Excellence Standards

FAME has embarked on the significant task of establishing the first ever industry standard on operational excellence through the development of a set of Key Performance Indicators or KPI's and supported by Best Practices Guidelines.

FAME members already have mature quality management systems and certified to ISO9001:2000. Although, some benefits have already been derived by companies from having this system in place, ISO certification alone does not lead to the highest standards. As the largest manning association in the Philippines, there is a need for the Association to continuously lead in ensuring the viability of the Philippine seafaring industry by constantly raising its operational standards in line with the prevailing international shipping practices.

Its ultimate goal is for a self-regulation through the use of this industry KPI's and Best Practices. As a member, it is a valuable benchmarking exercise and will improve a member's service quality to its Principals on key areas of the business in quantifiable terms which goes beyond ISO9001:2000. As a Manning Association, it raises the prestige of FAME with its international clients as a high quality organization.

To further foster a culture of excellence among its membership, FAME developed through a series of workshops among its members, its very own Best Practices Guidelines. Generally, Best Practice is a management idea which asserts that there is a technique, method, process, activity, incentive or reward that is more effective at delivering a particular outcome than any other technique, method, process, etc. In real-world application, Best Practice is a very useful concept. It is considered by some as a business buzzword used to describe the process of developing and following a standard way of doing things that multiple organizations can use for management and policy and getting the best results.

These Best Practices is now promulgated through the FAME website. Members are enjoined to take advantage of this body of knowledge and apply them within their organizations.

  • KEY PERFORMANCE INDICATORS

  • BEST PRACTICES GUIDANCE

CUSTOMER FOCUS

Customer Satisfaction

 

Obtain at least a rating of "GOOD" on Principal survey results done annually.

The company maintains excellent communication links with its Principals giving prompt response to their requirements.

Obtain at least a rating of "GOOD" on crew survey results conducted to at least 30% of crew onboard averaged per year.

The company has an effective human resources policy that caters to the seafarers' welfare and career such as:

Crew welfare benefits

  • P&I insurance
  • Crew loans
  • Efficient office reporting schemes
  • Stand-by pay and rejoining bonus

Career benefits

  • Training onboard arranged thru its Principals
  • Scholarship programs
  • Financial assistance for facilitating licensure examinations

Furthermore, the company's staffs deal with its seafarers in a professional manner.

LEADERSHIP

Strategic Planning

 

The company shall conduct a strategic planning at least once a year.

Strategic plans contain mission statements, short term and long term goals of the company with clear time frame and targets.

It also includes a review of the status of the company's goals and targets.

HUMAN RESOURCES

Company Staff Selection and Recruitment

 

Not more than 5.71 man-days per year of downtime per company staff averaged yearly

The company has an effective human resources policy that caters to its staff selection and career development, such as:

  • Selection
    1. Predictive index testing for new hires
    2. Competency-based system in recruitment
  • Career development
    1. Staff rotation
    2. Succession planning
    3. Promote from within
    4. Multi-tasks training
  • Team building
    1. Company workshops and outings
    2. Staff recognition schemes

Company Staff Training

 

ONE (1) incidence of total company personnel averaged yearly of valid unfavorable training feedback from customers which are directly related to the specific training provided by the company.

The company maintains a list of accredited training centers where their staff undergoes training exclusively.

The company also conducts regular staff performance appraisals to determine the effectiveness of the training provided.

As necessary, the company arranges its staff for:

  • an onboard familiarization training
  • training at the Principal's office

in order to acquaint them with shipping and the Principal's requirements and culture.

BUSINESS PROCESS

Crew Selection and Recruitment

 
Principal’s acceptance rate is at least 94% of the total number of proposed crew per year.

The company has well-defined procedures for the selection and recruitment of seafarers conforming to its Principals’ recruitment criteria to ensure “the right person for the right ship and for the right position” such as length of experience, previous employment background, age limit, type of vessel, etc.

The recruitment officer also develops a close working relationship with the Principals’ approving personnel to ensure good crew coordination.

Maximum incidence of 1:67 of total newly hired crew per year of valid incompetency cases for crew who did not finish their contract.

The company checks the following aspects of the seafarer applicants’ competency:

  • previous employment records
  • previous appraisal reports
  • authenticity of crew certificates and other documents by on-line and phone verification, UV light testing, etc.
  • psychological assessment tests supported by technical and behavioral tests to match applicant with the working culture on-board
  • Computer-based and English language skills examination like TOEIC, etc.

The company also provides its seafarers with continuous training on effective communication and on the Principals’ policies and regulations.

Good working relationship with other manning companies is being maintained to foster good exchange of seafarer applicants’ information.

Maximum incidence of 1:86 of total crew onboard averaged per year of valid medical cases for crew who did not finish their contract.

The company conducts an effective pre-employment medical examination (PEME) scheme where:

  • Company and/or P&I approved medical clinics are used
  • The PEME result is duly acknowledged and signed by the seafarer applicant
  • Prior to employment, the seafarer applicant declares any illness previously acquired including any previous physician’s opinion.
  • Additional medical tests for possible illnesses not usually detected by the basic medical tests regime.

The company also promotes a healthy lifestyle campaign both on-board and ashore for the prevention of illnesses.

Crew Pool Maintenance

 
Maximum of 18% of total ex-crew in the pool which exceeds 3 months vacation time ashore “averaged yearly”

A proper crew rotation cycle is promoted, maintained and supported by the following schemes:

  • “First in, first out” policy
  • Planning for expected time spent in attending upgrading courses and renewal of certificates
  • Setting standard leave periods for officers and ratings.
  • Career development programs
  • Early planning for vessels assignments are carried out

Crew Documentation

 
Maximum incidence of 1:1189 of total crew onboard averaged per year of erroneous crew documents.

The company checks the following aspects of the seafarers’ documentation:

  • authenticity of crew certificates and other documents by on-line and phone verification, UV light testing, etc.
  • completeness of crew documents by using document checklists and softwares.

The company also orients its staff on the proper processing of documents highlighting the thorough verification of crew data and the importance of crew shared responsibility.

Crew Deployment

 
Maximum incidence of 1:152 of total crew onboard averaged per year of crew unable to meet agreed schedule due to circumstances within the company’s control.

The company ensures on-time deployment of its joining seafarers by the following measures:

  • closely coordinating vessel’s port schedule and the seafarer’s flight arrangements
  • when making flight arrangements, sufficient time gap is allowed between connecting flights
  • conducting briefings on travel tips, traffic advisories and providing the seafarer with travel schedules and actual maps
  • travel allowance is released to the seafarers to cover for unexpected travel expenses
  • if traveling in a batch, assigning a group leader to lead and assist the batch during travel
  • providing free airport transfer
  • a liaison officer assists the seafarers up to the airport
  • the seafarer shall be always contactable via phone/SMS by the company to continuously monitor his whereabouts

Crew Training

 
Maximum incidence of 1:395 of total crew who attended training per year of valid unfavorable feedback provided/ arranged by the company.

Effective training is provided to the company’s seafarers by:

  • Properly identifying his training needs from feedback/ appraisals from Principals
  • Maintaining a list of accredited training centers and courses (in-house training included) where their seafarers undergo training exclusively.
  • Training provided complies with Principals’ and statutory requirements

Crew Wage Settlement

 
1:218 incidence of total number of crew onboard averaged per year of delayed/inaccurate home allotment settlement due to circumstances within the control of the company. Home allotments for the seafarers’ allotees are settled promptly and regularly either in peso or US dollars at the option of the seafarer. Applicable exchange rates used are maximized for the seafarers’ benefit.
1:1710 incidence of total number of crew onboard averaged per year of delayed/ inaccurate final wages settlement due to circumstances within the control of the company.

The company arranges for an early final settlement preparation prior to the return of the seafarer to the point of hire. Payroll software for wages computation is used.

Final wages shall be released promptly to the seafarer after disembarkation but not to exceed seven (7) days.

Crew Medical Case Handling

 
Maximum of ONE (1) claim filed at the NLRC/ POEA/ union for every NINE (9) medical cases handled per year.

The company truly cares for the welfare of its seafarers who are disembarked on medical grounds by the following measures:

  • Company staff meets them at the airport
  • The seafarer patient is immediately treated in any of its accredited hospitals
  • He is continuously taken care of by company/P&I designated doctors and even while in hospital care, he is visited regularly by company staff
  • His illness/injury allowance is paid without undue delay
  • Inform them about their due benefits and the predicament of being victimized by “ambulance chasers”
FAME members regularly submit all their disability cases to the FAME Secretariat.

Crew Legal Case Handling

 
Maximum of ONE (1) claim filed at the NLRC/ POEA/ union for every FOUR (4) crew repatriated on unfinished contract per year.  

Billing

 
1:66 incidence of total number of submission per year, which is later than the cut-off date.

The company requires their suppliers to submit their billings on time and ensures that there is a monitor sheet to obtain and record each transaction.

The company also has a system of validation between operations and accounting.

1:102 incidence of total number of submission per year of rejection by the Principal due to erroneous billing entries and/ or lack of supporting documents. The company attaches proper support with invoices in all submissions made and defines a cut-off date every month.

QUALITY SYSTEM MGT.

QMS Maintenance

 

Third party certification remains valid (for those who are ISO-certified).

The company maintains its quality management system by regular internal audits and management reviews.

It also has a regular quality campaign to reinforce the quality culture within the company.

SUPPLIER RELATIONSHIP

Supplier Evaluation

 

Third party certification remains valid (for those who are ISO-certified).

For medical clinics, maximum incidence of 1:2215 per medical clinic of total crew examined per year of valid medical cases of crew who did not finish their contracts.

The company utilizes only those medical clinics that are accredited by Dept. of Health, the P&I Clubs and are ISO9001 certified as well.

It also conducts a regular inspection and evaluation of these clinics at least once a year.

For training center, maximum incidence of ONE (1) valid unfavorable feedback from Principals for every FORTY-NINE (49) crew who attended training courses per training center per year.

The company utilizes only those training centers that are accredited by Maritime Training Council (MTC) and are ISO9001 certified as well.

The company also monitors the performance of the training centers and inspects and evaluates them at least once a year..