QUARTERLY EDITION | ISSUE 24 | Q1 2026 LATSCO MARINE MANAGEMENT INC. 9 772653 951008 24 ISSN 2653-9519 THE 5 LEVELS OF SAFETY CULTURE Safety Awareness Campaign: Reporting of ‘Unsafe Acts’ and ‘Weak Signals’
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3 LMM V I S I O N ISSUE 24 | Q1 2026 Dear colleagues, The first quarter of the year has already come to an end, and we are glad to share with you the Company’s milestones, challenges and achievements of the year. As we conclude the first quarter of 2026, I would like to reflect on a period defined by solid progress across our fleet, active engagement with the maritime community, and continued investment in our people and future talent. In January, we welcomed the VLGC Atlantic Voyager, delivered from Hyundai Heavy Industries in Ulsan, South Korea. As the third vessel in a series of four LPG carriers under Latsco Shipping’s ownership, and the first bareboat charter agreement with Chevron, further strengthening our strategic partnerships. Shortly after, we celebrated the naming and departure of M/V MARLA SAMURAI from Oshima Shipyards in Japan, the fourth vessel in our MARLA DRY newbuilding series. This achievement reflects the steady execution of our long-term dry fleet strategy, with two additional deliveries scheduled through 2026 and 2027. A key highlight of the quarter was our Annual Management Review Meeting, held in a first practiced two-part format at Company’s premises and offsite. The discussions provided valuable alignment across the organization, enriched by a panel with our Principal, Mr. Paris Kasidokostas LatMessage from COO In this issue 04 LMM at a glance 05 Company News 10 HELLAS DIANA Dry Docking & Scheduled Repairs 12 Seafarers’ Interview 15 Safety Awareness Campaign: Reporting of ‘Unsafe Acts’ and ‘Weak Signals’ 18 3/E right forearm fractured bone 19 Crossword sis, and CEO, Mr. George Margaronis, as well as insights from an external partner on negotiation and communication. We were also proud of the recognition received by MARLA BULL from the Marshall Islands Flag for its Search and Rescue operation in the Mediterranean, a powerful reminder of our crews’ professionalism and our strong commitment to safety at sea. Finally, our continued focus and investment on people was reflected in initiatives such as the YES FORUM Open Day, the University of Piraeus Internship Day, and our engagement with the National Technical University of Athens. We also appreciate our colleagues who supported ELEPAP through the Athens Half Marathon, demonstrating our shared commitment to social responsibility. As we move into Q2 2026, we do so with strong momentum and a clear focus on operational excellence, collaboration, and sustainable growth. Thank you all for your continued dedication and contribution. 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 About LMM LATSCO MARINE MANAGEMENT INC. (LMM) has been established since 1st of October 1997 as a Ship Operating Company. The Company provides with worldwide ship management services, including: • Operation services, including assistance in Charter Party agreements; • Technical ship management services; • Newbuilding services; • Ship and equipment maintenance; • Crewing and crew management; and • Procurement of goods and services, including insurance. LMM is currently managing a fleet of Oil Tankers, Chemical Tankers & LPG Carriers. The vision of LMM is to become the leaders in our field through continuous development of business excellence, health, safety, quality, protection of the environment and energy efficiency, while treating in a responsible manner the social concerns of the Industry and in a continuous interaction with our Stakeholders. The mission of LMM is to operate in the most safe, efficient and effective way a continuously growing fleet of oil, chemical and LPG carriers serving the needs of our customers, protecting their interests and fulfilling their expectations, by providing and maintaining a working environment where the risk is properly appreciated, understood and managed. LMM is committed to Safety and Continual Improvement through aiming at Operational Excellence.
4 LMM V I S I O N ISSUE 24 | Q1 2026 LMM AT A GLANCE Key Performance Indicators 100 90 80 70 60 50 40 Number of External Inspections 2025 2026 2024 PSC SIRE CDI 30 20 10 0 36 71 19 50 75 15 30 35 25 20 15 10 5 0 Fleet size 2016 - 2026 | New Building projects Existing Delivered Sold -5 2023 2025 2016 2017 2018 26 17 23 25 6 2 2 0.50 0.45 0.40 0.35 0.30 0.25 0.20 LTIF / TRCF LTIF TRCF 0.15 0.10 0.05 0 4 5 Number of Observations per SIRE Inspections 2025 2026 2024 3 2 1 0 5.44 4.2 2020 2021 2 2 27 2019 27 2022 4 28 2 29 -3 -2 -1 6 Oct24-Sep25 Dec24-Nov25 Jan25-Dec25 Nov24-Oct25 30 2024 -3 -3 29 5 2026 31 2 2 11 21 2 3.52 Apr25-Mar26 Mar25-Feb26 Feb25-Jan26
5 LMM V I S I O N ISSUE 24 | Q1 2026 COMPANY NEWS Newbuilding: Welcome Atlantic Voyager On the 27th of January 2026, we welcomed our new VLGC Atlantic Voyager. Delivered from Hyundai Heavy Industries in Ulsan, South Korea, this is the third in a series of four sister vessels, an 87K dual-fuel LPG carrier under Latsco Shipping’s ownership. It marks an important milestone as it is the first vessel being on bare boat charter to Chevron. At the ceremony, Latsco Athens office was proudly represented by Antonis Georgantzis - COO, Christos Triantafyllou - Deputy Technical Manager, and Christos Tsoukalas - Director. The vessel’s God mother was Mrs. Marissa Badenhorst, VP Health, Safety & Environmental at Chevron. Newbuilding: Welcome Marla Samurai On 29th of January 2026, we proudly celebrated the naming and departure of M/V Marla Samurai from Oshima Shipyards in Japan. This vessel marks the fourth addition to our newbuilding series, following its sister vessels, Marla Royalty, Marla Champion and Marla Acropolis. The vessel is registered under the Marshall Islands flag and will be followed by two additional vessels (to be delivered in 2026 & 2027) that will complete this newbuilding project for Marla Dry. The signing and delivery ceremony was attended by our senior Management team, George Margaronis - CEO, Christos Triantafyllidis - CFO, Christos Tsoukalas – Director, and Kyriakos Spoulos - Legal Counsel, and Steve Emmott - Advisor, alongside Marla Dry team that coordinated vessel’s preparation for its future endeavors.
6 LMM V I S I O N ISSUE 24 | Q1 2026 Marshall Islands Flag honors Marla Last year, MV Marla Bull was involved in a Search and Rescue (SAR) operation in the Mediterranean Sea, approximately 29 nautical miles south of Crete. Following instructions from Olympia Radio under the coordination of MRCC Piraeus, the vessel promptly altered course and proceeded at best safe speed to the designated search area. Upon arrival, the crew identified a rubber boat carrying 27 persons in distress. The rescue operation was immediately initiated, and all individuals were safely recovered onboard. In recognition of this action, Marla was honored by the Marshall Islands Flag on March 18 this year. This distinction recognizes the crew’s actions and our commitment to safety at sea. COMPANY NEWS Pita Cutting YES Forum On January 29th, 2026, the YES Forum held its Pita Cutting event at Athénée, bringing together supporters and members of the maritime community. Christoforos Chrysafis represented our company at this special evening. Chios Marine Club On January 30th, the Chios Marine Club held its Annual Pita Cutting Ceremony at the Grand Hyatt Athens, bringing together members of the maritime community for an evening of celebration and recognition. Management Review Meeting This year’s Management Review Meeting (MRM) took place in a refreshed two‑part format. The first sessions were held at our premises, Hellas Fos, on February 8 & 9, followed by the concluding part on February 13 at the Four Seasons Astir Palace Hotel Athens. This year’s event featured a dedicated session with our Principal, Paris Kasidokostas, who joined our CEO, George Margaronis in a very interesting panel. Moderator of this panel was our Group HR Director, Costas Kalargyros. During this discussion, Mr. Kasidokostas shared valuable insights on our strategy, the direction of our industry, and the heritage of our organisation. As always, all anonymous questions that had been gathered in advance were addressed to the panel and thoughtfully answered. It was a great hearing directly from our Principal about our story, our direction, and the future ahead. A special highlight of this year’s MRM was welcoming Mr Yiannis Dimarakis, Managing Partner of Scotwork, who shared valuable and actionable insights on negotiations. His approach encouraged us to think more strategically about how we communicate, collaborate, and navigate complex discussions. The event fostered transparency, collaboration, and a shared commitment to continuous improvement, reinforcing the strength of our collective efforts as we move forward together.
7 LMM V I S I O N ISSUE 24 | Q1 2026 COMPANY NEWS Latsco at UNIPI Internship Program Information Day On March 5th, Latsco participated in the Internship Day held at the central building of the University of Piraeus. The company was represented by Vana Tampone, HRBP, and Maria Lagou, HRBP, who presented Latsco’s profile and our Internship Program to participating students. YES Forum Open Day at Latsco On March 3rd, we had the pleasure of hosting an Open Day at our offices in collaboration with YES Forum. During the event, students had the opportunity to attend presentations by our HR team and our HSQE Manager gaining insights into our company’s history, culture, and way of working. Operations, Technical, and Crewing departments, offering them a comprehensive view of our organization and the shipping industry. A big thank you to Giannis Moschatos, Petros Vikos, Evangelos Andrikopoulos, Stefanos Koukolis, and Nikos Toumazatos for their significant contribution! Latsco at Mechanical Engineering of NTUA On March 20th, Petros Vikos, our HSQE Manager, visited the School of Mechanical Engineering at the National Technical University of Athens (NTUA) as an invited guest lecturer as part of the course Fluid Mechanics II. Petros, as a graduate of Mechanical Engineering of NTUA, shared the career opportunities available to mechanical engineers within the shipping industry and explored the key characteristics of the sector, the essential skill set required, and the practical applications of fluid mechanics in shipping operations. The lecture was further enriched by the presence of Panagiotis Fyssas, Marla Fleet Manager, who shared his professional journey and, and Maria Lagou, HRBP, who emphasized on Latsco’s internship program.
8 LMM V I S I O N ISSUE 24 | Q1 2026 COMPANY NEWS On March 8, our colleagues participated in the Athens Half Marathon alongside ELEPAP’s Cool Runners, supporting the association’s Brave Children. As proud sponsors of this initiative, we were delighted to support such a meaningful cause. Athens Half Marathon – Supporting ELEPAP Blood donation As we’ve stepped into 2026, our commitment to fostering a strong culture of voluntary blood donation continues. The first blood drive of the year took place on Thursday, March 19th, at Hellas Fos. Our colleagues who participated and demonstrated solidarity and generosity: Giorgos Psaltis, Nikoletta Tzamakou, Nikos Stathakis. Eleftheria Kottaridou, Maria Lagou, Christoforos Chrysafis, Archontoula Vlachou, Petros Gilipathis, Panagiotis Tsirikos, Christos Triantafyllou, Marios Mitsopoulos, John Koulouris, Panagiotis Papachristos, Angelos Telonis and Antonis Chatzidoulis.
9 LMM V I S I O N ISSUE 24 | Q1 2026 0 0 PSC DEFICIENCIES 0 0 ACCIDENTS CATEGORY A,B,C TOTAL RECORDABLE CASES 0 5 VETTING OBSERVATIONS 0 UNLAWFUL ACTS 0 PSC DETENTIONS Q12026 Safety Scorecard LTIF COMPLAINTS ENERGY MAJOR REJECTIONS 0 COMPANY NEWS We would like to introduce you our new team members who joined LMM in Q1 2026. New Hires ●● A. Vappas: IT Operations & Fleet Manager ●● G. Psaltis: Marine Superintendent ●● A. Dermanis: Crew Operator As a result, our current headcount for LMM is 129 employees, with 27 Managers, 71 Officers/Superintendents / Port Captains and 31 Assistants. Promotions ●● A. Foti and M. Alourdas: Fleet Accounting Officer ●● T. Galanis: Group IT & Cyber Security Manager ●● G. Theodoropoulos: Cyber Security Officer ●● A. Arabatzoglou: Vetting & Crew Training Manager ●● M. Ioannidou: Crew Training Officer ●● M. Katheklakis & N. Papathanasiou: Vetting Officer Concerning our sea staff, 96 new crew members joined our vessels. Additionally, during this quarter, we succeeded to offer 26 promotions as per below: ●● From C/O to Mstr: 2 ●● From 2/O to C/O: 1 ●● From 3/O to 2/O: 5 ●● From D/C to 2/O: 7 ●● From 3/E to 2/E: 2 ●● From EC to 3/E: 6 ●● From OS to AB: 1 ●● From ASC to CKK: 1 ●● From MSN to ASC: 1 Promotions & New hires 0 0 PSC DEFICIENCIES 0 0 ACCIDENTS CATEGORY A,B,C TOTAL RECORDABLE CASES 0 5 VETTING OBSERVATIONS 0 UNLAWFUL ACTS 0 PSC DETENTIONS 12026 Safety Scorecard LTIF COMPLAINTS ENERGY MAJOR REJECTIONS 0
10 LMM V I S I O N ISSUE 24 | Q1 2026 ARTICLE Liquefied Natural Gas carriers (LNG/cs) remain among the most technically advanced vessels in the maritime industry. Designed to transport LNG at cryogenic temperatures of approximately -162°C, these vessels incorporate highly specialized systems, cryogenic materials, and require dedicated operational expertise and procedures. Due to the complexity of LNG containment systems, propulsion technologies, cargo handling equipment, and firefighting and lifesaving systems, scheduled repairs and maintenance are critical to ensuring reliability, regulatory compliance, environmental protection, and operational efficiency. Delays caused by technical failures or inadequate maintenance may result in operational downtime, significant financial losses, safety incidents, and environmental risks. Scheduled LNG carrier repairs cannot be considered routine activities for either the Company or the repair Shipyards, as they require extensive planning and coordination among multiple suppliers, service engineers, and crew members with specialized technical expertise. HELLAS DIANA Dry Docking & Scheduled Repairs Elias Karystios Managing Director
11 LMM V I S I O N ISSUE 24 | Q1 2026 ARTICLE A typical LNG carrier dry docking may include, but is not limited to: ●● Hull inspection and steel renewal (particularly in cases involving severe contact with docks or tug boats). ●● Propeller and rudder maintenance. ●● Hull coating and anti-fouling application. ●● Ballast tank inspection. ●● Structural repairs (although uncommon, as these vessels are designed for a fatigue life of approximately 40 years). ●● Maintenance of cargo handling equipment, including cargo pumps, relief valves, and re-liquefaction systems. ●● Containment system integrity inspections and testing. ●● Propulsion system maintenance, including main engines. ●● Auxiliar equipment maintenance (works that cannot be performed during sailing). ●● HV equipment inspection and servicing. ●● Navigational equipment servicing. ●● Firefighting and lifesaving equipment servicing in accordance with applicable requirements. Due to the extensive scope, it is common practice for the Shipyard selection process to begin well in advance of the scheduled dry docking period. Early planning is essential, as only a limited number of Shipyards worldwide possess both the infrastructure and the expertise required to handle LNG carriers. One of the primary evaluation criteria is the Shipyard’s previous experience with LNG vessels. Consequently, Shipyards with a strong LNG repair portfolio are generally preferred. As in most cases, the Shipyard selection for LNG carrier repairs is conducted through a competitive tendering process. For this particular case, the Company issued detailed repair specifications to six selected Shipyards (in Europe, Asia and Middle East), which subsequently submitted both commercial and technical proposals. These proposals were evaluated based on cost, schedule, technical capability, safety performance, quality assurance systems, and previous LNG project experience. Following a physical audit, Damen Brest was selected as the preferred Shipyard for the HELLAS DIANA dry docking, as it combined all of the above requirements. In addition, its geographical location contributed to minimizing off-hire losses, while also accommodating the Charterers’ instructions and preferred routing. Although the Company had no prior experience with this specific Shipyard, and despite the additional unexpected works that arose during the project, the dry docking was completed within the required timeframe and without major impact on the vessel’s commercial obligations. Immediately following the completion of the dry docking, a gassing-up and cooling-down operation was safely carried out alongside within Shipyard premises by an appointed by Company LNG bunker barge, enabling HELLAS DIANA to resume her commercial voyage prior to departing the Shipyard. The successful completion of the HELLAS DIANA dry docking was the result of thorough planning (a process initiated nearly one year in advance) and the effective execution and cooperation of all Departments involved. This ensured the timely and efficient completion of all scheduled repairs during the dry docking period. We would like to thank all office staff and crew members for their valuable contribution and effective involvement throughout both the preparation phase and the dry docking itself. As we now look ahead to the upcoming dry docking of HELLAS ATHINA, we remain confident and hopeful of achieving equally successful results.
12 LMM V I S I O N ISSUE 24 | Q1 2026 SEAFARERS’ INTERVIEW INTERVIEW WITH SEAFARERS THE 5 LEVELS OF SAFETY CULTURE In this issue, we have the pleasure to host Capt Pavlos Georgiadis (PG) and C/E John Cenon (JC) of Captain Spiro, and Capt. Benedikt Seman (BS) and C/E Nikolaos Fragkakis (NF) of Hellas Marianna. All of the interviewers are well experienced and we are glad they share with us their knowledge and opinion on Safety Culture. Describe what do you understand by the term “Safety Culture”. PG: Safety culture is a shared perception of safety policies, procedures, practices and behaviors of seafarers as well as the companies in which they work. Safety culture is a significant determinant of safety outcomes and is a leading indicator of accidents and injuries. It is of high significance to note that solely having a safety procedure does not create safety culture on board. JC: Safety culture is a mindset that shows how much a person is committed to safety with regards to his work, vessel, cargo and crewmates. BS: The term Safety Culture on board refers to the shared attitudes, values, beliefs, and behaviors through which all crew members, together with management, consistently prioritize health, safety, and environmental protection in every aspect of their work. A strong safety culture goes beyond simply complying with procedures or completing mandatory checklists. It fosters a proactive commitment to identifying hazards, managing risks, and preventing incidents before they occur. By encouraging open communication, continuous learning, and personal accountability, a positive safety culture helps ensure the safety of personnel, the vessel, cargo, and the environment. NF: Safety culture refers to the shared values, beliefs, attitudes, and behaviors that determine an organization’s commitment to health and safety management especially onboard vessels that are such a demanding place of work regarding danger. Based on the Safety Culture Matrix, what do you think is the level of safety culture on board? Could you provide an example to support your assessment? PG: Based on the Safety Culture Matrix, I would assess the level of safety culture on board our vessel as Proactive. On many occasions, we have successfully identified and addressed potential risks as part of our daily planning, preventing them from escalating into incidents. For example, during a deck-painting operation, a crew member noticed that another crew member was not wearing safety goggles despite the strong wind conditions. The Stop Work Authority was immediately exercised, and the task was halted. The crew member was instructed to wear the appropriate eye protection and to reposition himself away from the wind direction to prevent paint from splashing onto his face or eyes. This proactive intervention elimi-
13 LMM V I S I O N ISSUE 24 | Q1 2026 nated the risk and allowed the work to continue safely. JC: I would describe the safety culture on board as Generative, where safety is deeply embedded in our daily operations and decision-making processes. Safety is the first and foremost priority, and every task is carried out with the objective of protecting our crew, vessel, cargo, and the environment. A key factor in maintaining this level of safety culture is strict adherence to company procedures and established safety management systems. Following these procedures consistently helps ensure that risks are effectively controlled and operations are conducted safely. Furthermore, the active sharing of experiences, lessons learned, and knowledge among crewmembers promotes continuous learning and improvement. This open exchange of information enhances safety awareness, strengthens teamwork, and contributes to the ongoing development of a positive and sustainable safety culture on board. BS: I would rate the level of safety culture on board as Proactive. Crew members actively identify potential risks and take preventive measures before incidents occur, demonstrating a strong commitment to safety. A good example of this proactive approach is the debriefing conducted after a complex and high-risk operation that was completed successfully. Rather than simply accepting the positive outcome, the team reviewed the operation to identify the communication methods, planning processes, and safety behaviors that contributed to its success. These best practices were then documented and shared to help standardize future operations and further enhance safety performance on board. NF: Based on my experience on board, I would assess the level of safety culture as Generative. Safety is fully integrated into every aspect of our operations and is considered a core value rather than just a requirement. From company procedures and safety instructions to toolbox talks, risk assessments, and work-planning meetings conducted by the officers, safety is consistently incorporated into all activities on board. A good example of this is the effective coordination between the vessel and the shore office during demanding operations or major maintenance tasks, such as a main engine piston overhaul. This type of work involves significant risks and requires careful planning, communication, and strict adherence to safety procedures. By applying strong safety practices throughout the operation, the crew successfully completed the task without any incidents or injuries. The successful and safe completion of such complex jobs demonstrates the high safety standards maintained on board and reflects a mature, generative safety culture where everyone is actively committed to safe operations and continuous improvement. What action will you take (starting from tomorrow) to improve safety culture onboard? PG: Seafarers perform their duties in a multicultural working environment, where differences in language, communication styles, and cultural perspectives can influence safety performance. To further strengthen and maintain a positive safety culture, I would focus on recognizing and addressing any cultural biases or barriers that may arise among both seafarers and shore-based personnel. By understanding and respecting these differences, the organization can promote effective communication, teamwork, and mutual trust, all of which are essential for safe operations. In addition, a strong safety culture cannot be achieved without effective leadership and a clear commitment to safety at all levels of the organization. Leaders play a crucial role in setting expectations, communicating safety standards, promoting hazard identification, and encouraging open reporting of concerns. By consistently demonstrating that safety is a top priority, leaders can motivate shipboard personnel to adopt safe behaviors and actively contribute to the continuous improvement of safety performance. SEAFARERS’ INTERVIEW
14 LMM V I S I O N ISSUE 24 | Q1 2026 JC: I will lead by example and demonstrate to my crewmates the importance of maintaining a strong safety culture on board. By consistently following safety procedures and promoting safe working practices, I can encourage others to do the same. I will also share my experiences, knowledge, and lessons learned regarding safety with my crewmates. This will help increase their awareness, strengthen their commitment to safe operations, and contribute to the continuous improvement of the overall safety culture on board. BS: To further strengthen the safety culture on board, I will continue to lead by example by consistently complying with all PPE requirements and safety regulations. Demonstrating safe behaviors in everyday operations encourages other crew members to do the same. I will also promote the use of near-miss reports as valuable learning opportunities. These events will be openly discussed during safety committee meetings to identify lessons learned and implement preventive measures, while reinforcing a fair and no-blame reporting culture. Crew members will be encouraged to actively identify, report, and address workplace hazards, fostering greater ownership and participation in maintaining a safe working environment. In addition, I will work to shift the crew’s mindset from performing tasks merely to satisfy audit requirements to carrying them out because they genuinely contribute to safety and risk reduction. Safety should be viewed as a core value rather than a compliance exercise. Finally, close cooperation with the Designated Person Ashore (DPA) and other company departments is essential to ensure that the Safety Management System (SMS) remains practical, user-friendly, effective, and fully supported both on board and ashore. NF: Starting from tomorrow, I will focus on being more visible in day-to-day operations by regularly visiting work areas, conducting deck walks, and engaging with crew members about safety matters. During these interactions, I will ensure that I consistently follow all safety procedures, wear the required PPE, and demonstrate the standards expected from everyone on board. I will also work to make toolbox meetings more effective and interactive by encouraging crew members to discuss the specific hazards and control measures related to their tasks rather than simply reviewing them. I will actively invite suggestions and feedback from all personnel, particularly junior crew members, and use these meetings to share lessons learned from recent near-misses, safety observations, and incidents before work begins. Another priority will be strengthening a positive reporting culture. I will recognize and thank crew members who report hazards, near-misses, or unsafe conditions, reinforcing the importance of proactive reporting. At the same time, I will continue to remind all personnel that they have both the authority and responsibility to stop any operation they believe to be unsafe without fear of negative consequences. Finally, when incidents or errors occur, I will focus on understanding the underlying causes and identifying opportunities to improve systems, procedures, and safeguards rather than assigning blame to individuals. By encouraging open communication, active participation, and continuous learning, I believe we can further strengthen the safety culture on board and ensure that safety remains a shared responsibility for everyone. SEAFARERS’ INTERVIEW Level Mindset Description 1. Pathological Who cares? Safety is ignored unless it causes trouble. Incidents may be hidden or dismissed. 2. Reactive We fix it when it breaks. Safety is addressed only after incidents occur. Responses are event-driven. 3. Calculative We have systems for that. Safety is managed through procedures and metrics, but cultural depth is limited. 4. Proactive We prevent problems before they happen. Risks are anticipated and addressed early. Safety is part of planning. 5. Generative Safety is how we do business. Safety is embedded in every aspect of operations. Ownership is shared across all levels. The five levels of Safety Culture
15 LMM V I S I O N ISSUE 24 | Q1 2026 This report provides an evaluation of the Concentrated Safety Awareness Campaign - Reporting of ‘Unsafe Acts’ and ‘Weak Signals’ which was conducted from 05th March 2026 to 05th April 2026. The campaign aims to promote Company’s procedures for reporting ‘Unsafe Acts’ and ‘Weak Signals’ and encouraging proactive reporting and supporting Company’s Safety Culture. Analysis The campaign included a questionnaire consisting of ten (10) multiple choice questions, which all crew onboard and office personnel were required to complete. The HSQE Department has collected all responses, and metrics have been generated based on crew participation rates. Correct answers were displayed automatically to each participant upon completion of the questionnaire. Metrics ●● The Highest Average Score is 9.95/10. ●● The Lowest Average Score is 5/10. ●● The total number of participants is 561 out of 783 (72%). 0 2 4 6 8 10 12 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 Vessel 21 Vessel 22 Vessel 23 Vessel 24 Vessel 25 Vessel 26 Vessel 27 Vessel 28 Vessel 29 Vessel 30 AVERAGE SCORE PER VESSEL Comment: The vessels with the highest Average Score are Hellas Marianna and King Philippos with scores of 9.95/10 and 24/26 & 20/28 participation, respectively. SAFETY AWARENESS CAMPAIGN 8.12 9.11 9.18 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 Fleet Average Score Fleet A Fleet Average Score Fleet B Fleet Average Score Fleet C Average Score Per Fleet Comment: Fleet C has the highest average score with 9,18/10. CAMPAIGN REPORTING OF ‘UNSAFE ACTS’ AND ‘WEAK SIGNALS’ GRAPH 1 GRAPH 2
16 LMM V I S I O N ISSUE 24 | Q1 2026 CAMPAIGN 86.81% 98.22% 97.86% 87.52% 92.87% 97.86% 80.75% 82.17% 92.87% 98.04% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% 60.00% 70.00% 80.00% 90.00% 100.00% Question 1 Question 2 Question 3 Question 4 Question 5 Question 6 Question 7 Question 8 Question 9 Question 10 Total Correct Answers Per Question (%) Comment: This graphic refers to the percentage of correct answers per Question. Better score ●● Question no. 2: Which of the following is an example of Unsafe Act? ●● Question no. 10: Which operational areas should crew consider when identifying Near Misses? Lowest score ●● Question no. 2: How many Steps can be replaced in case of damage? 9.80 9.54 9.50 9.40 9.45 9.42 9.22 9.41 9.00 9.59 8.96 8.67 8.79 9.24 9.00 8.86 9.00 9.00 8.33 9.43 7.50 8.00 8.50 9.00 9.50 10.00 MASTER CHIEF OFFICER CHIEF ENGINEER 2ND ENGINEER 2ND OFFICER 3RD OFFICER DECK CADET 3RD ENGINEER 4TH ENGINEER ENGINE CADET ELECTRO-TECHNICIAN BOSUN AB OS WIPER COOK MESSMAN Fitter PUMPMAN GAS OPERATOR Average Score per Rank 0.00 1.00 2.00 3.00 4.00 5.00 6.00 7.00 8.00 9.00 10.00 Senior Officers Junior Officers All Officers Deck Officers Engine Officers Deck Rating Engine Rating Galley All Ratings 9.56 9.31 9.43 9.55 9.33 8.95 6.90 8.93 9.01 Average Score Comment: Masters achieved the Higher Average Score, followed by Engine Cadet and Gas Operators. However, due to limited participation in some ranks, the final score is very encouraging with some areas for improvement identified. GRAPH 3 GRAPH 4 GRAPH 5
17 LMM V I S I O N ISSUE 24 | Q1 2026 Feedback regarding survey experience Average Rating: 9.48 The campaign helped improve our safety awareness onboard by encouraging reporting of unsafe acts, weak signals, and sharing lessons learned through LPO to prevent accidents. It emphasizes “non blame culture”, where the company’s goal is to motivate and encourage personnel to report incidents and hazardous situations without fear ot reprisal. It is also focusing on reporting unsafe acts and weak signals. It is helpful to remind every crew how unsafe acts and weak signals can affect day-to-day practice onboard. For me, the campaign experience was good and helpful. It made me more aware about safety and the importance of paying attention to small things that can prevent accidents. I also learned that everyone has a responisibility to keep the workplace safe. 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 safety culture and reporting of any weak signals and unsafe acts. ●● 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 CAMPAIGN
18 LMM V I S I O N ISSUE 24 | Q1 2026 INCIDENT REPORT Lessons learned Always consider the risk of slip, trip or fall while using ladders and don’t forget the rule ‘One hand for you – One hand for the vessel’. Incident Description While the vessel was at sea, the 3rd Engineer who was descending the ladder from E/R 2nd Deck to E/R 3rd Deck, slipped and fell at the end of the ladder. As a result of the fall, the 3rd Engineer suffered from an injury of his right forearm, with swelling and potential bone fracture of the forearm. There were no other injuries sustained. Root Causes I. Substandard Actions ●● The Engineer’s left foot slipped, and Engineer lost his balance and fell ●● Improper practice for descending the ladder (i.e. holding tools in one hand while descending the ladder) II. Personal Factors ●● Inadequate diligence ●● Complacency / overconfidence III. Job Factor ●● Inadequate assessment of needs and risks Corrective Actions ●● Immediately the 3rd Engineer was transferred to the ship’s hospital, where the appropriate first aid was administered. The Company’s DPA was also notified. At the same time, medical advice was requested by Master from doctor ashore, according to which the bone fracture has been evaluated as the most possible scenario and further medical treatment was provided. ●● Moreover, as per doctor’s instructions, the 3rd Engineer needed to be transferred ashore for medical examination and appropriate treatment. Eventually, the Engineer safely disembarked and referred to a hospital ashore for the provision of professional treatment. Further medical examination revealed a fractured radius and ulna of the right forearm bones. ●● 3rd Engineer received the appropriate medical treatment and evaluated as fit to fly. Following that, he has been safely repatriated and has undergone the required follow-up medical treatment successfully. At all this time, Company has maintained a close communication with 3rd Engineer and next of kin for any support / assistance. Preventive Actions ●● Circulation of investigation report across the fleet for increasing awareness and analysis of root causes & lessons learned, through a team engagement discussion. ●● Refreshment during briefing sessions prior joining any fleet vessels for all seafarers for Company’s Procedures for Safe Movement on board highlighting the rule – “One hand for yourself and one for the ship”. ●● Evaluation of proper implementation of Company’s Procedures for Safe Movement, along with safety practices and safety awareness, during on board scheduled attendances and internal audits by Company’s Marine & Technical Superintendents and Internal Auditors, while any identified area for improvement / training need will be satisfied on scene. ●● A Concentrated Safety Awareness Campaign was triggered for the reporting of ‘Unsafe Acts’ and ‘Weak Signals’ across the fleet with emphasis on promoting the existing Company’s guidelines, encouraging proactive reporting and fostering Company’s Safety Culture. ●● Inclusion of the lessons learned in the agenda of next seafarers in-house training seminar for increasing awareness. Team Engagement & discussion topics ●● Is it safe to carry tools in the hands when using stairways and ladders (ascending or descending)? ●● Why is it important to always use the handrails when using stairways (ascending or descending)? ●● What should you do if you observe slippery material or an obstruction on a stairway? ●● Was the Stop Work Authority an effective tool for preventing this incident from happen? 3/E right forearm fractured bone
19 LMM V I S I O N ISSUE 24 | Q1 2026 One of the many things a typical LNG carrier dry docking may include, is ... tank inspection. The latest Safety Awareness Campaign focused on reporting unsafe acts and weak ... In the Proactive level of Safety Culture, risks are ... and addressed early. 3. 5. 6. The 5 levels of Safety Culture are ..., Reactive, Calculative, Proactive and Generative. In the Reactive level of Safety Culture, responses are ... -driven. When using ..., always think of the rule ‘One hand for you – One hand for the vessel’. 1. 2. 4. Across Down 1 2 3 4 5 6 LMM VI S ION QUARTERLY EDITION ISSUE 24 – Q1 2026 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.PATHOLOGICAL, 2.EVENT, 3.BALLAST, 4.LADDERS, 5.SIGNALS, 6.ANTICIPATED
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