Table Of ContentTMSA
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
Description: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
