TGM 1.2.

3 Emergency Preparedness
Valid for: Revision: 12 Date: 2023-05-15
Vessel Management – Business Unit
Author: Reviewed by: Approved by:
Marine & Safety HoD Marine & Safety CTO

Contents
1 Application................................................................................................................ 2
2 Purpose .................................................................................................................... 2
3 Roles and responsibilities ........................................................................................... 2
3.1 Crisis Management Team ................................................................................. 2
3.2 Responsibilities................................................................................................ 2
3.2.1 Head of Business Unit................................................................................... 2
3.2.2 DPA ............................................................................................................ 3
3.2.3 Fleet Group Manager .................................................................................... 3
3.2.4 Vessel Manager............................................................................................ 4
3.2.5 Marine Superintendent ................................................................................. 4
4 Crisis room ............................................................................................................... 4
5 Office emergency preparedness.................................................................................. 5
5.1 Emergency Phone ........................................................................................... 5
5.2 Duty Officer .................................................................................................... 5
5.3 Guidelines for Duty Officer handling the 24-hour emergency mobile telephone. .... 5
6 Activation of the crisis management team ................................................................... 6
6.1 Crisis events ................................................................................................... 6
6.2 Guidance on crisis events ................................................................................. 6
6.3 Crisis room actions .......................................................................................... 7
7 Communication and Crisis Updates ............................................................................. 7
8 Protracted Crisis Operation......................................................................................... 8
9 Recovery plan – After Crisis........................................................................................ 9
10 Handling media enquiries ......................................................................................... 10
11 Office emergency drills ............................................................................................ 11
12 Referenced forms and checklists ............................................................................... 12
13 Appendices ............................................................................................................. 12
TGM 1.2.3 A1 Business Continuity Plan (BCP) ............................................................ 12

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1 APPLICATION
This document applies to shore personnel in business unit vessel management.

2 PURPOSE
To provide requirements for managing emergency situation onboard company managed
vessels.

3 ROLES AND RESPONSIBILITIES

3.1 Crisis Management Team
• The Company has established a Crisis Management Team (CMT) to deal with vessel
crises.
• Crisis Management Team (CMT) are:
Permanent Members
• Head of Business Unit
• Designated Person Ashore (DPA)
• Marine HSSEQ Manager
• Marine HSSEQ Vetting Manager (For tankers)
Based on Vessel
• Fleet Group Manager
• Vessel Manager
• Marine superintendent

Note:
The incident commander shall determine if personnel from group support divisions are required
e.g. Head of Compliance-ECD, Head of Marine & Safety, CSO, Head of technical support etc.

3.2 Responsibilities
Note:
Refer to TSM Form 183 for specific tasks and responsibilities.

3.2.1 Head of Business Unit

• Role: Incident Commander
• Responsible for all aspects of the emergency response as per TSM form 183.
• Develops incident objectives, managing the incident operations, application of resources
as well as responsibilities for all persons involved.
• Responsible for updating messages to Executive team and other stakeholders.
• Guide the fleet operations team on external notification to Oil majors, Intertanko /
Intercargo / InterManager.
• Responsible for coordinating with contracted media management company on incident
updates and press release / media statements.

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 • Review and approve incidental costs and contracts on behalf of principals for salvage &
tugs.

3.2.2 DPA
• Verify if initial notification has been sent by the vessel. If it is not done, then immediately
send initial internal notification to the incident email id assigned to the Business unit as
below and thereafter send periodical updates.
o Tanker division Singapore: [email protected]
o Offshore division Singapore: [email protected]
o Tanker division Croatia: [email protected]
o Dry bulk division Singapore: [email protected]
• Notifies flag state
• Notifies qualified individual, USCG, port state, coastal state, MRCC, etc
• Prepare urgent fleet alert as instructed by incident commander and send to group support
function for dissemination to full Thome fleet.
• Assists the Head of Business Unit to coordinate and ensure all activities task assigned to
emergency team members are being performed and reported to the Incident
Commander.
• Notifies any Thome Vessels in the area.
• Maintain up to date records and time log to track actions as per TSM Form 183 - Crisis
Management Office Checklist.
• Coordinate with fleet group marine operations personnel on
o Establishing vessel position and advice on operation matters, weather forecast,
arrange relevant nautical charts /ENC for crisis team.
o Review of voyage orders and any notification to charterer, cargo owner, voyage,
agent
o Provide operational advice on safety, regulatory compliance as per flag state
requirements.

3.2.3 Fleet Group Manager

• Notifies owners
• Handles contact with vessel
• Assesses damage
• Arrange for independent surveyor
• Coordination with classification society and ERS
• Obtain vessel details, drawing and plans
• Advices last and next port agent
• Names and rank of back-up personnel are documented in TSM Form 182 - Emergency
contact list assigned to the Business Unit.

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 3.2.4 Vessel Manager
• Assist the Fleet Group Manager
3.2.5 Marine Superintendent
• Assist the Fleet Group Manager
• Assist the DPA as required and as guided by the incident commander.

Note:
1. Back up personnel are mentioned in TSM form 182 assigned to each Business unit.
2. The Incident Commander or his backup must be available for any crisis at all times.
3. The Incident Commander and his backup must not leave the country at same time.
4. In case of protracted crisis operation exceeding 12 hours, incident commander shall develop
the duty roster in consultation with crisis team members and involve equivalent back up
personnel so that rest hour can be managed.
5. CMT members (including backups) shall be refreshed to perform their duties during ship-shore
drills.

4 CRISIS ROOM
Allocation of means for Crisis Management Team to convene for crisis response has been
addressed and planned as follows:

Singapore Office

Primary means (Crisis Thor 1 & Thor 2

Room)
Secondary me ans Microsoft office TEAMS Virtual platform

Alternate arrangement Thome Croatia office remote assistance

OR
‘SERVCORP’ at Marina Bay Finance Centre - Singapore
Croatia Office

Primary means (Crisis Zadar Office Conference Room (Diadora) - Croatia.

Room)
Secondary means Microsoft office TEAMS Virtual platform

Alternate arrangement Thome Singapore office remote assistance.

OR
Hotel Kolovare, Zadar, Croatia
Virtual video communication platform such as Microsoft Teams or other similar platform to be
considered as part of Business Continuity Plan whenever physical presence in the office is not
feasible.

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 The primary crisis room shall be equipped with following:
• Phone lines and additional connection points.
• Power outlets for equipment including mobile phones and fax.
• Computer workstations and docking stations with network access and dedicated email.
• Electronic or paper charts.
• Whiteboard, markers and flip charts.
• Satellite or cable television.
• Back-up power supply.
• Breakout rooms.
• Incident room facilities are regularly reviewed to take account of new technology.
Equipment is checked and tested on weekly basis. Crisis Room Equipment log is
maintained for these rooms.
External parties’ details are readily available in TSM Form 182 as assigned to the Business
Unit.

5 OFFICE EMERGENCY PREPAREDNESS

5.1 Emergency Phone
• Each business unit has 24-hour emergency mobile telephone to receive notification from
vessels.
• A duty officer is nominated to man the emergency phone as per weekly roster. Clear
instructions are provided on actions to be taken when a call is received from vessel.
5.2 Duty Officer
• Gather initial information from the Master.
• Inform the Incident Commander or DPA of the business unit.
• Send initial notification to emergency email id as per business unit stated below-
o Tanker division, Singapore: [email protected]
o Offshore division, Singapore: [email protected]
o Tanker division, Croatia: [email protected]
o Dry bulk division, Singapore: [email protected]

Note:
It is not intended that the duty officer handle the emergency. They are only the initial point of
contact for the Master.

5.3 Guidelines for Duty Officer handling the 24-hour emergency mobile telephone.
• Ensure you have the logbook and emergency contact list as per TSM 182 assigned to
each business unit. The emergency contact list is provided as an attachment in
coordination email.
• The emergency mobile telephone is for emergency use only.
• Carry the emergency phone at all times to take calls.

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 • Avoid traveling or formally handover to alternate duty officer if traveling is unavoidable.
• The emergency mobile telephone must, at all times, be within network range.
• Ensure the emergency mobile telephone is fully charged. A charger must be available at
all times.

6 ACTIVATION OF THE CRISIS MANAGEMENT TEAM

6.1 Crisis events
The following events will initiate the manning of the crisis room:
• Uncontrolled fire / explosion
• Grounding
• Collision
• Emergency towing
• Excessive list /stress/instability
• Hull breach (Including hull failure/hull leak/flooding)
• Main engine / steering failure in coastal waters (Refer to sec. 6.2 for additional guidance)
• Man overboard
• Oil / Noxious liquids spills over-board
• All Incident / Injury of severity Level 4 and 5
• For all other emergencies, the Incident Commander shall evaluate whether or not to man
the crisis room.

Note:
For safety reasons, it is recommended that an incident be initially escalated as high as possible.
Thereafter, upon evaluation of the situation, the Incident Commander may decide to deescalate
the incident.

Warning:
Not every incident is a crisis. However, be particularly mindful of an incident turning into a crisis.
Contact the Incident Commander in this event.

6.2 Guidance on crisis events

• A stoppage (planned or unplanned) of either the main engine or steering gear is not a
failure.
• Stoppage will be escalated to a failure in the event that the main engine or steering gear
cannot be restarted after a stoppage when in coastal waters.
• Coastal Waters:
The incident commander shall be notified of all main engine failures occurring within 50 nautical
miles of land.
The incident commander shall decide if activation of the crisis room is required.

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Risk factors such as direction and rate of drift, weather conditions, traffic density, proximity of
offshore installations, shallow areas, nearest grounding line, etc., must factor into this decision.
6.3 Crisis room actions
• A status meeting shall be held as soon as possible after the CMT has gathered.
• The meeting shall determine the following incident objectives:
Priorities
Threats to people, environment, vessel, reputation
Course of actions
• The Incident Commander shall appoint an Incident Coordinator who will coordinate
activities and tasks while he manages the crisis.
• The Incident Commander shall ensure that an Event Log is maintained.
• The log shall contain a list of persons present, a record of all actions taken, incoming and
outgoing calls and other relevant details at the discretion of the Incident Commander.
• The details of any casualties must be recorded on TSM Form 186 – Crisis Management
Casualty Log.

7 COMMUNICATION AND CRISIS UPDATES

• In the event of where crisis room manning is prolonged, the Incident Commander shall
hold regular update meetings at a frequency deem suitable by him.
• Minutes of the update meeting shall be recorded, and persons present documented. TSM
Form 187 – Office Minutes of Emergency Team to be used for this purpose.
• The agenda of the meeting shall include but not limited to:
1. Date and time of the update
2. Statement of info received since last update
3. Evaluation of current status
4. Action to be taken and allocation of responsibility
5. Estimated time / delay expected (Prior resumption of normal service)
6. Next scheduled update
7. Details of personnel in-charge (Monitoring the incident)

Note:
*Maintained chronologically (01, 02, 03, etc.)

• Updates based on the above meeting minutes may be sent to internal and external
stakeholders.
• Emergency email id assigned to each business unit shall be updated periodically for
internal updates.

Caution:
The Incident Commander shall approve all external communications prior to them being sent.

• Below is a guidance for the PICs responsible for external parties:

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 No External party PIC for update Remarks

1 Head of Business Unit

Salvage and towage contractors (Incident Commander) VRP / OSRO / OPA
OR Fleet Group Manager

2 NOCP / RCC+MRCC / As
Emergency Response Services Fleet Group Manager
per Voyage Order

3 Flag State DPA As per flag of the vessel.

4 NOCP /
Local authorities, coastal states. DPA RCC+MRCC+ALRS / As
per Voyage Order

5 Hull and machinery insurers and Insurance manager / As per contractual

P&I executive. agreement.

6 As per contractual
Media consultants Incident Commander
agreement.

7 As per contractual
Legal resources Head of Legal
agreement.

8 As per contractual
Manning agents where appropriate Head of Crewing
agreement.

9 Owners/Charterers/Oil Head of Business Unit

majors/Other external (Incident Commander)/ -
stakeholders Fleet group manager

• Similarly, send out an email, to confirm completion of crisis management activities.

• Submit below documents to group support function for filing upon completion:
o TSM Form 183 – Crisis management office checklist
o TSM Form 186 – Crisis management casualty log (as applicable)
o TSM Form 187 – Office minutes of emergency team

8 PROTRACTED CRISIS OPERATION

• Following shall be taken into account in case of protracted crisis operation
1. Fatigue management of crisis team –
a. Establish a duty roster involving equivalent back up personnel as per TSM form
182 assigned to each business unit.
b. Ensure that time zone of the vessel and various stake holders (owners,
charterers etc) is duly considered when planning the roster.
2. Catering and food arrangement.
a. Remote food and beverage delivery

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 b. Due consideration to any religious or health related factors when planning food
arrangements.
3. Accommodation.
a. Provide accommodation for crisis team members or stake holders during
protracted period whenever necessary keeping in mind of bio bubble / isolation
protocols during the pandemic.
b. Ensure accommodation provided is safe and secure with good internet facility.
4. Safe transportation for crisis team.
a. Refrain crisis team members from driving own vehicle during protracted period.
b. Avoid sharing same transport e.g. sharing taxi due to personal injury crash
risk.
5. Periodic review of level of response.
a. Monitor and update the status of the incidents for immediate response keeping
in mind of time zones factor whenever exist.
b. Crisis team member to update TSM Form 183 as required.
6. Maintaining safe operations of the fleet.
a. Establish an effective overview of the crisis situation.
b. Crisis team members especially from fleet group operations (FGM, Vessel
Manager & Marine Superintendent) to delegate their respective routine
operations to back up fleet group staff for continuous safe operation.

9 RECOVERY PLAN – AFTER CRISIS

• An internal assessment of the ability of the crew and ship to safely proceed on voyage
shall be carried out immediately.
• The following are the basic criteria to be covered:
 Evaluation of crew condition post incident to identify for any existence risk of
trauma.
 Assessment of any damage (structural condition, machinery, environment
pollution, etc.).
 Status of critical equipment.
 Availability of life saving and firefighting appliances.
 Status of mooring equipment condition e.g. for Anchoring, etc.
 Status of steering and propulsion system.
 Status of essential machinery equipment and piping in machinery spaces.
 Status of cooling and hydraulic system.
 Status of navigation related equipment.
 Status of cargo system related matters.
 Bunker management.

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 • Incident Commander shall decide when to call off the 24 hours manning of the crisis
management room and ‘on-site’ team.

Note:

Consult relevant external parties, where required, before the final decision is made.

• Collection of other material such as VDR, CCTV, ECDIS, any data provided by Port or third
parties. Evidence must be preserved.
• Determine final information release and/or notification requirements of stakeholders.
• Determine ongoing media support, briefings, monitoring and communication
requirements.
• Ensure counselling for those effected by the incident are provided.
• Review of present TMS and emergency response procedures based on the findings of an
incident or a drill where the emergency response plans have been used.
• Setup team for repairs, insurance or financing, legal issues associated with liability and
negotiation settlements

Note

1. Thome group contracted with International Seafarers’ Welfare and Assistance Network
(ISWAN) in handling mental wellness / post trauma support. It is free, confidential, multilingual
and available for 24 hours. on Phone: +44 203 713 7269

2. Crewing manager shall provide specific s instruction to the manning agent in communicating
with next of kin. Manning agents can appoint family liaison officer for the next of kin keeping in
mind local customs, culture and community values.

3. In case of kidnap / piracy ransom - company effectively coordinates with PNI clubs, principal’s
contracted negotiators and work towards expeditious release and safety of the crew.

10 HANDLING MEDIA ENQUIRIES

General Guidelines for Office staff / Crisis Management Team / Senior Management on-board.
• The interaction with media may include:
 Responding to media enquiries.
 Press releases.
 Monitoring of news broadcasts.
 Monitoring and responding to social media.
 TV and radio interviews.
In the event of fleet vessel incident, shore-based staff in global offices and on-board vessel’s
officers, crew should anticipate and be prepared for handling questions from journalists.

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 It is preferable not to have contact with the press. However, sometimes it is unavoidable
because aggressive journalists will find a way to confront the crew in their efforts to obtain
information about what happened.
It is not the intention of this guide to instruct staff on how to hold a press conference. If a
press conference is held, it will be arranged and conducted by the shore-side Crisis Management
Team or executive team.
With this background, this document provides some guidance on how to deal with the press if
you are confronted. Remember anything you say might be quoted and can end up in the
newspapers and on television. Also, remember that nothing is "off the record".
While it may be uncomfortable and seem like an intrusion, in today's world the general public
will have an interest in oil spills and other events that affect the environment.
External consultants may be used to support the company.
Therefore, if you are approached by, or receive a call from a journalist, you may use the
following as a ‘Holding statement’:

Note:
“Thanks for your call and I appreciate your interest in this situation. However, I am unable to
answer your questions at the moment or give you any further information”.
“The company is communicating to the media on this incident and if you give me your name,
news organization and telephone number, I will get one of our media liaison spokespersons to
call you back.”
If pressed further, add:
“As I said, I am not the spokesperson for Thome, and I will get our spokesperson to call you
back as soon as we finish this conversation. He will be able to answer all your questions and
provide you with an update on the situation “
Do not under any circumstances be hostile - and never say "No Comment."
Office personnel to attend/receive Media handling course appropriate to their role.
Refer to TGP 4.2.2 Media handling in a crisis.

11 OFFICE EMERGENCY DRILLS

• Individual business units are responsible for planning and initiating of ship shore drills as
per guidance from group marine safety department.
• Drill scenarios shall be planned with the objective of evaluating the effectiveness of
implemented emergency response procedures.
• Drills scenarios shall cover all credible emergency scenarios including security events.
• To this end, drills plans shall be varied in both content and duration to test specific areas
of the emergency response procedures.

Note:
This may include testing of different vessel types, procedures or scenarios not covered during
the previous calendar year, personnel not involved in previous drills, etc. This may also include
tabletop exercises.

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 • Drills shall be comprehensive and include testing of all communication systems and
mobilisation, including exercises being conducted outside normal office hours.
• Drills shall include CMT and backup personnel.

Note:

Drills may be used as a means to train backup personnel.

• Drills shall include participation of external parties in relevant scenarios.

• Drills plans shall be completed at the beginning of the year and documented in TSM Form
91AA - schedule of office drills.
• The frequency of drills shall be planned in the accordance with the following criteria:

Fleet under management Number of drills

Tankers 1 drill for every 25 vessels

Bulk Carriers At least 2 drill annually

Offshore At least 1 drill annually

Oil & Gas At least 1 drill annually

• Particulars of the drill and events in summary shall be recorded on TSM Form 091S –
Shore drill record.
• A post evaluation of drills shall be carried out and proposed corrections and
recommendations for improvements to the applicable contingency plans shall be made.
This may include identification of additional training.
• Items requiring correction shall have a target date for implementation. Training to be
carryout if necessary.
• Lessons learnt shall be recorded in TSM Form 700M as part of the Management Review
for the purposes of continual improvement.
• A full report, together with lessons learnt, shall be circulated to via HSSEQ circular 04.

12 REFERENCED FORMS AND CHECKLISTS

TSM Form 91AA – Schedule of office drills
TSM Form 091S - Shore drill record
TSM Form 149 - Crisis room equipment checklist
TSM Form 182 - Emergency contact list as assigned to each business unit
TSM Form 183 - Crisis management office checklist
TSM Form 186 - Crisis management casualty log
TSM Form 187 – Office minutes of emergency team

13 APPENDICES
TGM 1.2.3 A1 Business Continuity Plan (BCP)

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