b'LETTER FROM THE PRESIDENTAT THE HELM SafetyIts Not Just a Word, Its a CultureSTEPHEN JONES // PRESIDENTT he passenger vessel industry carries tremendous Continuousevaluationandimprovement:Regularly responsibility for the safety of its passengers andevaluatingsafetyprograms,analyzingincidentdata,andcrew.Whileregulationsandtechnologicalad- incorporatingfeedbacktoimprovesafetymeasuresarees-vancements play crucial roles, a strong safety culture is sential for maintaining a strong safety culture.arguablythemostvitalingredientinensuringsafeopera-tionsandpreventingmaritimecasualties. Implementing a strong safety culture does not come with-outchallenges,thenumberonechallengethatIhavefoundThe safety culture of a company is a critical component ofhas been resistance to change: Some crew members, espe-ensuringsafeoperations.Itencompassesthesharedvalues, ciallytheemployeesthathavebeenthereforseveralyears,beliefs,andpracticesthatinfluencesafety-relatedbehavior might be reluctant to adopt new safety practices or change within a company and its fleet. A strong safety culture andestablished routines. Overcoming this requires strongempowering employees to act safely help identify and mit- leadership,effectivecommunicationaboutthebenefitsofigate potential hazards before they lead to incidents. Also,safetyimprovements,andinvolvingemployeesinthedevel-havingarobustsafetyculturefostersaproactiveapproach opmentandimplementationofsafetyinitiatives.tosafety,encouragescontinuousimprovement,andleadstobetteroverallsafetyperformance. Also, it can be challenging to accurately measure the di-rectimpactofaSMSonsafetyoutcomes.Overtime,withKeyelementstoapositivesafetycultureinclude: activeemployeeparticipation,documentingandtrackingkey safety performance indicators like incident rates, near-Leadership commitment: Safety starts at the top. Man- missreports,andtrainingcompletionratescanprovideagement must demonstrate a visible and active commit- insightsintosafetycultureeffectivenessandidentifyareasmenttosafety,settingclearexpectationsandallocatingforimprovement.resourcesforsafetyinitiatives.In essence, a successful safety culture is not just about com-Open communication: Encouraging open communica- pliance with regulations or adherence to procedures; its tion between management and crew about safety concerns,aboutinstillingamindsetwheresafetyisingrainedineverynear misses, and lessons learned is crucial for identifyingdecisionandaction,fosteringacollectivecommitmenttopotentialissuesandpreventingfutureincidents. creatingthesafestpossibleenvironmentforeveryoneonboard.Byembracingtheseprinciples,thepassengervesselEmployee involvement and empowerment: Empower- industry can continue to raise the bar for maritime safety ing crew members to identify hazards, report safety con- and ensure a secure experience for all.cerns, and participate in safety meetings strengthens the overallsafetyculture. Sincerely,Effective training and development: Regular and up-to-date training ensures that all personnel are competent insafeoperatingproceduresandcanrespondeffectively Stephen Jonesin emergencies.PVA President, 2025FOGHORN 4'