lookout issue01 11
TRANSCRIPT
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[Contd. on page 2]
EvaluationOUTSTANDING
Excellent
Very Good
Average
Below Average
Issue: 01/2011
AppraisalsDear Colleagues,Another year has gone
by.
It has been a good year for
our QHSE performance.
Our PSC statistics are
better and injury rates
have reduced.
Our pre-sea training
college in Mumbai has
expanded capacity and
240 students will pass
out each year. From April,
we will also be starting
2nd Mates competency
preparatory courses in
Delhi.
Since your performance
defines the quality of
service to our clients, we
have decided to focus
on Appraisals in this
issue. It is important
that appraisals are done
seriously, as they are an
opportunity to improve the
individuals performance.
We hope you find the
advice useful.
We wish you a safe year
ahead!
Pradeep Chawla
APPRAISALSAPPRAISALS
Editorial
Appraisals
Heavy Weather Injuries
Did You Know?
Hot spots Good Practice
Shipboard Concentrated
QHSE Campaign No. 4
Medical Care On BoardShip and Ashore
MLC 2006
Regulation Update
LAZY
BAD
ATt I TUDE
SLOW
Appraisals are essential to build up a profile of an employee. This profile is needed for
promotions and for choosing the person for specific tasks that may be suited to the
individuals strengths.
The career of a person is dependent on your appraisals; hence it is important that they are
done seriously and in a fair manner. Aim should be to mention the individual strengths and
not focus only on the weaknesses. An appraisal is an opportunity to improve the individual.
Any discussion of Performance Appraisals would not be complete without mentioning some
of the more common errors made by appraisers. It should be noted that these mistakes are
universal in nature and should be viewed as tendencies that even experienced appraisers
have to be on guard against.
Halo Effect: This refers to the tendency to rate an individual either high or low on all facets
of the job because the appraiser likes or dislikes one aspect of the individuals performance.
e.g. High confidence level of an individual.
Central Tendency: This refers to the problem of rating all employees as middle or average
performers. In effect, this keep the peace appraisal strategy punishes superior performance
and rewards mediocrity.
Personal Bias: Refers to the unfortunate tendency of some appraisers to rate an employeeunfairly because of the appraisers personal feelings or biases about an individual or
individuals.
Like-Me: This refers to appraisers who have a tendency to rate employees higher who
are closer to themselves in style, attitudes, and work habits than employees who exhibit
different characteristics.
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[Contd. from page 1]
Use Bias: This refers to the tendency of letting the purpose of the appraisal unduly influence the ratings. In other words,
raters may be more critical of performance when appraisals are used for developmental reasons than for appraisals used
for promotion.
Giving evaluations can be difficult. Some individuals react to criticism defensively. And, sometimes, no one understands
what merits a positive evaluation. If your employees feel that you take it easy on some of them while coming down hard
on others, resentment is inevitable.
Be specific: when you evaluate a worker, give specific examples of what the employee did to achieve or fall short of
the goal.
Give deadlines: If you want to see improvement, give the worker a timeline to turn things around. If you expect somethingto be done by a certain date, say so.
Be realistic: If you set unrealistic or impossible goals and standards, everyone will be disheartened and will have little
incentive to do their best if they know they will always fall short. Dont make your standards too easy to achieve, but do
take into account the realities of your workplace.
Be honest: If you avoid telling a worker about performance problems, the worker wont know that he or she needs to
improve. Be sure to give the bad news, even if it is uncomfortable.
Be complete: Write your evaluation so that an outsider
reading it would be able to understand exactly what
happened and why.
Contributed by Capt. Sanjeev Mathur
Never under estimate the power of the sea!
An absolutely fundamental element of passage planning
is to assess the risk involved in a particular voyage and
one hazard, that will always be present is Heavy Weather.
Some of the other hazards associated with heavy
weather are:
1. Exaggerated movements increase the risk of slips,
trips and falls in cluttered work spaces
2. Personnel (crush) injuries due to unexpected
movements of unsecured moveable objects, i.e.
doors, etc
3. Killed or injured (due to impact) when a wave is washed
inboard particularly at the forward end of the ship.
Do not venture out or work on deck, without explicit
permission of the Master.
MAIB accident database records show that in the past
10 years - 17 injuries, 22 accidents and 4 fatalities
occurred of which largest proportion of them were on
container ships.
Always comply with the Companys heavy weather
checklist D/12 & always Stay Alert!
Contributed by Capt. Nimit Gupta
A 40 foot tall tree needs to be cut to make 16.67 reams
(500 sheets each) of copy paper.
One ton of paper requires 208000 litres of water,46 kilograms of sulphur, 159 kilograms of lime,
131 kilograms of clay, 1200 kilograms of coal, 9
kilograms of dyes and pigments and 112 kilowatt
hours of power!
You can contribute to saving trees and conserve energy
with each page of paper you save by taking a few simple
steps and using a little bit of your time. Heres how:
1. Reduce margins on all sides before you print. This
will result in approximately 5% reduction in paper
consumption.
2. Use both sides of the paper, if possible. Check yourprinter for instructions on how this can be done. Most
of the printers have a facility for printing on both sides
of the paper, manually or automatically. This will result
in a 50% reduction of paper consumption.
3. For un-important and non-official printouts, you may
use rough paper (used paper). This will result in 100%
reduction of paper consumption.
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Shipboard Concentrated QHSECampaign No. 4
Medical Care On Board Shipand Ashore MLC 2006
Summary of deficiencies noted in the campaign
conducted from Oct to Dec 2010 MARPOL and PSC
deficiencies
1. Spare set of Filter Cartridges (EMS 204 - Part 1,
3.4.9)/Spare Bilge Pump Motor & Stator (EMS 204
Part 1, 3.4.11) not onboard2. Sewage Treatment/Holding Tank & Bilge Holding
Tank manholes not sealed with Environment Seals
(EMS 204 Part 1, 3.5.4))
3. Valid Flag State certificates/endorsements for crew
pending/not onboard (MSM 201, 11.2.2)
4. Oil Content Meter No certificate issued by shipyard
for OWS test/No records onboard (EMS 204
Part 1, 3.4.6)
5. Vent head floats for ballast air pipes damaged (MTM
208, 7.7.2)
6. Environmental Compliance Reporting Form/Declaration not signed by off signers (EMS 204
Part 1, Annex 4)
7. Various oil leakages in Engine Room (H & S 202,
7.4.10)
8. Environment seals insufficient/Spares not onboard
(EMS 204 Part 1, 3.6.2)
9. All the Bunker Delivery Notes (BDN) records for past
3 years not onboard (SBP 201A, 11.6.3)
Contributed by -Praveen Kumar, C/E LPG/C Oriental Queen
The ILOs Maritime Labour Convention, 2006, provides
comprehensive rights and protection at work for theseafarers, defining standards applicable to the entire
industry.
The MLC has been described as the seafarers bill of
rights
(2) Auxiliary engine base of turbo charger at
exhaust gas inlet temperature was 276 deg. C.
Insulation renewed
Fi na l tempera tu re
49 deg C
(1) Auxiliary engine turbo charger outlet exhaust
gas thermometer pocket was 250 deg. C.
Glass wool clad
pads were fixed on
all three A/Es Final temperature
63 deg C
(3) All indicator cocks were indicating a
temperature range of 250-296 deg. C.
Shield box for
indicator cocks with
an opening at the
top, which was in
use earlier.
Shield box for
indicator cocks with
opening fabricated
on the side (post
box type) only
Final temperature
43 deg. C
[Contd. on page 4]
Hot Spots Good Practice
Refer to Company SMS Manual H & S 7.4.3.5
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