Recurring deviations from routine onboard operations which become the norm, rather than single-point failures, are a major risk factor across shipping fleets, according to ShipIn Systems.

Drawing on continuous vessel data, the company says risk often builds through repeated behaviours such as lapses in watchkeeping discipline, inconsistent use of PPE, gaps in deck supervision, engine-room practices and delayed responses to early technical signals.  This process is referred to as ‘operational drift’.

“Major incidents don’t usually begin with major failures”, says Osher Perry, CEO of Shipin Systems. “They are often preceded by small deviations that repeat, accumulate and eventually define how a vessel operates in practice.”

The company says this dynamic remains under-recognised, particularly by shore-based teams, where the existence of procedures can sometimes be mistaken for evidence of what is actually taking place on board a vessel.

While most operators maintain robust safety management systems, audit regimes and reporting processes, ShipIn says these are typically periodic and compliance-focused. As a result, they can provide limited visibility into how consistently procedures are applied during routine work onboard.
“On paper, operations may look compliant,” says Mr Perry. “In practice, there is always variation, mainly between crew, shifts, work patterns and different operating pressures. Without continuous visibility, that variation is very easy to miss.”

According to ShipIn, operational drift is most visible in routine areas of vessel activity, including bridge watchkeeping, deck operations and engine-room work. These are environments where standards can shift gradually during apparently low-risk periods, or come under pressure during more demanding operations.

“By the time something goes wrong, the underlying conditions have often been present for weeks or months,” says Mr Perry. “The risk was not sudden. It was already there, but it had not been clearly identified or addressed.”

ShipIn also highlights that risk is rarely distributed evenly across a fleet. The company says a relatively small number of vessels often account for a disproportionate share of recurring operational issues, making it critical for operators to understand where attention is most needed.

Improving visibility into operational patterns allows operators to identify ‘operational drift’ earlier, address recurring behaviours and support crews before those behaviours become embedded or contribute to incidents. Where specific patterns are identified and discussed with vessels, ShipIn says that measurable reductions in recurring risk conditions can often be seen within one to three months.

“Crew know what is expected,” says Mr Perry. “The challenge is consistency. When you can clearly show where behaviour is drifting, vessels can respond quickly.”

ShipIn Systems is urging the maritime industry to look beyond whether procedures exist and focus more closely on how consistently they are applied in real operating conditions.

“The next step in safety is not simply adding more procedures,” Mr Perry concludes. “It is understanding how work is actually done at sea, where standards are starting to drift, and where support is needed before risk becomes normalised.”