Insights, Market Intelligence and Maritime Updates

Effective Date: Immediate — applicable to all managed vessels trading to/from EU/EEA ports.

Background: From 1 January 2026, 100% of CO₂ emissions from voyages within EU/EEA and 50% of emissions from voyages to/from EU/EEA ports are subject to EU ETS. Each vessel must surrender emission allowances equivalent to its verified emissions by 30 September 2027 for the 2026 reporting period.

Voyage Data Reporting: All EU/EEA port calls must be reported accurately in THETIS-MRV. Masters shall ensure daily fuel consumption reports capture: (1) fuel type and sulphur content; (2) quantities consumed by main engine, auxiliary engines, and boilers separately; (3) cargo carried and distance sailed; (4) time at berth, anchorage, and sea. Shore-based DPA office will cross-verify reported data against noon reports and BDN records monthly.

Allowance Procurement: Shore management will coordinate bulk procurement of EU Emission Allowances (EUAs) through approved brokers. Vessel-level emission estimates will be circulated quarterly to owners with projected allowance costs. Current EUA price range: €65–85/tonne CO₂. Owners are advised to budget approximately $8–15/tonne of fuel consumed on EU-related voyages.

Non-Compliance Penalties: Failure to surrender sufficient allowances attracts a penalty of €100 per tonne of CO₂ plus the obligation to surrender the outstanding allowances. After two consecutive years of non-compliance, vessels may face expulsion orders from EU ports. Masters and ship operators bear joint responsibility.

Action Required: All Masters to acknowledge receipt. Chief Engineers to verify fuel measurement equipment calibration status. Superintendents to conduct onboard familiarisation during next port visit. Any discrepancies in historical THETIS-MRV data to be reported to DPA office within 14 days.

Priority: URGENT — All Masters to implement immediately and conduct onboard briefing within 48 hours of receipt.

Background: Following a recent industry-wide increase in enclosed space incidents, including two fatalities in the global fleet in Q4 2025, The company is strengthening its enclosed space entry procedures beyond SOLAS Regulation XI-1/7 and MSC.1/Circ.1401 requirements.

Revised Requirements: (1) All portable gas detectors must be calibrated monthly (previously quarterly) with calibration records logged in the safety management system; (2) minimum two gas detectors required for any enclosed space entry — one worn by the entrant and one held by the standby person; (3) continuous atmosphere monitoring throughout the duration of entry, not just pre-entry testing; (4) buddy system mandatory — no single-person entry permitted under any circumstances, including brief inspections.

Rescue Drill Enhancement: Enclosed space rescue drills to be conducted monthly (previously quarterly). Drills must simulate realistic scenarios including: unconscious casualty recovery from a cargo hold, tank top, and void space. Each drill must be timed, with target extraction time of under 8 minutes. Drill records to include participants, scenario description, extraction time, and lessons learned.

Permit-to-Work Updates: The enclosed space entry permit (Form SM-042, Rev.4) has been updated to include: mandatory risk assessment matrix, ventilation duration log (minimum 24 hours for cargo tanks), emergency contact numbers for shore-based emergency response, and a pre-entry toolbox talk record signed by all participants.

Training: All crew members involved in enclosed space operations must complete the updated CBT module (ESE-2026-v2) within 30 days. Officers in charge of enclosed space entry must hold valid STCW enclosed space training certification. Records to be updated in crew management system.

Action Required: Masters to acknowledge receipt and confirm implementation date. DPA office to verify compliance during next vessel visit. Non-compliance will be treated as a critical non-conformity under the SMS.

Fleet CII Summary (Q4 2025): Rating B: 55% of managed fleet; Rating C: 35%; Rating D: 10%; Rating E: 0%. Fleet average attained CII has improved 18% from 2024 baseline. Target for Q2 2026: achieve 65% B-rated or above with zero D-rated vessels.

Corrective Measures for C-Rated Vessels: (1) Implement optimised weather routing for all laden and ballast voyages using shore-based routing advisory service — target 5–8% fuel saving; (2) schedule underwater hull inspection and cleaning within 60 days if last cleaning was more than 12 months ago; (3) review speed-consumption curves against sea trial baselines — vessels deviating more than 10% to undergo propeller polishing and engine performance tuning; (4) implement just-in-time arrival protocols at all loading and discharge ports to eliminate unnecessary waiting at anchor under power.

Corrective Measures for D-Rated Vessels: In addition to all C-rated measures: (1) mandatory engine power limitation review with classification society; (2) trim optimisation study using loading computer data analysis; (3) shore-based voyage performance monitoring with daily fuel deviation alerts; (4) consideration of energy-saving devices (Mewis duct, propeller boss cap fin) at next scheduled dry docking.

Monitoring & Reporting: All vessels to submit weekly CII tracking data via noon report system. Shore-based performance team will issue monthly vessel-level CII scorecards comparing actual vs required CII values. Vessels approaching rating boundary will receive early warning notifications with specific corrective recommendations.

Crew Engagement: Bridge teams to complete updated fuel efficiency CBT module. Chief Engineers to conduct engine room energy audit using standardised checklist (Form ENG-015). Monthly fuel efficiency meeting between Master and Chief Engineer with minutes submitted to shore office.

Action Required: All Masters and Chief Engineers to acknowledge. Superintendents to prioritise hull inspections for C and D rated vessels. Fleet Performance Manager to schedule individual vessel review meetings within 30 days.

Background: OCIMF has fully transitioned to SIRE 2.0 (VIQ8) from the legacy SIRE programme. All oil major and charterer vetting inspections now follow the new Harmonised Vessel Inspection Questionnaire (HVIQ) format with risk-based, competency-focused assessment methodology.

Key Changes: SIRE 2.0 inspections are dynamic and competency-based — inspectors use tablet-based tools with follow-up questions generated in real time based on crew responses. Observations are classified as Negative Observation, Observation, or Positive Observation (replacing the previous binary system). Crew competency demonstrations are now a core component, not just documentation review.

Vessel Readiness Checklist: (1) Review all SMS procedures against HVIQ functional areas and ensure crew familiarity; (2) conduct mock SIRE 2.0 inspection using internal checklist (Form VET-008) at least 45 days before scheduled inspection; (3) ensure all officers can demonstrate operational procedures in real time — cargo transfer, emergency shutdown, enclosed space entry, mooring operations; (4) verify all certificates, class conditions, and PSC records are current and systematically filed; (5) bridge, CCR, engine room, and deck areas to reflect actual working practices.

Crew Preparation: Senior officers to complete SIRE 2.0 familiarisation training (CBT module SIRE2-v3). Conduct weekly competency assessment sessions covering: cargo operations, navigation and watchkeeping, safety management, and environmental protection. Focus on crew ability to explain “why” behind procedures, not just “what” the procedures are.

Shore Support: Vetting Coordinator to schedule pre-inspection call with Master and senior officers 7 days before each SIRE 2.0 inspection. Post-inspection debrief within 48 hours. All Negative Observations to be addressed with corrective action plan within 14 days. Fleet-wide SIRE 2.0 performance dashboard updated monthly.

Action Required: All tanker vessel Masters to complete self-assessment checklist (Form VET-008) and submit to DPA office by 15 January 2026. Superintendents to verify readiness during next port visit.

Background: IMO EEXI regulations require all existing ships to meet minimum energy efficiency standards. Vessels that do not meet their required EEXI threshold must implement technical measures. Engine Power Limitation (EPL) and Shaft Power Limitation (SHaPoLi) are the most widely adopted solutions, restricting maximum engine output to reduce the calculated EEXI value.

EPL Implementation: EPL is achieved through software modification of the engine control system to limit maximum continuous rating (MCR). The limitation is set by the engine manufacturer and verified by the classification society. Typical power reduction: 15–30% of original MCR depending on vessel type and required EEXI threshold. Masters must be aware that reduced MCR directly impacts maximum available speed and manoeuvring capability in adverse weather.

SHaPoLi Implementation: SHaPoLi uses a dedicated shaft power measurement system to continuously monitor and limit delivered power. The system provides real-time power readings on the bridge and in the engine room. If power exceeds the set limit, an alarm activates and the engine control system reduces fuel injection. SHaPoLi requires annual calibration and class survey verification.

Commissioning Test Procedures: (1) Engine manufacturer or authorised service engineer to attend for EPL software installation; (2) conduct sea trial to verify power limitation at contractual test conditions; (3) shaft power measurement to confirm delivered power does not exceed limited MCR; (4) verify all safety systems (overspeed protection, governor response) function correctly at the new power setting; (5) update engine logbook with new MCR limitation details.

Class & Statutory Requirements: Following EPL/SHaPoLi installation: (1) EIAPP (Engine International Air Pollution Prevention) certificate must be amended to reflect the new MCR; (2) EEXI Technical File to be submitted to classification society for approval; (3) IEE (International Energy Efficiency) certificate to be endorsed at the next annual/intermediate survey; (4) vessel-specific SEEMP (Ship Energy Efficiency Management Plan) Part III to be updated with new CII reference line based on limited power.

Operational Considerations: Chief Engineers to update engine room operating procedures including: new maximum RPM and fuel pump settings, revised manoeuvring tables for port arrival/departure, updated emergency full-ahead capability assessment, and winter weather contingency procedures. Bridge team to be briefed on any changes to vessel stopping distance and turning characteristics.

Action Required: Chief Engineers of vessels with pending EEXI compliance to confirm EPL/SHaPoLi installation schedule to Technical Superintendent within 14 days. Pre-installation documentation package to be submitted to class society minimum 30 days before planned installation date.

Programme Overview: The First Port is committed to the mental health and wellbeing of all seafarers across our managed fleet. This circular updates the fleet on enhanced support resources available from 1 December 2025, aligned with the Neptune Declaration on Seafarer Wellbeing and Crew Change principles.

24/7 Confidential Helpline: All crew members have access to a free, confidential, multilingual counselling helpline operated by an independent third-party provider. The service is available 24 hours a day, 7 days a week, and covers personal, family, financial, and work-related concerns. Calls are not monitored or recorded by management. Helpline contact details to be prominently displayed in crew mess rooms, recreation areas, and on the crew noticeboard.

Peer Support Training: All senior officers (Master, Chief Officer, Chief Engineer, 2nd Engineer) to complete the Mental Health First Aid at Sea (MHFA) certification programme by Q2 2026. The programme equips officers to: recognise early signs of mental distress in crew members, provide initial support and active listening, guide colleagues to professional help through the confidential helpline, and manage critical incidents with appropriate psychological first aid.

Shore Leave Welfare: The company will actively advocate for maximum shore leave opportunities at every port of call. Agents are instructed to arrange crew transport to local amenities where safe and feasible. The company will provide a welfare allowance for crew recreation during extended port stays exceeding 48 hours. Masters are empowered to grant additional rest periods following extended cargo operations.

Onboard Connectivity: All managed vessels now provide crew internet access with sufficient bandwidth for video calling during off-duty hours. Bandwidth allocation is reviewed quarterly. Masters to ensure fair access scheduling and report any connectivity issues to the IT department promptly.

Fatigue Management: Work and rest hour compliance is monitored through the fleet management system with automated alerts for potential violations. Watch schedules must be designed to minimise circadian disruption. Masters are empowered to refuse unsafe work demands to protect crew rest and must report any external pressure to override rest hour requirements to the DPA office.

Action Required: Masters to conduct crew awareness briefing within 7 days of receipt. Helpline contact details to be displayed in all crew areas. Senior officers to register for MHFA training through the crew management portal. Any crew member in immediate distress should contact the helpline directly or speak to a senior officer in confidence.

The IMO’s 2023 revised GHG Strategy sets ambitious targets for international shipping: a minimum 20% reduction in total GHG emissions by 2030 (striving for 30%) and 70% by 2040 (striving for 80%), both relative to 2008 levels, with net-zero by or around 2050.

CII Compliance: All ships must calculate annual operational Carbon Intensity Indicator ratings (A–E). Vessels rated D for three consecutive years or E for one year must submit a corrective action plan. Ship managers should implement voyage optimisation, hull cleaning schedules, and trim optimisation to maintain ratings at B or above.

EEXI Requirements: Existing ships must meet Energy Efficiency Existing Ship Index thresholds. Non-compliant vessels require engine power limitation (EPL/SHaPoLi) or energy saving devices. Compliance is verified at the first annual, intermediate, or renewal survey.

EU ETS for Maritime: From 2024, ships over 5,000 GT calling at EU/EEA ports must surrender emission allowances — 40% in 2024, 70% in 2025, 100% from 2026. Applies to 100% of intra-EU voyages and 50% of voyages to/from EU ports.

FuelEU Maritime: Mandates progressive reduction of GHG intensity of onboard energy: -2% from 2025, -6% from 2030, -14.5% from 2035, -31% from 2040, -62% from 2045, and -80% from 2050. Non-compliant ships face penalties and must use a compliance surplus/deficit banking system.

Recommended Actions: Conduct fleet-wide CII gap analysis; implement voyage performance monitoring systems; develop a decarbonisation roadmap with short-term (operational efficiency), mid-term (alternative fuels readiness), and long-term (zero-emission technology) pathways; engage with classification societies on EEXI verification; budget for EU ETS allowance costs in voyage P&L calculations.

Planning Phase (6–12 Months Prior): Develop a comprehensive dry docking specification based on class survey requirements, condition assessment reports, PSC observations, and owner’s standing instructions. Include hull treatment scope (blasting/coating), propeller polishing, tail shaft survey, sea valve overhaul, ballast tank inspections, and any regulatory compliance work (BWMS installation, scrubber maintenance, EEXI modifications).

Yard Selection: Issue tender to a minimum of 3–5 pre-qualified yards. Evaluate based on dock availability, workforce capability, track record with vessel type, proximity to trading area, and total cost including deviation, bunkers, and agency. Conduct yard audit where feasible. Negotiate fixed-price contracts with clear variation order procedures.

Cost Estimation: Budget allocation should cover: hull and underwater works (35–40% of total), machinery and engine room (25–30%), deck and accommodation (10–15%), class and statutory surveys (10–15%), and contingency (10–15%). Historical cost benchmarking against previous dry dockings of similar vessel types is essential.

Execution & Critical Path: Establish a detailed Gantt chart with critical path activities. Hull treatment typically drives the dock duration — coordinate with coating manufacturer for surface preparation, application, and curing requirements. Parallel-path non-dock-dependent works (engine room overhauls, accommodation repairs) to maximise efficiency. Daily progress meetings with yard project manager are mandatory.

Class Survey Coordination: Pre-book surveyor attendance with classification society minimum 4 weeks in advance. Prepare all outstanding class conditions and recommendations for close-out. Ensure thickness measurement reports, machinery condition reports, and safety equipment certificates are ready for surveyor review.

Post-Docking Performance: Benchmark vessel speed-consumption performance within 30 days of undocking against pre-docking baseline. Monitor hull fouling rates and propeller performance degradation curves. Document lessons learned for future dry docking planning cycles.

TMSA (Tanker Management and Self Assessment): OCIMF’s TMSA framework evaluates ship operators across 13 elements including management leadership, recruitment, reliability and maintenance, navigation, cargo and ballast, and emergency preparedness. Level 1 represents basic compliance; Level 3 demonstrates best practice with measurable KPIs and continuous improvement.

Achieving Level 3+: For each TMSA element, document a clear policy, defined procedures, implementation evidence, KPI tracking with trend analysis, and management review records. Common gaps at Level 2 include: absence of root cause analysis in incident investigations, lack of near-miss reporting trend data, insufficient crew competency assessment matrices, and missing shore-based audit follow-up evidence.

CDI (Chemical Distribution Institute) Inspections: CDI inspections assess chemical and product tanker operations against a standardised questionnaire. Focus areas include cargo handling procedures, tank cleaning operations, safety management, and crew competency. Inspectors assess both documentation and practical onboard implementation.

Common Non-Conformity Patterns: Most frequent findings across TMSA/CDI inspections include: inadequate management of change documentation, incomplete pre-arrival checklists, inconsistent bridge team resource management, gaps in enclosed space entry procedures, and insufficient evidence of safety meeting effectiveness.

Evidence Documentation: Maintain a structured evidence library for each TMSA element: policies signed by senior management, procedure manuals with revision history, training records with competency matrices, KPI dashboards with monthly trend data, internal audit reports with close-out evidence, and management review minutes with action item tracking. All evidence should be readily accessible during vetting inspections — both in hard copy on board and in the fleet management system ashore.

Pre-Inspection Preparation: Conduct a mock vetting inspection 30–45 days before the scheduled assessment. Assign a shore-based vetting coordinator to review all TMSA elements against current evidence. Brief the Master and senior officers on common inspector focus areas. Ensure all certificates, class conditions, and PSC records are current and filed systematically.

From Compliance to Culture: A zero-harm safety culture goes beyond regulatory compliance — it embeds safety as a core value in every operational decision. This requires visible leadership commitment from the Master and senior officers, consistent messaging from shore management, and genuine empowerment of all crew members to stop work when unsafe conditions are identified.

Behavioural Safety Observations (BSO): Implement a structured BSO programme where officers conduct regular observations of work practices, providing real-time positive reinforcement for safe behaviours and constructive coaching for at-risk actions. Target a minimum of 10 BSOs per vessel per month. Track safe/at-risk ratios and identify trending behavioural patterns for targeted intervention.

Near-Miss Reporting: Establish a non-punitive near-miss reporting culture. Set fleet-wide targets (minimum 5 near-miss reports per vessel per month). Analyse root causes using the bow-tie or Swiss cheese model. Share lessons learned across the fleet via monthly safety bulletins. A healthy near-miss reporting rate is a leading indicator of a mature safety culture.

Toolbox Talks: Conduct daily toolbox talks before commencing any work activity. Use a structured format: scope of work, hazards identified, controls in place, PPE requirements, emergency procedures, and open discussion. Rotate facilitation among crew members to build ownership. Document attendance and key discussion points.

Safety Leadership Training: Invest in formal safety leadership programmes for all officers. Key competencies include: hazard recognition and risk assessment, effective safety communication, coaching and mentoring techniques, incident investigation methodology, and creating psychological safety for open reporting. The First Port conducts annual safety leadership workshops for all senior officers across the managed fleet.

Measuring Culture: Track both leading indicators (BSOs completed, near-miss reports, safety meeting attendance, training hours) and lagging indicators (LTI frequency, total recordable case frequency, first aid cases). Conduct annual safety culture surveys across all vessels to measure crew perception of safety climate, reporting willingness, and management commitment.

Pre-Construction Phase: Review and approve detailed construction drawings, hull structural plans, piping arrangements, and electrical schematics. Verify material specifications against class-approved designs. Establish a quality assurance plan with the yard defining hold points, witness points, and inspection milestones. Confirm classification society plan approval status for all critical systems.

Steel Cutting & Keel Laying: Witness steel cutting ceremony and verify steel grade certificates against specification. At keel laying, confirm block alignment tolerances, welding procedure qualifications, and welder certifications. Establish a systematic block tracking system to monitor construction sequence and identify schedule risks early.

Hull Construction & Block Assembly: Monitor block fabrication quality including welding inspections (visual, ultrasonic, radiographic), dimensional checks, and structural alignment. Attend key block erection milestones. Review and approve any design changes or production deviations through the formal change management process. Coordinate hull coating application with manufacturer’s technical representatives.

Outfitting & Systems Integration: Oversee machinery installation (main engine, auxiliary engines, boilers, purifiers), piping system commissioning, electrical cable pulling and termination, and HVAC installation. Witness factory acceptance tests (FAT) for critical equipment before delivery to yard. Verify compliance with approved maker list and specification requirements.

Commissioning & Testing: Supervise harbour acceptance tests (HAT) for all critical systems: main engine, steering gear, anchoring and mooring, fire detection and extinguishing, bilge and ballast, cargo systems, and navigation equipment. Verify alarm and safety system functionality. Conduct inclining experiment and lightship survey for stability verification.

Sea Trials & Delivery: Attend sea trials to verify speed-power performance against contractual guarantees, manoeuvring characteristics, vibration and noise levels, and all system functionality under operational conditions. Prepare and review the protocol of delivery and acceptance (PDA) including outstanding items (punch list) and warranty terms. Coordinate with flag state and classification society for certificate issuance prior to vessel delivery.

What is SIRE 2.0? The Ship Inspection Report Programme (SIRE) 2.0 is OCIMF’s next-generation vessel inspection regime, replacing the legacy SIRE system. It shifts from a prescriptive checklist approach to a risk-based, competency-focused assessment methodology. Inspections now evaluate not just whether procedures exist, but whether crews genuinely understand and can demonstrate them.

Key Changes from SIRE 1.0: The Vessel Inspection Questionnaire (VIQ) has been replaced by the Harmonised Vessel Inspection Questionnaire (HVIQ) structured around functional areas rather than sequential checklists. Inspectors use a tablet-based tool with dynamic questioning — follow-up questions are generated based on initial responses, making each inspection unique. Observations are graded by risk level (Negative, Observation, Positive) rather than simple pass/fail.

Behavioural Competency Assessment: SIRE 2.0 places significant emphasis on crew competency through live demonstrations. Inspectors may ask officers and ratings to walk through operational procedures in real time — for example, demonstrating cargo transfer valve line-up, emergency shutdown procedures, or enclosed space entry protocols. This requires crews to have genuine operational understanding, not just familiarity with written procedures.

Operator Assessment: A new Operator Assessment component evaluates the shore-based management system supporting vessel operations. This covers areas such as management of change, incident investigation processes, fleet-wide safety culture initiatives, and the effectiveness of shore-to-ship communication protocols.

Fleet Preparation Strategy: Ship managers should: (1) conduct gap analysis of existing SMS against HVIQ functional areas; (2) implement a structured competency training programme for all crew ranks focusing on practical demonstration capability; (3) run mock SIRE 2.0 inspections using the HVIQ framework at least 60 days before scheduled assessments; (4) ensure bridge, cargo control room, engine room, and deck work areas reflect actual working practices, not just documentation compliance; and (5) train shore-based superintendents on the Operator Assessment requirements.

Impact on Chartering: Major oil companies and charterers are increasingly requiring SIRE 2.0 inspections as a prerequisite for voyage and time charter fixtures. Vessels with strong SIRE 2.0 records — particularly those demonstrating high crew competency scores — will have a competitive advantage in the commercial market. Ship managers should treat SIRE 2.0 readiness as a commercial priority, not just a compliance obligation.

Overview: The Maritime Labour Convention 2006 (MLC 2006), often referred to as the “Seafarers’ Bill of Rights,” is the comprehensive international labour standard for the maritime industry. Adopted by the ILO, it consolidates over 65 previous maritime labour instruments into a single, coherent framework covering minimum working and living conditions for all seafarers on internationally trading ships.

Seafarer Employment Agreements (SEA): Every seafarer must have a written employment agreement clearly stating terms and conditions: wages, hours of work, leave entitlement, health and social security benefits, repatriation provisions, and termination conditions. The SEA must be signed by both the seafarer and the shipowner (or their representative) before employment commences. Copies must be available on board and ashore.

Hours of Work and Rest: MLC mandates maximum hours of work (14 hours in any 24-hour period, 72 hours in any 7-day period) or minimum hours of rest (10 hours in any 24-hour period, 77 hours in any 7-day period). Rest periods must not be divided into more than two periods, one of which must be at least 6 consecutive hours. Records must be maintained and verified by the Master and the seafarer.

Accommodation and Recreational Facilities: Ships must provide adequate sleeping rooms, mess rooms, and recreational facilities. Minimum standards cover floor area per person, ventilation, lighting, noise and vibration levels, sanitary facilities, and laundry provisions. Frequent inspections of accommodation must be conducted and recorded.

Health Protection and Medical Care: Shipowners must ensure access to prompt and adequate medical care on board, including: a qualified medical officer on ships carrying 100+ persons, a medicine chest compliant with flag state requirements, telemedicine access for vessels without a doctor, and medical examination requirements for all seafarers before and during employment.

Repatriation: Seafarers are entitled to repatriation at the shipowner’s expense upon expiry or termination of the SEA, illness or injury, shipwreck, insolvency of the shipowner, or when the ship is bound for a war zone. The shipowner must provide financial security to guarantee repatriation obligations are met.

Compliance and Certification: Ships of 500 GT or above engaged in international voyages must carry a Maritime Labour Certificate (MLC) and a Declaration of Maritime Labour Compliance (DMLC) issued by the flag state. Port State Control officers may inspect any ship calling at their ports for MLC compliance, regardless of flag.

STCW Convention Overview: The International Convention on Standards of Training, Certification and Watchkeeping for Seafarers (STCW) 1978, as amended by the 2010 Manila Amendments, sets the global minimum standards for the training, certification, and watchkeeping of seafarers. It applies to all seafarers serving on seagoing ships entitled to fly the flag of a Party to the Convention.

Manila Amendments — Key Updates: The 2010 Manila Amendments introduced significant changes including: updated competency requirements for all officer ranks, mandatory training in Electronic Chart Display (ECDIS), new requirements for security training (ISPS Code awareness), enhanced medical fitness standards, recognition of modern training methodologies including simulation-based assessments, and the introduction of ability-based rather than knowledge-based competency standards.

Competency Assessment Matrices: Ship managers should maintain competency assessment matrices for every crew position, mapping required STCW competencies against individual crew qualifications, sea service records, and training certificates. These matrices enable identification of training gaps, support succession planning, and provide evidence for TMSA Element 6 (Manning) compliance.

Bridge Resource Management (BRM): BRM training is mandatory for all officers in charge of a navigational watch. The programme covers: effective communication and assertiveness, situational awareness and decision-making, workload management, team coordination, leadership under pressure, and error chain recognition and intervention. BRM should be supplemented by Engine Room Resource Management (ERM) for engineering officers.

Continuing Professional Development (CPD): Ship managers should implement structured CPD pathways that go beyond minimum STCW requirements. This includes: annual refresher training for emergency procedures, regular simulator sessions for navigation and cargo operations, specialised training for vessel-type-specific operations (tanker, gas carrier, offshore), and shore-based management courses for senior officers on the promotion track.

Certification Management: Maintain a centralised crew certification database tracking: Certificate of Competency (CoC) with issuing authority and expiry dates, endorsements and flag state recognitions, mandatory short course certificates (firefighting, survival craft, medical first aid, security awareness), and sea service records. Implement automated alerts for certificates approaching expiry — minimum 6 months advance notice for CoC renewals and 3 months for short courses.

The Challenge: Seafarers face unique mental health challenges including prolonged separation from family, social isolation, fatigue from watchkeeping schedules, limited shore leave opportunities, and the psychological burden of operating in high-risk environments. Industry studies indicate that depression, anxiety, and burnout are significantly more prevalent among seafarers than the general working population.

Neptune Declaration Alignment: The First Port is committed to the principles of the Neptune Declaration on Seafarer Wellbeing and Crew Change, which calls on all industry stakeholders to prioritise seafarer welfare. Our programme addresses the Declaration’s four core pillars: recognising seafarers as key workers, ensuring crew changes can take place, collaborating with charterers and port authorities, and ensuring access to medical care and vaccination.

Onboard Connectivity: All managed vessels are equipped with crew internet access, enabling regular video calls with family and access to social media and messaging platforms. Research consistently shows that connectivity is the single most impactful intervention for seafarer mental wellbeing. Bandwidth allocation is reviewed quarterly to ensure adequate quality for video calling during off-duty hours.

Mental Health First Aiders: Designated crew members on every managed vessel are trained as Mental Health First Aiders through an accredited programme. They are equipped to recognise early signs of mental distress, provide initial support and a listening ear, and guide colleagues towards professional help. Training is refreshed annually and covers: recognising symptoms of depression and anxiety, suicide risk awareness, active listening techniques, and confidential referral pathways.

Confidential Counselling Access: All seafarers in our managed fleet have 24/7 access to a confidential, multilingual counselling helpline operated by an independent provider. The service covers personal, family, financial, and work-related concerns. Usage data (anonymised) is reviewed quarterly to identify fleet-wide trends and inform targeted wellbeing interventions.

Shore Leave & Family Liaison: We actively advocate for maximum shore leave opportunities at every port of call, working with agents and terminal operators to facilitate crew access. A dedicated Family Liaison Officer maintains regular contact with crew families ashore, providing a point of contact for welfare concerns, travel logistics during sign-on/sign-off, and emergency communication support. Pre-departure family briefing sessions are conducted for all new joiners.

Fatigue Management: Work and rest hour compliance is monitored through our fleet management system with automated alerts for potential violations. Watch schedules are designed to minimise circadian disruption. Port workload is assessed in advance to plan adequate rest periods. Masters are empowered to adjust schedules and refuse unsafe work demands to protect crew rest.