The fleet expansion programme envisages A. P. Moller Singapore acquiring large number of confirmed  new buildings over the period 2005 – 2015. It is by far the largest asset expansion program that the organization has embarked on. 

In preparation for and to ensure a smooth acquisition of the new buildings, we have charted a road map that the organization will follow in the coming four years and gives an insight to the level of our readiness to take over the new buildings.

“Advanced Performance Management Scheme” is a strategic management scheme was conceived in line with our mission, to meet our customers’ requirements and to enhance the good standing of our name.

 The scheme, implemented on board all our vessels, is based on the foundation of “fostering successful teams”,  knowledge management

  The objective of this scheme is for the Master and his team to have an overview of the business and to run his/her “company” as an independent and economically viable unit. Such a training and career development will ensure that they learn about the business and are ready to assume the next higher step, thereby ensuring commitment and loyalty.

Under the “Performance Management”, the individuals are encouraged to lay down a vision (objectives), followed by a road map (action plan) to measure their performance. Guidelines have also been revised to encourage positive feedback to the individuals in an informal manner. Teams are also required to submit a monthly management report to the owners outlining their previous months performance and their future goals.

The APMS “Performance Records Of Sea-staff and Professional Evaluation of Career and Training System” (PROSPECTS) is our latest system has been developed specifically to encompass two vital dimensions of our business, that is, Human Resource and Capital Resource.

This relational performance management system assists the management in making, quicker, better and more informed decisions. Basically, all individual and vessel performance data obtained from different sources such as performance appraisals from vessels, owners, customers, technical organization, profit center and purchase department feedback, are collated and data-mined to obtain an interactive result.

Though this system presently focuses on two dimensions, it has the capability to accept a broader spectrum. Truly in line with Advanced Performance Management System, this program is dynamic and has the ability to move with time.

Although morale amongst colleagues runs high here at A.P. Moller Singapore, constant measures are taken to improve the efficiency of the organization. Towards this objective, we have taken the initiative to implement an Organizational Effectiveness Profiler (OEP) survey for all our colleagues in the office and our senior officers at sea . The survey measures 6 specific elements of organization effectiveness which matches this to a database of our competitors, enabling us to identify our areas of strength and those that we can take steps to improve on.

This would give us a good measure of talents we have on board our vessels. Essentially, the index uses six areas to give us the broad assessment; adaptability/change management, leadership/vision, teamwork/communication, work environment/office evaluation and resource management.

Through this analyses, we are then able to intervene effectively to highlight opportunities presented by our capable employees and simultaneously work on areas that require improvement.

The final aim of these initiatives is to align the goals of organization and employees to create synergies at the workplace.