Authored by: Jeff Brown, Senior Manager – HSSE / FSO for Fenix Marine Services

Safety in the workplace often comes down to one simple principle: understanding the risks and how best to control them before the job begins. In the latest installment of the National Maritime Safety Association’s Learn and Live Safety Video series, we highlight an important but sometimes overlooked hazard—split rim wheel repair.

Split rim wheels, also known as multi-piece rims, are commonly used on heavy vehicles and equipment. While they are designed for durability and serviceability, they may pose serious safety risks if handled incorrectly. The purpose of this video is to raise awareness about those risks and reinforce the importance of proper procedures when servicing these types of wheels.

Why Split Rim Wheels Can Be Dangerous

What makes split rim wheels unique is also what creates unique hazards. Unlike single-piece wheels, these assemblies are made up of multiple components that fit together under significant air pressure. When inflated, the force contained inside the tire can be significant, and even at relatively low pressure a tire can release tremendous energy if a component fails or separates.

If a locking ring or other component is not seated properly during repair or reassembly, the stored pressure can cause parts to separate with great force. Incidents involving multi-piece rims have historically resulted in severe injuries and fatalities across several industries. That’s why proper training and procedures are critical whenever maintenance or repair work is performed.

Key Safety Considerations

The Learn and Live video emphasizes several safety principles workers should keep in mind when dealing with split rim wheels:

Understand the equipment. Before performing any repair, workers should be familiar with the type of rim they are servicing and understand how each component functions within the assembly.

Inspect all parts thoroughly. Damaged or worn components—such as cracked rims, bent rings, or corroded parts—can fail during inflation or while in service, and even small defects can create serious hazards if overlooked.

Follow correct procedures. Proper demounting, mounting, and inflation techniques are essential for maintaining safety. Deviating from established procedures significantly increases the risk of component failure.

Use appropriate safety equipment. Devices such as inflation cages, clip-on air chucks, and remote inflation systems help guard employees, or create distance between workers and the tire assembly during inflation, thereby reducing the risk of injury if something goes wrong.

Learning from Real-World Experience

The goal of the Learn and Live series is simple: help workers learn from real incidents and experiences so they can avoid future incidents. Split rim repair is one of those tasks where mistakes can quickly lead to dangerous consequences. By slowing down, following proper procedures, and respecting the hazards involved, workers can dramatically reduce the risk associated with this type of maintenance and repair.

Safety culture is built through conversations, training, and continuous learning, and videos like this serve as reminders that even routine maintenance tasks can carry potential dangers if not recognized and controlled.

We encourage you to watch the full video and share it with your team as part of your ongoing safety discussions and training. Whether you work directly with heavy equipment or supervise teams that do, awareness, recognition and training are the first steps toward preventing injuries and incidents.

At the National Maritime Safety Association, our mission is to support safer workplaces across the maritime and port industries. The Learn and Live Safety Video series is one way we continue that effort, and share lessons that help keep our workers safe every day.

The use of lithium-ion batteries to power modern technology is on the rise and as the largest terminal in the Port of Los Angeles; APM Terminals Los Angeles can find these batteries at nearly every turn.  On a marine terminal they can be found powering phones, tablets, devices, cars, pickup trucks, tractor trucks, straddle carriers, top handlers, over the road electric semi-trucks and fuel cell semi-trucks.  They can be found in all types of cargo ranging from cars to battery energy storage systems to consumer goods to miscellaneous electronics.  The use and presence of lithium-ion batteries is now ubiquitous with marine operations.  This method of energy is replacing tried and true sources of energy such as lead acid batteries, gasoline and diesel engines.  The risks associated with this technology continue to emerge as experience and deployment increase.  In 2024, the Port of Los Angeles suffered a closure due to the roll over and failure of a battery energy storage system being transported as cargo.  APM Terminals Los Angeles, along with several other terminals in the Port of Los Angeles and Long Beach, closed and evacuated, triggering crisis management plans for those terminals.  This incident highlighted the need for increased attention across marine operations in Southern California and beyond.  Being prepared and taking steps to mitigate risk is critical for the safety of employees, visitors and the public.

What are lithium-ion batteries?

Lithium-ion batteries are used in many products such as electronics, toys, wireless head- phones, handheld power tools, small and large appliances, electric vehicles, and electrical energy storage systems.  Lithium-ion batteries are made of materials such as cobalt, graphite, and lithium along with plastics, coolant and insulating materials.

Lithium-ion batteries are rated in power (flow rate) such as kilowatts and in energy (size) such as kilowatt-hours.  This is described in detail here.

Are there any risks associated with lithium-ion batteries?

Lithium-Ion batteries pose many risks which include:

Weight

These batteries are designed to be dense and thus the weight will be heavy relative to the size.  Weight varies by design and chemistry but can be from 6-15 kg/kWh.  Batteries in cargo containers can be very heavy and may exceed the capacity of pool chassis.

Chemical Risks

Lithium-ion batteries can contain flammable solvent such as ethylene carbonate or dimethyl carbonate to allow lithium-ion movement.  They may also contain coolant, and larger batteries may have fire extinguishing medium.  These chemicals can cause acute injury or result in health problems if inhaled or ingested.

Electric Shock

Lithium-ion batteries are designed to hold an electric charge.  In order to maintain the health of the battery, a charge must be maintained at all times.  When handling or working around the batteries, exposed parts should be treated as energized where contact could result in electric shock or burns.

Fire and Explosion

Lithium-ion batteries store a lot of energy in a small amount of space. When that energy is released in an uncontrolled manner, it generates heat, which can turn certain internal battery components into flammable and toxic gases.  Lithium-ion battery fires happen for a variety of reasons, such as physical damage (e.g., the battery is penetrated or crushed or exposed to water), electrical damage (e.g., overcharging or using charging equipment not designed for the battery), exposure to extreme temperatures, and product defects.

Ways to Prevent Injury and Illness

Larger lithium-ion batteries may require material handling equipment, such as hoists and cranes, powered industrial trucks and special OEM equipment.  Pre-planning of lifts and placement is important to reduce the risk of strains and sprains.  Dropping heavy batteries can result in potential foot injuries and safety protective footwear needs to be considered when handling lithium-ion batteries.

Batteries in cargo containers may be too heavy for chassis and may require the use of Low-Boy or tri-axle chassis to transport safely.

Batteries that are damaged, punctured or otherwise opened can result in a release of the chemical solvents contained within them.  These liquids should be handled like other flammable spills.  The safety data sheet should be consulted for proper personal protective equipment and spill clean-up procedures.

Lithium-ion batteries can hold low and high voltage charges, and only qualified and trained electrical workers should handle live electrical equipment.  Handling live electrical equipment should be done using electrical personal protective equipment such as insulated tools and gloves and electrically rated garments.  Electrical work involving lithium- ion batteries should be done following NFPA 70E.

The primary risk from a damaged, punctured or otherwise opened battery is fire and explosion from thermal runaway.  Thermal runaway is a dangerous, self-accelerating process where increasing temperature causes reactions that generate even more heat, leading to an uncontrollable rise in temperature, often resulting in fires, explosions, or device failure.

It is important to note that lithium-ion batteries will self-generate heat and oxygen during a thermal runaway event.  The battery has the potential to violently release flames, heat and hydrogen gas.  The severity of the release will depend on the battery chemistry, the size of the battery, the charge of the battery and the type of damage.  Even small batteries used in cell phones when damaged can result in a severe enough release to cause burns.

Can we prevent thermal runaway?

There are many conditions that can result in thermal runaway, but can we prevent it entirely? Battery quality issues can result in battery failure.  When purchasing larger lithium-ion batteries, purchasing from reputable battery manufacturers is important to reduce risk of quality issues.  Thermal runaway incidents have occurred due to quality issues associated with low-cost batteries and inferior battery management systems.

Battery damage is the most common cause of thermal runaway.  Dropping, striking or otherwise damaging batteries can cause electrical shorts which can result in heat generation that can be spread throughout the entire battery system.  Lithium-ion batteries should be handled with care and inspected before moving for any damage.  Any damage should result in a secondary inspection using a thermographic camera or other heat measuring instrument.  If battery exhibits excessive temperatures, it should be isolated away from operations and other combustible materials.

Where batteries are positioned or used, they should be protected from physical damage.  Barriers, bollards or other means should be used to prevent equipment from damaging batteries.

How to store lithium-ion batteries 

Battery storage inside buildings has code implications.  Local building codes often treat batteries similar to a hazardous material and will have restrictive code requirements including segregation, fire protection and construction requirements.

When batteries are stored in containers, segregating the container from other combustible cargo can prevent the spread of a fire should one occur.

Battery Energy Storage Systems As Cargo

Battery Energy Storage Systems (BESS) are container sized lithium-ion battery systems used for utility-scale energy storage and electrical system reliability.  These BESS containers often look like any other container.  They are usually heavy (can weigh in excess of 50 tons) and can be top-heavy.  BESS have all the risks of lithium-ion batteries however, the primary risk related to this cargo for stevedores is thermal runaway from damage.  Once thermal runaway has started on BESS cargo, existing fire responders’ protocol may be to let it burn out which can take anywhere from days or weeks.

Methods to reduce the frequency and severity of BESS thermal runaway failures include (these are risk-based and may not all be available to every location):

• Obtaining safety information prior to BESS arrival including (1) safety data sheet (2) OEM emergency plan (3) emergency response contact name and phone number (4) verified battery “state of charge” not to exceed 30% (5) certification “state of charge” is lowest level recommended by manufacturer (6) certification battery passed UN 38.3 tests for overcharge and (7) certification the units have no loose parts or unsecured materials inside.

• During cargo movement only move using a bombcart or other high capacity/low center of gravity transport (do not move using chassis).  Transport slow and steady like any other high center of gravity load.  Store in yard with distance between each container (i.e. one slot between BESS.  Stack only one high.  Fire department access to storage location.

• Load BESS only on low-boys or other high-capacity chassis.  Always follow OEM recommendations for customer transport.

Emergency Response

Battery failure resulting in thermal runaway can release heat, flames and toxic gasses.  There is no existing protocol for non-professionals to suppress a thermal runaway of medium sized and larger lithium-ion batteries and persons should stand clear and maintain a position upwind of any thermal runaway.  The Emergency Response Guidebook guides of 138 & 139 describe emergency responders positions.

Emergency responders will need to know about the presence of lithium-ion batteries.  The facility emergency action plan should include where lithium-ion batteries are present and the sizes.  Emergency responders should be provided this information and shown where they are located.

Current fire suppression techniques using dry chemical, gasses, foam or water spray do not seem to be effective in suppressing lithium-ion battery fires.  Emergency responders may use high volume of water or may chose to allow fire to burn itself out.

Summary

The use of Lithium-ion batteries is widespread and growing.  They pack a lot of energy in a small space and when that energy is released, it results in a high risk for injury and damage.  It is critical to identify your risks and put in plans to reduce the risk of damage and minimize the impact if damage occurs.  Coordinate response with your local emergency responders and understand what they will do in an emergency.

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The views expressed in this blog are solely those of the author and do not represent the opinions or endorsements of any organization or entity. Readers should use their own discretion and consider multiple sources of information when forming their own opinions or making decisions.

Sources

https://www.epa.gov/system/files/documents/2023-09/Lithium-Ion-Batteries-Fact-Sheet-8-2023.pdf

https://storagewiki.epri.com/index.php/Energy_Storage_101

https://www.nfpa.org/education-and-research/home-fire-safety/lithium-ion-batteries

https://www.nfpa.org/codes-and-standards/nfpa-70e-standard-development/70e

https://ul.org/research-updates/what-is-thermal-runaway/

https://fsri.org/research-update/journal-article-quantifies-fire-hazards-lithium-ion-battery-fires-caused-thermal

https://www.flir.com/discover/industrial/application-note-ensuring-safety-and-efficiency-with-flir-thermal-monitoring-for-battery-energy-storage-systems/?srsltid=AfmBOopt4WD8Sc6a0P5ctLx82UnxquLjdxDTYIg3y_FeWrmCbf0TkMKr

https://codes.iccsafe.org/s/IFC2024P1/chapter-3-general-requirements/IFC2024P1-Pt02-Ch03-Sec320.4.2.2#:~:text=2.2%20Construction%20requirements.,-INSIGHTS%20(1)&text=Where%20indoor%20storage%20areas%20for,horizontal%20assemblies%20are%20not%20required.

https://www.phmsa.dot.gov/sites/phmsa.dot.gov/files/2024-04/ERG2024-Eng-Web-a.pdf

https://www.phmsa.dot.gov/sites/phmsa.dot.gov/files/2024-09/Lithium-Battery-Test-Summary-2024.pdf

A curious philosophical question that reportedly has its beginning in a 3^rd Century BC book entitled Han Feizi.  It shares a story that a man was trying to sell a spear and a shield, and claimed the spear could go through any shield while the shield he was selling was impenetrable.  When he was asked what would happen if this spear was used on that shield he had no answer^1,3.  So was born the inherently conflicting scenario of what happens when something that cannot be stopped meets something that cannot be moved.

Thoughts and debate on this phrase are many and varied.  A force that cannot be stopped such as a hurricane that never loses power and blows away all in its path.  Then it meets a boulder so heavy and solid it cannot be shifted.  Both cannot exist so one cancels out the other².

Others offer responses in logic and semantics.  Logically, if there was an irresistible force then there could not be an immovable object in the same space, and the same going the other way if an object is truly immovable.  Putting forth that perhaps the immovable object is space while the unstoppable force is time.  Semantically, if there was an irresistible force then the phrase “immovable object” is meaningless and has as much value as asking to see a triangle with four sides³.

So this paradox starts to take shape such that nothing is truly unstoppable despite how strong or forceful it may seem, and somewhere along its travels it can be convinced to redirect.

Likewise, nothing is truly immovable, and at some point it can be convinced to shift from its original position.

Years ago in one of many debates I fell upon another answer to this question, and one that I have seen and applied over time:

What happens when an unstoppable force meets an immovable object? 

They create infinite friction.

How can this be brought to OH&S?

Friction is the force that resists an object’s motion on a surface⁴.  Resistance > Heat > Friction.

In the art of occupational safety we can encounter both this paradoxical question, and its resultant answer, in our endeavor to create a safe work environment.

Unstoppable force?  The need to protect those around us.

Immovable object?  Human will.

The human will is powerful, and when one is motivated and firm on their beliefs there could be an opening argument that they are “immovable.”  The will is what motivates decisions and influences behavior both in daily life and in the workplace.

Workplace safety is paramount, and a force that perpetually moves forward in an attempt to find ways of making it better. Improved personal protective equipment, updating methods of training for evolving learning modalities, advancing methods of detecting hazards before they become incidents, etc.  This drive to continually improve safety could also be argued as “unstoppable.”

These two principles meet every day on board ships, out in terminals, in our shops, and anywhere employees are showing up to get the job done.  Hundreds of regulations, policies and procedures are published and in place, yet our industry, and all industries, still contend with incidents that can result in serious injuries – or worse.

A piece of this puzzle is the intersection of safety’s driving movement to improve and protect, and the will that guides someone’s choices when doing a task.

When I’m operating a machine am I wearing my seat belt?

If I’ve been told it needs to be repaired have I facilitated getting that done?

Walking up the gangway are my safety vest and hard hat on?

If someone on my team needs a vest or hard hat did I get them one?

Have I checked the gear before a lift and gone over the lifting plan with the team?

If I see something that needs to be repaired have I communicated it?

If I have been told something needs to be repaired have I acted upon it?

Often times the simplest choices and actions can have profound effects on workplace safety.  So, what is a keystone to improve choices and actions?  Connection and relationships.

Of course, there are times when safety is very linear.  If I made a choice that resulted in an incident there will be an investigation, and possible consequences such as in-person review, retraining, or other means deemed necessary to form a corrective action.

However, the process of making that choice is more three dimensional and may be improved by engaging those around us to make safe choices along with communicating their observations.  Recall the comments before wherein the immovable object is not truly immovable and can be convinced to shift.  So too may the unstoppable force learn to redirect.  These opportunities to connect with each other can occur anywhere, but often these moments happen in the quietest of occasions.

Standing together at the gangway waiting while the crew sets up the safety net talking about each other’s plans for the holidays.

Standing on deck together in the rain comparing notes on how to stay dry and laughing about it as the rain continues to pour down on both of us.

Calling for a mechanic to come out and help with frozen air lines and talking about how to best to stay warm while waiting for them to arrive.

Sitting them on my tailgate and going over what happened while I clean and bandage their laceration before sending them to the doctor for evaluation, and telling them we’ve got them.

Talking with each other in the Emergency Department at 2:30 in the morning while waiting for X-ray results from their injury, and sharing our stories about how we both ended up working the waterfront.

How do you reduce friction and improve safe choices?  Understanding and connection.

Through understanding and connecting with those around us the unstoppable force and immovable object realize they both have similar paths, and it’s ok to shift or redirect because our goals are the same.

We all want to care and provide for our Families, and Safety wants to ensure we all get there.

Thank you.

Respectfully

Erick H.-Saia

References:

1. https://en.wikipedia.org/wiki/Irresistible_force_paradox#cite_note-3
2. https://philosophyterms.com/paradox-of-the-irresistible-force/
3. https://en-academic.com/dic.nsf/enwiki/888528
4. https://www.sciencefacts.net/friction.html

In the pursuit of continuous improvement there are several international standards that industries can select to incorporate into their procedures and operations.  These standards help ensure that companies and their employees have defined roles and processes throughout the enterprise.  Ranging from routine daily operations and incident management up to the management of change and creating new corporate processes these standards provide a concise structure that is first implemented, and then regularly audited to maintain compliance.

The most recognizable of these standards is ISO – the International Organization for Standardization (https://www.iso.org/home.html). ISO is a Standard that creates global collaboration between experts who create methods and documentation for nearly anything from managing processes to frontline product development¹.

London, 1946, sixty-five Delegates from twenty-five Countries met to begin formulating International Standardization, and in 1947 ISO was created with 67 technical committees containing groups of experts focused in various subjects¹.  Many think that “ISO” is an acronym, but it is actually inspired by the Greek word “Isos” meaning “equal,” and is intended to communicate the Organization’s mission to create global standards¹.

Moving to the maritime industry there are several ISO Standards that may be applied:

• ISO 9001: Quality Management
  • A primary ISO Standard that focuses on Quality Management Systems (QMS), and is intended to improve operations optimization, reduce errors, and improve customer satisfaction.
• ISO 14001: Environmental Management
  • Focuses on Environmental Management Systems (EMS), and targets waste reduction, energy conservation, and improving sustainability.
• ISO 45001: Occupational Safety & Health
  • Offers a system to build or improve Occupational Health & Safety (OHS) Management Systems.
• ISO 27001: Information Security Management
  • Provides requirements to establish, implement, and maintain Information Security Management Systems (ISMS). ²

Requirements for ISO Certifications include:

• Regular internal audits to ensure all processes remain ISO compliant, and addressing any non-conformities prior to the external audits.
• Continuous Employee training and awareness.
• Updated documentation for all policies, procedures and recordkeeping.
• Continually monitor and improve processes including customer feedback, risk assessments, and corrective actions.
• Management reviews to analyze audit results, customer feedback, and performance metrics.
• Track and comply with all legal and regulatory requirements as applicable.
• Maintain readiness for the required external surveillance audits. ⁵

ISO Certification Audits (CA) follow a 3-year cycle:

• Year 1 full audit for Stage 1 and Stage 2 CA.
• Year 2 is a Surveillance Audit inspecting part of the system.
• Year 3 another Surveillance Audit inspecting further parts of the system.
• Year 4 begins the 3-year cycle again. ⁶

OHSAS 18001:2007 vs. ISO 45001:2018

In a time before the creation of ISO 45001 there was a Standard entitled Occupational Health and Safety Assessment Series (OHSAS 18001) which was a system to manage workplace health and safety risks, and was published by the British Standards Institution (BSI).  Although recognized around the world it did not meet ISO requirements and was eventually replaced by ISO 45001 at the end of 2018. ³

Differences between OHSAS 18001 and ISO 45001:

                                                                                                                                                       ³

In addition to ISO 14001 – Environmental Management there is another global environmental standard that NMSA Members are embracing called Green Marine (https://green-marine.org/).

Green Marine, Managed by Green Marine International, is a non-profit organization managed by a Board of Directors, and their goals are to target and improve key environmental issues including biodiversity protection, air, water and soil quality, and community relations. ⁴

Their Certification Process includes:

• Annual self-evaluation for each performance indicator.
  • Ports and Seaway Candidates
    • Air emissions / GHG
    • Aquatic ecosystems
    • Community impacts and relations (separate PI’s)
    • Dry bulk handling and storage
    • Environmental leadership
    • Spill prevention and stormwater management
    • Underwater noise
    • Waste management
• External verification every 2 years by a Green Marine accredited verifier.
• Publishing the results at Green Marine’s annual GreenTech conference.
• Demonstration of yearly improvement(s).
• Certification logo identifying successful completion of all requirements.

⁵ 

NMSA Members continue to seek out and complete the requirements of these Standards and Certifications in a constant pursuit of improvement where needed.  A prior internal poll with NMSA’s Technical Committee confirmed that several Members have either completed their certification at specific Terminals, or are in the process for ISO Certifications:

• APM Terminals Pier 400 (45001 and 14001)
• SSA Marine (14001)
• Fenix Marine (pending final audit for 9001, 14001, and 45001)
• Several Signal Mutual Clients (pending)

In addition, Terminal participants with Green Marine include:

• PNCT
• Ports America
• SSA Marine
• TraPac
• Enstructure

NMSA and its Members continue to strive for excellence not only in marine cargo handling, but also as stewards and stakeholders in our industry, communities, and the environment around us.

Thank you.

In the maritime industry, the clock never stops. Ships sail through the night, terminals operate under floodlights, and cargo moves through ports in a seamless chain that rarely pauses. But while the work is continuous, the people driving it are not machines. They need rest—and more than ever, we need to talk about the role of fatigue in worker safety.

Why Fatigue Matters

Fatigue isn’t just about feeling tired, it’s a physiological impairment that slows reaction time, reduces alertness, and clouds judgment. It’s often referred to as the “invisible hazard,” comparable in its effects to alcohol impairment. According to the National Safety Council, being awake for 20 hours is equivalent to a blood alcohol concentration of 0.08%—the legal limit in many states.

In port operations, longshoring, and vessel servicing, even a split-second delay or lapse in concentration can (and has) lead to serious injury, environmental damage, or loss of life. Fatigue is a silent contributor to near misses and recordable incidents—but it’s one we can address.

Unique Challenges in Maritime Work

The maritime industry presents unique obstacles to managing fatigue. Understanding these challenges is the first step toward developing meaningful prevention strategies.

1. 24/7 Operations: Workers on rotating shifts often experience circadian rhythm disruption.
2. Irregular Schedules: Job availability, overtime, and weather delays impact rest and recovery.
3. Environmental Stressors: Noise, vibration, physical exertion, and exposure to weather accelerate fatigue.
4. Cultural Factors: In some work settings, taking breaks or prioritizing rest may be misinterpreted as a lack of toughness rather than a focus on safety.

Practical Strategies to Reduce Fatigue Risk

Fatigue mitigation is a shared responsibility. Both labor and management leaders—from Supervisors to Gang Bosses, Union Foremen to Terminal Operators—must work together to identify fatigue risk and act early. Consider the following approaches:

1. Smarter Scheduling
   1. Limit excessive consecutive shifts and minimize “quick returns.”
   2. Where local agreements permit, develop scheduling practices that allow separation between day and night gangs to support meaningful rest cycles.
   3. Encourage Union leadership to engage in internal hour tracking or voluntary limits on consecutive work periods, similar to approaches taken by some Canadian Locals.
2.  Encourage Self-Reporting
   1. Empower workers to speak up about fatigue without fear of reprisal.
   2. Promote a “pause without penalty” culture that values self-awareness and accountability.
3.  Provide Rest Facilities
   1. Where feasible, provide clean, quiet, and comfortable break areas.
   2. Recognize that not all terminals have the infrastructure to support dedicated rest facilities, but even modest improvements to existing spaces can support recovery.
   3. Clarify hydration and nutrition support expectations—this could include providing water stations, electrolyte packets, or access to healthy snacks/meals during extended shifts.
4.  Train Waterfront Supervisors (Management & Labor) to Recognize Fatigue
   1. Fatigue recognition should not rest solely with Management. Union leaders play a critical role on the front line and should be trained to identify symptoms such as slowed movement, forgetfulness, or disengagement.
   2. Responsibility for action should be shared—with labor and management partnering to ensure observations lead to safe decisions.

What Workers Can Do at Home to Improve Rest

Fatigue prevention doesn’t start at the job site—it starts at home. Here are four simple, science-backed habits that support better sleep and next-day alertness:

1. Keep Your Bedroom Cool
   The optimal room temperature for sleep is between 60–67°F. Cooler environments help the body maintain its natural temperature rhythms, allowing for deeper and more restorative sleep cycles. Research from the Cleveland Clinic supports this range, noting that a cool room promotes melatonin production and reduces sleep disturbances.
2. Replace Pillows Regularly
   Old or worn-out pillows can lead to neck discomfort, poor spinal alignment, and disrupted sleep. The Sleep Foundation recommends replacing pillows every 1–2 years to maintain proper support and hygiene, especially for individuals who sweat heavily or suffer from allergies.
3. Write Down Tomorrow’s Tasks
   A study by Baylor University found that individuals who wrote a to-do list before bed fell asleep faster than those who wrote about completed tasks or nothing at all. The act of offloading responsibilities onto paper reduced bedtime anxiety and mental clutter.
4. Use the Bed for Sleep—Not Entertainment
   Cognitive Behavioral Therapy for Insomnia (CBT-I) strongly encourages limiting bed use to sleep only. Engaging in other activities like watching TV, eating, or scrolling on a phone while in bed can weaken the mind-body connection between bed and rest. Veterans’ Health Administration sleep clinicians echo this strategy as a foundational tool for improving sleep quality.

The Role of Technology in Fatigue Detection

As port operations modernize, technology is emerging as a valuable tool in fatigue prevention. In-vehicle camera systems powered by AI can detect eye closure, head nodding, or erratic steering, and prompt real-time corrections.

However, inward-facing camera technology must be approached with caution. Previous implementations have met resistance from labor partners, including incidents of vandalism. Any use of such technology must be transparently introduced, with union collaboration and trust-building as part of the rollout.

Technology is not a silver bullet—but when combined with cultural change, policy, and mutual respect, it can become part of a broader fatigue risk management system.

Building a Culture Where Rest is Respected

Fatigue management isn’t just about policy, it’s about culture. Rest must be treated as a performance tool, not a weakness. This culture must be shaped by both management and labor leaders, who model and reinforce the value of recovery.

We must move the conversation from “toughing it out” to “staying sharp.” Safety isn’t about endurance, it’s about readiness. And sustained readiness requires proper rest.

Sleep on it

As a member of the NMSA Technical Committee—and as someone who spent years working 24-hour shifts as a firefighter/paramedic—I’ve seen firsthand the toll fatigue can take. I’ve responded to countless incidents in the early hours of the morning that were the direct and preventable result of someone being overtired: workplace accidents, vehicle collisions, medical emergencies. Fatigue doesn’t just compromise performance; it endangers lives.

In the maritime industry, where the work is physically demanding, unpredictable, and often performed under pressure, managing fatigue isn’t optional, it’s essential. But this work must be done in partnership. Labor leaders, union foremen, employers, and terminal managers all play a role.

Because at the end of the day—or night—safety starts with rest.

18 May 2022 was the day the International Maritime Organization (IMO) launched the inaugural observation of International Day for Women in Maritime, and focused on the theme “Training-Visibility-Recognition: Supporting a barrier-free working environment.” (1)

Supporting the growth and advancement of women in our community has continued with expanding IMO partnerships to include other groups of Leaders including the Women’s International Shipping & Trading Association (WISTA).

Earlier this year the IMO announced in Circular Letter No. 4978 on 13 March the Inaugural “Maritime Women’s Leadership and Empowerment” training course sponsored in partnership by the IMO and WISTA, and delivered by the World Maritime University (WMU). (2)  The course’s objective is to equip mid-career women in the maritime industry with high-level leadership and strategic management skills so they may move into decision-making roles.  It is designed for women in the public sector of maritime domains, including maritime administrations, port authorities, coastguards, and maritime education and training institutions.  Further, women in the private sector in developing countries who are WISTA International Members may also be able to participate through the granting of fellowships. (2)

In 2025 the IMO again marked this year’s International Day for Women in Maritime, and held a Symposium on 16 May themed “An Ocean of Opportunities for Women” to celebrate its annual event. (3)

Present day advocacy for women in our industry is essential, but the strength and resolve of women in maritime reaches farther back than many appreciate.  Some examples include:

• Late 2nd or early 3rd century CE two women presented a dedicatory inscription to the Greek goddess Leto wherein they referred to themselves as ship owners and merchants from the Red Sea.
• Ptolemaic and Roman Egypt evidence, along with Roman law set forth, that women both owned ships and actively participated in trade.
  • Continued research into available resources indicate that women also acted as Agents in charge of trade and cargo.
    • A grain receipt from late 2nd / early 3rd century CE lists Sarapias as the owner of a ship alongside her brother as its Captain or Helmsman.  The receipt indicates her brother sailed the boat down the Nile, but she was responsible for arranging the cargo of wheat to be loaded and transported.
• Imperial Roman Law includes women as Agents in trade and shipping, including Emperor Claudius introducing legislation that a woman would gain privileges granted to a mother of four children if she both owned a boat of a large enough size, and used it to import grain to the City for 6 years. (4)

The talent and drive of women in maritime continued into American history where we are reminded of their courage and leadership:

• Eleanor Creesy was an American navigator who set a world sailing record in 1851 alongside her husband, Capt. Josiah Perkins, when they sailed the clipper ship Flying Cloud from New York to San Francisco in 89 days / 21 hrs which beat the prior record by an entire week using the latest wind and current charts from Matthew Fontaine Maury of the U.S. Navy.  She and her husband later beat their own record in 1854 when she again navigated from New York to San Francisco in 89 days / 8 hrs.
• Mary Patten took temporary command of a clipper ship in July 1856 that departed New York City en route to San Francisco.  While rounding Cape Horn her husband, Capt. Joshua Patten, became ill and lost his hearing and eyesight.  Nineteen and pregnant with their son she took command of the ship having been taught how to navigate by her Husband on previous voyages.  Throughout the voyage she both navigated the ship and cared for her sick husband until November 1856 when she successfully arrived in San Francisco.  The vessel’s insurers later gave her a reward for her actions in saving the crew, cargo and vessel.
• Eliza Thorrold continued operating a 44-ft steam tugboat, Ethel and Marion, in San Francisco Bay several years after her husband, Capt. Charles Thorrold, died from blood poisoning in 1893.  She was later quoted in 1897 as saying, “…my circumstances compel me to be the master of my own boat.” (5)

In the 20th Century our world suffered through World Wars I and II, and again women stepped up to keep both our industry and our Nation strong.  By 1943 women were approximately 65% of the shipyard workforce on the West Coast, and their compensation was up to 40% higher when compared to other industrial production jobs considered services (teachers, nurses, secretaries, etc.).  Although women were not afforded leadership roles such as foremen or supervisors, they did continue to see their work as a source of financial and social success leading to expanding opportunities for women of many backgrounds including African Americans, Asian and Latinas.  Historian Susan M. Hartman was quoted as saying about the 1940’s that it “…laid the preconditions for an awakened womanhood in the 1960s.” (Marinship at War by Charles Wollenberg). (5)

Moving to modern history, a partnership between WISTA and the IMO published Women in Maritime Survey 2024:  A report on the participation of women in the public and private maritime sector workforces.  Important takeaways from this excellent survey include:

• Data covered 176,820 women working in maritime in 2024 which is up from 2021 at 151,979.
• From the workforce sampled women represent approximately 19% of the total workforce compared to 26% from 2021.
• Women are 19% of the workforce in national maritime authorities of Member States, and 16% in the private sector (not including seafarers). (6)

This survey’s data will be used to support the United Nations Sustainable Development Goal 5 (UN SDG 5):  Achieve gender equality and empower all women and girls. (7)   

Rightly so do we honor women in maritime each year in May, and it is hoped that this recognition and support continues into a daily practice throughout the year.  As noted above there are organizations actively working to empower women in our industry, and although not exhaustive, following are examples of these groups and where to gain more information about them:

• IMO’s Women in Maritime: https://www.imo.org/en/ourwork/technicalcooperation/pages/womeninmaritime.aspx
  • A strategic approach towards enhancing the contribution of women as key maritime stakeholders, and to support the participation of women in both shore-based and sea-going posts.
• IMO-funded Djibouti Code of Conduct / Jeddah Amendment project: https://dcoc.org/women-in-maritime/
  • Code of Conduct for the repression of piracy and armed robbery against ships in the Western Indian Ocean and Gulf of Aden.
• Women’s International Shipping & Trading Association (WISTA):  https://wistainternational.com/
  • An international networking organization whose mission is to attract and support women, at the management level, in the maritime, trading and logistics sectors.
• Women In Maritime Operations:  https://www.wimos.org/
  • Dedicated to recruiting, retaining, advancing, and promoting women in the maritime industry through sharing knowledge and continuing education.
• Women in Maritime Community: https://womeninmaritimecommunity.com/
  • To support and uplift women in the maritime industry by providing a platform for empowerment, leadership development, mentorship opportunities, networking events, and knowledge sharing.
• Maritime SheEO: https://maritimesheeo.com/
  • To create the next generation of women leaders in maritime, and promote gender equality in maritime where women can thrive, lead and excel.

In our own safety community the National Maritime Safety Association (NMSA), and National Association of Waterfront Employers (NAWE), proudly honor the women that work within our own Associations each day to strengthen the maritime mission:

Susan Winfree: NMSA Board Member, and Vice President of Workforce Development and Corporate Diversity Officer for the Shipping Association of New York and New Jersey.

Stephanie Bishop: NMSA Board Member, and Vice President of Safety at SSA Marine.

Dr. Sharifa Batts, DBA, MBA:  NMSA Technical Committee Member, and Vice President of ESG & Safety at Ports America.

Jennie Perez Silva:  Technical Committee Member, and EHS Manager and Facility Security Officer at Puerto Rico Terminals.

Colleen Kennedy:  NAWE Director of Marketing and Communications.

Heather Ordonez: NAWE Director of Finance and Member Services.

Jean Godwin: NAWE Senior Advisor

These leaders, and the many others who both contribute to the daily frontline safety of our Longshore Workers as well as actively participating in the activities of our industry, are a testament to the wisdom and guidance of women in maritime.

Let us continue to honor the women contributing each day to make our industry great and remain mindful that raising each other up should always be the foremost choice as we all move through this industry together.

The views expressed in this blog are solely those of the author and do not represent the opinions or endorsements of any organization or entity. Readers should use their own discretion and consider multiple sources of information when forming their own opinions or making decisions.

¹ https://www.imo.org/en/About/Events/Pages/International-Day-for-Women-in-Maritime-2022.aspx

²https://wwwcdn.imo.org/localresources/en/OurWork/TechnicalCooperation/Documents/women%20in%20maritime/Circular%20Letter%20No.4978%20-.pdf

³ https://www.imo.org/en/About/Events/Pages/International-Day-for-Women-in-Maritime-2025.aspx

⁴ https://www.classicalstudies.org/merchant-matronae-women-ships-and-trade-hellenistic-and-roman-world

⁵ https://www.nps.gov/safr/learn/historyculture/maritimewomenhistory.htm

⁶ https://www.imo.org/en/OurWork/TechnicalCooperation/Pages/IMO-WISTA-Women-in-Maritime-Survey-2024.aspx

⁷ https://sdgs.un.org/goals/goal5#overview

As we close the first quarter of 2025, we reflect on a season of steady, and sometimes surprising, movement across the maritime landscape. From regulatory developments and port electrification to national policy shifts and enforcement crackdowns, the maritime industry continues to evolve in real time. Below, we’ve highlighted several updates that carry weight for maritime safety professionals and waterfront workers alike—because staying informed is a key part of staying safe.

Federal Oversight and Safety Programs Continue to Expand 

OSHA’s National Emphasis Program (NEP) on heat-related hazards remains active in 2025—and now officially extended through April 8, 2026—under Directive Number CPL 03-01-024, effective January 16, 2025. This directive continues OSHA’s targeted enforcement initiative aimed at protecting workers from heat illness and injury in both outdoor and indoor environments. For employers in maritime and terminal operations, this means continued—and increasing—attention to preventative measures like hydration access, shaded rest areas, acclimatization protocols, and training programs.

The extension of the NEP reinforces OSHA’s long-term commitment to environmental hazard mitigation amid rising global temperatures. With many coastal and waterfront operations experiencing early-season heat surges, now is a crucial time to review and reinforce policies and to schedule team-wide training refreshers on recognizing and responding to heat stress symptoms. The directive also encourages employers to conduct proactive heat hazard assessments and use real-time monitoring tools to protect their workforce as temperatures become increasingly higher.

A new report from the US Government Accountability Office (GAO) calls for port authorities to modernize infrastructure and adopt broader risk reduction strategies. The report outlines a need for improved emergency preparedness, climate resilience, and digital security across U.S. ports—a reflection of how safety now spans both the physical and digital domains. For safety managers, this means being ready not only for container yard incidents but also for the cybersecurity threats that could target terminal operating systems or disrupt logistics networks. The GAO has placed increased emphasis on the integration of climate modeling and hazard assessments into long-term infrastructure planning, signaling an evolving expectation of what port preparedness truly looks like.

In a high-profile incident this quarter, the U.S. Coast Guard shut down a cargo terminal in Puerto Rico after discovering violations related to ammonium nitrate storage and handling. The terminal’s operations were halted immediately, highlighting the critical importance of compliance with hazardous materials handling and stowing regulations. Ports handling hazardous cargo should use this moment to reassess their inventory control systems, employee training on chemical handling, and the readiness of their emergency response protocols.

Ports Continue Plugging into the Future

The first quarter saw continued investment in port electrification and energy efficiency projects that signal a growing momentum toward decarbonization. The Port of Long Beach rolled out its first electric Class 8 truck—reducing emissions and marking a turning point in terminal transport. This milestone is especially noteworthy given the heavy-duty demands placed on port drayage fleets, and it demonstrates both technological feasibility and regulatory alignment with state-level emissions goals.

In January 2025, the Port of Savannah’s Ocean Terminal received four new electric ship-to-shore cranes, increasing its fleet to eight Super Post Panamax cranes. These cranes were designed by Finland-based Konecranes and manufactured by a subcontractor in the PRC. The addition of these cranes is part of the Georgia Ports Authority’s ongoing efforts to enhance its infrastructure and capacity. The completion of this project upgrade in 2028 will enable Ocean Terminal to accommodate the largest vessels serving the U.S. East Coast.

Another exciting milestone in Q1 was the arrival of components for Coastal Virginia’s first offshore wind project. This development promises to be a major step forward in maritime energy innovation and green job creation. Not only does offshore wind signal a new era for clean energy, but it also represents a major opportunity for longshore labor, logistics planners, and marine construction firms. Ports positioned near offshore wind installations should be examining their capacity to store, stage, and move oversized components as this sector continues to scale.

Legislative and Political Developments 

Prior to leaving office, the Biden administration unveiled a new council focused on building stronger, more transparent supply chains. Though not maritime-specific, the initiative may influence port operations and domestic shipping strategies. The White House Council on Supply Chain Resilience aims to prevent disruptions like those experienced during the pandemic by encouraging domestic manufacturing, reshoring key industries, and enhancing logistics transparency. For maritime stakeholders, this could translate into increased scrutiny of port congestion, investment in port infrastructure, and tighter collaboration with inland freight corridors.

Lori Chavez-DeRemer Confirmed as U.S. Secretary of Labor 

On March 10, 2025, the U.S. Senate confirmed Lori Chavez-DeRemer as the 30th Secretary of Labor with a vote of 67-32. She was sworn in the following day, March 11, 2025. Chavez-DeRemer, a former U.S. Representative from Oregon’s 5th congressional district and Mayor of Happy Valley, Oregon, brings a background in business administration and local governance to the Department of Labor. Her father was a member of the Teamsters union, and she has previously supported pro-labor legislation, including co-sponsoring the Protecting the Right to Organize (PRO) Act during her congressional tenure.

Her confirmation reflects a bipartisan consensus on her qualifications and indicates a potential shift in labor policy focus. Chavez-DeRemer’s leadership is expected to influence labor regulations and initiatives, with implications for various sectors, including the maritime industry. Stakeholders are advised to monitor policy developments from the Department of Labor under her direction.

New Shipbuilding Office Announced 

President Trump announced a plan to launch a White House office focused on shipbuilding, a move signaling interest in revitalizing the U.S. maritime manufacturing base. While still in its conceptual stages, this office could serve as a central policy node for maritime construction subsidies, workforce development programs, and strategic vessel procurement. If realized, the office would aim to expand U.S. shipyard capacity and reduce dependency on foreign-built vessels—a move that would benefit both national security and domestic job creation.

This renewed interest in shipbuilding highlights the growing awareness of maritime industry importance. The operational outlook or funding plans for the new office have yet to be revealed, but safety professionals should stay alert for changes in standards, reporting, or training requirements tied to federally backed ship construction programs.

A Glimpse Inside the NMSA Technical Committee – Why You Should Join Us at the Annual Meeting 

The NMSA Technical Committee (TC) continues to be a driving force for collaboration, safety innovation, and regulatory readiness in the marine cargo handling industry. Our recent meeting brought together safety leaders and subject matter experts from across North America to share insights, tackle shared challenges, and explore new technologies.

Highlights included an address from NMSA Executive Director Carl Bentzel who provided developments from Washington D.C. and high-level updates on regulatory developments, meeting attendees sharing strategies for addressing carbon reduction at terminals, and an in-depth video analysis/discussion on fall protection during lashing operations. Our community also reviewed safety protocols surrounding high wind events, engaged in productive conversations about incident trends, and explored cross-border regulatory comparisons that impact daily operations on the waterfront. We also welcomed demonstrations of cutting-edge rescue platforms designed specifically for the unique challenges of the maritime workplace, reinforcing our shared commitment to innovation that protects lives.

But the value of these meetings goes beyond the agenda. It’s in the open dialogue, the cross-port networking, and the continuous drive to raise the bar on safety. Whether you’re in operations, compliance, labor, or leadership—these gatherings offer something for every stakeholder invested in the future of marine terminal safety. With upcoming meetings planned throughout the year—including our highly anticipated summer session in New Orleans, LA for our Annual Meeting and a December virtual wrap-up—there’s never been a better time to get involved.

Join us at the NMSA Annual Meeting June 24-26 and see for yourself how the Technical Committee is shaping the future of safety on the waterfront!

Looking Ahead 

The first quarter of 2025 has shown us that change in the maritime industry is not only inevitable—it’s accelerating. From heat-related safety mandates and cargo terminal shutdowns to massive infrastructure upgrades and evolving federal leadership, the message is clear: the stakes are higher, the challenges are more complex, and the opportunities are larger than ever before.

As safety professionals, labor advocates, logistics experts, and port operators, it’s our responsibility to remain agile, informed, and proactive. This quarter’s developments remind us that our success hinges on three things: knowing the risks, responding to the changes, and investing in the people who keep this industry moving. Whether it’s staying ahead of environmental hazards, understanding new federal initiatives, or adapting to electrification and offshore energy projects, we must continue to lead with both safety and strategy in mind.

The NMSA Technical Committee will continue to be a hub for that leadership—bringing together voices from every corner of the industry to exchange best practices, raise new concerns, and shape practical solutions. As we move through the rest of the year, your participation will be key. If Q1 is any indication, 2025 will be another landmark year for progress, policy, and partnership on the waterfront.

Let’s face the next quarter not just prepared—but united, informed, and ready to lead. Get your appetite ready for some gumbo, po’boys, and beignets as we hope to see you in New Orleans this June for the NMSA Annual Meeting. Until then, stay safe, stay sharp, and stay connected.

References 

• Container News. (2025, January 12). Port of Savannah adds four electric ship-to-shore cranes. https://container-news.com/port-of-savannah-adds-four-electric-ship-to-shore-cranes/
• Transport Topics. (2025, February 14). Port of Long Beach debuts EV drayage truck. https://www.ttnews.com/articles/port-long-beach-ev-truck
• MarineLink. (2025, January 30). First components arrive for Coastal Virginia offshore wind project. https://www.marinelink.com/news/first-coastal-virginia-offshore-wind-521697?cid=17
• gCaptain. (2025, March 6). Coast Guard shuts down Puerto Rico cargo terminal after ammonium nitrate violations. https://gcaptain.com/coast-guard-shuts-down-puerto-rico-cargo-terminal-after-ammonium-nitrate-violations/
• Transport Topics. (2024, November 27). White House announces new council on supply chain resilience. https://www.ttnews.com/articles/white-house-supply-chain
• Transport Topics. (2024, December 12). Senator Lori Chavez-DeRemer to chair new House supply chain panel. https://www.ttnews.com/articles/senate-lori-chavez-deremer
• U.S. Government Accountability Office. (2025, February). Port Infrastructure: Actions Needed to Improve Risk Resilience. GAO-25-107244. https://www.gao.gov/products/gao-25-107244
• Safety+Health Magazine. (2024, March 28). National Emphasis Program on heat will continue, OSHA says. https://www.safetyandhealthmagazine.com/articles/26379-national-emphasis-program-on-heat-will-continue-osha-says
• Occupational Safety and Health Administration. (2025, January 16). Extension of CPL 03-00-024, National Emphasis Program – Outdoor and Indoor Heat-Related Hazards (Directive Number CPL 03-01-024). U.S. Department of Labor. https://www.osha.gov/sites/default/files/enforcement/directives/CPL_03-01-024.pdf

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The views expressed in this blog are solely those of the author and do not represent the opinions or endorsements of any organization or entity. Readers should use their own discretion and consider multiple sources of information when forming their own opinions or making decisions.

The condition can often be planned and setup to work towards a successful outcome.

• Ensuring fall prevention or fall arrest gear is used when working at a height.
• Air meters deployed to test a confined space prior to entry.
• Maintenance and repair on a yard horse before an Operator drives out onto the Terminal.
• Head lights and running lights working on your truck or vehicle.
• Education conducted and training materials handed out.

These have a direct linear effect on contributing to a safe work area, the site’s condition, and therefore help to ensure an Employee has what is needed to operate safely.

The second part, which is more three dimensional, is the choice.

The choice is where occupational safety is gaining more understanding on how mental health is directly related to workplace safety.

Safety professionals strive to educate employees so they are both knowledgeable and empowered to make safe decisions. However, knowing something is safer, and doing what is safer, are not always walked in the same path.

I show up for work and it’s a good day.  Slept well, planning a vacation with the Family soon, sun is out, and I’m ready to go.  This positive feeling when I walk onto the Pier will likely carry into my work.  Making sure I have my vest and hard hat.  Trade “Good morning’s” with a few people as I walk over to a yard horse.  Do my pre-op then drive out to the Apron without a rush, stop at the ends of the aisles to look, then line up for my box and get ready to start the day.

So too will this likely affect how I receive direction, or a correction, in the course of my day.  An hour into the job we have our workflow, but I roll through a STOP sign.  Moments later a Supervisor stops and reminds me it’s important to stop every time.  How do I receive this correction?  Acknowledge I know better and will do so going forward, or less amicably?  Today – probably the former.

This mindset is also a two-way street.  I’m the Supervisor driving up to the Employee rolling through a STOP sign and having the same upbeat day.  My correction to the Operator will likely be delivered in a similar positive tone and received with the right intent of simply trying to avoid an accident or injury.

Now change the day and what an Employee may be dealing with outside of work:

• Caring for a spouse with a chronic illness.
• An unexpected house repair that has turned out to be very costly.
• A child being continually bullied online or in school.
• Struggling to cope with increased stress but turning more often to substances or alcohol.

I walk onto the same Pier, but now there is upset and worry, mental distraction, and emotional fatigue that I am carrying with me.  How will all this affect my desire to make certain decisions, or my receptiveness to encounter others?

It is these days that occupational safety practices are more often including mental health in the conversation, and better understanding why a choice is made, or not made, while working:

Why did I walk under a crane with no head protection?

Why didn’t I check the slings before we started hoisting cargo out of the hatch?

Why was a correction taken as an insult instead of trying to help?

Of course, at times people are forgetful, in a hurry, or perhaps feel what was done carried less risk than other things to be concerned about.   However, it was still a choice, and there was a reason for that choice.  Understanding more about “why” something was done will better affect “how” to improve it.

The depth and breadth of mental health is extensive, and where to start can be daunting.  Looking to those who specialize in this practice is an excellent place to start.

So what is mental health?

The Substance Abuse and Mental Health Services Administration (SAMHSA) is an agency within the US Deptartment of Health and Human Services (HHS), and its mission is to advance the behavioral health of our Nation and improve the lives of individuals living with mental and substance use disorders, and their families.  ( www.samhsa.gov/about/mission-vision )

SAMHSA defines mental health as our emotional, psychological, and social well-being which affects how we think, feel, and act, and helps determine how we handle stress, relate to others, and make choices.  ( www.samhsa.gov/mental-health/what-is-mental-health )

These professional resources help us navigate through improving understanding of why someone made a certain choice.  SAMHSA offers examples of early warning signs that someone may be struggling to some degree with their mental health, including:

• Eating too much or too little
• Low or no energy
• Feeling helpless or hopeless
• Unexplained aches and pains
• Unusually forgetful, angry, or worried
• Severe mood swings

Increasing knowledge of what may be affecting an employee, recognizing signs of that effect, understanding why they made the choice they did, and then how we can help them improve it.

It is an investigative Best Practice to understand source causes of an incident, and how they can be improved. Additionally, not to place blame on Employees or make accusations, but instead educate and coach those involved towards safer decisions and improved communication.

Adding the dynamic of mental health takes the investigation beyond who, what, and where.  Now there is an attempt to better understand their motivation behind it, and while talking with the Employee possibly hear what is affecting them. This is moving to the “why,” and once that has more transparency then “how” we can help can have increased effectiveness.

There are tremendous resources available for Employees to receive help and guidance from those specially trained to do so, and services such as those broadcast by SAMHSA are an excellent starting point.

Please also do not underestimate the power of presence.  Sometimes the road to help, recovery, or just turning around a bad day, starts with someone simply sitting down to listen.  Offering a tone of understanding can be profound, and when necessary, can also be a reminder that help is out there.

Continuing to understand mental health, and its effect on occupational safety, will not only improve daily interactions, but help take safety into its next evolution.

Safety is a condition and a choice.

Thank you.

Erick H.-Saia

Yet, if there’s one thing the maritime community knows, it’s how to weather the storm. Serious disruptions may have defined 2024, but so did the steady hands that kept the industry afloat. As we sail into 2025, it’s time to take the hard-won lessons of the past year and use them as our compass. Because while low visibility might slow us down, it doesn’t mean we stop moving forward—after all, the saltiest seafarers know to crack a smile and stay the course when the seas get rough.

Reassessing Safety Helmets: Making the Right Choice Through Hazard Assessment

In 2024, OSHA released a bulletin on safety helmets, highlighting the differences between traditional Type I hard hats and the newer Type II helmets that provide additional lateral protection. While OSHA selected Type II helmets for its own employees based on a new hazard assessment, this does not mean they are recommending Type II helmets as a universal standard. Instead, OSHA’s guidance emphasizes the importance of conducting workplace-specific hazard assessments to determine the most appropriate helmet for each environment.

Type II helmets may be beneficial for certain workers, such as those working at heights, due to their added lateral protection. However, for many maritime operations, Type I hard hats remain a sufficient and practical choice, as they are lighter, cooler, and better suited to environments where top-down impacts are the primary concern.

What to Remember in 2025:

Conduct Hazard Assessments: Reevaluate workplace risks to determine whether Type I or Type II helmets are the best fit for specific roles and environments.

Provide the Right PPE for the Job: Equip workers based on their tasks, ensuring they have helmets that match the level of protection needed without introducing unnecessary burdens like added weight or reduced comfort.

Train and Inspect Regularly: Educate employees on proper helmet use and care as well as conduct routine inspections to ensure equipment remains in good condition.

OSHA’s bulletin serves as a reminder that safety decisions should be driven by thoughtful risk analysis and workplace-specific needs, rather than a one-size-fits-all approach. By reassessing and tailoring PPE to fit the unique demands of your operation, you can ensure the highest level of safety and practicality for your workforce. You can find the Safety and Health Information Bulletin here.

Heat Stress Preparedness: Addressing Industry-Specific Needs

The summer of 2024 brought record-breaking heat waves, placing worker safety in the spotlight. OSHA responded with its National Emphasis Program (NEP) on heat-related hazards and proposed a new Heat Injury and Illness Prevention Standard. While these efforts aim to address the growing risks of extreme heat, the National Maritime Safety Association (NMSA) has expressed significant concerns about OSHA’s approach to this regulation.

The NMSA has gone on record stating that OSHA has not adequately engaged the maritime industry during the development of this proposed standard. Unlike other industries, the unique challenges of marine cargo handling—such as working in environments with heavy equipment, irregular workflows, and port-specific conditions—were not fully considered. Additionally, the proposed standard overlooks many of the proactive measures already in place within the maritime community, such as contractually required breaks, hydration protocols, cooling equipment, and education on heat-related illnesses.

What to Remember in 2025:

Adopt and Expand Best Practices: Continue implementing hydration stations, shaded rest areas, and scheduled breaks, while sharing and refining industry-specific practices already in use.

Engage in Advocacy: Support efforts like NMSA’s to ensure that OSHA’s final Heat Injury and Illness Prevention Standard reflects the realities of the maritime industry. This includes the need for tailored guidelines that consider existing union agreements and workplace practices.

Monitor Conditions and Educate Workers: Use tools to assess real-time risk levels and train employees to recognize and address signs of heat stress effectively.

While OSHA’s initiative highlights the importance of heat illness prevention, NMSA’s concerns emphasize the need for standards that are practical and relevant to the maritime industry. Advocacy and collaboration will be critical as we work to protect our workforce from extreme heat without compromising operational realities. To contribute to shaping industry-specific solutions, consider reaching out to NMSA’s Technical Committee, where maritime safety professionals collaborate to share best practices and advocate for safety measures tailored to our unique challenges.

Hazard Communication for a Safer Workplace

In 2024, OSHA revised its Hazard Communication Standard (HCS) to enhance the quality and clarity of hazard labels and safety data sheets. For maritime operations, where the movement of hazardous materials frequently intersects with multiple transportation modalities, these updates offer essential tools for understanding and mitigating risks.

What to Remember in 2025:

Update Your Documents: Ensure hazard labels and safety data sheets comply with OSHA’s revised Hazard Communication Standard.

Educate Your Team: Workers and first responders need updated training to interpret the new labels effectively.

Conduct Regular Audits: Regular reviews of hazard communication protocols can identify gaps and strengthen compliance.

Clear and accurate communication is foundational to safety, ensuring that everyone on the dock or aboard the vessel understands the risks they face.

Charting the Course in 2025

Safety isn’t just a checklist—it’s a mindset, a commitment to ensuring every worker goes home safe at the end of the day. The actionable steps outlined here aren’t just rules; they’re opportunities to create a stronger, more resilient workforce. By equipping your team with the right tools, staying vigilant against environmental risks, and prioritizing clear communication, you’re not only meeting compliance standards—you’re setting the standard.

Equip, Train, and Inspect Regularly

Ensure your workforce is prepared by providing updated safety gear. Train workers on the proper use and care of equipment and conduct regular audits to maintain compliance and readiness.

Prepare for and Monitor Environmental Risks

Develop comprehensive plans to prevent heat-related illnesses, including hydration stations, shaded rest areas, and regular breaks. Use tools to monitor real-time conditions like temperature and humidity, and train supervisors to recognize and address signs of heat stress early.

Update and Educate on Hazard Communication

Keep hazard labels and safety data sheets up to date in line with OSHA’s revised Hazard Communication Standard. Provide focused training for workers and first responders to interpret the information effectively and conduct regular reviews of communication protocols to identify and close any gaps.

As we embark on 2025, the lessons of 2024 are our compass, guiding us toward safer and more efficient operations. The maritime community has weathered the storms of regulatory changes and operational challenges, proving its resilience time and again. Yet, much like navigating through fog or hooking a trophy fish on an 8-foot Pond Prowler, (I swear it was this <————> big!) progress requires constant vigilance and adaptability. By embracing the updates to safety standards, prioritizing worker well-being, and committing to clear communication, we lay the groundwork for a stronger, more prepared industry. Let 2025 be a year where we not only meet the challenges ahead but rise above them, steering the maritime industry toward a safer and brighter horizon.

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The views expressed in this blog are solely those of the author and do not represent the opinions or endorsements of any organization or entity. Readers should use their own discretion and consider multiple sources of information when forming their own opinions or making decisions.

A Tragic Accident – What Went Wrong

In this video, the scenario unfolds where a Forklift Operator and Signal Person overlooked critical safety steps, and it resulted in a fatal incident. After lifting two pin bins from a rack, he failed to lower his load, obstructing his view through the cabin. As he sped along the Apron into the Backreach, he tragically struck a longshore worker that had just overseen the placement of a hatch cover.

This accident was preventable, and understanding the sequence of missteps is key to ensuring it doesn’t happen again.

Three Key Takeaways to Prevent Forklift Accidents

Always Maintain a Clear View

1. Operating a forklift and working alongside a cargo ship requires constant awareness. One critical error in this incident was the operator’s blocked view.
2. On all grades the load on the forklift blades, and the load engaging means, are to be tilted back if applicable, and only raised as far as necessary to clear the road or driving surface.
3. If the load remains obstructive, seek the help of a Spotter and, when your forward view is obstructed by the cargo operate in reverse (“cargo trailing”) while maintaining full awareness of your surroundings.

Speed Kills – Keep it Slow and Steady

1. The operator’s excessive speed also prevented him from reacting in time despite another Employee calling out for him to stop. Even if he had seen the pedestrian, it is unlikely he could have slowed down to prevent the accident. Always maintain a safe speed when operating equipment, and take additional care when visibility is limited or when working near other personnel.

Stay Alert – Pedestrians and Operators Alike

1. Forklift operators and pedestrians share mutual responsibility for worksite safety, and being aware of their surroundings. As an operator, ensure the load is stable and secured on the forklift blades, and always look for pedestrians. For pedestrians, it’s crucial to stay vigilant to work going on around them, do not turn your back to moving equipment or passing traffic, and stay clear of pathways that could be affected by working equipment.

The Bottom Line: Safety Over Speed

The message is clear: completing a task safely is more important than completing a task quickly. Whether you’re operating machinery or working near it, don’t let the urgency of the task compromise your decisions or workplace safety protocols. Following proper forklift operation guidelines, ensuring Employees in a workspace know where fellow Employees are located, and staying aware of your surroundings as they change will have a direct positive effect on workplace safety and save lives.

Information on OSHA’s requirements for Powered Industrial Trucks (P.I.T.) can be found in 29 CFR 1910.178 – Materials Handling and Storage // Powered industrial trucks.

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