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The Shipping KPI Standard V4.0 Page 1 of 141
The Shipping KPI Standard
V4.0
Released September 2020
The Shipping KPI Standard V4.0 Page 2 of 141
Shipping KPI Standard
1 Table of Contents 2 Summary of changes in KPI standard v4.0 ............................................................................. 6
2.1 What’s new? ..................................................................................................................... 6
2.1.1 Rankings instead of Ratings .................................................................................................. 6
2.1.2 KPIs ........................................................................................................................................ 6
2.1.3 PIs .......................................................................................................................................... 6
2.1.4 Ship attributes ....................................................................................................................... 6
2.2 What’s eliminated? ........................................................................................................... 6
2.2.1 SPIs ........................................................................................................................................ 6
2.2.2 KPIs ........................................................................................................................................ 7
2.2.3 PIs .......................................................................................................................................... 7
2.3 What has change? ............................................................................................................. 7
2.3.1 KPIs ........................................................................................................................................ 7
2.3.2 PIs .......................................................................................................................................... 7
3 Concepts .................................................................................................................................. 8
3.1 Hierarchy of indicators ..................................................................................................... 8
3.2 KPI Groups ....................................................................................................................... 9
3.3 Key Performance Indicators (KPI) ................................................................................. 10
3.4 Performance Indicators (PI) ........................................................................................... 11
3.5 KPI Depository ............................................................................................................... 12
4 Key Performance Indicators .................................................................................................. 13
4.1 Ballast water management violations ............................................................................. 13
4.2 Budget performance ....................................................................................................... 15
4.3 Cadets per ship ............................................................................................................... 17
4.4 Cargo related incidents ................................................................................................... 18
4.5 Condition of class ........................................................................................................... 20
4.6 Contained spills .............................................................................................................. 22
4.7 Crew disciplinary frequency .......................................................................................... 24
4.8 Crew planning ................................................................................................................ 26
4.9 Drydocking planning performance................................................................................. 28
The Shipping KPI Standard V4.0 Page 3 of 141
4.10 Environmental deficiencies ........................................................................................ 30
4.11 Failure of critical equipment and systems .................................................................. 32
4.12 Fire and Explosions .................................................................................................... 34
4.13 Port State Control performance .................................................................................. 36
4.14 Health and Safety deficiencies ................................................................................... 38
4.15 HR deficiencies ........................................................................................................... 40
4.16 Lost Time Injury Frequency ....................................................................................... 42
4.17 Lost Time Sickness Frequency ................................................................................... 44
4.18 Navigational deficiencies ........................................................................................... 46
4.19 Navigational incidents ................................................................................................ 48
4.20 Officer retention rate .................................................................................................. 50
4.21 Officers experience rate .............................................................................................. 52
4.22 Operational deficiencies ............................................................................................. 54
4.23 Passenger injury ratio ................................................................................................. 56
4.24 Port state control deficiency ratio ............................................................................... 58
4.25 Port state control detention ......................................................................................... 60
4.26 Releases of substances ................................................................................................ 62
4.27 Security deficiencies ................................................................................................... 64
4.28 Training days per officer ............................................................................................ 66
4.29 Ship availability .......................................................................................................... 68
4.30 Vetting deficiencies .................................................................................................... 70
4.31 Total Recordable Case Frequency .............................................................................. 72
4.32 Total Recordable Case Frequency including First Aid Cases .................................... 74
4.33 Overdue tasks in PMS ................................................................................................ 76
5 Performance Indicators .......................................................................................................... 78
5.1 Actual Drydocking costs ................................................................................................ 78
5.2 Actual drydocking duration ............................................................................................ 79
5.3 Actual unavailability ...................................................................................................... 80
5.4 Agreed drydocking budget ............................................................................................. 81
5.5 Agreed drydocking duration........................................................................................... 82
5.6 Number of officers employed ........................................................................................ 83
5.7 Last year’s AAE (Additional Authorized Expenses) ..................................................... 84
5.8 Last year’s actual running costs and accruals ................................................................ 85
5.9 Last year’s running cost budget ..................................................................................... 86
The Shipping KPI Standard V4.0 Page 4 of 141
5.10 Number of absconded crew ........................................................................................ 87
5.11 Number of allisions .................................................................................................... 88
5.12 Number of ballast water management violations ....................................................... 89
5.13 Number of beneficial officer terminations ................................................................. 90
5.14 Number of cadets under training with the DOC holder .............................................. 91
5.15 Number of cargo related incidents .............................................................................. 92
5.16 Number of cases where a crew member is sick for more than 24 hours .................... 94
5.17 Number of cases where drugs or alcohol is abused .................................................... 95
5.18 Number of charges of criminal offences .................................................................... 96
5.19 Number of collisions .................................................................................................. 97
5.20 Number of conditions of class .................................................................................... 98
5.21 Number of contained spills of liquid .......................................................................... 99
5.22 Number of seafarers not relieved on time ................................................................ 100
5.23 Number of dismissals ............................................................................................... 101
5.24 Number of environmental related deficiencies ......................................................... 102
5.25 Number of explosion incidents ................................................................................. 103
5.26 Number of failures of critical equipment and systems ............................................. 104
5.27 Number of fatalities due to work injuries ................................................................. 105
5.28 Number of fatalities due to sickness ......................................................................... 106
5.29 Number of fire incidents ........................................................................................... 107
5.30 Number of groundings .............................................................................................. 108
5.31 Number of health and safety related deficiencies ..................................................... 109
5.32 Number of HR related deficiencies .......................................................................... 110
5.33 Number of logged warnings ..................................................................................... 111
5.34 Number of lost workday cases .................................................................................. 112
5.35 Number of navigational related deficiencies ............................................................ 113
5.36 Number of officer days onboard all ships with the DOC holder .............................. 114
5.37 Number of officer experience points ........................................................................ 115
5.38 Number of officer terminations from whatever cause .............................................. 116
5.39 Number of officer trainee man days ......................................................................... 117
5.40 Number of officers onboard ..................................................................................... 118
5.41 Number of operational related deficiencies .............................................................. 119
5.42 Number of passengers injured .................................................................................. 120
5.43 Number of permanent partial disabilities ................................................................. 121
The Shipping KPI Standard V4.0 Page 5 of 141
5.44 Number of permanent total disabilities (PTD) ......................................................... 122
5.45 Number of PSC deficiencies ..................................................................................... 123
5.46 Number of PSC inspections ...................................................................................... 124
5.47 Number of PSC detentions ....................................................................................... 125
5.48 Number of PSC inspections resulting in zero deficiencies ....................................... 126
5.49 Number of recorded external inspections ................................................................. 127
5.50 Number of releases of substances to the environment ............................................. 128
5.51 Number of security related deficiencies ................................................................... 129
5.52 Number of oil spills .................................................................................................. 130
5.53 Number of unavoidable officer terminations ............................................................ 131
5.54 Number of ships operated under the DOC holder .................................................... 132
5.55 Number of observations during commercial inspections ......................................... 133
5.56 Number of commercial inspections .......................................................................... 134
5.57 Number of violations of rest hours ........................................................................... 135
5.58 Passenger exposure hours ......................................................................................... 136
5.59 Planned unavailability .............................................................................................. 137
5.60 Total exposure hours ................................................................................................ 138
5.61 Overdue tasks in PMS .............................................................................................. 139
5.62 Medical Treatment Cases ......................................................................................... 140
5.63 First Aid Cases.......................................................................................................... 141
The Shipping KPI Standard V4.0 Page 6 of 141
2 Summary of changes in KPI standard v4.0 2.1 What’s new? 2.1.1 Rankings instead of Ratings
KPI Rankings, the replacement of Ratings, is a new benchmarking method where performance is
regarded as relative to who I am compared with. As part of this concept, custom KPI targets are
also introduced to enable companies to set their own targets.
Ranking is an implicit benchmark where performance is regarded as relative to who I am compared
with. Each ship is compared with other ships on the same KPI based on its own ranking criteria,
hereby creating a ranking result where each ship is given its rank.
More information can be found in the “Concepts” page.
2.1.2 KPIs
1. KPI034: Total Recordable Case Frequency (TRFC)
2. KPI035: Total Recordable Case Frequency and First Aid Cases (TRFC & FAC)
3. KPI036: Overdue tasks in PMS . The formula takes into account the new PI065
Overdue tasks in PMS
2.1.3 PIs
1. PI065: Overdue tasks in PMS
2. PI066: Medical Treatment Cases (MTC)
3. PI067: First Aid Cases (FAC)
2.1.4 Ship attributes
In replacement of the emissions related KPIs, a new ship attribute is added to reflect the Energy
Efficiency Design Index (EEDI). The EEDI value can be found in the ship’s International
Energy Efficiency Certificate (IEEC).
For the new ship attribute the code META025 is used.
2.2 What’s eliminated? 2.2.1 SPIs
The entire SPI concept is eliminated and replaced by the concept of KPI groups. KPIs are
combined into 8 KPI groups for better categorization and visualization purposes. No form of
calculation or aggregation is happening on this level.
https://www.shipping-kpi.org/book/pages/concepts#?kpiProfileId=22
The Shipping KPI Standard V4.0 Page 7 of 141
2.2.2 KPIs
The following KPIs are being eliminated from the KPI Standard v4.0:
1. KPI005: CO2 efficiency
2. KPI021: NOx efficiency
3. KPI030: SOx efficiency
2.2.3 PIs
The following PIs are being eliminated from the KPI Standard v4.0:
1. PI007: Emitted mass of CO2 which contributes to KPI005
2. PI008: Emitted mass of NOx which contributes to KPI021
3. PI009: Emitted mass of SOx which contributes to KPI030
4. PI064: Transport work which contributes to KPI005, KPI021 and KPI030
2.3 What has change?
The following are the changes to improve the standard.
2.3.1 KPIs
The following KPIs are being enhanced for the KPI Standard v4.0:
1. KPI008: Crew Disciplinary – Calculation period changed to quarterly.
2. KPI032: Ship Availability – Calculation period changed to quarterly. Formula
updated.
2.3.2 PIs
The following PIs are being enhanced for the KPI Standard v4.0:
1. PI003: Actual Unavailability – Measuring period changed to quarterly.
2. PI022: Ship Availability – Measuring period changed to quarterly.
In case you would like to have further clarifications about the changes in the new KPI standard
v4.0, please contact us at support@shipping-kpi.org
mailto:support@shipping-kpi.org
The Shipping KPI Standard V4.0 Page 8 of 141
3 Concepts 3.1 Hierarchy of indicators
The Shipping KPI Standard is built up hierarchical with 3 different levels:
1. Key Performance Indicators (KPI) groups 2. Key Performance Indicators (KPIs) 3. Performance Indicators (PIs)
There is a mathematical relation between the last two levels. In basic terms, Key Performance
Indicators are calculated from Performance Indicators (lowest level) using a KPI formula.
On the lowest level you find the PIs, 63 in number, 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 normalization take place. The 33 KPIs are scaled into a range from 0-100,
where zero indicates low 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 combined into 8 KPI groups for better categorization and
visualization purposes. No form of calculation or aggregation is happening on this level.
63 PIs
33 KPIs
8 KPI GroupsKPI
Group
KPI
PI PI
KPI
PI PI PI
The Shipping KPI Standard V4.0 Page 9 of 141
3.2 KPI Groups
The old concept of Shipping Performance Indexes (SPIs) has been replaced from the concept of
KPIs Groups. Compared to SPIs, KPI Groups do not express any form of aggregated performance
in any area. No calculation is happening on this level. It’s just used as a grouping criteria. By
default, the system makes use of the following groups:
▪ Environmental ▪ Health and Safety ▪ HR Management ▪ Navigational Safety ▪ Operational ▪ Security ▪ Technical ▪ Port State Control
The Shipping KPI Standard V4.0 Page 10 of 141
3.3 Key Performance Indicators (KPI)
The Key Performance Indicators (KPIs) are expressions of performance within a specific area. The
KPI can be expressed in two ways:
• Absolute
• Relative
The absolute KPI Ranking is derived from a descending list sorted by the highest to lowest
performance rank returning the actual position of the ship within its ranking criteria. E.g. rank 4
out of 500.
The relative KPI Value is mathematical combination of relevant Performance Indicator Values.
The return value is a percentile position within the ranking criteria on a scale between 0% and
100%. The KPI Value allows users to target their performance to top 5%, 10% or similar value.
E.g. rank 4 out of 500 translates to 99,21%.
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
The Shipping KPI Standard V4.0 Page 11 of 141
3.4 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 dismissals, 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 Information Communication Technology (ICT). 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/PI022https://www.shipping-kpi.org/book/definition/PI032https://www.shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 12 of 141
3.5 KPI Depository
The depository contains detailed information about the Shipping KPI Performance Hierarchy
through:
1. Description of all Performance Indicators including:
a) Specification of data capture (PI Values) b) Their context in light of how the PI Values are used in the hierarchy c) Any intermediate calculation formulas that must be applied to be able to obtain
the PI Values
2. Description of all Key Performance Indicators including:
a) The KPI’s objective (what to measure) b) The KPI Value calculation formula c) A KPI Ranking calculation example
The clarification of roles and responsibilities related to the management of the Shipping KPI
Depository is under the responsibility BIMCO this includes 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 KPI/PI descriptions
• QA support service
• Management of the ICT platform
The Shipping KPI Standard V4.0 Page 13 of 141
4 Key Performance Indicators 4.1 Ballast water management violations 4.1.1.1 Description
This KPI expresses the company's ability to adhere to applicable rules and regulations related to
management of ballast water.
4.1.1.2 Interpretation
It is the number of times where prevailing regulations regarding management of ballast water
have been violated and recorded by an external party.
Calculation Period Quarterly
Scope Ship level
Unit Violations
4.1.1.3 KPI Value Formula
PI015 Number of ballast water management violations
KPI 𝑣𝑎𝑙𝑢𝑒 = PI015
4.1.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI015: Number of PSC deficiencies in a quarter = 10
KPI 𝑣𝑎𝑙𝑢𝑒 = PI015 = 10
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 1 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
99 + 0.5 ∗ 1
100∗ 100 = 99.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI001 Ballast
water management violations, this ship belongs in the 99.50th percentile of the ships that are
being compared with based on its ranking criteria in the respective quarter.
https://shipping-kpi.org/book/definition/PI015
The Shipping KPI Standard V4.0 Page 14 of 141
4.1.1.5 Explanatory Note
This KPI uses only one PI.
4.1.1.6 KPI References
International Convention for the Control and Management of Ships' Ballast Water and Sediments
(BWM) and National regulations.
The Shipping KPI Standard V4.0 Page 15 of 141
4.2 Budget performance 4.2.1.1 Description
This KPI expresses the overall budget deviation.
4.2.1.2 Interpretation
The KPI reflects the company's ability effectively plan the ship's operating costs. It does not
value the cost effectiveness. Deviations both positive and negative are regarded in the same way.
Calculation Period Fiscal year
Scope Ship level
Unit %
4.2.1.3 KPI Value Formula
PI010 Last year’s AAE (Additional Authorized Expenses)
PI011 Last year’s actual running costs and accruals
PI012 Last year’s running cost budget
KPI 𝑣𝑎𝑙𝑢𝑒 =|PI012 − (PI011 − PI010)|
PI012
4.2.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI010 Last year’s AAE (Additional Authorized Expenses) = 0.25M US$
PI011 Last year’s actual running costs and accruals = 1.5 US$
PI012 Last year’s running cost budget = 1.2M US$
KPI 𝑣𝑎𝑙𝑢𝑒 =|PI012 − (PI011 − PI010)|
PI012∗ 100 =
|1.2 − (1.5 − 0.25)|
1.2∗ 100 = 4.17%
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 50 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
50 + 0.5 ∗ 1
100∗ 100 = 50.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI010https://shipping-kpi.org/book/definition/PI011https://shipping-kpi.org/book/definition/PI012https://shipping-kpi.org/book/definition/PI010https://shipping-kpi.org/book/definition/PI011https://shipping-kpi.org/book/definition/PI012
The Shipping KPI Standard V4.0 Page 16 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI002 Budget
Performance, this ship belongs in the 50.50th percentile of the ships that are being compared with
based on its ranking criteria in the respective quarter.
The Shipping KPI Standard V4.0 Page 17 of 141
4.3 Cadets per ship 4.3.1.1 Description
The KPI shows the ratio between the total number of cadets under training with the DOC holder
and their total fleet. The result is the average number of cadets per ship.
4.3.1.2 Interpretation
This KPI expresses the company’s commitment and ability to take on new cadets.
Calculation Period Quarterly
Scope All ships of the DOC holder
Unit Cadets/Ship
4.3.1.3 KPI Value Formula
PI017 Number of cadets under training with the DOC holder
PI057 Number of ships operated under the DOC holder
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = PI017
PI057
4.3.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI017 Number of cadets under training with the DOC holder = 123
PI057 Number of ships operated under the DOC holder = 134
KPI 𝑣𝑎𝑙𝑢𝑒 =PI017
PI057=
123
134= 0.92
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI003 Cadets
per ship, this ship belongs in the 77.50th percentile of the ships that are being compared with
based on its ranking criteria in the respective quarter.
https://shipping-kpi.org/book/definition/PI017https://shipping-kpi.org/book/definition/PI057https://shipping-kpi.org/book/definition/PI017https://shipping-kpi.org/book/definition/PI057
The Shipping KPI Standard V4.0 Page 18 of 141
4.4 Cargo related incidents 4.4.1.1 Description
This KPI expresses the company’s ability to contribute to incidents-free cargo operations and
carriage.
4.4.1.2 Interpretation
It is the number of incidents related to Cargo during carriage and cargo operations recorded in
the company's internal incidents reports, the details of which is found in PI018.
Calculation Period Quarterly
Scope Ship level
Unit Number of Cargo related incidents
4.4.1.3 KPI Value Formula
PI018 Number of cargo related incidents
KPI 𝑣𝑎𝑙𝑢𝑒 = PI018
4.4.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI018 Number of cargo related incidents = 1
KPI 𝑣𝑎𝑙𝑢𝑒 = PI018 = 1
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: : Based on the above example, we could say that, when it comes to KPI004 Cargo
related incidents, this ship belongs in the 67.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
https://shipping-kpi.org/book/definition/PI018https://shipping-kpi.org/book/definition/PI018
The Shipping KPI Standard V4.0 Page 19 of 141
4.4.1.5 Explanatory Note
1. The number of cargo related incidents are not related to the number of port calls
2. This KPI uses only one PI
The Shipping KPI Standard V4.0 Page 20 of 141
4.5 Condition of class 4.5.1.1 Description
The KPI counts the total number of conditions of class issued by class.
4.5.1.2 Interpretation
This KPI expresses the company’s efforts to minimize the number of conditions of class. Be
aware that all categories of conditions of class are weighted and regarded equally.
Calculation Period Quarterly
Scope Ship level
Unit Conditions of class
4.5.1.3 KPI Value Formula
PI023 Number of conditions of class
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = PI023
4.5.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI023 Number of conditions of class = 1
KPI 𝑣𝑎𝑙𝑢𝑒 = PI023 = 1
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI006
Condition of class, this ship belongs in the 60.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
4.5.1.5 Explanatory Note
The issue of conditions of class differs between industry sectors and caution should be applied
when interpreting this KPI.
https://shipping-kpi.org/book/definition/PI023https://shipping-kpi.org/book/definition/PI023
The Shipping KPI Standard V4.0 Page 21 of 141
4.5.1.6 KPI References
As per IACS definition of conditions of class.
The Shipping KPI Standard V4.0 Page 22 of 141
4.6 Contained spills 4.6.1.1 Description
This KPI expresses the company’s ability to avoid spills.
4.6.1.2 Interpretation
Contained spills covers liquid as defined under MARPOL Annex I. Contained spills in secure
areas such as Engine rooms are not counted.
Calculation Period Quarterly
Scope Ship level
Unit Number of contained spills
4.6.1.3 KPI Value Formula
PI024 Number of contained spills of liquid
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = 𝑃𝐼024
4.6.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI024 Number of contained spills of liquid = 2
KPI 𝑣𝑎𝑙𝑢𝑒 = PI024 = 2
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI007
Contained spills, this ship belongs in the 77.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
4.6.1.5 Explanatory Note
1. 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
https://shipping-kpi.org/book/definition/PI024https://shipping-kpi.org/book/definition/PI024
The Shipping KPI Standard V4.0 Page 23 of 141
incident’s impact in this case is reduced as the spill is contained onboard the ship.
2. This KPI is complementary to the KPI “KPI028 Releases of Substances" as defined by
MARPOL (Annex I to V), to the environment”. Some spills are contained but still represent an
incident that should be recorded.
3. This KPI uses only one PI.
4.6.1.6 KPI References
Company’s Safety Management System
The Shipping KPI Standard V4.0 Page 24 of 141
4.7 Crew disciplinary frequency 4.7.1.1 Description
The KPI counts the total number of breaches of code of conduct made by the ship's crew and the
company's reaction. The total exposure hours onboard the ship is used as a denominator to
enable benchmarking.
4.7.1.2 Interpretation
This KPI expresses the ability of the management to maintain discipline.
Calculation Period Quarterly
Scope Ship level
Unit Breaches/ total crew
4.7.1.3 KPI Value Formula
PI013 Number of absconded crew
PI020 Number of cases where drugs or alcohol is abused
PI021 Number of charges of criminal offences
PI026 Number of dismissals
PI036 Number of logged warnings
PI063 Total exposure hours
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = PI013 + PI020 + PI021 + PI026 + PI036
PI063∗ 24 ∗ 90
4.7.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI013 Number of absconded crew = 0
PI020 Number of cases where drugs or alcohol is abused = 0
PI021 Number of charges of criminal offences = 0
PI026 Number of dismissals = 0
PI036 Number of logged warnings = 1
PI063 Total exposure hours = 22500
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = PI013 + PI020 + PI021 + PI026 + PI036
PI063∗ 24 ∗ 90 =
1
22500∗ 24 ∗ 90
https://shipping-kpi.org/book/definition/PI013https://shipping-kpi.org/book/definition/PI020https://shipping-kpi.org/book/definition/PI021https://shipping-kpi.org/book/definition/PI026https://shipping-kpi.org/book/definition/PI036https://shipping-kpi.org/book/definition/PI063https://shipping-kpi.org/book/definition/PI013https://shipping-kpi.org/book/definition/PI020https://shipping-kpi.org/book/definition/PI021https://shipping-kpi.org/book/definition/PI026https://shipping-kpi.org/book/definition/PI036https://shipping-kpi.org/book/definition/PI063
The Shipping KPI Standard V4.0 Page 25 of 141
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI008 Crew
disciplinary frequency, this ship belongs in the 90.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
The Shipping KPI Standard V4.0 Page 26 of 141
4.8 Crew planning 4.8.1.1 Description
The KPI counts the number of breaches of regulations or agreements related to MLC and STCW.
4.8.1.2 Interpretation
This KPI expresses the company's crew planning ability to relieve crew on time and avoiding
violations of rest hours and/or work hours regulations.
Calculation Period Quarterly
Scope Ship level
Unit Breaches
4.8.1.3 KPI Value Formula
PI025 Number of crew not relieved on time
PI060 Number of violations of rest hours
KPI 𝑣𝑎𝑙𝑢𝑒 = PI025 + PI060
4.8.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI025 Number of crew not relieved on time = 1
PI060 Number of violations of rest hours = 2
KPI 𝑣𝑎𝑙𝑢𝑒 = PI025 + PI060 = 1 + 2 = 3
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI009 crew
planning frequency, this ship belongs in the 67.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
https://shipping-kpi.org/book/definition/PI025https://shipping-kpi.org/book/definition/PI060https://shipping-kpi.org/book/definition/PI025https://shipping-kpi.org/book/definition/PI060
The Shipping KPI Standard V4.0 Page 27 of 141
4.8.1.5 Explanatory Note
Regulations outside MLC and STCW, such as flag state regulations, are excluded
4.8.1.6 KPI References
STCW and MLC Convention
The Shipping KPI Standard V4.0 Page 28 of 141
4.9 Drydocking planning performance 4.9.1.1 Description
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.
Calculation Period Quarterly
Scope Ship level
Unit %
4.9.1.2 KPI Value Formula
PI001 Actual drydocking costs PI002 Actual drydocking duration PI004 Agreed drydocking budget PI005 Agreed drydocking duration
KPI 𝑣𝑎𝑙𝑢𝑒 = (|PI002 − PI005|
PI005+
|PI001 − PI004|
PI004) ∗ 100%
4.9.1.3 Ranking calculation example
Step 1: Calculate KPI value
PI001 Actual drydocking costs = 3.9M US$ PI002 Actual drydocking duration = 16 days PI004 Agreed drydocking budget = 4M US$ PI005 Agreed drydocking duration = 14 days
KPI 𝑣𝑎𝑙𝑢𝑒 = (|PI002−PI005|
PI005+
|PI001−PI004|
PI004) ∗ 100% = 16.8%
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
https://shipping-kpi.org/book/definition/PI001https://shipping-kpi.org/book/definition/PI002https://shipping-kpi.org/book/definition/PI004https://shipping-kpi.org/book/definition/PI005https://shipping-kpi.org/book/definition/PI001https://shipping-kpi.org/book/definition/PI002https://shipping-kpi.org/book/definition/PI004https://shipping-kpi.org/book/definition/PI005
The Shipping KPI Standard V4.0 Page 29 of 141
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI010
Drydocking planning performance, this ship belongs in the 90.50th percentile of the ships that are
being compared with based on its ranking criteria in the respective quarter.
The Shipping KPI Standard V4.0 Page 30 of 141
4.10 Environmental deficiencies 4.10.1.1 Description
This KPI expresses the company’s ability to avoid environmental related deficiencies.
4.10.1.2 Interpretation
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 number of
environmental related deficiencies (PI027) is expressed relative to the total number of external
inspections and audits (PI052).
Calculation Period Quarterly
Scope Ship level
Unit Number of deficiencies per External
Inspection
4.10.1.3 KPI Value Formula
PI027 Number of environmental related deficiencies
PI052 Number of recorded external inspections
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = PI027
PI052
4.10.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI027 Number of environmental related deficiencies = 4
PI052 Number of recorded external inspections = 2
KPI 𝑣𝑎𝑙𝑢𝑒 =PI027
PI052=
4
2= 2
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI027https://shipping-kpi.org/book/definition/PI052https://shipping-kpi.org/book/definition/PI027https://shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 31 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI011
Environmental deficiencies, this ship belongs in the 77.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.10.1.5 KPI References
MARPOL and National Regulations
The Shipping KPI Standard V4.0 Page 32 of 141
4.11 Failure of critical equipment and systems 4.11.1.1 Description
This KPI expresses the company’s ability to maintain critical equipment and systems in good
working condition always.
4.11.1.2 Interpretation
The KPI counts the number of failures of equipment and systems in the critical list defined in the
company's Safety Management System.
Calculation Period Quarterly
Scope Ship level
Unit Failures
4.11.1.3 KPI Value Formula
PI029 Number of failures of critical equipment and systems
𝐾𝑃𝐼 𝑉𝑎𝑙𝑢𝑒 = 𝑃𝐼029
4.11.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI029 Number of failures of critical equipment and systems = 1
KPI 𝑣𝑎𝑙𝑢𝑒 = 𝑃𝐼029 = 1
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI012 Failure
of critical equipment and systems, this ship belongs in the 67.50th percentile of the ships that are
being compared with based on its ranking criteria in the respective quarter.
4.11.1.5 Explanatory Note
https://shipping-kpi.org/book/definition/PI029https://shipping-kpi.org/book/definition/PI029
The Shipping KPI Standard V4.0 Page 33 of 141
1. This KPI is kept without a denominator because a failure to a critical equipment or system is
serious, regardless of how many items a company's SMS has in its list of Critical Equipment.
2. 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 therefor this KPI is kept without a denominator.
3. This KPI uses only one PI
4.11.1.6 KPI References
Company's Safety Management System
The Shipping KPI Standard V4.0 Page 34 of 141
4.12 Fire and Explosions 4.12.1.1 Description
This KPI expresses the company’s ability to avoid fire and explosions onboard the ship.
4.12.1.2 Interpretation
The KPI counts the number of fire and explosion incidents as reported in the company's internal
incident reports.
Calculation Period Quarterly
Scope Ship level
Unit Number of incidents
4.12.1.3 KPI Value Formula
PI028 Number of explosion incidents
PI032 Number of fire incidents
KPI Value = PI028 + PI032
4.12.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI028 Number of explosion incidents = 0
PI032 Number of fire incidents = 1
KPI Value = PI028 + PI032 = 0 + 1 = 1
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI013 Fire
and Explosions, this ship belongs in the 90.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
https://shipping-kpi.org/book/definition/PI028https://shipping-kpi.org/book/definition/PI032https://shipping-kpi.org/book/definition/PI028https://shipping-kpi.org/book/definition/PI032
The Shipping KPI Standard V4.0 Page 35 of 141
4.12.1.5 Explanatory Note
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 it 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.
The Shipping KPI Standard V4.0 Page 36 of 141
4.13 Port State Control performance 4.13.1.1 Description
This KPI expresses the company’s ability to have flawless Port State Control inspection.
4.13.1.2 Interpretation
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.
Calculation Period Quarterly
Scope Ship level
Unit Flawless Inspections/Inspections
4.13.1.3 KPI Value Formula
PI049 Number of PSC inspections
PI051 Number of PSC inspections resulting in zero deficiencies
KPI Value = PI051
PI049
4.13.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI049 Number of PSC inspections = 4
PI051 Number of PSC inspections resulting in zero deficiencies = 2
KPI 𝑣𝑎𝑙𝑢𝑒 =PI051
PI049=
2
4= 0.5
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI049https://shipping-kpi.org/book/definition/PI051https://shipping-kpi.org/book/definition/PI049https://shipping-kpi.org/book/definition/PI051
The Shipping KPI Standard V4.0 Page 37 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI014 Port
state control performance, this ship belongs in the 77.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.13.1.5 Explanatory Note
This KPI is one of three KPIs related to Port State Control Inspections. The three areas covered
are;
a. 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,
b. Port state control detention’ which measures the total number of port state control inspections resulting in a detention and
c. this specific KPI, ‘Flawless 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’.
The Shipping KPI Standard V4.0 Page 38 of 141
4.14 Health and Safety deficiencies 4.14.1.1 Description
This KPI expresses the ratio between health and safety related deficiencies (raised during
external inspections and audits) and the total number of recorded external inspections and audits.
External audits include non-conformities but exclude observations.
4.14.1.2 Interpretation
This KPI expresses the company’s ability to avoid health and safety related deficiencies recorded
during external inspections and audits.
Calculation Period Quarterly
Scope Ship level
Unit Deficiencies/Inspection
4.14.1.3 KPI Value Formula
PI034 Number of health and safety related deficiencies
PI052 Number of recorded external inspections
KPI Value = PI034
PI052
4.14.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI034 Number of health and safety related deficiencies = 3
PI052 Number of recorded external inspections = 2
KPI 𝑣𝑎𝑙𝑢𝑒 =PI034
PI052=
3
2= 1.5
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI034https://shipping-kpi.org/book/definition/PI052https://shipping-kpi.org/book/definition/PI034https://shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 39 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI015 Health
and Safety deficiencies, this ship belongs in the 67.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.14.1.5 Explanatory Note
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.
4.14.1.6 KPI References
SOLAS
The Shipping KPI Standard V4.0 Page 40 of 141
4.15 HR deficiencies 4.15.1.1 Description
The KPI expresses the ratio between HR related deficiencies (raised during external inspections
and audits) and the total number of recorded external inspections and audits. External audits
include non-conformities but exclude observations.
4.15.1.2 Interpretation
This KPI expresses the company’s HR related performance measured by number of deficiencies
and non-conformities recorded during external inspections and audits.
Calculation Period Quarterly
Scope Ship level
Unit Deficiencies/Inspection
4.15.1.3 KPI Value Formula
PI035 Number of HR related deficiencies
PI052 Number of recorded external inspections
KPI Value = PI035
PI052
4.15.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI035 Number of HR related deficiencies = 3
PI052 Number of recorded external inspections = 2
KPI 𝑣𝑎𝑙𝑢𝑒 =PI035
PI052=
3
2= 1.5
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI035https://shipping-kpi.org/book/definition/PI052https://shipping-kpi.org/book/definition/PI035https://shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 41 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI016 HR
deficiencies, this ship belongs in the 90.50th percentile of the ships that are being compared with
based on its ranking criteria in the respective quarter.
4.15.1.5 Explanatory Note
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.
4.15.1.6 KPI References
MLC and STCW
The Shipping KPI Standard V4.0 Page 42 of 141
4.16 Lost Time Injury Frequency 4.16.1.1 Description
The KPI expresses the number of Lost Time Injuries (LTI) among the crew per million exposure
hours.
4.16.1.2 Interpretation
This KPI expresses the company’s ability to safeguard crew against injuries and fatalities.
Calculation Period 12 month rolling year
Scope Ship level
Unit Cases/Million Hours
4.16.1.3 KPI Value Formula
PI030 Number of fatalities due to injuries
PI037 Number of lost workday cases
PI046 Number of permanent partial disabilities
PI047 Number of permanent total disabilities (PTD)
PI063 Total exposure hours
KPI Value = PI030 + PI037 + PI046 + PI047
PI063 ∗ 10−6
4.16.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI030 Number of fatalities due to injuries = 0
PI037 Number of lost workday cases = 1
PI046 Number of permanent partial disabilities = 0
PI047 Number of permanent total disabilities (PTD) = 0
PI063 Total exposure hours = 87600
KPI Value = PI030+PI037+PI046+PI047
PI063∗10−6=
0+1+0+0
87600∗10−6 =11.41
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
https://shipping-kpi.org/book/definition/PI030https://shipping-kpi.org/book/definition/PI037https://shipping-kpi.org/book/definition/PI046https://shipping-kpi.org/book/definition/PI047https://shipping-kpi.org/book/definition/PI063https://shipping-kpi.org/book/definition/PI030https://shipping-kpi.org/book/definition/PI037https://shipping-kpi.org/book/definition/PI046https://shipping-kpi.org/book/definition/PI047https://shipping-kpi.org/book/definition/PI063
The Shipping KPI Standard V4.0 Page 43 of 141
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes KPI017 Lost time
injury frequency, this ship belongs in the 77.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
4.16.1.5 Explanatory Note
Exposure hours are 24 hours per day while serving onboard. Note that injuries during off duty on
board are also included.
LTI is the sum of Fatalities, Permanent Total Disabilities, Permanent Partial Disabilities and Lost
Workday Cases.
4.16.1.6 KPI References
(OCIMF) Marine Injury Reporting Guidelines
The Shipping KPI Standard V4.0 Page 44 of 141
4.17 Lost Time Sickness Frequency 4.17.1.1 Description
The KPI expresses the number of Lost Time Injuries (LTI) among the crew per million exposure
hours.
4.17.1.2 Interpretation
This KPI expresses the company’s ability to safeguard crew against injuries and fatalities.
Calculation Period 12 month rolling year
Scope Ship level
Unit Cases/Million Hours
4.17.1.3 KPI Value Formula
PI019 Number of crew sick for more than 24 hours
PI031 Number of fatalities due to sickness
PI063 Total exposure hours
KPI Value = PI019 + PI031
PI063 ∗ 10−6
4.17.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI019 Number of crew sick for more than 24 hours = 0
PI031 Number of fatalities due to sickness = 1
PI063 Total exposure hours = 131400
KPI Value = PI019 + PI031
PI063 ∗ 10−6=
1 + 0
131,400 ∗ 10−6= 7.61
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI019https://shipping-kpi.org/book/definition/PI031https://shipping-kpi.org/book/definition/PI063https://shipping-kpi.org/book/definition/PI019https://shipping-kpi.org/book/definition/PI031https://shipping-kpi.org/book/definition/PI063
The Shipping KPI Standard V4.0 Page 45 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI018 Lost
time sickness frequency, this ship belongs in the 77.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.17.1.5 Explanatory Note
Exposure hours are 24 hours per day while serving onboard.
The LTSF does not distinguish on severity of sickness. This KPI respects the privacy of
information related to the crew.
4.17.1.6 KPI References
OHSAS
The Shipping KPI Standard V4.0 Page 46 of 141
4.18 Navigational deficiencies 4.18.1.1 Description
This KPI expresses the company’s ability to avoid navigational related deficiencies.
4.18.1.2 Interpretation
The KPI counts the number of navigational related deficiencies including any sub-standard 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.
Calculation Period Quarterly
Scope Ship level
Unit Deficiencies/Inspection
4.18.1.3 KPI Value Formula
PI038 Number of navigational related deficiencies
PI052 Number of recorded external inspections
KPI Value = PI038
PI052
4.18.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI038 Number of navigational related deficiencies = 4
PI052 Number of recorded external inspections = 2
KPI 𝑣𝑎𝑙𝑢𝑒 = PI038
PI052=
4
2= 2
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI038https://shipping-kpi.org/book/definition/PI052https://shipping-kpi.org/book/definition/PI038https://shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 47 of 141
Interpretation: Based on the above example, we could say that, when it comes to to KPI019
Navigational deficiencies, this ship belongs in the 90.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.18.1.5 Explanatory Note
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.
4.18.1.6 KPI References
SOLAS, Company's Safety Management System
The Shipping KPI Standard V4.0 Page 48 of 141
4.19 Navigational incidents 4.19.1.1 Description
This KPI expresses the company’s ability to avoid navigational incidents.
4.19.1.2 Interpretation
The KPI counts any navigational incident resulting in a collision, allision or grounding. All
incidents are counted regardless of the cause of the incident.
Calculation Period Quarterly
Scope Ship level
Unit Incidents
4.19.1.3 KPI Value Formula
PI014 Number of allisions
PI022 Number of collisions
PI033 Number of groundings
KPI Value = PI014 + PI022 + PI033
4.19.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI014 Number of allisions = 0
PI022 Number of collisions = 1
PI033 Number of groundings = 2
KPI Value = PI014 + PI022 + PI033 = 0 + 1 + 2 = 3
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI014https://shipping-kpi.org/book/definition/PI022https://shipping-kpi.org/book/definition/PI033https://shipping-kpi.org/book/definition/PI014https://shipping-kpi.org/book/definition/PI022https://shipping-kpi.org/book/definition/PI033
The Shipping KPI Standard V4.0 Page 49 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI020
Navigational deficiencies water management violations, this ship belongs in the 77.50th
percentile of the ships that are being compared with based on its ranking criteria in the respective
quarter.
4.19.1.5 Explanatory Note
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 navigational near misses. This would need further
consideration regarding the inconsistency of reporting and interpreting near misses.
The Shipping KPI Standard V4.0 Page 50 of 141
4.20 Officer retention rate 4.20.1.1 Description
This KPI expresses the officer retention rate within the company.
4.20.1.2 Interpretation
This KPI expresses the company’s ability to retain officers within the organization. The KPI
shows the ratio between terminations and the size of the DOC holder's officer pool. The KPI is
vulnerable to changes in fleet size.
Calculation Period 12 month rolling year
Scope DOC holder
Unit %
4.20.1.3 KPI Value Formula
PI006 Number of officers employed
PI016 Number of beneficial officer terminations
PI041 Number of officer terminations from whatever cause
PI056 Number of unavoidable officer terminations
KPI Value = 100% −(PI041 − (PI056 + PI016))
PI006∗ 100%
4.20.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI006 Number of officers employed = 250
PI016 Number of beneficial officer terminations = 1
PI041 Number of officer terminations from whatever cause = 23
PI056 Number of unavoidable officer terminations = 5
KPI Value = 100% −(PI041−(PI056+PI016))
PI006∗ 100% = 100% −
(23−(5+1))
250∗ 100% = 93.2
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
https://shipping-kpi.org/book/definition/PI006https://shipping-kpi.org/book/definition/PI016https://shipping-kpi.org/book/definition/PI041https://shipping-kpi.org/book/definition/PI056https://shipping-kpi.org/book/definition/PI006https://shipping-kpi.org/book/definition/PI016https://shipping-kpi.org/book/definition/PI041https://shipping-kpi.org/book/definition/PI056
The Shipping KPI Standard V4.0 Page 51 of 141
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI022 Officer
retention rate, this ship belongs in the 67.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
4.20.1.5 Explanatory Note
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.
4.20.1.6 KPI References
INTERTANKO Officer Retention Formula. (Corrected) Version 2 Dated 12th March 2008.
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 Shipping KPI Standard V4.0 Page 52 of 141
4.21 Officers experience rate 4.21.1.1 Description
This KPI expresses the level of experience with the company's Safety Management System
(SMS) of the officers currently onboard the ship.
4.21.1.2 Interpretation
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 company safety management system). Any experience above 12 months sailing time is
disregarded.
Calculation Period Quarterly
Scope Ship level
Unit Experience points/officer
4.21.1.3 KPI Value Formula
PI040 Number of officer experience points
PI043 Number of officers onboard
KPI Value = PI040
4 ∗ PI043∗ 100
4.21.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI040 Number of officer experience points = 34
PI043 Number of officers onboard = 9
KPI Value = PI040
4 ∗ PI043∗ 100 =
34
4 ∗ 9∗ 100 = 94.4%
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
https://shipping-kpi.org/book/definition/PI040https://shipping-kpi.org/book/definition/PI043https://shipping-kpi.org/book/definition/PI040https://shipping-kpi.org/book/definition/PI043
The Shipping KPI Standard V4.0 Page 53 of 141
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI023
Officers experience rate, this ship belongs in the 90.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
The Shipping KPI Standard V4.0 Page 54 of 141
4.22 Operational deficiencies 4.22.1.1 Description
This KPI expresses the company’s ability to avoid operational related deficiencies.
4.22.1.2 Interpretation
The KPI counts the number of operational related deficiencies including any substandard act,
practice or condition (excluding HR, security, health, 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.
Calculation Period Quarterly
Scope Ship level
Unit Deficiencies/Inspection
4.22.1.3 KPI Value Formula
PI044 Number of operational related deficiencies
PI052 Number of recorded external inspections
KPI Value = PI044
PI052
4.22.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI044 Number of operational related deficiencies = 1
PI052 Number of recorded external inspections = 5
KPI 𝑣𝑎𝑙𝑢𝑒 =PI044
PI052=
1 + 0
5= 0.2
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 23 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
77 + 0.5 ∗ 1
100∗ 100 = 77.50 percentile 𝑟𝑎𝑛𝑘
https://shipping-kpi.org/book/definition/PI044https://shipping-kpi.org/book/definition/PI052https://shipping-kpi.org/book/definition/PI044https://shipping-kpi.org/book/definition/PI052
The Shipping KPI Standard V4.0 Page 55 of 141
Interpretation: Based on the above example, we could say that, when it comes to KPI024
Operational deficiencies, this ship belongs in the 77.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.22.1.5 Explanatory Note
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. This specific KPI
(Operational deficiencies) is a KPI that will cover all deficiencies excluding Navigational, HR,
Security, Health & Safety and Environmental deficiencies.
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 inspections.
THETIS Deficiency Coding (Paris MoU): all deficiency codes starting with 01, 02, 03, 06 and 13
are operational findings.
4.22.1.6 KPI References
Company's Safety Management System
The Shipping KPI Standard V4.0 Page 56 of 141
4.23 Passenger injury ratio 4.23.1.1 Description
The KPI represents a ratio between the number of injured passengers reported during
embarkation, disembarkation and time spent on board, 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.
4.23.1.2 Interpretation
This KPI expresses the company’s ability to protect passengers from injury. The indicator does
not take into account the severity of injury.
Calculation Period Quarterly
Scope Ship level
Unit Cases/Million Hours
4.23.1.3 KPI Value Formula
PI045 Number of passengers injured
PI061 Passenger exposure hours
KPI Value = PI045
PI061 ∗ 10−6
4.23.1.4 Ranking calculation example
Step 1: Calculate KPI value
PI045 Number of passengers injured = 5
PI061 Passenger exposure hours = 100000
KPI Value = PI045
PI061 ∗ 10−6=
5
100000 ∗ 10−6= 50
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 33 and you are the only ship in that rank.
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
https://shipping-kpi.org/book/definition/PI045https://shipping-kpi.org/book/definition/PI061https://shipping-kpi.org/book/definition/PI045https://shipping-kpi.org/book/definition/PI061
The Shipping KPI Standard V4.0 Page 57 of 141
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
67 + 0.5 ∗ 1
100∗ 100 = 67.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI025
Passenger injury ratio, this ship belongs in the 67.50th percentile of the ships that are being
compared with based on its ranking criteria in the respective quarter.
4.23.1.5 Explanatory Note
A fatality resulting from an injury will be counted as a case (as an injury).
The Shipping KPI Standard V4.0 Page 58 of 141
4.24 Port state control deficiency ratio 4.24.1.1 Description
This KPI expresses the company’s ability to avoid deficiencies issued during Port State Control
Inspections.
4.24.1.2 Interpretation
The KPI represents a ratio between the number 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.
Calculation Period Quarterly
Scope Ship level
Unit Deficiencies/Inspection
4.24.1.3 KPI Value Formula
PI048 Number of PSC deficiencies
PI049 Number of PSC inspections
KPI 𝑣𝑎𝑙𝑢𝑒 =PI048
PI049
4.24.1.4 Ranking calculation example
PI048 Number of PSC deficiencies in a quarter = 12
PI049 Number of PSC inspections in a quarter = 4
KPI Value Port State Control Deficiency Ratio = 3
Step 1: Calculate KPI value
PI048: Number of PSC deficiencies in a quarter = 12
PI049: Number of PSC inspections in a quarter = 4
KPI 𝑣𝑎𝑙𝑢𝑒 =PI048
PI049=
12
4= 3
Step 2: Calculate percentile rank by comparing KPI value against other ships with the same
criteria. We assume that another 99 (100 in total) participate in the ranking with the same criteria
and our ship has position 10 and you are the only ship in that rank.
https://shipping-kpi.org/book/definition/PI048https://shipping-kpi.org/book/definition/PI049https://www.shipping-kpi.org/book/definition/PI048#?kpiProfileId=22https://www.shipping-kpi.org/book/definition/PI049#?kpiProfileId=22
The Shipping KPI Standard V4.0 Page 59 of 141
Step 3: Calculate the percentile rank by capturing the count of all participant below your rank
(cℓ). The frequency of ships in your same rank (ƒi). The total number of ships in the ranking
segment (N).
Percentile Rank =cℓ + 0.5 ƒ𝑖
𝑁∗ 100 =
90 + 0.5 ∗ 1
100∗ 100 = 90.50 percentile 𝑟𝑎𝑛𝑘
Interpretation: Based on the above example, we could say that, when it comes to KPI026 PSC
deficiency ratio, this ship belongs in the 90.50th percentile of the ships that are being compared
with based on its ranking criteria in the respective quarter.
4.24.1.5 Explanatory Note
This KPI is one of three KPIs related to Port State Control Inspections. The three areas covered
are;
a. 'Flawless port state control performance' which measures the percentage of Port State Control Inspections resulti
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