SAFETY FIRST
A
s the shipping industry continues to grow, it is currently facing some of its biggest obstacles in history from the critical race against time to decarbonize and address the widespread impact of the ongoing pandemic. Even so, the most pressing issue is not one that is new, but rather one that has continued to be at the forefront of the industry’s mind: safety. Whether based in an offshore facility or in the inland barging industry, it is often acknowledged that shipping is a hazardous occupation that is both mentally and physical taxing in one of the most dangerous work environments.
Physical and Mental Wellbeing To truly build healthy work environments for mariners, companies must account for both their physical and mental needs. For example, a recent report from Shell Shipping and Maritime, “The journey from health and safety to healthy and safe,” acknowledges that along with the risk for physical harm, more attention is now being paid to the psychological risk of having a career in the maritime industry. Greater concern is being given by employers as a result of the reported prevalence of common mental health problems like anxiety and depression, as well as the elevated risk and incidence of suicide for mariners. In fact, the report cites research that found more than 20% of respondents were “feeling down, depressed or hopeless every day.” Furthermore, five key themes were identified that influence mariners’ wellbeing such as fatigue, the work environment, the nature of the role, socialization and leadership. To address these, the report offers the 32 Marine Log // July 2021
following intervention strategies, several of which have proven results in other safetycritical industries: • Peer support mechanisms; • Simulation exercises; • L i n e m a n a g e m e n t t r a i n i n g a n d development; • Employee assistance programs and counselling helplines; • Telemedicine; • Training regarding the importance of good nutrition and physical exercise; and • Me t h o d s t o i m p r o v e c r e w / t e a m socialization. In the long run, by prioritizing their workforce, carriers will see vast benefits as a healthy workforce leads to more motivation, innovation, success, engagement, and resourcefulness. In fact, research shows that when mariners are in good physical and mental health, there are fewer accidents, incidents and adverse events, plus a more motivated crew who want to do a great job for their company.
Advancing Vessel Safety When compromised, mental health and wellbeing impairs an individual’s ability to perform at their best and as such could result in an increased risk of incidents occurring. As vessel equipment has become more technically advanced, mariners are expected to be familiar with more complex navigation, cargo and engineering systems, thus potentially adding to levels of stress and anxiety. Additionally, the continued evolution of automated systems and digital data gathering has led to further efficiencies and updates. We must place an importance around
training and learning not by rote, but by engagement through smaller, reflective groups learning from each other. There should be a priority to empower all voices of the crew to share and learn together understanding no one person has all the answers; all collective resources are needed to reach the goal of zero injuries and fatalities. When you make a true commitment to safety it shows. Stemming from the commitment to a “Zero Incident Industry” from Shell, tangible results were proven moving from one serious marine incident, globally, every seven days to one serious marine incident every 62 days in 2020. Regionally, the value of collaboration can be seen in reducing man overboard incidents and fatalities in the US inland barging sector. Although improvements have been made through training and soft controls, as an industry, we see a statistical floor that we collectively haven’t broken through yet consistently and far from the overall improvements in safety outcomes across the sector. Safety within the industry is not something one organization can tackle alone. As an integral part of the supply chain for most industries, shipping and maritime is highly collaborative and therefore will require all stakeholders to ensure safety is interwoven into all operations. Effective change requires intentional, cross-industry engagement to develop a thriving culture of care to drive improvements that support maritime safety and wellbeing. One the most impactful areas of collaboration for Shell is the Maritime Partners in Safety Program that focuses on visible leadership, reflective learning methods and care and resilience. After all, it is about recognizing that no one has all the answers, understanding the importance to collaboratively participate in the process and creating a culture where people look out for each other and intervene where necessary. When the industry comes together to focus on an obstacle, there will be a positive impact. We need continued and even stronger partnership in shipping and maritime to prioritize safety and collaborate on creating healthy work environments for workforce.
KARRIE TRAUTH General Manager Shell Shipping and Maritime Americas
Photo credit: Shutterstock.com/Tetiana Volkonska
Building Safe, Healthy Work Environments for Seafarers
