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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

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

challenges faced by
CHALLENGES FACED BY
  • INDUSTRY / REGULATORY BODIES.
  • SEAFARERS.
  • MANNING AGENTS
  • MANAGEMENT / SHIP MANAGERS.

CAN IMarE DO ANYTHING ABOUT IT?

what is the present trend
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.
crewing conundrum
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??
seafarers employment current practices
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.
what are the challenges
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?
shipmanager manning agent relationship drastic change
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.
is current system flawed
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.
role of manning agent
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.
benchmarking of shipmanagers
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.
quality of ship performance
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.
how to achieve competence standards
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.
measure of competence management
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

are you a leader in your field
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.
benchmark of a good ship manager
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.