Managing human factors can make your seafarers the most important resource to develop a proactive safety culture
In Green-Jakobsen we believe that the people in a company is a strong resource, the potential to improve the performance of the company in a safe and proactive manner. In our focus on developing the human element we must move away from the thinking that people are the source of error, and instead become better at making them the potential for development and improvement.
The fact that you can only truly assess, understand and manage a situation when you actively participate is important for the way that we support our seafarers. Proactive behaviour involves acting in advance of a future situation, rather than just reacting. It means taking control and making things happen rather than just adjusting to a situation or waiting for something to happen – or merely following procedures.
The tool that supports your efforts to meet industry standards
Safety Delta is a way to start the change of the safety mindset and hold on to a continuous focus on improving safety performance, awareness and behaviour. Safety Delta provides support to credible quality standards in the tanker and dry bulk sectors, i.e. TMSA, Human Factors Element, SIRE 2.0 and Dry BMS respectively.
Safety Delta creates a clear link between human factors and safety performance starting from reflection to open dialogue and team development, including enhancing the understanding of how human factors are managed.
Safety Delta supports getting feedback from the bottom to the top, and empowers the crew to speak up and to take an active role in safety performance on board, as described in OCIMF Human Factors Element. The Delta concept is to give the power to the crew to reflect on how the job is done versus how the job is imagined and take relevant actions.
Safety Delta provides input about performance trends and supports the continual improvement steps of Plan-Do-Check-Act, as described by Dry BMS organisational self-assessment.
Safety Delta supports the development and enhancement of safety behaviours that are to be observed under SIRE 2.0. The continuous focus on building resilient proactive human performance through SD is an effective response to the Performance Influencing Factors (PIFs) that tend to block human performance on board and that can be managed.
The goal is to develop a proactive safety culture where you act before an incident instead of reacting after an incident has happened. Therefore, we need to empower the seafarers to be able to review, act and decide on the basis of the unique situation they are in any time. To make them capable of this, management needs help to explain to their employees how each and every person can move towards a specific, desired work-related safety behaviour and at the same time give the employees the tools to become accountable for their own and colleagues’ safety.
You can try it on board one of your vessels and experience the effect
As a special service we can give you an executive, no-obligation presentation of Safety Delta OR you can try Safety Delta on board one of your vessels. All you have to do is to identify the vessel for the trial and we will take care of the rest. Contact Erik Green (email@example.com) for making arrangements.
It's not a quick fix, but a continuous empowering effort that has a proven effect
The clients who have run Safety Delta cycles for more than a year start to see significant, measurable improvements and Officers, crew members and office staff all profit from it.
During my 3 last contracts I think we have improved a lot on the safety culture, for example by using Safety Delta. For example, we use the tools from the learning library and it also gives all of us a safety language, so when we talk about a specific risk, we are on the same page and it becomes more routine to use common words. It also encourages us to talk about a job done the day before and learn from it or follow up on feedback on improvements. So, Safety Delta has definitely moved our safety culture forward. It’s about getting everybody on the bandwagon, and not always do things the usual way.
- Chief Engineer at TORM
It has sometimes been a challenge for the leaders to promote and handle the openness (honest answers by the crew to the survey - Ed.) because they also had to accept a certain degree of criticism. Some have found it hard to talk about the difficult issues and it has been necessary to urge the leaders to do it anyway. But as soon as the leaders have understood the value of this and adapted to the concept, we have come a long way.
I see fewer accidents. But when we analyse incidents and accidents, we can see that newcomers impose a risk before they are familiarised with our safety routines and culture.
Stian Næss Haugland - Personnel Manager at Stenersen
We have Safety Delta – this is good. Before only the officers talked to the company about safety, now the rest of the crew can also give our opinion. This is good.
At first it was difficult to do, but now we are used to it. The company advise us to discuss. We have a meeting after the (CSD) report and the master asks us what is the best thing to do. This is nice for us because then we know where we would like to improve.
- Rating at Ultraship