Thank you HSE People for this insightful reminder of how simple things should be in the perfect world, but alas, they are not.
As such, most regrettably, I must dissent and not agree. At Quantum BSO, we build an advanced HSE software for the Ports and Container Terminal vertical.
Being humble and critical, I rate it as a satisfactory product on its way to good and eventually great, but terminal HSE professionals don't just like what they see - they love the software.
It is integrated, automated, has 30 modules, is out of the box, has amazing insights, guaranteed zero duplication, RPA, AI and ML; needs no customisation, hosted on cloud, has quarterly free of cost enhancements and delivers in 6 weeks.
Terminal HSE leadership would like it yesterday. So, what is the problem ? "We need to apply for a budget, and now that we are in 2025, we can only get a budget approval for 2026".
So, much as the CEO and his HSE team is deeply committed to safety, the strings to a safety culture are in the hands of executives in safe air-conditioned offices, away from the high-risk environment of a container terminal.
My role as the CEO at Quantum is to seek a middle road, and we share what we did with a major Asian Terminal. - Map all the pain-points and retardants and measure time lost.
Demonstrate the same on the Qavach and show time saved - place this in an ROI calculator and show the true fiscal benefit. And this is without the other cost savings of productivity, repairs, medical costs, claims, insurance, and, now to mention the goodwill of the workforce and visibility.
Should the terminal leadership add the ROI to their commitment, I believe their hands would be significantly strengthened.
