PS: What are the benefits of ISM accreditation to your business ?
SE: “All customers benefit from a more systematic approach to our business, whether directly or indirectly. Safety is the primary driver in this business and anything which can give customers peace of mind as regards our safety performance, has got to be a good thing. We already see safety performance as a key differentiator for us in winning and retaining business.
However, as a formal prerequisite or tender requirement, this is currently restricted to contracts regarding LNG, LPG, oil and chemicals. In time, and as part of the continued drive toward raising standards of customer service across the different sectors of shipping, I expect to see this becoming more of a requirement. In the end, it will probably become the industry norm.”
PS: Where ISM is concerned, what do you see as the benefits within the organisation from having the necessary formal processes in place?
SE: “There is an increasing requirement for standard business disciplines and behaviours to be introduced in all types of industry. As such, ISM is a great way of formalising those processes and encouraging changes in behaviour which help to make the business more productive and ultimately more profitable. For example, it helps us to identify unnecessary costs in the business and find more effective ways of working.
It’s also a good team-working exercise as it brings everyone together. For a business such as Adsteam, which operates across a number of locations and sometimes needs the flexibility of moving tugs as well as people around to respond to market need, clarity and consistency of approach is critical”.
PS: Has anyone carried out a cost benefit analysis of either the ISO or ISM systems’ considering the vast workload involved in achieving what has to be a cultural change in such as a tug fleet environment ?
SE: “As far as I am aware, no-one has yet carried out a cost benefit analysis. In the end, it’s not about cost, but about value. I believe it?s just one of those long-term investments which are critical to the business. So, it’s more a question of whether or not businesses can afford NOT to introduce ISM.
Cultural change is THE most difficult change to effect – and it’s a long-term strategy rather than a quick fix. However, the culture of this industry is actually changing at the moment, moving from the traditional ethos to a serviceand value-led culture. This is obvious right across the piece, including our partner organisations and customers. It’s a trend that looks set to continue, as is the ongoing development of the staff base, both at management and crew level. Professional disciplines and accreditation to a recognised international standard are part of this cultural shift. ? PS
