Crew Management

Following internationally accepted accounting principles, Atlanta Ltd. Maritime Agency provides ship owners with regular financial statements on each vessel, concerning employed personnel. Flexibility enables Atlanta Ltd. Maritime Agency to provide reports which are carefully designed to meet the specific needs of the client. Compatibility with their own financial reporting system and taxation. In our job we are using BIMCO approved crew & ship management agreements, as following:

* CREWMAN-A (2009);

* CREWMAN-B (2009);

* SHIPMAN (2009).

Annual operating budgets are drawn up in close consultation between the Management team and the ship-owner clients. Internal review meetings are scheduled to analyze performance and variances, recommending and initiating corrective actions as appropriate.

Emloyment for Offshore & Merchant vessels.

Atlanta Ltd. Maritime Agency is able to offer tailored offshore & trade employment arrangements and solutions to meet client specific requirements, structured in such a way as to ensure compliance with appropriate national tax regimes. There is an opportunity for substantial cost savings in respect of employers secondary National Insurance Contributions in certain circumstances. The individual seafarer is provided with a contract and written Terms and Conditions of Employment with the respective employing company.

A.L.M.A Recruitment Process:

  • Understanding your needs: Fact Based Assessment of your needs and understanding the nature of your demand and job description/candidate profile, as required. Also, to understand your organization, value systems (Company SMS), business interests and performance expectations.
  • Collection of CV’s: Review of CVs from databases, e-mail and post to ensure suitability of prospective candidates (seafarers) against specific requirements and then screened to narrow down to suitable ones.
  • Short listing of CV’s: Screened candidates are contacted to ensure their availability and willingness for the opening and to arrive at the most prospective ones. They are then interviewed by our panel to ensure “Right Fit” before submission of CV to you.
  • Client Review: CVs of candidates best suited for the position are forwarded to you for review and further selection.
  • Interviews Conducted: Selected candidates are informed in advance for attending client interview.
  • Feedback to Client: All along during the process of recruitment, client is regularly apprised of the progress and status of the assignment. Simultaneously, prospective candidates are kept posted on development.
  • Integrity: The highest ethical standards are maintained with due sensitivity and strict confidence for all assignments during entire process of recruitment.

Payroll.

    In conjunction with offshore & merchant employment services, we also offer payroll administration services, the key elements of which are:
  • Maintenance of a computed payroll system
  • Weekly or monthly payroll as required
  • Calculation/processing of all payroll activities, including ‘grace and favour’ deductions of anyTax where required
  • Administration of contributions in respect of employer’s pension schemes and Merchant Navy Pension Schemes
  • Submission of Payroll Reports and Statements of Wages to employing company
  • Production and issue of Payslips
  • Communication with tax authorities, pension scheme administrators etc and completion and submission of all applicable monthly/annual forms/returns on behalf of the employing company
  • Close liaison with deploying companies.

Policy and Goals in the field of quality and planning

for their achievement of Atlanta Ltd. Maritime Agency.

The implementation of quality policy is achieved by setting and achieving goals, among which we highlight:

• quality planning with established frequency;

• periodic verification of risks and opportunities for all QS processes;

• establishing and periodically reviewing the context of the organization;

• ensuring the selection and assessment of the quality of work of suppliers and contractors whose services and products directly affect the quality of the final product and / or organization services;

• Conducting internal and external audits of the UK for ongoing monitoring;

• conducting special events to form and promote leadership and corporate culture among employees;

• reduction in the number of complaints from consumers;

• identification and reduction of internal inconsistencies;

• reduction to zero of claims and comments of supervisory and controlling bodies;

• ensuring constant monitoring and analysis of the work of the UK by senior management;

• timely provision to the consumer of the product in accordance with the requirements stated or implied by the consumer, the requirements of ISO 9001: 2015, regulatory documents of the UK and external regulatory documents;

• staff involvement in quality improvement;

• planning activities to improve QS processes.

To ensure the measurability of quality goals, senior management analyzes the processes of the QS, as a result of which the achieved quantitative indicators of the processes are analyzed and indicators are planned for the next period. For each process and subprocess, the UDSK F-18 “Process Indicator Plan” form is filled out, in which clear and measurable quantitative indicators of each process are planned, coordinated with the quality policy and taking into account applicable requirements. The UDSK F-18 form is filled in by the owner of each process.

The form owner can approve the process or another senior manager of the organization. The executors of the process should be familiar with this form.

The UDSK F-18 form is a monitoring tool for each process throughout the year, as the achieved indicators are entered into it monthly or quarterly (by decision of the organization).

If necessary, during the year, goals and indicators can be reviewed and adjusted by the process owner.

When planning activities to achieve quality goals in the form of UDSK F-18, it is determined:

• what needs to be done / achieved;

• quantitative indicators of goals;

• in what time frame.

In the descriptions of the processes and in DSK 01-1 "Guide to the quality of the organization" it is defined:

• what resources are required for this;

• who is responsible for all this;

• how will the results be evaluated.

At the end of the year, for each process, the form of UDSK F-19 “Analysis of process indicators” is filled out. This form indicates whether or not the planned quality goals and established process indicators are achieved, the reasons and possible measures to improve each QS process are considered.

When reviewing quality goals, the planned quantitative level of reducing consumer complaints and Non-conformities is mandatory. Quality objectives are the starting point of the entire planning process and are complemented by current and future production goals.