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The Shipping KPI Standard V2.6 of 150

The Shipping KPI Standard

V2.6

Released 09th January 2017


Shipping KPI Standard

1 Table of Contents

2 Concepts .................................................................................................................................. 6

2.1 Hierarchy of indicators ..................................................................................................... 6

2.2 Shipping Performance Indicators (SPI)............................................................................ 7

2.3 Key Performance Indicators (KPI) ................................................................................... 8

2.4 Performance Indicators (PI) ............................................................................................. 9

2.5 KPI Depository ............................................................................................................... 10

3 Shipping Performance Indexes .............................................................................................. 11

3.1 Environmental Performance ........................................................................................... 11

3.2 Health and Safety Management and Performance ......................................................... 12

3.3 HR Management Performance ....................................................................................... 13

3.4 Navigational Safety Performance................................................................................... 14

3.5 Operational Performance................................................................................................ 15

3.6 Security Performance ..................................................................................................... 16

3.7 Technical Performance ................................................................................................... 17

4 Key Performance Indicators .................................................................................................. 18

4.1 Ballast water management violations ............................................................................. 18

4.2 Budget performance ....................................................................................................... 20

4.3 Cadets per ship ............................................................................................................... 22

4.4 Cargo related incidents ................................................................................................... 24

4.5 CO2 efficiency ............................................................................................................... 26

4.6 Condition of class ........................................................................................................... 28

4.7 Contained spills .............................................................................................................. 30

4.8 Crew disciplinary frequency .......................................................................................... 32

4.9 Crew planning ................................................................................................................ 34

4.10 Drydocking planning performance ............................................................................. 36

4.11 Environmental deficiencies ........................................................................................ 39

4.12 Failure of critical equipment and systems .................................................................. 41

4.13 Fire and Explosions .................................................................................................... 43

4.14 Port State Control performance .................................................................................. 45

4.15 Health and Safety deficiencies ................................................................................... 47


4.16 HR deficiencies ........................................................................................................... 49

4.17 Lost Time Injury Frequency ....................................................................................... 51

4.18 Lost Time Sickness Frequency ................................................................................... 53

4.19 Navigational deficiencies ........................................................................................... 55

4.20 Navigational incidents ................................................................................................ 57

4.21 NOx efficiency ........................................................................................................... 59

4.22 Officer retention rate .................................................................................................. 61

4.23 Officers experience rate .............................................................................................. 63

4.24 Operational deficiencies ............................................................................................. 65

4.25 Passenger injury ratio ................................................................................................. 67

4.26 Port state control deficiency ratio ............................................................................... 69

4.27 Port state control detention ......................................................................................... 71

4.28 Releases of substances as def by MARPOL Annex 1-6 ............................................. 73

4.29 Security deficiencies ................................................................................................... 75

4.30 SOx efficiency ............................................................................................................ 77

4.31 Training days per officer ............................................................................................ 79

4.32 Ship availability .......................................................................................................... 81

4.33 Vetting deficiencies .................................................................................................... 83

5 Performance Indicators .......................................................................................................... 85

5.1 Actual drydocking costs ................................................................................................. 85

5.2 Actual drydocking duration ............................................................................................ 86

5.3 Actual unavailability ...................................................................................................... 87

5.4 Agreed drydocking costs ................................................................................................ 88

5.5 Agreed drydocking duration........................................................................................... 89

5.6 Average number of officers employed ........................................................................... 90

5.7 Emitted mass of CO2 ..................................................................................................... 91

5.8 Emitted mass of NOx ..................................................................................................... 93

5.9 Emitted mass of SOx ...................................................................................................... 93

5.10 Last year’s AAE (Additional Authorized Expenses) ................................................. 96

5.11 Last year’s actual running costs and accruals ............................................................. 97

5.12 Last year’s running cost budget .................................................................................. 98

5.13 Number of absconded crew ........................................................................................ 99

5.14 Number of allisions .................................................................................................. 100

5.15 Number of ballast water management violations ..................................................... 101


5.16 Number of beneficial officer terminations ............................................................... 102

5.17 Number of cadets under training with the ship manager .......................................... 103

5.18 Number of cargo related incidents ............................................................................ 104

5.19 Number of cases where a crew member is sick for more than 24 hours .................. 105

5.20 Number of cases where drugs or alcohol is abused .................................................. 106

5.21 Number of charges of criminal offences .................................................................. 107

5.22 Number of collisions ................................................................................................ 108

5.23 Number of conditions of class .................................................................................. 109

5.24 Number of contained spills of bulk liquid ................................................................ 110

5.25 Number of crew not relieved on time ....................................................................... 111

5.26 Number of dismissed crew ....................................................................................... 112

5.27 Number of environmental related deficiencies ......................................................... 113

5.28 Number of explosion incidents ................................................................................. 114

5.29 Number of failures of critical equipment and systems ............................................. 115

5.30 Number of fatalities due to injuries .......................................................................... 116

5.31 Number of fatalities due to sickness ......................................................................... 117

5.32 Number of fire incidents ........................................................................................... 118

5.33 Number of groundings .............................................................................................. 119

5.34 Number of health and safety related deficiencies ..................................................... 120

5.35 Number of HR related deficiencies .......................................................................... 121

5.36 Number of logged warnings ..................................................................................... 122

5.37 Number of lost workday cases .................................................................................. 123

5.38 Number of navigational related deficiencies ............................................................ 124

5.39 Number of officer days onboard all ships under technical management (DOC) ..... 125

5.40 Number of officer experience points ........................................................................ 126

5.41 Number of officer terminations from whatever cause .............................................. 127

5.42 Number of officer trainee man days ......................................................................... 128

5.43 Number of officers onboard ..................................................................................... 129

5.44 Number of operational related deficiencies .............................................................. 130

5.45 Number of passengers injured .................................................................................. 131

5.46 Number of permanent partial disabilities ................................................................. 132

5.47 Number of permanent total disabilities (PTD) ......................................................... 133

5.48 Number of PSC deficiencies ..................................................................................... 134

5.49 Number of PSC inspections ...................................................................................... 135


5.50 Number of PSC inspections resulting in a detention ................................................ 136

5.51 Number of PSC inspections resulting in zero deficiencies ....................................... 137

5.52 Number of recorded external inspections ................................................................. 138

5.53 Number of releases of substances covered by MARPOL, to the environment ........ 139

5.54 Number of security related deficiencies ................................................................... 140

5.55 Number of severe spills of bulk liquid ..................................................................... 141

5.56 Number of unavoidable officer terminations ............................................................ 142

5.57 Number of ships under technical management (DOC) ............................................ 143

5.58 Number of vetting deficiencies ................................................................................. 144

5.59 Number of vetting inspections .................................................................................. 145

5.60 Number of violations of rest hours ........................................................................... 146

5.61 Passenger exposure hours ......................................................................................... 147

5.62 Planned unavailability .............................................................................................. 148

5.63 Total exposure hours ................................................................................................ 149

5.64 Transport work ......................................................................................................... 150


2 Concepts 2.1 Hierarchy of indicators

The Shipping KPI Standard is built up hierarchical with 7 Shipping Performance Indexes (SPIs), 34 Key

Performance Indicators and 64 Performance Indicators (PIs).

There is a mathematical relation between SPIs (high level indexes) which are calculated from Key

Performance Indicators, and KPIs which are calculated from Performance Indicators (lowest level).

On the lowest level you find the PIs, which are based on data capture (measurements or counters) directly

from a ship or from the shipping management. Data is collected once and re-used within the Shipping KPI

Standard in order to reduce the amount of data.

On KPI level a form of normalisation take place. The KPI are scaled into a range from 0-100, where zero

indicates unacceptable and 100 is outstanding performance. This makes it possible to compare ships with

different characteristics or amount of data captured.

Finally, on the highest level the KPIs are combining into Shipping Performance Indexes in order to express

performance within specific main areas.


2.2 Shipping Performance Indicators (SPI)

The Shipping Performance Indexes (SPIs) are aggregated expressions of performance within a particular

area. The SPIs are expressed as a weighted average of relevant KPI Ratings on a scale between 0 and 100.

Some Key Performance Indicators (KPI) can be included in several SPIs. An example is the KPI Crew

planning which is used in calculation of all SPI Ratings. The objective of the SPIs is to give external

stakeholders information about the overall performance of a ship in one of the following areas:

• Environmental Performance

• Health and Safety Performance

• HR Management Performance

• Navigational Safety Performance

• Operational Performance

• Security Performance

• Technical Performance

• Other

https://www.shipping-kpi.org/book/definition/KPI009


https://www.shipping-kpi.org/book/definition/SPI001









2.3 Key Performance Indicators (KPI)

The Key Performance Indicators (KPIs) are expressions of performance within a specific area. The

KPIs ratings will form basis for the Shipping Performance Index (SPI) score. The KPIs can be expressed

in two ways; a KPI Value which is a mathematical combination of relevant Performance Indicators Values

and a KPI Rating which is an expression of the KPI Value on scale between 0 and 100 where a high rating

(100) is a result of high/excellent performance. Some PI Values can be included in the calculation of more

than one KPI Value. Examples of KPIs are: Budget performance, Drydocking planning performance and

Ship availability.

A KPI is:

• a numerical, objective measure of performance

• key to the strategic business objective

• actionable and influenced by the relevant stakeholder/manager

• accountable to stakeholder/manager

• output oriented, not focused on input or activity

• possible to calculate with limited efforts and within limited time

The objectives of KPIs are to:

• measure for continuous improvement

• measure for internal and external benchmarking

• measure to set incentives





2.4 Performance Indicators (PI)

The Performance Indicators (PIs) are the building blocks giving the basis for KPI Value calculations. PIs

are directly observable parameters (measurements) for each ship under management, e.g. Number of

dismissed crew, Number of collisions and Number of fire incidents.

The Performance Indicators are the only elements that must be reported manually or by means of

implemented ICT solutions. Focus has been to provide the hierarchy with unambiguous definitions of

measurable low level parameters based on existing measurements in the industry. Each PI may be used in

the calculation of several Key Performance Indicators (KPIs). An example is the PI Number of recorded

external inspections which is used as a denominator in the calculation of several KPI Values.

https://www.shipping-kpi.org/book/definition/PI026







2.5 KPI Depository

The depository contains detailed information about the Shipping KPI Performance Hierarchy through:

1. Description of all Performance Indicators including:

1. Specification of data capture (PI Values)

2. Their context in light of how the PI Values are used in the hierarchy

3. Any intermediate calculation formulas that must be applied to be able to obtain the PI

Values

2. Description of all Key Performance Indicators including:

1. The KPI’s objective (what to measure)

2. The KPI Value calculation formula

3. The KPI Rating calculation formula.

3. Description of all Shipping Performance Indexes including:

1. The SPI’s objective (what to express)

2. The SPI Rating calculation formula.

The clarification of roles and responsibilities related to the management of the Shipping KPI Depository is

under the responsibility of the Project Steering committee until the end of the project, after that

InterManager has agreed to take over the maintenance of the Standard. However, the actual work may be

contracted to a different organization, and the Shipping KPI Depository may be hosted by a 3rd party

provider.

The maintenance will at a minimum consist of:

• Updates and enhancements of the web service

• Revision of the SPI/KPI/PI descriptions

• QA support service

• Management of the ICT platform


3 Shipping Performance Indexes 3.1 Environmental Performance 3.1.1.1 Description

Environmental Performance is an expression of the organisation's ability to avoid spills and other forms of

pollution that impact the environment, caused by the ship operations. Recorded for each single ship.

KPIs for emissions (such as CO2-, SOx- and NOx- efficiency) would be highly relevant for this SPI. Until

commercial decisions and market situations are taken into account, these KPIs (CO2-, SOx- and NOx-

efficiency) remain inconsistent as an expression of the ship managers' performance. The KPIs are still

recorded but not expressed on a SPI level.

3.1.1.2 Used Key Performance Indicators

KPIs used

• A: Releases of substances as def. by MARPOL Annex 1-6

• B: Ballast water management violations

• C: Contained spills

• D: Environmental deficiencies

3.1.1.3 SPI Rating Formula






3.2 Health and Safety Management and Performance 3.2.1.1 Description

Health and Safety Management and Performance is an expression of the organisation’s ability to effectively

manage the health and safety of the personnel onboard. Environmental damage and safety of assets and

cargo are covered by different SPIs.

We would also like to include near misses but the challenge here is the reporting and quality of such. Near

misses are also considered more leading than lagging and inline with TMSA.


Used KPIs

• A: Port state control performance

• B: Lost Time Injury Frequency

• C: Health and Safety deficiencies

• D: Lost Time Sickness Frequency

• E: Passenger Injury Ratio








3.3 HR Management Performance 3.3.1.1 Description

HR Management Performance is an expression of the organisation's ability to employ, retain and develop

personnel with the required competences in order to ensure safe and efficient operations of the ships.


Used KPIs

• A: Crew disciplinary frequency

• B: Crew planning

• C: HR deficiencies

• D: Cadets per ship

• E: Officer retention rate

• F: Officers experience rate

• G: Training days per officer










3.4 Navigational Safety Performance 3.4.1.1 Description

Navigational Safety Performance is an expression of safe navigation and absence of navigational

deficiencies.

3.4.1.2 Used Key Performance Indicators:

Used KPIs

• A: Navigational deficiencies

• B: Navigational incidents





3.5 Operational Performance 3.5.1.1 Description

Operational Performance is an expression of the operational efficiency of the ship including passenger care,

safe and efficient cargo handling, ship availability and budget management. *

*Navigation is covered by its own SPI.


Used KPIs

• A: Budget performance

• B: Drydocking planning performance

• C: Cargo related incidents

• D: Operational deficiencies

• E: Passenger injury ratio

• F: Port state control detention

• G: Ship availability

• H: Vetting deficiencies











3.6 Security Performance 3.6.1.1 Description

Security Performance is an expression of the organisation’s ability to manage ship security.

A new KPI is under consideration and if accepted will be included in this SPI. The KPI is called Security

incidents and deals with actual security incidents while the existing KPI called Security deficiencies deals

with breaches of security procedures.


Used KPIs

• A: Port state control performance

• B: Security deficiencies





3.7 Technical Performance 3.7.1.1 Description

Technical Performance is an expression based on maintenance and reliability.

Two new KPIs are under consideration and if accepted will be included in this SPI. The two KPIs are:

• Planned maintenance

• Technical deficiencies


KPIs used

• A: Condition of class

• B: Failure of critical equipment and systems





4 Key Performance Indicators 4.1 Ballast water management violations 4.1.1.1 KPI Definition

This KPI expresses the company’s ability to adhere to applicable rules and regulations related to

management of ballast water, basically the number of times where prevailing regulations regarding

management of ballast water have been violated and recorded by an external party.

4.1.1.2 KPI References

Ballast Water Management Convention.

4.1.1.3 Time Period for data capture and expression of KPI Value and Rating

PI Values captured and KPI Value expressed on a quarterly basis.

When expressing the KPI Value and Rating for 2009/Q1 the time period for the PI Values’ capture should

be the first quarter of 2009; 2009-01-01 to 2009-03-31.

4.1.1.4 Ship /Fleet measurements

This KPI is to be expressed on a ship level.

Each ship should have its unique KPI Value and Rating on this KPI.

4.1.1.5 PI used

Number of ballast water management violations

4.1.1.6 KPI Value Formula

KPI Value = Number of ballast water management violations

4.1.1.7 KPI Rating Formula

KPI MinReq represents the KPI Value which should result in 0 on the KPI Rating scale (0-100).

MinReq for the KPI Ballast water management violations is p.t. set to 1.

KPI Target represents the KPI Value which should result in 100 on the KPI Rating scale (0-100).

Target for the KPI Ballast water management violations is p.t. set to 0.

4.1.1.8 KPI Value Calculation Example

A Number of ballast water management violations = 0



KPI Value Ballast water management violations = A = 0

4.1.1.9 KPI Rating Calculation Example

KPI Value = 0

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.1.1.10 Misc.

Sustainability is a key issue within transport. The company should strive towards 100% compliance to

applicable rules and regulations related to ballast water.


4.2 Budget performance 4.2.1.1 KPI Definition

This KPI expresses the company’s ability to effectively plan the ship’s operating costs (e.g. predictable

costs, good budgeting). Basically the overall costs deviation (management, purchasing, operation, M&R,

crewing) vs. budgets. The cost deviation is adjusted for agreed additional expenditure. The KPI expresses

last years’ performance. As the KPI expresses deviations both positive and negative, the KPI Value is

always converted to a positive value.


No external reference is made for this KPI.


PI Values should be captured for the previous fiscal year.

The actual costs for the full fiscal year cannot be obtained before the completion of that fiscal year. To be

able to compare the budget with the actual costs for the same fiscal year, a one year lagging is required

for all PI Values.

When expressing the KPI Values and Ratings for all quarters in 2009 the time period for the PI Values’

capture should be 2008-01-01 to 2008-12-31. All quarters in 2009 will be assigned the same KPI Value.

4.2.1.4 Ship /Fleet measurements



4.2.1.5 PI used

• A: Last year’s running cost budget

• B: Last year’s actual running costs and accruals

• C: Last year’s AAE (Additional Authorized Expenses)




MinReq for the KPI Budget performance is p.t. set to 10.







Target for the KPI Budget performance is p.t. set to 2.


A Last year’s running cost

budget:

= 1.2 M US$

B Last year’s actual running costs and

accruals:

= 1.5 M US$

C Last year’s Authorized Additional

Expenses (AAE):

= 0.25M US$

KPI

Value

Budget

performance


KPI Value = 4.17%

KPI MinReq = 10%

KPI Target = 2%

KPI Rating

4.2.1.10 Misc.

As the result from the complete fiscal year expenses is required to compare them to the budget costs, the

concept of expressing KPI Values on basis of the previous fiscal year is introduced. It can be argued that

this is an inaccurate expression of performance as the results from the previous year do not necessarily

reflect the actual performance in the actual year. This is an understandable view but as the budgets are

made for a full fiscal year, simply dividing the budget by four (to get the quarterly budget) is also

inaccurate if it were to be used to compare to the actual costs for each quarter. If the company have

implemented ‘accrual budgeting’ and do interim book closure quarterly, it would give meaning to do this

quarterly, but at this cannot be anticipated for all companies the most generally applicable method is to

use the full fiscal year and last year’s budget compared with last year’s actual cost, from the accounts. In

this way we have a proxy for this year’s performance with a time lag. If unexpected circumstances occur

giving large deviation in the KPI this should be explained, or may be accounted for in the AAE to avoid

penalizing the company for factors not under control of the company, as the intention is to measure the

company’s ability to budget, plan and perform according to budget.


4.3 Cadets per ship 4.3.1.1 KPI Definition

This KPI expresses the company’s efforts to take on new cadets. The KPI shows the ratio between the

total number of cadets under training with the Ship Management company over the total number of ships

under technical management (ships for which the Ship Manager holds the DOC). Basically the average

number of cadets per ship under technical management.


InterManager has defined an objective for its members to hold at least one cadet per ship under technical

management.


Captured on the last day of the quarter and reported quarterly.

When reporting the PI value for 2009/Q1 the day on which to capture the data should be 2009-03-31.

4.3.1.4 Ship/Fleet measurements

This KPI is to be expressed on a fleet level.

All ships which are defined as part of the same (internal) fleet should be assigned the same PI Values,

hence the same KPI Value and Rating on this KPI.

4.3.1.5 PI used

• A: Number of cadets under training with the ship manager

• B: Number of ships under technical management (DOC)




MinReq for the KPI Cadets per ship is p.t. set to 0.


Target for the KPI Cadets per ship is p.t. set to 3.





A Number of cadets under training with the ship manager: = 123

B Number of ships under technical management (DOC): = 134

KPI Value Cadets per ship


KPI Value = 0.92

KPI MinReq = 0

KPI Target = 3

KPI Rating

4.3.1.10 Misc.

This KPI is in line with the objective of InterManager members to hold at least one cadet per ship under

technical management.

We know that there is an issue when it comes to training ships. What has been argued is that if a ship

manager decides to invest in training ships, the effort should be rewarded by a very positive KPI Value on

this KPI.


4.4 Cargo related incidents 4.4.1.1 KPI Definition

This KPI expresses the company’s ability to contribute to incidents-free cargo operations and carriage.

The KPI counts the number of incidents as recorded in the company's internal incidents reports.

The KPI includes but is not limited to the following incidents:

• Rejection of ship or holds/tank prior to loading

• Inability to load full agreed capacity

• Failures/underperformance of ship's cargo equipment

• Negligence by ship's crew resulting in a cargo incident

• Inadequate company and ship board procedures and practices

• Short outturn beyond acceptable level

The KPI excludes the following incidents due to:

• Stevedore/shore staff

• Inherent vice (nature of cargo)

• Shore equipment

• Causes not attributable to the ship

• False declarations by the shipper, etc.

• Force majeure










4.4.1.5 PI used


• A: Number of cargo related incidents




MinReq for the KPI Operational cargo incidents is p.t. set to 2.


Target for the KPI Operational cargo incidents is p.t. set to 0.


A Number of cargo related incidents: = 1

KPI Value Cargo related incidents


KPI Value = 1

KPI MinReq = 2

KPI Target = 0

KPI Rating

4.4.1.10 Misc.

As this KPI should express the ship management organisation's performance, any accidents where the

stevedores accept responsibility are excluded from the calculation.



4.5 CO2 efficiency 4.5.1.1 KPI Definition

This KPI expresses the energy efficiency of the ship by comparing emitted mass of CO2 to the ship’s

total transport work. The expression gives the emitted mass of CO2 per ton cargo transported one mile.

As the PI Value ’Emitted Mass CO2’ is to be given in tons, the figure is multiplied by 1 million to get the

KPI value in g/transport work (tonmile, passengermile, TEUmile, etc).


IMO’s Energy Efficiency Operating Index.








4.5.1.5 PI used

• A: Emitted mass of CO2 [ton]

• B: Transport work [tonmile]




MinReq for the KPI Ballast water management violations is p.t. set to 84.


Target for the KPI Ballast water management violations is p.t. set to 36.





A Emitted mass of CO2: = 130,500 ton

B Transport work: = 20,710,647,000 ton mile

KPI Value CO2 efficiency


KPI Value = 5.0

KPI MinReq = 84

KPI Target = 36

KPI Rating

4.5.1.10 Misc.

Sustainability is a key issue within transport. The company should strive contributing by whichever

means available to secure the highest possible energy efficiency on the ship.

The issue of energy efficiency is complicated by the fact that there are several influencing factors. The

commercial operator is responsible for utilization of the ship’s capacity hereby affecting the transport

work. The other main factor regarding transport work is the market itself. The ship’s attributes such as

hull design, engine type (and to some extent age) as well as the load factor for each voyage are all

influencing the quantity of emitted mass of CO2.


4.6 Condition of class 4.6.1.1 KPI Definition

This KPI expresses the company’s ability to avoid conditions of class. The KPI counts the total number of

conditions of class issued by class (ref. IACS). All categories of conditions of class are weighted equally.


IACS







Each ship which is being reported should have its unique KPI Value and Rating on this KPI.

4.6.1.5 PI used

• A: Number of conditions of class




MinReq for the KPI Condition of classis p.t. set to 1.


Target for the KPI Condition of class is p.t. set to 0.


A Number of conditions of class: = 1

KPI Value Condition of class




KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.6.1.10 Misc.

Condition of class is an indication/confirmation that the ship is no longer 100% adherent to the class

requirement. Even though far from being in danger of losing its class any condition of class is something

to be taken serious and to be avoided where possible.

Condition of class is not measured as a ratio because the potential denominator (total no of inspections

where CoCs can be stated) is said to be relatively low for all ships. Counting the total number of

condition instead of calculating the ratio allows the indicator to express accumulated performance or

severity. Simply measuring the frequency loses this information, and was therefore not pursued.


4.7 Contained spills 4.7.1.1 KPI Definition

This KPI expresses the company’s ability to avoid spills, not the ability to contain them. The KPI counts

the total number of contained spills. Contained spills should cover liquid spills including (but not limited

to) cargo and bunkers contained on the ship. Contained spills in secure areas as engine rooms are not

counted, only spills that could have a potential environmental impact if not contained. Total number of

spills on deck where nothing goes overboard of bulk liquids which could have had an environmental

impact.










4.7.1.5 PI used

• A: Number of contained spills of bulk liquid




MinReq for the KPI Contained spills is p.t. set to 3.

KPI Target represents the KPI Value shich should result in 100 on the KPI Rating scale (0-100).

Target for the KPI Contained spills is p.t. set to 0.




A Number of contained spills of bulk liquid = 3

KPI Value Contained spills


KPI Value = 2

KPI MinReq = 3

KPI Target = 0

KPI Rating

4.7.1.10 Misc.

Sustainability is a key issue within transport. The company should strive towards zero accidental releases

of substances defined as dangerous to the environment even though the incident’s impact in this case is

reduced as the spill is contained on-board the ship.

The KPI is complementary to the KPI ‘Accidental releases of substances as def. by MARPOL’. Some

spills are contained but still represent an incident that should be recorded.

No denominator has been proven necessary for benchmarking purposes.


4.8 Crew disciplinary frequency 4.8.1.1 KPI Definition

This KPI expresses the ability of the management to maintain discipline. The KPI counts the total number

of breaches of code of conduct made by the ship's crew such as substance abuse, criminal offences and

AWOLs. As the number of crew on different ships varies significantly, total exposure hours onboard the

ship is used as a denominator to enable benchmarking. If one incident caused by the same crew breaches

several categories, each breach should be counted individually. The term ’Crew’ refers to any person

being part of the ship’s complement. (E.g. officers, ratings, cadets, superintendents).




PI Values should be captured for a one year rolling time period.

The KPI Value is to be expressed on a quarterly basis.


be 2008-04-01 to 2009-03-31.




4.8.1.5 PI used

• A: Number of absconded crew

• B: Number of charges of criminal offences

• C: Number of cases where drugs or alcohol is abused

• D: Number of dismissed crew

• E: Number of logged warnings

• F: Total exposure hours











MinReq for the KPI Crew disciplinary frequency is p.t. set to 0.02.


Target for the KPI Crew disciplinary frequency is p.t. set to 0.


A Number of absconded

crew:

= 0

B Number of charges of

criminal offences:

= 0

C Number of cases where

drugs or alcohol are

abused:

= 0

D Number of dismissed

crew:

= 0

E Number of logged

warnings:

= 1

F Total Exposure

hours:

= 90,000

KPI

Value

Crew disciplinary

frequency:


KPI Value = 0.1

KPI MinReq = 0.02

KPI Target = 0

KPI Rating

4.8.1.10 Misc.

Any breach of code of conduct by the crew is a potential liability and should be avoided whenever

possible.

It could be argued that logged warnings are in fact a positive measure against crew misbehaviour but it

was decided that the warning would in any case be proof of something not being in accordance with the

code of conduct.

The question of charges that are subsequently dismissed is avoided; as such the indicator is not 100%

accurate in historical perspective. It was decided not to update the indicator in case a charge is dismissed,

as this would be difficult to capture. The main reason for maintaining measurement of charges are that

this is still a valid proxy for the conformance with code of conduct and to a certain extent expresses the

company culture in this respect.


4.9 Crew planning 4.9.1.1 KPI Definition

This KPI expresses the company’s ability to relieve crew on time as well as avoiding violations of rest

hour’s regulations. The KPI counts the number of breaches to prevailing regulations or agreements.










4.9.1.5 PI used

• A: Number of crew not relieved on time

• B: Number of violation of rest hours




MinReq for the KPI Crew planning is p.t. set to 15.


Target for the KPI Crew planning is p.t. set to 0.


A Number of crew not relieved on time = 1.0

B Number of violation of rest hours = 2..0

KPI Value Crew planning = A + B = 1.0 + 2.0 = 3.0





KPI Value = 3.0

KPI MinReq = 15.0

KPI Target = 0

KPI Rating

4.9.1.10 Misc.

A motivated and alert crew is vital to the overall operation of the ship. Crew being relieved on time as

well as getting the required rest is (in addition to other factors not related to crew planning) essential for

their motivation and alertness, and therefore also to the performance and safety of the ship.

This KPI can be said to be a proxy KPI as what we want to express is the crew’s motivation and alertness.

These issues are however very difficult to quantify and the result was that measuring the company’s

ability in crew planning was selected as the best alternative available. This indicates that we believe that

there is a close correlation between the crew planning, work predictability and motivation.


4.10 Drydocking planning performance 4.10.1.1 KPI Definition

This KPI expresses the company’s ability to plan the drydocking operation (e.g. predictable costs, good

budgeting and scheduling). Basically it expresses the percentile deviation from planned costs and

duration.

To avoid penalization of ship managers striving towards minimizing time and cost at drydock, any cost or

time deviation between 0 and minus 10% is disregarded (to be interpreted as 'according to plan').

As the KPI expresses deviations both positive and negative, the KPI Value is always converted to a

positive value.




PI Values should be captured when the drydocking occurs. If the drydocking ended on 2009-01-24 the

quarter for which to report this PI Value should be 2009/Q1.

The KPI Value should be expressed in the quarter which the drydocking ended.

If no drydocking has been performed during a specific quarter, the KPI Value and Rating for that quarter

will be set to ‘No drydocking has taken place’.




4.10.1.5 PI used

• A: Agreed drydocking duration

• B: Actual drydocking duration

• C: Agreed drydocking costs

• D: Actual drydocking costs









MinReq for the KPI Drydocking planning performance is p.t. set to 10.


Target for the KPI Drydocking planning performance is p.t. set to 2.


A

Agreed

drydoc

king

duratio

n:

= 14 days

B

Actual

drydock

ing

duratio

n:

= 16 days

C

Agreed

drydock

ing

costs:

= 4M US$

D

Actual

drydock

ing

costs:

= 3.9M US$

KP

I

Val

ue

Drydoc

king

plannin

g

perform

ance:


KPI Value = 14.3%

KPI MinReq = 10


KPI Target = 2

KPI Rating

4.10.1.10 Misc.

A potential disturbance is that if in general time deviations are larger than cost deviations, this will be

dominant. We may have to revert to this when statistical material is available and there may be a need to

introduce weighting in the formula.

Discussions were held regarding the penalisation of deviations below plan (spending less money than

budgeted or spending less time in drydock than originally planned). To some extent these deviations can

be said to be positive but there will be a threshold as to when the deviation would become a problem

(such as the ship being ready for service but no there is no available charterer). This threshold was set to

10%, meaning that any deviation between 0 and minus 10% is regarded as 'according to plan'. This is why

the formula for calculation of the KPI Value is so complex. The basic concept is still that if you spend 14

percent less time in drydock than originally planned, the deviation is set to minus 4 and converted to a

positive value.


4.11 Environmental deficiencies 4.11.1.1 KPI Definition

This KPI expresses the company’s environmental performance by measuring environmental related

deficiencies recorded during external inspections and audits. The KPI counts the number of environment

related deficiencies including any substandard act, practice or condition of an environmental consequence

(local regulations and MARPOL) such as failure in the Oily Water Separator, recorded during external

inspections and audits. The number of deficiencies is expressed relative to the total number of external

inspections and audits.










4.11.1.5 PI used

• A: Number of environmental related deficiencies

• B: Number of recorded external inspections




MinReq for the KPI Environmental deficiencies is p.t. set to 5.





Target for the KPI Environmental deficiencies is p.t. set to 0.


A Number of environmental related deficiencies: = 4

B Number of recorded external inspections: = 2

KPI Value Environmental deficiencies


KPI Value = 2

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.11.1.10 Misc.

This KPI is part of a range of KPIs related to deficiencies that are identified during external inspections.

The deficiencies are categorized depending on their nature.

The total number of recorded external inspection is used as a denominator in all these KPIs (related to

deficiencies) to enable benchmarking between ships that are subject to an uneven number of external

inspection.


4.12 Failure of critical equipment and systems 4.12.1.1 KPI Definition

This KPI expresses the company’s ability to maintain critical equipment and systems. The KPI counts the

number of failures of equipment and systems in the critical list defined in the company's Safety and

Environmental Management System.










4.12.1.5 PI used

• A: Number of failures of critical equipment and systems




MinReq for the KPI Failure of critical equipment and systems is p.t. set to 1.


Target for the KPI Failure of critical equipment and systems, is p.t. set to 0.


A Number of failures of critical equipment and systems: = 1



KPI Value Failures of critical equipment and systems


KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.12.1.10 Misc.

One of the main responsibilities of the ship manager is to ensure that the ship and its critical equipment

and sub-systems are operational at all times (excluding planned unavailability as agreed with the client).

As the ships’ critical lists may vary in size it could be argued that e.g. the number of items on the list

could be used as a denominator for benchmarking purposes. In any case, a failure to a critical equipment

or system is a serious matter, regardless of the number of items in the ship’s critical list, and the KPI

’Failure to critical equipment and systems is kept without a denominator.


4.13 Fire and Explosions 4.13.1.1 KPI Definition

This KPI expresses the company’s ability to avoid fire and explosions on-board the ship. The KPI counts

the number of fire and explosion incidents as reported in the company's internal incident reports.










4.13.1.5 PI used

• A: Number of fire incidents

• B: Number of explosion incidents




MinReq for the KPI Fire and Explosions is p.t. set to 1.


Target for the KPI Fire and Explosions is p.t. set to 0.


A Number of fire incidents: = 1

B Number of explosion incidents: = 0

KPI Value Fire and Explosions





KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.13.1.10 Misc.

Fire and explosion incidents are serious threats to the crew, the ship and its operation and should be

accounted for. In cases where the incident is due to an external cause which the company cannot be

accountable for, this indicator will penalize somewhat unfair. Even so it was decided to keep the indicator

as is. This means that the indicator carries some inherent measure of the trade and area in which the ship

operates, as this influence the likelihood for such an incident.


4.14 Port State Control performance 4.14.1.1 KPI Definition

This KPI expresses the company’s Port State Control Performance. The KPI counts the number of times

where Port State Control Inspections are conducted without any deficiency being reported and divides this

number by the total number of Port State Control Inspections conducted during the same period.










4.14.1.5 PI used

• A: Number of PSC inspections resulting in zero deficiencies

• B: Number of PSC inspections




MinReq for the KPI Port State Control performance is p.t. set to 0.33.


Target for the KPI Port State Control performance is p.t. set to 1.


A Number of PSC inspections resulting in zero deficiencies: = 2




B Number of PSC inspections: = 4

KPI Value Port State Control performance


KPI Value = 0.5

KPI MinReq = 0.33

KPI Target = 1

KPI Rating

4.14.1.10 Misc.

This KPI is one of three KPIs related to Port State Control Inspections. The three areas covered are; ’Port

state control deficiency ratio’ which measures the ratio of the total number of issued deficiencies during

port state control inspection against the total number of port state control inspections conducted, ’Port

state control detention’ which measures the total number of port state control inspections resulting in a

detention and this specific KPI, ’Port state control performance’ which measures the percentage of port

state control inspections resulting in zero deficiencies.

It could be argued that this specific KPI is overlapping with the KPI ’Port State Control deficiency ratio’.

We recognize this view and the latter KPI is kept only as an internal KPI hence not part of any SPI.


4.15 Health and Safety deficiencies 4.15.1.1 KPI Definition

This KPI expresses the company’s ability to avoid health and safety related deficiencies recorded during

external inspections and audits. The KPI counts the number of health and safety related deficiencies

including any substandard act, practice or condition (such as misplaced life buoys or fire hoses) recorded

during external inspections and audits. The number of deficiencies is then made relative to the total

number of external inspections.


ILO Conventions.








4.15.1.5 PI used

• A: Number of health and safety related deficiencies





MinReq for the KPI Health and Safety deficiencies is p.t. 5.


Target for the KPI Ballast water management violations is p.t. 0.





A Number of health and safety related deficiencies: = 3


KPI Value Health and Safety deficiencies


KPI Value = 1.5

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.15.1.10 Misc.





inspection.


4.16 HR deficiencies 4.16.1.1 KPI Definition

This KPI expresses the company’s HR related performance measured by number of deficiencies recorded

during external inspections and audits. The KPI counts the number of HR related deficiencies including

any substandard act, practice or condition (such as lack of compliance to rest hours), recorded during

external inspections and audits. The number of deficiencies is then made relative to the total number of

external inspections and audits.










4.16.1.5 PI used

• A: Number of HR related deficiencies





MinReq for the KPI HR deficiencies is p.t. not decided.


Target for the KPI HR deficiencies is p.t. not decided.





A Number of HR related deficiencies: = 3


KPI Value HR deficiencies


KPI

Value

= 1.5

KPI MinReq =

KPI Target =

KPI

Rating

As the MinReq and Target is not yet decided for this KPI we are unable to

produce a calculation example

4.16.1.10 Misc.

This KPI is part of a range of KPIs related to deficiencies that are identified during external inspections

and audits. The deficiencies are categorized depending on their nature.

The total number of recorded external inspection and audits is used as a denominator in all these KPIs

(related to deficiencies) to enable benchmarking between ships that are subject to an uneven number of

external inspection and audits.


4.17 Lost Time Injury Frequency 4.17.1.1 KPI Definition

This KPI expresses the company’s ability to safeguard crew against injuries and fatalities. The KPI counts

the number of Lost Time Injuries (LTI) among the crew per million exposure hours. Exposure hours are

24 hours per day while serving on-board. Note that injuries during spare-time on board are also included.

LTI is the sum of Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities and Lost

Workday Cases. The term ’crew’ refers to any person being part of the ship’s complement. (E.g. officers,

ratings, cadets, superintendents). The same complement is also used as basis for calculating the Total

Exposure Hours.


(OCIMF) Marine Injury Reporting Guidelines





be 2008-04-01 to 2009-03-31.




4.17.1.5 PI used

• A: Number of fatalities due to injuries

• B: Number of lost workday cases

• C: Number of permanent total disabilities (PTD)

• D: Number of permanent partial disabilities

• E: Total exposure hours










MinReq for the KPI Lost Time Injury Frequency is p.t. set to 2.5.


Target for the KPI Lost Time Injury Frequency is p.t. set to 0.5.


A Number of fatalities due to injuries: = 0

B Number of Lost workday cases: = 1

C Number of Permanent total disabilities: = 0

D Number of permanent partial disabilities: = 0

E Number of Total exposure hours: = 87600 (crew of ten for one year)

KPI Value Lost Time Injury Frequency


KPI Value = 11.41

KPI MinReq = 2.5

KPI Target = 0.5

KPI Rating

4.17.1.10 Misc.

Lost Time Injury Frequency (LTIF) expresses the number of Lost time Injuries per million exposure

hours, and is an expression of the frequency of injuries on-board the ship. The LTIF does not reflect on

the severity of injures.


4.18 Lost Time Sickness Frequency 4.18.1.1 KPI Definition

This KPI expresses the company’s ability to safeguard crew sickness and fatalities while serving on-

board. The KPI counts the cases of sick crew and any fatality due to sickness. Exposure hours are 24

hours per day while serving on-board. The term ’crew’ refers to any person being part of the ship’s

complement. (E.g. officers, ratings, cadets, superintendents). The same complement is also used as basis

for calculating the Total Exposure Hours.


OCIMF, in the sense that this KPI is based on the same principle as OCIMF’s Lost Time Injury

Frequency.





be 2008-04-01 to 2009-03-31.




4.18.1.5 PI used

• A: Number of cases where a crew member is sick for more than 24 hours

• B: Number of fatalities due to sickness

• C: Total exposure hours




MinReq for the KPI Lost Time Sickness Frequency is p.t. set to 2.5.






Target for the KPI Lost Time Sickness Frequency is p.t. set to 0.5.


A Number of cases where a crew member is sick for

more than 24 hours:

= 2

B Number of fatalities due to sickness: = 0

C Total exposure hours: = 87600 (Crew of 10 for 1

year)

KPI

Value

Lost Time Sickness Frequency


KPI Value = 22.83

KPI MinReq = 2.5

KPI Target = 0.5

KPI Rating

4.18.1.10 Misc.

Lost Time Sickness Frequency (LTSF) expresses the number of Lost time Sickness cases per million

exposure hours, and is an expression of the likelihood for sickness on-board the ship. The LTSF do not

distinguish on severity of sickness and do not measure the level of severity of sickness, it only expresses

the likelihood for becoming ill and do not give any categorization of the disease most likely to occur.

LTSF expresses the number of lost time Sickness cases per million exposure hours, and is an expression

of the frequency of sickness on-board the ship. The LTSF does not reflect the severities of the sickness.


4.19 Navigational deficiencies 4.19.1.1 KPI Definition

This KPI expresses the company’s ability to avoid navigational related deficiencies recorded during

external inspections and audits. The KPI counts the number of navigational related deficiencies including

any substandard act, practice or condition (such as a mal functioning radar), recorded during external

inspections and audits. The number of deficiencies is then made relative to the total number of external

inspections.










4.19.1.5 PI used

• A: Number of navigational related deficiencies





MinReq for the KPI Navigational deficiencies is p.t. set to 5.


Target for the KPI Navigational deficiencies is p.t. set to 0.





A Number of navigational related deficiencies: = 4


KPI Value Navigational deficiencies


KPI Value = 2

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.19.1.10 Misc.





inspection.


4.20 Navigational incidents 4.20.1.1 KPI Definition

This KPI expresses the company’s navigational performance. The KPI counts any navigational incident

resulting in a collision, allision or grounding. All incidents are counted regardless of the cause of the

incident. Value parameters are used to weight collisions and groundings twice that of allisions.










4.20.1.5 PI used

• A: Number of collisions

• B: Number of allisions

• C: Number of groundings




MinReq for the KPI Navigational incidents is p.t. set to 1.


Target for the KPI Navigational incidents is p.t. set to 0.






A Number of

collisions:

= 0

B Number of

allisions:

= 1

C Number of

groundings:

= 0

KPI

Value

Navigational

incidents:


KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.20.1.10 Misc.

It could be argued that the responsibility of the incident should be taken into account. At the moment any

collision, allision or grounding is counted, regardless of whether the ship manager (represented by the

captain) is held liable for the incident. As the question of liability can take months and even years to solve

a decision was made to count all incidents regardless of liability issues. In this respect this indicator is

also influenced by the trade and area in which the ship operates, as the trade area have a bearing on the

likelihood of incidents, congested waters, narrow passages severe weather etc. In other words the

indicator is not purely expressing the navigational performance of the manager.

In the future this KPI could benefit from including navigational near misses. This would need further

consideration regarding the inconsistency of reporting and interpreting near misses.


4.21 NOx efficiency 4.21.1.1 KPI Definition

This KPI expresses the amount of NOx emitted relative to the transport work performed. As the PI Value

’Emitted Mass NOx' is to be given in tons, the figure is multiplied by 1 million to get the KPI value in

g/transport work (tonmile, passengermile, TEUmile, etc.).


The Norwegian Toll and Avgiftsdirektoratet (The Norwegian Customs and Tax department).








4.21.1.5 PI used

• A: Emitted mass of NOx [ton]

• B: Transport work [ton mile]




MinReq for the KPI NOx efficiency is p.t. set to 2.2.


Target for the KPI NOx efficiency is p.t. set to 0.9.


A Emitted mass of NOx: = 4700 ton

http://www.toll.no/PageFiles/6320/2014_Emissions_of_NOx.pdf





KPI Value NOx efficiency


KPI Value = 0.193

KPI MinReq = 2.2

KPI Target = 0.9

KPI Rating

4.21.1.10 Misc.

The issue of NOx efficiency is complicated by the fact that there are several influencing factors driving

the fuel consumption. The commercial operator is responsible for utilization of the ship’s capacity hereby

affecting the transport work. The other main factor regarding transport work is the market itself. Ship

attributes such as hull design, engine type (and to some extent age) as well as the load factor for each

voyage are all influencing the NOx efficiency through the amount of fuel burned.


4.22 Officer retention rate 4.22.1.1 KPI Definition

This KPI expresses the company’s ability to retain officers within the organization. Data is captured by

analysing the employment database four years back in time (to identify officers who have been under

contract ('employed'), two years back in time (to identify the number of officers who are no longer

‘employed’) and finding the average number of officers having been under contract during the last two

years (average number of officers 'employed').


INTERTANKO (interpreted by including higher level of details in definitions)


PI Values captured for a two year rolling time period and KPI Value expressed on a quarterly basis.

When reporting the PI Value for 2009/Q1 the time period for the data capture should be from 2007-04-01

to 2009-03-31





4.22.1.5 PI used

• A: Number of officer terminations from whatever cause

• B: Number of unavoidable officer terminations

• C: Number of beneficial officer terminations

• D: Average number of officers employed


Note: (A-(B+C)) = termination with cause of interest



MinReq for the KPI Officer Retention rate is p.t. set to 70.







Target for the KPI Officer Retention rate is p.t. set to 95.


A Number of officer

terminations from

whatever cause:

= 23

B Number of

unavoidable officer

terminations:

= 5

c Number of beneficial

officer

terminations:

= 1

D Average number of

officers

employed:

= 250

KPI

Value

Officer retention

rate:


KPI Value = 93.2%

KPI MinReq = 87%

KPI Target = 11%

KPI Rating

4.22.1.10 Misc.

The formula is defined by INTERTANKO Officer Retention Formula. (Corrected) Version 2 Dated 12th

March 2008.

Source: The formula is modelled upon the Abelson adjusted turnover rate “Abelson M (1996) Turnover

cultures and turnover audits” in Human Resources Management. The formula was adjusted by

INTERTANKO to create a retention rate formula, as opposed to a turnover rate formula.

The formula has some limitations as the beneficial termination is a subjective term. The formula is also

influenced by acquisitions/sales of ships. In case the fleet is increased the number of officers will increase

and the indicator will improve, and the other way if the fleet is reduced the indicator will deteriorate. This

effect is to some extent filtered by using the average number of officers employed in the reporting period.

As officer employment is more contract based in ship management we had to make some clarifications on

what ‘termination’ and 'employment in this context actually mean. These clarifications are not part of

INTERTANKO’s Officer Retention Formula.


4.23 Officers experience rate 4.23.1.1 KPI Definition

This alternative expresses the percentile experience of the officers currently onboard the ship on basis of

12 months of experience as 100%.

Each officer currently onboard is assigned experience points according to a predefined scale. The

maximum number of experience points per officer is 4 (equals 12 months sailing time with the same ship

manager). Any experience above 12 months sailing time is disregarded.




Captured on the last day of the quarter and reported quarterly.

When reporting the PI value for 2009/Q1 the day on which to capture the data should be 2009-03-31.




4.23.1.5 PI used

• A: Number of officer experience points

• B: Number of officers onboard




MinReq for the KPI Officers experience rate is p.t. set to 0.6.


Target for the KPI Officers experience rate is p.t. set to 0.9.





A Number of officer experience points: = 34

B Number of officers onboard: = 9

KPI Value Officers experience rate


KPI Value = 94.4

KPI MinReq = 60

KPI Target = 90

KPI Rating

4.23.1.10 Misc.

The importance of having experienced officers onboard should not be underestimated. This indicator

measure employment length and is a proxy for competence. It does not measure competence but we

believe that if there is a sound culture within the company there is a correlation between the sailing time

and competence both about procedures and on technical equipment and systems.

As any officer with an extensive number of sailing months with the same ship manager would even out

any officer with a very limited number of sailing months with the same ship manager, the cut off

regarding experience points has been set to 12 months.


4.24 Operational deficiencies 4.24.1.1 KPI Definition

This KPI expresses the company’s ability to avoid operational related deficiencies recorded during

external inspections and audits. The KPI counts the number of operational related deficiencies including

any substandard act, practice or condition (not including HR, security, health and safety and

environmental deficiencies) recorded during external inspections and audits. The number of deficiencies

is then made relative to the total number of external inspections.










4.24.1.5 PI used

• A: Number of operational related deficiencies





MinReq for the KPI Operational deficiencies is p.t. set to 5.


Target for the KPI Operational deficiencies is p.t. set to 0.





A Number of operational related deficiencies: = 1


KPI Value Operational deficiencies


KPI Value = 0.2

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.24.1.10 Misc.


The deficiencies are categorized depending on their nature. This specific KPI (Operational deficiencies) is

a KPI that will cover all deficiencies that are not easily related to one of the other more specific KPIs

within this range.



inspection.


4.25 Passenger injury ratio 4.25.1.1 KPI Definition

This KPI expresses the company’s ability to safeguard all passengers while onboard. The KPI represents a

ratio between the numbers of injured (including fatalities) passengers reported during embarkation,

disembarkation and voyage relative to the passenger exposure hours in the reporting period. By defining

the KPI as a ratio, benchmarking is feasible even between different ship sizes.

Only ships certified to carry passengers should use this KPI. Note that supernumeraries (family members,

riding crew, superintendents and stowaways) are not considered as passengers.










4.25.1.5 PI used

• A: Number of passengers injured

• B: Passenger exposure hours




MinReq for the KPI Passenger Injury Ratio is p.t. set to 2.





Target for the KPI Passenger Injury Ratio is p.t. set to 0.2.


A Number of passengers injured: = 5

B Passenger exposure hours: = 100000

KPI Value Passenger injury ratio


KPI Value = 50

KPI MinReq = 2

KPI Target = 0.2

KPI Rating

4.25.1.10 Misc.

One of the main objectives for any ship manager in the passenger industry (cruise or RoPax) is to ensure

the passengers’ safety. The KPI is an expression of the likelihood of experiencing an injury while being

onboard this ship. The indicator does not take into account the severity of injury, only the likelihood for

each passenger.


4.26 Port state control deficiency ratio 4.26.1.1 KPI Definition

This KPI expresses the company’s ability to avoid deficiencies issued during Port State Control

Inspections. The KPI represents a ratio between the numbers of reported deficiencies relative to the

number of Port State Control Inspections, as such the average number of deficiencies per inspection. By

defining the KPI as a ratio, benchmarking is feasible even between ships being subject to an uneven

number of Port State Control Inspections.










4.26.1.5 PI used

• A: Number of PSC deficiencies

• B: Number of PSC inspections




MinReq for the KPI Port state control deficiency ratio is p.t. set to 8.


Target for the KPI Port state control deficiency ratio is p.t. set to 0.





A Number of PSC deficiencies: = 12

B Number of PSC inspections: = 4

KPI Value Port state control deficiency ratio


KPI Value = 3.0

KPI MinReq = 8

KPI Target = 0

KPI Rating

4.26.1.10 Misc.


state control performance’ which measures the percentage of port state controls resulting in zero

deficiencies, ’Port state control detention’ which measures the total number of port state control

inspections resulting in a detention and this specific KPI, ’Port state control deficiency ratio’, which

measures the ratio of the total number of issued deficiencies during port state control inspection relative to

the total number of port state control inspections conducted.


4.27 Port state control detention 4.27.1.1 KPI Definition

This KPI expresses the ability to complete PSC inspections without incurring a detention (code 30). The

KPI is a simple counter of the number of PSC inspections resulting in a detention.


IMO

RESOLUTION A. 882(21), adopted on 25 November 1999

AMENDMENTS TO THE PROCEDURES FOR PORT STATE CONTROL

(RESOLUTION A.787(19))








4.27.1.5 PI used

• A: Number of PSC inspections resulting in a detention




MinReq for the KPI Port state control detention is p.t. set to 1.


Target for the KPI Port state control detention is p.t. set to 0.




A Number of PSC inspections resulting in a detention: = 1

KPI Value Port state control detention


KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.27.1.10 Misc.


state control performance’ which measures the percentage of port state controls resulting in zero

deficiencies, ’Port state control deficiency ratio’ which measures the ratio of the total number of issued

deficiencies during port state control inspection against the total number of port state control inspections

conducted and this specific KPI, ’Port state control detention’ which measures the total number of port

state control inspections resulting in a detention.

Whether this KPI should include the number of port state control inspections as a denominator is

debatable and will be considered for later releases. Whether the data should be captured for a one year

rolling time period or per quarter is also debatable as well as whether this KPI should be fleet specific.

By aggregating the KPI Values for all ships in the fleet, taking into account the total number of PSC

inspections and the number of ships in the fleet, the fleet's detention rate can be obtained.


4.28 Releases of substances 4.28.1.1 KPI Definition

This KPI expresses the company’s ability to avoid releases of substances as defined by MARPOL (Annex

1-6). This is done by counting (and aggregating) the number of (severe) spills of liquid and releases of

substances. A severe spill is a spill above one barrel (42 US gallons or 159 litres).


MARPOL. All occurrences of release of substances as defined by MARPOL (Annex 1-6) when released

should be counted.







Each ship should have its unique KPI Value and Rating on this KPI

4.28.1.5 PI used

• A: Number of releases of substances to the environment

• B: Number of severe spills of bulk liquid




MinReq for the KPI Releases of substances as def. by MARPOL Annex 1-6 is p.t. set to 1.


Target for the KPI Releases of substances as def. by MARPOL Annex 1-6 is p.t. set to 0.





A Number of accidental releases of substances covered by

MARPOL, to the environment:

= 1

B Number of severe spills of bulk liquid : = 0

KPI

Value

Releases of substances as def. by MARPOL Annex 1-6


KPI Value = 1

KPI MinReq = 1

KPI Target = 0

KPI Rating

4.28.1.10 Misc.

Sustainability is a key issue within transport. The company should strive towards zero accidental releases

of substances defined as dangerous to the environment.

Due to difficulties in measuring the actual volume/quantity of a spill or release, the KPI focus on the

number of incidents. To avoid any confusion regarding when a spill is severe we defined a severe spill as

a spill above one barrel (42 US gallons or 159 metric litres).

Operational emissions are covered by the KPIs CO2 efficiency, NOx efficiency and SOx efficiency.





4.29 Security deficiencies 4.29.1.1 KPI Definition

This KPI expresses the ship manager’s security performance measured by the number of deficiencies

recorded during external inspections and audits. The KPI counts the number of security related

deficiencies including any substandard act, practice or condition (such as lack of compliance to the ISPS

code) recorded during external inspections and audits. The number of deficiencies is then made relative to

the total number of external inspections and audits.










4.29.1.5 PI used

• A: Number of security related deficiencies





MinReq for the KPI Security deficiencies is p.t. set to 5.


Target for the KPI Security deficiencies is p.t. set to 0.





A Number of security related deficiencies: = 3

B Number of recorded external inspections : = 2

KPI Value Security deficiencies


KPI Value = 1.5

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.29.1.10 Misc.

This KPI is part of a range of KPIs related to deficiencies that are identified during external inspections

and audits. The deficiencies are categorized depending on their nature.

The total number of recorded external inspection and audits is used as a denominator in all these KPIs

(related to deficiencies) to enable benchmarking between ships that are subject to an uneven number of

external inspection and audits.


4.30 SOx efficiency 4.30.1.1 KPI Definition

This KPI expresses the mass of SOx emitted relative to the transport work performed. As the PI Value

’Emitted Mass SOx is to be given in kg, the figure is multiplied by 1 thousand to get the KPI value in

g/transport work (tonmile, passengermile, TEUmile, etc.).










4.30.1.5 PI used

• A: Emitted mass of SOx [kg]

• B: Transport work [tonmile]




MinReq for the KPI SOx efficiency is p.t. set to 1.5.


Target for the KPI SOx efficiency is p.t. set to 0.6.





A Emitted mass of

SOx:

= 2000000kg


KPI

Value

SOx efficiency


KPI Value = 0.097

KPI MinReq = 1.5

KPI Target = 0.6

KPI Rating

4.30.1.10 Misc.

The issue of SOx efficiency is complicated by the fact that there are several influencing factors. The

commercial operator is responsible for utilization of the ship’s capacity hereby affecting the transport

work. The other main factor regarding transport work is the market itself. Ship’s attributes such as hull

design, engine type (and to some extent age) as well as the load factor for each voyage are all influencing

the quantity of emitted mass of SOx through the amount of fuel burned.


4.31 Training days per officer 4.31.1.1 KPI Definition

This KPI expresses the company’s commitment to maintain and enhance the officers’ competence. The

KPI represents the ratio between the ship manager’s efforts in training over the total number of officer

working days. Basically the average number of training days per officer day at sea.











4.31.1.5 PI used

• A: Number of officer trainee man days

• B: Number of officer days onboard all ships




MinReq for the KPI Training days per officer is p.t. not decided.


Target for the KPI Training days per officer is p.t. not decided.





A Number of officer trainee man days: = 59

B Number of officer days onboard all ships under technical

management (DOC):

= 4500

KPI

Value

Training days per officer


KPI

Value

= 0.013

KPI MinReq =

KPI Target =

KPI

Rating

As the MinReq and Target is not yet decided for this KPI we are unable to

produce a calculation example

4.31.1.10 Misc.

The ship manager’s effort to maintain and enhance the officers’ competence is vital.


4.32 Ship availability 4.32.1.1 KPI Definition

This KPI expresses the company’s ability to minimize the unplanned unavailability. The KPI calculates

the ship utilization as a percentage of the total utilization time available.







be 2008-04-01 to 2009-03-31.




4.32.1.5 PI used

• A: Actual unavailability

• B: Planned unavailability


(24 x 365 - B) - A = time the charterer is required to pay for



MinReq for the KPI Ship availability is p.t. set to 97.


Target for the KPI Ship availability is p.t. set to 100.





A

Actual

unavailability:

= 23

B

Planned unavailability: = 18

KPI

Valu

e

Ship availability


KPI Value = 99.74%

KPI MinReq = 97%

KPI Target = 100%

KPI Rating

4.32.1.10 Misc.

Keeping the ship available to the client is among the most important responsibilities of the ship manager.

The KPI calculates the ship utilization as a percentage of the 100% availability which is found by

subtracting hours of planned unavailability from 365x24.


4.33 Vetting deficiencies 4.33.1.1 KPI Definition

This KPI expresses the ship manager’s ability to avoid deficiencies and negative observations from

vetting inspections.

The KPI counts the number of deficiencies (including any substandard act, practice or condition) and

negative observations, recorded during vetting inspections. The number of deficiencies and negative

observations is then made relative to the total number of vetting inspections.


OCIMF SIRE 2010.








4.33.1.5 PI used

• A: Number of vetting deficiencies

• B: Number of vetting inspections




MinReq for the KPI Vetting deficiencies is p.t. set to 5.


Target for the KPI Vetting deficiencies is p.t. set to 0.





A Number of vetting deficiencies: = 4

B Number of vetting inspections: = 2

KPI Value Vetting deficiencies


KPI Value = 2

KPI MinReq = 5

KPI Target = 0

KPI Rating

4.33.1.10 Misc.

Only ships eligible for vetting inspections should report PI Values for this KPI. Ships not eligible for

vetting inspections will be assigned the value "N/A".


5 Performance Indicators 5.1 Actual Drydocking costs 5.1.1.1 PI Definition

This PI captures ship’s actual drydocking costs.

This PI, Agreed Drydocking Budget (PI004), Agreed Drydocking Duration (PI005) and Actual Drydocking

duration (PI002) are used to express Drydocking Planning Performance (KPI010).

The total actual costs associated with the drydocking. This shall include in-water survey (IWS),

modifications and repairs, not included in routine running costs. It also includes costs for any additional

work not planned for before the drydocking.

UNIT US$

PERIOD Captured and reported in the quarter the drydocking was completed

SCOPE Reported on a ship level

5.1.1.2 Example

Actual drydocking cost in US$ = 3,920,800






5.2 Actual drydocking duration 5.2.1.1 PI Definition

This PI captures the ship’s actual drydocking duration.

This PI, Agreed Drydocking Duration (PI005), Agreed Drydocking Budget (PI004) and Actual

Drydocking Cost (PI001) are used to express Drydocking Planning Performance (KPI010).

The Actual Drydocking Duration. This shall include in-water Survey (IWS), modifications and repairs.

UNIT DAYS

PERIOD Captured and reported in the quarter the drydocking was completed


5.2.1.2 Example

Actual drydocking duration = 16.4 days




https://www.shipping-kpi.org/book/definition/kpi010


5.3 Actual unavailability 5.3.1.1 PI Definition

This PI captures the ship’s actual unavailability.

This PI and Planned Unavailability (PI062) are used to measure Ship Availability (KPI032).

The number of hours actually lost to ship-owner due to interruption of service in the given quarter.

It is further defined as the time lost due to interruption of service (level) caused among others by:

deficiency, default, strike, accident or illness of the crew, deficiency of stores, explosion, fire, damages,

breakdown, repairs, modification, overhaul, maintenance of hull, machinery or equipment, grounding,

requisition, detention, quarantine, arrest of the Ship, drydocking for the purpose of examination, cleaning

and/or painting bottom of underwater parts and/or repair including steaming time to shipyard, losses of

time due to hot or cold lay-up, war, acts of piracy, smuggling, stowaways, industrial actions against the

ship or her crew, reduction of ship's performance regarding speed or cargo handling, or by any other

similar cause preventing the full working of the Ship.

UNIT HOURS

PERIOD Captured for a one year rolling time period and reported on a quarterly basis


5.3.1.2 Example

Actual unavailability:

Quarter1: 15 hours (11 hours ME maintenance plus 4 hours cargo crane repairs)

Quarter2: 130 hours (88 hours planned Drydocking plus 42 hours steaming TO shipyard),

Quarter3: 4 hours (2 hours ME maintenance plus 2 hours delay to repatriate sick crew),

Quarter4: 186 hours (180 hours Hot Layup plus 6 hours hull cleaning/shaving)




5.4 Agreed drydocking budget 5.4.1.1 PI Definition

This PI captures ship’s drydocking budget.

This PI, Actual Drydocking Costs (PI001), Agreed Drydocking Duration (PI005) and Actual Drydocking

duration (PI002) are used to express Drydocking Planning Performance (KPI010).

The total budget amount associated with the drydocking as agreed between the ship manager and owner

BEFORE the drydocking. This shall include in-water survey (IWS), modifications and repairs, not included

in routine running costs. Any additional work which is approved AFTER the drydocking has started shall

not be taken into account.

UNIT US$

PERIOD Captured and reported in the quarter the drydocking was completed.


5.4.1.2 Example

Agreed drydocking budget in US$ = 4 000 000




https://www.shipping-kpi.org/book/definition/kpi010


5.5 Agreed drydocking duration 5.5.1.1 PI Definition

This PI captures the ship’s agreed drydocking duration.

This PI, Actual Drydocking Duration (PI002), Agreed Drydocking Budget (PI004) and Actual

Drydocking Cost (PI001) are used to express Drydocking Planning Performance (KPI010).

The Agreed Drydocking Duration as agreed between ship manager/owner and shipyard BEFORE the

drydocking. This shall include in-water survey (IWS), modifications and repairs. Any extension of the

duration which is approved (agreed) AFTER the drydocking has commenced shall NOT be taken into

account.

UNIT DAYS

PERIOD Captured and reported in the quarter the drydocking was completed.


5.5.1.2 Example

Agreed drydocking duration = 14.2 days






5.6 Average number of officers employed 5.6.1.1 PI Definition

This PI is used to measure the average number of officers employed in the Company.

This PI, Number of Beneficial Officer Terminations (PI016), Number of Officers Terminations from

whatever cause (PI041), Number of Unavoidable Officer Terminations (PI056) are used to express ship

manager ability to retain their officers (Officer retention rate - KPI022).

This is the average number of officers having been under contract with the ship manager (DOC) during

the last two years.

Average number of officers employed in the period is found by adding the highest number of officers

under contract at any time during the last two years to the lowest number of officers under contract at any

time during the last two years and divide by 2.

UNIT OFFICERS

PERIOD Captured for a two year rolling time period and reported on a quarterly basis

SCOPE Reported for the whole fleet and given to any DOC Holders for their individual PI

reporting

5.6.1.2 Example

Q3 2025

Beginning tracking date is 01/07/2018

Last Tracking Date is 30/09/2018

Minimum number of Officers at any given date during this period: 225

Maximum number of Officers at any given date during this period: 275

Average number of officers employed= (225+275)/2=250

5.6.1.3 Reference

OCIMF’s officer retention rate as defined in Tanker Management Self-Assessment.






5.7 Emitted mass of CO2 5.7.1.1 PI Definition

The total mass of emitted CO2 in laden and ballast condition, calculated on the basis of fuel consumption.

PI007 is used by KPI005 to express CO2 efficiency.

The mass of CO2 emitted by the vessel is calculated by multiplying given fuel type consumption

expressed in metric tons by a respective non-dimensional conversion factor provided below.

The total mass of CO2 emitted by the vessel is calculated by adding masses of CO2 emitted by the vessel

burning all, different types of fuel.

Respective fuel consumptions shall be calculated only for voyages completed during given quarter in

order to be compared to the Transport Work (PI064). This means that an inaccuracy is acceptable with

respect to the definition of the quarter.

5.7.1.2 Example

Bunker consumption: 33,232.73 metric tons Heavy Fuel Oil

Bunker consumption:

2060.00 metric tons Heavy Fuel Oil

Emitted mass CO2 = 2060.00 mts * 3.114 = 6414.84 mts

182.00 metric tons of Diesel

Emitted mass CO2 = 182.00 mts * 3.206 = 583.49 mts

Total mass of emitted CO2 = 6414.84 mts + 583.49 mts = 6998.33 mts

5.7.1.3 References (MEPC.1/ Circ.684 17 August 2009)

Type of fuel ISO specification ton CO2/ton Fuel

Diesel / Gasoil ISO 8217 Grades DMX through DMC 3.20600

Light Fuel Oil ISO 8217 Grades RMA through RMD 3.15104

Heavy Fuel Oil ISO 8217 Grades RME through RMK 3.11440

Liquefied Petroleum Gas (LPG) Butane 3.03000

Liquefied Petroleum Gas (LPG) Propane 3.00000

Liquefied Natural Gas (LNG) 2.75000

5.7.1.4 Explanatory Note

UNIT METRIC TONS

PERIOD Captured and reported on a quarterly basis

SCOPE Reported on ship level





Calculation is based on the fuel consumption and fuel quality/type, so to be accurate the emitted mass

should be calculated for each voyage as this has to be compared to the transport work of the voyage legs.

Only completed voyages legs should be reported, this means that a slight inaccuracy have to be tolerated

with respect to the definition of the quarter.


5.8 Emitted mass of NOx 5.8.1.1 PI Definition

This PI is used in calculation of energy efficiency in the KPI NOx efficiency by dividing the value on the

PI Transport work.

This PI is used to express NOx efficiency (KPI021).

The mass of NOx emitted by the vessel is calculated by multiplying given engine type consumption

expressed in metric tons (depending on its load) by a respective conversion factor provided below.

The total mass of NOx emitted by the vessel is calculated by adding masses of NOx emitted by all

different vessel engine types.




UNIT KILOGRAMS (Kg)



5.8.1.2 Example

Bunker consumption: 3060.00 Metric Tons Heavy Fuel Oil. Ship's engine speed: 110 RPM

NOx = 3060 Metric Tons x 100 = 306000 Kgs

Average NOx emission factors for different engine speedRPM

100 kg per metric ton fuel used < 200

70 kg per metric ton fuel used 200-1000

60 kg per metric ton fuel used 1000-1500

55 kg per metric ton fuel used > 1500

5.8.1.3 Reference

MARPOL Annex VI Appendix II - Test cycles and weighting factors (Regulation 13)

Engines actual NOx Emission Value (g/kWh) according to NOx Technical File

5.8.1.4 Explanatory Note

To be accurate the emitted mass should be calculated for each voyage leg as this has to be compared to

the transport work of the laden voyage. Only voyage legs completed should be reported, this means that a

slight inaccuracy have to be tolerated with respect to the definition of the quarter.




5.9 Emitted mass of SOx 5.9.1.1 PI Definition

This PI is used in calculation of energy efficiency in the KPI SOx efficiency by dividing the value on the

PI Transport work.

PI009 is used to express SOx efficiency (KPI030).

The mass of SOx emitted by the vessel is calculated by multiplying given fuel type consumption

expressed in metric tons and sulphur content factor expressed in kg/metric ton.

Sulphur content factor is calculated by multiplying fixed parameter of 20kg/mt and given fuel type

sulphur content percentage expressed as absolute value.

The total mass of SOx emitted by the vessel is calculated by adding masses of SOx emitted by the vessel

burning all, different types of fuel.




UNIT KILOGRAMS (Kg)



5.9.1.2 Example

Bunkers consumption: 3060.00 metric tons Heavy Fuel Oil

Sulphur content factor: 3,5[%] * 20[kg/ton] = 90 [kg/ton]

Emitted mass SOx = 3060.00 [metric tons] * 90 kg/ton = 275,400 kg

5.9.1.3 References

IMO GHG Study Annex 6 Details for Section 2: other GHG emissions and relevant substances

5.9.1.4 Explanatory Notes

1. Sulphur content should be taken from fuel quality report and emissions must be calculated for

each fuel quality and aggregated. To be accurate the emitted mass should be calculated for each

voyage leg. Only voyage legs completed should be reported, this means that a slight inaccuracy

have to be tolerated with respect to the definition of the quarter.





2. The emitted mass of SOx is based on a parameter called the "Sulphur Content Factor". The

parameter is itself based on two parameters, one fixed (20) and one dynamic (the sulphur content

in the fuel burned). This formula is based on the IMO GHG study which uses this formula.


5.10 Last year’s AAE (Additional Authorized Expenses) 5.10.1.1 PI Definition

This PI captures ship’s actual previous fiscal year approved Additional Authorized Expenses.

This PI, Last Year Running Cost Budget (PI012), Last Year Actual Running Costs and Acrruals (PI011)

are used to express Running Cost Budget Performance (KPI002).

The additional expenses agreed relating to running cost budget referred to in PI012 for previous fiscal

year. This includes maintenance, repair, crewing, spares /stores, management cost and /or fee and

lubricants.

Insurance and capital expenses, such as modifications and drydocking expenses shall be excluded.

UNIT US$

PERIOD

Reported annually. PI010 is reported together with PI011 (Last Year Actual

Running Costs and Accruals) and PI012 (Last year's running cost budget) in the

quarter when PI011 is settled


5.10.1.2 Example

Last year Additional Authorized Expenses per for this ship in US$ = 250 000










5.11 Last year’s actual running costs and accruals 5.11.1.1 PI Definition

This PI captures a ship’s actual previous fiscal year running costs and accruals.

This PI, Last Year Running Cost Budget (PI012) and Last Year Additional Authorized Expenses (AAE)

(PI010) are used to express Running Cost Budget Performance (KPI002).

The total last (fiscal) year actual running costs and accruals per ship. This includes maintenance, repair,

crewing, spares /stores, management cost and /or fee and lubricants.


UNIT US$

PERIOD

Reported annually. PI011 is reported together with PI010 (Last Year Additional

Authorized Expenses (AAE)) and PI012 (Last year’s running cost budget) in the

quarter when PI011 is settled (account is closed)


5.11.1.2 Example

Last year’s actual running cost and accruals for this per ship in US$ = 2 400 000









5.12 Last year’s running cost budget 5.12.1.1 PI Definition

This PI captures a ship’s previous fiscal year running cost budget.

This PI, Last Year Actual Running Costs and Accruals (PI011) and Last Year Additional Authorized

Expenses (AAE) (PI010) are used to express Running Cost Budget Performance (KPI002).

The total last (fiscal) year running cost budget per ship as approved by ship owner prior to the beginning

of the fiscal year. This includes maintenance, repair, crewing, spares /stores, management cost and /or fee

and lubricants.


UNIT US$

PERIOD

Reported annually. PI012 is reported together with PI011 (Last year’s actual

running costs and accruals) and PI010 (Last year’s Additional Authorized Expenses

(AAE)) in the quarter when PI011 is settled


5.12.1.2 Example

Last year’s running cost budget of this ship in US$ = 2 200 000









5.13 Number of absconded crew 5.13.1.1 PI Definition

This PI is used to measure the Number of Absconded Crew.

This PI, Number of cases where drugs or alcohol is abused (PI020), Number of charges of criminal

offences (PI021), Number of dismissed crew (PI026), Number of logged warnings (PI036) and Total

exposure hours (PI063) are used to express ability of the company’s management to maintain crew

discipline (Crew disciplinary frequency - KPI008).

The number of crew absent without leave (AWOL). Crew in this case refers to any person being signed

on as part of the ship's complement (e.g. officers, ratings, and cadets). It represents the number of crew

who are not present and without prior notice at the time of the ship’s departure from any given port while

written on the Crew List.

UNIT ABSCONDED

PERIOD Captured for a one year rolling time period and reported on a quarterly basis.

SCOPE Ship level. Each ship should be given its unique Value

5.13.1.2 Example

Number of Absconded crew= 0








5.14 Number of allisions 5.14.1.1 PI Definition

This PI captures number of allisions of a ship in a given quarter.

This PI, PI022 (Number of collisions) and PI033 (Number of groundings) are used to express company’s

navigational performance (KPI020 Navigational Incidents).

The allision incidents when the ship strikes a fixed object. Fixed objects include floating buoys, fixed

mooring installations, moored ships and off-shore installations. Data shall be captured from internal

reporting as well as any official incident reports to give a good and valid expression of ship’s navigational

performance.

UNIT ALLISIONS

PERIOD Captured and reported on a quarterly basis.

SCOPE Reported on ship level.

5.14.1.2 Example

In the 1st quarter:

- ship has hit a cardinal buoy on Jan 12th,

- ship has hit another moored ship on Feb 16th,

- ship has hit a mooring dolphin on March 1st,

- ship has has made a contact with a floating buoy on March 5th.

Number of allisions = 4





5.15 Number of ballast water management violations 5.15.1.1 PI Definition

This PI captures the total number of recorded violations of applicable rules and regulations related to ballast

water management.

The PI is the only PI in the KPI Ballast water management violations (KPI001) and is used to express

company’s environmental performance in respect of Ballast Water Management.

The number of times where prevailing regulations regarding ballast water management have been

violated and recorded by an external party (maritime authorities). Prevailing regulations include

international, regional, national and local regulations.

UNIT VIOLATIONS



5.15.1.2 Example

The ship calls a port and local authorities find problems with samples from five ballast water tanks. This

count as one violation.

Ballast water exchange not conducted as per regulations or not outside a specified zone prior calling a

port.

5.15.1.3 References

International Convention for the Control and Management of Ships' Ballast Water and Sediments (BWM)

and national regulations.



5.16 Number of beneficial officer terminations 5.16.1.1 PI Definition

This PI is used to measure the Officers Termination considered Beneficial for the Company.

This PI, Average Number of Officers Employed (PI006), Number of Officers Terminations from

whatever cause (PI041), Number of Unavoidable Officer Terminations (PI056) are used to express ship

manager ability to retain their officers (Officers’ retention rate - KPI022).

Termination is the event where an officer, who has been employed with the ship owner or ship manager

within the period of the last TWO (2) years (before the Termination), leaves the company.

Beneficial officer termination represents Terminations that provide benefits to the company by Officers

leaving the company (for example underperformers or made redundant).

UNIT TERMINATIONS

PERIOD

Captured for a two year rolling time period and reported on a quarterly basis


reporting

5.16.1.2 Example

During a quarter, 4 officers leave the fleet. 2 officers are marked as underperformer and will not be

eligible for contract renewal. Number of beneficial officer terminations = 2

5.16.1.3 References

OCIMF’s officer retention rate as defined in the Tanker Management Self-Assessment (TMSA).






5.17 Number of cadets under training with the ship manager 5.17.1.1 PI Definition

This PI is used to measure the Number of cadets under training with the ship owner or ship manager.

This PI and Number of ships under technical management (DOC) (PI057) are used to expresses the

company’s efforts to take on new cadets (Cadets per ship - KPI003).

The number of cadets under training with the ship owner or ship manager during the reporting quarter.

The data is captured by counting the number of Cadets training on board of all ships in the fleet on the

last day of the given quarter.

UNIT CADETS

PERIOD Captured on the last day of the quarter and reported quarterly.


reporting.

5.17.1.2 Example

On the last day of the quarter:

- 37 ships with 3 Cadets on board each and

- 6 ships with 2 Cadets on board each

Number of cadets under training with the ship owner or ship manager on the last day of the quarter= 123




5.18 Number of cargo related incidents 5.18.1.1 PI Definition

This PI captures number of cargo related incidents.

This is the only PI in the KPI004 “Cargo related incidents”.

The number of incidents during cargo operations attributable to the ship, her equipment, her crew and/or

failures of Owners and/or ship board procedures and/or practices. The PI includes but is not limited to:

• Rejection of ship or holds/tank prior to loading

• Inability to load full agreed quantity

• Failures/underperformance of ship's cargo equipment

• Cargo contamination

• Any other cargo incident caused by:

o Negligence by ship's crew

o Inadequate company and ship board procedures and practices

The PI excludes the following external factors causing incidents:

• Stevedore/shore staff

• Inherent vice (nature of cargo)

• Shore equipment

• False or incorrect declarations by the shipper, etc.

UNIT INCIDENTS

PERIOD PI018 is captured and reported on a quarterly basis.


5.18.1.2 Example

In 1st quarter cases of cargo related incidents attributable to the ship:

- The ship short-loaded cargo of grain products due to error in stability calculation on Jan 2nd,

- The ship stopped discharge due to breakdown of cargo crane on Feb 15th,

- The ship received a claim for cargo contamination with previous cargo carried onboard on Feb 18th.

Number of incidents related to cargo operations = 3

Examples not attributable to the ship:

- The ship short-loaded cargo of grain due to Stowage Factor error in Shipper’s Cargo Declaration on Mar

12th,

- The ship stopped discharge due to damage to cargo crane caused by shore hired crane driver on Feb 17th

- The ship received a claim for cargo contamination caused by shore loading equipment (different grain

cargo)




5.19 Number of cases where a crew member is sick for more than 24

hours 5.19.1.1 PI Definition

This PI captures the number of cases where crew members are sick for more than 24 hours.

This PI, PI019 (Number of fatalities due to sickness) and PI063 (Total Exposure hours) are used to express

company’s ability to prevent crew sickness and fatalities while serving on board (KPI018 - Lost Time

Sickness Frequency).

The number of recorded cases where an individual among the crew or any person being part of the ship's

complement (e.g. officers, ratings, cadets, superintendents) is sick for more than 24 hours. The individual

must have been onboard the ship for a minimum of four days. Defining what is meant by sick "is an

individual being unable to carry out his duties or to return to work, or to a scheduled work shift on the next

day following the sickness".

UNIT SICK CASES


SCOPE Reported on a ship level.

5.19.1.2 Example

An officer reports that he needs to stay in bed due to a flu outbreak. He has been onboard the ship since

the ship left Rotterdam three days ago.

A ships cook is unable to carry out his duties one morning due to severe headache. The ships cook came

onboard as the ship berthed in Hamburg four days ago.

A seafarer is unable to work for half a day due to an upset stomach.

The above counts as a sickness case.





5.20 Number of cases where drugs or alcohol is abused 5.20.1.1 PI Definition

This PI is used to measure the Number of cases where drugs or alcohol were abused

This PI is used in the calculation of KPI008 Crew disciplinary frequency and is part of six PIs related to

crew misbehaviour.

This PI, Number of absconded crew (PI013), Number of charges of criminal offences (PI021), Number of

dismissed crew (PI026), Number of logged warnings (PI036) and Total exposure hours (PI063) are used

to express the company’s ability to maintain discipline (Crew disciplinary frequency - KPI008).

The number of cases where any person being part of the ship's complement (e.g. officers, ratings and

cadets) violates company’s drugs and alcohol abuse prevention policy. This includes also violation of

local procedures and/ or regulations.

The number of cases is based on a documented record of violation. This indicates that people with alcohol

and drug addictions are counted each time they have a logged warning or any other written record of their

abuse.

UNIT DRUG OR ALCOHOL ABUSES

PERIOD

Captured for a one year rolling time period and reported on a quarterly basis.

SCOPE Reported on a ship level (each ship should be given its unique Value)

5.20.1.2 Example

A crew member is caught abusing Drugs, it might also be accounted in some circumstances as Criminal

Offence (depending on the Jurisdiction) and in most cases he might be dismissed. In this case PI020,

PI021 and PI026 are affected by this single occurrence.

PI020 Number of times drugs or alcohol have been abused = 1

PI021 Number of charges of criminal offences = 1

PI026 Number of dismissed ship’s personnel = 1















5.21 Number of charges of criminal offences 5.21.1.1 PI Definition

This PI is used to measure the Number of charges of criminal offences.


crew misbehaviour.

This PI, Number of absconded crew (PI013), Number of cases where alcohol and drugs where abused

(PI020), Number of dismissed crew (PI026), Number of logged warnings (PI036) and Total exposure

hours (PI063) are used to express the company’s ability to maintain discipline (Crew disciplinary

frequency - KPI008).

Number of cases where any person being part of the ship's complement. (e.g. officers and ratings) is

charged with a criminal offence. In cases where the charge is later withdrawn, the relevant Value should

not be updated.

UNIT OFFENSES



5.21.1.2 Example





















5.22 Number of collisions 5.22.1.1 PI Definition

This PI, PI014 (Number of allisions) and PI033 (Number of groundings) are used to express company’s


The number of collision incidents between the ship and another moving object. Data shall be captured from

internal reporting as well as any official incident reports to give a good and valid expression of ship’s

navigational performance.

UNIT COLLISIONS



5.22.1.2 Example

In the 1st quarter:

- the ship collided with another ship under way on Jan 15th,

- the ship made contact with a another ship at anchor while berthing on Feb 2nd,

- adrift tug (lost propulsion) made a contact with the ship during berthing on Feb 13th,

Number of collisions = 3





5.23 Number of conditions of class 5.23.1.1 PI Definition

This PI reports the number of Conditions of Class that are issued to a ship at any given time during given

quarter.

The PI is the only PI in the KPI006 Condition of class.

Number of Conditions of Class issued during the reporting period. Condition of Class (CoC) is a written

statement from class. The “Condition of Class” definition might differ between class societies, as some use

term “Condition of Class”, others use term “recommendation”. Data concerning this PI can be taken from

class records and/or inspection reports, and should be aggregated from the inspections held during the

reporting period.

UNIT CONDITIONS OF CLASS



5.23.1.2 Example

During 1st quarter:

- Jan 15, 2015 - MF/HF equipment to be made operational by 15th February (30 days from the date of

issue)

- Jan 15, 2105 - Buckling in No. 2 Port ballast tanks IWO of centerline girder between frame 74 and 76 to

be rectified by next docking

Number of conditions of class = 2

5.23.1.3 References

IACS – Only CoC or recommendations to be reported, memoranda (MO – Memo to Owner) and other

similar entries should not to be included.



5.24 Number of contained spills of liquid 5.24.1.1 PI Definition

This PI captures number of contained spills of liquid during given quarter.

This PI is the only PI in the KPI007 Contained Spills.

Total number of spills contained on deck (where nothing went overboard) of liquids as covered by

MARPOL.

Data for this PI shall be based on internal reporting. The procedure and process for such reporting should

be included in the Safety Management System so that the process can be audited.

UNIT SPILLS



5.24.1.2 Example

During 1st quarter the ship reported following spills:

- 1bbl fuel oil spilled during bunkering operation contained on deck on Jan 25th.

- 15 litres of cargo oil spilled and contained on deck while renewing dresser coupling of no. 2 cargo

pipeline on Feb 1st,

- about 20 litres of HFO spilled in Purifier room during routine maintenance on Mar 3rd,

Number of contained spills = 3



5.25 Number of seafarers not relieved on time 5.25.1.1 PI Definition

This PI is used to measure the Number of seafarers not relieved on time.

This PI is used in the KPI009 Crew planning which reflects the ship manager’s ability to adhere to agreed

tenure of contracts.

This PI and Number of violations of rest hours (PI060) are used to express the company’s ability to

relieve crew on time as well as to avoid violations of rest hour’s regulations (Crew Planning - KPI009).

Number of seafarers not relieved within the agreed tenure of contract including extensions imposed by the

ship owner or ship manager, but excluding mutually agreed extensions and extensions initiated by the

seafarer. Dismissals and Terminations should not count in this PI.

UNIT SEAFARERS



5.25.1.2 Example

A Crew, under contract for 6 months, is relieved after 7 months.

Number of crew not relieved on time = 1

5.25.1.3 References

Reference is made to the Maritime Labour Convention (MLC) Regulation 2.5 – Repatriation and

Regulation 2.4 Entitlement to leave.





5.26 Number of dismissed crew 5.26.1.1 PI Definition

This PI is used to measure Number of dismissed ship’s personnel


crew misbehaviour.

This PI, Number of absconded crew (PI013), Number of cases where drugs or alcohol were abused

(PI020), Number of charges of criminal offences (PI021), Number of logged warnings (PI036) and Total

exposure hours (PI063) are used to express the company’s ability to maintain discipline (Crew

disciplinary frequency - KPI008).

The number of cases where any person being part of the ship's complement. (e.g. officers, ratings and

cadets) has been dismissed due to breach of internal/external procedure or regulation and as a

consequence his contract is being terminated prior to completion.

The number of cases are based a documented record of the breach and dismissal.

Such a dismissal may also count as Beneficial Termination if the crew member is an officer and the

incident leading to the dismissal also leaves the officer as "not for reemployment".

UNIT DISMISSALS



5.26.1.2 Example





















5.27 Number of environmental related deficiencies 5.27.1.1 PI Definition

This PI captures number of environmental related deficiencies recorded during given quarter.

This PI and PI052 “Number of external inspections” are used to express company’s environmental

performance - KPI011 “Environmental deficiencies”.

Definition

Number of environmental related deficiencies and/or non-conformities (excluding operational-,

navigational-, HR-, security-, health and safety deficiencies) including any substandard act, practice or

condition of an environmental consequence (local regulations and MARPOL) recorded during external

inspections and audits by external bodies (class, port state, flag state, underwriters, ITF) including statutory

audits, but excluding other voluntary inspections made for the purpose of quality improvement or for

commercial reasons, such as SIRE, CDI or other charterer inspections.

UNIT DEFICIENCIES



5.27.1.2 Example

Number of environmental related deficiencies = 3

Examples of applicable THETIS Deficiency Coding: all deficiency codes starting with 14 are

environmental.




5.28 Number of explosion incidents 5.28.1.1 PI Definition

This PI captures total number of explosion incidents on board a ship.

This PI and PI032 “Number of fire incidents” are used to express company’s ability to avoid fire and

explosions onboard the ships - KPI013 “Fire and Explosions”.

The number of explosion incidents on board a ship. This includes explosion that occurred on board in

repair facilities.

Include explosions of equipment such as turbo chargers, compressors, economisers, etc.

If a fire leads to an explosion or an explosion to a fire count the incident only once. Count the main event,

not the immediate cause. If an explosion caused a fire count the incident as a fire. If a fire caused an

explosion count the incident as an explosion.

UNIT INCIDENTS



5.28.1.2 Example

In the quarter the ship suffered one cargo tank explosion and a turbo charger explosion. Number of

explosion incidents = 2




5.29 Number of failures of critical equipment and systems 5.29.1.1 PI Definition

This PI captures total number of failures of critical equipment and systems.

This PI is the only PI in the KPI012 “Failure of critical equipment and systems”.

The number of failures to equipment and systems in the critical list as defined in the company's Safety

Management System.

If multiple faults result in the same unavailability they should all be counted, as this PI measures the state

of the system, not the consequence of the failure.

UNIT FAILURES



5.29.1.2 Example

During 1st quarter ship reported:

- OWS in-operational due to mechanical fault on Jan 10th,

- Emergency generator not starting on auto mode on Jan 20th,

- Breakdown of GMDSS antennae on Feb 25th,

- ECDIS/radar failure on Mar 25th,

Number of failures of critical equipment and systems = 4

5.29.1.3 References

Chapter 10.3 of the ISM Code



5.30 Number of fatalities due to work injuries 5.30.1.1 PI Definition

This PI captures the number of cases where crew members died as a result of a work injury.

This PI, PI037 (Number of lost workday cases), PI046 (Number of permanent partial disabilities), PI047

(Number of permanent total disabilities (PTD)) and PI063 (Total Exposure Hours) are used to express the

company’s work safety performance (KPI017 – Lost Time Injury Frequency).

Number of deaths on board among the crew or any person being part of the ship's complement (e.g. officers,

ratings and cadets) resulting from a work injury (not illness or other conditions) regardless of the length of

time between the injury and death.

UNIT FATALITIES



5.30.1.2 Example

A crew member is being hit by a falling object in the first quarter, suffers a stroke and dies. Later analysis

shows that the crew member had a condition which caused the stroke and the accident itself was not the

reason for his stroke. This does not count as a fatality due to injury.

Would the above case have been confirmed in Q3 as a result of the falling object the death should be

reported in Q3.

Such issues (which is disputes and finalized after some time) are corrected in next reporting

5.30.1.3 References

Lost Time Injury Frequency (LTIF) is defined by OCIMF under the Marine Injury Reporting Guidelines

which is calculated on one year rolling period.







5.31 Number of fatalities due to sickness 5.31.1.1 PI Definition

This PI captures the number of cases where crew members died as a result of a work injury.

This PI, PI019 (Number of crew sick for more than 24 hours) and PI063 (Total Exposure hours) are used

to express the company ability to safeguard crew sickness and fatalities while serving onboard (KPI018 –

Lost Time Sickness Frequency).

Number of confirmed deaths on board the vessel among the crew or any person being part of the ship's

complement (e.g. officers, ratings and cadets) resulting from confirmed cases of sickness, also including

suicide (mental illness).

UNIT FATALITIES



5.31.1.2 Example

A cadet commits suicide onboard the ship in Q1. Initial investigations reveal that he was constantly

bullied by other crew members. A trial in Q3 confirms the bullying being a direct cause of the suicide.

This confirmation results in the suicide counting as a fatality due to sickness and it should be reported in

Q3.


This PI is also an indicator if the work environment on board is influencing the mortality of the seafarer.





5.32 Number of fire incidents 5.32.1.1 PI Definition

This PI captures total number of fire incidents on board a ship.

This PI and PI028 “Number of explosion incidents” are used to express company’s ability to avoid fire and

explosions onboard the ship - KPI013 “Fire and Explosions”.

The number of fire incidents on board the ship. This includes fires that occurred on board in repair facilities.

False alarms are not counted; the severity of the fire is not factored in, just the occurrence of fire.

If a fire leads to an explosion or an explosion to a fire count the incident only once. Count the main event,

not the immediate cause. If an explosion caused a fire count the incident as a fire. If a fire caused an

explosion count the incident as an explosion.

UNIT INCIDENTS



5.32.1.2 Example

Number of fire incidents = 1




5.33 Number of groundings 5.33.1.1 PI Definition

This PI captures number of groundings of a ship in a given quarter.

This PI, PI014 (Number of Allisions) and PI022 (Number of collisions) are used to express company’s


The groundings including incidents of stranding, i.e. when the ship makes any contact with the sea bed and/

or sea shore, including reefs or sea mounts. Data shall be captured from internal reporting as well as any

official incident reports to give a good and valid expression of ship’s navigational performance.

UNIT GROUNDINGS



5.33.1.2 Example

Ship touched river bank while at anchor on March 5th.

Ship ran aground while under way fully laden on Up River sand bar on March 25th.

Number of groundings = 2


Intentional beaching for the safety of the ships and crew is not to be included in this PI.





5.34 Number of health and safety related deficiencies 5.34.1.1 PI Definition

This PI captures number of health and safety related deficiencies recorded during given quarter.

This PI and PI052 “Number of recorded external inspections” are used to express company’s ability to

avoid health and safety related deficiencies - KPI015 “Health and Safety deficiencies”.

Number of health and safety related deficiencies and/or non-conformities (excluding operational-,

navigational-, HR-, security- and environmental deficiencies) including any substandard act, practice or

condition recorded during external inspections and audits by external bodies (class, port state, flag state,

underwriters, ITF) including statutory audits, but excluding other voluntary inspections made for the

purpose of quality improvement or for commercial reasons, such as SIRE, CDI or other charterer

inspections.

UNIT DEFICIENCIES



5.34.1.2 Example

Number of health and safety related deficiencies = 3

Examples of applicable THETIS Deficiency Coding (basis Paris MoU): all deficiency codes starting with

07, 08, 09, 11, 12, 15 are related to health and safety




5.35 Number of HR related deficiencies 5.35.1.1 PI Definition

This PI captures number of Human Resources related deficiencies recorded during given quarter.

This PI and PI052 “Number of external inspections” are used to express company’s ability to avoid HR

related deficiencies – KPI016 “HR deficiencies”.

Number of HR related deficiencies and/or non-conformities (excluding operational-, navigational,

environmental, security- and health and safety deficiencies) including any substandard act, practice, or




inspections.

UNIT DEFICIENCIES



5.35.1.2 Example

Number of HR related deficiencies = 3

Examples of applicable THETIS Deficiency Coding: all deficiency codes starting with 18 are crew

related. Some certification in code 01 are also related to crewing.




5.36 Number of logged warnings 5.36.1.1 PI Definition

This PI is used to measure the Number of logged warnings.


crew misbehaviour.

Any logged warning given by superior to any person being part of the ship's complement (e.g. officers,

ratings and cadets).

Any logged warnings in this context also include verbal warnings, but records of such a verbal warning

being issued have to be available for documentation. Any such dismissal may also count as a Beneficial

Termination if the crew member is an officer and the incident leading to the logged warning also leaves

the officer as not for re-employment

UNIT WARNINGS



5.36.1.2 Example

Number of logged verbal warnings = 3

Number of logged written warnings = 1

PI036 Number of logged warnings: 3 + 1 = 4




5.37 Number of lost workday cases 5.37.1.1 PI Definition

This PI captures the number of cases where crew members were unable to carry out any of his duties.

This PI, Number of fatalities due to injuries (PI030), Number of permanent disabilities (PI046) and Total

Exposure Hours (PI063) are used to express the company’s ability to safeguard crew against injuries and

fatalities (Lost Time Injury Frequency - KPI017).

Number of injuries among the crew or any person being part of the ship's complement (e.g. officers, ratings,

cadets, superintendents) which results in the individual being unable to carry out his duties or to return to

work, or to a scheduled work shift on the next day following the injury.

UNIT CASES

PERIOD

Captured for a one year rolling time period and reported on a quarterly basis


5.37.1.2 Example

A crew member loses his balance and falls down a staircase. His ankle is strained and he needs to keep

his foot high for 2 days, hereby unable to carry out his duties. This counts as one Lost Workday Case.

5.37.1.3 References


and is calculated on one year rolling period.


Unless caused be delays in getting medical treatment ashore (OCIMF)

OCIMF definition about distinguishing sickness cases.

Lost Worday Case (LWC)






5.38 Number of navigational related deficiencies 5.38.1.1 PI Definition

This PI captures number of navigational related deficiencies recorded during given quarter.

This PI and PI052 “Number of external inspections” are used to express company’s ability to avoid

navigational related deficiencies – KPI019 “Navigational deficiencies”.

Number of navigational related deficiencies and/or non-conformities (excluding operational-,

environmental-, HR-, security-, health and safety deficiencies) including any substandard act, practice, or




inspections.

UNIT DEFICIENCIES



5.38.1.2 Example

Number of navigational related deficiencies = 4

Examples of applicable THETIS Deficiency Coding: all deficiency codes starting with 05 and 10 are

related to navigation




5.39 Number of officer days onboard all ships under technical

management (DOC) 5.39.1.1 PI Definition

This PI is used to measure the Number of officer days onboard all ships.

This PI and Number of officer trainee man days (PI042) are used to express the company’s commitment

to maintain and enhance the officers’ competence (Training days per officer – KPI031).

Number of officer days onboard all ships within the same ship owner or ship manager.

This PI can be calculated by adding number of officers of officers onboard each ship (PI043) with the

same ship owner or ship manager and multiplying such figure by the number of days in the reporting

quarter.

UNIT DAYS

PERIOD Captured and reported quarterly


reporting

5.39.1.2 Example

Number of officer days onboard all ships = 90 (number of days) x 50 (number of officers onboard) =

4500





5.40 Number of officer experience points 5.40.1.1 PI Definition

This PI is used to measure Number of officer experience points.

This PI and Number of officers on board (PI043) are used to express Officers Experience Rate (KPI023).

Officer experience points are defined as aggregated experience points assigned to each officer onboard

the ship on the last day of the quarter.

Experience points are assigned depending on number of months the officer has sailed with the same ship

owner or ship manager (including different DOC holding entities as long as the same Safety Management

System is being used) as per table below:

• 0 - 5 months: 1 point,

• 6 - 8 months: 2 points

• 9 - 11 months: 3 points

• 12 months and above: 4 points

Note that there is a cut off limit at maximum of 4 experience points. Any experience beyond 12 months is

still counted as 4 experience points.

This is to avoid a situation where one officer with long experience is hiding the fact that all other officer

onboard has less than 6 months’ experience with the Safety Management System.

UNIT EXPERIENCE POINTS



5.40.1.2 Example

On a specific ship:

The master has 24 sailing months with the same ship manager (on different ships): =4 points (as the

maximum experience points given is 4).

The 1st officer has 6 sailing months with the same ship manager: = 2 points

The remaining 7 officers all have more than 12 sailing months with the same ship manager: =4 points X 7

officers=28 points (as the maximum experience points given per officer is 4).

Number of officer experience points = 34




5.41 Number of officer terminations from whatever cause 5.41.1.1 PI Definition

This PI is used to measure the Number of officer terminations from whatever cause.

This PI is used in the calculation of KPI022 Officer retention rate together with PI006 Average Number

of Officers Employed, PI016 Number of Officers Beneficial Terminations, PI056 Number of Unavoidable

Officer Terminations The KPI reflects the ship manager's ability to retain their officers



The total number of officers Terminations for whatever reason (including Beneficial and Unavoidable

terminations).

UNIT TERMINATIONS

PERIOD Captured for a two year rolling time period and reported on a quarterly basis.


reporting

5.41.1.2 Example

Number of officer terminations = 23

5.41.1.3 References







5.42 Number of officer trainee man days 5.42.1.1 PI Definition

This PI is used to measure the Number of officer trainee man days.

This PI and Number of officer days onboard all ships (PI039) are used to express the company’s

commitment to maintain and enhance the officers’ competence (Training days per officer – KPI031).

This PI counts all days where an officer has attended and completed training as defined below.

The number is then aggregated for all officers having attended and completed training. As trainings are

counted all trainings including statutory requirements performed by formal trainer ashore (in addition to

forums & seminars) and all trainings provided onboard by Onboard Trainer or Superintendent onboard

and Certified Computer Based Training.

Trainings with successful completion are documented by issuance of certificate, in order for the training

to be counted. For forums & seminars the attendance must be on record.

UNIT DAYS



reporting.

5.42.1.2 Example

Ten officers under training for two days equals 20 officer trainee man days.

Number of officer trainee man days = 20




5.43 Number of officers onboard 5.43.1.1 PI Definition

This PI is used to measure Number of officers onboard.

This PI and Number of Officer experience points (PI040) are used to express Officers Experience Rate

(KPI023).

The number of officers onboard a ship on the last day of the quarter. Cadets are not included under

officers and are captured separately under PI017.

UNIT OFFICERS

PERIOD Captured on the last day of the quarter and reported quarterly


5.43.1.2 Example

On March 31st, 10 officers were onboard the ship. When reporting for Q1: Number of officers onboard =

10





5.44 Number of operational related deficiencies 5.44.1.1 PI Definition

This PI captures operational related deficiencies recorded during given quarter.

This PI and PI052 “Number of external inspections” are used to express company’s ability to avoid

operational related deficiencies – KPI024 “Operational deficiencies”.

Number of operational related deficiencies and/or non-conformities (excluding navigational-, HR-,

security-, health and safety- and environmental deficiencies) including any substandard act, practice or




inspections.

UNIT

DEFICIENCIES

PERIOD

Captured and reported on a quarterly basis.

SCOPE

Reported on a ship level

5.44.1.2 Example

Number of operational related deficiencies = 1

Examples of applicable THETIS Deficiency Coding (Paris MoU): all deficiency codes starting with 01,

02, 03, 04, 06 and 13 are operational findings.




5.45 Number of passengers injured 5.45.1.1 PI Definition

This PI captures number of injured passengers recorded during given quarter.

This PI and PI061 “Passenger exposure hours” are used to express company’s ability to safeguard all

passengers while onboard – KPI025 “Passenger injury ratio”.

The number of passengers injured during embarkation, disembarkation and time spent on board the vessel.

Number is taken from received and recorded claims. If the claim is later withdrawn, the relevant PI should

not be updated. Passenger is defined as person that paid for the passage or is shown as passenger in ship’s

documents.

UNIT PASSENGERS



5.45.1.2 Example

Quarter 1:

2 Passengers slipped and fell while climbing open deck stairs and lodged a claim for injuries sustained

(hands and knees abrasions and bruises). Those cases count as 2 injured passengers.

Passenger fell while walking alongside the ship on the quay during shore excursion and lodged the claim

for injuries sustained (twisted ankle). That case does not count as passenger injured (Despite medical

assistance being provided).

Number of passengers injured = 2




5.46 Number of permanent partial disabilities 5.46.1.1 PI Definition

This PI captures the number of cases where a crew member is injured resulting in a permanent disability

preventing working at sea.

This PI, PI030 (Number of fatalities due to injuries), PI037 (Number of lost workday cases), PI047 (Number

of permanent total disabilities (PTD)) and PI063 (Total Exposure Hours) are used to express the company’s

work safety performance (KPI017 – Lost Time Injury Frequency).

The number of recorded cases where a crew member or any person being part of the ship's complement

(e.g. officers, ratings, cadets, superintendents) suffers a work injury resulting in complete loss, or permanent

loss of use, of any member or part of the body, or any impairment of functions of parts of the body,

regardless of any pre-existing disability of the injured member or impaired body function, that restricts an

employee's ability to work on a permanent basis at sea. Permanent Partial or Total Disability resulting in

person’s inability to work at sea should be based on medical judgment and be obtained from a medical

statement for the established % of disability.

UNIT CASES



5.46.1.2 Example

A crew member during mooring operations gets hit by a rope and suffers multiple fractures on his right arm

during Q1. In Q4 he is declared partial disabled. That case should be reported in Q4.

5.46.1.3 References




1. Permanent Partial Disability (PPD) cases are generally concluded by an authorized (by government or

Flag State) doctor or medical clinic.

2. Such accident cases takes time to conclude and should be amended in reporting upon conclusion







5.47 Number of permanent total disabilities (PTD) 5.47.1.1 PI Definition

This PI captures the number of cases where a crew member is injured resulting in a permanent total

disability.

This PI, PI030 (Number of fatalities due to injuries), PI037 (Number of lost workday cases), PI046 (Number

of permanent partial disabilities (PPD)) and PI063 (Total Exposure Hours) are used to express the

company’s work safety performance (KPI017 – Lost Time Injury Frequency).

The number of recorded cases where a crew member or any person being part of the ship's complement

(e.g. officers, ratings, cadets, superintendents) has work injury which incapacitates the individual

permanently resulting in termination of employment on medical grounds (e.g. loss of limb(s) permanent

brain damage, loss of sight) and precludes the individual from working either at sea or shore.

UNIT CASES



5.47.1.2 Example

A crew member during mooring operations gets hit by a rope and breaks his back in Q4 and as a result he

is permanently paralysed. The case should be reported in Q4.

5.47.1.3 References




1. Permanent Total Disability (PTD) cases are concluded by an authorized (by government or Flag State)

doctor or medical clinic.

2. Such accident cases take time to conclude and should be amended in reporting upon conclusion.







5.48 Number of PSC deficiencies 5.48.1.1 PI Definition

This PI captures the number of deficiencies found during port state control inspections.

This PI and PI049 (Number of PSC Inspections) are used to express company’s performance during Port

State Control Inspections (KPI026 – Port State Control deficiency ratio).

The number of recorded deficiencies, excluding observations (code 99), found during port state control

inspections. In case of several PSC inspections in the same quarter then deficiencies are aggregated for

that specific quarter.

UNIT DEFICIENCIES



5.48.1.2 Example

A ship is inspected by port state control in Q2 and two deficiencies are detected:

a. Deficiency in Ballast Water Management system

b. Crew certification

This counts as two deficiencies and should be reported in Q2.




5.49 Number of PSC inspections 5.49.1.1 PI Definition

This PI captures the number of PSC inspections.

This PI and PI048 (Number of PSC deficiencies) are used to express company’s performance during Port

State Control Inspections (KPI026 – Port State Control deficiency ratio).

Data concerning this PI is captured by counting the number of recorded port state control inspections. In

the case a ship is under inspection at the period end, only completed PSC inspections should be reported

for the PI.

UNIT INSPECTIONS



5.49.1.2 Example

A ship is inspected by port state control in Q2 and two deficiencies are detected:

a. Deficiency in Ballast Water Management system

b. Crew certification

This counts as one PSC inspection and should be reported in Q2.

A ship is inspected by port state control in Q2 at another port and NIL deficiency is reported.

This count as one PSC inspection and should be added to another PSC inspection in this Quarter.




5.50 Number of PSC detentions 5.50.1.1 PI Definition

This PI captures the number of Port State Control (PSC) inspections resulting in a detention.

This PI and PI049 (Number of PSC Inspections) are used to express company’s performance in PSC

Inspections (KPI027 – Port State Control detention).

The number of Port State Control detentions as per PSC Action Code 30. A re-inspection resulting in a

detention not being lifted is NOT a new detention.

UNIT DETENTIONS



5.50.1.2 Example

An inspection by PSC results in ship’s detention Q2. This counts as one detention and should be reported

in Q2.

5.50.1.3 References

IMO resolution amendments to the procedures for port state control (Resolution A.1052(27))




5.51 Number of PSC inspections resulting in zero deficiencies 5.51.1.1 PI Definition

This PI captures the number of Port State Control (PSC) inspections resulting in zero deficiencies.

This PI and PI049 (Number of PSC Inspections) are used to express company’s Port State Control

Performance (KPI014).

The number of Port State Control inspections resulting in zero deficiencies (not counting observations –

code 99).

UNIT INSPECTIONS



5.51.1.2 Example

A ship is inspected by port state control in Q2 and no deficiencies are detected. This counts as one PSC

inspection resulting in zero deficiencies and should be reported in Q2.

5.51.1.3 References

IMO resolution amendments to the procedures for port state control (Resolution A.1052(27))




5.52 Number of recorded external inspections 5.52.1.1 PI Definition

This PI captures the number of recorded external inspections.

This PI is used to express Environmental (KPI011), Health & Safety (KPI015), Human Resource

(KPI016), Navigational (KPI019), Operational (KPI024) and Security Performance (KPI029).

The total number of recorded inspections and audits by external bodies (e.g Class, port state control, flag

state, underwriters and ITF) excluding commercial and voluntary inspections (e.g charterers inspections

such as CDI and SIRE) made for the purpose of quality improvement.

UNIT INSPECTIONS



5.52.1.2 Example

During Q3 a ship is inspected by PSC, Class and CDI. The number of reported inspections should be two,

as CDI does not count (commercial inspection which is covered by PI059)









5.53 Number of releases of solid substances to the environment 5.53.1.1 PI Definition

This PI is used to measure the Number of releases of solid substances to the environment.

This PI captures number of releases of substances to the environment as covered by MARPOL Annex II

through V.

This PI and Number of oil spills (PI055) are used to express the company’s ability to avoid releases of

substances (Releases of substances - KPI028).

The number of releases of substances to the environment, in violation of MARPOL Annex II through V

and/ or any other local regulations. Oil spills covered by MARPOL Annex I shall be reported in PI055.

Data for this PI shall be based on discovered releases reported to authorities and recorded in relevant

vessel’s record books.

UNIT RELEASES



5.53.1.2 Example

Disposal of Ship’s Waste in 1 Plastic bag discovered and reported.

Releases of solid substances = 1

5.53.1.3 References

PI References is made to the MARPOL Annex III & V and local regulations.





5.54 Number of security related deficiencies 5.54.1.1 PI Definition

This PI captures number of security related deficiencies recorded during given quarter.

This PI and PI052 “Number of external inspections” are used to express company’s security related

performance – KPI029 “Security deficiencies”.

Number of security related deficiencies (excluding operational-, navigational-, environmental, HR- and

health and safety deficiencies) including any substandard act, practice or condition recorded during external

inspections and audits by external bodies (class, port state, flag state, underwriters, ITF) including statutory

audits, but excluding other voluntary inspections made for the purpose of quality improvement or for

commercial reasons such as SIRE, CDI or other charterer inspection.

UNIT DEFICIENCIES



5.54.1.2 Example

Number of security related deficiencies = 3

Examples of applicable THETIS Deficiency Coding: all deficiency codes starting with 16 are security

related.




5.55 Number of oil spills 5.55.1.1 PI Definition

This PI captures the number of spills of liquid substances to the environment as covered by MARPOL I.

This PI and Number of releases of substances to the environment (PI053) are used to express company’s

ability to avoid releases of substances to the environment (Releases of substances - KPI028).

The total number of oil spills to the environment (overboard), excluding contained spills. Data for this PI

shall be based on oil spills reported to authorities and recorded in oil record book.

UNIT SPILLS

PERIOD

Captured and reported on a quarterly basis

SCOPE

Reported on a ship level

5.55.1.2 Example

During bunkering a ship spills approximately 200 metric litres on deck and a small quantity over the side

into the water. The captain reports the spill to the company and informs the harbour master. This counts

as one spill.

Overflow of cargo tank on a tanker during cargo operations resulting spill of over 180 ltrs and some of it

went overboard

5.55.1.3 References

MARPOL Annex I




5.56 Number of unavoidable officer terminations 5.56.1.1 PI Definition

This PI is used to measure the Number of unavoidable officer terminations.

This PI is used in the calculation of KPI022 Officer retention rate together with PI006 Average Number

of Officers Employed, PI016 Number of Officers Beneficial Terminations, PI041 Number of Officers

Terminations from whatever cause. The KPI reflects the ship manager's ability to retain their officers.



Unavoidable officer terminations are outside of the control of the company (i.e. retirements, death, long-

term illness, officers following a ship which is no longer under technical management, leaving seagoing

career).

UNIT TERMINATIONS

PERIOD Captured for a two year rolling time period and reported on a quarterly basis


reporting

5.56.1.2 Example

During a quarter, 5 officers leave the fleet. 2 officers leave to join another company, 2 officers are retired

due to old age and 1 officer is reported dead due to a car accident. Number of unavoidable officer

terminations = 3

5.56.1.3 References







5.57 Number of ships operated under DOC holder 5.57.1.1 PI Definition

This specific PI captures the total number of ships operated under one DOC holder.

This PI and PI017 (Number of cadets under training with the Ship Manager) are used to express company’s

human resource performance related to employment of cadets (KPI003 – Cadets per ship).

The number of ships operated as under one DOC holder. All ships for which the company holds the DOC

should be counted, not only the number of ships which are currently part of the Shipping KPI reporting

regime.

This PI is reported for the Strategic Business Unit (SBU). SBU is a legal entity directly under the main

company. Some companies may not have SBUs then the company itself is the SBU.

Ships of a SBU or by companies directly under the main Company (holding the DOC for the ship) should

be given the same PI Value on this PI. The PI value must be obtained on SBU level and issued to the

main Company for inclusion in the reporting from the DOC holder.

UNIT SHIPS



reporting.

5.57.1.2 Example

1. In Q1, company A operates 32 ships as DOC holder. From those 32 ships, the account manager

has added 30 ships in the system. At the same time, the company has only one SBU as the main

company. In such case, 32 ships should be reported by company A for PI057.

2. In Q1, company B operates 32 ships as DOC holder. All 32 ships have been added into the

system. At the same time, the company has divided its fleet into 2 different SBUs:

a. SBU X: 20 ships

b. SBU Z: 12 ships

In that scenario, for Q1 the PI value of ALL ships under SBU X must be reported as 20.

Similarly, the PI value ALL ships under SBU Z must be reported as 12.





5.58 Number of observations during commercial inspections 5.58.1.1 PI Definition

This PI captures the number of observations during commercial observations such as but not limited to

SIRE, CDI and charterers inspections.

This PI and PI059 (Number of observations during commercial inspections) are used to express ship

manager’s performance during Commercial Inspections (KPI033 - Commercial Inspection Performance).

The number of observations recorded during voluntary inspections made for the purpose of quality

improvement or commercial reasons, such as to SIRE, CDI or any kind of charterers’ inspections. In case

of several voluntary and/ or commercial inspections in the same quarter then observations are aggregated

for that specific quarter. External statutory inspections and audits by external bodies such as Class, Port

State, flag state, underwriters, ITF are excluded (see PI052).

UNIT OBSERVATIONS



5.58.1.2 Example

During Q3 a ship is inspected by SIRE and CDI. The number of reported observations from SIRE were 3

whereas the reported observations from CDI were 4. The PI value for Q3 should be reported as 7.





5.59 Number of commercial inspections 5.59.1.1 PI Definition

This PI captures the number of commercial inspections.

This PI and PI058 (Number of observations during commercial inspections) are used to express ship

manager’s performance during commercial inspections (KPI033 - Commercial Inspection Performance).

The number of recorded voluntary inspections made for the purpose of quality improvement or for

commercial reasons, such as SIRE, CDI or any kind of charterers' inspections. Data concerning this PI can

be taken from summing up all voluntary and/ or commercial inspections the ship had during the reporting

period. External statutory inspections and audits by external bodies such as Class, Port State, flag state,

underwriters, ITF, ISO, are excluded (see PI052).

UNIT INSPECTIONS


SCOPE Reported on ship a level

5.59.1.2 Example

During Q3 a ship is inspected by PSC, SIRE and CDI. The number of reported inspections should be two,

as PSC does not count (inspection is covered by PI052)

5.59.1.3 References

OCIMF SIRE and other vetting regimes






5.60 Number of violations of rest hours 5.60.1.1 PI Definition

This PI is used to measure Number of violations of rest hours.

This PI and Number of seafarers not relieved on time (PI025) are used to express the company’s ability to

relieve crew on time as well as to avoid violations of rest hour’s regulations (Crew Planning - KPI009).

The number of cases with violation of STCW or MLC conventions regarding rest or work hours.

Even if a crew member agrees to the breach of rest hour conventions the breach shall be counted. This PI

counts internal and external reporting of Violations.

UNIT VIOLATIONS



5.60.1.2 Example

During a port stay stores where received and taken on board, due to heavy rain the stores had to be hand

carried inside the accommodation in order to save the packages from damages. The 3 AB’s and the Chief

Officer all breached their hours of rest both for the day and appropriate week with 1 hour. Two AB’s

breached due to being called out during their planned consecutive 6 hours of rest and the fact that they

had to be on duty for departure later the same day! One AB and the chief officer exceeded their maximum

of 14 hours work in the 24 hours period with one hour due the duties in connection with the ship’s

departure and their planned bridge watch.

Number of violations of rest hours = 4

5.60.1.3 References

STCW and MLC Convention.




5.61 Passenger exposure hours 5.61.1.1 PI Definition

This PI captures passenger’s exposure hours recorded during given quarter.

This PI and PI045 “Number of injured passengers” are used to express company’s ability to safeguard all

passengers while onboard – KPI025 “Passenger injury ratio”.

The passenger exposure hours are the aggregated total number of hours all passengers have spent on board

the ship during given quarter counted from time of embarkation till time of disembarkation.

The passenger’s exposure hours are a sum of exposure hours calculated for each passenger by multiplying

number of days’ passenger spent on board a given ship during given quarter by number of hours per day

(24). The small error of passengers embarking and disembarking and giving rise to a fraction of days is

disregarded.

Passenger is defined as person that paid for the passage or is shown as passenger in ship’s documents.

UNIT HOURS



5.61.1.2 Example

Three passengers on board, each for 10 full days * 24 hours = 720 hours. Add the hours for embarkation

and disembarkation days. Passengers embarked at 11:00 AM and disembarked 08:00 AM = 8 hrs * 3 + 13

hours *3 = 63 hours = 783 total passenger exposure hours




5.62 Planned unavailability 5.62.1.1 PI Definition

This PI captures the ship’s agreed planned unavailability.

This PI and Actual Unavailability (PI003) are used to express Ship Availability (KPI032).

The number of hours planned for repairs and maintenance, including drydocking, in-water survey (IWS),

modifications, hot / cold layup that are agreed between the ship manager and ship owner for the given

quarter.

UNIT HOURS



5.62.1.2 Example

Quarter1: 18hours (ME maintenance)

Quarter2: 140 hours (100 hours for planned Drydocking plus 40 hours steaming to shipyard),

Quarter3: 4 hours (ME maintenance),

Quarter4: 240 hours (Hot Lay-up)

Total planned unavailability: 402 hours




5.63 Total exposure hours 5.63.1.1 PI Definition

This PI is used to measure Ship’s Total Exposure Hours.

This PI is used in the calculation of:

• KPI008: Crew disciplinary frequency

• KPI017: Lost Time Injury Frequency

• KPI018: Lost Time Sickness Frequency

Total exposure hours is the aggregated total number of hours all crew or any person being part of the

ship's complement (e.g. officers, ratings and cadets) have spent onboard the ship during the reporting

period.

Total exposure hours are calculated by multiplying number of crew on a given ship during given quarter

by number of days in given quarter and by number of hours per day (24). The small error of crew

members embarking and disembarking and giving rise to fraction of days is disregarded.

UNIT HOURS



5.63.1.2 Example

21 Crew * 90 days * 24 hours = Hours 45360





5.64 Transport work 5.64.1.1 PI Definition

Transport work is a product of the cargo transported and the distance sailed for a specific ship.

Cargo units are: Ton, cubic meters, number of units, lane meters, TEUs etc.

This PI is used to express CO2 efficiency (KPI005), NOx efficiency (KPI021) and SOx efficiency

(KPI030).

Transport work is a product of the quantity of cargo unit/ number of people and the transport distance

(laden leg) sailed by a vessel during specific quarter.

The transport work shall be calculated only for laden leg voyages completed during given quarter in order

to be compared to Emitted mass of CO2 (PI007), Emitted mass of NOx (PI008) and Emitted Mass of SOx

(PI009). This means that an inaccuracy is acceptable with respect to the definition of the quarter.

UNIT [Cargo Unit] Mile



5.64.1.2 Example

Ton miles: Loaded cargo x distance sailed

Ton miles in a quarter on a Tanker’s or a Bulker’s loaded passages:

169547 MT x 14987 nm = 2,541,000,889 ton-miles

Ton miles in a Quarter on a PCC’s loaded passages:

10049 unit’s x 26235 nm = 263,635,515 unit’s mile

5.64.1.3 References

MEPC.1/Circ.681







shipping kpi standard · on kpi level a form of normalisation take place. the kpi are scaled into a...

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