The COSCO Busan
oil spill - an avoidable disaster
By RADM Paul J. Pluta, USCG (ret.)
On
7 November 2007
at 8:27 a.m., in a heavy fog in
San
Francisco Bay, the 900 foot long container ship
COSCO Busan struck the
tower supporting the western span of the San Francisco-Oakland Bay
Bridge. The allision resulted in a 230 foot long by 14 foot wide
gash in the COSCO Busan’s
hull, breaching several forward bunker tanks and releasing an
estimated 58,000 gallons of bunker fuel into
San Francisco
Bay. This incident set off a chain of events which resulted in both
immediate and long term impacts to the entire maritime community.
The San
Francisco Bar Pilot boarded the vessel at 6:00 a.m. The heavy fog
conditions delayed the vessel’s departure for 90 minutes. During the
delay, the pilot complained about the vessel’s radar units, noting
clutter on the display and an inability to automatically acquire
targets. After manual adjustments to the radar units and a local
lifting of the fog, the Pilot and Master agreed to get underway with
a lookout posted on the bow. While underway at 11 knots, the vessel
again came into the heavy fog and the pilot reported that the radar
picture was distorted and unreliable. [Post-incident investigations,
however, have revealed no problems with the instruments, but point
to human error and communication problems.] The Pilot asked the
Master to interpret the symbols on the vessel’s electronic chart
display and information system (ECDIS) to determine where the centre
of the 2,210 foot span was located. The Master pointed to what he
thought was the centre of the span. What the Master interpreted to
be the centre of the span turned out to be the tower. The US Coast
Guard Vessel Traffic System contacted the Pilot by radio to inform
him that he was off course and to ask his intentions. The Pilot
responded that the vessel’s instruments showed he was on the correct
heading and he intended to pass through the centre of the span.
Shortly thereafter, the bow lookout called the bridge with an urgent
warning that the vessel was about to strike the bridge. The Pilot
ordered hard rudder to turn the vessel, but it was too late to avoid
the allision.
This
incident set off a response which could easily exceed USD 100
million in cost and stimulate associated governmental and private
sector actions which are likely to have long term ramifications on
the entire industry. The anti-pollution culture of
California,
rooted in protecting pristine natural resources and exercising
freedom of speech and state jurisdiction, is well known among the
global maritime community. Consequently, it would have been hard to
find a worse place for this unfortunate incident to happen.
Countless beaches were fouled, some still undergoing cleanup.
Thousands of birds were killed and oiled, attracting hundreds of
volunteers and professional staff. Fishing and crabbing seasons were
halted, affecting the livelihoods of countless watermen. Scores of
recreational boats were oiled, resulting in countless cleanup
claims. And the local economy, largely dependent upon tourism, was
directly affected. The US and international media have focused broad
attention on the incident and, once again, the maritime industry is
portrayed in the negative.
As a
result of these incident impacts, numerous investigations have been
initiated. The US Coast Guard is conducting a marine casualty
investigation, aimed at determining the cause of the casualty and
recommending any follow on action of a civil or criminal nature, as
well as any legislative or regulatory changes to prevent recurrence
of this type of incident. The Coast Guard is also conducting an
Incident Specific Preparedness Review, in concert with federal,
state, local, and industry stakeholders, to examine the
implementation of the associated plans and to evaluate the
effectiveness of the Coast Guard’s response. The National
Transportation Safety Board is conducting an independent
investigation of the incident to determine the underlying causes and
to evaluate the Coast Guard’s qualifications, readiness, and
standard operating procedures. The Department of Justice is looking
into criminal proceedings and the Congress of the United States is
calling for an independent investigation by the Inspector General of
the Department of Homeland Security. Litigation has also been
initiated by the Federal Government against the Pilot and the Owners
of the vessel for violation of at least three US laws and by the
City of San Francisco, also against the Pilot and owners of the
vessel, for negligence, seeking compensation and penalties.
Obviously, the issues of liability and insurance are also in the
forefront, and the ship has been arrested. A US Senator from
California has also introduced legislation to increase the limits of
liability for cargo ships, increase the Coast Guard’s authority to
direct maritime traffic, and to fund improvements in the Vessel
Traffic System. The California State Board of Commissioners has
suspended the Pilot’s state license, and the Coast Guard has
requested that the Pilot surrender his federal license. The supply
chains for all the containers on board the vessel were clearly
disrupted. The vessel is undergoing repairs at a local shipyard, but
potential pollution concerns remain and will likely require that the
vessel be dry-docked and cleaned.
Nearly
every aspect of the public and private response to this incident has
been publicly criticized. One week into the incident, the senior
Coast Guard official in charge was relieved as Incident Commander
and, shortly thereafter, announced his retirement. He has been
accused of grossly under reporting the size of the spill, delaying
public notification of the incident, refusing to involve the public
in crisis planning, mishandling the required drug and alcohol
testing of the vessel’s crew, and failing to properly co-ordinate
the federal, state, local, and industry response. A Unified Command
of government agencies was established, including the US Coast
Guard, the National Park Service, the National Oceanic and
Atmospheric Administration, the National Marine Sanctuaries, and the
California Department of Fish and Game.
For more detailed information on the incident, the Unified Command
website can be found at
http://www.piersystem.com/go/site/1641/. The Coast Guard
was also accused of turning away potential public and private
responders. The City of
San Francisco
has criticized its own response organizations for failing to
properly contain the spill. The industry response has also been
criticized as too little, too late.
As a
result of the incident and the perceived overall failure of the
associated response, the global maritime community can expect to see
the following relevant issues and, perhaps, others discussed and
some acted upon in the foreseeable future:
§
Double hulls for cargo vessels;
§ Tug escorts required in
California waters;
§
Bunker fuels banned from use;
§
Compensation - limits of liability raised;
§
Vessel Traffic System authority increased to direct marine traffic;
§ Bridge
Team Management - language, culture barriers; equipment skills;
§ Industry
pollution responders more closely regulated and monitored.
So much
more can be said about the various aspects of this incident, but
space does not permit more than a summary. BIMCO members will have a
rich list of lessons learned to reflect upon. In an effort to
highlight some key issues and at the risk of leaving behind other,
more pertinent ones, I think the following points should be among
those given serious attention:
1.
Priorities - Especially in the liner business, time is money and
keeping to schedule is an imperative. However, nothing is absolute,
i.e., the cost associated with the loss of underway hours and their
impact on the overall schedule should be weighed against the much
greater costs of the consequences of potential outcomes brought on
by assuming the risk of getting underway, e.g., in poor weather
conditions.
2.
Clarity - The Master must clearly know his role and responsibility
with respect to the Pilots imposed on his navigational team and must
establish rules of engagement between them. He must ensure that each
member of his bridge team is qualified to operate all necessary
equipment and empowered to speak up, especially when something is
amiss. He must ensure that no language or cultural barriers exist to
the proper functioning of his bridge team.
3.
Vessel Response Plan - The vessel owner must ensure through due
diligence that the industry responders identified in the Plan are
credible, available, and qualified to perform in the case of a
marine casualty. The owner should ensure that the contractor has
kept all required response equipment functional. The Master should
know what level of performance to expect and should demand that it
be provided properly.
I
recognize that today’s shipboard mariners are overwhelmed by the
range of additional responsibilities, perhaps, not shouldered by
their predecessors. However, when considering the ramifications of
deferring these responsibilities, it is clear to me that the cost of
compliance will be much less than the cost of the consequences of
failure. One need only to look at what costs have already been and
will likely be borne by the global maritime community as a result of
this incident to make the point.
Editor’s Note: Paul Pluta is BIMCO’s US Liaison Officer
(Bimco
online 18 Dec 2007)