Page 8: of Maritime Reporter Magazine (April 2024)

Training Tips for Ships © By tuastockphoto/AdobeStock

Tip #58

Enhancing Behavior-Based Safety

By Murray Goldberg, CEO, Marine Learning Systems ave you ever heard the term “Behaviour-Based environment where each individual feels personally respon-

Safety”? Although the term itself is relatively sible for safety and is encouraged to actively participate in the new to many of us, the individual components identi? cation and performance of safety practices.

are likely well understood by most. Yet it is One effective way of fostering a shared sense of responsi-

Hvery useful to understand it as a collective bility is to involve crew members in safety activities, such concept, and to understand what we can do as maritime train- as discussions, observations, and feedback, to ensure they ing managers to improve the safety of our people and opera- feel a sense of ownership over their safety and that of their tions through this concept. So what is Behavior-Based Safety crewmates. Some of our customers go a step further than this, (BBS)? At its heart, BBS focuses on in? uencing employee involving employees from every company level in work- behaviors as a route to safety improvement, emphasizing the shops and focus groups to inform company training practices, idea that many maritime accidents are preventable through policies, learning materials and even the selection of learning the modi? cation or elimination of unsafe behaviors. As an all- technologies. Engagement activities like these are absolutely too-familiar example, consider the tendency for experienced a win-win-win. The company gains valuable and actionable mariners to bypass pre-departure safety checks. These checks insights that improve training. The employees are bought-in are needed to ensure that all systems are functioning correctly, because they had a hand in generating the program they are that the ship is properly loaded, and that all safety equipment expected to follow. And ? nally, the bonus bene? t is a closer is in place and operational before setting sail. Despite their working relationship between management and employees.

importance, crew members may sometimes skip these checks Another effective component of BBS is the implementation due to time pressure or complacency. This is one of a myriad of positive reinforcement and recognition programs that vis- of tendencies that BBS is designed to reduce. ibly and tangibly reward contributions to safety. These can

So let’s explore what techniques are useful when taking a be as simple as verbal praise, certi? cates, or even monetary behavior-based safety approach to reducing accidents and rewards. Reward-worthy acts can be nominated by manage- keeping our crew and passengers safe. ment or colleagues - thus creating another mechanism by

The core of a successful BBS program is building a strong which all employees are encouraged to be on the lookout for safety culture. A strong safety culture is simply another way of safe performance and keep safety top of mind. Additionally, saying that safety is a primary concern and always top of mind by acknowledging positive safety actions we encourage them, for everyone on board from the deckplates up. This requires we discuss them, and we facilitate their repetition. Again, a setting rules and expectations. But it also means creating an win-win-win. 8 Maritime Reporter & Engineering News • April 2024

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