Work Structure
Your SMS and procedures guide crew performance. But can they guarantee safe, consistent work? In reality, people adapt to situations and might misinterpret or skip things when under pressure. This can result in inconsistency, inefficiency, and unnecessary risks.
Our work structure changes that by giving crews a shared way of working that builds clarity, consensus, and the confidence to perform consistently and proactively. It is one of the simpler ways to improve performance and bridge the gap between procedures on paper and how work is actually done.
When Work Lacks Structure, Risks Multiply
From years of running Performance Delta surveys and safety maturity assessments across fleets, we have seen these patterns emerge when work is not organised around a clear, shared structure:
- Lack of direction – Leaders can’t always give a clear, common direction for safe performance
- Lack of consensus and engagement – Not all team members fully understand or take part in applying the right processes and tools
- Rushed preparation seen as safe – A dangerous belief among both senior officers and crew members
- Overconfidence in routine – “We know what we’re doing” thinking leads to overlooked hazards and skipped steps
- Lessons lost – Insights from completed jobs are rarely discussed, so opportunities to improve are missed
Without a common understanding of “how we do work”, confusion creeps in – leading to unsafe shortcuts, preventable incidents, and repeated mistakes.
But when work structure is clear, shared, and lived daily by every crew member, everything shifts…
Our Three-Phase Work Structure: Proactive and Learning-Focused
A work structure is more than just a set of procedures in a binder. It is a shared agreement among everyone involved about how each job should be done, every time.
Our approach breaks down every task into three simple, repeatable phases: Preparation, Execution, and Finalisation. Risk management runs through all three phases – not as an added burden, but as a natural part of the job.
With this shared, structured approach, the whole crew – from Cadets to the Captain – can confidently and safely work together because they have:
- Order and clarity – Everyone knows the right steps, tools, and principles, and when to apply them
- Team alignment – The whole team agrees on “the correct way” of doing tasks
- Less room for error – Clear structure reduces unsafe improvisation and practices
- Full collaboration – Everyone is involved before, during, and after tasks
- Learning culture – Each task feeds lessons into the next, creating continuous improvement loops
(When crews practise the Safety I’s, our best-practice behaviours, the three-phase work structure becomes even more powerful.)
What Our Clients Say
“Your tools have made it easier for our superintendents to follow up on the safety culture on board, going beyond just relying on HSEQ.” – Quality and Sustainability Manager
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“I learned about safety mindset and tools, as well as how and where to use them. I learned how Risk Management integrates the safety process end-to-end of any job.” – Evaluation respondent
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“My perception towards safety has improved.” – Evaluation respondent
Crew Insights from Performance Delta Dialogues
(Crews shared what they have learned and how they can improve their work structure)
On preparation:
“Risk assessment should not be bypassed for any reason. We should make it a daily practice.”
On execution:
“Always carry out toolbox talks. It is a vital tool to address any issues and clarify doubts or confusion about the assigned tasks or jobs. All crew members are encouraged to give insights and feedback, and at the same time, the leaders should be constructive and open-minded to suggestions.”
“We should do the job properly so as not to jeopardise safety and secure both the technical and commercial results we’re aiming for.”
“Any changes in the planned job, we should stop and make a new risk assessment and then proceed again with the job.”
On finalisation:
“There are still risks after completion of a job. They should be considered by both workers and supervisors, and preferably checked by all aware personnel.”
“We need to conduct post-job meetings, pointing out good/weak points and areas to improve.”
Clarity. Consensus. Confidence.
Our work structure unites teams around one clear, agreed way of working – bringing procedures off the page and into daily practice.
Let’s explore how we can make this happen for you.