Strategies to Cultivate a Culture of Safety- Greg Dronkert

Strategies to Cultivate a Culture of Safety

NYC APRIL, 2015

FERRY SAFETY & TECHNOLOGY CONFERENCE

Welcome to NYC

Cultivating a Culture

Senator Christine Rolfes, 23rd District Representative Norma Smith, 10th District Matt Nichols, CEO Nichols Bro. Boat Builders SAFETY OF

Greg Dronkert, President & COO HMS Ferries, Inc.

Hi, I’m John!

John Waggoner

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Chief Executive Officer

We do…

HMS Global Maritime

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Ferry Operations

And…

HMS Global Maritime

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Government Services

And…

HMS Global Maritime

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Overnight Cruises

HMS Global Maritime

Consulting & Feasibility

And…

Hornblower Family

Hornblower Cruises & Events

And our affiliates…

Hornblower Family

Statue Cruises

And…

Hornblower Family

Alcatraz Cruises

And…

Hornblower Family

Niagara Cruises

And…

Hornblower Family Altogether

•  Over 140 vessels managed / operated •  Over 2,000 employees (FT & PT) •  Over $19 million pax-‐segments

delivered in 2014

Cultivating a Culture My Journey…


“The bulk of causes of low quality and low productivity belong to the system (created by management) and thus lie beyond the power of the workforce” -‐ Edward Deming

Cultivating a Culture Think about yours …

Cultivating a Culture Think about yours …

Not Just a Third World Problem

Vessel Name: Herald of Free Enterprise Vessel Type: Passenger and Vehicle Ferry Flag: British Type of Accident: Capsizing Location: Departing Port of Zeebrugge, Belgium Date: March 6, 1987 Owner: Townsend Car Ferries Ltd. Property Damage: $51,000,000 Total Loss Injuries / Deaths: 38 Crew fatalities

150 Passenger fatalities Numerous injuries

Cause: Human Error Report: UK DOT


Vessel Name: Estonia Vessel Type: Passenger and Vehicle Ferry Flag: Estonian Type of Accident: Capsizing Location: Baltic Sea en route to Stockholm Date: September 28, 1994 Owner: Estline Marine Company Ltd. Property Damage: $85,000,000 Total Loss Injuries / Deaths: 852 fatalities Cause: Failure of bow door (“visor”) locking

mechanism Report: Joint Accident Investigation

Commission


Vessel Name: Andrew J. Barberi Type of Vessel: Passenger and Vehicle Ferry Flag: United States Type of Accident: Allision with dock Location: Staten Island, NY Date: October 15, 2003 Owner: NYDOT Property Damage: $8.3 million Injuries / Deaths: 11 fatalities

70 injuries Cause: Human Error Report: NTSB


Vessel Name: Queen of the North Type of Vessel: Passenger and Vehicle Ferry Flag: Canadian Type of Accident: Striking and Sinking Location: Gil Island, Wright Sound, BC Date: March 22, 2006 Owner: BC Ferries Property Damage: C$70,000,000 Total Loss Injuries / Deaths: 2 fatalities Cause: Human Error Report: CTSB


Vessel Name: Costa Concordia Type of Vessel: Cruise ship Flag: Italian Type of Accident: Grounding / sinking Location: Isola Del Giglio Date: January 13, 2012 Owner: Costa Lines Property Damage: Total loss (salvage costs $2B) Injuries / Deaths: 32 fatalities Cause: Human Error


Vessel Name: Sewol Type of Vessel: Passenger and Vehicle Ferry Flag: South Korean Type of Accident: Capsizing Location: South Jeolla Province, South Korea Date: April 16, 2014 Owner: Chonghaejin Marine Property Damage: Total loss Injuries / Deaths: 304 fatalities Cause: Overloading / Human Error



Culture Eats Technology for Lunch!


SAFETY Strategies

•  careful plans or methods for achieving particular objectives usually over a long period of time


SAFETY Strategies for Cultivating a Culture of Safety

Careful methods to grow and care for standard beliefs and behaviors that establish safety as the top priority for an organization.


SAFETY Strategies

1. Leadership vs. Management Your safety culture is a matter of leadership more than management.


SAFETY Strategies

1. Leadership vs. Management (con’t) Management: Is getting things done. It’s task oriented. Think: Scope, Schedule & Budget.


SAFETY Strategies

1. Leadership vs. Management (con’t) Leadership: Is about doing the right things, for the right reasons at the right times. It’s about envisioning a future and empowering a team to make it reality. Think vision, passion and discipline.


SAFETY Strategies

1. Leadership vs. Management (con’t) HMS A small company becoming a mid-‐sized company… Very competent managers -‐ but…


SAFETY Strategies

1. Leadership vs. Management (con’t) KEY POINT: If a safety culture is deficient – it’s due to a failure in leadership.


SAFETY Strategies

2. Continually Assess Risk Assess all operational evolutions -‐ large and small. This needs to commence before you ever start doing the work. During the feasibility and proposal phases of the project….


SAFETY Strategies

2. Continually Assess Risk (con’t) Continue with mobilization and safety program set-‐up… Continue during routine risk assessments / audits… Continue every time we get underway….


SAFETY Strategies

2. Continually Assess Risk (con’t) A core principal of SMS is identifying risks of high consequence and taking specific actions to mitigate. Think “code yellow” -‐ S.Franklin (12K in the air)


SAFETY Strategies

2. Continually Assess Risk (con’t) KEY POINT: Maintain constant vigilance throughout organization. “Code Yellow”


SAFETY Strategies

3. Commit from the top – to drive it from the deck Put the power of safety in the hands of the work force. •  Acknowledge absolute authority of the

Master… and back it up.

* Critical employee


SAFETY Strategies

3. Commit from the top – to drive it from the deck (con’t) •  Put safety power in the hands of the

work force. Give them authority to act.

•  Own your short comings

* There is a tendency to want to believe you have done everything you could have – usually false…


SAFETY Strategies

3. Commit from the top – drive it from the deck (con’t) KEY POINT: Take full responsibility but distribute the authority.


SAFETY Strategies

4. Do What You Say It’s not what you say you do… It’s what you actually do -‐ throughout the organization – on an ongoing basis. Nothing is worse than professing a safety culture and no behaving consistent with those statements.


SAFETY Strategies

4. Do What You Say (con’t) If you state: “Safety First” then safety must come first -‐ unconditionally.

*Otherwise – just say:

•  “Safety First when it’s convenient and we can afford it.”


SAFETY Strategies

4. Do What You Say (con’t) KEY POINT: Whatever your level of commitment – be true to it.


SAFETY Strategies

5. Specifically Fund Safety Safety needs to be a budget line item. •  In bids and negotiations •  In ongoing operations

Conveyed to personnel and clients.


SAFETY Strategies

5. Specifically Fund Safety (con’t) KEY POINT: Budget line items make the commitment tangible. * If it’s not in the budget – there is low commitment


SAFETY Strategies

6. Adopt a Formal System Adopt a formal program consistent will quality quality programs. SMS is the appropriate standard.


SAFETY Strategies

6. Adopt a Formal System (con’t) KEY POINT: Management systems give your program structure and credibility.


SAFETY Strategies

7. Measure / Monitor Performance Identify key indicators and track. Hold yourself and the team accountable for performance.


SAFETY Strategies

7. Measure / Monitor Performance (con’t) KEY POINT: What gets measured gets done.


SAFETY Strategies

8. Reward Appropriate Behavior Provide incentives that support the program. •  Wages •  Recognition •  Special assignments


SAFETY Strategies

8. Reward Appropriate Behavior (con’t) KEY POINT: Makes the commitment less abstract and more directly meaningful to the team.


SAFETY Strategies

9. Never Settle for Good Enough “Good enough” is NOT good enough. A functional safety culture embraces safety as a constant process not a destination – the work of safety is never done. Just because it hasn't happened – doesn’t mean it won’t.


SAFETY Strategies

9. Never Settle for Good Enough (con’t) Just because it hasn't happened – doesn't’t mean it won’t.

HMS’s own struggles with this…

•  “It hasn’t happened – so we are doing something right.”

•  “or have we just been lucky”


SAFETY Strategies

9. Never Settle for Good Enough (con’t) KEY POINT: Safety needs to be a bit of an obsession.


SAFETY Summary

The Maritime Industry is Dangerous and Unforgiving When things go wrong – they can go wrong catastrophically. More often than not incidents are a result of human error.

Safety is a mental exercise –

* Think sports phycology


SAFETY Summary – Strategies 1. Leadership vs. Management 2. Continually assess risk (all activities) 3. Commit from the top – drive from the deck 4. Do what you say 5. Specifically fund safety (in the budget) 6. Adopt a formal system 7. Monitor performance 8. Reward appropriate behavior 9. Never settle for good enough (continuous improvement)

Continuous Improvement

SAFETY Cultivating a Culture

Documents

Strategies to Cultivate a Culture of Safety- Greg Dronkert