We've all set out together on the path to improved safety. We've made significant progress, including a year without LTIs in two regions. But we still have a challening journey ahead.

Our philosophy at Svitzer is that safety always comes first – it is not a matter of cost, but of commitment. Over the past two years, that commitment has emerged in initiatives that engage everyone in the company and will help us accomplish the tasks
we see ahead. A large step in that direction was the April activation of SOVIQ, a self-assessment tool for tugs, that will be fully implemented by the end of Q3 next year. 

Svitzer’s annual Safety Day on 28 April carried on a three-year tradition of highlighting safety. It began in 2013 with the introduction of Stop Authority, the idea that all Svitzer employees have the authority, the right and the duty to stop any operation they think is unsafe – a principle that continues to be a cornerstone of our safety initiative. 

This year, the Safety Day theme was “Taking the lead”, which aims to encourage everyone at Svitzer to be a safety leader by watching out for themselves and colleagues. Also on Safety Day, we introduced a webbased Safety Counter that provides an immediate way for the entire organisation (as well as customers and industry partners) to track our safety performance by showing time elapsed since the last lost-time incident – on a company-wide basis, by region and by vessel. Safety Day sessions at locations worldwide received very positive feedbackthis year, along with suggestions for improvement in years to come.

“Improving safety doesn’t only improve our safety performance,” says Kristian Brauner, CTO for Svitzer. “It also increases cost-efficiency, reliability and business performance. Also, our customers increasingly demand it. Getting safety right is the key to our success – both business success and making sure that all our crews come home safe from every workday.” Besides thinking safety at all times, one of the most important ways we can ensure safety is to improve the overall quality and maintenance standards on our vessels. Our maintenance and repair strategy has been in place for more than one year, and we have started to experience the positive effects of many of its initiatives. 

There is definitely hard work yet to be done, but there is also a sense of momentum building throughout the organisation – the feeling that everyone is involved and working together,” says Kristian. “An especially big achievement is that in May both the Americas and AMEA regions completed one year with zero LTIs.” The challenge now is to investigate further and determine lessons learned that can be duplicated in other regions.

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