SAYFR is helping “K” Line to mature its organisational culture. The group-wide introduction of its “K”ARE programme will utilise SAYFR’s unique mix of data, insight and digital training simulations that empower users to learn new skills, with measurable impact on organisational culture, safety and performance.
Japan’s Kawasaki Kisen Kaisha (“K” Line) is among the leading shipowners in the world, operating a current fleet of more than 400 vessels. The implementation of its “K”ARE programme across its managed fleet supports its strategy of offering the highest standards of safety and quality of operations.
“We’re delighted with “K” Line’s decision to utilise our SAYFR platform as part of its “K”ARE programme covering the entire group,” says Johan Rostoft, CEO of SAYFR. “We have developed a digital, scalable platform that’s based on SAYFR’s unique methodology and data. This has been used by “K” Line LNG Shipping (UK) for the past 4 years with great success and proven results. Now we look forward to supporting the “K” Line group to realise its vision and mission.”
“In order to achieve safe operation and continuously improve service quality, we believe that a combination of technical and non-technical skills are necessary, developing an organisational culture that values openness, respect and care for each other,” says Akihiro (Captain) Fujimaru, Executive Officer of “K” Line.
“Through the “K”ARE programme, everyone in the group both onboard and ashore will share our common societal mission and values, and collaborate towards a common goal of safety, high quality and environmental preservation regardless of title and background – developing a truly open culture where everyone can show leadership,” adds Captain Fujimaru.
By maturing its organisational culture, Captain Fujimaru says, ““K” Line’s workforce will together promote a sense of unity as a group and deliver high quality and sustainable transportation service that enables us to contribute to the society.”
Commenting on the “K”ARE programme and the cooperation with SAYFR, Didrik Svendsen, Partner in SAYFR and engagement responsible for “K” Line LNG Shipping (UK) says, “By analysing and improving the organisational culture throughout the organisation, there is significant potential for reducing risk of occupational and major accidents and to build reputation as a competitive advantage.”
“Recognising this, SAYFR was engaged by “K” Line LNG Shipping (UK) back in 2015 to analyse the organisational culture and attitudes and look at how to be more proactive in terms of improving the internal relations between the ships and shore-based staff,” explains Svendsen.
A key part of ensuring a mature organisational culture that positively impacts safety performance involved benchmarking and practical training that focused on eight core leadership behaviours. Core values were also identified, together with a set of business goals for 2020 and a roadmap to achieve them. Leaders both onboard and ashore were engaged and this helped to develop a more collaborative and open culture.
For the training to continue, trained members of “K” Line’s own staff are utilised, and they can also make use of the 2D/3D simulation SAYFR game, hosted by Norwegian gaming company Attensi. Built on the concept of gamification, the innovative solution creates an environment where reality and simulation merge to create valuable training scenarios with the added element of motivational competition, achievement, recognition and learning analysis.
“Also, the interactive models allow onboard staff to practice failure in a safe environment, and in doing so, help to build trust and collaboration within the organisation. This is particularly important because failures, if not handled properly, may develop into critical situations and accidents,” adds Svendsen.
““K” Line LNG Shipping (UK) has been open on how the frequency of large technical breakdowns and incidents taking place before 2016 have seen a massive improvement. However, it’s the proactive nature of turning failures into learning and improvement before they escalate to business interruptions or accidents that is the true value. One such example from “K” Line LNG is the significant improvement in the number of near misses reported,” points out Svendsen.
“The range of where near miss reports have come from has also increased. It used to be the senior officers’ job to make reports. Now they’re coming from a lot more members of the crew,” explains “K” Line LNG Shipping (UK) Deputy General Manager, Lloyd Swindel.
The group-wide implementation of the “K”ARE programme reflects “K” Line’s continual efforts to improve safety and strive to be “best in class” when it comes to operating its fleet. “The success of the programme ultimately lies with everyone in the group both onboard and ashore. The choice of SAYFR’s platform was in part driven by the fact that it offers measurable behavioural change through a digitalised platform, thus allowing us to shape culture at scale – and based on a culture that turns failures into something that benefits everyone,” says Captain Fujimaru.
“We believe the SAYFR approach represents a step-change in safety training,” says Rostoft and concludes, “Creating a culture that is open to failure may sit uneasily with a maritime safety regime that is based on ticking the right boxes. But the industry needs to change it focus, to move beyond the culture of punishment to the positive safety-enhancing culture. We need to create a culture that embraces failure as the way to learn. Shipping has everything to gain from reducing major accidents. And “K” Line is well-placed to lead change across the shipping industry.”