Free Article: Solving the communication conundrum
Most safety incidents on board ships can be traced back to poor communication. Transparency and clear communication are essential if we are to reduce accidents, injuries and fatalities on board
by Adam Parnell AFNI, Director, CHIRP Maritime
Effective communication is the linchpin of a smooth and safe running ship. If done well, crews will be able to avoid preventable accidents or injuries, learn from near misses and hopefully minimise serious incidents on board. It can also help to better protect crew’s mental health and wellbeing. However, there is big room for improvement. Challenges and gaps in communication are one of the top reasons that safety incidents occur at sea, according to the maritime safety reports received by CHIRP in 2023-2024.
Training and upskilling seafarers and management in effective two-way communication is essential to improve safety at sea. It isn’t rocket science. Clear, effective communication creates a shared understanding of a situation, making sure everyone is on the same page and understands what is expected from them. It is vital for crews operating in dangerous environments, especially in emergencies, where time is of the essence and a simple misunderstanding could cost lives.
However, not all communication is made equal. In a busy and fast-paced onboard environment, vital tasks may get overlooked if instructions are not issued clearly enough or crew don’t update each other and their superiors on what work is being carried out and by who. Closed-loop communication can help to make sure that everyone has understood and acknowledged the actions that need to be taken onboard.
Closed-loop communication is a simple technique to avoid misunderstandings where someone gives an instruction and the person on the receiving end then repeats it back so it can be confirmed and any confusion resolved. Of course, the initial instruction should aim to be as concise and informative as possible, telling the crew how urgent a task is, why and when it is expected to be done and by who.
For example, ‘Go and fix the broken pilot ladder’ may feel clear to the Master providing this instruction, but is not as effective as: ‘You must fix the broken pilot ladder today by 1500 so it is safe for the pilot who will come aboard this afternoon. Report back to me when it is done.’ The second version removes any ambiguity over why there is an urgent need to do so, provides a deadline for the task and accountability for reporting back to confirm it has been taken care of. The person receiving instruction should feel empowered to then repeat back and clarify instructions rather than respond with a simple ‘Yes Captain.’
Beyond hierachy
Two-way communication is key for creating a safe environment where concerns can be aired and potentially dangerous issues resolved. Often, however, a breakdown in two-way communication occurs due to fear of breaking hierarchical structures on board. This can lead to some incredibly dangerous scenarios.
In a recent report submitted to CHIRP, a vessel was preparing to depart when a crewmember dropped a hand-held radio overboard near the vessel’s stern. The Captain ordered a crewmember to don diving gear and retrieve it. Concerns raised by the seafarer about diving next to propellers ready to turn were dismissed.
The two-way communication was broken as the Captain was not ‘hearing’ the crewmember’s legitimate safety concerns. Thankfully, in this instance, an incident did not occur. However, the case highlights a common communication issue raised in reports to CHIRP; that legitimate safety concerns of the crew are not given enough credence by those in senior ranks, often placing them in positions of unnecessary or heightened danger.
Similarly, communication between company leaders and Captains can all too often be a one-way street. Boardroom decisions are often made without full consultation or understanding of the effect it will have for those on board, and can place the bottom line above safety concerns.
For example, in a report submitted to CHIRP, a Master informed his company that he needed to divert from his route due to bad weather, but the company wanted him to stay on course so that they could maintain the schedule. Though the Master voiced his concerns they did not listen, undermining trust in the communication channels available to him and ignoring the potentially massive costs of a safety incident compared to the commercial loss they were hoping to avoid.
Chain of command is important but so too is learning from other’s experience and creating a space in which people feel able to air safety concerns. Otherwise, we will be doomed to repeat the same mistakes, until a near miss becomes a fatal incident.
Communication should be a two-way flow between ship and shore. Both sides need to listen and put safety first rather than being driven only by commercial interests. Company culture and policies play a vital role in this. Companies must have clear policies and reporting mechanisms in place for all staff to report safety concerns. It should also be regularly communicated that reporting safety issues is important, and staff applauded for doing so, making clear that it does not affect in any way the reporter’s employment.
Seafarers need to also see that safety concerns are followed up on and resolved. If not, both seagoing and shore-based personnel will feel unheard and safety risks will continue to go unresolved.
Mental health and safety
Communication is never more important than when it comes to mental health and wellbeing. The state of crews’ mental health and well-being are crucial components of onboard safety that are all too often overlooked by tick-box company policies that do little to create cultural or practical positive change.
There is unfortunately still a stigma associated with mental health issues which prevents many from seeking help. According to the ITF Seafarer Mental Health Study, depression and anxiety were prevalent in 25% and 17% of respondents respectively. Furthermore, ISWAN highlighted that calls and messages from seafarers relating to mental health increased by 37% in 2023.
Fear of losing their job discourages seafarers from reporting mental health issues to their employers. Without reporting their issues and getting access to the support they need, their safety, or that of their fellow crew, may be compromised on board if unable to perform their duties to the best of their ability. Companies must nurture open communication, where employees feel safe to voice their well-being concerns without fear of repercussions.
There has been increasing awareness of violence and harassment including sexual abuse occurring on ships, which has further compounded an already challenging situation. Bullying, harassment, discrimination and victimisation (BHDV) create social isolation, and seafarers often tell us they do not know who they can turn to in their company for fear of repercussions. This leads to a toxic workplace culture, which affects mental health and wellbeing, and in turn, can jeopardise safety onboard. The IMO and ILO are jointly taking action to work together with governments, ship owners and seafarers to prevent and combat BHDV so that a safe culture is created for everyone.
Without effective communication about these issues within companies, but also from companies to the wider industry, it is hard to know the true scale of the problem. It is alarming that there are no agreed statistics on the number of deaths of crew on board merchant ships including suicides.
For a person to reach this extreme crisis point means that the system has failed them. Usually, the crew around them are not aware and do not have the skills to recognise the signs or the non-verbal communication and behavioural cues that their colleague is having a mental health crisis. Communication is more than verbal, and when we speak about mental health we need to upskill crews and management with a different set of skills. It is about active listening, and creating a safe space for people to communicate how they feel freely and without fear of judgement or repercussions.
Courage to report
Effective communication is paramount when addressing safety concerns. How safety issues are reported and responded to is a powerful indicator of a company’s culture. Unfortunately, a prevalent issue is the blame-the-messenger mentality, where individuals who raise concerns are often met with defensiveness or hostility rather than gratitude.
To foster a culture of safety, companies must create an environment where seafarers feel empowered to report incidents without fear of reprisal. They should be assured that their concerns will be listened to, taken seriously and addressed confidentially. It is essential to provide clear pathways for reporting issues, ensuring that seafarers are aware of their options and that support is available.
Organisations such as CHIRP, ISWAN, and many others are there to support seafarers, listen to their concerns and help them. We want to assure them that they will be heard in confidence. There is always a route to safety even in the darkest moments.
Ultimately every individual deserves to be heard, respected and supported. For seafarers, often working in isolated conditions this is particularly important. Safety at sea can be significantly enhanced in a culture where safety is a shared responsibility and open communication is encouraged.