PASSENGER VESSEL ASSOCIATION ANNUAL CONVENTION

1. PASSENGER VESSEL ASSOCIATION ANNUAL CONVENTION PREVENTING CREW FATIGUE IS CEMS THE ANSWER? Jo Ann Salyers Salyers Solutions, LLC February 2, 2008

2. DISCUSSIONS • 24 hour operations / challenges • Risk Factors • Fatigue / Sleep needs • Fatigue in incidents / investigations • What is CEMS? • What CEMS addresses • Why CEMS? (Benefits of CEMS) • The CEMS Process • What CEMS isn’t

3. 24 HOUR OPERATIONSShift Work • The maritime industry has always had 24 hour operations. • This applies to shoreside resources too. • Modern society has evolved into a world filled with 24/7 activities.

4. 24 HOUR CHALLENGES • Humans are biologically designed to be awake during the day & sleep at night. • Work schedules that oppose this natural biological rhythm can lead to degraded performance & increased risks in health & safety. • This creates risks that affect individuals, organizations & the public & are frequently underestimated, leading to the potential for incidents, accidents & society disasters.

5. Risk Factors associated with Society, Organization/Corporation, Operations, Individual

6. An accident or incident can occur when the risk factors “line up”.

7. FATIGUE • Fatigue can be both physical & mental • Physical fatigue is the inability to continue functioning at the level of one’s normal abilities. • Mental fatigue manifests in drowsiness, a state of near-sleep, a strong desire to sleep, or sleeping for unusually long periods.

8. Sleep Cycles

9. FATIGUE IN INCIDENTS • Fatigue is costly • National Sleep Foundation estimates $18 billion annually • NTSB (1988 report) $56 billion in one year / 24,318 lives lost as a result of fatigue related accidents • Risk of injury is 30% higher for night shifts • Hours of service regulations alone don’t ensure safety

10. TYPICAL OPERATIONAL BEHAVIOUR CONSISTENT WITH FATIGUE • Poor decision making (impulsive, risky) • Inertia at changing course of action despite mounting warnings • Slow / no response to warnings (Accident investigations should include questions directed to address fatigue issues.)

11. The 24-hour world of work Reasoning Performance vs. Blood Alcohol Levels and Wakefulness Awake for 15 hours = performance ~BAC of .05 Reasoning Performance Reasoning Performance Awake for 21 hours = performance ~BAC of .10

12. Definition of Crew Endurance • The ability to maintain performance within safety limits while enduring job-related physical, psychological, and environmental challenges. The following are some of the challenges that can contribute to fatigue that are addressed in CEMS: • Poor Nutrition • Dehydration • Caffeine abuse • Nicotine abuse • Not enough uninterrupted • sleep • Poor sleep quality • Noise and vibration • Over the counter & prescription drugs • Stress (on the job & home) • Temperature • Medical conditions

13. WHY CEMS? (Crew Endurance Management System)

15. HOW CEMS ADDRESSES RISK FACTORS The 5 critical components of CEMS: • Education • Environmental (& Operational) Improvements • Light Management • Coach • Schedules

16. The CEMS Process 4.Implement CEP 1. Set Up Working Group 2. Analyze Current Situation • CEMS Components • Education • Environmental Changes • Light Management • Trained Coach • Schedule Changes 3. Develop Crew Endurance Plan (CEP) 5. Evaluate Results

17. EDUCATION • Most crucial starting point for individuals is to become educated • Does not mean that everyone in your organization has to go to a CEMS Coaches Training Class to start implementing a CEMS program • CEMS Awareness Level training is available “IT’S NOT WHAT WE DON’T KNOW THAT HURTS US; IT’S WHAT WE KNOW THAT JUST AIN’T SO.”

18. EDUCATION TOPICS • DIET • Basic nutrition information on the best foods to eat before you go to work, after you get off work, while working. • HYDRATION • Vital role water plays in a healthy body. • CAFFEINE • Strategic ways to use caffeine to maintain alertness. • NICOTINE • The stimulant’s affect on your body & sleep. • STRESS • How stress affects sleep & endurance & how to reduce stress through balance & communication.

19. EDUCATION TOPICS • EXERCISE • Positive effects of exercise with alertness, stress relief, improvement of mental & physical health & even reduce your risk of some diseases. • Making opportunities to be physically active both at home & on the job. • OTC & PRESCRIPTION MEDICATIONS • How medications affect sleep & endurance. • Proper ways to use medications in a 24 hr. environment. • SLEEP MANAGEMENT & SHIFT WORK • Sleep needs / Sleep deprivation / To sleep or not to sleep • Sleep surroundings • ENVIRONMENTAL & OPERATIONAL IMPROVEMENTS • Physical changes to the work environment & changes to operational policies to reduce fatigue & increase endurance.

20. EDUCATION TOPICS • SHIFTING THE RED ZONE THROUGH LIGHT MANAGEMENT • Working in the Red Zone can make it difficult to stay awake while on watch & difficult to get quality sleep when off watch. • Light Management, basically using certain intensities of light when getting up, working & going to bed, can adjust the Red Zone to allow for good sleep. • COACH • Most important step in the process. • Champion CEMS, dispel misinformation, provide support. • SCHEDULES • There is no one size fits all schedule; it depends on the operation, but certain criteria should be considered when evaluating schedules.

21. Red Zone • The RED ZONE is the period of lowest energy. • Approx. 2100 – 0700 hrs. (lowest point at 0300 hrs.). • Reduction is sleep duration to below 7 – 8 hours per day will result in an accumulation of sleep debt.

22. Well Known Accidents in the Red Zone Three Mile Island 0400 Exxon VALDEZ 0015 1200 1500 1800 2100 2400 0300 0600 0900 1200 Vehicle Accidents 0500 Alert TITANIC 2340 Drowsy BHOPAL 0100 Chernobyl 0123 Time of Day

23. “Red Zone” Dusk Dawn Work Performance …Changes Throughout the Day Logical Reasoning Mental Arithmetic Aircraft Piloting Human Performance Noon Noon Midnight (after Moore-Ede, 1993)

24. Recap of CEMS • CEMS (in any arena) is a cyclical process. • The flexibility of CEMS is vital in your diverse operations. • Each of you are probably using some components of CEMS as counter-measures to reduce fatigue without using the CEMS label.

25. What CEMS isn’t CEMS isn’t…. ….a process for one person to put into place for success. ….going to reduce fatigue & increase endurance overnight. It takes time to put practices in place & see the benefits. ….a “cookie cutter” process. Each individual person & operation has unique challenges / needs & ways to address them.

26. What CEMS isn’t CEMS isn’t…. …. a process that has to cost high dollars equipment or changes to start seeing results. Education on issues our employees can do on their own (nutrition, hydration, time mgmt., etc.) can show positive results. ….just for the towboat or maritime industry. Any industry with 24 hour operations – ferries, passenger vessels, offshore, rail, trucking, pipeline, mining, shipyards, factories, plants, hotels, hospitals, etc. – can benefit from a process to increase endurance & reduce fatigue.

27. WHAT’S NEXT? • CEMS Training – Awareness or Coaches Training • Form working groups • Use risk assessment tool to determine which risks apply & need to be addressed • Work through the 5 essential steps to make recommendations to reduce or eliminate risks • Develop & implement plan • Assess plan for it’s effectiveness

28. “There is no way to make people like change. You can only make them feel less threatened by it.” Frederick Hayes “All things are difficult before they are easy.” Thomas Fuller

29. THANK YOU Safe Sailing For more information contact: Jo Ann Salyers Salyers Solutions, LLC 504-236-4962 salyers_solutions@hughes.net