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COPY NO.

MANAGEMENT ONBOARD SHIPS

WARNING

This document is the property of Government of India and is meant for the use
of Naval personnel only. It must not be shown or made available to the press or
any member of the public.

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(i)

WARNING

1. This document is property of the Indian Navy, Ministry of Defence,

Government of India and it is meant for use of Naval personnel only. It must not be
shown or made available to the press or any member of the public.

2. Any person finding this document should hand it over to the nearest Military
establishment or Police Station for its safe return to Headquarters Sea Training
Naval Base, Kochi - 682004.

3. The unauthorised retention or destruction of this document is an offence

under the Official Secret Act 1923.

Title : Management Onboard Ships

Year of publication : 2021

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LETTER OF PROMULGATION

1. Good planning is key to efficiency in conduct of any activity and limited

planning at any level is likely to result in crisis management. The importance of
efficient planning onboard a ship needs no emphasis as the ship has to meet a
variety of commitments at sea as well as ashore. Anticipation, forethought and
planning will prepare the crew to deal with any emerging situation and aid
conduct of safe, smooth and seamless evolutions at all times.

2. This handbook lays down the guidelines to plan and manage resources to
enable completion of the requisite tasks in a systematic and time bound manner.
Whole ship activities and individual departmental tasks can also be planned and
executed in an efficient way based on the instructions laid down in this book.

3. This book is to be read in conjunction with other relevant orders issued

from time to time by various agencies and does not supercede any instructions
from higher authorities.

Date: 12 Aug 21

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(iii)

RECORD OF AMENDMENTS

Carried Out by
Amendment Date of Signature
Authority (Name, Rank, PNo
No. & Date Insertion
and Designation)

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(iv)

LIST OF EFFECTIVE PAGES

Subject Page No. Effective Pages

Title Page -

Warning (i)

Letter of Promulgation (ii)

Record of Amendments (iii)

List of Effective pages (iv)

Distribution List (v) - (vi)

Index (vii) – (xiv)

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(v)

DISTRIBUTION LIST

Ser Authorities No of Copies

1. IHQ MoD(N)/ DNO One
2. FOCINC SOUTH/CSO(OPS) One
3. FOCINC WEST/CSO(OPS) One
4. FOCINC EAST/CSO(OPS) One
5. CINCAN/CSO(OPS) One
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17. INWT One
18. K 22 One
19. LWT(E) One
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21. NAVCC(PBR) One
22. NOIC(APD) One
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Chennai, Delhi, Kochi, Kolkata, Mumbai, Mysore,
34.
Rajput, Rana, Ranvijay, Ranvir
Beas, Betwa, Brahmaputra, Gomati
35. Sahyadri, Satpura, Shivalik, Tabar, Talwar, Tarkash, One each
Teg, Trikand, Trishul,
36. Aditya, Deepak, Jyoti, Shakti
Kadmatt, Kamorta, Karmuk, Khanjar, Khukri, Kiltan,
37.
Kirch, Kirpan, Kora, Kulish, Kuthar

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(vi)

Ser Authorities No of Copies

38. Tir One
39. Airavat, Gharial, Kesari, Magar, Shardul One each
Darshak, Investigator, Jamuna, Makar, Nirupak,
40.
Sandhayak, Sarvekshak, Sutlej
Savitri, Saryu, Sharda, Subhadra, Sujata, Sukanya,
41.
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42. Abhay, Ajay, Akshay
43. Sudarshini, Tarangini
44. Nireekshak, Sagardhwani
Nashak, Nishank, Prabal, Pralaya, Vibhuti, Vidyut,
45. One each
Vinash, Vipul
Bangaram, Baratang, Batimalv, Bitra, Cankarso, Car
Nicobar, Cheriyam, Chetlat, Cora Divh, Kabra,
46.
Kalpeni, Karuva, Kondul, Koswari,Tarasa, Tarmugli,
Tihayu, Tillanchang, Trinkat
47. XFACs T - 81, 82, 83, 84
48. Cheetah, Guldar, Kumbhir, Kozhikode
49. LCUs L 51, 52, 53, 54, 55, 56 and 57
50. Astradharini, Gaj
51 to 60. Spare --

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(vii)

INDEX

Chapters Subject Page Nos

Chapter 1 - Introduction 1-1 to 1-4

0101-0103 Introduction

0104-0113 Ship’s Organisation for Operational Effectiveness

0114-0115 Duties and Departmental Organisation

0116 Conclusion

Chapter 2 - Ship’s Organisation for Operational 2-1 to 2-7

Effectiveness

0201 References

0202 Introduction

0203-0205 Historical Background

0206-0210 Key Functionaries

0211-0214 Readiness and Watch Keeping

0215-0216 Whole Ship Aspects

0217-0220 Training Aspects

Chapter 3 - Whole Ship Organisation 3-1 to 3-34

0301 References

0302-0306 Introduction

0307-0318 Whole-Ship Organisation

0319-0366 Whole Ship Responsibilities - Officers

0367-03114 Whole Ship Duties - Sailors

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Chapter 4 - Executive Department Organisation 4-1 to 4-4

0401 References

0402-0403 Departmental Structure

0404-0405 Divisional Structure

0406-0407 Part of Ship Organisation

0408-0412 Planning and Coordination

Chapter 5 - Engineering Department Organisation 5-1 to 5-14

0501 References

0502 Engineering Department Responsibilities

0503 Organisation

0504-0505 Engineering Officer of the Day

0506-0511 Engineering Duty Staff

0512-0520 Engineer Officer

0521-0522 Senior Engineer Officer

0523-0524 Assistant Engineer Officer

0525-0526 Master Chief/ Chief ERA (Departmental Regulator)

0527-0529 Regulating Master Chief/ Chief ME

0530-0531 Section Chief

0532-0533 Chief of the Watch/ Duty Chief

0534-0535 Engineering Officer’s Writer (EOW)

0536-0537 Spare Gear Store Keeper

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Chapter 6 - Electrical Department Organisation 6-1 to 6-11

0601 References

0602 Departmental Structure

0603-0607 Electrical Officer

0608-0609 Deputy Electrical Officer

0610-0612 Assistant Electrical Officers

0613-0614 Departmental Regulator

0615-0616 PPM in-Charge

0617-0618 Section-in-Charges

0619-0620 Electrical Officer's Writer

0621-0622 Electrical Store Keeper

0623-0624 INCRETE–in–Charge

0625 Departmental Training Organisation

0626-0627 Practical Tips for Departmental Management

Chapter 7 - Logistics Department Organisation 7-1 to 7-17

0701 References

0702 Departmental Structure

0703-0704 Department Organisation

0705 Divisional Structure

0706 Watch and Quarter Bill

0707-0709 Logistics Officer

0710-0713 Duties of Sailors

0714-0718 Action Messing

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0719-0721 Other Important Planning Factors

0722-0737 Management of Civilians Onboard

Chapter 8 - Aviation Department 8-1 to 8-7

0801 References

0802 Organisation

0803-0811 Duties of Officers

0812-0817 Preparation for Flying

0818-0819 Authorisation of Flights

0820-0822 Flying

0823-0826 Flight Safety

0827-0829 Aviation Records and Returns

0830 Armaments and Explosives

0831-0834 Ships Husbandry and Flight Deck Surface

Chapter 9 - Safety Organisation 9-1 to 9-18

0901 References

0902-0903 Introduction

0904 Safety Organisation

0905 Safety Committee

0906-0913 Duties/ Responsibilities

0914-0928 Supporting Structure for Enhancing Safety

0929-0931 Reporting of Accidents/ Incidents/ Near Misses

0932-0933 Follow up Actions Post Accidents/ Incidents

0934 Conclusion

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Chapter 10 - NBCD Organisation and IADRO 10-1 to 10-13

1001 References

1002-1003 Introduction

1004-1010 NBCD Functionries

1011-1013 DCHQ Organisation

1014-1019 HEP, SSEP, DC Party Organisation and Training

1020-1021 NBCD Equipment Maintenance

1022-1031 NBCD Store/Department

1032-1034 Handling of NBCD Defects

1035-1042 FF & DC Arrangement in Refit

1043-1046 IADRO

Chapter 11 - Harbour Organisation 11-1 to 11-16

1101-1102 References

1103 Officer of the Day

1104-1110 Duties of Personnel in Harbour Watch

1111-1120 Duties of Personnel in FF Organisation

1121-1127 Duties of Personnel in DC Organisation

1128-1134 Rounds

1135 Musters

1136 Exercises

1137-1145 Securing Stations-Procedure

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Chapter 12 - Watch and Station Bill 12-1 to 12-40

1201 References

1202-1204 Section I – General

1205-1211 Section II – Preparedness and Readiness Onboard Ships

1212-1217 Section III – Watch System followed Onboard

1218-1264 Section IV - Ship Management Functions

1265-1278 Section V – Preparation of Watch and Quarter Bill

1279-1284 Section VI – Preparation of Watch and Station Bill

Chapter 13 - Organisation at Sea 13-1 to 13-14

1301 References

1302-1303 Introduction

1304-1322 Section I - Pre Sailing Preparation

1323-1326 Section II - Sailing Organisation

1327-1340 Section III - Duties of Personnel

Chapter 14 - Planning and Control 14-1 to 14-11

1401 Introduction

1402-1409 Planning Factors

1410-1414 Planning Levels

1415 Deployment Planning

1416-1420 Delegation

1421-1425 Vertical and Horizontal Communication

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Chapter 15 - Ship's Husbandry 15-1 to 15-4

1501 References

1502 Introduction

1503 Accountability

1504 Allocation of Areas

1505 Painting

1506 Between Decks Party

1507 Technical Aspects

1508 Cleaning at Defence Station

1509 Hygiene and Habitability

1510 Electrical Hygiene

1511 Common Causes of Fire, Flooding and Accidents

Chapter 16 - Refit and Planning 16-1 to 16-14

1601 References

1602 Introduction

1603 Refit Nomenclature

1604-1609 Defect Lists (DLs)

1610-1614 Refit Planning

1615-1619 Pre-Refit Activities

1620-1626 Refit Progress Monitoring

1627-1632 Refit Completion

1633-1638 Self/ Assisted Maintenance

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Chapter 17 - Key Organisation 17-1 to 17-15

1701 References

1702 Introduction

1703-1704 Objectives

1705-1719 Guidelines on Key Organisation

1720 Magazine Keys

1721-1723 Important Keys

1724-1730 General/ Departmental Keys

1731-1736 Duplicate Key Organisation

1737-1744 Special Keys

1745-1747 Checklist for Onboard Key Organisation

Chapter 18 - Fatigue Risk Management 18-1 to 18-7

1801 Reference

1802-1803 Introduction

1804-1812 Concepts and Definitions

1813-1820 Combating Fatigue - Ship Management Aspects

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CHAPTER - 1

INTRODUCTION

INDEX

0101-0103 Introduction

0104-0113 Ship’s Organisation for Operational Effectiveness

0114-0115 Duties and Departmental Organisation

0116 Conclusion

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CHAPTER - 1

INTRODUCTION

0101. Optimal man-machine interface is an imperative of the Indian Navy to meet

its mandated roles. Management Onboard Ships (MOBS) complements existing
regulations with the aim to assist officers and senior sailors in running their ships
efficiently. This publication aims to enable smooth organisation, planning and both
horizontal and vertical communication onboard ships.

0102. This document has been compiled with inputs from various documents, BRs,
NOs, NIs, and most importantly the Work Up experience of HQST through it’s four
Work Up Teams. The following documents have been referred to:-

(a) Regulations for Indian Navy.

(b) INBRs/ NO/ NI/ Policy letters by IHQ MoD(N).

(c) Indian Navy Safety Management Manual.

(d) Operational Risk Management Primer.

(e) FOST Action Manning-2018.

(f) Work Up reports/ observation sheets of IN ships.

(g) Work Up Hand Books (WHB) as amended time to time.

(h) WEFSO/ EFSO.

0103. The basic requirement of an efficient management (taut ship) is to have an

organisation appropriate to the ship's role. The organisation must be kept simple
and complex authority relationships avoided so that men are aware of their standing
in hierarchy, their responsibilities, their departmental subordinates’ responsibilities
and rationale behind the tasking. Towards this, the whole ship organisation needs
strengthening with a robust and well laid down departmental and divisional
organisation. The manner in which this is to be achieved is explained at various
chapters of this book. The broad contents of the chapters are discussed briefly at
succeeding paragraphs.

Ship’s Organisation for Operational Effectiveness

0104. A warship operates in differing degrees of harbour and sea readiness, fulfilling
a variety of roles. In the emerging scenario of asymmetric threats, IN ships are also

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prone to such threats. It is, therefore, imperative that IN ships are ready in all
respects at all times, to counter any deliberate/ surprise attack effectively.
Therefore, personnel employed onboard should have a thorough understanding of
the ship’s organisation which would be required to achieve operational effectiveness
in combat. Further, the utility and purpose of various stations have also been
elucidated as a compilation for ease of reference.

0105. NBCD Organisation. Ships are prone to likelihood of damage from fire and
flooding. There exists a necessity to implement a robust NBCD organisation, backed
by streamlined procedures that would aid in preserving combat efficiency and
restoring it in the event of any damage. Therefore, the chapter on NBCD clearly
brings out duties of key individuals wrt organisation onboard ships. It also highlights
the damage control organisation in harbour and at sea including during refit towards
streamlining NBCD organisation.

0106. Integrated Action Damage Response Organisation (IADRO). Action

damage is an inevitable fallout of combat operations at sea. The ability to pursue
external mission objectives whilst effectively managing impact of any action
damage, would be the difference between a successful operation, or loss of
combatant in war. The concept of an Integrated Action Damage Response
Organisation in short IADRO, intends to synergise efforts of a unit to fight the
internal as well as the external battle. It is a concept dealing with flow of information
during Action Stations and needs to come into force automatically when a ship
closes up at Action Stations. This edition of MOBS elaborates the concept for
ensuring whole-ship involvement as against a highly compartmentalised,
department-centric response to Action Damage which was in vogue until recently.

0107. Executive Officer as PWO. The Indian Navy adopted the PWO concept in
1999, wherein, Executive Officers were designated as the Principal Warfare Officer
(PWO)1 of ships. Over the years, the concept has been a loosely based
understanding for warfare function of the XO. The previous versions of MOBS clearly
defined role of XO as the PWO, but never contextualised it in the backdrop of
wartime ship management functions for operational effectiveness. This version of
MOBS aims to clarify role of XO and his departmental officers in discharging their
primary role, i.e. war fighting.

0108. Preparedness for Sea. Indian Navy’s roles and responsibilities have
expanded significantly over the years in response to changing maritime environment
which entails IN ships to respond to dynamics of maritime operations and be ready
to undertake missions and tasks at short notice. This necessitates all ships
proceeding to sea to be fully prepared wrt all types of missions she can be tasked
with as per role of the ship.

1 PWO concept in the Indian Navy. IHQ MoD(N)/ DOP letter NA/1019/PWO dated 12 Jul 99.
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0109. Watch and Station Bill. To achieve full combat potential whilst ensuring
highest standards of efficiency, a ship needs to be organised in the best possible
way. A Watch and Station Bill is a collation of information regarding duties of
personnel and stations to be manned during various States of Preparedness to
augment the organisation according to prevailing situation. To streamline
management of organisation onboard with regards to Watch and Station Bill, it has
been included as a separate chapter. It includes various responsibilities, objectives
and lays down explicitly guidelines for watch organisation.

0110. Safety. In the last decade, impetus on safety has gradually increased in the
Indian Navy with setting up of IN safety organisation and formation of INST. Ships
have been directed to institute a Safety Organisation2 to enable a robust feedback
mechanism and subsequently, implement Operational Risk Management (ORM)3
onboard. The aim of this measure is to achieve utmost level of safety consciousness,
with strict adherence to safe working practices. In this version of MOBS, an exclusive
chapter on safety has been included to address and elaborate the importance of
safety onboard ships in order to streamline safety culture on ships and prevent an
incident or accident. It includes duties and responsibilities of key individuals, and
highlights importance of safety committee and safety meetings. Towards mitigating
risks involved, the chapter elaborates about implementation of feedback mechanism
and steps to promote a robust safety culture onboard.

0111. Refit Planning. Refit is one of the most important activities in the life time
of a ship and due diligence should therefore be given towards planning and
execution. A critical activity, it has gained impetus as it is starting phase of the
MTOD cycle ie, maintenance phase and therefore meticulous planning is required for
a safe and timely refit completion. The chapter on Refit Planning highlights various
refit nomenclature and defect lists apart from other details involved in planning. It
also lays down a list of pre and post refit activities including refit monitoring. Critical
refit aspects which need to be regularly monitored viz. weight management and
NBCD preparedness have been covered.

0112. Key Organisation. An effective key organisation is one of the main

enablers of safety and security, minimising the possibility of unwanted access and at
same time providing ease of access, in the event of any untoward incident or
emergency. To enable the ship to streamline key organisation onboard a specific
chapter has been included. The chapter highlights objectives and guidelines for
enabling a robust key organisation onboard as per regulations related to various
keys and their accounting. Most importantly, it lists down check lists to be
maintained for onboard key organisation.

2
HQ Sea Training letter 703/Safety/ORG dated 10 Aug 21.
3
ORM Primer published by INST and letters promulgated by IHQ MoD(N)/ DNO and HQ Sea Training.
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0113. Stress Management. While Stress does not have any apparent signs or
symptoms at initial stages, it impacts the ability to think clearly or function
effectively if left unattended. Further, it is worth hightiglating that fatigue does not
feature in the Navy Act and Regs IN, and stress finds mention as stress of hull. This
book endeavours to elaborate upon the concepts and definitions related to stress
management and addressing it as a ship management function. The chapter
amplifies planning factors at whole ship level which include watch roster, meal
timings, harbour events post sortie, etc. It also brings out common myths pertaining
to stress and fatigue and lays down importance of Command oversight. Countering
stress by effective stress management provides an individual resilience to withstand
work pressure, and take on additional challenges, a critical aspect for any uniformed
Service.

Duties and Departmental Organisation

0114. Duties. The responsibilities of officers are laid down in Regulations for
Indian Navy and other publications. However, few duties which do not find a
mention or have not been adequately elaborated in Regs IN, Navy Orders or other
relevant documents, find a mention in MOBS. A case in point being duties of First
Lieutenant and Departmental Regulator, which have been included in MOBS.
Commanding Officers are to use this reference as a foundation, adapting it as
required to meet requirement of the ship.

0115. Departments. A comprehensive departmental organisation would be one

wherein, the departmental roles and responsibilities are clearly understood by all
members. To provide a thorough understanding of the department and to streamline
the organisation, department wise chapters have been separately amplified. These
chapters include all details of departmental management, with an aim to serve as
reference for departmental officers’ and regulators’ to manage the departments. The
clear demarcation of responsibilities between departments as brought out in
subsequent chapters, will aid co-ordination between departments.

Conclusion

0116. This book has been compiled with an aim to streamline organisation onboard
ships and accordingly all relevant documents have been included. References to
information contained in chapters have been drawn from quoted references and
existing policies in force, which have been suitabily amplified based on experience of
HQST and Work Up Teams. However, policies and documents are subject to change
and relevant updated document would need to be read in conjunction with this
book. Therefore, it should be borne in mind that MOBS is only a guide and ready
reckoner and does not replace any document of the IN.

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CHAPTER – 2

SHIP’S ORGANISATION FOR OPERATIONAL EFFECTIVENESS

INDEX

0201 References

0202 Introduction

0203-0205 Historical Background

0206-0210 Key Functionaries

0211-0214 Readiness and Watch Keeping

0215-0216 Whole Ship Aspects

0217-0220 Training Aspects

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CHAPTER - 2

SHIP’S ORGANISATION FOR OPERATIONAL EFFECTIVENESS

0201. References.

(a) Regs IN Part I.

(b) INMI.

(c) NO (Str) 03/19.

0202. Introduction. The Indian Navy adopted the Principal Warfare Officer
(PWO4) concept in 1999, wherein, Executive Officers were designated as the PWO.
Over the years the concept has been a loosely based understanding for the warfare
function of the XO. The previous versions of MOBS have clearly defined the role of
XO as the PWO, but never contextualised it in the backdrop of wartime ship
management function for operational effectiveness. This chapter aims to clarify the
role of XO and his departmental officers in discharging their primary role of war
fighting. In doing so, it first lays down measures which are required to be put in
place for primary role of the ship ie, to be operationally effective.

Historical Background

0203. The IN PWO Concept. The rationale for adoption of PWO concept was to
bring about an operational focus and orientation for duties and responsibilities of the
XO. The responsibility to bring about synergy in operational effectiveness was
specifically included in the XO’s charter, by designating him also as the Principal
Warfare Officer. The use of this term was not for watch keeping in the Operations
room but to formalise the concept for XO’s oversight on effective functioning of the
Operations room and synergy in activities/ actions by specialist (ASW/ C&EW/ G/
ND) officers.

0204. PWO Concept RN. The RN and RAN navies uses the term, PWO, to
designate officers who have undergone a single (common) warfare course to acquire
a skill set spanning air, surface and underwarter warfare, so that the right reactions
could be ordered regardless of origin of an attack. The underlying principle is that a
ship has multiple officers who have qualified the PWO course and are appointed for
watch keeping in the Operations room and associated duties/ responsibilities. The
PWO term may have been borrowed from these navies who adopted it post the
Royal Navy’s Operations room working party report in early 1970’s.

4 PWO Concept in the Indian Navy IHQ MoD(N)/ DOP letter NA/1019/PWO dated 12 Jul 99.

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0205. XO’s Suitability - PWO. There has been no modification to the XO’s
charter of responsibility from previous edition of MOBS. The XO is most suitable to
discharge duties as PWO (to provide synergy for operational effectiveness). XO of a
frigate and above in the IN, is usually Staff College qualified. This quips him on all
aspects of warfare. Consequently, he is able to bring synergy in operational
activities, for correct input to Command team for informed decisions. His
responsibility as PWO are not to be compared with roles, duties and responsibilities
of watch keeping PWO as adopted by the Royal Navy, who are specialist Operations
room watch keepers.

Key Functionaries

0206. PWO. Duties of PWO are laid down in Chapter 5.

0207. Operations Officer. The PWO is assisted by the designated Operations

Officer (Ops Officer) for staff functions related to operational activities. The status,
duties and responsibilities of Operations Officer are not defined in the Regs IN. His
accountability stems from nomination by the Commanding Officer, from amongst
specialist officers onboard, to coordinate operational requirement of the ship and
operational training. In most cases, the ship’s Navigating Officer is charged with this
responsibility. He should assist the PWO in following: -

(a) Monitoring and collating whole ship activity and planning.

(b) Preparation of exercise programmes and associated orders.

(c) Preparation of appreciation of the situation and operation orders.

(d) Preparing and promulgating the long cast and short cast.

(e) Coordinating and forwarding of operational reports and debrief.

0208. Operations Room Officer. A suitably qualified officer stands watch as the
Operations Room Officer (ORO) whilst the ship is at Cruising Stations and Fourth
Degree of Readiness. The status, duties and responsibilities of Operations Room
Officer are not defined in the Regs IN. The ORO roster is drafted by the Opertaions
Officer under approval by the XO (PWO). The ORO is drawn from amongst a pool of
officers assigned for Operations room watch keeping duties and is responsible for
following:-

(a) Function as Officer-in-Charge of the Operations room for duration of

his watch.

(b) Provide sitreps, to the Command and Bridge, on tactical situation and
any changes thereof.

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(c) Provide the OOW all available information or advice which may aid him
in tactical situations, collision avoidance and other hazards.

(d) Supervise Operations room personnel and oversee their functioning.

(e) Be competent in use of defensive firing of decoys such as chaff and

anti-submarine rockets.

0209. Specialist Officers. The Specialist Officers i.e. the Gunnery Officer, Anti-
Submarine Warfare Officer, Signal Communication Officer and Navigating Officer are
subject to functional authority of the XO (PWO). Amongst other responsibilities
defined in Regs IN they are specifically responsible to the Captain and XO (PWO/
Second-in-Command) for following:-

(a) Operational efficiency of their departments.

(b) Proper use of weapons and sensors for their specific domains.

(c) Advice on tactics to be employed.

0210. Choice of Operations Officer. Except for Aircraft Carriers where the
Direction Officer is the Operations Officer, traditionally, the senior most specialist
Navigating Officer is made the Operations Officer. If no such officer is borne, the
Commanding Officers generally task the officer who has been nominated to carry
out duties of NO as the Operations Officer. Some aspects which make NO most
suitable to discharge Operations Officer duties are:-

(a) The common factor in all aspects of warfare, viz. anti-air, anti-surface
and anti-submarine is the Navigating Officer and his team of RP sailors under
the overarching functional tasking as officer responsible for AIO.

(b) Navigation of a ship, tactical routing of integral helicopter, routing of

the ship in consonance with the tactical scenario, positioning the ship
appropriately for missile launch/ engagement or for gaining a submarine
contact and subsequent firing of torpedoes, etc rests with the Navigating
Officer.

(c) On all capital ships, NO II oversees functioning of the Operations

room, while other specialist officers ensure that their part of Operations room
are available for action.

Readiness and Watch Keeping

0211. Extant Equipment Fit of IN – Capability Assessment. The weapon,

sensor and CAAIO/ CMS equipment fit in the IN is bespoke across classes of ships.

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Salient features of this equipment fit for major frontline frigates and destroyers
relevant for quick response to emergent threat situations allow certain common
trends to emerge. These are as follows:-

(a) The Operations room watch during Fourth Degree of Readiness can
maintain surveillance.

(b) The ship’s ability to respond to un-alerted situations is dependent upon

her degree of readiness and authority for engagement that is delegated by
the Commanding Officer.

(c) A/S rockets for TCM, chaff as decoy against a missile and CIWS can be
fired provided they are fused and loaded. Essentially threat perception should
enforce a ‘fusing policy’. This invariably mandates Third Degree of Readiness.

(d) Utilisation of weapons such as SAMs, torpedoes, SSMs, etc require

system officers and crew to be closed up, available and systems brought to a
certain degree of readiness. Consequently, the State of Preparedness and
Degree of Readiness has to be Defence Stations and Third Degree of
Readiness or higher. This is dictated by tactical considerations for envisaged
threat(s).

0212. Choice of Readiness Levels. The IN has extant procedures of Command

team deliberations for assuming required Degree of Readiness and State of
Preparedness. This is factored at planning stage and suitably modified based upon
inputs from integral sensors, other units of the force and/ or intelligence inputs.
Following are mandated:-

(a) Ships can be in Fourth Degree of Readiness when attack is improbable.

Preparedness in this State of Readiness is primarily focussed towards
maintenance of surveillance bubble, by a guard roster of integral sensors or
those of ships in company. Directed weapons are not loaded in this state.

(b) When the attack is probable, the ship is brought to Third Degree of
Readiness (Defence Stations). Defence Station watches onboard Fleet ships
mandate that appropriate specialist officers {at least one G, ASW and ND
officer with EWO or MC COM (EW)} man the Operations room to provide
requisite expertise in all warfare domains.

0213. Recommended Organisation. The basic organisational structure to be

followed for a frigate and a destroyer is as follows:-

(a) Fourth Degree of Readiness. Operations room watch under

supervision of an Operations Room Officer (drawn from a pool of specialist
officers).

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(b) Third Degree of Readiness.

(i) A pool of three officers to be drawn up for Bridge Watch

Keeping.

(ii) Operations room to be manned by an officer each from

Gunnery, ASW and ND specialisation in a two watch roster. EWO and
senior COM (EW) sailor borne to alternate in each watch. This is only
feasible for ships which have two specialists for each domain.

(iii) Ship’s PRI to develop the AIO plot, compilation and making of
periodic internal SITREPs. AIO and plot co-ordination to be supervised
by officer from ND specialisation on watch and present in the
Operations room.

(iv) Fighter control or aircraft control when required will be

conducted by Long ND officer on watch. Transit control of helicopter is
to be undertaken by junior and trainee officers as also the ship’s PRI(s)
who are qualified transit controllers.

0214. Permissive Authority. Permissive authority for weapon firing and

engagement is dependent upon tactical situation and rules of engagement.
Commanding Officers are to audit, draw up and promulgate permissive matrix based
upon RsOE and tactical consideration. It is imperative that permissive instructions
are outlined in Ship’s War Orders. Amplification is to be promulgated as a follow on
order depending on situation. However, there is no overarching authority which
formalises this process nor is there a common format.

Whole Ship Aspects

0215. Maintenance Organisation. More often than not, inadequate focus on

maintenance organisation results in decreased preparedness during different
Degrees of Readiness, especially the Third Degree (Defence Stations). Although the
ship is divided equally into two wrt all personnel, careful attention needs to be paid
towards availability of maintainers towards defect rectification and availability of an
alternate weapon system. This also serves as an important stepping stone to First
Degree when IADRO comes into force as certain amount of current status is already
generated at the Weapon Section Base. As an illustration, for a frigate, ALO (GG)
and ALO (Msl) should be segregated into different watches. Same is applicable to
junior ALOs. The weapon system being used/ kept ready for that match should also
be taken into consideration. Accordingly, distribution of maintainers also require
careful attention.

0216. Seamanship Requirements. Seamanship is a whole ship activity. The XO

is responsible for organisation, training and conduct of all seamanship evolutions

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including maintenance of Seamanship Data Book. He is assisted by the nominated

Seamanship Officer. This activity can be assigned to a First Lieutenant where
appointed. The underlying principle for its successful accomplishment is an effective
organisation and a cogent Watch and Station bill. More often than not, the specialist
officers conduct seamanship evolutions. This needs to be avoided. Senior seaman
sailors have the ability and capability to conduct seamanship evolutions. Seamanship
evolutions when conducted by senior sailors allow the specialist weapon officers to
man the Operations Room. Seamanship evolutions during prolonged Defence
Stations can be conducted by the watch on deck (and second eleven). The Master
Chief Boatswain Mate (MCBM) can be tasked as the Seamanship Safety Officer.
Additionally, since many seaman sailors double up as weapon rates, requirement of
additional hands is made up from other branches.

Training Aspects

0217. A ship cannot automatically assume Third Degree of Readiness and function,
purely by satisfying the manning requirement. It is evident that warships fight
majority of campaigns in Defence Stations and graduate to Action Stations when the
threat is imminent or at a pre-planned time. As a ship, particularly for the CO and
PWO, certain training activities are essential to be undertaken in training phase of
the ship, in order to have a seamless and smooth fighting capability while on
deployment. Certain salient training aspects are elucidated at succeeding
paragraphs.

0218. Bridge Watch Keeping. Effective bridge watch keeping by a pool of

officers form an important aspect of enabling operational effectiveness as it frees the
specialist officers to undertake defence watches. This can only be achieved through
rigorous training on efficient bridgework for all Executive Officers. More often than
not, as in the case of seamanship evolutions, adequate training is not imparted to
non-specialists in complex fleet manoeuvring scenarios such as SAU procedures,
emergency alarm and action manoeuvring. As the training officer, XO needs to task
his NO adequately to address the skill levels of OOW, particularly the non-specialist
and ones earmarked for action OOW duties during Fleet deployments so that they
are capable of maintaining effective watch keeping standards during operational
deployment even in dense traffic scenarios.

0219. Training of ORO. As experienced during Work Ups, there exists a distinct
shortfall in ships in implementation of theoretical operational aspects into practical
application. These shortfalls can be mitigated by systematic training by means of
‘drill-to-skill’, know your equipment in harbour and utilisation of every opportunity at
sea to hone skill of officers carrying out ORO duties in following areas:-

(a) Practical implementation of TCM, firing of A/S rockets and chaff. This
needs special focus as it straight away impacts ships’ readiness to undertake
defensive tactical action.

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(b) AIO functions as ORO in terms of plot co-ordination, co-relation,

classification of contacts, identification of contacts of interest and designation
as targets, by use of available means of identification/ classification.

(c) Development of A/S or surface target engagement geometry taking

into account weapon danger zones, other contacts in area etc.

(d) Practical implementation of selected search plans and utilisation of

available units including air assets.

(e) Ability to give quick situation update to the CO, PWO and Operations
Officer on escalation to First Degree of General Readiness.

0220. Seamanship Training. As covered at Para 0216 above, conduct of

seamanship evolution has two training aspects associated with it. First, there exists a
requirement to train senior seaman sailors in conduct of evolutions and undertaking
duties of safety officers. Second, there also exists a requirement to train each and
every non-seaman sailor in the basic art of seamanship. This can be implemented by
treating seamanship as a whole ship activity and imparting regular training of ships’
crew (seaman and non-seaman) on basic seamanship safety so that they can be
effective contributors to augmenting ship’s capability to undertake seamanship
evolutions by watch-on-deck.

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CHAPTER - 3

WHOLE SHIP ORGANISATION

INDEX

0301 References

0302-0306 Introduction

0307-0318 Whole-Ship Organisation

0319-0366 Whole Ship Responsibilities - Officers

0367-03114 Whole Ship Duties - Sailors

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CHAPTER - 3

WHOLE SHIP ORGANISATION

0301. References.

(a) Regs IN Part I and Part III.

(b) BR 1043A.

(c) FOST Action Manning-2018.

(d) INBR 1835 Vol V.

(e) INBR 1920 A.

(f) INBR 1862/19.

(g) INBR 3000.

(h) NO (Str) 03/19.

(j) NO (Str) 05/06.

(k) NO 04/21.

(l) Work Up Hand Books (WHB).

Introduction

0302. A warship operates in differing degrees of harbour and sea readiness, fulfilling
a variety of roles, with numerous tasks to be performed. Much of the ship's time will
be spent in preparing for it’s fighting role, training and maintenance. These activities
frequently overlap or are interdependent. To achieve optimal results, human
resources must be structured on pragmatic lines taking into account factors of
morale and well-being of crew. In context of the IN, ships would invariably be
required to provide manpower for extraneous, administrative and operational duties.

0303. The efficiency of ship’s organisation depends upon functionality of Watch and
Station Bill which in turn is derived from Watch and Quarter Bill. The documents
governing formulation of Watch and Quarter Bill and Watch and Station Bill are
Government Sanction, Action Manning by HQ Sea Training and Manning Plan. Details
of governing documents are at Para 1204 of Chapter 12.

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0304. Watch and Quarter Bill. Watch and Quarter Bill is prepared by each
department and is feeder for Watch and Station Bill. A taut and flexible Watch and
Quarter Bill will aid in arriving at a resilient and flexible Watch and Station Bill.
Details of Watch and Quarter Bill are at Chapter 12.

0305. Watch and Station Bill (IN 339)5. The Watch and Station Bill is
responsibility of XO who is also the PWO of the ship. He is assisted by Gunnery
Officer and Ship’s Gunnery Instructor. The Watch and Station Bill is required to show
the information necessary to enable the ship to operate in the most effective
manner at all times. Steps to draw out the Watch and Station Bill are at Chapter 12.

0306. Ship Management Duties. A ship has to maintain some manpower in the
common pool for communal and special duties for smooth functioning of the ship’s
organisation both at sea and harbour. These duties are collectively termed as ship
management duties. The number of ship management functions at harbour are
usually higher than those required at sea. The ship management functions at sea
has been optimised by HQ Sea Training and reasonable figures have been arrived at
for Action Manning of ships. While preparing the Watch and Station Bill, these
nominations are to be catered for and overlap of duties is usually not permitted
(for more details refer Chapter 12). These duties are allocated based on pro rata
basis based on borne strength of the ship. The allocation of sailors to communal
duties is coordinated by the XO and departmental allocations are to be reflected in
the Watch and Quarter Bill. Adjustment to these can be made by mutual agreement
between HoDs with concurrence of the XO. The details of allocations should also be
promulgated in the Ship’s Standing Orders.

(a) Communal Duties. Communal duties are those duties which do not
fall under ambit of any specific department. In other terms, manpower for
these duties is not specifically outlined or catered for in government sanction
or Manning Plan. These duties generally relate to administrative and
operational tasks which are whole ship in nature. It is to be noted that
personnel employed on communal duties would not be available for
departmental tasks and hence a person must not be deputed for
communal duty for more than six months in a cycle of 24 months
except for those nominated by CABS for NBCD maintenance Party as
this would affect degradation of his core proficiency6 (details regarding
various communal duties are at Chapter 12).

(b) Special Duties. Special duties are those duties wherein, a person is
required to put in some additional time for duties entrusted beyond working
hours. These duties do not require a person to be taken out from
departmental tasks. Personnel undertaking special duties are usually made
day men wherein, they are excused watches at harbour and at sea to

5Regulations 0347 of Regs IN Part I.

6
Considering the total tenure of sailor onboard as four to five years, this will ensure each sailor
spending three fourth of time in the department to enhance his core proficiency.

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3-3

compensate for additional time he invests every day in discharge of his duties
(details regarding various Special duties are at Chapter 12).

WHOLE-SHIP ORGANISATION

Ship’s Organisation - Departments and Divisions

0307. Departmental Organisation7. Regs IN Part I and other documents

enumerate role of each department. All officers of Indian Navy are duty-bound to
acquaint themselves with regulations contained in Regs IN and Navy Act 19578. The
departmental and divisional organisation in IN under the Commanding Officer and
Heads of Department are an integral part of chain of command for management of a
ship, as well as to enable training, advancement and welfare of the ship’s company.
Divisions therefore must be organised on functional lines i.e., officer who supervises
a sailor should be the Divisional Officer (DO). IN Ships are organised into
departments which would have their own divisions and sections based on specific
functional requirement as follows:-

(a) Executive/ Seamen. The executive functions of the ship are

handled by officers and sailors from this branch. The military command
(Regulation 0135 Regs IN Part I refers) lies with officers and sailors of this
branch. This includes all officers and sailors of ASW, Communication, Diving,
Aviation, Gunnery, Hydrography, MCF and ND. In addition, Logistics,
Meteorology, Information Technology and Education officers are also
Executive officers. The detailed organisation for the department is at
Chapter 4.

(b) Engine Room. Engine Room department consists of officers and

sailors (Apprentice and MEs) from Engine Room branch. Engine room
Artificers and Mechanicians are to form separate divisions. Naval Architecture
is a sub branch of Engineering, however, they function under Executive
department when appointed onboard ships. In absence of Naval Architecture
officer onboard, the XO shall be responsible for administering the Hull
Artificers (Regulation 0405 and 1733 Regs IN Part I refers). The detailed
organisation for the department is at Chapter 5.

(c) Electrical. Electrical department consists of officers and sailors from

Electrical branch. Depending upon the type of ship/ complexity of weapon/
equipment fit, the department should be organised in a manner that enables
each Master Chief/ Chief EA(P)/ EA(R)/ EL(P)/ EL(R) in the department to be
a Section-in-Charge under the Deputy/ Assistant Electrical Officer. The
detailed organisation for the department is at Chapter 6.

7 Regulations 0345 Regs IN Part I

8
Regulations 0101 of Regs IN Part I.

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3-4

(d) Logistics. Logistics department of a ship consists of officers and

sailors of Logistics specialisation. When no Logistic officers are borne onboard
the Commanding Officer shall depute any other commissioned officer to
perform logistics duties (Regulation 0720 of Regs IN Part I refers). Hygienist
sailors though borne under overall strength of Logistics department are to
function under Executive department under the charge of MCBM/ Between
Decks Officer. The detailed organisation for the department is at Chapter 7.

(e) Aviation. Aviation department of a ship consists of officers and

sailors of an embarked squadron and other supporting staff who belong to
the Aviation specialisation. Captain (Air)/ Commander (Air) of Carrier/ LPD is
Head of Department for Air Department and is responsible to the CO on all
matters of aircraft operations9. The ship borne helicopter flight is part of
Executive department and flight commander is to be designated as HoD10, if
he is of the rank of Commander. Where an integral flight is not borne, these
duties are to be handled by an officer nominated by the CO. The detailed
organisation for the department is at Chapter 8.

(f) Medical. The department comprises officers and sailors from Medical
branch. In ships where Medical branch sailors are not borne, the CO may
nominate a sailor to work under Medical Officer and the sailor so detailed
should not be changed frequently. Ships not carrying Medical Officers shall
comply with Regulation 0832 of Regs IN Part I, wherein, an officer is to be
nominated by the CO to take charge of medical stores and equipment
according to authorised scale.

(g) Education. This department comprises officers of Education branch.

An officer from Education branch who has qualified in Long ND specialisation
is usually appointed onboard 1st Training Squadron (1TS) for training of Sub
Lieutenants. In all other ships, the duties of Education officer are undertaken
by an officer nominated by the CO (The duties of Education officer
where an officer from Education branch is not borne may be
performed by sailor of rank MCPO iaw NO (Str) 05/06).

Divisional Organisation

0308. Divisional Structure. The number of divisions in a ship is determined by

the ship’s departmental structure and complement. In practice, divisional set up
varies according to size of ship. If a large department is split into two or more
divisions, there may be merit in a vertical split with a mix of Senior and Junior sailors
in each division. This will foster better understanding and effective supervisory care.

9 Regulation 2101 Regs IN Part I.

10
Regulation 2103 (c) Regs IN Part I.

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0309. Divisional Duties. Regs IN, various directives and policy letters cover the
extent and scope of divisional duties. These need to be observed in letter and spirit
with transparent sincerity. A well informed division is the foundation cornerstone on
which positive performance pillars can be erected.

0310. Divisional Officers (DOs). DOs, although accountable to HoDs, are subject
to the administrative authority vested in the XO for discipline and welfare (Regs IN
Part 1, Chapter 10 Section II refers). DOs nominated should normally be responsible
for their divisions/ mess decks. MCPOs may also be entrusted with duties of
Divisional Officers for Sea II/I and equivalent including writing of Service Documents
and attending Requestmen/ Defaulters vide NO (Str) 05/06.

0311. Heads of Division and Sub-Divisional Officer. Where a division is

subdivided, the senior DO should be the Head of Division and tasked with
co-ordination and supervising work of junior DO. This can also be a useful way of
training junior officers with the full responsibilities of DO, but at the same time
making the experienced officer responsible for guiding and counselling the junior
DOs.

0312. Divisional Chief. Each division should include one or more senior sailor
nominated as Divisional Chief. In large divisions, more than one Divisional Chief may
be nominated. The involvement of a few active and motivated senior sailors in the
Divisional System must be encouraged. Consideration should also be given to
nominating Section Senior Sailors, in technical departments as Divisional Chief,
whenever practicable.

Tasks and Responsibilities

0313. Captain’s Tasks. The responsibilities and tasks of Captain are listed in
Regs IN Part I Chapter 3. To make Command effective in real terms, the Captain
must lay down unto himself, vocational guidelines (For details refer Work Up Hand
Book ‘Ahoy Captain’). A suggested list for use as an aide-me’moir is as given
below:-

(a) Set milestones and targets for Op/combat readiness.

(b) Build ‘espirit de corps’ and morale in the ship.

(c) Build positive external relationship with various shore/ fleet authorities.

(d) Direct HoDs to enable optimum training effort. Training is to be carried

out across the board through planning and coordination.

(e) Pay supervisory attention to Public and Non Public funds.

(f) Sustain DC and FF efficiency.

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3-6

(g) Nurture and develop ‘Sea Legs’ of `X’ officers in particular and others
in general. Enable mentoring and grooming for all personnel.

(h) Address HR aspects of men at all times.

0314. The Executive Officer. Every ship in IN has an Executive Officer who may
be of Captain rank (in Aircraft Carrier) to a Lieutenant. He is specially appointed to
carry out executive duties in the ship, and is responsible to the Captain for fighting
efficiency, the general organisation and routine of the ship’s company and discipline,
training, morale and welfare of every one onboard. In ships where Executive Officer
is of Commander or Captain rank, he is known as the ‘Commander’; otherwise
known as Executive Officer (For more details, refer to Work Up Hand Book (WHB)
1002- XO’s Guide Book).

0315. The XO is principally the Second-in-Command and is usually ready to take

over Command in absence of the Captain (Exception: - Read Regulation 231 of
Regs IN Part III in conjunction with CNO 03/13 as amended time to time). He is
considered as ‘First among the equals’ and therefore is referred to as ‘Number One’.
This is indicative of the fact that the XO, even if junior to other HoDs is considered
senior to them in operational and whole ship functions. Some of his functions are as
mentioned below (Details regarding the organisation of Executive department are at
Chapter IV):-

(a) Second-in-Command. In his capacity as the next in seniority

(where applicable11) to the Captain among the officers entitled to exercise
Sea Command, the XO is liable to assume command under circumstances
outlined in Regulation 231 of Regs IN Part III Chapter XI read in conjunction
with CNO 03/13 as amended from time to time. This involves a special
relationship with the Commanding Officer. It is important for the XO to be
abreast of operations. He must keep himself informed of all activities, ranging
from correspondence, records/logs/books to sea exercises. The Captain must
endeavour to groom the XO for command functions in case of any
requirement.

(b) Executive Officer. The XO is accountable to the Commanding

Officer for organisation, discipline, training, safety and welfare of the ship’s
company. The XO must co-ordinate tasks and training requirement between
departments. He must identify conflicts and aim to resolve them.

(c) Operations Department. The XO should be au fait with all

operational aspects. He is responsible for efficiency of the Operations Officer
of the ship. The Commanding Officer should afford training/ command
operations to the XO at every available opportunity.

11
In case of Aircraft Carriers, if Captain (Air) is senior to XO, he may be ‘Second-in Command’
depending on seniority. Regulation 231 of Regs IN Part III should be read in conjunction with CNO
03/13 (Eligibility to Command IN Ships) amended time to time.

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0316. CO/ XO Relationship.

(a) In any ship, the relationship between CO and XO has a tremendous

bearing on the Chain of Command and consequently on the morale and
fighting efficiency of the ship. While it is clear that the XO assumes command
in absence of the CO (Exception: - Read Regulation 231 of Regs IN Part III
in conjunction with CNO 03/13 as amended time to time), the division of
responsibilities between the two, when both are onboard is not spelt out. CO-
XO relationship should be underpinned by following broad philosophies: -

(i) CO and XO have well defined and complementary roles.

(ii) There is transparency and openness in their mutual relationship.

(iii) The CO grooms the XO as the Second-in-Command. He also lets

this be known to the ship, by his own conduct towards the latter.

(b) In general terms, the CO establishes policy and holds the XO

responsible for implementation. The CO has the big picture and the XO,
minute details.

(c) CO and XO should communicate frequently on various matters

however trivial they are. Between them they should sense and feel pulse of
the ship.

(d) The CO should always strive to dignify role of the XO by personal

example and behaviour.

(e) A suggested division of responsibility when both CO and XO are

onboard is as follows:-

(i) Navigational Situation. If the CO has the conduct, the XO

should function as safety number till first line is passed. In practice, he
should watch that the stern is clear, call attention to boats crossing,
watch the blind arcs, monitor bridge activities if Command is on
Bridge/ Top/ Wings etc.

(ii) Operations. The CO and XO both are to be in Operations

Room during first and second degree of readiness to control operations
unless the CO decides otherwise. However, during prolonged defence
stations CO and XO are in different watches as per two watch
organisation. Further, specialist officers should also have direct access
to the Captain on operational matters.

(iii) Ship's Administrative Situation. The XO administers the

ship on behalf of the Captain. The latter must direct and enable the
Second-in-Command to have functional autonomy to be able to blend

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3-8

and balance administrative, training and ships husbandry requirement

including general appearance of the ship.

0317. XO-HoD Relationship. XO is accountable to the Commanding Officer for

general organisation of the ship. Other HoDs are also subject to functional authority
of the XO in specific fields - mainly coordination of whole ship matters. The XO must
ensure that the details of implementing broad policies established by the CO are
worked out and disseminated to all concerned. Indicative guidelines to XO for
maintaining a healthy relationship with HoDs are as follows:-

(a) The relationship between XO and HoDs should be based on mutual

respect and functional delineation of their duties.

(b) Maintain protocol where necessary to show due respect considering

the sensitivities of seniority and take the right action.

(c) Facilitate timely dissemination of information, especially about ship’s

programme, to other HoDs as they also need time to prepare their
departments for sailing/ events.

(d) Take into confidence all HoDs prior taking major decisions that affect
the ship, before discussing it with the Commanding Officer.

0318. XO and Whole Ship Responsibilities. The Executive Officer of a ship has
to perform a large number of duties, some of them are directly discharged by him
while few are delegated to other officers onboard. Even if duties are delegated the
XO is responsible for performance of these duties in an efficient and correct manner
by the ship officers. There are many regulations listing various duties which impinge
on functioning of the ship as a whole. The Regs IN, Captain's and Ship's Standing
Orders, Navy Orders etc explain these duties however, it is difficult to find them
centrally in any one document. This chapter outlines typical whole ship duties.
Departmental specific duties and their organisation is covered in the subsequent
chapter. The responsibilities of XO alongwith reference are as given below:-

(a) Discipline, Training, (Respective HoDs are responsible for technical

training to Captain) general organisation and welfare of ship’s company
(Art 0401 Regs IN Part I).

(b) Fighting organisation and preparation of Watch and Station Bill

(Art 0402 Regs IN Part I).

(c) Authority to punish under delegated powers from Captain (Art 21 Regs
IN Part II).

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3-9

(d) Damage Control organisation and training. He is responsible to the

Captain for overall efficiency of NBCDO, Monitoring Officer and DCEO
(Art 0354 and 0402 of Regs IN Part I).

(e) Security and intelligence {NO (Str) 7/03 and CNO 11/07}. CNO 05/05
and CNO 06/05 provide guidelines for Intelligence officer duties.

(f) Ex-officio president of following:-

(i) Ship’s Canteen Committee (Art 2806 Regs IN Part I).

(ii) Messing Committee [Art 3911(14) Regs IN Part I].

(g) Explosive safety [INBR 1862/2019 (INMER Vol-I), Art 0404 and 2134
Regs IN Part I].

(h) Shipwright officer (Art 0405 and 1733 Regs IN Part I).

(j) Securing for sea (Art 0406 Regs IN Part I).

(k) Organisation, training and conduct of all Seamanship evolutions

including maintenance of Seamanship Data Book.

(l) Organisation and functioning of Regulating branch (Chapter 19 of

Regs IN Part I and Chapter IX of Navy Act 1957).

(m) Functions of Ship’s Public Relation Officer (PRO) drawing guidance

from respective Command Orders.

(n) Employment of Civilians onboard iaw CNO 01/13.

WHOLE SHIP RESPONSIBILITIES - OFFICERS

0319. This part deals with those responsibilities which are of whole ship nature.
Departmental specific roles are reflected in respective chapter as well. The XO is
responsible for smooth conduct of whole ship organisation. Following officers shall
be accountable to XO for conduct of laid down activities: -

Deputy XO12

0320. Accountability. Deputy XO shall be accountable to XO for tasks assigned to

him.

12Executive Branch Officer posted onboard Aircraft Carriers for duties.

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3-10

0321. Authority. CO/ XO shall suitably delegate duties and responsibilities through
Captain/ Ship Standing orders/ temporary memorandum. Where both Deputy XO
and First Lieutenant are borne, clear demarcation of duties is to be done by CTM.
The Deputy XO must be suitably tasked to undertake watch keeping in Operations
Room and bridge at sea.

0322. Amplifying Tasks.

(a) Supervise work of MCPO/ CPO Boatswain Mate, Between Decks

upkeep, ship husbandry, cleanliness and co-ordination.

(b) Oversee smooth conduct of whole ship activities.

First Lieutenant

0323. Accountability. First Lieutenant, when appointed onboard a large ship and
borne in addition to complement of executive officers, he will assist XO in carrying
out various whole ship tasks. A First Lieutenant serves to offload administrative
tasking of XO and enables XO to concentrate on ship’s operation at sea and to get
overall picture of situation. Where First Lieutenant is not borne, Gunnery Officer may
be tasked with this responsibility at harbour. The First Lieutenant when appointed/
nominated is accountable to the XO for day-to-day running of the ship.

0324. Authority. CO/ XO shall suitably delegate duties and responsibilities through
Captain/ Ship Standing orders/ temporary memorandum. First Lieutenant is to
undertake watch keeping in Operations Room and bridge at sea.

0325. Amplifying Tasks.

(a) Supervise work of MCPO/ CPO Boatswain Mate, Between Decks

upkeep, ship husbandry, cleanliness and co-ordination.

(b) Oversee conduct of whole ship activities.

(c) Advise XO regarding Morale, Welfare and Recreation (MWR) measures

for ship’s company.

(d) Issue of CTM/ XTM for whole ship activities.

(e) Inter-departmental coordination at DHoD level.

(f) Management of Sailors mess.

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(g) The training of Seaman Department personnel alongwith following

training:-

(i) Seamanship.

(ii) Junior Officers.

(iii) Ship familiarisation.

(iv) NBCD.

(h) Supervise work of Whole Ship Coordinator (WSC).

(j) Oversee Commander's office and promulgation of Daily Order.

(k) Conduct of Coordinators Committee.

Commander’s Assistant

0326. Accountability. Commander’s Assistant is usually a non-specialist X Officer

who is employed to assist XO in running Routine Office. This will facilitate grooming
young officers to take up the appointment of XO of minor war vessels.

0327. Amplifying Tasks. The Officer nominated be tasked to oversee Routine

Office and act as an understudy to Deputy XO/ First Lieutenant.

Operations Officer

0328. Accountability. The Operations Officer is nominated by the CO (from

amongst the specialist officers onboard) and shall be accountable to CO through the
PWO, to coordinate and account for operational requirements of the ship. In most
cases, the NO is tasked with this responsibility.

0329. Amplifying Tasks.

(a) Monitoring and collating whole ship activity/ planning.

(b) Preparation of exercise programme/ orders, operation orders/

appreciations etc.

(c) Preparing and promulgating long cast and short cast.

(d) Coordinating Letters of Proceedings and other operational reports/

debriefs.

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Senior Watchkeeper

0330. Accountability. He is accountable to the XO.

0331. Tasks. He is to:-

(a) Prepare and promulgate a list of Officers of the Watch at sea at least
24 hours prior to sailing. The list is to cover the expected period at sea, and is
to take into account the forecast exercise programme.

(b) Prepare and promulgate list of OODs, First and Second Officers of the
Day (OOD) for a calendar month in advance, by 25th day of preceding month.

(c) Detail under trainee Officers to understudy the OOD on specific days
throughout the month, taking into account the training programme.

(d) Detail under trainee Officers as understudy to the OOW at sea.

(e) Detail suitably qualified Officers as Operations Room Officer (ORO) at

sea.

(f) Bring to the notice of all watch keepers such orders which affect
conduct of their duties.

Officer of the Watch (OOW) at Sea

0332. Accountability. The OOW at sea is accountable to the Commanding Officer

for safety of the ship and ship’s company.

0333. Authority. The OOW has functional authority in execution of his task. He
represents the Command authority on bridge irrespective of where the Command is
situated. He directs all deck activities on behalf of the Command (Art 1025 to 1027
Regs IN Part I).

0334. Tasks. Tasks are listed at Section III, Chapter 10 Regs IN Part I and
BR 45.

Operations Room Officer (Cruising Stations) (ORO)13

0335. Accountability. The ORO is responsible to provide the OOW all available
information or advice which may aid him in tactical situation, collision avoidance,
grounding or other hazards. ORO is to supervise the Operations room personnel and

13During Third Degree of Readiness/ Defence Stations, XO or CO will be present in Operations Room.
The concept of ORO is therefore more relevant in Fourth Degree of Readiness/ Cruising Stations.

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ensure their proper functioning. The ORO roster is set by Senior Watchkeeper under
supervision of the XO.

0336. Tasks.

(a) Officer-in-Charge Operations Room for duration of his watch.

(b) Providing the Command/ bridge continuous sitreps on tactical situation

and any changes thereof.

Officer of the Day (OOD) In Harbour

0337. Accountability. The OOD in harbour is accountable to the CO for safety of

the ship, its equipment and ship's company.

0338. Authority. The OOD has authority over every officer and other person, not
being either the Commanding Officer for time being or the Executive Officer, in
regard to performance of duties with which he is charged. The OOD’s authority is
defined at Regs IN Part III Ch XI Art 234.

0339. Tasks. Tasks are listed in Regs IN Part I Ch X Section III, Chapter I of
INMER Vol-I, INBR 1835 Vol V Ch 5 and BR 67 (III).

0340. Duties of OODs. In ships which has two or more OODs, the demarcation of
duties is to be worked out between them, which should be laid down in Captain's
Standing Orders and amplified in Ship's Standing Orders.

0341. Amplifying Tasks. He is to:-

(a) Act as Investigating Officer, for offences/ incidents which occurred

during period of duty.

(b) Issue important and armament keys, on as required basis.

(c) Be responsible for organisation of welding and burning in accordance

with NO 09/12 (ameneded time to time).

Part of Ship Officer

0342. Accountability. He is accountable to the XO.

0343. Tasks. He is to:-

(a) Maintain cleanliness and ship husbandry in part of ship.

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(b) Be Divisional Officer for part of ship sailors.

(c) Ensure training of personnel in the sub department.

(d) Ensure that NBCD responsibilities are implemented.

Divisional Officer

0344. Accountability. The Divisional Officer (DO) is accountable to his Head of

Department and shall be under functional authority of the XO for discipline and
welfare of men in his division.

0345. Authority. The DO has authority over men in his division for their
employment, discipline, welfare and training as laid down by the CO.

0346. Tasks. Tasks are described at Section II, Chapter 10 of Regs IN Part I and
INBR 1933.

Charge Books Officer (CBO)

0347. Accountability. The CBO is accountable to the CO for safe custody and
issue of Charge Books (CBs), crypto publications and material, charge documents
and keys to security containers as laid down in BR 150 and NO (Str) 03/07.

0348. Tasks. Tasks are listed in BR 150, NO (Str) 03/07 and NO 42/15. He also
assists CO in safe custody and accounting of CDs in accordance with NO 15/11.

Mail Officer

0349. Accountability. The Captain shall appoint a commissioned officer as ship’s

Mail Officer who is to be assisted by sailors detailed for mail handling duties. The
Mail Officer is accountable to the XO for efficient conduct of all routine
correspondence addressed to, originated by or on behalf of the Commanding Officer.
The LOGO, however, is responsible for all correspondence in matters requiring
emergent/ urgent attention.

0350. Authority. The Mail Officer is subject to functional authority of the XO for
professional standards, and to LOGO for accounting of mail.

0351. Tasks. Tasks are described at Section VIII, Chapter III of Regs IN Part I.

0352. Amplifying Tasks. He is to:-

(a) Maintain a register of all correspondence, reports and returns.

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(b) Retain custody of all files including accountability of CDs except those
concerned solely with material and equipment, which are controlled by
respective HoDs.

(c) Ensure secret letters are marked to respective HoDs, specialist officers,
who are authorised to hold their custody iaw NO 42/15.

(d) Ensure that regulations for Documentary Security are enforced at

ship's Office.

Education Officer

0353. Accountability. The Education Officer is accountable to the CO for all

matters concerning education, meteorology and oceanography (MCPO may be
tasked with these duties iaw NO (Str) 05/ 06 as amended from time to time).

0354. Tasks.

(a) The tasks are listed at Art 0902 and 0905 of Regs IN Part I.

(b) He is to:-

(i) Provide educational inputs to ship’s personnel.

(ii) Inject details of planned educational instructions into ship’s

programme regularly.

(iii) Be in charge of libraries of reference/ textbooks.

(iv) Publicise details of educational courses to ships' company.

Sports Officer

0355. Accountability. He is accountable to the XO. MCPO may be tasked with

these duties iaw NO (Str) 05/ 06 as amended from time to time.

0356. Tasks. He is to:-

(a) Promote and organise sporting activities in which the ship's company
can participate.

(b) Be responsible for provision of sports gear, sports grounds, equipment

and transport.

(c) Act as coordinator for all sporting activities.

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(d) Nominate sports members for each sport.

(e) Provide details of planned inter-divisional or inter-ship fixtures for

inclusion in the weekly programme.

(f) Present requirement for new sports equipment to Ship's Welfare

Committee.

(g) Produce weekly sports programme by Friday for the forthcoming week.

Welfare/ Entertainment Officer

0357. Accountability. The Welfare/ Entertainment Officer (can also be a Senior

sailor) is accountable to the XO for providing recreational entertainment for ship's
company.

0358. Tasks. He is to:-

(a) Organise welfare activities onboard such as picnics and barakhanas

under overall guidance of WSC/ MCBM.

(b) Correct functioning of Ship’s SRE.

(c) Monitor maintenance and timely repair of all welfare equipment.

Key Officer

0359. Accountability. The Key Officer is to be nominated by CTM. NBCDO should

not be nominated as Key Officer {NO (Str) 03/19 refers}. He has to exercise overall
control of the organisation and place adequate checks and balances in place to
enable a taut key organisation is in place. He is accountable to the XO for the
organisation for control of ship's keys (except Magazine Keys14), catering for
authorised personnel to access compartments keeping security aspects in control.
The Key Officer is not accountable for Yellow Keys and Magazine Keys. (For details
refer to Chapter XVII or WHB 1203 on Key Organisation)

0360. Tasks. The tasks are listed at Regs IN Part I Chapter 3. He is to:-

(a) Keep an upto-date key list of ship's keys department wise to show:-

(i) Compartment.

(ii) Location of key.

14 Magazine and Armament Important Keys are to be controlled by EAO iaw Chapter 4, INMER Vol-I.

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(iii) Location of duplicate keys.

(iv) Last muster and check, with signature of departmental key

regulator.

(b) Carry out quarterly muster of important keys, important duplicate keys
and verify that they are complete, working and tallied.

(c) Ensure that departments check their keys quarterly and sign the
muster list.

(d) Periodically check a percentage of general keys and duplicate keys to

verify they are complete, working and tallied so that all keys are checked at
least once every 12 months.

(e) Ensure that defective locks are made serviceable and new or
replacement keys are taken on charge so that at all times original and
duplicate keys operate locks for which they are tallied.

BR Officer

0361. Accountability. This duty may be carried out by an Officer/ MCPO.

0362. Tasks. Tasks are listed in NO 01/13.

0363. Amplifying Tasks. The BR Officer is to hold custody of various professional

journals, magazines, USNIPs etc not under custody of various departments.

NPF Account Holders

0364. Individual ToRs for each fund holder are to be laid down to reflect limits of
their responsibilities and specific tasks.

0365. Accountability. Account holders of Non Public Funds may be Officers/

MCPOs. They are accountable to the CO and are under functional authority of LOGO
for correct handling, custody and accounting of cash, property and other items
associated with respective account.

0366. Tasks. Tasks are listed in NO (Spl) 02/19. He is to:-

(a) Maintain the main and subsidiary accounting records upto date, in
accordance with regulations.

(b) Keep sufficient cash to meet reasonable requirement with balance

amount in bank and pass book updated.

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(c) Close cash books in preparation for a cash count at intervals iaw extant
guidelines.

(d) Close bank book monthly and reconcile the balance with amount
shown in cash book.

(e) Maintain stock records and make the stock available for checks as laid
down in standing orders.

(f) Deposit cheques received to bank account at regular intervals.

(g) Keep records/ Cash book updated for surprise muster.

(h) Produce quarterly balance sheet to internal audit board.

(j) Keep all relevant books and ledgers upto date and in accordance with
regulations, and make them available for inspection as required.

(k) Trade with traders authorised by current regulations.

(l) Settle bills by due date. Endeavour to be eligible for INCS discount by
timely clearance of bills.

(m) Settle amount owed to and from the fund, reporting sums overdue in a
time bound manner.

WHOLE SHIP DUTIES – SAILORS

0367. This section contains whole ship duties of sailors and certain other duties,
which have bearing on whole ship activities.

Whole Ship Coordinator (WSC)

0368. The WSC is accountable to the XO (small ships) or the Deputy XO/ First
Lieutenant (large ships), where the First Lieutenant is DHoD of the Executive
Department.

0369. Tasks. He is to:-

(a) Plan the fortnight work programme on a whole ship basis.

(b) Supervise drafting of Daily Order and whole ship activity memos.

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(c) Be in charge of planning and co-ordination team.

(d) Assist the XO/ First Lieutenant in coordination of training and other
tasks.

(e) Provide manpower for whole ship requirement, various communal

duties, miscellaneous and unplanned requirement.

(f) Co-ordinate plan and maintain duty roster of CPO/ POOD, DPO etc.

(g) Update ship's Main Notice Boards with timely and accurate material/
information.

Departmental Regulators

0370. Accountability. A ship primarily has four departments ie, Executive,

Engineering, Electrical and Logistics15. The senior most sailor borne in department is
to function as the Department Regulator. In case of Executive department, MCBM/
CBM will be the department regulator16. Other small sub departments may nominate
sailors as Sub–Departmental Regulators with tasks as mentioned below and they are
accountable to respective Departmental Regulator. Departmental regulators are
accountable to respective DHoDs for following:-

(a) Achieving objectives of short cast by planning, in co-ordination with

other departments where required.

(b) Draft departmental short cast for inclusion in whole ship short cast.

(c) Detailing Manpower for whole ship tasks.

(d) Departmental Watch and Quarter Bill.

0371. Tasks. After preparation and promulgation of orders and memos, he is to:-

(a) Allocate manpower within the department by:-

(i) Preparing and updating the departmental Watch and Quarter

Bill.

15
In Aircraft Carrier and ships where Flight Commander is HoD, Air Department is to function as a
separate department and will have Department Regulator. In other ships, Air Department will be
placed under Executive Department (Regulations 2103 Regs IN Part I refers).
16
Senior most seamen sailor borne in the ship would be MCBM and Departmental Regulator for
Executive Branch. A sailor senior to MCBM/ CPO BM borne in Communication Department is not to be
nominated as MCBM.

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(ii) Deputing men to sections and communal parties. He is also to

plan periodical job changes after consultation with the HoD, DOs and
Section Heads.

(iii) Allocating men to messes under control of the department and

to ensure proper administration in mess decks.

(iv) Nominating men for departmental working parties.

(b) Supervise work of departmental writer.

Seamanship Training Coordinator (STC)/ Seaman Ship Instructor (SSI)

0372. He is accountable to Boatswain officer/ MCPO Boatswain Mate/ CPO

Boatswain Mate. He is usually the SSI posted onboard ship or a sailor nominated to
undertake duties of SSI where a qualified sailor is not borne.

0373. Tasks. He is to:-

(a) Identify seamanship training opportunities from the ship's programme

and part of ship work plans after consultation with relevant departmental
senior sailor instructors.

(b) Report seamanship training progress to the MCBM/ CPO BM, drawing
attention to shortfalls and proposing measures to fill them.

(c) Arrange briefings and seamanship training classes for items unlikely to
be taught in normal course of departmental work to sailors earmarked for
seamanship associated tasks, (eg specialist topics, RAS parties, boat
coxswains etc).

(d) Ensure rigging items held on charge of Rigging Warrant are serviceable
and load tested.

MCPO/ CPO Boatswain Mate

0374. He is accountable to the Executive Officer for:-

(a) Coordinating work on the Upper Deck (and in certain cases between
decks) to minimise conflict of activity and ensure uniform and smart
appearance of the ship.

(b) Seamanship, safety and survival equipment maintenance, standards

and training.

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(c) Co-ordination between decks cleaning tasks.

0375. Authority.

(a) The MCPO/ CPO Boatswain Mate has authority over:-

(i) All seamen, bosun storekeeper, paint storekeeper and survival

equipment maintainer.

(ii) Any ‘ad-hoc’ parties are deemed to be his responsibility as set

up by the Executive Officer or First Lieutenant.

(iii) Senior sailors of all departments when co-coordinating upper

deck work or activities that could affect other parts of ship (particularly
in respect of ship’s appearance).

(iv) Seaman department senior sailors for reallocation of hands

working in parts of ships to meet unforeseen and unplanned short-
term requirement.

(b) The MCPO/ CPO Boatswain Mate has functional authority over all
sailors in execution of maintenance, safety, survival and seamanship tasks.

0376. Tasks. To carry out following operational tasks:-

(a) Take charge of all major seamanship evolutions as required by the

Executive Officer (or his nominated deputy). These evolutions include:-

(i) Replenishment at Sea.

(ii) Target and decoy streaming and recovery.

(iii) Recovery of men and material from the water.

(iv) Dan-buoy, marker buoy and short scope buoy laying and
recovery.

(v) Seamanship aspects of salvage, towing and disaster relief.

(vi) Heavy lifting and slinging of all gear.

(vii) Advanced anchor, cable and mooring work.

(b) Delegation may take place at the Executive Officer’s discretion if he

considers that the person concerned has necessary training and experience to
correctly and safely carry out the task. Routine delegation (i.e. sea boat,
anchoring etc) should be covered in ship’s orders.

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(c) To advise other departments on correct rigging, operation and

maintenance of their portable lifting equipment, and taking personal charge if
deemed necessary (to include ammunitioning, engine removal, stores and hull
outfit lifting gear).

(d) To supervise the upper deck during Action and Defence stations.

(e) Co-ordinate husbandry work by all departments on upper deck to

ensure uniform standard of maintenance combined with smart and
seamanlike appearance of the ship.

(f) Maintain rigging or issue upkeep instructions to parts of ship.

(g) Prepare (in liaison with Engineering Department) seamanship, safety

and survival defect list for refits and other designated maintenance periods.

(h) Be in-Charge of replenishment at sea and maintain a central registry of

general and in date seamanship equipment for whole ship use (to include
torpedo recovery, target, danbuoy and decoy gear).

(j) Act as the competent person regarding periodic survey and inspection
of seamanship equipment in accordance with current regulations, which
include all loose gear.

(k) Supervise onboard production and replacement of seamanship and

rigging equipment.

(l) Store and issue paint and painting material for whole ship use and to
ensure security, updating and stowage of stock.

(m) Advise all departments on cleaning methods and equipment available.

(n) Monitor all aspects of health and safety at work, with particular regard
to proper provision of safety equipment, clothing and correct use of
seamanship lifting equipment.

(p) Supervise safety and survival equipment maintenance.

(q) Instruct (and exercise) the ship’s company on all aspects of survival
and safety equipment (keeping a training record in the Seamanship Data
Book).

(r) Ensure service/ civilian personnel embarking the ship are in possession
of (or have ready access to) a life jacket and that they are properly briefed on
matters of safety and survival as it affects them.

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(s) Instruct seamanship on a whole ship basis and act as the Seamanship
Training Coordinator for whole ship seamanship training.

(t) Train personnel to carry out particular seamanship evolutions with

special emphasis being placed on:-

(i) Junior officers/ senior sailors so that routine evolutions may be

delegated to them.

(ii) Seamanship Task Books.

(iii) Boat coxswains and crews.

(u) On behalf of the Boatswain, update the Seamanship Data Book and it’s
safe keeping during refitting periods.

(v) Custody of ship's Rigging Warrant including it’s periodic updating.

(w) Maintain sub-departmental permanent loan records.

(x) Maintain central outfit of publications on general seamanship matters.

(y) Maintain the boats engine log and ensure entries are made by the
Engineering department.

Part of Ship Petty Officer

0377. Accountability. Part of Ship POs are accountable to the Part of Ship Officer,
but subject to functional authority of the MCPO/ CPO BM for standards of
seamanship and ship husbandry.

0378. Tasks. Part of Ship Petty Officer is to:-

(a) Plan and supervise the part of ship work in consultation with the Part
of Ship Officer, MCPO/ CPO BM and the sub-branch `I' cadre sailor.

(b) Have custody of permanent loan stores for the part of ship.

(c) Be nominated as divisional POs.

(d) Project requirement of paints, cleaning gear etc. for his part of ship to
the MCPO BM.

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0379. Training. Part of Ship POs are to:-

(a) Train part of ship sailors as required by the Seamanship Task Books.

(b) Keep the Part of Ship Officer and Seamanship/ Operations dept
co-ordinator informed of seamanship training progress and maintain training
records.

(c) Maintain part of ship survival gear.

Boatswain's Store Keeper

0380. He is accountable to the MCPO/ CPO BM.

0381. Tasks. He is to:-

(a) Assist the MCPO/ CPO BM to plan and control maintenance of

equipment allocated to him.

(b) Carry out maintenance as directed by the BM.

(c) Account for all paint, informing the MCPO/ CPO BM in good time, if any
shortage is likely to occur.

(d) Issue paint and painting gear.

(e) Keep Bosun Store clean and secure. He is to retain one key and ensure
that duplicate key is held in the Important Keyboard.

(f) Upkeep/ repair of covers/ screens.

(g) Assist the Boatswain Mate with store keeping duties.

Duty Chief Petty Officer/ Petty Officer (Duty PO)

0382. The Duty PO is accountable to the OOD for controlling the routine, discipline,
cleanliness and appearance of the ship.

0383. Tasks. He is to:-

(a) Attend to all liberty boats and supervise gangway activities, checking
dress, identity cards and remain on the gangway whenever large number of
liberty men are expected to return from shore.

(b) Be in-Charge of seaman duty watch during non-working hours.

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(c) Supervise all seamanship evolutions during off working hours such as
lowering/ hoisting boats etc.

(d) Oversee FEP muster and their conduct for fighting fire or flooding.

(e) Be available during fire or emergency and, in such exercises, be at the

scene of fire to supervise conduct of the evolution.

(f) Keep a watchful eye on ship's boats, awnings, anchor and cable and
berthing lines.

(g) Call the hands and supervise Pipe Down, including going round all
mess decks and ensure that all ‘X' openings are closed by that time.

(h) All defaulters and urgent request men to be brought before the OOD
when these occur outside working hours.

(j) Carry out rounds as specified in Ship's Standing Orders.

(k) Ensure that electric supply to galleys is switched off prior to rounds
and that galleys are locked before pipe down.

(l) Be aware of vulnerable areas and be specifically briefed by the

1st LT/ XO/ OOD.

‘I’ Sailors

0384. Instructor sailors are accountable to respective specialist officer, but subject
to functional authority of the ship's Training Officer.

0385. Tasks. Every ‘I’ sailor is to:-

(a) Arrange training classes for tasks unlikely to be covered in the course
of normal day-to-day work and ensure that it blends with ship's programme.

(b) Identify individual trainee shortcomings and arrange extra instructions

for them.

(c) Highlight problem areas in carrying out training tasks, for discussion in
Weekly Planning Meetings.

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Ship's GI

0386. Tasks. He is to:-

(a) Compile, prepare and promulgate whole ship Watch and Station Bill.

(b) Train gunnery sailors on fire control systems and armament.

(c) Train ship’s company in the care, custody and use of small arms.

(d) Structure and form ceremonial divisions onboard.

(e) Train landing and boarding parties for Aid to Civil Power.

(f) Oversee training of lookouts.

NBCDI

0387. NBCDIs have a special role in a ship in addition to other `I' sailors. Senior
sailors qualified in NBCD/ specialist NBC aspects are required by departments to
meet departmental whole ship training commitments. Departmental NBCDIs are
accountable to their HoDs [BR 2170(1) Chap 6].

0388. Authority. They have functional authority over sailors placed under their
charge for NBCD training.

0389. Tasks. He is to:-

(a) Check in conjunction with other NBCD qualified senior sailors in the
ship that the recommended NBCD practices (correct stowage of gear,
maintenance of markings and fittings etc) are followed at all times.

(b) Oversee training of their general NBCD responsibilities.

(c) Assist in general and advancement of training in department where no

NBCD qualified senior sailor is borne.

(d) Be conversant with catalogue of NBCD stores (INBR 1835),

Comprehensive Naval Allowance List (CNAL) of NBCD stores and to ensure
that availability of NBCD stores onboard is in accordance with the CNAL.

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0390. Departmental NBCDI. Departmental NBCDIs are to:-

(a) Undertake specific instructions in aspects of NBCD as directed,

particularly in subjects for which their department has a whole ship training
responsibility.

(b) Assist in writing and amending of NBCD Orders.

(c) Provide input to the NBCD Data Book and to propose any amendment
which should be made to the NBCD Class Book.

(d) Bring to notice of appropriate HoDs shortcomings or failings in the

NBCD organisation or material measures, including shortfalls in the NBCD
Watch and Quarter Bill.

(e) Co-ordinate and where appropriate conduct training in delegated

departmental NBCD and survival topics.

(f) Liaise closely with other departmental senior sailors for dedicated
NBCD training onboard.

(g) Assist as necessary in co-ordination of whole ship NBCD training

commitments and exercise.

(h) Act as departmental survival equipment maintainer in conjunction with

the Part of Ship (POS) Petty Officers.

Physical Training Instructor (PTI)

0391. He is accountable to the Sports Officer.

0392. Tasks. He is to:-

(a) Assist the Sports Officer in promotion and organisation of all type of
sporting activity.

(b) Ensure cleanliness of Sports Store and maintenance of sports

equipment.

(c) Ensure that ship's teams' clothing is laundered and kept in good repair.

(d) Organise and direct deck sports and circuit training at sea.

(e) Supervise morning PT period for sailors as directed by the XO.

(f) Promulgate ship's team for sports.

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(g) Muster sports team as required.

(h) Arrange classes and take charge of weak swimmers.

(j) Be in-Charge of Dining Hall Party, General Mess Party and Mess men
(When not involved in sports activities).

Quarter Master (QM) in Harbour

0393. He is accountable to the OOD, but subject to functional authority of the Duty
CPO/ PO.

0394. Tasks.

(a) He is to inform OOD of:-

(i) All circumstances and events likely to affect safety of the ship
and her boats.

(ii) Changes in weather conditions.

(iii) Report to the OOD periodically all events/ non events of that
period.

(iv) Receive all telephone calls.

(b) He is to:-

(i) Check at intervals that unmanned boats secured in vicinity are

safe.

(ii) Check identity of personnel arriving onboard.

(iii) Make pipes as authorised by the OOD, by the ship's routine, and
to raise alarm in emergencies.

(iv) Hail all boats approaching the ship between sunset and sunrise.

(v) Ensure that Security and NBCD rounds are carried out during
silent hours by sentries and DCP.

(vi) Undertake Harbour Emergency Party (HEP) tasks allocated to

him in INBR 1835 and ship’s orders, and to ensure the sideboy is fully
briefed on FEP responsibilities, allocated to him.

(vii) Maintain the Quarter Master’s Log.

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(viii) Maintain cleanliness of gangway area, and gangway equipment

and furniture.

(ix) Pay correct mark of respect to persons arriving onboard, leaving

or passing the ship.

(x) Hoist the night ensign as required by Regs IN.

(xi) Sight all men under open or close arrest at laid down intervals
during silent hours.

(xii) Maintain a record of ship's officers proceeding ashore and

returning onboard.

(xiii) Enter names of sailors proceeding ashore on duty in the Ashore

on Duty Book.

(xiv) Ensure that personnel under punishment do not proceed

ashore.

(xv) Ensure that persons who have put down for a shake up in the
Shake Up Book are called at the required time.

(xvi) Record in the Gangway Wine Book all wines, spirits, beer and
tobacco received onboard or disembarked.

(c) He is to have custody of:-

(i) Gangway Wine Book.

(ii) Ship's Log.

(iii) Night Round Book.

(iv) Duty Ashore Book.

(v) Shake Up Book.

(vi) MLR Liberty Books.

Duty Regulating Petty Officer (Duty RPO)

0395. Accountability. This duty will be carried out by a RPO/ LPM or any suitable
Senior Leading/ PO/ equivalent from all branches, and is accountable to the OOD.

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0396. Tasks. He is to:-

(a) Keep OOD informed of all disciplinary matters.

(b) Bring request men, defaulters and complaints to the OOD and take
statement of witnesses and offenders in accordance with Regs IN.

(c) Muster sailors under punishment, open and close custody at prescribed
times and be responsible for their safe custody.

(d) Muster, detail and brief security sentries.

(e) Ensure lower decks are cleared when `clear lower decks' is piped
during off working hours.

(f) Ensure that the gangway duty ashore book is correctly maintained.

Between Decks Chief Petty Officer/ Petty Officer

0397. He is accountable to Between Decks Officer and has authority over Alleyway
Party, Dining Hall Party and Scullery Party (Refer Art 1405).

0398. Tasks. He is responsible for:-

(a) Maintenance and cleanship of passages and alleyways.

(b) Maintenance of scullery.

(c) All compartments inside the ship are hazard free and clear of gash.

Divisional Chief

0399. Accountability. He is accountable to the DO.

03100. Authority. The Divisional Senior Sailor has authority over men in the
division for divisional procedures and for such tasks as may be delegated by the DO.

03101. Tasks. A list of tasks which may be delegated should be mutually decided
between the DO and the Divisional Chief.

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3-31

Senior Sailors’ Mess President

03102. He is accountable to the XO for:-

(a) Clean and hygienic living condition in senior sailors' cabin flats, lounges
and dining halls.

(b) Appropriate dress regulations.

(c) Dignity and decorum of senior sailors' mess.

(d) Custody of TV, VCR and other property of the mess.

(e) Supervision of messmen.

(f) Custody of mess traps.

Mess-in-Charge

03103. Accountable to the Divisional Officer/ Part of Ship Officer/ XO.

03104. Tasks. He is to:-

(a) Ensure clean and hygienic living conditions in mess decks.

(b) Prepare and promulgate roster for cleanship of the mess at least a
week in advance.

(c) Be responsible for safe custody and maintenance of TVs, refrigerators

and other equipment in the mess.

Mess PO

03105. The Mess PO is accountable to the XO for maintenance of order and

discipline within his mess.

03106. Tasks. He is to:-

(a) Ensure correct dress of the day, as ordered.

(b) Intimate the MAA/ Regulating Office if any members of his mess have
not returned from leave or duty by the correct time.

(c) Keep account of mess traps.

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(d) Report defects in the mess to appropriate department.

(e) Oversee cleanship of the mess.

Petty Officer of the Day (POOD)

03107. Accountability. This duty will be carried out by all POs viz., Seaman,
Communication, Engine Room, Electrical, Aviation and Logistic department. The
POOD is authorised to bring to notice of the OOD irregularities, observed in Junior
Sailors’ dining hall.

03108. Tasks. He is to:-

(a) Be present during meal timings in the Junior Sailors’ dining hall.

(b) Investigate complaints of food and report to the OOD.

(c) Ensure food is kept for watch keepers/ duty ashore personnel.

(d) Ensure dress regulations are followed and decorum of the dining hall is
maintained.

(e) Ensure no spillage and/ or wastage of food takes place.

(f) Ensure that the dining hall is cleared of all gash and the scullery is
secured on completion of meals.

Documents/ File-in-Charge

03109. Accountability. Accountable to Correspondence Officer. He is normally a

senior writer sailor.

03110. Tasks. He is to:-

(a) Ensure correct security classification marking on documents in

accordance with NO 09/07.

(b) Carry out monthly scrutiny of all ship's documents. On completion, he

is to draw a line under last entry in the book and to sign the inspection
record at front of the register.

(c) To ascertain that each register is being correctly maintained and that
appropriate columns are being completed.

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(d) Maintain the master list of all ship's files classified Confidential and
above. From these, he is to select those files to be examined during monthly
spot check to ensure that all files are checked at least once during the
Commanding Officer's tenure.

Ship's Mailman

03111. Accountability. He is accountable to the MCPO/ CPO Log (F&A).

03112. Tasks. He is to:-

(a) Be aware of mail organisation contained in NO 29/15.

(b) Despatch, collect and distribute mail.

(c) Under supervision of the MCPO/ CPO Log (F&A), keep:-

(i) Postage Account for official mail.

(ii) Registered Letter and Parcel Book.

(iii) Stamp Pad.

Routine Office Writer

03113. Accountability.

(a) In a large ship he is accountable to the Whole Ship Coordinator (WSC),

but subject to functional authority of Routine PO for preparation of Daily
Orders and collation of Duty Lists, and to the Commander's Assistant for
Commander's correspondence.

(b) In a small ship he is accountable to the WSC.

03114. Tasks. He is to:-

(a) Draft Daily Orders in Daily Order Book from the short cast, duty lists
and lists of personnel nominated for whole ship tasks.

(b) Submit draft Daily Orders to the Routine PO/ WSC and XO daily, Mon
to Fri for the following day, and on Sat for Sun and Mon.

(c) Type and distribute such orders, programmes, letters and instructions
as the XO or WSC may require.

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(d) Collect correspondence from the Ship's Office for `X' department
officers, distribute it and return any `OUT' correspondence to the Ship's
Office.

(e) Ensure that up-to-date copies of duty lists for the current month are
held in the Routine Office.

(f) Ensure regular cleanship of the Routine Office.

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CHAPTER - 4

EXECUTIVE DEPARTMENT ORGANISATION

INDEX

0401 References

0402-0403 Departmental Structure

0404-0405 Divisional Structure

0406-0407 Part of Ship Organisation

0408-0412 Planning and Coordination

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CHAPTER - 4

EXECUTIVE DEPARTMENT ORGANISATION

0401. References.

(a) Regs IN Part I and Part III.

(b) INSI 04/2020.

(c) NO 04/21.

Departmental Structure

0402. The Executive Department with various specialist officers functions under the
XO for ensuring operational readiness of the ship as well as part of ship
maintenance. The department consists of all Executive officers and sailors from
Seaman, Communication, Hull, NBCD, Regulating, Hygiene and Sports departments.
The Executive Officer is the Head of Department and is accountable to the
Commanding Officer for tasks of the Executive department. The departmental
structure is as represented below:-

Department Structure of Executive Department

0403. Executive Department in Large Ships. In order to deal with much larger
executive and coordinating workload, aircraft carriers, destroyers and frigates should
have an alternative organisation for effective functioning of the Executive
Department. These ships additionally have a First Lieutenant or a Deputy XO who
functions as the Deputy HoD and is directly accountable to the XO for all wholeship
matters/ activities. Officers with wholeship responsibilities such as NBCD and

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4-2

Seamanship should either be accountable to or under functional authority of the

Deputy XO, whereas tasks like upper decks and between decks maintenance
including wholeship coordination should be under the First Lieutenant.

Divisional Structure

0404. Each division of the Executive Department functions under a Divisional Officer
and divisional senior sailors. The divisional structure should enable a sailor’s
Divisional Officer/ Sub-branch Officer and Part of Ship Officer to be the same person.
Where this is not practicable, the nomination of officers as Heads of Divisions
according to their operational tasks may help to achieve the optimum organisation.
Suitable senior sailors should be nominated as Part of Ship in-Charges and Sub-
branch Instructors. The Divisional Officer is to coordinate detailed planning of all
divisional tasks between the two, and is also responsible for the effective
employment of all men in his division. In absence of an officer, MCPOs can also carry
out tasks of Divisional Officer iaw NO(Str) 05/06. The following divisional tasks may
be implemented between the two senior sailors for smooth coordination of various
activities:-

(a) Part of Ship in-Charge/ Captain of Top (COT). This senior sailor
will be responsible for part of ship maintenance and husbandry. The detailed
day-to-day planning of part of ship work and its supervision should be
delegated to him by the Divisional Officer. The part of ship work on upper
decks and between decks is only one element of entire divisional tasks.
Therefore, it requires close coordination with Boatswain Mate, keeping in
mind necessity of undertaking operational training, watchkeeping
requirement and wholeship activities such as store ship or NBCD training.
The detailing of men for work may be undertaken by the Boatswain Mate
during Both Watches.

(b) Sub-Branch Instructor. This senior sailor, preferably ‘I’

specialisation, will be responsible for crew training in respect of operations,
equipment/ system and departmental functions. He will also be responsible
for formulation and forwarding of Watch and Quarter Bill of the department.
The training should always be conducted as per weekly plan of the
department, and should be in conjunction with other wholeship activities.

0405. Employment of 'I' Sailors. 'I' sailors irrespective of their rank have to be
given their due if they are to carry out their duties effectively. The training of 'I'
sailors is exhaustive and on completion of their courses, they are competent to
impart instructions to other sailors. They should therefore be assigned supervisory
jobs to the extent possible and not utilised as working hands. However, ‘I’ sailors

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would not be excused duty watch onboard. The only exception to this would be the
Ship’s GI who apart from his responsibilities with the department is also responsible
for discipline, security, and manpower allocation for the entire ship/ unit17.

Part of Ship Organisation

0406. Part of Ship. Part of ship should include compartments, upper decks and
appropriate between decks areas allocated to each department/ division. This
distribution should be mentioned in Ship’s Standing Orders, taking into account the
cleaning and servicing efforts required, size of division and other commitments
including watchkeeping requirement. Necessary amendments may be made based
on any addition/ alteration to part of ship post major refits/ MLU. The Executive
Officer may exercise control either directly through Boatswain Mate or delegate
through Part of Ship Officers.

0407. Communal Duties. Working hands from different branches are taken out
to form a pool of sailors for various parties as part of communal duties. These sailors
are to be deputed for such duties for a minimum duration of three months, and are
to function under direct control of the XO through respective Officer-in-Charges/
MCBM. Various teams functioning as part of communal duties are as follows:-

(a) Alleyway Party.

(b) NBCD Maintenance Party (nominated by CABS).

(c) Hull/ Ventilation Maintenance Party (HMP/ VMP).

(d) Quartermaster.

(e) Security Sentries and Security Chiefs.

Planning and Coordination

0408. Seaman Department Planning. The key to optimum functioning of the

Seaman Department is to achieve the right balance between part of ship work and
ensuring continuous training. Executive Officer, all Part of Ship Officers and
Boatswain Mate should meet on a weekly basis to determine overall plan for the
upper deck and between decks maintenance. All training requirement and work
conflicts should be resolved before forwarding the final input of Seaman
departmental activities to Wholeship Planning Coordinator.

17
Para 17 (e), NO 04/2021.

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0409. Both Watches of Hands. The day’s activity in harbour should commence
with Both Watches by the Executive Officer. Afternoon Both Watches may be
resorted to, only in case of any additional requirement, as and when deemed
necessary. It is extremely important that musters are not held just as a matter of
routine. During Both Watches, MCPO/ CPO BM details hands for working iaw the
weekly plan. Further, it needs to be ensured that role of COT/ POS in-Charges is not
merely reduced to ‘Work Supervisor’ and instead, they should be encouraged to
think and plan ahead. All hands should report to COT/ POS in-Charges in the
afternoon for progressing the day’s maintenance activities. Freedom of execution
needs to be delegated to COT/ POS in-Charges, in order to groom them to
undertake higher responsibilities.

0410. Rounds by Part of Ship Officers. Part of Ship Officers should take regular
rounds, especially before morning both watches and prior secure, to ensure
shipshape condition of their part of ship and also ascertain work completion as
planned. It is a good practice for the Part of Ship Officer to walk with respective COT
for close monitoring of part of ship by COT/ POS in-Charge.

0411. Securing Stations18. Ships are to secure for the day only on completion of
‘Securing Stations’. Following activities should be ensured as part of securing
stations:-

(a) Respective areas/ compartments are checked by departments and

inspected for any fire or flood hazard.

(b) All items/ gears are to be secured in shipshape condition.

(c) A report of securing station completion is to be made to OOD by

respective COT/ POS in-Charges during Evening Quarters.

(d) Evening Quarters. Daily Orders are read out to ship's company
during Evening Quarters wherein, work for the next day or forthcoming week
is also discussed and allocated to departments/ personnel.

0412. Provision of Hands during Cruising Stations. The ship’s complement

only allows routine maintenance tasks to be performed by the seaman branch during
Cruising Stations. Hands from other departments should be used whenever required,
as follows:-

(a) Detailing of flight crew to act as lifebuoy sentry.

(b) Detailing of Logistics junior sailors (Material and F&A) as lookouts.

18
Para 18 of NO (Str) 03/19.

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CHAPTER – 5

ENGINEERING DEPARTMENT ORGANISATION

INDEX

0501 References

0502 Engineering Department Responsibilities

0503 Organisation

0504-0505 Engineering Officer of the Day

0506-0511 Engineering Duty Staff

0512-0520 Engineer Officer

0521-0522 Senior Engineer Officer

0523-0524 Assistant Engineer Officer

0525-0526 Master Chief/ Chief ERA (Departmental Regulator)

0527-0529 Regulating Master Chief/ Chief ME

0530-0531 Section Chief

0532-0533 Chief of the Watch/ Duty Chief

0534-0535 Engineering Officer’s Writer (EOW)

0536-0537 Spare Gear Store Keeper

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CHAPTER - 5

ENGINE ROOM DEPARTMENT

0501. References.

(a) Regs IN Part I.

(b) INBR-3000.

(c) NO (Str) 03/19.

(d) INMER Vol I.

Engineering Department Responsibilities

0502. Departmental Structure.

(a) The Engineer Officer (EO) as the Head of Department is responsible

for tasks of the department, as required by INBR 3000. The department
should be organised into sections in such a way that, each Master Chief/
Chief Petty Officer/ Petty Officer in the department shall be a Section CPO
and will be under Senior/ Assistant Engineer Officer/ Watch keeping Engineer
Officer.

(b) When an under trainee officer is borne in the department, his primary
task is to obtain his watch keeping certificate. The organisation of the
Engineering Department must be flexible enough to afford him the
appropriate experience.

(c) The position of department/ section head in small ships may be held
by a Petty Officer or a Leading hand. He is accountable directly to the EO and
in general holds same responsibilities as a Section Officer/ CPO on a large
ship.

Organisation

0503. Department.

(a) The Engine Room department includes SEO, AEO, Department

Regulators, Section-in-Charges, EO writer, Store keeper, POL in-Charge as
key functionaries. Personnel are to be nominated by name through an EO

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temporary memorandum and they are to be kept out of communal duties to

enable availability. Suitable relief should also be mentioned in the
memorandum in case of person proceeding on leave/ temporary duty.

(b) Duty Watch Organisation. The charter of duties for duty personnel
in harbour and at sea are enumerated at succeeding paragraph.

Engineering Officer of the Day

0504. Provisions of INBR 3000. Chapter 1, Art. 0165 of INBR 3000 lays down
the requirement of EOOD and states that “whenever three or more Engineering
Officers holding Engine Room Watch Keeping Certificate are borne onboard a ship,
in addition to the EO and SEO, they are to carry out duties of Engineer Officer of the
Day in harbour”. This roster may be augmented by Engineering Department senior
sailors in possession of Charge Certificate as required in order to meet this
requirement. Personnel undertaking duties of EOOD are to be nominated by EO’s
temporary memorandum and duties and responsibilities of EOOD are to be brought
out in the Departmental Standing Orders. Duties of EOOD external to the
department and wrt DC/ FF are to be as per the Ship’s and NBCD Standing Orders
respectively.

0505. Criteria for Selection. These duties are to be carried out only by officers
and sailors who are declared competent by the Engineer Officer. It is therefore
essential that the Engineer Officer satisfies himself that in order to be able to meet
all requirement laid down by INBR 3000 in off working hours, EOODs are suitably
trained and assessed. The following qualification are deemed essential:-

(a) ERWKC for officers and Charge Certificate for department senior
sailors.

(b) Must be well conversant with machinery spaces and harbour

machinery such as ACs, Ref plants, fire main, fresh water systems and DAs.
Regular training and PQS must be conducted on these topics.

(c) Must possess requisite level of SoK to ensure that required notice for
motoring is maintained and enable preparation of Main Propulsion Plant
(MPP) for sea.

(d) Must be well conversant with firefighting, de-flooding and emergency

arrangements fitted in machinery spaces.

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Engineering Duty Staff

0506. Provisions of INBR 3000. Chapter 1, Art 0167 of INBR 3000 states that a
sufficient number of sailors of the Engineering Department who hold appropriate
Watch Keeping Certificates, or those about to qualify and considered competent by
the Engineer Officer, are to be on watch/ duty when machinery systems are being
operated under auxiliary conditions in harbour.

0507. The machinery control position is to be manned when any machinery not
fitted with automatic watch keeping arrangements is in use.

0508. The boiler control position is to be manned by a sailor qualified as laid down
at Para 0504 ibid, whenever a main boiler is alight. Under banked condition, he is to
be present while burner is being flashed and is alight, and is to visit the boiler room
at least once every hour.

0509. Duties of EOOD and Engineering Duty Staff. The following duties and
responsibilities are enumerated in INBR 3000:-

(a) Ensure that the required notice for sea is maintained in the
Engineering Department.

(b) Bring the department to reduced notice as ordered by the Command.

(c) Ensure satisfactory operation of machinery/ system in use.

(d) Inspect the department, as required by the Engineer Officer, to check

for flooding and fire hazards.

(e) Supervise work in the department, undertaken outside working hours.

(f) Man DCHQ as per Ship’s Standing/ NBCD Orders.

(g) EOOD must be available as Divisional Officer of the Engineering

personnel in absence of nominated Officers.

(h) LO/ coolant analysis, centrifuge, fuelling, top up fresh water and
spares management.

(j) Departmental tasking.

0510. Responsibility towards Equipment and Machinery. Departmental

responsibilities wrt Engine Room department iaw Regs IN Art 0511 and Art 0107 of
INBR 3000 towards equipment and machinery are as follows:-

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Ser Responsibilities
Main Propulsion Plants
Main propulsion machinery and control, except for electric generators
(a)
and motors used for propulsion system.
All prime-movers of power generation plants and associated system
(b)
and controls.
Main transmission shafting systems, propellers, steering gear and
(c)
stabilisers.
Refrigeration and Air Conditioning
Air conditioning and refrigeration plants excluding those dedicated to
(d) weapon/ electrical system and package/ Split AC catering to
compartments other than machinery spaces.
Hydraulic and Pneumatic Systems
Hydraulic and pneumatic machinery and systems, excluding helo
(e)
handling winches and those on charge of the aviation department.
In ships fitted with flight deck machinery, the catapult, arresting gear,
(f) barrier mast, aerial operating units and catapult ancillary loading
equipment gear.
Auxiliaries/ Other Machineries
All auxiliary and ancillary machinery and associated pipe systems in
(g)
main machinery and outside machinery spaces.
All domestic machinery and systems excluding electrical components of
(h)
appliances.
(j) All machinery and equipment in the engineer’s workshop.
Air compressors installed in machinery compartments, excluding
(k)
diving/ breathing air compressors.
(l) Fresh water generation machinery.
(m) Auxiliary steam generators.
(n) Propulsion machinery on boats excluding OBM.
All lifting gear and steel wire ropes under charge of Engineering
(p)
department.
Ships Systems
(q) Flooding, ballasting and de-ballasting system.
Chilled water system excluding heat exchangers dedicated to electrical
(r)
systems/compartments.

(s) Ventilation system dedicated to machinery spaces.

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Ser Responsibilities
Distilled water, feed water and fresh water except storage tanks of
(t)
fresh water.
(u) Cathodic protection dedicated to machinery.
(v) Bilge separation and draining of machinery spaces.
POL storage tanks and pumping, flooding, draining and ballasting
(w)
systems with associated pumps and fittings.
(x) Pneumatic/ steam operated siren and whistle.
All under water openings (except hull penetrations dedicated to
(y) weapons, sensors and navigational systems) and their operating
mechanisms.

0511. Responsibility towards Preparations for Sea. The following are to be

undertaken by the Engineering department towards preparation of ship for sea:-

(a) Checks of Main Propulsion Plants (MPP) and associated controls,

steering gear systems, and Engine Order Telegraph system. Inspection of
fittings and associated shafting to ensure that they are free from obstruction
and in good working order. The Electrical Officer shall be associated with
these tests.

(b) Testing of primary and alternative steering gear and automatic change
over systems.

(c) Lighting. Testing of lighting, automatic secondary lighting and

emergency lighting in machinery spaces through the Electrical Officer.

(d) Communication. All modes of communication including redundancy

and emergency modes between MCR, machinery spaces, bridge and MSB are
to be checked through the Electrical Officer.

(e) Securing for Sea. Check whether all articles and equipment in
machinery spaces and other engineering compartments are adequately
secured before proceeding to sea. The procedure is to be laid down in the
Engineer Officers Standing orders.

(f) Reports. The Engineer Officer is to report to the Commanding Officer

the result and defects observed post completion of all pre-sailing checks and
report ‘Propulsion Systems Ready for Sea’. He is to apprise the Commanding
Officer of the operational requirement, performance capabilities and
limitations of systems and equipment under his charge.

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Engineer Officer

0512. Accountability. The EO is accountable to the Commanding Officer for the

operation, maintenance in efficient order and as far as possible the readiness for
immediate use, of all machinery and equipment under his charge, the organisation
and good order of the Engineering Department and for instruction of officers and
sailors therein. In performance of these duties he shall comply with instructions laid
down in the Engineering Manual (INBR 3000). The regulation contained in
INBR 3000 govern the duties and responsibilities of officers and sailors borne for
duties in the Engineering Department on IN ships and Submarines and are
supplementary to Regulations mentioned in Regs IN.

(a) The operation, repairs, performance, availability, security and safety of

machinery systems and equipment in his charge.

(b) The Engineer Officer is to call attention of the responsible officer, to

any operation of systems not in Engineer Officer’s charge, which he considers
dangerous or detrimental.

(c) The records, reports, returns and other forms along with/ as also the
installation, operation, performance and upkeep of machinery under his
charge.

(d) The Commanding Officer is kept informed about requirements of

system maintenance, so that maintenance and repair programmes are
effectively co-ordinated within the operational cycle.

0513. Tasks.

(a) Acquaint with the construction, condition, nature, extent of any major
repairs of main and auxiliary machinery and capabilities of the ship viz.,
machinery and equipment.

(b) Plan and make necessary arrangements for undertaking repair and
maintenance work in harbour and ensure that the ship’s machinery is ready
for steaming/ motoring.

(c) Render written report for defects which necessitate putting ship into
port.

(d) Render recommendations to modify the design deficiencies.

(e) The SEO/ Asst EO should retain overall responsibility for divisional and
departmental matters within the department.

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Additional Responsibilities

0514. Machinery Trials. The Engineer Officer is responsible for ensuring that
machinery trials are carried out as laid down in the Marine Engineering Manual and
that the Engine Room personnel are trained in operating machinery under high
power conditions.

0515. Engine Room Master Log. The Engineer Officer should ensure updation of
the Engine Room Master Log daily and carefully follow direction given in the book.
Each day’s proceedings should be verified by his signature and the register is to be
given to the Navigating officer to enter particulars required in the ship’s log.
Signatures of the Captain are to be obtained weekly. The master log should contain
records of all orders received for starting, stopping or altering revolutions of main
engines, when entering and leaving harbour and manoeuvring.

0516. Underwater Valves. The Engineer Officer is responsible for ascertaining

that all sea connections are shut whenever a ship or submarine is undocked or
unslipped, with the exception of those valves under repair by the dockyard or
contractors, for which dockyard officers or contractors are responsible and those for
which other departments or ASW officers are responsible.

0517. The EO is to be guided by NO (Str) 03/19 and INMER Vol I (both as amended
from time to time) in respect of his responsibilities regarding all major firefighting
systems.

Regulations of Regs IN and INBR 3000

0518. Station of Engineer Officer. The station of the Engineer Officer in action
shall be that approved by the Captain, iaw instructions in BR 2170 and Ship’s NBCD
Standing Order. When the ship is entering or leaving harbour and at other times
when particular care is necessary in operation of machinery, his station normally
should be in the Machinery Control Room or the controlling engine room. Should,
the Engineer Officer consider that in his judgement his presence is necessary
elsewhere in his department, he shall proceed there and arrange that the Captain is
informed immediately of his whereabouts.

0519. Representations to Superior. He should represent to the Captain or to

the Officer of the Watch anything which is being done or which is ordered to be
done, tending in his opinion to injure the machinery or to cause wastage of fuel. If
the order is countermanded by the CO, the EO is to execute it and the
representation made is to be noted in the Engineering Master Log/ Service Log/
Running Log and obtain the CO’s signature of having received the order.

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0520. Pollution. The Engineer Officer is to ensure that the local legislative
requirement for prevention of pollution are ascertained with respect to pumping out
of bilges and engines exhaust discharge. In foreign ports, stringent requirement
may be specified through local regulations.

Senior Engineer Officer (SEO)

0521. Accountability. The Senior Engineer is accountable to the Engineer Officer

for smooth running of Engineering Department and efficiency of all personnel
including watch keeping engineering officers. He will act as departmental co-
ordinator, be responsible for day to day departmental administration and training of
departmental personnel.

0522. Tasks.

(a) Carry out duties of the Engineer Officer in his absence.

(b) Direct operation and maintenance of machinery and equipment fitted

to meet the EO's requirements.

(c) Plan and allocate in co-ordination with the MCERA/ MCME day-to-day
work of the department.

(d) Supervise maintenance of firefighting and damage control equipment

fitted in machinery spaces.

(e) Direct the provision, use, custody and accounting for naval stores,
spare gear, special tools, fuels and lubricants used by the Engineering
Department.

(f) Oversee activities of the Engineer Officer's Writer (EOW).

(g) Be Divisional Officer for Engine Room sailors.

(h) Prepare and promulgate training programme which will develop sailors
of the department in all aspects of their work and prepare them for
professional advancement.

(j) Be responsible for preservation, cleanliness and appearance of

compartments allocated to the Engineering Department.

(k) Carry out machinery and adjacent compartment rounds at sea as

directed by the EO.

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(l) Supervise training of all personnel in correct firefighting methods.

(m) Be the EO's immediate deputy in all NBCD related matters in

accordance with BR 1835 and be the Damage Control Engineer Officer. Be
accountable to the XO for efficiency as DCEO [Regs IN Part I Art 0354 (2)
refers].

(n) Initiate ABER proceeding for machinery equipment.

Assistant Engineer Officers (AEO)

0523. Accountability.

(a) The AEOs are accountable to the EO through SEO. The authority and
responsibility vested in AEOs varies according to their experience and class of
ships.

(b) Officers under training must acquire professional experience in all

technical and management aspects of the department leading to award of
certificate. At this stage he should not be made responsible for allocating
work within the department. This is the Senior Engineer’s task in his capacity
as the departmental master planner.

(c) Where AEO is a qualified certificate holder or when he has reached

that stage of his training when he must obtain some direct experience of
duties of the EO, AEO may be in direct line between the EO/ SEO and Master
Chief ERA. He could then be tasked for overall planning and co-ordination of
the department.

(d) The AEO’s responsibilities in NBCD State 1 are described in relevant

Standing Orders of the ship.

0524. Section Structure. Each Section CPO/ PO is to be accountable as detailed

in the EO’s Standing Orders for all aspects of management of men, material and
preservation of machinery in his section. A PO and a group of junior sailors should
be assigned to each section which, with it’s CPO and PO, forming a sub-division of
the Engineering Department for personnel, welfare and training matters. The
section work-load should be planned and controlled on a weekly basis by the
Section CPO and whenever practicable displayed on a board in the section. Each
sailor in the section should be allocated defined responsibilities for maintenance,
servicing and preservation within the section.

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Master Chief/ Chief ERA (Departmental Regulator)

0525. Accountability. The MCERA should be accountable to the EO through SEO/

AEO in case of large ships and directly in all other cases as the central planner for
exploitation, corrective and preventive maintenance of all machinery.

0526. Tasks.

(a) Plan and direct all Engineering Department machinery and equipment
upkeep activities so as to achieve required availability and performance.

(b) Investigate all failures of machinery and initiate corrective action

within the ship, or advise his superior of need for outside assistance.

(c) Supervise preparation of the main propulsion plant, test main engine,
steering gear, telegraphs and sirens and report to his superior when ready
for sea.

(d) Supervise training of all engineering sailors through the Training Chief
in machinery operation, maintenance and breakdown procedures, and to
direct machinery breakdown drills.

(e) Oversee operation of the main machinery whenever Special Sea Duty
men are closed up and at times when particular care is required in operation
of machinery.

(f) At sea, carry out machinery and adjacent compartment rounds and
report to the superior on completion.

(g) Work in close relationship with Senior Engineer/ AEO and keep him
informed of all departmental activities.

(h) Regulate duties of all senior sailors in the department and act as a
Divisional Master Chief in accordance with regulations.

(j) Direct training programme of senior sailors and artificers under

training in accordance with promulgated training programme.

(k) Provide EOW with information required for the Engineering Master
Log, Equipment Filing system, Master Record and other engineering upkeep
documents.

(l) Draft records and returns, as required for approval and signature by
his superior.

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(m) Have custody of valuable, attractive tools and test equipment held on
permanent loan.

(n) Be the Action Engineer of the Watch in absence of EOW/ Senior

Engineer/AEO.

(p) Co-ordinate rectification of action damage in main machinery spaces

and keep NBCD HQ informed.

(q) Deputise for the EO in his absence if no Senior Engineer/ AEO borne.

Regulating Master Chief/ Chief ME

0527. Accountability. Master Chief ME should be directly accountable to the EO

through SEO/ AEO for regulating, training and overall personnel administration of
MEs.

0528. Tasks.

(a) Supervise maintenance and upkeep of ME junior sailors' mess decks

and hygiene organisation of engineering compartments allocated to the
department so that they are clean, tidy and free from fire and damage
control hazards.

(b) Embark, work and account for fuels, freshwater and ballast water
within restrictions noted in the Stability Statement.

(c) Maintain correct heel and trim of the ship.

(d) Present reports to the EO on amount of fuel and water remaining at

0800h and 2000h daily at sea.

(e) Control issue and maintenance of firefighting and damage control

equipment in machinery spaces.

(f) Train the Engineering Department in firefighting and damage control,

and assist Senior Engineer in the general training task.

(g) Act as Departmental Coordinator.

(h) Act as Departmental Training Co-ordinator for MEs.

(j) Act as Divisional Chief for Engine Room sailors.

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(k) Co-ordinate training of the ship's company in fire fighting measures in

absence of NBCDI, only if he is a qualified NBCDI.

0529. Engineering Department Regulators. The Master Chief ERA and Master
Chief ME being the senior most in the engineering department have a vocational
interacting responsibility with regulating Master Chiefs/ departmental heads of other
departments. Every ship that ensures effective communication at this level will be
able to optimise overall human proficiency.

Section Chief

0530. Accountability. The section chief is accountable to the Senior Engineer

through his Section Officer and Master Chief Regulating ERA/ ME.

0531. Tasks.

(a) Manage upkeep activities of his section's allocated personnel so that,

within limits and available departmental and other resources, engineering
machinery and equipment can be operated at designated performance
standards.

(b) Monitor performance and material state of the section's machinery and
equipment and progress of any upkeep being planned or undertaken.

(c) Ensure that all deficiencies likely to impair the required availability are
brought promptly to attention of the Master Chief ERA/ Senior Engineer.

(d) Oversee that current operating instructions and emergency procedures

are clearly displayed adjacent to machinery and equipment in the section in
accordance with EO's directive.

(e) Provide accurate feedback information generated by upkeep activities

in his Section in accordance with relevant procedures in INBR 3000 and
INSMA acquaints.

(f) Monitor the training progress of sailors allocated to his section

ensuring that their instructions and assessment are organised and conducted
in accordance with departmental training programme.

(g) Advise sailors allocated to his section on private and divisional matters.

(h) Report the section ready for sea to the Master Chief ERA at the
stipulated time in accordance with Standing/ Night Orders.

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(j) Ensure care is taken to maintain hygiene of instrumentation and

controls. In case of non compliance of carrying out routines, the matter
should be reported to the EO at the earliest through proper channels.

(k) Identify equipment for initiation of ABER in his section and intimate
SEO.

Chief of Watch/ Duty Chief

0532. Accountability. Chiefs of Watch of different units are accountable to

Engineer Officer of the Watch in a large ship and to the Engineer Officer through
SEO/ MCERA in smaller ships.

0533. Tasks. He is to carry out duties as laid down in EO's Standing Orders and
other relevant directives in force. He is to ensure: -

(a) Safe running of the machinery according to relevant orders/ directives.

(b) Proper recording of events and working parameters in respective logs

during the watch/ on completion of watch.

(c) Supervision of maintenance/ filling up of logs by watch keepers during

the watch.

(d) Reporting and recording of defects with analysis of probable causes in

the rough defect register.

Engineer Officer's Writer (EOW)

0534. Accountability. He is accountable to the EO through SEO.

0535. Tasks.

(a) Regularly update the Engineering Department records and

documentation as directed.

(b) Ensure timely completion of returns.

(c) Present departmental books for signature to EO and Captain when

required.

(d) Update the As and As Record Book under supervision.

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(e) Update all Engineering BRs in accordance with instructions.

(f) Have custody of the Engineering and Hull drawings.

(g) Maintain the Engineer's Office.

Spare Gear Store Keeper

0536. Accountability. He is accountable to the EO through SEO/ MCME for

proper spare gear and special tools management.

0537. Tasks.

(a) Periodical muster of all tools including special tools as per D787/
Allowance List.

(b) Record of tools issued to section chiefs.

(c) Preservation of tools after use.

(d) Accounting and maintenance of stock levels by carrying out survey and
demand regularly.

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CHAPTER - 6

ELECTRICAL DEPARTMENT ORGANISATION

INDEX

0601 References

0602 Departmental Structure

0603-0607 Electrical Officer

0608-0609 Deputy Electrical Officer

0610-0612 Assistant Electrical Officer

0613-0614 Departmental Regulator

0615-0616 PPM in-charge

0617-0618 Section-in-Charges

0619-0620 Electrical Officer's Writer

0621-0622 Electrical Store Keeper

0623-0624 INCRETE–in–Charge

0625 Departmental Training Organisation

0626-0627 Practical tips for Departmental Management

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CHAPTER - 6

ELECTRICAL DEPARTMENT ORGANISATION

0601. References.

(a) Regs IN Part I.

(b) INBR 1835 VOL V.

(c) NO (Str) 03/19.

(d) INMER Vol I.

0602. Departmental Structure.

(a) The primary function of Electrical department is to ensure that all

electrical equipment (Electrical, Electronic and Weapon) are maintained in
operational state and provide optimum performance at all times.

(b) Depending upon type of ship/complexity of weapon/ equipment fit,

department should be organised in a manner that enables each Master Chief/
Chief EA(P)/ EA(R)/ EL(P)/ EL(R) in the department to be a Section-in-Charge
under Deputy/ Assistant Electrical Officer.

(c) The position of department/ section heads in small ships may be held
by senior most sailor, POEL(P)/ EL(R) or LEM(P)/ EL(R). He is directly
accountable to LO and in general holds same responsibilities as a Section
Officer in a larger ship.

Electrical Officer

0603. Accountability. The Electrical Officer (LO), as Head of Department is

technical authority on electrical matters in the ship and is responsible to Command
for efficient discharge of his duties.

0604. Authority. Duties and responsibilities of LO are defined in Regs IN Part I,

Ch VI, Section II Art 0606.

0605. Tasks. The supervisory and inspection tasks of LO vary from ship to ship
and are directly dependent upon complexity of equipment fitted. The DLO/ ALO

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should retain overall responsibility for divisional and departmental matters within
department.

0606. Amplifying Tasks.

(a) Function as Command Adviser during IADRO iaw Appendix G of

NO (Str) 03/19.

(b) NBCD duties and responsibilities iaw NO (Str) 03/19 and Ch 5 of INBR
1835 Vol V.

0607. Responsibilities.

(a) The Electrical officer is responsible for controlling supply and

distribution of electrical power and in-conjunction with Engineer officer for
ensuring that sufficient reserve of power is available to meet all requirements
which can be foreseen, due regard being paid to economy, and to existing
circumstances. Where power is supplied from mechanically driven generators,
his responsibility begins at coupling between the engine and generator.

(b) He is responsible for maintenance and repair of machinery and

equipment, which his department operates and that all such gear is available
in a state of operational efficiency at required notice for service. He shall
report any departure from this notice for service, which is necessary for
maintenance or repair.

(c) He is responsible for meeting requirement of other department

in-Charge for using electrical equipment, for electrical maintenance and
periodical examinations and tests, and for repair of electrical defects. Such
other departments are equally responsible for providing assistance for
executing necessary work.

(d) Testing and maintenance of ship’s electrical equipment referred to in

Sub-Para 0606(b) ibid shall be carried out even whilst the ship is undergoing
a refit in dockyard.

(e) Where work of examining, testing or repair referred to in

Sub-Para(c) ibid involves work by another department, or where sequence of
work must be regulated by another department, the
co-ordinating authority for this work will normally be that officer who uses or
has on charge the complete assembly, or such officer as the Captain may
direct. In such circumstances, Electrical Officer shall meet requirement of the
co-ordinating authority.

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(f) The correct functioning of all electrical or electrically controlled

apparatus necessary for safe conduct of ship when underway is to receive his
special attention. On all occasions before getting under way, he shall satisfy
himself that such gear is functioning correctly and shall make a report to this
effect to Captain.

(g) He shall call into consultation or call for assistance of other branches in
executing any work, which his department is not manned or equipped to
undertake. He shall afford similar facilities to other branches, which require
his assistance or advice.

(h) He shall ensure that correct standard and practices are employed in
maintenance and repair.

(j) He is responsible for electrical aspect of Nuclear, Biological, Chemical,

and Damage Control (NBCD) Organisation.

(k) He is in-Charge of all workshops and other equipment, which are

provided solely for maintenance and repair of electrical equipment.

(l) He shall adhere to instructions of INMER Vol I relevant to electrical

wiring, lighting and appliances.

(m) He shall keep such technical records as are required and prepare
reports on electrical equipment as may be ordered.

(n) In ships, including submarines, fitted with a combination of mechanical

and electric drive, the responsibility for correct execution of telegraph orders
lies with department responsible for machinery, which actually rotates the
propeller. The Electrical officer shall be associated with main machinery trials
of vessels so fitted and shall sign reports in conjunction with Captain and the
Engineer Officer.

(p) In ships or establishments where no Air Electrical Officer is borne,

Electrical Officer shall assume duties as necessary.

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Deputy Electrical Officer (DLO)

0608. Accountability. The DLO is accountable to the LO for smooth running of

Electrical department and efficiency of all personnel including under trainee officers.
He will act as departmental co-ordinator, be responsible for day to day departmental
administration and training of departmental personnel. The responsibility vested in
DLO varies with class of ship and his specialisation. Though, DLO duties are not
mentioned in Regs IN, hence, he would be administrative executor for LO in all
aspects.

0609. Tasks. He is to:-

(a) Carry out duties of LO in his absence.

(b) Ensure maintenance of machinery and equipment fitted to meet ship's

requirement.

(c) In co-ordination with ALO/ section heads, plan/ allocate day-to-day

work of department.

(d) Direct provision, use, custody and accounting for naval stores, spare
gear and special test equipment on charge of Electrical department.

(e) Oversee activities of the Electrical Officer’s writer.

(f) Be Divisional Officer for Electrical Department sailors.

(g) Prepare and promulgate a training programme which will develop skills
of sailors of department in all aspects of their work and prepare them for
professional advancement.

(h) Ensure training of personnel on INCRETE and STTE.

(j) Be responsible for preservation, cleanliness and appearance of

compartments allocated to Electrical department.

(k) Carry out machinery and adjacent compartment rounds at sea as

directed by LO.

(l) He is to be the Damage Control Electrical Officer {in absence of

ALO(PGD)} and responsible for NBCD related matters iaw Para 70(h) of
NO (Str) 03/19.

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(m) Supervise maintenance of firefighting and damage control electrical

equipment.

(n) He is to function as ship's NBC Protection Officer (Monitoring Officer)

iaw Para 70(j) of NO (Str) 03/19.

(p) He is to account for all PLL items, BRs and circuit diagrams held on
departmental charge.

(q) He is to administratively and technically task Section-in-Charges.

Assistant Electrical Officer (ALO)/ Weapon Maintenance Officer (WMO)

0610. Accountability. The ALOs/ WMO are accountable to the LO through DLO.
The authority and responsibility vested in ALOs varies according to their
specialisation and class of ship.

0611. Authority. The definition of weapon systems and associated responsibilities

of WMO are defined in Regs IN Part I, Ch VI, Section V Art 0625 and 0626.

0612. Tasks. The ALOs/ WMO are responsible to LO for following: -

(a) Maintenance and repair of weapon systems.

(b) Custody of spare parts, tools and accessories belonging to weapon

systems.

(c) Custody of relevant drawings, BRs, maintenance hand books, EMAPs,

catalogues and test/ parameter sheets.

(d) Planning, execution and record of modifications and Alterations and

Additions (A’s & A’s) to weapon systems.

(e) Planning and conduct of refits, testing, tuning and alignments of

weapon systems.

(f) Liaison with dockyard, FMU, WED, Material Organisations and R & D
laboratories.

(g) Training of Gunnery Weapon (GW)/ Under Water Weapon (UW) sailors
attached for maintenance of mountings and launchers.

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(h) Initiation of relevant reports and returns.

Departmental Regulator

0613. Accountability. The senior most electrical sailor is to carry out duties of
Departmental Regulator and is accountable to LO through DLO in case of large ships
and directly in all other ships.

0614. Tasks.

(a) Act as a co-ordinator between all sections within the Electrical

department and with other departments.

(b) Preparation of Watch and Quarter Bill with equal distribution of

personnel over each watch ensuring optimal functioning of department.

(c) Preparation of duty roster.

(d) Cleanliness of electrical mess decks.

(e) Allocation of manpower for various communal/ extraneous duties.

(f) Ensure personal well being of personnel but not at the cost of
discipline.

PPM-in-Charge

0615. Accountability. One senior sailor preferably from artificers/ mechanicians

must be nominated as central planner for corrective and preventive maintenance of
all machinery.

0616. Tasks.

(a) Upkeep of maintenance master plan.

(b) Upkeep of central planning board.

(c) Issue of maintenance cards/ job cards to various sections.

(d) Ensure upkeep of Kalamazoo/ EMAP in consultation with Section

in-Charges.

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(e) Preparation of DART and FUSS.

Section-in-Charge

0617. Section Structure. Each Section-in-Charge is to be accountable as detailed

in the LO's Standing Orders for all aspects of management of men, material and
preservation of machinery in his section. The section work-load should be planned
and controlled on a weekly basis by the Section Master Chief/ Chief and wherever
practicable displayed on a board in the section. Each sailor in the section should be
allocated definite responsibilities for maintenance, servicing and preservation work
within the section.

0618. Tasks. His tasks are:-

(a) Implementation of planned maintenance, defect rectification and

cleanliness of compartments pertaining to section.

(b) Allocation of work to section sailors.

(c) General administration of section.

(d) Safe custody and maintenance of test equipment, tools, BRs,

handbooks, drawings, publications and stores issued to section.

(e) Ensure safety measures are observed by all personnel in the section.

(f) Ensure various actions during preparation for sea, entering/ leaving
harbour and weapon firing.

(g) Rounds of Electrical department compartments.

Electrical Officer's Writer (LO’ Writer)

0619. Accountability. He is accountable to LO through DLO.

0620. Tasks. He is to:-

(a) Regularly update Electrical department records and documentation.

(b) Ensure timely completion of returns.

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(c) Present departmental books for signature to LO and Captain when

required.

(d) Update A’s and A’s Record Book under supervision.

(e) Update all electrical BRs in accordance with instructions.

(f) Maintain good order and cleanliness of Electrical Office.

(g) Maintain record of all incoming/ outgoing correspondence.

(h) Maintain logs of NIs/ NOs.

(j) Maintain ty loan register for BRs and hand books.

(k) Maintain keyboard/ key register.

Electrical Store Keeper

0621. Accountability. He is accountable to LO through DLO for electrical spares

and stores management.

0622. Tasks. He is to ensure:-

(a) Periodic muster of all electrical stores as per D787/ Allowance List.

(b) Accounting and maintenance of stock levels by carrying out survey and
demand regularly.

(c) Associate in progressing electrical procurement cases with Logistic

department.

INCRETE-in-Charge

0623. Accountability. He is accountable to LO through DLO for management of

INCRETE.

0624. Tasks. He is to ensure: -

(a) Periodical muster of all INCRETE and STTE.

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(b) Record of test equipment issued to Section-in-Charges.

(c) Preservation, optimal operation and timely calibration of INCRETE.

(d) Accounting and maintenance of INCRETE by regular survey and

demand process.

Departmental Training Organisation

0625. One Officer and one Master Chief/ Chief should constitute Departmental
Training team. The team is to: -

(a) Promulgate weekly training programme for all sections.

(b) Ensure all personnel of the section attain minimum standard in

operation and maintenance of equipment.

(c) Conduct realistic training by fault simulation and touch/ live drills.

(d) Monitor the progress of personnel under training.

(e) Handle all training correspondences.

Practical Tips for Departmental Management

0626. Man-Management and Training.

(a) Ensure that the Watch and Quarter Bill is constantly updated and
personnel are aware of any changes in their duties.

(b) Formulation of a well-adjusted leave forecast ensuring optimal

availability of manpower for departmental and ship functions.

(c) Draw up a list of personnel who will be required to proceed on courses

and accordingly cater for departmental activities.

(d) Ensure an effective divisional organisation by two-way communication.

Allow subordinates to explain their understanding of orders to avoid
communication gap.

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(e) Draw up a training programme for familiarisation of newly joined

personnel to ensure satisfactory PQS at end of the programme through an
examination.

(f) To optimise manpower utilisation and ensure availability of trained

personnel at all times, cross training programmes must be drawn up and
implemented.

(g) Allocation of manpower for communal/ extraneous duties must be fair,

evenly rotated among sections and controlled by departmental regulator.

(h) In order to develop a sense of belongingness, communal/ extraneous

duties for newly joined sailors be avoided initially to extent feasible.

(j) Plan informal get-together to encourage inter personnel/ personal

communication.

(k) Ensure incoming and outgoing for newly joined/ in-transferred and
outgoing sailors respectively.

(l) An update on health of personnel or personnel under medication would

enable better man management and effective time on task.

0627. Equipment and Safety.

(a) Propagate importance of electrical hygiene to ship’s company, through

lectures and daily orders.

(b) Ensure observance of safe electrical engineering practices.

(c) Internal cleanship of equipment must be undertaken by using blowers/

vacuum cleaners.

(d) Routines on switchboards must be planned in off-working hours in a

phased manner.

(e) Securing for sea must be given utmost importance and included in sea
readiness checks.

(f) Promote condition based health monitoring of equipment (using shock

pulse meters).

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(g) Ensure availability of INSMA Acquaints and Valsura Training Handouts

in sections.

(h) Ensure availability of proper tools and test equipment required by

sections.

(j) Section-in-Charge must be held responsible for proper accounting of

ready use tools.

(k) Promulgate check list/ kill cards for actions during emergencies,
breakdowns and departmental responsibility during various ship's evolutions.

(l) Disseminate importance of EM & RF hygiene and associated EMI issues

to department as well as to ship's company, through awareness lectures.

(m) Educate all sailors on electrical damage control aspects in case of fire,
flooding or damage and ensure readily available information for power,
ventilation, lighting arrangements and ship's power cable layout.

(n) Trials of machinery form an important activity of the ship. A quick

guide is provided in Appendices ‘P' to ‘T' of VP 167 (Valsura Publication).

(p) Duties and responsibilities in case of NBCD incident iaw Para 72 of

NO (Str) 03/19.

(q) Departmental responsibilities for custody, accounting and maintenance

of NBCD equipment/ systems iaw Para 48 of NO (Str) 03/19.

(r) Ensuring electrical hygiene iaw Para 107 of NO (Str) 03/19.

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CHAPTER - 07

LOGISTICS DEPARTMENT ORGANISATION

INDEX

0701 References

0702 Departmental Structure

0703-0704 Department Organisation

0705 Divisional Structure

0706 Watch and Quarter Bill

0707-0709 Logistics Officer

0710-0713 Duties of Sailors

0714-0718 Action Messing

0719-0721 Other Important Planning Factors

0722-0737 Management of Civilians Onboard

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CHAPTER - 7

LOGISTICS DEPARTMENT ORGANISATION

0701. References.

(a) Regs IN Part I.

(b) INBR 12.

(c) NO 117/02.

(d) CNO 01/13.

(e) NO 20/15.

(f) NO 13/17.

0702. Departmental Structure. The Logistics Officer of a self-accounting ship is

appointed by IHQ MoD(N). However, onboard a non self-accounting ship, the
Commanding Officer nominates one of the officers, generally the Executive Officer,
to carry out additional duties of Logistics Officer. The organisation in a capital ship
also depends on availability of junior logistics officers and MCPOs, who are assigned
duties of DLOGO/ ALOGO, and are accountable to LOGO/ DLOGO as appropriate.

0703. Department Organisation. The department generally consists of sub

departments of F&A, Material, Steward and Chef sailors. While ships having separate
galley for officers and sailors will have Chef (O) and Chef (S) working independently,
in smaller ships both officer’s and sailor’s Chefs work together in a common galley.
Similarly, in Minor War Vessels, a single F&A or Mat sailor is posted to look after
both functions. Even onboard few ships, where one each F&A and Mat sailor are
borne, they are required to be relief for each other. Cohesiveness among the sub
departments is vital for smooth functioning of the department. For few functional
and day to day running issues, following sub departments report to other officers as
mentioned against each:-

(a) The Ship’s Office to Staff Officer or Captain’s Secretary on matters

relating to correspondence, genforms and ACRs of officers. However, the
LOGO has a responsibility to oversee their conduct.

(b) The wardroom staff (Stewards and Chefs) are subject to functional
authority of Mess Secretary and PMC on wardroom matters.

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0704. The department can be divided into following sub-departments and sections:-

Ser Sub-Department Section

(i) Naval Stores
(ii) Victualling Stores
(a) Material/ Stores
(iii) Mess Traps
(iv) LP Section
(i) Ship’s Office
(ii) Pay Office
(b) Finance & Administration
(iii) SD Section
(iv) Mail Section
(i) Wardroom Mess
(ii) Wardroom Wine
(c) Wardroom
(iii) Captain’s Cabin
(iv) Officer’s Accommodation
(d) Officer’s Galley
(e) Ship’s Galley

0705. Divisional Structure. The LOGO is Divisional Officer for all logistics sailors.
In ships with two logistics officers, DLOGO is generally Divisional Officer for junior
sailors and LOGO for senior sailors. In ships with more than two logistics officers,
the officer for whom a sailor works should be his Divisional Officer. Each Division has
a divisional senior sailor and the senior most logistics sailor is normally the
Departmental Regulator.

0706. Watch and Quarter Bill. Watch and Quarter Bill needs to be drawn very
carefully so that Logistics Department performs all its tasks in every state of
readiness. It is generally observed that Stewards and Material sailors and a large
number of Chefs, both (O) and (S) are positioned outside the department for Action
Stations. The following aspects must be kept in mind while preparing Watch and
Station Bill:-

(a) Log (Mat) sailors, particularly in case of Aircraft Carriers, should man
store rooms during Action and Defence Stations so that spares/ stores/ tools
can be made available quickly.

(b) During normal exercises, Action Stations are secured just before lunch/
dinner. Therefore, number of Chefs and Stewards required to close up for

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Action Station are to be analysed to come to a workable solution. Only F&A

and Mat sailors are to be employed for Lower Quarter Crew. Chefs and
Stewards are to be utilised for Lower Quarter crew only if F&A and Mat sailors
are not available. In such cases it is to be ensured that they are not dual
tasked.

Logistics Officer

0707. Accountability. The Logistics officer is head of Logistics department. He is

accountable to Commanding Officer for all logistics duties onboard, both at sea and
in harbour. The Logistics Officer under direction of Commanding Officer shall use all
proper and reasonable means to ensure that duties required of him by Regs IN and
other regulations, instructions and orders issued from time to time are correctly and
efficiently performed. In doing so, he shall employ his staff as directed in
Regulations 0717 to 0719 of Regs IN Part I.

0708. Authority. The authority of the Logistics Officer is defined in Chapter 7 of

Regs IN Part I.

0709. Tasks. The tasks of Logistics Officer listed in Chapter 7 of Regs IN Part I,
are as mentioned below. The tasks/ duties have also been elaborated in INBR 12,
INBR 13 and INBR 14:-

(a) He shall be responsible to Commanding Officer for all matters relating

to ship-board inventory including stores (Naval, Air, Clothing and Victualling),
custody and accounting of public cash and other logistics duties of the ship.

(b) He shall be responsible for receipt, custody, issue and accounting of all
travel forms.

(c) He shall ensure that complete turnover takes place on handing and
taking over charge and on every change of a junior Logistics Officer.

(d) Whenever ship is to proceed to sea, he shall inform Commanding

Officer of:-

(i) The number of days provisions held onboard at average rate of

consumption.

(ii) The number of months of consumable Naval/ Air stores and

spares held onboard.

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(iii) Public money held.

(e) He is responsible that loss statement and applications to write off all
kinds of stores in his charge are prepared immediately after the loss is
discovered, furnishing reasons for any delay.

(f) He is responsible for receipts, custody, disbursement, and accounting

of public funds, but he shall obtain Commanding Officer’s written authority for
any purchase, payment or issue, which is not specifically authorised by
regulations.

(g) He is responsible for obtaining all requisite supplies and

replenishments of shipboard stores, spares and clothing items other than gun
wharf, ammunition and armament stores.

(h) He is responsible for care and preservation of all stores and spares in
his charge, as well as for their being issued, expended and accounted for
according to regulations.

(j) He shall ensure that all stores (including naval/air, clothing and
victualling stores, mess traps, mess utensils and galley implements) and
spares on his charge are mustered on due dates as required by regulations.

(k) He shall make adequate arrangements for security of public records in

his charge.

(l) Delegation of authority to F&A and Mat sailors in accordance with

NO 20/2015.

(m) He is responsible for the mechanical transport holdings of ship other

than specialised vehicles, their upkeep maintenance and efficient running.

(n) He is responsible for optimum utilisation of mechanical transport and

for authorised purposes only.

(p) He is responsible for custody and accounting of Petrol, Oil and

Lubricant (POL) and other mechanical transport spares.

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Duties of Sailors

0710. MCPO/ CPO Log (Mat). The MCPO/ CPO/ Senior most Log (Mat) sailor is
responsible to LOGO/ DLOGO for:-

(a) Training of Log (Mat) sailors in their professional tasks.

(b) Allocating manpower as necessary to fulfil departmental commitments

and leave requirement.

(c) Supervise issue of stores within scales and regulations laid down to
meet departmental requirement.

(d) Supervise control of and accounting of naval stores, loan clothing,

victualling, mess gear and air stores.

(e) Have custody of permanent stores on loan to the sub department.

(f) Ensure that BRs and other documents in his charge are safeguarded
and accounted for.

(g) Report defects to concerned department, keeping a record in the

departmental defect book.

(h) Co-ordinate demands and supervise/ issue ship's supply of stationery.

(j) Ensure timely rendition of reports/ returns of store section.

(k) Maintain central record of losses/ loss statements and audit objections/
observations of unit.

(l) Be responsible for accounting of clothing in accordance with INBR 13.

(m) Advise Logistics Officer on procurement powers, regulations and their

adherence.

(n) Supervise usage of FIS and SMMS.

(p) Have custody of ledgers and PLLs, and maintain them in accordance
with regulations.

(q) Safe custody, accounting and preservation of all stores in various store
rooms, including victualling stores.

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(r) Coordinate periodic NLAO audit of the ship.

0711. MCPO/ CPO Log (F&A). The MCPO/ CPO/ Senior most Log (F&A) sailor is
responsible to the LOGO/ DLOGO for:-

(a) Training of Log (F&A) sailors in their professional tasks.

(b) Allocating manpower as necessary to fulfil departmental commitments

and leave requirement.

(c) Advise Logistics Officer on financial regulations and their interpretation.

(d) Provide professional advice and assistance to Staff Officer. Maintain

genforms on GMS and regularly export to NPO.

(e) Have custody of service documents, daily use travel forms, and
maintain them in accordance with regulations.

(f) Check correctness of all requests passed through ship's office.

(g) Ensure that documents in his charge are safeguarded and accounted
for.

(h) Advise members of ship's company in interpreting rules and

regulations and their application.

(j) Have custody of permanent stores on loan to sub department.

(k) Maintain NO’s/ NI’s and other publications on loan to sub-department.

(l) Advise on auditing of simple accounts.

(m) Holding cash and postage stamps, and their disbursement as per
existing policy.

(n) Maintenance of public funds, scrutiny of cash account and timely

despatch to CDA(N).

(p) Ensure timely rendition of reports/ returns and issue of CTMs.

(q) Have knowledge of NO 117/02 on service writing.

(r) Maintain master file list for the ship and ensure it’s compliance.

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0712. MCPO/ CPO Log (SC/OC). The MCPO/ CPO/ Senior most Log (SC/OC)
sailor is responsible to LOGO/ DLOGO for:-

(a) Supervising galley staff to ensure high standard of cooking,

presentation, personal hygiene and turnout.

(b) Ensuring safe custody and correct usage of all galley equipment,
cooking utensils and other gear issued to galley.

(c) Maintaining galley routine and cooking schedules, allocating manpower

as necessary to fulfil galley commitments and leave requirement.

(d) Ensuring that all safety precautions are observed.

(e) Assisting LOGO/ DLOGO/ Wardroom Mess Secretary in preparing

menus and ensuring that menu is strictly followed.

(f) Complaints regarding food are to be brought to notice of OOD and

LOGO without delay.

(g) Progressive training of Chefs in preparation of various dishes, hygiene,

safety precautions, prevention of food poisoning and fire fighting.

(h) Maintain cleanliness, stowage and appearance of spaces allocated to

the sub-department.

(j) Ensure that provisions in his charge are stowed and correctly handled.

(k) Have custody of permanent stores on loan to sub department.

(l) Bring defects to notice of appropriate department by maintaining a

galley defect book.

0713. MCPO/ CPO Log (STD). The MCPO/ CPO/ Senior most Log (STD) sailor is
responsible to the President Mess Committee, through Wardroom Mess/ Wine
Secretary for:-

(a) Maintaining wardroom routine and allocating manpower as necessary

to fulfil daily commitments and leave requirement.

(b) Cleanship and upkeep of officers' accommodation and custody of

property therein.

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(c) Monitor and train Stewards in their tasks, promote professionalism and
achieve a high standard of presentation and service.

(d) In bigger ships, assist Wardroom Mess Secretary in allotting

accommodation to mess members.

(e) Organising any special events in wardroom.

(f) Prepare weekly menu in consultation with senior Chef and arrange
supply of provisions as per menu.

(g) Maintain records of Wardroom Mess and Wine accounts and assist
Mess and Wine Secretary in preparation of balance sheets. Monitor
expenditure in both funds.

(h) Ensure that provisions in his charge are stowed and handled correctly.

(j) Supervise security, stowage and use of wardroom stores.

(k) Have custody of permanent stores on loan to wardroom.

(l) Bring defects to notice of appropriate department by maintaining a

Wardroom defect book.

Action Messing

0714. Feeding ship's company in wartime conditions requires an organisation

capable of providing meals while ship is at high State of Readiness. The Logistics
Officer, in conjunction with Executive Officer shall prepare for approval of
Commanding Officer schemes for messing in both Action and Defence Stations, for
short periods as well as during prolonged actions.

0715. Mess Utensils for Action Stations. In the short duration given to each
sailor for having meals, it would not be possible for junior sailors to go to their
respective mess decks to get their plates and cutlery from lockers, have their meals,
wash plate and cutlery, and keep them back in locker before closing up at action
stations. Such a system would also compromise water tight integrity of the ship
during action stations. Action messtraps, consisting of articles as per separate scale
sanctioned by the Government, for utilisation at Action Stations, by officers and
sailors, shall therefore be maintained. These shall be stowed separately in an easily
accessible location, ready for use only during Action Stations. They shall be
accounted for separately in mess traps ledger. Replacement of articles broken, lost

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or rendered unserviceable due to service conditions shall be made at state expense.

Officer’s wardroom, senior sailors and MCPO dining hall wherever available generally
use daily use messtraps for action messing also. Any item not included in the list is
to be procured under delegated financial powers. A list of recommended items is as
follows:-

(a) Cafeteria plates.

(b) SS spoons and SS water tumblers.

(c) Utensils for serving/ refill.

(d) Serving ladles/ spoons.

0716. Action Catering Team. The Action Catering Team will be nominated by
Executive Officer and comprise a sailor in-Charge, Chefs, Stewards, Messmen,
Scullery party and civilians employed onboard, if considered necessary. The team
composition is to be promulgated at regular intervals through an XTM. The sub-
division of team would be as follows:-

(a) Serving group.

(b) Food distribution/ refilling group.

(c) Cleaning group.

(d) Scullery group.

0717. Duties of Action Catering Team. The Action Catering Team would fall out
on announcement and prepare for meals as per guidelines mentioned below. The
team is to be briefed and debriefed before and after every meal:-

(a) Meals for each group would be kept ready in slotted plates on the table
prior to group falling out of action post. Serving excess quantity of food
initially is to be avoided to prevent wastage.

(b) Fresh water is to be made available within dining hall itself.

(c) Usage of disposable plates and spoons is to be avoided.

(d) Wherever feasible, separate spaces are to be earmarked for vegetarian

and non-vegetarian ration.

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(e) Refilling group would serve refills/ place dishes on table.

(f) Cleaning group would ensure cleanship in between groups. Availability

of adequate cleaning gear is to be ensured.

(g) Scullery party would clear and clean used plates and also wipe them
dry for next usage.

(h) The team is to use safety gear like gloves, apron, cap, etc.

(j) The Action Catering Team should prepare their check off list and
adhere to it.

0718. Action Messing ‘B’. Action Messing ‘B’ is executed when ship's company is
closed up at action stations for long duration and cannot be allowed to fall out for
meals/ stand easy/ refreshments. Easy to prepare and eat meals/ snacks like biryani,
poori-bhaji, cutlets, bondas, vadas, fresh fruit, hot beverages should be served at
quarters in appropriate containers/ packing. Provisions/ packing material should be
available in main galley round the clock so that this system can be implemented at
short notice for whole ship or individual sections when authorised by Command. In
defence stations, hot beverage and light snacks should be available in dining halls
for middle watchkeepers. The following is a guide to general arrangements
required:-

(a) A list of Action Quarters should be promulgated and available in the

galley.

(b) A food collector should be nominated for each quarter and briefed on
collecting point and route to be followed. The route should be worked out in
consultation with the NBCDO.

(c) The meals/ snacks provided should be one which produces as little
plastic waste as possible at action posts. All meals/ snacks should be served
in disposables.

(d) When ordered by Command, food collector from each quarter should
collect meals/ snacks and distribute it around his quarters.

(e) The collecting point should be the normal serving counter.

(f) A sailor of each quarter should collect any waste and clean up as
quickly as possible.

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(g) It is recommended that officers receive action meals/ snacks using

same arrangements as those for ship's company.

Other Important Planning Factors

0719. Barakhana/ Picnics. Barakhana/ picnics should be organised at regular

intervals to maintain/ boost morale of ship’s company and families. This would also
provide an occasion for interaction between officers and men, and among families.
Efforts should be taken to involve families as often as feasible. Barakhanas should be
organised on important occasions like Independence day, Republic day, ship’s
anniversary and for visits by senior officers. For each event, a team of officers and
sailors need to be nominated through an XTM under overall control of Executive
Officer, assisted by First Lt/ MCBM. For events organised ashore, public funds under
delegated financial powers of Commanding Officer should be utilised for outsourcing
of services and other arrangements/ hiring.

0720. Storeship. The Logistics Officer is responsible for maintaining minimum

stock levels of both dry and fresh victualing provisions, as required to be maintained
by an Operational/ refit ship, as per guidelines promulgated by the respective
Admin/ Ops Authority. The stocking levels may also depend on class of ship.
Logistics Officer is to plan storeship at frequent intervals in order to maintain
minimum stock levels prior each deployment, based on duration of deployment and
availability of next OTR. In base port, civilian casual labour for activity can be hired
under delegated financial powers to avoid using Ship’s company at odd hours.
However, in foreign ports and other than base port, hiring may not be feasible and
would be a wholeship activity. Prior raising demands, Logistics Officer is to ascertain
physical stock already available onboard. Prior to the day of receiving provisions,
existing stock should be mustered and shifted in a corner to facilitate ‘First In First
Out’. Dry and tinned provisions are generally supplied once a month, and sea stock
of fresh provisions and meat is supplied prior each deployment. A check off list
needs to be prepared for activities to be undertaken prior to storeship and needs to
be adhered to. During storeship itself, provisions are to be stacked in such a manner
as to facilitate easy issue, cleaning and muster.

0721. Embarkation and Accounting of HADR Bricks. Embarkation of HADR

bricks onboard ships is guided by NO 13/17. HADR bricks are embarked onboard
prior an actual HADR contingency and also for any OSD/ OTR mission. The type and
contents of bricks to be embarked will be as promulgated by respective Admin/ Ops
authority. The following actions are recommended to be undertaken by all Fleet
Support Ships and Capital Ships:-

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(a) Earmark space onboard for each type of brick and assign responsibility
through a CTM for it’s safe storage and accounting.

(b) A separate CTM/ chapter in Ship’s Standing Order should cover the
internal organisation, duties/ responsibilities and tasks required to be
undertaken in an actual HADR operation/ deployment. Check off lists for each
department are to be included in the CTM/Standing Order. Lessons learnt by
own/ other ships are also to be incorporated.

(c) During preparatory phase prior OSD/ long deployment, liaise with
Admin/ Ops authority for issue of orders on embarking of bricks and liaise
with the stocking agency for onboard delivery and collection post completion
of deployment.

MANAGEMENT OF CIVILIAN EMPLOYEES ONBOARD

0722. Civilian personnel are borne onboard majority of naval ships. It is the
responsibility of ship to ensure their safety and to sensitise them to the role
onboard. It is important that they understand the sensitive nature of environment
that they are part of. Steps required to be taken wrt civilian personnel onboard are
brought out at succeeding paragraphs.

0723. Approval to Employ Civilians. The scale of employment of civilians

onboard ship is iaw CNO 01/13. The requirement of civilian bearers/ mess boys must
be projected to Administrative Authority for approval.

0724. The Commanding Officer is to clearly spell out terms and conditions of
employment, facilities to be provided by them/ unit in the agreement to be signed
by all civilian working onboard ship, prior permitting them to carry out their duties
(Template of agreement is placed at Annexure 1).

0725. Insurance Cover. All civilians must be registered for personal insurance
policy under Janata Accident Policy. The general guidelines of policy are as
follows: -

(a) This is a cover to individuals regardless of their profession and income.

(b) The policy offers cover for any individuals whose age is 10 to 80 years.

(c) Policy cover for death and permanent disability.

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(d) The rate of premium is Rs. 15 per annum for a sum insured of Rs.
25,000. The sum insured shall be increased in multiples of Rs. 25,000/- and
premium is charged accordingly.

(e) The original documents of insurance are to be obtained from insurance

company and kept in custody of departmental officer.

(f) The departmental officer should check that insurance is indate and
premium is paid.

0726. Antecedent Verification. All civilian employed onboard must have an

Aadhar card. Antecedent verification and maintenance of updated records of
character verification of all civilians employed onboard is to be maintained. In this
regard a letter to local police station and Superintendent of Police of district is to be
forwarded with following details:-

(a) Full address with name of next of kin (Father/ Mother etc).

(b) Copy of Aadhar Card.

(c) A copy of verification obtained is to be enclosed with application form.

0727. Index card, personal particulars of civilian are to be maintained onboard iaw
Appendix ‘A’ of CNO 01/13 (Photo/ Template at Annexure 2).

0728. Identity Cards. All civilians are to be in possession of temporary I Card iaw
IAFZ-3051. I-Card is to be withdrawn when civilians have been dismissed or
employment terminated. The I-Card is to be deposited with Regulating department
while proceeding on leave.

0729. Indian Official Secrets Act. All civilians employed onboard are to be made
aware of provisions of Indian Official Secrets Act – 1923. Being citizens of India this
act is applicable to them.

0730. Health and Medical. Civilian personnel are to undergo general medical
examination by Service Medical Officer to ensure that he is generally in good health.
However, for conduct of any investigations, they should be referred to a civil
hospital. If they are employed for food handling duties, monthly medical
examination should be conducted as is done for service food handlers. Annual
medical examinations are to be carried out thereafter by Medical Officer of the ship.

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0731. Clothing. Fire Retardant Overall and safety shoes are to be provided to all
civilians borne onboard. The colour of FRAO will be black and two pairs will be
annual entitlement from NPFs (OWF/ SWF).

0732. Damage Control Drills. Civilians borne onboard are equally prone to
dangers of fire and flooding and must be trained in following:-

(a) Operation of portable fire extinguishers.

(b) Evacuation through Emergency Escape Hatches.

(c) Donning of ELSA.

(d) Escape in smoke environment using ELSA.

(e) Actions of first responder in case of fire and flooding (in respective part
of ship).

(f) Rendering support to augment dumping point during DC and FF

contingencies.

(g) Training on basic CASEVAC (fireman lift), abandon ship, smoke escape
etc.

0733. Pay and Allowances. Pay and allowances in respect of civilians onboard
will be governed by GoI, Ministry of Labour & Employment notification 188(E) No.
SO 190(E) and SO dated 19 Jan 17. The amount has to be decided through a
meeting taking into consideration subscription by Ship’s company. The operating
instruction of NPF should include payment terms. Salaries shall be paid on a working
day between first and seventh day of following month for which salary is due. The
annual increment will, unless withheld, granted from first day of month in which it
falls due. The rate will be decided on rate of dearness allowance paid to Ship’s
Company in last financial year.

Leave Regulations

0734. Types of Leave. The following types of leave shall be admissible to civilian
employed onboard: -

(a) Casual Leave - 08 days in a calendar year.

(b) Earned Leave - 20 days in a calendar year.

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(c) Sick Leave - 10 days in a calendar year.

0735. Holidays. Civilian personnel onboard will be entitled for 12 holidays in a

calendar year. The list of holidays will be prepared keeping in mind the latest labour
laws and government orders.

0736. Working Hours. There will be no specific working hours but a routine has
to be promulgated depending on ship’s routine and requirement. Maximum eight
hours can be promulgated with breaks for breakfast, lunch and dinner.

0737. Permission to Stay Ashore. Civilian bearers borne onboard aged 21 years,
married and having family at base port may be permitted to proceed ashore after
completion of working hours.

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Annexure 1
(Refers to Para 0724)

AGREEMENT BETWEEN THE COMMANDING OFFICER AND

(ON NON-JUDICIAL STAMP PAPER)

1. This agreement made on______day of ________between the Commanding

Officer, hereinafter referred as employer and Mr___________________.

2. The employee undertakes to render his service to employer and the employer
undertakes to accept and pay for on terms and conditions stipulated in this contract.

3. Whereas the employer had invited bids for job onboard as per scope of work
and whereas the employee has understood the job specification and given his
willingness which has been accepted by the employer and whereas an agreement is
required to be executed between the parties in respect thereof.

4. The employee has understood the scope of the said job and undertakes to do
the said job to the satisfaction of the employer, Commanding Officer
INS________.

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Appendix 2
(Refers to Para 0727)

INDEX CARD – CIVILIAN EMPLOYMENT ONBOARD INS……………..

1. Full Name
2. Father’s Name
3. Home Address
4. Local Address
5. Particulars of Next-of-Kin
6. Date of Birth/ Age
7. Local Guardian/ Relatives/ Friends
8. Nearest Police Station
9. Aadhar Card/ NPR or Application No
10. Previous Employment

11. Marks of Identification:

Colour of Hair
Colour of Eyes
Complexion
Height
Photograph Weight Photograph
Face Front Visible Identification Marks Side of the face
(Passport Size) Language Spoken/Written (Passport Size)

12. Employment Particulars:

(a) Date of verification of antecedents _________________________________

(b) Date of employment ____________________________________________
(c) In what capacity _______________________________________________
(d) Pass No. ______________________________________________________
(e) Issued by _____________________________________________________
(f) Valid upto _____________________________________________________

Certified that the individual has been made aware of provisions of the Official
Secrets Act, 1923.

Signature of Individual _______

LEFT THUMB PRINT

INS _______________

Date______________ Signature of XO _______________

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CHAPTER – 08

AVIATION DEPARTMENT

INDEX

0801 References

0802 Organisation

0803-0811 Duties of Officers

0812-0817 Preparation for Flying

0818-0819 Authorisation of Flights

0820-0822 Flying

0823-0826 Flight Safety

0827-0829 Aviation Records and Returns

0830 Armaments and Explosives

0831-0834 Ships Husbandry and Flight Deck Surface

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CHAPTER - 8

AVIATION DEPARTMENT ORGANISATION

0801. References.

(a) Regs IN Part I.

(b) INAP II.

(c) NAMM.

(d) WHB 0902.

0802. Organisation. Aviation component is a force multiplier for the ship. The
flight operates from a very restricted and unique environment involving high costs
and greater associated risks. Thus, a whole ship approach towards the support of
flight operations and flight safety is the only formula for safe and efficient embarked
flight operations. Every department of the ship has a unique role and responsibilities
during flight operations. Whole ship parties like Aviation Core Team, Crash Boat
Crew, etc, should be nominated, trained and deconflicted from various posts in
Watch and Station Bill to achieve critical flight operational capability in all states of
preparedness. Instructions for organisation of the ship's flight are contained in
INAP II, WHB 0902, Flight Standing Orders and etc.

Duties of Officers

0803. Duties and responsibilities of personnel related to aviation are laid down in
Regulations for the Navy Part I Chapter 21 and INAP-II, Chapter 2. The Captain is
responsible for the general command, discipline, efficiency, safety of aircraft and for
ensuring that correct procedures are carried out.

0804. Flight Commander. Flight Commander is directly responsible to the

Commanding Officer for all matters concerning the flight. He is to be designated as a
Head of Department. Duties of Flight Commander are enumerated at Para 2, Article
0232 of INAP-2. The Flight Commander must be consulted when planning the ship’s
day-to-day programme, so that adequate amount of flying is included to keep
aircrew in the required state of efficiency.

0805. Engineer Officer. Engineer Officer of the ship is responsible for supply of
aviation fuel at aircraft fuelling point, maintenance and operation of the fixed

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installation of fuel system as well as maintenance of the fire main in helo deck/
hangar (INBR 3000 Chapter 1 & 19 and NAMM Chapter 33 refers).

0806. Logistics Officer. Logistics Officer is responsible for ensuring survey,

demand and supply of aviation stores and POLs authorised for the flight. He is also
responsible for accounting of Flight Safety Fund.

0807. Electrical Officer. Electrical Officer is responsible for all electrical

installations onboard which are provided for day and night flight operations and for
supply of ground starting facilities upto the aircraft.

0808. Ship’s Aviation Officer. When an integral flight is not allotted to the ship,
a suitable officer, usually NO/ NO II/ First Lt, from the ship’s complement is to be
nominated as Ship’s Aviation Officer. He shall be part of ship officer and coordinate
maintenance/ upkeep of all aviation facilities onboard. He shall advise and assist the
embarked Detachment Commanders, help coordinate maintenance and training with
departments responsible for support of flying operations. Additionally, he is to keep
the Commanding Officer apprised of the condition of aviation facilities and any
degradation to the ship’s readiness to conduct air operations. He shall coordinate
with the helicopter detachment to enable smooth integration with the ship during
embarkation. He would also be responsible for training and functioning of the
Aviation Core Team.

0809. Aviation Core Team (ACT). Aviation Core Team (ACT) is to be formed
under an Aviation Officer on all helo capable ships. Every ship capable of operating
helo is to form ACT irrespective of presence of an integral flight or otherwise. The
ACT will be made from personnel of all department and constituted by a CTM. The
members are to be nominated by name alongwith stand by personnel. The ACT
should be regularly trained at the air station for all types of aircraft being operated
from deck and should ideally remain unchanged for a minimum of three months and
changes if required must be made in a staggered manner. The composition of ACT
for different types of ships is laid down in WHB 0902.

0810. Extra Hands for Prolonged Flying Stations. The number of additional
hands required to assist the flight at flying stations will depend on number of aircraft
being operated and state of readiness. A flight with a single crew will not be able to
operate in two watches as aircrew availability is the limiting factor in a prolonged
period at Defence Stations. However, a flight with two sets of crew will often
operate in two watches. Detailed planning and de-conflicting with various parties will
be required for continuous availability of Aviation Core Team during such conditions.

0811. Maintenance of Aviation facilities. Non-availability of aviation facility can

critically impact flight operations and operational capability of the ship. The

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responsibilities of various departments regarding maintenance of aviation facilities

must be laid down by a CTM or as per standing orders. Onboard ships without
integral flight, the Aviation Core Team must be employed for regular maintenance
and upkeep of aviation facilities. Aviation Officer is responsible for maintenance as
per maintops. Any unserviceable equipment should be brought to notice of the
CO/ XO. A written record in form of aviation facilities register needs to be
maintained and put up for the CO’s signature every month.

Preparation for Flying

0812. Pre-Flight Briefing. It is essential that every flight is preceded by a briefing

attended by aircrew, controller, FDO and all officers and sailors directly concerned
with the mission. The briefing officer has to ensure that key personnel like helo
lookout, crash boat crew and CFD attend the briefing and understand the mission
profile. The Operations Officer/ Controller is to conduct a briefing covering all
aspects of the mission and those contained in briefing form.

0813. Briefing on Emergency Procedures. This must be conducted at least

once a month for operational aircrew and once a week for under trainee aircrew iaw
INAP2 Article 3104. It must be attended by all aircrew and specialist officers. The
emergency procedures must be clearly understood by all concerned and doubts if
any must be clarified. Actions by bridge/ LSO/ Flight crew wrt particular emergencies
must be covered in detail for all concerned.

0814. Medical Cover. Ships conducting flying operations must have a Medical
Officer available onboard. However, under exceptional circumstances, helicopter
operations may be undertaken from a ship without a Medical Officer, provided a
Medical Officer is available onboard a ship in company. This is to be resorted to only
after approval of the Senior Officer.

0815. Pre-Flight Medical. Physical and psychological fitness is a pre-requisite for

safe and efficient flying. It is therefore mandatory that all aircrew, irrespective of
rank and appointment, be checked by a Medical Officer prior flying. This examination
is to be carried out at close quarters. In case of doubt, a detailed examination is to
be carried out in the sickbay. Should a Medical Officer not be available onboard,
under exceptional circumstances the Flight Commander may permit the aircrew to
fly after assuring himself that the aircrew appear fit for flying.

0816. SAR Cover. The ship is to ensure that a crash boat is manned during launch
and recovery of all aircraft and helicopters. The boat crew must be briefed on
recovery of air crew, collection of debris, approaching ditched aircraft etc. Special
care must be taken for checking availability and serviceability of items of crash boat.

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0817. Debrief. Commanding Officers are to carry out a comprehensive debrief on

completion of an operational sortie to analyse it iaw INAP2 Article 00135. Debrief
helps in higher understanding and coordination between ship’s staff and flight crew.
Debrief on completion of each sortie must therefore be prompt and in detail. A good
debrief should highlight following:-

(a) Flying operations wrt mission performance and aircraft safety.

(b) Performance of basic essentials in terms of flight deck preparedness

such as fire main pressure, communication, deck responses etc.

(c) Sensor performance and bridge/ operations room integration.

Authorisation of Flights

0818. Authorisation. This is the authority given to an aircrew to fly a particular

aircraft on a specified duty, after verifying that he has necessary qualifications. This
authority is subject to air traffic clearance and is defined in Article 5101 of
INAP-2.

0819. Authorising Officers. The Commanding Officer is responsible to ensure

that every flight made by a service aircraft from his ship, is authorised by a suitable
officer empowered on his behalf. He shall promulgate within his ship, names of
officers who can authorise flights. It is not obligatory for the Captain to delegate this
authority. He must do so only after he is convinced that the Flight Commander/other
aircrew being nominated as authorising officers, have adequate experience and
competence. A list of points to be ensured by authorising officers, prior to
authorising flights is laid down at Para 2 of INAP-2 Article 3101.

Flying

0820. Clearance of Flight by Ships. Aircraft operating from ships, when flying
over territorial waters in India or that of any other country, should observe the
appropriate air traffic regulations. When air traffic clearance is required for the
termination of a flight which originates from a ship, clearance can be obtained
through a signal.

0821. Responsibility for Aircraft Safety. While the ultimate responsibility for
safety of aircraft must necessarily rest with the pilot at all times, the ship has
responsibility for safe movement and control of aircraft operating within its area/
under its control, unless control or direction of such aircraft has specifically been

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handed over to another authority for operational exercises/ transit flights. Details of
such responsibilities are laid down at Article 5801 of INAP-2.

0822. Aircrew Fatigue. Fatigue amongst aircrew is a hazard which effects

operation and flight safety and is dependent on a number of fatigue inducing
factors. Fatigue inducing factors which need due attention prior to authorising of
flights are explained at Para 2, Article 3107 of INAP-2. Article 2118 of BR 766-B,
regarding aircrew availability and aircraft alert states, is also relevant. Individual
aircrew must inform the authorising officer/ Flight Commander/ Captain of the
aircraft if they notice any sign of fatigue in themselves or feel that the sortie being
briefed may stretch them beyond their individual threshold. In cases of excessive
flying due to operational requirement, the authorising officer is to inform the
Commanding Officer if he has any doubt about any sign of fatigue in any aircrew.

Flight Safety

0823. Flight Safety. This is largely a matter of strict discipline in airmanship,

serious attention to detail and close personal supervision. Apart from the grave risk
of injury to aircrew and ground personnel, the increasing cost of aircraft and spares
makes it imperative that all possible steps are taken to prevent accidents through
crew/maintenance errors.

0824. Ship's Flight Safety Officer. In ship borne flights, the Senior Pilot of the
flight is to be nominated by the Commanding Officer as the SFSO. The SFSO is to
function directly under the Commanding Officer in matters related to flight safety.
Duties of the SFSO are laid down at Article 0216 of INAP-2.

0825. Flight Safety Meeting. Flight safety meeting should be held once in every
quarter. It must be given wide publicity with mandatory attendance. The CO
presides over the meeting. Pragmatic aspects to improve safety aspects must be
deliberated upon. Action feedbacks must be followed up and ensured. The meeting
should be conducted in a lively manner to drive home the aspect of flight safety to
the junior most sailor onboard. Flight safety awards and promotional material may
be distributed to personnel contributing to flight safety initiatives.

0826. Near Miss Scheme. To provide an opportunity for all individuals in the ship
to bring existing shortcomings of the system/ operational hazards to notice of the
Command, a Near Miss Scheme is provided, details are laid down at Article 6105 of
INAP-2. Near Miss Scheme is to be explained to all personnel during flight safety
meetings. Near Miss boxes are kept at prominent places in the ship and should be
checked daily for any input.

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Aviation Records and Returns

0827. Aircrew Will and Personal Documents. A copy of will and nomination
particulars in respect of all aircrew of the flight are to be readily available with the
Captain's Staff Officer.

0828. Flight Record Book. Each flight is to maintain an upto date record book.
The object is to furnish a source of reference to assist the Flight Commander to
profit from experience of his predecessors. It should also serve to file an outline of
the flight’s history. This book is required to be signed quarterly by Commanding
Officer and is to be produced at inspections.

0829. Other Returns on Flying. Details of returns on flying to be rendered are

given in Chapters 81 and 83 of INAP-2.

Armament and Explosives

0830. Responsibility for Armament and Explosives. Details of responsibilities

for armament and explosives are laid down in Chapter 3, Section 1 of INAP-2 and
INMER.

Ship's Husbandry and Flight Deck Surface

0831. Ship's Husbandry. Normally a flight is assigned to maintain and operate

helicopter. The flight personnel disembark routinely to air stations for operations and
maintenance duties. Therefore, part of ship responsibility of the flight for husbandry
and maintenance has to be suitably deferred, addressed onboard and promulgated.

0832. Flight Deck Surface. The flight and hangar deck are coated with special
anti-skid paint with friction properties. Painting of the flight deck being a specialised
job is undertaken by dockyard. The maintenance of correct coefficient of friction
between decks and aircraft tyres, is an important factor in the safety of aircraft
operations. Helo deck painting is not to be undertaken by the ship's crew for
aesthetic reasons alone. However, local breakdowns can be repaired iaw NO 53/16
and NCD 1494.

0833. Care of Hangar. Proper care and maintenance of hangar must be taken at
all times. Structural soundness of hangar and structures are undertaken quarterly
and inspected by HITU and RAQAS. In ships without integral flights or during refits,
there is a tendency to pile up stores in hangar and reappropriate flight
compartments to other departments. This practice will result in difficulties during

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flight embarkations during deployments. Areas of responsibilities during these

periods should be suitably amended to enable care and maintenance of all areas.
Further any A’s & A’s/ modifications in hangar and flight compartments must be
suitably deliberated so that embarked flight operations are not impacted.

0834. Refits. During refits, the flight deck and hangar get neglected, primarily due
to the flight being disembarked/ disbanded. This results in deterioration of overall
material state of the flight deck/ hangar and associated fittings. Permanent fittings
in certain cases get damaged during transfer of stores. In the terminal stages of refit
there is a likelihood of adequate attention not being paid to the hangar. This results
in repetitive common observations in FOLSAT and BST. A ship should therefore
ensure that: -

(a) Maintenance parties are employed in a planned manner for hangar/

flight deck maintenance on a regular basis.

(b) The Refit office/ co-ordinator takes into cognisance requirements of

the flight deck and hangar.

(c) Regular rounds by the Command as well as concerned departments

with feedback.

(d) All auxiliary systems must follow the laid down keep alive policy.

(e) Muster of onboard aviation stores is carried out and demands post
refit completion are prepared and dispatched in time.

(f) Lighting/ starting supply aspects of the flight deck and hangar must
be regularly attended to.

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CHAPTER - 9

SAFETY ORGANISATION

INDEX

0901 References

0902-0903 Introduction

0904 Safety Organisation

0905 Safety Committee

0906-0913 Duties/ Responsibilities

0914-0928 Supporting Structure for Enhancing Safety

0929-0931 Reporting of Accidents/ Incidents/ Near Misses

0932-0933 Follow up Actions Post Accidents/ Incidents

0934 Conclusion

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CHAPTER - 9

SAFETY ORGANISATION

0901. References.

(a) Indian Navy Safety Management Manual Section 2 Chapter 9.

(b) Warship Work Up Guide, Chapter 15.

(c) IHQ MoD(N) letter OP/OPD/3051/INSO dated 26 Oct 12.

(d) IHQ MoD(N) letter OP/GN/5056/INSO dated 10 Jul 15.

(e) IHQ MoD(N) letter OP/Safety/5106/INSO dated 28 Sep 17 and

17 Jan 18.

(f) IHQ MoD(N) letter OP/Safety/5016/Checklists dated 22 Aug 18.

(g) IHQ MoD(N) letter OP/Safety/5106/ORM dated 15 May 18.

(h) ORM Primer issued by INST on 10 Jul 19 and HQST letter 703/ 2/ ORM
dated 30 Sep 19.

(j) IHQ MoD(N) letter OP/ Safety/ 5106/ Alert Signal dated 28 Nov 17 and
NO (S) 08/ 20.

(k) IHQ MoD(N) letter OP/Safety/5106/Eqpt dated 10 Jul 17 and

09 Jan 19.

(l) IHQ MoD(N) letter OP/Safety/5106/3C/SCM dated 25 Mar 19.

(m) IHQ MoD(N) letter OP/Safety/5106/5B/Policy/Misc dated

13 May 20.

(n) IHQ MoD(N) letter OP/Safety/5106/CLAS dated 11 Jan 21.

(p) HQST letter 703/Safety/Org dated 10 Aug 21.

0902. Introduction. The principle of safe working practices is particularly relevant

on a warship, where men and material are very often employed in hazardous and
stressful environment. The existence of inflammable material, running machinery,
high-voltage equipment and explosives, apart from the fact that the ship is a

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constantly moving platform, all contribute to a hazardous environment. Incidents

and accidents usually occur when there is lapse of more than one factor coming
together at a particular place and time.

0903. Safety Class Authority. FOST is the Class Authority on ‘Safety for Ships’
vide IHQ MoD(N) letter OP/OPD/3051/INSO dated 26 Oct 12. To ensure that the
ship continues to deliver excellence in all areas of operations, there is a need for all
evolutions/ activities/ drills to be assessed for safety, both procedurally and
materially. The aim is to achieve utmost level of safety consciousness, with strict
adherence to safe working practices. Ships are to institute a safety organisation
onboard as enumerated at succeeding paragraphs to enable risk mitigation through
identification and safe management of hazards.

0904. Safety Organisation. Ships are to lay down a suitable organisational

framework onboard to oversee implementation of safety. Safety Officer will be
responsible to the Captain through Executive Officer for all safety related aspects.
The Safety Officer is to be supported by an internal ‘Safety Committee’. The
schematic representation of safety organisation onboard ships is placed at
Appendix A. The formal structure for dissemination of information related to safety
onboard ships is placed at Appendix B. The aim is to achieve utmost level of safety
consciousness, with strict adherence to safe working practices.

0905. Safety Committee. An internal 'Safety Committee' is to be constituted (by

CTM) headed by the Executive Officer and comprising HoDs, Safety Officer and all
'Instructor' graded sailors (or nominated sailors if sufficient ‘I’ graded sailors are not
borne). Other members, as deemed necessary may also be co-opted to enable wider
participation. The Safety Committee is to meet quarterly and undertake the
following:-

(a) Prepare ship's Safety Action Plans, which could include various actions to
implement safety viz., scheduling of safety lectures, training on Operational
Risk Management (ORM), conducting safety assessment of compartments,
safety PQS, reviewing load test certificates, etc.

(b) Discuss and draw an implementation plan for ‘Safety Advisories’ and
‘Safety Alerts’ promulgated by FOST.

(c) Undertake systematic review of SOPs/ check lists for inclusion of safety
requirements iaw ORM {Deliberate Risk Management (DRM)/ Time Critical
Risk Management (TCRM) as applicable} for all drills, evolutions, hazardous
tasks performed onboard and refine procedures, wherever required.

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(d) Discuss ‘Safety Marshal’ duties as proposed by Safety Officer for taking
periodic rounds of ship on a regular basis and reporting of violations. Such
reports are to be made at the earliest and need not await formal constitution
of a committee meeting. Further during refits/ maintenance periods, members
of Safety Committee are to undertake safety audits on a periodic basis. These
audits should be conducted in an open and transparent manner and should
also identify personnel - both those following all safety norms as well as also
those violating them. The internal safety audit should inter alia focus on
presence of unsafe conditions apart from unsafe acts and violations.

(e) Direct training to enhance safety awareness by promoting ORM usage

and help to develop culture of safe operations.

(f) Provision/ procure safety equipment as per 'Safety Allowance List’

promulgated and ensure correct utilisation of safety equipment for the
evolution.

(g) Ensure display of suitable 'Safety Posters' to develop safety

consciousness among personnel and develop 'Think Safety' attitude.

(h) Establish SOPs for conduct of Personal Qualification Standards (PQS) on

safety for all personnel joining the ship, along with NBCD circuit training.

(j) Coordinate conduct of 'Safety Stand Down/ Safety Checks Day’ at

periodic intervals/ as per guidelines issued by superior authorities.

(k) Examine and implement (as necessary) new ideas/ suggestions received
from ship's company to enhance safety.

(l) Quarterly review status of follow up action on accident/ incident/

infringement reports, as well as effectiveness of existing safety
recommendations. In addition, review status of follow up action on safety
violations observed during ‘Safety Marshal’ rounds.

Duties/ Responsibilities

0906. Ship’s Safety Officer. Ships are to nominate a Safety Officer to monitor
implementation of safety measures/ guidelines promulgated by IHQ MoD(N),
Command Headquarters, Operational Authority, as well as FOST. He could be an
officer of any background/ specialisation and will be responsible to the Commanding
Officer through Executive Officer. He is to be the nodal point to coordinate all safety
related aspects and is to be the ORM Manager onboard. He is to have direct access

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to the Commanding Officer on matters concerning safety. The Safety Officer is to

undertake the following:-

(a) Promulgate Safety Standing Orders outlining the safety organisation and
safety procedures for all drills/ evolutions performed onboard or any other
activity which a ship may be tasked. An indicative format of Safety Standing
Orders is to be iaw HQST letter 703/Safety/ORG dated 10 Aug 21, as
amended from time to time.

(b) Disseminate latest safety policies/ guidelines/ advisories on safety to

ship's company.

(c) Nominate personnel from Safety Committee to perform duties of Safety

Marshal. Ensure rounds by ‘Safety Marshal’ on a regular basis (periodicity may
vary depending on ship’s requirement, for eg. during refit/ maintenance
frequency of rounds may increase) and report violations and suggest
mitigating measures.

(d) Advise the Commanding Officer on all aspects of safety, including

material/ procedural remedial measures that need to be implemented.

(e) Monitor implementation of safety action plans, prepared by Safety

Committee.

(f) Lay special emphasis on safety aspects during divisional periods, as well
as through daily order entries.

(g) As the ORM Manager, promote and oversee ORM training and
implementation onboard.

(h) Ensure ORM implementation for various evolutions to generate

corresponding accident mitigation plans. Identify and help departments to
prepare ORM compliant checklists for critical and risk prone evolutions.

(j) Administer 'Safety Oversight Scheme' of the ship, encouraging wide

participation and appending his remarks to every infringement report.

(k) Oversee installation of ‘Safety Oversight' boxes.

(l) Maintain 'Safety Infringement Record Book' to record all safety

infringements, lessons learnt, as well as corrective measures instituted.

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(m) Initiate and oversee initial investigations post any accident/

infringement.

(n) Forward 'Safety Infringement/ Near Miss' report to concerned

authorities.

(p) Coordinate safety related issues with external agencies including higher
formations.

(q) Coordinate and conduct ‘Safety Committee Meeting’ and ‘Safety

Meetings’.

(r) Participate in Safety Committee meetings held at Fleet/ Flotilla/

Squadron level.

(s) Conduct the ‘Safety Stand Down/ Safety Checks Day’ iaw laid down
orders.

0907. OOW/ OOD. OOW/ OOD (in harbour) is responsible for safety of the ship,
when underway and in harbour, subject to any orders he may receive from the
Captain19. OOD shall ensure that all major evolutions onboard viz., hot work,
ammunitioning, diving etc. are undertaken iaw laid down guidelines/ orders with
special regards to safety of men and material.

0908. Evolution Safety Officer. Besides a Conducting Officer, ships are to

nominate a dedicated Safety Officer for every major evolution. Whilst, the
Conducting Officer would bear overriding responsibility for preparation and conduct
of an evolution, the Safety Officer would be responsible to oversee implementation
of safety measures/ guidelines, as also to prevent any oversight/ safety
infringement. The name of the Evolution Safety Officer is to be mentioned in the
relevant orders. The Evolution Safety Officer as part of pre-evolution safety briefing,
is to cover assessment of risk associated and mitigating measures instituted to
reduce risk quotient post undertaking TCRM for the evolution.

0909. Safety Meetings. Ships are to hold Safety Meetings once every quarter
commencing with start of the safety calendar (Jan to Dec) i.e., Jan - Mar, Apr - Jun,
Jul - Sep and Oct - Dec. The meetings are to be presided by the Commanding
Officer, with Safety Committee and entire ship's company in attendance. The
Minutes of Safety Meetings are to be forwarded to Op Authorities/ AAs and INST iaw
Para 3(b) of IHQ MoD(N) letter OP/SAFETY/5106/3C/SCM dated 25 Mar 19. The

19 Art 1025, Regs Navy Part 1.

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suggested agenda for the Safety Meeting could include but not be limited to
following:-

(a) Reading of Safety Advisories. Besides Safety Advisories and Safety

Alerts issued by HQST, advisories issued by IHQ MoD(N), Command
Headquarters, Operational Authorities, Incident Study and Analysis Cells
(ISACs) could also be included. Ships could also use the forum to highlight
safety procedures/ regulations promulgated by recognised international
maritime authorities, such as, SOLAS, IMO etc, as also safe practices being
followed by advanced navies of the world.

(b) Discuss Safety Oversights. Safety Oversights that may have

occurred in the last quarter may be discussed. These oversights may be
onboard own ship or any other ship. Discussions are to include remedial
actions and lessons learnt.

(c) Discuss Old/ New Agenda Points. The old agenda points with
remedial actions undertaken and new agenda points with measures that need
to be undertaken are to be discussed.

(d) Safety Issues/ Infringements. In this section, any safety related

issues/ infringements are to be discussed/ noted along with a brief write-up
highlighting salient aspects. Wherever required photographs/ illustrations may
be included.

(e) Open Forum. The house could thereafter be opened for any other
safety related suggestions/ recommendations.

0910. Safety Training. In order to enhance safety awareness and inculcate safety
culture, safety has been included in training curriculum of Professional Schools at
every stage of training. In addition, each officer/ sailor post reporting onboard,
should undergo a refresher training in safety along with NBCD circuit training being
conducted hitherto. The safety training should reiterate/ reinforce knowledge on
DRM evolved SOPs/ Check lists apart from enhancing safety awareness. Apart from
harbour training programmes, ships are to utilise independent sea sorties to
progress continuation training on safety. Safety training onboard should be
conducted in two components viz., general safety aspects and department specific
safety viz., ammunition safety, machinery safety etc. Apart from initial training in
safety post reporting onboard, both these aspects are also to be covered periodically
to officers and men to keep the safety culture alive. The training is to be pitched at
different level for junior and senior sailors. It should be commensurate to their role
in safety onboard ships. The responsibility of scheduling this training at regular
interval is with Safety Officer. He shall be responsible for updating record of training

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and number of safety training qualified personnel to the XO. Personnel who have not
undergone safety training are not to be employed for any evolution without prior
clearance from the XO. The XO is to make all efforts so that all personnel are
adequately trained in safety aspects.

0911. Safety PQS. Safety Personnel Qualification Standards (PQS) is to be

conducted for entire ship's company every six months. PQS is to include ship specific
safety issues, besides important safety guidelines/ orders promulgated by
IHQ MoD(N), Command Headquarters, Operational Authorities and HQST including
Safety Advisories, Alerts and Templates etc. A sample 'Question Bank' with answers
has been uploaded on FOST website, and is available under the 'Units' tab at HQSNC
website (Dakshin) or URL http://161.9.21.19/fost on NUD. All personnel onboard
ships are to mandatorily appear and qualify safety PQS every six months. All sailors
appearing for PQS should have undergone adequate training on safety prior
attending examination. Responsibility of training sailors of respective division lies
with divisional officers. The broad construct of PQS is elaborated in HQST letter
703/Safety/ORG dated 10 Aug 21, as amended from time to time.

0912. Departmental Training. Personnel who have completed general safety

training are to be put through departmental training which must include safety
aspects of each evolution. Records of all such training conducted are to be
maintained in respective departmental log and progress books. All departments are
to ensure that their sailors qualify safety PQS on a half yearly basis to assess their
safety awareness. All safety officers for evolution are to check if sailors participating
in an evolution have undergone both general safety and department safety training.
All Divisional Officers are to keep record of all safety training undertaken to
respective sailors and update records with dates. These records must also include
the day a sailor has cleared both theoretical and practical of PQS. Officers or sailors
who have not cleared safety PQS shall not be deployed for any work but must be
detailed to undergo necessary safety training scheduled by members of Safety
Committee.

0913. Record Keeping. Respective HoDs are to maintain a record of all safety
qualified sailors of ship which should be audited by the Safety Committee on a
periodic basis. Personnel not qualified in safety PQS are not to be permitted to
proceed on leave/ duty ashore/ short leave till they successfully qualify the short
capsule and subsequent safety PQS. The XO/ Safety Officer is to ensure that
personnel not qualified PQS are provided safety training at first available
opportunity.

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Supporting Structures for Enhancing Safety

0914. Safety Advisories. FOST issues Safety Advisories with an aim to highlight a
promulgated policy/ existing regulation or to promulgate a modified SOP for
immediate implementation. Safety Advisories are based on scrutiny of various
accidents/ incidents, as well as Safety Infringement/ Near Miss Reports and BOI
Findings and serve to trigger Navy-wide corrective or preventive actions to avoid
recurrence. Ships are to disseminate Safety Advisories promulgated by FOST to
ship's company during Divisional Periods and Safety Meetings. A copy each, is also
to be placed in the Ward Room folder, as well as displayed on the Main Notice
Board. The list of Safety Advisories in-force are updated on FOST website as well as
on INST website for ease of reference.

0915. Operational Risk Management. Operational Risk Management (ORM)

implementation onboard ships has been elucidated vide INST ‘ORM Primer’ and
HQST letter 703/2/ORM dated 30 Sep 19. Responsibilities of various personnel
involved in ORM implementation and compiling of ORM compliant checklists has
been elucidated in the letter. Ships are required to undertake ORM process for
various activities and evolutions in addition to use of standard checklists. Deliberate
Risk Management (DRM) is normally to be undertaken for activities that require
detailed orders such as CTM/ XTM viz., first sea sortie/ flying operation post refit,
families day at sea etc. Time Critical Risk Management (TCRM) process can be
adopted to brief the Command Team and men on deck on dynamic hazards and
risks that they could probably face during an evolution.

0916. Safety Templates. 'Safety Templates' or Check-off lists for various

evolutions undertaken at sea/ harbour have been uploaded on FOST website. The
templates are broad procedural/ material checks that need to be completed as part
of preparatory actions prior any evolution. Ships are to download and derive ship
specific Check-off lists based on ORM process and own ship equipment fit/
peculiarities. The Check-off lists once corrected are to be followed in letter and spirit
during conduct of all evolutions/ operations, to avoid inadvertent oversights.

0917. Safety Audits. All ships undergo Safety Audits viz., COMSAT/ COMSAT
(DC/FF)/ FOLSAT/ OLSAT as per specified periodicity iaw schedule promulgated by
IHQ MoD(N)/ DNO and AAs. Safety Audit checklists have been promulgated by HQST
in two parts iaw IHQ MoD(N) letter at Para 0901(d) for undertaking Safety Audit
onboard ships. 'Part 1' contains common checks applicable across platforms and
'Part 2' is specific to class of ship and contains additional checks as applicable to that
class of ship. HQST promulgates and refines Safety Audit checklists based on Work
Up experience and updated versions are made available on FOST website for ready
reference. Ships are to download the latest Safety Audit checklists from FOST
website.

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0918. Safety Stand Down. Ships are to conduct 'Safety Stand Down' on a regular
basis as directed by IHQ MoD(N), AA, Op Authority or the Commanding Officer to
educate personnel on safety aspects and review measures implemented to mitigate
risks.

0919. Safety Equipment. Ships are to maintain 'in-date' safety equipment as per
the Safety Equipment Allowance List for afloat units promulgated vide IHQ MoD(N)/
DNO letter at Para 09001(h). All evolution checklists are to list the Personal
Protective Equipment (PPE) required in red and blue colour. Red colour safety
equipment indicates mandatory usage while blue colour safety equipment is for
additional safety equipment that may be required.

0920. Safety Posters. Ships are to prepare and display posters to foster safety
consciousness amongst personnel. Safety aspects are also to be duly emphasised
during Evening Quarters, Divisional Periods and through entries in Daily Orders.
Safety posters have been uploaded on the INST website or URL
https://161.9.21.121 on NUD.

0921. Safety Infringement Reporting Culture. In order to derive learn lessons

from incidents and near misses and institute preventive measures, all unsafe acts
must reported in an environment free from fear of retribution. Every incident,
including minor infringements and near misses need to be reported without fail. All
units are to evolve a non-punitive policy for reporting of incidents, to encourage a
proactive reporting culture, where individuals taking initiative are supported in the
interest of safety. At the same time, individuals must report only those incidents
having a bearing on safety honestly and objectively and not make false claims as a
means of ‘settling scores’. Furthermore, issues which are administrative in nature are
not to be reported through these channels. To encourage personnel to freely report
safety violations or infringements, ships may formulate suitable incentive measures
such as entry in Daily Orders, acknowledgement during both watches etc.

0922. Interval between Serials during Sea Deployments. Whilst planning for
sea deployments adequate interval is to be provided between successive serials at
sea, allowing a full briefing/ debrief with special emphasis on safety .

0923. Awareness of Consequences of Unsafe Acts. Unsafe acts could be

reduced, if an individual is made aware of, or reminded frequently of consequences
of an unsafe act he is likely to be involved in. All safety briefings should include what
sort of unsafe acts could occur and their possible consequences. A ‘Safety Contact’
of one to two minutes every day is to be formalised for mutual interaction, during
‘Departmental Both Watches’ for exchange of views on hazards that could be faced
during the day’s progress of work. ‘Shock value’ videos and posters are to be

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extensively used by all units to promote awareness about consequences of such

unsafe acts.

0924. Safety Oversight Scheme. In order to uncover contributing factors leading

to incidents, it is necessary to have a system for reporting and recording
infringements. Therefore, a 'Safety Oversight Scheme' is to be institutionalised
onboard ships under wide publicity, for frank and fast reporting of lapses/
infringement. It could also include infringements/ operational hazards that have yet
not been noticed or adequately mitigated.

0925. Safety Oversight Report. The Safety Oversight Report could be in any
format, but should endeavour to include the date, time, place, activity/ evolution and
specifics of the lapse. In order to enable personnel to post their observations/
oversight reports in a frank manner, the individual or Safety Marshal shall, however,
retain the option of withholding his name. Further, 'Safety Oversight Box(es)' are to
be positioned at suitable locations. Each box is to painted with yellow and black
stripes, one-inch-wide canting to the left, with ‘Safety Oversight/ Suggestion Box’
inscribed on it. These Box(es) are to be locked, with their operating keys in custody
of the Safety Officer and duplicate keys with the Executive Officer. These boxes are
to be opened once a week by the Safety Officer.

0926. Action on Receipt of Safety Oversight Report. On receipt of a Safety

Oversight Report, the Ship Safety Officer is to convene a Safety Committee meeting
to investigate the oversight and promulgate suitable remedial action. Further, the
Safety Committee would also be required to obtain feedback on efficacy of remedial
action and decide need for further refinement in the processes. In addition, ships are
also welcome to SECEM any new procedures, or suggestions to improve safety
onboard to HQST/ respective Work Up teams and INST.

0927. Safety Infringement Record Book. Ships are also to maintain a 'Safety
Infringement Record Book' to record all infringements and lessons learnt. Safety
infringement in broad terms could be construed as a breach or departure from SOPs
that could potentially jeopardise safety of personnel or material, but may or may not
lead to an accident/ incident. An example would be - 'use of a lifting equipment
which has not been load tested, or loading an equipment beyond its safe working
load'. The aim of the book is to build a readily available database to prevent
recurrence of such breaches in future. The book is to be produced for perusal during
Annual Inspection/ Work Up. A suggested format for the Safety Infringement Record
Book is given in HQST letter 703/Safety/ORG dated 10 Aug 21, as amended from
time to time.

0928. Safety Climate Survey. Safety has a direct linkage with unit’s ‘Safety
Climate’. Safety climate is perception of personnel on ground about importance

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leadership assigns to safety when compared to work output. This perception is built
by visible commitment that leadership displays towards safety (both in words and
action). A good safety climate is perception that ‘safe’ conduct of operations is
critical to leadership. Captain’s rounds, inspection, interaction, divisional officer’s
period etc. are mechanisms available to judge ‘Safety Climate’. This process can be
further aided by conduct of an appropriate survey. HQST has prepared a sample
‘Safety Climate Survey’ which aims to assess perception of ship’s staff towards
leadership’s focus on safety. The survey must be non-judgmental and non-punitive.
A sample format is uploaded on FOST website. This may be tweaked as required
utilising modern techniques. It is recommended that all Commanding Officers
undertake this survey immediately post assuming command and at periodic intervals
thereafter.

Reporting of Accidents/ Incidents/ Near Misses

0929. Indian Naval Accident and Incident Classification. The modalities of

reporting of accidents/ incidents/ near misses have been promulgated by IHQ
MoD(N)/ DNO vide letter at Para 0901(h). The salient aspects are placed at
Appendix C.

0930. Accidents/ Incidents. All accidents/ incidents are to be reported by

INCREP Signal within four hours of occurrence. The ‘INCREP’ signal format for
accident/ incident reporting to be iaw IHQ MoD(N) letter at Para 0901(l).

0931. Near Miss Reporting. Units are to encourage personnel to report all types
of unsafe conditions. They are to render the ‘Near-Miss Report’ to respective Op
Authorities as per format promulgated vide HQST letter 703/Safety/ORG dated
10 Aug 21, as amended from time to time within 15 days of receipt of Near-Miss,
under intimation to FOST and INST.

Follow Up Actions Post Accidents/ Incidents

0932. Safety Alert Signal. In case of an accident/ near miss/ safety infringement
due to material failure of equipment or non-observance of SOPs; ‘Safety Alert Signal’
is released by HQST to facilitate quicker dissemination of critical correctives/
preventive measures to all ships. Safety Alert Signal dissemination iaw NO (S) 08/ 20
is as follows:-

(a) Safety infringements with pan-Navy applicability requiring immediate

dissemination to all ships are signalled through AIG 2127.

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(b) Limited application to certain class of ships which merits dissemination on

‘Need to Know’ basis are signalled to specific addresses.

0933. The Safety Alert signal is followed by an appropriate ‘Safety Advisory’ (if
required) by HQST, post detailed analysis of the incident/ accident listing out various
procedural, organisational and material recommendations to prevent further
recurrences.

0934. Conclusion. The importance of becoming a ‘Learning Organisation’ and

avoiding ‘Normalisation of deviance’ in day-to-day activities needs to be given due
emphasis. Safety must be effectively implemented onboard ships, towards which
personnel must be made aware of likely hazards and methods to overcome potential
risks. This can be achieved by enhancing safety consciousness among the crew
through concerted training, regular emphasis backed by periodic risk assessment
and suitable safety organisation onboard. In addition, an efficient feedback system is
also critical, which is open and with a simple reporting mechanism to encourage
personnel to report potential risks and hazards onboard. Accordingly, causative
analysis of all accidents/ incidents must be undertaken to enable feedback on safety
violations and implement lessons learnt. In addition, efficient Ship Management and
a robust Divisional System onboard are key to conduct of safe operations.

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Appendix A
(Refers to Para 0904)

SAFETY ORGANISATION ONBOARD SHIPS

*Evolution Safety Officer: The accountability for the conduct remains with the
Evolution Safety Officer. Safety Officer’s role is akin to that of ship’s NBCDO in case
of a fire onboard.

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Appendix B
(Refers to Para 0904)

DISSEMINATION OF INFORMATION RELATED TO SAFETY ONBOARD

SHIPS

Meetings iro
Safety

Safety Safety Committee Safety Stand Downs/

Meetings Meetings Safety Checks Day

Chaired by Chaired by XO Chaired by XO/

CO Safety Officer

Once Every Once Every As and when

Quarter Quarter ordered by Op Auth/
AA

Attendance - Attendance -
Attendance -
Safety Committee
Whole ship Whole ship
Members

Forward MoM to File MoM Forward Report to Op

Op Auth/ AA/ INST onboard Auth/ AA (as directed)

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Appendix C
(Refers to Para 0929)

INDIAN NAVAL ACCIDENT AND INCIDENT CLASSIFICATION SYSTEM

1. Basic Definitions. For the purpose of classification of accidents/ incidents/

Near Miss within IN, the under mentioned definitions shall apply:-

(a) Accident. An unplanned, unforeseen and uncontrolled event that results

in death/ injury/ health hazard/ loss of platform/ equipment/ property or
damage to them or a combination thereof. For the purpose of classification, a
self-inflicted injury will not be regarded as an accident but as an incident (with
attendant loss of life in case of suicide).

(b) Incident. An event in which no damage occurs to platform, personnel or

any other property, but which could have resulted in an accident if allowed to
develop further.

(c) Near Miss. An existing shortcoming, act of omission/ commission,

neglect, oversight or operational hazards in an organisation that could have
caused damage, injury or death but did not develop into an incident or
accident.

2. The 'Indian Naval Accident and Incident Classification System' (INAICS) is an

objective methodology of assessing the impact of accidents and incidents based on
following three parameters:-

(a) Damage Categorisation. The damage categorisation is applicable to

accidents only and will be a function of reparability of the platform/ unit post
damage. Accordingly, three damage categorisation are CAT A (irreparable/
BER), CAT B (requires assistance of external agencies), CAT C (can be
repaired with in-house efforts).

(b) Injury Classification. The injury classification is applicable to both

accidents and incidents. The three injury classification are Injury Class I
(Death), Injury Class II (injuries requiring hospital admission/ in-
patient treatment), Injury Class III (Non grievous injury).

(c) Cause Classification. The cause classification is applicable to both

accidents and incidents. The nine broad cause classification are Unsafe Acts:
errors [UA(E)], Unsafe Acts: Violations [UA(V)], Maintenance Errors

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(ME), Support Lapse (SL), Operational Hazards (OH), Material Failure

(MF), Shortfall/ Shortcoming in Teamwork (PP), Software Error (SE),
Undetermined (UD).

3. These broad classifications could be further qualified as elucidated iaw

IHQ MoD(N) letter at Para 0901(l). On occasions where more than one cause could
have led to the incident/ accident, multiple classification can be incorporated.
Illustrative example for an accident/ incident will typically read as follows:-

CAT B Injury Class III Cause(s) – MF, OH

Damage Injury Cause

Categorisation Classification Classification

4. Accidents where BoI/ OMI/ TBoI is Ordered. Serious accidents resulting

in death, multiple injuries or damage to equipment affecting normal functioning of a
unit would normally be put through the process of inquiries (BoI/ OMI/ TBoI) to
establish facts. In those cases, Damage Categorisation, Injury and Cause
Classification are to be assessed afresh by BoI. The Board in its findings is also to
comment if it concurs with the initial categorisation/ classification undertaken by
reporting unit. In case the BoI does not agree with classification accorded by
reporting unit, it can recommend a change in the categorisation to the AA/ IHQ
MoD(N). Post approval by the appropriate authority, revised Damage Categorisation,
Injury and Cause Classification are to be intimated by the Approving Authority to
IHQ MoD(N)/ DNO/ DPS, concerned SCA, INST and the unit.

5. Accidents Not Warranting Further Inquiry. Accidents falling under CAT C

and incidents, may always warrant convening of an inquiry. In such cases, the
recommended categorisation may be amended by the AA if deemed necessary and
conveyed to concerned SCA and INST under intimation to IHQ MoD(N)/ DPS/ DNO.

6. Accident/ Incident Reporting. All accidents/ incidents/ Near Miss are to be

reported by the concerned unit as follows: -

(a) Accidents/ Incidents. All accidents/ incidents are to be reported by

INCREP Signal within four hours of occurrence. The signal is to include the
Damage Categorisation, Injury and Cause Classification as assessed by the
unit. The accident classification is not to be construed as legally binding
classification and would change if the Board of Inquiry (BoI) findings reveal a
different classification. ‘INCREP’ signals are to be followed up with detailed
report on an accident/ incident by the originating unit. These are to be
addressed to the Op Authority keeping AA, SCA and INST informed. Follow-up
reports are to be rendered expeditiously by the originating unit to facilitate

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alerting the environment and to enable formulation of corrective actions by

means of Safety Alerts/ Safety Advisories.

(b) Near-Miss Reporting. Reporting of Near Miss events is meant to

encourage units and individuals to voluntarily inform occurrence of unsafe
events to higher authorities so that corrective actions could be implemented
across the Navy, if required. Units are to encourage personnel to report all
types of unsafe conditions.

(c) Schematic representation of reporting/ follow up action post occurrence

of safety violations onboard is at Annexure 1.

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Annexure 1
{Refers to Para 6 (c)}

INDICATIVE FLOW CHART

REPORTING/ FOLLOW UP ACTION POST SAFETY VIOLATIONS

Safety Violation

Observed/ Reported by SS/ Safety

Marshal/ Near Miss Received

Accident Incident Near Miss

Occurrence onboard or reported

in Safety Oversight Box

INCREP
Near Miss Report
Within four hours of
occurrence iaw INAICS Within 15 days of occurrence Op
Auth/ AA/ Safety Class Authority
(SCA) and INST
Incident Follow-Up Report

To Op Auth/ AA/ Safety Class

Authority (SCA) and INST

Safety Alert
By SCA

Safety Advisory

By AA/ Op Auth/ SCA

Change in SOPs

By amalgamation of Safety Advisories/

Safety Templates at Unit level

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CHAPTER - 10

NBCD ORGANISATION AND IADRO

INDEX

1001 References

1002-1003 Introduction

1004-1010 NBCD Functionries

1011-1013 DCHQ Organisation

1014-1019 HEP, SSEP, DC Party Organisation and Training

1020-1021 NBCD Equipment Maintenance

1022-1031 NBCD Store/ Department

1032-1034 Handling of NBCD Defects

1035-1042 FF & DC Arrangement in Refit

1043-1046 IADRO

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CHAPTER - 10

NBCD ORGANISATION AND IADRO

1001. References.

(a) Regs IN.

(b) NO (Str) 03/19.

(c) INBR 1835 Vol I-V.

Introduction

1002. There exists a need to implement robust NBCD procedures that help in
preserving combat efficiency of warships during an NBCD incident. In addition to
NBC, which is likely to affect during war, fire and flooding pose omnipresent risks
onboard any warship. This is primarily due to close proximity and concentration of
fuel and explosives on ships, the likelihood of damage to ships from collision and
grounding and battle damage during hostilities/ low intensity conflicts. In the
emerging scenario of asymmetric threats, IN ships are also prone to asymmetric
threats as well. It is, therefore, imperative that IN ships are ready in all respects, at
all times, to counter any deliberate/surprise attack effectively.

1003. For achieving the desired NBCD preparedness, adequate preventive,

protective and defensive measures need to be adopted. Primarily, ships should have
a very high degree of ‘Fight Hurt’ capability, ie, the ability to withstand hits/
damages and continue to fight/ perform their missions/ tasks. One of the pre-
requisites for achieving this ability is an efficient NBCD organisation. To maintain a
high state of NBCD preparedness require adequate material measures through
realistic training. The ships’ survivability and battle worthiness at all times are
directly proportional to her NBCD preparedness.

NBCD Functionaries

1004. The responsibility of all NBCD related issues is to be clearly defined in the
NBCD Standing Orders. The concerned personnel are to ensure that their respective
equipment and compartments are ‘NBCD Safe’ at all times. The duty personnel are
to ensure that a high standard of NBCD safety is maintained during their period of
duty. As NBCD Standing Orders involve responsibilities spread across all
departments, it is to be vetted by the Commanding Officer, Executive Officer and

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NBCDO. Special emphasis is to be given on duties of the Executive Officer, Heads of

Department, Engineer Officer, NBCD Officer, NBC Protection Officer (NBCPO),
Damage Control Engineer Officer (DCEO), Damage Control Electrical Officer (DCLO)
and ‘Part of Ship’ Officer. Unambiguous orders are key for good organisational
preparedness. The duties of some of the key personnel are enumerated in
NO (Str) 03/19.

1005. Executive Officer. NBCD Officer, through Executive Officer is responsible to

the Captain for overall NBCD efficiency and co-ordination of all NBCD related
activities of all departments. Since NBCD is a whole ship activity, Executive Officer is
to ensure that the NBCD Officer is afforded all facilities, including manpower, for
fulfilling his duties.

1006. NBCD Officer. As per Para 70(b) of NO(Str) 03/19, an officer who has
undergone NBCD specialisation course, is generally appointed for duties of NBCDO
onboard large ships. He is to function under the Executive Officer. In large ships,
which do not have a dedicated NBCD Officer appointed, Commanding Officer is to
nominate an officer (preferably qualified in NBCD specialisation course), through a
CTM/ Standing Order, for carrying out duties of NBCD Officer, in addition to his other
duties. On small ships, the Executive Officer would be NBCDO of the ship.

1007. Ship’s NBCD Instructor (NBCDI). A sailor, who has undergone the NBCD
‘I’ course, is nominated by CABS onboard large ships to carry out duties of ship’s
NBCDI. Onboard small ships without NBCDI, the Commanding Officer may nominate
a NBCDI qualified HA or a NBCD Key Course qualified sailor, through a CTM. NBCDI
is the instructor and a specialist onbaord and it is recommended that he be
judiciously tasked for instructional purposes. The ship’s NBCDIs are generally
exempted from all other duties including Duty Watch and other gangway/ communal
duties.

1008. Key Course Sailors. These sailors undergo a short ‘Key NBCD Course’ and
can augment NBCD organisation of the ship.

1009. NBCD Maintenance Party. NBCD Maintenance Party is nominated by CABS

and they are to be attached to DCHQ permanently for one year of nomination. They
are to attend Both Watches and other events of the ship as per NBCDO/ NBCDI’s
instructions. It is recommended that NBCDO is made the Divisional Officer of these
nominated sailors during the attachment.

1010. Duties of HoDs/ Officers. Duties, closing up post and assistance to be

provided by various HoDs/ other officers and sailors in case of a NBCD incident is to
be included in the ship’s NBCD Standing Orders. Unless otherwise mandated for ship
specific requirement, the general duties, responsibilities and closing up posts of

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various officers of the ship in case of a NBCD emergency (except when IADRO is in
force) is to be as per Para 72 of NO (Str) 03/19.

DCHQ Organisation

1011. Damage Control Petty Officer of the Watch (DCPOOW). The charter of
DCPOOW is to ensure effective NBCD surveillance, preparedness and better
response to/ control of any flooding/ fire situation. Special PQS test is to be
conducted by NBCDO/ NBCDI prior to tasking sailors with DCPOOW duties. The
DCPOOW should, preferably, be a senior sailor nominated for a minimum duration of
three months. Duties of DCPOOW are enumerated in INBR 1835 Vol V and must be
elaborated in NBCD Standing Orders.

1012. Damage Control Patrol (DCP). They are eyes and ears of the ship and in
most cases the first responders. Nomination of these personnel is to be carefully
undertaken and be maintained for three months. Rounds of machinery
compartments rests with the Engine Room department. However, should there be
any doubt about the safety of machinery compartments, NBCDO/ NBCDI/ DCPOOW
must not hesitate to depute DCP for checks. Round route and frequency of rounds
must be prudently decided by the Executive Officer in consultation with all HsoD and
included in Ship’s and NBCD Standing Orders. The duties of DCP are enumerated in
NO (Str) 03/19.

1013. Alternate DCHQ. A compartment is to be earmarked as an alternate DCHQ

onboard all ships to cater for occasions when DCHQ is damaged/ not available.
Bridge is a preferred compartment due to availably of all resources. Operations
Room should not normally be earmarked as alternate DCHQ.

HEP, SSEP, DC Party Organisation and Training

1014. Class of ship wise NBCD organisation in harbour and at sea to be maintained
during various NBCD States of Readiness have been elaborated in INBR 1835 Vol V.

1015. NBCDO along with NBCDI is responsible for NBCD training of ship’s company.

1016. NBCD Training Team. The Executive Officer, through the NBCD Officer, is
responsible for coordination of onboard NBCD training/ circuit training/ exercises.
For this purpose, he is to be assisted by the NBCD Training Team, consisting of
following personnel (where officers are not borne, senior most/ best qualified sailors

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are to be included): -

(a) Engineer Officer (SEO/ AEO).

(b) NBC Protection Officer.

(c) NAO/ Shipwright Officer.

(d) Medical Officer.

1017. The NBCD Training Team is to be established through a CTM and must
consist of qualified officers/ sailors. The Executive Officer is to ensure that NBCD
Training Team meets at least once every month to plan and conduct centralised
training. Periodic lectures on NBCD equipment and procedures, along with circuit
training are to be conducted for entire ship’s company by NBCD Training Team. The
Executive Officer is to organise such training on various NBCD aspects, followed by
NBCD PQS test, through NBCDO/ NBCDI.

1018. Circuit Training. Circuit training is an important facet of incoming formality.

It is imperative that this training is mandatory for personnel to join duty watch. It
will not only help safety of the ship but also improve awareness amongst personnel.
Special emphasis must be given for training of OODs.

1019. PQS. PQS is to be conducted iaw extant regulations. Adequate notice is to

be given to ship’s company before its conduct to enable preparation time. Random
PQS may also be conducted to maintain currency.

NBCD Equipment Maintenance

1020. Responsibilities. The department-wise responsibilities for the custody,

accounting and maintenance of NBCD equipment/ systems, along with various
respective tasks is promulgated in NO (Str) 03/19. Nomination of a particular sailor
in-Charge and TDLR would help in ensuring accountability and effectiveness. These
equipment and systems are to be tested periodically and record is to be maintained.

1021. Periodic Checks. The periodicity for conduct of trials/ operational checks of
fixed NBCD equipment is enumerated in NO (Str) 03/19. This must be the most
important activity of NBCD department. Though NBCD department is not directly
responsible for these checks, it is imperative that the department along with user
departments make an all out effort and ensure that periodic checks/maintenance are
carried out in time by departments responsible. Planning of these checks is as
important as the checks themselves. Detailed briefing and all safety precautions are

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10-5

to be read to all stakeholders. These checks must be undertaken preferably by a

third person along with user and maintainer. All defects must be personally
scrutinised by the CO.

NBCD Store

1022. They are to be positioned in easily accessible areas, preferably on the main
communication decks and closer to NBCD Section Bases/ DC Post. The layout of
NBCD lockers is to facilitate stowage of all equipment required by NBCD parties in a
Section Base. Storing of critical equipment is to be avoided in Red Zone
compartments as these may not be accessible during a NBCD incident. NBC stores
are to be air-conditioned.

Responsibility of Individual Departments

1023. Accountability, serviceability of portable fire extinguishers, fire hoses,

hydrants, ELSAs and Kill Cards is the responsibility of respective part of ship
department. Periodic checks of fire hydrants are to be considered in conjunction with
maintainer departments. Defects, if any, are to be entered in the Engine Room
Defect Book.

1024. NBCD, Waterline and Volumetric Markings. NBCD markings including

waterline and volumetric markings of all underwater compartments of a ship,
including new construction ships are to be as per INBR 1835 Vol II, INBR 312(Rev),
extant Navy Orders and policy letters.

1025. Accounting and Maintenance of CNAL. To streamline the accounting

procedure, department wise responsibility for custody, accounting and maintenance
of CNAL items is given at Appendix F of NO (Str) 03/19, along with nomination of
nodal departments.

1026. Record of Items/ Equipment on PLL. The CNAL items, along with all
spares and relevant documents, are to be taken on PLLs of nodal departments.
Departments would be the custodians of indicated CNAL items and responsible for
ensuring operational availability, maintenance, etc. of equipment under their charge.

1027. Survey/ Demand. Nodal departments would be responsible for survey and
demand of assigned CNAL items/ equipment and their spares as per authorisation,
under intimation to the Logistics Officer.

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1028. Pre-Sea and Action (PSA) Check List. Nodal departments are to include
allocated CNAL items in their respective PSA check lists. The status is to be
submitted to DCHQ during Sea and Action. NBCDO is to brief Commanding Officer
and Executive Officer on various limitations as per the PSA check list. Defects, if any,
are to be entered in Sea and Action Defect Book, both by NBCD and nodal
department.

1029. CNAL Adequacy. Ships are to make all out effort to hold items authorised
as per the CNAL, through their respective MOs. Ships are to nominate a dedicated
NBCD store keeper, preferably from the NBCD Key sailors appointed onboard, in
rotation for three months. All critical demands outstanding for over two months are
to be upgraded to ‘Operational Demand’, with details forwarded to Fleet/ Flotilla
NBCD Officer iaw Para 58 of NO (Str) 03/19.

1030. Cable Glands. These are ignored onboard ships and are a sore sight
onboard. Open cable glands have direct implication on watertight and gastight
integrity of the ship. All cable glands are to be sealed using high quality sealing
compounds. Electrical Officer is responsible for maintenance of cable gland packing
iaw NO (Str) 03/19.

1031. Daily DC/ FF Exercise. At least one DC/ FF exercise must be conducted
daily at sea and in harbour. As far as possible, DC and FF exercises are to be
conducted on alternate days. Additionally, ship’s company should also be trained to
handle dual threat scenario of simultaneous fire and flooding as and when feasible.
A monthly programme for DC/ FF exercises is to be made by ship as per Para 92 of
NO (Str) 03/19. Briefing of HEP and SSEP is to be done by NBCDI and for DC parties
it is to be done by NBCDI/ Section in-Charges.

Handling of NBCD Defects

1032. Periodic Checks. HsoD are responsible for routine/ periodic checks/
maintenance of systems assigned to to their respective departments. User
departments are to provide manpower assistance for maintenance/ checks of the
system (within part of ship compartment, in case of fixed equipment). NBCDO and
user departments are to make all out effort and ensure that periodic checks/
maintenance are carried out in time by departments responsible for them. HsoD of
Gunnery/ ASW/ Air departments are to ensure that check valves of automatic
magazine firefighting systems/ QOVs are kept in open position at all times for
automatic operation of the system. All systems are to be checked fully for their
operational availability on completion of any repair work, in addition to periodic
maintenence. Furthermore, systems are to be checked during Operational Sea
Training (OST) and as ordered by the Administrative Authority.

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1033. Responsibilities of various maintenance parties are enumerated at Para 54 of

NO (Str) 03/19.

1034. NBCD Maintenance Party. Additional responsibilities in addition to those

mentioned at Para 54 of NO (Str) 03/19, are as follows:-

(a) Assisting NBCDI in survey/ demand of all CNAL equipment under

responsibility of NBCD section.

(b) Assistance to maintain NBCD store.

(c) Assistance to NBCDI in maintaining NBCD books and records.

(d) It is recommended to put NBCD maintenance party in HEP and SSEP as

BA charging party because of their hands on experience on BA sets charging.

FF and DC Arrangements in Refit

1035. During refit, ship’s major/ fixed firefighting systems/ dewatering equipment
along with portable FF/ DC items would be either due for routines/ repair or survey/
replacement. As a result, this equipment would only be partially available onboard
ships. However, ships would need to have basic equipment during the refit period to
counter any FF/ DC emergency. Therefore, proper planning is required from ship’s
staff to ensure that adequate quantity of operational fixed/ portable FF/ DC items
are available during the entire refit period to cater for hot work and emergency
requirement. The guidelines for quantity of portable FF/ DC items recommended for
ships in refits are enumerated at succeeding paragraphs. However, quantity of these
items could be varied depending on refit requirement of a ship, post approval of
respective Commands HQs.

1036. Portable FF/ DC/ General Items. Minimum quantity of portable FF/ DC/
general items to be retained onboard at all times throughout the refit period is as
mentioned at Para 60 of NO (Str) 03/19.

1037. Fire Main Pressure. During dry dock phase, repair authority should supply
fire main to ships with a pressure of 6-8 bars at all times. During afloat phase of
refit, as far as possible, 60-75% of ship’s fire pumps are to be available for
maintaining 6-8 bar pressure. In case it is not feasible, refitting authority is to
provide sufficient fire main pressure to ships using dockyard resources.

1038. Hydrants and Fire Main Pipes. Overhauling of hydrants and survey/ repair
of fire main system pipes are undertaken based on the type of refit. It is to be

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ensured that, as far as possible 70-80% of hydrants are available in an operational

state during the refit period. Furthermore, fire main pipes are to be removed and
fitted back on priority. The sections not energised with fire main should be informed
to ship’s company through Daily Order/ announcements, and suitable arrangements
are to be put in place for tackling fire/ flooding in such compartments/ sections.

1039. Fire/ Flood Sensors. Fire and flood sensors are to be repaired/ renewed at
the earliest. In case, it is not feasible, the DCP rounds are to be augmented for
affected compartments, along with provisioning of standalone fire sensors (by
refitting authority) and other physical surveillance measures available.

1040. During AMP/ SMP of ships, material preparedness in respect of FF/ DC items
is to be normal, as in operational state. However, routines/ repairs/ upgradation may
be carried out on equipment. In such a case, adequate alternate arrangements are
to be ensured for actions against fire/flooding. The Commands are to ensure that
civil dockyards also follow the DC/ FF safety requirement during refit of Naval ships.

1041. Action Stripping. All ships are to be prepared for Action Stripping. Check
off lists are to be kept updated and reviewed periodically to assess the quantum of
inflammable material held onboard. Efforts must be made to find out ways and
means of reducing these inflammable materials by their judicious turnover and
demanding non-inflammable material in lieu, if possible. Ships are to obtain a list of
packing material, which would be required to pack all items during Action Stripping.
In addition, the ships must be able to project total volume of items being removed
during Action Stripping, so that necessary arrangement for their storage ashore
could be made. All departments are to prepare Action Stripping Plan for their
respective compartments and Executive Officer is to co-ordinate their
implementation. NBCDO is to compile and record Action Stripping Plan forwarded by
respective departments, on behalf of Executive Officer.

1042. Concerted NBCD Action. When concerted NBCD action is required, NBCD
Officer has authority to control personnel of all departments onboard ship. However,
he must obtain prior approval from the Command to move personnel employed in
armament posts. It is therefore, essential that NBCD Officer is kept informed of the
developing tactical situation at regular intervals. This would enable him to decide
priorities for NBCD countermeasures, power supplies and personnel. However,
during Action Stations, coordination of personnel would be as per procedures of
Integrated Action Damage Response Organisation (IADRO).

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IADRO

1043. This section of MOBS is to be read in conjunction with NO (Str) 03/19 (IADRO
section). The concept of IADRO is to be implemented onboard Frigates and above in
order to synergise the efforts of a unit to fight internal as well as the external battle.
IADRO is aimed at ensuring an integrated approach to an emergency as well as
streamlining the process of reporting during a major incident onboard. It is a
concept dealing with flow of information during Action Stations and needs to come
into force automatically when a ship closes up at Action Stations. In case of
situations, wherein, a ship requires to close up in DC State 1 directly from DC State
2/ 3 during Cruising Stations due to incidents like collision, fire and grounding (iaw
INMI Article 1720), the IADRO is not to come into force. The salient features
pertaining to policy and organisation of IADRO concept are placed at Appendix G &
H of NO (Str) 03/19.

1044. Role of various functionaries in running of IADRO onboard ship is as follows:-

Ser IADRO Function Role/ Responsibility

Command Aim. The Command Aim The Command Aim is to be
is statement of mission for the ship, the elucidated by the
plan for achieving it as envisaged by Commanding Officer/ PWO
(a)
the Command and expectations from on main broadcast for
crew members to ensure successful clarity of actions by ship’s
completion of the task. team.
Periodic Situation Review (PSR).
(i) Briefs by Machinery Control
Group(MCG) and Damage Control
Group(DCG) heads.
(ii) Assimilation of inputs.
(b) Engineer Officer and NBCDO
(iii) Assessment of damage.
(iv) Preparation of priorities.
(v) Actions based on extent of
damage and operational
requirements.
Command Huddle.
(i) Assign incident priorities.
(ii) Management of priorities.
(iii) Conduct of a ‘Huddle’.
Electrical Officer, Engineer
(iv) Defining Estimated Time
(c) Officer, Logistic Officer and
Back on Line (ETBOL) of
NBCDO
equipment.
(v) Arriving at ship’s priorities.
(vi) Preparation of briefs by SCC
Coordinator and Command Rover.

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Ser IADRO Function Role/ Responsibility

Command Rover.
(i) Link between Command
Team and Scene of Action.
(ii) Realistic assessment of
Damage Control.
(d) Logistic Officer
(iii) Providing right inputs with
regard to morale.
(iv) Preparation of Ground
Reports.
(v) Logistics support.
Command Advisor.
(i) To act as link between
External and Internal Battle.
(ii) Pass high priority info to CO.
(iii) Preparation and presentation
of effective briefs to CO.
(iv) Coordinate Command
Huddles.
(v) Be aware of overall picture
(both external and internal).
(e) (vi) Arrive at whole ship priorities Electrical Officer
after discussions.
(vii) Seek inputs from Weapon
Control Group (WCG) and
CASEVAC.
(viii) Establish Estimated Time
Back on Line (ETBOL) for all
damage effects.
(ix) Formulation of load charts
and options in the event of action
damage through WCG and SCC.
SCC Functioning.
(i) Coordinate activities
between two arms (MCG and DCG).
(ii) Overall view of DC/ FF,
electrical repair and propulsion
incidents.
(f) (iii) PSR and setting of priorities. Engineer Officer and NBCDO
(iv) Provide inputs to Command
Advisor.
(v) Effective communication
with Command Advisor.
(vi) Re-appropriate manpower
within ambit of SCC.

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Ser IADRO Function Role/ Responsibility

(vii) Effective delegation to MCG
and DCG whilst keeping overall
view.

Manpower Management.
(i) Re-appropriation plan for
contingencies.
(ii) Command Advisor for
(g) Electrical Officer
Manpower allocation (including
Stretcher Bearer organisation)
during External Battle and SCC
during Internal Battle.
NBCDO.
(i) DC and FF efforts.
(h) NBCDO
(ii) Setting up priorities for DCG.
Interaction with SCC
(j) CASEVAC. Medical Officer

1045. Role of key functionaries are depicted in the example below:-

Fig 1 – Example of sequence of events after an incident

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1046. The following external and internal battle situations are probable and to be
exercised (refer to Figure 1) during Action Stations (IADRO):-

External Internal
(a) AShM strike by enemy fighters. (a) Flooding and Damage
Control exercise.
(b) AShM strike by enemy snooper
A/C. (b) Fire exercise.

(c) Strike homing by enemy LRMP (c) NBC decontamination

(unalerted strike). exercise.

(d) ASM strike by enemy helo. (d) Steering gear breakdown

and steering by engines.

(e) SSM attack by enemy surface (e) Partial/ total propulsion

ships. failure.

(f) Own strike homing by UAV (for (f) Partial/ total power supply
AGCS fitted ships). failure.

(g) SSM attack by enemy S/M. (g) Defect in weapon/ sensor.

(h) Torpedo attack by enemy S/M. (h) Defect in external/

internal communication facilities.
(j) ASW/ ASM action by own helo.
(j) Defect in shafting and
(k) Attack by FAC in LIMO scenario. locking of shaft.

(l) VBSS on enemy HVU/ merchant (k) Bridge damage and

ships/ suspicious trawler/ fishing secondary conning/ emergency
vessels. conning.

(m) Attack by land attack missile on (l) Mass casualty evacuation.

enemy offshore/ shore facilities.
(m) Setting up of alternate
(n) Landing party operations on sickbay.
enemy offshore installation/ harbour.
(n) Setting up of OT facility.
(p) Special forces drop by helo on
enemy ODA/ HV installation. (p) First aid and treatment for
injuries.
(q) SSM attack on enemy units.
(q) Crash on deck.
(r) ASW action against S/M.

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External Internal
(r) VERTREP at alternate
(s) Landing forces on hostile shore location when helo deck is
(for LST/ LPD) by stand-off/ hard damaged.
beaching.
(s) Helo emergency and
(t) Attack on enemy surface ships by recovery.
integral fighter (Carrier).
(t) Emergency Station and
(u) Intercept of enemy fighter/ strike Boat Stations.
by CAP/ DLI (for Carrier and Fleet
ships). (u) Opposed UNREP.

(v) Interception of enemy snooper by (v) Weapon misfire drills.

CAP/ DLI (for Carrier and Fleet ships).

(w) Presence of multi-national forces

in area of operation.

(x) Damage to neutrals owing to

mistaken identification and consequent
IML implications.

(y) ESM triangulation.

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CHAPTER - 11

HARBOUR ORGANISATION

INDEX

1101-1102 References

1103 Officer of the Day

1104-1110 Duties of Personnel in Harbour Watch

1111-1120 Duties of Personnel in FF Organisation

1121-1127 Duties of Personnel in DC Organisation

1128-1134 Rounds

1135 Musters

1136 Exercises

1137-1145 Securing Stations-Procedure

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CHAPTER - 11

HARBOUR ORGANISATION

1101. References.

(a) Regs IN.

(b) BR 3000.

(c) INMER VOL I.

(d) BR 67 (III).

(e) INBR 1835 Vol V.

(f) Safety Template: GEN -11 dated 14 Feb 17.

(g) NO (Str) 03/19 - NBCD Policy for ships.

1102. The primary role of the duty watch organisation at harbour on a ship is to
ensure ship's safety, security, routine, organisation and ceremonials. A prudent ship
ensures that the duty watch composition is a balanced mix of experience, maturity
and seniority.

Officer of the Day

1103. The accountability, authority and tasks of OOD are as highlighted at Para
0338-0341 of Chapter 3.

Duties of Personnel in Harbour Watch

1104. The duties of personnel which form part of the duty watch organisation in
harbour is to be promulgated in Captain’s/ Ship’s Standing Orders. An indicative list
of duties for certain key personnel of ship’s duty watch is provided at succeeding
paragraphs as a guideline. The duties may be modified as required.

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Duty Chief Petty Officer/ Petty Officer

1105. The accountability and tasks of Duty Chief Petty Officer/ Petty Officer are as
highlighted at Para 0382 and 0383 of Chapter 3.

Duty ERA/ SES/ Technical Sailor

1106. Accountability. He is accountable to the OOD for functioning/ controlling of

machinery/ electrical equipment of the ship.

1107. Tasks. He is:-

(a) To be in-Charge of Engine Room/ Electrical duty watch and is

responsible for functioning of Engine Room/ Electrical department in off
working hours.

(b) To keep the OOD informed of following: -

(i) Any defects noticed/ attended to.

(ii) Nature and quantum of work to be undertaken during off

working hours by ship’s staff/ dockyard/ external agency.

(iii) State of machinery and changes if any.

(iv) Advise OOD on fixed firefighting installation for machinery

spaces, paint store, inflammable store, etc.

(v) Give specialist technical opinion regarding ship's firefighting

systems, if asked for. Check and safeguard those systems essential for
firefighting, de-watering and damage control (such as HP air).

(c) To ensure safety and security of all Engine Room/ Electrical

compartments.

(d) To take regular rounds of compartments under him and make report to
OOD prior commencement of OOD’s rounds.

(e) Ensure that electric supply to galleys is switched off prior to rounds
and that galleys are locked before pipe down.

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QRT Chief

1108. Accountability. He is accountable to the OOD, for immediate response to

any developing threat.

1109. Tasks. He is:-

(a) To muster QRT on kitting up position.

(b) To brief regarding description of threat, specifying type, location and

reacting correctly to the situation.

(c) To immediately respond once a threat has been identified and act as
back up of ship’s security organisation.

(d) To set up conditions, each of which will determine responses that are
taken to deter or counter a terrorist threat.

(e) To effectively take charge of QRT members and engage the threat.

(f) To report the situation, if possible isolate the area and try to control/
contain the attackers until suitable backup units (Command QRT or stand by
QRT etc) arrive.

(g) To pass regular SITREPS to FPCO.

Petty Officer of the Day (POOD)

1110. The accountability and tasks of Petty Officer of the Day are as highlighted at
Para 03107 and 03108 of Chapter 3.

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11-4

DUTIES OF PERSONNEL IN FF ORGANISATION

1111. The Harbour Emergency Party for both firefighting and countering any
flooding is formed from the duty watch. The organisation is as depicted below:-

HEP (FF ORGANISATION)

OOD

01 Incident Board Plotter

02 Communication Number

MAIN GROUP CONTAINMENT GROUP SPECIALIST GROUP

Duty ERA
Duty SES
Duty HA
I/C – Duty Petty Officer Duty G/ ASW Yeoman
Gangway Party

Attack Party Attack BA Support A Support B BA Party

Fig 11 – 01: Tree Diagram of HEP for Firefighting

Officer of the Day (OOD)

1112. Duties of OOD in a firefighting organisation has been promulgated in INBR

1835 Vol V and OODs must be conversant with its provisions. The OOD must not
become too involved in details which are responsibility of the senior sailors, but he
must consider following and receive advice as necessary from his specialists:-

(a) The possible hazards from flammable and explosive material.

(b) The safety of personnel.

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11-5

(c) Availability of equipment, power supplies, fire pumps, salvage pumps

etc.

(d) Hazards of smoke and smoke clearance.

(e) Ship's stability.

(f) Liaise with other ships and local authorities.

(g) Control and allocation of additional man-power.

(h) Consult the duplicate kill card for easy reference/ action.

Technical Officer of the Day (TOOD)

1113. He could be the Officer in-Charge of main group at the scene of fire. The
efficiency of main group and therefore containment of fire depends upon efficiency
of the TOOD (where available)/ AOOD (in absence of TOOD) and the Duty PO. Thus
for carrying out his duties, the TOOD and Duty PO should have thorough knowledge
of:-

(a) The ship – it's layout and construction.

(b) The firefighting systems (major and minor) fitted and their use.

(c) Firefighting techniques.

Main Group

1114. The aim of main group in FF organisation in a duty watch is to locate, control
and extinguish the fire as quickly as possible. Tackling the fire must be done
continuously and aggressively.

1115. Composition. The TOOD (where available)/ AOOD (in absence of TOOD)
can be the Officer in-Charge of main group and Duty Petty Officer can be
in-Charge. This group consists of:-

(a) Attack Party.

(b) Attack BA.

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11-6

(c) Support 'A'.

(d) Support 'B'.

(e) BA Party.

1116. The duties of each component of FF organisation are provided in INBR 1835
Vol V Chapter 3.

Specialist Group

1117. Aim. To maintain overall control of the incident and safety of the ship.

1118. Composition. (Subject to their availability)

(a) OOD.

(b) Duty ERA.

(c) Duty SES (P)/ (R).

(d) Duty HA sailor.

(e) Duty Gunners/ ASW Yeoman.

(f) Duty LCOM.

(g) Key safe sentry / Key drawing sailors.

(h) Gangway staff.

1119. Tasks/ Duties of Specialist Group. On the alarm being raised, members
of Specialist Group are to close up in NBCD HQ. If this position is not suitable/
inaccessible, they are to muster in a suitable position which has adequate
communications e.g. MCR/ Operations Room and man the Incident Board and
communication lines. Duties of each member of Specialist group is provided in INBR
1835 Vol V Chapter 3.

1120. Duties of all parties of DC organisation are in INBR 1835 Vol V Chapter 4.

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11-7

DUTIES OF PERSONNEL IN DC ORGANISATION

HEP (DC ORGANISATION)

OOD

01 Incident Board Plotter

01 Communication Number

MAIN GROUP CONTAINMENT GROUP SPECIALIST GROUP

Duty ERA
Duty SES
Duty HA
I/C – Duty Petty Officer Duty G/ ASW Yeoman
Gangway Party

Search Party Repair Party Pumping & Flooding Party Shoring Party Portable Pump Party

Fig 11-02: Tree Diagram of HEP for Damage Control

1121. OOD. He is to be overall in-Charge for the entire damage control operation.
The OOD is to close up in NBCD HQ. The OOD check off list (not exhaustive) in the
event of flooding onboard is appended below:-

(a) Initial sitrep from the Scene of Flooding (SOFL):-

(i) Location.

(ii) Type of flooding (minor, controllable, un-controllable).

(iii) Extent of flooding.

(b) Zones of flooding established.

(c) Swift deployment of repair party.

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11-8

(d) Incident board being marked correctly.

(e) Portable pumps rigged and operating.

(f) Stability data available in case flooding is uncontrollable and

compartment isolation needs to be carried out.

(g) Presence and status of fixed dewatering pumps in affected

compartments.

(h) All adjacent compartments searched by containment group.

(j) All operational portable pumps positioned at the SOFL (Scene of

Flooding).

(k) Keys available for all adjacent compartments.

(l) Shoring and major leak stopping operations being carried out.

(m) Electrical supplies isolated for all high voltage electrical equipment.

(n) Action taken to reduce free surface effect.

(p) Hazards. All necessary safety precautions in force to tackle hazards

arising from damage to:-

(i) Fuel pipelines.

(ii) Pressurized air pipelines.

(iii) Fireman lines.

(q) Additional safety precautions in force to de-flood magazines containing

ammunition.

(r) Adjacent ships informed.

(s) Counter flooding actions initiated (if required).

(t) Emergency stations piped, when required.

Note 1. Do not hesitate to go to emergency stations early. Additional hands may

be required for the shoring and leak stopping functions.

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11-9

Note 2. Electrically driven portable pumps are not to be used in magazines due to
chances of spark generation.

1122. Officer-in-Charge SOFL. A suitable officer nominated by the OOD, is to be

the Officer in-Charge at the SOFL. He will be responsible for co-ordination and timely
correct actions of all parties at the SOFL.

1123. Main Group. This group will be responsible for taking all actions towards
de-flooding and damage repairs including shoring and leak stopping. Speed of
action is important in tackling flooding situations and hence all members of this
group are to react instantly on hearing an announcement regarding flooding. The
main group shall comprise of following parties:-

(a) Search party.

(b) Repair party.

(c) Pumping and Flooding party.

(d) Shoring party.

Duties of Main Group in-Charge in DC Organisation

1124. Duty Chief Petty Officer/ Petty Officer. The duties and responsibilities of
the Duty CPO/ PO shall be exactly the same as for a fire situation. The Duty CPO/
PO is to assist the Oi/C at the SOFL so as to gain ascendancy over the incident in
shortest possible time. He is also to co-ordinate actions of various parties and pass
sitreps to HQ.

1125. Duties of all parties of DC organisation are in INBR 1835 Vol V

Chapter 4.

1126. Containment Group. The Containment Group of DC organisation shall be

known as Secondary Zone Repair Party, headed preferably by a Logistic Senior
Sailor, will be responsible for following :-

(a) Search of all compartments adjacent to the SOFL.

(b) Leak stopping operations in adjacent compartments to prevent further

spread of flooding.

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11-10

(c) Shoring of strained bulkheads, decks, doors and hatches in the remote
zone.

(d) De-flooding actions including rigging of portable pumps for removal of

accumulated flood water in adjacent compartments.

(e) Action for prevention of 'Free Surface Effect' in the remote zone.

1127. Specialist Group. The composition of Specialist Group is to be same as that

for firefighting organisation. All specialist personnel except the SWA are to close up
in NBCD HQ. The duty SWA is to close up at the SOFL and take charge of Shoring
Party.

Rounds

1128. Importance of Rounds. Regular and comprehensive rounds are the most
effective means to ensure that a ship is safe, secure and hygienic. Rounds can be
adapted to various forms, to focus on various aspects of ship and can be assigned to
any person, from the Captain, down to a watchkeeper.

1129. Rounds are an important and integral to life in the Navy. Rounds help
towards:-

(a) Ensuring security of compartments and equipment.

(b) Maintenance of hygiene and habitability standards.

(c) Periodic spring cleaning.

(d) Monitoring of equipment performance at regular intervals.

(e) Bringing to focus the actual material state.

(f) Formal contact between the Captain/ XO/ HoDs and men.

1130. Types of Rounds. Rounds outside working hours should be designated as

follows:-

(a) Supervisory Rounds. All rounds carried out by duty officers or

senior sailors and leading hands of duty watch of any department (other than
departmental rounds are called supervisory rounds). The list of compartments
and areas to be visited should be agreed between HsoD to cover their

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11-11

requirement including ensuring that other rounds are being carried out
correctly and checking any specific items required.

(b) Between Decks Rounds. All rounds carried out between decks by
junior sailors of duty watch are called Between Decks Rounds. List of
compartments and areas to be visited should be agreed between HsoD to
cover all compartments/ places which require to be visited at frequent
intervals. Arrangements for these should provide for:-

(i) Electrical Aspects. Simple instructions to enable junior sailors

of all departments to identify equipment, recognise evidence of
malfunction and take appropriate action.

(ii) E/R Aspects. These rounds are more specialised and should
be carried out by E/R junior sailors. Aim is to enable them to fulfill
specific E/R departmental requirement while on rounds and to check
for protection against fire and flooding.

(c) Upper Deck Rounds. Rounds undertaken by the QM should not

include any compartments or areas which require them to leave the upper
deck.

(d) Departmental Rounds. Special rounds required by departmental

orders which should be carried out at a particular time by specific duty sailors
of each department.

(e) Under Water Compartments Rounds. All high red risk zone
compartments and especially those compartments in which AFDS/ AFWS
system is not fitted must form part of this round. During refit of ships, DCP
rounds are to be augmented for those compartments where fire or flood
sensors repair work is in progress. The round route and frequency of rounds
must be prudently decided by Executive Officer and included in Ship’s and
NBCD Standing Orders keeping in mind fire/ flood risk and availability of fire/
flood sensors in these compartments. All ships are to install a suitable RFID
patrolling system/ equivalent for all machinery and non-machinery underwater
compartments to ensure watch keepers from various departments to take
periodic rounds of underwater compartments as per Department/ Ship’s
Standing Orders. The database for rounds taken by all departments is to be
stored in form of logs in electronic media and same is to be checked by
DCPOOW/ OOD/ NBCDO/ Departmental Officer for correctness of rounds. In
case the RFID facility is fully or partially defective, DCPs are to sign the round
books at the location of RFID scanning as per extant orders vide

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11-12

NO (Str) 03/19 and IHQ MoD (N) letter NB/0695/RFID dated 17 Sep 18. This
is to be ensured by DCPOOW, under supervision of ship’s NBCDI.

1131. Route Cards. List of compartments and areas to be visited should be

promulgated on a series of route cards prepared and maintained by DCHQ. The
precise route should be left to the individual taking rounds.

1132. Locked Compartments. Compartments which should be locked (unless

occupied or containing running machinery) should be identified on route cards.
Where possible these should be limited to classified compartments, limited access
compartments, magazines, explosive stores and store rooms. Details of rounds to be
taken for magazine and explosive stores are given in INMER Vol I. Compartment
in-Charge is to be take regular rounds for the compartments which remains locked
and cannot be accessed by duty DCP.

1133. Safety during Rounds. Anyone carrying out rounds on his own should
inform QM, before starting and on completion of his rounds. If a report is not
received within a reasonable time, OOD should be informed. DCP is to be equipped
with anti-flash gear, round route card, whistle, torch and a Motorola/ hand-held
communication set, apart from the DC bag with contents. As far as practicable, the
DCP is to take rounds in pairs, to ensure personnel safety and better response to
emergency. Personnel proceeding to remote and less frequented compartments are
to inform the DCPOOW. Any structural work in ‘Red Risk Zone’ is to be intimated to
DCPOOW by respective departments prior to commencement of work.

1134. Captain’s Rounds. Whole ship rounds for hygiene and habitability by
Commanding Officer are lengthy, demanding of manpower and involve all
departments. It is suggested that they are split into fwd and aft sections to reduce
the problems caused, eg closure of heads and bathrooms for cleaning and to reduce
number of hands involved in preparation.

Musters

1135. The following musters are to be conducted onboard iaw with the promulgated
routine:-

(a) Personnel.

Ser Department Muster Remarks

Daily in morning as
(i) Whole ship PT Muster per ENCO/ WENCO/
SONCO/ ANCO

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11-13

Ser Department Muster Remarks

Twice daily, as per
Both Watches
(ii) ENCO/ WENCO/
(Department wise)
SONCO/ ANCO
Respective Departmental Evening Daily by departmental
(iii)
Department Quarter regulator
HEP muster (morning
(iv) briefing prior taking Daily. Auth:
NBCD over the duty watch) NO (Str) 3/19
HEP muster for daily Para 93 (a)
(v)
exercise and debrief
Muster and Kitting up Daily. Auth: QRT
(vi) Gunnery
of ship’s QRT Hand Book

(b) Material.

Ser Department Muster Remarks

Small Arms and Pistol Daily by OOD.
Cupboard Auth: NO 172/74
(i) Gunnery Daily by Gunner’s
Magazine and
yeoman.
Departmental Keys
Auth: WHB 1203
(a) Daily by OOD.
Twice a day during
Physical muster of refit or dry docking (if
Communication CBs, Misc Publication, held onboard).
(ii)
Crypto Devices held on
charge of SCO (b) Weekly by
department. Auth:
NO’S’ 1/17 Art 1102

Exercises

1136. The following exercises and magazine rounds are to be conducted as per
extant regulations:-

(a) Exercises.

Ser Department Exercise Remarks

Navcomex for junior
officers and On daily basis (as
(i) Communication
Communication sailors per SHOPS).

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11-14

Ser Department Exercise Remarks

Daily. Auth: QRT
(ii) Gunnery QRT Hand Book and
INBR 1651.
Daily exercise by
(iii) NBCD DC/ FF Exercise HEP. NO (Str) 3/19
Para 80.

(b) Magazine Rounds. Magazine rounds are to be conducted iaw article

0454 of INBR 1862 (INMER) as follows:-

Inspected
Department Periodicity Remarks
By
Gunner’s/ Gunner’s/ ASW yeoman
ASW in working hours and
Yeoman, duty Gunner’s/ ASW
Duty yeoman in off working
Daily
Gunner’s/ hours.
ASW
Yeoman, OOD on non-working
OOD day
Weekly EAO, OOD Once a week by EAO
Gunnery Duty
Once per Gunner’s/ Does not obviate other
Watch ASW rounds
Yeoman
Gunner’s/
ASW
Auth: Article 0454 of
4 hourly Yeoman,
INBR 1862 (INMER)
nominated
Senior Sailor
Monthly EAO -

Securing Stations - Procedure

1137. Introduction. Fire and flooding are omnipresent risks to any warship. The
presence of high quantities of fuel, lubricants and ordnance juxtaposed with running
machinery and high voltage equipment accentuates the risks, both in harbour and at
sea. With limited number of personnel and lower states of readiness in harbour,
especially during off working hours, adequate measures to mitigate the risks are to
be in place before granting shore leave to the ship’s company.

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1138. The aim of Securing Stations is to ensure safety of ship from fire and flood
hazards, prior to handing over functioning of ship to Ship’s Duty Watch.
Departments are to physically ensure ship’s safety from fire and flooding hazards.
The procedure and time duration for Securing Stations are to be elaborated in
NBCD/ Ship’s Standing Orders. Suitably made check-off lists for equipment/
compartment shall also be placed at the vicinity as ready reckoner. Securing Stations
completion report is to be made to OOD by departments and a written report
submitted at DCHQ/ Gangway (in ships without manned DCHQ) before piping
‘Secure’. HoDs are to ensure that all necessary actions are taken during Securing
Stations to minimise the risk of fire and flooding in their respective part of ship/
compartment prior to securing the department.

Responsibilities

1139. Officer of the Day. The Officer of the Day (OOD) will be the Conducting
Officer of Securing Stations. The evolution is to be conducted from DCHQ with the
initial announcement on commencement being made from the gangway.

1140. Heads of Department. All HoDs are to ensure that Securing Stations are
carried out in letter and spirit for their respective departments.

1141. Part-of-Ship Officers. All Part-of-Ship officers will be responsible for

compliance with Securing Stations in respective areas of responsibility.

1142. Departmental Regulators/ UW Compartment in-Charges. All

departmental regulators are to sign Securing Stations Book kept at gangway on
completion of Securing Stations. All in-Charges of U/W compartments are to sign the
Water Tight Integrity Log Book kept at DCHQ.

Procedure and Timeline

1143. Securing Stations are to be exercised prior securing the ship for the day. In
order to ensure uniformity across all ships and comprehensive conduct of the
evolution, following timelines and announcements are recommended:-

Time
Announcement
Hrs/ Mins
Securing Stations will commence at H Hr. All departments
H Hr – 10 Min
to prepare accordingly.

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Time
Announcement
Hrs/ Mins
‘Hands to Securing Stations, Hands to Securing Stations,
– Securing time 00 Hrs 00 Mins, all Compartment-in
00 Hrs 00 Mins
Charges man their respective compartments. Ship’s FEP
to muster at ________ (location).
00 Hrs 02 Mins Commence checks as per Check Lists.
Switch off unnecessary lighting/ power sockets/ supply
00 Hrs 17 Mins
breakers and equipment not in use.
Compartment-in-Charges to lock mandated
00 Hrs 18 Mins compartments and deposit keys in respective
departmental keyboards/ DCHQ.
Securing Stations completed. All Departmental Regulators
to sign Securing Stations Log Book kept at Gangway and
00 Hrs 20 Mins
Water Tight Integrity Log Book at DCHQ. MBLO tallies to
be returned to DCHQ, if not in use.
Note:- The recommended timelines are indicative. Ships may increase/
reduce the time allocated for Securing Stations depending on ship specific
requirement.

Table 01: Securing Stations Timeline

1144. If a department is not complying with Securing Stations, concerned HoD is to

obtain approval of Executive Officer before the evolution commences and inform
OOD. The department is to subsequently undertake Securing Station checks prior
proceeding on shore leave and its completion be informed to OOD.

1145. Ship’s Standing Orders are to contain a check list for departments/
compartments for securing stations.

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CHAPTER - 12

WATCH AND STATION BILL

INDEX

1201 References

1202-1204 Section I – General

1205-1211 Section II – Preparedness and Readiness Onboard Ships

1212-1217 Section III – Watch System followed Onboard

1218-1264 Section IV - Ship Management Functions

1265-1278 Section V – Preparation of Watch and Quarter Bill

1279-1284 Section VI – Preparation of Watch and Station Bill

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CHAPTER - 12

WATCH AND STATION BILL

References

1201. The references used for preparation of the Watch and Station Bill onboard
ships are as follows:-

(a) INMI.

(b) Trident (Part I & II).

(c) NO (Str) 03/19 and CNO 10/02.

(d) BRs 1043 (A), BR 67/ 2018, BR 45/ 2008, INBR 1862/ 19 (Vol I), INBR
1835/ 2008 Vol V, INBR 3000/ 2005, INBR 1936/ 2012 and INBR 1651/2010.

(e) IN VBSS Guidebook issued by IHQ MoD (N)/ DNO.

(f) Guide for Medical Officers onboard Ships (WHB 0901).

(g) Handbook on Ship-borne Helicopter Operations - WHB 0902.

(h) WEFSO/ EFSO.

(j) Logistics Officers Handbook published by INS Hamla.

(k) HQST Action Manning of Ships - 2018.

SECTION I - GENERAL

Responsibility

1202. Executive Officer is responsible for the Watch and Station Bill. He is assisted
by the Gunnery Officer and ship’s GI in consultation with the HoDs and departmental
coordinators. In addition, the GO should offer assistance and guidance during
preparation of Watch and Quarter Bills of individual departments to ensure that
personnel are organised in the best possible manner to satisfy all internal and
external requirement of the ship. Due of variations in size, ship construction,
equipment fitted, personnel borne and operational requirement, it is unlikely that a
standard Watch and Station Bill would satisfy requirement of all ships.

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Objectives

1203. The objectives of a Watch and Station Bill are:-

(a) Achieve requisite manning of stations/ quarters so as to enable ships to

be brought to the desired State of Preparedness with minimum delay.

(b) Enhance overall crew efficiency and optimum utilisation of manpower

for ship performance and efficiency during peace and war.

(c) Make the organisation unambiguous and efficient in accordance with

current policies in force.

(d) Formalise a mechanism for vertical/ horizontal information

dissemination onboard.

Guiding Documents

1204. The following are pertinent towards formulation of the Watch and Station
Bill:-

(a) Government Sanction. The number of officers and sailors

sanctioned for a particular class of ship by the GOI is called Government
Sanction (GS). This is available on Indian Navy Intranet (Knowledge>Sanction
Letters).

(b) Action Manning. The document prepared by HQ Sea Training, lays

down recommended posts to be manned by officers and sailors during Action
and Defence Stations. This is the bare minimum strength required for ships to
fight a war and takes into account essential manpower requirement for every
Action Post to sustain complete war-fighting capability of the ship. Action
Manning in respect of ships is promulgated vide HQST letter 700/LM dated
02 Jul 18.

(c) Manning Plan (MP). This is the number of sailors of various trades,
allotted to a ship by CABS. Government Sanction of the ship and Action
Manning recommended by HQ Sea Training are taken into account while
arriving at the Manning Plan of a unit. Manning Plan of respective units can be
obtained from CABS website under unit login ID. Manning Plan for Officers is
promulgated by IHQ MoD (N)/ DOP and can be accessed by Commanding
Officers on the DOP website. Invariably, the MP figures will be higher than the
Action Manning figures. This is due to the need to position trainees as well as
certain excess personnel as TDLR. These excess personnel will also need to
be carefully allocated their Action Posts whilst formulating the Watch and

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Quarter Bill and the Watch and Station Bill. Since this will lead to some posts
having more than the numbers required iaw Action Manning, primary post
holders must be distinctly identified in the Action Post Card placed at each
post.

(d) Watch and Quarter Bill. Accurately drawn up Watch and Quarter
Bills are the cornerstone of a ship’s organisational and fighting efficiency. This
Bill should be updated for the number of personnel actually present in a ship
on a particular day i.e. Present Strength (PS). Details of personnel who are
borne onboard but are away on leave, temporary duty, hospitalisation, etc,
are also to be updated against their name in the remarks column of the
Watch and Quarter Bill. The departmental Watch and Quarter Bills, which also
should factor and cater for whole ship requirement, are prepared by
departments and handed over to the Routine Office with special emphasis on
following: -

(i) The Watch and Quarter Bill is to cater for the entire operational
requirement during various States of Preparedness.

(ii) Expertise is to be distributed equally in all watches.

(iii) Ship management functions including Special Duties and Parties

are to be specifically mentioned against the name of personnel.

SECTION II - PREPAREDNESS AND READINESS ONBOARD SHIPS

States of Preparedness, Degrees of Readiness, Damage Control States and

Conditions of Watertight Integrity

1205. States of Preparedness, Degrees of Readiness, Damage Control States and

Conditions of Watertight Integrity are defined in Chapter 17 of INMI.

1206. A State of Preparedness relates to the manpower required to close up at

various posts for achieving a specific task or evolution at sea. Action Stations,
Defence Stations and Cruising Stations are States of Preparedness as each of these
only require a specific number of personnel to close up at their respective posts. It
has no automatic implication for employment of any equipment.

1207. On the other hand, Degrees of Readiness refers to only material readiness
required to meet threat(s) at sea. The Degree governs what percentage of and what
type of equipment is to be brought to ready state. While a particular Degree of
Readiness cannot be achieved unless the ship has closed up the requisite number of
personnel (State of Preparedness), the reverse is not always true.

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1208. Damage Control States govern the status of machinery, equipment and
quantum of manpower required to undertake damage control in any part of the ship.
Watertight Integrity Condition governs opening/ closing of watertight doors and
hatches. DC States One, Two or Three and Watertight Conditions ‘Z’, ‘Y’, and ‘X’
(One-Zulu being the highest State-Condition), are ordered based on whether ship is
likely to suffer damage and/ or flooding due to action or otherwise.

1209. Relationship Between States of Preparedness, Degrees of Readiness,

Damage Control (DC) States and Watertight Integrity (WT) Conditions.

(a) Action Stations. 100 % manpower is closed up at their respective

posts iaw Watch and Station Bill. This is the highest State of Preparedness for
action. This state is mandatory to achieve material readiness for First Degree
of (specified) Readiness and DC State 1, WT Condition Z.

(b) Relaxed Action Stations. During a temporary lull in action during

which certain systems may be temporarily switched off or when considered
necessary to marginally lower the State of Preparedness to allow personnel
time for meals, the Captain may relax Action Stations and revert to Second
Degree of Readiness. In such a State, up to 80% manpower would remain
available at their posts as per Watch and Station Bill, with balance 20%
proceeding for meals and undertaking Action Catering (Action Messing
Method A). In case the ship exercises Action Messing Method B, wherein,
meals are provided at posts, up to 95% manpower could be available at their
posts with about 5% personnel involved in preparation and distribution of
meals. The corresponding DC State and Watertight Integrity Condition would
remain One-Zulu.

(c) Defence Stations. When it is considered permissible (when action is

probable but not imminent) and when it is necessary to maintain a relatively
higher State of Preparedness for prolonged duration, the Captain may order
ship to revert to Defence Stations and Third Degree of Readiness and
correspondingly have as many systems and equipment operating as
determined by the prevailing threat perception which would be manned by up
to 50% manpower being available at respective Action Posts in a two-watch
system (Defence Stations). This would also make men available for necessary
ship management duties viz, Quartermaster, Lookouts, Lifebuoy Sentry, HMP/
VMP, NBCD Maintenance Party etc. over a prolonged period. Details of ship
management duties are available in the Action Manning Plan promulgated by
HQST, which is revised from time to time. The corresponding DC State/
Watertight Integrity Condition would be Two-Yankee.

(d) Cruising Stations. When threat is improbable and permits lowering

readiness and preparedness levels, ships should invariably revert to a three-
watch system – Cruising Stations, and Fourth Degree of Readiness to allow

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time for training, maintenance and administrative activities at sea. Up to 33%

of manpower should be made available (and indicated accordingly in the
Watch and Station Bill), to man essential equipment and armament. Prevailing
security situation will normally require ships to maintain this as the least State
of Preparedness/ Degree of Readiness. The corresponding DC State/
Watertight Integrity Condition would be Three-X-Ray.

Preparedness for Specific Evolutions/ NBCD Requirement

1210. In order to efficiently provide manpower for specific parties/ duties/

evolutions, the ship must allocate personnel for such duties in advance and
promulgate it through the Watch and Station Bill so that once the specific
announcement for conduct of an activity is made, the concerned personnel close up
at the earliest. Such evolutions for which manpower must be allocated in advance
and indicated in the Watch and Station Bill are enumerated below: -

(a) Boarding Stations. Boarding Stations are usually closed up for

undertaking VBSS operations on suspect vessels or in conditions as outlined in
the IN VBSS Guidebook. Boarding Stations relate to preparedness of special
parties that include VBSS teams20, FPM crew for manning of small arms, MR/
CR gun crew, associated sensor crew, DC Parties, Aviation Core Team (if ship
is carrying a helo), Boat Crew (Boats designated for VBSS team and as Crash
Boat), Jumping ladder/ Scramble net lowerers and the stretcher bearer
organisation. Boarding Stations are not associated with any Degrees of
Readiness. However, in order to enable smooth transition of personnel from
their watches/ quarters, when the ship is at Cruising Stations and needs
Boarding Stations to be implemented, it is best to close up Action Stations
first and assume First Degree of General Readiness. On the announcement
‘Hands to Boarding Stations’, respective personnel assigned to special parties
as elucidated above, will fall out from their Action Posts. The ship may then
be reverted to Defence Stations and Third Degree of General Readiness. DC
State/ Watertight Integrity Condition should invariably be Two-Yankee. Such
a process will not be disruptive or disorganised as against transiting directly
from Cruising Stations.

(b) MCM Readiness. This is specific to mine sweepers/ hunters. These

stations are closed up when the ship prepares to operate mine-sweeping/
hunting gear. Since this is the primary role of the ship, an efficient and robust
organisation is to be put in place to sustain prolonged mine-sweeping/
hunting operations. Here too, the ship must first be closed up in Action
Stations and in First Degree of MCM Readiness. This will prompt personnel to
man MCM posts specifically and differentiates from the commonly understood

20
It is advisable to train two VBSS teams to cater for TDLR.

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manning of equipment associated with First Degree of General Readiness

which may be assumed otherwise at sea when not carrying out MCM
operations. The Watch and Station Bill of MCM vessels must therefore have
an additional column indicating MCM posts to be manned during Action
Stations in First Degree of MCM Readiness. For prolonged operations, and if
feasible to operate the necessary MCM equipment with 50% of crew closed
up, the ship may revert to Defence Stations and Third Degree of MCM
Readiness. DC State and Watertight Integrity Condition may be retained at
One-Zulu or One-Yankee due to nature of operations.

(c) Missile Shelter Stations. Missile Shelter stations are announced

prior to launch of missiles (SAM and SSM) to protect crew manning posts on
upper decks in vicinity of missile launchers/ containers/ canisters, from the
propellant wash. On the order ‘Hands to Missile Shelter Stations’, all such
personnel are to clear upper deck areas and close up in enclosed
compartments near their Action Posts. These personnel include lookouts
(helicopter, surface, air and anti-submarine), HMG, MMG and LMG crew. All
openings leading to upper decks are also to be closed. The report regarding
correct assumption of missile shelter stations is to be made to the Executive
Officer by Ship’s MAA (Missile Shelter Stations is not to be confused with
Shelter stations which is associated with NBC threats).

(d) Shelter Stations21. In order to prevent exposure to personnel when

a ship is passing through a NBC fallout area, Shelter Stations are specifically
designated onboard. In citadel compliant ships, all the Action Posts within
citadel will continue to be manned iaw Action Stations (Personnel forming
part of NBC teams are to be fallen out on as required basis). The Action Posts
which are not within the citadel boundary are to be vacated and personnel
manning these Action Posts are to be reallocated to Actions Posts which are
within the citadel boundary. In case of non-citadel ships, the reallocation of
Action Posts may be undertaken to ensure that the effect from NBC attack is
minimised. The executive order for assuming shelter stations is ‘Shelter,
Shelter, Shelter…. Hands to Shelter Stations (2) …Assume DC State
1 Condition ZA’. In deciding when to order Shelter Stations, command must
consider both operational requirement and principal effects of radiations/
contamination on ship’s company. In addition, action to start pre-wetting or
to transfer command and machinery control positions must be considered in
light of the prevailing circumstances.

(e) Assault/ Beaching Stations. These stations are particular to ships

capable of undertaking amphibious operations. Since max preparedness will
be required for conducting this operation, Action Stations are to be closed up.
However, similar to the case of MCM operations, here too, the Degree of

21
Article 0168 BR 1043A, Para 118 (c) NO (Str) 3/2019.

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Readiness will govern equipment to be manned. For Assault/ Beaching

operations, First Degree of Assault/ Beaching Readiness is to be assumed.
This is different from the situation when during passage at sea, either
independently or as part of a force, if the ship is required to go up to First
Degree of General Readiness, the equipment posts manned will be different
and commensurate to the threat. Therefore, all amphibious ships too must
have an additional column for Action Posts to be manned specifically during
assault/ beaching operations. The associated DC State and Watertight
Condition should be One-Zulu.

(f) Emergency Stations22. Emergency Stations may be closed up in

harbour as well as at sea in order to have maximum manpower available for
dealing with a major emergency onboard. This is usually closed up to deal
with an internal battle (major fire/ flooding/ grounding/ collision etc.). It may
not necessarily be a precursor to Boat Stations and should not be mistaken as
such. When announced, all personnel, except those involved in DC/FF or
those positions ordered to stand fast, are required to vacate their posts and
muster at the designated location indicated in the announcement. Personnel
are to normally fall-in according to their division/ department so that they can
be quickly accounted for. The announcement should be made either by the
Executive Officer/ OOW/ OOD and preceded by the Action Alarm. The
announcement to be used for emergency stations at sea is ‘Emergency,
Emergency, Emergency, Hands to Emergency Stations, Hands to
Emergency Stations, Emergency due to …… (type of emergency), all
hands muster in……(specify the place to account for safety of
personnel). Stand Fast …….. (specific Action Posts, and DC Parties)’.
The announcement in harbour should be ‘Emergency, Emergency,
Emergency, Clear lower decks, all hands muster in……(specify the
place to account for safety of personnel)’.The announcement for
Emergency Stations should be followed by the route to be used to reach
the mustering area taking into account prevailing danger. This
announcement is to be followed by ‘Close all Red Openings’ if there is a risk of
flooding.

(g) Special Sea Duty (SSD) Men. Preparedness for specific short-term
evolutions such as pilotage and seamanship evolutions, require specialist
personnel to man key posts and equipment. Such personnel and posts they
are to man are to be stipulated in the relevant Captain’s Temporary
Memorandum (CTM) and updated in the remark column of Watch and Station
Bill. The requirement of manpower would vary depending on type of
evolution. The announcements for these evolutions must be quantified with
type of evolutions which is going to be undertaken so that correct personnel
close up. When SSD is closed up, the men closed up are construed to be the

22
Para 52-53, Chapter 3 of INBR 1835 Vol V and Art 0165 BR 1043A.

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Watch on Deck. When falling out SSD after completion of the evolution, the
ship must specify the required state of preparedness and Degrees of
Readiness to be assumed. An example of announcement is ‘SSD for …..
(e.g. UNREP) fall out. Hands to Cruising Stations. Assume Fourth
Degree of General Readiness. Revert to DC State 3, Condition X, Red
Watch Close up’.

(h) Flying Stations. Similarly, Flying Stations are closed up for

undertaking flying operations onboard. The posts to be manned could vary
from ship to ship. These stations would mandate some specialist manpower
to be closed up as Aviation Core Team, Crash Boat Crew and Boat lowerers,
Helo lookouts, Chief QM, ASP crew apart from the flight crew. Allocation of
personnel for Flying Stations is to be promulgated via a CTM.

(j) Boat/ Liferaft Stations23. Boat/ Liferaft stations are announced as a

precursor to Abandon Ship, if the ship has sustained serious damage and all
measures taken to save the ship are unsuccessful. Preparations would need
to be made to abandon her in an orderly manner and with least possible loss
of life. Personnel should be in possession of their life-jackets. A Liferaft in-
Charge is to be nominated for each life raft, who should be in possession of
the Liferaft Card containing list of personnel allocated to his liferaft in the
Watch and Station Bill.

Preparedness on Sail Training Ships

1211. Sail training ships cannot follow the typical States of Preparedness followed
by IN Warships. These ships are to prepare Watch and Station/ Watch and Quarter
Bill iaw State of Preparedness mentioned below. The posts of the crew may be
mentioned as specific mast where they will be employed in each State of
Preparedness:-

(a) Action Stations onboard Sail Training Ships (STS). The

manpower requirement for under mentioned stations onboard Sail Training
Ships is same as Action Stations. However, the Degree of Readiness
associated would not be sacrosanct.

(i) Sail Setting Stations. During Sail Setting Stations the entire
ships company is to be closed up on respective masts for setting/
furling the sail. The STS would continue to remain in DC state/ WT
integrity condition 3X. Personnel from SSEP may be directed to join
designated masts.

23 Article 0166 of BR 1043A.

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(ii) Bracing Stations. Bracing Stations requires 100% crew to

close up on their respective posts for tacking or veering the ship. This
is announced when the ship has set sails and wants to change course
or tack. Personnel from SSEP may be directed to join designated
masts.

(b) Emergency Stations. In this State of Preparedness, the ship is to

fall out all non-essential posts (essential posts must be outlined by CTM) to
combat DC/ FF situations or any other situation outlined in INBR 1835 Vol V.
Emergency Stations for this class of ships must be always announced on the
weather deck and closer to area of incident, where the in-Charge at area of
incident can have direct communication with the Conducting Officer of
Emergency Stations. For these ships where there is seamless visibility owing
to size of catwalks, it would be prudent for the Executive Officer to visit the
scene of incident for better understanding. The ship may remain in DC State/
Watertight Integrity Condition Three-X-Ray, however, additional hands may
be fallen out from Emergency Stations to augment the SSEP. The
announcement for Emergency Station would be as specified in Para 1210 (f)
ibid.

(c) Cruising Stations. This is assumed when normal three watch system
is in place while the ship is underway on sails/ engines. Life boat crew should
be nominated by name and must be different from SSEP. The ship will
normally maintain DC State/ Watertight Integrity Condition Three-X-Ray.

SECTION III - WATCH SYSTEMS FOLLOWED ONBOARD

Watch Systems

1212. The choice of watch system will depend upon operational scenario and
tasking of the ship. The main requirement is to adopt a flexible system to achieve
this aim. Changes in watch system are inevitable in a higher state of preparedness
with a relaxation in number of personnel closed up. Depending upon the threat
perception and consequent manpower requirement, a long/ short watch system or a
2/3 watch system may be followed. It is generally impracticable for the whole ship’s
company to follow same watch system as requirements for each department may be
different. The aim must, therefore be to provide a flexible watch organisation as
follows:-

(a) Four Watches. May be implemented on independent sea passages or

peace time cruising. It is generally followed when the ship is in Cruising
Stations associated with Fifth Degree of Readiness and DC State 3. The

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watches of four watch system are described as Port 1, Port 2, Stbd 1 and
Stbd 2.

(b) Three Watches. A three-watch system may be adopted during sea

passages in company of other ships in war or peace-time when the tempo of
operations is low. The ship would normally be in Cruising Stations and in
Fourth or Fifth Degree of Readiness and DC State 3. Red, White and Blue
watch terminology is used in the three-watch system.

(c) Two Watches (Four hours). This may be adopted for a short
duration in a multi-threat scenario. This is not generally used on IN ships
since it results in high fatigue to men. However, it could be used for short
durations and may be associated with Third Degree of Readiness and DC
State 2. The two watches are described as Port watch and Stbd watch.

(d) Two Watches (Long Watch). This is followed in a multi-threat

environment and is the normal war state. This type of watch system is
followed during Defence Stations associated with Third Degree of Readiness
and DC State 2. Port watch and Stbd watch terminology is used for describing
watches in the two watch system.

1213. Nomenclature. The standard nomenclature for watches is as follows: -

(a) Middle – 0001 h to 0400 h.

(b) Morning – 0400 h to 0800 h.

(c) Forenoon – 0800 h to 1230 h.

(d) Afternoon – 1230 h to 1600 h.

(e) First Dog – 1600 h to 1800 h.

(f) Last Dog – 1800 h to 2000 h.

(g) First – 2000 h to 2359 h.

1214. To avoid confusion midnight is always referred to as 0001 h or 2359 h (and

not as 0000 h or 2400 h).

1215. Dog Watch. The purpose of dividing the period between 1600 h and 2000 h
into two dog watches is to provide an odd number of watches in a 24-hour day so
that personnel following a three-watch system keep a different watch everyday and
the middle watch is rotated amongst watch-keepers.

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Guidelines for Long Watch

1216. Duration. Options for long watches are as follows:-

(a) A 6/4/4/4/6 hour watch system commencing at 0200 h may be suitable

for fairly short periods, especially in the operational area.

(b) A 6/4½/3½/4/6 hour watch system commencing at 0200 h may be

suitable for personnel manning weapons and sensors.

6/4½/3½/4/6 Hour Watch

Watch Time (h) Meal Timings (h)
Morning 0200-0800 (6)
Forenoon 0800-1230 (4½) 0715-0830 (Breakfast)
Afternoon 1230-1600 (3½) 1145-1300 (Lunch)
Dog 1600-2000 (4) 1915-2030 (Dinner)
First 2000-0200 (6)

(c) The 6/6/6/6 hour watch system commencing at 0030 h and 7/5/5/7
hour watch system commencing at 0100 hr may be suitable for prolonged
durations as the watches do not rotate and is therefore less tiring. Men keep
the same watch every day and quickly fall into a routine.

6/6/6/6 Hour Watch

Watch Time (h) Meal Timings (h)
Morning 0030-0630 (6) 0530-0730 (Breakfast)
Forenoon 0630-1230 (6) 1145-1315 (Lunch)
Afternoon 1230-1830 (6) 1745-1915 (Dinner)
First 1830-0030 (6) 2359-0030 (Snacks)

7/5/5/7 Hour Watch

Watch Time (h) Meal Timings (h)
Morning 0100-0800 (7) 0715-0830 (Breakfast)
Forenoon 0800-1300 (5) 1230-1330 (Lunch)
Afternoon 1300-1800 (5) 1730-1900 (Dinner)
First 1800-0100 (7) 0030-0130 (Snacks)

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Guidelines for Watch Organisation

1217. The basic guidelines to be adopted for a watch system are as follows:-

(a) When ship proceeds to sea, she changes and follows a three-watch
system, watches every four hours instead of 24 hours, hence the Duty Watch
in harbour has the Afternoon Watch at sea.

(b) Conversely, when the ship returns to harbour, the party detailed for
the Afternoon Watch at sea should become the Duty Watch for that day in
harbour.

(c) The sequence for coloured watches is Red, White and Blue.

(d) The following principles are relevant when using the long two-watch
system: -

(i) Men must be fed before going on and when coming off watch.

(ii) There would be a requirement for night meals.

(iii) Men operating sensors must be employed in tricks because

efficiency cannot be maintained throughout a long watch without a
break.

(iv) Tea and coffee should be available continuously for

watchkeepers.

(v) Arrangements should be made for the canteen to be open

during meal timings.

(e) Staggering of Watches. It is obviously undesirable, particularly in

times of war, for the whole ship’s company to be in the throes of changing
watch at the same time. This can be overcome by arranging for hands to
change watch at staggered times. It is particularly important that the OOW,
PWO and other members of the Operations Room team are relieved at
staggered times so as to ensure that continuity of the tactical situation is
maintained.

(f) Watch-keeping of Engine Room Department24. Engine room

sailors are to follow a three-watch system for watch-keeping duties onboard
iaw Regs IN Part I. When engines are in use or at short notice, the engine
room sailors are not to be worked in two watches except in urgent

24
Regulations 0548 and 0549 of Regs IN Part I.

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circumstances. However, when they are necessarily so employed (in two

watches), it should not be done for more than 24 hours except in real
emergency.

(g) NBCD Organisation in Defence Stations (DC State 2)25. During

Defence Stations, quartermasters and miscellaneous sailors may continue to
follow three-watch system, except where NBCD requirement dictate
otherwise. During Defence Stations, 50% of DC parties are to close up,
however, in minor war vessels, SSEP is to be in force. Strength of DC parties
for each class of ship has been promulgated by IHQ MoD (N) in INBR 1835
Vol V. DC patrol is to be organised from within the closed up personnel.
However, where SSEP is in force, the DCPOOW and DCP are to continue as in
DC State 3.

(h) Watch-keepers During Defence Stations. Personnel closed up on

sensors (surveillance radar, sonar and ESM), communication equipment and
main machinery have to keep continuous watch, whereas certain others
manning equipment such as weapons and domestic staff can afford to get
some notice. Therefore, the watch-keeping roster may be different for
different branches/ departments/ sub-departments depending upon the basic
requirement of manning equipment.

(j) RAS During Defence Stations. In order to maintain efficient

manning of weapons and sensors, the involvement of Seaman sailors in RAS
should be kept to the minimum required to ensure safety during the
evolution. Specialist Seaman sailors should be allocated key positions while
other members of the RAS team could be drawn from the technical and
domestic branches. A destroyer/ frigate - as long as she is the receiving ship,
can effectively receive fuel/ stores in Defence Stations with help of watch on
deck, with essential weapons, sensors and machinery manned.

(k) Special Duties During Defence Stations. During wartime or

precautionary stage, ships will usually be in Defence Stations for prolonged
duration. Action Stations may be closed up for periods during action and
thereafter ship may revert back to Defence Stations. Therefore, there is a
need to maintain normal domestic services during Defence Stations. In order
to achieve this, guidelines are as follows:-

(i) It is advisable that the dining hall party, mess men and a
suitable percentage of F&A and Mat sailors (if feasible) be excluded
from Defence Watch System.

25 Para 75 of NO(Str) 03/19.

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(ii) Provision should be made for Special Duties in Defence Stations

iaw Chapter IV.

(l) Force Protection Measure (FPM) Organisation. Ships are

required to enhance Asymmetric Threat Condition (ATC) during leaving/
entering harbour. This requirement may clash with closing up of Action
Stations upon leaving harbour. The FPM sentries may therefore be so chosen,
that critical posts are not left vacant in Action Stations. On certain occasions,
ships may be required to maintain ATC 2 for prolonged durations, especially
when on anti-piracy patrols in the EEZ, high risk areas, in international waters
or when at anchorage. In face of such a threat, following posts may have to
be manned to deal with asymmetric threat and anti-piracy operations:-

(i) All small arms posts, MR guns (if required) and CR guns.

(ii) Operations room for surveillance, detection and tracking

contacts.

(iii) Additional lookouts.

(iv) Electro-optical surveillance devices (especially at night).

(v) Continuous watch on MMB, distress channels and military

anti-piracy reporting nets.

(vi) VBSS team, boat crew, boat lowering party and Aviation Core
Team in case of MIO.

(m) Watch Strength. Watches, whether two or three, should be equally

balanced from the ship’s ability point of view to function in each watch. This
watch system should also include under-trainee officers and sailors.

(n) Up Guard and Steerage26. ‘Up Guard and Steerage’ is a term

applied to middle watch-keepers in three watch system who are allowed to lie
in later (duration may be decided by Executive Officer) than rest of the hands.

(p) Time Zones. By virtue of traversing through different time zones,

ships are frequently required to advance or retard their clocks. This leads to
watches being kept by duty personnel of different durations, especially if the
ship is required to cross a number of time zones. Watches are retarded when
proceeding West and advanced when proceeding East. It is customary for
watches to be advanced during the Middle Watch and retarded during the
First Dog Watch.

26
Regulations 2732 (2) of Regs IN Part I.

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SECTION IV – SHIP MANAGEMENT FUNCTIONS

1218. The ship has many tasks which are usually of wholeship nature. The
manpower allocation for these taskings is derived from Action Manning complement.
These duties are broadly described as ‘Ship Management functions’ and they include
Special Duties/ Parties and other internal Communal Duties which are essential for
smooth functioning of ship’s organisation. While preparing the Watch and Quarter
Bill/ Watch and Station Bill, allocations for all ship management functions required at
sea are to be catered for. Department wise allocation for all ship management
functions at sea is pre-decided and reflected in Action Manning of the ship.
Adjustments to these can be made by mutual agreement between HoDs with
approval of Executive Officer on a case to case basis. Details of departmental
allocations for ship management functions at sea and in harbour should also be
promulgated in Ship’s Standing Orders. The internal Communal Duties, Special
Duties and Parties that are generally to be reflected in the Watch and Station Bill are
brought out at succeeding paragraphs.

Duties Related to OOW Functions (All States of Preparedness)

1219. Duty Chief Petty Officer/ Petty Officer. The Duty Chief is a Seaman
sailor who is accountable to the Officer Of the Watch in Defence and Cruising
Stations. His tasks include supervision of watch on deck and allocation of hands to
their duties. He is also responsible for ensuring that upper decks are properly
secured for sea, ensuring watertight integrity of the ship, carrying out security and
NBCD rounds as specified in the Ship’s Standing Orders, taking charge of lowering/
hoisting sea boat and swimmer-of-the-watch operations.

1220. Quartermaster (QM) at Sea. The duties of Action QM (Action Stations) is

usually undertaken by the sailor nominated as Chief Quartermaster (CHQM). The
duties of QM in all other States of Preparedness (except when SSD is closed up) is
undertaken by Seaman (except ND) sailors in three watches. Allocation is usually
undertaken on pro-rata basis among Gunnery and ASW department. During SSD,
CHQM is responsible for steering the ship.

1221. Bridge Messenger/ Side boy. Duties of QM are usually undertaken in

pairs. Out of the two sailors, one who is not entrusted with steering at the moment
is to undertake duties of bridge messenger/ side boy. The allocation of personnel for
these duties in various States of Preparedness are to be guided by Para 1220 above
(QM at Sea).

1222. Lookouts (Navigational Safety). Navigational safety lookouts are

generally detailed from Seaman and Logistics (Mat and F&A sailors only) branch.
Smaller ships may detail personnel from other branches as well. In Defence and
Cruising Stations, lookouts are to be detailed in three watches. In war and for

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specific exercises, the number of lookouts that are required considerably increase.
The number will vary depending on role of the ship since special air, submarine and
helicopter lookouts may be required. All special lookouts are to be detailed from
departmental Action Manning.

1223. Lifebuoy Sentry/ Stern Lookout. Duties of lifebuoy sentry and stern
lookout are usually undertaken by the same person. The norms for allocation of
personnel in various States of Preparedness is to be guided by Para 1222 above
(Lookouts). The sentry post should have a Lifebuoy with smoke marker and
sufficient length of rope. Nominated sailors should be familiar with the location and
operation of Man Overboard alarm switch.

1224. Swimmer of the Watch. Often, the quickest way of recovering a man
overboard is by a swimmer (by day time). Therefore, in each watch, a PTI (trained
in carrying out lifeguard duties)/ diver, should be available for this task, with former
being priority.

1225. Stretcher Bearer Organisation (SBO). Enumerated at Paras 1259 to

1263 of this chapter.

1226. Navigator’s Yeoman. Navigator’s Yeoman would be positioned in Bridge

during Action Stations and is to perform as day man during all other States of
Preparedness so that he is available at short notice for all evolutions/ duties.

1227. Gunner’s/ ASW Yeoman. Gunner’s/ ASW Yeoman are a part of specialist
group. They are to close up in DCHQ (if DOZOR post is co-located in DCHQ)/ DOZOR
post during Action/ Defence Stations. In cruising stations they would function as day
men.

1228. Boat Lowering/ Hoisting Party. Boat lowering/ hositing party from
various departments to lower/ hoist the boat at sea, when required, should be
nominated for each watch in all States of Preparedness. In normal conditions, the
sailors close up at their Action Post and are to fall out only when announced for. The
nomination for these parties must be catered in the Watch and Station Bill (Remarks
column). The minimum number of personnel required is as follows:-

(a) Oi/C / Safety Officer.

(b) In-Charge - (Seaman Senior Sailor/ SSI).

(c) Forward Steadying Line/ Sea Boat Rope - 01 sailor.

(d) Aft Steadying Line - 01 sailor.

(e) Boat Fall Control Line - 01 sailor.

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(f) Davit Operator - Competent EM (P)/ HA – 01.

1229. Boat Crew. The ship’s boat may be required to be manned during
seamanship evolutions and other operational requirement at sea. Boat crew for
every State of Preparedness must be nominated and reflected in the remarks column
of Watch and Station Bill. It is to be ensured that these personnel are not assigned
any other special duty/ ship management function which may hinder their closing
up. Personnel nominated as boat crew are to join their respective Action Posts and
are only required to fall out when announced for. The boat crew from Watch on
Deck are to meet requirement of Sea/ Life/ Crash Boat. Boat crew for Boarding
Stations/ Vanguard should be nominated separately. The normal manning of boat is
as follows:-

(a) Boat Coxswain.

(b) Bowman.

(c) Boat ME.

Duties in Flying Stations

1230. Personnel undertaking duties related to Flying Stations should be indicated in

remarks column of Watch and Station Bill.

1231. Crash Boat Crew. The boat crew from Watch on Deck is to close up during
Helo operations as Crash Boat Crew. (Para 1229 above refers). A diver should be
additionally nominated to close up in the boat.

1232. Helo Lookout. One ND sailor is to be nominated as Helo lookout from the
Operations Room watch during helicopter operations in all States of Preparedness.

1233. Aviation Core Team. Every ship capable of operating helicopter needs to
nominate an Aviation Core Team irrespective of the presence of an integral flight or
otherwise. During Action/ Defence Stations, only the CFD/ Marshaller is to close up
on helo deck as their Action Post. In case of Flying Stations during Action/ Defence/
Cruising stations, the Aviation Core Team would have to fall out from their
respective Action Posts and close up on helo deck. The composition of Aviation Core
Team is as tabulated below:-

(a) Destroyers/ Frigates/ LST (L)/ ASW Corvettes.

Ser Duties Remarks

(i) CFD/ Marshaller Core team leader with yellow

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Ser Duties Remarks

jersey
Helo Deck Fire-fighting Party
(ii) Chief Rescuer
(iii) Assistant Rescuer AFPS
(iv) PD-150 Operator
(v) Water wall Operator (P)
(vi) FB 10 (X) Operator (P)
Fearnaught suit
(vii) Water wall Operator (S)
(viii) FB 10 (X) Operator (S)
(ix) Valve Operator (P)
Wheel spanner
(x) Valve Operator (S)
Chocks and Lashing Party
(xi) Stbd Lashing No
(xii) Stbd Chock Man
Blue Jersey
(xiii) Port Lashing No
(xiv) Port Chock Man

(b) Other Ships Capable of Operating Helicopters.

Ser Duties Remarks

Core team leader with yellow
(i) CFD/ Marshaller
jersey
Helo Deck Fire-fighting Party
(ii) Chief Rescuer
(iii) Assistant Rescuer AFPS
(iv) PD-150 Operator
(v) Water wall Operator
Fearnaught suit
(vi) FB 10 (X) Operator
(vii) Valve Operator (P)
Wheel Spanner
(viii) Valve Operator (S)
Chocks and Lashing Party
(ix) Stbd Lashing No
(x) Stbd Chock Man
Blue Jersey
(xi) Port Lashing No
(xii) Port Chock Man

(c) WJFACs/ REs/ PEs/ XFACs.

Ser Duties Remarks

(i) VERTREP Control Officer An officer nominated by CO
(ii) CFD/ Marshaller Core team leader
Fire Fighting Party
(iii) Water Wall Operator
Fearnaught suit
(iv) FB-5/ 10 (X) Operator
(v) Valve Operator Wheel Spanner

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Ser Duties Remarks

Loading/ Unloading Party – Two sailors
Note: - Firefighting party for XFACs will comprise one fire fighter
and one valve operator.

NBCD Duties

1234. DC Parties/ SSEP. The allocation of DC parties/ SSEP on various ships is

to be guided by INBR 1835 Vol V. Guidance for closing up these parties in various
States of Preparedness are contained in NO (Str) 03/19.

1235. NBCD Maintenance Party27. This party is to comprise junior sailors

nominated by CABS for a duration of one year. Personnel of NBCD Maintenance
Party are recommended to be a part of DC Parties and preferably employed as Day
men in Cruising Stations.

1236. Damage Control Patrol (DCP)28. DCP personnel are responsible for
onboard NBCD surveillance at all times and are under the direct control of DCPOOW/
Duty PO depending on size of the ship. All high risk/ red zones, excluding machinery
spaces are to be monitored by DCP through frequent rounds. The DCP is to be
equipped with RFID patrol card (if system is fitted), anti-flash gear, round route
card, whistle, torch and a hand-held communication set, apart from DC Bag with
contents. Moreover, nomination for DCP is only required when SSEP is in force
(Cruising Stations onboard major war vessels and in all States of Preparedness
onboard minor war vessels). Personnel nominated for DCP are to join their Action
Posts when DC parties are closed up, wherein, the duties of DCP would be
undertaken by members from DC parties.

1237. Damage Control Petty Officer of the Watch (DCPOOW). DCPOOW is to

ensure effective NBCD surveillance, preparedness and control of any flooding/ fire
situation. The DCPOOW should normally be a senior sailor nominated for a period of
three months. In minor war vessels/ small ships, where DCPOOW is not nominated,
the Duty CPO/ PO is to ensure NBCD surveillance and preparedness of the ship
through DC Patrol. Nomination for DCPOOW is only required when SSEP is in force
(Cruising Stations onboard major war vessels and in all States of Preparedness
onboard minor war vessels). Personnel nominated for DCPOOW are to join their
respective Action Post when DC parties are closed up, wherein, the duties of
DCPOOW would be undertaken by Specialist Group (as nominated by NBCDO from
within the Specialist group).

1238. DOZOR Watch Keeper (Where Applicable). In ships where DOZOR

Panel is placed in compartments other than DCHQ, it is to be manned by a

27 Para 74 of NO (Str) 03/19.

28 Para 70 (e) of NO (Str) 03/19.

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competent person round the clock. In Action Stations, this duty may be undertaken
by the Gunner’s Yeoman or ASW Yeoman.

Force Protection Measures (FPM) Duties

1239. Personnel undertaking duties related to FPM at sea should be earmarked and
indicated in remarks column of the Watch and Station Bill.

1240. Force Protection Measures Control Officer (FPCO). The FPCO is the
single point of control for all FPM actions undertaken by a ship. Normally, he would
close up on bridge/ bridge-top, in harbour, as well as at sea. A suitable senior sailor
(preferably GI) may be nominated and trained to undertake duties of FPCO. Junior
technical under-trainee officers may be utilised for these duties during prolonged
deployments.

1241. HMG/ MMG/ LMG Crew. HMG/ MMG crew are to be drawn from Gunnery
department only as other personnel are not trained to use these weapons. However,
LMG may be manned by personnel from any department. It is preferable to
nominate SSM/ SAM gunnery crew for these duties as MR/ CR guns would be
required during an FPM scenario. It is to be ensured that nominated personnel have
not been detailed as boat crew, VBSS Team or for DC/ FF duties. HMG/ MMG/ LMG
crew would be required to close up in following conditions:-

(a) Asymmetric Threat Conditions (ATC) 1 to 3.

(b) VBSS operations.

1242. Sharp Shooter. Duties of sharp shooter would be undertaken by one sailor
from the HMG/ MMG crew detailed for FPM duties. Separate allocation is therefore
not required.

1243. MR/ CR Gun Crew. MR/ CR gun crew (including FCS) should not be
nominated for manning small arms. They would be required to close up at their
respective Action Post based on envisaged threat and weapon manning policy.

1244. Berth Sanitisation Team (BST). BST is only required in civil harbours with
no naval wherewithal and while entering foreign ports, if permitted. This team
comprises a group of sailors deployed in Vanguard boat when the ship is entering
harbour. The primary role of the BST is to check state of intended berth of the ship,
first from seaward and, thereafter embark jetty to ensure safety of the ship and give
a green signal to ship to commence her approach. BST normally comprises of three
armed sailors. These sailors should not be part of SSD men for entering harbour.

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1245. Vanguard Boat Crew. The Vanguard Boat is FPM measure to prevent
unidentified craft entering within warning/ engagement zone of a ship when ship is
in restricted waters. It normally comprises of one crew manning MMG/ LMG,
Coxswain and ME. These sailors should not be part of SSD for entering/ leaving
harbour. The Vanguard Boat also is only required in civil harbours with no naval
wherewithal and while entering/ leaving foreign ports, if permitted.

Boarding Stations

1246. Boarding Stations would normally be undertaken while the ship is at Defence/
Action Stations. The nominated personnel will fall out from their Action Post (Action/
Defence Stations) for joining Boarding Stations.

1247. VBSS Team. The composition of boarding team depends upon the size and
class of ship, type of boats available onboard and availability of sufficient manpower
to meet all boarding related tasks. The various types of boarding teams wrt specific
class of ship, composition, equipment and procedures are contained in IN VBSS
Guidebook and CNO 10/02. Personnel nominated as part of VBSS team are to be
specified in remarks column of Watch and Station Bill. These personnel are to fall
out from their post and proceed for VBSS operation on closing up of Boarding
Stations.

1248. Boat Crew. Boat crew for VBSS operations should be nominated and trained
adequately. The boat crew from watch on deck (if they are not trained) should not
be used during VBSS operations.

1249. Small Arms/ MR/ CR Gun Crew. MR/ CR Gun crew including off watch
personnel are to close up in their respective Action Post during Boarding Stations
irrespective of State of Preparedness. Small arms are to be manned by sentries
nominated for Force Protection Measures (FPM) as stated at Para 1241 above.

1250. In case Fire Power Helo (FPH) is employed during VBSS, all requirement for
Flying Stations are also to be met. Therefore, personnel employed for Flying Stations
and Boarding Stations should be different. This needs to be kept in mind while
preparing the Watch and Quarter and Watch and Station Bills.

Hygiene and Habitability Functions

1251. Hygienist Sailors. These sailors play a very important role in maintaining
hygiene onboard. Ideally, they should not be allocated any Action Post so that
hygiene standards onboard are maintained even during prolonged periods of action.
At discretion of the Executive Officer, some Hygienists may be allotted duties in
special parties.

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1252. Mess-Men/ Scullery Party. Mess-men/ Scullery Party should be drawn

from departments while catering for their requirement of manning equipment at sea.
These parties are required during Defence Stations and Cruising Stations. It is
preferable to employ these men as day men in Cruising and Defence Stations. In
Action Stations, these men form part of Action Catering Team (Civilian mess boys
can be utilised as mess men with approval of the Command).

1253. Action Catering Team. During Relaxed Action Stations ‘Action Catering
Team’, comprising Stewards, Mess-men and Scullery party are to fall out 20 minutes
prior commencement of Action Messing. The number of personnel detailed as Mess-
men and Scullery party would vary depending on class of ship. Civilians borne
onboard may also be used for Action catering team duties. Mess-men and Scullery
party would need to be sub-divided into separate groups as follows:-

(a) Serving Group for serving food into plates and keeping them on tables.

(b) Refilling Group that would serve refills/ place refilled dishes and
provide drinking water on tables.

(c) Clearing Group that would ensure the tables are cleaned and dining
hall is kept in a clean state throughout the duration of Action Messing.

(d) Scullery Group that would clear up/ remove plates.

1254. Between Decks/ Alleyway Party. This party is nominated and available
for cleanship during Cruising and Defence Stations. In Action Stations, these men
join their respective Action Posts. These men may be dual tasked as SSEP.

1255. Hull and Ventilation Maintenance Party (HMP and VMP). Hull and
Ventilation Maintenance Parties are to be available for duties during Cruising and
Defence Stations. These sailors may also be tasked as SSEP.

Miscellaneous Duties

1256. Special Duties. Any tasking given to a sailor apart from duties at his
designated Action Post viz. Action Crypto Team, CB Assistant, Canteen Manager, etc,
are known as ‘Special Duties’. Details of personnel given ‘Special Duties’ are to be
indicated in remarks column of Watch and Station Bill. Personnel employed in these
duties would be allotted with an Action Post in all States of Preparedness.

1257. Lower Quarter Crew. The Lower Quarter Crew is generally detailed from
Logistics branch to help gunnery crew in loading/ unloading of ammunition. Lower
Quarter Crew is not required on ships fitted with small calibre guns. However,
detailing/ training of Lower Quarter Crew should be carried out. This crew would

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comprise sailors from all sub-specialisations of Logistics branch such as Mat, F&A,
stewards and chefs keeping in mind domestic requirements of the ship.

1258. Medical Helper Team. Onboard ships where a Medical Officer is present, a
team comprising four to six sailors (depending on size of the ship) is to be
earmarked as Medical Helper Team. This team is to assist the medical department in
setting up of Casualty Reception Centre (CRC), Crisis Expansion Wards (CEW) and
Emergency OT (EOT) when called for by Medical Officer. They are to be trained by
the Medical Officer for supporting Medical sailors. They are not to administer any
medicine/ injections to patients and are to only function as nursing assistants.
Personnel allocated for these duties usually comprise of Hygienist sailors.

Stretcher Bearer Organisation (SBO)

1259. All Ships (except Carrier/ LPD/ Minor War Vessels with MP less than
50). The Stretcher Bearer Team forms a vital link in patient care and patient
survival, as most of the medical emergencies can be saved within the first one hour
of incident. The team comprises of four personnel including the in-Charge who is the
senior most amongst members of the team. Broad regulations for the SBO on all
ships except Aircraft Carriers, Jalashwa and Hospital ships are enumerated below: -

(a) During Action Stations. The SBO during Action Stations is

controlled by Operations Room and is to be formulated as follows:-

(i) The Stretcher Bearer Team is not nominated by name but by

Action Post. A list of Action Posts that can spare personnel should be
prepared. The Action Post card of nominated Action Posts should also
contain this information. This is done to ensure that Executive Officer
can nominate a stretcher party based on internal/ external battle
situation and SBO during Action Stations is not hampered due to non-
availability of a particular person.

(ii) Number/ Location of Stretcher. The total number of

stretcher parties will depend upon number of stretchers authorised for
the ship. Depending upon location of these stretchers, the exact
number and location of Stretcher Posts must be available with
Executive Officer, DCHQ, Operations Room and Bridge. The Stretcher
Party must be serial numbered based on number provided to the
Stretcher Post.

(iii) Grouping of Compartments. The compartments which are

manned during Actions Stations in vicinity of a NR Stretcher location
must be grouped in clusters for allocation of Stretcher Bearer Team.

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While grouping following must be considered:-

(aa) Grouping of compartments is to be done in such a

manner that the compartments are located within a particular
citadel or a water tight section and are in vicinity of the
stretcher. This avoids breaching of citadel/ watertight divisions
multiple times and in times of action, mustering of personnel
would be faster.

(ab) Personnel from compartments which are manned by only

one person should not be considered while making stretcher
parties and if included, should be done as a last resort. Further,
this would largely depend on importance of the post.

(ac) Personnel employed on important watch-keeping duties

should not be included in the stretcher parties unless that post
can be abandoned.

(ad) Section Base and Aviation Core Team/ Flight Deck are not
to be counted towards SBO.

(iv) Allocation. Number of personnel in each post must be

checked. Once the numbers are known, assess importance of post and
ascertain number of personnel who can be spared from each post.
Thereafter, allocate number of personnel required to fall out from each
post. Senior most member in each post is to nominate personnel
(proficient in BLS and CPR) who can be spared for stretcher party.
Further, senior most person among each stretcher party must be
nominated as in-charge of stretcher party (who will be responsible for
correct falling out and proceeding to NR Stretcher location).
Deficiencies or inadequacies in nomination are to be reported to
Executive Officer in Operations Room immediately.

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STRETCHER PARTY
I/C (Only
Post (Only
post to be
post to be
mentioned
mentioned Intercom
Ser No. Location . Intercom
with No.
number
number of
also to be
personnel)
written)
Operations
237
Operations Room (02)
P’way 5
(a) One Room EW Office
(1ZA25) 211
(237) (01)
SRE (01) 246
Fwd Switch
220
Fwd Board (02)
P’way 7 Switch Ship’s Office
(b) Two 210
(1ZA27) Board (01)
(220) Ship’s
213
Galley (01)

Table 1: Sample Format for Stretcher Bearer

Organisation in Action Stations

(v) Dissemination. The SBO list is to be issued by Executive

Officer with concurrence of the Medical Officer. The list must be
available in three locations during sailing, ie, Bridge, Operations Room
and DCHQ, and it should be prepared in the format as shown in
Table 1. The final list must be appended at end of Action Post card for
easy reference, placed on MNB, and should be available in individuals
Action Pocket book as well.

(b) Defence/ Cruising Stations. During Defence and Cruising Stations,

Stretcher Bearer Teams are to be nominated by name. Ship’s GI is to
nominate a total of six Stretcher Bearer Teams for Defence and Cruising
Stations. In Defence Stations, these parties are divided equally in two watches
(three teams per watch) whereas in Cruising Stations, these men are divided
in three watches (two teams per watch). These personnel are to be mustered
in Sickbay 15 minutes prior to their watch and should be briefed by medical
sailor. These personnel are permitted to join their respective duty post after
briefing and should fall out as and when announced for.

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(c) Mass Casualty Evacuation29. Mass Casualty Evacuation (CASEVAC)

is a whole-ship activity which is undertaken when the ship has suffered severe
damage with a large number of casualties. This may occur during any State of
Preparedness. In case of Action Stations there are sufficient stretcher bearers
nominated for the eventuality and any further requirement of manpower may
be augmented by closing up Emergency Stations. During other States of
Preparedness to undertake mass CASEVAC the ship would be required to
either assume highest State of Preparedness (Action Stations) or close up in
Emergency Stations. Further, the ship may also be required to shift the
Priority Battle Area to internal for such an eventuality.

(d) Flying Operations. During normal flying operations, primary

Stretcher Bearer Team of watch on deck will remain closed up. Additional
requirement, if any, is to be met by the Stretcher Bearer Team of watch on
deck. During war, hostilities or other occasions, when helo operations are in
progress and the ship is also closed up at Action Stations, no Stretcher Bearer
Team will close up on helo deck. Bridge will announce for Stretcher Bearer
Team closest to helo deck to close up in case of a crash.

1260. SBO Onboard Aircraft Carriers. The SBO onboard Aircraft Carriers is as
follows: -

(a) Action Stations. The ship is divided into five sections for damage
control posts. Each section is to have a Stretcher Bearer Team (three
personnel plus one medical sailor). These teams have to close up in their
respective sections. The flight deck will have one Medical Assistant and one
Stretcher Bearer Team comprising three personnel.

(b) Cruising Stations. Three Stretcher Bearer Teams of four personnel

each and one stand-by Stretcher Bearer Team (four personnel) are to be
nominated by name from each watch.

1261. SBO Onboard INS Jalashwa. The SBO onboard INS Jalashwa is as
follows:-

(a) Action Stations. During Action Stations, the DC Parties are in four
sections. At time of requirement, three personnel are to be detailed from
various Action Posts in vicinity of four DC Posts. The fourth person will be
medical sailor who will be present at the section DC Post. One additional
Stretcher Bearer Team (four personnel including one medical sailor) is to be
detailed for giving cover to the flight deck.

29
Chapter 6, WHB 0901.

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(b) Cruising Stations. During Cruising Stations, the SBO onboard INS
Jalashwa would be similar to other ships.

1262. SBO Onboard Hospital Ship. Survey ships are converted to hospital ships
in times of hostilities. They are to nominate three to five Stretcher Bearer Teams.
The Stretcher Bearer Teams have to be formed from personnel who are not likely to
be disembarked when the ship is converted into a hospital ship.

1263. SBO Onboard Minor War Vessels (MP less than 50). Minor war vessels
(MP less than 50) are to nominate atleast one Stretcher Bearer Team for each watch
in Cruising Stations and Defence Stations. SBO during Action Stations will be as
described at Para 1259 (a) above. However, in case of mass CASEVAC, the ship
would be required to either assume highest State of Preparedness (Action Stations)
or close up in Emergency Stations.

Ship Management Functions

1264. While the ship may employ a large number of personnel for ship management
functions in harbour, the ship management functions must be kept to bare minimum
at sea and must be mentioned accordingly in preparation of Watch and Quarter Bill.

SECTION V - PREPARATION OF WATCH AND QUARTER BILL

1265. Introduction. A ship’s efficiency to fight stems from how departments are
organised for their respective tasks. The ability of a department to function as a
cohesive unit largely depends upon the manner Watch and Quarter Bill has been
prepared and disseminated. The Watch and Station Bill is merely a collation of
various Watch and Quarter Bills wrt manning of Action Posts in various States of
Preparedness as well as for specific duties/ parties/ evolutions and contains
additional data wrt Boat Stations, Action Messing, etc., which involves certain degree
of whole ship allocation.

1266. The stepwise procedure for preparation of Watch and Quarter Bill is
enumerated at following paragraphs.

1267. Action Manning. [Refer to Para 1204 (b), Section I] Ship’s GI should be in
possession of ship’s Action Manning in various States of Preparedness. For ease of
reference, Action Manning matrix (Action Post v/s departments) as shown in Fig 1
overleaf should be prepared for all States of Preparedness/ specific evolutions. This
Action Manning matrix will act as master reference card for proving Watch and
Station Bill. Ship’s GI should scrutinise Watch and Quarter Bill of departments for

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compliance with this matrix. This list helps in validation of Action Post cards as well
as forming clusters for reporting in various stations.

Fig 1 – Action Manning Matrix

1268. Action Posts. The name of Action Posts used in Watch and Quarter Bill/
Watch and Station Bill is recommended to be the name of compartment. Use of
name of equipment installed in compartment as Action Post is likely to create
confusion among personnel. Details regarding equipment manning within a
compartment may be given in Action Post card of a compartment.

1269. Shelter Stations. Ship’s NBCDO must define the Shelter Stations associated
with each Action Post. In citadel compliant ships, NBCDO should define the
requirement for vacation of any Action Post while passing through NBC fallout area.
In non-citadel compliant ships, he should define the compartments offering greatest
protection and numbers which can be accommodated in such compartments. The
details should be available in Ship’s Standing Orders.

1270. Emergency Stations. Posts to be manned during emergency stations with

designation/ name of officers/ sailors should be specified by CTM.

1271. Ship Management Functions. Ship’s GI is to indicate department wise

requirement of various ship management functions and various teams viz. VBSS
teams, Aviation Core Team, DC Parties, etc., required from each department. Such
allocations are already available in Action Manning 2018 promulgated by HQST. This
includes department specific nominations (viz. requirement of E/ L/ Hull departments

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in DC parties, SSEP etc.) as well as nominations based on availability of personnel in

certain States of Preparedness among departments.

1272. Departmental Action Manning. Departments are to maintain their Action

Manning details (Action Post v/s manning in different State of Preparedness/ specific
evolutions including contribution towards ship management functions, Fig 2 refers).
This sheet once made is to be preserved for reference in departmental Watch and
Quarter Bill file. The salient aspects to be kept in mind while preparing the
departmental Action Manning are as follows:-

(a) Refer to details given in HQST Action Manning 2018 for particular class
of ship. Draw out Action Posts and manpower required for manning posts in
various States of Preparedness.

(b) The specialisation/ rank required to man a post could also be

mentioned in the columns as shown in Fig 2.

(c) The numbers required from each department for specific parties/
duties/ evolutions viz. SSD, Flying Stations, Boarding Stations etc, are to be
confirmed from Ship’s GI.

(d) Ship management functions are to be indicated in remarks column.

Suitable annotations for day men, excused party or personnel undergoing
different watch routine should be made in this list. This includes department
specific watch keeping requirements viz. Engine Room following three
watches in Defence Stations and ND/ C sailors following two watches in
Cruising Stations, should be catered by appropriate merging/ splitting of
columns in respective State of Preparedness.

(e) An aid-de-memoire for understanding permissible overlaps of various

parties in different States of Readiness is placed at Appendix A. In a
particular State of Readiness, there should not be overlap in duties ( except
stretcher parties in Action Stations where overlap is permitted as no pre-
nomination is made).

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Fig 2 – Departmental Action Manning

(Data mentioned are indicative only)

1273. Preparation of Watch and Quarter Bill. Preparation of departmental

Action Manning (which is already available with ships) is a one-time activity. Once
prepared it is to be filed carefully. Departmental Action Manning will require revision
only if there is change in Ship Fit Definition (SFD). This list acts as the master
reference document to check correctness of the Watch and Quarter Bill prepared by
departmental writer. The step wise procedure for preparation of Watch and Quarter
Bill is as mentioned below:-

(a) Sample format of Watch and Quarter Bill is placed at Appendix B. The
format should be standardised and must be disseminated to all departments.

(b) Detailed description of columns in Watch and Quarter Bill is as

mentioned below:-

(i) Watch. Every ship should have minimum two columns

denoting two watch system and three watch system. The details
regarding watch is covered in Chapter 3. Ships may also include four
watch system if it is followed onboard.

(ii) Name and Rank. This should be appended in two separate

columns in sequence. Watch and Quarter Bill should have names of all
personnel borne in the department. The names of personnel away on
leave/ ty duty/ hospitalisation should not be deleted from the list but
indicated in remarks column.

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(iii) Cruising Stations. Allocation for Cruising Stations is the first

step in preparation of Watch and Quarter bill. Personnel should be
allocated to Action Post based on requirement of each watch (Red,
White and Blue) as indicated in departmental Action Manning.

(iv) Defence Stations. Personnel should be allocated to Action

Post based on requirement of each watch (Port and Starboard) as
indicated in departmental Action Manning. This action should be
undertaken after allocation for Cruising Stations has been completed.

(v) Action Stations. Make cross reference to departmental Action

Manning and allocate appropriate person (with requisite experience/
qualification) for every Action Post. Personnel over and above Action
Manning may be allocated to Action Post for training/ experience
building.

Note: - Watch allocation (in Defence and Cruising Stations) for

personnel allotted to ship management functions is to be undertaken
by ship’s GI. Departments are to mention ship management function
undertaken by person as his station for Defence and Cruising Station.

(vi) Special Sea Duty (SSD) Men. The compartment/ area where
SSD men are required should be mentioned. The division of labour as
foxle men/ cable party, etc., should be mentioned in remarks column.

(vii) Recommended Action Messing Group. The personnel

closed up in compartment/ Action Post should be divided into two or
more Action Messing groups depending on total men available at post.
The division of group should be undertaken in such a manner so that
warfighting capability of a post is maintained at all times. Ship’s GI may
change the Action Messing Group for balancing of manpower but it
should be in consultation with respective departments so that efficiency
of the Action Post is not compromised due to falling out of personnel
for Action Messing.

(viii) Remarks. Remarks column should be used to indicate specific

tasks/ duties such as Aviation Core Team, SSEP, DC party etc, assigned
to personnel. In case of Seamen, duties like cable party, gun line party
etc, may be mentioned.

(c) Follow ‘equitable distribution of qualification/ experience’ between

watches in Defence and Cruising Stations within a post to the extent feasible
(if it is manned in all watches).

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(d) In normal cases, the present strength is likely to be higher than the
Action Manning strength of some departments. This strength in all likelihood
would comprise junior Sea II/ equivalent sailors/ newly joined sailors. This
additional strength is to be gainfully employed for training as well as for
rotating around ship management duties. A person is not recommended to be
kept out of Action Post for a duration more than six months for ship
management functions. In cases where there is additional allocation of
personnel to a post, the primary post holders are to be specifically mentioned
in the Action Post card. Additional manpower in posts must be known to the
Executive Officer/ ship’s GI so that these personnel may be used as
replacement or augmentation in certain non-department specific jobs.

(e) In cases where the present strength is less than the Action Manning
strength of department, lesser priority may be accorded to ship management
functions. In this case, ship’s GI may reallocate such allocations to
department with manpower in excess of Action Manning.

(f) Avoid overlap of duties between different States of Preparedness iaw

aid-de-memoire provided at Appendix A.

Guidance to Departments

1274. Underwater Sensor (US) Sailors. US sailors should not be employed as

HMG/ MMG/ LMG crew or in any other posts where they would be exposed to high
intensity noise iaw NO (Spl) 01/08 (amended from time to time).

1275. Provost Sailors30. The employment of Provost sailors onboard ships in

various States of Preparedness is recommended to be as follows:-

(a) Ship’s Master-at-Arms (MAA) should take rounds during Action Stations
and make a report to Executive Officer regarding correct assumption of DC
States and closing up of all personnel. After making report to the Executive
Officer, ship’s MAA should close up in Operations Room (Action Post) and is to
act as Rover 2 assisting the Command Rover in carrying out his duties iaw
IADRO.

(b) During Defence Stations, ship’s MAA would assist the Executive Officer in
maintaining two watch system by ensuring that all internal communal and
domestic services are functioning. He could also be the ‘eyes and ears’ of
Executive Officer and report state of crew morale, efficiency and hygiene of
common spaces during prolonged Defence Stations.

30
Para 4 (d) of Appendix ‘G’, NO (Str) 03/19.

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(c) Regulation of personnel moving into an area of an incident in order to

minimise casualties, maintain a physical boundary and control traffic in the
alleyways.

(d) Accounting of personnel during Emergency Stations as per the CTM.

(e) Check correctness of Missile Shelter Stations and make a report to the
Executive Officer in Operations Room.

(f) PT sailors may be employed for life buoy sentry/ Swimmer of the Watch
(SOW) duties.

1276. Logistics Material (Mat) Sailors. Logistics (Mat) sailors particularly on

Aircraft Carriers, should man store rooms during Action and Defence stations so that
spares/ stores/ tools can be made available quickly without the need of these sailors
being pulled out from some other posts. This would also ensure that stores are
issued in an expeditious manner and movement of personnel is minimised towards
ensuring effective maintenance of the WT condition in force.

1277. Chefs and Stewards. The number of Chefs and Stewards required to close
up in posts during Action and Defence Stations needs to be carefully considered in
order to meet all requirements, viz., Action Manning requirement and preparation of
meals. F&A and Mat sailors are normally employed as Lower Quarter Crew; however,
when all F&A and Mat sailors have been utilised and the requirement is inescapable,
Stewards and lastly, Chefs could be tasked for lower quarter or such other duties. In
these cases, it is to be ensured that they are not dual tasked.

1278. The updated Bill must be forwarded to Gunnery/ Routine Office every
Thursday as well as a day prior sailing catering for leave/ ty Duty/ permanent duty
of personnel. The Watch and Quarter Bill of department must be approved at
departmental officer/ HoD level. The copy displayed should have Action Messing
group iaw Watch and Station Bill. Whenever there is change in Action Post wrt
personnel, Divisional Chief is to ensure it has been understood by the sailor and
Action Pocket Book of sailor has been accordingly updated. Further, a signed copy of
the bill is to be stored in departmental Watch and Quarter Bill file.

SECTION VI - PREPARATION OF WATCH AND STATION BILL

1279. The purpose of Watch and Station Bill is to depict necessary information to
enable the ship to operate in most effective manner at all times. The Captain’s/
Ship’s Standing Orders should have a threat/ operational requirement based
planning guide for determining manning of the ship. The need for Gunnery Officer to
consult with HoDs of E/ L/ Log/ Flight cannot be overemphasised if the Watch and

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Station Bill is to be truly effective. The generic rules to be followed for preparation of
the bill are outlined at succeeding paragraphs.

1280. Watch and Quarter Bill. The functionality of Watch and Station Bill, which
is responsible for the efficiency of Ship’s Organisation, will directly depend upon the
efficacy of Watch and Quarter Bills. Respective departments are to give due
emphasis towards preparation of Watch and Quarter Bill and ensure that it is
updated with the Commander’s Office/ Routine Office every Thursday/ in the
morning hours of day prior sailing, after vetting by the departmental officer. The
detailed procedure for preparation of Watch and Quarter Bill is given in Chapter V.
Ship’s GI is to update the Watch and Station Bill every Friday/ prior sailing. The
format for forwarding the Watch and Quarter Bill is to be obtained from
Commander’s/ Routine Office to ensure uniformity and ease of preparation.

1281. Use of Software. MS Excel/ Access software is normally used to prepare

the Watch and Station Bill. These are more reliable than the older method of using
manual entries on a book and board as this will provide readily reckonable data ie,
station or post-wise, whenever required.

1282. Comparison with Action Manning. After receiving the Watch and Quarter
Bills of all departments, the Commander’s/ Routine Office should check the Watch
and Quarter Bills for distribution of personnel evenly in various States of
Preparedness, based on rank and qualification. This can be achieved using ‘sort
function’ in MS Excel/ Access software. The aim of this exercise would be to identify
shortfalls in Action Manning requirements over and above those reported by
departments while forwarding of Watch and Quarter Bill.

1283. Preparation of Watch and Station Bill. The Commander’s/ Routine Office
will thereafter prepare the Watch and Station Bill for ship’s company by feeding
Watch and Quarter Bill into the software. Any extra information in the Watch and
Quarter/ Watch and Station Bill associated with organising the ship will further
enhance robustness of Watch and Station Bill. However, following information
(though not limited to) is laid down in the Watch and Station Bill:-

(a) Watch.

(b) Name.

(c) Rank.
Same as Watch
(d) P No. and Quarter
Bill.
(e) Action Stations.

(f) Defence Stations.

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(g) Cruising Stations.

(h) SSD. SSD posts are assigned to personnel iaw CTM.

(j) Emergency Stations. Emergency Stations should be assigned to all

personnel iaw CTM. The position for mustering other personnel will remain
‘as announced’ in Watch and Station Bill [Para 1210 (f) refers].

(k) Shelter Stations. Ship’s NBCDO defines the shelter stations

associated with each Action Post [Para 1210 (d) refers].

(l) Boat/ Life Raft Stations. Equal distribution of manpower taking into
account branch, rank, qualification, experience and capacity of the life raft is
undertaken prior assigning boat/ life raft stations with equi distribution of
divers and PTIs across life rafts [Para 1210 (j) refers].

(m) Assault/ Beaching Stations (for Amphibians)/ MCM Stations

for MCMVs. Para 1210(b) and(e) refers.

(n) Action Messing. Action Messing groups are assigned considering

warfighting capability of the Action Post is not compromised on falling out of
personnel for Action Messing.

(p) Special Duties/ Remarks. In the Watch and Station Bill remarks
column, the following information should be available against each sailor, if
applicable - Leave, Ty Duty, Hospital, SSEP, SSD, DCP, Aviation Core Team,
FPM Sentry, Action Catering Team, VBSS, Landing Party, Between Decks
Party, HMP/ VMP, NBCD Maintenance Party, Sharp-shooters, Mine/ helo
lookout, Quartermaster, Sea/ Crash boat crew, Swimmer of the Watch.

1284. Dissemination. After all departments’ Watch and Quarter Bills have been
entered into the software, whole-ship manpower requirement viz., Action Messing
Groups, Life Raft groups and Defence Stations Manning are checked to ensure equal
distribution of rank and qualification. Further, ship’s GI is to check for overlap
between different parties viz. SSEP, DC Parties, VBSS team, Aviation Core team etc,
as per the extant regulations/ policies {Para 1272 (e) refers}. Thereafter, post
approval of Watch and Station Bill by the Executive Officer, department-wise
printouts of Watch and Station Bill are taken and displayed on the Watch and Station
Bill Board. One copy of the departmental Watch and Station Bill is given to
respective department. Party-wise lists of personnel i.e. SSEP, DC Parties, VBSS
Team, Aviation Core Team, etc, are also prepared and displayed.

(a) Display. The ideal way to display a Watch and Station Bill is on a
slotted index display board using different colour codes. The board is to be
displayed in an accessible place and must be covered with a lockable perspex

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sheet to prevent unauthorised tampering. The Watch and Station Bill is to be

displayed at following positions:-

(i) Central Location. Watch and Station Bill is to be displayed at

a central location (not on Main Notice Board) onboard the ship for
dissemination to all.

(ii) Ward Room. Extract of the Watch and Station Bill wrt officers
is to be displayed in Ward room.

(iii) Mess Decks. Departmental extract of Watch and Station Bill

are to be displayed in respective mess decks as well as in departmental
office spaces. Departmental regulators are required to ensure that the
Watch and Station Bill is updated at all times and all personnel of their
departments are aware of their duties and stations, and their Action
Pocket Books are updated.

(b) Preparation of List. The respective in-Charges are to extract list of

their parties viz. Aviation Core Team, SSEP, DC Parties, VBSS Team, Crash
Boat crew, Stretcher party, etc, from the Watch and Station Bill and display it
at a central location for easy reference and dissemination to all.

(c) Action Post Card. Action post cards of respective posts are to be
updated by ship’s GI wrt Watch and Station Bill. A standard format of the
Action Post card is placed at Appendix C for reference.

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Appendix A
{Refers to Para 1272(e) & 1273(f)}

Aid de Memoire for Avoiding Overlap in Various Duties

VBSS Crash Bt Crash Bt

SSEP DC Party AV CT FPM SB LO L/B S Boat Low QM DCP DCPOOW
Team Crew Diver
SSEP 1 7 2
DC Party 1 6
VBSS Team 7 5
Av Core Team
FPM Crew 3
Strecher Bearers 4
Lookout 5
6 3
Lifebuoy Sentry
Crash Boat Crew 2
Boat Lowerers
Crash Boat Diver
QM
DCP
DCPOOW 4

Legend For Legends refer overleaf

Overlap Possible
See Notes xx
No Overlap
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Ser Note
30% overlap of SSEP with DC Party (not vice versa) permitted by NO (Str) 03/19. The overlap should be made in
1
specialist group or containment group of SSEP only.
Personnel from SSEP could be used in these parties during Defence Stations (for major war vessels). However, careful
planning must go in as such overlaps may impede the correct closing up of watch in time. Hence, it is always
2
recommended to go to Action Stations before closing up Defence Stations. In minor war vessels, this overlap is not
permitted as SSEP is in force during Defence Stations.
Lookouts/ Lifebuoy sentry in Cruising Stations can be employed for FPM duties as well in case there is a shortage in
3
manpower and the ship is in ATC III. In other stations it should be avoided.
Personnel employed as DCP/ DCPOOW may be given duties of stretcher bearer in Defence Stations in major war
4
vessels only as DC party comes into force.
5 No overlap permitted in Boarding Stations. Avoid overlap with watch keeping duties to extant possible.
Preferable to avoid this as the overlap. However, in cases of shortage, overlap permitted in Cruising Stations for major
6
war vessels and Cruising and Defence Stations for minor war vessels.
Overlap between VBSS and SSEP is possible in major war vessels but is to be avoided as far as possible. In minor war
7 vessels it is not feasible because SSEP is in force during all DC states and during Boarding Stations DC state 2 or 1 is
closed up.
Communal Communal Duties and Special Duty people except those invloved in watch keeping duties can form part of DC/SSEP.
Duties/ 20% of DC party closed up during Defence Stations can be withdrawn for Communal Duties/ Special Duties. Most
Special personnel in SSEP are day men and hence do some Communal Duty/Special Duty.
Duties
Stretcher For Stretcher Bearer Organisation in Action Stations and Relax Action Stations, refer to Para 1259 (a). In all other
Bearers stations, care must be exercised to avoid nomination of stretcher party from watch keeping posts, or any other posts
where they cannot be relieved for performing the duties of stretcher bearer.

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Appendix B
{Refers to Para 1273 (a)}

WATCH & QUARTER BILL - GUNNERY DEPARTMENT

SAMPLE FORMAT

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12-40 Appendix C
{Refers to Para 1284(c)}
ACTION POST CARD – (NAME OF POST)
UPDATED ON (DATE)

Post in-Charge (Name of senior most sailor present in the Action Post)
Allotted Strength
Present Strength
Closing up report to be made to (Post and Phone Number)
Stretcher Party Nomination – (Number of Personnel) Stretcher Number – ( ) Location of Stretcher – ( )
SER NAME RANK NO ACTION REMARKS
MESSING
1. A
2. B
RED
3. C
PORT
4. D
5. E VBSS
6. A LEAVE
WHITE
7. B
8. C
9. D
STBD
10. E
BLUE
11. A
12. B Aviation Core Team

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CHAPTER - 13

ORGANISATION AT SEA

INDEX

1301 References

1302-1303 Introduction

1304-1322 Section I - Pre Sailing Preparation

1323-1326 Section II - Sailing Organisation

1327-1340 Section III - Duties of Personnel

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CHAPTER - 13

ORGANISATION AT SEA

1301. References.

(a) Regs IN Part I and III.

(b) INMI.

(c) BR 67/ 14.

(d) NO (Str) 03/19.

1302. Introduction. The organisation onboard a ship at sea is far different from
the one which is followed at harbour. The ship while at sea is organised for a
mission/ task assigned to her by the operational authority. The organisation onboard
is structured around various watches according to varying States of Preparedness as
outlined in Watch and Station Bill of the ship.

1303. In order to provide clarity on ship’s organisation at sea, this chapter would
cover the organisational aspects in various stages, viz. Pre Sailing, At Sea and Post
Sailing organisation. The chapter would focus on the organisational issues from
commencement of Sea and Action on day of sailing till Special Sea Duty (SSD) are
fallen out after the ship has come to harbour.

SECTION I – PRE SAILING PREPARATION

Pre Sailing Preparation - Personnel

1304. Important Personnel. Respective departments would be responsible for

availability of required number of personnel in their departments for the sea sortie.
However, availability of certain key personnel onboard during the sea sortie is
considered essential from the perspective of whole ship management. These
personnel may be borne onboard the ship, however due to meagre strength, they
may not be available prior to the sortie view leave or ty duty. Therefore, it would be
important to check availability of these personnel for the sea sortie, and if required
embark these personnel onboard on temporary duty for the duration of sortie. These
include:-

(a) Medical Officer.

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13-2

(b) Medical sailor.

(c) Aviation sailors (for ships capable of undertaking flying).

(d) Divers.

1305. Civilian Employees. Most IN ships (barring small ships) have civilian
employees onboard as tailor, barber, dhobi etc. Availability and whereabouts of
these personnel is required to be checked prior proceeding to sea. Officer
responsible for these employees, generally First Lieutenant, must meet them in
person and check their preparedness, especially for prolonged deployments.

1306. Watch and Station Bill. A taut and resilient Watch and Station Bill would
help ships to be organised for tasks at sea. Due care shall be taken for drafting the
Watch and Station Bill {Refer to Chapter 12 and WHB 1101 (Rev) for more details}.

1307. Temporary Memorandums. The deployment programs could be planned

or unplanned ones with certain mission specific tasking. All CTMs related to
seamanship evolutions are to be checked for validity. Such CTMs includes SSD CTM
for leaving/ entering harbour, seamanship evolutions, FPM organization, etc.

Pre Sailing Preparation-Stores

1308. Ration. While Logistics Officer would ensure that adequate dry and fresh
ration has been stocked onboard for the duration of sortie, it would be prudent for
the XO to check exact number of days ship can sustain at sea with the stocked
ration prior she proceeds to sea. Additionally, availability of HADR bricks onboard
should also be ascertained.

1309. Ammunition. The ship must carry its service outfit at all time. Service outfit
includes Established Proportion (EP) and APA for a quarter. All requirements of
ammunitioning should preferably be completed by D-2 day (D-day being the sailing
day) to avoid last minute issues.

1310. Fuelling. The Engineer Officer should ensure that 95 % fuel is held onboard
prior to the sortie. Accordingly, fuelling prior to the sortie would be essential and as
far as possible, should be completed by D-1 day (during working hours). This would
ensure that Engine Room sailors are not busy undertaking fuelling in the night
preceding sea sortie.

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Pre Sailing Preparations – Signal, Reports and Briefing

1311. Deployment Programme. Activities likely to be conducted during the

sortie will stem from the deployment programme/ mission specific orders. There may
be occasions where the ship is required to prepare the deployment programme. The
deployment programme is to be prepared by Navigating Officer, considering inputs
from all departments, to meet departmental as well as whole ship SHOPS
requirement. Occasions where deployment programme is being prepared by Op
Authority/ Senior Ship, SHOPs requirement should be forwarded for inclusion in the
deployment programme.

1312. Exercise Orders. It would be prudent to check if exercise orders for

individual serials of the deployment programme have been received onboard prior
proceeding to sea. At the same time, all exercise orders/ coordinating instructions
which are required to be prepared by the ship iaw the deployment programme are
to be sent to all concerned prior sailing.

1313. Briefing. Pre sailing mission/ deployment briefing must be held in presence
of all officers and key sailors/ regulators focusing on activities which are scheduled
during the deployment. This will ensure that individual departments undertake
preparation in harbour as required towards conduct of evolutions at sea.

1314. LOGREQ. In situations where the ship is entering port other than the base
port, there would be requirement to forward ‘LOGREQ’ to the local administrative
authority. Requirement of sending ‘LOGREQ’ may be ascertained based on
deployment programme of the ship.

Pre Sailing Preparations - Miscellaneous

1315. Securing for Sea. It is to be ensured that all compartments including mess
decks, WCs, bathrooms, main alleyway, dining halls and common spaces have been
secured for sea prior to commencing Sea and Action. It would be advisable to give
dedicated time to all the departments one day prior the sortie, during working hours,
for securing for sea. A report from respective departmental officers to XO prior
proceeding to sea would ensure a systematic approach to securing for sea prior
every sortie.

1316. Readiness of Boats. Availability of an operational boat during the sea

sortie is must, and therefore status of all boats needs to be checked prior to the
sortie. It will also be prudent to check status of boat davits, Gemini and OBM. Critical
spares for rectification of common defects on RIB, davit, Gemini and OBM must be
held onboard.

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1317. Liaison Cell/ Family Support Cell. Liaison Cell plays an important role in
supporting families while the ship is at sea. Therefore, it is important to have a
robust, systematic and dedicated system in place, wherein, the Liaison Cell
personnel are responsible to specific duties a ship would desire to task them.
Accordingly, a ty memo should be made specifying tasks and duties of Liaison Cell
personnel/ DPSC.

1318. Ships Vehicles. Consideration of custody and safety of ships vehicle while
the ship is away at sea is important. Towards this, Liaison Cell Ty memo must
specifically mention place where the vehicle is to be parked, likely utilisation of
vehicle, persons authorized to drive and conduct of regular rounds of the vehicle (if
not in use).

Sea and Action Checks

1319. During Sea and Action 100 percent of the sailing strength is required to close
up in their respective posts for undertaking operational checks of system iaw pre-
sailing checks prescribed in TD/ OI or any other relevant documentation. It is to be
understood that the posts to be manned during Sea and Action could be different
from that of Action Stations. Hence, it is would be prudent that the department is
mustered 15 mins prior starting of Sea and Action at a common location and
personnel are nominated for each system. This would ensure that Sea and Action
checks are completed within the stipulated time.

1320. Conduct of Sea and Action Checks. Conduct of pre-sailing Sea and Action
checks is essential to ascertain the status of systems and equipment held onboard.
Accordingly, it would be prudent to conduct sea and action checks preferably a day
prior to the sortie, so that if any defect emerges, time margin is available to
undertake DI/ DR. All systems and equipment held onboard should be checked for
operation and role effectiveness during Sea and Action. Following is relevant towards
planning and conduct of Sea and Action:-

(a) Scheduling of Sea and Action should be promulgated through daily

order and an announcement should be made in this regard.

(b) No other concurrent activities be planed for that duration.

(c) No movements should be allowed through gangway for duration of Sea

and Action except in case of emergency.

(d) All personnel to close up at their respective Sea and Action posts and
undertake Sea and Action drills as per check lists.

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13-5

(e) HoDs are to walk through the ship during Sea and Action. It must be
remembered that a well conducted Sea and Action would reflect at sea.

1321. Sequence of Actions. The duration of Sea and Action checks would differ
for each class of ship and would generally depend upon the weapon/ sensor/
equipment fit. Accordingly, Commanding Officers are to arrive at a practical time line
for conduct of Sea and Action checks. Broad timeline and sequence of actions during
Sea and Action are as mentioned below: -

Ser Time Line Announcement/ Action Remarks

(i) This action may be
(i) Muster department wise
undertaken a day prior as well.
at convenient locations for
This is to brief the department
briefing.
on conduct of Sea and Action
and detailing them for each
(ii) SSEP and HEP muster
system to augment manpower
for handing taking over.
as required.

(a) H-15 min (ii) SSEP would come into force

(iii) Make announcement ‘All
from commencement of Sea
hands proceeding for
and Action.
sailing change into FR
Action Overalls. All
(iii) This is to be done so that
Hands disembarking the
personnel can distinguish
ship change into rig of
between personnel involved in
day and muster on
Sea and Action, and
gangway.’
disembarking.
The position controlling Sea
and Action must be specified so
Sound general alarm on that collective report of each
main broadcast and department can come to
announce ‘Hands to Sea controlling position. The
and Action (2) all controlling position is to have a
(b) H-5 min positions make closing matrix showing sailing strength
up report to Bridge (Post of each department for the day
controlling Sea and Action) to ensure accounting.
SSEP in force’ Sound alarm
again. Note:-The total time for closing
up in Sea and Action must not
exceed five minutes
Sea and Action should be
‘Action time 00 hours 00 started when all posts have
(c) H Hr
minutes…………’ closed and accounted for by
controlling position.

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13-6

Ser Time Line Announcement/ Action Remarks

Secure Sea and Action The completion of Sea and
(2). Hands join part of Action should be subject to
ship and prepare for report from all departments.
leaving harbour. All
H+45/60 defects observed during (Note: -Extension of Sea and
(d) min/ as Sea and Action are to be Action by any duration must be
required endorsed in Sea and approved by Captain and must
Action defect book kept be conveyed on main
at bridge/ Operations broadcast. The delay in Sea and
Room. Secure Sea and Action would have an effect on
Action subsequent activity)
15 mins
All departments to collate
after
and endorse Sea and Action
(e) Completion
defects in Sea and Action
of Sea and
defect book.
Action
Note: - The Sea and Action defect book must be seen and signed by all HoDs prior
commencement of briefing. NO must ensure that the Sea and Action defect book is
seen and signed by Captain prior commencement of briefing.

1322. Points Meriting Attention. The following merit attention:-

(a) OOD at the time of Sea and Action proceeds to his Sea and Action post
and the command and control of Sea and Action is being exercised from the
bridge. However, the responsibilities and actions during any emergency
related to DC/ FF or asymmetric threat during Sea and Actions rests with the
OOD and has to be clearly outlined by the Captain.

(b) A ship must be considered at sea from the time SSD and Cable party
for leaving harbour is closed up, till she returns harbour after the mission and
secures SSD. The charge of ship thus would be vested in SSD OOW from the
time SSD is closed up for leaving harbour till NO takes over charge from him.
The shift in responsibilities between OOD and SSD OOW must be clearly laid
out in Captain’s Standing Orders.

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13-7

SECTION II - SAILING ORGANISATION

Deck Organisation

1323. It is to be understood that the ship at sea at all times maintains particular
Degree of Readiness (material state to deal with envisaged threat), certain state of
preparedness (% manpower closed up at stations) to support the Degree of
Readiness in force/ evolution planned, DC State (DC organisation required
depending on damage expected) and required water tight condition and/or air tight
condition to be followed. The ship after closing up of SSD would shuttle between a
combination of these four conditions. Detailed explanation for each condition can be
found at subsequent paragraphs.

1324. Relationship Between States/ Degrees. The ship usually transits from
one State of Preparedness to another as per the Degree of Readiness demanded by
the situation. The table below provides the association of each State of
Preparedness with Degree of Readiness, DC State and Watertight/ Air Tight integrity.
OOW/ ORO announcing any transition between stations must understand the four
conditions and thus carefully word his announcement. All announcements made on
ship must include all four components (State of Preparedness, Degrees of Readiness,
DC State and Water Tight integrity). Where ever there is no change in states/
degrees that also may be specified for better understanding of ship’s company. The
Watch and Station Bill only reflects Watches in every State of Preparedness and
hence it is to be borne in mind that the sailor only understands the stations and will
close up according to their watches. Assumption of Degrees of Readiness is to be
positively controlled by Operations Room by giving executive orders to switch on/ off
systems. Table below only provides a guide line and is no way binding.
Ships are to carefully structure their deck organisation based on priority
areas. Accordingly, ship may have to stand fast certain important teams in
every State of Preparedness.

State of Degree of DC WT/ AT

Ser
Preparedness Readiness State Condition
First Degree Zulu (Zulu Alfa if
(a) Action Stations of General threat from
Readiness nuclear radiation
Action Stations DC State is envisaged.
(Relaxed for Action Second 1 However, in
Messing Method A. Degree of second degree
(b)
Method B does not General assumption of ZA
require any relaxing readiness will not be
of Action Stations) possible)

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13-8

State of Degree of DC WT/ AT

Ser
Preparedness Readiness State Condition
Third
Degree of
General/ AA/
AS/
DC State
(c) Defence Stations Amphibious Usually Yankee
2
Assault/
Mine
Sweeping
Readiness
Fourth
Degree of
General/ AA/
AS/
Cruising Station
(d) Amphibious
(Wartime)
Assault/
Mine
Sweeping
DC State
Readiness X-Ray/ Yankee
3
Fifth Degree
of General/
AA/ AS/
Cruising Stations Amphibious
(e)
(Peace Time) Assault/
Mine
Sweeping
Readiness
The ship can
only fulfill
DC State
(f) Emergency Stations basic Float- Zulu
1
Move
requirement
This is not
defined but
the ship
should be DC State
able to 2/1
Yankee/ Zulu
undertake (dependi
(g) Boarding Stations (corresponding to
VBSS, Helo ng on
DC State)
operations, require
Force ment)
Protection
Measures,
manning of

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13-9

State of Degree of DC WT/ AT

Ser
Preparedness Readiness State Condition
MR and CR
guns
Third
Degree of
Special Sea Duty DC State
(h) any Yankee/ X-Ray
Men for evolutions 3
readiness or
below

1325. Methods of Transition. Theoretically, a ship can transit between any State
of Preparedness to another directly, however, all such transitions are not practical in
nature and sometimes causes inordinate delay in assumption of Degree of
Readiness. Fig 13.1 provides graphical guide for transition between States of
Preparedness especially in combat scenario in an efficient manner. Personnel are to
follow the lines to transit from one state to another. For eg. for changing over from
Cruising Stations to Defence Stations, a ship should close up Action Stations (time
taken would be less than five minutes) and thereafter come down to Defence
Stations. This would also allow the organisation to set in swiftly. Direct closing up of
Defence Stations from cruising stations will result in inordinate delay and confusion
among lower decks.

Fig 13.1: Guide for assuming/ reverting to various States of Preparedness

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13-10

1326. Ship Management Functions. While the ship may employ a large amount
of personnel for ship management functions (See Chapter 12) at harbour, ship
management functions must be kept to bare minimum at sea. The ship management
functions are catered in Action Manning promulgated by HQST.

SECTION III_- DUTIES OF PERSONNEL

Officer of Watch (OOW)

1327. The sailing organisation is to be controlled by OOW in Cruising Stations.

However, the organisation for Defence Stations and Action Stations must be
controlled by ORO from Operations Room (In minor war vessels with limited AIO
functionalities in Operations Room, the organisation may be controlled by OOW from
bridge). Delineation of duties between stations must be clearly laid down in
Captain’s Standing Orders.

Officer of the Day (OOD) at Sea

1328. The concept of OOD at sea in big ships like Carriers can be quite useful. The
ship's bosun and reliable MCPOs can be entrusted with this duty (Where First Lt/
Deputy XO is borne these duties may be performed by them). These need to be
incorporated in the Ship’s Standing Orders. The advantages of this system are as
follows:-

(a) The OOW can be totally relieved of looking after running the routine
administration to concentrate on operations.

(b) The bridge will not be engaged with calls regarding routine administration
thereby allowing it to be operations oriented. It will also cut down noise level
on the bridge.

1329. Accountability. Certain routine tasks of the OOW cannot sensibly be

undertaken at his place of duty, which is the Primary Conning Position. Therefore,
the tasks `below' should as far as possible be delegated to another officer, who is
not engaged in regular watch keeping duties. He will be known as the OOD at sea.
In executing these tasks, he has the administrative authority as in harbour and is
accountable for these duties to the XO.

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13-11

1330. Tasks. He is to: -

(a) Act as Investigating Officer.

(b) Control issue of keys from the Important and Armament Keyboard.

(c) Muster cryptographic material and communications and intelligence

publications on loan to Communication sub-department, every day.

(d) Be Intelligence Officer at sea.

(e) Assist XO in preparing and promulgating ship’s programme.

Petty Officer of the Watch at Sea (POOW)

1331. He is accountable to the OOW.

1332. Tasks. He is to: -

(a) Muster, account and report Seaman duty watch to the OOW on bridge.

(b) Supervise the Watch on Deck, allocating hands to duties as required.

(c) Detail sea boat crew and lowerers.

(d) Detail lifebuoy sentry and lookouts.

(e) Be in charge of the anchor watch when ship is at anchorage.

(f) Carry out security and NBCD rounds of the ship, and rounds of
weather deck as follows: -

(i) Once a watch during the forenoon, afternoon and dog watches.

(ii) Once an hour during the first, middle and morning watches.

Leading Seaman of the Watch at Sea

1333. He is accountable to the POOW, but subject to functional authority of the

OOW for sea boat.

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13-12

1334. Tasks.

(a) As coxswain of the sea boat he is to: -

(i) Ensure sea boat gear is correct, properly secured and engine
tested.

(ii) Ensure that crew is briefed.

(iii) Report status of sea boat to the OOW at start of his watch.

(iv) Know his crew capabilities as well as that of the boat.

(v) Brief his crew for any ordered task and perform that task.

(b) Undertake duties as ordered by the POOW.

Lifebuoy Sentry and Stern Lookout

1335. He is accountable to the POOW.

1336. Tasks. He is to:-

(a) Stand his watch within earshot of the bridge telephone, and where he
has an unobstructed astern view.

(b) Check lifebuoys and telephone communications on closing up and then

report to bridge requesting permission to test the lifebuoy alarm.

(c) Test the lifebuoy alarm and inform the OOW if it is not correct.

(d) If a man goes overboard, he is to:-

(i) Release both buoys.

(ii) Press lifebuoy alarm.

(iii) Try and keep the man in sight.

(e) Drop both lifebuoys and report to the bridge by telephone on hearing
alarm.

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13-13

(f) Act as stern lookout and report all objects sighted between Green 120
and Red 120.

(g) During Flying Stations, close up in the hangar with a lifebuoy. By night
and in bad visibility a light and smoke float are to be attached. By day, smoke
marker must be attached.

Swimmer of the Watch (SoW)

1337. All good swimmers (seaman sailors/ PTIs) and divers should be trained for
swimmer of the watch duties. Training (swimming with fins and rendering assistance
to casualty in water) can be imparted to other personnel too depending upon their
availability to carry out SoW duties. He is accountable to POOW and in turn to the
OOW.

1338. Tasks. He is to:-

(a) Be ready for recovery of men from water throughout his watch, as laid
down in Ship’s Standing Orders and INSI 01/ 21.

(b) Ensure following gear is complete and in working order (report to

POOW if it is not correct): -

(i) Gantry.

(ii) One recovery line.

(iii) Toggle.

(iv) Swim line.

(v) Blocks and shackles.

(vi) Double rescue strop.

(vii) Direction pointer.

(viii) Neoprene suit long zone cum jacket.

(ix) Buoyancy Aid.

(x) Swim fins.

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13-14

(xi) Light with sea water activated battery/ Personnel Marker Light
(PML).

(xii) Neoprene gloves.

(xiii) Diver’s knife.

(xiv) Diver’s belt or harness with shoulder strap.

Chief Quarter Master (Chief QM)

1339. He is accountable to the NO.

1340. Tasks. He is to carry out following duties: -

(a) Maintenance, upkeep of wheel house, ECP/ ASP. Ensure serviceability

of the ‘wheel’, rudder indicators, EOT/ ROT and report defects in time.

(b) Impart QM training to under trainee officers, QMs and side boys.

(c) Allocate duties to QMs and side boys.

(d) Plan and supervise work of QMs and side boys during their off watch
working hours, so that their cleaning commitments are carried out.

(e) Ensure that gangway equipment and furniture are serviceable with
high standard of appearance and upkeep.

(f) Have custody of permanent naval stores on loan.

(g) Organise and lead ceremonial piping and saluting parties.

(h) Submit gangway books to the Captain's/ Ship's office as required by

Captain's Standing Orders.

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CHAPTER – 14

PLANNING AND CONTROL

INDEX

1401 Introduction

1402-1409 Planning Factors

1410-1414 Planning Levels

1415 Deployment Planning

1416-1420 Delegation

1421-1425 Vertical and Horizontal Communication

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CHAPTER – 14

PLANNING AND CONTROL

1401. Introduction. Good planning is key to efficiency. Lack of this at any level
leads to crisis management. There are always external pressures on ship which are
beyond her control. However, most situations can be dealt with through anticipation,
forethought and planning. Ships which plan, stay ahead of others. A good plan is the
one, wherein, all factors have been taken into account, planning has been carried
out at various levels and delegation has been done commensurate to manpower and
resources. This entails dealing with a large number of small but closely connected
tasks, any of which is liable to change frequently at short notice. In view of constant
externally imposed changes, the planning system should be flexible. In this chapter,
a few guidelines have been brought out to make efficient plans and ensure their
smooth execution.

Planning Factors

1402. Longcast and Shortcast. The operational tasking of ships is based on the
Longcast ie, standard deployments, planned training activities and other
deployments based on the objectives/ commitments of IHQ MoD(N). In addition,
deployment taskings beyond IN Longcast, based on specific requirement are
promulgated by IHQ MoD (N) to HQs from time to time. Respective Command HQs,
based on these inputs, derive Longcast and Shortcast in consultation with all
stakeholders. Thereafter, these Longcasts and Shortcasts are promulgated to the
Operational authorities (Fleet/ Flotilla). Operational authorities, thereafter, based on
units available, plan the execution. Thus, each unit must be aware about Longcast
and Shortcast to enable further planning. This plan is generally accurately executed;
however, ships should be ready to take on additional tasks in case of unforeseen
defects, REFSLIP etc. The HoDs and NO should be constantly monitoring progress of
Longcast/ Shortcast of the Fleet/ Flotilla in order to anticipate out of turn tasking to
ensure adequate time for preparation.

1403. Manpower. A task at hand cannot be achieved without the most important
resource ‘manpower’. Every ship must be conscious of value of manpower and the
equation/ link between employability to ‘duration of work’. Only then, the ship can
plan and execute charted course of action with real credibility. It is very important
that ships have optimum manpower at all times to ensure a balance between action
manning, comfort (messing and accommodation) and leave/ ty duties.

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14-2

1404. Logistics. Logistics support is very important for seamless execution of a

plan. Availability of spares/ tools and ordnance goes a long way in ensuring that a
ship is mission ready and combat worthy especially in prolonged deployment like
PoG. Generally, material procurement needs to be carried out well in advance and
therefore, should be factored accordingly in the plan. Inadequate logistic support at
any stage can have cascading impact and lead to avoidable delays.

1405. Support Agencies. Multiple shore based organisations have been

developed to sustain/ support ships in maintenance/ routines/ defect rectification
etc. An accurate knowledge of these agencies in terms of their capability, restrictions
and limitations plays a vital role in overcoming unforeseen obstacles in a plan such
as machinery defects. The utilisation of these agencies is a vital planning factor
which needs to be systematically and prudently leveraged.

1406. Training. Training forms an important aspect of any activity that the ship
does. Success of any mission directly depends on the training level of the crew.
Therefore, training should always be factored in every planning activity.

1407. Maintenance. The Ops-cum-refit cycle of the ship clearly lays down the
maintenance requirements and they should be projected in time to respective
Operational authorities to incorporate in the Shortcasts and Longcasts. However,
there are occasions, when operational requirements prevail and necessitate
postponing of planned maintenance. Continued negligence of maintenance routine
would lead to poor performance of machinery in a long run. Therefore, it is
incumbent upon the ship to amend the plan and ensure timely maintenance.

1408. Time Management. ‘Time’ is an invaluable asset. Time management is an

integral factor of planning. Judicious time management will yield fruitful results with
minimum efforts. On the other hand, if one attempts to cram too many things
without any justified timelines, nothing worthwhile can be achieved. Good time
management distinguishes a smart ship from the rest.

1409. Morale/ Sports/ Recreation/ Co-curricular. In planning the ship's work,

requirement of sports (troop games), recreation {family get-together, Block transfer
(BT) get-together etc} and education should always be factored in planning as they
are integral to the physical and mental well-being of crew. These requirements
should be factored at planning stage, rather than fitting them on adhoc basis when
operational/ administrative requirements have been fulfilled. These are important to
plan as these activities go a long way in enhancing morale and team spirit.

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14-3

Planning Levels

1410. Planning is required to meet long term as well as short term objectives.
Accordingly, in capital ships, this takes place at three levels; whole ship,
departmental and section/ divisional. In small ships, it usually takes place at two
levels i.e., whole ship and department. These planning levels are discussed at
succeeding paragraphs.

1411. Long Term Planning. Long term planning usually stems from longcast and
is carried out by CO, XO and other HoDs. The major aim of long term planning is to
decide long term objectives (any objective of greater than three months duration)
and devise a plan to achieve them. This plan is intended to provide ship’s company
a direction or vision. It must be remembered, that in addition to achieving goals set
by Command HQs, Fleet, Flotilla, the ship must set some tangible goals for herself.

1412. Short Term Planning. The aim of short term planning is to achieve short
term objectives. Short term planning is generally carried out by each HoD in
discussion with his team of officers and department regulators. A key result of this
planning will be inter-department requirements and their timeline for completion. In
addition, this plan must include details of interactions that will be required from
external agencies.

1413. Departmental Planning. Departmental planning must be carried out in

between the departmental officers, regulators, maintainers/ operators, COTs and
part of ship in-Charges. This is a detailed plan of action which will bring out
manpower allocations, material allocations and various training requirements that
need to be fulfilled. It may be further divided into following parts:-

(a) Weekly Planning. The aim of weekly planning is to finalise the tasks
on hand and complete them in a time bound manner. Whilst the capital ships
may require weekly planning, bi-weekly planning may be sufficient for smaller
ships.

(b) Daily Planning. Due to a variety of external/ internal reasons beyond

control of the ship, it may not be possible for a ship to achieve the plans it
has set for the day. There is always a need to re-schedule and reassess the
plans based on updated information. Hence, daily planning between the
departmental officer and his departmental in-Charge is a must.

1414. The way in which all above planning may be done and output of above
planning can be depicted as follows:-

(a) Guide for planning meetings - Appendix A

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14-4

(b) Recommended PERT chart for planning - Appendix B

Deployment Planning

1415. Planning a deployment is one of the most important and complicated activity.
It is critical for the Operations Officer to plan a deployment in detailed, systematic
and coordinated manner to avoid oversights. Salient ship management aspects of a
deployment planning are discussed below:-

(a) Independent Deployments. If the ship is likely to be deployed

independently for mission, the planning factors should include following:-

(i) Ascertain aims of the sortie. The aims may include specific trials
which may then be formulated in time bound activities to arrive at start
and completion of sortie. The mission of sortie may include directives
from higher formation viz. Presence Showing Mission (PSM), Out of
Area Contingencies (OOAC), IMBL patrol etc.

(ii) It should be borne in mind that the ships are self-sufficient

assets that can be deployed for days together and hence may be able
to achieve multiple aims in this duration. For instance, when
independently deployed for PSM, the ship may also utilise this
opportunity to complete her in-house machinery trials, carry out
stipulated training for UT officers/ sailors, in-house maintenance etc.

(iii) The above requirements should be taken from various

departments and amalgamated in the sortie plan, rather than deciding
them at sea on adhoc basis.

(iv) The final plan should, thereafter, be disseminated to all

departments in the form of exercise programme for formulation of a
detailed time line activity chart. This should also be promulgated in
Daily Order a day prior.

(b) Fleet Deployments. When deployed in company, planning is

generally carried out at operational authority level and is provided to ships in
the form of exercise programme. In such cases, planning factors may include
following:-

(i) Ascertain the exercise programme in a structured deployment.

Highlight own ship participation and list out necessary preparations
prior sortie in terms of training, manpower, material and logistics.

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14-5

(ii) It is prudent to carry out whole ship briefing prior

commencement of the deployment. The briefing should generally be
carried out by Operations Officer and list out broad plan for the sortie.
The personnel attending this briefing should include all departmental
officers and regulators/ in-Charges. This should be followed by
departmental briefing to prepare the departments for their respective
tasking.

(iii) The planning should also cater for exigencies onboard other
ships. For instance, in a structured firing exercise, own ship also may
be required to lay/ tow expendable target in the event of defect in the
ship nominated for the task etc.

(iv) The planning requirements for operational deployments are

even more complicated due to uncertainties involved. The correct
estimate of anticipated tasking and associated preparations are vital for
good planning.

Delegation

1416. The key to flexibility is to delegate to lowest practicable level. This is where
the need to change a plan is usually first recognised and also possibly where
corrective action can be taken most rapidly. Therefore, the planning should be done
in a detailed manner to allow control at lower level. This will enable faster execution
of these plans. Salient aspects of delegations are enumerated at succeeding
paragraphs.

1417. Empowerment of Senior Sailors. Senior sailors by virtue of their

experience need to be delegated responsibility of tasks. It is not just important to
give them responsibility but also for the departmental officers to trust them to
complete the tasks.

1418. Avoiding Micromanagement. In a bid to ensure zero error at times,

personnel resort to micromanagement which can curb initiative and lead to
disinterest. The fine line between supervision and micromanagement must be borne
in mind at all times.

1419. Adequate and Correct Man Management. One of the most important
tasks in delegation is to identify the ‘right man for the right job’. Further, manpower
for a particular job should be assigned judiciously.

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14-6

1420. Assigning a Person to Every Duty. Every duty must be assigned to a

particular person in order to increase accountability and create a sense of ownership
and responsibility.

Vertical and Horizontal Communication

1421. Promulgation of Plan. It is not adequate to make plans. They must be

promulgated to all who need to know it. If plans have only limited circulation, either
because they have not been made properly or due to apprehension of changes, it
would result in poor implementation/ confusion within the team. Programmes
resulting from planning meetings must be published regularly via the following:-

(a) Milans.

(b) Briefings.

(c) Weekly schedules (sample format placed at Appendix C).

(d) Daily Orders.

(e) CTM/ XTM/ Departmental Ty memos/ Firing orders.

(f) Timeline activity charts (sample format placed at Appendix D).

1422. Exchange of Inputs. It is a good practice for officers to share information

about activities in their departments in the wardroom. This exchange of information
should be constructive to keep officers better informed and also avoid
compartmentalised working. If such information is not passed on to other
departments, it can have disguised repercussions and can cause disruption of other
departments' plans, often resulting in duplication of work. This applies even in cases
where it seems to have only trivial impact beyond the department.

1423. Hot wash-ups, Briefs, Evaluation and Debrief (HOTBREADS). Diligent

following of scheduled briefings/ debrief sessions viz. HOTBREADS every day at sea
during fleet deployments by each department forms the core of short term planning
and feedback loop. These serials are to be effectively utilised to bring out any short
comings during serials of the day. Further, briefing and delegation of responsibilities
to each individual for serials of next day will ensure smooth and efficient execution.

1424. Control. Once work has been planned each man must be told clearly what
his tasks are, when to do them and how. His work must be supervised and the
results fed back to the planning system.

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14-7

1425. Feedback. The feedback loop into the planning system is a neglected area.
Adequate feedback is required to be provided not only intra-ship but also to external
agencies to further refine and simplify the planning process. It is also pertinent that
certain events automatically serve as feedback/ criticism to the plans/ execution. For
instance, frequent announcements, delays in commencement of work due to
unplanned musters, clash of departmental and whole ship activities, reminders for
return/ replies from outer agencies are a few indicators of poor planning.

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14-8

Appendix A
{Refers to Para 1414(a)}

GUIDELINES FOR PLANNING MEETINGS

1. Occasions.

(a) Quarterly for long term planning (CO, HoDs and important personnel)

(b) Monthly for short term planning (HoDs, Departmental officers/

in-Charges)

(c) Weekly/ fortnightly for day wise planning (Departmental officers and
in-Charges)

2. Recommended Format for Recording of Meeting. A sample format

for recording of meeting (may be suitably modified to suit the requirement) is
tabulated below:-

Ser Detail Remarks

(a) Type of meeting Monthly, quarterly or weekly/fortnightly.
(b) Personnel attending List designation and name of all personnel.
(c) Period of meeting Clearly enunciate the time for which this meeting
will be valid.
(d) Prior information All prior information from resources and where it is
and source been obtained from to be appended.
(e) Actions in meeting All discussions that have been carried out during
the meeting to be enunciated.
(f) Decisions arrived at All decisions taken viz. the objectives,
meeting timelines/tasks etc in clear defined words must be
written.
(g) Manpower All manpower requirements including any special
requirements requirements to achieve the tasks to be brought
out.
(h) Inter-dept activities All activities which may have to be organised over
wide spectrum of departments and specific
involvement of each department must be brought
out.
(j) Involvement/ All involvement, tying up required from external
requirement for agencies must be brought out task wise.
external agencies
(k) Monitoring and Method of feedback and monitoring to be decided
feedback and promulgated.

Table 14-01: Format for Recording of Meeting

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14-9

Appendix B
{Refers to Para 1414 (b)}

SAMPLE PERT CHART FOR PLANS

A sample PERT chart for planning is depicted below (Columns/ rows may be
added as per requirement):-

Month(as required)
1 234567891111111111222222222233
0123456789012345678901

Ship’s programme Sailing for torpedo firing

Seaman department CIT/training and regular drills

Chec
ks
Communication
with
department
helo
/ship

Completion of
CIT and
Electrical department
parameter
checks

Embarka
Logistics department tion of
stores

Embarkatio
Flight n of flight
equipment

Misc

Fig 14-01: Sample PERT Chart

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14-10

Appendix C
{Refers to Para 1421 (c)}

SAMPLE WEEKLY PLAN

DATE DAY 1 DAY 2 DAY 3 DAY 4 DAY 5 DAY 6 DAY 7

0530
Hands call 0900
MLR liberty
0730 expires
AM
Sea and
Action 0930-1130
Washing
0930 down of
Cast off ship
Sunday
PSM MISION
routine
1130-1230
DOP

PM PSM 1400-1730
MISSION –
Departmen
tal Work

Fig 14-02: Sample Weekly Plan

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14-11

Appendix D
{Refers to Para 1421(f)}

SAMPLE FORMAT FOR TIMELINE

Report
Ser Time ACTIVITY Action by Remarks
To
1. 0800 Sea and Action NO - -
2. 0900 Complete Sea and Action NO Capt -
All Dept to enter defects SLT XYZ to
3. 0910 All dept Capt
of sea and action announce.
SLT XYZ to
4. 0915 Briefing All Dept -
announce.
SLT XYZ to
5. 0945 SSD NO -
announce.
Ascertain traffic in
channel. Take SCO Capt -
permission to cast off
Ascertain all personnel MC at Arms to
XO -
and stores onboard coordinate
XO/As
Ascertain status of tugs Capt -
nominated
All HsoD to make report
All HoDs Capt -
of department
Completion of Check off
SSD OOW Capt -
list for leaving Harbour
SLT XYZ to
1005 Remove gangway NO Capt
announce.
6. 1015 Cast off OOW -

Table 14-02: Sample Timeline Format

Note. It must be borne in mind that this timeline is indicative and by no means
exhaustive. Ships are to make this timeline as exhaustive as possible for sorties at
sea so as to avoid slip-ups. It is recommended that detailed timeline activity chart
of all evolutions bringing out external and internal actions should be available with
all OsOW, officers and other key personnel and main notice board to ensure
smooth execution of activities at sea.

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CHAPTER – 15

SHIP'S HUSBANDRY

INDEX

1501 References

1502 Introduction

1503 Accountability

1504 Allocation of Areas

1505 Painting

1506 Between Decks Party

1507 Technical Aspects

1508 Cleaning at Defence Station

1509 Hygiene and Habitability

1510 Electrical Hygiene

1511 Common Causes of Fire, Flooding and Accidents

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CHAPTER – 15

SHIP'S HUSBANDRY

1501. References.

(a) WHB 1201.

(b) INBR 1551.

(c) NO 53/16.

1502. Introduction. Ship's Husbandry is defined in BR 2203, Ship's Husbandry

Manual, as ‘the cleanliness, preservation and maintenance of a ship's structure, its
openings, fittings, systems and good appearance of the ship without and within’.

Organisation

1503. Accountability.

(a) Cleanliness and Appearance.

(i) The XO is accountable to Commanding Officer for outward

appearance of the ship.

(ii) HoDs should be accountable to Commanding Officer for

cleanliness and appearance of their respective departments.

(iii) The XO should be accountable to Commanding Officer for

compartments and areas (such as bathrooms, passageway, etc)
commonly used by more than one department. HoDs to whom
responsibility for such areas is allocated are subject to functional
authority of the XO for their standards of cleanliness and appearance.

(b) Preservation. The XO is accountable for preservation of the hull

structure as a whole. HoDs with responsibility for particular areas as main
users or allocated responsibility for areas commonly used by more than one
department, are subject to functional authority of the XO for standard of
preservation of these areas.

1504. Allocation of Areas. Responsibility for cleanliness and appearance of each

compartment and area in the ship should be allocated to a particular department.

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15-2

This approach is normally the most efficient, particularly in small ships. The
allocation should be in proportion to number of junior sailors in each department,
bearing in mind other essential departmental tasks to be carried out concurrently.
Allocation is responsibility of the XO and should be reviewed from time to time to
show that it still imposes a fair loading on departments. The Coordinators'
Committee could undertake these reviews. Departments should allocate individual
sailors to specific compartments for significant periods so that continuity and pride
of ownership are established. Once departmental responsibilities have been
established, they should be published in Ship's Standing Orders. It would be a good
practice to have a cleanship period from 0700h to 0730h daily but this should not
detract from the policy of allocating specific compartments or areas to departments.
Similarly, half an hour prior to secure every day, ‘Securing Stations’ can be piped,
wherein, entire ship's company man all the compartments and go through formal
drills for the purpose of hazard prevention.

1505. Painting. It is usually seen that there are layers and layers of paint, without
ensuring preparation of surface. Details of internal and upper deck painting are
given in NO 53/16. There is a need to plan painting of the ship. This should form
part of the departmental long cast and departmental coordinators should raise these
requirements at various planning meetings. The planning of painting should
take into account various factors like time required for surface
preparation, chamfering, inter-coat intervals, weather and actual time
involved in painting.

1506. Between Decks Party. There should be a permanent between-decks party

drawn from all departments. Departments contribute hands on a pro-rata basis, and
the party is usually coordinated by a Seaman CPO/ PO accountable to the XO
through the MCPO Boatswain Mate. This concentrated use of manpower is more
efficient. It is certainly an advantage to the departments who do not have to provide
supervision of the between-decks party. They can supply and allocate requisite
number of hands and absolve themselves of further responsibility for these
`communal' areas. Supervision of between-decks party normally devolves on the `X'
department which thus takes more than its fair share of what is a whole-ship
commitment. The hands allocated to the between-decks party are often
inexperienced, they are changed frequently, sometimes at short notice, thus
interrupting continuity, and they find it difficult to develop pride of ownership when
they clean different areas each day. A permanent between-decks party which is well
organised and properly supervised can be a success. In case of shortage of
manpower, this party may be amalgamated with Hull Maintenance Party and
Ventilation Maintenance Party and the duties combined. This party should on a
regular basis, look for ventilation balancing, areas of rust, greasing requirements,
survey and load testing of various appliances, see whether tallies exist indicating
their in-dating, proper closing of doors and hatches, NBCD markings, presence of
NBCD equipment in their slots etc.

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1507. Technical Aspects. Ship's husbandry information and processes are given
in BR 2203. Ship Husbandry Manual should be read in conjunction with the ship's
scheme of painting and NO 53/16.

1508. Cleaning at Defence Stations. When the ship is at Defence Stations the
pattern of hands available for cleaning changes, entailing a different organisation
based on quarters, NBCD parties and day men. The officer or sailor in-Charge of
each Defence Station should be provided with a schedule to indicate the areas which
are allocated to him for cleaning. Hands should be earmarked for clean ship during
Defence Stations and this should be entered in the Watch and Station Bill book.

1509. Hygiene and Habitability. Maintenance of hygiene and habitability

onboard is very important as it directly affects morale of the ship’s company.
Effectiveness of AC and ventilation is primary to maintenance of a high standard of
habitability. Clear understanding of AC and ventilation systems onboard is therefore
mandatory. In order to achieve effective air conditioning, a well-established
Ventilation Maintenance Party (VMP), routine cleaning of ATUs/ AC filters and
understanding the importance of maintaining AC discipline will go a long way.
Unauthorised tapping of AC should be prevented. AC discipline has to be enforced
by ensuring closing of weather deck doors etc. In certain places such as Engine
Room, Boiler Room, Laundry, WCs etc the balancing of air becomes ineffective due
to choked trunkings, dirty wire meshes, or defective fan motors. In such cases, a
reverse flow of air in such compartments takes place from adjoining passages etc.
Various compartments, galleries, pantries, alleyways and living spaces should be
maintained in a high state of cleanliness for following reasons:-

(a) Mechanical, electrical and electronic equipment are more trouble free
in a clean environment.

(b) The crew enjoys a high standard of living with improved morale.

(c) Ship's cleanliness is essential for general health and civic wellbeing of
personnel.

1510. Electrical Hygiene. The maintenance of good electrical hygiene and

observance of safe electrical engineering practices would to a large extent eliminate
major fire risks onboard. Running of unsecured temporary wiring with no heed to
JB/ DB capacity, use of domestic appliances without proper plugs and sockets, non-
usage of fuses of proper type/ rating, non-adherence to common safety precautions
like using rated fuses, rubber gloves/ mats and warning tallies are among the
common weak areas noticed. A procedure must be adopted, wherein, supply to the
galley should be switched ON with knowledge of the switchboard. The duty senior
electrical sailor must doubly ensure cutting off of supply when the galley is secured
for the day.

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1511. Common Causes of Fire, Flood and Accidents. Some of the common
causes of fire, flooding and accidents are given below:-

(a) Embarkation of excess stores and their improper stowage.

(b) Use of doublers in U/W hull.

(c) Improper attention to U/W compartments for watertight integrity.

(d) Choked drains and sea suction valves and painted water drains.

(e) Inadequate firemain pressure due to continuously running flushes.

(f) Improper stowage of FF equipment.

(g) Non-availability of portable diesel driven pumps.

(h) Rags, waste paper and cigarette butts choking drain/educators.

(j) Personal gear scattered around.

(k) Improper organisation for rounds, especially during silent hours.

(l) Naked wires.

(m) Improper load on JB/ DB and wall sockets.

(n) Improper galley hot plate discipline.

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CHAPTER -16

REFIT AND PLANNING

INDEX

1601 References

1602 Introduction

1603 Refit Nomenclature

1604-1609 Defect Lists (DLs)

1610-1614 Refit Planning

1615-1619 Pre-Refit Activities

1620-1626 Refit Progress Monitoring

1627-1632 Refit Completion

1633-1638 Self/ Assisted Maintenance

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CHAPTER -16

REFIT AND PLANNING

1601. References.

(a) CNO 02/12.

(b) CNO 01/19.

(c) NO 03/13.

(d) NO (Str) 03/19.

1602. Introduction. Refit is one of the most important activities in the life time of
a ship and due diligence should therefore be given towards planning and execution
of refit. It is a very complex activity involving multiple agencies and multiple tasks,
with a number of parallel and series tasks/ activities. The quality and timely
completion of refit is largely dependent on level of professionalism with which the
activities are planned and executed. Although execution of refit vests with the
dockyard, proactive participation of the ship’s staff is inescapable towards efficacious
completion of refits.

1603. Refit Nomenclature. Refit of IN ships and submarines are to be

undertaken in accordance with guidelines stipulated in CNO 02/ 2012. Operational
cum Refit Cycles (OCRC) are revised by IHQ MoD(N)/ DFM from time to time, based
on operating experiences, advancements in technology and induction/ phasing out
of different classes and types of ships and submarines. The nomenclature of
different types of refit are as follows:-

(a) Short Refit and Guarantee Docking (SRGD).

(b) Short Refit (SR).

(c) Normal Refit (NR).

(d) Extended SR/ NR (EXT – SR/ NR).

(e) Medium Refit (MR).

(f) Medium Refit cum Mid – Life Update (MR cum MLU).

(g) Medium Refit cum Service Life Extension Programme (MR cum SLEP).

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Defect Lists (DLs)

1604. Timely generation of a comprehensive Defect List as per the Refit Planning
Programme (RPP) plays a critical role in formulating an effective refit plan which in
turn helps in driving refit in the right direction and pace. Often, the crew which
prepares the Defect list II and III may not be present during the course of refit or at
refit completion. This aspect sometimes dilutes the quality of DL and is to be
guarded against. Instructions for DL preparation are contained in Para 9 of
CNO 02/12 and further elucidated by the respective Command (Tech) orders.

1605. Various types of Defect Lists associated with refit of a ship/ submarine are
enumerated below:-

(a) Part I DL. Part I DL contains the maintenance routines which

are/would fall due by end of refit by time or hours (as per
makers’/manufacturers’ instructions, in cases where maintenance schedules
have not been promulgated).

(b) Part II DL. Part II DL contains a list of all known defects.

(c) Part III DL. Part III DL contains all approved Alterations and
Additions and minor modifications. Authority letters/ references for each item
are to be quoted.

(d) Supplementary Defect Lists (SDLs). SDLs are to be forwarded for

Normal Refits and above. SDLs contain defects observed after submission of
Part II DL and all defects observed during the PRT.

(e) Additional Work Requisition Form (AWRF). AWRFs contain

defects observed after renditions of SDLs. AWRFs are raised for Short Refits
and above.

1606. Numbering of Defect Lists. The complete defect lists including the AWRFs
are to be serially numbered and grouped under Hull, Engineering, Electrical and
Weapons defects (Para 10 of CNO 02/12 refers).

(a) Serial numbers of defects projected in SDL and AWRFs should be in

continuation of the last serial number of respective groups of Defect List
Part II.

(b) In order to give greater focus to rectification of defects affecting NBCD

preparedness onboard ships, defects pertaining to stowage arrangement of
portable firefighting, DC & NBC equipment as well as fixed fire fighting,
citadel, fire and flood sensors etc. are to be listed as a separate ‘NBCD’ sub

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head in the defect list, in addition to 'Hull', 'Engineering' and 'Electrical'

subheads. NBCD defects should also be serially continued under the NBCD
head. These defects are to be included in the e-DART return rendered to
INSMA.

(c) The ‘Acoustic Hygiene’ sub-head is to include defects pertaining to

ship’s system supports, SV mounts of equipment, bilge plates etc.

1607. CMMS Based Defect Lists. In order to overcome limitations associated

with generation of Defect Lists by the Ship’s Staff and to streamline generation of
Defect Lists, a policy on generation of Defect Lists by INSMA through the
Comprehensive Maintenance Management System (CMMS) has been promulgated by
IHQ MoD (N)/ DFM vide letter FM/711 dated 25 Jul 2016. The draft Defect Lists
(except Defect List Part III) would be generated by INSMA and forwarded to the
ship for vetting/ authentication two weeks prior to date of forwarding Defect Lists as
indicated in the RPP schedule. It is therefore, critical that due diligence is exercised
in reporting of all defects including those being addressed through Rate Contract
(RCs)/ Annual Maintenance Contracts(AMCs).

1608. Form IN 488 (Modified). Ships and submarines are to render Form IN 488
(Modified) (List of Repairs Absolutely Required) along with Defect List I/ II/ III/
Supplementary Defect List (SDL). The form is rendered by ships and submarines to
certify that the proposed work in the Defect List is required to be undertaken and
cannot be carried out without assistance of Dockyard. The form also certifies that
the Defect List includes all routines/ inspections due as per maintenance schedule,
all known defects and approved alterations and additions.

1609. Defect List Conference (DLC). The scope of work related to refit package
will be discussed during the Defect List Conference held in the dockyard before
commencement of refit. At this forum, the anticipated refit work package will be
discussed in detail including finalisation of remarks. The excessive scope of work if
anticipated, is brought to notice of the Administrative Authority post DLC. Areas of
work likely to be off loaded are also finalised based on loading of the yard during the
course of refit and intimated to the Administrative Authority. The following aspects
are taken into consideration to arrive at the most efficient work package:-

(a) Major scope of work and operational necessities.

(b) Docking plan and last docking report.

(c) Capacity constraints, refit logistics and documentation.

(d) Cardinal dates.

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Refit Planning

1610. Purpose. The ship’s officers have a cumbersome yet important task to plan
refit activities and it involves effective scheduling, execution and monitoring. The
planning aspect are to encompass but may not be limited to following:-

(a) Produce accurate and comprehensive defect lists to allow the HQ and
dockyard authorities to plan refit work package and material agencies to
procure the necessary yard materials and spares so as to supply them to
dockyard before the refit starts.

(b) Plan and co-ordinate work for which they are responsible, ensuring
that it is effectively linked to that being done by the dockyard.

(c) Ensure that trials are carried out on all ship’s equipment at the correct
time during the refit.

(d) Bring to early notice of the HQ and dockyard authorities, those items
which are not, in their opinion, being progressed satisfactorily, especially if
milestones are likely to be missed.

1611. Refit Planning Programme (RPP). RPP is time bound refit activity chart
prepared by the refit agency (Dockyard/ Repair Yard) intended to spell out the
schedule of various activities in a time bound sequence, along with agencies
responsible for execution thereof, with a view to ensure timely availability of all
resources and details required for smooth conduct of refits. The RPP schedules
based on experience acquired over period of time have been listed at Appendix C of
CNO 02/12. The RPP meetings are held at various phases of the refits to ascertain
the progress. The ship’s staff should attend the meetings with thorough
preparedness and should transparently project pending DLs requiring attention of
refit agency.

1612. BER/ABER Activities. Replacement of BER/ ABER equipment is a time

consuming activity and, therefore, needs to be completed well in advance, as per
the laid down procedures. Delay in initiating ABER proceedings can often lead to the
activity being graded DTNR especially during short refits.

1613. Refit Work Package. The refit of a ship or submarine can be completed
satisfactorily within the planned time period only if a comprehensive and realistic
work package (based on maintenance schedule, clearly identified and analysed
defects and approved As & As) is drawn up for each refit. The following factors are
to be considered as a guideline for accepting/deciding the need for overhaul/ repair/

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refurbishment of equipment/ machinery/ system/ structure during a particular refit:-

(a) Trends indicated by DART analysis.

(b) Issues linked to Change Management policies as promulgated by

IHQ MoD(N)/ Administrative Authorities.

(c) Last refit trials/ survey reports.

(d) Various tests or survey reports during the operational phase.

(e) Repair decision on similar equipment and past experience on the same
ship or similar class of ship.

(f) Availability of spares and assemblies.

(g) Condition and health monitoring reports and history of the equipment.

(h) Mandatory Alterations & Additions as approved/ implemented on other

ships of the same class.

(j) Benchmarked hull work packages.

(k) Obsolete/ obsolescence of equipment.

(l) Induction of new technology.

(m) Habitability upgrade.

(n) Outstanding Work Up observations which require dockyard’s

assistance.

1614. Offloaded Refits Work Package. The following is to be ensured by the

Ship’s Staff in case of offloaded refits:-

(a) The work package planned to be offloaded will be prepared under

seven main disciplines viz. ‘Services’, ‘Hull’, ‘Engineering’, ‘Electrical &
Weapon’, ‘Material’, ‘Instrumentation’ and ‘NBCD’.

(b) The package should be comprehensive and fully quantified, arranged

systematically and sequentially, equipment/system wise clearly indicating
nature of defect, location, dimensional details, material and ‘unshipping/
shipping’ route as appropriate against respective serial.

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(c) The work package should not consist of any short forms/ Naval
abbreviations which are not understood by the contractor.

(d) Defects/ routines may further be elaborated in a quantifiable manner

(rating, quantity, dimensional details, material specifications, etc.) so that the
shipyard can utilise the data for quoting cost against each serial.

(e) General/ administrative serials additionally required during offloaded

refits are to be included by the ship.

(f) All associated requirements such as HATs/ SATs of equipment,

performance/ acceptance trials of machinery, basin trials, sea trials etc. are to
be indicated clearly in the offloaded work package, to avoid any ambiguity
during the course of refit. Trial schedule may be included, in consultation with
the concerned trial/ acceptance agency such as GTTT, ETMU, MTU, DTTT,
HITU, NEC, WATT, etc.

(g) All additional requirements such as shore DAs, shore AC plants, HP air
compressors, porta cabins, cranes, transport, fork lifts, sullage barge, fresh
water/ fuel, fire main system, shore accommodation, etc. are to be included
in the scope of work by the concerned Contract Operating Authority (COA),
based on past experience.

(h) Extreme care is to be taken for preparation of Defect Lists Part I, II

and III so that there is no excessive growth of work by way of Supplementary
Defect List or AWRFs.

Pre-Refit Activities

1615. Pre Refit Trials. Pre Refit Trials (PRT) give vital inputs towards appreciation
of scope of work and assessment of spares required. In addition, these trials also aid
in identifying fresh defects, inadvertently not projected or inadequately recognised.
PRT of equipment enumerated in Appendix E of CNO 02/12 are therefore required to
be carried out diligently.

(a) The responsibility of fulfilling the trial requirements and presentation of

equipment for trials shall rest with the Engineer Officer/ Electrical Officer of
the ship, as the case may be.

(b) For weapons, sensors and electronic equipment, the trials are to be
carried out by WATT with participation of dockyard personnel. The trials are
to be carried out in accordance with relevant HATS/ pre-SATS/ SATS
schedules and the parameters recorded.

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(c) The machinery/ equipment trials other than weapons, sensors and
electronic equipment are to be conducted in accordance with MTU/ DTTT/
GTTT and ETMU trial schedules, as applicable. The trials of machinery and
systems will be witnessed by MTU and of the electrical equipment/ systems
by ETMU. In respect of electromechanical systems such as stabilisers,
steering gear etc MTU and ETMU will witness the trials jointly.

(d) Pre-refit EMI/ EMC survey will be carried out by NEC and the detailed
report would bring out specific problem areas and remedial measures. The
observations of the pre-refit survey are to be appropriately included as
Supplementary Defect List/ AWRF and liquidated as part of refit work
package. The efficacy of liquidation of these observations is to be assessed
during the post refit Part ‘B’ survey.

(e) Observations made during these trials will constitute a datum, for the
post refit trials and are to be used to modify the refit work package, in
consultation with Naval Dockyard/ Shipyards.

(f) Pre-refit AC and ventilation trials are to be conducted in association

with the respective HITUs.

1616. Spares Sourcing. Spares for Defect List Part I and II as well as
Supplementary Defect List are to be supplied by respective Dockyard/ Repair yard.
However, spares for AWRFs are to be supplied by Ship’s Staff. In case of offloaded
refits, all spares are to be supplied by the shipyard (Para 14 of CNO 02/12 refers).

1617. Pre-refit Preparation. Normally, following preparation periods for

de-ammunitioning, de-fuelling, etc. will be given before the start of refit. General
norms to be followed for placing units in extended notice are as follows (Para 4 of
CNO 02/12 refers) : -

(a) Aircraft Carriers and Tankers - Four weeks

(b) Other Ships - Two weeks

1618. Gas Free Certificate. Ship staff is to ensure availability of gas free
certificate so that the repair agency can commence work at the earliest.

1619. Casual Labour. During the course of refit, casual labour can be sanctioned
for cleaning of fuel tanks, double bottoms, hot work sentries etc. Welding and
painting being skilled jobs should not be entrusted to casual labourers. The total
requirement of casual labour should be projected in a consolidated manner to
respective AAs or taken up with Ship Yards for off-loading.

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Refit Progress Monitoring

1620. The refit of ships are planned and controlled with reference to the milestones
decided jointly at the Defect List conference. As some of the work during the refit
will be the responsibility of SS/ FMUs, there will obviously be considerable interaction
between activities of the dockyard and other agencies. The complexity of the
present generation ships requires effective planning and controlling progress of the
refit so that essential services are available on time for testing, tuning and setting to
work of various equipment. Careful monitoring of refit progress plays a very crucial
role in timely completion of the refit and facilitates correct anticipation of activities
which may get delayed due to various reasons. Further, refit monitoring should not
only encompass operational availability of those equipment which are part of the
refit package but should also ensure optimum availability of operational equipment.

1621. Refit Coordinating Team. The Commanding Officer should nominate a

Refit Coordinating Team headed by a HoD/ DHoD as the Refit Coordinating Officer.
The Refit Coordinating Officer must be the central authority on all refit matters. He
must attend all refit meetings and must function as the Chief Advisor to CO on
matters related to the ship's refit. In addition, departmental HsoD/ DHsoD should
keep themselves completely well versed with all ongoing refit activities. They must
ensure following:-

(a) Be aware of the status of each defect list item.

(b) Ensure DOSSRR items are landed/ collected by departments in time.

(c) Run a fire-sentry organisation in consultation with OOD.

(d) Maintain a record of all items entering and leaving ship connected with
the refit.

(e) Be in touch with respective yard managers to ensure work progress

and iron out issues.

1622. Onboard Refit Office. All ships are to set up a refit office, with an
extension at the gangway, manned by at least four responsible senior sailors. The
responsibilities of refit office are as follows:-

(a) Keep record of all dockyard personnel entering/leaving ship.

(b) Issue gate passes department wise (Hull, Engineering and Electrical)
for items being removed from the ship by ND/ Ship Staff (DOSSRR items) and
ensure that the gate passes are signed by respective supervisors/ section
in-Charge.

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(c) Maintain computerised records of items removed from the ship on

basis of gate passes issued.

(d) Maintain record of all items brought back to the ship after repairs and
update-computerised records.

(e) Maintain up to date record of progress of each DL item.

1623. Weight Management. Change in displacement of ships results in changes

in hydrostatic characteristics which adversely affects stability, especially if the
increase in displacement is due to added top weight. Towards this institution of
weight control measures as listed in IHQ MOD (N)/ DNA letter NC/Policy/H-127/Refit
dated 11 Jul 17 are required to be undertaken. The key requirements are as
follows:-

(a) Weight Management Book. A Weight Management Book is to be

maintained in which the record of in-service weight changes are to be
maintained. Accurate recording of weight and location of every item being
removed/ added to ships is to be undertaken. The book must be presented to
HITU for audit during Staff Sea Checks (SSC) prior REFCOM.

(b) Weight Control Team. During refit a Weight Control team is to be

constituted, in order to record and monitor the weight of items taken in and
out of the ship.

1624. Keep Alive Policy. A large number of equipment/ machinery are kept idle
during a refit. The following should be ensured for such equipment/ machinery:-

(a) The equipment/ machinery should be switched ON whenever possible

with provision for stabilised supplies if necessary.

(b) Cold checks such as measurement of insulation and adherence to basic

hygiene like cleaning and removal of dust should be followed diligently.

(c) Equipment on upper decks should be suitably protected to avoid

damage due to rain/ moisture.

(d) Equipment where refit routines have been completed should be treated
as operational and all routines possible as per MAINTOPS should be carried
out.

1625. NBCD Readiness. During refit, ship’s major/ fixed firefighting systems/
de-watering equipment along with portable FF/ DC items would be either due for
routines/ repair or survey/ replacement. As a result, these equipment would only be

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partially available onboard ships. The ships would need to have basic equipment
during the refit period to counter any FF/ DC emergency. Therefore, proper planning
is required from the ship’s staff to ensure that adequate quantity of operational
fixed/ portable FF/ DC items are available during the entire refit period to cater for
hot work and emergency requirements. Certain important equipment/ items/
systems in this regard are:-

(a) Portable FF/DC/General Items. Minimum quantity of portable

FF/ DC/ general items to be retained onboard at all times throughout the
refit period are to be guided by NO (Str) 03/19 and other directives issued
from time to time.

(b) Fire Main Pressure. During dry dock phase, the Ship’s Staff is to
liaise with repair authority to supply fire main to ship with a pressure of 6-8
bars at all times. Adequate shore fire main connection points are to be
earmarked and the connection/ operation procedure is to be clearly
explained to ship’s duty watch. During afloat phase of refit, as far as
possible, 60-75% of ship’s fire pumps are to be available for maintaining 6-8
bar pressure. In case the same is not feasible, refitting authority is to
provide sufficient fire main pressure to ships using dockyard resources.

(c) Fire/ Flood Sensors. Fire and flood sensors are to be

repaired/renewed at the earliest. In case, the same is not feasible, DCP
rounds are to be augmented for those compartments, along with
provisioning of standalone fire sensors (by refitting authority) and other
physical surveillance measures available.

(d) Hydrants and Fire Main Pipes. Overhauling of hydrants and

survey/ repair of fire main system pipes are undertaken based on the type of
refit. It is to be ensured that, as far as possible, 70-80% of hydrants are
available in an operational state during the refit period. Furthermore, fire
main pipes are to be removed and fitted back on priority. The sections not
energised with fire main should be informed to the ship’s company through
Daily Order/announcements, and suitable arrangements are to be put in
place for tackling fire/ flooding in such compartments/ sections.

(e) Hot Plate Indication Panel. Hot plate indication panel and fire
sensors for galley are to be in an operational state whenever galley is
operational.

(f) Fire Exercises with Local Fire Brigade. A good liaison with the
Local Fire Brigade is essential for ships to utilise their services effectively and
efficiently. This is critical during the ship’s refit, especially in dry dock, when
the ship’s manpower is depleted and ship’s fire fighting systems may not be

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operational. Prior to commencement of a refit/ dry docking, the ships are to

carry out a coordinated fire exercise with the Local Fire Brigade. Every
opportunity is to be utilised to familiarise the Local Fire Brigade with the
ship’s lay out, facilities and nuances of fire fighting in enclosed spaces. The
exercises are to be repeated once a fortnight during the refit period.

1626. Captain’s Temporary Memorandum. CTM’s covering important aspects

above need to be promulgated prior commencement of refit. Personnel are to be
made to understand importance of these factors towards safe and timely completion
of the refit. The relevant parts of these CTMs are to be disseminated regularly
through Both Watches, Evening Quarters and Daily Orders.

Refit Completion

1627. Post-Refit Trials. Full power trials, testing and tuning and HATS/ post refit
tasks as applicable are to be completed within the total refit duration. Air Pressure
Test of all Red Zone compartment/ cluster are to be undertaken as part of post refit
trials. Post refit trials of hull, engineering and electrical machinery of ships that have
undergone scheduled refits (Normal Refits or its equivalent and above) and
modernisation will be witnessed by HITU/ GTTT/ DTTT/ MTU/ ETMU in three
phases, namely, harbour, preliminary and final sea trials. The liquidation of the trial
team’s observations is to be carried out on priority. Further, post obtaining clearance
from the trial teams, the approval for normal exploitation of machinery is to be
obtained from the Administrative Authority.

1628. Signaling of Fresh Defects. Fresh defects observed during the trials but
which do not form part of accepted refit work package, are to be projected by signal
to respective Administrative Authorities.

1629. Post-Refit EMI/EMC Survey. Post-refit EMI/EMC survey will be

responsibility of the ship/ submarine and shall be conducted after satisfactory
completion of Harbour Acceptance Trials (HATs) of all weapon/ electronic systems.
The ship/ submarine is to propose Part ‘B’ refit survey to the concerned AA for
scheduling Part ‘B’ refit trials. All efforts are to be made to complete post refit Part
‘B’ survey within the refit period, and if not feasible, waiver be sought from AA
before REFCOM (Para 16 of NO 03/13 refers).

1630. Form IN 477. Form IN 477 will be forwarded to ships by the Refitting
Authorities as per RPP. Ships are to complete the form and forward it duly signed to
the Refitting Authority. Any reservations and comments on the accepted refit work
package may be recorded and appended to this form by the ship.

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1631. Staff Sea Checks (SSC). During the refit completion, Command
Headquarters along with various trials agencies undertake several checks to ensure
all the equipment have been made operational and the ship is ready to proceed to
sea. The tentative timelines for the various stages of SSC are as mentioned below: -

(a) SSC Stage 1 - Prior to PST.

(b) SSC Stage 2 - Prior to FPT.

(c) SSC Stage 3 - Prior REFCOM.

(d) SSC Stage 4 - Post SATCOM.

1632. Commencement of Training Phase. The cycle for ‘Maintenance-Training-

Operations’ of ships would commence on the date when a ship would commence
refit and comprise four phases namely Training, Deployment, Drawdown and Refit.
The ship would commence her training phase two months prior to REFCOM and
would continue after REFCOM. Two of the four stages of the Training Phase that
would be scheduled prior REFCOM of the ship are as follows:-

(a) FOST Level Safety Audit (FOLSAT). FOLSAT is intended to

undertake an independent and realistic evaluation of the ship’s safety
organisation and compliance of safety norms. Focus will be on issues having a
bearing on safety during refit as well as transition to operational phase. The
safety audit is to primarily involve material checks wrt safety across all
disciplines including SOPs/ Check lists and crew proficiency on safety related
aspects (Para 16 of CNO 01/19 refers). The preparation for FOLSAT should be
an integral part of the refit planning and subsequent monitoring. In its
preparation the ships are to refer to extant policy letters on conduct of safety
audit of ships and Class Specific Safety Audit Check Lists promulgated by
respective Command HQs. In cases where Safety Audit Check Lists have not
been promulgated, the Safety Supplement to INBR 1938 on PWSR is to be
utilised.

(b) Basic Sea Training (BST). This stage is to be undertaken prior to/
along with first sea sortie/ PST, for all ships in NR and above refits (Para 14
(b) of CNO 01/19 refers). The aim of the BST is to train the ship to safely
undertake the first sea sortie during the terminal stages of refit or when
ordered specifically by AAs for specific tasks. HATs of navigation and
communication equipment should, as far as feasible, be completed prior BST
(Para 17 of CNO 01/19 refers). The ships are to prioritise various refit related
tasks towards ensuring availability of following systems critical for the first

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sortie:-

(i) Ship’s propulsion system including associated auxiliaries.

(ii) Power generation system with sufficient redundancies.

(iii) Steering gear.

(iv) Navigational aids.

(v) DC and FF systems.

(vi) Communication facilities.

Self/ Assisted Maintenance Period

1633. During the operational phase, maintenance periods (SMP and AMP) are to be
fully and effectively utilised for carrying out PPM routines and defect rectification
with external assistance of FMU/ ND (Para 36 of CNO 2/12 refers).

1634. Promulgation of Programme. Administrative Authorities are to promulgate

annual AMP/ SMP long cast for the year and finaliSed schedules quarterly (IHQ MoD
(N)/ DFM Letter FM/7112 dated 20 Feb 17 refers). As a general practice after an
operational period of one month, a ship be given a Self-Maintenance Period (SMP)
and after two SMPs an Assisted Maintenance Period may be planned. SMP is
generally undertaken by the ship staff to carry out routines, which are due with
assistance of external repair agencies for critical tasks.

1635. Work Package Generation.

(a) Every effort is to be made by the ship staff to forward the finalised
work package of SMP at least five days prior to the commencement of
scheduled SMP. The work package should be kept realistic and achievable.

(b) INSMA/ SMA is required to generate AMP work package and forward to
respective ships for authentication, quantification and uploading on SDRs, at
least two week prior to AMP dates promulgated by the Command
Headquarters {Para 6(b) of IHQ MoD (N)/ DFM Letter FM/7112 dated
23 Feb 17 refers}.

1636. Material Supply. Ships are to liaise with the Material Organisation and
Dockyard for timely availability of material to complete the projected work package

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within the scheduled duration. This plays a critical role in timely completion of AMP
work package.

1637. DC/ FF Readiness. During AMP/ SMP of ships, material preparedness in

respect of DC/ FF items are to be in operational state. However, routines/
repairs/up-gradation may be carried out on equipment. In such cases, adequate
alternate arrangements are to be ensured for actions against fire/ flooding.

1638. Outstanding Defects. On completion of AMP, all outstanding DARTs of

work package are to be closed by ship’s staff. Any work not undertaken/ partially
completed at the end of AMP is to be reported as ROMP/ FUSS as appropriate.

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CHAPTER – 17

KEY ORGANISATION

INDEX

1701 References

1702 Introduction

1703-1704 Objectives

1705-1719 Guidelines on Key Organisation

1720 Magazine Keys

1721-1723 Important Keys

1724-1730 General/ Departmental Keys

1731-1736 Duplicate Key Organisation

1737-1744 Special Keys

1745-1747 Checklist for Onboard Key Organisation

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CHAPTER – 17

KEY ORGANISATION

1701. References. The references used to establish the Key Organisation onboard
ships are as follows:-

(a) Regs IN Part I.

(b) INBR 1862/2019 (INMER).

(c) NO (Str) 03/19, NO 15/11, NO (Str) 03/07 and NO (Str) 03/11.

(d) INBR 1835 Vol-V.

(e) INBR 3000.

1702. Introduction. The instructions contained in the subsequent chapters cover

general Key Organisation in detail, including those for CB and money safes onboard
a ship.

Objectives

1703. The objectives of an efficient Key Organisation are:-

(a) To ensure timely availability of keys to authorised personnel.

(b) To ensure care, custody, accounting and security of original and

duplicate keys.

(c) To ensure security of magazines and compartments at all times.

(d) To ensure that keys should be accessible in the event of fire, flooding
or damage to ship’s structure.

1704. Keys onboard ships are categorised as follows:-

(a) Magazine/ Armament Important Keys.

(b) Important Keys.

(c) General/ Departmental Keys.

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(d) Duplicate Keys.

(e) Special Keys.

Guidelines on Key Organisation

1705. Captain’s Temporary Memorandum. A CTM is to be issued nominating a

suitable officer other than NBCD Officer, as the ‘Key Officer’, to ensure checks and
balances, and implementation of an efficient Key Organisation in accordance with
the requirements laid down in NO (Str) 03/19. An Assistant Key Officer/ in-Charge is
also to be nominated.

1706. Duties of Key Officer. The Key Officer is accountable to the Executive
Officer and his duties are as follows:-

(a) Ensure that departments carry out quarterly comparison of keys in

their departmental keyboards, compare their keys with the duplicate keyboard
and sign the master key register.

(b) Periodically, carry out a random check of a percentage of keys, to

verify that they are complete, working and tallied, so that all keys are checked
at least once every quarter.

(c) Ensure that defective locks are made serviceable and new/
replacement keys are taken on charge so that, at all times, both original and
duplicate keys are available.

(d) Maintenance of master key register and checks of departmental key

registers.

(e) Ensure that all keyboards/ key storages are used properly and in
accordance with extant guidelines.

(f) Any compartment having a third key is to be tallied, key handed over
to the Key Officer for custody in a sealed envelope, with an entry in the
master key register and departmental key register.

(g) Ensure that the onboard Key Organisation is known throughout the
ship.

1707. Muster of Keys. The Key Officer is to maintain a key muster record in the
master key register, wherein, Departmental Regulators are to record correctness of
their respective keyboards and presence of all duplicate keys of their departments,

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once in every quarter. Detailed orders for mustering of keys are to be included in the
Ship’s and NBCD Standing Orders.

1708. Master Key Register. This book has the record of all compartments and
record of their keys and is to be maintained by the Key Officer. A key list is to be
prepared by the department which should have the Departmental Officer’s signature
and should be handed over to the Key Officer for insertion in the Master Key
Register. Master Key Register is to be updated, matched with departmental key
registers, and a record of all compartments locked/ unlocked is to be maintained.

1709. This register should contain the following information:-

(a) Name of the department.

(b) Total number of compartments of particular departments.

(c) Total number of compartments locked/ unlocked.

(d) Name of compartment.

(e) Key number.

(f) Categorisation of keys (magazine/ important/ general/ special/

departmental).

(g) Location of original key.

(h) Location of duplicate key.

(j) Location of triplicate key.

(k) Last muster and signature of the Departmental Regulator.

(l) Total number of compartments locked/ unlocked.

(m) Keyboards are to be placed at designated locations as per extant

orders.

(n) Important Keyboard is to be fitted inside Executive Officer’s cabin and

not on a bulkhead in a nearby lobby.

(p) Individual hooks are to be marked with the description of the key.

(q) List of keys on keyboards is to match with the Master Key Register/

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records.

(r) Location of the departmental keyboards is to be mentioned in the

Master Key Register.

(s) Keyboards are to be marked properly i.e. Original, Duplicate, Magazine,

Important, Departmental etc.

1710. Safety of Keys.

(a) Departments are responsible for the security of their compartment

keys.

(b) Keys are not to be taken out of the ship at any time.

(c) Whenever sealed keys are drawn, they are to be re-sealed with
countersign of the Departmental Officer and returned. An entry is to be made
in the duplicate key issue register.

(d) Keys drawn from departmental keyboards are to be returned on

completion of work and must not remain in possession of an individual.

(e) If keys cannot be returned after normal working hours due to work in
progress or for any other reason, it should be reported to the OOD. He is to
ensure returning of the keys post completion of work.

(f) The DCPOOW/ OOD (in smaller ships) is responsible for safety of keys
held in the duplicate keyboard, in addition to his own duties.

(g) A report of returning of all keys to their respective keyboards is to be

made during evening quarters/ end of the day to OOD/ DCHQ. At sea, same
report is to be made to the Executive Officer during night rounds.

(h) Keyboards are to be manufactured as per guidelines and are to be

serially numbered.

(j) All keyboards are to be serially numbered.

1711. Key Authorisation Lists. These lists are to be drawn up for all keyboards
and keys contained therein. The list should specify individuals entitled to draw keys
by title or brief description of job rather than by name, thus avoiding the need to
constantly updating the list. This list is to be available in the respective key issue
registers.

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1712. Key Tallies. All key tallies should be made of metal/ hard plastic with name
of the compartment engraved on it. Three tallies are to be made for each
compartment. All key tallies should also bear number of keyboard they belong to on
their reverse side. All duplicate key tallies should have an indication of the letter ‘D’
on the tally and all triplicate keys should have the letter ‘T’ on the tally.

1713. Loss/ Theft/ Damage of Keys. In all cases of loss/ theft/ breakage of
keys or damage to locks, the matter is to be reported immediately to the OOD and
the Key Officer. The concerned Departmental Officer is to initiate further action i.e.
investigate, replace the lock/ manufacture keys etc. keeping the Key Officer
informed. On replacement of locks, new keys are to be deposited and the key lists
are to be updated.

1714. Key Disposal. Damaged or obsolete keys should be destroyed in such a

way that they cannot be used or copied. Using a metal grinder to oblitenate the key
bits is an effective method.

1715. Lock Maintenance. The manufacturer’s recommendations for maintenance

and lubrication of locks are to be followed with a routine maintenance schedule.
Locks being used in weather decks or other harsh environments are to be serviced
frequently.

1716. Triplicate Keys. Triplicate keys of all compartments are to be sealed and
handed over to the Key Officer as per category i.e. Magazine keys, Important keys
and General keys. An entry is to be made in the Master Key Register and
departmental key register.

1717. Issue of Magazine and Important Keys. When it is necessary to open

the Magazine/ Important Keyboard, the authorised person to whom the keys may be
entrusted shall himself obtain the keys from the Captain/ Executive Officer/ OOD/
OOW as the circumstances may require. When the purpose for which keys were
removed from the keyboard is accomplished, he should return keys to the keyboard
and the key of keyboard to the Captain/ Executive Officer/ OOD/ OOW. The issue
and return of keys are to be entered in the Key Issue Register. Personnel receiving
keys are to enter time of receipt/ return in the issue register and initial the entry.

1718. Miscellaneous Keyboards. There are various additional keyboards and

safes maintained by departments such as for BRs, SPTA, OBS etc. The regulations
for stowage, custody and operation of these keyboards should be in consonance
with regulations laid down for Key Organisation onboard ships.

1719. Guidelines during DC/ FF or Other Emergencies. During DC/ FF

exercises or a real emergency, affected compartment including all compartments in
vicinity are to be opened by respective compartment in-Charges in working hours

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and by duty watch personnel during off-working hours. A CTM laying down the
procedure for accessibility to a compartmewnt during an emergency is to be
promulgated.

Magazine Keys

1720. Magazine keys onboard ships are to be maintained iaw INMER 1862/19.

Important Keys

1721. The keys to all important compartments are termed as Important Keys.
Important Keys should include keys of following compartments:-

(a) Operations Room.

(b) Paint Store.

(c) Inflammable Store.

(d) Canteen and Canteen Store.

(e) Wardroom Wine Store.

(f) MCO.

(g) Captain’s Cabin.

(h) Logistic Officer’s cabin.

(j) Executive Officer’s cabin.

(k) Cable clench.

(l) Boat/ RIB keys.

(m) Lay Apart Store.

(n) Ship’s vehicles.

(p) Sports Store.

(q) Duplicate key of Duplicate Keyboard/ Safe.

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(r) Major Firefighting System original keys.

(s) Galley supply breaker’s keys.

1722. Important Keyboard. The keyboard should be made of metal with a glass
front and wire mesh. It is to be fitted on a bulkhead in the Executive Oficer’s cabin.
The name of each key is marked distinctly over its hook and a key issue register is to
be kept inside the keyboard. The original key of the Important Keyboard should be
in the OOD key bunch and the duplicate key should be handed over to the ship’s Key
Officer in a sealed packet and an entry made in the Master Key Register. The
duplicate Important Keys should be sealed in a packet and kept in the custody of
DCHQ/ NBCDO of the ship iaw NO (Str) 03/19.

1723. Important Key Issue Register. This book contains information for all
Important Keys and is maintained by the OOD in harbour and EAO at sea. Personnel
selected to draw these keys are to have their names recorded in the key issue
register; their signing initials are to be entered against their names in their own
handwriting. Names are to be countersigned by the Commanding Officer/ Executive
Officer. All details of issue/ receipt of keys are entered in this book on a daily basis.

General/ Departmental Keys

1724. Stowage of General/ Departmental Keys. Keys of compartments which

are of general nature and do not require much security are termed as General Keys
and are kept in departmental keyboards. All original keys for doors/ hatches
providing access to all compartments falling under purview of the department are to
be kept in their individual keyboards. Departmental officers or sailors may draw
these keys on as required basis after making a proper entry in the departmental key
issue register.

1725. Departmental Keyboard. The keyboard should be made of metal with a

glass/ perpex front. The keyboard should be secured to a bulkhead inside the HoD’s
cabin or, if more convenient, in the departmental office. The name of each key is to
be marked distinctly over its hook in the keyboard, so that the absence of a key
from its hook will indicate that the key is in use. A list of keys is to be pasted on a
suitable place near the keyboard. The original key of the departmental keyboard is
to be kept in the Gangway Keyboard and duplicate key of the departmental
keyboard is to be kept in the Duplicate Keyboard in DCHQ.

1726. Stowage of General/ Departmental Keys.

(a) Original Keys. These keys are kept in the departmental keyboards.
Entry for issue and return of these keys is to be made in departmental key

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issue register.

(b) Duplicate Keys. These keys are to be kept in the duplicate keyboard
in DCHQ under charge of the DCPOOW and an entry is also to be made in the
Master Key Register and departmental key register. In ships where the DCHQ
is not manned, key of the Duplicate Keyboard should be in the custody of
OOD.

1727. Departmental Key Register/ Issue Register. Every department is to

maintain a key register indicating the department, compartment, key numbers,
location of original and duplicate keys and a page for issue/ return of keys. This
register should also have a record of all departmental compartments which are
locked or opened and a record of their keys, which should tally with the Master Key
Register. The register is to remain with the departmental office and is to be put up
for signature of the Head of Department every month and is to indicate a list of
personnel (by job specification rather than by name) authorised to draw keys from
the keyboard.

1728. Departmental Key-in-Charge. All departments are to nominate one senior

sailor each as key-in-Charge of their respective department. These sailors are to
keep a record of keys held in their departments, key and keyboard disposition, as
well as a record of keys issued/ returned. In off working hours and on holidays, the
same is to be handed over to the respective departmental duty sailor.

1729. Gangway Keyboard. Original keys of compartments which are of a general

nature are kept in the Gangway Keyboard during off working hours. The keyboard is
to be locked and the key should be in custody of the duty Quartermaster. On
proceeding to sea, the Gangway Keyboard is to be shifted to bridge/ wheelhouse.
Original keys of all departmental keyboards along with keys of compartments in
which the departmental keyboards are located and for which no personnel from that
department is present in the duty watch, may be kept in the Gangway Keyboard. A
proper issue and return entry is to be made in the gangway key issue register. Keys
kept at the Gangway Keyboard are as follows:-

(a) Departmental offices and keyboards.

(b) Officer’s cabins (except LOGO and XO’s cabin).

(c) Sailor’s cabins/ mess decks.

(d) Galley.

(e) Officer’s pantry.

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(f) Ship’s laundry.

(g) Barber shop.

(h) Tailor shop.

(j) Regulating Office.

(k) Gymnasium.

(l) Bosun Store.

(m) NBCD Store.

(n) Diving Store.

1730. Logistics Key Organisation. The original keys of all offices and store
rooms are to be held in the departmental keyboard. The original keys of the
departmental keyboard should be held with the senior most store sailor during
working hours and are to be handed over to the Duty LOG (F&A)/ LOG (Mat) after
the ship secures. The duplicate key of the departmental keyboard is to be in the
Duplicate Keyboard in DCHQ. The duplicate keys of all offices, stores, galley and
pantries should be deposited in the Duplicate Keyboard in DCHQ, whilst the
duplicate keys of the Wardroom Wine Store should be deposited in Important
Keyboard.

Duplicate Key Organisation

1731. Duplicate Key Organisation. The duplicate key organisation on ships

should be streamlined and detailed orders are to be included in the Ship’s and NBCD
Standing Orders. As per NO(Str) 03/19, in ships where DCHQ is manned at all times,
control of duplicate keyboard is to be exercised from the DCHQ. In smaller ships,
key of Duplicate Keyboard is to be under the control of OOD. In both cases,
duplicate keys for all compartments should be available with Duplicate Keyboard.
Important duplicate keys i.e. duplicates of keys in Important Keyboard are to be
sealed and handed over to DCHQ/ NBCDO of the ship for custody.

1732. In smaller ships, where the Executive Officer is normally the NBCDO, there
would be variations from the organisation above since the Important Keyboard is
located in the Executive Officer’s cabin and the duplicate Important Keys should
therefore, not be stored in the same compartment. In such cases, ships need to

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follow the following principles:-

(a) Original and duplicate keys of any compartment/ keyboard should not
lie in the same compartment.

(b) The same individual should not be the custodian of original and
duplicate keys of any compartment or keyboard, irrespective of designation or
duties being carried out.

1733. Duplicate keys are to be mustered quarterly by individual departments and

detailed orders for duplicate keys are to be included in the Ship’s and relevant
Department Standing Orders.

1734. Duplicate Keyboard. The keyboard should be secured to a bulkhead inside

the DCHQ. The name of each key is to be marked distinctly over its hook in the
keyboard, so that absence of a key from its hook will indicate that the key is in use.
A list of keys is to be pasted at a suitable place near the keyboard. The original key
of the Duplicate Keyboard is to be kept with the DCPOOW and duplicate key of the
Duplicate Keyboard is to be kept in the Important Keyboard.

1735. Duplicate Key Issue Register. This book is held in DCHQ and maintained
by the DCPOOW. In ships where DCHQ is not manned, the key issue register should
be held with OOD/ Duty ERA. No key is to be issued from this keyboard until a key is
lost or is not presently accessible, and the OOD has been informed.

1736. Key Officer’s Safe. A suitable safe is to be provided inside the Key Officer’s
cabin/ DCHQ for safe custody of duplicate keys of Magazine Keyboard, Important
Keyboard and triplicate keys. The original key of the safe should be with the Key
Officer and duplicate key should be sealed and kept in the Important Keyboard.

Special Keys

1737. Keys held with Captain. Onboard ships, certain keys are normally held in
personal custody of the Captain in his CD safe. The duplicate key of this safe is held
in personal custody of the CBO. The keys kept in personal custody of the Captain are
as follows:-

(a) Original Keys. Charge Document Safe.

(b) Duplicate Keys.

(i) Charge Book/ RCB Safe.

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(ii) Dangerous Drug Cupboard.

(iii) Money Safe/ Chest.

(iv) SCO/ MCO Safe.

(v) LOGO’s cabin duplicate key.

(vi) Weapon firing keys for SSM, SAM etc.

(vii) Major Firefighting system.

1738. OOD Key Bunch. The OOD key bunch is held by the OOD in harbour and
the Explosive Accounting Officer (EAO) at sea. The keys that are normally kept in
this key bunch are:-

(a) Pistol cupboard.

(b) Magazine keyboard.

(c) Captain’s cabin.

(d) Important keyboard.

(e) Master keys (if held).

(f) Canteen, Canteen Store and Wine Store original keys, in off-working
hours, in a sealed packet.

1739. Dangerous Drug Keys. The original key of the dangerous drug cupboard
should remain in personal custody of the Medical Officer or the officer carrying out
his duties and duplicate key should be sealed and kept in custody of the
Commanding Officer.

1740. Charge Book Safe Keys. Keys of steel chests, safes and steel cupboards
used for stowage of Charge Publications are to be taken on charge by the CB Officer
in ledger/ register. The original key is to be in custody of the CBO and duplicate key
is to be with the Commanding Officer in a sealed cover. In smaller ships, in case the
Commanding Officer is the CBO, duplicate CB safe keys are to be handed over to the
Port CBO in a sealed packet for custody.

1741. Charge Document Safe Keys. The keys of containers used for stowage of
CDs are to be taken on charge in the ledger. The original key is to be kept by the
custodian in his personal custody and duplicate key is to be deposited in a sealed
cover for safe custody with the Flag Officer/ CB Officer, as applicable.

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1742. Money Safe/ Chest Keys. All public cash must be kept in a chest/ safe
having two locks of different descriptions or with combination locks. The keys of the
chest/ safe should always be kept in personal custody of the LOGO. The safe keys
are to be carried on in person as far as possible, secured by a key chain or nylon
lanyard and secured around the waist. The duplicate sets of keys and the safe
combination number is to be handed over to the Commanding Officer, duly sealed in
a cover indicating the contents and receipt obtained. The cover is to bear signatures
of both the Logistics Officer and the Commanding Officer.

1743. Gearbox Keys. The Engineer Officer is to arrange that frequent checks are
made of integrity of the arrangements to maintain physical security of propulsion
gearboxes. When maintenance or repair work requires their removal, he is to ensure
that they are replaced as originally fitted on completion of work. Where padlocks are
fitted for this purpose, the keys are to be kept on a secure keyboard and are only to
be issued on authority of the Engineer Officer or his designated rep.

1744. Yellow Keys. Keys of magazines containing nuclear weapon components of

high security grading are to be locked up separately from other keys and are
referred to as ‘Yellow Keys’. Orders for handling and issue of ‘Yellow Keys’ are
contained in relevant RCB published on Nuclear Safety Regulations by Inspector
General Nuclear Safety.

Checklist for Onboard Key Organisation

1745. The stowage of original and duplicate keys of various keyboards and safes is
to be as follows:-

Duplicate of
Keyboard/ Duplicate
Ser Location Original Key Keys in
Safe Key
Keyboard
Keyboards
DCHQ/
Magazine As directed
(a) Captain’s OOD/ EAO
Keyboard by CO
Cabin Key Officer’s
Safe Sealed packet
Important
(b) XO’s Cabin OOD/ EAO with DCHQ/
Keyboard
NBCDO
Duplicate OOD/ Important
(c) DCHQ -
Keyboard DCPOOW Keyboard
HoD’s
Department/
Department Cabin/ Duplicate Duplicate
(d) Gangway
Keyboard Department Keyboard Keyboard
Keyboard
Office

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Duplicate of
Keyboard/ Duplicate
Ser Location Original Key Keys in
Safe Key
Keyboard
Gangway Gangway/ Gangway Duplicate
(e) -
Keyboard Wheelhouse Staff Keyboard
Safes
Captain’s
(f) CD Safe Captain CBO -
Cabin
LOGO’s
(g) Money Safe LOGO -
Cabin
CB/RCB As directed
(h) CBO Captain -
Safe by CO
(j) MCO Safe MCO Duty RO -
(k) SCO Safe SCO’s Cabin SCO -
Key Officer’s Key Officer’s Important
(l) Key Officer -
Safe Cabin Keyboard

1746. The stowage of original and duplicate keys of various compartments,

cupboards and miscellaneous keys is to be as follows:-

Ser Cupboard/ Compartment Original Key Duplicate Key

Small Arms Stowages/ Weapon Keys
(a) Pistol Cupboard OOD Key Bunch
Key Officer’s Safe
(b) Ship’s Armoury
Magazine Keyboard
(c) Weapon Firing Keys Captain’s safe
Compartments
(d) Canteen/ Canteen Store Canteen Officer/ OOD
Important
(e) Wine Store Compartment Wine Secy/ OOD
Keyboard
(f) Captain’s Cabin OOD/ EAO
Duplicate
(g) XO’s Cabin XO/ OOD
Keyboard
(h) LOGO’s Cabin LOGO/ OOD Captain’s Safe
Cupboards
Captain’s
(j) Dangerous Drugs PMO
Safe
Miscellaneous Keys
Captain’s
(k) Major FF Systems Important Keyboard
Safe

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17-14

Ser Cupboard/ Compartment Original Key Duplicate Key

(l) Galley Supply Breakers Important Keyboard DCHQ

1747. Miscellaneous Aspects.

(a) Both sets of Magazine Keys should not be stored in same compartment
i.e. if Magazine Keyboard is located in DCHQ, then duplicate Magazine Keys
be kept in Captain’s cabin or as directed by the CO.

(b) Magazine/ Important duplicate keys are to be sealed and the list of
keys with their numbers is to be signed by the custodian officer and pasted
on outside of the packet.

(c) Important duplicate keys are to be held with the ship’s NBCDO.

(d) The Key Officer should have a provision for storing the duplicate keys
of Magazine Keyboard, Important Keyboard and triplicate keys inside his
cabin/ DCHQ.

(e) The Duplicate Keyboard cannot be placed inside the OOD room, non-
segregated drawers in DCHQ, dining halls or in the main alleyway near DCHQ.
Sufficient place has to be earmarked in the DCHQ for placing the Duplicate
Keyboard.

(f) DCPOOW should have custody of key of Duplicate Keyboard.

(g) During DC/FF exercises, keys from the Duplicate Keyboard must be
checked at every instance to ensure their availability and correctness.

(h) A concise list of keys in a keyboard is to be stuck on a suitable

bulkhead near the keyboard.

(j) Classification of Magazine Keys and Armament Important Keys is to be

done as per INMER. Both keys are not to be bunched/ kept together.

(k) Quarterly comparison of keys should be undertaken.

(l) Important Key Issue Register is to be inside the Important Keyboard

and must be regularly updated.

(m) Gangway Keyboard Register is to be maintained by the Duty

Quartermaster and list of keys held is to be stuck on the keyboard itself as the

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keyboard is portable.

(n) Record of a third key, if available, for all compartments is to be

maintained in Master Key Register.

(p) A list of all Master keys available onboard is to be kept in the Master
Key Register.

(q) Departmental/ Special Key tallies can be given individual colours in

order to distinguish them. Orders on this are to be laid down in the CTM on
Key Organisation.

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CHAPTER – 18

FATIGUE RISK MANAGEMENT

INDEX

1801 Reference

1802-1803 Introduction

1804-1812 Concepts and Definitions

1813-1820 Combating Fatigue - Ship Management Aspects

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CHAPTER – 18

FATIGUE RISK MANAGEMENT

1801. Reference. BRd 45(4) Edn Nov 2016.

Introduction

1802. It is interesting to note that word fatigue does not feature in the Navy Act
and Regs IN. Even the word stress finds mention only as stress of hull due to natural
forces which a CO should be aware of. For long the maritime community disregarded
stress as a contributor to accidents and operational efficiency. Historically, whilst the
aviation community has acknowledged dangers posed by fatigue and importance of
mandated minimum rest, seafaring community has been less rigorous in application
of fatigue management, and less aware of risks in general. Its importance for the
CO, XO and HoDs in a warship can be summarised in words of famous Harvard
psychiatrist DR Jonathan Shay:-

“Pretending to be superhuman is very dangerous. In a well-led military,

the self-maintenance of the commander, interests of his or her country,
and the good of troops are incommensurable only when the enemy
succeeds in making them so. It is time to critically re-examine our love
affair with stoic self-denial, starting with the Service academies. If an
adversary can turn our commanders into sleepwalking zombies, from a
moral point of view the adversary has done nothing fundamentally
different than destroying supplies of food, water, or ammunition. Such
could be the outcome, despite our best efforts to counter it. But we
must stop doing it to ourselves and handing the enemy a dangerous and
unearned advantage”.
-- Jonathan Shay, 1998

1803. This chapter gives a primer into effects of fatigue and its associated issues in
the naval domain. It also aims to lay down general guidelines by means of examples
to bring out how fatigue risk management is inexorably linked to effective ship
management.

Concepts and Definitions

1804. The detailed description of fatigue and other associated terms is given in
BRd 45(4) Edn Nov 2016. However, for benefit of better understanding of this
aspect, certain key concepts are re-iterated at the succeeding paragraphs.

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1805. Fatigue. There is no universally accepted technical definition of fatigue.

However, IMO defines fatigue as ‘Reduction in physical and/ or mental capability as
the result of physical, mental or emotional exertion which may impair nearly all
physical abilities including strength, speed, reaction time, coordination, decision
making or balance31’. It is an insidious problem because a fatigued individual finds it
hard to recognize onset of symptoms. It is a physiological problem that cannot be
overcome by motivation, training or will power. The only cure is sleep.

1806. Circadian Rhythm. The ‘internal body clock’ that regulates the (roughly) 24
hour cycle of biological processes in animals and plants is called Circadian Rhythm.
The biological clock regulates human body cycle over a 24 hour period creating two
cycles of alertness and sleepiness which everyone will experience. Each of these
period of maximum sleepiness is preceded by periods of maximum alertness.
Generally, for humans circadian lows occur from 0200-0600 and 1400-1800 hours.

1807. Sleep. Internationally accepted definition of sleep is ‘a recurring period in

which consciousness is in partial or complete abeyance, and some bodily functions
are slowed or suspended.’ It can occur in one long block or in two or more shifts.
Short naps also qualify as sleep. From a ship management perspective, minimum
requirement of sleep for humans fluctuates around a bandwidth of seven to nine
hours a day. This also changes over a lifetime. That means an individual who was
your Nav-yeo as a Sea I may have required less sleep but when he becames a
Regulator (and you become a XO) he may be tired for similar amount of tasking.
‘Micro Sleep’ is a condition in which human body attempts to combat extreme
fatigue levels by taking instant naps which may last for a fraction of second to about
30 seconds. In such condition, the individual may appear to be awake, but in fact
he/ she will be asleep.

1808. Sleep Inertia. Sleep inertia is a state that a person may enter when they
wake from sleep, in which there is a decline in motor dexterity and feelings of
‘grogginess or wooliness’. This depends on the sleep debt and stage of sleep in
which a person was when he was woken up. Scientifically, short naps of about 10 to
20 minutes in mid-afternoon circadian low have been known to combat sleep inertia
and be beneficial in terms of improving cognitive performance for individuals who
are both sleep deprived and well rested.

1809. Rest. Rest is generally understood as a condition in which an individual is

awake but not working. Rest has the ability to cure fatigue to an extent but does not
fulfil the same biological functions as sleep does and thus is not a substitute.

1810. Sleep Debt. Just like finance, if an individual is sleeping less than his
required amount per day, then he/ she accumulates sleep debt. Whilst in civil
non-industrial and non–military walks of life sleep debt can be handsomely paid over

31 IMO. “MSC/Circ.813/MEPC/Circ.330.” List of Human Common Terms.

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weekends, but for watch-keepers it a very common occurrence that often continues
to accumulate over weeks.

1811. Sleep Deficiency. Routine missing of sleep and non-payment of sleep debt
leads to a condition known as sleep deficiency. In the navy, a number of people who
are watch-keepers suffer from this problem. Whilst many in the business may admit
to being habitual and requiring less sleep, they in-fact are chronically suffering from
sleep deficiency and their performance is suffering from it.

1812. Fatigue Effects on Performance. Reputable scientific research has found

out that being awake for 17 hours is equivalent to a blood alcohol content of about
0.05% and for 24 hours to 0.1%. The permissible blood alcohol content on Indian
roads is 0.06%. Therefore, ship management needs to target at ensuring that at no
stage pre-action the crew is in a state that is commensurate with unsafe driving, let
alone fighting.

Combating Fatigue – Ship Management Aspects

1813. Planning Factors. Fatigue is intrinsically linked to planning at whole ship

level. Therefore, it should be given due regard wrt silent hours, non-exercise hours
and participation of watch keepers in evolutions (especially during Defence
watches). Guidelines as given below can aid in higher risk management at whole
ship level:-

(a) Non-Exercise Hours. Taking an eight hour rest as a bench mark for
human body, the time gap between last exercise of the day and first exercise
of the next day is advisable to be kept at ten hours. This still affords about 14
hours of exercise duration. However, being a combat force, it is also
necessary to deliberately fatigue the crew and check performance under
fatiguing conditions. The sleep debt accrued should be thereafter paid up at
first available opportunity.

(b) Meal Timings. If exercise can’t be avoided at meal timings of the

crew, then they need to be suitably altered each day. For eg, if a tracking
serial has to commence at 0800 hours due to flying slot limitation at Air
station, then breakfast timing should be suitably altered for the day to 0645
hours, instead of letting the Gunnery, ND sailors and maintainers to fend for
themselves.

(c) Harbour Events Prior Sea Sortie. An eye for detail should be kept
on events preceding a known deployment programme which is intense. As an
illustration, having a ship’s ‘get-together’ or a ‘rum punch’ an evening prior a
busy Fleet/ Flotilla deployment is likely to lead to issues as some of the crew
are likely to be inadequately rested.

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(d) OOW/ ORO Watch Roster32. This assumes special importance in

fleet deployment programmes. It must be understood by the Executive
Officers that OOW roster is not an equal distribution of work. It is also based
on the exercise in progress and consequent load on each officer. As an
example, in an Fleet deployment of three days, if two nights have 10 hours of
CASEX each, ASWO cannot be given equal share of OOW duties as a SAMCO
or an EWO. The corollary is applicable to AD heavy days. It also translates
unto harbour OOD duties. As an illustration, it may not be a good idea to
make NO the OOD immediately on entering Singapore post 36 hours of
Malacca passage. Similar guidelines and logic needs to be applied for other
duties as well.

1814. Training Offsets. The importance of training can never be over

emphasized. However, adequate training of watch keepers is one of the most
important tool to mitigate risk posed due to fatigue. As an example, a ship in which
all OsOW are proficient in night watches, manoeuvres and dealing with dense traffic
and fishing situations will have an equally sleep deprived crew33. By comparison, a
similar class of ship in which only earmarked officers are required to hold watch at
night would have stark variations of sleep deprivation and fatigue i.e., there will be
some individuals who would be highly fatigued and being called upon to repeat
duties and there would be some who would be fresh but unemployable. This
generally is likely to create a single point of failure in tasks entrusted to these
individuals. This is also true for other duties. Moreover, adequate training of
individuals required to duplicate tasks in two watch systems should be undertaken to
reduce day-men component and also afford ability to conduct evolutions by watch-
on-deck thus addressing fatigue issue to the fullest extent.

1815. Sleep Hygiene. It is essential to ensure that crew are afforded sufficient
hours to sleep. But it is also essential to objectively look into the ship management
aspects of ensuring that environs in which they sleep enables good quality of sleep.
The recommendations from administration and habitability perspective are as given
below:-

(a) Noise Levels. The guidelines wrt noise levels are laid down for mess
decks. Not only correct fitment for noise reduction levels are necessary to
extent feasible, regular rounds by provost and between decks officer and staff
are necessary to ensure that televisions and music systems are not being
operated in mess decks in silent hours. Whilst we have facilitated television
sets in mess-decks and TVRO technologies are almost a standard fit onboard
ships, it is essential that strict guidelines for TV viewing are promulgated via a
temporary memorandum or Ship’s Standing Orders for mess-decks. This is a

32 Examples are only illustrations. They are not be used as directives. The purpose of such examples
is to advice the CO, XO and Senior Watch Keeper to take an informed decision wrt issues likely to be
encountered.
33 Sleep deficiency is common amongst watch keepers. It can be reduced but rarely eliminated.

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particularly important aspect which must be adequately monitored by OOD

through duty staff at harbour.

(b) Lighting Levels. Low light levels have been known to induce
sleepiness. Habitability guidelines need to be studied and checked for
implementation. Additionally, regular rounds must be taken to check
personnel carrying work to their mess decks and working in night with light
switched on. This is especially true for senior sailors messes where engine
room and seaman watch keepers dwell with electrical maintainers who would
invariably be undertaking examination of a drawing for some defect, in the
mess deck.

1816. Nutrition and Meal Timings. Low hydration or missing meals or on the
other hand heavy carbohydrate meals can cause early onset of fatigue or induce
sleepiness. On the other hand light meals with sufficient protein content facilitate
alertness. Rarely, if ever, an eye for detail is afforded to meal timing of personnel
especially watch-keepers (more so officers) and the menu with such aspects in mind.
Although aim of each LOGO is to provide the tastiest hot food possible, certain
guidelines which may aid the LOGO under guidance of the XO and CO wrt
formulating menu which serves to combat fatigue and at the same time keep crew
morale high are given below:-

(a) Dinner for officers’ who are middle watch keepers should be served
well in time. More often than not one finds a lone GO who was undertaking
ADEX serial till 2130 hours eating a heavy meal at 2145 hours when he is
required to undertake the middle watch.

(b) Heavy meals rich in fat and carbohydrates should not form part of
dinner menu.

(c) Action messing meals whenever provided should have optimum protein
content to aid alertness even at cost of traditional Indian food habits. Deep
fried items such as bhajiyas are savoury but would cause sleepiness at a time
when the objective is to nourish while maintaining high alertness.

1817. Command Oversight. Effective command oversight is the last line of

defence against fatigue. It is also the first line as proper planning will mitigate the
onset of fatigue in ship’s crew and reduce its impact. This oversight should be
exercised at all levels of execution, from the earliest stages of agreeing to the ship’s
programme. As an example, if ship is to sail from Mumbai to Vizag to reach on a
particular date and this necessitates a departure at 0400 hours, it may be predent (if
possible) to advance departure to say 2000 hours on previous night or lobby for an
acceptable delay or succeed at higher SOA for a particular time period, unless sailing
out at unearthly hours in a circadian low is being done as a training or is an
operational constraint.

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1818. Captain’s Fatigue. Notwithstanding the overarching requirement of

command oversight, ship Captains’ are also not immune from fatigue. As brought
out earlier, the insidious nature of fatigue hampers one’s judgement on its onset, it
is important for the XO and NO (who is generally in proximity) to be aware of the
Captain’s level of fatigue. There may be a need to hand over conduct of the ship to
XO, which highlights the need to train the XO in holding conduct of the ship during
various evolutions. As a general rule in prolonged tiresome deployments, whenever
feasible, the CO should consider handing over conduct to XO during quiet periods to
avoid over tiredness.34

1819. Common Myths. There are certain common myths which XO’s of ship
should be aware of from a ship management perspective. However, these myths are
deep-seated and often result in behaviour which is inadequate to address risk posed
by fatigue. Some of these are as listed below:-

(a) Fitness. Being physically fit does not by itself combat fatigue. In fact,
over exercising, such as running 10km on treadmill at 1700 hours prior going
on first watch may actually increase the risk. With increase in gymnasium
equipment onboard ships, such trends need to be carefully monitored by the
ship’s XO and his team.

(b) Fresh Air. Opening a window or coming on upper decks gives only a
temporary boost.

(c) Willpower. Fatigue is a physiological phenomenon. Some amount of

will power, strength of character or grit may allow you to stay awake, but it
would be at the cost of efficiency.

(d) Vigilance vs Physical Labour. Duties such as OOW, DA watch

keeper and sea guard reporter involve vigilance tasks which are extremely
tiring when compared to physical labour. However, it is often observed that
ship management aspects are generally prejudiced against them. It is
recommended that due cognisance needs to be taken that although when
called on deck, fatigue in a switchboard watch keeper may exist if he is again
required to perform a vigilance task unlike a non-watch person or a deck
hand. The allocation for whole ship activities must factor this aspect to the
extent feasible.

(e) Caffeine or Chemical Stimulants. More often than not coffee has
been considered as the panacea for all unearthly hour evolutions. While it can
be useful in promoting short term alertness (lasting from 15th minute of
consumption to about four to six hours), frequent consumption of more than

34 BR 45(4) Dec 2008 Art 0110(F).

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four cups a day can cause tolerance development. The subsequent drop in
blood sugar creates an early onset of fatigue.

1820. Sleep deficiency and fatigue are inexorably linked to mariners. There is no
formal laid down guideline for fatigue risk management in the IN and it will be
difficult to lay down strict criteria due to complexity and diversity of tasks unlike the
Aviation fraternity. However, careful analysis of situations, correct evaluation of risk
and impetus towards achieving common proficiency levels amongst similar type of
watch keepers with suitable oversight and mitigation measures can reduce the risk
posed by fatigue at sea for safe and successful missions.

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