Just culture, just needs time and people

Just culture, just needs time and people
October 31, 2024 https://splash247.com/just-culture-just-needs-time-and-people/

Steven Jones, the compiler of the Seafarers Happiness Index, admits he was surprised to receive messages from crew relieved that they were having some “downtime” while sailing the long way round the Cape this year.

Shipping’s advances in sustainability are set to be built on very shaky foundations unless action is taken to address workload, stress and fatigue issues at sea. For all the progress around future fuels, sails, innovative technologies, and ambitious green corridors, we must not overlook the needs of seafarers in our pursuit of progress.

To truly embrace a sustainable future, we must prioritise seafarers or else the promise of positive change will remain unfulfilled. We cannot ignore the real-world challenges and growing concerns about the actual hours of work and rest experienced at sea pose an often-unseen barrier to progress.

Worse than that, excessive workload is increasingly recognised as a trigger for mental health problems. By addressing these fundamental challenges and fostering a culture of transparency and support, we must create a more sustainable and humane shipping industry—one that values both environmental progress and the well-being of seafarers.

However, reconciling wellness with excessive demands appears implausible. While we seek progress, there is an unfortunate lack of understanding of the actual workload levels being experienced by crews. This creates a persistent paradox: crews face overwhelming demands while grappling with chronic underreporting of work hours, and the threat of punishment for infractions.

The reality is that we do not honestly and truly know what hours are being worked – we know what is said, but not what is done. This situation hinders the establishment of a truly just culture at sea. Indeed, regulations meant to protect seafarers fail when honesty can lead to punishment. So, fostering a culture that allows for accurate reporting without fear of reprisal is essential to addressing shipping’s systemic issues.

At the core of the problem is the failure to report properly. Though this is perhaps understandable as ships that report breaches can face detention by port State control (PSC), while those that manipulate or tamper with records frequently pass inspections. This creates a perverse incentive for crews to lie about their working hours, leading to widespread fatigue and safety risks.

In theory, breaches of regulations are permissible during emergencies or unavoidable operations; however, the ambiguity surrounding what constitutes “unavoidable” creates a dangerous grey area. Port State Control (PSC) inspectors often have differing opinions, leaving crews vulnerable and overworked.

The current system is outdated and puts immense pressure on ship operations. If a Master halts operations to allow the crew to rest, they risk delaying cargo delivery. Conversely, pushing the crew to work through fatigue compromises safety.

Seafarers face a difficult choice: being honest about over work can lead to punishment, while dishonesty may allow them to escape consequences. This creates a troubling lack of incentive for proper, effective, open, and transparent recording of work hours.

Thus, we need a mechanism that allows seafarers to whistle blow without fear of reprisal. Additionally, perhaps it is finally time to leverage AI usefully to process voyages and identify potential infractions? Whatever the solution, it is crucial to ensure that the reality of hours worked can be accurately reported and recorded. If that is not possible, we must find a way for crews to communicate the demands placed upon them.

The importance of accurately recording hours of work and rest is clear: it reveals who is doing what and when. This information directly informs the decision-making process for the Minimum Safe Manning certificate of the vessel.

Just as starting a voyage even slightly off course can lead to significant deviations, an inaccurate understanding of workload can result in a severely distorted reality. Without knowing how long seafarers are actually working, it becomes impossible to set appropriate parameters for the number of crew members needed. So, how can anyone accurately determine the necessary staffing levels? We need answers.

The latest results from the Seafarers Happiness Index shed light on an important aspect of this debate: it is not just about the number of crew members, but rather the positive impact that having more time can bring. Highlighting that often ships either need more people or less pressure.

Over the past year, many vessels have fundamentally changed their trading patterns. Instead of navigating through the Red Sea and risking potential attacks from the Houthis, they have opted for longer routes along the coast of West Africa. This shift has led to an unexpectedly positive outcome: seafarers on these longer voyages have found themselves falling into more positive patterns of life.

With more time available, crews have been able to establish healthier routines. Swimming pools have been filled, and opportunities for social interaction have increased. There have been barbecues, and senior officers have stepped in to share watchkeeping duties, providing much-needed breaks for the crew. This extra time has fostered stronger relationships, enhanced training, and even mentoring opportunities.

What is being experienced is that additional time has alleviated the relentless pace of work, making the demands placed on crews more manageable and realistic. Which is a key part of the argument, until the demands can be managed and are real, then data will be faked and become flawed, ultimately undermining all our efforts for a brighter, sustainable future.