The IMRF recently hosted a SaferSAR webinar exploring how safety reporting, situational awareness and human factors shape decision-making in search and rescue (SAR) operations. Bringing together practitioners and safety specialists from across the global SAR community, the session highlighted how shared learning and open reporting can reduce risk and strengthen operational performance in complex maritime environments.

The webinar formed part of the IMRF's #SaferSAR initiative, which encourages search and rescue organisations to share lessons from incidents and near misses to improve operational safety across the global SAR community. At the heart of the initiative is the Global SAR Safety Learning Logs, published three times a year, which identify common themes and emerging risks to help organisations strengthen safety culture and reduce the likelihood of similar events occurring elsewhere.

Launched last year and hosted on the CHIRP platform, the IMRF Safety Incident Reporting System allows individuals to submit anonymised reports in multiple languages. All reports are processed in line with GDPR requirements, reviewed for human factors, and then assessed by SAR experts before being published in the learning logs. The aim is to identify patterns and share practical lessons that can improve safety across the sector.

Opening the webinar, Jaakko Heikkilä, IMRF International Programme Manager emphasised that situational awareness is not an individual skill, but a shared responsibility across the entire crew. He described it as a three-stage process: perceiving what is happening, understanding its meaning and anticipating what may happen next. When these stages are not aligned across a team, safety gaps can emerge.

Drawing on real cases from the learning logs, Jaakko highlighted recurring issues such as incomplete use of available data, assumptions about vessel configuration after temporary changes, and breakdowns in communication between bridge teams and deck crews. One example involved a rescue swimmer entering unexpectedly shallow water due to unshared depth information, resulting in injury. Another described a warning light that was correctly interpreted by a single officer, preventing a potentially serious engine failure. Across the cases, Heikkilä stressed the importance of structured briefings, verbalising observations and encouraging a culture where crew members feel able to speak up.

He also introduced a practical “pause point” tool designed to support shared situational awareness. By prompting teams to stop briefly and consider what is known, what is uncertain, who needs to be informed, and what might happen next, the method helps teams reset during dynamic operations.

Paul Duffy, IMRF Maritime SAR Academy Project Manager, then expanded on the role of cognitive bias in operational safety, using the Titanic disaster as a case study. He explained how the belief that the vessel was “practically unsinkable” became a powerful mental shortcut that shaped decision-making, contributing to excessive speed in ice conditions and reduced lifeboat provision. As he noted, “that unsinkable label… became more than just a marketing slogan. It became a way of thinking that affected decision-making.”

Paul also highlighted how fragmented situational awareness on board led to inconsistent understanding of the unfolding emergency, delaying evacuation and communication with passengers. He later compared Titanic with the Costa Concordia incident in 2012, identifying shared human factors such as overconfidence, loss of positional awareness and delayed recognition of danger.

Closing the presentations, Pasi Paudanius, HSEQ Manager at Finnpilot Pilotage described how structured safety reporting has helped embed a strong safety culture within his organisation. He outlined three pillars: organisational commitment, professional and transparent handling of reports and closed-loop follow-up. Pasi emphasised that trust is central to reporting systems, noting that “every observation deserves an answer”, and that timely feedback is essential to maintaining engagement and credibility.

A key theme throughout the discussion was that psychological safety is essential for effective reporting. Without trust that information will be treated fairly and without blame, valuable learning opportunities can be lost. Discussions concluded that both internal and external reporting systems depend on creating environments where personnel feel comfortable to share mistakes and near misses.

The IMRF Safety Reporting System and Global SAR Safety Learning Logs are freely accessible resources designed to support this culture of learning. Organisations can also contribute their own reports or integrate the system into existing safety processes, with translation available on request. More information and access to reporting tools can be found via the IMRF website, alongside the webinar recording and published learning logs.