13 LMM V I S I O N ISSUE 24 | Q1 2026 nated the risk and allowed the work to continue safely. JC: I would describe the safety culture on board as Generative, where safety is deeply embedded in our daily operations and decision-making processes. Safety is the first and foremost priority, and every task is carried out with the objective of protecting our crew, vessel, cargo, and the environment. A key factor in maintaining this level of safety culture is strict adherence to company procedures and established safety management systems. Following these procedures consistently helps ensure that risks are effectively controlled and operations are conducted safely. Furthermore, the active sharing of experiences, lessons learned, and knowledge among crewmembers promotes continuous learning and improvement. This open exchange of information enhances safety awareness, strengthens teamwork, and contributes to the ongoing development of a positive and sustainable safety culture on board. BS: I would rate the level of safety culture on board as Proactive. Crew members actively identify potential risks and take preventive measures before incidents occur, demonstrating a strong commitment to safety. A good example of this proactive approach is the debriefing conducted after a complex and high-risk operation that was completed successfully. Rather than simply accepting the positive outcome, the team reviewed the operation to identify the communication methods, planning processes, and safety behaviors that contributed to its success. These best practices were then documented and shared to help standardize future operations and further enhance safety performance on board. NF: Based on my experience on board, I would assess the level of safety culture as Generative. Safety is fully integrated into every aspect of our operations and is considered a core value rather than just a requirement. From company procedures and safety instructions to toolbox talks, risk assessments, and work-planning meetings conducted by the officers, safety is consistently incorporated into all activities on board. A good example of this is the effective coordination between the vessel and the shore office during demanding operations or major maintenance tasks, such as a main engine piston overhaul. This type of work involves significant risks and requires careful planning, communication, and strict adherence to safety procedures. By applying strong safety practices throughout the operation, the crew successfully completed the task without any incidents or injuries. The successful and safe completion of such complex jobs demonstrates the high safety standards maintained on board and reflects a mature, generative safety culture where everyone is actively committed to safe operations and continuous improvement. What action will you take (starting from tomorrow) to improve safety culture onboard? PG: Seafarers perform their duties in a multicultural working environment, where differences in language, communication styles, and cultural perspectives can influence safety performance. To further strengthen and maintain a positive safety culture, I would focus on recognizing and addressing any cultural biases or barriers that may arise among both seafarers and shore-based personnel. By understanding and respecting these differences, the organization can promote effective communication, teamwork, and mutual trust, all of which are essential for safe operations. In addition, a strong safety culture cannot be achieved without effective leadership and a clear commitment to safety at all levels of the organization. Leaders play a crucial role in setting expectations, communicating safety standards, promoting hazard identification, and encouraging open reporting of concerns. By consistently demonstrating that safety is a top priority, leaders can motivate shipboard personnel to adopt safe behaviors and actively contribute to the continuous improvement of safety performance. SEAFARERS’ INTERVIEW
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