In the aftermath of an incident on board that leads to serious or fatal injuries, the wellbeing of fellow crewmembers must not be forgotten, especially when there is potential to re-open emotional wounds during an investigation.

People’s reactions to an incident vary, as does their degree of involvement. Some may be connected to the events that led to the incident, some may witness the accident unfold or see the result of the incident. Some may have to take action, such as administering first aid. Others may be affected by being exposed to the emotions and reactions of others. When faced with the investigation process, these feelings can be re-ignited if not handled with care.
We are all human, and we must recognise the impact a serious incident and its subsequent investigation can have on everyone, not just the injured parties.

Mixed emotions

A witness to an event can experience a range of emotions. There is no rule on how someone will process an incident or how they will react. They may experience trauma, anger, guilt, or a fear of future similar incidents. Some may be blamed by their colleagues when the ‘finger-pointing’ begins as people try to make sense of what happened soon afterwards or during the investigation process. All of these can affect a person’s mental health and performance.

Interviewing witnesses

A key aspect of an incident investigation is to ask witnesses what they saw. To make sure this vital form of evidence is reliable, the usual practice is to take statements as soon as possible after the event. However, any interviews should be taken with the witness’s welfare in mind. Following an incident, it’s not uncommon for inspectors, surveyors and lawyers representing numerous different parties to attend on board, all wanting to speak to the crew. This process must be carefully managed - questioning that is perceived to be aggressive or confrontational can worsen matters.

When conducting interviews after a traumatic event, consider the following:

• Manage access to the crew: don’t allow third party surveyors and lawyers uncontrolled access to carry out interviews - take advice from your P&I Club and appointed lawyers
• Make sure the interviewee is at ease and comfortable
• Explain the purpose of the interview 
• Ask open-ended questions that allows them to talk freely
• Let them talk, don’t fill every silence with an irrelevant question or an unproductive comment
• Be aware of their welfare throughout and take breaks where needed

Above all, remember this isn’t an interrogation – it’s a means to find out what happened.

Look after each other

If a crewmember has been affected by an incident, don’t assume that they will seek out help for themselves. There are numerous possible reasons why a seafarer may be reluctant to ask for help and a company’s mental health policy
should tackle these barriers. Consider, for example:

• They might not recognise that their difficulties stem from a mental health problem 
• They fear what other people will think of them if they do ask for help 
• They don’t feel they would be supported by the company
• They worry that their future employment status or promotion prospects could be affected

Awareness and empathy are needed.

Empathy is the ability to ‘step into the shoes’ of another person and try to understand how they are feeling and how things are from their perspective. Some find it easier than others, but empathy is an important and effective leadership skill.
But empathy doesn’t have to be confined to managers. Crew should look out for each other in the days and weeks after a serious incident and after interviews where they recall events. They should take the time to check up on each other
and ask how they’re doing.
Mental health issues manifest themselves differently in each individual; but providing the vessel with a tool kit to help them spot the signs could prove very helpful in identifying a person in trouble.

Emotional rescue

Ensuring the well-being of crew at sea is not just confined to post-incident care. In this most challenging of times where crew changes have been difficult and with very little respite in the form of shore leave, it is more vital than ever that crew have avenues for emotional relief. This support is vital for the smooth running of the ship, but also to ensure that an emotionally strong team, who recognises each other’s strengths and weaknesses, is able to work together in times of stress or crisis for the greater good of everyone on board.

Supporting our Members

After an incident, owners and operators should also consider contacting local organisations or charities in the next port of call that may be able to attend on board and to provide emotional support to the remaining crew, whether that be religious comfort or just simply someone entirely independent attending on board to listen to the seafarers.
Good communication between shore management and the crew is necessary to ensure that support is provided in a way that the crew can access services on offer.

By Ross Waddell
Claims Executive
and Alvin Forster
Loss Prevention Executive

North P&I