QUARTERLY EDITION | ISSUE 22 | Q3 2025 LATSCO MARINE MANAGEMENT INC. 9 772653 951008 22 ISSN 2653-9519 Welcoming Newbuildings: A Milestone Moment
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3 LMM V I S I O N ISSUE 22 | Q3 2025 Dear colleagues, Third quarter of the year has already come to an end, and we are glad to share with you the Company’s milestones and achievements of the year. Starting from early of July we proudly welcomed the LPG/C HELLAS BLISS to our fleet the first in a series of four sister vessels from Hyundai Heavy Industries in Ulsan, South Korea and the first dual-fuel LPG carrier under Company’s Ownership. This delivery was followed within September by successful delivery of LPG/C HELLAS PROSPERITY the second one of the series and M/V MARLA ACROPOLIS, bulk carrier from Oshima Shipyards in Japan. In addition, during this quarter we had the opportunity to visit Manila for carrying out Annual Internal Audit, visit the Medical Center and conducting in-house seminar to our Seafarers. We are also delighted that during our visit, we had the opportunity to celebrate the opening of the new office with blessings and speeches for marking the successful inauguration of the new office and good partnership. Every year, during the same period we welcome interns to our Head Office, joining various departments across the Company emphasizing on induction program for introducing them the company’s operations, collaborations, values and culture. Our Strong and Continuous presence to many Forums, Committees, Conferences (INTERTANKO, SIGTTO, SHELL etc.) and University events continued during Q3 2025, enhancing Company’s extravert culture and gaining knowledge on various technological advancements and staying close to all latest developments. We are glad that Company’s personnel with expertise in specific fields are eager to participate in discussion forums sharing their knowledge and bringing new views in our Company! Particularly, future of Shipping Technology at ShipIT Conference, Researcher’s Night at the National Technical University of Athens as proud sponsors of the event was attended by colleagues. Message from COO In this issue 04 LMM at a glance 05 Company News 09 Navigational warfare: An executive summary of jam and spoof status 10 Seafarers’ Interview 12 Stop Work Authority: SAFER Rule 14 Incident Reports 16 Operational Campaign on VECS & VOC 18 Crossword We are proud to be part of the DYNAPORT project, which is now halfway through its 3-year journey and already showing strong progress supporting safer, more cost-efficient, and environmentally friendly Just-in-Time and port call operations. Leading or participating as per Company’s priorities to Social Responsibility and Accountability, we are more than happy with all the initiatives such as Blood donations, running for good purpose. Within September, Company’s employees participated in the “Greece Race for the Cure” and blood donation was held in collaboration with Laiko Hospital. Furthermore, following the plan of Drydocks, two of Company’s MR Vessels HELLAS FIGHTER and HELLAS AVATAR carried out their special Survey at Elefsina shipyard and Company for training purposes, took the initiative to organize a visit from colleagues guided by expertise personnel. Also, one more vessel from the LPG Company’s fleet underwent dry- docking at a shipyard in Shanghai, China. Last but not least, upon completion of Q3 2025, MRM for third quarter took place at Company’s premises with the participation of all Company’s Personnel. In general implementation of Company’s HSQEEnMS was evaluated and verified with appropriate actions taken, as necessary. It is very important to highlight Company’s representatives’ continuous presence onboard emphasizing safety navigation, proper deck equipment and maintenance, proper reporting, and procedures to be followed. The next quarter, we look forward to the delivery of Odyssean the third second hand MR Oil/Chemical Tankers. I would like to thank all Company’s personnel for their hard work and commitment. We need always to identify areas of improvement, take immediate actions and keep towards improving ourselves. Enjoy reading! EDITORIAL Antonis Georgantzis Chief Operating Officer
4 LMM V I S I O N ISSUE 22 | Q3 2025 LMM AT A GLANCE Key Performance Indicators 100 90 80 70 60 50 40 Number of External Inspections 2024 2025 2023 PSC SIRE CDI 30 20 10 0 36 71 19 28 55 11 57 80 19 30 25 20 15 10 5 0 Fleet size 2015 - 2025 | New Building projects Existing Delivered Sold -5 -10 2023 2025 2015 2016 2017 2018 30 13 17 23 25 -2 3 6 2 2 0.5 0.45 0.4 0.35 0.3 0.25 0.2 LTIF / TRCF LTIF TRCF 0.15 0.1 0.05 0 4 5 Number of Observations per SIRE Inspections 2024 2025 2023 3 2 1 0 5.44 4.27 1.81 2020 2021 2 2 27 2019 27 2022 4 28 2 29 -3 -2 -1 6 Sep24-Aug25 Oct24-Sep25 Apr24-Mar25 Aug24-Jul24 30 2024 -3 29 1 May24-Apr25 Jun24-May25 Jul24-Jun25
5 LMM V I S I O N ISSUE 22 | Q3 2025 COMPANY NEWS Newbuilding: Welcome Hellas Bliss In July we proudly welcomed the LPG/C HELLAS BLISS to our fleet. Delivered from Hyundai Heavy Industries in Ulsan, South Korea, this is the first in a series of four sister vessels and the first dual-fuel LPG carrier under Latsco Shipping’s ownership. The vessel will soon join the CHEVRON Time-Charter fleet under a long-term agreement. The naming ceremony was conducted by our colleague and vessel’s godmother, Ms. Ria Thanou, DPA. At the ceremony, Latsco Athens office was proudly represented by Antonis Georgantzis-COO, Nikos Toumazatos-Crew Manager, Christos Tsoukalas- Director, Konstantina Manifava- PMS & Performance Engineer, Marios Mitsopoulos-IT Officer and Eleftherios MaroulakisTechnical Superintendent. Manila Office Opening, Internal Audit & In-house Training From July 8th to 11th, our colleagues Antonis Georgantzis- COO, Christos Tsoukalas- Director, Ria Thanou- DPA, Nikos Toumazatos- Crew Manager, and Aspasia Demenaga-HSQE Officer, visited our new office in Manila for: ●● The annual Internal Audit of the Manning Agent ●● A visit to the Medical Center ●● An in-house seminar for senior seafarers ashore ●● Orthodox and Catholic blessing to mark the opening of our new Premises Giving the Gift of Life: Blood Donation Initiative On July 16th, we once again came together to make a difference through our voluntary blood donation drive, held in collaboration with Laiko Hospital. Staying true to our commitment to fostering a culture of giving, we have planned three blood donation initiatives for 2025—just as we did last year. Dynaport Project We are proud to be part of the DYNAPORT project, which is now halfway through its 3-year journey and already showing strong progress. Over the past six months, significant technical work has been carried out, alongside contributions to international standardization efforts, supporting safer, more cost-efficient, and environmentally friendly Just-in-Time and port call operations.
6 LMM V I S I O N ISSUE 22 | Q3 2025 Sponsors at the Researcher’s Night at NTUA On Friday, September 26, we had the pleasure of attending the Researcher’s Night at the National Technical University of Athens (NTUA) as proud sponsors of the event. This inspiring evening allowed us to connect with young professionals, students, and NTUA professors, exchange ideas, and present our company’s vision and innovative perspective. Representing our company with pride were Petros Vikos- HSQE Manager, Iason Zacharioudakis- OTEM Manager, Dimitris Mytilinis- COMPANY NEWS Newbuilding: Welcoming MARLA ACROPOLIS In September, we proudly celebrated the naming and departure of M/V MARLA ACROPOLIS at Oshima Shipyards in Japan. This vessel marks the third addition to our newbuilding series, following MARLA ROYALTY and MARLA CHAMPION. The predelivery process was successfully completed with the vessel’s delivery from the Yard and her registration under the Marshall Islands flag. Our team was proudly represented by George Margaronis-CEO, Antonis Georgantzis- COO, Christos Triantafyllidis- CFO, Christos Tsoukalas- Senior Executive, Costas Kalargyros -Group HR Director, Panagiotis Fyssas- Fleet Manager and Stelios Drakopoulos- IT Officer. The vessel’s godmother was Ms. Chrysa Papathanasiou- Legal Counsel, who had the honour of naming the ship. Newbuilding: Welcoming HELLAS PROSPERITY In September, we proudly welcomed the LPG/C HELLAS PROSPERITY to our fleet. Delivered from Hyundai Heavy Industries in Ulsan, South Korea, this is the second in a series of four sister vessels and the second dual-fuel LPG carrier under Latsco Shipping’s ownership. The vessel will soon join the CHEVRON Time-Charter fleet under a long-term agreement. At the naming ceremony, Latsco was proudly represented by George Margaronis-CEO, Antonis Georgantzis- COO, Christos Triantafyllidis- CFO, Christos Tsoukalas- Senior Executive, Costas Kalargyros- Group HR Director, Chrysa Papathanasiou- Legal Counsel, John Topakas- Managing Director at Latsco London, and our site office engineers George Koniaris, Dimitris Vlon, Dimitris Bougas and Stavros Sorotos. The role of the vessel’s godmother was assumed by Ms. Angela Antzoulatou- Sr.Manager Term & Commercial Projects at Chevron. Senior Performance Engineer, Anastasis Dardamanis- Performance & Data Engineer, Olympia Merkouri- New Buildings Project Engineer, Niki Kostiani- HR Generalist, Eleftheria Kottaridou- HRBP, and Maria Lagou- HRBP, who engaged with attendees, exchanged ideas, and showcased the dynamic and forward-thinking spirit that defines our team.
7 LMM V I S I O N ISSUE 22 | Q3 2025 COMPANY NEWS Visit to HELLAS AVATAR and HELLAS FIGHTER In September, some of our colleagues had the opportunity to visit our vessels Hellas Avatar and Hellas Fighter, which were undergoing dry dock operations at Elefsina Shipyard. These visits were part of a training initiative designed to provide a deeper understanding of our operations, particularly for colleagues without prior seagoing experience. They offered valuable insights into the technical aspects of vessel maintenance and the complexity of shipyard activities, helping bridge the gap between office and onboard operations. Nikos Stathakis- Fleet Manager, along with Vaggelis Panou- Technical Superintendent, and Antonis Telonis- Electrical Engineer Superintendent, guided the team throughout the shipyard and vessel tour, sharing their valuable knowledge and experience. We would like to thank them all for their time and effort in making these visits both informative and engaging. Race for the Cure 2025: Running for a cause On Sunday, September 28th, our team proudly participated in the “Greece Race for the Cure” in Athens, joining forces with the International Propeller Club to support a cause that truly matters. This annual event aims to raise awareness about breast cancer and promote women’s health, bringing together thousands of participants united by compassion and solidarity. Representing our company on the run were Marina Asimopoulou, Christoforos Chrysafis, Anastasis Dardamanis, John Kottas, Renata Feka and Maria Lagou. Future of Shipping Technology at ShipIT Conference On September 29, our Group IT Manager, Thodoris Galanis, participated in a panel organized by Amazon Web Services (AWS) during the 11th ShipIT Conference. The discussion focused on how the shipping industry is transitioning towards cloud services, highlighting the steps Latsco Shipping has taken on its cloud journey with Amazon Web Services and the support provided by AWS throughout this process. The panel also explored the potential of Machine Learning, Artificial Intelligence, and Generative AI in the maritime sector, showcasing practical use cases and opportunities for implementation.
8 LMM V I S I O N ISSUE 22 | Q3 2025 1 0 PSC DEFICIENCIES 0 0 ACCIDENTS CATEGORY A,B,C TOTAL RECORDABLE CASES 0 0 VETTING OBSERVATIONS 0 UNLAWFUL ACTS 0 PSC DETENTIONS Q32025 Safety Scorecard LTIF COMPLAINTS ENERGY MAJOR REJECTIONS 0 COMPANY NEWS We would like to introduce you our new team members who joined LMM in Q3 2025. New Hires ●● Giorgos Gkorgas, Fleet Accounting Assistant As a result, our current headcount for LMM is 129 employees, with 29 Managers, 62 Officers/Superintendents / Port Captains and 38 Assistants. Promotions Concerning our sea staff, 32 new crew members joined our vessels. Additionally, during this quarter, we succeeded to offer 14 promotions as per below: ●● From 2/O to C/O: 2 ●● From 3/O to 2/O: 1 ●● From D/C to 2/O: 5 ●● From 2/E to C/E: 2 ●● From 3/E to 2/E: 1 ●● From AB to BSN: 2 ●● From ASC to CCK: 1 Promotions & New hires Internships Summer 2025 We are delighted to welcome 18 interns to our Athens office, joining various departments across the company. On July 15th, 16 & 22nd, we held a three-day induction program to introduce them to our operations, interdepartmental collaboration, and our company’s culture and values.
9 LMM V I S I O N ISSUE 22 | Q3 2025 ARTICLE The global maritime industry is confronting a clear and present danger: the weaponization of the Global Navigation Satellite System (GNSS). What was once a trusted utility is now a critical vulnerability, with jamming and spoofing attacks escalating from isolated incidents into a systemic crisis. The threat is no longer theoretical. In Q2 2025 alone over 10,000 vessels were impacted by GNSS interference, leveling an eightfold increase from the previous quarter. Critical chokepoints have become hotspots with nearly 1,000 ships per day experiencing disruptions in the Strait of Hormuz alone. This has led to catastrophic outcomes, including the May 2025 grounding of the container ship MSC Antonia due to deliberate signal spoofing and the fatal June 2025 collision involving the tanker Front Eagle after its systems were paralyzed by jamming. The parallel with the aviation sector, which has seen a 500% spike in spoofing and fatal accidents linked to interference, provides a chilling forecast of the potential for further disaster. The financial repercussions are staggering! War risk premiums have surged adding over $1.2 million in cost to a single VLCC voyage through the Strait of Hormuz. The industry’s deepseated over-reliance on GNSS has created a single point of failure, compromising over a dozen critical bridge systems, from ECDIS to Autopilot with any single disruption. Survival in this new landscape demands a fundamental shift from passive compliance to proactive resilience. The solution is a multi-layered defense combining technology, training and procedure scheme. The industry must swiftly move to adopt multi-constellation, multi-frequency GNSS (L1-L5) receivers with built-in spoofing detection and invest in robust, independent backup Systems. In the long term, emerging technologies will offer a path to true resilience. However, technology alone is insufficient. The most powerful defense is a well-prepared bridge team. Companies must revive traditional navigation skills, mandating rigorous, continuous training in anti-Jam/Spoof identified technics. A culture of healthy skepticism towards electronic aids must be fostered, where constant cross-verification is standard operating procedure. High-fidelity simulation of jamming and spoofing scenarios should become a training cornerstone. Inaction is a decision with unacceptable risks. The adaptive shipping Industry will treat resilience as a competitive advantage, investing in a hardened fleet and skilled crew to ensure the safety and continuity of global trade in the face of navigational warfare. The time for response is now. Navigational warfare An executive summary of jam and spoof status Capt. Evangelos N. Trilivas Marine Superintendent The exponential growth in affected vessels underscores the urgency of the crisis. References ●● Maritime GNSS Interference Worldwide: A Cumulative Analysis 2025. ●● The economic impact on the UK of a disruption to GNSS. UK Government. ●● Middle East on the Precipice: GPS Jamming in the Arabian Gulf and Strait of Hormuz Disrupts 970 Ships Daily. ●● IATA Reports 500% Spike in GPS Spoofing Last Year.
10 LMM V I S I O N ISSUE 22 | Q3 2025 SEAFARERS’ INTERVIEW INTERVIEW WITH SEAFARERS SAFETY IN ACTION: STOP WORK AUTHORITY ONBOARD In this issue, we have the pleasure to host Capt. Gerardo G. Napoles (GN) of Hellas Margarita, Capt. Stijepo Gandolfi (SG) and C/E Noel Jr. Barrido (NB) of Hellas Revenger, and Capt. Jose Levy Rodriguez (JLR) of Hellas Sparta. All of the interviewers are well experienced and we are glad they share with us their knowledge and opinion on Stop Work Authority. Describe how Stop Work Authority is implemented onboard during your service. GN: It is implemented every time. If anyone notices unsafe acts on board, SWA is immediately executed to any crew regardless of his rank. SWA is issued to re-evaluate the risks and produce alternative safe workflow. All crew members, regardless of rank, are empowered and encouraged to stop any task if they believe that conditions are unsafe or if procedures are not being followed. SG: Stop work authority is implemented as final protective barrier prior and during the work itself. Tool box talk and permit system serve its purpose in preparing for the task at hand but stop work enhances the overall safety of the task throughout its completion. NB: Onboard, Stop Work Authority is treated as a standing order for everyone. Every crewmember regardless of rank is encouraged to call a stop anytime when something doesn’t look right. If anyone witness a hazard from work, or feel unsure about the job, they simply raise their hand, call “STOP” and task halt immediately. The team then reassess the situation, establish control measures to eliminate or mitigate hazards and only resumes when everyone agrees it’s safe. JLR: Stop work authority is a fundamental safety concept that empowers individuals to halt any operation they perceive to be unsafe or risky. I always emphasize this to all onboard that there is no exemptions to implement SWA onboard from the top rank down to lowest rank. This grants
11 LMM V I S I O N ISSUE 22 | Q3 2025 SEAFARERS’ INTERVIEW everybody the authority to stop work activities if they identify potential hazards, safety violations or imminent dangers onboard. How do you promote SWA onboard vessel? GN: By emphasizing its importance during safety meetings, drills and safety campaigns, setting examples of issued SWA and giving possible outcomes with and without given SWA practices, and boosting the confidence of every crew to issue SWA in every aspect of life onboard. SG: By emphasizing the need to all crew members to speak up and ensuring that their opinions, concerns and experience are heard and valued. If crew members know their voice and knowledge are valued, they will not be afraid to voice their concerns. NB: We promote SWA by speaking up during toolbox meeting and reminding the team that we all have equal responsibility for safety. JLR: In order the officers and crew to be proactive in implementing SWA is to lead by example. The management onboard should consistently follow safety procedures and address safety concerns promptly. Ensure that all crew members, regardless of rank, feel empowered to exercise SWA without fear of punishment. Recognize/appreciate crewmember that are proactive in implementing SWA particularly during safety meeting or during short talk when in break time. Do you believe SWA improves safety? GN: Yes, because it is human nature to be complacent sometimes and this approach helps maintain a strong safety culture onboard and ensures that all operations are carried out safely and in compliance with company and regulatory requirement. It somehow reduces human error element. SG: I do, reason why is that it builds a culture of watching for one another’s back which has significant impact in the long run. NB: Yes, because it prevents accidents by identifying hazards before they turn into accidents, and it builds culture where everyone watches each other’s back, it shows the value of human life over work activity and pressure. JLR: Yes, it does by empowering all crew members to implement SWA to any operations which they believe is unsafe, thereby preventing accidents before they occur. It also promotes a strong safety culture where the ship’s crew feel comfortable identifying hazards without fear of reprisal, leading to a proactive hazards identification and risk mitigation. How confident is everyone onboard to use SWA? GN: Onboard the vessel, there is a high level of confidence among the crew in using the Stop Work Authority. All personnel are aware that they have the full right and responsibility to stop work whenever they observe an unsafe act or condition, regardless of rank or nationality. SG: Very confident but it depends on a level of experience of the person in question. NB: Confidence varies, but overall, most of us feel encouraged to use it. The stronger the safety culture, the more comfortable the crewmembers are. JLR: The crew onboard are confident to use SWA when they understand fully the company’s policy, received proper training and practice using the authority without reprimand. This builds their confidence as they know the steps to take and feeling supported by management and practicing with colleagues to reduce fear of retribution. What do you need to use SWA? GN: There are six conditions to use SWA. First is the identification of hazard, meaning observing an unsafe act, unsafe condition, equipment defect, procedural deviation or sudden change of environment. Then there’s personal safety concern; a reasonable belief that continuing the task could cause injury, damage or pollution. Third comes the clear communication, which implies Informing the work party by calling “Stop Work”. Fourth is the commitment to safety culture. In other words, understanding that safety takes priority over time, cost or operational issues. Fifth is company and onboard support, that basically translates knowing that the Company, master and senior officers fully support the use of SWA and apply no blame culture. Lastly, the follow up action, which includes reassessment of risk, implementation of corrective measures, and confirmation that the conditions are safe before resuming work. SG: Will and courage from the person using it and continuous support from Officers for it to be used. All other items we have for stopping work are just extras but these three I listed previously are critical. NB: To use SWA, all we need is a valid safety concern, courage to speak up, support from crew and officers, a culture where stopping is respected and encouraged, clear understanding of procedures to recognize when something is off, and most importantly is the assurance that safety comes first. JLR: To carry out training to the ship’s personnel on identifying, the clear authority to stop work without fear of punishment and a process for notifying others, investigating the issue, correcting the problem and resuming work only when it is safe.
12 LMM V I S I O N ISSUE 22 | Q3 2025 SAFER RULE Stop Work Authority safety4sea.com Stop work Assess danger Find controls Estimate risk Resume work Stop Work - When an employee perceives an unsafe condition, hazard, or behavior on the working place or during a task, he/she is responsible to stop work Asses dangerous conditions - Stop work activities and make the area as safe as possible by recognizing the hazards and mitigating them Find additional control measures - Additional or alternate control measures should be used and the person in charge should estimate every possibility or dangerous factor that relates to the task. Estimate new risk level - A new risk assessment should be conducted, addressing risks and hazards that had not been assessed before the operation leads to Stop Work. Resume Work - When all risks and hazards have been recorded and removed, employees will be informed on the actions were followed and afterwards work should be resumed.
13 LMM V I S I O N ISSUE 22 | Q3 2025 STOP! WORN OUT FIXED WORN OUT STOP! FIXED STOP! SAFE EXAMPLES
14 LMM V I S I O N ISSUE 22 | Q3 2025 INCIDENT REPORT Incident Description Vessel was at Turpas Refinery Terminal discharging crude oil cargo, when, deck officer observed black smoke coming from funnel. Shortly afterwards, black soot traces were detected on sea surface alongside vessel’s portside by the terminal. Crew proceeded on board with immediately recuring boiler load to minimum and commenced troubleshooting. Master reported incident to Company, as per applicable procedures. As identified, the automatic fuel oil regulating valve had been stuck in a nearly closed position, impacting the fuel / air ratio and resulting into black smoke and soot to be developed. Crew had the valve unstuck and maintained a close monitoring throughout discharging operation, which had not been interrupted and was safely completed without any further issue. Local authorities boarded the vessel, carried out an inspection and handed Master a report for causing pollution, while terminal issued relevant Letter of Protest (LOP). Potential Outcomes ●● Excessive emission of black smoke and creation of black soot on sea surface (severe environmental pollution) ●● PSC Detention ●● Impact on commercial status of vessel & company ●● Delays with vessel’s schedule ●● Interruption / suspension of cargo operation ●● Loss of hire Root Causes I. Substandard Action ●● Aux. boilers operating with ‘stuck’ automatic fuel oil regulating valve II. Substandard Conditions ●● Automatic fuel oil regulating valve was found to be stuck ●● Improper fuel/air ratio for combustion ●● Black smoke/ soot development IΙΙ. Job Factor ●● Inadequate preventive maintenance Corrective / Preventive Actions ●● Circulated among fleet vessels with the aim to increase awareness to all involved personnel focusing on identified root causes and analyzing the established corrective and preventive actions through a team-engaged and openLessons learned Ensure regular inspections and testing of the fuel oil supply line’s automatic regulating valve, promptly addressing abnormalities to prevent environmental pollution and avoid operations disruptions. Black smoke and soot traces during discharging operation ended questions discussion onboard. ●● Incident and identified causes included in the Company’s troubleshooting database that has been developed based on Company’s own service experience acquired from the operation of Boiler Systems. ●● Company’s Procedures for pre-arrival preparation for cargo operation enriched for incorporating specific inspection of automatic fuel oil regulating valve for vessels using flue gas during cargo operations. ●● Company’s PMS for automatic fuel oil regulating valve to be amended so that the frequency of inspection to be reduced from six (06) to three (03) months, while enriching the scope by underlining the need to re-tighten connection fitting of the control air supply to the pneumatic controller. ●● Investigation report to be included in the agenda of next in-house training seminar that will be conducted at Company’s premises with the participation of all available crew members. Emphasis to be given on the operation and testing of all Valves for the Auxiliary Boilers and FO Line, while highlighting the Company’s Safety and Environmental Culture in all on board operations. Team Engagement & discussion topics ●● Describe what can cause black smoke to be emitted from funnel? ●● Describe what can cause black soot to be developed? ●● Which parts of Inert Gas System & Piping are critical on board for the cargo operation?
15 LMM V I S I O N ISSUE 22 | Q3 2025 Incident Description During routine operation, the emergency fire pump was found out of working order. The mechanical seal of the emergency fire pump was totally destroyed during morning hours during normal operation and while vessel was waiting for pilotage. Seawater leak occurred due to muddy water at vessel’s location. The water level rose up rapidly, resulting in the electric motor becoming submerged. Crew immediately stopped the pump and commenced drainage of the flooded space. At same time, started the General Service Pump #1 to ensure that there is a backup measure in place for firefighting means in case required. Crew replated the mechanical seal but had to wait for the drying of the motor. A few hours earlier on same day, the emergency fire pump was tested by the responsible crew and found in good working order. Incident had been reported to Company, in line with Company’s Procedures, while same was brought to the attention of Classification Society who verified the proper operational condition of Emergency Fire Pump. Potential Outcomes ●● Personnel Injury or Casualty ●● Fire / Explosion ●● Property Damage (Excessive) ●● Not being possible to repair the Emergency Fire Pump ●● Not being able to respond to an emergency fire Root Causes I. Substandard Actions ●● Failure to secure (apparent water leakage) ●● Failure to warn (no alarm / warning / indication prior incident) II. Substandard Conditions ●● Defective materials/Failure (mechanical seal failure) ●● Hazardous environmental conditions (flooded emergency fire pump pit) ●● Prevailing muddy water conditions (other) IΙΙ. Job Factor ●● Excessive wear & tear Corrective / Preventive Actions ●● Circulation of investigation report, along with deriving Lessons Learnt, among fleet vessels with the aim to increase awareness to all involved personnel focusing on identified root causes and analyzing the established corrective and preventive actions through a team-engaged and open-ended questions discussion on board. ●● Inclusion of investigation report, in the agenda of next Lessons learned Environmental conditions (muddy or silty waters) can critically affect mechanical components which may result into water leakages into Engine Room. Emergency Fire Pump mechanical seal failure in-house training seminar that will be conducted at Company’s premises with the participation of all available crew members. Emphasis to be given on the importance of keeping the ROB of critical spares in line with minimum ones required by Company and being alert for any abnormal situation in emergency fire pump. ●● Evaluation of the development of an onboard motor interchangeability chart for fleet vessels. Objective is to map onboard serviceable motors to potential applications in case of unforeseen failures, enabling immediate and practical substitution. Upon development, such will be presented to Top Management for further assessment and integration, as applicable, into Company’s Management System. Team Engagement & discussion topics ●● Describe the machinery / equipment on board connected with vessel’s sea chests ●● What can cause seawater leakage into Engine Room? ●● What can cause mechanical seal of emergency fire pump to fail? INCIDENT REPORT
16 LMM V I S I O N ISSUE 22 | Q3 2025 CAMPAIGN This report provides an evaluation of the VECS & VOC Operational Campaign which was conducted from May 2025 to 1st September 2025. Its objective was to ensure that all deck officers possess a thorough understanding of the relationship between loading rates, venting system limitations, and alarm configurations, as outlined in company procedures and vessel-specific documentation. Analysis The campaign included a questionnaire consisting of thirteen (13) questions, which all deck Officers were required to complete. The HSQE Department has collected all responses, and metrics have been generated based on crew participation rates. Metrics ●● A total of 89 deck officers participated in this campaign, representing approximately 89% of the expected participants. The exact number of required participants could not be determined due to crew changes and other operational factors. ●● The Highest Average Score is 12/13. ●● The Lowest Average Score is 6.33/13. 0 2 4 6 8 10 12 14 Vessel 1 Vessel 2 Vessel 3 Vessel 4 Vessel 5 Vessel 6 Vessel 7 Vessel 8 Vessel 9 Vessel 10 Vessel 11 Vessel 12 Vessel 13 Vessel 14 Vessel 15 Vessel 16 Vessel 17 Vessel 18 Vessel 19 Vessel 20 AVERAGE SCORE PER VESSEL Comment: The Vessels with the highest Average Score are Lady Henrietta with 12/13, Erietta Latsi with 11.33/13, and Captain Spiro with 11/13. OPERATIONAL CAMPAIGN ON VECS & VOC 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Question 9 Question 10 Question 11 Question 12 Question 13 85.0% 86.3% 85.0% 25.0% 85.0% 95.0% 88.8% 47.5% 91.3% 92.5% 60.0% 36.3% 41.3% Total Correct Answers Per Question (%) Comment: This graphic refers to the percentage of correct answers per Question.
17 LMM V I S I O N ISSUE 22 | Q3 2025 CAMPAIGN 9.76 9.25 9.11 8.67 8.00 8.20 8.40 8.60 8.80 9.00 9.20 9.40 9.60 9.80 10.00 MASTER CHIEF OFFICER 2ND OFFICER 3RD OFFICER Average Score (Master, C/O, 2nd Officer, 3rd Officer) Comment: Master achieved the Higher Average Score with 9.76/13 points. Better score ●● Question no. 6: What multiplying factor must be applied to the cargo loading rate when calculating minimum venting capacity? ●● Question no. 9: What is the highpressure alarm set point (mmWG) for your vessel in NON-VECS mode? ●● Question no. 10: What is the highpressure alarm set point (mmWG) for your vessel in VECS mode? Lower score ●● Question no. 4: What is the maximum loading rate when loading a single cargo tank through one manifold? ●● Question no. 8: Identify the primary and secondary means of cargo tank venting used during loading operations on your vessel. ●● Question no. 11: What actions must be taken immediately if a high-pressure alarm is triggered during cargo loading? ●● Question no. 12: List key pre-loading checks to confirm readiness of the PV system and cargo tank venting arrangement. ●● Question no. 13: What are the risks and implications if the PV breaker activates during loading operations? Conclusion Based on the above, the following actions are established: ●● Inclusion in in-house training agenda: The subject evaluation will be added to the agenda of the next in-house training session. The goal is to emphasize the importance of these aspects and raise awareness among all personnel involved. ●● Circulation of evaluation and questionnaire: The Evaluation of Campaign, along with the questionnaire with correct answers, will be circulated across all fleet vessels. Instructions will be given to include this topic in the discussions during the next scheduled Safety Committee Meeting onboard, with the aim to promote and enhance safety awareness onboard and fostering the Safety culture towards the proper implementation of Company’s procedures. 9.76 9.25 9.11 8.67 8.00 8.20 8.40 8.60 8.80 9.00 9.20 9.40 9.60 9.80 10.00 MASTER CHIEF OFFICER 2ND OFFICER 3RD OFFICER Average Score (Master, C/O, 2nd Officer, 3rd Officer) Overall, the incorrect answers were identified due to participants not including all the required information in questions that required their input and were not multiple-choice.
18 LMM V I S I O N ISSUE 22 | Q3 2025 Environmental conditions can critically affect mechanical components which may result into water ... into E/R. “GNSS” stands for Global ... Satellite System. 3. 6. The over-reliance on GNSS has created a single point of ..., compromising over a dozen critical bridge systems. “VOC” stands for Volatile ... Compounds. The fuel oil supply line’s automatic regulating valve should be regularly inspected to prevent ... pollution. The SAFER Rule includes Stop work, Assess danger, Find controls, ... risk and Resume work. 1. 2. 4. 5. Across Down 1 2 3 4 5 6 LMM VI S ION QUARTERLY EDITION ISSUE 22 – Q3 2025 ISSN: 2653-9519 A JOINT PUBLICATION OF LATSCO MARINE MANAGEMENT INC. & SAFETY4SEA © LATSCO MARINE MANAGEMENT INC. (LMM) © SAFETY4SEA LMM 4, Xenias Str, 14562, Kifisia www.latsco.com SAFETY4SEA 2, Afentouli Str, 18536, Piraeus info@safety4sea.com www.safety4sea.com DISCLAIMER / TERMS OF USE The content of this magazine is provided by LATSCO MARINE MANAGEMENT INC. (LMM) & SAFETY4SEA for information sharing and educational purposes only. While both LMM & SAFETY4SEA have taken due care and diligence to ensure that all the information and material provided herein is, to the best of their knowledge and understanding, true accurate and complete. Furthermore LMM & SAFETY4SEA make no representations or warranties of any kind, express or implied, about the completeness, accuracy, reliability, suitability or availability with respect to the Information. Any reliance placed on such Information is therefore strictly at the readers own risk and no responsibility is accepted for any loss or damage howsoever arising. The reproduction or distribution of any part of this publication in part or as a whole is NOT permitted without the prior written consent of LMM & SAFETY4SEA as all intellectual property rights are fully reserved by LMM & SAFETY4SEA for their own content respectively. Furthermore LMM has no liability whatsoever with regards to the material provided by SAFETY4SEA, while SAFETY4SEA has no liability whatsoever with regards to the material provided by LMM within this publication. This disclaimer shall be governed by and construed in accordance with English law. CROSSWORD Crossword Answers 1.FAILURE 2.ORGANIC 3.LEAKAGES 4.ENVIRONMENTAL 5.ESTIMATE 6.NAVIGATION
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