Crew management in the maritime industry is one of the most critical areas, directly affecting not only operational continuity but also safety, efficiency, and the human factor. Founded in 2024, QSM Global quickly gained attention in the industry with its international connections and ethical recruitment policies. We spoke with QSM Global Co-Founder Orhan Kasap about QSM Global's first year, its ethical employment approach, digitalization processes, and global market goals.
One of the most critical issues in crew selection in the maritime industry is assigning the right personnel to the right ship. How do the pre-assessment procedures used in seafarer recruitment processes at QSM Global work? Which international standards (STCW, MLC, etc.) do you comply with in terms of health, certifications, and experience?
At QSM Global, we focus entirely on our international portfolio. In this context, we collaborate with multinational groups and place great importance on our personnel adapting to this multinational structure. In the initial phase, we meticulously check the certification requirements of both our personnel and the relevant official institutions. Once the validity and currency of the certificates have been confirmed, the process moves forward. However, for a seafarer to be able to work on a ship, it is not enough to simply have a certificate; they must also have the appropriate qualifications for that ship. At this point, we prefer personnel who have experience working with multinational teams and who have previously experienced processes with foreign companies. After conducting our preliminary assessments, we share this process with our business partners and obtain their additional evaluations. Once all verifications are complete, we confidently assign our personnel to the ships.
What internal control mechanisms has your company implemented for each of these regulations and standards? What technical challenges have you encountered, particularly in adapting to the specific requirements of different flag states, and what methods have you used to overcome these challenges?
This is actually an advantage for us. Both in our business environment and in my wife Ebru's nearly 10 years of senior management experience in personnel management give us significant experience in personnel management for ships of different flag states and nationalities. The crucial point here is coordination. By adapting our partners' expectations to our system in advance, we ensure that the seafarer portfolio we offer them meets their needs. This way, we avoid any disruptions or embarrassment once the process begins. This is crucial for us. Thanks to our nearly 10 years of experience in the industry, we manage the process with control from beginning to end, ensuring we meet our partners' expectations to the best of our ability.
“It's not limited to seafarers in Turkey; we also provide access to qualified crew members abroad.”
Different ship types (tankers, offshore support vessels, container ships, cruise ships, and ro-ro ships) require different technical competencies and operational expectations. What differences does QSM Global employ in crew selection and training processes when serving different ship types? What approach do you take in terms of safety and certification, particularly for high-risk vessels like chemical tankers and LNG/LPG?
My maritime background includes experience as a tanker captain, particularly on chemical tankers. Therefore, I am very familiar with the certification requirements and operational risk management for chemical tankers. I collaborate with Ebru, who has many years of experience in crew management. Different ship types require different certifications and technical qualifications. For example, Turkey does not yet have a fully developed crew portfolio for cruise ships. We are initiating step-by-step efforts to build a team in this area. We also have significant experience in offshore vessels. We understand the qualifications we need to recruit for different ship types.
Furthermore, we don't limit ourselves solely to seafarers in Turkey; we also have access to qualified crews abroad. This provides us with flexibility and a wide range of options.
"We use various digital programs in certification and training processes, and we manage these processes through bilateral collaborations with our contracted partners."
Digitalization has become one of the most powerful tools for increasing efficiency and transparency in personnel management. What digital systems or software solutions do you use to optimize the process from crew recruitment to ship arrival? For example, what automation/technologies are in place to manage time, cost, and errors in travel logistics and contract preparation?
It's now quite difficult to manage processes on paper, as time is much more valuable today. Therefore, we collaborate with partners in the maritime community who successfully carry out these tasks. We use various digital programs for certification and training processes and manage these processes through bilateral collaborations with our contracted partners.
We strive to execute all these steps entirely digitally. Everything moves so quickly these days, and everyone wants instant access to the data they need. Our seafarers have adapted to this transformation. The younger generation, in particular, is much more able to embrace the demands of the digital age. They've never encountered paper; they don't even know its smell. Because they grew up directly in a digital world, these processes feel very natural and easy for them.
"QSM Global’s ethical recruitment practices distinguish it from competitors: no commissions are charged to seafarers, salary policies are shared transparently, and crew satisfaction along with rotation continuity are treated as key performance indicators for sustainable human resource management"
At QSM Global, you prioritize ethical recruitment and fair employment practices. As part of your ethical recruitment and fair employment policies, what system do you implement regarding transparency in crew contracting processes, wage regulations, and agency commissions? What practices distinguish QSM Global from its competitors in this area?
First and foremost, I would like to emphasize that QSM Global does not charge any commission from seafarers. Our company's financial relationship is established solely with our clients, namely shipowners or major shipping companies. Our communication with our seafarers is limited to procedures related to joining and leaving the ship; there are no financial demands or commissions involved. This approach is one of the cornerstones of our ethical principles.
We also implement a completely transparent system regarding salary policy. We share the salary policies communicated to us by our clients with our personnel in an open manner, without making any changes. If our personnel's expectations match the conditions offered by the client, we initiate the assignment process. This allows us to maintain both transparency and our understanding of fair employment.
"Rotation rate is one of our essential indicators."
Performance indicators play a critical role in measuring a successful operation. What KPIs do you track to measure service quality? How are indicators like crew satisfaction, workplace accidents, or rotation continuity evaluated?
During the rotation process, it is extremely important for us that our personnel continue their duties at the same company while ensuring both their own satisfaction and the satisfaction of the company. For this reason, the rotation rate is one of our indispensable indicators. However, this situation naturally brings with it certain basic parameters. While ensuring continuity in rotation, we never compromise on safety or the health of our personnel. We take care to match the right ship with the right crew member by fulfilling all requirements without exception. In this way, we aim to create an efficient and sustainable working environment for both the company and our employees.
''Our most fundamental approach is based on using the right communication at the right time and quickly.''
The human factor is one of the biggest variables in maritime operations. How do you manage the impact of factors such as fatigue, morale, and high turnover on operational costs and processes?
As I mentioned earlier, seafarers may experience a certain level of fatigue when they join a ship in today's fast-paced and digital age. This is where the MLC comes into play. We meticulously monitor the implementation of MLC standards to protect the rights of our seafarers. When a seafarer informs us that they are being worked beyond their contract or experiencing another issue, we immediately share this with our customers and take the necessary measures. This ensures that both health standards and working conditions are protected.
Of course, this process is only possible with the proper execution of bilateral relations and communication. At QSM Global, we take care to build strong relationships with both seafarers and our customers. Effective communication comes first. When communication is established at the right time and in the right way, problems can be solved before they escalate. This ensures satisfaction for both our customers and our seafarers. Our fundamental approach is based on using the right communication at the right time and quickly. We follow a transparent policy towards both seafarers and customers. After all, when you address many issues openly and clearly, problems resolve themselves.
“Ok to Board is one of the most important issues for Turkish seafarers.”
The "OK to Board" process, crucial for crews to arrive on time, involves numerous stages, from visa and document management to flight approvals. What methods and digital systems do you use at QSM Global in this process? How do you adapt to the differences in implementation across countries? Furthermore, what alternative solutions have you developed in cases of delays or risks, and what developments do you anticipate in the upcoming Ok to Board procedures?
This issue is extremely critical, and serious work is underway. As the co-founder of QSM Global, I also contribute to this process as the President of the Karadeniz Technical University Maritime Transportation and Management Engineering (KTÜ DUİM) Alumni Association. We are working not only for our own graduates, but for the entire maritime industry. This is our fundamental principle.
Regarding the "Ok to Board" initiative, we first held discussions with the General Directorate of Maritime Affairs. We previously raised this issue at a dinner attended by the Minister as part of World Seafarers' Day. The Maritime Federation is also working on the Green Passport. However, the Green Passport alone does not solve the problem. A ship includes personnel at various levels, including the captain, chief engineer, officers, stewards, and trainees. It is impossible to issue green passports to all of these positions. Therefore, a green passport issued only to the captain or chief engineer cannot ensure the smooth participation of seafarers in international traffic.
Our approach is to resolve the issue through direct bilateral talks and concrete steps. At this point, the General Directorate of Maritime Affairs is quite eager and is taking the sector's problems into consideration. We, as QSM Global and through the Alumni Association, provided them with a list indicating the countries where crew changes occur more frequently and recommended that negotiations be prioritized with these countries. Thankfully, they are currently following up on this process.
I recently visited Mr. Tamer Kıran, President of İMEAK DTO, to discuss the issue with him and request his support. He agreed with our views and stated that the “Ok to Board” application should be promoted. Therefore, we are in constant contact with the Directorate General of Maritime Affairs. We see this not as pressure, but as constructive cooperation.
Because “Ok to Board” is one of the most important issues for Turkish seafarers. Especially after the pandemic, the role of Turkish seafarers in the global maritime market has increased. However, in order to consolidate this role, our seafarers need to be transferred to ships quickly without getting caught up in any procedures or be safely transported home after their duties. This is precisely where the “Ok to Board” process plays a vital role.
“At QSM Global, we strive to move forward in a conscious, controlled, and sustainable manner.”
QSM Global is preparing to leave its first year behind. We have entered the last quarter of 2025. How did 2025 go for QSM Global? What are your goals and plans for the future?
When we founded QSM Global, we set ourselves a roadmap: we clearly planned what we needed to do in the first year, the second year, and the fifth year. In fact, we set our main goals for the first five years. When we started this process, we chose to progress step by step rather than pursuing rapid and aggressive growth.
By “aggressiveness,” we don't mean reaching too many customers in a short time or striving for rapid growth. What matters to us is managing our work properly. We don't want to reach too many companies and then find ourselves in a chaotic situation that we can't manage. That's why we are careful to move forward in a conscious, controlled, and sustainable manner.
In this sense, 2025 was also an important year of experience for us. By moving forward calmly but confidently, we worked to establish our business model and lay a solid foundation for our long-term goals. In the coming period, we aim to continue growing in a controlled and manageable way with the same approach.
Competition in the global market is determined not only by price but also by service quality. As a Turkish company, what are your technical advantages that set you apart from your competitors in the global SRPS market?
Here, the fact that my business partner and wife, Ebru, previously held a management position at an international company is a significant advantage. My maritime career has also been primarily with foreign companies. Therefore, we are very knowledgeable about different cultures, how to reach them, and how to work with them. At QSM Global, our international connections are quite strong. We can reach the right places and the right people quickly and effectively. Our previous experiences and the partnerships we have established open new doors for us. Because in the maritime sector, your background, your “CV,” is very important. This applies both to seafarers working in the field and to newly established ventures like ours operating on land. From our perspective, the correct and reliable work you have done in the past is the guarantee of your future. Therefore, at QSM Global, we are confident in ourselves, drawing strength from our past, and moving forward into the future with solid steps.
Is there anything else you would like to add?
Yes, the world is undergoing a period of rapid change, and Turkey is trying to keep pace with this change. Many parameters need to be taken into account. At QSM Global, we are entering this change fully prepared. However, we never say “we are done”; we always remain open to innovative ideas and continue to improve ourselves. Acting with this understanding, we aim to first strengthen our position in Turkey and then become a strong player on a global scale.
