report on jnpt disaster management

8/7/2019 Report On JNPT Disaster Management

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DISASTER MANAGEMENTSTUDY AT JNPTADMAP PROJECT

Faculty In-charge

Prof. Sajeev George

The Team:[email protected]

Amrit kumar (Coco) (PGP-10-098) (08976662460)

Anubhav Jain (PGP-10-007)

A

rchit Mishra (PGP-10-011)Rinkey Gupta (PGP-10-157)


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Table Of Contents

1. 7 S FRAMEWORK................................................................................................................4

1.1 Strategy.............................................................................................................................4

1.2 Structure............................................................................................................................6

1.3 Systems.............................................................................................................................9

1.4 Shared Values ...................................................................................................................9

1.5 Style..................................................................................................................................9

1.6 Staff and Skills ................................................................................................................10

2 SECONDARY RESEARCH .............................................................................................12

2.1 THE MUMBAI OIL SPILL .........................................................................................12

2.1.1 Cause of the Accident ...............................................................................................12

2.1.2 Ecological Impact .....................................................................................................12

2.1.3 Salvage Operation ....................................................................................................13

2.1.4 Fuel Shortage ...........................................................................................................13

2.2 BP Oil Spill in US .......................................................................................................15

2.2.1 Action taken .............................................................................................................16

2.2.2 Containment .............................................................................................................16

2.2.3 Use of dispersants deep under water.........................................................................16

2.2.4 Removal ...................................................................................................................16

2.2.5 Consequences ...........................................................................................................17

3. PRIMARY RESEARCH .......................................................................................................17

3.1 JNPT EMERGENCY POLICY .......................................................................................18

3.1.1 Major Emergency .....................................................................................................18

3.1.2 Major Disaster..........................................................................................................18

3.1.3 Purpose ....................................................................................................................18

3.1.4 Emergency Response................................................................................................18

3.1.5 Crisis Management Group ........................................................................................19

3.2 CLASSIFICATION OF EMERGENCY ORGANIZATION: .........................................21

3.3 EMERGENCY MANAGEMENT TIER I - PORT TRUST TEAM (ON SITE) ............21

3.4 EMERGENCY MANAGEMENT (COMMUNICATIONS)TIER2 AND 3 OFF SITE .23

3.5 DUTIES OF KEY PERSONNEL ....................................................................................24

3.6 BUILD UP OF EMERGENCY .......................................................................................30

3.7 GENERAL EMERGENCY RESPONSE.........................................................................32

4. COMPARISON BETWEEN SINGAPORE PORT AND JNPT PORT..................................37


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5. COMPARISON BETWEEN DUBAI PORT AND JNPT PORT ...........................................40

6. REFERENCES: ....................................................................................................................42

7. GROUND SURVEY FOR FINAL REPORT ........................................................................43


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1. 7 S FRAMEWORK

TheMcKinsey 7S Frameworkis a management model developed by well-known business consultants

Waterman and Peters in the 1980s. This was a strategic vision for groups, to include businesses, business

units, and teams. The 7S are structure, strategy, systems, skills, style, staff and shared values.

We have used this framework to study the organizational structure of Jawaharlal Nehru Port Trust. Lets

discuss each of these aspects in detail w.r.t the organization.

1.1 Strategy

The vision of JNPT is to be recognized as Indias premier container port providing integrated

logistics services to the best interest of trade and customers.

Strategy is also defined as What business to be in and what to be out, where to focus and

what should be the guiding principles


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Figure 1: Strategy Chart

y Competition:

o The key to differentiation with the competition is efficient and automated port operations.

o First Mover Advantage/ Innovate

The BOT model (Build operate and Transfer) , a precursor to Public private

partnership in India was first adopted by JNPT .

High focus on modernization with respect to other ports in India.

y Changes in Customer Demands

o The JNPT officials carry out demand estimate exercise every year and based on the

demand they update their machinery /capacity.

For example, they are launching 4th terminal which shall triple the capacity of the

overall port in 2014.

o JNPT carries out annual dredging and deepening and widening of the channel tohandle increased customer demand.

y How is strategy adjusted for environmental issues?

o JNPT, for all its operations, has to get an approval from Maharashtra Environment

Board.


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o Environment Impact Assessment Report : All the activities and the projects have to

submit and Environment Impact Assessment report before the approval.

1.2 Structure

Fig: Structure

The Board of Trustees exercise limited power and are bound by directions on policy matters and orders

from the Government of India. The Port Trusts are expected to serve public interest rather than maximise

profits and revenues while at the same time ensuring optimum deployment of assets.

The Chairman and Deputy Chairman are part of the Board of Trustees and are representatives of the

Board who are responsible for the management of the port. The Chairman is the Chief Executive of the

port and exercises supervision and control over the day to day activities of the port. He also functions as

the administrative head for all the port employees.

The ChiefManager, Operations has responsibility and authority for operations including -

y Planning, documentation, operations in the Bulk and Container Terminal of the Port, landing,

shipping or

y Trans-shipping cargo between vessels in the Port, shifting, transporting, storing or delivering

cargo/containers,

y brought within the premises of the Port, receiving, delivering, transporting, booking and

dispatching


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y cargo/containers originating in the vessels in the Port and intended for carriage by road or

railways;

y Maintenance of port equipment, management of stores, sub-stores, procurement of materials,

equipment,

y spares, consumables

y Preparing and distributing statistics related to port operationsy Providing engineering services related to port equipment, vehicles

The ChiefManager, Administration and Secretary has responsibility and authority for operations

including -

y Management and development of personnel

y Industrial relations, liaison with trade unions, staff associations etc.

y Management of estates owned/leased or rented by the Port

y Legal matters and Board Matters

y Matters and activities related to vigilance

y Arrange training of employees

y General administration and transport facilities

The Chief Manager, Port Planning and Development has responsibility for the execution and

management including the following

y Planning, execution, monitoring and commissioning of new projects

y Maintenance of marine structures and maintenance of port buildings, civil structure, etc.

y Maintenance of township and allotment of land

y Planning, survey, execution and monitoring of dredging activities

y Formulation of5 year plan and annual plan for the port and interface with MOST in regard to

monitoring of plan

y schemes

The Deputy Conservator has responsibility and authority for the management of all marine related

operations in their entirety including

y Marine conservancy and pollution control and safety

y Marine operations including safe pilotage, berthing, unberthing and shifting of vessels

y Ensuring observance of all relevant laws and harbour rules by ships and port users within the

port limits

y Ensuring that port crafts are properly maintained and safely operated by the contractors

y

Operation and maintenance of Port signal station, VTMSy Purchase and maintenance of capital equipment for navigation

y Providing fire-fighting service to the Port and safety in navigation and operations

The ChiefManager, Finance has responsibility and authority for all financing and accounting activities

including


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y Collection of revenues for services provided in container, bulk, tank farms, estate and marine

department

y Disbursement of cash, maintaining and reconciliation of bank accounts

y Payments related to project activities, bills, materials and establishment

y Internal audit by the department, as well as preparation of financial and accounting statements

y Costing, budgeting and loans and investments

Coordination

y The departments have a weak link communication link amongst themselves typical to an

institutionalized organization.

y However, in the event of disaster , all the departments actively coordinate internally and

externally

Fig: JNPT with External Agencies in Disaster

y The hierarchical structure segregates the work of each of the employee and the reporting is very

structured. Each employee has only one senior to be reported to. However, the 1:4 reporting

structured is mostly followed in all departments, i.e 4 subordinates reporting to 1 senior.

y The decision making is decentralized for day to day operations . However for special decisions

involving Capital investments, centralized decision making is used. The level of centralization is

that of Ministry of India in case the capital investments requirement exceeds50 cr.

Comments : The decision structure seems to be good, which takes care of all the aspects of

business of the port. However, the speed of the flow of information to various decision making

units is very slow which makes JNPT slow in changing itself with the requirements of the

customers.

Channels of Communication

y Channels of Communication in JNPT are highly influenced by the power factor

which the seniors enjoy with respect to the subordinates. Hence the channels of

JNPT

MunicipalHospitals

Firebrigade

CoastGuardPolice

Navy


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communication are very formal from subordinates to the seniors whereas it is implicit

for downward communication.

1.3 Systems

y Build, Operate and Transfer Model runs the 2 terminals out of the three in the JNPT where JNPT

plays a role of facilitator to the Port operators.

y Revenue sharing model is used to share the profit between the port operators and JNPT.

y JNPT formulates the tariff regulations in conjunction with TAMP(Traffic Authority for Major

Ports)

y JNPT conducts audits of the port terminals annually and also some surprise audits are conducted

to ensure secure and correct port operations.

1.4 Shared Values

y Core Value: The core value of the organization is Customer Service. The customers include the

traders and cargo ships.

y Corporate/team culture:

o The corporate culture is highly bureaucratic. Hence, outsourcing the terminals to the

private players is the best possible model to cater to the core value.

y How strong are the values:

o The philosophy of customer service underlines all the decisions of the JNPT. However,

the inefficiencies in the organization due to hierarchical structure tends to shadow the

philosophy many a times (report on the disaster management and incidents of operational

inefficiencies are common).

y What are the fundamental values that the company/team was built on?

o Indias increasing international trade necessitated the development of additional facilities

to decongest the traffic at the Mumbai Port. The need of an alternative port in the region

to handle the increasing traffic led to the development of JNPT in 1989.

1.5 Style

y Management leadership Style

o The management Leadership style is based on Michigan Studies Model


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y Effectiveness :

o In our view, the management of JNPT lacks the effectiveness to make it a world class

port. It is too tied up in the hierarchical processes.

y Do employees/team members tend to be competitive or cooperative?

o Team members are low on cooperation. However, competitiveness can be seen in the

power politics that can be very evidently observed.

y Are there real teams functioning within the organization or are they just nominal groups?

o The teams are nominal in Operation.

1.6 Staff and Skills

As is the case with the landlord port model JNPT sees contracts between private and public sector

participants. This may lead through into the steps of progressive privatisation where increasing private

sector involvement is expected in JNPT.Going forward the port authority will have a policy decision and

monitoring role, partly regulatory and partly to ensure contract performance and those royalties,revenues and rent are properly calculated and collected.

Classification of Labour

Labour at JNPT can be classified into 3 categories

y Permanent

y Contract

y Labour employed by private players

y

Permanent Labour- These are a total of1800 personnel and they have entered into a wage agreement

with JNPT. Their wage levels are set by the Ministry of Shipping, Highways and Road Transport . The

salaries are revised every 10 years through a revised wage agreement. These are again classified into

categories. Class 1 & 2 employees are around in 260 in number and constitute the managerial/official

cadre. Class 3&4 employees are 1500 in number.Of these 1200 are deployed in port operational roles with

300 being administrative staff.

Concern forPeople

Concern forPerformanceHigher Concern for People andlesser concern for Performance

[Managerial Grid of 9/9)

0,9

9,0

9,9

0,0


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Contract Labour - This number is variable and changes depending on the status of port developments.

This includes contract labour for all 3 shifts deployed in conservancy and construction activities in the

port. JNPT deploys approximately 700 contract labour for their activities. The bulk of these labourers are

hired for the container handling operations like operating tractor trailers and construction activities at

JNPCT

Private labour- This consists of labour employed by private terminal operators like NSICT and GTIPL.

Currently there are large numbers of contract labour deployed for civic and construction activities at 3rd

terminal (GTIPL)

Fig: Staff by Department at JNPT

Shortage of skilled Labour

Discussions with JNPT have indicated that availability of skilled operators especially in the marine sidefor pilots and launch vessel operators is an area of concern, especially given the current pay-scales of the

port. Data operators and other IT system operators is a category where finding qualified people are aconcern.

Government regulations related to full-time employment at ports

Government regulations for major ports make hiring of a full time employee possible only in case of3vacancies arising in that section. This regulation may act as a barrier in hiring full time employees and hasincreased the contract labour on rolls at JNPT.

Lack ofmarketing efforts

Port user meetings have indicated that the private ports are more aggressive than other ports in their

Marketing and Sales efforts and are undertaking exercises such as presentations, meetings etc with

various shipping lines to increase their traffic. As competition in the port sector increases, JNPT will needto strengthen the marketing cell to undertake marketing, sales and pricing initiatives .


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2 SECONDARY RESEARCH

2.1 THE MUMBAI OIL SPILL

On August 7, 2010 at around 09:15 am, there was a collision between a container vessel MSC Chitra,

which was proceeding from the Jawarharlal Nehru Port to the sea and another vessel Khalijia 3, which

was proceeding towards the Mumbai Port off the coast of Mumbai.

The port was shut down for five days after two ships, as the containers from the MSC Chitra spilled into

the sea, leaking oil. Over300 containers from the MSC Chitra fell into the water. The Chitra had 1,219

containers on board, of which 31 held hazardous chemicals and pesticides.

The oil slick has spread to a distance of two nautical miles from the ship. The vessel was carrying 2,662

tons of heavy oil in its various tanks and 245 tons of diesel oil. Around 800 tons of oil is estimated to

have spilled into the sea. The oil spill has hit shipping companies the hardest as ship movement to and

from the ports of Mumbai and JNPT had been suspended. These two ports handle 60 percent of India's

container traffic.

The total number of containers handled at each of these ports had dwindled to 10-15 percent of their

regular capacity. It was estimated that the trade loss incurred could touch the $4 billion mark if the issue

was not resolved by the weekend. Exporters and importers turned to the government seeking financial

relief. About 33,000-35,000 export boxes are inside the three terminals at the JN Port awaiting the arrival

of vessels for loading while nearly 20 vessels have been diverted to other ports.

2.1.1 Cause of the Accident

Preliminary investigations suggest that the accident occurred as a result of communication errors. An

inquiry is being conducted by the Directorate General of Shipping and a report is expected to be tabled in

a month. The captains of the two ships have blamed each other for the mishap. Captain Laxman Dubey of

the Khalija-III alleged that he attempted to establish radio contact with the MSC Chitra thrice but received

no response.

Captain M Ranjit Martin, who was at the helm of the Chitra, said that it was negligence on the part of

Captain Dubey that led to the accident. He claimed that the Khalija-III was not in a good condition after

being grounded by Mumbai port authorities earlier in July.

The vessel had been moving into the portwhen it collided with the Chitra. The Geneva headquartered Mediterranean Shipping Company, which

owns the Chitra, has stood by its captain on the issue.

2.1.2 Ecological Impact

The impact is already being felt along the Mumbai coastline, with fish and other marine creatures being

found covered with oil. The oil slick has entered the sensitive mangrove belt and is likely to damage the


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environment there. The shores along the green mangroves are coated with slick black oil . Containers of

pesticide are also thought to have spilled over and this is causing alarm to environmentalists.

The government had banned fishing in the region soon after the collision occurred. The state fisheries

department is carrying out random sampling at various locations throughout the city. The state

government has appointed the National Environmental Engineering Research Institute and Goa-based

National Institute of Oceanography to assess the environmental impact of the accident.

The Energy and Resource Institute (TERI) has volunteered to clean up the oil spill with its indigenously

developed and patented formula of bacteria called as 'Oil Zapper.' The process uses bacteria to clean-up

the oil slick. This might help do away with the effects of the spill.

2.1.3 Salvage Operation

SMIT Salvage is continuing with operations to clear the containers from the channel. It has cleared about

60 containers from the sea. The cleanup operation will be tedious and time consuming as it takes many

hours to lift a container by employing metal ropes and a crane.

A floating crane and two tugs have beenemployed to tow and pick up containers drifting in the channel.

SMIT is also pumping out the remaining fuel from the MSC Chitra to avoid any further spill. Attempts to

straighten the ship, which is dangerously tilted, failed because of the weather conditions . The Chitra is

tilted at an angle of about 75 degrees. Shipping officials estimate that clearing the ill-fated ship could take

a few months.

The following action plan was executed during the oil spill:

Collected the floating containers and took them to JNPT; this was done by anchoring a barge at a

suitable anchorage with floating cranes.Tugs towed the floating containers to come for the placement on

the barge; Once the list of the vessel stabilized and certified safe to board, the salvagers boarded the vessel and

removed the fuel from the various tanks into barges to eliminate threat of pollution;

The containers on deck were removed with the help of tugs and crane and barge arrangement and taken

to JNPT;

The removal of the remaining containers in the holds and salvage of the vessel was then attended to.

2.1.4 Fuel Shortage

With the ports limping back into operation mode, fears of a fuel shortage in the city of Mumbai have been

quelled. There was a possibility that the city would run out of fuel if the ports did not reopen soon . Oil

and fertilizer ships will be let in on priority.

However, major oil companies such as Oil and Natural Gas Corp. (ONGC), Bharat Petroleum Corp.,

and Hindustan Petroleum Corp. have sought to assuage fears by maintaining that production at their

plants in Mumbai are normal and there is no shortage foreseen whatsoever.


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2.2 BP Oil Spill in US

The BP oil spill, is an oil spill in the Gulf of Mexico which flowed for three months in 2010. The impact

of the spill still continues even from the well being capped. It is the largest accidental marine oil spill in

the history of the petroleum industry. The spill stemmed from a sea-floor oil gusher that resulted from the

April 20, 2010 Deepwater Horizon drilling rig explosion. The explosion killed 11 men working on the

platform and injured 17 others. On July 15, the leak was stopped by capping the gushing wellhead, after it

had released about 4.9 million barrels or205.8 million gallons of crude oil. It was estimated that

53,000 barrels per day were escaping from the well just before it was capped. It is believed that the daily

flow rate diminished over time, starting at about 62,000 barrels per day and decreasing as the reservoir of

hydrocarbons feeding the gusher was gradually depleted. On September19, the relief well process was

successfully completed and the federal government declared the well "effectively dead".


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2.2.1 Action taken

The three fundamental strategies for addressing spilled oil were:

y Contain it on the surface,

y To dilute and disperse it into less sensitive areas,

y To remove it from the water.

2.2.2 Containment

This action included deploying many miles of containment boom, whose purpose is to either corral the

oil, or to block it from a marsh, mangrove, shrimp/crab/oyster ranch or other sensitive area. Booms extend

1848 inches above and below the water surface and are effective only in relatively calm and slow-

moving waters. More than 100,000 feet (30 km) of containment booms were initially deployed to protect

the coast and the Mississippi River Delta. With time that nearly doubled to 180,000 feet with an

additional 300,000 feet staged or being deployed.

2.2.3 Use of dispersants deep under water

Dispersants are said to facilitate the digestion of the oil by microbes . Mixing the dispersants with the oil

at the wellhead would keep some oil below the surface and in theory, allow microbes to digest the oil

before it reached the surface. Various risks were identified and evaluated, in particular that an increase in

the microbe activity might reduce the oxygen in the water.

2.2.4 Removal

Three basic approaches to removing the oil from the water have been burning the oil, filtering off-shore,

and collecting for later processing. On April 28, the US Coast Guard announced plans to corral and burn

off up to 1000 barrels of oil each day. It tested how much environmental damage a small, controlled burn

of100 barrels did to surrounding wetlands, but could not proceed with an open ocean burn due to poor

conditions. BP stated that more than 215,000 barrels of oil-water mix had been recovered by May 25.In

mid June, BP ordered 32 machines that separate oil and water with each machine capable of extracting up

to 2000 barrels per day, BP agreed to use the technology after testing machines for one week. By June 28,

BP had successfully removed 890,000 barrels of oily liquid and burned about 314,000 barrels of oil.


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2.2.5 Consequences

Ecology

The spill is the 'worst environmental disaster the US has faced', according to White House energy adviser

Carol Browner. Factors such as petroleum toxicity, oxygen depletion and the use of Corexit dispersant are

expected to be the main causes of damage. Eight U.S. national parks are threatened. The flora and fauna

of the nearby areas have been severely affected. Along with these, the coral reefs have been

disrupted. Damage to the ocean floor is also likely. The use of dispersants has broken up the oil into

droplets small enough they can easily enter the food chain . The researchers announced the oil spill waters

contain carcinogens.

Tourism

Although many people cancelled their vacations due to the spill, hotels close to the coasts of Louisiana,

Mississippi and Alabama reported dramatic increases in business during the first half of May 2010.

However, the increase was likely due to the influx of people who had come to work with oil removalefforts. Jim Hutchinson, assistant secretary for the Louisiana Office of Tourism, called the occupancy

numbers misleading, but not surprising. "Because of the oil slick, the hotels are completely full of people

dealing with that problem," he said. "They're certainly not coming here as tourists. People aren't sport

fishing, they aren't buying fuel at the marinas, and they aren't staying at the little hotels on the coast and

eating at the restaurants."

3. PRIMARY RESEARCH


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3.1 JNPT EMERGENCY POLICY

The Port Region is vulnerable to both natural and technological hazards.

Natural hazards may include events such as earthquakes, severe weather, and floods. Technological (man-

made) incidents may include hazardous material spills, transportation accidents, bomb threats, explosionsand fires. The JNPTs first response to these possibilities is the development of a comprehensive

EMERGENCY ACTION PLAN. This section of that plan describes the port wide policies to which the

Ports Chairman, HODs & senior management, and emergency response managers will refer at the

occurrence of a broad based emergency.

For the purpose of these emergency-operating procedures, a major emergency or disaster is characterized

as an unforeseen or unexpected combination of circumstances that call for immediate and extraordinary

actions. In addition:

3.1.1 Major EMERGENCY:

An event where there is reason to suspect that lives may be endangered or where severe damage toproperty and or environment may result. It is a situation where the ability to help oneself exists but

additional help is needed. A major emergency may be from natural or technological causes. Moderate

earthquake/storm/floods a bomb threat, a limited hazardous materials release or fire are examples of

major emergencies.

3.1.2 Major DISASTER:

An event that causes widespread damage and/or threatens life and safety. The ability to respond with

resources at hand is overwhelmed or suppressed; one can do little to help oneself. A "Major Disaster"

may include a substantial earthquake, major hazardous materials release or oil spill, or an aircraft

accident.

3.1.3 Purpose

While it is expected that established policies and procedures will be adhered to, the responsibility for

making decisions ultimately falls upon individuals. For this reason a hierarchy of command is established

for the Site Incident Controller and the administration of an emergency response and for the local

administration at each port owned and operated site. Decisions effecting the execution of this plan are to

be made by the highest ranking individual who is available for counsel. It is recognized that immediate

decisions by port personnel at various locations may be highly beneficial in reducing injuries and property

loss. For this reason broad discretionary powers are bestowed on site managers. It is expected, however,

that decisions will be in keeping with the "reasonable person" standard.

3.1.4 Emergency RESPONSE:

The ports level of response will be commensurate with the present and potential impact(s) of the

emergency. Not all emergencies are of the same scope. Further, the effects of an emergency (structure

damage, for instance) may vary significantly from one area to another. For these reasons, at the occasion

of an emergency, it will be incumbent on responsible parties at each site to determine the level of

response, which is appropriate for their site.


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3.1.5 Crisis Management GROUP:

The Crisis Management Group (CMG) will be formed and include: Chairman, Deputy Chairman, Deputy

Conservator, Chief Manager (Operations), Chief Manager (Administration) & Secretary, Chief Manager

(Port Planning and Development), Chief Manager (Finance), Medical Superintendent, Manager

(Management Services) and Deputy Commandant (Central Industrial Security Force).The CMG will

convene at the Emergency Control Centre (ECC) located at or as directed by the Chairman.

In the event of an emergency the PORT'S Deputy Conservator (or his/her designee will serve as the Site

Emergency Coordinator.

1. PRIORITIES: Procedural decisions are to include consideration of the following:

Employees/Port users/Public safety

The protection of the environment.

The protection of property. Restoration of an environment in which PORT customers can conduct business.

2. RESOURCES:The Deputy Conservator will establish the priorities for allocation of PORT resources.

3. COMMITMENTS:

The JNPT intends to make every good faith effort to continue to honor contracts and

commitments which may be affected by an emergency.

4. COMMUNICATIONS:The PORT'S Administration Department will provide media and public information at the

direction of the Chairman.

5. PERSONNEL POLICIES:

The Deputy Conservator may develop extraordinary policies to apply during the period of an

emergency.

6. MUTUAL AID:A. If necessary, the Deputy Conservator may request assistance from other governmental entities

or agencies or may retain private contractors as needed.

B. If requested, the Deputy Conservator may make PORT resources available to others severely

impacted by an emergency provided such aid:

Contributes substantially to the public safety.

Will be of significant benefit to the public.

Will not compromise the safety and welfare of PORT employees, customers and

members of the community.


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7. ASSISTANCE:As a matter of policy, PORT personnel are not to solicit assistance from customers, tenants, or

visitors. There may be extreme conditions, however, where voluntary assistance will be of

exceptional value and volunteerassistance may be received.

8. DECISIONS AND RESPONSES:Decisions and Responses during the Emergency will be based on:

A.The best information available at the time a decision and/or action is warranted.

B.A resource available at the time a decision and/or action is warranted.

9. ACKNOWLEDGMENT OF LIMITATIONS:

A. The JNPT is committed to developing emergency preparedness plans that address:

The safety and security of our employees, customers, visitors, and members of the

community.

The protection of the environment.

The protection of property.

The orderly continuation of the mission of the PORT .

The safe and orderly continuation of the business of our customers .

B. It must be recognized that it is virtually impossible to develop a plan, or set of plans, that will

foresee and address all future events -- particularly when the dynamics of a disaster are in

play. For this reason it is acknowledged that the PORT plans may be less than perfect in their

content or their execution.

C. In the dynamics of a disaster or major emergency, factors beyond our control may limit the

ability of the PORT to provide a totally effective response to a widespread disaster.

10. ASSESSMENT AND CORRECTIVE ACTION:Following an emergency, there will be a comprehensive review of policies and procedures to

determine how this organization can better respond to similar situations. Findings will be

incorporated into revised emergency plans.


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3.2 Classification of Emergency ORGANIZATION:

Phase I

Emergency Organization shall be formed with senior most persons

available in shift. The action group shall be constituted immediately with

Pilot on duty (for marine emergencies) or Terminal Shift- In charge (for

port area emergencies) as Site Incident Controller.

Phase II

Emergency Organization shall be formed within 30 minutes with senior

executives occupying action group. By default senior most executive in

respective department in the action group shall replace his deputy and

thereafter guide his department to fulfill his emergency coordination duty.

Phase IIIEmergency Organization shall be formed within two hours with Crisis

Management Group in place and Action Group shall be headed by the

Deputy Conservator as Site Emergency Coordinator.

3.3 EMERGENCY MANAGEMENT TIER I - PORT TRUST TEAM (ON SITE)

CRISISMANAGEMENT GROUP (CMG)

Chairman

Deputy Chairman

Deputy Conservator

Chief Manager (Operations)

Chief Manager (Finance)

Chief Manager (Admn.) & Secy.

Chief Manager (PP & D)

Manager (Management Services)

Medical Superintendent

Dy. Commandant-CISF

Chairman/Deputy Chairman shall be Chief

Emergency Controller.


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ACTION GROUP Deputy Conservator shall be Site Emergency Coordinator

within 30 minutes

Marine Sr. Dock MasterOperations Sr. Manager (BT / CT / M & ES)

Fire & Safety Asstt. Manager (F & S)

Medical Medical Officer ON DUTY

Port Control Station

(Communications)

Dock Master II

Maintenance Dy. Manager CT (Maint.) / Dy. Manager (BT) / Dy. Manager

(ES)

Materials Manager (M)

Personnel & Administration Sr. Manager (P & IR)

Legal & Estate Sr. Manager (L & E)Marine Pollution Manager (MCPC)

Finance Sr. Manager (Fin.)

Safety Superintendent (Safety)

Security Assistant Commandant (CISF)


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3.4 EMERGENCY MANAGEMENT (COMMUNICATIONS)TIER 2 AND 3 OFF

SITE

CORE EMERGENCY TEAM

STATE GOVERNMENTChief Secretary-State Govt. to be in touch with

y Chairman Port Trust

y District collector/magistrate

y Secretary Revenue-State Govt.

y

Secretary-Food Supplies-State Govt.

y Secretary-Transport-State Govt.

y Secretary Environment

y Relief Commissioner

j Local Meteorological Dept

PORT TRUST TEAM(CRISISMANAGEMENT GROUP & ACTION

GROUP)DISTRICTGOVERNMENT

EMERGENCY TEAM

OTHER TERMINALS NSICT, BPCL

MUTUAL AID PARTNERS1. IOTL 7. NSICT2. GBL3. RIIL4. IMC5. Viraj Agro6. DFPCL

CENTRAL GOVERNMENT

y Secretary, Ministry of Shipping, New Delhiy Cabinet Secretary, Govt. of India

y Joint Secretary Ports

Secretary- Ministry of Shipping will

be in touch withy Joint Secretary shipping

y Secretary Environment

y Cabinet Secretary

y Chief of Army Staff

y Chief of Air Staff

y Chief of Navy Staff

y Head of Coast Guard

y Chairman FCI

y Secy-Finance-GOI

y Chief Secy-State Govt.

y Head-Indian MeteorologicalDept

y Chairman-Port Trusty Airport Officer in charge

Deputy Conservator maintainscontact with

y Chief Inspector-Factories

y Insp-State PollutionBoard

y Director Explosivesy Exec Engr-State Elecy State Water Supplyy Police Circle officery Municipal Fire Depty Exec Engr-Telephones

y Local District hospital

PANEL OF

EXPERTS


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3.5 DUTIES OF KEY PERSONNEL

Position Port Position Alternative

Chief Emergency Controller Chairman Deputy Chairman To inform district emergency and statutory authorities i.e. District Collector, Superintendent

of Police, District Medical Officer (Civil Surgeon), Central and State Pollution Control

Boards, Chief Inspector of Dock Safety (Inspectorate Dock Safety), Chief Controller of

Explosives.

To activate the off site plan, if necessary.

To liaise with Ministry of Shipping. MoEF, MoL.

To inform the media, if necessary.


Site Emergency Coordinator (SEC) Deputy Conservator Sr. DockMaster Directs operations from the Emergency Control Center with assistance from Crisis

Management Group to site incident controller.

Take over central responsibility.

Decide level of crisis and whether to activate off site emergency plan.

Instruct SIC (Site Incident Controller) to sound appropriate alarm.

Direct the shutting down, evacuation and other operations at the port.

Monitor on site and off site personal protection, safety and accountability.

Monitor that causalities if any are given medical aid and relatives informed.

Exercise direct operational control of the works outside the affected works .

Monitor control of traffic movements within the port through SIC

.

Coordinate the senior operating staff of the fire, police and statutory authorities.

Review and assess possible developments to determine the most probable course of events.

Authorize the termination of the emergency situation by sounding the all clear siren-

continuous long single tone siren for one minute.

Control rehabilitation of affected areas after emergency.

Arrange for a log of the emergency and ensure return of normal operations .


Site Incident controller (SIC) Senior DockMaster DockMaster I


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Direct and co-ordinate all field operations at the scene of the accident.

Assess incident/crisis at site-nature-location- severity-casualties-resource requirement.

Classify incident-Advise (Port Control Officer)/Duty Pilot at Signal Station-to convey to site

Emergency co-coordinator - Crisis Severity status and Emergency level-wind Direction-

temperature-casualties-resource requirements.

Conducts initial briefing.

Activate elements of the terminal emergency plan/ site response actions.

Protect port personnel and the public.

Direct fire fighting/oil spillage/gas leakage/vessel accidents/natural calamities cargo

operations shutdown search for casualties arrange first aid and hospitalization.

Brief or designate a person to brief, personnel at the incident scene.

Determine information needs and informs Crisis Management Group.

Coordinate all functional heads in field operations group to take action.

Manages incident operations to mitigate for re-Entry and recovery.

Coordinate search and rescue operations Arrange evacuation of non essential workers to

assembly points outside port.

Arranges tugs, mooring boats and pilot(s) for un-berthing vessel(s).

Co-ordinate actions requests for additional resources and periodic tactical and logistical

briefings with Site Emergency Coordinator (SEC).

Coordinate incident termination and clean up activities.

Instructs various emergency squads as necessary.

Return normal operations.


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Fire Coordinator Asst.Manager (Fire and Safety) Station Officer

Under the direction of the Site Incident controller is responsible.

Consult SIC- announces fire incident point over the public address system and evacuates

workers to the assembly points.

Communicate with Fire Station and leads fire fighting team to the incident location.

Inform Site Incident Controller if external fire tender/fire fighting equipment/

materials/Mutual Aid is required.

If necessary, arrange and activate other fire fighting equipment.

Arrange ELCB equipment e.g. fire suits, protective gloves and goggles, breathing apparatus.

In liaison with ES- pump house ensure that adequate water pressure is maintained in the fire

hydrant system.

Maintain adequate records.


Security & Evacuation Dy. Commandant CISF Asstt. Commandant CISF

Direct, gate security and facilitate evacuation, transport, first aid, rescue.

Control the entry of unauthorized persons and vehicles-disperses crowd.

Permit the entry of authorized personnel and outside agencies for rescues operations without

delay. Liaises with State police.

Allow the entry of emergency vehicles such as ambulances without hindrances .

Ensure that residents within port area are notified about disaster and instructions to evacuate if

necessary.

Ensure that the people are as per the head count available with the assembly point section of

that area.

Carry out a reconnaissance of the evacuated area before declaring the same as evacuated and

report to Site Incident controller through DC (CISF).


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Medical Coordinator Medical Superintendent Medical Specialist

Direct medical team.

Set up casualty collection center arrange first aid posts.

Arrange for adequate medicine, antidotes, oxygen, stretchers etc.

Contact and cooperate with local hospitals and ensure that the most likely injuries can be

adequately treated at these facilities e.g. burns.

Advise Chief Emergency Controller on industrial hygiene and make sure that the facility

personnel are not exposed to unacceptable levels of toxic compounds.

Make arrangements for transporting and treating the injured.

Inform the hospitals of the situation in case of a toxic release and appraise them of the

antidotes necessary for the treatment.

Maintain a list of blood groups of each employee with special reference to rare blood groups .

Liaise with Red Cross-St Johns Ambulance.


Operations Co-ordinator Sr. Manager (BT/CT) Manager (BT/CT)

Direct operation staff

.

Prepares vessels to vacate from berth.

Arranges to protect cargo in vicinity from damage.

Arrange to segregate and shift cargo in sheds.

Submit consolidated list of dangerous goods in port including tankers in port and tank farms in

port area.

Coordinate with ship owners/agents/C & F agents/stevedores.


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Maintenance Coordinator Sr. Manager

(BT/CT/M&ES/PP&D)Manager (CT/ES/PP&D)Dy.Manager (BT)

Direct maintenance staff.

Recommend the appropriate procedures to isolate damaged units without introducing new

hazards and provides resources both in terms of personnel and equipment to accomplish this.

Provide the necessary utilities during the emergency, isolating or recommending emergency

isolation procedures to prevent utility distribution to damaged parts of the facility, if so

required and activates back up emergency generators, pumps, welding services and

underwater diving.

Render and monitor assistance for extricating trapped personnel by cutting structures, wires

etc.

Implement elaborate plans for providing continuity of emergency supplies and services such

as water lines, electric power, emergency lighting etc.

Remain alert on duty for any electrical isolation of equipment during an emergency.

Suggest optimal strategies for conducting emergency isolation operations of damaged process

equipment, the emergency transfer of materials and all other process related emergency

operations.

Assesses damages and provide technical assistance to determine the operability of damaged

units. Keeps in touch with State Electricity Board.

Assists in the accident investigation.

In case of fire and specially if the fire involves toxic/flammable materials, this function will be

responsible for containing the run off fire water and other water from the damaged units .

Determine the level of contamination of the site as a result of the accident .

During cyclones/floods arranges sand bags and transfers important plans and documents to

higher levels.


Marine Pollution co-coordinator Manager (MCPC) Assistant Manager (MCPC)

Recommendations to minimize the impact of an accident on the environment for which it

would develop methodologies to control hazardous spills.

To monitor cooperation with emergency response squads to conduct the actual clean up work


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during and after the emergency.

In case of fire and specially if the fire involves toxic/flammable materials, to ensure

responsible actions for containing the run off fire water and other water from the damaged

units.

Determine the level of contamination of the site as a result of the accident .

During cyclones/floods monitors sand bags and transfers important plans & documents to

higher floor levels.


Port Control room coordinator DockMaster - II Duty Supervisor

Ensure Shift Port Control Officer advises entire emergency team.

On receipt of instructions from the Site Incident Controller, notifies the fire

brigade/police/hospitals/district collector/mutual aid partners. Keep the communication instruments open for emergency calls and transmit the same to the

concerned personnel effectively.

Refrain from exchanging any information with authorized persons unless authorized to do so

by the Chief Incident Controller.

Maintains contact with other vessels on VHF.

Maintain tide tables and contact with Meteorological Department.

Position Port Position AlternativeLegal & Estate Coordinator Sr. Manager (Legal &

Estate)AM (CL)

To issue notices under Major Port Trust Act, Indian Ports Act, Major Port Prevention and

Control of Pollution Rules etc. to the defaulters.

Arrange for settlement of related claims.


Civil Coordinator Manager (PP&D) I Manager (PP&D) II

Inform Maharashtra Pollution Control Board and other environmental agencies about the

incident for getting necessary guidance.

Instruct the contractors to carry out urgent civil works if required.

Hire the barges for collecting the spilled oil, if required.


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j Collapse of lifting appliances in ship

j War, civil disturbances and terrorism


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3.7 GENERAL EMERGENCY RESPONSE

Collision of Ships

Person(s) falling in the harbour

Action Group

Site Incident Controller

Action

Inform Port Control Room

Activate Emergency Action Plan

Throw lifebuoys in water

Inform all vessels in vicinity for rescue

Arrange launch to rescue the person(s)

Action Group


ActionInform Port Control Room


Inform relevant authorities.

Check for oil spill from ships

Activate Oil Spill Response plan

Master of Vessel

ActionInform relevant authorities

Prepare life boats for lowering

Keep life saving equipment ready

Decide depth of water

Decide can vessel float with its own power


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Groundingof vessel

Storm

Action group

Port Control Room

Action

Immediately inform Pilot

Take actions in consultation with Pilot



Action

Contact all ships

Ask Masters to keep the Ships ready

Keep the tugs on stand by

Ensure all barges / small vessels at sheltered area

Coordinate with external agencies

Stop cargo work if necessaryShip discharged cargo to safer place

Secure and shift cranes to safer place

Secure loose or heavy items / electrical equipments

Action Group


Action

Inform Port Control Room


Inform relevant authorities.

Check for oil spill from shipsActivate Oil Spill Response plan

Master of Vessel

Action

Inform relevant authorities

Prepare life boats for lowering

Keep life saving equipment ready

Decide depth of water

Decide can vessel float with its own power


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Flood

Collapse of lifting equipments, buildings

Action Group

Port Control Room

Action

Immediately inform Shift In Charge

Act in consultation with shift in-charge


Action

Stop cargo work if necessary

Secure and shift cranes to safer placeArrange mobile cranes, earth movingequipments

Arrange fire fighting and first aid

Rescue persons

Arrange for removing debris

Action Group

Port Control Room

Action

Immediately informPilot

Take actions in consultationwith PilotActivateEmergency Action Plan


Action

Ensureall emergency Equipment in order

Keep rescue team ready

Evacuate people from the area

Shifthazardous cargo out of the port

Cut off electrical supply

Carry out rescue operation


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Fire or Explosion (ship)

Fire or Explosion (Port)

Action Group

Any one who

notices fire

Action

Inform port Control Room

Inform Fire Station

Inform nature of fire if known

Port Control

Room

Action

Inform Shift In Charge

Inform Fire Station

Fire Coordinator

Action

Check type of fire

Refer IMDG procedure

Use appropriate PPEs

Site Incident

Controller

Action

Stop work if necessaryArrange fire fighting team

Access situation time to time

Remove unaffected cargo

Action Group

Any one who

notices fire

Action


Inform FireStation


Port Control

Room

Action

inform PilotInform Fire Station

Fire Coordinator

Action

Check type of fire



Site Incident

Controller

Action

Ensure all vessels in safe area

Stop work if necessary

Inform engine room

Arrange fire fighting team

Keep vessel ready to move


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Toxic release (Ship)

Toxic release (Port)

Action Group

Any one who

notices release

Action


Inform Fire Station


Port Control

Room

Action

inform Shift In Charge

Inform Fire Station

Fire Coordinator

Action

Check type of leak



Site Incident

Controller

Action





Action Group

Any one who

notices release

Action


Inform Fire Station


Port Control

Room

Action

Inform Shift In Charge

Inform Fire Station

Fire Coordinator

Action

Check type of leak



Site Incident

Controller

Action






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Pollution of oils

4. Comparison between Singapore Port

and JNPT port

Singapore Port is the Worlds Number One in terms of Container Ports. It is also the worlds busiest port.

As such there is not much comparison but still we have tried to cover a few points .

S.No. Area Singapore Port JNPT Port

1. Location Singapore's location at the

crossroads of East-West trade

makes it an ideal transit point

where containers are transferred

from big ships to smaller vessels

onward within Asia or vice-versafor channeling exports from

manufacturing bases in Asia

onward to Europe or the US.

Hence, it is the worlds largest

port in terms of transshipments.

JNPT due to its location doesnt

offer that high level of

connectivity which means that it is

more economical to transship

through Singapore than to ship

direct to India. So containersfrom Europe bound for India are

first shipped to Singapore, and

then transshipped back to India,

retracing their path through the

Malacca Straits.

2. Key Focus Of The focus in Singapore Port JNPT Ports still lags modern

Action Group

Any one who notices

Oil leakage

Action

Inform POC Control RoomGive details if possible

POC Control Room

Action

Immediately inform Pilot

Inform MCPC Section

Inform shift in-charge


Action

Stop cargo work if necessary

Arrange fire-fighting teamAlert vessels in vicinity

Stop source of leakage


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Authority Authority is rightly on being the

leader in the complex dynamics

of transshipment by investing in

software technology and

deploying automated equipment

to facilitate smooth switching ofcontainers that is the hallmark of

a successful transshipment port.

As it has invested heavily in

value-added services, volume

growth has further increased the

profitability.

equipments for line

transshipments and are still

continuing on 1990s machinery

which highly increases the

turnaround time of containers

increasing the waiting time forvessels. Thus is less lucrative for

the shipping companies in

comparison to Singapore Port.

3. Research and

Development

One important focus of the Port

of Singapore's Authority is the

development of a center for

maritime research and

development. The Port Authority

offers a variety of programs to

encourage students and public,

private, and industrial

organizations to conduct

research and development

projects, develop innovative

port-related solutions, and test-

bedding.

Such Initiatives are not well

considered at JNPT. Only

government bodies are involved in

research which too often fails to

bring out any quality

recommendation with innovative

ideas.

4. Recreation Facilities The Port of Singapore is not all

work and no play. It providesample area in the port's waters

and on the waterfront for

recreation, sports, and leisure

activities. There are also many

opportunities in the Port of

Singapore for those who enjoy

leisure boating, yachting, and sea

sports like windsurfing,

wakeboarding, or canoeing. It

has launched the SeaPort

(WISEPORT) wireless-

broadband-access service to all

ships in port

No Such Recreation activities

arrangement is seen at JNPTwhich could help in generating

revenues for them. The same

facility helped the Singapore port

in producing fair amount of

revenues even during the recent

international financial crisis.

5. Government

Intervention

There is minimum government

intervention and the ports are

JNPT is still bound by

government regulations. It cannot


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majorly governed in private

fashion.

be efficient because government

regulations do not allow it to be.

Being a government port, it could

not even purchase all the cranes it

needed at one go. It had to buy

one set of cranes, then go in for bidding a year later, and pick up

the next set of cranes and so on.

So, a lot of bureaucracy affects the

decision making of port authority.

6. Integration with Other

Transport Facilities

Singapore besides being well

integrated with the railways has

recently been connected with

Singapore Airlines that allows

for smooth, fast and seamless

trans shipments thus making it

number one in terms of

Efficiency.

Rail lines to and from JNPT are

choked, and this causes much of

the delay. Turnaround times for

vessels are longer at JNPCT than

at GTI, NSICT (other two

terminals at JNPT site), or any of

the private ports across India.

7. Terminal Systems The CTMS (Container Terminal

Management Systems) improves

port operations efficiency and

productivity by leveraging on IT

and engineering technologies to

automate operations processeswith highly optimized plans.

JNPT too has container

management systems but most

part of it is manually operated

giving rise to increased chance of

disaster like Crane Clashing,

Container being lost, ContainerMishandling.

8. Equipment Usage Heavy Usage of Advanced

Equipments like Optical

Readers/Cameras, Biometric

Gates, Air Slide Conveyor

system adds a lot in increasing

the throughput of the port.

No Such high tech equipments are

used at JNPT and work is mostly

carried out manually and modern

equipments are used in only very

key operations

9. Navigation group Tug and pilotage services are

provided by the private sector

and their charges are notincluded in the port tariff.

In JNPT port, towage includes tug

assistance and pilot boat charge.

Anchorage fees are charged after30 days from the day following

the completion of anchoring.

10. Cargo operations

group

Storage consists of the basic rate,

rehandling charge, lift on/off

charge etc.

Storage charge is subdivided as

follows: full/empty/trans-

Mobile cranes and equipment

charge is charged additionally in

Indian ports. This is one of the

major reasons for the high port

price in Indian ports. In JNPT port


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shipment and period. dry dock charge is levied for

docking and undocking

5. Comparison between Dubai Port andJNPT port

Dubai JNPT

Environmental

and Safety

concerns

Eliminating oily ballast water discharge

from ships is a major environmental

concern. This issue is well recognized and

provision of adequate reception facilitiesin port is required under the International

Maritime Organisation (IMO)

International Convention for the

Prevention of Pollution from Ships

(MARPOL) Convention 1973/78.

Regulation 10/7 and 12 of the pollution

convention require each state to ensure

that sufficient oily ballast water reception

facilities are available at oil-loading

terminals, ports with ship repair facilities,and in those ports in which ships have oily

residues to discharge to shore.

The port or terminal is required

to prepare and maintain a Waste

Management Plan for ship generated wastes.

The plan should include the provisions anduse of facilities for reception of prescribed

wastes as per MARPOL 73/78 from ships

and crafts using the harbour. The

International Convention on the Prevention

of pollution from ships (73/78) contains

regulations pertaining to reception facilities

to be provided by the port. The Annexes of

MARPOL refer to specific waste categories.

The category of wastes that affect JNPT and

the manner in which they are dealt with arecontained in this plan. Other terminals

operating in JNPT have to prepare their own

waste management plan and submit a copy to

JNPT

Turnaround time Less Congestion in Dubai port inspite of

huge traffic. Average turnaround time is

less than one day.

Despite having adequate capacity

and modern handling facilities, average

turnaround time is 1.67 days . Congestion is

due primarily to the slow evacuation of cargo

rather than a lack of handling capacity, since

ports are not adequately linked to the

hinterland.

Transactional

Cost

The transactional

cost in Dubai port is around 4-4.5 per cent.

This is very less which puts them at a

competitive advantage

Owing to the inadequate infrastructure in

various services including customs

facilitation, electronic data interchange (EDI)

and documentation,


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among others, the transaction cost in India

has remained very high and placed at around

10-12 per cent of the imported value of the

goods

Intermodal Links Ports are serving as intermodal links as

critical nodes in international supply chainnetworks

JNPT is still in the process of getting there.

More ICD/CFS being set up near ports withvalue added services. Road and rail

connectivity improvement projects are being

launched

Privatization Increasing privatization: Shift from

service port

to landlord port model. The ports are

owned privately by DP World and thus is

more like a landlord port model than a

service port model

Same: Major Ports are gradually increasing

participation from private sector. PPP model

has been implemented in two out of three

ports and there are plans to expand on this.

Traffic Dubai port handles 14% of world traffic.

Its big size, effective traffic management

and low turnaround time allows it to

manage the traffic very well.

One port JNPT handles 60% of all container

traffic among Indian ports. It is the biggest

port in India but still needs to improve on the

Vessel Capacity Largest container vessel is 14000 TEUs.

Thus it has a huge capacity for container

vessels

Largest container vessel 6000 TEUs. Need

to improve on capacity to handle much larger

vessels

Charges of

handling vessel

For a vessel of2500 TEUs and 2600

GRTs, the vessel charges in JNPT are

$8515. This is mainly because of high port

dues, pilotage and berth hire rates

Due to low port dues, pilotage and berth hire

rate, for2500 TEUs and 2600 GRTs, the

vessel charges are just $2290. This makes

trade to be cheaper and more foreign players

invest


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6. REFERENCES:

1. Indian Ports - http://www.mu.ac.in/arts/social_science/eco/pdfs/vibhuti/wp14.PDF

2. Concern Matrix - Analyzing Learners' needs

3. Tariff Authority for Major Ports - http://www.tariffauthority.gov.in/

4. People Performance Model -http://www.businessballs.com/people_performance_potential_model.htm

5. JNPT port Strategy - www.portstrategy.com/news101/asia/jnpt_congestionhttp://www.jnport.com/

6. Singapore port governance - http://www.scdf.gov.sg/content/scdf_internet/en/community-and-volunteers/learn-civil-defence/terrorism/bomb-threats.html

7. Singapore community and volunteers -http://www.scdf.gov.sg/content/scdf_internet/en/community-and-volunteers/learn-civil-defence/terrorism/the-ready-bag.html

8. FAQ Civil Defence - http://www.mha.gov.sg/basic_content.aspx?pageid=180

9. Singapore Administration-http://www.sidsnet.org/msi_5/docs/nars/AIMS/Singapore-MSI-NAR2010.pdf

http://www.mpa.gov.sg/sites/port_and_shipping/port_and_shipping.page

10.BP Oil spill - http://en.wikipedia.org/wiki/Deepwater_Horizon_oil_spill#Permanent_closure


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7. Ground Survey for Final Report

The survey to taken during next port visit from the security personnels and guards .

Detailed Survey

(to be conducted with security personnel, guards)Name:Gender:Age Group:

15-20

20-30 30-40

40-55

55-70

On the scale of 1-10 rate the following: (In case of any rating below 5, note the reasons besides)

How well is the port equipped to tackle the following situations: Collision of ships

Person falling in harbour

Grounding of vessel

Storm

Flood Collapse of lifting appliances, buildings

Fire or Explosion(Ship)

Fire or Explosion(Port)

Toxic Release(Ship)

Toxic Release (Port)

Pollution by Oils

Terrorist attack

Earthquake

How well defined is the entire process of disaster management?

How efficient is the logistics of the port to handle emergency?

How strongly are the ports linked with hospitals to deal with emergency?

How well is the rail/road connectivity dealt with during emergency?

How well equipped is the port with resources during disasters?

Detailed Survey

(to be conducted with security personnel, guards)Name:Gender:Age Group:

15-20

20-30

30-40

40-55

55-70

On the scale of 1-10 rate the following: (In case of any rating below 5, note the reasons besides)How well is the port equipped to tackle the following situations:

Collision of ships

Person falling in harbour

Grounding of vessel

Storm

Flood

Collapse of lifting appliances, buildings

Fire or Explosion(Ship)

Fire or Explosion(Port)

Toxic Release(Ship)

Toxic Release (Port)

Pollution by Oils

Terrorist attack

Earthquake

How well defined is the entire process of disaster management?

How efficient is the logistics of the port to handle emergency?

How strongly are the ports linked with hospitals to deal with emergency?

How well is the rail/road connectivity dealt with during emergency?

How well equipped is the port with resources during disasters?

How quick is the administration in terms of responding to a disaster?

How do you rate the efficiency of the disaster management cell?

How easy or difficult is a terrorist attack? Why?


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How are the working conditions in the port?

How do seniors treat you?

To what level do you think is corruption spread and how does it hamper the performance of the organization?

How well are the suggestions given by the groundsmen taken?

Has any of the suggestion given, ever been implemented? If yes, when was it and how fast?

How do you find the lifting equipments presently used in the system?

Excellent working condition

Good working condition

Need a change

Need an immediate change

How do you find the technology presently used in the system?

Excellent

Good

Needs up gradation

Need an immediate up gradation

What is the turn around time in case of an emergency?

Less than 30 mins

Less than an hour

Less than 2 hours

More than 2 hours

How frequently are drills conducted?

Once a month

Once in 3 months

Once in 6 months

Once in a year


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What are the major loopholes are per you in the disaster management system?

Outdated Policy

Inefficient administration

Ineffective workforce Outdated technology

Insufficient resources

Other

Which amongst these requires immediate attention? Why?

How are the safety precautions for the personnels during disaster?

How are the compensations provided to the security personnels in case of any casualty?

How do you rate the way Mumbai oil spill was handled by the port authorities?

What could have been done better?

report on jnpt disaster management

Documents