Maritime Leadership Development Program

Program outline Comaea Consulting Pte Ltd2019

Proposal MCF 21/06/2019

Maritime Leadership Development Program

Program outline Comaea Consulting Pte Ltd

2019

Proposal MCF 21/06/2019

2 Maritime Leadership Development Program

CONTENTS

CONTENTS ...................................................................................................... 2

CONTEXT ........................................................................................................ 3

CURRICULUM STRUCTURE ......................................................................... 5

PROGRAM OUTLINE ..................................................................................... 7

COURSE FACULTY ......................................................................................... 8

KRISHAN KUMAR SHARMA (Program Director) ..................................... 8

DAVID MILLER OSAMMOR ..................................................................... 9

PRASHANT KOTHARI ............................................................................. 10

SUBHASH NAIR ....................................................................................... 11

JYOTIRMAY MAJUMDAR ........................................................................ 12

RAHUL PANDEY ..................................................................................... 13

PIYUSH RAJ ............................................................................................. 14

3Context

Understanding Maritime Leadership in SingaporeA 2016 presentation by the CEO of Maritime Port Authority of Singapore (MPA) Mr. Andrew Tan highlights that a merchant ves-sel arrives or leaves every 2-3 minutes in Singapore. Walking on East Coast Park you can see hundreds of ships anchored in the open harbor visibly demonstrating the predominance of the maritime sector in Singapore economy. Maritime Singapore information site highlights how Singapore distinguishes itself as the main center of a variety of shipping services. Singapore re-mains a major port that connects to 600  other ports globally. Table 1. shows the preeminence of the maritime sector in the economy of Singapore.

Traditionally, maritime education and training have focused on technical skills and competency of the seagoing staff. As a re-sult, the management education of the seafarers has been ig-nored in traditional maritime institutions. Many of the mid to se-nior level managers serving the 5000 strong maritime companies in Singapore come from the seafaring background. A number of them also come from neighboring countries such as India, Phil-ippines, Malaysia, Bangladesh, and China.

After interacting with managers in our client organization and within our network, we discover that the most significant need that should be bridged is among the ship management and ship owning organizations for the superintendent, fleet man-ager, marine superintendent, and general management cadres.

The Port of Singapore has been recognized as the World’s Busiest Transhipment Hub

About a million visitors cruise into Singapore annually.

Although Singapore does not produce any oil, it is the top bunkering (ship refueling) ports in the world. In 2016, more than 48 million tons of bunkers were lifted in Singapore. This is enough to fill over 17,000 Olympic-sized pools.

Seaborne trade has been an important lifeline for Singapore from the time of its founding in 1819.

The Singapore Registry of Ships (SRS) is among the top 10 largest registries in the world.

Today, there are more than 5,000 maritime establishments contributing about 7% to Singapore’s gross domestic product (GDP).

Annually, more than 130,000 ships call at Singapore.

Introduced by the Maritime and Port Authority of Singapore (MPA), the Maritime Cluster Fund (MCF) facilitates the growth of Singapore’s maritime cluster by supporting the industry’s manpower and business development efforts as well as its drive for productivity improvements.

Singapore commands about 70% share of the world’s jack-up rig-building market and 70% of the global floating production storage and offloading (FPSO) platforms market.

Maritime activities employ more than 170,000 personnel.

CONTEXT

TABLE 1: Ten interesting things about maritime activities in Singapore1

1st 1 million

48M tons100 years

Top 10

7% GDP

130,000 ships

Maritime Cluster Fund

70%

170,000 employees

1 Source: http://www.maritimesingapore.sg/about-maritime-singapore/ and https://www.mpa.gov.sg/web/portal/home/maritime-companies/setting-up-in-singapore/developing-manpower/maritime-cluster-fund-mcf

4 Maritime Leadership Development Program

This is the population that is among the brightest, possesses significant technical education and experience, and manages a large budget spent as well as large teams ashore and on-board. Their education and experience level are such that they can imbibe stronger managerial practices and skills with rela-tively limited inputs. That is, they don’t need an MBA. Instead a targeted leadership development program that allows them the flexibility to learn over some time and implement what they learn as they go along, would benefit them tremendously.

Between 2006–16 the employment in the maritime sector grew from 100 thousand to close to 170 thousand. With the regis-tration of more ships, the building of new ports, an increase in the number of ships calling Singapore, and potential upturn of the shipping industry highlights that employment in the maritime sector will grow more and more. As a result, we will need even more well-trained managers. MPA’s chief executive Ms. Quah Ley Hoon highlighted that is getting harder to get Singaporeans interested in what the maritime sector has to offer. Even though, she said “If you are working in the maritime sector in Singapore, you are working in the heart of the world.”

The maritime industry is here to grow. Singapore continues to stay as number one as shipping, ports, and logistics cap-ital of the world. It stands as number one in attractiveness and competitiveness for ports and logistics. However, Senior Minister of State for Transport Dr. Janil Puthucheary noted that the maritime sector has struggled to attract and retain talent for many years and addressing this will require collaboration among stakeholders and retraining of experienced staff. He also emphasized that the manpower crunch applies to both seafaring and shore-based jobs.

We believe that a management development program that tar-gets managerial capabilities of the maritime mid to senior exec-utives will have a positive and purposeful impact on the talent development and retention in the maritime industry.

“Industry faces challenges including the rapid pace of change and the need to draw talent into the sector.

MPA chief executive Quah Ley Hoon2

“Singapore is very used to looking at manpower as a significant constraint on economic growth. But if we can get the management and interventions correct, it becomes a competitive advantage.

Senior Minister of State for Transport Janil Puthucheary3

2 https://www.straitstimes.com/singapore/innovation-and-talent-among-themes-of-this-years-maritime-week3 https://www.straitstimes.com/singapore/transport/collaboration-and-retraining-of-staff-key-to-tackling-manpower-crunch-in

5Curriculum Structure

Overview

When we look at the management of ships from ashore the key person involved is technical superintendent. He is the person ashore, responsible for providing technical and operational support to the ship, and to facilitate the safe and efficient running of the ship. A marine superintendent in a similar vein provides operations support especially relating to cargo and navigational matters. Looking at the organizational structure ashore, a fleet manager supervises a group of superintendents and is in turn supported with auxiliary support functions such as accounting, purchasing, and quality assurance. They all are managed by the Director, GM or MD of the company.

Many of them are either engineers or navigators. And here the need for training emerges. The choice of a technical specialist who is recruited from the pool of chief engineers or naviga-tors is obvious because they are very hard working, know the ships’ running, resilient in attitude, possess can-do attitude and sound technical knowledge. But job ashore changes completely from rolling up your sleeves to leading, building teams, developing people, organizing resources, managing regulatory requirements, handling global logistics and supply chains, to motivating remotely and monitoring million-dollar budgets and taking disciplinary actions. These are not natural competencies acquired by engineers and navigators on ships.

Provide fundamental man-agement concepts that can be used in the day-to-day working of a mid to senior level maritime executive in

Singapore.

To fill the management education gap in predominantly technically educated marine professional.

To make Singapore maritime managers better leaders.

Harnessing the full potential of marine professionals; making talent in maritime industry in Singapore more competent.

Today 40% of the world fleet is managed by third-party ship-managers. Frontline managers like superintendents and fleet managers can easily establish a good reputation of the company or undermine it thanks to their direct communication with the shipowners, customers, and charterers. Similarly, the purchasers, crewing professionals, quality assurance people, and even finance professionals are not very attuned to com-plexities involved. As a result, understanding global networked operations, customer sensitivity, managing stakeholders with the potential to win more business, etc. does not come natu-rally to this cadre.

Design of the program

Considering various inputs of superintendents, fleet managers, and directors and MDs of shipping companies we identified thir-teen training areas. We have based this Maritime Leadership Development Program on academically sound research and by sticking to a practical approach in learning, developing and practicing leadership in shipping and ship-management organi-zations. The aim of the program is to provide participants with

knowledge and skills about effective leadership, management and teamwork in the maritime context based on principles, concepts, application cases, exercises, and self-assessments. It is designed to develop competencies around leadership and management with a special focus on the maritime sector. Apart from classroom teaching, central to the course is an implemen-tation-based learning approach, where the participants would learn by on the job implementation in a real-life context. The MLDP offers an opportunity for participants to learn by doing ex-ercises that facilitate the learning of leadership and managerial competencies in real-life situations.

Course Assessment Method

No formal assessment would be done of the participants. A  primary means of course assessment will be the quanti-ty and quality of contributions made in class and exercises. A  certificate of participation would be provided outlining the course structure and content. Leadership profiles can be developed based on the specific request of participants organization and at additional cost.

CURRICULUM STRUCTURE

OBJECTIVE MISSION VISION

6 Maritime Leadership Development Program

Learning MethodologyA key assumption of this Program is that learners construct knowledge and not merely absorbed from someone with more experience. In constructing their knowledge, learners draw on their previous knowledge, mental processes, and experiences in integrating knowledge with their mental models of that do-main (e.g. teamwork, leadership). For that reason, the Program is highly interactive and experiential. Participants meet in ses-sions and in small groups; they work in teams; they partici-pate in leadership, teambuilding and management exercises; individually and collectively they reflect on their experiences through class discussion and written learning journals. In short, the Program requires active participation as the foundation for learning.

Schedule and Arrangement

Course Duration 13 sessions over 4-6 months

Session Duration 3.5 hours

Venue TBD

7Program Outline

PROGRAM OUTLINESession Key Topics

1. Introduction Dr. KK Sharma

• Shipping in global context• Management issues and leadership challenges in Shipping• Overview and program philosophy

2. Understanding Leadership Dr. KK Sharma

• Who is a leader?• Personality Traits and Leadership• Motivational Approaches

3. Developing Effective Teams and Teamwork Dr. KK Sharma

• Characteristics of high-performing teams• Team leadership capacity• Team development processes• Source of power

4. Marketing and Sales Dr. KK Sharma

• Business development• Sales • Concepts of marketing

5. Finance and Accounting Prashant Kothari

• P&L and Balance Sheet• ROI• Financial Ratios

6. Manpower development S Nair

• Recruitment and selection • Talent acquisition • Manning management

7. Chartering J Majumdar

• Fundamentals of chartering • Key concepts for charter party • Chartering for non-chartering people

8. Commercial Operations J Majumdar

• Voyage operations • Commercial concepts for non-commercial people

9. Materials and Maintenance Management in Shipping Prof. R. Pandey

• Concepts of maintenance and materials management • Economic Order Quantity

10. Supply Chain Management Prof. R. Pandey

• Concepts of supply chain management• Design thinking of supply chains

11. Concepts of Operation Research and IoT world Dr. P. Raj

• Optimization • IoT

12. Customer orientation and stakeholder management D. Miller

• CRM• Leading in commercial word

13. Putting It All Together All available faculty

• Summation of the Learning / Take home • Closing dinner

8 Maritime Leadership Development Program

Krishan has over 20 years of global experience in executive search, talent management, leadership development, business coaching, and human resources management. For the last 10 years, Krishan has been focusing on leadership development and talent management for a variety of industrial customers and professional services customers in the Asia Pacific and Europe. In addition, he has been responsible for managing a team of con-sultants for all offices of Comaea Consulting.

During his corporate career as VP HR for large shipping organizations such as Fleet Management (Singapore listed Noble Group), Bernhard Schulte Shipmanagement (two of the top four largest ship manager) and Norgas Carriers (the largest global Ethylene Shipping Company) Krishan handled the global crewing and HR operations. In these roles, he managed offices in several cities in India and a number of courtiers in Europe, FSU, and Asia including direct management of offices in India, China, Russia, Ukraine, and the Philippines serving a population of over 10 thousand seafarers as the global head of crewing.

Krishan has worked extensively in the fields of industrial man-agement, human resources development and recruitment at a global scale. In his last assignment in executive search and tal-ent management Krishan was heading international business and supporting about 50 international clients for their talent needs.

Krishan was a visiting scholar at the University of Iowa working with Prof James L Price, a leading organizational turn-over scholar, in 1997 and taught as Adjunct Professor at Sin-gapore Management University in leadership, teambuilding, compensation and performance management courses during 2007 to 2008.

Krishan’s current professional interests include leadership in shipping. As a result of this interest, he has trained over a thousand seafarers through his two-day workshops. He has conducted over 20 workshops in India, Ukraine, Russia, and Cyprus. He currently collaborates on academic research with universities in Australia and USA on three topics – services management, sales development, and marketing of profes-sional services. Krishan has lived and worked in China, Singa-pore, Hong Kong, USA, and Norway.

Krishan is a Marine Engineer from DMET in Calcutta (1984-89) with hands-on seagoing engineering experience and has earned his Ph.D. in Management from the Indian Institute of Manage-ment, Ahmedabad (1994-98) on a full scholarship. Krishan is a trained and certified Executive Coach.

KRISHAN KUMAR SHARMA (Program Director)

COURSE FACULTY

“The biggest challenge that faces shipping today is leadership ashore.

Dr. KK Sharma

9Course Faculty

David Miller Osammor is a Partner and founder of Miller|Hunter career consultants. Since its inception in 2001, Miller|Hunter has established itself as a reputable firm in leadership, senior management and C-suite recruitment. David is also a board member of Comaea Consulting Pte. Ltd.

David has over 20 years of extensive experience in executive search and professional development. He has handled sever-al senior-level assignments, involving team movements, law firm mergers/acquisitions in Singapore, mainland China, Hong Kong, Australia and the United Kingdom. He has also advised many organisations looking to set up operations in the Asia-Pa-cific region.

Prior to founding Miller|Hunter, David was the Managing Part-ner of a leading, global Executive Search consultancy company based in Singapore.

He has also worked in Hong Kong and is presently managing Miller|Hunter’ s executive search business in Beijing, China.

Before moving to Asia, David worked for a fortune 100 recruit-ment organisation in London. He was responsible for setting up the IT recruitment division, which covered all 12 offices in Europe.

David is an advocate of professional development and was ap-pointed the career counsel for the New York University / National University of Singapore, Master of Laws campus where he ad-vised senior lawyers on career and professional development.

David is legally qualified. He received his bachelor’s degree from the University of Keele, Staffordshire, UK and his L.L.M degree from the University of Liverpool, Liverpool, UK.

DAVID MILLER OSAMMOR

“Shipmanagement pioneered outsourcing much before IT outsourcing came to light.

David Miller

10 Maritime Leadership Development Program

Prashant has 27 years’ experience in Financial services and Investment management, leadership development, train-ing, organization development and executive coaching. He is passionate about helping people realize their full potential and live a more fulfilling and purposeful life. After joining Co-maea Consulting in 2019, Prashant dedicates himself fulltime to develop senior level leadership capabilities and focus-es on Banking and Financial sector for executive coaching, leadership development assessment and training.

Prashant began his equity sales career with Peregrine India as Manager (Institutional Sales) and soon moved to work on Wall Street in New York with global financial firms. In New York, he worked as Head of India Sales at Raymond James & Associ-ates, Vice President (Institutional Sales) at WI Carr Securities, and Director - Pan Asian Equity Sales at Deutsche Securities. During his equity sales career, Prashant was voted twice the best sales person for Indian equities globally by internation-al investors. He then moved to buy-side working as a Senior Research Analyst at Artha Capital Management and as a Se-nior Analyst at SAC Capital.

Prashant moved to Singapore in 2006 and co-founded a glob-al hedge fund Geosphere Capital and worked as its Head of Asian Research. In 2014, he also set up another Asia focused hedge fund Ashiana Capital. His last role before moving to full time coaching and leadership development with Comaea Consulting in Jan 2019, was as an Investment Director at Dymon Asia Capital, the largest Singapore based hedge fund.

With strong exposure to many high-pressured competitions on Wall Street and hedge funds and having lived through multiple financial crisis, Prashant now focuses on coaching practice for executives working in high pressure jobs and facing stressful situations and transitions. He brings a unique combination of senior management corporate expertise, combined with the real time experience of being a successful entrepreneur and a global investment manager. He is particularly interested in helping busy executives create a work-life balance to live a more meaningful and fulfilling life.

Prashant has an MBA from IIM Ahmedabad (1995) and mas-ter’s degree in commerce from SRCC, Delhi University (1993). A committed lifelong learner, Prashant has completed various accreditation courses such as CFA (India), CFA (USA), ICF-AC-CI Coaching Course. Prashant is an avid backpacker having traveled extensively throughout the globe covering 50 coun-tries and six continents. Prashant has lived and worked in In-dia, USA and Singapore.

PRASHANT KOTHARI

“A superintendent with close to 8 million OPEX, over 100 million in asset, and 100 crew runs a mid size listed company.

Prashant Kothari

11Course Faculty

Subhash has over 11 years’ experience in partnering with busi-ness and HR leaders for talent acquisition and talent manage-ment programmes in Asia and Europe. He has a passion for people and enjoys collaborating with his clients on their strate-gic HR needs and challenges.

Subhash started his career in Corporate HR in Mumbai - India in 2006. After 3 years of work experience across Pan India, he moved to Singapore in 2009 to pursue an MBA degree. Since 2010, he has been working in Singapore (with 2 Swedish HR Consulting companies). He has significant experience in man-aging regional assignments at management and executive lev-els for fast growing and demanding multinational companies as well as start-ups across industries like Industrial, Technology, Marine and Shipping.

In Comaea Consulting, Subhash is managing strategic recruit-ment and consulting projects in South-East Asia (Singapore, Malaysia, Indonesia, Thailand, Vietnam and Philippines), North and South Asia. He assists his clients in Executive Search, Management Development Program Psychometric Assess-

ment, Employer Branding, Organisation Effectiveness Review, Executive Outplacement and Career Counselling. He has been conducting psychometric assessments of leadership and man-agement profiles for Comaea’s management development pro-gramme and also for selection and appraisal to senior man-agement positions. He is certified to conduct occupational and personality test by British Psychology Society, UK.

Subhash has an MBA (HR) from James Cook University in Singapore (2010) and Bachelor of Management Studies from Mumbai University (2005). He is passionate about football and represents his University team - JCUS FC since 2009 in an am-ateur league - ESPZEN in Singapore. He is also an avid hiker and an amateur chef.

SUBHASH NAIR

“Talent acquisition today is the single most and quickest differentiator from the companies that perform and fail.

Subhash Nair

12 Maritime Leadership Development Program

Jyotirmay has over 30 years of Commercial Shipping experi-ence in various International companies. Out of which about 20 years in senior Management Position.

Jyotirmay obtained his Batcheler Degree in Mechanical Engi-neering from IIT, Delhi in 1983 and then completed his Manage-ment form IIM, Calcutta in 1985. Started carrier in Commercial Shipping with the largest Indian shipping company The Ship-ping Corporation of India. Since then Jyotirmay continued to serve the shipping industry in various fields like Offshore, Ship Financing, Bulk Carriers and Gas carriers. Spent close to 28 years in the Gas Industry. Worked for a total of 14 years with Norwegian Gas Carriers (NGC) in Singapore and served in the capacity of Managing Director and Vice President Global Char-tering at Norgas Carriers. He has also served in senior positions at Varun Shipping Company Limited, Singapore and Reliance Industries Limited, India.

Main strength is commercial negotiation and explanation of Charter party clauses. Has handled all sort of commercial ship-ping business that includes Spot, TC, COA, Trip TC, Formula based COA/TC and many more.

During the years in Reliance had the opportunity to successful-ly handle both the areas of commercial shipping namely Char-tering and Operations. He has a comprehensive knowledge of all aspects of gas shipping including handling arbitration.

During the days in Norgas had taken up a special role to train the Norgas employees in Commercial and non-commercial departments like finance & accounts, technical, business de-velopment etc. Ran shipping training familiarization course for employees of customers like Sabic and Qatar on regular basis. He has also been the supervisor of the shipping projects car-ried out by Nanyang Technological University and Singapore Polytechnic students in collaboration with Norgas.

JYOTIRMAY MAJUMDAR

“The role of technical and operations are often undervalued. The ROI on training them in management has very high retuns.

Jyotirmay Majumdar

13Course Faculty

Rahul has over 25 years of experience in teaching, research, consulting and entrepreneurship in the areas of supply chain management, operations management, operations strategy, design and innovation, energy and climate change policy, sus-tainable development, and education.

Rahul is a co-founder of IGSA Labs, a private limited company based in India. IGSA Labs develops mathematical optimization solutions for supply chain planning and offers products and services to manufacturing, logistics, retail and e-commerce companies. IGSA’s solutions help its customers plan optimal supply chain networks, allocate products to plants, warehouse and transport modes, determine optimal levels of inventories and replenishment systems, schedule dispatch of vehicles and routes, and plan procurements. Major industries served by IGSA include FMCG, FMEG, automotive, cement, steel, energy, equipment manufacturing, logistics, and retail. Rahul has been a part of IGSA teams that have served and consulted compa-nies from these diverse industries.

Rahul is also a visiting professor with several top manage-ment institutes in India such as Indian Institutes of Manage-ment (IIMs) at Lucknow, Udaipur and Kashipur, and SPJIMR.

Formerly, he was a regular faculty member with IIT Bombay and IIM Lucknow. For the past 21 years he has been teaching courses on supply chain management, operations strategy, op-erations excellence, and supply chain analytics. Rahul is also a member of the training team of Comaea Consulting. He has also taught courses at a few business schools in Europe and Dubai. As part of academic work, he has published in some of the leading journals in India and internationally.

He collaborates with National Institute for Environmental Stud-ies (NIES), Japan, on development of mathematical models for analysis of energy and climate change policy.

He is part of the founding team of a non-profit organisation that runs skill and educational activities for students and youth from low-income families.

Rahul is a B. Tech. from Indian Institute of Technology (IIT) Kanpur, doctorate from Indian Institute of Management (IIM) Ahmedabad, and post-doctorate from National Institute for Environmental Studies (NIES), Tsukuba, Japan. Prior to joining academics he worked with Maruti Suzuki as Quality Assurance executive.

RAHUL PANDEY

“It is not realised but about 70% of the job of fleet management is managing supply change be it crew or spare parts.

Rahul Pandey

14 Maritime Leadership Development Program

Piyush has over 20 years of experience in maritime domain, which spans in shipping, shipbuilding, classification and tech-nology domains. Last 5 years, Piyush has been focusing on in-novation in maritime industry, especially how technology can provide assistance in tactical and operational decision making in maritime industry. He is currently Director of Product man-agement in Alpha Ori Technologies, a start-up funded by indus-try leaders, leveraging IoT and cloud technologies to address ship operations challenges.

Before joining AlphaOri, he was Principal Consultant with DNV  GL, world’s largest maritime classification society and technical advisors. Apart from carrying out several inspec-tions, technical qualification and consulting jobs, he led mar-itime academy in India and South Asia regions with a team of 20+ maritime trainers, to address issues such as safety, risk assessment and process improvements in maritime sector. Subsequently he also led an innovation team in Middle East and South Europe region to support both internal and external stakeholders, including start-ups and government entities.

Piyush has worked extensively in maritime logistics sector, for improving productivity and operational efficiency of commodities value chain in Indonesia, India and briefly in

West Africa. In Indonesia, he led a 50 plus maritime infrastruc-ture team to complete design and build of a floating crane of 30,000 tpd capacity, a coal loading jetty and several barges to shift road-based transportation to river based. This was pre-ceded by a logistics design work, evaluating all transportation options, inventory and application specific constraints for each option and candidate locations.

In early part of his career Piyush worked onboard ships and as owners’ representative for a series of chemical carrier new-building in Korea. Subsequently he joined a shipbuilding team in India as head of productivity improvement team. This team helped turnaround a brownfield shipyard and delivered 5 bulk carrier over 3 years, reducing cycle time to less than 50%.

Piyush is a Marine Engineer from DMET, Calcutta (1994-98) and has earned his Ph.D. in Operations Management from the Indi-an Institute of Management, Lucknow (2002-07) on a full schol-arship. He is a trained and certified ISM, ISPS, ISO 9001:2015 and ISO 50001 auditor and trainer. He is a member of Institute of Marine Engineers, India and Royal Institute of Naval Archi-tects, UK and has several publications to his credit.

PIYUSH RAJ

“Technological advancement in Internet of Things will transform the way ships operates in just few years.

Piyush Raj

SINGAPORE www.comaeaconsulting.com

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