1. Risk Management for Work Stress at Rees Shipping Company Seafarers International Research Centre (SIRC) Cardiff University, UK www.sirc.cf.ac.uk

2. Rees Shipping Company Established in 1925 by James Rees in South West England Established in 1925 by James Rees in South West England Was one of many small scale ship companies in the area at the time, but is the only one still operating today Was one of many small scale ship companies in the area at the time, but is the only one still operating today Initially the fleet consisted of 3 general cargo vessels Initially the fleet consisted of 3 general cargo vessels –Employed seafarers from the local area

3. Since then has expanded into other areas: oil and bulk carriers Since then has expanded into other areas: oil and bulk carriers –Present day fleet consisting of 14 vessels More staff have been taken on More staff have been taken on –Seafarers recruited from across Europe James Rees retired in the 1960’s, but the company is still family owned James Rees retired in the 1960’s, but the company is still family owned

4. Stress factors and impact of stress In recent years the company has expanded In recent years the company has expanded –Has taken on a number of new vessels The number of charters has also increased The number of charters has also increased –Increased workloads for those onboard Caused a number of difficulties for those onboard Caused a number of difficulties for those onboard –Concerns about vessel safety and well-being of crew Thus external experts from the Seafarers Consulting Centre (SCS) were brought in Thus external experts from the Seafarers Consulting Centre (SCS) were brought in –Dr James McTannen –Dr John Ray

5. Typical fleet vessel - MV Tallania Small oil products tanker (300 gross tonnes) Small oil products tanker (300 gross tonnes) Operates mainly in UK coastal waters Operates mainly in UK coastal waters Fairly old being built in 1990 Fairly old being built in 1990 CAPTAIN MOTORMAN CHIEF OFFICERCHIEF ENGINEER RATINGS *2COOK/ RATING Ratings Officer

6. Captain David Fisher Unfamiliar with new Filipino crew Long working hours Frequent port visits and quick turn around times Increased amounts of paperwork External time pressures Chief Officer Fitz Kengrad High workload High levels of paperwork Unclear about role and associated duties Chief Engineer Jim McFadden Experiencing personal problems at home Long working hours Poor communication with Filipino crew Does not socialize with others onboard Stress factors experienced

7. Motorman Serge Dureza New to the company Wants to understudy for 4 th engineer certificate Worries about contract renewal Misses family Ratings Romulo Santos Bayani Gonzales Roberto Del Rosario First time working in a European company Poor English Long working hours Poor facilities for communication with families Worries about contract renewal Non-reporting of illness and injuries

8. What are the main problems onboard the company’s vessels?

9. Are these problems specific to the maritime industry? How do they differ to those experienced in onshore industries?

10. What are the challenges facing the company, and how do these cause stress onboard the vessels?

11. In what way do concerns about job insecurities affect the individual?

12. Risk assessment methodology and implementation Risk Management Paradigm Risk Management Paradigm 1)Risk Assessment 2)Risk Reduction Initially collected company information on: Initially collected company information on: –Ship type, size, number of crew, nationality –Information about hierarchical organisation and number of crew –Information about accidents and near misses

13. Steering group committee set up Steering group committee set up A member off the SCC team visited each vessel A member off the SCC team visited each vessel –Conducted Work Analysis Interviews Risk Assessment Questionnaire constructed Risk Assessment Questionnaire constructed –Additional questionnaires also added (stress, job satisfaction, social and physiological well-being) Sent to all employees (both office and sea staff) Sent to all employees (both office and sea staff)

14. Main stress factors indicated by questionnaire survey: Main stress factors indicated by questionnaire survey: –Poor onboard social interactions (relating to rank differences and communication problems) –High workloads (hours, number of tasks, paperwork) –Poorly defined roles for crew –Time pressures (turn around time, leaving port) –Worries about contract renewal –Poor communication with families –Minor illnesses

15. What are the main steps in the risk assessment process?

16. Why were members of SCC chosen to undertake the interviews, and not people from Rees Shipping Management?

17. How does the target population being located at sea affect the risk assessment process?

18. What was the aim of the risk assessment survey?

19. What are the main problems in the present company?

20. Prevention and intervention techniques Steering group committee meeting called to developed a plan of action Steering group committee meeting called to developed a plan of action –Appropriate intervention measures were discussed –It was agreed that the ship’s safety officers would act as onboard trainer –A timeframe for the implementation of intervention measures was outlined –All crew were to be informed of intervention measures and their effectiveness by a regular ship bulletin

21. Improving social interactions Safety officers given training to improve crew interaction Safety officers given training to improve crew interaction Safety officers would review social and recreational facilities Safety officers would review social and recreational facilities Communication problems and language skills Company would pay for English lessons during seafarers’ leave Company would pay for English lessons during seafarers’ leave Stress prevention and intervention measures

22. High workloads Provide additional staff at the dock side Provide additional staff at the dock side Safety officers would review onboard procedures and paperwork Safety officers would review onboard procedures and paperwork Unclear roles and responsibility Each crew member to be provided with a documented outline of their role and responsibilities onboard Each crew member to be provided with a documented outline of their role and responsibilities onboard Poor communication with families Computer to be installed in the mess room for emails Computer to be installed in the mess room for emails Crew provided with a monthly supply of subsidised phone cards Crew provided with a monthly supply of subsidised phone cards

23. What are the roles of the SCC team, those in the offices, and those onboard the vessel in the implementation of the stress prevention measures?

24. What challenges does the target population of stress prevention measures being at sea present in reference to planning of intervention measures?

25. What is a reasonable timeframe for the implementation of the suggested measures to be fully implemented, and how long should they be in place before their effectiveness can be evaluated?

26. Evaluation of risk management process and intervention Risk management process to be repeated initially after 18 months, and then yearly Risk management process to be repeated initially after 18 months, and then yearly Interviews conducted to evaluate the effectiveness of the intervention measures Interviews conducted to evaluate the effectiveness of the intervention measures Improvements were reported relating to: Improvements were reported relating to: –Working practices –Training –Communication with families –Onboard communication and interactions

27. Risk Assessment Survey re-administered Risk Assessment Survey re-administered –Lower level of stress and minor illness found –Increased levels of job satisfaction and commitment Rees Shipping Company decided to develop a stress and risk management policy which would be conducted on a yearly basis Rees Shipping Company decided to develop a stress and risk management policy which would be conducted on a yearly basis

28. Why do the intervention measures take longer to set up in the context of the maritime industry?

29. How can interventions be evaluated?

30. What are the benefits of this repeated process of evaluation?

31. What are the advantages and disadvantages of external experts carrying out the initial evaluation processes?