Ivar T' Brynildsen Senior Claims Executive

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Trade Winds Marine Risk Forum

• Ivar T. Brynildsen Senior Claims Executive

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How shipowners and risk managers respond to major
incidents such as the Tricolor loss.What lessons
can be learnt?
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TRICOLOR - 14.12.2002 English Channel

• Hit by MV KARIBA just after 0200 am LT 14 Dec.
  2002
• Rolled over and sank port side down at approx 35
  m depth
• All 24 crew escaped safely and picked up by other
  vessels
• Cargo - 2781 brand new luxury cars -
  Volvo\BMW\SAAB
• Oil HFO 1988 m3 / MDO 167 m3
• Risk of pollution in a heavily populated area
• Danger to navigation in one of the worlds most
  busiest sea lanes
• Immediate and substantial media attention

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How do you respond? - setup

• In - house Emergency Response Team (ERT)
• Competent, organized and trained (Back ups!)
• Facilitated, technically and with authorities
• Understanding of the values of the company
• Solid, competent and reliable risk bearing
  partners
• Financial security
• Immediate attention
• Competent people
• Knowledge of member/client
• Reputation
• Wilh. Wilhelmsen Norwegian Hull Club Gard PI

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Who has a valid interest?

• Media as representative of the public
• Authorities local/central - chain of command
  and reporting
• Customers and business partners
• The wider shipping market
• Internal parties (Management/Board/Employees)
• The task force must identify these in detail and
  deal with them.
• Key words are - Responsibility - Action -
  Transparency

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Authorities

• Public servants have the following challenges
• They are accountable to, and report to superiors
• The public expects them to be on top of it.
• Sometimes lack experience and knowledge

• How to get them on your team
• Initiate meetings and set up contacts
• Express and demonstrate intention to deal
  responsibly with the matter
• Give them timely and sufficient information on
  situation and plans
• Define and clearly express expectations on how
  they can help

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Media

• Media have the following challenges
• They represent the public who are entitled to
  information
• They need to make a story and fill their columns
• Not always experts
• Competition in media market

• How to get them on your team
• Press releases / Press meetings / Web side
• Demonstrate transparency and co-operation
• Express and demonstrate intention to deal
  responsibly with the matter
• Give them timely and sufficient information on
  situation and plans
• Try to educate them to achieve accurate reporting
  
• Supply enough information so they dont need to
  look elsewhere

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Other interested parties

• Costumers needs to be informed
• Business partners (involved or not)
• Internal information
• Management
• Board
• Employees
• Market
• May influence the stock price
• May influence business relations

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Emergency Management

• Preparedness training and facilitation
• Identify the risks, hazards and the exposures
  what is at risk
• Lives
• Environment
• Values
• Business
• Reputation
• Be prepared to allocate resources to deal with
  the matter.
• Expect your risk carriers to take on a
  considerable part of the workload and burden of
  dealing with various claimants.

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Emergency Management

• Acknowledge the seriousness of the situation
• Realize that your initial assessment may not be
  the same as that of the autorithies, media,
  costumers and general public.
• Management of the situation is absolutely vital.
• One slip can do inrepearable damage.
• Good management may serve to build your
  credibility.

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Lessons learned

• Important to have reputable, solid risk carrier
  partners and long term relationships
• Small team with centralised management define
  and implement strategy in the team
• Be abreast of- and even better, ahead of
  developments
• Close cooperation with authorities and media
• Situation dealt with very clearly in contracts
  (CPs)
• A disaster can strike at even the best
• No matter how good you are-
• you are also voulnerable to
• other peoples mistakes.

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• Thank you for the attention questions?