Page 18: of Maritime Logistics Professional Magazine (Q3 2011)

Maritime Security / Maritime Training & Education

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18 Maritime Professional 3Q 2011I think our ongoing challenge is to align all the varied interests toward a clear and compelling objective. Process, procedures, gov- ernance, systems, performance management ? all of those thingshelp us to keep in step toward that direction. But I think it?s the ral- lying around the values that is the quickest, most efficient way to company durability and profit. The alternative is costly. AS THE NEW VICE PRESIDENT OF PEOPLE DEVELOPMENT AND LEARNING, YOUHAVE ALSO SERVED AS DIRECTOR OF PEOPLE DEVELOPMENT AND LEARNING. WHAT?S GOING TO CHANGE IN YOUR JOB DESCRIPTION AND WHAT WILL STAY THE SAME?I?ve been asked to focus my attention on the safety culture. We want to integrate leadership skills with technical skills, build momentum around programs that encourage vital safety behaviors and focus on connecting the dots of our safety management sys-tem. There is also an opportunity to be more strategic about our quality program so that we identify what skills are needed to meetour goal of No harm to people, No accidents and No damage to theenvironment. If we can figure out how to do that AND lighten the load of the mariner, then that would be a home run. THE DIVERSITY OF YOUR BUSINESS MIX RANGES FROM AT-SEA INDUSTRIAL OPERATIONS TO OFFICE-BASED LOGISTICS. MAKING SURE BOTH SECTORS PERFORM AT PEAK LEVELS AND IN HARMONY WITH CROWLEY?S CORE VAL- UES CAN?T BE AN EASY ONE. IS THERE A GREAT DEAL OF DIFFERENCE BETWEEN HOW YOU APPROACH EITHER SIDE OF THE EQUATION? I have a deep respect for what our crews and terminal workers do, the environments they are in and the cost of error in their day-to- day responsibilities. I also think working in an office environment to support and promote the business is certainly challenging. The roles might be different but the need to be competent and the skills to do good work are surprisingly similar. As often as we can, we combine officers and deck crew, terminals and shore side employ- ees in our programs to promote understanding and encourage crosslearning. And we ask our shore side management to frequently attend the Crowley Safety Program for the mariner. IN-HOUSE SAFETY TRAINING INITIATIVES CAN RANGE FROM NONEXISTENT (BARE BONES POLICY TO COMPLY TO STATUTORY REQUIREMENT ONLY) ALL THE WAY TO ROBUST, CUSTOMIZED TRAINING PROTOCOLS. TELL US WHERE CROWLEY FITS INTO THAT MATRIX AND WHAT ASPECT(S) OF NON-REGULATO- RY TRAINING IS IMPORTANT TO CROWLEY, WHY, AND HOW YOU ENSURE THAT ALL PERSONNEL RECEIVE THE BENEFIT OF THIS PROFESSIONAL EDUCATION. Safety is our first core value and this is evident in the quantity and the quality of safety training that our employees receive. The Crowley Safety Program for the mariner is in its 7th year and this year, 800 crewmembers will come to the internal 2-day USCG approved course that will focus on incident review and basic safe- ty training. In addition we have operations seminars, extensive on- line training and a wide array of safety tools that are incorporatedMarPro Profile Suz Michel Vice President of Safety and Learning ?I?ve been on every type of Crowley vessel and in most of our offices from Alaska to Puerto Rico. The benefit of being close to the operation is that the crew and terminal employees keep us honest about the relevance and effectiveness of our pro- grams.? ?Culture is easy to talk about and difficult to influence. I think our ongoing challengeis to align all the varied interests toward a clear and compelling objective.? www.crowley.com MP #3 (18-33):MP Layouts 8/17/2011 3:58 PM Page 18

Maritime Logistics Professional

Maritime Logistics Professional magazine is published six times annually.