QUARTERLY EDITION | ISSUE 21 | Q2 2025 LATSCO MARINE MANAGEMENT INC. 9 772653 951008 21 ISSN 2653-9519 Seafarers’ interview Addressing mental health and morale on board
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3 LMM V I S I O N ISSUE 21 | Q2 2025 Dear colleagues, Second 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 April our Strong and Continuous presence to many Forums, Committees, Conferences (INTERTANKO, SIGTTO, SHELL etc.) and University events continued during Q2 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! Leading or participating as per Company’s priorities to Social Responsibility and Accountability, we are more than happy for all the initiatives such as donations to academies, Blood donations, cleaning of the coasts, running for good purpose. We are glad to announce that during this demanding period, two second hand vessels MR Oil/Chemical Tankers CAPTAIN NIKOS and CAPTAIN LEON joined our fleet and are under our Company’s Technical Management. The next quarter we are expecting the delivery of newbuilding first dual fuel LPG HELLAS BLISS under Company’s ownership. It worths to be mentioned that Marla Trading expanded trading capacity and presence in global market with acquisition of Bulk carrier MTR JUPITER starting her maiden voyage transporting steel products from Japan to Europe. LPG/C HELLAS DYNASTY drydock was successfully completed in Shanghai and we have already planned the next one LPG/C HELLAS VOYAGER to be completed within next quarter at the same yard, followed by four (04) drydocks already scheduled by the end of the year! We are proud to receive the Gold Award as Environmental Leader at the Message from COO In this issue 04 LMM at a glance 05 Company News 09 Coastal Crosshairs: Merchant Shipping Caught in the Ust-Luga and Primorsk Strike Zone 10 Seafarers’ Interview 13 Incident Report 14 Predictive Precision: Vibration Monitoring Across Our LNG Fleet 16 Safety Campaign on Pilot Ladder Deployment Procedures 18 Crossword 2025 ESG Shipping Awards highlighting our commitment to digital innovation. Furthermore, a TMSA Review was conducted in May by IMT with successful results taken into advantage of all recommendations towards continual improvement of our system. Last but not least, upon completion of Q2 2025, MRM for second 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 on safety navigation, proper deck equipment and maintenance, proper reporting, procedures to be followed. Next quarter our Company’s visit to Manila office to conduct our Annual Internal Audit and inhouse conference is already scheduled. 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 21 | Q2 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 12 33 7 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 28 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 4.03 1.81 2020 2021 2 2 27 2019 27 2022 4 28 2 29 -3 -2 -1 6 Feb24-Jan25 Mar24-Feb25 Apr24-Mar25 Jan24-Dec24 30 2024 -3 29 2 May24-Apr25 Jun24-May25 Jul24-Jun25
5 LMM V I S I O N ISSUE 21 | Q2 2025 COMPANY NEWS Present at the Greener Shipping Summit On Tuesday, April 1st, Capt. Alekos Arabatzoglou, our Vetting Manager, represented LMM at the Greener Shipping Summit 2025 at the Eugenides Foundation. Speaking on “SIRE 2.0: Focusing on Human Element |Training Needs that May Arise Through Inspection Results,” His participation reflected Latsco’s commitment to safety, education, and staying ahead of regulatory developments in the maritime industry. Contributing to the future of Maritime - AUEB business day On Tuesday, April 8th, Latsco had the pleasure of hosting a Business Day at our premises for the graduates from various departments of the Athens University of Economics & Business (AUEB). The students had the opportunity to hear from experienced professionals across departments, gaining valuable insights into the operations and culture of Latsco. We warmly thank John Panorios-Deputy COO, Evangelos Andrikopoulos- Operations Manager, Iasonas Zacharioudakis- OT&EM Manager, and Mariniki Psifia- Head of Research for their engaging presentations and contributions. A special moment of the day was the panel discussion and round table sessions where students had the opportunity to interact directly with team members who openly shared their career journeys and answered the students’ questions. Newbuilding: Welcome MV MTR JUPITER! We are excited to announce the addition of the MV MTR JUPITER to the Marla Trading period fleet. MTR JUPITER will commence her maiden voyage transporting steel products from Japan to Europe, and we wish her fair winds and safe seas. It was a special moment for the company to have our colleague, Mariniki Psifia – Head of Research, serve as the godmother of the vessel. At the ceremony, MARLA was proudly represented by Vassilis Xanthis-Head of Dry Cargo, Pantelis MytilineosDeputy Head of Dry Cargo, Steve Emmott- Senior Consultant.
6 LMM V I S I O N ISSUE 21 | Q2 2025 COMPANY NEWS ESG Shipping Awards: A golden distinction! On May 24th, 2025, Latsco was proud to receive the Gold Award as Environmental Leader at the 2025 ESG Shipping Awards. This distinction highlights our commitment to digital innovation, data-driven solutions, and impactful collaborations that drive real environmental progress. Congratulations to our OT&EM team for this well-earned recognition and their continued dedication to building a more sustainable maritime future. Smart Maritime Network: Insights on Maritime Innovation On May 7th, Company’s Group IT Manager T. Galanis, took part in the Smart Maritime Network event held in Athens sharing insights on how organizations can make the most of new technologies while staying resilient, during a panel discussion on Digital Transformation and AI in the Maritime Industry.
7 LMM V I S I O N ISSUE 21 | Q2 2025 COMPANY NEWS Fleet Expansion: Captain Nikos and Captain Leon Technical Management Commencement Two new vessels have joined our fleet in June: the MR Oil/Chemical Tankers Captain Nikos and Captain Leon. Both vessels were built in 2018 at Hyundai Mipo Dockyard, a shipyard renowned for its high-quality construction standards. Captain Nikos and Captain Leon are now under our Technical Management. We look forward to their safe and efficient service under our management. Inspiring the next generation at YES to SEApping Forum 2025 Our Marine Manager, Cpt. G. Mavrogenis, proudly presented our Company at the “Yes SEApping Forum” in Crete on May 7 engaging with students and young professionals about careers in the maritime sector, evolving industry skills, port innovations and market needs.
8 LMM V I S I O N ISSUE 21 | Q2 2025 COMPANY NEWS We would like to introduce you our new team members who joined LMM in Q4 2024: ●● New hires (name & roles) & New Promotions: • New hires: Michalis Manolis Magkoutis – IT Officer ●● Number of employees: 129 ●● Number of Managers: 29 ●● Number of Officers/Supts/Port captains: 63 ●● Number of Assistants: 37 Concerning our sea staff during this quarter: ●● No. new crew members joined Company’s Vessels for Q2 2025: Thirty-two (32) crew members (Newcomers) ●● No. of Promotions for Q2 2025: Total Fourteen (14) promotions. • 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 Exploring HR’s Role: Costas Kalargyros’ Visit to the MBA in Shipping Our Group HR Director, in June, visited the University of the Aegean and delivered a series of lectures at the MBA in Shipping program providing a comprehensive overview of the HR Department’s role, how HR supports employees through coaching, mentoring, learning and development programs, recognition schemes and tailored benefits. On May 21, Latsco Shipping proudly participated in the virtual Career Day organized by the University of the Aegean, by our HR Business Partner, Ioannis Moschatos, and our HR Generalist, Niki Kostiani. Our colleagues had the chance to connect with nearly 100 students from various academic backgrounds discussing on Company’s visions, values, and career opportunities. Contributing to the future of Maritime-University of the Aegean Career Day
9 LMM V I S I O N ISSUE 21 | Q2 2025 ARTICLE Merchant vessels operating near Russia’s western ports are navigating increasingly dicey waters. In early 2025, the Suezmax tanker Koala was rocked by three powerful explosions—likely the work of limpet mines—while loading heavy fuel oil at the Ust-Luga terminal. Although no oil was spilled, the hull damage underscores the peril: such underwater explosives threaten hull integrity, steerage, and crew safety. On a separate front, the Eco Wizard tanker’s engine room was flooded in what is believed to be another limpet-mine attack during its ammonia loading—marking the sixth such incident this year. These are just two of the limpet-mine related incidents this year, with other vessels that had previously laden Russian oil being targeted, as far as within Mediterranean ports and waters. Add to that the August 24 drone strike on Novatek’s Ust-Luga gascondensate facility—part of Russia’s shadow fleet logistics—and the danger has grown from offshore mines to airborne threats. The blaze that followed disrupted processing and export operations, further unsettling maritime logistics. Thankfully, merchant ships in port at the time of attack—one of which was a Company vessel—were not affected as they were not directly targeted; nevertheless, the risk, as calculated by the Security Department, remains tolerable as such attacks are rare. Ukraine appears to have shifted its strategy into high gear. Since at least January 4, 2025, the Security Service of Ukraine (SBU) deployed long-range drones to strike oil and gas infrastructure at Ust-Luga, causing significant operational damage. Earlier this year, tanker sabotage using limpet mines surged, targeting vessels servicing Russian export routes—including those tied to the “shadow fleet”; a large, mostly older fleet of oil tankers that Russia (and other sanctioned states like Iran) uses to secretly transport crude oil and petroleum products around the world while dodging Western sanctions.). The current threat profile by the Security Department for the Baltic region indicates that, our Fleet vessels as well as the majority of the—hundreds monthly—merchant ships calling Ust Luga and Primorsk, are at a tolerable level of risk. “Shadow fleet” ships tend to be the preferred targets most of the time, while the ports themselves are stepping-up their security measures, including but not limited to underwater searches of vessels to detect the presence of limpet mines. The Company remains committed to the safety of the Fleet vessels and the seafarers working on them, and monitors the situation in the Baltic region daily. Should the Risk increase to such a degree that the safety and security of the vessels cannot be guaranteed, we shall ensure that no vessels approach the area until the Risk is again Tolerable – just as we have done since 2024 for the Southern Red Sea region. Coastal Crosshairs: Merchant Shipping Caught in the Ust-Luga and Primorsk Strike Zone Capt. Kostas Bourliaskos CSO
10 LMM V I S I O N ISSUE 21 | Q2 2025 SEAFARERS’ INTERVIEW INTERVIEW WITH SEAFARERS ADDRESSING MENTAL HEALTH AND MORALE ON BOARD In this issue, we have the pleasure to host C/E Rivas Antoine (RA) of Bella Vista Explorer, Capt. Bojan Radisic (BR) and Capt. Rey O. Cledera (RC) of Hellas Aphrodite, Capt. Alexandros Tserixoglou (AT) of Hellas Paliros, and Capt. Ante Kresic (AK) and C/E Canoy Jose (CJ) of Captain Leon. All of the interviewers are well experienced and we are glad they share with us their opinion on the challenges in identifying and addressing mental health issues on board.
11 LMM V I S I O N ISSUE 21 | Q2 2025 SEAFARERS’ INTERVIEW Describe the factors that can affect the mental health / morale of a seafarer on board a vessel. RA: Some of the factors that affect mental health on board are bullying and harassment, long working hours and inadequate rest, cultural differences, social isolation and prolonged separation from family. BR: Factors impacting mental health on board due shipping business high demands of tanker vessels trading can be divided in categories as work related and environment surrounding factors. Work related can manifested through like long work hours, fatigue lead to physical and mental exhaustion, sleep deprivation, burnout and dangerous conditions. Based on life on board dynamics where intensifying isolation is present at all times and limited shore leave with same group of people living in confined environment for extended period can lead to interpersonal conflict and stress. Social stressors such as isolation, separation from family creates loneliness contribute to depression. Environmental factors can be accredited to noise, vibration which depending of individual ability of physical tolerance. RC: As I observed from a long time of being at sea, there are several factors affecting the mental health and morale of seafarers, though the most of it is the feeling of isolation and being away from their family, with very little or limited access to outside world as well as time to communicate with their loved ones. When they need to, not only because of limited connection but also the time difference being on the other side of the world and finding the perfect time to get in touch with their family, we need to remember that maybe a simple personal issue back home can be a great deal when you are on board where you feel you have a very small chance to do something about it, or like when you feel nobody is willing to listen to your problems. Unlike when you are surrounded with people who you think are always ready to help when you need, and the feeling of isolation sets in. There are times when there is not much connection between the crew itself, this can be caused by lack of social activities or it can also be attributed to fatigue, stress and or commercial pressure on the seafarers’ life on board. That’s why for me keeping a good interconnection between the crew is very important and should be supported by senior officers and as well as shore personnel or management representative when needed. AT: The mental health and morale of seafarers are affected by a complex mix of factors. Psychological and social challenges, such as isolation, loneliness and separation from family, are the most significant stressors. A multicultural crew with different cultures and customs can create barriers to communication and social distancing. Work-related and environmental factors are also critical. Heavy workloads, irregular unpredicted rest hours, and fatigue increase stress and reduce wellbeing. Limited physical surroundings, lack of privacy and limited shore leave worsen the feeling of being trapped. Ultimately, this combination of isolation, stress and a demanding environment creates a unique and significant risk to a seafarer’s well-being. AK & CJ: Several factors can influence the mental health and morale of a seafarer on board a vessel, as follows but not limited to, ●● Isolation and loneliness: Being away from family and friends for extended periods can lead to feelings of isolation. ●● Workload and fatigue: High workloads, long shifts, and physical exhaustion can impact mental well-being. ●● Confinement and limited space: Small living spaces and confined quarters can lead to stress and claustrophobia. ●● Environmental conditions: Uncomfortable weather, rough seas, can contribute to mental distress. ●● Communication limitations: Restricted access to communication with loved ones hampers emotional support. ●● Job security and future uncertainty: Concerns about contract renewal or job stability can cause anxiety. ●● Safety and security: Fear of accidents, piracy, or emergencies can heighten anxiety. ●● Recreation and leisure opportunities: Lack of recreational activities can lead to boredom and low morale. What challenges do you face for identifying warning signs of poor mental health / morale on board? BR: Challenges for identifying poor mental health depends individually as each person differently manifest behavior or feelings, symptoms, reactions than a sign of poor mental health. As individual approach is not possible for all crew individually observers challenges need to be focused on selected team group in order to establish communication and feedback through constructive relationship to be able to determine for indicated individual if changes are his normal behavior or if they are a true warning sign. RC: The challenges on this is when seafarer himself is not showing any physical sign of mental issues or he may be keeping it to himself, some individuals are capable of keeping their burden away from others and that is the most difficult part which needs intervention of professionals. We as senior officers can do very little to identify this as we are not trained for this, we may noticed obvious signs but not as depth as trained person or professionals can do. AT: Identifying poor mental health or low morale onboard is challenging because warning signs are often subtle or mistaken for normal fatigue. Crew members may hide their struggles while cultural and language barriers can make it harder to express feelings openly, to avoid being seen as weak or risk their job. The limited privacy and close living quarters on a vessel also make it difficult for individuals to show vulnerability. Officers usually lack formal training to
12 LMM V I S I O N ISSUE 21 | Q2 2025 SEAFARERS’ INTERVIEW recognize psychological symptoms, and the close, highpressure environment means everyone experiences stress, making it easy to overlook individual changes. Short contracts and frequent crew changes limit familiarity, while lack of privacy prevents open discussions. These challenges highlight the importance of awareness, empathy, and building trust among crew. AK & CJ: Identifying warning signs of poor mental health or low morale on board a vessel presents several challenges, including: ●● Limited visibility: The confined environment and physical separation from shore-based support can make it difficult to observe behavioral changes. ●● Stigma and disclosure: Seafarers may hesitate to share mental health struggles due to stigma, fear of career repercussions, or cultural barriers. ●● Lack of mental health training: Crew members and supervisors may not be adequately trained to recognize psychological distress or differentiate it from other issues. ●● Cultural and language barriers: Crew may interpret behaviors differently, and language differences can hinder effective communication about mental health concerns. ●● Demanding work environments: They may cause crew members to normalize or overlook signs of distress, viewing them as usual or temporary. ●● Focus on safety and operational tasks: The primary focus on safety and operational duties can lead to neglecting psychosocial aspects, delaying recognition. ●● Inconsistent monitoring: Regular mental health assessments may not be systematically conducted, leading to inconsistent identification efforts. What measures are in place and what actions can you take for achieving a positive intervention? RA: A positive intervention can be achieved by clear communication and monitoring, while promoting wellbeing. BR: Vessels are provided with sufficient internet access which is crucial for maintaining contact with family and friends ashore. Seafarers are assured that will be provided with immediate support if required in order to seek help if needed. Management on board is ensured that work – life balance on board is followed by reducing excessive work hours and promoting time for rest and recreation. Finally, Company is always constantly engaged in order to improve living condition on board to create safer and respectful environment on board. RC: The least we can do is maintain a positive atmosphere on board, create and maintain good social activities and harmonious relationship between crew members, be observant of others behavior and make them feel they have our support where anybody can talk about anything and that they can always come and seek for any kind of advice from their senior officers, regardless of their rank or position on board. Listen to everybody’s concern and observe slightest sign or behavior that can be attributed to mental issues that an individual may show. AT: Proactive measures are crucial for improving seafarer mental health. Several measures exist to support seafarers’ mental health, including company’s policy, ISM/MLC compliance, Improved connectivity with family through reliable internet access is vital to combat loneliness. Internet access and recreational facilities also help maintain morale. As an officer, positive intervention involves observing behavior, communicating with empathy, and creating a supportive environment where crew feel safe to talk. Encouraging social interaction, promoting a fair balance between work and rest, and organizing group activities reduces stress and isolation. When concerns persist, early referral to professional help or a discreet report to the Master is essential. Early action, trust, and empathy are key to maintaining crew well-being and safety. AK & CJ: Actions for positive intervention can be found in HL 2025-04. Measures currently in place and actions that can be taken for achieving positive intervention in mental health and morale on board a vessel include: ●● Crew welfare policies promoting safety, health, and wellbeing ●● Confidential support systems ●● Access to third-party helplines ●● Regular safety and welfare meetings ●● Opportunities to discuss concerns and promote open communication In regard to mental health and morale of seafarers, psychological and social challenges are the most significant stressors.
13 LMM V I S I O N ISSUE 21 | Q2 2025 INCIDENT REPORT Incident Description During normal seagoing operation, the vessel experienced a M/E Turbocharger (T/C) “RPM OVERSPEED ALARM” followed by M/E Slow Down activation. After an on-board investigation by Chief Engineer, indications of a potential damage to T/C has been observed. Then, the M/E T/C was isolated with the installation of the locking devise as per Maker’s Instruction Manual, and vessel resumed passage with reduced speed (RPM). Root Causes I. Substandard Actions ●● Failure to secure (apparent exhaust gas ingress into T/ C bearing casing) ●● Failure to warn (no alarm / warning / indication prior incident) II. Substandard Conditions ●● Defective materials/Failure (bearing failure, T/C damage) ●● Hazardous environmental conditions (exhaust gases) ●● Inadequate warning system (no alarm / warning / indication prior incident) ●● High temperature exposure (localized thermal conditions Lessons learned ●● The incident underscores that localized failures— such as shaft seal degradation—can critically impair turbocharger operation, even when routine lube oil analysis shows normal results. ●● This highlights the need to include more targeted inspections in the scope of overhaul, such as borescope checks of components, as oil sludge formation may not be detected through standard oil sampling alone. ●● Proper lubrication of ME T/C is critical for its normal operation. M/E Turbocharger Overspeed M/E Turbocharger with engaged Locking Device by exhaust gas ingress) ●● Development of oil sludge film (other) IΙΙ. Job Factors ●● Excessive wear & tear ●● Inadequate lubrication (other)
14 LMM V I S I O N ISSUE 21 | Q2 2025 ARTICLE As part of our ongoing commitment to modernizing maintenance practices, we have successfully implemented a vibrationbased condition monitoring system across our LNG fleet. Developed in collaboration with HAT Analytics Solutions Ltd., this initiative is now fully integrated into our Planned Maintenance System, enabling smarter, data-driven decision-making and proactive asset management. Vibration monitoring plays a critical role in the early detection of mechanical issues—well before they escalate into costly failures. In the maritime industry, equipment breakdowns are a leading cause of delays. Studies indicate that 90% of failures are linked to human error, with 75% stemming from operational or maintenance shortcomings. Nearly half of all machinery-related incidents result in vessel immobilization or towing. Vibration analysis helps identify early signs of wear, misalignment, and imbalance, significantly reducing these risks and enhancing equipment reliability. To ensure a structured rollout, we introduced three dedicated PMS jobs, each targeting specific shipboard equipment. These jobs are scheduled quarterly, with a 25-day window for completion. Each job includes four key steps: ●● Data Collection – Vibration data is gathered from 75 rotating equipment units, including pumps, motors, purifiers, compressors, fans, blowers, and alternators. ●● Reporting – A detailed vibration report is submitted as part of the job documentation before final submission to the head office. ●● Escalation – Any abnormal findings trigger an unscheduled PMS job. Corrective actions, as indicated on the tablet, must be completed, followed by a repeat measurement to confirm normal operation. ●● Traceability – All related work orders are logged in the PMS, ensuring full traceability and transparency throughout the maintenance process. The HAT Analytics hardware ensures reliable data collection even in challenging environments, including hazardous gas zones. The system employs ATEX-certified wireless sensors, safe for use in explosive atmospheres—making them ideal for LNG carriers. The second-generation Digital Health Monitoring handheld system, Ad|Vi|Se, features an embedPredictive Precision: Vibration Monitoring Across Our LNG Fleet Theodoros Petimezas Technical Superintendent
15 LMM V I S I O N ISSUE 21 | Q2 2025 ARTICLE 0 0 PSC DEFICIENCIES 0 0 ACCIDENTS CATEGORY A,B,C TOTAL RECORDABLE CASES 0 10 VETTING OBSERVATIONS 2 UNLAWFUL ACTS 0 PSC DETENTIONS Q22025 Safety Scorecard LTIF COMPLAINTS ENERGY MAJOR REJECTIONS 0 ded machine-diagnostics algorithm that enables expert, real-time diagnostics of machinery conditions. The device provides immediate feedback and actionable recommendations to onboard crew, as well as insights to shorebased stakeholders via a cloud-based CM Dashboard. For the equipment in intrinsically safe areas, HAT Analytics provides us with the Ad|Vi|Se ATEX device. This includes an additional wireless triaxial Ex-certified sensor and a rugged, ATEX Zone 2, IP67-rated Windows 11 tablet (MIL-STD-810H) for enhanced safety and operational efficiency. All hardware is housed in durable, marine-grade enclosures designed to withstand vibration and corrosion, ensuring long-term performance at sea. This technology not only enhances safety and compliance in hazardous areas but also ensures consistent, high-quality monitoring across the fleet. The Measurable Benefits of Predictive Maintenance Initial surveys conducted by HAT Analytics have already yielded valuable insights. Approximately 60% of detected issues required equipment to be opened, while 40% were resolved without invasive intervention. The most common issues identified were bearing wear (22%), imbalance (22%), misalignment (22%), and mounting problems (17%). The financial impact has been substantial. In the first year alone, early fault detection delivered a return on investment (ROI) of 4 to 8 times the initial cost. Including savings from reduced delays and inspections, ROI increased significantly, underscoring the value of predictive maintenance. Long-term data further supports the effectiveness of this approach. A fouryear study covering 452 vessels and 46,696 machines revealed that only 5.5% required invasive maintenance. The remaining 94.5% were maintained through simple actions such as lubrication, bolt tightening, or visual inspections. Equipment condition improved year over year, particularly on older vessels, demonstrating the lasting benefits of consistent monitoring. Conclusion By integrating vibration monitoring into our PMS and partnering with HAT Analytics, we have taken a significant step forward in modernizing maintenance across our LNG fleet. This initiative reduces unplanned downtime and operational costs while enhancing safety, compliance, and environmental performance. It reflects our commitment to leveraging technology to achieve operational excellence and long-term asset reliability.
16 LMM V I S I O N ISSUE 21 | Q2 2025 CAMPAIGN This report provides an evaluation of the Safety Campaign on “Pilot ladder deployment procedures” which was conducted from 17th February 2025 to 11th April 2025 for increasing awareness of all responsible personnel on board on the criticality of the Pilot boarding arrangements and procedures and identify all the training needs in order to eliminate any knowledge gap. Analysis The campaign included a questionnaire consisting of fourteen (14) 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 13.85/14. ●● The Lowest Average Score is 7/14. 0.00 2.00 4.00 6.00 8.00 10.00 12.00 14.00 16.00 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 AVERAGE SCORE PER VESSEL Comment: The vessels with the highest Average Score are Hellas Poseidon with 13.85/14, Lady Henrietta with 13.81/14 and Hellas Dynasty with 13.75/14. SAFETY CAMPAIGN ON PILOT LADDER DEPLOYMENT PROCEDURES 13.11 12.80 12.60 12.65 12.70 12.75 12.80 12.85 12.90 12.95 13.00 13.05 13.10 13.15 Deck Officers Deck Rating Average Score (Officers/Ratings) Comment: Deck Officers achieved the Higher Average Score with 13.11/14 points, however, also Deck Rating achieved a good average score with 12.80/14.
17 LMM V I S I O N ISSUE 21 | Q2 2025 CAMPAIGN 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 Question 11 Question 12 Question 13 Question 14 91.88% 78.57% 89.94%93.51%91.88%88.31% 96.10% 84.74%87.66% 95.45% 87.01% 95.78%97.73% 91.23% Total Correct Answers Per Question (%) Comment: This graphic refers to the percentage of correct answers per Question. Better score ●● Question no. 7: What checklists and permits are necessary to be completed according to company procedures and by whom shall be verified prior and during the boarding arrangements involving a pilot ladder are rigged? ●● Question no. 10: When a pilot ladder is removed from service it should: ●● Question no. 13: In which condition a Combination ladder is required? Lowest score ●● Question no. 2: How many Steps can be replaced in case of damage? Feedback regarding survey experience Average Rating: 9.57 The campaign experience highlights the importance of proper rigging, securing methods, and retirement criteria while reinforcing best practices through crew training and awareness. By actively participating in such initiatives, we strengthen the safety culture onboard and contribute to a safer maritime industry for both pilots and crew members. Educational and gives additional knowledge on the safety of rigging ladders. It is very useful to us so we are aware of how to rig the pilot ladder properly and for the safety of everyone rigging and the pilot coming onboard or anyone using the pilot ladder to board the ship. It helps seafarers to refresh their knowledge with regard to rigging of ladders. The campaign experience is very helpful for those who don’t know the correct way of deploying pilot ladders. Good campaign in order to minimize the repeated observations.
18 LMM V I S I O N ISSUE 21 | Q2 2025 1 2 3 4 5 6 Proper ... of ME T/C is critical for its normal operation Nearly half of all machinery-related incidents result in vessel immobilization or ... 5. 6. Merchant vessels operating near ...’s western ports are navigating increasingly dicey waters. In the maritime industry, equipment breakdowns are a leading cause of ... Since January 2025, the Security Service of Ukraine deployed long-range ... to strike oil and gas infrastructure at Ust-Luga. ... monitoring plays a critical role in the early detection of mechanical issues. 1. 2. 3. 4. Across Down LMM VI S ION QUARTERLY EDITION ISSUE 21 – Q2 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.RUSSIA 2.DELAYS 3.DRONES 4.VIBRATION 5.LUBRICATION 6.TOWING
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