CHALLENGES IN MARITIME TRANSPORTATION SEAFARERS & MANAGEMENT  PERSPECTIVE BY K. SHANKAR, EXECUTIVE DIRECTOR,  WEST ASIA MA...
CHALLENGES FACED BY <ul><li>INDUSTRY / REGULATORY BODIES. </li></ul><ul><li>SEAFARERS.  </li></ul><ul><li>MANNING AGENTS <...
WHAT IS THE PRESENT TREND ? <ul><li>NEW TECHNOLOGIES INTRODUCED. </li></ul><ul><li>MANAGEMENT EFFICIENCY HAS IMPROVED. </l...
CREWING CONUNDRUM <ul><li>SHORTAGE OF QUALITY /WELL TRAINED CREW / ESCALATING WAGES/ POACHING – PERRENIAL. </li></ul><ul><...
SEAFARERS EMPLOYMENT CURRENT PRACTICES <ul><li>PROMOTES INSECURITY,POOR MOTIVATION AMONG SEAFARERS. </li></ul><ul><li>HIGH...
WHAT ARE THE CHALLENGES ? <ul><li>RELIANCE ON MANNING AGENT FOR SUPPLY OF CREW. </li></ul><ul><li>LACUNA IN THE DISCHARGE ...
SHIPMANAGER/MANNING AGENT RELATIONSHIP-DRASTIC CHANGE <ul><li>FROM TRANSACTIONAL TO GOVERNANCE STRUCTURE . </li></ul><ul><...
IS CURRENT SYSTEM FLAWED ?? <ul><li>ADMINISTRATION – MINIMUM REGULATORY STANDARDS – MERE FACILITATOR?? </li></ul><ul><li>S...
ROLE OF MANNING AGENT <ul><li>MARKET TREND –FINDING JOB NOT ACONSTRAINT. </li></ul><ul><li>SHIPMANAGER HAS TO SELECT A PRO...
BENCHMARKING OF SHIPMANAGERS <ul><li>TODAYMARKET DEMAND QUALITY PERFORMANCE. </li></ul><ul><li>SELF REGULATION BY MANAGERS...
QUALITY OF SHIP PERFORMANCE   <ul><li>IT REFLECTS ON QUALITY OF SEAFARER. </li></ul><ul><li>SEAFARER MOTIVATION IS THE CHA...
HOW TO ACHIEVE COMPETENCE STANDARDS? <ul><li>HAVE YOU HEARD OF   TMSA   DEVELOPED BY OCIMF? </li></ul><ul><li>EFFECTIVE MG...
MEASURE OF COMPETENCE MANAGEMENT Business Goals How to get there? Focus areas? KPIs Competence requirements <ul><li>Safety...
ARE YOU A LEADER IN YOUR FIELD ?? <ul><li>CAN LEADERSHIP BE LEARNED ?- CAN IT HAVE AN EFFECT ON SUCCESS? LET US LOOK AT SI...
BENCHMARK OF A GOOD SHIP MANAGER <ul><li>IS BASED ON SHIP STAFF COMPETENCY, PROFESSIONALISM,HR SKILLS & VALUE ADDITON TO C...
TO MEMBERS OF I.MAR.E VISHAKAPATNAM BRANCH  & GUESTS <ul><li>A BIG   </li></ul><ul><li>THANK  YOU   </li></ul>
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Challenges In Maritime Transportation Seafarers

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Challenges In Maritime Transportation Seafarers

  1. 1. 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
  2. 2. CHALLENGES FACED BY <ul><li>INDUSTRY / REGULATORY BODIES. </li></ul><ul><li>SEAFARERS. </li></ul><ul><li>MANNING AGENTS </li></ul><ul><li>MANAGEMENT / SHIP MANAGERS. </li></ul><ul><li>CAN IMarE DO ANYTHING ABOUT IT? </li></ul>
  3. 3. WHAT IS THE PRESENT TREND ? <ul><li>NEW TECHNOLOGIES INTRODUCED. </li></ul><ul><li>MANAGEMENT EFFICIENCY HAS IMPROVED. </li></ul><ul><li>CUSTOMER SERVICE NOW A PERVASIVE FOCUS. </li></ul><ul><li>COST REDUCTION AS MANAGEMENT STRATEGY. </li></ul><ul><li>PERENNIAL MISMATCH BETWEEN SEARFARER SUPPLY & DEMAND. </li></ul><ul><li>CONCERN OVER QUALITY OF SEAFARER. </li></ul><ul><li>FRAGMENTED INDUSTRY /WEAK GOVERNANCE STRUCTURE. </li></ul><ul><li>CORECTIVE ACTION BY DGS GETS CHALLENGED. </li></ul><ul><li>MARKET BOOM ENSURES BELOW PAR TOO GET JOBS. </li></ul>
  4. 4. CREWING CONUNDRUM <ul><li>SHORTAGE OF QUALITY /WELL TRAINED CREW / ESCALATING WAGES/ POACHING – PERRENIAL. </li></ul><ul><li>CUT THROAT MARKET – HARDER TO RETAIN STAFF. </li></ul><ul><li>PEOPLE ARE FREE AGENTS-MONEY THROWN FOR MANNING NEEDS. </li></ul><ul><li>MANAGAERS IN LURCH-MAKE DO WITH LOW QUALITY STAFF. </li></ul><ul><li>TOUGHER REGULATIONS –PREMATURE PROMOTION -INCREASE IN ACCIDENTS- COMPANY LOYALTY?? </li></ul><ul><li>HOW TO SOLVE THE CRISIS?? </li></ul><ul><li>DO EVERYTHING IN POWER – TO SHOW THAT YOU VALUE THE SEAFARER. </li></ul><ul><li>STRINGENT REGULATORY CONTROLS- HOW?? </li></ul>
  5. 5. SEAFARERS EMPLOYMENT CURRENT PRACTICES <ul><li>PROMOTES INSECURITY,POOR MOTIVATION AMONG SEAFARERS. </li></ul><ul><li>HIGH TURN OVER & LACK OF FOCUS ON JOB. </li></ul><ul><li>SUPPLY FOCUS IS ON DEMAND – NOT ON QUALITY. </li></ul><ul><li>LACK OF EXISTANCE OF RESPONSIBILITY / ACCOUNTABILITY. </li></ul><ul><li>NO OBJECTIVE TOWARDS CONTRIBUTION. </li></ul><ul><li>NEGETAIVE PERCEPTION OF PROFESSION. </li></ul><ul><li>MOTIVATED WORKFORCE NON-EXISTANT - DO THEY MEET CUSTOMERS’ EXPECTATIONS? </li></ul><ul><li>DEAL ON CUSTOMER-VENDOR MODE – WHERE IS THE QUALITY? </li></ul><ul><li>MARKET BOOM – BELOW PAR TOO GETS A JOB. </li></ul>
  6. 6. WHAT ARE THE CHALLENGES ? <ul><li>RELIANCE ON MANNING AGENT FOR SUPPLY OF CREW. </li></ul><ul><li>LACUNA IN THE DISCHARGE OF HIS RESPONSIBILITY. </li></ul><ul><li>LOOSE REGULATORY FRAMEWORK. </li></ul><ul><li>POOR INDUSTRY GOVERNANCE. </li></ul><ul><li>FRAUDULENT CERTIFICATES & ABUSIVE PRACTICES. </li></ul><ul><li>SUB-STANDARD CREW PERFORMANCE. </li></ul><ul><li>WEIGHTAGE TOWARDS PAPER QUALIFICATIONS. </li></ul><ul><li>AIMLESS CORRECTIVE ACTIONS BY DGS CHALLENGED BY METs. </li></ul><ul><li>DG’S DIKTATS THROUGH AMENDEMNTS – ARE WE GETTING ANYWHERE? </li></ul><ul><li>CAN WE BE TOLERANT ANY MORE? </li></ul>
  7. 7. SHIPMANAGER/MANNING AGENT RELATIONSHIP-DRASTIC CHANGE <ul><li>FROM TRANSACTIONAL TO GOVERNANCE STRUCTURE . </li></ul><ul><li>CONTRIBUTE TOWARDS POSITIVE EFFORTS FOR CREW RETENTION/CAREER SATISFACTION. </li></ul><ul><li>ALIGN SEAFARER ASPIRATION WITH EMPLOYER. </li></ul><ul><li>INCLUSION OF SEAFARER IN THE PLANNING PROCESS OF EMPLOYER. </li></ul><ul><li>CLARITY IN CONTRACT/PRE-CONTRACTUAL/RE-EMPLYMENT/PROMOTION BENEFITS TO CREW. </li></ul><ul><li>SUPPORT TO CREW FAMILY IN HIS ABSENCE. </li></ul><ul><li>STRATEGIC & INTELLIGENCE INFORMATION ON FACTORS INFLUENCING SEAFARERS MARKET. </li></ul><ul><li>GOOD WORKING ENVIRONMENT/REMUNERATION & CAREER GROWTH FOR PERFORMANCE. </li></ul>
  8. 8. IS CURRENT SYSTEM FLAWED ?? <ul><li>ADMINISTRATION – MINIMUM REGULATORY STANDARDS – MERE FACILITATOR?? </li></ul><ul><li>SEAFARER QUALITY DEPENDENT ON MANNING AGENT- HIS SUCCESS A MEASURE OF MOTIVATION & LOYALTY. </li></ul><ul><li>LACK OF SUCCESSFUL COLLABORATION – MANNING AGENT & SHIP OPERATOR. </li></ul><ul><li>INDUSTRY SILENT SPECTATOR TO FLAWED SYSTEM. </li></ul><ul><li>“ SEAFARER ORIENTATION & DEVELOPMENT” NEED TO BE THE FUTURE NATIONAL SHIPPING POLICY. </li></ul><ul><li>ONLY PROFESSIONAL LONGEVITY CAN STRIKE BALANCE BETWEEN SUPPLY & DEMAND. </li></ul><ul><li>INVESTMENT IN TRAINING – NEED FOR CREW DEVELOPMENT. </li></ul><ul><li>SHORT SIGHTED APPROACH IN TACKLING HR ISSUES. </li></ul><ul><li>LACK OF FOCUS IN HUMAN CAPITAL COMPROMISED FOR “SHORT TERM PROFITS”. </li></ul><ul><li>WORK CULTURE /PSYCHOLOGICAL STRESS LEAD TO LACK OF MOTIVATION TO PURSUE SEA CAREER. </li></ul>
  9. 9. ROLE OF MANNING AGENT <ul><li>MARKET TREND –FINDING JOB NOT ACONSTRAINT. </li></ul><ul><li>SHIPMANAGER HAS TO SELECT A PROPER AGENT. </li></ul><ul><li>SUCCESS OF ABOVE IS MOTIVATION MEASURE. </li></ul><ul><li>MORE FOCUS REQUIRED ON RETENTION OF STAFF. </li></ul><ul><li>TIGHTER CONTROL OVER AGENT & GOVERNANCE WITH COLLABORATIVE PLANNING. </li></ul><ul><li>INVESTMENT IN CREW TRAINING IS HIS JOB. </li></ul><ul><li>POACHING BY FLY BY NIGHT OPERATORS TO BE PROHIBITED BY LAW. </li></ul><ul><li>FOCUS ON “HUMAN CAPITAL” & ITS VALUE LOST. </li></ul><ul><li>LONG TERM GAIN SACRIFICED FOR PROFITS. </li></ul><ul><li>A TRIPARTITE AGREEMENT WITH OWNER / MANAGER. </li></ul><ul><li>DO EVERYTHING – TO LET SEAFARER KNOW – YOU VALUE THEM. </li></ul>
  10. 10. BENCHMARKING OF SHIPMANAGERS <ul><li>TODAYMARKET DEMAND QUALITY PERFORMANCE. </li></ul><ul><li>SELF REGULATION BY MANAGERS SHOW RESULTS. </li></ul><ul><li>HEALTHY TREND FOR PERFORMANCE CULTURE. </li></ul><ul><li>INTRO OF “KEY PERFORMANCE INDICATORS”. </li></ul><ul><li>INTER MANAGERS’ INITIATIVE FOR COMMON SET OF KEY PERFORMANCE INDICATORS. </li></ul><ul><li>CONTRIBUTION OF NORWEGIAN RESEARCH COUNCIL. </li></ul><ul><li>KNOWLEDGE – HOW TO MEASURE SHIP/MANAGER PERFORMANCE & AWARD A RATING. </li></ul><ul><li>BENCHMARKING OF SHIPMANAGER WILL BENCHMARK CREW COMPETENCE AS WELL. </li></ul><ul><li>NO ROOM FOR “CHEATERS”/EVASION OF RULES. </li></ul>
  11. 11. QUALITY OF SHIP PERFORMANCE <ul><li>IT REFLECTS ON QUALITY OF SEAFARER. </li></ul><ul><li>SEAFARER MOTIVATION IS THE CHALLEMGE. </li></ul><ul><li>HENCE FOR SHIPMANAGER- GROOMIMG,TRAINING AND RETAINING THE SEAFARER IS VITAL. </li></ul><ul><li>CONFIDENT & COMPETENT EMPLOYEES ENSURE OPERAIONAL EXCELLENCE. </li></ul><ul><li>HENCE COMPETENCE BUILDING THROUGH ENHANCED TRAINING MODULES. </li></ul><ul><li>COMPETENCE MANAGEMENT SYSTEN DEFINES MINIMUM STANDARDS FOR A COMPANY. </li></ul><ul><li>ENHANCED TRNG NOT SOLN FOR COMPETENCE. </li></ul><ul><li>BUSINESS STRATEGY NEED TO CONNECT WITH COMPETNECE & TRAINING MODULES. </li></ul><ul><li>WHAT GETS MEASURED CAN BE MANAGED. </li></ul>
  12. 12. HOW TO ACHIEVE COMPETENCE STANDARDS? <ul><li>HAVE YOU HEARD OF TMSA DEVELOPED BY OCIMF? </li></ul><ul><li>EFFECTIVE MGMNT NEEDS GOOD MEASUREMENT. </li></ul><ul><li>COMPANY’S WORTH CAN BE MEASURED BY THIS. </li></ul><ul><li>PROFESSIONAL BODY CERTIFY THESE STANDARDS. </li></ul><ul><li>STAFF ON BOARD AND ASHORE HAVE BOTH BENEFITED THROUGH AUDITING PROCESS. </li></ul><ul><li>CERTIFICATION CALLS FOR MOTIVATION FROM SHIPOWNERS. </li></ul><ul><li>SHIPBOARD AUDIT MEASURES ACTUAL COMPETENCE AND NOT JUST DOCUMENTATION. </li></ul><ul><li>TMSA BUILDS ON ISM – NEED TO DEVELOP TOOLS TO DEMONSTRATE COMPETENCY. </li></ul><ul><li>TMSA CERTIFICATION ENSURES RECOGNITION. </li></ul>
  13. 13. MEASURE OF COMPETENCE MANAGEMENT Business Goals How to get there? Focus areas? KPIs Competence requirements <ul><li>Safety: We shall have zero accidents </li></ul><ul><li>Customer: We shall have zero complaints from vetting inspectors </li></ul><ul><li>What plans for competence building/crewing will help us achieve these goals? </li></ul><ul><li>E.g.: We will focus on coaching top officers, and crew endurance management and operational risk management </li></ul><ul><li>30% less lost time incidents then industry average </li></ul><ul><li>Percentage of crew undergone training in operational risk management </li></ul><ul><li>What company specific competence requirements are critical to achieve our business goals? (to create success and avoid failure) </li></ul>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
  14. 14. ARE YOU A LEADER IN YOUR FIELD ?? <ul><li>CAN LEADERSHIP BE LEARNED ?- CAN IT HAVE AN EFFECT ON SUCCESS? LET US LOOK AT SIX ATTRIBUTES TO SUCCESSFUL LEADERSHIP: </li></ul><ul><li>LATERAL THINKING: TRY DIFF. PERCEPTIONS /CONCEPTS / MUTIPLE POSSIBILITIES TO APPROACH A PROBLEM TO HANDLE IT SUCCESFULLY. </li></ul><ul><li>EMPOWERMENT:DEVELOP SUBORDINATES TO BE LEADERS. SUCCESFUL LEADERS ARE ABLE TO MOTIVATE,ENERGISE AND EMPOWER OTHERS. </li></ul><ul><li>ACTIVE OPTIMISM: OPTIMISTIC PERSON THINKS POSITIVE. POSITIVE THINKING TRANSLATES INTO EFFECTIVE ACTION. </li></ul><ul><li>DETERMINATION TO IMPROVE: SELF EVALUATION HAS TO BE A PROCESS TO IMPROVE - IMPROVEMENT REAPS RESULTS. </li></ul><ul><li>ENCOURAGEMENT OF DELEGATION: MOTIVATE & ACCOMPLISH TASKS THROUGH OTHERS. THIS MOTIVATES SUBORDINATES TO ACHIEVE THEIR POTENTIAL. </li></ul><ul><li>REAL POTENTIAL:BE INSPIRED BY REAL POTENTIAL & STRATEGIES FOR COMPANY’S FUTURE & ACHIEVE THIS VISION. </li></ul>
  15. 15. BENCHMARK OF A GOOD SHIP MANAGER <ul><li>IS BASED ON SHIP STAFF COMPETENCY, PROFESSIONALISM,HR SKILLS & VALUE ADDITON TO COMPANY. </li></ul><ul><li>THE NEED TO HAVE “A SENSE OF BELONGING”. </li></ul><ul><li>TREAT THE “SEAFARER” AS AN ASSET TO A SHIPPING COMPANY- THE SHIPPING BUSINESS REVOLVES AROUND HIM. </li></ul><ul><li>HE NEEDS TO BE LOOKED AFTER, TRAINED, GROOMED WITH GREAT CARE – RESULTS WILL FOLLOW. </li></ul><ul><li>HAVE A TRIPARTITE AGREEMENT WITH THE MANNING AGENT & MET – DEFINE MANNING STRATEGY & TRAINING PROGRAMS. </li></ul>
  16. 16. TO MEMBERS OF I.MAR.E VISHAKAPATNAM BRANCH & GUESTS <ul><li>A BIG </li></ul><ul><li>THANK YOU </li></ul>

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