18/08/2025
CHIRP Maritime draws lessons learned from a report where a seafarer brought to attention serious safety failures, highlighting a deeper breakdown in safety culture, communication, and leadership onboard.
Initial report
The person reporting to CHIRP said “I am submitting this report anonymously because I fear retaliation. Previous safety concerns raised onboard have either been ignored or dismissed, leaving me no other option. Several serious safety issues are currently evident on the vessel.
Firstly, the crew is being issued wakeboard helmets instead of certified safety helmets for working at height. These helmets are not designed for industrial use, do not provide adequate protection against falling objects or impacts, and often do not fit properly. Informal concerns have been raised about this, but no action has been taken to supply the correct personal protective equipment.
Anchor operations are being conducted under unsafe conditions. To retrieve the port anchor, the crew must force a screwdriver into the circuit board to activate the system. This hazardous and makeshift method presents a significant risk of electrical injury and potential damage to the equipment.
These are not isolated issues. They are part of a broader safety culture problem on board. There is a noticeable disregard for proper safety standards, and crew members are actively discouraged from speaking up. This can create an environment where hazardous practices become normalised, and there is little evidence of proactive safety management. I hope this report will lead to meaningful action to address these risks before someone gets hurt.”
CHIRP comment
Working on a vessel where safety is taken seriously, and leadership is supportive makes a real difference to morale and performance. When crew members feel trusted, respected, and empowered, they are more likely to speak up, take responsibility, and work with purpose. Sadly, our reporter did not experience this.
In this case, the vessel’s on-board management reflected wider failings within the company. The crew reported feeling unsupported and unsafe. According to the report, there was little evidence of an active safety culture, and serious concerns were raised about working conditions. When safety is not prioritised, trust breaks down – and so does performance. Company leadership at all levels must recognise their role in creating a safe and positive working environment.
CHIRP encourages companies to listen to feedback, act on concerns, and support leadership behaviours that build trust and safety from the top down. Seafarers should never feel that reporting safety concerns is a last resort.
CHIRP raised the issues outlined in the report with the Flag State, which responded constructively with a plan of action. The Flag State has asked that such concerns be reported to them directly in future. However, CHIRP is mindful that not all seafarers feel confident that their identity will be protected.
Key Issues relating to this report and lessons learned
Culture – The dominant issue. The crew described a poor safety culture, a lack of trust, and fear of raising concerns. A culture that discourages speaking up erodes morale and increases risk.
Communication – Failures in information flow, both within the vessel and between the ship and shore, were evident. Poor communication leads to misunderstanding, confusion, and missed hazards.
Teamwork – The lack of supportive leadership undermines teamwork. A crew that does not feel united or supported is less effective and less safe.
Fatigue – While not explicitly stated, the poor working conditions likely contributed to fatigue or a high workload. Fatigue reduces alertness, reaction time, and judgment.
Alerting – the reluctance to contact the Flag State directly and the need to use CHIRP indicates a failure of systems that should enable safe, anonymous reporting. Seafarers felt they had no safe route to raise concerns internally or externally.
Key Takeaways
Seafarers – Speak up, even when it is difficult. Your voice matters. If you are working in unsafe or unsupportive conditions, reporting through trusted channels like CHIRP can help drive change. A strong safety culture begins with individuals who care enough to raise concerns, even when the system appears not to listen.
Managers – Culture is built, or broken, by leadership. Poor on-board culture and weak leadership directly harm safety, trust, and performance. Create conditions where the crew feel respected, heard, and supported. Empower teams to report concerns without fear. Safety is not just compliance — it is behaviour, values, and consistency.
Regulators – Confidential reporting needs absolute protection. Seafarers will not report concerns if they fear being exposed. Confidentiality and follow-up action are critical. Regulators must ensure that reporting systems are genuinely safe and trusted and that companies are held accountable when systemic issues are raised.
