BW Fleet Management

1. BW Fleet Management

2.

We Believe in ZERO Harm
To People, Environment, Cargo and Property with a commitment to return
safely to our families and friends
2

3. Agenda

1.
2.
3.
4.
5.
6.
7.
BW Group History
BW Fleet Management
BW Zero Harm
Zero Harm – Maritime Partners in Safety
Company Core Policies
Safety Management System
Contingency and Security

4.

BW Group History

5. Legacy of over 80 years, founded by Sir Y.K. Pao

Involved in shipping, floating gas infrastructure and deepwater oil &
gas production
1955
Founded
by
Sir Y.K.
Pao
1935
Founded by
Sig.
Bergesen
1962
1973
1999
First
newbuild
(bulk
carrier)
delivered
150th
newbuild
order
Acquired
N&T Argonaut
1964
1978
2002
Entered
tanker
segment
Sir Y.K. Pao
knighted by
QE II
Acquired
& delisted
Bergesen
1943
1986
1996
1999
Bought
Rosenberg
shipyard
Listed
Bergesen
Acquired
Havtor
Formed
Bergesen d.y.
Offshore
1974
Entered
LPG
segment
1994 1995
Formed Acquired Den
Green Norske Amerikalinje
Tankers
2006
2010
2014
2016
2018
2020
Listed
BW Gas
Acquired
Prosafe
Formed
tanker JV
with PAG
Formed
BW Dry
Cargo
Listed BW
Energy
Formed LNG
JV with
Pavilion
Energy
Acquired
Aurora
LPG
Acquired
43.5% of
Hafnia
Tankers &
merged
with BW
Tankers
Formed
LNG
JV with
Marubeni
2005
Listed
BW
Offshore
2007
Acquired
APL
2013
Acquired
Maersk
Tanker’s
VLGC fleet
Listed
BW LPG
2015
First
FSRU BW
Singapore
operates
as regas
terminal
in Egypt
Formed
BW Solar
2017
2019
Sold VLCC
Acquired 83% of
Epic Gas
fleet to DHT &
became major
shareholder
Formed BW
Energy and
bought Dussafu
oil field
Formed LPG Product
Services Division
Bought Maromba oil
field
Listed Hafnia

6. A leader in maritime energy transportation

BW Group has over 350 vessels managed by an international team
of over 6000 crew and 1000 shore staff in 12 offices world-wide
BW LPG (Listed)
BW LNG
DHT (Listed)
Hafnia (Listed)
World’s largest owner and
operator of VLGCs. Total carrying
capacity of over 4 million cbm with
over 45 VLGCs. Its Product
Services Division offers a low-risk
and fully-integrated product
delivery service to customers.
Involved in gas shipping and
floating LNG terminals. Has a fleet
of 24 LNG carriers and 3 FSRUs.
Specialized team delivered fasttrack FSRU projects in Egypt, and
multiple LNG vessel and gas
FPSO project engineering works.
BW is a financial investor in DHT
with 34% shareholding. DHT is a
crude oil tanker company which
owns one of the world’s largest
privately managed VLCC fleet
with 27 vessels.
BW Dry Cargo
Epic Gas (Listed)
BW Offshore (Listed)
BW Energy (Listed)
Owns a fleet of 18 bulk carriers
and newbuilds. Commercially
operated by BW Dry Cargo ApS
Copenhagen, Denmark which
acts as agent to Owners.
Largest commercial operator of
small LPG carriers. Fleet of 40
vessels ranges from 3,500 to
11,000 cbm and serves shorthaul LPG and chemicals trade.
World's second largest
contractor with 15 owned
FPSOs. Over 30 years of
production experience, executed
40 FPSO and FSO projects.
Has ownership stake in oil and
gas fields in Namibia, Gabon and
Brazil. Was the E&P arm of BW
Offshore before its listing in
February 2020.
World’s largest product tanker
company. Operates a fleet of
over 180 vessels in three product
tanker pools with vessels in the
LR2, LR1, MR and SR segments.
6

7.

8.

Location of main offices worldwide
Norway
BW Fleet Management
BW LPG
BW LNG
BW Offshore
Singapore
Demark
BW Fleet Management
BW Offshore
BW Pacific
BW LPG
BW Chemical Tankers
BW Dry Cargo
BW Pacific
BW Dry Cargo
USA
BW Offshore
BW LPG
BW LNG
BW Pacific
India
Brazil
BW Offshore
Nigeria
BW Offshore
BW Manning Services
BW Fleet Management
Philippines
BW Fleet Management

9.

BW Fleet Management

10.

BW Fleet Management AS
Inhouse Technical Manager for BW LPG/BW LNG, having technical management of
20 LNG/C, 3 FSRU and 20 VLGC
BW FM AS
-
-
Established in 2009.
Manage a diverse fleet consisting of LPG; LNG & FSRU’s
engaged in global trade
ISM, ISPS, MLC, ISO9001 and ISO 14001 certified
One common DoC covering LNG/C, FSRU and LPG
BWFM has DOCs for following flag state: Norway,
Bahamas, Bermuda, Isle of Man, Malta, Marshall Island,
NIS and Singapore.
Fleet Management services consist of technical, manning,
procurement, marine, vetting, security and HSEQ.
Inhouse Newbuilding Department, manage newbuilding projects
from the design phase to delivery
Work together with our customers in LPG, LNG & FSRU on
projects aimed at improving performance and developing new
business
Own manning offices in Philippines and India
Provide a safe working environment for all employees and
contractors
Vessel Name
Sub Segment
Flag
BERGE ARZEW
LNG
Bahamas
BW ARIES
LPG VLGC
Isle of Man
BW AUSTRIA
LPG VLGC
Norway
BW BOSTON
LNG
Norway
BW BRUSSELS
LNG
Singapore
BW CARINA
LPG VLGC
Isle of Man
BW ELM
LPG VLGC
Isle of Man
BW EVERETT
LNG
Singapore
BW GEMINI
LPG VLGC
Isle of Man
BW INTEGRITY
LNG FSRU
Singapore
BW LEO
LPG VLGC
Isle of Man
BW LIBERTY
LPG VLGC
Norway
BW LIBRA
LPG VLGC
Isle of Man
BW LILAC
LNG
Malta
BW MAGELLAN
LPG VLGC
Isle of Man
BW MAGNA
LNG FSRU
Singapore
BW MALACCA
LPG VLGC
Isle of Man
BW MINDORO
LPG VLGC
Isle of Man
BW MAGNOLIA
LNG
Singapore
BW OAK
LPG VLGC
Isle of Man
BW ORION
LPG VLGC
Isle of Man
BW PARIS
LNG FSRU
Singapore
BW PAVILION ARANDA
LNG
Singapore
BW PAVILION ARANTHERA
LNG
Singapore
BW PAVILION LEEARA
LNG
Singapore
BW PAVILION VANDA
LNG
Singapore
BW PINE
LPG VLGC
Isle of Man
BW PRINCE
LPG VLGC
Norway
BW PRINCESS
LPG VLGC
Norway
BW SAKURA
LPG VLGC
Isle of Man
BW SINGAPORE
LNG FSRU
Isle of Man
BW TRADER
LPG VLGC
Singapore
BW TUCANA
LPG VLGC
Isle of Man
BW TULIP
LNG
Singapore
BW VOLANS
LPG VLGC
Isle of Man
LNG BENUE
LNG
Bermuda
LNG ENUGU
LNG
Bermuda
LNG IMO
LNG
Bermuda
LNG KANO
LNG
Bermuda
LNG LOKOJA
LNG
Bermuda
LNG ONDO
LNG
Bermuda
LNG OYO
LNG
Bermuda
LNG RIVER ORASHI
LNG
Bermuda
BW Tatiana
10

11.

BWFM DoC Organisation Chart

12.

Designated Person Ashore (DPA)

13.

Safety and Quality Issues

14. 2020 Safety KPI’s – BWFM LPG

2020 Safety KPI’s – BWFM LPG
14

15. BWFM LPG - Safety Statistic – LTIF/TRCF 12m rolling

Month
Vessel
Category
Report title
November 2019
BW Sakura
MTC (TRC)
Finger Injury
May 2020
Berge Summit
MTC (TRC)
Knee Injury
May 2020
BW Gemini
RWC (TRC)
Back Injury
September 2020
BW Carina
MTC (TRC)
Finger injury
September 2020
BW Gemini
MTC (TRC)
Finger injury
Exposure hours: 4 151 376
BW Sakura
Berge Summit
BW Gemini
BW Liberty
BW Carina
BW Gemini

16.

2020 Safety KPI’s – BWFM LNG/FSRU
16

17. BWFM LNG - Safety Statistic – LTIF/TRCF 12m rolling

Month
Vessel
Category
Report title
October 2019
LNG River Orashi
LWC (TRC/LTI)
Nose Injury DD
September
2020
BW Lilac
LWC (TRC/LTI)
Eye Injury
Exposure Hours: 5 830 944
ITOSF 1,54
ITOSF 0,65
LNG River Orashi
BW Lilac

18.

Zero Harm - BW’s Way of working to
improve the safety culture in the
company

19.

The Zero Harm Project
One common project for the entire fleet operated by BWFM to strengthen the culture where safety is a leading
priority in all operations

20.

ZERO HARM
– BW Safety Culture
Operational Resilience
- Ability to bounce back in unexpected situations -
Visible leadership
Learning from incidents
Leadership Development
Life Saving Rules
Management commitment to Zero Harm
Ship visits from senior management
Visible Leadership Training Programme
Mini Missions
Sharing Best Practices/Safety Culture
COLLABORATIVE
Zero Harm Behaviours
Zero Harm Appraisal
Zero Harm Profile Test
Just Culture
Zero Harm Library
Case studies / Reflective learning
Root Cause Analysis (by TapRoot©)
Training adapted to workplace
High Severity – Low Frequency (HILO)
Near Miss Reports
Safety campaigns & initiatives w/Stop Work
focus
AMBITIOUS
RELIABLE
Behavioural Competencies
Resilience / Reflective learning
BW Safety Management & Supervisor
Training
• Crew Assessment Strategy
• Risk Management
• Work / Rest hour Management
ENDURING

21.

Journey towards Zero Harm BWFM
21

22.

Journey towards Zero Harm BWLNG
22

23.

Journey towards Zero Harm BWLPG
23

24.

Best on Water – ZH 2020 Plan
ZERO HARM
– BW Safety Culture
Operational Resilience
- Ability to bounce back in unexpected situations -
Visible leadership
Learning from incidents
Visible Leadership Training Programme
Mini Missions
Making short videos with Bw Chairman,
MDs of BW LNG, BW LPG, Hafnia
showing group commitment to ZERO
HARM
COLLABORATIVE
Creating information material and
animations for work aloft equipment
and respiratory protection
Development of Behavior based
safety system
AMBITIOUS
RELIABLE
Zero Harm Behaviours
Implementation of revised Risk
Assessment process
BW Safety Management & Supervisor
Training
Safety campaign on Bridge team
management
On board training and information
package on hazard awareness in
relation to navigation.
Campaign for safety awareness in the
engine dept.
ENDURING
24
24

25.

2020 Zero Harm Plan
The Zero Harm Plan 2020 will revolve around the outcome of the Safety Culture Survey,
and safety campaigns that aim to mitigate risks identified through the HiLo project and
through analysis and trends of near misses and accidents.
Column
Learning from Incidents
Visible Leadership
Visible Leadership
Zero Harm Behaviours /
Learning from Incidents
Zero Harm Behaviours /
Visible Leadership
Zero Harm Behaviours /
Visible Leadership
Zero Harm Behaviours
Zero Harm Behaviours
Zero Harm Behaviours
Actions
Creating information material and animations for work aloft equipment
and respiratory protection
Making short videos with BW Chairman, MDs of BW LNG, BW LPG,
Hafnia showing group commitment to ZERO HARM
Strengthening the safety culture after the survey, including:
Visible Leadership Training Programme
Mini Missions
Begin development of Behavior based safety system
Implementation of revised Risk Assessment process (including
Hazid & Toolbox Meeting)
BW Safety Management & Supervisor Training (LPG & LNG Fleet)
Develop safety campaign on Bridge team management
Develop on board training and information package on hazard
awareness in relation to navigation.
Create campaign for safety awareness in the engine dept.
25

26.

2020 Zero Harm Plan
Fixed initiatives
Column
Action
Visible Leadership /
Learning From Incidents
Agreed Best Practises to be circulated monthly in Marine
Summary/BW@Work, individual recognition will be included when
sharing.
Learning From Incidents
12 Resilience cases to be distributed
Learning From Incidents
4 LET cases to be distributed
Learning From Incidents
Minimum 2 Shell Refl Learning to be distributed
Learning From Incidents
NLNG maritime Partners in Safety
Zero Harm Behaviours
Sharing Strength of Safety Culture Quarterly Safety and Vetting Brief
Zero Harm Behaviours
HILO – send monthly report to Lloyds
Zero Harm Behaviours
HILO - Disseminate quarterly HiLo Reports to the fleets through
targeted initiatives
Zero Harm Behaviours
Zero Harm Art Competition
Zero Harm Behaviours
Zero Harm Photo Contest
Zero Harm Behaviours
Marine summary Photo contest
Zero Harm Behaviours
Prizes for Kahoot challenges through wellness credit
26

27.

Behavioural Programme Addressing Safety Culture
Human Element
Survey
Human Element
Development
Areas
Zero Harm Behaviours
• Preferred behaviours
• Competency Framework
BCF Project
Zero Harm Appraisal
• Individual development
• Coaching on preferred
behaviours
Key Crew Processes
27

28. Zero Harm Behaviours - Anchored in Key Processes

Recruitment & Promotion
• Zero Harm Profile Test (psychometric test mapped to profile competencies)
• Zero Harm Behaviours Interview
Hire Decision
• Individual development needs identified
Zero Harm
Behaviours
Zero Harm Appraisal
• Targets for development & performance
• Review of Target completion and performance
• Update individual development needs
Continuous development
• Zero Harm Behaviours Competency Framework
• Zero Harm Appraisal
28

29. Take extra care of cadets

Engine Cadet was feeding garbage to incinerator
(before firing up), this was a job he had done several
times under supervision of 2Eng - and had been
assesses as competent to do this job alone.
This day something unexpected happened when a
garbage bag got stuck inside the sluice chamber. In
stead of Stop Work and report to 2Eng, the cadet tried
to solve the problem him selves – with the
consequence of his finger got trapped inside the
incinerator. As he was working alone, it tool long time
before someone heard him screaming, and they could
assist releasing his hand.
It's uncertain if his finger can be saved.
While hydraulic oil drum was being shifted in forecastle
store, cadet eager to assist bosun (although he have been
instructed by Choff to take rest and instructed by Bosun to
stay clear of drums), suddenly grabbed the drum’s side to
help turn it towards a corner. This resulted in cadet’s left
hand fingers getting caught between steel stiffener and top
of the drum, thereby causing injury.
The incident is a result of excessive eagerness to
contribute from the Cadet which created a dangerous
situation.
29

30.

30

31.

General Focus Areas (Gas Fleet)
Reflective
learning, Learning Engagement tool (LET) and Resilience
exercises.
Safety Campaign – Hand & Finger Injuries
Improved Work Planning
i) Weekly Maintenance and Safety Meeting
ii) Safety Morning Meeting & follow up during
iii)
Safety Evening Meeting
Work Aloft
day
Guidelines
Implementation BW Lifesaving Rules
Harm Appraisal –Safety Behaviours of each individual is
appraised in his appraisal.
Zero
31

32.

Work – Rest Hours
Work-Rest hours
Ensure Rest hours are recorded accurately.(Drills, Ballast Water Exchange, Bunkering,
Cargo ops, attending UMS alarms etc)
Avoid Individual rest hour NC.
When a NC is occurring crew to be aware and efforts made to minimize the breach.
For every NC – extraordinary reason and compensatory rest to be stated.
Rest Hour records to be exported to ISF every 7 days and latest by 3rd of every month.
Month end message of Rest Hours to be sent to Marine/Technical/Manning depts.
ISF planning tool to be used for rest hour planning especially for port calls, tank cleaning,
extended work routine.
32

33. Shell’s Maritime Partners in Safety integrated in Zero Harm

BW Zero Harm
Shell’s Maritime Partners in
Safety integrated in Zero Harm
33

34. Shell’s Maritime Partners in Safety

The Journey so far
Through collaboration and engagement, our Partners in Maritime Safety
programme aims to share best practice material in order to achieve a stepchange in our safety performance.
34

35. Requirements from Shell’s Maritime Partners in Safety Program

Shell want to work with partners who lead from the front and drive improvement in
safety by (applicable to vessels & office org):
Lifesaving Rules
CEO/Sr Leadership visits (1 per month)
Reflective Learning (2 per year)
Learning Engagement Tool (4 per year)
Resilience modules (1 per month)
35

36.

36

37. Reflective Learning cases – CL-Zero library

Reflective Learning cases important for safety
improvements
The Shell’s Reflective Learning cases (videos)
incorporated into our Zero Harm library
BW’s own cases (ppt) are also in this library
We use Reflective Learning cases frequently
Basic Questions –
1)
What happens next – so you try to find all possibilities of the accident
2)
What are the hazards/barriers in place
3)
Can this happen on board and what will you do to prevent this
exercise
4)
Finally each crew member is to give his personal specific
commitment with one copy with SMT to measure his commitment
and to remind him.
37

38. Learning Engagement Tool and Resilience

Learning Engagement Tool (LET) - CLZeroHarmLearning
When new LET is released by Shell then this is added to
the library
LET run on board every quarter
Shell Resilience modules - CLZeroHarmResilience
Currently 8 modules made by Shell
One module every month (Also in office dept meetings)
Resilience Modules
MODULE 1
What is Resilience
MODULE 2
Take Decisive Action
MODULE 3
Keep Things in Perspective
MODULE 4
Change is Part of Living
MODULE 5
Take Care of Yourself
MODULE 6
Dealing with a Crisis
MODULE 7
Maintaining a Hopeful Outlook
MODULE 8
Making Connections
38

39. What is Resilience

Resilience is the ability to bounce back and effectively deal with problems and
challenges in day to day life as well as high stress situations.
By improving resilience we will have a more positive mind set and a wider
range of strategies on hand for dealing with everyday problems.
Increasing and strengthening our capacity to deal with life’s ups and downs
helps us to be the best that we can be as individuals and teams, and has an
important link to safety.
Resilience is a skill that can be learned, and like any skill, the more you
practice, the better you get.
"Instead of dealing with a problem or stressful situation in the way you always
have done before it gives you the ability to try a different way, to look at
things in a new way and try different methods to over-come them."
39

40.

Company Policies

41.

BWFM’s crewing policy
Strong emphasis is placed on recruitment, training and welfare
Recruitment
BW employs a stringent recruitment process to ensure
that only the best possible candidates are recruited
Strong synergies between LNG and LPG, one of the
largest gas fleets worldwide
Norway
Training is a top priority in BW’s crewing policy.
BWFM runs training programmes such as:
Crewing is done in-house with
manning offices in India and
Philippines
Officer conferences (7-8 per year)
Training
Officers-in-office programme
Cadet programme (600+ trainee cadets)
Onboard trainers visiting every ship once a year
India
Welfare
BW recognises that good employee welfare creates
a happier and more productive working environment
for all seafarers
Crew welfare is provided on all vessels:
Philippines
Wifi on all ships by 2016 with 1 GB per crew/month
Personalised email for all crew
All officers are enrolled in private insurance
schemes with coverage during vacation
41

42.

The BWFM managed fleet is ISO 14001 certified and we are committed to
implementing processes and measures that will continually reduce our
impact on the environment.

43. Drug and alcohol policy MM 01-30

Purpose
To ensure that the performance of any person working onboard, is not impaired by drugs or alcohol.
Scope
This policy applies to all BWFM managed vessels.
Policy statement
It is a BWFM principle that personnel working onboard BWFM managed vessels shall not be impaired by alcohol when performing
any scheduled duties and that the use, possession, distribution or sale of illicit or un-prescribed drugs will not be condoned and
shall be prohibited.
Non-compliance with this policy is not acceptable and will lead to disciplinary action up to and including dismissal.
In order to achieve this we shall:
Base control measures on the following guidelines, regulations and industry standards:
- OCIMF: Guidelines for the control of drugs and alcohol onboard ship
- USCG: 33CFR95 Operating a Vessel While Under The Influence of Alcohol or a Dangerous Drug
- USCG: 46CFR4.06 Requirements for alcohol and drug testing following a serious marine incident.
- STCW: STCW A-VIII/1.10 Fitness For Duty
- Flag Administration specific limits or restrictions
Only permit the consumption of alcohol onboard with restrictions as specified in this policy.
Prohibit the consumption of hard liquor (spirits), or fortified wine, at any time.
Only allow consumption of beer (<6% alcohol) and normal strength wine (<14% alcohol).
Under the direction of the Master, control the onboard sale and distribution of alcohol and monitor consumption.
Subject personnel to testing and screening for drug and alcohol abuse by means of a combined programme of un-announced
testing and routine medical examination.
Prohibit the consumption of alcohol in certain specific circumstances
Carry out tests of all relevant persons as soon as possible after an accident has occurred onboard the vessel or following an
incident in which the vessel has been involved.
Carry out unannounced searches for drugs, especially when a vessel has visited a port than can be considered a high risk.

44.

45.

Anti-Bribery Policy MM 01-28
BW is committed to being the world’s leading provider of maritime energy transportation services.
To that end, we strive to achieve superior financial results and we adhere to safe operating
standards while simultaneously adopting high ethical principles. The following anti-bribery policy
guides our interactions with suppliers, customers, members of the industry and other stakeholders
at all levels of the organization.
Policy Statement
• To comply with all applicable laws relating to anti-bribery and corruption in the jurisdictions in
which we operate and in particular with respect to the Principles
• Support any employee who passes up an opportunity or advantage that would compromise our
standards.
• To ensure that our reputation for ethical behavior and fair dealing with suppliers, customers,
competitors and other stakeholders is maintained.
• To expect all employees to conduct themselves with high standards of integrity.
• To prohibit the giving or receiving of any gift, cash, entertainment or hospitality where the intention
is to influence a business decision.
• To prohibit unofficial payments or gifts made to facilitate routine government action (facilitation
payments) where there is an intention to influence a public official in the performance of his/her
official function and gain an advantage in the conduct of business.
• To prohibit employees from asking for or suggesting any gifts and/or entertainment of any kind or
amount from suppliers or any other person.
In order to achieve this we shall:
• Provide training, guidance to employees on the Principles.
• Report gifts and entertainment according to the BW Staff Handbook (shore based employees).
• Record all gifts and entertainment on board.
Employees are responsible for reporting infringements of any applicable laws in the jurisdictions in which BW
operates and in particular with respect to the UK Bribery Act 2010.
45

46. Anti Harassment and Anti Bullying Policy

MM 01-33
Policy statement
BW Fleet Management strives to create and maintain a work environment and culture
in which people are treated with dignity, decency and respect. The BW’s environment
and culture should be characterized by mutual trust and the absence of intimidation,
oppression and exploitation.
BW will not tolerate unlawful discrimination, bullying or harassment of any kind, and
prohibit any retaliation against any individuals who report discrimination, bullying,
harassment or participate in an investigation of such reports.
Managers and Supervisors who knowingly allow or tolerate discrimination, bullying,
harassment or retaliation, including the failure to immediately report such misconduct to
BW Fleet Management, are in violation of this policy and subject to disciplinary actions.
46
46

47. Indecent behaviour

Indecent behaviour means not conforming with generally accepted standards
of behaviour, especially in relation to sexual matters.
The following are some examples of behaviours or activities that in some countries are not accepted and
subject to punishment:
All BW Fleet Management Seafaring Employees must be respectful of cultural, social and
religious norms when meeting the public in ports, on shore leave or during travel.
All BW Fleet Management Seafaring Employees must abide by local laws and be aware of
the BW Fleet Management’s expectations for exemplary behaviour.
Wearing revealing clothing e.g. shorts or being shirtless
Taking photos of others without consent
Kissing in public
Drinking in public
Urinating in public
Trespassing of property
Disrespecting dress codes at religious or holy sites
Littering
Unruly behaviour
Fighting
Religious insensitivity
Gambling
47
47

48.

48

49.

Social Media Policy
BW recognizes the importance of social media as a means to stay in contact
with family and friends while onboard.
Seafarers are therefore permitted to access social media through the vessel's
internet connection.
Seafarers must be guided by this policy which defines the proper use of social
media.
In the event of an incident, seafarers are prohibited from posting updates (any
information or pictures related to the incident) onto their social media
accounts.
Failure to comply with this policy can lead to disciplinary actions.
49

50. MM 01-31 End User Computing Policy – For Seafarers

Objective
To inform on the requirements of the End-User Computing Policy – For
Seafarers which is applicable for seafarers on all vessels
Agenda
What You Must Do
What You Must NOT Do
50

51. What You Must Do (1 of 2)

1.
Documents must be classified as CONFIDENTIAL or PUBLIC. Those that are not
explicitly classified are considered RESTRICTED (Examples):
a.
b.
CONFIDENTIAL documents must:
i.
Have an identified owner.
ii.
Have a clear indication on each page within the document that it is CONFIDENTIAL.
iii.
Not be shared with unauthorised external parties (e.g. competitors).
PUBLIC documents must:
i.
Have an identified owner.
ii.
Have a clear indication on each page within the document that it is PUBLIC.
2.
Scan all documents (e.g. email from new senders, thumb drives, cloud
services) to ensure that they are infection-free and malware-free before use.
3.
You can use IT systems or IT Equipment for personal matters where it does
not:
a.
Contravene applicable law;
b.
Interfere with personnel productivity for the Enterprise (i.e. BW);
c.
Pre-empt / hinder business activity;
d.
Incur additional expenditure for the Enterprise (i.e. BW); or
e.
Put the reputation of the Enterprise (i.e. BW) at risk.

52. What You Must Do (2 of 2)

5.
Inform the IT helpdesk immediately when there is a loss or
suspected security breach with IT systems or IT equipment.
6.
Follow the Social Media Guidelines for Seafarers.
7.
Physically secure and password protect your devices when
they are unattended.
8.
Treat CONFIDENTIAL documents with care by:
a. Immediately removing them from the printer after printing;
b. Securing them (e.g. lock in a drawer) when not in use or
unattended; and
c. Disposing of them using paper shredders or equivalent (e.g.
scissors or tearing); or designated confidential waste bins (i.e.
where a trusted 3rd party has been authorised to destroy and
dispose of confidential content placed in the bin).

53. What You Must NOT Do (1 of 2)

9.
Do not maliciously delete or manipulate information (e.g. delete documents,
delete emails).
10. Do not use IT systems for:
a.
Commercial or personal advertisements, solicitations, propaganda or promotions,
other than those directed by the Enterprise (i.e. BW);
b.
Dissemination of destructive programs such as virus software and self-replicating
code;
c.
Inappropriate activity, including but not limited to transmitting, receiving,
displaying, printing, or otherwise disseminating material that is fraudulent, illegal,
harassing, offensive, embarrassing, sexually explicit, obscene, threatening, or
defamatory; or
d.
Transmission or storage of Enterprise (i.e. BW) business information to a personal
email / storage account (e.g. Dropbox).
11. Do not tamper with shared IT equipment (e.g. servers, network equipment,
routers) to allow for unauthorised used (e.g. Resetting the on board wireless
router to gain illegal wireless / Internet access; tampering with the Very Small
Aperture Terminal (VSAT) below deck unit to acquire illegal wireless / Internet
access; tampering with the proxy server to bypass the firewall).
12. Do not purchase or install IT systems or IT equipment on behalf of the
Enterprise (i.e. BW) unless approval from Managers and IT has been obtained.

54. What You Must NOT Do (2 of 2)

13. Do not share your account password with anyone.
14. Do not change the software of your personal devices (e.g.
jailbreaking, rooting) connecting to the IT network to
bypass security controls (e.g. network segmentation,
firewall rules).
15. Do not copy customer information such as customer
personal contacts, intellectual property documentation,
and non-public personal information, to removable media
(e.g. thumb drive, external hard disk) as this may cause a
confidentiality breach.
16. Do not allow visitors to the vessel to use any external
storage devices (e.g. Universal Serial Bus (USB) thumb
drives, portable hard-disks) without prior approval from
the Duty Officer.
COPY

55.

Safety Management System

56.

TQM Familiarisation
TQM gives detailed information about various aspects of the Shipboard jobs. All personnel are advised
to read and follow the TQM pertinent to their Job profile. Safety is a main topic.
56

57. Overview of the most important manuals in TQM

Main Manual
Contingency, SMPEP and VRP
Environmental Manual and
SEEMP
Shipboard Manual
Company’s objectives and policies
Descriptions of TQM and BIS
Management of Change
Contingency Manual covers Office emergency team and vessel's
emergency response plan. The manual is linked with SMPEP and VRP
(OPA90)
Requirements related to the ISO 14001:2015 Environmental Management
Standard and energy efficiency
Important Manual and covers all daily working activities:
Organisation and job descriptions
Safety, Environmental and Health procedures
Maintenance
Personnel / manning
Inspection and certificates
Document Control Manual
Navigation Manual
Covers all Navigational activities
Cargo Operation Manual
Reports and check lists
Recordkeeping and filing
External publications
Posters
Defines standard related to cargo handling and bunkering.
Responsibilities and duties for officers and crew
Procedures for the various cargo operations
57

58. TQM Familiarisation guide is located in TQM and in all Familiarisation and Safety folders onboard

58

59. Document control

Click in
the folder
at the left
side to
open up
Document ID and location
of the document
Revision number for
the document
Who is the owner of
the document
Approved date –
the date when the
document was puiblised
59

60. How to keep yourself updated with TQM?

It is the responsibility for each employee to keep updated with changes in TQM.
When you come onboard after your leave: Click on the column to sort documents after new or latest
revised document.
This is the easiest way to get updated on changes in TQM.
60

61. What has been changed in TQM document?

• All new documents starts with revision no. 00
• All documents with revision 01 and higher has been revised hence there is also a revision log
• The change log gives you information about what has been changed in the document
61

62.

Job Description – Oslo Vessels
Details given in TQM – SBM 02-03 to SBM 02-29
62

63. What is BW Improvement System (BIS)?

BIS is BW’ improvement system -a fully integrated improvement system built on a Notes platform.
Improvement reports
Accident report
Near miss report
Non-conformity report
Suggestion for
improvement
Add on reports:
Summary report
Shipboard management review
Safety and common meeting
Experience feedback
63

64. BIS reporting

All incidents shall be reported through the Company’s Improvement System, BIS
All relevant information and details of the incident shall be reported through BIS
In BIS you are guided by a wizard, for each page, you will be presented with some data fields to fill in. The
system only ask you for relevant information
5
Lack of
control
Inadequate
•System
•Standards
•Compliance
4
3
Basic
causes
Management-
CompetenceSystemMental- or
Physical-
Immediate
causes
Substandard
acts/
pr actices
2
1
Incident
Unintended
harm or
damage to:
Event
Substandard
conditions
factors
Corrective action
Loss
Non-
Near
conformity
accident
-people
-property
-ser vice
-environment
Accident
64

65. 5 steps for reporting

Why?
Loss
5
4 Incident
3
Unintended
harm or
-people
-property
-service
-environment
Accident
Why?
Why?
What can we do?
Basic
causes
Immediate
2
1
causes
ManagementEvent or
Hazardous
situation
Near
accident
acts/
practices
Competence-
conditions
Nonconformity
SystemMental- or
Physicalfactors
Improvement
Improve
• System
• Standards
• Compliance
Corrective/
preventive
actions
65

66. Incident investigation process - from incident to improvement

BWFM is using TapRoot methodology as our investigation tool for all serious incidents
Top 4 officers onboard, managers and superintendents are trained in TapRoot
The Incident Committee Ashore (ICA) or an ICA Member may decide if a lower level incident is to be investigated
66

67. 3 steps for Improved Work Planning

1.
The Weekly Safety & Maintenance Meeting Program (ref DCM DCM 01.06-00 rev 05) to
be transmitted weekly from the vessel to the Technical Superintendent.
2.
Revised process/template for the Safety Morning Meeting (ref DCM 01.06-14 rev 14) and
follow up during the working day.
3.
Implementation of a daily Safety Evening Meeting (ref DCM 01.06-14 rev 14), which is in
addition to the daily Safety Morning Meeting. In the safety evening meeting:
a)
A debrief shall be done with the available crew of the work that has been performed this day,
including debrief of today’s applicable risk assessments.
b)
All planned jobs for next day shall be reviewed, including preparation & review of procedures,
work permits, LOTO, risk assessments, PPE & personnel assigned.
67

68.

Risk Assessment
1. OBJECTIVE
The main purpose of the risk assessment process is to ensure that before the work
is commenced everyone exposed to the hazards establish a common
understanding of what will be the hazards and what control actions need to be in
place in order for the risks to be within acceptable limits. The control actions shall
minimize the risks to As Low As Reasonably Practicable (ALARP).
Most activities on board ships have risks and a number of policies and procedures
are encompassed in the management system. The varied nature of the industry
requires that risk assessments must be carried out as part of planning of the work.
68

69. Part of the TQM Family

69

70. Circular letters – information from company to the vessels

Circular letter database:
• Circular letters are used to
inform and/or instruct the
vessels
• This is also where we store all
Safety bulletines, Security
letters and other bulletins
• Experience feedback is only
available from BIS
70

71. TQM Flag state information database – to keep up with legislation

This database provides information to vessels and shipping companies as applicable from the Flag
State for various flag state
Senior officers are obligated to know and follow the requirements from the flag state
71

72. BW Compliance  - to be used before a vetting inspection in order be best prepared

BW Compliance - to be used before a vetting inspection in
order be best prepared
A database consisting of checklist from
OCIMF SIRE
CDI
TMSA (for shore personnel)
All questions are provided with guidance notes and with link to TQM
All questions can be sorted by responsible
Always go through your areas before an inspection
72

73. Company overview

Purpose of Management of Change
For evaluation and control of permanent and
temporary changes
Ensure safety, security, health and
environmental standards are not compromised
A change can be to our operations,
procedures, vessel’s equipment or personnel.
A MoC should be used for both temporary and
permanent change
Risk assessment must be carried out to
evaluate and taking actions to reduce risks.
MoC is a planning tool
73
73

74. Change is defined as:

7
4
Change is defined as:
Any new condition which might affect Company’s activites
A list of changes include;
- Organisational
- Changes in the fleet
- Regulations and requirements
- Change of operation
- Changes to personnel
- Equipment
- New, upgrades or replacement of software and applications, hardware and communication equipment.
74

75. Guide for areas where MoC must be carried out

75
75

76. Changes not subjected to MoC

Replacement in kind (wherein an item, process, or person meets the specified criteria for the item it is
replacing)
Changes controlled by other management process:
- Routine personnel changes (crew rotation)
- Normal sailing routes controlled by operating procedures
- Routine in-service changes where operating procedures provide
guidelines for the change.
appropiate
76
76

77.

77
77

78.

78
78

79. TQM Library

DCM10.02 is a library of previous MoC’s which have been made as template that can be used for
similar changes
Remember to adjust the MoC to fit your plan.
79
79

80. ISO 9001 - Quality Management system

BWFM is certified by DNVGL according to the ISO 9001 - Quality Management
System standard since 2013
ISO 9001 helps us to:
Have an efficient management system tool where all important business processes are
mapped.
Sets areas of responsibility across the organisation
Identifies and encourages more efficient and time saving processes
Provides continuous assessment and improvement
80

81. BWFM is committed to achieving quality and risk management throughout the business processes. Quality is a natural integrated

part of our activities.
Our main objectives are to:
Identify and conform with the need of customers and meet all our compliance obligations.
Identify areas of sub-standard performance and take steps to implement remedial action.
Ensure all staff know and understand their roles so that we can do things once, do them right and continually
improve our processes.
In order to achieve this we shall:
Honor our compliance obligations.
Ensure our commitment to quality at all levels throughout the organisation.
Encourage all employees to improve our Management system.
Enhance the competence of employees through training and development.
Assess risk and opportunities in a systematic and planned way.
Active utilize and develop the management system.
Monitor and audit our quality performance and the effectiveness of our management system to drive continual
improvement.
81

82. ISO 14001 - Environmental Management System

BW Fleet Management is certified to ISO 14001 standard by DNVGL since 2009
BWFM keep list of all our environmental aspects and identifies our most significant aspects
BWFM has environmental plan with objectives and targets on how to improve our enviromental
Comprehensive performance monitoring
Training and awareness is carried out througout the organisation
82

83. BWFM is committed to protecting the global environment and to minimize our environmental impact concerning all our activities,

vessels and services
Prevent pollution and ensure zero spills to sea by evaluating risk in all our operations;
Committed to continued reduction in harmful emission to sea, air and land;
Keep BWFM certified under ISO 14001;
Ensure compliance with regulatory, company and customer requirements and have zero tolerance for MARPOL
violations;
Educate, train and motive employees to carry our task in an environmental responsible manner;
Implement technology and design that can improve environmental performance of all newbuildings;
Have a holistic view on energy management and implement energy saving initiatives, devices and operational
best practices;
Continuously improve environmental performance by monitoring and review goals and objectives;
(show environmental plan)
83

84. Grievance Procedures

Seafarers who have genuine grievances against any Company representatives may seek redressal as below
While on board :
By presenting the complaint to his immediate superior
An appeal to his Head of department
An appeal to the Master
While ashore :
By presenting the complaint to the Head of respective Manning Office.
Contact Crewing Manager in Oslo
For further information please refer to SBM 10-45 Onboard Complaint Procedure which is also included in the
Red familiarization folder.
84

85. DOCUMENTATION on Board

You are required to maintain the following Documents onboard for any Inspection by PSC or
other Authorities.
SEA – Contract signed prior joining vessel
Original Copies of STCW Courses and Other relevant Certificates
Maintain Record of Rest / Work Hours in ISF Watchkeeper Software
Monthly Wage Account Copy
85

86.

Contingency & Security

87.

BWFM Alert Team
As soon as possible and by the fastest means of communications, the Master shall report to the Company any
EMERGENCY SITUATION or MAJOR ACCIDENT or EQUIPMENT FAILURE that can cause an immediate major threat to
crew, ship environment to the below phone numbers.
The reporting procedure shall be in accordance with IMO resolution A 851 (20) as amended by
Resolution MEPC. 138 (53) as given in the SMPEP and OPA ’90 VRP manual. If the message has to
be conveyed by others, the alert telephone number should be included in the address.
87

88.

BWFM Anti Piracy Policy – Use Private Maritime
Security Contractors
USE OF PRIVATE MARITIME SECURITY CONTRACTORS (PMSCs)
BW is committed to providing an appropriate level of security on all of our
managed vessels.
The level of provided security will depend upon the vessel risk profile
The risk profile is compiled from a matrix of :
a) Freeboard
b) Speed
c) Vessel location
d) Voyage parameters
e)
Charterers requirements
The use of PSMCs is dependent upon the severity of risk developed from
above
Under normal circumstances the vessel will be hardened in accordance
with BMP and BW requirements
At a higher risk level a PMSC team will board the vessel to provide an
additional layer of security, training and assistance during the transit
There may be occasion where the severity of risk is very high and an
armed PMSC may be the only option available to reduce the risk.
The armed PMSC is not to be considered the norm and will only be
provided after due consideration of the severity of the residual risk and with
senior management approval.
88

89.

Security Teams
Give unrivalled support to Master (& to all crew )
Morale booster
Support with hardening & fixing of equipment
Drills & Training role
Advisory role
Can be used as lookouts – release of crew for other (routine) duties
BW Danube - security team on board actively engaged in the prevention of a boarding by using all means at their
disposal.
The personnel employed by us are almost exclusively ex ‘Special Services’ or Marines – they are not supermarket
or car park “security” guard types.
89

90.

90