malaysia’s share shrunk from 1.35 to 1.22 percent in that period. However, Malaysian exports have included a higher portion of domestic value-added, mitigating the impact of the decline in gross shares.

The decline in exports has been concentrated in Malaysia’s core export product segment – E&E products.

E&E exports as a share of GDP declined from about 38 percent between 2002 and 2004 to 18 percent in 2013, and Malaysia’s market share in the period declined from 5.25 percent to 3.74 percent of global E&E exports. Meanwhile, exports of commodities, and commodity-related manufactures such as petrochemicals expanded, but not enough to compensate the decline in E&E exports.

The domestic value-added of Malaysian E&E exports is relatively low due to limited domestic linkages.

Malaysia remains an integral part of the E&E global value chain, but at 44 percent the share of valueadded  in exports is relatively low. This is partly due to limited domestic linkages. Compared to other countries, the contribution from domestic intermediaries to the value-added of exports is only 7 percent in Malaysia compared to 31 percent in Korea. This finding is supported by analysis of enterprise survey data, which finds that multinationals in Malaysia source less than 40 percent of their inputs from domestic firms compared to 46 percent in Vietnam and 82 percent in China.

Exports of services have also lagged and remain an area of significant potential.

Malaysia has few services-exporting firms and at 12 percent of GDP services exports are below what would  be expected for a country at its level of income.

‘Behind the borders’ restrictions hinders export growth and limits linkages between domestic providers and export-oriented industries.

Although the Government has recently embarked on a liberalization of services  sectors, many are still relatively restrictive as measured by the World Bank’s Services Trade. Restrictiveness index and assessment of the burden of non-tariff measures. Professional and transport services are more restrictive on average than most countries in East Asia for example. A restrictive domestic environment reduces incentives for exporting, and for exporting firms to buy more domestic value-added. Barriers are not limited to ownership restrictions, but extend to licensing and regulations that limit domestic competition.

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KUMPULAN INOVATIF DAN KREATIF (KIK) - OLEH NIK ZAFRI

Maklumbalas dari MAMPU - Pengarang ingin merakamkan setinggi-tinggi terima kasih dan penghargaan.

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Salam Kegemilangan,Salam 1Malaysia:

Rakyat Didahulukan, Pencapaian Diutamakan.

Tuan,

Dengan segala hormatnya saya merujuk ulasan dan pandangan tuan pada 4 Jun 2014 berkaitan Kumpulan Inovatif dan Kreatif (KIK).

Pertamanya, saya bagi pihak MAMPU mengucapkan ribuan terima kasih atas ulasan dan pandangan yang diberikan. Sememangnya, pihak kami memerlukan ulasan dan pandangan yang sebegini bagi membolehkan penambahbaikan pentadbiran dan pengurusan bagi perkhidmatan awam dilaksanakan secara berterusan dan holistik.

Untuk makluman tuan, MAMPU sedang dalam proses mengkaji semula Panduan Mengenai KIK yang dikeluarkan pada tahun 2009 dalam memastikan usaha mentransformasikan penyampaian perkhidmatan dapat dilaksanakan dengan lebih berkesan. Langkah ini adalah selaras dengan gesaan YBhg. Tan Sri Dr. Ali Hamsa, Ketua Setiausaha Negara supaya KIK digerakkan dengan menggunakan pendekatan Strategi Lautan Biru Kebangsaan atau National Blue Ocean Strategy (NBOS) berikutan kejayaan inisiatif-inisiatif Kerajaan yang dilaksanakan melalui pendekatan tersebut.

Berhubung dengan cadangan tuan agar kajian penilaian keberkesanan KIK dilaksanakan dalam kalangan penjawat awam, MAMPU telahpun melaksanakan kajian pada pertengahan tahun ini bagi meninjau pandangan dan sejauhmana penerimaan serta ekspektasi kumpulan sasar (penjawat awam) sekiranya Panduan Mengenai KIK yang dikeluarkan pada tahun 2009 diperbaharui dengan memasukkan pendekatan baharu KIK. Selain daripada itu, kajian ini juga dilaksanakan bagi mengenalpasti aspek lain yang perlu ditambahbaik bagu memastikan penyediaan panduan KIK yang baharu lebih mantap dan bersesuaian dengan kehendak pelanggan dan stakeholders serta mampu memberikan impak yang lebih positif kepada pembudayaan kreativiti dan inovasi dalam perkhidmatan awam.

MAMPU juga mengambil maklum cadangan-cadangan lain yang disyorkan oleh pihak tuan sebagai input dalam membantu kami menyediakan panduan tersebut. Keprihatinan dan perhatian tuan dalam perkara ini amatlah kami hargai dan didahulukan dengan ucapan ribuan terima kasih.

Sekian.

Ketua Penolong Pengarah

Bahagian Penyelidikan Pengurusan

Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia

Jabatan Perdana Menteri

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KUMPULAN INOVATIF DAN KREATIF (KIK) PERKHIDMATAN AWAM MALAYSIA - OLEH NIK ZAFRI

Saya tertarik dengan inisiatif perkhidmatan awam yang berhasrat mewujudkan Kumpulan Inovatif dan Kreatif (KIK) sebagai menggantikan Kumpulan Mutu Kerja (KMK) yang telah berjaya pada tahap yang baik.

KIK; bagi saya; sebenarnya adalah sebahagian daripada rancangan penambahbaikan KMK. Dalam konteks TQM, KIK boleh dikategorikan sebagai 'Small Group Activities' (SGA) yang bersilang fungsi - dari semua unit, bahagian dan jabatan (konsep ini sangat terkenal di sektor-sektor swasta dan korporat yang ingin menjalankan peningkatan berterusan terhadap sistem dan kaedah kerja terutamanya yang telah mendapat persijilan ISO 9000)

Antara persoalan-persoalan utama tetapi tipikal sebelum memulakan KIK ialah :  

1) "Apa lagi yang boleh dilakukan?" (What else can be done?)

2) "Apa tindakan selanjutnya?" (What is the next action?)

kerana perlu diingatkan, KIK tidak tersilap mensasarkan menambahbaik sistem dan kaedah/metodoloji yang TELAH PUN TERATUR dalam sektor perkhidmatan awam. 

Yang penting ialah soalan seterusnya : 

1) "Jika tidak rosak, kenapa perbaikinya?" (if it's not broken, why fix it?) - sistem dan kaedah yang telah terbukti berjalan lancar - maka pada pendapat saya, tidak perlulah ditingkatkan lagi.

2) "Jika ada kekurangan, apakah kekurangan yang perlu diperbaiki?" Analisa jurang (gap analysis) perlu diadakan terlebih dahulu.

Di sini, adalah perlu agensi seperti Unit Pemodenan Tadbiran dan Perancangan Pengurusan Malaysia (MAMPU) perlu mengadakan satu sesi pra-penilaian dan pelaksanaan (umpamanya  mengambilkira elemen Tinjauan Kepuasan Kakitangan dll) secara keseluruhan terlebih dahulu (Wilayah Utara, Timur, Barat, Selatan dan Pusat) bagi mengenalpasti apa yang perlu ditingkatkan dan apa yang perlu dikekalkan supaya kakitangan perkhidmatan awam tidak merasa satu kejutan. 

Rasa saya, tidak cukup dengan hanya adanya panduan, dicadangkan dibuat penilaian terlebih dahulu. Juga yang penting di sini, kakitangan perkhidmatan awam yang memberikan input perlu diberikan kebebasan bersuara dan mengkritik secara konstruktif. Sistem pra-penilaian ini perlu telus.

Lain-lain kelemahan yang saya lihat - perkara yang paling penting, KIK yang ingin diperkenalkan WAJIB mengambilkira kehendak 'pihak yang berkepentingan' contohnya pengguna perkhidmatan iaitu orangramai yang berurusan dengan kerajaan. 

Walaupun mungkin data telah dikumpul dan dianalisa tetapi adakah data dan analisa malah rancangan penambaikan menerusi keputusan mesyuarat semakan semula masih boleh digunapakai? (tiada tarikh lupusnya - retention period?)

Kenapa saya tanyakan soalan ini ialah kerana KIK juga mengambilkira kepekaan terhadap perubahan global dan teknologi sebagai pemacunya.

Persepsi orangramai dan pengguna pada tahun 2014 sangat berbeza evolusi pemikiran, pengalaman dan kemahirannya dengan zaman KMK, TQM dan ISO 9000 diperkenalkan pada awal dan pertengahan 90an dahulu. Dewasa ini, dengan adanya persijilan ISO 9000 masih lagi belum mencukupi.

Dan oleh kerana sektor swasta, korporat termasuk GLC telah lama memulakan program seumpama ini, adalah baik, jika MAMPU bekerjasama dengan sektor swasta untuk menimba pengalaman perniagaan mereka.

Jadi, saya merasakan program KIK (dan pra-penilaian oleh MAMPU) perlu mengambilkira 

a) faktor dalaman,

b) kehendak pengguna/orangramai yang berurusan dengan kerajaan,

c) Mengambilkira pengalaman sektor swasta,

d) Mengambilkira lain-lain kehendak pihak yang berkepentingan,

e) Menyemak kembali data dan analisa yang sediada,

f) Melihat kembali keberkesanan Rancangan Penambahbaikan hasil dari Mesyuarat Semakan/Kajian Semula Pengurusan (ISO 9000)

(Lihat contoh yang dilakukan oleh Pelan Transformasi Pendidikan Malaysia di bawah YAB Timbalan Perdana Menteri selaku Menteri Pelajaran Malaysia, Tan Sri Muhyiddin Yassin. Walaupun agak baru dilaksanakan - ianya telah pun menunjukkan hasil yang baik pada peringkat awal pelaksanaan..Kenapa... kerana Kementerian Pendidikan mengadakan satu tinjauan besar-besaran malah melibatkan ibubapa termasuklah saya sendiri memberikan input)

Kemudian, hasil daripada tinjauan ini perlu dibentangkan supaya segenap lapisan masyarakat memahami apa yang cuba diperkenalkan dan ditingkatkan dalam perkhidmatan awam.

Selain itu, perlu disusuli dengan bengkel motivasi dan pembinaan pasukan atau secara 'Hi-Impact' terlebih dahulu bagi menyediakan mental dan fizikal kakitangan awam untuk terlibat dalak KIK secara sepenuh hati dan sukarela.

Setelah semuanya yang saya sebutkan di atas dilakukan barulah kita dapat mengenalpasti, apakah sebenarnya yang hendak ditingkatkan?

Sistem?, Dokumentasi? Kaedah? Masa Penghantaran Perkhidmatan? Lebih banyak latihan diperlukan? Penjimatan Kos?

dan aturan : 

Bajet yang diperlukan? Peralatan (contohnya 7+7 QCC Tools) yang paling sesuai digunakan?

Mulakan usaha mengubah yang kecil-kecil dahulu :

Saya ambil contoh, kita lihat pada 'Pernyataan Dasar'/Polisi KUALITI', Manual KUALITI atau Prosedur KUALITI.

Rasanya jika kita sebut perkataan 'KUALITI' pada pangkal setiap rekod dan dokumen, sudah tentu segala urusan 'KUALITI' akan tertumpu kepada Jabatan/Unit Kualiti atau Wakil Pengurusan semata-mata.

Perkara yang sama berlaku di sektor swasta, apabila disebut 'Pernyataan Dasar Keselamatan dan Kesihatan Pekerjaan (OSH), ramai yang beranggapan secara sempit (pemikiran dua dimensi) bahawa, ini hanyalah untuk Jabatan atau Pegawai Keselamatan dan Kesihatan Pekerjaan Syarikat (Safety Officer) 

Persepsi ini perlulah diubah kerana sekiranya berlaku ketidakakuran/ketidaktepatan, maka Jabatan/Unit Kualiti atau Jabatan OSH akan dipersalahkan - berlakulah budaya tuding-menuding (blaming culture)

Apa yang boleh diubah ialah bila disebut sahaja ianya adalah DASAR KUALITI (Quality Policy) - maka perlu ditegaskan bahawa ini adalah DASAR JABATAN (Department Policy) atau DASAR KEMENTERIAN (Ministry's Policy) atau DASAR AGENSI (Agency's Policy) - kalau di syarikat swasta - saya pernah mencadangkan - ianya bukan kenali sebagai DASAR KUALITI tetapi ianya adalah DASAR SYARIKAT). (padamkan perkataan 'kualiti')

Begitu jugalah dengan Manual Kualiti sepatutnya ditukar menjadi Manual Jabatan atau Manual Kementerian atau Manual Agensi atau Manual Syarikat. 

Jika persepsi ini boleh diubah barulah rasa pemilikan (ownership feeling) dalam organisasi itu dapat dirasai. 

Lain-lain contoh :

a) Adanya Deskripsi Tugas (Tanggungjawab) dalam surat perlantikan seseorang pegawai atau kakitangan perkhidmatan awam,

b) Adanya pula Matriks Tanggungjawab dalam Manual atau Pelan atau Prosedur, 

c) Adanya pula Tanggungjawab/Fungsi bersebelahan ruangan Aliran Proses dalam Manual, Pelan atau Prosedur, 

Jadi, seolah-olahnya ada 'tindanan' (overlapping) dan berpotensi menimbulkan kekeliruan apabila Deskripsi Tugas tidak menyatakan secara jelas perkaitan 'tanggungjawab' dan 'fungsi' seseorang pegawai/kakitangan dalam Matriks Tanggungjawab atau dalam Aliran Proses? 

Mungkin kakitangan akan beranggapan 'ini tugas tambahan' - dan tidak hairan jika mereka menganggap ianya satu bebanan pula. Belum lagi menyentuh "saya perlukan kenaikan gaji"

Lebih berat lagi, saya boleh bertanya 

"Kenapa ada perbezaan Deskripsi Tugas dengan Tugasan/Fungsi dalam Aliran Proses Manual?"

Jawapan yang tipikal : 

"ooo, yang Tugasan/Fungsi dalam Aliran Proses Manual itu ialah untuk ISO 9000? - yang Deskripsi Tugas tu - SPA...

Jadi, sebagai orang awam seperti saya, mungkin tertanya-tanya - adakah selama ini, sektor perkhidmatan awam berkenaan hanya melaksanakan ISO 9000 bertanggapan ianya 'sistem yang berbeza' dengan apa yang ditetapkan oleh "Jabatan Perkhidmatan Awam"?

Belum lagi saya tanyakan :

"Bagaimana tuan/puan mengatur dan memahami - "KPI, KRA, Balance Scorecard, ISO 9000 Departmental/Unit Objective?"

Bukankah ini satu 'tindanan' (overlapping) yang berat?

Apakah lagi yang boleh diubah?

Contohnya : 

KIK menekankan perancangan projek yang pastinya menggunakan carta gantt (samada menggunakan 'spreadsheet', perisian Primavera atau Microsoft Project). 

Saya melihat kebanyakan Carta Gantt tidak diletakkan 'Critical Path Method'? (Tandaan 'merah' pada 'bar' carta) 

Jika diletakkan sekalipun, hasil CPM ini adalah berdasarkan analisa komputer dari input yang dimasukkan oleh pengguna. Ini sebenarnya satu praktik yang kurang tepat. Apa yang penting :

a) Adakah CPM itu menjelaskan apakah sebenarnya masalah jangkapanjang dan jangkapendek yang dihadapi? (Perlu dijustifikasikan dalam perkataan....bukan semata-mata bergantung kepada tandaan merah CPM Carta Gantt semata-mata)

b) Jika ada tandaan 'merah' CPM, dari manakah sumber data masalah yang diperolehi oleh perancang projek? 

Adakah berdasarkan pengalaman yang lepas? atau tiada bukti untuk menyokongnya?

c) Jika pegawai yang dilibatkan dalam KIK tidak faham penggunaan perisian, mereka perlukan latihan (INTAN) sehingga mereka cekap menggunakannya?

Lagi? Apa yang boleh diubah?

Penggunaan ICT - perisian, sistem dan aplikasi yang baru bagi menggantikan yang lama (contoh) Ini adalah perkara yang agak rumit, sensitif dan 'delicate' sedikit. 

Adakah terdapat sebarang perisian, sistem dan aplikasi yang digunakan itu BERBEZA dengan aliran proses yang dinyatakan dalam dokumentasi yang digunakan?

Kenapa saya tanyakan perkara ini ialah tanggapan : 

"ICT Lain" - "Proses lain". 

Dalam pengalaman saya mencadangkan kepada sektor swasta sistem 'Consolidated ERP' dan pernah menerima anugerah ICT di peringkat kebangsaan - ialah setiap perisian atau sistem atau aplikasi yang hendak diperkenalkan perlulah mengambilkira :

a) Keselarasan dengan aliran proses utama/tunjang (core process) sesuatu jabatan - jadi gunakanlah proses yang sediada dalam Dasar, Manual, Prosedur, Pelan yang sediada sebagai panduan kepada perisian, sistem dan aplikasi yang bakal diperkenalkan (customization/tailor-made) dan tidak mencipta 'sesuatu yang baharu'. 

b) Pastikan perisian/sistem/aplikasi adalah sesuatu yang menjadi kebiasaan seseorang kakitangan/pengguna serta jadikan Manual, Prosedur, Pelan dsb sebagai sejenis 'User Manual' atau rujukan - tetapi jangan buang sistem berkenaan walaupun 'hardcopy'.

InsyaAllah, saya akan cuba menulis lagi untuk membantu Kerajaan/sektor Perkhidmatan Awam bagi mencapai Transformasi yang diidamkan.

Sebarang pertanyaan boleh diajukan ke : nikzafri@yahoo.com, nikzafri@gmail.com

THE SAFETY MANAGEMENT SYSTEM OF MARINE INDUSTRY - NIK ZAFRI

(This article is part of the workshop conducted at PJZ Marine Services Sdn. Bhd., Malaysia - My full appreciation to International Marine Organization, International Marine Contractors Association, Standards of Training Certification & Watchkeeping, Master (1st) Class Mariners/DPA, Marine Department of Malaysia, Royal Navy of Malaysia, Shell Malaysia and so many more)

OSHA ACT 1994 DOES NOT FULLY APPLY TO YOU BUT SERVES AS A GUIDELINE

OSHA 1994 :

First Schedule,

Section 2, Sub-Section 3 : Mining: The process or business of obtaining or extracting any mineral from above or below the ground or in or below the sea. • Coal mining • Crude petroleum and natural gas production • Metal mining (Applicable to Client)

Section 10 (3) :

This Act also applies to offshore installations as included in premises defined in Section 3 (1). The Petroleum Mining Act 1966 interprets off-shore land to mean the area of the continental shelf. Under section 21 (2) of the Exclusive Economic Zone Act 1984 the government has exclusive jurisdiction over artificial islands, installations and structures in the zone and on the continental shelf, including jurisdiction with regard to customs, fiscal, health, safety and immigration law. (applicable if you’re involved in supporting offshore installations)

Example:

Nothing in this Act shall apply to work on board ships governed by the Merchant Shipping

Ordinance 1952 (Ord. 70/52), the Merchant Shipping Ordinance 1960 of Sabah (Sabah Ord. 11/60) or Sarawak (Sarawak Ord. 2/60) or the armed forces.

This Act is not applicable to persons working on board ships except on board of ship exempted by the Merchant Shipping Ordinance 1952 (Ord. 70/52), the Merchant Shipping Ordinance 1960 of Sabah (Sabah Ord. 11/60) or Sarawak (Sarawak Ord. 2/60).

Ships include every description of vessels used in navigation not propelled by oars. Ship repair dockyard and public dry docks not covered under this Act except when the owner or ship master engaged a contractor to do the maintenance or repair work. (applicable if you’re a contractor doing maintenance or repair work)

Harbour of commerce or port is covered under this Act but not the ship anchor at the harbour or port . Under Merchant Shipping Ordinance 1952 the Minister of Transport may make port rules to ensure the safety of employees employed in ports and on ships using ports.

Section 28 : Safety Officer

Under this order it is compulsory to employ a safety and health officer for an employer of any building operation or work of engineering construction where the total contract price of the project exceeds twenty million ringgit, any ship building, gas processing activity or petrochemical industry and any chemical and allied industry employing more than a hundred employees. (Applicable to ship builders and NOT you)

WHAT IS NOT COVERED BY OSHA ACT, IS AUTOMATICALLY COVERED BY SOLAS AND ISM AND ALL OTHER REGULATIONS AND RULES

A. OBJECTIVES

To assist in understanding and implementing a formal management system of Offshore Marine Support Vessel benchmarked to : 

• The International Safety Management Code (ISM) – an International Management Code for the Safe Operation of Ships and for Pollution Prevention, 
• Others as necessary such as : IMCAM 149 Issue 7 – March 2009, Standards of Certification, Training & Watchkeeping (STCW) OHS Act 1994, OHSAS 18001:2007 and applicable safety standards and codes of practice. Where necessary the QMS ISO 9001:2008 (ISO 19011) and EMS ISO 14001:2004 requirements shall also be applied.
• The system shall be customized to the scope and services by the client as far as if practicable.

1.0  GENERAL OVERVIEW OF OCCUPATIONAL HEALTH AND SAFETY MANAGEMENT SYSTEM PRACTICE

1.1 GENERAL

Scope : Provision of Marine Services

(Which consist of

a) integrated services solution for operations and main fixed and floating offshore,

b) fast crew boat vessel)

generallly - scope to include contractors, sub-contractors, vendors, suppliers etc.

With this scope, you must identify :

• Hazards and risks associated with this scope via Assessment, Inspections, Audits are required to identify the risks
  • typical – fire & explosion, emergency response, maintenance, modification, waste management, marine life etc. (see contigency plan and emergency scenarios)
  • if involved in supporting or involved directly in design and construction – rigs = jackups, semi-submersibles, dynamic positioning , ballast system, mooring, derrick etc. including Failure Mode and Effect Analysis.

With this scope, you must have :

• Adequate RELEVANT documentation associated with this scope for audit benchmark
  • Documentation – Standards/Codes, OHSE Protection Policy, Objectives, Plan, Manual, Procedures (OHSE related – reporting accidents & NC, emergency situations, internal audit & reviews etc), Instructions, Handbook/Guides, etc.
  • Records – Minutes of Meeting (including TBM), Statistics, Reports, Minutes of Meeting, JSA or JHA, Human Resources/Safety/Environment Depts -Training Records, Competency Certs, Licences, Job Description – Responsibility & Authority,

ISM Clause 1.2 & 1.4

Objectives : to ensure safety at sea, prevention of human injury or loss of life, and avoidance of damage to the environment, in particular, to the marine environment, and to property

Among others (interalia): 
 

• provide for safe practices in ship operation and a safe working environment; 
• establish appropriate safeguards against all identified risks; and 
• continuously improve safety management skills of personnel ashore and aboard ships, including preparing for emergencies related both to safety and environmental protection.

Also to ensure: 
 

• compliance with mandatory rules and regulations; and
• that applicable codes, guidelines and standards recommended by the Organization, Administrations, classification societies and maritime industry organizations are taken into account. 

Must develop, implement and maintain Safety Management System (SMS) :

1. OHSE protection policy, instruction, procedures (for ship safe operation & protecting environment)
2. Authority and communication defined – shore & shipboard
3. Procedures – accident reporting, nc, emergency preparedness, internal audit and MRM

NOTE TO AUDITORS

The company Safety Management System (SMS) : provide for methods of identification of risks and establishment of safeguards against the same. During audit : Evidence to be shown – risk assessment procedures. Verified during audits of the company for DOC issuance.

Random sampling may be needed – verified for effectiveness. Any inadequacies require closer look. Tips for sampling – incidents/accidents on board of vessels.

TYPICAL SAMPLE OF SMS STRUCTURE

1.2 POLICY (ISM Code Clause 2)

What to cover : (at both ship level and shore (HQ as well)

Most important : All applicable relevant aspects of Safety, Health, Environment including security where necessary.

What are the aspects :

1. Consistent with the scope of OHSE Management System
2. Appropriate to the nature, scale and risks in its services

(related only to integrated services solution for operations and main fixed and floating offshore, fast crew boat vessel)

3. Commitment for :

1. Continual Improvement – (get revised when new updates received, e.g. CI upon closing NCR, discussion in annual review meeting, inspections, audits etc.)
2. Prevention (injury related & ill health)
3. Comply to relevant legislation and regulations in handling OHSE hazards.

4. Provide framework for setting/reviewing objectives

5. documented, implemented, maintained and communicated

6. readily available for assessment

7. periodical review

8. training and resource management

Signed and approved by top management (MUST) and overseen by relevant authorized & competent person.

ISM says :

ESTABLISH - safety and environmental protection policy which describes how the objectives will be achieve

ENSURE - the policy is implemented and maintained at all levels of the organization both ship based as well as shore based

NO POLICY DENOTES NO COMMITMENT

NOTE TO AUDITORS

The policy statement(s) should be clear and concise, with emphasis on the Company’s commitment to OHSE. Identify a strategy by which the Company aims to achieve objectives with methods to encourage improvement in safety awareness and safety management skills. The policy should be endorsed by the Senior Management of the company

The strategy for implementation of the policy should be clear so that it can be understood at all levels within the Company.

During audit (both shore and ship) Members of the Company’s management team* should be interviewed during an assessment. This is an effective means of establishing whether there is commitment to the Safety Management System at the highest levels within the Company

*

Shore	Ship
Managing Director	Master
Operations Manager	Chief Engineer
Technical Managers	Safety Officer
Designated Person	Chief Officer/Mate
Quality Manager	Training Officer
Safety Manager	Engineer / Deck Officers
Personnel/Training Manager	Bosun / CPO
Superintendents	Sample of Deck / Engine / Catering Ratings
Other Office Staff	Cook & Galley Staff

Junior personnel should be interviewed on a random basis concerning their responsibilities within the SMS. They must have the background and experience appropriate to their role, received suitable training, and possesses adequate knowledge of the SMS. Training procedures required.

1.2 RESPONSIBILITIES AND AUTHORITY (ISM Code Clause 3)

ISM : If the entity that is responsible for the operation of the ship is other than the owner, the owner must report the full name and details of such entity to the Administration.

NOTE TO AUDITORS

The operator to ensure that the owner fulfils the requirement of this section of the Code. Details reported to the interested parties (port authorities, client, top management etc) . The identification of the Manager on the relevant form issued by the interested parties serves as evidence of compliance with this requirement. (Sub-Contractor, specialists, consultants etc)

ISM : define and document the responsibility, authority and interrelation of all personnel who manage, perform and verify work relating to and affecting safety and pollution prevention.

NOTE TO AUDITORS

To document R & A so that personnel involved in the SMS know what is expected of them and to ensure that the OHSE functions have been allocated. Documented management system should contain clearly worded, descriptions of the R & A (JD & Master Responsibility Matrix/Process Owner spelled out in procedures) together with the reporting lines of personnel within the management structure (organization chart). Schematics or flowcharts to document lines of authority and inter-relations between roles would be acceptable.

ISM : The Company is responsible for ensuring that adequate resources and shore-based support are provided to enable the Designated Person or persons to carry out their functions.

NOTE TO AUDITORS

Company to be committed providing the support necessary for the Designated Person to fulfil his / her duties. This may include reviewing correspondence between the Designated Person and the management board, the budget for safety training (including the necessary infra) and the attitude towards safety issues at management level. Commitment must start at the top and be prevalent throughout the Company.

SAMPLE JD & R & A

CHIEF ENGINEER

Personnel

• Manage the operation of the vessel systems at department level through supervisors and subordinate staff.
• Exercise appropriate authority with regard to career development, providing training and support in terms of competence assurance system.
• Ensure probationary and annual appraisals are completed fairly and consistently in timely manner.
• Manage welfare and disciplinary issues at departmental level with appropriate reference to Captain and HR.

Works

• Efficient operation of unit systems having due regard for Health and safety.
• Ensure full compliance with PTW system, and Risk assessment and verification.
• Ensure full compliance with Class, Flag and Port State requirements, preserving the vessel's operational status. 
• Effective supervision of project, sub contract and vendor personnel. 
• Efficiency improvement and pursuance of company goals. 
• Responsible for condition monitoring, maintenance and repair of vessel and process systems. 
• Manage parts control, inventories storage record keeping, shipping and receiving by use of maintenance plan or maintenance software application. 

3) Contract

• Manage operations in conjunction with all department heads to maximize efficiency and uptime. 
• Maintain effective cost control and promote cost awareness in others. 
• Maintain awareness of key issues relating to client and sub contractor relationships. 

Note :

(Competent Personnel – Master Mariner, Engineer Class 1 with experience associated associated with offshore production floating facilities in a supervisory/management capacity, knowledge of Marine, Production & Engineering and Maintenance Management. Able to manage all aspects of the marine operation) good communication (written & oral) Skills OHSE and management skills, understanding human behaviours, leadership, counselling & coaching)

1.3 DESIGNATED PERSON(s) (ISM Code Clause 4)

ISM : ensure safe operation of ship (vessel) - provide a link between the Company and shipboard, designate a person or persons ashore having direct access to the highest level of management. (SMS MR) The responsibility & authority of MR to include monitoring the safety and pollution- prevention aspects of the operation of vessel and ensuring adequate resources and shore-based support are applied.

NOTE TO AUDITORS

In order for any system of management to be adequately maintained it is essential that it is monitored at regular intervals. This will ensure that:

• implementation is verified;

• deficiencies are reported; and

• those responsible for corrective action are identified and that appropriate action is taken.

The task of implementing & maintaining SMS is a management responsibility with Designated Person holds a key role in the monitoring process. He/She should be suitably qualified; experienced in ship operations and be fully conversant with the Company’s OSHE protection policies and SMS. Working independently and having authority to report to the highest level of management Also in charge of coordinating the Company’s safety audits.

How so?

minimum of formal education as follows:

qualifications from a tertiary institution recognized by the Administration or by the recognized organization, within a relevant field of management, engineering or physical science, or qualifications and seagoing experience as a certified ship officer pursuant to the International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW), 1978, or other formal education combined with not less than three years practical senior level experience in ship management operations.

should have undergone training relating to safety management elements in compliance with the requirements of the ISM Code, particularly with regard to:

knowledge and understanding of the ISM Code, mandatory rules and regulations, applicable codes, guidelines and standards as appropriate, assessment techniques of examining, questioning, evaluating and reporting, technical or operational aspects of safety management, appropriate knowledge of shipping and shipboard operations, participation in at least one marine-related management system audit; and effective communications with shipboard staff and senior management.

should have experience to:

• present ISM matters to the highest level of management and gain sustained
• support for safety management system improvements;
• determine whether the safety management system elements meet the requirements of the ISM Code;
• determine the effectiveness of the safety management system within the Company
• and the ship by using established principles of internal audit and management
• review to ensure compliance with rules and regulations;
• assess the effectiveness of the safety management system in ensuring compliance
• with other rules and regulations which are not covered by statutory and
• classification surveys and enabling verification of compliance with these rules and regulations;
• assess whether the safe practices recommended by the Organization,
• Administrations, classification societies, other international bodies and maritime
• industry organizations to promote a safety culture had been taken into account; and
• gather and analyse data from hazardous occurrences, hazardous situations, near misses, incidents and accidents and apply the lessons learnt to improve the safety management system within the Company and its ships.

1.4 MASTER'S RESPONSIBILITY AND AUTHORITY (ISM Code Clause 5)

ISM : clearly define and document the master's responsibility with regard to :

• implementing the safety and environmental-protection policy of the Company;
• motivating the crew in the observation of that policy;
• issuing appropriate orders and instructions in a clear and simple manner;
• verifying that specified requirements are observed; and
• periodically reviewing the SMS and reporting its deficiencies to the shore-based management.

NOTE TO AUDITORS

The responsibility for overseeing and implementing all relevant aspects of the Company’s SMS on their vessels rests with the Master. Clear guidance should be provided to Masters concerning their responsibility on matters affecting the safety of the ship, its passengers and/or cargo and the environment.

ISM : Ensure SMS operating on board contains a clear statement emphasizing the master's authority. Establish in the SMS that the master has the overriding authority and the responsibility to make decisions with respect to safety and pollution prevention and to request the Company's assistance as may be necessary.

NOTE TO AUDITORS

Masters should get support & encouragement from the Company at all times. There must be a clear statement (documented) that the Master has overriding authority to deviate from the documented system in time of crisis & seek assistance from the Company if required. Both statements must be clear & unequivocal with the appropriate emphasis placed on the Master’s overriding authority.

SAMPLE : MASTER AUTHORITY/RESPONSIBILITY

The Master has full responsibility and command of the vessel and all its personnel. His/Her lawful orders must be strictly and promptly obeyed by all officers, crew, and any others onboard. The Master shall require a high degree of professional competence from his officers and seaman-like conduct from all onboard.

The Master is the Company representative, and their actions and decisions are generally binding upon the Company.

Job Duties & Responsibilities:

Master will supervise the preparation, execution, and documentation required and necessary to conduct ship’s business. Some of the duties and responsibilities of this position are:

• Thorough familiarity with all applicable governmental regulations and Company policies and shall ensuring strict compliance by all parties onboard
  Implementation of safe practices and promotion of “safety-mindedness” in all hands onboard
• Administration of health and welfare of the crew, their training, and employee relations
• Ensuring good appearance & condition of the vessel
• Overseeing & supervising safe navigation and cargo/ballast operations of the vessel
• Efficient transportation of vessel's cargo
• Ensuring that the vessel is adequately provided with sufficient spares, stores and bunkers.
• Ensuring that the necessary training required by flag state, port state, class society, or Company is obtained by the crew
• Taking prompt and necessary actions in the event and for the prevention of any environmental pollution or spill
  Safeguarding vessel’s documents and narcotics stores
  Implementation and management of Company’s ISM safety management system
• Successful performance in vettings and customer inspections

The Master must also perform other duties and tasks as assigned.
Job Requirements:

This position requires minimum of International Merchant Mariners Master's License for motor vessels with radar endorsement or STCW or equivalent, Good communication skills, experience in various vessels, good bridge management, Ship Handling training,Experience with computerized planned maintenance system (NS5/Safenet) Ability to work in a culturally diverse environment and in close quarters with international crew

1.5 RESOURCES AND PERSONNEL (ISM Code Clause 6)

Master – properly qualified for command, conversant with SMS, is supported for the sake of safety.

Company to :

• Ensure ship (vessel) is manned with qualified, certificated and medically fit seafarers in accordance with national and international requirements.
• Establish procedures to ensure that new personnel & personnel transferred to new assignments related to safety and protection of the environment are given proper familiarization with their duties. Instructions which are essential to be provided prior to sailing should be identified, documented and given.
• Ensure that all personnel involved in the SMS have an adequate understanding of relevant rules, regulations, codes and guidelines.
• establish and maintain procedures for identifying any training which may be required in support of the SMS and ensure that such training is provided for all personnel concerned.
• establish procedures by which the ship's personnel receive relevant information on the SMS in a working language or languages understood by them.
• ensure that the ship's personnel are able to communicate effectively in the execution of their duties related to the SMS.

NOTE TO AUDITORS

The Company has a clear responsibility to employ properly qualified and medically fit seafarers and to be satisfied that they are familiar with the management system operated by the Company. The company should be able to satisfy the auditors, by whatever means, that this requirement of the Code is being adequately addressed. Copies of certificates may be held on file in the office or it may be necessary to have a random sample of certificates faxed in from a cross section of the fleet.

STCW A-I/14 (Responsibilities of Companies) requires the Company to provide written instructions to the Master setting forth the policies and procedures to be followed to ensure newly joined seafarers are familiar with their duties before they are assigned to tasks on board. This shipboard familiarisation should include sufficient time to become acquainted with:

• emergency / evacuation procedures and arrangements to perform assigned duties properly.

• ship specific duties related to the role the seafarer will fulfil onboard

• ship specific knowledge of any safety and environmental protection procedures with which the seafarer should be acquainted

A knowledgeable crew member should be designated to ensure that essential information is provided to newly joined seafarers in a language they understand. The STCW Code requires mandatory training in crowd management for some personnel serving on passenger ships. Records of familiarisation and instructions received by crew members should be available for examination by the auditor(s). (e.g. TBM, refresher etc.)

SMS must embrace all existing International Conventions, national rules and regulations, industry guidelines and codes of practice. It is acceptable for the SMS to encompass such documents as the Code of Safe Working Practices for Merchant Seamen, the Bridge Procedures Guide and the Tanker Safety Guide etc.

The means of identifying the training needs of individuals, both ashore and onboard, is for the Company to address. This may be achieved by a staff appraisal, the end of contract report for seagoing staff, by results of internal audits, drills and analysis of accidents. Training requirements could be met by refresher training courses and on the job experience.

The SMS, in whatever form, must be available to all personnel, both ashore and afloat. It is the responsibility of the Company to ensure that the Manuals are in a language(s) understood by the crew. The Company’s procedures should detail the process by which crew members are selected and detailed to its ships and are familiarised with their responsibilities prior to taking up a position on board.

The ability of crew members to communicate effectively is fundamental to the safety of the ship. This should be assessed at the recruitment stage and manning agencies should be vigilant in this exercise. The Company should ensure that there are procedures in place to monitor the manning agencies which they use.

1.6 DEVELOPMENT OF PLANS FOR SHIPBOARD OPERATIONS (ISM Code Clause 7)

The Company should establish procedures for the preparation of plans and instructions, including checklists as appropriate, for key shipboard operations concerning the safety of the ship and the prevention of pollution. The various tasks involved should be defined and assigned to qualified personnel.

NOTE TO AUDITORS

The Company should establish the key shipboard operations and ensure that procedures and instructions are laid down for carrying out these operations. While shipboard operations will vary from ship type to ship type, it is suggested that plans and instructions for the following operations should be documented:

• general shipboard operations

• port operations

• preparation for sea

• conduct of the voyage

• preparation for arrival in port and

• emergency response organisation

The auditor(s) should verify that the operations established by the Company are pertinent and comprehensive for the ship type(s) that the Company operates.

1.7 EMERGENCY PREPAREDNESS (ISM Clode Clause 8)

The Company should :

• identify potential emergency shipboard situations, and establish procedures to respond to them.
• establish programmes for drills and exercises to prepare for emergency actions.

The SMS should provide for measures ensuring that the Company's organization can respond at any time to hazards, accidents and emergency situations involving its ships.

NOTE TO AUDITORS

The procedures should integrate the response to potential emergencies by shore-side and shipboard operations. The Maritime Safety Committee of the IMO has developed ‘‘Guidelines for an Integrated System of Contingency Planning for Shipboard Emergencies’’

The drill programme should exercise the emergency plans and where appropriate, mobilise the shore-side emergency contingency plans.

Drills should be carried out at regular intervals in order to test the Company’s emergency response organisation and the competence of those who will be called upon in a real emergency. The ability of the personnel ashore to respond to emergencies should also be tested periodically. Records of all drills and exercises should be kept and be made available for examination. In the event of the Company having to respond to a real emergency this may be considered in lieu of an exercise drill, providing that records have been retained and analysed.

TYPICAL CONTENTS CONTIGENCY PLAN

Contingency Plans may include:

• the role and responsibilities of shore and ship personnel at the time of an emergency

• a list of names and contact numbers of all relevant parties

• procedures to be followed in response to varying emergency scenarios

• procedures for communication between ship and shore

• a database of plans, particulars of vessels, emergency response capabilities, damage stability information and pollution prevention equipment

• checklists for a range of emergencies (the use of checklists is strongly encouraged)

• procedures for notifying next of kin

• guidelines for liaising with the press and media; and. procedures for requesting emergency services from third parties

Emergency scenarios for which contingency plans might be developed, include, but are not restricted to:

• structural failure;

• main engine failure;

• failure of steering gear;

• failure of electrical power;

• collision;

• grounding;

• shift of cargo;

• pollution (spillage of oil or other cargo);

• fire;

• flooding;

• abandon ship;

• man overboard;

• entry into enclosed spaces;

• terrorism or piracy;

• helicopter operations for medical evacuation;

• heavy weather damage; and

• treatment of serious injury

1.8 REPORTS AND ANALYSIS OF NON-CONFORMITIES, ACCIDENTS AND HAZARDOUS OCCURENCES (ISM Clode Clause 9)

The SMS should include procedures ensuring that non-conformities, accidents and hazardous situations are reported to the company, investigated and analyzed with the objective of improving safety and pollution prevention.

The Company should establish procedures for the implementation of corrective action.

NOTE TO AUDITORS

The SMS should contain procedures that require reports to be prepared and forwarded to the Company on all accidents, hazardous occurrences and non-conformities. They should be monitored by the Designated Person and the appropriate corrective action determined with the ultimate aim of avoiding a recurrence of the incident or non-conformity.

Any deviation from the SMS procedures and instructions, that represents a non-conformity, should be recorded, raised on a non-conformity note and forwarded to the Designated Person. The system should be designed to allow for continual updating, amendment and improvement as a result of the reporting procedures.

The reports should be recorded, investigated, evaluated, analysed and acted upon as necessary. There should be procedures for feedback to the reporting ship and for circulation around all appropriate areas. Motivation is a significant factor in the success of the management system and feedback is a powerful motivator. Feedback should be recorded. Evaluation and analysis may lead to:

• identification and implementation of corrective action;

• benefits to the whole Company;

• amendments to existing procedures;

• development of new procedures.

The Accident Reporting and Investigation Regulations (S.I. 2005 No. 881) define accidents, serious injuries and dangerous occurrences along with statutory reporting requirements.

1.9 MAINTENANCE OF THE SHIP AND EQUIPMENT (ISM Code Clause 10)

The Company should establish procedures to ensure that the ship is maintained in conformity with the provisions of the relevant rules and regulations and with any additional requirements which may be established by the Company.

To meet the requirements :

1. inspections are held at appropriate intervals;

2. any non-conformity is reported, with its possible cause, if known;

3. appropriate corrective action is taken; and

4. records of these activities are maintained.

The Company should identify equipment and technical systems the sudden operational failure of which may result in hazardous situations. The SMS should provide for specific measures aimed at promoting the reliability of such equipment or systems. These measures should include the regular testing of stand-by arrangements and equipment or technical systems that are not in continuous use. (Critical Equipments)

The inspections mentioned as well as the measures should be integrated into the ship's operational maintenance routine.

NOTE TO AUDITORS

Procedures should be developed to ensure that maintenance, surveys, repairs and dry-docking are carried out in a planned and structured manner with safety as a priority. All personnel responsible for maintenance should be suitably qualified and familiar with national and international legislation as well as classification society requirements. The shore-side management team ashore shall provide technical support and advice to the seagoing staff.

Maintenance procedures must also include work instructions to ensure that machinery or systems undergoing maintenance have been rendered safe prior to starting work i.e. that systems under pressure such as engine cooling water, oil fuel and steam systems have been securely isolated and de-pressurised.

The Company should arrange for inspections of its vessels to be carried out at regular intervals. These inspections should be executed in compliance with the appropriate procedures by competent and qualified personnel. Records of maintenance, inspections, certificates and reports may be maintained both on board ship and ashore if considered appropriate by the company.

(IMCAM 149 Issue 7)

TYPICAL CONTENTS OF MAINTENANCE PROCEDURES

Maintenance procedures should include:

• hull and superstructure;

• life saving, fire fighting and anti-pollution equipment;

• navigational equipment;

• steering gear;

• anchors and mooring equipment;

• main engine and auxiliary machinery including pressurised systems;

• cargo loading and discharge equipment;

• tank venting and inerting systems;

• fire detecting systems;

• bilge and ballast pumping systems;

• waste disposal and sewage systems;

• communications equipment;

• emergency lighting; and

• gangways and means of access.

There should be procedures for reporting non-conformities and deficiencies that should include a time scale for completion of corrective action. It is the Company’s responsibility to ensure that reports are investigated and feedback provided to the reporting officer. The Company should be seen to be providing support to enable the SMS to function effectively.

It is the Company’s responsibility to identify critical systems and equipment. Once the critical systems have been identified, procedures should be developed to ensure reliability of these systems or the provision of alternative arrangements in the event of sudden failure. The procedures implemented should include the regular testing of stand-by systems in order to ensure that one failure does not result in the total loss of that critical function. Maintenance routines should include the regular and systematic testing of the all such critical and stand-by systems.

Critical equipment listings may include:

• navigational aids including radar;

• fire pumps including emergency fire pump(s);

• generators including emergency generator;

• steering gear;

• fuel systems;

• lubricating oil systems;

• emergency stops and remote closing devices;

• communications systems;

• main engine propulsion systems.

The auditor(s) should examine the measures which have been developed to promote reliability including records, frequency of inspection/testing and maintenance procedures.

1.10 DOCUMENTATION (ISM Code Clause 9)

The Company should establish and maintain procedures to control all documents and data which are relevant to the SMS

Ensure that:

.1 valid documents are available at all relevant locations;

.2 changes to documents are reviewed and approved by authorized personnel; and

.3 obsolete documents are promptly removed.

The documents used to describe and implement the SMS may be referred to as the Safety Management Manual. Documentation should be kept in a form that the Company considers most effective. Each ship should carry on board all documentation relevant to that ship.

NOTE TO AUDITORS

Procedures should be in place for the control of all documentation, which should be approved prior to issue and assessed for its user friendliness. This is an essential element of any SMS Personnel at all levels within the Company should be familiar with the procedures and with the latest version of the documentation. Obsolete documentation should be removed from all locations, otherwise, there is the risk that superseded procedures may remain in use.

Companies should be encouraged to limit their documentation to that which is necessary to meet their safety and environmental protection requirements. The Keep it Short and Simple (KISS) principle should be promoted in the development of procedures and instructions. The documentation developed by the Company should be that which is most effective for its operation. Excessive documentation may be counter productive to the effective functioning of a SMS and will certainly be more cumbersome for the personnel implementing the system.

11. COMPANY VERIFICATION, REVIEW AND EVALUATION

(ISM CODE CLAUSE 10)

The Company should carry out internal safety audits on board and ashore at intervals not exceeding twelve months to verify whether safety and pollution-prevention activities comply with the SMS. In exceptional circumstances, this interval may be exceeded by not more than three months.

The Company should periodically evaluate the effectiveness of the SMS in accordance with procedures established by the Company

The audits and possible corrective actions should be carried out in accordance with documented procedures.

Personnel carrying out audits should be independent of the areas being audited unless this is impracticable due to the size and the nature of the Company.

The results of the audits and reviews should be brought to the attention of all personnel having responsibility in the area involved.

The management personnel responsible for the area involved should take timely corrective action on deficiencies found.

NOTE TO AUDITORS

Internal audits should be conducted in order to verify that the SMS is functioning effectively. All sections of the SMS should be audited on a regular basis. While there is no stated period for audit, most Companies opt to audit each office or vessel annually. The company must complete internal audit procedures prior requesting for an External Audit.

A periodic review of the SMS should be carried out by company management. This review will form part of the safety management strategy of the Company and will be conducted in accordance with documented procedures. Minutes of the management review meetings should be recorded and corrective actions allocated to appropriate members of the management team with a view to improvement. The management review should be an opportunity for a critical review by the company and ship of the performance of the SMS over the past year, or other period. Audit reports, inspection reports, non-conformities, accident reports, risk assessments, permits to work, near miss reports, defect lists, complaints, etc should be reviewed with the object of identifying trends, root causes, areas of concern, etc with a view to continually improve the operation of the SMS both ashore and on board.

Internal auditors should be Independent of the operation being audited however this may not always be possible in small companies with limited management resources. Wherever practicable, the auditor should not normally be involved in the working of the area being assessed. Personnel carrying out internal audits should, have received appropriate training.

In order to improve the SMS it is important that the results of the Company’s internal audits and reviews are promulgated to all persons having responsibility for the SMS. Findings, conclusions and recommendations should be recorded. The persons with responsibility for that area should take timely corrective action.