The commercial success of the ship manager depends on attracting and retaining high-quality crew. The ship manager is tasked with protecting the asset value of the vessels he manages while providing the owner with the best possible return on capital employed through maximizing the earning potential. This is a balancing task that is by no means easy. In traditional ship-owning companies, the master and chief engineer were an integral part of this, however in recent times these individuals have become marginalized. Vessels have become micromanaged, decisions are being made without consideration of the impact on shipboard staff and there is a failure to value the skills, experience and knowledge of those that serve on board.
Ship management companies stand or fall on the quality of their shipboard personnel but many of those working ashore in ship management view the staff on the vessels as providing a service to those in the office. This view is fundamentally wrong. It is time to focus on the importance of the master and chief engineer in the operational success of the vessels and to appreciate that the task of those within the office is to support the shipboard management team and not vice-versa.
In too many shipping companies, the only time a communication is received from a senior manager is to highlight shortcomings, inefficiencies or a call for greater economies. Those at board level should make it their mission to see that their name is associated with good news and congratulations.
Excerpt from Capt Ian McLean
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