Tmsa 3 Soft Skills 2c3w5d
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TMSA 3 So( skills A gap analysis
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
1 of 20
November 2017
Introduc8on
TMSA: Tanker Management and Self Assessment v TMSA guide is a tool created by OCIMF to help Tanker operators to assess and improve their SMS and is intended to encourage self-‐regula;on and to promote con;nuous improvement. v TMSA brought along a new culture in the industry and achieved its goal since now almost all Companies management systems are more or less in compliance with the most advanced industry standards. v Being a standard imposed by the Oil Majors, TMSA implementa;on is mandatory. In fact it is a less flexible system than the one based on the ISM requirements, because ISM relies on interna;onal rules which may be righHully challenged, whilst the TMSA compliance relates to auditors’ approach and instant behavior, which may well be arbitrary and non-‐nego;able.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
2 of 20
November 2017
Introduc8on
TMSA -‐ 13 Elements TMSA 1 & 2 focused on ensuring a minimum level of compliance for all the Tanker companies, by imposing a determinis8c approach. At first sight, the differences between TMSA 2 and TMSA 3 are the following: • Specialized ques;ons of Oil Majors own ques;onnaires have been incorporated. • Frequent observa;ons raised by TMSA auditors during Office audits have been implemented as new requirements. • Certain KPIs have been shiQed to a lower stage, rendering their implementa;on elementary. • Last but not least, the level of difficulty has been raised and compliance to TMSA 3 is definitely more laborious than TMSA 2 compliance. But the real difference is that TMSA 3 makes one step beyond by reducing the burden imposed by fixed term determinis8c approaches, focusing on the Human Factors and Behavioural Safety, and promo8ng a competence management system as a tool for assessing crew competence, training requirements and managing from the crew selec;on process up to promo;ons.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
3 of 20
November 2017
Element 1 Management, Leadership and ability STAGE KPIs 2.3 Vessel and shore-‐based management teams promote HSSE excellence.
4.3
All personnel demonstrate commitment to HSSE excellence.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE Strong, effec;ve leadership is visibly demonstrated through: • Leading by example. • Empowering personnel to intervene to prevent hazardous situa;ons developing.
Examples of commitment include par;cipa;on in: • A Behavior-‐Based Safety system. Managers and S/Ts demonstrate commitment by their behavior.
4 of 20
November 2017
Element 2 Recruitment and Management of Shore-‐Based Personnel AIM: To ensure that suitably qualified, competent and mo;vated shore personnel are recruited, trained and retained. STAGE
KPIs
BEST PRACTICE GUIDE
This process include interviews to assess 1.1 -‐ Recruitment process competence. 1.2 ensures candidates for key shore posi;ons have the appropriate qualifica;ons, experience and competence. 4.3
The company promotes appropriate interpersonal skills training.
Training may include:
• Effec8ve communica8on.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
• Team building. • Cultural diversity.
5 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel AIM: To ensure that suitably qualified, competent and mo;vated vessel personnel are recruited, trained and retained to deliver safe and reliable opera;ons.
STAGE KPIs 1.1 Procedures for
BEST PRACTICE GUIDE Procedures, with rank specific requirements, may include:
the selec;on, • A review of experience and competence by suitably qualified recruitment and personnel. promo;on of all vessel personnel. • Cross-‐cultural values and aYtudes.
2.4
Procedures iden;fy addi;onal training needs for individual personnel.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
The need for addi;onal training may be iden;fied by the following: • Review of vessel performance trends. • Assessment of competence in rank or in prepara8on for promo8on.
6 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE
KPIs
BEST PRACTICE GUIDE
2.6
The company monitors and The effec;veness of training may be measured records training results and by: effec8veness. • from trainees. • Review of appraisals. • Review of vessel performance trends.
2.7
There is a promo8on procedure.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
Procedures cover a range of factors including: • Competency assessment.
7 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE KPIs BEST PRACTICE GUIDE 3.1 Enhanced appraisals Appraisals by appropriate personnel may include: for Senior Officers. • Leadership. • Personnel management. • Communica8on styles.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
8 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE 4.1
KPIs Procedures to assess crew for job competency.
BEST PRACTICE GUIDE Procedures may include: • On the job observa8on. • Wri]en / Oral & Computer-‐based assessments. • Scenario-‐based simulator assessments. • Company specific assessments. • Psychometric assessments. Any iden;fied competency gaps are addressed.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
9 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE KPIs BEST PRACTICE GUIDE 4.3 C r o s s -‐ c u l t u r a l Interpersonal skills training include: interpersonal skills are • Cultural awareness. promoted. • Communica8on styles. • Cross-‐cultural management skills.
3A.3.1 Seminars for senior officers Regular seminars for Senior Officers include: promote, emphasize and • Company culture, ethics and values. enhance the SMS. • Safety & human element.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
10 of 20
November 2017
Element 4 Vessel Reliability and Maintenance
STAGE 4.5
KPIs BEST PRACTICE GUIDE Engineering audits by The purpose of the annual audit is to: a suitably qualified and • Assess the skills of the engineering team experienced company . representa;ve while • Evaluate the effec8ve func8oning of the on age. engineering team. • Iden8fy any addi8onal training needs, whether they are specific to an individual, a vessel, or a fleet wide need.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
11 of 20
November 2017
Element 5 Naviga8onal Safety STAGE 3.2
KPIs
BEST PRACTICE GUIDE
Senior Officers receive Ship-‐handling experience is gained by training as a part appropriate ship-‐handling of a competency development system. training before promo8on to Master or assignment to a new vessel type.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
12 of 20
November 2017
Element 5 Naviga8onal Safety STAGE
KPIs
BEST PRACTICE GUIDE
3.3
Naviga8onal audits while • Assess the skills of the bridge team . on age by a suitably • Evaluate the effec8ve func8oning of the bridge qualified & experienced team. company representa;ve. • Iden8fy any addi8onal training needs.
4.3
Competency assessment The assessment program, which may be simulator programs ensure that based, includes an assessment of: Masters and naviga;on • Bridge team management behaviours. officers maintain core and specialist skills.
4.4
Naviga;on officers undertake periodic refresher BRM simulator training.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
The training team composi8on reflects the na8onali8es of the bridge teams in the fleet. The BRM training is used to enhance the dynamics within bridge team and to increase awareness of cultural diversity, communica8on style and hierarchy bias among the team. 13 of 20
November 2017
Element 6 Cargo, Ballast, Tank Cleaning, Bunkering and Mooring opera8ons STAGE KPIs 4.2 Audits by a qualified and experienced company representa;ve include observa;on of cargo, ballast, tank cleaning, bunker handling and mooring ops.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE Annual audits may look at: • Skills and proficiency levels of the personnel. • Leadership and effec8veness of team. • Iden8fying addi8onal training needs.
14 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 3.2
KPIs BEST PRACTICE GUIDE Proprietary safety tools Such tools may include: are used to encourage • Unsafe Act Awareness programmes. hazard iden8fica8on and to improve safety • Behaviour-‐based safety system. awareness.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
15 of 20
November 2017
Element 9A Safety management – Fleet monitoring STAGE
KPIs
BEST PRACTICE GUIDE
1.2
The company safety culture encourages all personnel to iden8fy, report and address hazards.
Procedures require that any iden;fied hazards are addressed.
2.1
Interven8on to prevent Safety interven8on techniques may include: unsafe acts & condi8ons • Unsafe Act Awareness and interven8on. is encouraged. • Stop work authority. • Safety observa8ons.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
16 of 20
November 2017
Element 9A Safety management – Fleet monitoring STAGE 3.1
3.2
KPIs Procedures encourage the repor8ng of safety best prac8ces.
BEST PRACTICE GUIDE Personnel are ac;vely encouraged to submit safety ideas by methods such as personnel compe88ons or individual recogni8on.
Procedures measure and compare the strength of safety culture across the fleet to iden8fy areas for improvement and to provide mo8va8on to crew.
Procedures measure:
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
• • • • • •
Near miss reports. BBS system observa8ons. Best prac8ces iden8fied. Hazards iden8fied. Unsafe acts iden8fied. Safety sugges8ons.
17 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 3.3
KPIs Management iden;fies opportuni8es to strengthen the safety culture through interac8on with fleet personnel.
4.1
BEST PRACTICE GUIDE Examples of methods of interac;on might include presenta;ons via: • • • • •
Safety themed seminars. Telephone conferences. Webinars. Safety magazines. Company produced videos.
Leading and lagging indicators The analysis is used to: of safety performance are analysed across the fleet and • Iden8fy weaknesses across the fleet. on an individual vessel basis to • Priori8se vessels for targeted training. iden;fy areas where the safety culture can be improved.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
18 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 4.2
KPIs Fleet safety trainers sail with the vessel to conduct training and promote the company values and safety culture.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE The fleet safety trainers are: • Commi]ed to company safety culture and values. • Suitably trained and capable of mo8va8ng seafaring personnel. While onboard, the fleet safety trainer: • Assesses the current level of safety culture. • Provides training/mentoring as required.
19 of 20
November 2017
Thank you for your a]en8on…
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
20 of 20
November 2017
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
1 of 20
November 2017
Introduc8on
TMSA: Tanker Management and Self Assessment v TMSA guide is a tool created by OCIMF to help Tanker operators to assess and improve their SMS and is intended to encourage self-‐regula;on and to promote con;nuous improvement. v TMSA brought along a new culture in the industry and achieved its goal since now almost all Companies management systems are more or less in compliance with the most advanced industry standards. v Being a standard imposed by the Oil Majors, TMSA implementa;on is mandatory. In fact it is a less flexible system than the one based on the ISM requirements, because ISM relies on interna;onal rules which may be righHully challenged, whilst the TMSA compliance relates to auditors’ approach and instant behavior, which may well be arbitrary and non-‐nego;able.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
2 of 20
November 2017
Introduc8on
TMSA -‐ 13 Elements TMSA 1 & 2 focused on ensuring a minimum level of compliance for all the Tanker companies, by imposing a determinis8c approach. At first sight, the differences between TMSA 2 and TMSA 3 are the following: • Specialized ques;ons of Oil Majors own ques;onnaires have been incorporated. • Frequent observa;ons raised by TMSA auditors during Office audits have been implemented as new requirements. • Certain KPIs have been shiQed to a lower stage, rendering their implementa;on elementary. • Last but not least, the level of difficulty has been raised and compliance to TMSA 3 is definitely more laborious than TMSA 2 compliance. But the real difference is that TMSA 3 makes one step beyond by reducing the burden imposed by fixed term determinis8c approaches, focusing on the Human Factors and Behavioural Safety, and promo8ng a competence management system as a tool for assessing crew competence, training requirements and managing from the crew selec;on process up to promo;ons.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
3 of 20
November 2017
Element 1 Management, Leadership and ability STAGE KPIs 2.3 Vessel and shore-‐based management teams promote HSSE excellence.
4.3
All personnel demonstrate commitment to HSSE excellence.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE Strong, effec;ve leadership is visibly demonstrated through: • Leading by example. • Empowering personnel to intervene to prevent hazardous situa;ons developing.
Examples of commitment include par;cipa;on in: • A Behavior-‐Based Safety system. Managers and S/Ts demonstrate commitment by their behavior.
4 of 20
November 2017
Element 2 Recruitment and Management of Shore-‐Based Personnel AIM: To ensure that suitably qualified, competent and mo;vated shore personnel are recruited, trained and retained. STAGE
KPIs
BEST PRACTICE GUIDE
This process include interviews to assess 1.1 -‐ Recruitment process competence. 1.2 ensures candidates for key shore posi;ons have the appropriate qualifica;ons, experience and competence. 4.3
The company promotes appropriate interpersonal skills training.
Training may include:
• Effec8ve communica8on.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
• Team building. • Cultural diversity.
5 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel AIM: To ensure that suitably qualified, competent and mo;vated vessel personnel are recruited, trained and retained to deliver safe and reliable opera;ons.
STAGE KPIs 1.1 Procedures for
BEST PRACTICE GUIDE Procedures, with rank specific requirements, may include:
the selec;on, • A review of experience and competence by suitably qualified recruitment and personnel. promo;on of all vessel personnel. • Cross-‐cultural values and aYtudes.
2.4
Procedures iden;fy addi;onal training needs for individual personnel.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
The need for addi;onal training may be iden;fied by the following: • Review of vessel performance trends. • Assessment of competence in rank or in prepara8on for promo8on.
6 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE
KPIs
BEST PRACTICE GUIDE
2.6
The company monitors and The effec;veness of training may be measured records training results and by: effec8veness. • from trainees. • Review of appraisals. • Review of vessel performance trends.
2.7
There is a promo8on procedure.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
Procedures cover a range of factors including: • Competency assessment.
7 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE KPIs BEST PRACTICE GUIDE 3.1 Enhanced appraisals Appraisals by appropriate personnel may include: for Senior Officers. • Leadership. • Personnel management. • Communica8on styles.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
8 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE 4.1
KPIs Procedures to assess crew for job competency.
BEST PRACTICE GUIDE Procedures may include: • On the job observa8on. • Wri]en / Oral & Computer-‐based assessments. • Scenario-‐based simulator assessments. • Company specific assessments. • Psychometric assessments. Any iden;fied competency gaps are addressed.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
9 of 20
November 2017
Element 3 Recruitment and Management of Vessel Personnel STAGE KPIs BEST PRACTICE GUIDE 4.3 C r o s s -‐ c u l t u r a l Interpersonal skills training include: interpersonal skills are • Cultural awareness. promoted. • Communica8on styles. • Cross-‐cultural management skills.
3A.3.1 Seminars for senior officers Regular seminars for Senior Officers include: promote, emphasize and • Company culture, ethics and values. enhance the SMS. • Safety & human element.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
10 of 20
November 2017
Element 4 Vessel Reliability and Maintenance
STAGE 4.5
KPIs BEST PRACTICE GUIDE Engineering audits by The purpose of the annual audit is to: a suitably qualified and • Assess the skills of the engineering team experienced company . representa;ve while • Evaluate the effec8ve func8oning of the on age. engineering team. • Iden8fy any addi8onal training needs, whether they are specific to an individual, a vessel, or a fleet wide need.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
11 of 20
November 2017
Element 5 Naviga8onal Safety STAGE 3.2
KPIs
BEST PRACTICE GUIDE
Senior Officers receive Ship-‐handling experience is gained by training as a part appropriate ship-‐handling of a competency development system. training before promo8on to Master or assignment to a new vessel type.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
12 of 20
November 2017
Element 5 Naviga8onal Safety STAGE
KPIs
BEST PRACTICE GUIDE
3.3
Naviga8onal audits while • Assess the skills of the bridge team . on age by a suitably • Evaluate the effec8ve func8oning of the bridge qualified & experienced team. company representa;ve. • Iden8fy any addi8onal training needs.
4.3
Competency assessment The assessment program, which may be simulator programs ensure that based, includes an assessment of: Masters and naviga;on • Bridge team management behaviours. officers maintain core and specialist skills.
4.4
Naviga;on officers undertake periodic refresher BRM simulator training.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
The training team composi8on reflects the na8onali8es of the bridge teams in the fleet. The BRM training is used to enhance the dynamics within bridge team and to increase awareness of cultural diversity, communica8on style and hierarchy bias among the team. 13 of 20
November 2017
Element 6 Cargo, Ballast, Tank Cleaning, Bunkering and Mooring opera8ons STAGE KPIs 4.2 Audits by a qualified and experienced company representa;ve include observa;on of cargo, ballast, tank cleaning, bunker handling and mooring ops.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE Annual audits may look at: • Skills and proficiency levels of the personnel. • Leadership and effec8veness of team. • Iden8fying addi8onal training needs.
14 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 3.2
KPIs BEST PRACTICE GUIDE Proprietary safety tools Such tools may include: are used to encourage • Unsafe Act Awareness programmes. hazard iden8fica8on and to improve safety • Behaviour-‐based safety system. awareness.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
15 of 20
November 2017
Element 9A Safety management – Fleet monitoring STAGE
KPIs
BEST PRACTICE GUIDE
1.2
The company safety culture encourages all personnel to iden8fy, report and address hazards.
Procedures require that any iden;fied hazards are addressed.
2.1
Interven8on to prevent Safety interven8on techniques may include: unsafe acts & condi8ons • Unsafe Act Awareness and interven8on. is encouraged. • Stop work authority. • Safety observa8ons.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
16 of 20
November 2017
Element 9A Safety management – Fleet monitoring STAGE 3.1
3.2
KPIs Procedures encourage the repor8ng of safety best prac8ces.
BEST PRACTICE GUIDE Personnel are ac;vely encouraged to submit safety ideas by methods such as personnel compe88ons or individual recogni8on.
Procedures measure and compare the strength of safety culture across the fleet to iden8fy areas for improvement and to provide mo8va8on to crew.
Procedures measure:
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
• • • • • •
Near miss reports. BBS system observa8ons. Best prac8ces iden8fied. Hazards iden8fied. Unsafe acts iden8fied. Safety sugges8ons.
17 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 3.3
KPIs Management iden;fies opportuni8es to strengthen the safety culture through interac8on with fleet personnel.
4.1
BEST PRACTICE GUIDE Examples of methods of interac;on might include presenta;ons via: • • • • •
Safety themed seminars. Telephone conferences. Webinars. Safety magazines. Company produced videos.
Leading and lagging indicators The analysis is used to: of safety performance are analysed across the fleet and • Iden8fy weaknesses across the fleet. on an individual vessel basis to • Priori8se vessels for targeted training. iden;fy areas where the safety culture can be improved.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
18 of 20
November 2017
Element 9 Safety management – Shore based monitoring STAGE 4.2
KPIs Fleet safety trainers sail with the vessel to conduct training and promote the company values and safety culture.
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
BEST PRACTICE GUIDE The fleet safety trainers are: • Commi]ed to company safety culture and values. • Suitably trained and capable of mo8va8ng seafaring personnel. While onboard, the fleet safety trainer: • Assesses the current level of safety culture. • Provides training/mentoring as required.
19 of 20
November 2017
Thank you for your a]en8on…
© 2017 | Prepared by: Alpha Marine Consulting Ltd.
20 of 20
November 2017
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