山东四小证更新培训班2022年10月22日基本安全培训精通艇阀高级消防
课程安排
上课时间2022-09-22
四小证报名咨询：海员培训15817700717李老师【微信同号】 报名详询CE李老师：15817700717
培训时长3天
华洋海员
报到时间2022-09-22 幸福船员
报到地点威海职业学院通远楼一楼报名大厅163
华新海员
报名条件 华洋海员
1培训学员原合格证书在有效期内或失效1年之内均可以报名； 华洋海员
2.学校开课前系统已完成下船解职报备手续报备。
报名详询CE李老师：15817700717【微信同号】
培训内容 培训报名微信：liang14151
An effective, practical wellbeing programme can retain skilled workers and attract new talent. Small investments now will help businesses through the great resignation and cost of living crisis, writes Sandra Welch, CEO of Seafarers Hospital Society.
有效且务实的福利项目有助于留住资深员工并吸引更多优秀人才。海员医院协会首席执行官Sandra Welch写道，现在小小的投入将挽救航运业于大的离职潮及付出行业生存危机的代价。
These past few years seafarers’ have shown great endurance amid a myriad of challenges. While many owners introduced measures to help cushion their workers from the strains of the crew change crisis during COVID-19, for many seafarers it has taken a toll on their physical and mental wellbeing. Now, beleaguered crews recovering from those trying times are having to contend with geopolitical conflict and navigate the stresses and strains of a beleaguered global supply chain, which continues to experience major delays around the world. If we want our industry to remain resilient, we must take active steps to improve our support for seafarer health and wellbeing.
过去几年里，海员在应对无数挑战中表现除了巨大的忍耐力。虽然许多船东采取了措施，帮助缓解新冠肺炎期间船员换班危机的压力，但对许多海员来说，他们的身心健康都造成了损害。如今，船员逐步从艰难时期的困境中恢复过来，包括地缘政治冲突，以及应对的全球供应链陷入困境的压力和紧迫感，这也是目前全球仍然在持续面临的状况。如果我们希望我们的行业保持韧性，我们就必须采取积极措施，提升我们对海员健康和福祉的支持。
All too often, allocating a budget for wellbeing is seen as an add on or luxury. And in a cost of living crisis, it is understandably difficult to justify spending money on seafarer welfare programmes.
分配为海员福利的预算通常被视为附加的费用或是一种奢侈。以生存危机为代价，难以将钱花在海员福利项目上是可以理解的。
However, a small amount of investment now will have positive spin offs such as a loyal workforce, helping companies to retain skilled workers and attracting new talent. The industry is facing a skills crisis, with shortages of officers already predicted by the International Chamber of Shipping and BIMCO before the pandemic. This will only be exacerbated further by the poor treatment crews received from governments around the world during the crew change crisis.
但是，现在小额的投资将带来正面的转变，比如更忠诚的船员队伍，可以帮助航运公司留住资深员工并吸引更多优秀人才。航运业正面临技能危机，国际航运公会和波罗的海国际航运公会在疫情前就已经预测高级船员短缺。如果船员换班危机中，全球政府不能善待船员，短缺的问题将进一步恶化。
Taking proactive measures to improve working conditions and support for physical and mental health of crews is vital to keep talented seafarers in our industry, rather than lose them to roles ashore.nd the world during the crew change crisis.
采取务实举措提升工作条件，支持海员身心健康对于留住航运业资深海员资管重要，否则他们将转为上岸任职。
And it isn’t just traditional seafaring skills that we require. As the industry adapts and changes to fit new environmental regulations, we will be competing with onshore industries for workers with a broader understanding of multiple alternative fuels, as well as those with greater knowledge of digital and automated systems. We are competing with attractive roles on land that offer a far more comfortable working environment.
我们不仅需要传统海员技能，随着行业不断革新和进步以适应新环境下的规则，我们还将与岸上行业竞争那些对多种替代能源、电子系统和自动化系统有深入认识的船员。只有给海员提供一个更加宽松舒适的工作环境，我们才可能与岸上有吸引力的岗位竞争。
Workers’ motivations are also shifting. Increasingly, people want to work with ethical companies, with seafarers now prioritising companies that promote an environmental, social and governance (ESG) agenda. As a result, ESG is not simply an optional business practice—it is now a default business practice which puts you in line with existing market sentiment. Committing and successfully executing an ESG strategy can help improve your company’s reputation and attract new talent.
工人的动机也发生了转移。人们更想要在人性化的公司工作，船员则倾向于选择关注环境、社会、公司治理绩效（ESG）的公司。因此，ESG并不是一个简单的商业实践的选择，而是一种已经默认的更符合当前市场情绪的商业实践模式。承诺并成功地执行ESG战略可以帮助你提高公司的声誉，吸引新的人才。
For example, the prospect of universal connectivity alone is something which can significantly raise seafarer happiness, improve optimism and crew morale. This is shown in this year’s Seafarer Happiness Index, where the second quarter’s overall rating was 7.21/10, compared to the first quarter’s rating of 5.85. The disparities in this data, which the report has attributed to the issues of connectivity, demonstrate that putting seafarer wellbeing at the forefront of decision-making can positively impact ship operations.
比如，仅仅是普遍的社交连接就可以显著提高海员的幸福感、乐观情绪和船员的士气。这在今年的船员幸福指数有体现，第二季度的整体评分为7.21/10，而第一季度的评分为5.85。该报告将这些数据中的差异归因于社交连接的问题。这表明，优先考虑海员的健康将对船舶运营产生积极影响。
A happier crew is a safer and more focused crew; the Happiness Index reiterates that seafarers who have access to family and friends are able to face any challenges at sea with a better disposition. This change in mindset has the potential to reduce safety incidents on board and improve crew relationships to create optimum operating conditions.
船员越幸福则越安全和专注，幸福指数再次说明了得以与家人朋友保持联络的船员更能以良好的心态面对海上的任何挑战。心态的变化有助于降低船上安全事故、提升船员之间的关系并创造更好的运营环境。
This makes evident that practical, pragmatic steps are the way forward. Something as simple and affordable as offering crew Wi-Fi demonstrates how small changes can have a clear and positive effect on seafarer wellbeing. For those not sure where to begin, shipowners need only look to findings from industry surveys such as the Happiness Index, and engage and communicate with their own crews, to determine what minor adjustments can be made for maximum impact.
Using data to seafarer advantage.
这也证明了，务实可行的举措有助于进步。比如为海员提供无线网络就是简单易行又成本可承受的举措，就证明了小小的改变可以给海员福祉带来清晰且积极的影响。不知道从何处着手的船东，仅需要参考比如幸福指数等行业调查中的结论，并与船员切身交流，就可以决定哪些微小的改变可以带来最大的影响，要运用数据了解海员诉求。
With this in mind, we have undertaken careful research and development to produce clear and easy to implement key performance indicators (KPIs) for shipping. These ensure ship owners and operators can implement changes as of today to improve wellbeing and collect data for future analysis of health programmes.
考虑到这一点，我们已经进行了仔细的研究，制定了清晰和易于实施的航运业关键绩效指标。确保船东和经营人采取一些小的举措，即可提升海员福祉，并收集数据，以供未来健康项目作分析。
There are numerous research projects and seafarer health initiatives out there, but too often great advice does not get transformed into real-world changes that can be easily implemented in day-to-day business operations.
虽然已经有许多研究项目和海员健康倡议，但往往伟大的建议并不能转化为现实世界的改变，不能在日常的营运中实施。
This is why we did not commission a study which would rehash already established facts within the industry. Rather, our study with Yale University looked at how these maritime health worker initiatives are currently being implemented. This report then created a basis for discussion with industry stakeholders who informed us of potential obstacles to the implementation of health initiatives and solutions to these obstacles. The roundtables found a consensus on certain points, which then fed into the structure of creating KPIs.
这就是为什么我们没有委托一项研究来重新讨论该行业内已经确立的事实。相反，我们与耶鲁大学的研究着眼于这些航运业健康工作者倡议是如何运作的。该报告为与行业利益攸关方随后的讨论奠定基础，这些利益攸关方告知我们实施健康倡议存在的潜在问题以及应对方案。圆桌会议在某些问题上达成了共识，然后将其纳入创建关键绩效指标的架构中。
These KPIs can be found in our discussion paper and can serve as a basis for companies to begin implementing initial systems of care on board vessels.
这些指标详见讨论稿，可以作为公司启动船上关爱体系的基础。
However, we recognise that these KPIs are merely recommendations based on stakeholder feedback. There is always room for improvement and for understanding what measures seafarers need in place to support their wellbeing. Our goal remains to engage with interested stakeholders and continue to refine our recommendations to industry.
虽然我们认识到这些指标只是基于利益相关方反馈而来的建议，要真正落到实处支撑海员福祉仍有提升的空间和更深的理解。
A critical element to this continuous improvement is bringing in the expertise of seafarers themselves. This is why we are asking for crews to feed back on the KPIs and ensure that crews have the opportunity to voice their opinions so that we can have a comprehensive understanding of the best implementation strategy for health initiatives.
要持续提升的重要因素就是引入海员自身的专业，这也是我们寻求海员关于指数的反馈的原因，要确保他们有机会发声，这样我们对于更好的实施健康倡议战略有更全面的理解。
Collaboration and open communication are key to success. We want to know which welfare programmes seafarers have seen implemented and what they have gained as a consequence. Did these strategies work to improve seafarers’ wellbeing? If so, how? This is a continuous process, and such conversations will help refine our collective approach to improving seafarer welfare and identify future goals and challenges.
合作和开诚布公的交流是成功的关键。我们要知道那些福利项目海员已经看到了落实，以及从中获得了什么。这些战略是否提升了海员福祉？如果是的，是如何提升的？这是一个持续的过程，这样的对话将有助于完善我们改善海员福利的方案，并确定未来的目标和挑战。
For maritime businesses, these KPIs will provide accountability when assessing the implementation and success of seafarer health worker initiatives. We hope that companies will work with us and provide feedback on the recommended measures, as well as the most favoured trends and solutions that are provided for health initiatives.
对于航运业来说，这些指标将在评估航运业健康工作者倡议的实施和成功时提供方向。我们希望各公司能与我们合作并就建议的措施以及最期待的发展趋势和为健康倡议提供的解决方案进行反馈。
Let’s begin to make real change in the industry or we will suffer the long-term consequences. The business case is simple: you cannot run a ship without seafarers. Not supporting their needs at sea can result in poor crew retention and attraction levels. During a recession, you cannot afford to overlook cost-effective viable measures that would encourage crew to continue working with you. Collaboratively addressing crew wellbeing has a vital role to play in ensuring continued resilience for shipping as we navigate these uncertain times.
让我们开始为这个行业做出真正的改变，否则我们将遭受深远的后果。航运运营法则很简单：没有海员就无法运营船舶。不支持海员的诉求，则很难留住海员，行业吸引力弱。在经济衰退期间，你不能忽视那些能鼓励船员继续与你合作的低成本的可行措施。在这些不确定的时期，全面解决船员健康问题在确保航运持续恢复方面发挥着至关重要的作用。
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This makes evident that practical, pragmatic steps are the way forward. Something as simple and affordable as offering crew Wi-Fi demonstrates how small changes can have a clear and positive effect on seafarer wellbeing. For those not sure where to begin, shipowners need only look to findings from industry surveys such as the Happiness Index, and engage and communicate with their own crews, to determine what minor adjustments can be made for maximum impact.Using data to seafarer advantage.
这也证明了，务实可行的举措有助于进步。比如为海员提供无线网络就是简单易行又成本可承受的举措，就证明了小小的改变可以给海员福祉带来清晰且积极的影响。不知道从何处着手的船东，仅需要参考比如幸福指数等行业调查中的结论，并与船员切身交流，就可以决定哪些微小的改变可以带来最大的影响，要运用数据了解海员诉求。
With this in mind, we have undertaken careful research and development to produce clear and easy to implement key performance indicators (KPIs) for shipping. These ensure ship owners and operators can implement changes as of today to improve wellbeing and collect data for future analysis of health programmes.
考虑到这一点，我们已经进行了仔细的研究，制定了清晰和易于实施的航运业关键绩效指标。确保船东和经营人采取一些小的举措，即可提升海员福祉，并收集数据，以供未来健康项目作分析。
There are numerous research projects and seafarer health initiatives out there, but too often great advice does not get transformed into real-world changes that can be easily implemented in day-to-day business operations.
虽然已经有许多研究项目和海员健康倡议，但往往伟大的建议并不能转化为现实世界的改变，不能在日常的营运中实施。
This is why we did not commission a study which would rehash already established facts within the industry. Rather, our study with Yale University looked at how these maritime health worker initiatives are currently being implemented. This report then created a basis for discussion with industry stakeholders who informed us of potential obstacles to the implementation of health initiatives and solutions to these obstacles. The roundtables found a consensus on certain points, which then fed into the structure of creating KPIs.
这就是为什么我们没有委托一项研究来重新讨论该行业内已经确立的事实。相反，我们与耶鲁大学的研究着眼于这些航运业健康工作者倡议是如何运作的。该报告为与行业利益攸关方随后的讨论奠定基础，这些利益攸关方告知我们实施健康倡议存在的潜在问题以及应对方案。圆桌会议在某些问题上达成了共识，然后将其纳入创建关键绩效指标的架构中。
These KPIs can be found in our discussion paper and can serve as a basis for companies to begin implementing initial systems of care on board vessels.
这些指标详见讨论稿，可以作为公司启动船上关爱体系的基础。
However, we recognise that these KPIs are merely recommendations based on stakeholder feedback. There is always room for improvement and for understanding what measures seafarers need in place to support their wellbeing. Our goal remains to engage with interested stakeholders and continue to refine our recommendations to industry.
虽然我们认识到这些指标只是基于利益相关方反馈而来的建议，要真正落到实处支撑海员福祉仍有提升的空间和更深的理解。
A critical element to this continuous improvement is bringing in the expertise of seafarers themselves. This is why we are asking for crews to feed back on the KPIs and ensure that crews have the opportunity to voice their opinions so that we can have a comprehensive understanding of the best implementation strategy for health initiatives.
要持续提升的重要因素就是引入海员自身的专业，这也是我们寻求海员关于指数的反馈的原因，要确保他们有机会发声，这样我们对于更好的实施健康倡议战略有更全面的理解。
Collaboration and open communication are key to success. We want to know which welfare programmes seafarers have seen implemented and what they have gained as a consequence. Did these strategies work to improve seafarers’ wellbeing? If so, how? This is a continuous process, and such conversations will help refine our collective approach to improving seafarer welfare and identify future goals and challenges.
合作和开诚布公的交流是成功的关键。我们要知道那些福利项目海员已经看到了落实，以及从中获得了什么。这些战略是否提升了海员福祉？如果是的，是如何提升的？这是一个持续的过程，这样的对话将有助于完善我们改善海员福利的方案，并确定未来的目标和挑战。
For maritime businesses, these KPIs will provide accountability when assessing the implementation and success of seafarer health worker initiatives. We hope that companies will work with us and provide feedback on the recommended measures, as well as the most favoured trends and solutions that are provided for health initiatives.
对于航运业来说，这些指标将在评估航运业健康工作者倡议的实施和成功时提供方向。我们希望各公司能与我们合作并就建议的措施以及最期待的发展趋势和为健康倡议提供的解决方案进行反馈。
Let’s begin to make real change in the industry or we will suffer the long-term consequences. The business case is simple: you cannot run a ship without seafarers. Not supporting their needs at sea can result in poor crew retention and attraction levels. During a recession, you cannot afford to overlook cost-effective viable measures that would encourage crew to continue working with you. Collaboratively addressing crew wellbeing has a vital role to play in ensuring continued resilience for shipping as we navigate these uncertain times.
让我们开始为这个行业做出真正的改变，否则我们将遭受深远的后果。航运运营法则很简单：没有海员就无法运营船舶。不支持海员的诉求，则很难留住海员，行业吸引力弱。在经济衰退期间，你不能忽视那些能鼓励船员继续与你合作的低成本的可行措施。在这些不确定的时期，全面解决船员健康问题在确保航运持续恢复方面发挥着至关重要的作用。
