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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 Accountability STAGE KPIs BEST PRACTICE GUIDE 2.3 Vessel and shore-‐based Strong, effec;ve leadership is visibly demonstrated management teams through: promote HSSE • Leading by example. excellence. • Empowering personnel to intervene to prevent hazardous situa;ons developing. 4.3 All personnel Examples of commitment include par;cipa;on in: demonstrate • A Behavior-‐Based Safety system. commitment to HSSE excellence. Managers and S/Ts demonstrate commitment by their behavior. © 2017 | Prepared by: Alpha Marine Consulting Ltd. 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 Recruitment process This process include interviews to assess 1.1 -‐ ensures candidates for competence. 1.2 key shore posi;ons have the appropriate qualifica;ons, experience and competence. The company promotes Training may include: 4.3 appropriate • Team building. interpersonal skills training. • Cultural diversity. • Effec8ve communica8on. © 2017 | Prepared by: Alpha Marine Consulting Ltd. 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 BEST PRACTICE GUIDE 1.1 Procedures for 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 The need for addi;onal training may be iden;fied by the iden;fy following: addi;onal • Review of vessel performance trends. training needs for • Assessment of competence in rank or in prepara8on for individual promo8on. personnel. © 2017 | Prepared by: Alpha Marine Consulting Ltd. 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. • Feedback from trainees. • Review of appraisals. • Review of vessel performance trends. 2.7 There is a promo8on Procedures cover a range of factors including: procedure. • Competency assessment. © 2017 | Prepared by: Alpha Marine Consulting Ltd. 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 KPIs BEST PRACTICE GUIDE 4.1 Procedures to assess crew Procedures may include: members for job • On the job observa8on. competency. • 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
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