Understanding DPA Responsibilities in the ISM Code: A Guide for Shipowners and Managers
- Markus Luostarinen
- Nov 25, 2025
- 6 min read
The Designated Person Ashore (DPA) sits at the heart of a company’s Safety Management System (SMS). Originally defined in the ISM Code as the link between ship and shore, the DPA’s function has grown far beyond simple communication. Today, the DPA is a key figure in ensuring regulatory compliance, operational safety, environmental responsibility, and internal accountability across the entire fleet.
Throughout my personal sailing career, the DPA has mostly meant just a name we had to remember before audits. We all knew the DPA was “the link ashore” and that we could contact them if something serious happened, but the true scope and strategic weight of the role for a crew is often far from visible. It was not until I started to get more into the compliance side of the industry that I really understood the importance of the role. Because of that, I thought I would share what the role actually entails and why it carries far more weight in the company’s safety structure than what most of us see during our time at sea.
Below, we break down what the DPA is, why the role exists, how it has evolved, what the Code requires, what companies should expect from their DPA's, and what auditors will look for when assessing this critical function.
1. What Is a DPA? — Description and Purpose
Under the ISM Code, every company operating a ship must designate a specific person ashore with direct access to the highest level of management. The fundamental purpose of this role is:
To serve as the direct safety link between shipboard operations and shore management
To ensure that the SMS is properly implemented, maintained, and continuously improved
To monitor the safety and pollution-prevention aspects of each ship’s operation
To ensure that adequate resources and shore support are always available
In essence, the DPA safeguards the company’s commitment to safety and compliance.
2. Designated Person Ashore — Responsibilities of DPA Under the ISM Code
Although companies may expand the responsibilities of a DPA, the ISM Code sets the minimum requirements:
Monitoring safety and pollution-prevention performance across all vessels
Ensuring that safety and environmental protection policies are implemented effectively
Coordinating and following up on non-conformities, accidents, and hazardous occurrences
Verifying the SMS is functioning properly through regular review and feedback
Ensuring that corrective and preventive actions are implemented
Facilitating internal audits and participating in management reviews
Maintaining direct access to top management and ensuring that critical safety information reaches decision-makers
These responsibilities show why the role cannot be treated as a formality. The role requires authority, competency, and independence.
3. The Evolving Role of the DPA
When the ISM Code was first introduced, many companies viewed the DPA as an administrative requirement. Over time, however, the role has transformed significantly:
From Documentation to Leadership
Modern DPAs are expected not only to oversee SMS documentation but to influence culture, guide decisions, and advocate for safety investments.
From Basic Monitoring to Proactive Risk Management
The role increasingly demands analytical skills. Spotting patterns and preventing incidents before they occur are in the very center of the DPA's skillset.
From Compliance Gatekeeper to Internal Advisor
A strong DPA supports the Master and crew without undermining their authority, acting as a trusted advisor rather than a distant overseer.
From Basic Monitoring to Proactive Risk Management
Shipping companies now expect their DPA to anticipate operational risks, identify systemic weaknesses, and guide corrective actions before incidents occur.
From Compliance Gatekeeper to Internal Advisor
A competent DPA is both an auditor and a coach; Supporting crew, advising management, and bridging the operational and executive layers of the organization.
This evolution is why many high-performing companies invest heavily in selecting and training the right DPA. Nevertheless, from the vessel side, this evolution isn’t always visible. Most seafarers still see the DPA mainly through email chains or audit questions. But inside the office, the DPA is someone who must constantly interpret regulations, assess risks, challenge management decisions when needed, and ensure that the fleet operates safely under commercial pressure. This dual role with understanding both ship and shore is what makes the job so demanding and the role so important!
4. Qualification Requirements & Expected Background
The ISM Code does not prescribe a universal qualification standard, but the IMO Guidelines (IMO Circular MSC-MEPC.7/Circ.6) and recognized best practice suggest that DPA should possess:
Seagoing experience at management level (Deck or Engine), typically Chief Officer, Master, 2/E, or Chief Engineer
Formal training in the ISM Code (ISM familiarization + advanced DPA training)
Understanding of vessel types and trade patterns within the company’s fleet
Knowledge of maritime legislation (SOLAS, MARPOL, ISPS, STCW, MLC, national regulations, flag state requirements)
Auditing competence (Internal Auditor or Lead Auditor qualifications strongly preferred)
Accident investigation training
Strong communication and leadership skills
Most auditors expect the DPA to be able to speak confidently about every element of the SMS. Furthermore, he should be able to demonstrate a real understanding of the company’s operations.
5. Selecting the Right DPA — What Companies Should Consider
Choosing a DPA is not a thing to be taken lightly. A weak or inexperienced DPA can severely compromise a company’s compliance posture. When selecting a candidate, companies should consider:
Authority & Independence
Does the DPA have genuine access to top management? And does he have the authority to challenge unsafe decisions made by the top management?
Operational Familiarity
Does the candidate understand the company’s vessel types, risks, and operational reality?
Management Trust
Would senior leadership listen if the DPA raises urgent concerns?
Capacity & Workload
Is the DPA overwhelmed with other duties, or do they have real bandwidth to perform the role effectively?
A report from American Bureau of Shipping (ABS) indicates that nearly 35% of all PSC ISM-related deficiencies relate to maintenance of ship & equipment, identifying a weak “company verification, review and evaluation” as a key root cause.
This suggests that in many cited deficiencies, the root cause is not actually a weak Safety Management System itself, but inadequate implementation, which often links to the shore-based function (including the DPA) lacking sufficient capacity, authority or experience.
Furthermore, an ABS's quick-reference guide on PSC detention causes lists “ISM Element 4 – Designated Person(s)” among the parts of the SMS found repeatedly deficient in PSC detentions. This explicitly identifies the DPA function as one of the weak links in SMS implementation.
6. What Auditors Typically Look For
Auditors, whether internal, external, or PSC, will evaluate the DPA through both documentation and personal competence. They often check:
DPA’s Knowledge
Understanding of the SMS structure
Awareness of major risks across the fleet
Knowledge of recent incidents, near-misses, non-conformities
Familiarity with corrective actions and their implementation status
DPA’s Documentation Responsibilities
Management Review reports
Follow-up on internal audits
Evidence of communication with vessels
Record of resource requests and how they were handled
Trends analysis: incidents, NCs, hazardous occurrences
Interview Performance
Auditors will usually speak to the DPA directly. They expect them to articulate:
The company’s safety and environmental policies
Key operational risks and how they are mitigated
How the DPA communicates with top management
How the DPA supports the crew
How the SMS is reviewed, revised, and kept up to date
A DPA who cannot clearly explain these elements will trigger auditor concern.
7. Company Responsibilities Toward the DPA
The DPA is not solely responsible for the company’s compliance. It is also company's responsibility to ensure sufficient resources and support to the role. This includes:
Providing adequate manpower, resources, and time for the DPA to perform duties
Ensuring the DPA has direct, unfiltered access to top management
Not overloading the DPA with conflicting operational responsibilities
Providing continuing professional development through training and refresher courses
Creating an organizational culture where safety concerns raised by the DPA are taken seriously
A company that undermines or ignores its DPA will inevitably see weaknesses in audit performance, safety culture, and regulatory compliance.
8. The Strategic Value of a Strong DPA
A competent and empowered DPA brings significant long-term value:
Reduced incidents and non-conformities
Smoother internal and external audits
Higher crew morale and safer working environment
Better alignment between office and vessel operations
Improved regulatory compliance
Strengthened reputation with charterers, insurers, and regulators
Many successful companies view the DPA as part of the senior leadership team—not as an administrative support role.
Conclusion: Selecting and Supporting the Right DPA Is a Strategic Decision
The DPA is one of the most influential roles defined in the ISM Code. For shipping companies, choosing the right person, and supporting them properly, is essential for operational reliability, regulatory compliance, and long-term safety culture.
A strong DPA is not just a link in the chain of compliance.
They are a guardian of safety, a bridge between ship and shore, and a key driver of continuous improvement.
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