35 AUGUST 2026 event, or damaged equipment. They are opportunities to learn before a more serious event occurs. An SMS relies on reporting unsafe conditions and near misses, along with internal and external audits to identify weaknesses within the operation. Once those weaknesses are identified, the company should examine what happened and update its policies or proce- dures so that the situation is less likely to be repeated. That cycle—identify, report, analyze, correct, and improve— is what makes the SMS a living system. It also requires an environment in which crewmembers understand their roles and responsibilities. During normal operations, clear responsibilities promote consistency. During emergencies, they become even more important. Shipboard personnel should understand what is expected of them and how they are supposed to respond when conditions change rapidly. An emergency is a poor time to decide who is responsible for doing what. The system should have already answered that question. After decades in this industry, I believe that may be one of the most practical benefits of safety management. It replaces assumptions with expectations. It replaces informal knowl- edge with procedures that can be passed on to the next crew- member and at the same time, it connects the vessel to man- agement ashore. It gives the company a structured means to recognize weaknesses and implement corrective actions. Most importantly, it challenges complacency. A successful SMS replaces the “we’ve always done it this way” mentality, with a proactive approach designed to pre- vent problems before a reactive response becomes necessary. That does not mean every procedure must be complicated or every small passenger vessel needs shelves full of three- ring binders like the ones I remember from the tanker in- dustry. For instance, when doing a routine walk-through of your vessel, change the predictable route and take the path least taken. You may be surprised what you might find! The objective is not paperwork for paperwork’s sake. The objective is a system that people understand, use, review, and improve upon. This is where the PVA SMS scalable program is tailored for your company and crew size. Technology will continue to advance. Vessels will become more capable. Equipment will improve. Navigation, com- munications, machinery, and monitoring systems will con- tinue to evolve. But none of those advances eliminate the human element from maritime operations. People still make decisions. People maintain equipment. People respond to emergencies. People identify hazards— or fail to identify them. And company leadership still de- termines whether safety is treated as an operational priority or merely a written policy. The final purpose of the system therefore remains remark- ably straightforward. When something goes wrong, priorities of the response should be—preserve the vessel, protect the crew, protect the passengers, and protect the environment. After nearly sixty years in the maritime industry, I have seen many things change. That principle has not. 1 NTSB – Safety Management Systems for Passenger Vessels 2 PVA website – Members Resources 3 ISM Code Preamble 4 ISM Code 2018 – Part A – Master’s responsibility and authority Capt. Gifford started his career in the late sixties, ad- vancing to master unlimited in 1992. He has been an adjunct professor at Massachusetts Maritime Acade- my for over 20 years. Gifford came ashore in 2003 and was the port captain for The Steamship Authority for 15 years. After retiring he has been employed by Marine Safety Consultants. He has been affiliated with the PVA for well over 20 years and a four-term president of the Boston Marine Society. CAPT. GREG GIFFORD CONSULTANT/COMPLIANCE/ EXPERT WITNESS, MARINE SAFETY CONSULTANTS About the Author
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