2024 - 2029

IFSMA
Strategic Plan

Documents for the 42nd Annual General Assembly of IFSMA,
the International Federation of Shipmasters’ Associations,
to be held on 25 & 26 May 2016 in Istanbul, Turkey.
Please note:
The information contained in these 42nd AGA Documents isstrictly confidential and therefore for internal use only.
These documents are not intended for any circulationutsieeIFSMmembership.
IFSMA Executive Council (elected 05.06.2014)
President:
Captain Hans Sande
Deputy President: Captain Willi Wittig
Vice Presidents:

Captain Koichi Akatsuka
Mr. Marcel van den Broek
Captain Marcos R. Castro
Captain Fritz Ganzhorn
Captain Calvin C. Hunziker
Captain Jörgen Lorén
Captain Dominique Perrot

IFSMA Secretariat
Secretary General:
Assistant Secretary General:
Office Manager:

Commodore Jim Scorer
Captain Paul R. Owen
vacantIFSMA Honorary Members
Mr. William O’Neil
Admiral Efthimios Mitropoulos
Mr. Julian Parker
Mr. Michael Grey
Mr. Koji Sekimizu
Captain Rodger MacDonald
Captain Christer Lindvall
Captain Bjorn Haave

Elected 1993
Elected 2004
Elected 2009
Elected 2009
Elected 2012
Elected 2012
Elected 2014
Elected 2014

Proofreading by Commodore Jim Scorer, Captain Paul
Owen and Mr. Paul Ridgway
Typesetting and Layout by Captain Willi Wittig
International Federation of Shipmasters’ Associations
49-60 Borough Road
London, SE1 1DR • United Kingdom
Phone:+44 20 7261 0450
Fax:
+44 20 3468 2134
Email:
HQ@ifsma.org
Website: www.ifsma.org
Facebook: www.facebook.com/IFSMA
Twitter:
www.twitter.com/IFSMA© IFSMA, the International Federation of Shipmasters‘
Associations, November 2023. All rights reserved.
© Cover Photo: https://pxhere.com

IFSMA Strategic Plan 2024 - 2029

Maintaining Course and Speed– IFSMA Strategic Plan 2024 to 2029 –1.0 INTRODUCTIONIFSMA was formed in 1974 by eight National Shipmasters' Associations to unite the world’s serving
Shipmasters into a single professional co-ordinated body. It is a non-profit making, apolitical organisation dedicated solely to the interests of the serving Shipmaster and to uphold International
Standards of Professional Competence of Seafarers commensurate with the need to ensure Safe
Operational Practices, Preservation from Human Injury, Protection of the Marine Environment and
Safety of Life and Property at Sea. The final draft Strategic Plan with the 5 Key Challenges as itscore was approved by the IFSMA Biennial General Assembly, in Tokyo, on 26th October 2023.
With its Headquarters in London, IFSMA’s Secretariat is located close to the International Maritime
Organization (IMO) where it was granted Consultative Status in 1975. This Consultative Status as a
Non-Governmental Organisation (NGO) enables the Federation to represent the views and protect
the interests of the serving Shipmaster, unfettered and unfiltered either by National Governments orby Shipping Companies. To enable IFSMA to function effectively at IMO, it is represented by the
Secretary General and a team of members' representatives who attend the four main Committees,
namely the Maritime Safety Committee; the Maritime Environmental Protection Committee; the Legal
Committee and the Facilitation Committee. This team is also active in the nine Sub-Committees of
IMO, their Working and Drafting Groups as well as attending the Council Meetings and Assemblies.
In February 1993, IFSMA was placed on the International Labour Office’s (ILO) special list of NonGovernmental International Organisations with observer status.
IFSMA has a history of submitting relevant papers on various aspects to the Committees and SubCommittees of IMO which often result in successful debates leading to MSC Circulars and improvements in various instruments. IFSMA is a strong supporter of IMO in its quest for safer shipping andcleaner oceans. It is the desire of The Federation to assist IMO in achieving a truly global implementtation and rigorous enforcement of its International Treaties so that there is no need for any Country
to resort to Regulatory Measures on either a National or a Regional basis.
IFSMA Members are provided with the facility to access the IMO Documents Website for researchand information purposes and, with prior consultation may join the IFSMA delegation in Committee
and Sub-Committee sessions. IFSMA frequently needs Subject Matter Experts to assist them in IMOWorking, Drafting and Correspondence Groups and this, importantly, enables shipmasters to articulate and share their views and practical experience with the rule makers.
At the ILO, consisting of a tripartite of Governments, Shipowners and Trade Unions, IFSMA’s bestinterests are led by the International Transport Workers Federation (ITF) and only attends relevant
meetings when resources allow.

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IFSMA Strategic Plan 2024 - 2029

Generally, all Shipmasters who are in possession of an Internationally recognised Certificate of Competency, issued by the Government of an established maritime nation who are serving, or have previously served, in command of seagoing ships whether or not engaged upon International or Domestic Trade, are eligible for membership of IFSMA through a National Shipmasters’ Association.
Exceptionally, where there is no National Shipmasters’ Association, an individual shipmaster may be
accepted for membership by the Executive Council if it considers that the individual would bring
benefit to the Federation and would be prepared to try and form a new National Shipmasters’
Association. Assistance in how this is best achieved, will be given by a current member association.
The Federation now represents over 11,500 Shipmasters from more than 60 Countries either throughtheir National Associations or as Individual Members.

2.0 GOVERNANCE
The responsibility for the efficient running of IFSMA is vested in the Executive Council which comprises a President, a Deputy President and ten Vice Presidents, who are elected by the members. They
shall hold office for a term of four years before being eligible for re-election with no limit on thenumber of terms held. The President is the Chief Executive of the Federation and shall be responsible for fulfilling its Aim and Purposes and shall coordinate and activate the work of the Federation.
The Secretariat, led by the Secretary General, is the core of IFSMA and is responsible for the day-today running and efficient management of the Federation.

3.0 MISSION STATEMENTIFSMA’s mission is: “To be an independent, apolitical and financially viable organisation dedicated torepresenting the views and professional interests of the serving Shipmaster on the International
Stage at the IMO and upholding the International Standards of Professional Competence for Seafarers.”

4.0 VISION STATEMENTIFSMA’s Vision is to represent the Shipmaster effectively on the International Stage at the IMO and tocommunicate with the Member Associations so that they are more actively involved in the day-to-day
dealings of IFSMA at the IMO.

5.0 AIMIFSMA’s Aim is to represent in one professional body the Shipmasters of the World, to safeguard professional standards and interests in all maritime matters in order to enable Shipmasters to carry out
their responsible duties in an acceptable and competent manner.

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IFSMA Strategic Plan 2024 - 2029

To achieve this, the Federation should: Provide a proactive input on all professional issues affecting its Members.
 Provide Members with information on all activities conducted on their behalf with regular updating
on developments.
 Seek the views of Members and to encourage the sharing of information.
 Encourage Members’ participation with the IFSMA delegation at IMO Meetings.
 Participate to the fullest extent in all relevant international fora where issues affecting Shipmasters
are discussed.
 Provide a high quality, cost effective service to Members.
 Ensure, where possible, that Policies and Objectives determined by Members at the General
Assembly and by the Executive Council are implemented.
 Cooperate with other like-minded organisations with a view to forging strategic links to expand theinfluence and support for IFSMA.
 Maintain the highest level of involvement with agencies on maritime issues relevant to the profession of Shipmasters.
 Maintain and enhance the high international standing of qualifications and training standards ofShipmasters.
 Provide assistance and support to Member Associations on professional matters
 Recruit and retain Member Associations.
 Seek additional sources of income to keep the cost to members to a minimum whilst resourcing
the optimum number of secretariat staff.

6.0 KEY CHALLENGES
In formulating this Strategic Plan, the Executive Council identified Five Key Challenges that IFSMA
has to face in the future. This was presented to and agreed by Members at the 2023 Biennial General Assembly. These Challenges are to:
6.1 Skills and Competence of Ships' Crews.

 Learn from our membership where crews arelacking in practical skills and competence.
 Influence STCW amendments where necessary
and be fully engaged with the Comprehensive Review of STCW at the IMO.
 Enable Shipmasters to be more available to undertake their training and mentoring responsibilities.

6.2 Criminalisation of the Shipmaster.

 Influence International Regulations to reduce theincidence of Criminalisation of the Shipmaster.

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IFSMA Strategic Plan 2024 - 2029

 Encourage members’ Shipmasters to purchase the
newly issued Shipmasters’ Legal Protection Insurance Scheme.
6.3 Operation of Ships of the Future.

 Influence the use and development of Ships of the
Future.
 Influence the Role of the Shipmaster, both onboard and ashore.
 Influence the regulation of Ships of the Future and,in particular, the development of regulation of Maritime Autonomous Surface Ships (MASS) at IMO
and other International Bodies.
 Influence the regulation of Standards of Competence for the Maritime Workforce of the future.

6.4 Safety Management.

 Promote the removal of Shipmasters from theWatchkeeping Roster so that they are able to fulfill
their responsibilities as Master, as required by International Legislation and, at the very least, influence removal of the Shipmaster from the Master/Mate 6 on, 6 off roster by the implementation of
improved Deck Officer Manning Levels in ships.
 Raise awareness and reduce the Administrative
Burden of the Shipmaster.
 Bring to the attention of the shipping industry its
responsibilities to meet the objectives of the ISM
Code.

6.5 Public Relations and Communications

 IFSMA should be seen as the International Voicefor Shipmasters.
 Encourage the sharing of information between
Shipmasters.
 Represent the professional views of the Shipmaster at the IMO and other International Bodies,
based on the practical and operational knowledgeof our Shipmaster Members.

These five Key Challenges are multi-faceted. How IFSMA intends taking each one of these Challenges forward is outlined below.

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IFSMA Strategic Plan 2024 - 2029

7.0 COMMUNICATIONS STRATEGY
The foundation of the sustainability of IFSMA into the future is very clearly the deep-rooted andcurrent knowledge of our 11,500 Shipmaster Members both onboard and ashore.
To harness this knowledge in our rapidly changing maritime environment IFSMA must ensure it
reaches out to its Members to share information and knowledge.
The sharing of information and knowledge shall become one of the core foundations of IFSMA so thatbest practice in every aspect of the Shipmasters’ role can be shared between its members and at the
IMO and other International Bodies.
To achieve this IFSMA aims to: Regularly publish and distribute a Newsletter to its
Members.
 Survey Members to obtain their views on specifictopics.
 Set up Virtual Working Groups with a selected
Shipmaster Association as Chair and Members
from other Associations around the world to better
represent Shipmaster issues at the IMO.
 Continually seek to improve the image of IFSMA
with Members, external bodies and opinion formers.
 Proactively enhance the reputation of IFSMA as
the premier source of information and informed
comment on a wide range of maritime and related
matters specific to Shipmasters.
 Maintain and enhance the IFSMA website.
 Initiate, develop and enhance IFSMA campaigns
on issues of importance to Members.
 Represent Members at external bodies such as
ILO, IMO, and EU to progress IFSMA policies andprotect Members’ interests which the available
staff and financial resource allows.
 Lobby International Organisations and Inter-Governmental Agencies to progress IFSMA policies
and protect Members’ interests.
 Organise campaigns amongst the membership
and/or the public and/or other groups, to progress
IFSMA policies and protect Members’ interests.

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IFSMA Strategic Plan 2024 - 2029

8.0 ADMINISTRATION & FINANCES Seek to grow IFSMA through a proactive recruitment strategy aimed at maximising membershipamongst Shipmaster Associations and expand the membership base.
 Ensure adequate numbers and quality of staff are employed and procedures put in place to maintain and provide an effective, efficient service to all Members, visitors and colleagues.
 Ensure Members' correspondence is answered expeditiously.
 Provide equipment, which will enable staff to produce work in an effective, efficient and professionnal manner to reflect the high standards of IFSMA.
 Ensure all staff are aware of their duties and responsibilities to Members, visitors and colleagues.
 Ensure that Health and Safety requirements in and around the Office are met and, when necessary, work place risk assessments undertaken.
 Ensure the financial strength of IFSMA is maintained and great care exercised to ensure that thedecisions on financial matters (e.g. levels of subscriptions) are taken sufficiently far in advance toensure that the financial base is not eroded.
 Maintain Reserves, as agreed by the Executive Council, which should be recalculated annuallyand protected from inflation.
 Maintain adequate financial resources to be made available for the timely replacement andupgrading of equipment, furniture and buildings.
 Recognise the effect of membership numbers both on the level of subscription income and on
costs be kept under continuous close scrutiny.
 Seek additional sources of income to supplement membership income.

9.0 SUMMARY
Training and mentoring has never been more important as increasing technology is being used todrive the reduction in the numbers in ships’ increasingly multi-national/multi-cultural crews. This has
led to continuously evolving complex shipboard systems, of varying degrees of autonomy, which varyfrom ship to-ship, even within the same Shipping Company. This requires different training for similarsystems and the default is frequently self-taught on-board/on-job training which can often be a major
distraction as well as leading to dangerous practice.
Today’s Shipmaster is often caught up in watchkeeping, overburdened with administration and therefore unable to fulfil the traditional Shipmaster's role of overseeing the training and mentoring of theircrews and, in particular, the Shipmasters of the future.
lFSMA will strive to have the Shipmaster removed from watchkeeping duties particularly the 6-on/
6-off Master Mate system to enable Shipmasters to carry out their Internationally legislated responsi-

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IFSMA Strategic Plan 2024 - 2029

bilities in an acceptable and competent manner.
Mentoring is becoming a forgotten skill at sea and IFSMA will encourage National Shipmaster Associations to help reinvigorate what should be a routine aspect of shipboard life.
Nations are becoming increasingly litigious and there appears to be a trend to prosecute the first
person in the firing line. There is a significant amount of focus on the maritime environment as it has
an enormous impact on every aspect of our life.
Shipmasters are the frontline representative of the Shipowners and flag States and often, through nofault of their own, are criminalised for violation of regulations of which they have no control.
IFSMA will be unerring in its efforts to influence International Regulations to reduce the incidence of
Criminalisation of the Shipmaster and must continue to work with the insurance industry to provide a“Shipmasters’ Legal Protection Scheme” that is affordable and attractive to all Shipmasters and otherkey onboard Seafarers.

8.0 ADMINISTRATION & FINANCES Seek to grow IFSMA through a proactive recruitment strategy aimed at maximising membershipamongst Shipmaster Associations and expand the membership base.
 Ensure adequate numbers and quality of staff are employed and procedures put in place to maintain and provide an effective, efficient service to all Members, visitors and colleagues.
 Ensure Members' correspondence is answered expeditiously.
 Provide equipment, which will enable staff to produce work in an effective, efficient and professionnal manner to reflect the high standards of IFSMA.
 Ensure all staff are aware of their duties and responsibilities to Members, visitors and colleagues.
 Ensure that Health and Safety requirements in and around the Office are met and, when necessary, work place risk assessments undertaken.
 Ensure the financial strength of IFSMA is maintained and great care exercised to ensure that thedecisions on financial matters (e.g. levels of subscriptions) are taken sufficiently far in advance toensure that the financial base is not eroded.
 Maintain Reserves, as agreed by the Executive Council, which should be recalculated annuallyand protected from inflation.
 Maintain adequate financial resources to be made available for the timely replacement and upgrading of equipment, furniture and buildings.
 Recognise the effect of membership numbers both on the level of subscription income and on
costs be kept under continuous close scrutiny.
 Seek additional sources of income to supplement membership income.

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IFSMA Strategic Plan 2024 - 2029

9.0 SUMMARY
Training and mentoring has never been more important as increasing technology is being used todrive the reduction in the numbers in ships’ increasingly multi-national/multi-cultural crews. This has
led to continuously evolving complex shipboard systems, of varying degrees of autonomy, which varyfrom ship to ship, even within the same Shipping Company. This requires different training for similarsystems and the default is frequently self-taught on-board/on-job training which can often be a major
distraction as well as leading to dangerous practice.
Today’s Shipmaster is often caught up in watchkeeping, overburdened with administration and therefore unable to fulfil the traditional Shipmaster's role of overseeing the training and mentoring of theircrews and, in particular, the Shipmasters of the future.
IFSMA will strive to have the Shipmaster removed from watchkeeping duties particularly the 6-on/6off Master Mate system to enable Shipmasters to carry out their Internationally legislated responsibilities in an acceptable and competent manner.
Mentoring is becoming a forgotten skill at sea and IFSMA will encourage National Shipmaster Associations to help reinvigorate what should be a routine aspect of shipboard life.
Nations are becoming increasingly litigious and there appears to be a trend to prosecute the first person in the firing line. There is a significant amount of focus on the maritime environment as it has anenormous impact on every aspect of our life.
Shipmasters are the frontline representative of the Shipowners and flag States and often, through nofault of their own, are criminalised for violation of regulations of which they have no control.
IFSMA will be unerring in its efforts to influence International Regulations to reduce the incidence of
Criminalisation of the Shipmaster and must continue to work with the insurance industry to provide a“Shipmasters’ Legal Protection Scheme” that is affordable and attractive to all Shipmasters and otherkey onboard Seafarers. 

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IFSMA Founding Associations
Association Nationale des Officiers et Marine du Commerce, Le Maillon, Paris, France
Collegio Nazionale Patentati Capitani L.C. e D.M.,Genoa, Italy
The Irish Institute of Master Mariners, Dublin, Ireland
Koninklijk Belgisch Zeemanscollege, Antwerp, Belgium
Nederlandse Vereniging van Kapiteins ter Koopvaardij, Rotterdam, Netherlands
Norges Skibsforerforbund, Oslo, Norway
The Society of Master Mariners South Africa, Cape Town, South Africa
Verband Deutscher Kapitäne und Schiffsoffiziere, Hamburg, Germany

International Federation of Shipmasters’ Associations
49-60 Borough Road
London SE1 1DR United Kingdom
Phone:+44 20 7261 0450
Fax:
+44 20 3468 2134
Email:
HQ@ifsma.org
Website: www.ifsma.org
Facebook: www.facebook.com/IFSMA
Twitter:
www.twitter.com/IFSMA