Challenges in maritime transportation seafarers management perspective
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CHALLENGES IN MARITIME TRANSPORTATION SEAFARERS & MANAGEMENT PERSPECTIVE. BY K. SHANKAR, EXECUTIVE DIRECTOR, WEST ASIA MARITIME LIMITED, CHENNAI FOR I.Mar.E., VISHAKAPATNAM BRANCH ON 05 TH MAY, 2007. CHALLENGES FACED BY. INDUSTRY / REGULATORY BODIES. SEAFARERS. MANNING AGENTS

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Challenges in maritime transportation seafarers management perspective l.jpg

CHALLENGES IN MARITIME TRANSPORTATIONSEAFARERS & MANAGEMENT PERSPECTIVE

BY

K. SHANKAR, EXECUTIVE DIRECTOR,

WEST ASIA MARITIME LIMITED, CHENNAI

FOR

I.Mar.E., VISHAKAPATNAM BRANCH

ON 05TH MAY, 2007


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CHALLENGES FACED BY

  • INDUSTRY / REGULATORY BODIES.

  • SEAFARERS.

  • MANNING AGENTS

  • MANAGEMENT / SHIP MANAGERS.

    CAN IMarE DO ANYTHING ABOUT IT?


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WHAT IS THE PRESENT TREND ?

  • NEW TECHNOLOGIES INTRODUCED.

  • MANAGEMENT EFFICIENCY HAS IMPROVED.

  • CUSTOMER SERVICE NOW A PERVASIVE FOCUS.

  • COST REDUCTION AS MANAGEMENT STRATEGY.

  • PERENNIAL MISMATCH BETWEEN SEARFARER SUPPLY & DEMAND.

  • CONCERN OVER QUALITY OF SEAFARER.

  • FRAGMENTED INDUSTRY /WEAK GOVERNANCE STRUCTURE.

  • CORECTIVE ACTION BY DGS GETS CHALLENGED.

  • MARKET BOOM ENSURES BELOW PAR TOO GET JOBS.


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CREWING CONUNDRUM

  • SHORTAGE OF QUALITY /WELL TRAINED CREW / ESCALATING WAGES/ POACHING – PERRENIAL.

  • CUT THROAT MARKET – HARDER TO RETAIN STAFF.

  • PEOPLE ARE FREE AGENTS-MONEY THROWN FOR MANNING NEEDS.

  • MANAGAERS IN LURCH-MAKE DO WITH LOW QUALITY STAFF.

  • TOUGHER REGULATIONS –PREMATURE PROMOTION -INCREASE IN ACCIDENTS- COMPANY LOYALTY??

  • HOW TO SOLVE THE CRISIS??

  • DO EVERYTHING IN POWER – TO SHOW THAT YOU VALUE THE SEAFARER.

  • STRINGENT REGULATORY CONTROLS- HOW??


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SEAFARERS EMPLOYMENT CURRENT PRACTICES

  • PROMOTES INSECURITY,POOR MOTIVATION AMONG SEAFARERS.

  • HIGH TURN OVER & LACK OF FOCUS ON JOB.

  • SUPPLY FOCUS IS ON DEMAND – NOT ON QUALITY.

  • LACK OF EXISTANCE OF RESPONSIBILITY / ACCOUNTABILITY.

  • NO OBJECTIVE TOWARDS CONTRIBUTION.

  • NEGETAIVE PERCEPTION OF PROFESSION.

  • MOTIVATED WORKFORCE NON-EXISTANT- DO THEY MEET CUSTOMERS’ EXPECTATIONS?

  • DEAL ON CUSTOMER-VENDOR MODE – WHERE IS THE QUALITY?

  • MARKET BOOM – BELOW PAR TOO GETS A JOB.


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WHAT ARE THE CHALLENGES ?

  • RELIANCE ON MANNING AGENT FOR SUPPLY OF CREW.

  • LACUNA IN THE DISCHARGE OF HIS RESPONSIBILITY.

  • LOOSE REGULATORY FRAMEWORK.

  • POOR INDUSTRY GOVERNANCE.

  • FRAUDULENT CERTIFICATES & ABUSIVE PRACTICES.

  • SUB-STANDARD CREW PERFORMANCE.

  • WEIGHTAGE TOWARDS PAPER QUALIFICATIONS.

  • AIMLESS CORRECTIVE ACTIONS BY DGS CHALLENGED BY METs.

  • DG’S DIKTATS THROUGH AMENDEMNTS – ARE WE GETTING ANYWHERE?

  • CAN WE BE TOLERANT ANY MORE?


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SHIPMANAGER/MANNING AGENT RELATIONSHIP-DRASTIC CHANGE

  • FROM TRANSACTIONAL TO GOVERNANCE STRUCTURE.

  • CONTRIBUTE TOWARDS POSITIVE EFFORTS FOR CREW RETENTION/CAREER SATISFACTION.

  • ALIGN SEAFARER ASPIRATION WITH EMPLOYER.

  • INCLUSION OF SEAFARER IN THE PLANNING PROCESS OF EMPLOYER.

  • CLARITY IN CONTRACT/PRE-CONTRACTUAL/RE-EMPLYMENT/PROMOTION BENEFITS TO CREW.

  • SUPPORT TO CREW FAMILY IN HIS ABSENCE.

  • STRATEGIC & INTELLIGENCE INFORMATION ON FACTORS INFLUENCING SEAFARERS MARKET.

  • GOOD WORKING ENVIRONMENT/REMUNERATION & CAREER GROWTH FOR PERFORMANCE.


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IS CURRENT SYSTEM FLAWED ??

  • ADMINISTRATION – MINIMUM REGULATORY STANDARDS – MERE FACILITATOR??

  • SEAFARER QUALITY DEPENDENT ON MANNING AGENT- HIS SUCCESS A MEASURE OF MOTIVATION & LOYALTY.

  • LACK OF SUCCESSFUL COLLABORATION – MANNING AGENT & SHIP OPERATOR.

  • INDUSTRY SILENT SPECTATOR TO FLAWED SYSTEM.

  • “SEAFARER ORIENTATION & DEVELOPMENT” NEED TO BE THE FUTURE NATIONAL SHIPPING POLICY.

  • ONLY PROFESSIONAL LONGEVITY CAN STRIKE BALANCE BETWEEN SUPPLY & DEMAND.

  • INVESTMENT IN TRAINING – NEED FOR CREW DEVELOPMENT.

  • SHORT SIGHTED APPROACH IN TACKLING HR ISSUES.

  • LACK OF FOCUS IN HUMAN CAPITAL COMPROMISED FOR “SHORT TERM PROFITS”.

  • WORK CULTURE /PSYCHOLOGICAL STRESS LEAD TO LACK OF MOTIVATION TO PURSUE SEA CAREER.


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ROLE OF MANNING AGENT

  • MARKET TREND –FINDING JOB NOT ACONSTRAINT.

  • SHIPMANAGER HAS TO SELECT A PROPER AGENT.

  • SUCCESS OF ABOVE IS MOTIVATION MEASURE.

  • MORE FOCUS REQUIRED ON RETENTION OF STAFF.

  • TIGHTER CONTROL OVER AGENT & GOVERNANCE WITH COLLABORATIVE PLANNING.

  • INVESTMENT IN CREW TRAINING IS HIS JOB.

  • POACHING BY FLY BY NIGHT OPERATORS TO BE PROHIBITED BY LAW.

  • FOCUS ON “HUMAN CAPITAL” & ITS VALUE LOST.

  • LONG TERM GAIN SACRIFICED FOR PROFITS.

  • A TRIPARTITE AGREEMENT WITH OWNER / MANAGER.

  • DO EVERYTHING – TO LET SEAFARER KNOW – YOU VALUE THEM.


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BENCHMARKING OF SHIPMANAGERS

  • TODAYMARKET DEMAND QUALITY PERFORMANCE.

  • SELF REGULATION BY MANAGERS SHOW RESULTS.

  • HEALTHY TREND FOR PERFORMANCE CULTURE.

  • INTRO OF “KEY PERFORMANCE INDICATORS”.

  • INTER MANAGERS’ INITIATIVE FOR COMMON SET OF KEY PERFORMANCE INDICATORS.

  • CONTRIBUTION OF NORWEGIAN RESEARCH COUNCIL.

  • KNOWLEDGE – HOW TO MEASURE SHIP/MANAGER PERFORMANCE & AWARD A RATING.

  • BENCHMARKING OF SHIPMANAGER WILL BENCHMARK CREW COMPETENCE AS WELL.

  • NO ROOM FOR “CHEATERS”/EVASION OF RULES.


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QUALITY OF SHIP PERFORMANCE

  • IT REFLECTS ON QUALITY OF SEAFARER.

  • SEAFARER MOTIVATION IS THE CHALLEMGE.

  • HENCE FOR SHIPMANAGER- GROOMIMG,TRAINING AND RETAINING THE SEAFARER IS VITAL.

  • CONFIDENT & COMPETENT EMPLOYEES ENSURE OPERAIONAL EXCELLENCE.

  • HENCE COMPETENCE BUILDING THROUGH ENHANCED TRAINING MODULES.

  • COMPETENCE MANAGEMENT SYSTEN DEFINES MINIMUM STANDARDS FOR A COMPANY.

  • ENHANCED TRNG NOT SOLN FOR COMPETENCE.

  • BUSINESS STRATEGY NEED TO CONNECT WITH COMPETNECE & TRAINING MODULES.

  • WHAT GETS MEASURED CAN BE MANAGED.


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HOW TO ACHIEVE COMPETENCE STANDARDS?

  • HAVE YOU HEARD OFTMSADEVELOPED BY OCIMF?

  • EFFECTIVE MGMNT NEEDS GOOD MEASUREMENT.

  • COMPANY’S WORTH CAN BE MEASURED BY THIS.

  • PROFESSIONAL BODY CERTIFY THESE STANDARDS.

  • STAFF ON BOARD AND ASHORE HAVE BOTH BENEFITED THROUGH AUDITING PROCESS.

  • CERTIFICATION CALLS FOR MOTIVATION FROM SHIPOWNERS.

  • SHIPBOARD AUDIT MEASURES ACTUAL COMPETENCE AND NOT JUST DOCUMENTATION.

  • TMSA BUILDS ON ISM – NEED TO DEVELOP TOOLS TO DEMONSTRATE COMPETENCY.

  • TMSA CERTIFICATION ENSURES RECOGNITION.


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MEASURE OF COMPETENCE MANAGEMENT

Business Goals

  • Safety: We shall have zero accidents

  • Customer: We shall have zero complaints from vetting inspectors

Financial

People

Etc

  • What plans for competence building/crewing will help us achieve these goals?

  • E.g.: We will focus on coaching top officers, and crew endurance management and operational risk management

Business Goals

Action Plan

Action Plan

Action Plan

How to get there?

Focus areas?

  • 30% less lost time incidents then industry average

  • Percentage of crew undergone training in operational risk management

KPI - 1

KPI - 2

KPI - 3

KPI - 1

KPI - 2

KPI - 3

KPI - 1

KPI - 2

KPI - 3

KPIs

  • What company specific competence requirements are critical to achieve our business goals? (to create success and avoid failure)

Risk Assessment

Competence

requirements

Critical Competences got Risk


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ARE YOU A LEADER IN YOUR FIELD ??

  • CAN LEADERSHIP BE LEARNED ?- CAN IT HAVE AN EFFECT ON SUCCESS? LET US LOOK AT SIX ATTRIBUTES TO SUCCESSFUL LEADERSHIP:

  • LATERAL THINKING: TRY DIFF. PERCEPTIONS /CONCEPTS / MUTIPLE POSSIBILITIES TO APPROACH A PROBLEM TO HANDLE IT SUCCESFULLY.

  • EMPOWERMENT:DEVELOP SUBORDINATES TO BE LEADERS. SUCCESFUL LEADERS ARE ABLE TO MOTIVATE,ENERGISE AND EMPOWER OTHERS.

  • ACTIVE OPTIMISM: OPTIMISTIC PERSON THINKS POSITIVE. POSITIVE THINKING TRANSLATES INTO EFFECTIVE ACTION.

  • DETERMINATION TO IMPROVE: SELF EVALUATION HAS TO BE A PROCESS TO IMPROVE - IMPROVEMENT REAPS RESULTS.

  • ENCOURAGEMENT OF DELEGATION: MOTIVATE & ACCOMPLISH TASKS THROUGH OTHERS. THIS MOTIVATES SUBORDINATES TO ACHIEVE THEIR POTENTIAL.

  • REAL POTENTIAL:BE INSPIRED BY REAL POTENTIAL & STRATEGIES FOR COMPANY’S FUTURE & ACHIEVE THIS VISION.


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BENCHMARK OF A GOOD SHIP MANAGER

  • IS BASED ON SHIP STAFF COMPETENCY, PROFESSIONALISM,HR SKILLS & VALUE ADDITON TO COMPANY.

  • THE NEED TO HAVE “A SENSE OF BELONGING”.

  • TREAT THE “SEAFARER” AS AN ASSET TO A SHIPPING COMPANY- THE SHIPPING BUSINESS REVOLVES AROUND HIM.

  • HE NEEDS TO BE LOOKED AFTER, TRAINED, GROOMED WITH GREAT CARE – RESULTS WILL FOLLOW.

  • HAVE A TRIPARTITE AGREEMENT WITH THE MANNING AGENT & MET – DEFINE MANNING STRATEGY & TRAINING PROGRAMS.



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