DISASTER MANAGEMENT

STUDY AT JNPT
ADMAP PROJECT

Faculty In-charge

Prof. Sajeev George

The Team: jnpt_disaster10@spjimr.org

Amrit kumar (Coco) (PGP-10-098) (08976662460)

Anubhav Jain (PGP-10-007)
Archit Mishra (PGP-10-011)
Rinkey Gupta (PGP-10-157)
 Table Of Contents

1. 7 S FRAMEWORK.....................................................................................................................4
1.1 Strategy..................................................................................................................................4
1.2 Structure.................................................................................................................................6
1.3 Systems..................................................................................................................................9
1.4 Shared Values........................................................................................................................9
1.5 Style.......................................................................................................................................9
1.6 Staff and Skills.....................................................................................................................10
2 SECONDARY RESEARCH.................................................................................................12
2.1 THE MUMBAI OIL SPILL.............................................................................................12
2.1.1 Cause of the Accident...................................................................................................12
2.1.2 Ecological Impact.........................................................................................................12
2.1.3 Salvage Operation.........................................................................................................13
2.1.4 Fuel Shortage................................................................................................................13
2.2 BP Oil Spill in US............................................................................................................15
2.2.1 Action taken..................................................................................................................16
2.2.2 Containment..................................................................................................................16
2.2.3 Use of dispersants deep under water............................................................................16
2.2.4 Removal........................................................................................................................16
2.2.5 Consequences...............................................................................................................17
3. PRIMARY RESEARCH...........................................................................................................17
3.1 JNPT EMERGENCY POLICY...........................................................................................18
3.1.1 Major Emergency.........................................................................................................18
3.1.2 Major Disaster..............................................................................................................18
3.1.3 Purpose.........................................................................................................................18
3.1.4 Emergency Response....................................................................................................18
3.1.5 Crisis Management Group............................................................................................19
3.2 CLASSIFICATION OF EMERGENCY ORGANIZATION:...........................................21
3.3 EMERGENCY MANAGEMENT TIER I - PORT TRUST TEAM – (ON SITE).............21
3.4 EMERGENCY MANAGEMENT (COMMUNICATIONS)–TIER 2 AND 3 OFF SITE. 23
3.5 DUTIES OF KEY PERSONNEL........................................................................................24
3.6 BUILD UP OF EMERGENCY...........................................................................................30
3.7 GENERAL EMERGENCY RESPONSE............................................................................32
4. COMPARISON BETWEEN SINGAPORE PORT AND JNPT PORT...................................37
5. COMPARISON BETWEEN DUBAI PORT AND JNPT PORT.............................................40
6. REFERENCES:.........................................................................................................................42
7. GROUND SURVEY FOR FINAL REPORT...........................................................................43
1. 7 S FRAMEWORK
The McKinsey 7S Framework is a management model developed by well-known business consultants
Waterman and Peters in the 1980s. This was a strategic vision for groups, to include businesses, business
units, and teams. The 7S are structure, strategy, systems, skills, style, staff and shared values.

We have used this framework to study the organizational structure of Jawaharlal Nehru Port Trust. Let’s
discuss each of these aspects in detail w.r.t the organization.

1.1 Strategy

The vision of JNPT is to be recognized as India’s premier container port providing integrated
logistics services to the best interest of trade and customers.
Strategy is also defined as “What business to be in and what to be out, where to focus and
what should be the guiding principles”
 Figure 1: Strategy Chart

 Competition:

o The key to differentiation with the competition is efficient and automated port operations.

o First Mover Advantage/ Innovate

 The BOT model (Build operate and Transfer) , a precursor to Public private
partnership in India was first adopted by JNPT.

 High focus on modernization with respect to other ports in India.

 Changes in Customer Demands

o The JNPT officials carry out demand estimate exercise every year and based on the
demand they update their machinery /capacity.

 For example, they are launching 4 th terminal which shall triple the capacity of the
overall port in 2014.

o JNPT carries out annual dredging and deepening and widening of the channel to
handle increased customer demand.

 How is strategy adjusted for environmental issues?

o JNPT, for all its operations, has to get an approval from Maharashtra Environment
Board.
 o Environment Impact Assessment Report : All the activities and the projects have to
submit and Environment Impact Assessment report before the approval.

1.2 Structure

Fig: Structure

The Board of Trustees exercise limited power and are bound by directions on policy matters and orders
from the Government of India. The Port Trusts are expected to serve public interest rather than maximise
profits and revenues while at the same time ensuring optimum deployment of assets.
The Chairman and Deputy Chairman are part of the Board of Trustees and are representatives of the
Board who are responsible for the management of the port. The Chairman is the Chief Executive of the
port and exercises supervision and control over the day to day activities of the port. He also functions as
the administrative head for all the port employees.
The Chief Manager, Operations has responsibility and authority for operations including -
 Planning, documentation, operations in the Bulk and Container Terminal of the Port, landing,
shipping or
 Trans-shipping cargo between vessels in the Port, shifting, transporting, storing or delivering
cargo/containers,
 brought within the premises of the Port, receiving, delivering, transporting, booking and
dispatching
  cargo/containers originating in the vessels in the Port and intended for carriage by road or
railways;
 Maintenance of port equipment, management of stores, sub-stores, procurement of materials,
equipment,
 spares, consumables
 Preparing and distributing statistics related to port operations
 Providing engineering services related to port equipment, vehicles

The Chief Manager, Administration and Secretary has responsibility and authority for operations
including -
 Management and development of personnel
 Industrial relations, liaison with trade unions, staff associations etc.
 Management of estates owned/leased or rented by the Port
 Legal matters and Board Matters
 Matters and activities related to vigilance
 Arrange training of employees
 General administration and transport facilities

The Chief Manager, Port Planning and Development has responsibility for the execution and
management including the following –

 Planning, execution, monitoring and commissioning of new projects

 Maintenance of marine structures and maintenance of port buildings, civil structure, etc.
 Maintenance of township and allotment of land
 Planning, survey, execution and monitoring of dredging activities
 Formulation of 5 year plan and annual plan for the port and interface with MOST in regard to
monitoring of plan
 schemes

The Deputy Conservator has responsibility and authority for the management of all marine related
operations in their entirety including –

 Marine conservancy and pollution control and safety

 Marine operations including safe pilotage, berthing, unberthing and shifting of vessels
 Ensuring observance of all relevant laws and harbour rules by ships and port users within the
port limits
 Ensuring that port crafts are properly maintained and safely operated by the contractors
 Operation and maintenance of Port signal station, VTMS
 Purchase and maintenance of capital equipment for navigation
 Providing fire-fighting service to the Port and safety in navigation and operations

The Chief Manager, Finance has responsibility and authority for all financing and accounting activities
including –
 







Collection of revenues for services provided in container, bulk, tank farms, estate and marine
department
Disbursement of cash, maintaining and reconciliation of bank accounts
Payments related to project activities, bills, materials and establishment
Internal audit by the department, as well as preparation of financial and accounting statements
Costing, budgeting and loans and investments

Coordination
 The departments have a weak link communication link amongst themselves typical to an
institutionalized organization.

However, in the event of disaster , all the departments actively coordinate internally and
externally

Fig: JNPT with External Agencies in Disaster

The hierarchical structure segregates the work of each of the employee and the reporting is very
structured. Each employee has only one senior to be reported to. However, the 1:4 reporting
structured is mostly followed in all departments, i.e 4 subordinates reporting to 1 senior.

The decision making is decentralized for day to day operations. However for special decisions
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involving Capital investments, centralized decision making is used. The level of centralization is
that of Ministry of India in case the capital investments requirement exceeds 50 cr.

Comments : The decision structure seems to be good, which takes care of all the aspects of
business of the port. However, the speed of the flow of information to various decision making
units is very slow which makes JNPT slow in changing itself with the requirements of the
customers.

Channels of Communication
 Channels of Communication in JNPT are highly influenced by the power factor
which the seniors enjoy with respect to the subordinates. Hence the channels of
 communication are very formal from subordinates to the seniors whereas it is implicit
for downward communication.

1.3 Systems

 Build, Operate and Transfer Model runs the 2 terminals out of the three in the JNPT where JNPT
plays a role of facilitator to the Port operators.
 Revenue sharing model is used to share the profit between the port operators and JNPT.

 JNPT formulates the tariff regulations in conjunction with TAMP(Traffic Authority for Major
Ports)

 JNPT conducts audits of the port terminals annually and also some surprise audits are conducted
to ensure secure and correct port operations.

1.4 Shared Values

 Core Value: The core value of the organization is Customer Service. The customer’s include the
traders and cargo ships.

 Corporate/team culture:

o The corporate culture is highly bureaucratic. Hence, outsourcing the terminals to the
private players is the best possible model to cater to the core value.

 How strong are the values:

o The philosophy of customer service underlines all the decisions of the JNPT. However,
the inefficiencies in the organization due to hierarchical structure tends to shadow the
philosophy many a times (report on the disaster management and incidents of operational
inefficiencies are common).

 What are the fundamental values that the company/team was built on?

o India’s increasing international trade necessitated the development of additional facilities

to decongest the traffic at the Mumbai Port. The need of an alternative port in the region
to handle the increasing traffic led to the development of JNPT in 1989.

1.5 Style

 Management leadership Style

o The management Leadership style is based on Michigan Studies Model

 0,9 9,9

Concern for Performance

Higher Concern for People and
lesser concern for Performance
[Managerial Grid of 9/9)
0,0 9,0

 Effectiveness :
Concern for People

o In our view, the management of JNPT lacks the effectiveness to make it a world class
port. It is too tied up in the hierarchical processes.

 Do employees/team members tend to be competitive or cooperative?

o Team members are low on cooperation. However, competitiveness can be seen in the
power politics that can be very evidently observed.

 Are there real teams functioning within the organization or are they just nominal groups?

o The teams are nominal in Operation.

1.6 Staff and Skills

As is the case with the landlord port model JNPT sees contracts between private and public sector
participants. This may lead through into the steps of progressive privatisation where increasing private
sector involvement is expected in JNPT. Going forward the port authority will have a policy decision and
monitoring role, partly regulatory and partly to ensure contract performance and those royalties,
revenues and rent are properly calculated and collected.

Classification of Labour

Labour at JNPT can be classified into 3 categories

 Permanent
 Contract
 Labour employed by private players

Permanent Labour - These are a total of 1800 personnel and they have entered into a wage agreement
with JNPT. Their wage levels are set by the Ministry of Shipping, Highways and Road Transport. The
salaries are revised every 10 years through a revised wage agreement. These are again classified into
categories. Class 1 & 2 employees are around in 260 in number and constitute the managerial/official
cadre. Class 3&4 employees are 1500 in number.Of these 1200 are deployed in port operational roles
with 300 being administrative staff.

Contract Labour - This number is variable and changes depending on the status of port developments.
This includes contract labour for all 3 shifts deployed in conservancy and construction activities in the
port. JNPT deploys approximately 700 contract labour for their activities. The bulk of these labourers are
hired for the container handling operations like operating tractor trailers and construction activities at
JNPCT

Private labour - This consists of labour employed by private terminal operators like NSICT and GTIPL.
Currently there are large numbers of contract labour deployed for civic and construction activities at 3rd
terminal (GTIPL)

Fig: Staff by Department at JNPT

Shortage of skilled Labour

Discussions with JNPT have indicated that availability of skilled operators especially in the marine side
for pilots and launch vessel operators is an area of concern, especially given the current pay-scales of the
port. Data operators and other IT system operators is a category where finding qualified people are a
concern.

Government regulations related to full-time employment at ports

Government regulations for major ports make hiring of a full time employee possible only in case of 3
vacancies arising in that section. This regulation may act as a barrier in hiring full time employees and has
increased the contract labour on rolls at JNPT.

Lack of marketing efforts

Port user meetings have indicated that the private ports are more aggressive than other ports in their
Marketing and Sales efforts and are undertaking exercises such as presentations, meetings etc with
various shipping lines to increase their traffic. As competition in the port sector increases, JNPT will need
to strengthen the marketing cell to undertake marketing, sales and pricing initiatives.
2 SECONDARY RESEARCH

2.1 THE MUMBAI OIL SPILL

On August 7, 2010 at around 09:15 am, there was a collision between a container vessel MSC Chitra,
which was proceeding from the Jawarharlal Nehru Port to the sea and another vessel Khalijia 3, which
was proceeding towards the Mumbai Port off the coast of Mumbai.

The port was shut down for five days after two ships, as the containers from the MSC Chitra spilled into
the sea, leaking oil. Over 300 containers from the MSC Chitra fell into the water. The Chitra had 1,219
containers on board, of which 31 held hazardous chemicals and pesticides.

The oil slick has spread to a distance of two nautical miles from the ship. The vessel was carrying 2,662
tons of heavy oil in its various tanks and 245 tons of diesel oil. Around 800 tons of oil is estimated to
have spilled into the sea. The oil spill has hit shipping companies the hardest as ship movement to and
from the ports of Mumbai and JNPT had been suspended. These two ports handle 60 percent of India's
container traffic.

The total number of containers handled at each of these ports had dwindled to 10-15 percent of their
regular capacity. It was estimated that the trade loss incurred could touch the $4 billion mark if the issue
was not resolved by the weekend. Exporters and importers turned to the government seeking financial
relief. About 33,000-35,000 export boxes are inside the three terminals at the JN Port awaiting the arrival
of vessels for loading while nearly 20 vessels have been diverted to other ports.

2.1.1 Cause of the Accident

Preliminary investigations suggest that the accident occurred as a result of communication errors. An
inquiry is being conducted by the Directorate General of Shipping and a report is expected to be tabled in
a month. The captains of the two ships have blamed each other for the mishap. Captain Laxman Dubey of
the Khalija-III alleged that he attempted to establish radio contact with the MSC Chitra thrice but
received no response.

Captain M Ranjit Martin, who was at the helm of the Chitra, said that it was negligence on the part of
Captain Dubey that led to the accident. He claimed that the Khalija-III was not in a good condition after
being grounded by Mumbai port authorities earlier in July. The vessel had been moving into the port
when it collided with the Chitra. The Geneva headquartered Mediterranean Shipping Company, which
owns the Chitra, has stood by its captain on the issue.
2.1.2 Ecological Impact

The impact is already being felt along the Mumbai coastline, with fish and other marine creatures being
found covered with oil. The oil slick has entered the sensitive mangrove belt and is likely to damage the
environment there. The shores along the green mangroves are coated with slick black oil. Containers of
pesticide are also thought to have spilled over and this is causing alarm to environmentalists.

The government had banned fishing in the region soon after the collision occurred. The state fisheries
department is carrying out random sampling at various locations throughout the city. The state
government has appointed the National Environmental Engineering Research Institute and Goa-based
National Institute of Oceanography to assess the environmental impact of the accident.

The Energy and Resource Institute (TERI) has volunteered to clean up the oil spill with its indigenously
developed and patented formula of bacteria called as 'Oil Zapper.' The process uses bacteria to clean-up
the oil slick. This might help do away with the effects of the spill.

2.1.3 Salvage Operation

SMIT Salvage is continuing with operations to clear the containers from the channel. It has cleared about
60 containers from the sea. The cleanup operation will be tedious and time consuming as it takes many
hours to lift a container by employing metal ropes and a crane. A floating crane and two tugs have been
employed to tow and pick up containers drifting in the channel.

SMIT is also pumping out the remaining fuel from the MSC Chitra to avoid any further spill. Attempts to
straighten the ship, which is dangerously tilted, failed because of the weather conditions. The Chitra is
tilted at an angle of about 75 degrees. Shipping officials estimate that clearing the ill-fated ship could take
a few months.

The following action plan was executed during the oil spill:
• Collected the floating containers and took them to JNPT; this was done by anchoring a barge at a
suitable anchorage with floating cranes.Tugs towed the floating containers to come for the placement on
the barge;
• Once the list of the vessel stabilized and certified safe to board, the salvagers boarded the vessel and
removed the fuel from the various tanks into barges to eliminate threat of pollution;
• The containers on deck were removed with the help of tugs and crane and barge arrangement and taken
to JNPT;
• The removal of the remaining containers in the holds and salvage of the vessel was then attended to.

2.1.4 Fuel Shortage

With the ports limping back into operation mode, fears of a fuel shortage in the city of Mumbai have been
quelled. There was a possibility that the city would run out of fuel if the ports did not reopen soon. Oil
and fertilizer ships will be let in on priority.
However, major oil companies such as Oil and Natural Gas Corp. (ONGC), Bharat Petroleum Corp.,
and Hindustan Petroleum Corp. have sought to assuage fears by maintaining that production at their
plants in Mumbai are normal and there is no shortage foreseen whatsoever.
2.2 BP Oil Spill in US

The BP oil spill, is an oil spill in the Gulf of Mexico which flowed for three months in 2010. The impact
of the spill still continues even from the well being capped. It is the largest accidental marine oil spill in
the history of the petroleum industry. The spill stemmed from a sea-floor oil gusher that resulted from the
April 20, 2010 Deepwater Horizon drilling rig explosion. The explosion killed 11 men working on the
platform and injured 17 others. On July 15, the leak was stopped by capping the gushing wellhead, after it
had released about 4.9 million barrels or 205.8 million gallons of crude oil. It was estimated that
53,000 barrels per day were escaping from the well just before it was capped. It is believed that the daily
flow rate diminished over time, starting at about 62,000 barrels per day and decreasing as the reservoir of
hydrocarbons feeding the gusher was gradually depleted. On September 19, the relief well process was
successfully completed and the federal government declared the well "effectively dead".

2.2.1 Action taken

The three fundamental strategies for addressing spilled oil were:

 Contain it on the surface,
 To dilute and disperse it into less sensitive areas,
 To remove it from the water.

2.2.2 Containment

This action included deploying many miles of containment boom, whose purpose is to either corral the
oil, or to block it from a marsh, mangrove, shrimp/crab/oyster ranch or other sensitive area. Booms
extend 18–48 inches above and below the water surface and are effective only in relatively calm and
slow-moving waters. More than 100,000 feet (30 km) of containment booms were initially deployed to
protect the coast and the Mississippi River Delta. With time that nearly doubled to 180,000 feet with an
additional 300,000 feet staged or being deployed.

2.2.3 Use of dispersants deep under water

Dispersants are said to facilitate the digestion of the oil by microbes. Mixing the dispersants with the oil
at the wellhead would keep some oil below the surface and in theory, allow microbes to digest the oil
before it reached the surface. Various risks were identified and evaluated, in particular that an increase in
the microbe activity might reduce the oxygen in the water.

2.2.4 Removal

Three basic approaches to removing the oil from the water have been burning the oil, filtering off-shore,
and collecting for later processing. On April 28, the US Coast Guard announced plans to corral and burn
off up to 1000 barrels of oil each day. It tested how much environmental damage a small, controlled burn
of 100 barrels did to surrounding wetlands, but could not proceed with an open ocean burn due to poor
conditions. BP stated that more than 215,000 barrels of oil-water mix had been recovered by May 25.In
mid June, BP ordered 32 machines that separate oil and water with each machine capable of extracting up
to 2000 barrels per day, BP agreed to use the technology after testing machines for one week. By June 28,
BP had successfully removed 890,000 barrels of oily liquid and burned about 314,000 barrels of oil.
2.2.5 Consequences

Ecology

The spill is the 'worst environmental disaster the US has faced', according to White House energy adviser
Carol Browner. Factors such as petroleum toxicity, oxygen depletion and the use of Corexit dispersant are
expected to be the main causes of damage. Eight U.S. national parks are threatened. The flora and fauna
of the nearby areas have been severely affected. Along with these, the coral reefs have been
disrupted. Damage to the ocean floor is also likely. The use of dispersants has broken up the oil into
droplets small enough they can easily enter the food chain. The researchers announced the oil spill waters
contain carcinogens.

Tourism
Although many people cancelled their vacations due to the spill, hotels close to the coasts of Louisiana,
Mississippi and Alabama reported dramatic increases in business during the first half of May 2010.
However, the increase was likely due to the influx of people who had come to work with oil removal
efforts. Jim Hutchinson, assistant secretary for the Louisiana Office of Tourism, called the occupancy
numbers misleading, but not surprising. "Because of the oil slick, the hotels are completely full of people
dealing with that problem," he said. "They're certainly not coming here as tourists. People aren't sport
fishing, they aren't buying fuel at the marinas, and they aren't staying at the little hotels on the coast and
eating at the restaurants."

3. PRIMARY RESEARCH
3.1 JNPT EMERGENCY POLICY

The Port Region is vulnerable to both natural and technological hazards.

Natural hazards may include events such as earthquakes, severe weather, and floods. Technological (man-
made) incidents may include hazardous material spills, transportation accidents, bomb threats, explosions
and fires. The JNPT’s first response to these possibilities is the development of a comprehensive
EMERGENCY ACTION PLAN. This section of that plan describes the port wide policies to which the
Port’s Chairman, HODs & senior management, and emergency response managers will refer at the
occurrence of a broad based emergency.
For the purpose of these emergency-operating procedures, a major emergency or disaster is characterized
as an unforeseen or unexpected combination of circumstances that call for immediate and extraordinary
actions. In addition:

3.1.1 Major EMERGENCY:

An event where there is reason to suspect that lives may be endangered or where severe damage to
property and or environment may result. It is a situation where the ability to help oneself exists but
additional help is needed. A major emergency may be from natural or technological causes. Moderate
earthquake/storm/floods a bomb threat, a limited hazardous materials release or fire are examples of
major emergencies.

3.1.2 Major DISASTER:

An event that causes widespread damage and/or threatens life and safety. The ability to respond with
resources at hand is overwhelmed or suppressed; one can do little to help oneself. A "Major Disaster"
may include a substantial earthquake, major hazardous materials release or oil spill, or an aircraft
accident.

3.1.3 Purpose
While it is expected that established policies and procedures will be adhered to, the responsibility for
making decisions ultimately falls upon individuals. For this reason a hierarchy of command is established
for the Site Incident Controller and the administration of an emergency response and for the local
administration at each port owned and operated site. Decisions effecting the execution of this plan are to
be made by the highest ranking individual who is available for counsel. It is recognized that immediate
decisions by port personnel at various locations may be highly beneficial in reducing injuries and property
loss. For this reason broad discretionary powers are bestowed on site managers. It is expected, however,
that decisions will be in keeping with the "reasonable person" standard.

3.1.4 Emergency RESPONSE:

The port’s level of response will be commensurate with the present and potential impact(s) of the
emergency. Not all emergencies are of the same scope. Further, the effects of an emergency (structure
damage, for instance) may vary significantly from one area to another. For these reasons, at the occasion
of an emergency, it will be incumbent on responsible parties at each site to determine the level of
response, which is appropriate for their site.
3.1.5 Crisis Management GROUP:
The Crisis Management Group (CMG) will be formed and include: Chairman, Deputy Chairman, Deputy
Conservator, Chief Manager (Operations), Chief Manager (Administration) & Secretary, Chief Manager
(Port Planning and Development), Chief Manager (Finance), Medical Superintendent, Manager
(Management Services) and Deputy Commandant (Central Industrial Security Force).The CMG will
convene at the Emergency Control Centre (ECC) located at or as directed by the Chairman.

In the event of an emergency the PORT'S Deputy Conservator (or his/her designee will serve as the Site
Emergency Coordinator.

1. PRIORITIES: Procedural decisions are to include consideration of the following:

 Employees/Port users/Public safety

 The protection of the environment.
 The protection of property.
 Restoration of an environment in which PORT customers can conduct business.

2. RESOURCES:
The Deputy Conservator will establish the priorities for allocation of PORT resources.

3. COMMITMENTS:
The JNPT intends to make every good faith effort to continue to honor contracts and
commitments which may be affected by an emergency.

4. COMMUNICATIONS:
The PORT'S Administration Department will provide media and public information at the
direction of the Chairman.
5. PERSONNEL POLICIES:
The Deputy Conservator may develop extraordinary policies to apply during the period of an
emergency.

6. MUTUAL AID:
A. If necessary, the Deputy Conservator may request assistance from other governmental entities
or agencies or may retain private contractors as needed.

B. If requested, the Deputy Conservator may make PORT resources available to others severely
impacted by an emergency provided such aid:

 Contributes substantially to the public safety.

 Will be of significant benefit to the public.
 Will not compromise the safety and welfare of PORT employees, customers and
members of the community.
7. ASSISTANCE:
As a matter of policy, PORT personnel are not to solicit assistance from customers, tenants, or
visitors. There may be extreme conditions, however, where voluntary assistance will be of
exceptional value and volunteer assistance may be received.

8. DECISIONS AND RESPONSES:

Decisions and Responses during the Emergency will be based on:

A. The best information available at the time a decision and/or action is warranted.
B. A resource available at the time a decision and/or action is warranted.

9. ACKNOWLEDGMENT OF LIMITATIONS:
A. The JNPT is committed to developing emergency preparedness plans that address:

 The safety and security of our employees, customers, visitors, and members of the
community.
 The protection of the environment.
 The protection of property.
 The orderly continuation of the mission of the PORT.
 The safe and orderly continuation of the business of our customers.

B. It must be recognized that it is virtually impossible to develop a plan, or set of plans, that will
foresee and address all future events -- particularly when the dynamics of a disaster are in
play. For this reason it is acknowledged that the PORT plans may be less than perfect in their
content or their execution.

C. In the dynamics of a disaster or major emergency, factors beyond our control may limit the
ability of the PORT to provide a totally effective response to a widespread disaster.

10. ASSESSMENT AND CORRECTIVE ACTION:

Following an emergency, there will be a comprehensive review of policies and procedures to
determine how this organization can better respond to similar situations. Findings will be
incorporated into revised emergency plans.

3.2 Classification of Emergency ORGANIZATION:

 Emergency Organization shall be formed with senior most persons
available in shift. The action group shall be constituted immediately with
 Phase I
Pilot on duty (for marine emergencies) or Terminal Shift- In charge (for
port area emergencies) as Site Incident Controller.

Emergency Organization shall be formed within 30 minutes with senior

executives occupying action group. By default senior most executive in
 Phase II
respective department in the action group shall replace his deputy and
thereafter guide his department to fulfill his emergency coordination duty.

Emergency Organization shall be formed within two hours with Crisis

 Phase III Management Group in place and Action Group shall be headed by the
Deputy Conservator as Site Emergency Coordinator.

3.3 EMERGENCY MANAGEMENT TIER I - PORT TRUST TEAM – (ON SITE)

CRISIS MANAGEMENT GROUP (CMG)

 Chairman  Chairman/Deputy Chairman shall be

 Deputy Chairman Chief Emergency Controller.
 Deputy Conservator
 Chief Manager (Operations)
 Chief Manager (Finance)
 Chief Manager (Admn.) & Secy.
 Chief Manager (PP & D)
 Manager (Management Services)
 Medical Superintendent
 Dy. Commandant-CISF
ACTION GROUP Deputy Conservator shall be Site Emergency
Coordinator within 30 minutes

Marine Sr. Dock Master

Operations Sr. Manager (BT / CT / M & ES)
Fire & Safety Asstt. Manager (F & S)
Medical Medical Officer – ON DUTY
Port Control Station Dock Master II
(Communications)
Maintenance Dy. Manager CT (Maint.) / Dy. Manager (BT) / Dy.
Manager (ES)
Materials Manager (M)
Personnel & Administration Sr. Manager (P & IR)
Legal & Estate Sr. Manager (L & E)
Marine Pollution Manager (MCPC)
Finance Sr. Manager (Fin.)
Safety Superintendent (Safety)
Security Assistant Commandant (CISF)
3.4 EMERGENCY MANAGEMENT (COMMUNICATIONS)–TIER 2 AND 3 OFF
SITE

CENTRAL GOVERNMENT Secretary- Ministry of Shipping will

 Secretary, Ministry of Shipping, New Delhi be in touch with
 Cabinet Secretary, Govt. of India  Joint Secretary shipping
 Joint Secretary Ports  Secretary Environment
 Cabinet Secretary
 Chief of Army Staff
 Chief of Air Staff
 Chief of Navy Staff
 Head of Coast Guard
STATE GOVERNMENT
Chief Secretary-State Govt. to be in touch with  Chairman FCI
 Chairman Port Trust  Secy-Finance-GOI
 District collector/magistrate  Chief Secy-State Govt.
 Secretary Revenue-State Govt.  Head-Indian
Meteorological Dept
 Secretary-Food Supplies-State Govt.
 Chairman-Port Trust
 Secretary-Transport-State Govt.
 Secretary –Environment  Airport Officer in charge
 Relief Commissioner
 Local Meteorological Dept

CORE EMERGENCY TEAM PANEL OF

EXPERTS

PORT TRUST TEAM

(CRISIS MANAGEMENT GROUP &
ACTION GROUP)
DISTRICT
GOVERNMENT
EMERGENCY TEAM
Deputy Conservator maintains
contact with
 Chief Inspector-
Factories
OTHER TERMINALS – NSICT, BPCL  Insp-State Pollution
Board
 Director Explosives
 Exec Engr-State Elec
MUTUAL AID PARTNERS  State Water Supply
1. IOTL 7. NSICT  Police Circle officer
2. GBL
 Municipal Fire Dept
3. RIIL
 Exec Engr-Telephones
4. IMC
5. Viraj Agro  Local District hospital
6. DFPCL
3.5 DUTIES OF KEY PERSONNEL

Position Port Position Alternative

Chief Emergency Controller Chairman Deputy Chairman
 To inform district emergency and statutory authorities i.e. District Collector, Superintendent
of Police, District Medical Officer (Civil Surgeon), Central and State Pollution Control
Boards, Chief Inspector of Dock Safety (Inspectorate Dock Safety), Chief Controller of
Explosives.
 To activate the off site plan, if necessary.
 To liaise with Ministry of Shipping. MoEF, MoL.
 To inform the media, if necessary.

Position Port Position Alternative

Site Emergency Coordinator (SEC) Deputy Conservator Sr. Dock Master
 Directs operations from the Emergency Control Center with assistance from Crisis
Management Group to site incident controller.
 Take over central responsibility.
 Decide level of crisis and whether to activate off site emergency plan.
 Instruct SIC (Site Incident Controller) to sound appropriate alarm.
 Direct the shutting down, evacuation and other operations at the port.
 Monitor on site and off site personal protection, safety and accountability.
 Monitor that causalities if any are given medical aid and relatives informed.
 Exercise direct operational control of the works outside the affected works.
 Monitor control of traffic movements within the port through SIC.
 Coordinate the senior operating staff of the fire, police and statutory authorities.
 Review and assess possible developments to determine the most probable course of events.
 Authorize the termination of the emergency situation by sounding the all clear siren-
continuous long single tone siren for one minute.
 Control rehabilitation of affected areas after emergency.
 Arrange for a log of the emergency and ensure return of normal operations.
Position Port Position Alternative
Site Incident controller (SIC) Senior Dock Master Dock Master – I
 Direct and co-ordinate all field operations at the scene of the accident.
 Assess incident/crisis at site-nature-location- severity-casualties-resource requirement.
 Classify incident-Advise (Port Control Officer)/Duty Pilot at Signal Station-to convey to site
Emergency co-coordinator - Crisis Severity status and Emergency level-wind Direction-
temperature-casualties-resource requirements.
 Conducts initial briefing.
 Activate elements of the terminal emergency plan/ site response actions.
 Protect port personnel and the public.
 Direct fire fighting/oil spillage/gas leakage/vessel accidents/natural calamities cargo
operations shutdown –search for casualties –arrange first aid and hospitalization.
 Brief or designate a person to brief, personnel at the incident scene.
 Determine information needs and informs Crisis Management Group.
 Coordinate all functional heads in field operations group to take action.
 Manages incident operations to mitigate for re-Entry and recovery.
 Coordinate search and rescue operations Arrange evacuation of non essential workers to
assembly points –outside port.
 Arranges tugs, mooring boats and pilot(s) for un-berthing vessel(s).
 Co-ordinate actions requests for additional resources and periodic tactical and logistical
briefings with Site Emergency Coordinator (SEC).
 Coordinate incident termination and clean up activities.
 Instructs various emergency squads as necessary.
 Return normal operations.
Position Port Position Alternative
Fire Coordinator Asst. Manager (Fire and Safety) Station Officer
 Under the direction of the Site Incident controller is responsible.
 Consult SIC- announces fire incident point over the public address system and evacuates
workers to the assembly points.
 Communicate with Fire Station and leads fire fighting team to the incident location.
 Inform Site Incident Controller if external fire tender/fire fighting equipment/
materials/Mutual Aid is required.
 If necessary, arrange and activate other fire fighting equipment.
 Arrange ELCB equipment e.g. fire suits, protective gloves and goggles, breathing apparatus.
 In liaison with ES- pump house ensure that adequate water pressure is maintained in the fire
hydrant system.
 Maintain adequate records.

Position Port Position Alternative

Security & Evacuation Dy. Commandant – CISF Asstt. Commandant – CISF
 Direct, gate security and facilitate evacuation, transport, first aid, rescue.
 Control the entry of unauthorized persons and vehicles-disperses crowd.
 Permit the entry of authorized personnel and outside agencies for rescues operations without
delay. Liaises with State police.
 Allow the entry of emergency vehicles such as ambulances without hindrances.
 Ensure that residents within port area are notified about disaster and instructions to evacuate if
necessary.
 Ensure that the people are as per the head count available with the assembly point section of
that area.
 Carry out a reconnaissance of the evacuated area before declaring the same as evacuated and
report to Site Incident controller through DC (CISF).

Position Port Position Alternative

Medical Coordinator Medical Superintendent Medical Specialist
 Direct medical team.
 Set up casualty collection center arrange first aid posts.
 Arrange for adequate medicine, antidotes, oxygen, stretchers etc.
 Contact and cooperate with local hospitals and ensure that the most likely injuries can be
adequately treated at these facilities e.g. burns.
 Advise Chief Emergency Controller on industrial hygiene and make sure that the facility
personnel are not exposed to unacceptable levels of toxic compounds.
 Make arrangements for transporting and treating the injured.
 Inform the hospitals of the situation in case of a toxic release and appraise them of the
antidotes necessary for the treatment.
 Maintain a list of blood groups of each employee with special reference to rare blood groups.
 Liaise with Red Cross-St Johns Ambulance.

Position Port Position Alternative

Operations Co-ordinator Sr. Manager (BT/CT) Manager (BT/CT)
 Direct operation staff.
 Prepares vessels to vacate from berth.
 Arranges to protect cargo in vicinity from damage.
 Arrange to segregate and shift cargo in sheds.
 Submit consolidated list of dangerous goods in port including tankers in port and tank farms in
port area.
 Coordinate with ship owners/agents/C & F agents/stevedores.

Position Port Position Alternative

Maintenance Coordinator Sr. Manager Manager (CT/ES/PP&D)
(BT/CT/M&ES/PP&D) Dy. Manager (BT)
 Direct maintenance staff.
 Recommend the appropriate procedures to isolate damaged units without introducing new
hazards and provides resources both in terms of personnel and equipment to accomplish this.
 Provide the necessary utilities during the emergency, isolating or recommending emergency
isolation procedures to prevent utility distribution to damaged parts of the facility, if so
required and activates back up emergency generators, pumps, welding services and
underwater diving.
 Render and monitor assistance for extricating trapped personnel by cutting structures, wires
etc.
 Implement elaborate plans for providing continuity of emergency supplies and services such
as water lines, electric power, emergency lighting etc.
 Remain alert on duty for any electrical isolation of equipment during an emergency.
 Suggest optimal strategies for conducting emergency isolation operations of damaged process
equipment, the emergency transfer of materials and all other process related emergency
operations.
 Assesses damages and provide technical assistance to determine the operability of damaged
units. Keeps in touch with State Electricity Board.
 Assists in the accident investigation.
 In case of fire and specially if the fire involves toxic/flammable materials, this function will be
responsible for containing the run off fire water and other water from the damaged units.
 Determine the level of contamination of the site as a result of the accident.
 During cyclones/floods arranges sand bags and transfers important plans and documents to
higher levels.

Position Port Position Alternative

Marine Pollution co-coordinator Manager (MCPC) Assistant Manager (MCPC)
 Recommendations to minimize the impact of an accident on the environment for which it
would develop methodologies to control hazardous spills.
 To monitor cooperation with emergency response squads to conduct the actual clean up work
during and after the emergency.
 In case of fire and specially if the fire involves toxic/flammable materials, to ensure
responsible actions for containing the run off fire water and other water from the damaged
 units.
 Determine the level of contamination of the site as a result of the accident.
 During cyclones/floods monitors sand bags and transfers important plans & documents to
higher floor levels.

Position Port Position Alternative

Port Control room coordinator Dock Master - II Duty Supervisor
 Ensure Shift Port Control Officer advises entire emergency team.
 On receipt of instructions from the Site Incident Controller, notifies the fire
brigade/police/hospitals/district collector/mutual aid partners.
 Keep the communication instruments open for emergency calls and transmit the same to the
concerned personnel effectively.
 Refrain from exchanging any information with authorized persons unless authorized to do so
by the Chief Incident Controller.
 Maintains contact with other vessels on VHF.
 Maintain tide tables and contact with Meteorological Department.

Position Port Position Alternative

Legal & Estate Coordinator Sr. Manager (Legal & AM (CL)
Estate)
 To issue notices under Major Port Trust Act, Indian Ports Act, Major Port Prevention and
Control of Pollution Rules etc. to the defaulters.
 Arrange for settlement of related claims.
Position Port Position Alternative
Civil Coordinator Manager (PP&D) I Manager (PP&D) II
 Inform Maharashtra Pollution Control Board and other environmental agencies about the
incident for getting necessary guidance.
 Instruct the contractors to carry out urgent civil works if required.
 Hire the barges for collecting the spilled oil, if required.

Position Port Position Alternative

ME Coordinator Manager (Marine Engg.) Asstt. Manager (I)
 Organize the tugs for combating the pollution / for fire fighting / Rescue.
 Start the rigging of pollution combating equipments.
 Hire additional crafts if required.
3.6 BUILD UP OF EMERGENCY

3.6.1 ANY ONE-NOTICING EMERGENCY

 Shout FIRE – FIRE – AAG so that many people become aware of an emergency
 Inform nearest shift – in – charge or POC control room by giving
caller name, place & nature of emergency.
 Wait for the instructions from Site Incident Controller.

3.6.2 MARINE EMERGENCY (PILOT ON DUTY SHALL BE IMMEDIATE SITE

INCIDENT CONTROLLER)

These emergency situations are as follows:

 Collision of ships
 Person(s) falling in harbour water
 Grounding of vessel
 Fire in ship
 Explosion in ship
 Toxic release in ship
 Oil spill from ship and marine pollution

Oil spill can result from:

 Collision of ships in the channel
 Grounding of ships in the harbour
 Collision of ships with berth
 Bunker spills
 Spills from ships during cargo operations
 Spills from land pipelines
 Spills from loading arms/hoses
 Fire and/or Explosion on ships or ashore

 Storm, Flood and other natural calamities

 Collapse of lifting appliances in ship
 War, civil disturbances and terrorism
3.7 GENERAL EMERGENCY RESPONSE

Collision of Ships

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Grounding of vessel

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Pollution of oils

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4. Comparison between Singapore Port

and JNPT port
Singapore Port is the World’s Number One in terms of Container Ports. It is also the world’s busiest port.
As such there is not much comparison but still we have tried to cover a few points.

S.No Area Singapore Port JNPT Port

.
1. Location Singapore's location at the
crossroads of East-West trade
makes it an ideal transit point
where containers are
transferred from big ships to
smaller vessels onward within
Asia or vice-versa for
channeling exports from
manufacturing bases in Asia
JNPT due to its location
doesn’t offer that high level of
connectivity which means that
it is more economical to
transship through Singapore
than to ship direct to India.  So
containers from Europe bound
for India are first shipped to
Singapore, and then
 onward to Europe or the US. transshipped back to India,
Hence, it is the world’s largest retracing their path through the
port in terms of Malacca Straits.
transshipments.
2. Key Focus Of The focus in Singapore Port JNPT Port’s still lags modern
Authority Authority is rightly on being equipments for line
the leader in the complex transshipments and are still
dynamics of transshipment by continuing on 1990’s
investing in software machinery which highly
technology and deploying increases the turnaround time
automated equipment to of containers increasing the
facilitate smooth switching of waiting time for vessels. Thus
containers that is the hallmark is less lucrative for the shipping
of a successful transshipment companies in comparison to
port. As it has invested Singapore Port.
heavily in value-added
services, volume growth has
further increased the
profitability.
3. Research and One important focus of the Such Initiatives are not well
Development Port of Singapore's Authority considered at JNPT. Only
is the development of a center government bodies are
for maritime research and involved in research which too
development. The Port often fails to bring out any
Authority offers a variety of quality recommendation with
programs to encourage innovative ideas.
students and public, private,
and industrial organizations to
conduct research and
development projects,
develop innovative port-
related solutions, and test-
bedding.
4. Recreation Facilities The Port of Singapore is not No Such Recreation activities
all work and no play. It arrangement is seen at JNPT
provides ample area in the which could help in generating
port's waters and on the revenues for them. The same
waterfront for recreation, facility helped the Singapore
sports, and leisure activities. port in producing fair amount
There are also many of revenues even during the
opportunities in the Port of recent international financial
 Singapore for those who crisis.
enjoy leisure boating,
yachting, and sea sports like
windsurfing, wakeboarding,
or canoeing. It has launched
the SeaPort (WISEPORT)
wireless-broadband-access
service to all ships in port

5. Government There is minimum JNPT is still bound by

Intervention government intervention and government regulations. It
the ports are majorly cannot be efficient because
governed in private fashion. government regulations do not
allow it to be. Being a
government port, it could not
even purchase all the cranes it
needed at one go. It had to buy
one set of cranes, then go in for
bidding a year later, and pick
up the next set of cranes and so
on. So, a lot of bureaucracy
affects the decision making of
port authority.

6. Integration with Singapore besides being well
Other Transport integrated with the railways
Facilities has recently been connected
with Singapore Airlines that
allows for smooth, fast and
seamless trans shipments thus
making it number one in
terms of Efficiency.
Rail lines to and from JNPT are
choked, and this causes much
of the delay. Turnaround times
for vessels are longer at JNPCT
than at GTI, NSICT (other two
terminals at JNPT site), or any
of the private ports across
India.

7. Terminal Systems The CTMS (Container JNPT too has container

Terminal Management management systems but most
Systems) improves port part of it is manually operated
operations efficiency and giving rise to increased chance
productivity by leveraging on of disaster like Crane Clashing,
 IT and engineering
technologies to automate
operations processes with
highly optimized plans.
8. Equipment Usage Heavy Usage of Advanced
Equipments like Optical
Readers/Cameras, Biometric
Gates, Air Slide Conveyor
system adds a lot in
increasing the throughput of
the port.
9. Navigation group Tug and pilotage services are
provided by the private sector
and their charges are not
included in the port tariff.
10. Cargo operations Storage consists of the basic
group rate, rehandling charge, lift
on/off charge etc.
Storage charge is subdivided
as follows: full/empty/trans-
shipment and period.
5. Comparison between Dubai Port and
JNPT port
Dubai
Environmental Eliminating oily ballast water
and Safety discharge from ships is a major
concerns environmental concern. This issue is
well recognized and provision of
adequate reception facilities in port is
required under the International
Container being lost, Container
Mishandling.
No Such high tech equipments
are used at JNPT and work is
mostly carried out manually
and modern equipments are
used in only very key
operations
In JNPT port, towage includes
tug assistance and pilot boat
charge. Anchorage fees are
charged after 30 days from the
day following the completion
of anchoring.
Mobile cranes and equipment
charge is charged additionally
in Indian ports. This is one of
the major reasons for the high
port price in Indian ports. In
JNPT port dry dock charge is
levied for docking and
undocking
JNPT
The port or terminal is required
to prepare and maintain a Waste
Management Plan for ship generated
wastes. The plan should include the
provisions and use of facilities for
reception of prescribed wastes as per
 Maritime Organisation (IMO)
International Convention for the
Prevention of Pollution from Ships
(MARPOL) Convention 1973/78.
Regulation 10/7 and 12 of the
pollution convention require each state
to ensure that sufficient oily ballast
water reception facilities are available
at oil-loading terminals, ports with
ship repair facilities, and in those ports
in which ships have oily residues to
discharge to shore.
Turnaround Less Congestion in Dubai port inspite
time of huge traffic. Average turnaround
time is less than one day.
Transactional The transactional
Cost cost in Dubai port is around 4-4.5 per
cent. This is very less which puts them
at a competitive advantage
Intermodal Ports are serving as intermodal links as
Links critical nodes in international supply
chain networks
Privatization Increasing privatization: Shift from
service port
to landlord port model. The ports are
MARPOL 73/78 from ships and crafts
using the harbour. The International
Convention on the Prevention of
pollution from ships (73/78) contains
regulations pertaining to reception
facilities to be provided by the port. The
Annexes of MARPOL refer to specific
waste categories. The category of wastes
that affect JNPT and the manner in which
they are dealt with are contained in this
plan. Other terminals operating in JNPT
have to prepare their own waste
management plan and submit a copy to
JNPT
Despite having adequate capacity
and modern handling facilities, average
turnaround time is 1.67 days .
Congestion is due primarily to the slow
evacuation of cargo rather than a lack of
handling capacity, since ports are not
adequately linked to the hinterland.
Owing to the inadequate infrastructure in
various services including customs
facilitation, electronic data interchange
(EDI) and documentation,
among others, the transaction cost in
India
has remained very high and placed at
around 10-12 per cent of the imported
value of the goods
JNPT is still in the process of getting
there. More ICD/CFS being set up near
ports with value added services. Road
and rail connectivity improvement
projects are being launched
Same: Major Ports are gradually
increasing participation from private
sector. PPP model has been implemented
 owned privately by DP World and thus
is more like a landlord port model than
a service port model
Traffic Dubai port handles 14% of world
traffic. Its big size, effective traffic
management and low turnaround time
allows it to manage the traffic very
well.
Vessel Capacity Largest container vessel is 14000
TEU’s. Thus it has a huge capacity for
container vessels
Charges of For a vessel of 2500 TEU’s and 2600
handling vessel GRTs, the vessel charges in JNPT are
$8515. This is mainly because of high
port dues, pilotage and berth hire rates
6. REFERENCES:
1. Indian Ports - http://www.mu.ac.in/arts/social_science/eco/pdfs/vibhuti/wp14.PDF
2. Concern Matrix - Analyzing Learners' needs
3. Tariff Authority for Major Ports - http://www.tariffauthority.gov.in/
in two out of three ports and there are
plans to expand on this.
One port JNPT handles 60% of all
container traffic among Indian ports. It is
the biggest port in India but still needs to
improve on the
Largest container vessel 6000 TEU’s.
Need to improve on capacity to handle
much larger vessels
Due to low port dues, pilotage and berth
hire rate, for 2500 TEU’s and 2600
GRT’s, the vessel charges are just $2290.
This makes trade to be cheaper and more
foreign players invest
 4. People Performance Model -
http://www.businessballs.com/people_performance_potential_model.htm

5. JNPT port Strategy - www.portstrategy.com/news101/asia/jnpt_congestion

http://www.jnport.com/

6. Singapore port governance - http://www.scdf.gov.sg/content/scdf_internet/en/community-and-

volunteers/learn-civil-defence/terrorism/bomb-threats.html

7. Singapore community and volunteers -Detailed Survey

(to be conducted with security personnel, guards)
http://www.scdf.gov.sg/content/scdf_internet/en/community-and-volunteers/learn-civil-
Name:
defence/terrorism/the-ready-bag.html
Gender:
Age Group:
8.
 FAQ Civil Defence - http://www.mha.gov.sg/basic_content.aspx?pageid=180
15-20
 20-30
9.
 Singapore
30-40 Administration-
http://www.sidsnet.org/msi_5/docs/nars/AIMS/Singapore-MSI-NAR2010.pdf
 40-55
http://www.mpa.gov.sg/sites/port_and_shipping/port_and_shipping.page
 55-70
10.BP
On the Oil
scale ofspill
1-10 -rate
http://en.wikipedia.org/wiki/Deepwater_Horizon_oil_spill#Permanent_closure
the following: (In case of any rating below 5, note the reasons besides)
How well is the port equipped to tackle the following situations:
 Collision of ships
 Person falling in harbour
 Grounding of vessel
 Storm
 Flood
 Collapse of lifting appliances, buildings
 Fire or Explosion(Ship)
 Fire or Explosion(Port)
 Toxic Release(Ship)
 Toxic Release (Port)
 Pollution by Oils
 Terrorist attack
 Earthquake

How well defined is the entire process of disaster management?

7. Ground Survey for Final Report
How efficient is the logistics of the port to handle emergency?

How strongly are the ports linked with hospitals to deal with emergency?

How well is the rail/road connectivity dealt with during emergency?

How well equipped is the port with resources during disasters?

The survey to taken during next port visit from the security personnels and guards.
How quick is the administration in terms of responding to a disaster?

How do you rate the efficiency of the disaster management cell?

How easy or difficult is a terrorist attack? Why?

 Detailed Survey
(to be conducted with security personnel, guards)
Name:
Gender:
How
Age are the working conditions in the port?
Group:
 15-20
How do seniors treat you?
 20-30
 level
To what 30-40do you think is corruption spread and how does it hamper the performance of the organization?
 40-55
Howwell55-70
are the suggestions given by the groundsmen taken?

On any
Has the scale
of theofsuggestion
1-10 rate given,
the following:
ever been(Inimplemented?
case of any rating
If yes,below
when5,was
note the reasons
it and besides)
how fast?
How well is the port equipped to tackle the following situations:
Howdo youCollision of lifting
find the ships equipments presently used in the system?
 Person falling in harbour
 Excellent
Grounding working
of vesselcondition
 Good
Stormworking condition
 Need
Flooda change
 Need an immediate
Collapse of lifting change
appliances, buildings
 Fire or Explosion(Ship)
How do you find the technology presently used in the system?
 Fire or Explosion(Port)
 Excellent
Toxic Release(Ship)
 Good
Toxic Release (Port)
 Needs
Pollution by Oils
up gradation
 Terrorist attack
 Need an immediate up gradation
 Earthquake
What is the turn around time in case of an emergency?
How well defined is the entire process of disaster management?
 Less than 30 mins
How efficient is the
Less than an logistics
hour of the port to handle emergency?
 Less than 2 hours
How strongly are the ports linked with hospitals to deal with emergency?
 More than 2 hours
How well is the rail/road connectivity dealt with during emergency?
How frequently are drills conducted?
How well equipped is the port with resources during disasters?
 Once a month
 Once in 3 months
 Once in 6 months
 Once in a year
What are the major loopholes are per you in the disaster management system?

 Outdated Policy
 Inefficient administration
 Ineffective workforce
 Outdated technology
 Insufficient resources
 Other

Which amongst these requires immediate attention? Why?

How are the safety precautions for the personnels during disaster?

How are the compensations provided to the security personnels in case of any casualty?

How do you rate the way Mumbai oil spill was handled by the port authorities?

What could have been done better?