24 AUGUST 2017 • FOGHORN BUSINESSMATTERS up to this high standard. Read the following safety standards from the International Maritime Organization (IMO): ask how many live – strike that, thrive – in your organization. IMO’s three requirements for a safety culture: • Leadership and commitment from the top. Personally, I believe that culture has to come first; a safe environment is a result of getting the culture right. Leaders set the culture, demonstrate they care and hold their teams ac- countable, so together they can move mountains. • Measure performance with metrics. Do you have accurate metrics of hours worked, accidents categorized by severity (near miss, record only, medical treatment and insurance reserve), crew hours worked and pas- sengers carried? Track 2692s, missed cruises, and compare yourself using OSHA 200 metrics and to others in the industry. Does your team know where you stack up compared to previous years and industry standards? Is the information presented in easy to under- stand graphical charts? • Modify behavior. Are there feedback loops so correc- tive actions and continuous improve- ment is happening? Change is hard to make an organizational norm – are you trying to get better every day, in every area? IMO’s 10 keys for defining a safety culture: • Everyone is involved. Safety is not just the job of the captains or marine crew, but rather a total team effort to make the company better. • Commitment and Visibility. Those in charge show continuous commitment to the job, plus are out on the front line, leading via public daily activities. • Productivity/Safety Relationship. Crew can point to the additional dividends that safety yield.