In this article we introduce Safety-efficacy. Safety-efficacy is defined as an employee’s confidence that he or she has the skill to work safely in the context of a specific workplace environment. It has a positive impact on the safety performance, particularly if the company’s safety standard is high and if the employees safety skills are constantly developed. Read more in this article about how these factors go hand in hand.Read more >
Very often we hear questions like: What is resilience? How can we make the principles of resilience work on board? This article tries to come up with a few answers to questions like these. The key message is that resilience is stimulated through a high level of employee engagement. But how can we stimulate employee engagement? and how can the seafarers become better at explaining that they are building resilience?Read more >
When we ask the overall question: How is your safety culture? 80% will answer: Above average; crew use PPE and our LTIF is OK. So ‘above average’ is justified from these two parameters, but they hardly explain the truth about what is going on on board the vessels. Measuring real safety performance can only be done if you also consider the what really goes on on board the vessels.Read more >
Green-Jakobsen firmly believes that an open and trusting culture in a company is the most resilient and long lasting factor when we want employees to answer honestly in surveys, self-assessments, performance evaluations, etc. This is the second of two articles that analyse this challenge in a maritime context and look at the efforts and means that can help overcome it.Read more >
When we launch any survey or assessment we want people to give their honest answers because that is the only way we can use the result of the survey for the purpose we intended. In the maritime industry there is a massive tendency that people give the answers they think we want to hear. The phenomenon of social desirability bias is described in this first article and we try to explain why it is so and how we can make people give honest answers.
In the next article we will focus on how the development of an open and trusting culture can motivate honest answers and serve as the foundation for a proactive safety culture.
Lack of or loss of situational awareness is a phenomenon that time and time again is described as the underlying cause of numerous accidents and incidents. This article exemplifies the phenomenon and provides ideas on what to look out for if lack of awareness is to be avoided. It also argues that the most important thing to be aware of is the awareness of our awareness and to ‘combat’ colleagues who are ‘switched off’.Read more >
The million-dollar question to all the work Green-Jakobsen is involved in to improve the safety culture of shipping companies is: does it work? Do the many initiatives actually result in an improved safety culture of a company? Green-Jakobsen has worked closely with Seatrans Shipmanagement to improve the company’s safety culture. This article is a brief description of the course of events carried out, concluded by comments from the various Seatrans employees and observations made by a GL DNV auditor about the efforts and results achieved so far.Read more >
Accountability has a decisive impact on the level of your safety maturity. So in order to increase accountability of your crew and staff you must manage it. And in order to manage it you must observe and log work place behaviour. This will enable you to develop people and deal with consequences for the exemplary or critical (safety) behaviour. For that purpose the Accountablity Matrix is a useful tool.Read more >