Tanker Management and Self Assessment – A Challenge and an Opportunity
TMSA – Beyond the ISM Code Capt. Steve Blair MNI Head-Safety, Environmental & Security Certification ABS Europe
Introduction ISM Code • Experience gained • Lessons learnt • The path ahead TMSA • What is TMSA? • The twelve elements of TMSA • Conducting self-assessments Developing management systems to meet TMSA requirements How ABS can help
The ISM Code A Look at the past • 1st July 1998 – Mandatory compliance with the ISM Code for all tankers & bulk carriers of 500 GRT and above • 1st July 2002 – Mandatory compliance with the ISM Code for all other vessels of 500 GRT and above
Now, with over 10 years of experience with the ISM Code we can take a critical look at: • Its achievements • Its shortcomings • Analyse what can and / or needs to be done
The ISM Code. . . Written in a generic manner for wider application, the code starts out on a weak footing • Basic documentation is common for all • Minimum operating criteria is common for all • However, level of implementation varies from
company to company • Consequently SMS of one company can be very different from another.
In short the ISM Code created a level playing field.
Lessons learnt Immediate benefits of the code: • Improved safety awareness • Improved awareness of rules and
regulations • Management System tools such as
Internal audits System Reviews Emergency Preparedness Non Conformity reporting Corrective & Preventive Action
Accidents still happen! The ISM Code has achieved much. . .
Yet accident rates can still be reduced. . .
Accidents still happen!
Lessons learnt Analysis of companies certified to the ISM Code reveals three distinct types: • The Gainers: Improved operational performance, reduced accident rates, lower insurance premiums, reduction in claims, improved staff morale, greater profits. • The Complainers: No immediate benefits reported, complain ISM to be paper chase. • The Painers: Managed to obtain certification but continue to struggle to meet the minimum requirements.
Beyond Minimum Compliance Moving beyond minimum compliance, the focus has slowly but surely shifted towards more advanced tools such as: • Risk Assessment and Management • Incident Investigation and Root Cause analysis • Data and Trend Analysis through effective use of Information Technology • Integrated Management Systems
TMSA is another such tool aimed at continual self improvement
What is TMSA? An OCIMF Initiative Launched in 2004 A Best-practice guide Tool to measure and improve Assess against listed KPI’s Optimise performance Safety & Environmental Excellence Standard framework for assessment
What is TMSA?
Tanker Management and Self Assessment (TMSA) programme provides ship operators with a means to improve and measure their own management systems. The programme encourages ship operators to assess their safety management systems against listed performance indicators. The results from these assessments can then be used to develop an improvement plan, using the stages of attainment described in the programme, to achieve safety and environmental excellence. OCIMF Website
Continuous Improvement Cycle
The TMSA programme complements the ISM Code and is intended to encourage self-regulation and promote continuous improvement. It is also designed to provide ship operators a means by which they can demonstrate a strong commitment to safety and environmental excellence.
Is anyone ready? Typical situation:
• “Our company has been certified to the ISM Code since 1996. Our office and entire fleet hold valid ISM certificates. Our top management is totally committed to the effective implementation of the Code and we believe we have a mature Safety Management System. At what TMSA level do you think we stand at this time?”
Answer:
Is anyone ready?
Right now, we would be very surprised if any tanker operator would be able to rate themselves a “4” in all respects. If they are fully compliant with the ISM Code, they will be a “1”. Vetting Manager of a major oil company
The twelve elements of TMSA Management, leadership and accountability Recruitment and management of shorebased personnel Recruitment and management of ship’s personnel Reliability and maintenance standards Navigational safety Cargo, ballast and mooring operations Management of change Incident investigation and analysis Safety management Environmental management Emergency preparedness and contingency planning Measurement, analysis and improvement
Conducting self-assessments Key performance indicators (KPI’s) • Key performance indicators (KPI’s) are discrete measures that track a company’s effectiveness in meeting its aims and objectives. They are a set of “vital signs” that represent the state of a company’s operational health. When used as part of a measurement system, they determine the quality of the processes and the degree to which the aims and objectives are being achieved.
Conducting self-assessments Fours stages for each element Each stage has a number of KPI’s along with best-practice guidance to assist in meeting them. Provides an opportunity to use the results to manage continuous improvement programmes. Use KPI data alone, or In conjunction with other management system tools
Conducting self assessments A clear objective picture of performance Identify gaps Plan future improvements
Example Element 10A • Environmental management Aim – The company implements a plan for the systematic identification and assessment of all sources of marine and atmospheric pollution.
Element 10B • Environmental management Aim – Comprehensive environmental initiatives and actions are being implemented on board the ships.
Environmental Management STAGE
KEY PERFORMANCE INDICATORS
BEST-PRACTICE GUIDANCE
1
The company has systems to identify emerging requirements for environmental protection.
The company has identified a source that will provide this information.
All effluents discharged are within permitted levels.
Refer to MARPOL Annex I, II, IV, VI etc., and national/regional limitations, for example European Union (EU) or US limits.
All sources of marine and atmospheric pollution have been systematically identified.
These sources may include funnel emissions (NOx, SOx), garbage, volatile organic compounds (VOC), oil emissions, ballast water, sewage and anti-fouling paints.
An environmental policy has been developed, signed by senior management and distributed widely within the company.
Company policy includes a zero-spill statement. This is conspicuously posted on board ships and in company offices ashore.
2
Plans for further reductions of pollutants are under development with defined priorities and a timescale for action.
A formal record of decisions is compiled that notes the monitoring methods and the actions taken.
The ship operator has a system to identify the actions needed to comply with new regulations.
Compliance with new regulations is included as a specific agenda item in the periodic meetings held by management both on board ship and in the office.
The company has clearly assigned management responsibility for each environmental issue.
Responsibility for environmental performance is assigned to an appropriate person within shore management.
3
The ship operator has a system for auditing and reporting progress on effluent reduction.
Internal audits on the vessels are supplemented by periodic audits from shore management.
Pollutant reduction targets are set in the company business plan.
The company sets quantified improvement targets that cover all sources of pollution.
4
The company has attained ISO 14001 accreditation
The company has developed and maintains a long-term (a five-year minimum) environmental, operations and business plan.
This plan is updated on a regular basis with a formal review at least once a year.
Environmental performance is benchmarked across the whole fleet and against the oil/marine industry as a whole.
Performance is monitored at least once per quarter within the company and annually across the industry.
Environmental Management STAGE
KEY PERFORMANCE INDICATORS
BEST-PRACTICE GUIDANCE
1
The ship operator has a system to monitor and reduce waste on board all ships in the fleet.
Senior managers promote the use of equipment and practices that minimise waste generation.
The company has identified areas of performance that will improve environmental care and has developed appropriate action plans.
Formal records are made on board that show proposals for quantifying existing performance and what measures need to be taken to improve performance.
The ship operator has fleet-wide systems to monitor and ensure compliance with existing company policy.
Senior managers ensure that this monitoring is included within the internal audit process and any nonconformity is addressed.
2
The company has management systems to ensure environmentally critical equipment is reliable and that adequate levels of spares are carried.
Each ship has a ballast-water management system and is taking steps to reduce the transfer of unwanted marine organisms.
Refer to the ICS/INTERTANKO “Model Ballast Water Management Plan”.
The ship operator has a policy to ensure purchase and supply activities continue to be more environmentally protective.
The company implements waste reduction methods such as purchasing in bulk to reduce packaging volumes, encouraging recycling initiatives and using non-disposable equipment.
3
An energy-conservation programme is in place and effectively monitored throughout the fleet.
Actions that promote energy conservation are formally recorded and reviewed at the periodic meetings held by senior managers. Any nonconformity should be identified and corrected.
The company can demonstrate that it is taking measures to comply with known and future legislation.
These should include voluntary fitting of effluent treatment systems.
Waste management is undertaken throughout the fleet and on all voyages.
The company has an active and formally recorded programme of waste management as part of the internal audit programme.
4
Environmental improvements are being factored into new-build design and shipboard operating practices.
Senior managers make every effort to ensure that new vessels are designed with low waste levels and highly efficient plant and equipment to support low-energy operation.
The company addresses environmentally sound ship recycling contracts.
Integrated Management Systems SOLAS MARPOL ISM Code STCW ISPS Code ISO 9000:2000 ISO 14000:2004 OHSAS 18000
Risk Management Enterprise Risk Management Corporate Social Responsibility Behavioural Based Safety Process Safety Management
Integrated Management Systems Building on the ISM Code Commitment to Quality, or Minimum Compliance • how do we change our culture?, how do we regain control?
Integrated management system • STCW • ISM Code • ISO 9000 Quality Standard • ISO 14000 Environmental Standard • OHSAS 18000 Specification HSQE, the way forward
ABS HSQE Guide ABS Guide for Marine Health, Safety, Quality and Environmental Management (HSQE Guide) • Based on ISM Code, ISO 9000, ISO • •
14000 & OHSAS 18000 Promotes a proactive approach Specific to Marine Operations
ABS HSQE Guide S: safety requirements; SQ: safety and quality requirements; SE: safety and environmental requirements; HS: health and safety requirements; SQE: safety, quality and environmental requirements; HSQ: health, safety and quality requirements; HSE: health, safety and environmental requirements, and; HSQE: health, safety, quality and environmental requirements
How ABS can help In conjunction with DOC audit • Conduct Assessment against the TMSA Guide to determine current TMSA Level • Conduct “gap analysis” against the ABS HSQE Guide • Identify areas to be addressed • Leave a status report for the company to expand their existing management system to achieve the HSQE certification / next level of TMSA compliance
Provide advanced tools for continual improvement
How ABS can help ABS Guide for Marine Health, Safety, Quality and Environmental Management (HSQE Guide) ABS Marine Root Cause Analysis Technique (MaRCAT) • ABS Guidance Notes for the Investigation of Marine Incidents
ABS Risk Management Module (RMM) Rapid Response Damage Assessment Programme ABS Nautical Systems software tools (NS5)
ABS Maritime Services Training Centre The most important asset to a successful organisation is their people. We are in a competitive market place. World wide shortage of quality seafarers. Shortage of management staff. The challenge is to train and retain personnel.
“As a leading provider of classification services to tanker owners, ABS has a deep understanding of their operations and of their need for a fully integrated approach to management system compliance.” Kirsi Tikka, ABS Vice President, Technology.
For further details, please contact: ABS Europe (SESC) Floor 4A 6, Skouze Street Piraeus GR 185 36 Greece Tel: +30-210-4294046 Fax: +30-210-4293809
[email protected] The mission of ABS is to serve the public interest as well as the needs of our clients by promoting the security of life, property and the natural environment primarily through the development and verification of standards for the design, construction and operational maintenance of marine-related facilities.
