CONTENTS

1 Using this training package

1.1 Learning the training material
1.2 Situational Awareness
1.3 Learning objectives

2 Executing the voyage plan

3 Monitoring the voyage plan

3.1 How is the voyage plan used after departure?
3.2 What do you do when you encounter traffic?

4 Working with VTS

4.1 What happens on approaching or leaving a port?
4.2 How best to communicate with VTS

5 Updating charts
5.1 How best to update charts
5.2 Route monitoring
5.3 Good resource management and the voyage plan

6 Conclusions

7 Further resources

8 Appendix: ALRS volume numbers

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1 USING THIS TRAINING PACKAGE

Within this Reference there are two devices to help students learn. Firstly, there is the
NOTE which will provide more detail about the subject in question. Secondly, there will
be the more directed EXERCISE which will ask you to apply your knowledge in
practical ways. We hope this will increase your confidence and skills in real life work
situations.

1.1 Learning the training material

If you are responsible for training others then you should aim to follow the instructions
in this section as closely as possible. It will help you to learn how to run effective
training sessions with the crew.
 First, read the preliminary section on the principles of situational awareness. As
this approach informs the whole series, it is important to familiarise yourself
with its key concepts and ideas. We will be referring to them throughout.
 For each video:
1 Ensure you have watched it all. This does not mean watching the entire video
without pausing – indeed we want to encourage you to use the pause function
where indicated. However, we do feel it is important that you finish one video
before moving onto the next.
2 As you watch, make notes of any areas you feel unsure about or need further
clarification.
3 Consult this Reference. Does it give you the information you need? If not, do
you know where to go to find it?
4 Throughout each part, questions are raised for discussion. Make notes if
necessary.
5 Make a special note of what you feel are the most important learning
objectives for each Reference. These are outlined at the beginning of each
part, but may vary according to the different demands of the crew you are
teaching.
6 Discuss and answer the questions that arise from the case study in some of
the parts. In particular discuss how the conclusions you have reached about
the case study relate to your own ship.

NOTES
You do not have to work through the entire Reference in one sitting. In fact, the case
studies for each part are self-contained, so you can take them separately if you so
wish. However, it is helpful that you read this Reference first.

The content on situational awareness that follows is common to each Reference. We

recommend that, unless you are doing the eight-part training course in one day, you
go through this section each time you come to it, in order to refresh your memory.

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NOTES
You do not have to work through the entire Reference in one sitting. In fact, the case
studies for each part are self-contained, so you can take them separately if you so
wish. However, it is helpful that you read this Reference first.

The content on situational awareness that follows is common to each Reference. We

recommend that, unless you are doing the eight-part training course in one day, you
go through this section each time you come to it, in order to refresh your memory.

EXERCISE
Look at the graphic above. What do you think is the relationship
between the three different activities - LOOK/THINK/ANTICIPATE?

Write down your response and compare it to the following

description of situational awareness.

1.2 Situational awareness

What is situational awareness?
 Situational awareness is a strategy designed to help you make better decisions.

 Situational awareness was first developed by the aviation industry to help

airline pilots improve their decision making.

 Situational awareness helps to improve mental anticipation of events, giving us

a more systematic way to be aware of our progress in a specific environment.

 Situational awareness is included in the Seafarers’ Training, Certification and

Watchkeeping (STCW) Code, 2010, as a key proficiency for all officers in
charge of navigation watch and/or engine room.

 Situational awareness can be defined very simply: recognising and responding

to what is going on around you.

 Situational awareness draws on three essential activities:

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 1 Gathering information
2 Interpreting information
3 Anticipating a future state

NOTE
Another way of conceiving situational awareness is through three simple questions:

1 Gathering information – What?

2 Interpreting information – So what?
3 Anticipating future states – Now what?

Write those down somewhere convenient and refer to them if necessary.

EXERCISE
Now look at the graphic above again. What do you conclude from
the relationship between the three activities? It’s what we call a
virtuous circle, when one stage leads naturally onto the other to
become a natural flow.

One such example from our daily life would be the skills we
demonstrate in driving safely and efficiently. Can you think of another
example in your own work?

Why do we need better situational awareness?

Our perception of reality can become distorted when we are stressed and overloaded
with sensory information, such as in an emergency. In order to cope with a sudden
flood of data, the brain becomes selective, filtering out information that appears safe to
ignore in order to concentrate on what seems most important. This filtering process
involves assumptions about the way things will probably turn out, based on previous
experience. That is where the danger lies.

Another factor in creating this perception is the way our memory is linked. We have
three kinds of memory:

1 Sensory Memory. This holds information for brief periods of time.

2 Working Memory. This has a limited capacity to store information and is
vulnerable to distraction. Once distracted, it is difficult to return to the task
and to retain that information.
3 Long Term Memory. This holds all the information you have acquired during
your life, including your store of knowledge.

In good situational awareness, you are retrieving information stored in Long Term
Memory and transferring it into Working Memory. Ideally, it helps build our risk
perception into a smooth stream of attention concentrated on avoiding danger long

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before the event occurs. It also helps to prevent those bad habits that can creep into
our work practice and replace them with better ones.

NOTE
In recent years, the amount of information available to the bridge watchkeeping
officer has multiplied, with electronic charts and Automatic Identification Systems
(AIS). All this has had a positive effect on situational awareness.

Sometimes it seems the hardest part now is not evaluating the information provided
by the navigational instruments, but predicting what the other ship is going to do.
Remember – just looking up and out of the bridge window can give you an
immediate awareness. And do not forget to look abaft the beam.

How to improve your situational awareness

1 WHAT?
Gather information. Understand what you need to be aware of on the bridge, on
board, or in the engine room. Understand also the means by which you gather
that information. Where can those resources be found in any given bridge
and/or engine room?

NOTE
Make a rough list of all the instrumentation available to you on board a typical ship.
Exactly what is that instrumentation?

How might that instrumentation help you gather the information you need? How
might it prevent you?

2 SO WHAT?
Process that information you have now gathered and assess it. Remember,
ships operate in a highly dynamic environment and the situation changes all the
time. So might your assessment.

NOTE
All of us have different ways of looking at the world. Remember, as confidence in
interpreting information increases, so does the temptation to work from certain
assumptions.

We have already considered how we use situational awareness in driving. Now think
of the assumptions we often make when driving. How do those assumptions change
according to traffic or weather conditions?

3 NOW WHAT?
Based on your assessment, think about how the situation may develop in the
future and make a decision about any necessary action. Also, consider how
that action might affect your own ship and others.

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 EXERCISE
A lecturer recently wrote ‘One of the toughest things about learning
navigation is the importance of projecting the future position of the
ship. Navigation is about more than just knowing where you are; it is
about knowing where the ship is going and, more critically, are we
heading into danger.’

Do you agree? Write down three reasons that support, and three
that argue against this proposition.

Other factors in situational awareness

In an ideal world the practice of situational awareness would naturally become part of
best practice. Real life, however, has a tendency to dictate otherwise. Whether you
are a trainer planning to use this Reference for training sessions, or a crew member
learning on your own, you will have to consider some of the following factors:

 Culture. How will the different nationalities represented on board approach

situational awareness? For example, how aware are you of the different
attitudes of your fellow crew members?

 Language. Just how good can communication be when there are a number of
different languages spoken on board? For example, are you aware of the
official language spoken on board? It should be as stated in the company
regulations, mentioned in the Safety Management System (SMS) as well as the
log book.

 Leadership styles. How will different leadership styles accommodate situational

awareness? Can you name what those leadership styles are?

NOTE
These factors are sometimes referred to as soft skills.

Soft skills are defined as personal attributes that enhance an individual’s interactions
and job performance. Unlike hard skills which tend to be focused on a certain type of
task or activity, soft skills are broadly applicable.

From theory to practice

 In this Introduction, our learning objective was to teach you the theory of
situational awareness. Now you are familiar with both its principles and the way
it operates, you can go on to read the References in whatever order you wish.

 By the end of these References we hope that it will have become an integral part
of your own leadership and team working skills.

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1.3 Learning objectives
What is the best way of carrying out a voyage plan?
In the Reference to Part 2 you were introduced to two of the four stages of the voyage
plan – Appraisal and Planning. These form the preparation part of voyage planning,
which take place before the ship leaves. This also ensures enough time for the
navigating officer and Master to discuss any changes that need to be made, and to
have those changes approved.

NOTE
Remember, voyage planning is mandatory for all ships under the SOLAS and STCW
Conventions. You should already be familiar with this from Part 2. Review it if necessary.

The video you have just watched looks at the other two stages of the voyage plan
process, which show how you put that plan into action. These are execution and
monitoring. Now watch the video again in conjunction with this Reference and you will
understand the importance of:
 incorporating any changes in the voyage plan that are needed to accommodate
new circumstances
 allocating resources appropriately
 fixing your position according to voyage plan requirements
 liaising with Vessel Traffic Service (VTS) when necessary
 getting the Master’s approval for all changes to the voyage plan
 maintaining high levels of situational awareness

EXERCISE
Now you have prepared a voyage plan and are ready to carry it out.
What do you imagine are any additional factors you may need to
take into consideration at this stage?

Make a note of them now and then read them again at the end of
this Reference. It will be interesting to see how they compare.

2 EXECUTING THE VOYAGE PLAN

What about delays in port?

Sometimes there will be delays in port that will affect departure time. As soon as the
departure time is known the plan must be updated and changed if necessary. What
other knock on effects might it have? Here are some examples.

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Knock on effects
Delay in departure time Consequence

Change of ETA Change in tide heights and flow

Question position fixing accuracy and

Daytime/night time danger points
method

New weather conditions Different choice of route

Consider alternative routes? Save with primary route and use if necessary

Unacceptable hazard, e.g. tidal

Possible evaluation of route
streams

Reallocate resources, e.g. an

Redeployment of key personnel?
extra lookout

Any new factors need to be taken into

Review risk assessment
consideration?

NOTE
If the voyage plan is done on ECDIS, updating it to a revised departure time is
comparatively easy. However, automatic safety checks should be run again.

It is important that you leave enough time to complete this.

EXERCISE
How straightforward do you think it is to revise a voyage plan in the light
of knock on effects due to delay in departure? What in your opinion
would be the easiest thing to change, and what would be the most
difficult? What would be your reasons why?

Make a list and compare it with your colleagues. Is there a consensus

between you?

Pre-departure checklist
Now the voyage plan has now been finalised and approved by the Master, what
happens next? You need to follow your company procedure, which will include but not
be limited to the following:
1. Inform the deck team. Ensure the watchkeeping officers have signed the plan.
2. Prepare the bridge according to company procedure.
3. Check radars and target tracking equipment are switched on, where permitted.
4. Check voyage data recording, echo sounder, navigation lights and sound
signals.
5. Check engine and steering gear.

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 NOTE
Since every ship is different, there may well be items on the list that are specific to your
ship. It is your responsibility to find out what they are.

3 MONITORING THE VOYAGE PLAN

3.1 How is the voyage plan used after departure?

The ship has set off, and the principal task of the watchkeeping officer is to navigate
and monitor the ship’s progress according to the voyage plan, whilst keeping the ship
out of danger. The best kind of voyage plan is one that is adaptable, responding to the
continual flow of new information that informs good situational awareness, and making
any necessary readjustments.

So what helps to maintain this high level of situational awareness? Can you remember the
three key questions we asked in the introduction – What? So What? Now What? If it is
helpful, refer back to that section.

Here is a checklist of watchkeeping tasks, some of which are automatic and some
manual. All of them need to be part of your ongoing work schedule on board.

Task Manual Automatic

Fixing the ship’s position – this is a key task Yes

Check the echo sounder Yes
Monitor helmsman Yes
Check autopilot Yes Yes
Monitor speed to maintain ETA Yes
ECDIS monitoring route – but double check position
Yes
in confined waters by alternative methods
Maintain awareness of immediate hazards on chart Yes

Comparison of actual weather with forecast – if

different then assess whether forecast timing is Yes
wrong

* When initially going over to automatic steering the monitoring is done manually by the
watchkeeping officer to ensure it is following the same course. Even after the
watchkeeping officer is satisfied the autopilot is operating correctly it is still their
responsibility to monitor it.

NOTE
Much emphasis is placed on double checking any information you rely on by using
alternative methods as back up. Remember, an ECDIS screen can give a false
impression of integrity and thus lead to a false sense of security.

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 The simplest and most effective way of double checking with many watchkeeping tasks
is to regularly check navigation marks whilst keeping a continuous visual lookout for
collision avoidance purposes.

EXERCISE
Can you work out a proper procedure for the efficient and effective
execution of the voyage plan, taking into account the tasks outlined in
the table above?

How would that look? How regularly do those tasks need to be

undertaken? And in what order?

Another important aspect of monitoring the voyage plan is position fixing. It is good
practice every time a position is fixed to estimate where the ship will be at the next fix.
This is easy if the position fixing is done at regular intervals. If the next fix coincides
with the estimated position, you can also check that the ship is maintaining its planned
track and speed.

If it does not coincide then something is wrong and the Watchkeeping Officer should
check the estimated position and then the fix.

EXERCISE
Remember, whether you are working with ECDIS or on paper charts
the Watchkeeping Officer must verify the position by alternate position
fixing methods. What would those be?

3.2 What do you do when you encounter traffic?

In coastal waters, one of the situations that occurs whilst watchkeeping is dealing with
traffic. The Convention on the International Regulations for Preventing Collisions at
Sea (ColRegs) have established clear rules that govern these situations.

EXERCISE
The priority when altering course and/or speed is the avoidance of close
quarter situations and grounding. How do you imagine a voyage plan
can address this?

NOTE
Remember. Once any hazard has been passed, the watchkeeping officer should get the
ship back on track safely. For further information on both these points, consult the
ColRegs. You can find them via www.imo.org

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 EXERCISE
There will be a lot of highly useful information in the Navigator’s
Workbook or Mariner’s Notes. How do you propose to:
1. Incorporate it into your voyage plan?
2. Enable it to improve your situational awareness?

Write down some suggestions and share them with your colleagues.

4 WORKING WITH VTS

4.1 What happens on approaching or leaving a port?
As watchkeeping officer, some of the most challenging parts of any voyage take place
whilst approaching or leaving a port. It is then that the bridge team will need to interact with
shore based organisations. An important one is the port area Vessel Traffic Service (VTS).

NOTE
Typical VTS systems use radar, VHF radiotelephony and Automatic Identification
Systems (AIS) to keep track of vessel movements and provide navigational safety in a
limited geographical area.

If the pilot is on board, then the pilot is usually the link between VTS and the ship – for
more information read the Reference for Part 6. However, having the pilot on board does
not relieve the bridge team of their responsibilities – so you must be prepared to deal with
the VTS. In coastal waters with no pilot on board, communication with VTS is your
responsibility.

What advantages do the VTS operators have?

 They know the area.
 They know the planned movements of the ships.
 They know the availability and capability of shore-based services.

What kind of service does VTS provide? There are three distinct and different types.
1. Simple information.
2. Navigational assistance.
3. Traffic organization.

NOTE
Details of what is available and in which ports can be found in the Admiralty List of Radio
Signals (ALRS), Volumes 1, 3 and 6.

See Section 8 Appendix for full details.

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4.2 How best to communicate with VTS
Since a number of key questions will be asked when you first make contact with VTS, it is
vital to ensure that the information used is accurate.

These questions will include:

1. ship’s name
2. call sign
3. draught
4. ETA
5. hazardous cargoes
6 any defects or limitations in the ship’s equipment that could affect
manoeuvrability
7. often also the number of people on board

NOTE
When communicating with VTS or pilot service it is important to keep things brief and to
the point. To aid clarity it is best to ask the agent what information is required and
confirm once they have it – and that it is correct.

Message markers can also be helpful in this context – these are clear statements of
purpose. Message markers are - Instruction, Advice, Warning, Information, Question,
Answer, Request and Intention. State your marker to avoid misunderstanding.

Remember the emphasis on Closed Loop Communication in Part 1. Review if necessary.

Clarity of communication also helps considerably in the case of an emergency. VTS

will be able to alert the relevant emergency service and broadcast warnings to
manage the traffic in the area.

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5 UPDATING CHARTS

5.1 How best to update charts

Charts can go out of date quickly due to environmental changes such as lights and
buoys, so you need to update them.

The United Kingdom Hydrographic Office (UKHO) has clear guidelines about how to
correct charts, which can be found via www.admiralty.co.uk

ECDIS CHARTS
 Electronic charts can be updated by CD Rom. This should be done in port.
 Remote updating is also possible if you have access to the internet. Good
records should still be kept.
 Manual updating is possible too, but best avoided. It is only to be undertaken if
an immediate update is essential.

PAPER CHARTS
 Time consuming and requires close attention.
 A potential need to prioritize, starting with current voyage requirements.
 Requires right pens, ink and pencils and drawing aids. These are.
o two pens: a .15 millimetre to put in information and a . 25 millimetre to
delete
o violet ink. To be seen in all light
o HB pencil for updating chart correction list
o 7H pencil/compasses for pinpointing positions
o adhesive for sticking corrections in place
o parallel rule and dividers
o compass with pen attachment for drawing circles
o template for drawing symbols

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 EXERCISE
One good way of ensuring you have all the correct equipment to make
the necessary corrections would be to create your own ‘pack’.

How easily can you collect this equipment? Whose responsibility is it to

maintain it?

There is a set procedure based on UKHO guidelines for making corrections on charts:

1. Always start from the correction as detailed in the Notices to Mariners (NMs).
Tracings do save time and help accuracy.
2. Check the previous correction has been done and the chart is up to date. Read
the NM carefully. Work out the clearest way the correction can be put on the
chart.
3. Line up the tracing accurately using the reference points given on the tracing. The
correction must never be copied down as it appears on the tracing.
4. Only after you have completed all the corrections on a chart should you add to the
correction list at the bottom left-hand corner. Always ensure that the correction
numbers are well separated.
5. When all the corrections on a chart are done, record that on the chart and in the
ship’s list of chart corrections so that the Master, the relief officers and any
inspectors can easily check for themselves that the charts are up to date.
6. Other sources of information vital to voyage planning also need to be corrected.
These include lights, fog signals and radio signals. It is worth checking through
these to ensure that you are aware of those that will affect your ship’s trading
area.
7. Keeping lists of lights, fog signals and radio signals up to date is very important.
As with the charts, accuracy and clarity are vital.

NOTE
For more detailed information about making corrections you can watch the series of
support films on the AdmiraltyTV youtube channel

5.2 Route monitoring

ECDIS makes route monitoring automatic, but you should avoid relying entirely on it.
Always maintain a regular look-out from the bridge, and always keep a navigation log
on paper as well as the automatic ECDIS log.

Other ways of ensuring safe monitoring include:

 Whenever possible, have two electronic navigational systems in operation for
establishing your ship’s position.
 Set a safe time period for the ECDIS alarm to sound before your ship crosses
any safety boundary or threatens to deviate from its planned route.
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  When linked with radar set a generous distance for the ECDIS alarm to sound
if another ship approaches.
 Ensure target tracking devices are set with appropriate safe time and distance
warning limits.

EXERCISE
Here are some questions to consider when deciding what alterations
may be necessary for different parts of the voyage.

1. What needs to be altered to deal with the passing of danger

points in night time rather than daytime?
2. What is the best way of monitoring the voyage plan?
3. When should parallel indexing be used?
4. How does good situational awareness contribute towards the
successful execution and monitoring of the voyage plan?

5.3 Good resource management and the voyage plan

You have now been taken through all four key stages in the voyage plan – Appraisal,
Planning, Execution and Monitoring. You have seen how each of these stages has a
practical application which involves the uses of resources and technology alongside
individual skill and experience. You have also seen how good situational awareness
can make a positive contribution to the voyage plan, and help you achieve best
practice.

EXERCISE
Look back at the notes you made at the beginning of Part 3. How has
your understanding of the voyage plan been changed?

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6 CONCLUSIONS

Whether digital or paper, accurate and up-to-date charts and navigational information
are vital to every ship because of their importance in voyage planning. As well as
being mandatory under both SOLAS and STCW, a good voyage plan is essential for a
safe and efficient voyage. It needs to be prepared well in advance so, as soon as the
departure time is accurately known, the plan must be adjusted to suit this. This may
mean that alterations are required because the tides, traffic and weather may all be
different for various parts of the voyage. Position fixing methods and bridge manning
may need to be altered to deal with the passing of danger points in night-time rather
than daytime.

Once under way, it is important that the watchkeeping officers put into practice good
resource management while they compare the progress of the voyage against the
voyage plan. This will be especially important in confined waters and challenging
traffic situations.

In difficult circumstances good situational awareness will help watchkeeping officers to

control the situation and minimise the adverse consequences.

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7 FURTHER RESOURCES
Publications and regulations
Always consult the latest editions of regulations and publications.

IMO Resolution A.817 (19) – Performance Standards for Electronic Chart Display and
Information Systems (ECDIS)
IMO Resolution A.893(21) Guidelines for Voyage Planning
Bridge Team Operations (NauticaI Institute 2012)
International Chamber of Shipping (ICS) Bridge Procedures Guide (Marisec, 5th Edition)
Maritime Training on Board (5th Edition, 2017) – Len Holder, edited by Dr Chris Haughton
(Witherby Seamanship, 2017)
Passage Planning Principles, ISBN 13: 978 185 609 3220, Anwar & Khalique, (Witherby
Seamanship, 2006)

Organisations
Bundesamt für Seeschifffahrt und Hydrographie www.bsh.de
International Centre for Electronic Navigational Charts (ENCs) www.ic-enc.org
International Chamber of Shipping www.ics-shipping.org
International Electrotechnical Commission www.iec.ch
International Hydrographic Organization www.iho.int
International Maritime Organization www.imo.org
International Association of Independent Tanker Owners (INTERTANKO) www.intertanko.com
National Oceanic and Atmospheric Administration, Office of Coast Survey
www.nauticalcharts.noaa.gov
Nautical Institute www.nautinst.org
PRIMAR www.primar.org
South China Sea Electronic Navigational Charts http://scsenc.eahc.asia
UK Hydrographic Office http://www.gov.uk/ukho
For more information about VTS, go to www.worldvtsguide.org

Related Videotel programmes

Automatic Identification Systems (AIS) (Code 926)
Collision Avoidance CD-ROM (Code 819)
ECDIS Training Course (Code 2000)
Target Tracking Devices (Code 948)
The Safe Use of ECDIS in Practice (Code 1227)
Wind, Waves and Storms, Part 2 – coping with Hazardous Weather (Code 743)

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8 Appendix: ALRS volume numbers

To purchase ALRS volumes, go to www.amnautical.com

Geographical area

Vol. 1-1 Europe, Africa and Asia (excluding the Far East)
Vol. 1-2 The Americas, Far East and Oceania
Vol. 3-1 Europe, Africa and Asia (excluding the Far East)

Vol. 3-2 The Americas, Far East and Oceania

Vol. 6-1 United Kingdom and Ireland (including European Channel Ports)

Vol. 6-2 Europe (excluding UK, Ireland, Channel Ports and the Mediterranean)

Vol. 6-3 Mediterranean and Africa (including Persian Gulf)

Vol. 6-4 Indian Subcontinent, South East Asia, and Australasia
Vol. 6-5 North America, Canada and Greenland
Vol. 6-6 North East Asia
Vol. 6-7 Central and South America, and the Caribbean

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