We want to reach a certain degree of safety maturity in this company, and we need everybody to understand that this is a great idea”.
Marc Nuytemans, CEO, Exmar Shipmanagement
To increase safety it is important that our crew and staff work as a team. This very much involves leadership, and our senior officers must possess both the knowledge and the right tools to be able to navigate in decision making, leadership and working with the crew”.
Linda Frederich, HR Manager, Rederiet Stenersen AS
What is the Value of Safety?
“A good safety culture will enhance company reputation, whereas a single major incident can ruin it”.
Over the years of Green-Jakobsen’s existence we have constantly developed our services and methods through research and experience. Being a service provider solely within the maritime business has given us the opportunity to excel within one of the major issues influencing the maritime companies from top management to ratings: Safety.
“Systems support, KPIs measure performance, Leaders decide and drive safety performance”.
Safety is not a straightforward matter: it is complicated to measure how good your safety is; it is not automatically improved exclusively through systems and procedures; interventions must hit all levels in the organisation. Safety Maturity illustrates the way safety is perceived and is the key to achieve an improved safety performance. It is essential to understand the social and organisational factors that foster real embedment of high safety performance and encourage people to lead safety to a high maturity level. Green-Jakobsen has developed ‘The Performance Butterfly™’ that visualises four essential drivers that an effective safety culture development programme should contain and address.
The way we do it
It is necessary to look at the Organisational Safety Performance in order to develop a sustainable improvement in safety performance, and four areas in the organisation must be aligned and focused to interact towards a common vision. The areas are shown in our Performance ButterflyTM:
1) Vision and direction: Communication of strategy and execution towards (safety) objectives; guidance and direction of desired (safety) behaviours.
2) Employee performance: The actually demonstrated (safety) behaviour, (safety) leadership, competence and (safety) mind-set.
3) Supporting means: (Safety) policies, work processes, IT systems, training, monitoring of performance indicators etc.
4) Organisational anchorage: Integration of safety performance into relevant organisational work, tasks and operational processes.
Green-Jakobsen believes that a safety performance improvement initiative should be followed through with development and preparation of the organisational capacity both on board the vessels and in the offices.
“Safety excellent organisations aren’t just lucky. They have leaders who show safety leadership, understand their role as ‘safety culture developers’, have a clear idea of what they want to achieve and how they can achieve it”.