The culture of Rohden is to introduce a policy of compliance by setting up rules, regulations, and codes relating to the guidelines and construction of ships and equipment to be carried on board from the angle of engineering. This turn around, however, does not do much for the accident statistics as they mostly occur due to human error. In fact, the percentage is about 80 (Lwin 2001). Out of that percentage about three quarter of those incidents are because of poor management. Therefore, there is a new approach, which involves efficient management.
Self-control implies that one should go beyond setting the eternally imposed compliance as seen in previous cases. It concentrates on the internal commitment/ management and organization for safety as well as encouraging the industries to get targets for safety. This way, the process emphasizes the need for the company and the employee to be held accountable for their actions to improve on safety, rather than to wait for improvement from the outside. This requires the development of a company-specific safety management system.
The process would mean that those that are affected directly by the implications of failure to organize the safety themselves. Rohden experiences similar costs as other shipping companies do, such as those of dry-docking, maintenance, and spares, which are costs of compliance with national and international standards (Lwin, 2001). Others may interpret the costs as other expenditure, but in the real sense, they are investment in asset maintenance. Investing in asset maintenance involves maintaining the asset value and attraction during the market life of the asset. The best way to prevent maritime casualties and pollution would be to design or maintain the ships to operate with capable seafarers in accordance with the international standards.
A man named Gerhard Rohden, born in 1936 Ostfriesland, founded Rohden. Not surprisingly, the owner comes from a long line of shipping family. He started his education in 1950, and he went through all of the appropriate stages. In 1960, the captain bought his first vessel named the Christa Thilemann, which he later renamed the Seeadler 2. It was only after eight months of trading when he sold the vessel and thereafter bought another vessel called Gretchen,which he renamed “Castor.” He then sold it in 1965 after which he bought a vessel named Moni, which later renamed “Castor”again, but the ship was sold four years later. In 1974, he stopped sailing as a master and built two other sea river-worthy vessels (Witt 2009).
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These were the Carina and the Capella. Both of these were intended for newsprint paper and steel transportation. The Capella had a lift installed allowing the loading and discharging operations when the weather was rough. Both of the vessels were built in a shipyard in Cologne, presently known as Berninghaus. Unfortunately, the shipyard experienced financial hardship and went bankrupt during the building of the ships; thus, Rohden had a hard time supervising the construction.
There were other ships constructed during this period such as Canopus, Cassiopeia, and Callisto. All of them were built from the seventies to the eighties. At the time, there was quite a fascinating vessel being it carried various floating vessels unable to cross the sea by their own. The next new building series of the company started with the Mv Lys Clipper. The vessel was followed by three Elbe-type vessels, christened at the same time in the Komarno building yard (Witt, 2009).
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