tanker management self assessment guidelines tmsa a-m chauvel ships in service training material

Tanker ManagementSelf Assessment

Guidelines

TMSA

A-M CHAUVELShips in Service Training Material

TMSA a guideline from…to…

Ship in Service Training Material Ships in Service Training Material A-M CHAUVEL

SafetyManagement

Safety &Environmental

Excellence

Stage 2

Stage 3

Stage 4

Stage 1

Req

uire

men

ts a

nd e

vide

nces

Continuous improvement

TMSA - Scope 1. Management, leadership and accountability

2. Recruitment and management of shore-based personnel

3. Recruitment and management of ship’s personnel

4. Reliability and maintenance standards

5. Navigational safety

6. Cargo, ballast and mooring operations

7. Management of change

8. Incident investigation and analysis

9. Safety management

10. Environmental management

11. Emergency preparedness and contingency planning

12. Measurement, analysis and improvement


Ship in Service Training Material A-M CHAUVEL

STAGE n+1

Can youclearly provide evidence

that you meet all the performanceindicators in that

stage ?

STAGE n

Record accurately and retain all available background evidence.

Processes Measurement

Yes

So whatto do

No

Revisit your SMSand ISM Code.

Develop an improvement plan.

Stage 1

Record level achievedin the summary report.

Develop an improvement plan to attain the next stage.

Stage 2,3,4

Key steps

Key Performance Indicators

Key performance indicators arediscrete measures that track

a company’s effectiveness in meetingits aims and objectives.

They are a set of “vital signs”that represent the state of a company’s

operational health.

When used, they determine the qualityof the processes and the degree to which

the aims and objectivesare being achieved.

Ships in Service Training Material A-M CHAUVEL

2

1

4

3

0

1. Management, leadership and accountability





6. Cargo, ballast and mooring operations7. Management of change






KPIs Assessment Results


1 - Management, Leadership & Accountability

Main Objective

Provide direction and clearly define responsibilities and accountabilitiesat all levels within the organization


Stage 1 :

Management commitment is clearly defined in documentation that includes: mission statements, policies and procedures.

Senior management demonstratesa clear commitment to implementing the safety management system.

AIM : Through strong leadership, management promotes the concepts of safety and environmental excellence at all levels in an organization.

Y N



Y N

Stage 2 :

Safety and environmental excellence are fully understood and supported by vessel and shore-based management teams.

All company personnel can describe what safetyand environmental excellence means in practice.

Management strives to improve performance in the areas of safety and environmental performance atall levels throughout the company.




Y N

Y N

Y N

Stage 3 :

Shore management sets company standards and performs assessments to verify their implementation.

The steps required to achieve safety and environmental excellence are clearly defined by the management.

Vessel and shore-based management teams promote safety and environmental excellence.




Y N

Y N

Y N

Stage 4 :

Safety and environmental targets and objectivesare discussed, at least quarterly, at management meetings on board and ashore.

Safety and environmental performance targetsare monitored against KPIs.

All vessel and shore personnel demonstrate their commitment to safety and environmental excellence.




Y N

Y N

Y N

Stage 1 :

Management ensures that policies cover all activities undertaken by the company.

Policies are reviewed through processes described in formal procedures and instructions.

Procedures and instructions are available at work locations.

A formal document-control system is in place to ensure that the current management system documentation is available for use at all work locations.

AIM : Management accepts responsibility for developing and maintaining a dynamic safety-management system to implement policy and deliver safety and environmental excellence.



Y N

Y N

Y N

Y N

Stage 2 :

Procedures and instructions and are written in plain language and contain sufficient detail to ensure that tasks can be completed correctly and consistently.

Periodic meetings that review or amend current procedures or propose new ones take place on a regular and timely basis, and are formally recorded.




Y N

Y N

Stage 3 :

The safety-management system promotes proactive feedback.

Procedures and instructions covering shore and vessel operations are developed in consultationwith those who will have the implement them.

Managers are clearly held accountable for achieving the objectives established for them.




Y N

Y N

Y N

Stage 4 :

Benchmarking is used to identify further improvements to the safety-management system.

Measurements are carried out regularly accordingto a comprehensive verification plan. Senior managers have a mechanism in placeto verify the effectiveness of key areas of thesafety management system.




Y N

Y N

Y N

2- Recruitment and management

Main Objective

Ensure that the fleet is supported by competent shore-based staff who

are committed to a high standard of fleet management


Shore-based personnel

Stage 1 :

The pre-recruitment process should include checks that applicants have the appropriate qualifications and experience.

The recruitment process includes verification that the qualifications of new recruits are genuine.

There is a formal familiarization process in place for newly recruited shore-based staff.

AIM : Ensure that the fleet is supported by key staff who are competent to carry out the full range of responsibilities and tasks.

2- Recruitment and management of shore-based personnel


Y N

Y N

Y N




Y N

Y N

Y N

Stage 2 :A formal staff-appraisal system ensures that theykey staff members undergo a performance assessment at least annually.

The recruitment process identifies any training needed to ensure that personnel have the required skills and capabilities.

The company maintains up-to-date records of qualifications, experience and training courses attended by all shore-based staff.

The average job retention rate for key staff is greater than 70% over a two year period, other than planned attrition.

Y N

Stage 3 :

Key staff retain core technical skills through new training refresher training and participation in industry forums, seminars and conferences.

The company provides adequate resources to implement the safety-management system effectively.




Y N

Y N

Stage 4 :

The company encourages and supports personnel taking higher education courses to improve their value to the company and their possibilities for promotion within the company.

Senior on-board personnel are rotated throughoffice assignments.

The company promotes appropriate interpersonal skills training.




Y N

Y N

Y N

3- Recruitment and management

Main Objective

Ensure that all ships in the fleet have competent crews who fully understand

their roles and responsibilitiesand who are capable of working

as effective teams


Vessel personnel

Stage 1 :

Management has a defined system of selection recruitment and promotion procedures.

A process is in place to screen new crew members for job competence.

Medical checks are conducted as a part of the selection and recruitment process.

A formal drug and alcohol policy is implemented and a system is in place to monitor it on regular basis.

AIM : Ensure that all the ships in the fleet have competent crew who fully understand their roles and responsibilities and who are capable of working as a team.


Y N

Y N

Y N

Y N

3- Recruitment and management of vessel personnel



Y N

Y N

Y N

Y N

Y N


Stage 2 :

An appraisal process is in place all vessel staff.

The vessel operator verifies that the manning agents ensure that crew quality requirements are consistently met.

The company has an extended recruitment and interview process for senior officers.

Selection, recruitment and promotion procedures ensure appropriate staff placement with documented appointment records.

The company promotes hygiene awareness withinthe safety-management system.

Stage 3 :

The company operates an appraisal process for senior officers.

The company has a documented disciplinary process.

Manning agencies used by the company are audited annually to ensure their practices meet the vessel operator’s selection and recruitment procedures.

Vessel operators conduct an annual review of the crew selection and recruitment process to ensurethat it complies with their policies and procedures.

The company implements health awareness campaigns.



Y N

Y N

Y N

Y N

Y N


Stage 4 :

The company conducts pre-employment assessment for job competence and training for officers and ratings.

The company has a documented planning processto ensure that future managing needs can be meet.

The management’s written policy is to operate vessels with senior officers who have appropriate experience and training on the particular type and size of vessel.


Stage 4 Continues on the next slide


Y N

Y N

Y N


Stage 4 :

The company undertakes vessel health-risk assessments on a rolling basis.

Appraisal and competence development processes for vessel personnel are linked tofuture training and promotion requirements.



Y N

Y N


Stage 1 :

Shore management provides adequate resources to ensure the well-being of crews.

There are procedures to ensure that the working and rest hours of all personnel are in line with STCW or relevant authority guidelines for the vessel trade and are being accurately recorded.

There are procedures to ensure that, where crew training is required, it is undertaken within a specific time.

AIM : Ensure that all vessels in the fleet have competent crews with an emphasis on senior officers who are committed and motivated through encouraging job satisfaction in all ranks.

3A - Recruitment and management of vessel personnel


Y N

Y N

Y N

Stage 2 :

The company provides initial and refresher training for all ranks.

Management monitors and records training results.

The company has procedures to identify additional training requirements.

Crew training includes the use of audiovisual training aids and/or computer based training.


Y N

Y N

Y N

Y N




Y N

Y N

Y N

Y N



Stage 3 :

Company policy provides career development for junior officers and aims to promote senior officersfrom within the company where possible.

The company achieves an 80% retention rate for senior officers over a period of two years.

The company organizes senior officers seminarsthat promote and enhance the company’s safety management system.

Training for seafarers exceeds the minimum requirements of the STCW Code or of the relevant authority for vessel trade.

Stage 4 :

Company policy provides career opportunities for officers by providing shore-based assignments.

Management achieves an officer retention rategreater than 80% over a period of two years.

All officers attend company-run seminars at least once every two years.


Y N

Y N

Y N



4 - Reliability and maintenance standards

Main Objective

Establish maintenance standards so that all ships in the fleet are capableof operating safety without the risk

of an incident or detention


Stage 1 :

Each vessel in the fleet is covered by a planned maintenance and defect reporting system.

Company management regularly reviews the vessel and fleet maintenance system.

The company ensures that condition-of-class,or equivalent, items are monitored and closed out as soon as possible.

AIM : Each vessel has a formal maintenance and defect reporting system, and an optimum spare parts inventory.


Ship in Service Training Material Ships in Service Trainalenting Material A-M CHAUVEL

Y N

Y N

Y N

Stage 2 :

There is a verification process in place to monitor the accuracy of all vessel certificates, in addition to the monitoring system on board the vessel.

Cargo, void and ballast spaces are regularly inspected to ensure their integrity is maintained. Records are tank-specific and made on a standardized format that may include photographs as evidence of the tank’s condition.

Superintendents/responsible managers follow upon all required maintenance.





Y N

Y N

Y N

Stage 2 :

Superintendents/ responsible managers visitvessels to audit maintenance and defect plans.

The maintenance and defect reporting system automatically alerts the staff responsible for shipboard maintenance on board and ashorewhen it become due.




Y N

Y N

Stage 3 :

A common, computer-based maintenance system on board each vessel records all planned maintenance.

There is a formal shipyard repair list maintainedon-board and /or ashore.

The company policy is to maintain an optimum spare parts inventory or system redundancy forall vessels .




Y N

Y N

Y N

Stage 4 :

The maintenance and defect reporting systemalso monitors the ship’s spares inventory andhighlights any shortages.

The vessel’s maintenance and defect reporting system tracks all outstanding repair items,including dry-dock work lists.

There is a company system that track all fleet-wide outstanding maintenance and defect items.

The maintenance plan includes proactive measures.




Y N

Y N

Y N

Y N

Stage 1 :

Critical equipment and systems are defined and identified within the safety management system.

Critical equipment and systems are identified inthe vessel’s planned maintenance system.

AIM : Testing and planned maintenance of critical systems and equipments are always carried out as per the plan.

4A - Reliability and maintenance standards


Y N

Y N



Stage 2 :

There are clear reporting requirements when critical systems, alarms or equipment become defective or require planned or unplanned maintenance.


Y N

Stage 3 :

Maintenance on critical equipment should follow defined procedures that include a risk assessment which requires approvals at the appropriate levelsof management before the equipment is shut down.

If the agreed shutdown period for critical equipment or systems is to be exceeded, any extension or alternative actions will require review by shore management.





Y N

Y N

Stage 3 :

The vessel operator gives special attention torecording test and performance data forall critical equipment and systems.

The vessel operator identifies and documents competency standards with regard to critical equipment and systems.




Y N

Y N

Stage 4 :

No incidents or out-of-service times are attributable to a failure in managing the maintenance of critical equipment or systems and associated alarms.

Critical equipment or systems should be treated as priority items in the fleet’s planned maintenance systems.




Y N

Y N

Stage 2 :

The number of outstanding planned maintenance tasks of non-critical equipment for individual vessels and the fleet as a whole is expressed as a percentage of the total monthly planned maintenance tasks.Year to date are less than 6%.

AIM : Management tracks the number of outstanding maintenance tasks to ensure that these are resolved quickly and efficiently.

4B - Reliability and maintenance standards

Stage 1 :



Y N

Y N

Stage 4 :




Stage 3 :



Y N

Y N

Stage 1




Stage 2

Stage 3

Stage 4

20% 15% 10% 5% 0%

Year to day outstanding maintenance tasks

5 - Navigational safety

Main Objective

Establish and consistently apply navigational practices and

bridge procedures in line with regulatory and company policies


Stage 1 :

The safety-management system includes navigational procedures.

The vessel operator has procedures whichachieve effective bridge resource management.

The vessel operator has identified shore-based staff that are responsible for maintaining navigational standards on board vessel.

AIM : Establish and consistently apply navigational practices, bridge procedures and deck-officer training in line with regulatory frameworks and company policies.



Y N

Y N

Y N


Stage 1 :

All navigational equipment, including:lights, compass, communications and signaling equipment, is maintained fully operational.The company documents all defects and corrective actions.

Navigational procedures include a requirement forthe master to conduct audits, which are formally recorded, to ensure that all officers are complying with applicable navigational regulations and company procedures.




Y N

Y N

Stage 2 :

The company has documented process to conducton board navigational audits by shore personnel




Y N

Stage 3 :

Chart supply is automated under contract with a recognized chart agent.

The vessel operator has a formal program to ensurethat senior officers receive appropriate ship handling training before promotion to master.

Vessel operators provide bridge resource management training courses for all deck officers. These courses follow a set format.




Y N

Y N

Y N

Stage 4 :

Electronic charts are use aboard company vessels.

Audit reports from the fleet are analyzed andactions taken to improve procedures.

The vessel operator arranges independent random navigational reviews across the fleet to check general navigational competence.

Deck officers undertake periodic bridge resource management simulator training at a recognized shore establishment.




Y N

Y N

Y N

Y N

6 - Cargo, ballast and mooring operations

Main Objective

Establish and consistently apply planning and operational practice

and procedures that supportregulatory and company policies


6- Cargo and ballast operations AIM : Vessel operators should establish, monitor and maintain all planning and operational procedures for cargo and ballasting operations and equipment, and ensure that these procedures are effectively implemented.


Y N

Y N

Y N

Stage 1 :

There is a documented procedure for planning cargo and ballast operations. Where applicable this will include procedures for heavy weather ballast, and the master’s approval of each cargoand ballast operation.

A suitable qualified person (designated officer/PIC)is responsible for insuring compliance with implementation of the cargo and ballast procedures.

There is a documented system in place to ensurethat the company monitors cargo and ballast plans.

6- Cargo and ballast operations

Stage 2 :

Procedures for ballast operations include comprehensive and detailed plans relating tothe heavy-weather ballasting within designatedcargo tanks of segregated ballast tankers.

Loading computers, where fitted, are regularly tested against class approved test data to ensure operational accuracy and records are maintained.



Y N

Y N

AIM : Vessel operators should establish, monitor and maintain all planning and operational procedures for cargo and ballasting operations and equipment, and ensure that these procedures are effectively implemented.


Stage 2 :

Procedures ensure independent monitoring of tank levels in addition to the primary gauging system.

Company ensure that tank level measuring/custodytransfer systems are verified for accuracy and operability.


Y N

Y N



Stage 3 :

There is a documented system in place to ensurethat junior officers/relevant vessel staff are actively involved in: - Planning, Cargo-line setting, and - Execution of the Cargo and Ballast operations.


Y N



Stage 4 :

The company is actively involved with equipment manufacturers in the development of innovative technology.

Officers attend shore-based courses that provide interactive computer modules to ensure familiarity with operational and emergency procedures.


Y N

Y N


6 A - Mooring operations

Stage 1 :

The vessel operator has a documented procedure to ensure mooring equipment and practices complywith statutory regulations, OCIMF guidelines and/or industry best practices.

There is a documented procedure to ensure that maintenance of mooring equipment is completed, including the annually testing of winch brakes.

AIM : Vessel operators should establish, monitor and maintain all planning and operational procedures to ensure that mooring equipment and operations are effectively managed.


Y N

Y N



Stage 1 :

The vessel operator has a documented procedure to ensure that the maintenance and routine condition monitoring of mooring equipment are includedwith the planned maintenance system (PMS).

The vessel operator has a documented procedure to ensure that records are maintained of the inspection and replacement dates of wires, ropes and, when fitted, tails.



Y N

Y N


Stage 2 :

The vessel operator has a documented procedure tomonitor unpredicted changes in environmental conditions and traffic movements to avoid thevessel breaking out from its berth.

The ship operator has a documented procedure covering deployment and monitoring of moorings throughout port operation.



Y N

Y N


Stage 3 :

There is a record of routine risk assessment to ensure that : all anticipated mooring arrangements and equipment ensure the safety of vessel personnel.

There are documented procedures regarding anchoring operations.



Y N

Y N


Stage 4 :

The company has a documented process to ensure that power supplies for mooring equipment including steam, hydraulic or electric types, are sufficient and adequately protected.



Y N


7 - Management of change

Main Objective

Establish procedures forevaluating and managing changes to

operations, procedures,vessel equipment or personnel

to ensure that safety and environmental standards

are not compromised

Stage 1 :

The ship operator has a documented procedurefor management of change.

The management of change process clearly definesthe level of authority required for the approvalof a change.

AIM : A management of change process is in place and operates effectively to reduce operational risks.



Y N

Y N




Stage 2 :

The company may use techniques such as risk assessment to evaluate the impact of proposed change.

The system ensures that training needs arisingfrom changes to equipment or procedures areIdentified and documented.

Management of change records are kept for verification purposes.

Y N

Y N

Y N



Y N

Y N



Stage 2 :

The vessel operator has documented staff handover procedures for both shore-based staff and vessel crews.

The vessel operator has a documented familiarization process for both shore-based staff and ship’s crews.

Stage 3 :

The system ensures that drawings, proceduresand other technical documents are updated following any change or modification.

Procedures include provisions for familiarizationof superintendents and crew with newly acquired vessels entering into the fleet ownership/management.


Y N

Y N



Stage 4 :

There is a documented annual review of the impactof all changes to ensure objectives have been met.

For major changes to the shore organization, the management of change procedure should requirea detailed review of the impact on the organizationand on the management system.


Y N

Y N



Stage 1 :

The vessel operator has a management of change process that ensures all temporary and permanent changes to procedures or equipment on board the vessel are subject to risk assessment.

AIM : A management of change procedure is in place to assist staff in identifying hazards and to reduce operational risks.

7 A - Management of change


Y N

Stage 2 :

The system ensures that the documentationsupporting a change includes: -The reason for the change, - A clear understanding of the safety and environmental implications, and - The appropriate level of approval.


Y N



Stage 3 :

The management of change process ensures that any changes made are communicated to personnel affected by the change.

The system ensures that the potential consequencesof a change are identified, together with any required risk-reduction measures.


Y N

Y N



Stage 4 :

The management of change system ensuresthat any temporary changes do not exceed the initial authorization for scope or time without review andre-approval by appropriate level of management.

The system ensures that changes not carried outwithin the proposed time scale are reviewed and revalidated.


Y N

Y N



8 - Incident Investigation & Analysis

Main Objective

Use effective investigation, reporting and follow-up methods

to learn from significant near misses and incidents,

and thus prevent recurrence


8- Incident Investigation & Analysis

Stage 1 :

The fleet operator has procedures that ensureprompt reporting and investigation of all incidents, accidents and near misses.

The ship operator has procedures that ensure thefleet is rapidly notified of urgent safety-relatedinformation.

The reporting procedure ensures any breaches of regulations are identified .

AIM : Comprehensive procedures are prepared and maintained for Incident investigation and analysis.


Y N

Y N

Y N

Stage 2 :

The ship operator has a procedure that defines responsibilities for: - Reporting an incident, - Conducting the investigation and - Taking subsequent actions.

The person appointed to lead the investigation isnot connected with the incident.

The ship operator uses conclusions from the investigation to reduce the risk of any recurrenceor related incidents.


Y N

Y N

Y N

8- Incident Investigation & Analysis AIM : Comprehensive procedures are prepared and maintained for Incident investigation and analysis.

Stage 3 :

The incident-investigation process ensures that:

- The root causes and factors contributing to an incident or accident are clearly identified.

- The lesson learnt from the incident or near miss are shared across the fleet.


Y N

Y N


Stage 4 :

The vessel operator has procedures to share lessons with :

- Industry groups, where appropriate.

- Oil-major vetting departments, where appropriate.


Y N

Y N


8A- Incident Investigation & Analysis

Stage 1 :

The appointed investigation leader/team has been trained in incident investigation.

AIM : Training is provided for both ship-based and shore-based management teams in incident investigation techniques.


Y N

Training

Stage 2 :

External training in incident-investigation techniques, including root-cause analysis, is given to at least one of the shore-based management teams.


Y N


8A- Incident Investigation & Analysis Training

Stage 3 :

There is a documented procedure to ensure that, where possible, practical experience in investigation is obtained.

When new senior staff are recruited, they receive appropriate incident-investigation training.


Y N

Y N



Stage 4 :

Procedures require that incident investigation refresher training takes place after an appropriate period.


Y N



Main Objective

Develop a proactive approach to safety management both on board and ashore, that includes identification of hazards( including exposures to substances

hazardous to health ) andthe implementation of preventive

and mitigation measures

9 - Safety Management


9- Safety Management Shore-based Monitoring

Stage 1 :

Shore-based managers arrange regular on-board visits to monitor the safety standards and training across the fleet. A formal record of these visits iskept within the office.

Following ship visits, recommendations for improvement are made to senior management.

Formal safety meetings are held with officers and crew during shore-management visits to vessels.

The vessel operator has a documented permit to work system.

AIM : The vessel operator has a comprehensive and proactive approach to the identification of potential hazards and the shore-based management of operational risks.


Y N

Y N

Y N

Y N

Stage 2 :

The vessel operator’s procedures include a documented risk-assessment process to systematically identify potential hazards andmanage operational risks fleet-wide.

Records of all risk assessments are maintainedat relevant locations. The risk assessment process also includes provision for assessing new or non-routine tasks.



Y N

Y N

Y N



Stage 2 :

Preventive measures and alternative methods ofwork to ensure safe completion of work are identified and documented in the risk assessment process.

Achievable targets are set for close out of the preventive measures identified in the risk assessment.


Y N

Y N



Stage 3 :

Shore-based management regularly reviews the validity of risk assessment andensures that any common risk assessments are applied across the fleet

The risk assessment processes should include response elements to limit the impact of any unplanned occurrences.



Y N

Y N



Stage 3 :

Senior management establishes and supports proactive safety campaigns.

Appropriate company representatives makeextended visits to all vessels within the fleet to: - Monitor the safety standards and - Ensure that safety training programs are effectively implemented.


Y N

Y N



Y N

Stage 4 :

Company management review and collates all on-board risk assessments to check that standards are consistent.

The company issues periodic ( at least quarterly ) safety publication (s).


Y N

Y N



Stage 1 :

The responsible officer conducts safety inspections at scheduled intervals and the results are recorded.

Significant safety deficiencies that cannot be rectified by vessel staff are immediately reported to company management.

On-board safety meetings are held at least monthly and as soon as possible after any serious incident or accident within the company.

There is a formalized system on board to identify hazards ( HAZ Identification ) during work planning.

AIM : The company has a comprehensive and proactive approach to the identification of potential hazards and the management of vessel risks.


Y N

Y N

Y N

Y N

9A- Safety Management Fleet Monitoring

Stage 2 :

At monthly safety meetings, the agenda includes safety monitoring and confirmation that all vessel-based safety procedures are being complied with.

Drills and safety exercises are used to determine and records the training needs of individual employees and records are maintained on board and/or ashore.

The vessel operator has a formal documented risk-assessment process on-board, and relevant crew members have been trained inhazard identification and risk assessment.


Y N

Y N

Y N



Stage 3 :The vessel’s management team promotes a strong proactive safety culture on board, andall crew members are encouraged to be involved in proactive safety campaigns and work methods.

Company safety policy ensures that senior officers always lead by example in safety-related issues.

The company sends officers and crew on safety training courses in excess of statutory requirements.

Safety best practice identified on individual vessels is transferred across the fleet.


Y N

Y N

Y N



Y N

Stage 4 :

There is a system in place for vessel staff to communicate ideas for improving safety to shore management.

The company actively seeks modern safety training material and courses that can be used for on-board and shore-based training.


Y N

Y N



Main Objective

Develop a proactive approach to environmental management that

includes identification of sources of marine and atmospheric pollution, and measures for the reduction of potential impacts, both on board and a shore.

10- Environmental Management


10- Environmental Management AIM : The company implements a plan for the systematic identification and assessment of all sources of marine and atmospheric pollution.


Y N

Y N

Y N

Y N

Stage 1 :An environmental policy has bee developed signed by senior management and distributed/made available to all within the company.

The company has process in place aimed at ensuring all effluents discharged are within permitted levels or are prohibited. All sources of marine and atmospheric pollution attributable to company activities have been systematically identified.

The company has systems to identify emerging requirements for environmental protection.


Stage 2 :

Plans to minimize or further reduce marine and atmospheric pollution attributable to company activities are under development with defined priorities and timescale for action.

The vessel operator has a system to identify theactions needed to comply with new regulations.

The company has clear assigned management responsibility for each environmental issue.

AIM : The company implements a plan for the systematic identification and assessment of all sources of marine and atmospheric pollution.


Y N

Y N

Y N


Stage 3 :

The vessel operator has a system for auditing and reporting progress on effluent reduction.

Pollutant reduction targets are set in the company business plan.



Y N

Y N


Stage 4 :

The company has an environmental action plan(e.g. ISO 14001).

The company has developed and maintains along-term ( a Five year minimum ) environmental operations and business plan.

Environmental performance is benchmarked across the fleet and against the oil / marine industry as a whole.



Y N

Y N

Y N

10A- Environmental Management

Stage 1 :

The vessel operator has a system to monitor and reduce waste on board all vessels in the fleet.

The company has identified areas of performancethat will improve environmental care andhas developed appropriate action plans.

The vessel operator has fleet-wide systems to monitor and ensure compliance with existing company policy.

AIM : Comprehensive environmental initiatives and actions are being implemented on board the vessels.


Y N

Y N

Y N

Stage 2 :

The company has management systems to ensure environmentally critical equipment is reliable and adequate levels of spares are carried.

Where applicable, each vessel has a ballast-water management system and is taking steps to reducethe transfer of unwanted marine organisms.

The vessel operator has a policy to ensure purchase and supply activities continue to be more environmentally protective.


Y N

Y N

Y N

10A- Environmental Management AIM : Comprehensive environmental initiatives and actions are being implemented on board the vessels.

Stage 3 :

An energy-conservation program is in place and effectively monitored throughout the fleet.

The company can demonstrate that it is taking measures to comply with known future regulations and legislation.

Waste management is undertaken throughout the fleet and on all voyage.


Y N

Y N

Y N


Stage 4 :

Improvements that enhance environmental performance are included into new-build designand vessel operating practices.

The company employs/adheres to environmentally sound ship recycling practices.


Y N

Y N


Main Objective

Establish an emergency-preparedness system and regularly test itto ensure an ongoing ability

to react effectively to an incident

11- Emergency preparedness and contingency planning


Stage 1 :

The company has detailed shore and vessel contingency plans that cover all credible emergency scenario.

Emergency procedures include effective notification procedures and communication links forrapidly alerting the emergency response team.

Vessel and shore-based contingency plans clearly identify roles, responsibilities and record-keeping procedures. shipboard contingency plans.

AIM : To improve and test the vessel operator’s ability to respond to and manage an incident.


Y N

Y N

Y N


Stage 2 :

The company provides adequate emergency-response facilities.

Individuals are trained in their designated emergency response roles.

Lessons learnt from exercises and real incidentsare incorporated into the emergency-response plans where they are updated.


Y N

Y N

Y N



Stage 3 :

Alternative members for key positions in the emergency response teams have been identifiedand trained.

Alternative members are included in the planned exercises and drills.


Y N

Y N



Stage 4 :

The company has in place necessary arrangements to use external resources in an emergency.

External or additional resources are used toprovide more realistic drills and exercises.


Y N

Y N



Stage 1 :

Incident scenarios for exercises fully test the contingency plans.

A major exercise is carried out at least annually.

AIM : To improve and test the ability of the vessel operators to respond to an incident by holding regular and realistic emergency drills and exercises.


Y N

Y N

11A - Emergency preparedness and contingency planning

Stage 2 :

The scope of an exercise is consistent and composition of the fleet and its trading patterns.

The frequency of drills and exercises should be determined by the number of vessels within the fleet.

Results of exercises and drills are documented and analyzed to identify lessons learnt.


Y N

Y N

Y N



Stage 3 :

Exercises provide a comprehensive test of all communication and mobilization systems.

Exercises allow the participation of a significant number of individuals.


Y N

Y N



Stage 4 :

Drills and exercises test the effectiveness of arrangements to call on external consultantsand resources.


Y N



Main Objective

Establish and implement appropriate measurement and feedback processes

to focus on and drivecontinuous improvement

12- Measurement, analysis and improvement


Stage 1 :

A company specific format is used for conductingand recording vessel inspections.

The company has an inspection plan that coversall vessels in the fleet, with at least two inspections per annum of each vessel.

AIM : Shore-based management has a structured process for conducting vessel inspections to monitor the conditions of vessels in the fleet. Detailed reports and close-out plans are maintained ashore. The process includes identification of trends and provisions for promptly closing out any deficiencies that are identified.


Y N

Y N




Y N

Y N


Stage 2 :

The format is of a standard that is at leastequivalent to the vessel inspection reports issued by industry bodies such as OCIMF, CDI or EBIS.

The standard format measures the level of compliance with company and regulatory requirements.


Stage 3 :

The company analyses its inspection results and compares them with data from third-party inspections(SIRE, CDI or EBIS) and makes comparisons between vessels within the fleet, particularly with any vessels built to a similar design and specification.

The company has a system that clearly demonstrates the status of the recorded deficiencies through to close out.


Y N

Y N


Stage 4 :

Information from the analyses of these inspectionsis fed into a continuous improvement process.

The results of vessels inspections are analyzed to identify trends and common problems.



Y N

Y N


Stage 1 :

The company has established a consistentaudit format and process.

All auditor are appropriately trained and certified.

The company has an audit plan that coversshore and vessel locations.

AIM : The company has a structured process that allows management to conduct planned and systematic audits of all shore and onboard locations, such as required under ISM Code .


Y N

Y N

Y N

12A- Measurement, analysis and improvement

Stage 2 :

Audit results are reported as soon as is reasonably practicable.

Audits are performed in line with the audit plan.


Y N

Y N



Stage 3 :

The company maintain records to demonstratethat all actionable items have been closed outas soon as is reasonably practicable.


Y N



Stage 4 :

Audit results drive continuous improvementof the management system.

The company identifies trends by performinga formal analysis of audit results at least annually.


Y N

Y N




PERFORMANCEPERFORMANCEIMPROVEMENTIMPROVEMENTPROGRAMMEPROGRAMME SUGGESTIONSSUGGESTIONS

ANNUALANNUALOBJECTIVESOBJECTIVES

PLANPLANPERSONNELPERSONNEL

RECOGNITIONRECOGNITION

TQMTQM

QUALITYQUALITYPROGRAMMEPROGRAMME

SYSTEMSYSTEMAUDITSAUDITS

ANNUALANNUALSYSTEMSYSTEMREVIEWREVIEW

CORRECTIVECORRECTIVEACTIONSACTIONS


Once an organization has Once an organization has analyzed its mission,analyzed its mission,

identified all its stakeholders, identified all its stakeholders, and defined its goals,and defined its goals,

it needs a way to measure it needs a way to measure progress toward those goals.progress toward those goals.Key Performance Indicators Key Performance Indicators are those measurements. are those measurements.



Key Performance Indicators will differ dependingon the organization and its mission.

What are Key Performance Indicators


In social service organization one KPI may be : - The number of clients assisted during the year.

In customer service department one KPI may be : - The percentage of customer calls answered in the first minute.

In school one KPI may be : - The graduation rates of its students.

In business one KPI may be : - The percentage of its income that comes from return customers.


Key Performance Indicators arequantifiable measurements that tracka 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 & success.

When used, they determine the qualityof the processes and the degree to

which the aims and objectivesare being achieved.


WhateverKey Performance Indicators

are selected, they must :

- Reflect the organization's goals, - Be key to its success, - Be measurable.

Key Performance Indicatorsusually are

long-term considerations.



Staff turnover is becominga major strategic issuefor many companies.

With the currentshortage of qualified people,turnover of competent staff

is even more expensive.

One research study suggests that :

“Employees don't quita company.

They quit their supervisor."


KPI’s for PersonnelEx. Turnover Rate

"Reduce turnover by five percent per year.“

It is a clear targetthat everyone

will understand andbe able to take

specific action to accomplish.


KPI’s for PersonnelEx. Turnover Rate

Stage 1 :

The average job retention rate for key staff (such as superintendents) is greater than70% over a two years period.


Stage 3 :

The company achieves an 80% retention ratefor senior officers over a period of two years.

Stage 4 :

Management achieves an officer retention rategreater than 80% over a period of two years.

Examples Management of personnelKPI’s for Personnel

2

1

4

3

0

1. Management, leadership and accountability





6. Cargo, ballast and mooring operations7. Management of change








1. Clients satisfaction produit

2. Clients satisfaction service

3. Defects

4. Predictable cost

5. Predictable time

6. Profitability7. productivity

8. Safety

9. Construction cost

10. Construction time

11. Personnel satisfaction

12. Detentions



KPIs : Benchmarking


J

G

F I

Sale forceSale forcein the fieldin the field

TechnicalTechnicalassistanceassistance

After saleAfter saleserviceservice

PricePricepositionposition

CommercialCommercialaggressivenessaggressiveness

RespectRespectof deliveryof delivery

Company’sCompany’simageimage

ProductProductperformanceperformance

Implementing KP Indicators


Step 1Confirm the outcomes required

Step 2Establish goals and test

Step 3Develop KPI’s system and test

Step 4Establish KPI accountabilityframework

Step 5Launch of the KPI system

Step 1 - Confirm the outcomes required


It is critical that the KPIs selected support the outcomes you want to

achieve.

For example : External - Improving service levels to customers. - Strengthening stakeholder relations. Internal - Reducing operating costs to international benchmark levels. - Improving team work, morale and integration.

What you measure is what you get.

Step 1


Be the leaderBe the leaderin our sectorin our sectorof activities of activities

in Europein Europe

AIMAIMInsu

reIm

prove

Develop

ObjectiveAction Plan

ObjectiveAction Plan

Objective

Action Plan

Objective

Action Plan

Objective

Action Plan

1 - PERTINENT

2 - APPLICABLE

3 - ECONOMIC

Step 1 - Criteria for selecting a KPI


1 - Pertinent

1.1 - Representative

1.2 - Accurate

1.3 - Legitimate

1.4 - Sensible



2 - Applicable

2.1 - Measurable

2.2 - Useful

2.3 - Understandable

2.4 - Communicable



3 - Economic

3.1 - Controllable

3.2 - Analysable

3.3 - Prevention oriented

3.4 - Cost oriented



3 - ECONOMIC

3.1 - Controllable3.2 - Analysable3.3 - Prevention oriented3.4 - Cost oriented

2 - APPLICABLE

2.1 - Measurable2.2 - Useful2.3 - Understandable2.4 - Communicable

1 - PERTINENT

1.1 - Representative1.2 - Accurate1.3 - Legitimate1.4 - Sensible

31 7 95

31 7 95

31 7 95

Step 1 - Evaluation of a KPI


Step 2 - Establish goals and test


The requirements identified in Step 1 are used to create a suite of

specific goals.

The general test for the comprehensiveness of

these goals is:

“ If these goals are achieved will we be seen as

completely successful by :- Our customers and

- Our major stakeholders? "

Step 2 - Establish goals and test


CL

IEN

TS

CL

IEN

TS

PROCESSPROCESS

MeasurementMeasurement

INPUTINPUT OUTPUTOUTPUT

KPI’sKPI’s KPI’sKPI’sKPI’sKPI’s

SU

PP

LIE

RS

SU

PP

LIE

RS

RequirementsRequirements

MONITORING SYSTEMMONITORING SYSTEMMONITORING SYSTEMMONITORING SYSTEM

RequirementsRequirements

OPERATING PLANOPERATING PLAN

Step 3 - Develop KPI’s system and test


The KPI system used indexbased by establishing KPIs as outcomes and

drivers of these outcomes.

This enables managers to act on relevant performance drivers when

performance outcomes are not satisfactory.

Measure the "big" elements ofeach goal, not all elements.

How will the goals (Step 2) be measured?

Step 3 - Develop KPI’s system and test


The outcome is tested through a"gaps and gluts" analysis.

When all KPI’s are assembled, the management team judges

where there are- Too many or

- Too few measures.

How will the goals (Step 2) be measured?



Dashboard

Step 4 - Establish Accountability


Each KPI should be allocatedsingle point accountability.

This requires special attention, especially if the outcome is the result

of cooperative effort betweendifferent people,

teams ororganizational departments.

Objectives

Functions( task )

Accountability( action )

Activities

Responsibility( action )

Authority( power )

Competency


Step 4 - Establish Accountability

Step 5 - Launch of the KPI system


This step has 4 majors phases

Goals down/plans up

Develop individualperformance plans

Documentationdevelopment

Training in hardand soft skills


Phase 1 - Goals down / plans up

This requires the high level KPIsto be cascaded down toeach operational team.

The process presentsthe high level KPIs as "goals“and allows teams to develop

their relevant KPIs through the "plans" they create to achieve these goals.

Finally, all plans are checked for

consistency and modified as necessary.



Team performanceplans

Team performanceplans

DepartmentObjectives

DepartmentObjectives

Strategicareas

Strategicareas

GoalsGoals

ManagementManagementTeamTeam

MANAGEMENTPRIORITIES

OO

DEPARTMENTCONTRIBUTION

DepartmentB

OO

DepartmentA

PERSONNELPARTICIPATION

OOOO

Action team

Action team

ANNUALIMPROVEMENT

PLAN

DEPARTMENTPLANS

SPECIFICPLANS

Alain-Michel Chauvel- Bureau Veritas - DNS/DCO

Step 5 - Goals down / Plans up



Phase 2 - Develop individual performance plans

On the basis of the new suite of plans, the CEO, divisional, section and

team leaders create theirpersonal performance plans byselecting the most critical KPIs

from the relevant organizational plan.

Once developed, they are signed offat the appropriate level.


CommercialCommercial

OperationalOperational

Technical

TechnicalP

erso

nnel

Per

sonn

el

Pur

chas

ing

Pur

chas

ing A

ccounting

Accounting

CriticalKPI’s


Phase 2 - Develop individual performance plansStep 5 - Launch of the KPI system


All KPIs, departmental, team andpersonal plans are

logged with theappropriate organizational unit

anda process for updating through

the next planning cycle decided.

Phase 3 - Documentation developmentStep 5 - Launch of the KPI system

Area of improvement : N

Key component Key systemObjective :

Department :

Cost investment :

Action plan : Why ? Potential saving ? & how tomeasure the result ? :

Decision :

A-M Chauvel - Bureau Veritas - DNS/DCO Ships in Service Training Material A-M CHAUVEL

Step 5 - Key Performance Plan

TIME : Frequency of measurementTIME : Frequency of measurement

Sc

ale

of

mea

su

rem

en

tS

cal

e o

f m

eas

ure

me

nt

plateau 2plateau 2

plateau 1plateau 1

Project

Team leader

Team

TrendTrend

ObjectiveObjective


Step 5 - Following K P I progress


To support all staff in their effort to achieve the KPIs it is essential that comprehensive

training options be made available.

These should be broken into :- group training and- individual training.

Training should cover : - (hard issues) technical / functional

performance.- (soft issues) behavioural performance.

Step 5 - Launch of the KPI systemPhase 4 - Training in hard and soft skills

DigitalDigital AnalogAnalog

Ships in Service Training Material

Step 5 - Communication Modes

Logical and precise, left-brain thinking gave us the Information Age.

Now comes the Conceptual Age ruled by artistry, empathy, and emotion.


Step 5 - Revenge of the Right Brain

VisualVisual

AuditoryAuditory KinesthesicKinesthesic

Ships in Service Training Material

Step 5 - Sensorial Channels

tanker management self assessment guidelines tmsa a-m chauvel ships in service training material

Documents

management of shore

management commitment

management meetings

management of change

management of ships

concepts of safety

shorebased management

areas of safety