Contingency Planning for Sailing Yachts Charter - Essay Example

Contingency Plan for Sailing Yachts Charter Contents: Purpose of Document 3 Definitions 3 Responsibilities 3 Procedure 3 Reporting of Incident 4 Implementation of procedure 5 Gathering of Information 6 Actioning of Assistance 6 Control of Information 6 After the Incident 7 Incident Review 8 Information flows outside of office hours 9 Advice to agents 9 Purpose of Document The purpose of this contingency plan is to prepare a an assessment of the emergency situations that may arise from operating consumer tourist yachting operations in the Aegean Sea (Greece, Lefkas Marina) and in the Caribbean (Jolly Harbour Marina, St. Vincent) the safety management precautions that must be taken in advance, on site, and after a life-threatening incident. Prior preparation for emergency situations can allow us to build training programs for staff, guides, and yacht operators that help insure that they are prepared in the event of any threat to security that may arise. In preparing in advance, we can also build a safety network, plans of action & response, and gather the equipment required to implement our communication needs for rescue. In risk management, we need to prepare for all contingencies, and as a company we have to insure our staff, customers, and organization against any accidents that may occur during operations and liabilities that may arise from operations. Definitions For the purpose of this document, “Contingency” refers to our preparation in advance for safety responses that may arise in course of operations, “Plan” means the actions we will organize before, during, and after to address the safety problems, and “Emergency Situation” is any which puts our customers, staff, or others in the water in danger of physical safety, health, or injury. “Rescue operations” refer to any situation where company staff or third party organizations are required to travel to a site to assist during a safety problem. “Communications” refers to not only the content but also the means in which we will transmit messages between offices, people, and other groups during an emergency situation. Responsibilities For purposes of contingency, we recognize responsibilities to emergencies and safety problems arising from: air, water, fire, mechanical problems, weather, interpersonal, health, geographical, and geopolitical risks primarily to operations. In each instance of risk, we plan to have prior tactics and responses prepared in advance to address each contingency with the tools, personnel, and social assistance to manage. Procedure The procedure we identify for contingency management is divided into the following steps: + Before: 1. Prior Awareness of Risk of Situations Involved 2. Prior Planning for Risk Situations – including staff, tools, kits, communication 3. Preparation of Sites, Yachts, Offices for Contingencies + During: 1. Identifying a Risk Situation in Action 2. Local Response – addressing the crisis locally, treating & containing it 3. Communication – with office staff onshore and in London, related emergency crisis agencies, rescue teams, hospitals, etc 4. Resolution – bringing the emergency under control and resolving it + After: 1. Communication with parties involved 2. Analysis of Liabilities to Company or other parties involved 3. Resolution of Liability through Insurance or Legal settlement agreement Reporting of Incident Because of the nature of maritime events, and the various contingencies that require multiple forms of backup communication, we have decided to develop a three-tiered communication network for emergency management that provides for all contingencies, even when one device may be broken, out of communication, or in possession by a member injured in an accident. For this we identify three types of communication: 1. Radio – each Yacht will be equipped with a standard maritime radio for ship-to-ship and ship-to-shore communications. We recommend each Yacht use: a) VHF Radiotelephone (156-162 MHz): Icom IC-M710 Single Sideband Marine Radio b) “Voted Best Radiotelephone by the National Marine Electronics Association (NMEA) in 2000, the M710 is a top-of-the line commercial-grade SSB that provides worldwide communications using Icom’s latest SSB technology and construction techniques at a very affordable price.” (Zalmar, 2010) 2. Mobile Telephone: each staff member on the Yacht as well as on shore should have a company issued mobile phone for regular use and emergency situations. a) Greek Office: + Mobile Phone Type: iPhone + Mobile Carrier: Vodafone Greece - http://www.vodafone.gr + Sea Coverage: Partial b) St. Vincent Office: + Mobile Phone Type: Blackberry - http://www.digicelsvg.com/en/phones/phones_list.php?manufacturer=3 + Mobile Carrier: Digicel - http://www.digicelsvg.com/ + Sea Coverage: Partial 3. Satellite Telephone: as part of our first aid and emergency backup kit, every Yacht and every office should have a satellite phone handset with current international account for communications in emergency situations when other communication facilities are lost. These phones should not be used as mobiles for daily business communication (employees should use standard company mobiles for this). In the event that company mobiles or radio is not available in an emergency situation, we will be able to use the satellite phones as backup. Note: all satellite phones should include the ability to call between all offices internationally, including Greece to London and St. Vincent to London in case of larger problems that require immediate contact between facilities by families of customers or staff. c) Greek Office: + Mobile Phone Type: Fleet 33 - http://www.inmarsat.com/Services/Maritime/Fleet/F33/default.aspx + Mobile Carrier: Immarsat - http://www.inmarsat.com/ + Sea Coverage: Full d) St. Vincent Office: + Mobile Phone Type: Fleet 33 - http://www.inmarsat.com/Services/Maritime/Fleet/F33/default.aspx + Mobile Carrier: Immarsat - http://www.inmarsat.com/ + Sea Coverage: Full Implementation of procedure Contingency planning requires that we have prior responses created in advance to meet all risk and emergency situations, and that staff are aware of them, trained in them, and practiced in responses so they can respond as required to resolve emergencies. Contingency planning must also inform our business strategy and legal structure as a corporation as we are already in a high risk area for insurance coverage. As such, we must develop with a legal team a waiver form for customers, both tourist and longer term a lease and rental customers that clearly limits the company’s liability financially for emergency situations and accidents arising from acts of non-negligence. Through this, we can maintain our integrity as an operation without being crippled by insurance costs and premiums. Implementation must also follow in preparing all Yachting craft and office facilities with the emergency kits including but not limited to: first aid kit, satellite phone, extra phone batteries/charger, life preservers, inflatable rescue craft, blankets, flares, etc. Staff must be trained regularly both before and after employment in how to respond to all emergency situations entertained. Gathering of Information The gathering of information for office co-ordination of emergency response involves the use of the on-shore office facilities as a network of communication between police, life guard, coast guard, hospitals, and other public organizations assisting in search and rescue in emergency situations. As weather and current events heavily impact safety operations, we must keep multiple media channels of local and international media channels, as well as radio, present in the office for monitoring during contingency situations. The office group should communicate with on-craft staff to resolve all situations, and Yacht operators must make a priority of gathering intelligence locally in every emergency or accident, reporting clearly and quickly the extent of the problem to the local office. Actioning of Assistance While on-ship staff must be prepared at all times to respond quickly and definitively to any emergency situation, and thus make on site decisions, we require that staff also communicate with the on-shore office as quickly as possible for reports, counsel, advice, and approval of the tactics used in response to the emergency. Local offices should also communicate details as soon as they occur to the central office in London, who can make needed arrangements with local families as per contact details listed in emergency contacts by customers on expeditionary trips. Control of Information The control of information is to be accorded in a transparent manner between all offices in the network and customer families. Liability issues can generally be resolved before operations begin through the appropriate consent forms given to customers, thus we must guard generally against negligence in staff that would give rise to unexpected incidents. Proper training should include methods of transparency with regard to the flow of information by staff, including ways staff can guard against negligence by communicating concerns or incidents that occur off-shore with on-shore staff officers and managers. An employee review shall be undertaken regularly and additionally to investigate any communications by Yacht operators of unsafe practices that may have been committed by other crew members that put passengers at risk. Employees who display negligence may be immediately terminated, as stipulated in the employment contract and agreement. Furthermore, transparency in staff documentation must be such that any forgery in certificates and training by staff, if discovered, may be grounds for immediate termination due to the fact that such misrepresentation puts passengers at risk. Thus, local offices must make sure to review employee safety documentation. The staff safety training classes shall be conducted every three months for each staff member. During the course, employees should review both the general plans of emergency response outlined in each situation, and also the specific responses their individual role in the organization require them to take. This training should make clear the communication patterns that should be followed at each stage of response. After the Incident In the event that an incident does occur, we expect local staff in the on-shore office to be the command center for a quick resolution of the situation. In the event that a customer or staff member is sent to hospital, the local manger will attend to health care facilities as well as contacting the central office in London. Communication between local offices and London must occur regularly with frequent updates during the course of any emergency. The local office shall be tasked with attending to any health problems or injuries to customers and staff, and the central office will mange communication with families and friends of the injured, keeping them informed of the situation and passing on contact information. The local on-shore office will be required to meet with all staff involved in a safety incident or emergency, taking statements and building a report for company records. The local manager will make an assessment of off-shore staff to consider if negligence played a role in the emergency, and how each staff member reacted to resolve the situations. The manager shall also assess the cost and extent of any damage, making the appropriate reports, and including photo documentary evidence. The local manager may be required to work directly with insurance agents to investigate any accident or natural emergency that results in loss of life, injury, or property damage. The local manager will also retain a regular law office in each locality for emergency response to situations that require legal assistance. The central office in London will collect reports of damage and assessment, preparing reports and insurance claims based upon the evidence received. If required, the central office may send a manager or representative on location to investigate further the extent and cause of the accident or damages. The central office will be responsible for managing the financial impact caused by property damage with insurance agencies, and the budget for replacement equipment. Liabilities in health care cost should also be included in insurance claims on behalf of both customers and staff, requiring a second health insurance policy. Incident Review The “Incident Review Report” shall be submitted by the local manager in the event of any accident, emergency situation, or natural disaster that impacts the health of customers and staff or regular operation of the business. This report should include a background investigation of the event, documented interviews with staff, pictures of the extent of physical damage to boats involved, estimate of costs, and details of the repair method. After review of the incident report, the central office must forward it to insurance for claims. Claims of negligence on behalf of staff will be considered basis for immediate dismissal based on the pre-agreed employment contract. The report should include to what degree existing safety measures and procedures were sufficient to respond to the emergency, and to what extent that they failed. Where training and staff responses are deemed to be insufficient, the local office manager should include in the report recommendations of action as to what should be changed in company training programs, and seek approval of the central office before implementing them locally in staff training events. Staff involved in emergency situations and accidents should be given the opportunity for counseling in addition to health care if requested. Off-shore staff must be encouraged to always improve safety standards, and suggest methods to the local manager for improving on ship emergency response. Staff training is critical to maintaining responsible plans of action in any emergency situation. If an incident review or another staff member raises safety concerns about an employee, the concern should be investigated thoroughly by the local manager. The incident review should contain the full details of the accident or contingency situation as listed, including damages, claims, and documentation so that it may be forwarded to insurance. Information flows outside of office hours In the event that emergency situations occur off hours either for the local or central offices, we require the use of personal communications. Employees with emergency response responsibilities should keep their company phones nearby when they are off-hours if they have security responsibility as a part of their job description. Since we are a small team, this should not be a problem, but managers should be hired who will be available at all hours in case of emergency, potentially discouraging candidates who are committed to other off-work activities. Advice to agents Tourism agents who sell our packages and tours must be given a copy of the waiver that all customers must sign when ordering, and the agents must be able to explain our limited liability responsibilities as an operating requirement in the greater context to our safety pledges and staff experience. Agents should be given a background packet of information which explains the risks of the trip, the potential dangers of natural disasters, danger from the elements, as well as the responsibilities that they are taking when coming on a trip as regards to other crew members’ safety. The London office should provide the travel agencies with a specially designed insurance package with our normal subscriber so that clients who wish full travel and health coverage for their duration of the trip will be able to include that with the package charge. By negotiating a sales commission on these travel insurance packages with the insurer, we can also cover and reduce our expenses with regard to our own insurance policy as a company. Travel agents should be made aware of the risk to passengers and balance it with the over-all safety record and statistics showing 99% safety record. Travel agents should be given a set of health restrictions regarding primarily weight, heart, breathing, and regular medication requirements that we do not permit to travel on Yacht expeditions to due overriding health concerns. Agents must be made aware that w cannot accept tourists with certain health problems, and screen for these with the consent, liability, sales, and other travel forms given at the time of package purchase. Sources: Antrac. Welcome to Antrac Services. Web, viewed 8 December, 2010, . Digicel - St. Vincents & The Grenadines. Phones List - Phones - Cellular Phones St. Vincents & The Grenadines. Digicel Cell Phones St. Vincents & The Grenadines. Phones, Ringtones. Digicel St. Vincents & The Grenadines. Web, viewed 8 December, 2010, . Immarsat. The mobile satellite company. Web, viewed 8 December, 2010, . MarineTalk. The Acomarit Group. Web, viewed 8 December, 2010, . Spectrum Management and Telecommunications Policy. Maritime Radio Transmitters and Receivers in the Band 156-162.5 MHz. RSS-182 Issue 3 - February 27, 1999, viewed 8 December, 2010, . Vodafone.gr. Κινητή τηλεφωνία για ιδιώτες & επαγγελματίες. Web, viewed 8 December, 2010, . Zalmar. Icom IC-M710 Single Sideband Marine Radio. Web, viewed 8 December, 2010, . Read More