During a busy charter, you notice a deckhand has been working unusually long hours without proper breaks because the schedule "just worked out that way" this week. What should you do as the supervising officer?

A. Nothing — if the deckhand has not complained, there is no issue

B. Only the Chief Officer can address hours-of-rest issues; other officers should not get involved

C. Check the recorded hours of rest against MLC requirements, adjust the work schedule to ensure adequate rest is actually taken (not just recorded), and raise it with the Master/Chief Officer if the schedule cannot be balanced without structural changes — fatigue affects safety for everyone, not just the individual

D. Tell the deckhand to push through, since the charter will end soon

A. Leave procedural compliance to each head of department, with no cross-checking

B. Wait until an incident occurs, then retrain the individuals involved

C. Rely on the SMS manual alone — if it's written down, crew will follow it

D. Actively encourage crew to raise near-misses and procedural drift without fear of blame, and personally follow the same standards you expect of others

A. Near-miss reports are only useful for the annual safety meeting

B. Reporting near-misses is mainly a way to assign blame to the individual involved

C. It doesn't matter — near-misses on one ship have no bearing on others

D. Near-miss data, shared and analysed across a fleet (and via schemes like CHIRP Maritime), helps identify recurring risks before they cause a serious incident elsewhere