Australian Maritime College Locked 1399 Launceston ... · Chapter 1: MV BLUEFIN Safety ... common-sense practices to all work habits. ... Although the responsibility for safe operations

CCHHAAPPTTEERR 11

MMVV BBLLUUEEFFIINN

SSAAFFEETTYY MMAANNAAGGEEMMEENNTT PPLLAANN

Australian Maritime College Locked 1399

Launceston, Tasmania 7250 Tel: + 61 (0) 3 6324 9330

Australian Maritime College

Chapter 1: MV BLUEFIN Safety Management Plan Page 1 of 46 Revised: 03 2018

MV BLUEFIN DOCUMENT CHANGE REQUEST FORM Date Document Name Page No Requested Change Signed: Master MV BLUEFIN Signed: Designated Person Ashore (DPA) DISTRIBUTION LIST Copy Issued to Date of Distribution by

Master MV BLUEFIN 1 Director – AMC Ports and Shipping 1 Operations & Facilities Manager – AMC 1 Business Services Manager – AMC Search 5 Master MV BLUEFIN 6 Chris Wells REVISION HISTORY

2 23/02/17 All Complete Review D. Waldron

3 02/18 All Complete Review D. Waldron Rev Date Pages Reason For Issue ORIG Check Approved Note: Previous revision history is located in the “Revision History” Folder located in the Bridge Document Library and records kept for 5 years.



CONTENTS

DISTRIBUTION LIST ........................................................................................................ 1

REVISION HISTORY ......................................................................................................... 1

CONTENTS ....................................................................................................................... 2

DOCUMENT INTRODUCTION .......................................................................................... 4

DEFINITIONS/ABBREVIATIONS ...................................................................................... 5

SAFETY INTRODUCTION ................................................................................................ 6

11..00 IINNTTRROODDUUCCTTIIOONN ..................................................................................................... 7

1.1 Line of Responsibility and Project Management Organisation 7 1.1.1 Introduction ....................................................................................................................... 7 1.1.2 Project Management ......................................................................................................... 8 22..00 PPOOLLIICCIIEESS ............................................................................................................. 12

2.1 UTAS Work Health and Safety Policy 12 2.2 Alcohol Tobacco & Other Drugs Policy 13 2.3 Master’s Ultimate Authority Policy 14 33..00 SSAAFFEETTYY OORRIIEENNTTAATTIIOONN//IINNDDUUCCTTIIOONN .................................................................. 15

44..00 SSAAFFEETTYY MMEEEETTIINNGGSS ............................................................................................ 16

4.1 Toolbox Meetings 16 4.2 Weekly Safety Meetings 17 55..00 RREEGGUULLAATTIIOONNSS .................................................................................................... 18

66..00 CCOOMMMMUUNNIICCAATTIIOONNSS ............................................................................................. 19

77..00 RREEPPOORRTTIINNGG SSCCHHEEDDUULLEESS IINNCCLLUUDDIINNGG IINNCCIIDDEENNTTSS ......................................... 20

7.1 Daily Reports 20 7.2 Incident Reporting 20 88..00 AAMMCC AACCCCIIDDEENNTTSS AANNDD IINNCCIIDDEENNTTSS RREEPPOORRTTIINNGG ............................................. 21

8.1 Responsibility for Compiling Reports 21 8.2 Method of Reporting 21 8.3 Submission of Reports 21 8.4 Investigation and Review 22 8.5 Follow-Up Actions 22 99..00 PPEERRSSOONNNNEELL ........................................................................................................ 23

9.1 Master’s Review 23 9.2 Selection/Competence 23 1100..00 WWEEAATTHHEERR MMOONNIITTOORRIINNGG .................................................................................. 24

1111..00 PPEERRSSOONNAALL PPRROOTTEECCTTIIVVEE EEQQUUIIPPMMEENNTT .......................................................... 25

1122..00 IINNSSPPEECCTTIIOONNSS .................................................................................................... 26

1133..00 VVEESSSSEELL TTOO VVEESSSSEELL TTRRAANNSSFFEERR..................................................................... 27

1144..00 MMEEDDIICCAALL FFAACCIILLIITTIIEESS ........................................................................................ 28

1155..00 WWOORRKK OONN DDEECCKK ............................................................................................... 29

1166..00 LLAAUUNNCCHHIINNGG AANNDD RREECCOOVVEERRYY OOFF TTOOWWEEDD EEQQUUIIPPMMEENNTT ............................... 30



1177..00 JJOOBB SSAAFFEETTYY AANNAALLYYSSIISS ................................................................................... 32

1188..00 MMAANNAAGGEEMMEENNTT OOFF CCHHAANNGGEE ............................................................................ 33

1199..00 EENNVVIIRROONNMMEENNTTAALL IISSSSUUEESS ............................................................................... 34

2200..00 OOIILL SSPPIILLLL CCOONNTTIINNGGEENNCCYY PPLLAANN ..................................................................... 36

20.1 Introduction 36 20.2 National Plan Objectives 36 20.3 Safety Priorities 36 20.4 National Plan Divisions of Responsibility 36 20.5 National Plan Operations 37 20.6 Oil Spill Response 37 2211..00 MMAARRIINNEE FFAAUUNNAA ................................................................................................. 38

2222..00 SSHHIIPPBBOOAARRDD PPOOLLIICCIIEESS ..................................................................................... 40

List of Appendices: Appendix 1 Bridge Related Documents Appendix 2 Engine Room Documents Appendix 3 Deck Operation Documents Appendix 4 Check List Documents Appendix 5 Student Training Related Documents Appendix 6 Permits to Work Documents Appendix 7 Specification/Survey Documents Appendix 8 Reporting Appendix 9 Register of Shipboard Logs



DOCUMENT INTRODUCTION

The Motor Vessel (MV BLUEFIN) is owned by the University of Tasmania and is operated by Australian Maritime College (AMC). The AMC is an institute of the University of Tasmania (UTAS). The vessel is also used by AMC Search which is an AS/NZS ISO 9001:2008 accredited company and has a vessel Health, Safety and Environmental Management System that complies with the International Marine Organisation’s (IMO) International Safety Management (ISM) Code. AMC Search is the commercial arm of the Australian Maritime College which is based in Launceston, Tasmania.



DEFINITIONS/ABBREVIATIONS The following definitions/abbreviations may be found in this document and/or other referenced documents. Medivac - Medical Evacuation AMC - Australian Maritime College AMOSC - Australian Marine Oil Spill Centre AMRCC - Australian Maritime Rescue Co-ordination Centre AMSA - Australian Maritime Safety Authority DPA - Designated Person Ashore FAC - First Aid Case HAZID - Hazard Identification HAZOP - Hazard and Operability Studies ISO - International Standard Organisation JSA - Job Safety Analysis LTIFR - Lost Time Injury Frequency Rate MARPOL - International Convention for the Prevention of Pollution from Ships, 73/78 MOSAP - Marine Oil Spills Action Plan MTC - Medical Treatment Case NCPS - National Centre for Ports & Shipping NM - Near Miss WHS&E - Occupational Health Safety and Environment PPE - Personal Protective Equipment Rep - Representative SMS - Safety Management System SOLAS - International Convention or the Safety of Life At Sea SOP - Standard operating Procedure SOPEP - Shipboard Oil Pollution Emergency Plan UTAS - University of Tasmania



SAFETY INTRODUCTION

Objective The prevention of accidents and injury is the primary objective on this and all AMC operations, and great importance is placed on ensuring and maintaining the health and safety of employees. Furthermore, AMC wishes to protect all persons with whom employees may have association during work activities. It is therefore the policy of AMC to observe and comply with all statutory provisions and to take any additional measures that it sees fit in the pursuance of safety. Individual Responsibility All employees of the Australian Maritime College are: • responsible to themselves, their families, and their fellow workers to apply safe-

minded, common-sense practices to all work habits. • required to co-operate in implementing the requirements of all Health, Safety and

Environmental laws, codes of practice, and work instructions. All personnel should: • challenge and report all unsafe acts, accidents, and near misses - when they occur -

to their immediate supervisor. • refrain from any action or omission or anything that constitutes a danger to any

person and are to be alert to such dangers, advising their immediate supervisor.



11..00 IINNTTRROODDUUCCTTIIOONN Safety management applies to all personnel, we have a personal responsibility both as a ‘team’ and as individuals to unsure that Safety receives the highest priority in all operations. Offshore operations are a potentially hazardous environment and this Safety Management Plan has been developed to cover AMC personnel and operations at sea on board the vessel. Effective ‘self-policing’ of the Plan is encouraged. The requirements of this Safety Management Plan are supplementary to the WHS&E legislation and is the minimum requirement for the management of AMC Safety and Health on the project. This document is not intended to supplant or override current legislation. It is AMC’s intention to comply with whichever require the greater compliance. Other documents that will be referred to and be present on the vessel are: • Shipboard Contingency Plan • AMC Hazardous Goods and Substances Manifest (HGSM) 1.1 Line of Responsibility and Project Management Organisation 1.1.1 Introduction The Australian Maritime College is convinced that prevention of accidents and preservation of the environment are essential to the efficient operation of its business. The well-being of our own and Sub-contractor employees as well as our students are a major factor in all facets of our business since people are our most valuable asset and their safety is a prime consideration. Although the responsibility for safe operations and a safe place to work rests clearly with all sections of the management, every employee and Sub-contractor must recognise his or her responsibility to ensure the safety of themselves and others. AMC will ensure that the Health and Safety, and Policies are pursued with diligence and that everyone is aware of their responsibilities. To this end, the AMC has defined set objectives that we as an institution are striving to meet. These objectives include: • The prevention of all injuries in the workplace. • To provide a Safe and Healthy workplace. • To eliminate all discharges and emissions that could have a detrimental effect on the

environment. • To establish and maintain safe and environmentally sound working procedures and

practices throughout its operation.



• To comply with all statutory obligations concerning Health, Safety and the Environment.

• To provide training for all personnel to enable them to work safely and avoid damage to the environment.

• To develop a high degree of health, safety and environmental awareness among all staff.

• To provide and maintain procedures for effective response to any emergency that may befall our personnel and/or equipment at any of the locations that they may find themselves.

• To maintain and monitor AMC performance. Safety is the preservation of Life, Property and Natural resources from accidental loss. To aid in accomplishing these objectives, every person involved must realise the potential consequences of accidents and environmental damage and comply with those restraints necessary to prevent them.

1.1.2 Project Management AMC policy is that WHS&E matters are the responsibility of line management, even though Safety Advisors or Co-ordinators may be appointed within AMC. The Principal's Policy Statements, included at the front of this document, make it clear that responsibility is delegated down through the normal management tree, in such a way as to place the onus firmly on each supervisor for safe operation within his own section or department of activity. The Principal has delegated responsibility through Director NCPS to the Vessel’s Master. All field activities associated with the mobilisation, operation and demobilisation for the vessel at sea are therefore under the direct control and responsibility of the Master. The Master has full authority to stop work or any part of the operation associated with the vessel on safety grounds if he believes that by not doing so will or may present an unacceptable risk. Responsibilities of personnel for WHS&E are: Onshore The Principal • Defining College Targets • Implementing the strategy and the systems • Reviewing and correcting at local level AMC Operations & Facilities Manager

• Acting as a focal point for WHS&E and Risk Management within AMC

• Assisting the NCPS • Increasing employee safety and environment awareness • Promoting health and safety commitment within AMC • Compiling company safety statistics • Obtaining and controlling reports • Preparing local documentation • Undertaking inspections and audits as required • Investigation of Incidents/Accidents as required



AMC Search • Overall operational control of Contracted projects • Safety co-ordinator for Contracted projects • Contract Project logistics support • Focal point for client contact OFFSHORE Vessel Master • In command of the vessel • Has overall responsibility for the safety of the vessel and

ALL personnel onboard • Maintain vessel Safety Management System/Plan • Ensuring compliance with all statutory requirements • Manage/review SOPs and JSAs, risk assessment (as

required) • Ensuring compliance with all vessel Owner/Operator, AMC

and Client/s safety philosophies and procedures • Nominated vessel WHS&E Rep/Advisor • Holding vessel safety drills and meetings • Compiling Accident and Incident Reports as appropriate. • Reporting all accidents, incidents and hazards to vessel and

AMC management • Investigation of all accidents, incidents and hazards • Wearing of appropriate PPE • Advising fellow employees of hazardous situations • Promoting a mature approach to working safely • Promotion of health and safety awareness amongst all

employees DPA • Assist Vessel’s Master to maintain AMC Safety Management

Plan/System • Ensuring compliance with all Client/s project safety

philosophies and procedures • Ensuring compliance with all statutory requirements • Nominated AMC Offshore Operations WHS&E Rep/Advisor • Undertaking inspections and audits as appropriate • Attendance at appropriate vessel safety meetings • Participation in and adherence to all safety instructions,

procedures and safety activities on the vessel • Regular review of offshore operations JSAs and Risk

Assessor • Reviewing Accident and Incident Reports • Reporting all accidents, incidents and hazards to

management and statutory authorities • Investigation of all accidents, incidents and hazards • Responsible for liaison with Client’s Offshore Reps • Wearing of appropriate PPE • Advising fellow employees of hazardous situations • Presenting a mature approach to working safely



• Promotion of health and safety awareness amongst all

employees. AMC Personnel • Compliance with vessel and AMC Safety Management

Systems/Plans • Compliance with all Client/s and vessel safety philosophies

and procedures • Compliance with all statutory requirements • Participation in and adherence to all safety instructions,

procedures and safety activities on the vessel • Attending appropriate safety meetings • Participation in JSA preparation and review • Reporting all incidents, accidents and hazards to Vessel

Master and Operations & Facilities Manager • Wearing of appropriate PPE • Advising fellow employees of hazardous situations • Presenting a mature approach to working safely Vessel Crew • Compliance with vessel and AMC Safety Management

Systems/Plans • Compliance with all Client/s and vessel safety philosophies

and procedures • Compliance with all statutory requirements • Participation in and adherence to all safety instructions,

procedures and safety activities on the vessel • Attending appropriate safety meetings • Participation in JSA preparation and review • Reporting all incidents, accidents and hazards to Vessel

Master and Operations & Facilities Manager • Wearing of appropriate PPE • Advising fellow employees of hazardous situations • Presenting a mature approach to working safely

All personnel have a responsibility both to themselves and to AMC for their own safety and for the safety of equipment and property within their area of responsibility. Supervisors at all levels have personal and individual responsibility for the safety of each person under their supervision, direction, or control. Accident prevention is an important part of every supervisor’s job. Each member of the crew has a responsibility for acting safely in his day-to-day work, and for reporting unsafe situations to his supervisor at the earliest opportunity. The Contractor’s Safety Organisation is shown overleaf.



MV BLUEFIN LINE OF RESPONSIBILITY

AMC Principal

Designated Persons Ashore/Operations &

Facilities Manager

AMC Director Ports and Shipping

Master BLUEFIN

Vessel Crew



22..00 PPOOLLIICCIIEESS 2.1 UTAS Occupational Health and Safety Policy The Australian Maritime College is a specialist institute of the University of Tasmania (UTAS) and as such there are a number of UTAS policies that apply to the Bluefin including the UTAS Work Health and Safety Policy. This document is attached to this SMP as an Appendices. Alternatively, the policy is located at: http://www.utas.edu.au/work-health-safety and under the WHS Essentials tab.

http://www.utas.edu.au/work-health-safety



2.2 Alcohol Policy The University of Tasmania Alcohol Tobacco & Other Drugs Minimum Standard Policy is attached to this SMP as an Appendices. Alternatively, the policy is located at: http://www.utas.edu.au/work-health-safety and under the WHS Essentials tab.




2.3 Master’s Ultimate Authority Policy The Master onboard has the ultimate authority on all matters affecting the safety of the ship, her crew, her cargo and the environment. The Master shall, at all times, take all necessary steps and precautions to prevent accidents and to minimise the consequences of accidents that could affect the ship, her cargo and the environment and for this purpose the Master has all the necessary authority, on behalf of the Managers of the vessel. No employee of the Managers, its agencies or agents shall have authority to override the Master's decisions in the performance of the responsibilities mentioned above. To the extent that any Policy or Procedure of the Managers or any representatives shall conflict with the ultimate authority of the Master, such Policy or Procedure shall be invalid. Nothing in this Safety Management System removes from the Master his overriding authority and responsibility to make decisions, take any steps and issue any orders, whether or not they are in accordance with the contents of this Safety Management System, which he considers are necessary for the preservation of life, prevention of pollution or for the safety of the ship and to request the Company's assistance as may be necessary. No commercial consideration should ever interfere with the ultimate authority of the Master and his responsibilities and decisions for the safety of the ship, her crew, her cargo and the environment.



33..00 SSAAFFEETTYY OORRIIEENNTTAATTIIOONN//IINNDDUUCCTTIIOONN All AMC personnel shall attend an induction meeting to introduce them to the health and safety requirements of the project. The induction meeting shall aim to make personnel aware of safety and environmental regulations and systems to assist them in carrying out their work in a safe manner, at all times regarding their own safety, that of their colleagues, the environment and other personnel onboard the vessel. Induction meetings for all AMC personnel will be undertaken as follows: Project Induction, at AMC, that will: • Acquaint personnel with the site, the nature of the project, the method for identifying

and eliminating hazards (Hazard Analysis and JSA), the hazards that personnel may encounter, the tools, plant and equipment and safe practices to be used to minimise incidents.

• Review of the Safety Management Plan. • Review the contents of Health and Safety manuals, stressing the sections applicable

to personnel and the project. • Advise of the requirements for working safely and that failure to follow safe practices

may result in disciplinary action and removal from the vessel. • Reporting procedures in the event of an incident. • Emergency procedures on board the vessel. Vessel Induction, on the vessel, that will address: • Vessel layout • Emergency procedures • Location of emergency equipment • Location of fire fighting equipment • Location of life saving equipment • Muster stations • Hazards that may be encountered and safe practices to be used to minimise

incidents • First Aid procedures The conduct of the vessel safety orientation/induction should be noted on the appropriate vessel induction record sheets. Chemicals or hazardous goods cannot be brought onboard without permission of the Master, SDS must be provided.



44..00 SSAAFFEETTYY MMEEEETTIINNGGSS Face to face meetings, both formal and informal, are an essential part of the Safety Management System (SMS) process. WHS&E meetings will be held as follows: FREQUENCY COMPRISED OF Department/Mob Meeting Prior to personnel

departing AMC for sea Vessel’s Master. DPA

Depart/Mobilisation Meeting

Prior to commencement of equipment mobilisation

Vessel’s Master Chief Engineer Vessel personnel Client/s Representative Others as required

Toolbox Meetings Daily and/or at shift changes and following an incident to report the findings of the Incident investigation. Note: Dot point minutes to be taken and noted in Ship’s Log. To be noted on Weekly/project Safety reports.

Vessel’s Personnel Others as required

Safety Meetings The first meeting is to be held prior to the vessel departure. This first meeting should be held in conjunction with the vessel emergency drill immediately on departing port. Following the first meeting, the frequency of follow on meetings will depend on voyage duration and nature of activity. To be determined by Master. Minutes are to be taken for this meeting.

Vessel Master Vessel personnel Client/s Representative Others as required

Job Safety Analysis and Risk Assessments

Change of task Critical activity Significant hazards noted

Vessel’s Crew Operating teams and other specialist advisors

Incident Investigation Within 24 hours of Incident occurring

Vessel Master Client/s Representative Others as required

4.1 Toolbox Meetings Toolbox meetings shall be held at each shift change and should include the following items: • Work activities undertaken during previous shift • Anticipated work to be undertaken during next shift • Any hazards that have not been actioned • Individual concerns of employees • Any problems experienced during the previous shift



In addition to shift change Toolbox meetings, a Toolbox meeting, which should be no longer than fifteen minutes duration, shall be held on site following an incident and/or as required and items covered shall include, but not be limited to: • Review of injury and accident reports • Items of general safety importance to the site • Areas of safety interest to meeting participants • Project safety rules and policies • Systems and procedures Toolbox meetings shall also be used as an educational forum to improve employee’s knowledge and understanding of health and safety systems and rules and requirements. 4.2 Weekly Safety Meetings Safety meetings should discuss WHS&E issues that are associated with the provision of services by AMC and vessel operations. The meeting should be minuted and should include a corrective action list, including completion dates and persons responsible for ensuring satisfactory completion of action items. Copies of the minutes should be distributed to the Vessel Master, DPA and AMC Operations & Facilities Manager.



55..00 RREEGGUULLAATTIIOONNSS AMC will abide by all relevant Commonwealth and State Government regulations applicable to the operations to be undertaken by AMC. Some of the regulations applicable: • Commonwealth of Australia Navigation Act 2012 (Division 14 Part IV)

Australian Ship Reporting System (AUSREP) Small Craft Australian Ship Reporting System (SC AUSREP)

• The International Convention for the Safety of Life at Sea (SOLAS) 1974 Consolidated Edition, 1997 and 1996 Amendments

• Australian Maritime Safety Authority National Contingency Plan to Combat Pollution of the Sea by Oil

• International Convention for the Prevention of Pollution from Ships (MARPOL 73/78 Consolidated Edition, 1997)

• Work Health & Safety Act 2012 (Tasmania) • Work Health & Safety Regulations 2012 (Tasmania)



66..00 CCOOMMMMUUNNIICCAATTIIOONNSS The primary communication process in the safety organisation is one-to-one contact between a person and his/her immediate superior and subordinate. The ‘Chain of Command’ is also a ‘Chain of Communication’. Matters such as policy changes will be published by senior management, and may be issued in the form of a circular to all staff, but it is the responsibility of each manager and supervisor also to explain the content and intention of the matter to his/her immediate subordinates. Both written and verbal communication is appropriate, depending on the geographical location of the parties.



77..00 RREEPPOORRTTIINNGG SSCCHHEEDDUULLEESS IINNCCLLUUDDIINNGG IINNCCIIDDEENNTTSS 7.1 Daily Reports The daily report is to be sent to the DPAs by the Vessel Master and wherever possible will be sent prior to 12.15 mid-day. It is to refer to the preceding 24 hour period and is to contain a section on safety. The safety section should itemise the following: • Incidents • Injuries • Near-misses • Identified safety hazards • Record of safety drills • Safety meetings held 7.2 Incident Reporting An ‘Incident’ is an unplanned event that causes or could have had potential to cause injury or damage to personnel or property and involves: • Any personnel of AMC in the course of their employment, and; • Occurs at a place under the control of the Client/s, or AMC while engaged in

activities related to the project, or; • Involves operations of the Client’s, or AMC’s property, plant or equipment. The Client/s shall be advised immediately by the Vessel’s Master and AMC of any accident/incident or near miss. The Vessel’s Master and Client/s Representative are to conduct an investigation as to the causes of all Incidents and record the information on the UTAS Incident Form. A copy of the UTAS Incident Form must be supplied to AMC within 24 hours of the occurrence of the Incident and shall include recommendations to avoid a recurrence of the Incident. Refer to http://www.utas.edu.au/work-health-safety for a link to the latest Incident Form. Any offshore operation hazards identified during the investigation will be rectified by AMC and procedures amended accordingly.




88..00 AAMMCC AACCCCIIDDEENNTTSS AANNDD IINNCCIIDDEENNTTSS RREEPPOORRTTIINNGG It is a requirement that reports are to be submitted in the following circumstances: • Vessel accidents involving personnel whether on duty or not, and whether injured or

not. • Personal injury (a) to any person whilst on AMC premises or AMC business, or

travelling to or from AMC business or place of work; or (b) to a non-employee, if the action of an employee whilst on an AMC activity or using AMC property may have been a contributory factor.

• Property Damage to property that is (a) owned by, hired by, or is the responsibility of, AMC, whether or not it is being used on AMC business at the time, or (b) owned by any other party and which has been affected by the actions of AMC or any employee.

• Near misses in the above three categories. Depending on what happened, reports in more than one of the above categories may be required for the same event. 8.1 Responsibility for Compiling Reports For accidents and incidents on board, it is the responsibility of the Master to arrange for the accident report to be compiled, irrespective of who may technically employ the person(s) involved. This reporting process must be completed within 24 hours of the accident and, wherever possible, the report must be reviewed locally by the DPA. 8.2 Method of Reporting To ensure consistency of information within the AMC, the proper reporting forms are to be used at all times to report incidents/accidents involving AMC personnel/operations. These forms are: UTAS Hazard Report To be used when no injury or

vessel damage is sustained, but when an incident has occurred.

http://www.utas.edu.au/work-health-safety & under the tab Notify, Incident, Near Miss or Hazard select Hazard Report Form

UTAS Incident Accident Report

For use in every event of personal injury, however and whenever sustained, except those classified as First Aid Cases.

http://www.utas.edu.au/work-health-safety & under the tab Notify, Incident, Near Miss or Hazard select Incident Form

AMSA Incident Report Form 19

72 hours https://www.amsa.gov.au/domestic/vessels-operations-surveys/domestic-incident-reporting/

8.3 Submission of Reports All reports are to be submitted in the first instance to the DPA, who is to advise the AMC Operations & Facilities Manager of the facts.



https://www.amsa.gov.au/domestic/vessels-operations-surveys/domestic-incident-reporting/





The AMC Operations & Facilities Manager is to send a copy of all reports to the Director NCPS and is to log the report in the appropriate register. 8.4 Investigation and Review Investigations and Reviews are not primarily intended to apportion blame, but to make more generalised deductions which can lead to improved safety performance within AMC. The Vessel Master and Client/s Representative are to conduct an investigation as to the causes of all Incidents and record the information on the appropriate AMC form (see Appendix E). A copy of the AMC form must be supplied to AMC within 24 hours of the occurrence of the Incident and shall include recommendations to avoid a recurrence of the Incident. Depending on the seriousness of the incident, a formal investigation may be conducted by AMC, the Client/s and any other interested party. All accident and incident reports are to be reviewed by AMC Management. Where appropriate, AMC will review any accident, incident, or investigation report. 8.5 Follow-Up Actions Reviews of accidents and incidents can be expected to recommend either changes to procedures or work instructions, improved control of processes, additional or re-directed training, etc. It is particularly important that those who provide reports describing near misses or dangerous occurrences are made aware that action to resolve the original problem has been considered at an appropriate level, and action has been taken where necessary.



99..00 PPEERRSSOONNNNEELL 9.1 Master’s Review The Master’s review will be conducted in December of each year, on completion the review will be sent to the DPA for evaluation and reply then forwarded to senior management within AMC. The Master’s review will contain the following information: • Deficiencies and recommendations of the Safety Management System. • Results of internal and external safety audits. • Accidents and incidents, operational risks and hazardous situations. • Reviews conducted on work instructions SOPs and JSAs. • Crewing and crew training. • Condition of the vessel and equipment. • Support of and communication with management. 9.2 Selection/Competence Marine crew for the survey are provided by the vessel operator to meet the requirements of the Australian Maritime Safety Authority (AMSA) for vessel operations. All marine crew provided by the vessel operator are to have Seagoing Qualifications in accordance with Australian Maritime Safety Authority (AMSA). Further information can be found at: https://www.amsa.gov.au/domestic/domestic-quals/

https://www.amsa.gov.au/domestic/domestic-quals/



1100..00 WWEEAATTHHEERR MMOONNIITTOORRIINNGG The work area is prone to Gales/Storms, the risk varying with the time of year. The high risk period is between May and September, so the weather situation will be continually monitored, so that appropriate action can be taken if required.



1111..00 PPEERRSSOONNAALL PPRROOTTEECCTTIIVVEE EEQQUUIIPPMMEENNTT Personal protective equipment (PPE) shall be worn on the vessel as directed by the Vessel Master, and will comply with the relevant Australian Standards.



1122..00 IINNSSPPEECCTTIIOONNSS On completion of vessel mobilisation and prior to the vessel departing point of mobilisation, a ‘Walk-Around’ of the vessel is to be carried out by the Client/s Representative and Vessel Master. The ‘Walk-Around’ is to check that the installation of offshore equipment has not induced any unidentified safety hazard and that all equipment is secured for sea.



1133..00 VVEESSSSEELL TTOO VVEESSSSEELL TTRRAANNSSFFEERR The majority of vessel-to-vessel transfers will be between BLUEFIN and the workboat, should the requirement exist then the following is to be observed. Transfers between vessels are only to be carried out following careful assessment of the prevailing conditions at time of transfer by both Vessel Masters. BOTH Vessel Masters MUST agree that the transfer of personnel and equipment can be carried out in a safe manner before the transfers commence.



1144..00 MMEEDDIICCAALL FFAACCIILLIITTIIEESS The BLUEFIN has limited medical facilities onboard. The vessel’s medical locker is maintained to Scale 2B. The Vessel Master has overall responsibility for initial attendance or treatment of any illness, injury and medivac.



1155..00 WWOORRKK OONN DDEECCKK Particular care is required when handling any overside equipment and the Vessel’s Master is to ensure that the correct and safe procedures are understood and implemented for all back deck work. Those working on the back deck during operations are reminded that: • Coveralls should be worn • Non-slip safety footwear is to be worn • Lifejackets are to be worn by anyone near any opening in the guard railing or

bulwarks, or when outboard of either of these • Nobody should be on the back deck alone • Hard Hats to be worn when items are being lifted.



1166..00 LLAAUUNNCCHHIINNGG AANNDD RREECCOOVVEERRYY OOFF TTOOWWEEDD EEQQUUIIPPMMEENNTT Injuries have occurred in the past when heavy loads are lifted off the deck prior to swinging over the side or stern. Steadying lines should always be used, even in calm weather, so as to minimise unwanted movement of the load. Launching Site survey equipment is launched in compliance with manufacturers’ operation manuals. Prior to deployment a visual inspection is made, and tests are performed of all systems. Before equipment is deployed the weather conditions are assessed for operating tolerances. The conditions are likely to be out of tolerance when the weather or sea state causes any of the following: (i) When vessel motion is such that there is a risk to personnel or equipment during

potential launch or recovery operations. (ii) Line keeping by the vessel is out of specification. (iii) The recorded data is of a poor quality and thus no longer meets the specifications. Once the weather conditions are suitable for site survey operations, overside equipment is deployed in a pre-determined sequence to minimise entanglement, and the risk of injury to personnel. Apart from the seismic streamer that is deployed directly from the streamer winch, all sensor and source tow cables are deployed through blocks either suspended from the 'A' frame type gantry, or from davits provided for the purpose. All lifting points have been load tested. Only essential personnel are on the back deck at this time. Personnel working on deck should wear the specified clothing, e.g. overalls, correct safety boots with non-slip soles, good working gloves, if appropriate, flotation devices in the areas marked, and hard hats. Before any equipment is launched or recovered, the officer of the watch is informed. If in his opinion, or in his absence that of his nominated deputy, it is not safe due to weather conditions to launch or recover equipment, the action must not be allowed to take place. Immediately prior to deployment of any equipment, the bridge, engine room and duty personnel are informed through the intercom system or hand held radios. The speed of the vessel during launching will be kept as low as possible for the equipment being launched. Recovery Future expected weather conditions should be considered so that overside equipment may be recovered before deteriorating weather conditions get too bad to allow safe recovery. Site survey equipment is recovered in compliance with manufacturers’ operation manuals, in a pre-determined sequence to minimise entanglement, and the risk of injury to personnel. Only essential personnel are on the back deck at this time.



Immediately prior to retrieval of any equipment, the bridge, engine room and duty personnel are informed through the intercom system or hand held radios.



1177..00 JJOOBB SSAAFFEETTYY AANNAALLYYSSIISS The purpose of Job Safety Analysis (JSA) is to: • Identify potential hazardous conditions and means of their control • Form the basis for the development of safe procedures • Assist in training employees in job procedures • Identify more efficient methods of performing work JSAs are prepared by: • Breaking the Job down into steps • Identifying the potential hazards associated with each step • Identifying hazard controls/safe work procedures Stages of a JSA should be: 1. Identify the job to be analysed. 2. Review any existing JSAs 3. Break the job down into steps 4. Identify the hazards and risks associated with each step and who or what might be

harmed 5. Assess the potential of each hazard 6. Develop solutions to eliminate or control the potential hazards 7. Consider the effect of CHANGE in all of the above stages 8. Record the JSA 9. Review the job on completion and update the JSA as necessary Prior to the commencement of all operations/deployments for the first time, and any changes to procedures, the JSAs are to be reviewed for suitability for the prevailing conditions. JSA meetings and subsequent review of JSAs are to be documented in Safety Meeting Minutes. JSAs are dynamic documents and will be updated as new equipment and/or prevailing conditions change. The JSAs contained at Appendix 6.1 are intended as a guide for formulating the project specific (on-site) JSAs.



1188..00 MMAANNAAGGEEMMEENNTT OOFF CCHHAANNGGEE Changes of personnel, equipment, processes and procedures have the potential for adverse effects on occupational health, safety and the environment (WHS&E) if not managed correctly. Effective Management of Change is pivotal to ensuring safe operations. The degree to which change procedures are likely to be subject of formal control will be a function of the extent of the change required and the risk associated with the operation. The following types of change require formal control mechanism: • Modification to company owned plant and equipment • Proposed changes in operating procedures that take equipment outside of design

operating parameters • Significant change request in the course of offshore operations • Significant change to maintenance procedures • Significant change to organisation structures When a change of personnel, equipment, process and/or procedure has been identified, the WHS&E issues should be reviewed according to the nature of the change and potential consequences and risk assessments. In reviewing the change the following should be addressed: • Identification and documentation of the proposed change and its implementation. • Responsibility for reviewing and recording the potential WHS&E hazards from the

change or its implementation. • An assessment of the effects of the proposed change and on inter-related or

associated facilities or operations. • Planning for the implementation of that change, including adequate documentation of

the change. • Any special precautions required to maintain safe operations during implementation

of the change. • Documentation of the agreed change and implementation procedure, including:

o Measures to identify WHS&E hazards and to assess and reduce risks and effects;

o Communication and training requirements; o Time limits, if any; o Verification and monitoring requirements; o Acceptance criteria and action to be taken if breached; o Authority for approval to implement the proposed change.

During the course of offshore operations, should a significant change be required, the Vessel’s Master is to discuss the change with the client's on-site representative, document and forward to AMC Operations & Facilities Manager and DPA for review/approval.



1199..00 EENNVVIIRROONNMMEENNTTAALL IISSSSUUEESS Water Drinking water supplies, biological habitats and recreational usage depend on water quality; therefore, surface and groundwater should be safeguarded by careful practices in the field. Vegetation Accessing and operating within an area may require some temporary alteration to vegetation. This should be minimised because disturbance to vegetation may result in subsequent erosion and can raise aesthetic issues. Cutting down or driving over vegetation can also affect feeding and nesting of animal wildlife. Animal Wildlife Operators should be alert to the presence of animal wildlife in an area during geophysical activities, which may cause temporary relocation of animals. Care should be taken to avoid adversely affecting nesting, feeding and migration. Aquatic Life At times it may be necessary to adjust geophysical operations due to effects on aquatic life such as migratory and breeding areas and seasons. Local authorities, experts, and/or agencies should be contacted for information early in the planning process. Coral reefs require special avoidance plans, particularly with respect to energy sources, recording cables, and anchoring. Consider noise and boat speed effects on aquatic life. Erosion Erosion is a gradual, natural process caused by wind and water. Altering surface conditions can change the rate and pattern of the erosion process. Erosion control measures can reduce the effect of operations, particularly in areas with steep slopes, high winds, rapid water flow or freezing and thawing weather conditions. Air Emissions and noise are factors that can disturb wildlife and humans. Emissions include exhaust and odours from engines, camps and incinerators. Properly designed, maintained and operated equipment can reduce these effects. Waste Waste materials may include petroleum products and solvents, general camp wastes such as food, trash and sewage, and equipment wastes such as worn-out parts. While some wastes can be disposed of properly on site, some will require transportation to an authorised recycling or disposal facility.



Cultural and Subsistence Varying cultures will be encountered by geophysical crews. Local customs, traditions and religious beliefs should be considered while planning and conducting an operation. Communication with area residents can often minimise concerns. Commercial and Recreational Activities Existing commercial and recreational activities are generally compatible with geophysical operations. Communication with area users can improve co-ordination among parties, whether on land or water.



2200..00 OOIILL SSPPIILLLL CCOONNTTIINNGGEENNCCYY PPLLAANN 20.1 Introduction AMC is aware of the environmental damage that may occur from an oil spill and as such we will strive always to carry out our work in the manner best calculated to minimise the risk of oil spills. Australia has in place a national strategy to respond to marine oil spills, this is known as the National Plan to Combat Pollution of the Sea by Oil (National Plan). The purpose of the National Plan is to maintain a national integrated Government and industry organisational framework capable of effective response to oil pollution incidents in the marine environment. In addition to the National Plan, AMC has in place an Oil Spill Contingency Plan located in Chapter 2, Section 6.11. The National Plan is managed by the Australian Maritime Safety Authority (AMSA). 20.2 National Plan Objectives The National Plan provides a national framework for responding promptly and effectively to marine oil pollution incidents by designating competent national and local authorities. 20.3 Safety Priorities In the event of an oil spill from the vessel the following safety priorities will be followed: • Personnel safety • Prevention of fire • Eliminate the source of the spill • Protection of the environment. 20.4 National Plan Divisions of Responsibility The lead agency/organisation responsible for providing a response to marine oil spills is: • At oil exploration rigs, platforms and pipelines. The relevant oil Company with assistance, as required from the National Plan State

Committee or AMSA, depending on area of jurisdiction.

• At oil terminals. The relevant oil Company under the industry Marine Oil Spills Action Plan (MOSAP)

arrangements, unless the response is beyond the capability of its resources, in which case responsibility is transferred to the respective State/Territory through the National Plan State Committee, with assistance from AMSA as required. Ultimate responsibility for coastal waters and foreshore areas rests with the State/Territory and oil companies are required to enter into pre-designated response arrangements with that agency in each Sate/Territory.



• In ports (other than oil terminals) and within the three-mile coastal waters limit. The responsible State/Territory authority through the National Plan State Committee,

with assistance from AMSA as required. • Beyond the three-mile coastal waters limit. The Commonwealth through AMSA, except in those incidents when oil is likely to

come ashore. In these circumstances, the State/Territory through the National Plan State Committee will be the lead authority for protecting the coastline while AMSA assumes responsibility for the ship operational matters, such as salvage.

• In the REEFPLAN area of the Great Barrier Reef. The Queensland Government through the National Plan State Committee, with

assistance of AMSA as required. 20.5 National Plan Operations The National Plan operations are based on a three-tiered response arrangement as follows: • Tier 1 Small local spills, less than 10 tonnes. Such incidents are usually associated with ship transfer or bunkering operations at a

jetty, pier or mooring and around waterside storage tanks.

• Tier 2 Medium spills, local or at some distance from operational centres, 10 to 1000 tonnes.

These incidents are typically associated with shipping incidents in ports or harbours, estuaries or coastal waters, but could be near-shore exploration and production operations.

• Tier 3 Large spills, greater than 1000 tonnes. This covers major incidents, normally involving oil tankers or other vessels having

large amounts of bunker oil. 20.6 Oil Spill Response In the event of an oil spill from the vessel, the response will be as per the vessel’s Shipboard Contingency Plan (Chapter 2) and SOPEP Manual.



2211..00 MMAARRIINNEE FFAAUUNNAA It is recognised that seismic surveys have the potential to impact on marine life such as mammals, fish, turtles, corals and other invertebrates, plankton and birds. However, research on the effects of seismic surveys on marine fauna indicates that seismic firing affects only a few faunal groups and only for a limited duration. The susceptibility of biota to seismic surveys may vary throughout the life-cycle of the fauna, as a function of their distribution, anatomy and behaviour. For those fauna identified as being more susceptible, environmentally sound operational procedures are necessary to avoid or reduce the potential impacts. Seismic surveys in Australia are carried out using airguns, AMC do not operate any airguns during drilling rig geo-hazard site surveys. When required to determine sub-seabed information during drilling rig geohazard site surveys, AMC use a ‘Boomer Plate’ to produce the sound. ‘Boomer Plates’ used by AMC are electromechanical sound producing devices that consist of an electrical coil which is magnetically coupled to the plate (metallic disc) which is behind a rubber diaphragm. Energy contained in the surface electrical storage capacitors discharge into the coil, causing induced currents in the plate that result in an outward force. The rubber diaphragm forces the plate back slowly against the coil after each repulsion. The resultant acoustic pressure pulse is broad spectrum in nature. Environment Australia documents suggest that sound levels over 140db may significantly disturb whales that are present. Sound levels from ‘Boomer Plates’ used by AMC are typically around 45db. AMC will follow the whale sighting procedure contained overleaf at all times.



Visual check for whales

Prior to commencement of survey operations

No whales sighted

After commencement of survey operations

Completion of survey

Whales do not include cow/calf pair

Whales sighted No whales sighted

Commence deploying over-the-side

equipment

Continued whale surveillance

Whales sighted

Cease survey until whales beyond 1.5

km

Whales include cow/calf pair

Cease survey until whales beyond 3 km

Submit whale sighting log-sheets

to EA

Continue survey operations and

whale surveillance

Record whale sightings on log

sheet

Delay commencement of survey until whales are in excess of 3km



2222..00 SSHHIIPPBBOOAARRDD PPOOLLIICCIIEESS Policy 1: MV BLUEFIN - Standing Orders

Policy 2: MV BLUEFIN - Fatigue Management



SHIPBOARD POLICY NO. 1

MV BLUEFIN STANDING ORDERS

EMERGENCIES Comply exactly with the duties as written on the muster lists. These are exhibited on the bridge and in the upper, main and lower deck alley ways. SAFETY 1 Always wear the correct working gear for the job at hand. This will include safety

boots and a personal flotation device (PFD) during fishing operations. In addition, safety helmets must be worn when using the derrick or winches with suspended loads or running gear.

2 During these operations, all personnel must keep to the designed safe working areas as shown on the deck plan in the MV BLUEFIN Training Booklet.

3 Trawl doors are to be kept closed at all times other than hauling or shooting gear.

4 Doors to the foredeck are to remain closed at all times whilst the ship is at sea.

5 In heavy weather, do not go onto the foredeck or aft of the main deck winches without the permission of the Officer of the Watch.

6 In an emergency, DO NOT RUN.

7 DO NOT sit on the bulwarks or ship’s side rails.

8 DO NOT stand in line with wires, ropes or chains under load or tension.

9 NO SMOKING is allowed anywhere within the accommodation, engine room or bridge.

10 Unless authorised by a crew member or college staff member, all other personnel are forbidden to make any adjustments to the bridge and engine room equipment controls, deck machinery or anything associated with life saving appliances. Seek permission first. If you find faulty equipment or damage something, report it immediately to a crew member for action, repair or replacement.

PROHIBITED AREAS Access to the engine room is not permitted unless accompanied by a crew member. Safe clothing including earmuffs and safety boots must be worn. Long hair and loose jewellery must be property restrained. No wet weather gear is to be worn in the machinery space. The deck above the bridge (monkey island) is a radiation hazard and access is prohibited without permission of the Officer of the Watch and the isolation of certain equipment. This also applies to the stern gantry and any working aloft exercise.



WORK BOATS Only appropriately qualified and equipped personnel may operate the ship’s workboat(s) and only after permission is obtained from the Master or Officer of the Watch. SWIMMING Recreational swimming is prohibited. A permit for diving or free diving associated with ship operation or maintenance must be obtained from the Master prior to appropriately qualified personnel carrying out their duties. ALCOHOL AND DRUGS MV BLUEFIN is a dry ship. No alcohol or illegal drugs are permitted on board. Alcohol is only permitted at the Master’s discretion i.e. when the ship is not operational and for guests only during an onboard function. MEDICAL AND ACCIDENTS Persons taking regular prescribed medicines or drugs must inform the Master prior to departure. Any injury sustained must be reported to a crew member and the Master for treatment and the filing of an Incident Report. MESS ROOM, GALLERY AND ACCOMMODATION Reasonable dress is expected within these areas. Dirty work clothes and wet weather gear is not acceptable. The condition and cleanliness of your cabin and local bathroom is your responsibility. Before leaving the ship at the end of the voyage, these cabins and bathrooms will be clean and tidy. Signed: _______________________ Master, MV BLUEFIN Date: _______________________



SHIPBOARD POLICY NO. 2

MV BLUEFIN FATIGUE MANAGEMENT

The Australian Maritime College will provide a fatigue management framework designed to ensure that employees are fit for duty at all times. This framework will provide adequate opportunity for recovery sleep between shifts to ensure an employee’s performance is not impaired by fatigue; as per Workplace Health and Safety Act 2012; Workplace Health and Safety Regulations 2012; IMO Resolution A.772 (18) and AMSA Marine Orders Part 28. Scope This policy applies to the AMC Vessel MV BLUEFIN which undertakes seafaring training and contract Charters. With the objectives of the Australian Maritime College policies in mind, AMC will use appropriate risk assessment tools to measure, mitigate and monitor the risks associated with fatigue. In addition, mitigation strategies will be reviewed and audited to ensure compliance with WH&S requirements. Objectives The Fatigue Management Framework will be designed to provide: • Input from employee representatives and independent professionals • Appropriate management of:

o Risks associated with shiftwork o Identification of psychosocial hazards o Both employer and employee responsibilities to ensure legal and WH&S

compliance • Objective assessment of planned and actual rosters to identify and manage work

related issues, using fatigue issues, using fatigue monitoring software and a risk management approach based on ISO 31000; Marine Orders Part 28

• An auditable system to monitor planned actual rosters to ensure employee fatigue does not give rise to an unacceptable risk

• Induction, training and education designed to assist managers, employees and their families, in addressing shiftwork and fatigue related issues

• In relation to Marine Orders Part 28 Operations Standards and Procedures 6.2.3 states, “the requirements of 6.2.1 and 6.2.2 need not be maintained in the case of an emergency or drill or in any other overriding operational conditions”.

Definitions

IMO Means the International Maritime Organisation AMSA Means the Australian Maritime Safety Authority established by the

Australian Maritime Safety Act 1990 Fatigue Is generally described as a state of feeling tired, weary or sleepy, that

results from prolonged mental or physical work, extended periods of anxiety, exposure to harsh environments, or loss of sleep. The result of fatigue is impaired performances and diminished alertness, as stated in the IMO Guidelines on Fatigue 2002.



Responsibilities Both the AMC and its employees have a shared responsibility to avoid fatigue related performance impairment: • AMC will ensure that, in the context of the performance required, employee rosters

allow adequate breaks for recovery between shifts • Individuals have a duty of care to ensure adequate sleep is obtained between shifts

and out of hours activities do not cause fatigue or impair performance • At no time should an employee put themselves or others at risk. Duties/Operations Hours of work and rest must be recorded by all members of the crew and monitored by the Master using (Appendix 4.6 Hours of Work and Rest Log Sheet). These forms must be available for inspection for a period of no less than 12 months from the date the watchkeeping duties took place. At the end of the Charter mobilisation and pre-voyage preparation stage is at the Master’s discretion whether it is appropriate for crew to spend an amount of time preparing and then departing the wharf after mobilising. If it is the Master’s opinion that persons are or may be fatigued it may be that the actual sailing time will not be until the following day. Hours of work and rest for crew may vary during a 24 hour period. Training in this policy and use of the Fatigue Management Hours of Work and Rest sheet will be provided by the Master or his nominee.