G CAPTAIN on ACX CRYSTAL v FITZGERALD COLLISION

By Captain John Konrad (gCaptain)

Every ship, regardless of nationality or purpose, is required to carry one terse book. This book is titled the International Regulations for Preventing Collisions but is better known by its acronym “COLREGS”. The chapters are short and to the point and ship officers are required to make marks of 90% on COLREGs tests taken to keep up their licenses. In order to pass this stringent requirement sailors have developed mnemonic aids to help them remember the contents. When the crew loses control of steering, the COLREGs demands that the ship display two red lights in a vertical line. The mnemonic for this rule is “Red over Red, the Captain’s dead”. Sailboats are required to display a red and green light and its said “Red over Green, sailing machine”. There are many more like this but one important rule for avoiding collisions with Navy warships is missing: “If it’s grey stay away.”

While the media, with a very little hard data, attempts to understand the erratic maneuvers of the containership ACX CRYSTAL on the night of her collision with the Destroyer USS FITZGERALD, professional mariners are certain that a long investigation will find the US Navy ship at fault.

Is this conclusion the result of professional arrogance? Or maybe because of resentment and jealousy over the fact that Navy captains are praised and decorated by the public and media while merchant ship captains live mostly unnoticed. Or is it because they are correct?

As a ship captain along with years working with the U.S. Navy both aboard ships and ashore – here are the reasons why I believe they are correct. The USS Fitzgerald was at fault.

Despite recent advancements in electronic collision avoidance tools like automatic identification systems (AIS), the three most important tools for avoiding a collision are a Captain’s eyes, tongue and ears.

Eyes looking out the windows of his ship, are important because they can process information – like erratic course changes – faster and more accurately than electronic RADAR and charting systems.

A tongue because the quickest and most effective way to predict how a ship is going to maneuver in the minutes before a collision is to call the Captain of the other ship on the VHF radio and ask.

Ears are important because language barriers and cultural differences are prominent at sea and you must listen intently to the other ship’s reply if you want any chance of understanding her intentions.

The USS Fitzgerald’s Captain used only one, or possibly none, of these tools when communicating with the ACX Crystal.

In the moments leading up to a collision a merchant ship captain has to do everything but steer the ship himself. With the help of one officer he has to watch the RADAR and AIS, plot the relative courses of nearby vessels, communicate with the Engine Room, talk with other ships on the VHF radio and issue orders. But on a navy ship each of these jobs is performed by a small team of sailors who report changes to, and obey orders from, the officer of the deck (OOD). The OOD relays the important information to the Captain.

This system of many team members – each working on equipment they have been very well-trained to operate and reporting through a command structure that filters all but the most important information to the captain – is highly effective in war when a warship is exchanging salvos of high speed torpedoes and missiles with numerous hostile targets (anyone doubting this should read Jeff Edward’s excellent book “Torpedo”). But this structure is ineffective when dealing with a single, slow moving, merchant ship.

An eye on the target and direct communication – Captain to Captain – is the most effective means of avoiding collision but this never happens on Navy ships. When a merchant ship attempts to call a U.S. Navy warship he first has to establish contact. Calling another merchant ship is relatively easy, you find the name of the ship on your AIS and hail it on the VHF. But the US Navy often turns off its AIS transmitter to prevent an enemy from tracking warships via internet sites like MarineTraffic.com which pick up the AIS signal via commercial satellites and publish the positions online.

The alternative way to contact a Navy ship is by calling out its hull number (painted in huge white numbers on the bow) but, for various reasons, the Navy doesn’t always respond to this number.

Provided you do establish contact with the oncoming destroyer you run into another major obstacle. The person who responds to your call is not the Captain but a junior enlisted radioman who relays the message to the Communications Watch Officer who then relays the message to the Officer Of The Deck who relays it to the Captain. The Captain’s response then has to go back down the chain where time and information is lost, mistakes are made and the delays occur. Hard data is, more often than not, conveyed accurately, but more nuanced information – like the sound or anger, hesitation or exhaustion in the captain’s voice – is lost.

The communication problems don’t stop there. Navy ships require that information from complex systems move quickly between officers and they carry this out with a large vocabulary of acronyms, abbreviations and units of measurement that are highly effective for communication between American naval officers but are gibberish to foreign ship captains.

For example… a foreign ship captain will order his helmsman to turn port or starboard but an American captain orders left and right turns. Merchant Captains prefer true bearings based off the compass but Navy Captains prefer relative bearings based off the centerline of his own ship. And most frustrating of all, merchant mariners use Nautical Miles to denote distance but the Navy measures everything in yards.

Small differences? Maybe but a series of small discrepancies can lead to big problems.

Was VHF contact established between the two vessels before the collision? Why was the USS Fitzgerald Captain in his stateroom and not on the bridge looking out the window? Was he tuned into the VHF radio monitoring the conversation? Was the containership captain fluent in English and, if not, did the navy radioman listen with patience and speak with simple clarity? Did they communicate externally with international accepted standards or use U.S. Navy centric jargon?

This is important because basic communication problems have been found to be a primary cause in nearly every multi-vessel incident gCaptain has reported on in the last ten years.

In the not so distant past, merchant ship captains holding a “Master Unlimited” license, the highest license issued by the Coast Guard, were legally sanctioned to command any ship of any size upon oceans. The only limitation placed on that license was large sailing ships (Tall Ships). While that is still technically true today, a containership company would not hire a tanker captain and a cruise ship company would not give a large cruise ship to a containership captain. They want people having experience aboard similar types of ships.

It takes a bachelor’s degree from a Marine Academy plus approximately 10 years and the completion of intense testing to earn a Master Unlimited license. There are ways around some of these requirements (like having a college degree) depending on the flag state, but all maritime nations have strict rules governing how many days of those 10 years were spent at sea. A civilian ship captain will spend at least a few hours on the bridge of the ship every day of work. That translates to a lot of experience avoiding collision.

The U.S. Navy also has specialized strict standards for enlisted sailors. If you want to operate a RADAR, for example, you must pass general examinations, be selected, attend the Navy’s challenging “A” school and commit to a five year service obligation. Then enlisted sailors have to prove their ability aboard ship under the watchful eye of non-commissioned officers.

Each individual piece of critical equipment aboard a navy ship has a highly trained and competent person(s) assigned to it. The total number of people working, on both the bridge and the Combat Information Center (CIC) to navigate the ship exceeds a dozen.

The merchant ship captain, who has to operate all equipment himself, often has to use his experience and expertise to fill in gaps of information. But the Naval officer has the opposite problem. He is often working with too much information as it comes in from all the enlisted people who work for him… and he has to use his knowledge and experience to filter out unnecessary data. The question is, how much experience does he have?

The captain of a merchant ship does not work in an office, he never gets sent to the engine room to stand a watch, and with just two dozen people aboard his ship at any one time he is free of most of the administrative and disciplinary duties that come with commanding a Navy destroyer with five times the number of sailors.

But unlike the merchant captain and the enlisted specialists working on navy ships, the U.S. Navy Captain and his bridge officer (OOD) are generalists. A large percentage of their careers are spent working shore side jobs and their shipboard time was spent rotating through positions: the engine room, the combat information room, in administrative positions and elsewhere.

In short, the merchant ship captain and bridge officers have significantly higher number of hours spent on the bridge then their naval counterparts.

One myth that persists among the general public is that Captain Joseph Hazelwood, master of the Exxon Valdez, was drunk at the wheel of his ship when she grounded on Bligh Reef. The truth is far different.

Captain Hazelwood rightfully shouldered the blame for that incident because a Captain is responsible for the actions of his crew but his level of intoxication, if any (blood alcohol tests were inconclusive) was found not to be a primary cause of the incident. How could it be? He was not on the bridge of the ship when it grounded. He was in his cabin! The ship was grounded not by Hazelwood but by a junior officer he trusted to navigate the ship safely.

Ship Captains never take the wheel and drive the ship, helmsmen and autopilots do that job. Ship captains spend most of their time in the office doing paperwork or managing people all around the ship. The actual navigation of the vessel is done on the bridge by a junior officer called the Officer In Charge Of The Navigational Watch (OICNW). The US Navy operates the same way but that officer is the Officer Of The Deck (OOD).

It is this officer’s duty to navigate the ship safely according to the voyage plan laid out by the captain. This officer is in charge of communicating with and avoiding other ships. He is the one responsible for avoiding collisions and he holds this responsibility with important caveat; it is his duty to call the captain whenever there is possible risk of collision or danger of any kind.

And it is the Captain’s duty to go to the bridge whenever he is called for help.

But the captain of the USS Fitzgerald, like Captain Hazelwood, was not on the bridge. He remained in his cabin where he was injured during the collision. Did the OOD fail to call him up to the bridge for help managing the situation? Did he ignore the OOD’s call for help? Or, like the Exxon Valdez, did the bridge team not realize they were in trouble until it was too late?

Either way, a major error was made by someone aboard the USS Fitzgerald.

Let’s take a quick look at just some of the resources the USS Fitzgerald’s captain had at his disposal prior to the collision.

The USS Fitzgerald is an Arleigh Burke class destroyer with a top speed well in excess of 30 knots. Speed is helpful in preventing collision because it allows you to put more distance between you and a dangerous ship in the same amount of time. (Yes, speed can also be dangerous.)

She is powered by four gas turbine engines with over 100,000 horsepower available to turn her propellers. Gas turbines are expensive and burn lots of fuel but the Navy uses them because they can provide an immense amount of torque in a very short period of time. Torque translates to acceleration and acceleration is important if you need to get out of the way of something fast.

The Arleigh Burke class destroyer has highly advanced AN/SPY-1 three dimensional RADAR, variable pulse width surface RADAR, AIS transceivers and a hull mounted sonar array tied into an Electronic Warfare Suite capable of tracking objects of small size moving at a high speed in real time.

The USS Fitzgerald is highly maneuverable with a very tight turning radius.

The AXC CRYSTAL however has a theoretical top speed of about 20 knots but is rarely pushed that fast.

She has a single 8-cylinder diesel engine capable of pushing one propeller with 29,200 horses for 3/10ths the amount of power of the destroyer. The acceleration of a ship like this is measured in miles, not minutes like the destroyer. Diesel engines like hers are the size of a modest house and are locked into a certain speed at night. The bridge officer can cut speed immediately but at the risk of damaging equipment. Changing speed safely requires that the engineers wake up, change into work clothes and walk down to the engine room to check the equipment before moving the throttle.

She has two RADAR sets of modern design that is likely able to overlay digital charts. Said RADAR system requires a minimum of 3 minutes of pinging to properly calculate another ship’s change in course and/or speed.

She also has an AIS receiver that plots the position, course, speed, rate of turn and other useful information on the RADAR display in (close to) real time. In turn, her AIS system transmits her information to other ships including warships. She must, by law, transmit this information at all times. Her AIS unit does not, however, receive any data from Navy ships who cloak their positions.

She weighs four times as much as the destroyer. She can also stop and turn on a dime… but only if that dime is owned by giants and has a diameter measured in nautical miles.

She has 8 officers, a captain and around a dozen unlicensed sailors… versus the destroyer’s 33 officers, 38 chief petty officers and 210 enlisted sailors.

The media has been publishing reports on “crazy ivan turns” and erratic behavior all based on incomplete and one sided AIS data which cannot yet be correlated with the exact time of collision. It is too early, and information too scant, to publish a list of her faults.

That said, she is at fault! Remember the COLREGS? What I failed to mention in the beginning of this article is that, while terse, the book is littered with terms like “safe speed”, “all available means” and “Nothing in these Rules shall exonerate”. These words are nebulous and have remained so for centuries for a reason… so that no captain can ever shirk his responsibility for avoiding a collision. The COLREGS are terse, specific and targeted when it comes to assigning blame but soft and imprecise when it comes to removing responsibility and blame. Thus, every modern admiralty court trial of ships colliding has found fault with both ships, even if one is securely anchored!

Under COLREGS, whenever two ships touch each other, both ships are to blame.

For this reason, I am 99.9% confident the USS FITZGERALD will be found at fault… and so will the ACX CRYSTAL.

 

 

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USS FITZGERALD v ACX CRYSTAL

In the same bit of sea from Lloyds List

19 Jun 2017

Micheal Grey

AMID all the larger tragedies in recent days, the fatal collision between the US warship USS Fitzgerald and the containership ACX Crystal, 56 miles off the Japanese coast, has been widely covered in the international press.

Pictures of the damage to USS Fitzgerald indicate that the bow of the containership hit the warship almost beneath the starboard side of the bridge, substantially crushing the lightly-built superstructure. The bulbous bow also inflicted grievous damage beneath the warship’s waterline, reports indicating that more than one compartment was breached, with the pictures showing a pronounced starboard list.

There has clearly been smart damage control on board the warship to contain the flooding, although this would be practised regularly by the highly trained crew of a front-line warship. It would appear that all of the seven missing US Navy seafarers have been found dead in the severely damaged ship, with its commanding officer badly injured. Both ships made port reasonably promptly after the emergency was declared.

Reports in the immediate aftermath of the collision commented with some surprise at the contrasting sizes of the two ships, although the warship was a medium-sized vessel and the 2008-built Philippines flag containership was, at 2,858 teu, what might be described as a medium-sized vessel working Asian regional trades, on the Asia Container Express service. It was also noted that a powerful warship was probably more manoeuvrable than the larger container vessel, although the latter has a 25-knot service speed.

As with every collision involving modern vessels, the first question which is always asked will be how on earth two ships, especially one fitted with some of the most sophisticated radar equipment available, could end up sharing the same bit of sea.

The contrast between the manning on board the two vessels could not be greater. The bridge watch on the warship would have involved at least one officer of the watch supported by radar technicians, navigator, several ratings and a working operations room. At 0230, when the collision occurred, the containership, with a crew of 20, could probably count on a single officer of the watch and hopefully a lookout, on a routine passage.

And as always, even suggesting actual causation at this early stage will be premature, but should not be difficult to determine, assuming that both vessels had a working vessel data recorder, with the data actually saved and available for playback. We can only guess at the sequence of events, or the circumstances surrounding the scenario as the two ships approached one another. These are notoriously busy waters, with the commercial traffic often complicated by great fleets of fishing boats, which are not there to make for any watchkeeper’s peace of mind, and tend to wear their fishing signals even when tied up in port.

Basic failure

Ships collide less often than they did, before those on board had the benefit of good, reliable radar. But even the briefest analysis of contemporary collisions reveals that the causes of them have rarely been anything other than a basic failure to keep a good look-out, obey the prescribed rules for the avoidance of collision and operate at a sensible speed. Of these three, it is possible the last that is most generally ignored, in an age where precision is demanded and any excuse for not arriving on time is unwelcome.

Perhaps the need to save fuel and reduce costs in a profit-free sector has resulted in ships not operating at their maximum designed speed, but there is nothing unusual, in congested waters, to see ships blasting along at high speed. In fog in the English Channel, heavy traffic in the Singapore and Malacca Straits or the congested, fishing boat-infested eastern waters, stories of containerships rushing along at an injudicious speed are legion. Most of the time they get away with it, sometimes they come unstuck.

Deepsea pilots boarding containerships inbound for European ports are not infrequently handed a pilot card instructing them to keep the engines at full revolutions until a few miles off the Rotterdam approaches, regardless of visibility. There is also a lot of information that is entirely wrong about the “difficulties” of using the ship’s engines at anything other than slower, manoeuvring revolutions. Hence people will do almost anything rather than slow down, effectively removing one useful prescribed strategy for avoiding a close quarters situation.

But we shouldn’t, at this stage, even hint that one ship was guiltier than the other in their violent meeting. It takes two ships to collide and the rules clearly prescribe the action to be taken in the event that the “give way” ship fails in its obligations.

People say that the rules ought to be simplified so that both ships, in all circumstances, are required to take action and the “stand on” vessel no longer has this obligation until its own action becomes inevitable. But that, as previous debates on this subject have shown, opens up a whole extra dimension for fierce professional argument and we shouldn’t go there. It will take a bit of time, but the causes of this sad collision will be identified.

Webmaster’s Note. Collision Rule 15 is clear and unequivocal – in a crossing situation if there is a risk of collision the vessel which has the other on its starboard side gives way.

This accident is not an isolated incident. In 2012 there was the a similar collision in the Strait of Hormuz.

Click on this link to hear the audio from the bridge of USS PORTER v mv OTOWGSAN, a Japanese VLCC. It sounds like a shambles and is an illustration of an overmanned bridge where the large presence of personnel and division of duties greatly lengthens and the error chains and creates opportunity for incidents like this to occur as does BRM in an effort to prevent accidents such as this. Many have yet to be convinced. What is needed is more on the job training and bridge experience which can not be done ashore at a training college.

http://gcaptain.com/intense-bridge-conversation-porter/

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PASSING DOWN THE KNOWLEDGE

by Michael Grey

WHO remembers this helpful advice — “when in danger, or in doubt — run in circles, scream and shout”? That is not entirely correct; the real advice, written in night order books in every language, on every properly run ship in the world, would be: “If in any doubt, call the master”.

Sadly, it doesn’t always happen, and for a number of different reasons. People might delay, believing that they can sort out the matter themselves, perhaps out of misplaced pride, an overconfidence in their own abilities, or because they believe that their call will show them up as unprofessional. They might try to deal with it themselves because they know the poor old master was just about dead with exhaustion when he went below. But for whatever reason, the result is starkly identified in the subsequent casualty investigation.

Navigational Accidents and their Causes was the theme of the Nautical Institute’s recent London Command Seminar, the NI having just published a book of the same name. Edited by LOC’s Captain David Pockett, who has seen more evidence of man’s inhumanity to machinery than most, this compilation of marine disaster aims to dig a bit deeper into the root causes.

Curiously, on the way to the seminar I was reading a letter in NI Seaways from the director of the Confidential Hazardous Incident Reporting Programme, Captain John Rose, which deserves to be more widely circulated. Focusing on what might be described as the uneven quality of casualty investigation reports, he noted: “All too often, these reports are silent on, for example, the antiquated designs seafarers are asked to work with (eg mooring stations), fatigue and the critical application of minimum manning levels. No challenge is made on the behaviour of charterers, insurers or the flag state and yet all of these bodies have knowledge (or should do) of the type of operations carried out on board.”

Frank speaking

These seminars, which tend to be attended by those who know what it means to command a ship, invariably provide a lot of food for thought and frank speaking. How do you prepare for command, bearing in mind that the paper qualification is but a step along the road? How do you assess navigational competence in practice — as opposed to what that paper might assert? How do you deal with a lack of experience caused by accelerated promotion, which is a growing problem as the demographics bite? What is the contribution of culture and mindset, behaviour and limitations of human performance? All of these and more were touched on by speakers and debated.

We were reminded that command comes in many forms. A serving master who commands huge cruiseships showed how a large multi-national bridge team is organised in a port approach, starting with a comprehensive brief as the ship closes the pilot ground. We were given this in real time, as he had filmed all this as his ship arrived in Palma. It was very impressive, but it scarcely reflected the reality of the lean manning in most of today’s ships, when a “team talk” might be a rather one-sided affair.

There were interesting observations which themselves could have been subjects of their own. How often, these days, are people “shackled by procedure” when their own judgement (some might say common sense) tells them something else? Might there be a growing gap between procedures and practical implementation? Is there a role for intuition — or a feel for the sea, which is different in so many ways, from a safe shore-side environment? Might good seamanship, and its exercise by the individual, increasingly suffering from bureaucratisation?

There were thought-provoking interventions on the human element, suggesting that human-centred design was important, the real meaning of “complacency” as the attrition of expertise seeing people “drifting towards the edge of the safety envelope”. “Confirmation bias” meant people saw what they expected and were insufficiently stimulated to realise any difference. We heard the memorable phrase “death by over-engineering” and the error of being fixated on “zero accidents”. The importance of situational awareness and the value of an alert team member correcting his senior officer, when the wrong order had been given, was emphasised. How often does that problem feature when a ship, in pilotage waters, with the bridge team mentally “switched off”, comes to grief?

There were plenty of people present who knew full well the difference between what is laid down in the procedure and the reality of practice. Seafarers are brought up to improvise, to employ resilience and common sense in a flexible fashion as the situation develops, but this seems often to be rather deplored by those producing the regulations. The answer to every problem, it was inferred by sensible people, was not necessarily a new procedure. It is difficult to remain unaware of pressure from all directions, all-powerful charterers, commercial interests, or rigid procedures — “which must be obeyed”.

There was a lot of support for the concept of mentoring, a telling phrase coming from somebody who “didn’t realise he was being mentored” until he realised just how much he had learned from his mentor. We can probably all look back to the same experience, even when the mentoring took the form of a stern talking to for one’s idleness or bad attitude!

Mentoring was something needed as much ashore as afloat, as people newly ashore sought to establish themselves. And as the Princess Royal told us, in a world where design is distancing the individual from the natural environment, the “passing down of knowledge” was ever more important.

 The above very enlightened report was published in Lloyds List on 08 June 2017. Two days later, a lengthy article appeared in the Wellington Dom Post, which announced the arrival of unmanned ships – God forbid. Unmanned ships will solve all the problems that we have at sea today.

It stated that the IMO will consider changing SOLAS rules to allow ships with no Captain or crew to travel between countries. It is thought that unmanned ships will improve safety at sea where it is claimed human error accounts for 60% of groundings and collisions. The other 40% caused by badly designed ships, machinery failure, weather etc will apparently continue to happen with no loss of life but many shipping lanes blocked by sunken ships.

Control centres manned by land based ‘captains’ would be established ashore where a handful of people would monitor hundreds of ships and control the ships when entering or leaving harbour. “They can go home to their families after work and don’t need to be away at sea for months and months” said Oskar Levander, vice president for innovation at Rolls-Royce. He obviously did not know that before the PC brigade and OSH got involved with shipping, that many seafarers attributed their long marriages to the spells apart.   

A Danish professor stated in the article that ships travelling long distances would have a small maintenance crews as “if a ship gets stuck out in the ocean, it’s a terribly long way to send a tug”.   

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WELLINGTON BRANCH MEETING DATES

The Wellington Branch will hold a meeting at the Bolton Hotel, 12 Bolton Street, commencing 1200, light luncheon at 1230 and Speaker 1300.

Luncheon at member cost of $25. Bar facilities will be available to your own account. Car parking is available at the adjacent Wilson car park at $12 for 2 hours.

In the past year a number of meetings were attended by wives and guests of members where the speakers subject was of interest. We would extend the same invitation this coming year.

12 July 2017

The speaker will be Commodore  Jim Gilmour RNZN  the Maritime Component Commander at Joint HQ at Trentham. He will talk on the Navy today, his experiences as Commander of the multinational Task Group in the North Arabian Gulf and  being CO of the HMNZS Canterbury at  Lyttelton during the earthquake.

 

Please contact Secretary John Williamson  jdwskw@actrix.gen.nz  or by phone 04 2326746 to confirm your attendance the previous day.

 

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HISTORY OF OTAKI SCHOLAR

This year marks the centenary of the sinking of the NZ Shipping Company vessel OTAKI which ultimately resulted in the senior boy from the Master’s old school – Robert Gordon College, Aberdeen – being taken to New Zealand and return on one of the Companies ships each year. The early scholars spent some of the time in New Zealand at the Agricultural College, Flock House. For a Scottish version of the sinking and the subsequent history history click on this link below.

https://www.youtube.com/watch?v=m6T9WHuxHlE

 

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Captain IFOR BODVEL OWEN 19 February 1930 – 01 February 2017

Ifor without background

It is with great sadness that we learn of Captain Ifor Owen’s death on 01 February at home after a very  short illness. Our sincere condolences to Clare his wife of 60 years and their family.

Ifor, a very proud Welshman started his career as a cadet with Lamport & Holt Line in 1946, serving on the UK/ South America and USA/North Brazil trades until his transfer to Blue Star Line in 1953.

Ifor was appointed Master in 1963, he later commanded the pre-war New Zealand Star and came ashore as assistant marine superintendent in the London docks in 1964. With the advent of Blue Star Port Line Management in 1968 he was appointed as one of the port operations superintendents responsible for the joint operations of Blue Star and Port Line vessels on the Australasian services.

In 1969 he accepted the position of cargo superintendent in New Zealand with the newly formed Blue Star Port Lines (NZ) and was posted to their head office in Wellington. As both Blue Star and Port Lines services to Europe/ECNA were fully containerised by 1984, Blueport ACT (NZ) was formed and Captain Owen was appointed marine operations manager within the new company, which was responsible for all Blue Star’s agency work throughout New Zealand. This was a period of expansion for Blue Star Line in New Zealand, with the containerisation of the West Coast Service and the beginning of the Middle East Service, and Captain Owen was closely involved in planning the operational side of these new ventures.

In 1989, with the acquisition of the Shipping Corporation of New Zealand by ACT(A), the New Zealand Line was formed to replace Blueport ACT and Captain Owen became responsible for the ship management division within this new company.

Although Ifor retired in 1991 after 45 years’ service to Blue Star Line and the associated companies he kept in touch with his former colleagues with regular weekly meetings at the Featherston City Tavern in Wellington.  He was also responsible for instigating the bi-annual trans-Tasman Blue Star Line reunions being held since 2005.

He was a long tine member of the Wellington Branch of NZ Company of Master Mariners and was a volunteer at the Wellington Maritime Museum until 2014 where he sorted and catalogued much of the memorabilia.

Ifor maintained relatively good health with an excellent memory.  Having a keen interest in history he was a fount of knowledge when it came to the Blue Star Line and the maritime industry in general – he will be sorely missed.

 

 

 

 

 

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ALISTER MACALISTER

The death occurred last week in Wellington of ALISTER MacALISTER QSM. Alister was a member of the Wellington Branch for many years and the Company’s Honorary Solicitor.

He served in the RN during the second world war and was a past commodore of the RPNYC Wellington. During his working life he represented many ship masters at various inquires.

With his passing goes one of the last connections with the sinking of the Russian liner MIKHAIL LERMONTOV.

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Public Demand for Commerce – Going All In to Eliminate Accidents

By Capt. George H Livingstone

I recently saw the movie “Sully”, I recommend it to anyone with an interest in aviation or marine transportation.  It is a Clint Eastwood Directed movie about Capt. Chesley “Sully” Sullenberger’s first ever (successful) emergency water landing of Flight 1592.  Something considered technically impossible prior to his successful execution of it on the Hudson River.

As a mariner, captain and pilot I was interested in the NTSB investigation as it played out in the movie which got me fact checking.  In the movie, the NTSB investigating committee was critical of Capt. Sully’s decision to make a water landing, indicating a landing at one of the New York airports would have been a far wiser and safer decision.  Commenting directly on that, Mr. Malcolm Brenner (part of the NTSB’s actual investigation of the accident), recently told Bloomberg News “There was no effort to crucify him or embarrass him”…“If there were questions, it was to learn things.”  In contrast, Capt. Sullenberger himself, told the New York Times that the investigation was “inherently adversarial, with professional reputations absolutely in the balance.”  Whatever the movie did or did not portray correctly, the NTSB and Capt. Sullenberger certainly have different takes on the actual investigation.  Given the NTSB is the National Transportation Safety Board, perhaps there is a takeaway here for them?

It’s a big world, mostly (70%) covered by water.  There are thousands of ships and tens of thousands of smaller craft like tugs/barges working on it every day.  Thousands of vessels, the world over, driven by one thing, Public Demand for Commerce.  That’s you, me, neighbors, friends, enemies, conservatives, liberals, environmentalists; everyone you know, have ever known or will know.  Each of us are directly responsible for every mile traveled by every vessel on God’s Blue and Green earth.  Make no mistake, it is not someone else driving world trade, it’s you.

In mid-October of this year, an American tug/barge unit went aground near Bella Bella, British Columbia in a remote part of the famed “Inland Passage” of Canada.  In the same time period, a passenger ship hit the jetties while inbound to the port of Nice, France causing a hole below the waterline.  A ship being maneuvered in the port of Houston suffered a loss of power causing it to ground on an underwater obstacle resulting in a spectacular explosion and fire.  A semi-submersible being towed from Scotland to Turkish scrap yards broke free from the tug towing it and went hard aground in Scotland’s Western Isles.  Where am I going here?

  1. Worldwide public demand for movement of commerce and people guarantees said movement -worldwide
  2. Public demand for safety is certain. Responsible working professionals understand that
  3. Safety is far more complicated than the general public realizes
  4. National safety agencies like the NTSB (USA), ATSB (Australia), MAIB (UK) are not necessarily subject matter experts.  For hundreds of years maritime accidents were adjudicated in Admiralty courts by Admiralty Judges.  When those cases went to civil and criminal courts vital expertise was lost.  Maritime professionals sincerely hope they can rely on the reputational integrity of national safety agencies to be unbiased, fair and expertly informed.

Is it hypocritical to get in one’s giant SUV, fill it with gas, drive the family to the airport for a European vacation and take no accountability for where the world presently finds itself regarding international transportation?  Is it irresponsible for working maritime and aviation professionals in command not to acknowledge, “The Public Trust” is in their hands?  Is itarrogant if national safety agencies conduct accident investigations under the general assumption they know better than the subject matter experts walking the walk every day?

We are “all in” on this, whether public, working transportation professional or national safety & regulatory agency; all of us are accountable, no excuses.  Although much effort is put into eliminating accidents, the probability is they continue.  Let us all work meaningfully and effectively to reduce their impact on Public Safety and the planet.

This article was published in today’s newsletter from GCaptain 

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ON DECK Vol 2 No 4 May 1939 (Part 2)

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ON DECK Vol 2 No 4 May 1939 (Part 1)

on-deck-vol-2-no-4-may-1939-1

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