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Safety culture leadership and management of change.

In the ever dynamic marine environment, being able to successfully implement and communicate changes towards a safety culture has always been vital and perhaps never more important than now.

Training Programme

Severe accidents have been caused by leadership failure in, especially, behavioural oriented changes on board. Additionally the failure to identify that there is change that requires controlling has led to unwanted events with severe consequences, turning the intended improvement into incident.

Lloyd's Registers latest additions to the training program will support maritime professionals not only in identifying what needs to be controlled in terms of changes, but also to implement and communicate changes within their organisation and create the necessary internal support.

The training course 'Safety culture leadership' applies the TOPSIM 'Human Element in Shipping Simulation', to facilitate experiential learning for maximum knowledge and skill retention. Delegates are directly shown the consequences of their actions by the displayed changes in team performance, based on individual behaviour, team status, cultural values and situational factors.

It explains why leadership is essential for the successful implementation of changes towards the development of a Safety Culture. Through the highlighting of the five phases of implementing behaviour orientated change and by means of creating a business case for change, delegates can start to create a specific action plan and communicate the required change to their team/crew.

As the most difficult part of management of change is recognising change, the course 'Management of change' supports delegates in defining this vital starting point of the process as well as enabling participants to start creating a management of change process and procedure tailored to their organisation.

Through the use of interactive case study work, the concept of management of change (including barriers between initiation and success) is explored. The fact is highlighted that any such process should be able to deal with changes at both the operational level as well as the organisational level and ensure that changes result in the intended improvement without compromising current safety and/or quality.

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