Captain Gonzaga: The open-book manager
Captain Christian Gonzaga was granted a lightning career in Solvang. By returning the trust to his crew, he builds a culture of openness and quality on board Clipper Eris.
«I am committed to stay with Solvang for the rest of my working career», the 38 year-old captain Christian Gonzaga announces. Every time he arrives home to see his children Ember Candice and Christian Emyr, he brings stories from the high seas.
As one of three cadet students in his class he got recruited by Solvang more than 20 years ago. Since then, he has acquired experience from the bridge of all vessel classes in the fleet. Christian’s fascination for seafaring started when he was a boy, on board a small boat together with his parents. Twice a month, they crossed the Iloilo Strait to get from their home on Guimaras Island to the shopping mall on Panay Island, Philippines. The strait was busy with ships of all sizes.
«I watched the large ships passing by, and I wondered what it would be like to control such a giant, like my seafarer uncles did», Christian remembers. When his parents´ family business later failed, the boy decided to become a seafarer himself to support his parents.
«I entered the maritime university in 2003. There, I was approached by Solvang’s people from Manila, who made a strong impression on me».
The ultimate promotion
Christian got drafted as a cadet on board one of Solvang’s oldest vessels. On board Clipper Lady from 1979 he learnt seafaring the old way.
«We had to plot paper maps, navigate and do other tasks manually. It all gave me a strong foundation of principles. Today, all our technology is very useful, but a backup plan must be in place. I entered shipping just in time to get a real sense of how this is done», says Christian.
After cadetship, Solvang fast-tracked him to the grade of officer. Later, as a 2nd and 3rd mate, Christian caught up with all tasks on board. Out of pure interest, he pursued work on board ethylene, LPG and ammonia carriers, unknowingly qualifying himself for the ultimate promotion.
«When I was offered a position as master, I told Solvang that I may need more time to prepare for all aspects of the role. I remember Kjetil Meling replying that something would be wrong if I was not nervous. He then encouraged me to accept the challenge», Christian says.
Make or break
The promoted Captain Gonzaga was called to Clipper Eris, which was about to receive the world’s first onboard carbon capture facility, a tremendously prestigious project. At that point he realized just how much trust he had been granted by Solvang.
«Being in the spotlight all the time means a lot of pressure, but I willingly accepted. In the Philippines we have a saying that goes ”what doesn’t break you will make you instead.” And it definitely made me and every crew member on Clipper Eris!» Captain Gonzaga knows the old-style hierarchy on board a ship, where the captain can’t be approached except through the line of command. Gonzaga himself has decided to pass on to his crew the trust he receives from Solvang.
«As a captain, you align yourself with the mindset of the crew. Lead with an open style, and the crew will tell you immediately when something happens. Don’t blame individuals when something goes wrong, and you’ll have a team fixing the problems together», Captain Gonzaga concludes.
Building the team spirit
Solvang has established its philosophy of management throughout the global organization, starting from the very top.
“The owner at the top has entrusted us with a big responsibility, along with the freedom to make our very best decisions when realizing the operations. This integrity fosters a sense of ownership which is felt everywhere in the company, notably in the specific culture onboard our vessels”, says HR Director Kjetil Meling in Solvang.
Captain Iriz Paiton recently advanced to Vice President of Solvang Philippines Inc., where he develops crew competency from an onshore position. He believes that Solvang’s management style is aligned with the upcoming generation of seafarers.
“We deal with a generation inculcated into a digital era, paying attention to a different sort of leadership. How you respect them and listen to them, decides their sense of team spirit”, Iriz says.
For a team to achieve high-quality outcomes, each individual has to demonstrate mutual respect. It creates an environment where everyone is encouraged to give their best effort, trusting that their views and work are valued by their peers.
“For me, team spirit transcends mere collaboration; it involves fostering a familial atmosphere among the crew. Such a connection bolsters our collective resilience and flexibility, making sure we function not merely as individuals performing tasks but as a united group working toward shared objectives”, Iriz concludes.
