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
MANAGEMENT / SHIP MANAGERS.

CAN IMarE DO ANYTHING ABOUT IT?
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
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
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 ?
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.
DGS DIKTATS THROUGH AMENDEMNTS ARE
WE GETTING ANYWHERE?
CAN WE BE TOLERANT ANY MORE?
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 ??
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
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
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
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?
HAVE YOU HEARD OF TMSA DEVELOPED BY OCIMF?
EFFECTIVE MGMNT NEEDS GOOD MEASUREMENT.
COMPANYS 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.
Business Goals
How to get there?
Focus areas?
KPIs
Competence
requirements
Safety: We shall have zero accidents
Customer: We shall have zero complaints
from vetting inspectors
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
30% less lost time incidents then industry
average
Percentage of crew undergone training in
operational risk management
What company specific competence
requirements are critical to achieve our
business goals? (to create success and avoid
failure)





Business Goals
Financial People Etc
Action
Plan
Action
Plan
Action
Plan
KPI - 1
KPI - 2
KPI - 3
KPI - 1
KPI - 2
KPI - 3
KPI - 1
KPI - 2
KPI - 3
Critical Competences got
Risk
Risk Assessment
MEASURE OF COMPETENCE MANAGEMENT
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 COMPANYS FUTURE & ACHIEVE THIS
VISION.

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.

TO MEMBERS OF I.MAR.E
VISHAKAPATNAM
BRANCH
&
GUESTS
A BIG
THANK YOU