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Lars Mossberg, Marinvest Daniel Backman, Sirius Lars Mossberg, Marinvest Daniel Backman, Sirius Contribution from: OCIMF, Intertanko, IMT Contribution.

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2 Lars Mossberg, Marinvest Daniel Backman, Sirius Lars Mossberg, Marinvest Daniel Backman, Sirius Contribution from: OCIMF, Intertanko, IMT Contribution from: OCIMF, Intertanko, IMT

3 Background to TMSA - Owners view 1991 Ad Hoc Working Group on Vetting Ship Inspections Chairman Hans Laurin 1993Introduction of SIRE 1994Vetting Committee formed (open) 1997VIQ, VPQ 1998Chairman Lars Mossberg 2000Reformed Vetting committee – about 20 participants Vetting seminars, HVPQ, HVIQ 2003Introduction of TMSA

4  In place for approximately 25 years  Positive influence on industry standards  Managing Transportation Risk  Risk = Consequences x Probability  Risk = Consequences x Probability + Public outrage  Public outrage depends on What, Where, Who & Why  Known by the company you keep

5  Vessel Operator’s systems and procedures key to improving quality standard  Vessel inspections driven by compliance confirmation – need better ways to support continuous quality improvements  Improved quality differentiation is consistent with operator and charterer goals

6 Factors:  Incident history  Inspection Results  Emergency Response Capability  Terminal Vessel Performance Reports  Safety/Environmental Management System  Port State Detention Track Record  Attendance at Intertanko Events  Terminal Reports  Age of Fleet  Management & Leadership  Incident Investigation  Reliability  Green Awards  ISO Accreditation

7 TMSA – Leading indicators  Management Leadership and Accountability  Recruitment Mgmt of Seagoing Personnel  Recruitment Mgmt of Shore going Personnel  Reliability and Maintenance  Navigational Safety  Cargo/Ballast and Mooring Operations  Management of Change  Incident Investigation  Safety Management  Environment Management  Emergency Preparedness  Measurement & Analysis Lagging indicators  Inspection Results  Incident History  Terminal Reports  Port State Detention Record

8  TMSA Key component of decision process  Performance indicators support quality assessment  Operator submits TMSA Assessment Lagging Data Verification Operator Rating TMSA  IMT perform audit reviews  Confirm performance in line with TMSA input  Expectation: No significant variation  Assessment rating defines scope of business availability with EM affiliates

9 Company A  All TMSA elements level 4  60& of SIRE reports have deficiencies  Number of incidents, none major - most common root cause “Failure to follow procedures” Company B  100% of TMSA level 2 some elements at level 3 and 4  60% of SIRE inspections – no deficiencies  Number of incidents, none major - Investigations identify gaps in procedures - No failures to follow procedures  TMSA IS NOT A COLMPLIANCE CERTIFICATE! - Tool to measure and identify potential improvements

10  Achieve safe, clean, efficient, incident free and reliable marine transportation  Encourage and support operators addressing continuous improvement  Direct EM business to quality operators

11 OCIMF describe it as follows: (www.ocimf.com) 1. “The programme encourages ship operators to assess their safety management systems against listed performance indicators.”

12 2. “The Tanker Management and Self Assessment (TMSA) programme provides ship operators with a means to improve and measure their own management systems.

13 3.“ 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”

14  It builds on the foundations of the ISM Code.  Key elements: Tanker operators audit their own operational, safety, quality, environmental procedures to demonstrate continuous improvement.  12 elements each with 4 levels of self assessment levels:‘1’ being the lowest and ‘4’ the highest.

15  1a – Ledning, Ledarskap och Ansvarighet  1b – Ledning, Ledarskap och Ansvarighet  2a – Rekrytering och Ledning av landpersonal  3a – Rekrytering och Ledning av fartygspersonal  3b – Rekrytering och Ledning av fartygspersonal

16  4a – Tillförlitlighet och Underhållsstandard  4b – Tillförlitlighet och Underhållsstandard (kritisk utrustning)  4c – Tillförlitlighet och Underhållsstandard (verkställandet av planerat underhåll)  5a – Säkerhet navigation  6a – Last och Ballastoperationer

17  6b – Förtöjningsoperationer  7a – Ledning / Styrning av förändring  7b – Ledning / Styrning av förändring  8a – Utredning och Analys av incident  8b – Utredning och Analys av incident – utbildning  9a – Hantering av säkerhetsfrågor – landbaserad övervakning

18  9b – Hantering av säkerhetsfrågor – fartygsbaserad övervakning  10a – Hantering av miljösäkerhetsfrågor  10b – Hantering av miljösäkerhetsfrågor  11a – Förberedelse på nödsituationer och beredskapsplanering

19  11b – Förberedelse på nödsituationer och beredskapsplanering  12a – Utvärderingar, analyser och förbättringar  12b – Utvärderingar, analyser och förbättringar

20  Question  Management commitment is clearly defined in documentation that includes mission statements, policies and procedures.  Rederiets engagemang finns klart beskrivet i dokumentation som inkluderar synpunkter på rederiets mål och ambitioner, ståndpunkter, rutiner och åtgärder  Element 1a Stage 1 Question 1

21  Best practice guidance  Mission statements contain the high-level and long-term goals and the aspirations of the company, such as zero incidents and zero spills to sea. The company aims to reach these goals through continuous improvement.  “Mål och ambitioner” innebär högt ställda mål och krav under lång tid och förhoppningar inom rederiet såsom “inga olyckor” och “inget utsläpp” i sjön. Rederiet arbetar för att nå dessa mål genom ständiga förbättringar

22  Element 1a Stage 1 Question 1  Answer  Policies and procedures in SMS-manual  Yes  Comment

23  Question  The change-management process clearly defines the level of authority required for the approval of a change  Förändringsprocessen visar tydligt den auktoriseringsnivå som krävs för godkännande av en förändring  Element 7a Stage 1 Question 1

24  Best practice guidance  It is important that changes are reviewed at the defined level of authority and, where new risks are identified, the adequacy of the risk-reduction measures is authorised by a higher authority. Where possible, guidance is provided on the appropriate level of approval required for different categories of change. This will be based on the level of risk involved.  Det är viktigt att ändringar kontrolleras på rätt auktorisationsnivå och att en högre nivå godkänner metoderna för att minska ytterligare riskerna om nya sådana skulle påträffas. Där så är möjligt skall en riktlinje finnas vilken auktorisationsnivå som krävs för olika ändringskategorier. Detta baseras på risknivån.

25  Element 7a Stage 1 Question 1  Answer  Changes are reviewed both onboard and ashore to identify possible risks, and how to minimize them. Authority is defined in SMSmanual.  Yes  Comment

26  Ships on charter to the oil companies will be monitored. (Terminals, Port state controls, Sire inspections)  Discrepancies between the owners self assessment level and the oil companies’ assessment of voyage and charter performance recorded.  Discrepancies are likely to be investigated.  The wider the discrepancy, the greater the possibility of an investigation

27  You do not pass or fail TMSA ! - Even if self rated level 4 in “all” elements:  Owner must demonstrate its management approach is continuously aimed at improving quality & safety.

28  INTERTANKO supports the bold initiative of Tanker Management and Self-Assessment (TMSA) programme that both enhances and promotes quality within the shipping industry  INTERTANKO believes that the TMSA system reflects a level of recognition of the existing high quality standards that currently exist within the tanker sector and indicates an encouraging level of trust towards the quality tanker owner.  INTERTANKO further believes that the system of self assessment can be relied upon to be successful and assist in the reduction of multiple inspections.

29 Formed a TMSA Working Group:  Provided “Change Management” definitions:  Produced “Liability Clauses”  Provided “TMSA Benchmarking System”  Currently producing “Officer retention guidance”

30  “Change management” or “management of change” refers to a broad spectrum of changes within a company or onboard a ship, and the company’s policy and procedures for approving, implementing and monitoring the progress of these changes.  All management of change processes include levels of authorisation, duties and responsibilities; this must be determined for each proposed change. Careful monitoring and reporting, relevant to the significance of the change must also be carried out to see if the progress and targets set are being met, and if necessary revised.  Documentary evidence for this process should be available for all significant changes. Significant changes ashore may affect more than one department in the organisation, or may affect the certification status of the organisation. Significant changes onboard may affect more than one critical system onboard or affect the certification status of the ship.”

31  “ The information contained herein is provided to the best of owner’s/manager’s knowledge and in good faith, however, the accuracy of the information is not guaranteed either expressly or by implication and owners/managers exclude liability for any errors or omissions whether caused negligently or otherwise.”

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