Introduction
Outlining the issues around maritime safety, who this guide is for and how to use it.
There is no doubt that almost all maritime leaders want to do their best for safety. But sometimes life makes things difficult. Time pressures, economic constraints and everyday circumstances (including the factors covered in this document) sometimes seem to prevent good safety leadership.
This guide contains chapters on 6 important areas of safety leadership. These are:
- Defining the human element
- Decision making and risk management
- Performance influencing factors (PIFS)
- Situational awareness
- Communication and teamwork
- Creating a culture of safety
If you have recently done human element, leadership and management training on a course that follows the Merchant Navy Training Board syllabus, you will likely find that the content aligns with what you learnt.
The Maritime and Coastguard Agency (MCA) acknowledges the many individuals and industry bodies that supported us in the development of this guide. We heard from those representing shipowners and seafarers, as well as those with experience of training seafarers. We cannot list everyone here, but your input is appreciated and has helped to produce a really useful document for seafarers.
Those with formal management responsibilities may find the information most immediately relevant. But safety is everyone’s responsibility, and organisational culture is influenced by all, so it’s important that these principles are understood more widely.
This document is intended to guide those working in roles that have an effect on the delivery and culture of shipboard operations. Take a moment now to think about how you influence these, no matter how big or small the action may seem.
In this context, anyone can have a leadership role – not just managers.
Sometimes, specific responsibilities are given to those with designated roles in ensuring the safety of those on the ship. Those with a designated safety role on board are referred to as “safety officials”. This term includes safety officers, safety representatives and other members of safety committees.
However, you do not need to be a safety official or a manager to be a leader when it comes to safety. Everyone onboard, and those working ashore, contributes to the overall safety and performance of a vessel. As leaders in safety, you can use your understanding of the human element to improve safety and influence change in the maritime industry.
We suggest you read through the guide and consider how each piece applies to you and your roles onboard. You could read this ahead of starting the human element, leadership and management (operational level) course as the content of this guide aligns with the course objectives.
But this guide is just words. What really counts is how leaders behave in everyday situations. Your colleagues will draw inferences about your safety leadership based on what they see you do and what they hear you say in your daily work.