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The rank structure among engineering officers on a merchant ship (containerships, bulker, tankers, etc) is as follows :

  • Engineer Cadet
  • Fourth Engineering Officer
  • Third Engineering Officer
  • Second Engineering Officer
  • Chief Engineering Officer

The career path from a Grade 12 student to the Chief Engineering Officer of a large ship is as follows :

  • Grade 12 (with English, mathematics and physical science as subjects, and at least 55 percent in each)
  • One year at the Maritime Studies Department, Cape Peninsula University of Technology (CPUT), Granger Bay, Cape Town (Note : This course may change; please see the Maritime Studies Department website for up to date information.
  • Shoreside workshop training in practical engineering work. (This takes about five months.)
  • Engineering Cadet on a ship at sea for 18 Months at sea, interspersed with leave. This is a training period where the cadet starts with menial tasks and gradually is given more complex tasks and more responsibilities.
  • Oral examinations at the South African Maritime Safety Authority in Cape Town. If the cadet passes that oral examination, he/she will gain his/her Engineering Watchkeeping Certificate of Competency.
  • The Cadet will be appointed usually as Fourth Engineering Officer on a ship for 24 Months at sea, interspersed with leave.
  • Promotion to Third Engineering Officer can follow.
  • One year’s course at CPUT needs to be completed at some stage before the oral examinations (arranged by SAMSA) for further certificates of competency can be attempted.
  • If the oral examination for the Second Engineering Certificate of Competency (sometimes called Class 2 Engineering) is successful, and provided he/she has a good record of efficiency, shows great initiative, and has a positive attitude, the engineering officer may be appointed as Second Engineering Officer on a ship at sea.
  • He/she will serve at sea for a further 24 months, interspersed with leave, before attempting the oral examination (arranged by SAMSA) for the Chief Engineering Certificate of Competency (sometimes called Class 1 Engineering).
  • If the oral examination for the Chief Engineering Certificate of Competency is successful, and provided he/she has a good record of efficiency, shows great initiative, and has a positive attitude, the engineering officer may be appointed as Chief Engineering Officer on a ship at sea.
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Engineers in the Engine Control Room on a Unicorn tanker.  Photograph : Andrew Ingpen

  • Responsibilities of a Chief Engineering Officer on a large ship
    • Inspection, servicing, maintenance and repair, replacement or renewal of machinery and equipment in accordance with Ship-owner’s preventative maintenance programs, maker’s guidelines and classification society requirements.
    • Condition-monitoring, fault-finding, diagnosis of faults and correction of problems on machinery and systems to avoid breakdowns costly in terms of money, time and safety risk.
    • Record-keeping (fuel consumption, maintenance programme, etc.)
    • Compliance with applicable company and international rules and regulations.
    • Preparedness for operational emergencies such as fires, engine breakdowns, “black outs”, etc.
    • Maintain inventory of stock of service-ready overhauled and new spare parts, repair materials, consumables, etc.
    • Ensuring that the ship has sufficient reserves of fuel, oil and water (if a steamship – for boilers).
    • Organising and supervision of repairs by ship’s own staff of by shore contractors as required.
    • Team-building, mentoring and training Cadets and Junior Engineering Officers
    • Encouraging on-going professional development of his engineering staff.
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Second Engineering Officer in the Engine Control Room aboard the LNG Carrier Al Marrouna. Photograph : Captain Steve Tucker

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Chief Engineering Officer next to the man engine in the freighter Mary Arctica.  Photograph : Brian Ingpen

A Special Note for those wishing to become a Chief Engineering Officer

If the position of ship’s Master is likened to the Mayor or General Manager of a small city or town, the ship’s Chief Engineering Officer will be the Town Engineer, responsible for provision and delivery of all services necessary to keep the town’s businesses and industries running and its suburbs safe and comfortable.

Like the Master, the Chief Engineering Officer needs to be commercially-oriented, recognising the fact that a ship makes money only when it is at sea, and any delays for whatever reason cost money. On most ships, the engineering department budget represents the second-highest ship-running expense (after crewing costs); thus the Chief Engineer is charged with being careful to balance engineering excellence on the one hand, and profitability on the other hand. The Chief Engineer’s judgment and decision-making can – and does – make a significant impact on the commercial success of his ship over time, and on operational safety and profitability. It is therefore essential that Master and Chief Engineering Officer work very closely and liaise with each other on all matters that could affect the outcome.

The Chief Engineering Officer is responsible to the ship’s Master for the safe and reliable operation of all machinery and electric, pneumatic and hydraulic equipment on board, thereby ensuring availability of propulsion, power, services and systems necessary for safe and speedy navigation and the handling of cargo.

He is also responsible to the Master for the proper behaviour and discipline of all engineering staff, and for ensuring that the sihp meets the requirements of all international regulations. Periodic surveys of the ship’s machinery and systems by various international and local authorities mean that the machinery must be up to standard at all times. .

As an executive manager, the Chief Engineering Officer is responsible to the ship-owner for the best utilization of all resources at his disposal, i.e. maintenance budgets, engineering staff, stores, spare parts, materials, and maintenance time opportunities, to get the best out of the engineering staff and the machinery, and ensruign that fuel consumption is kept to a minimum performance of men and machinery and fuel economy, minimisation of waste, and while always maintaining full compliance with safety and statutory requirements and the Master’s orders. The Chief Engineering Officer will delegate specific duties and activities to his officers.

The following are examples of the more usual operational tasks and routines delegated by the Chief Engineering Officer to his subordinate officers. As to which specific officer they are delegated depends on the type and size of vessel and the vessel’s manning scale. Until about the 1970’s such delegation tended to be made according to long-standing tradition. However this has changed with the advent of today’s sophisticated and specialised ships and equally modern and well-trained and educated shipboard staff. It also depends upon individual ship-owners’ philosophies and the ships’ operating regimen. Some short-sea trading vessels, or quick-turn-round vessels might have “riding squads” or shore-based worksquads to undertake scheduled servicing, maintenance and repairs.

The major responsibilities of the Chief Engineering Officer are:

  • Inspection, servicing, maintenance and repair, replacement or renewal of machinery and equipment in accordance with Ship-owner’s preventative maintenance programs, maker’s guidelines and classification society requirements.
  • Condition-monitoring, fault-finding, diagnosis of faults and correction of problems on machinery and systems to avoid breakdowns costly in terms of money, time and safety risk. Nowadays engineers’ knowledge and experience is often aided by vibration-monitoring equipment, infra-red cameras and direct real-time satellite link to equipment makers’ service departments.
  • Maintenance of Records, both statutory and operational. International maritime regulations require accurate records to be maintained of certain activities dealing with safety and pollution control, and these are subject to unannounced inspection by port state inspectors, charterers’ inspectors and always following an accident or incident. Such records would include (but not be limited to) staff hours of work and rest periods; testing and re-certification of engine room lifting equipment; disposal of oily- and solid waste; switching between low- and high-sulphur fuels; servicing records and running hours of machinery; condition analysis of fuel- and lubricating oils; and analysis and treatment of boiler water; performance of main engine and generator engines; fuel consumption statistics; etc.
  • Compliance with applicable Company, International and Local Regulations. This entails a proper understanding of the intent and reach of these instruments, and diligent commitment to their implementation. Ranging from the Ship-owner’s own ISM Code and in-house ISO quality objectives through IMO qualification standards to Classification Society rules, the Chief Engineering Officer must be thoroughly familiar with all that are appropriate to his ship and operation, and familiarise his staff with their objectives.
  • Preparedness for Operational Emergencies. The diligent Chief Engineering Officer will regularly practise drills with his engineering staff in reaction to emergency scenarios he conceives in preparing to “expect the unexpected”. This is to ensure that if and when the real thing happens, reaction will be swift and appropriate. Such drills would typically cover not only the usually-imagined fires and flooding, but scenarios of loss of fuel- or oil-pressure during critical times such as when manoeuvring or during heavy weather, electrical “black-out”, inability to start or reverse the engine, or total loss of electronic automation or remote control of the plant. This latter event would involve going back to basics and operating everything by hand.
  • Maintain inventory of stock of service-ready overhauled and new spare parts, repair materials, consumables, etc. The Classification Society dictates the minimum number and type of spare machinery parts to be carried, however the conscientious ship-owner normally stipulates a greater variety and quantity of spares and general stock based on operational experience and recommendations of the Chief Engineering Officer. These need to be ready for use at a moment’s notice in the event of a breakdown if safety and loss of hire revenue is not to be risked. Such items cover a diverse range from working and wearing parts of engines and machines, to electronic circuit boards, high-voltage switches and breakers, ball bearings, navigation light bulbs, shaft seals of various sizes and types, pipes, hoses and fittings of assorted sizes, welding rods, tap washers, nuts and bolts, printer ink cartridges, refrigeration gas, torch batteries, cleaning materials, etc. Of course the Chief Engineering Officer must always see that he has sufficient reserves of fuel, oil and water (if a steamship – for boilers) to execute the voyage safely allowing for possible longer passage time due to heavy weather, hard-steaming, diversion, or if some fuel or oil becomes unusable due to water-contamination, etc. Here he has to liaise closely with the Master as carrying extra load of fuel could result in a loss of cargo deadweight and hence affect the voyage profitability.
  • Organising and Supervision of Repairs by ship’s own staff of by shore contractors as required. The Chief Engineer has to ensure that such repairs or major servicing work is done correctly and thoroughly, and in accordance with the requirements and standards of the Classification Society or equipment maker, as appropriate. The Chief Engineer is responsible for “signing-off” on all such work as being fit for purpose and safe for sea, and in respect of contractors’ repair work – that their invoiced scope of work and labour hours correctly reflect the work actually performed.
  • Bunkering and record-keeping with regard to bunker consumption and slops. (See section on Bunkering.)
  • Team-building, mentoring and training Cadets and Junior Engineering Officers, and encouraging on-going professional development of his engineering staff. The Chief Engineering Officer must stimulate and maintain a “learning” climate in which will encourage all members of the team not only to work together, but to better themselves by advancing their skills, knowledge and qualifications. He /she must share knowledge learned the hard way by mistakes and successes, and actively encourage a desire to succeed and move up the rank ladder. Having an enthusiastic “well-oiled” team will considerably ease the burden of the Chief Engineering Officer in the discharge of his / her onerous responsibilities.