BRIDGE – ENGINE ROOM INTERACTION IN AN EMERGENCY

Published: 20 October 2022

Updated: 8 March 2023

Emergency response on board vessels is normally comprehensively covered by the Emergency Guidance Manual or similar publication, within the vessel’s Safety Management System. An Emergency Guidance Manual will ordinarily address the issue of ship/shore/management interaction, although often a particularly important interface, that of the interaction between the bridge and engine room teams, is either overlooked or given scant attention.

From our P&I experience dealing with serious marine casualties, it needs to be remembered that in many cases the incident may not be a single event; for example, a collision may also have subsequent pollution, or a fire may involve injuries and fatalities. Therefore, be prepared for multiple scenarios. Collisions in restricted waterways, such as ports etc., are frequently attributed to machinery/machinery systems failure including blackouts, steering gear failure, fuel oil changeover, engine manoeuvring system failure (control air or pneumatic) and main engine exhaust valve stuck-up. In more dramatic circumstances, a crank case explosion, or even an engine room fire, may occur. In many cases, such incidents occur with a pilot on board. Clear and quick communication between the chief engineer and the master, and between the master and pilot, is essential to enable the pilot to ensure a proper emergency response through the prompt and informed flow of information to port control and between the pilot and tugs. This should occur concurrently with the chief engineer taking emergency actions and immediately communicating action plans and intentions with the master and the master communicating the same to the pilot.

Remember the three priorities below that should be considered when dealing with an incident and these will be a driver for the flow of information between the bridge and engine room teams and vice versa:

1. Life – this is your first priority as it cannot be replaced.
2. Environment – this is your second priority. Usually pollution incidents can be rectified with time and expenditure.
3. Property – this is your third priority as your ship, cargo and third party assets can always be replaced.

Remember Life/Environment/Property, or LEP, when dealing with an emergency situation.

After an incident the below factors will need to be communicated clearly and concisely, using simple language to ensure all involved are aware of what is occurring. This will also enable the most appropriate support to be provided from one team to another and ensure that the most suitable help can be sought from third parties, be it port state authorities or the vessel’s managers.

1. What has happened?
2. Where has it occurred?
3. Why has it taken place?
4. When did it happen?
5. Who is affected?

Initially provide sufficient information so that appropriate actions can be instigated. Time is key following an incident and further advice can be provided later, when hopefully a situation stabilises. Be open in relation to the information shared. Trust is important in creating a strong team and can only ease the flow of advice. However, holding back information can be unhelpful. Remember to remain calm and shouting down the telephone or radio helps nobody. Being calm will reinforce to others that you are in control and hopefully provide a peaceful influence at a time of confusion and stress. It is important that messages given to the bridge or engine room teams are consistent, as well as to others on board, such as an emergency response team, or fire party.

Both bridge and engine room logs will play a critical part in recording what has occurred. While helm, heading and other parameters and orders will be recorded automatically, extraordinary external circumstances are generally the ones that cause ambiguity when investigating the circumstances after an incident and, from a P&I perspective, where liability for claims is apportioned. This is due to the extreme levels of anxiety experienced and the need to focus entirely on saving life, the environment, the vessel and any cargo. The role of the attending superintendent will be critical in both supervising remedial actions and comforting and supporting the crew. Some superintendents, upon boarding, will look to apportion blame which will generally cause even more anxiety amongst the crew and encourage them to hide the facts. A positive working culture which encourages and demonstrates that even casualties are a shared responsibility will go a long way in supporting the crew to be truthful, objective and transparent.

It needs to be remembered that when one team, be it bridge or engine room, is principally dealing with an incident they will be busy and repeated calls from the other team asking for updates may well be unhelpful and a hindrance. Therefore, it should be ensured that all communications are measured, necessary and proportionate, whilst also considering that a deterioration in the situation will need to be promptly communicated to all parties. Often one party will call the other, and when they don’t receive an answer, will repeatedly call in quick succession. It may well be that the other team are aware of your call but are just not in a position to answer at that time. Repeated calls can become an unwelcome distraction and generally the other team will get back to you as soon as they can.

The practice of deploying a “relaying team” is critical where the Master sends an officer to the machinery space equipped with a walkie talkie.

An awareness of time should be retained as information will periodically need to be shared between the two teams. If time passes by without an update, incorrect assumptions, misinformation, or rumours may arise. Even if there is nothing further to tell the other team, just being in contact periodically during an emergency can be reassuring. Where possible, provide an update on when you expect further information to be available, as having a rough timeline to follow is helpful in such a stressful situation.

When a disturbing event occurs, it is only natural that people will revert to speaking in their first language as that feels more natural and is what they will be most comfortable with. Almost invariably, there will be a number of nationalities on board. Ordinarily crew will converse in the working language of the ship, which is usually English. However, when a person reverts to their first language, this can lead to confusion as to exactly what has occurred. Although it is difficult to change such a natural reaction, it is recommended that, as part of onboard safety training, this particular issue is highlighted to crew. In the unfortunate event of a serious incident occurring, crew should be encouraged to try to stay calm, think about what message they want to convey, and then promptly pass on the information clearly and concisely so that the necessary actions can be started as quickly as possible.

Of crucial importance is the means of communication between the bridge, engine control room, engine side and steering flat. Ordinarily telephone will be the principal means of communication and will not need to be tested as they are used on an almost daily basis. However, secondary and other back-up means of communication will require periodic testing and should be included within the vessel’s Planned Maintenance System (PMS). Sound-powered telephones, talk-back systems and remote telephone handsets, which are infrequently used, should be subject to periodic testing. A worthwhile exercise, if not completed already, is to test any hand held walkie talkie system (VHF or UHF) to determine where any “dead-spots” may exist within the machinery spaces, which could hinder communications with the bridge team in an emergency situation. To be aware of any areas of very poor, or no radio communication signal, in advance makes dealing with the issue, at a time of high stress, slightly more manageable.

Remember that the bridge and engine room teams will need to work together in an emergency situation and clear, concise and measured communication is a key factor in ensuring a successful outcome for all parties. This further highlights the absolute necessity and importance of conducting frequent realistic onboard drills to prepare the crew for stressful emergency situations. This would also include the use of simulator training ashore where specific emergency scenarios can be rehearsed.

A frequent phenomenon in such situations is communication being lost between the bridge and engine room because of an emergency situation in the machinery spaces. As engine department personnel try to bring the situation under control, the bridge must wait for engine room personnel to give them information. The possibility of losing communication is at its greatest when crew are dealing with an incident in more remote locations, including the steering flat, pump room and ballast tanks.

Members requiring any further guidance on this matter should contact the Loss Prevention department.

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