Human Element update on HEiSC. Vice Chair INTERTANKO HEiSC d'amico Societá di Navigazione SpA

Transcription

1 Human Element update on HEiSC Luciana Maccarrone Vice Chair INTERTANKO HEiSC d'amico Societá di Navigazione SpA

2 Human Element Committee (HEiSC) Formed in 2005 Chaired by Tommy Olofsen OSM 25 seats with members from 14 countries Plus observers from flag States and IMO Meet twice a year Once in London Once in member s office

3 Our committees

4 Was there an unwanted behaviour? Action or lack of action? Not following expected behaviours? Decision to do something other than was required or expected A weighted decision (E.g. I will do it later as no one will be using it before then) Influenced by something, E.g. fatigue, pressure, culture, experience etc. Was there a culture of unwanted behaviors? Good intentions (intended to do the right thing) but made a mistake, slipped or forgot (error of judgement?) Intended to comply with the requirements or expectation but something physically blocked progress Knowledge, Experience & Skills Did the person know what the requirements were? If not how should they have known? Did they have the right skills and experience? The eight aspects Of Human Nature

5 HEiSC aims Advance the role of the HE in safety Increase skills at sea Encourage the recruitment of seafarers Review casualty reports for HE issues Encourage safety culture at sea Develop training and education systems Monitor workplace environment Monitor seafarer welfare

6 Current agenda items - Intertanko Human resources maturity model - Health and safety in colleges - Safety management - Seafarer issues as needed - Competency management system

7 Intertanko Human Resources Maturity Model Aim is to create a self assessment tool for measuring a company s maturity For use within TMSA and talent management Mirrors the HE elements within TMSA

8 Maturity example Performance appraisal / evaluation system TMSA 3.2.1, Level 1: The company uses a hand written form, data is sometimes uploaded in the files. Level 4: Senior executives embrace the need to ensure that all staff are properly appraised using the E- form and incorporating a fair evaluation system, full use of data for training needs, all combined in a performance management system, full records available, personnel actively support the system. Pass from Evaluations and Appraisal to a People Performance Management From a task to a process. Proper Evaluations means going deep People Performance Management means making the people working at the best of their capabilities

9 Health and safety in colleges Safer all the way project Two aims to improve: Basic safety training at the maritime academies Instructor teaching competencies Outcome: Better trained and safer seafarers Reduction in in-house training Reduction in accidents

10 Safety management Too much jargon in industry Needed a book to bring together all the approaches Book summarises main approaches Published in October 2016

11 Safety management Too much jargon in industry Needed a book to bring together all the approaches Book summaries main approaches Published in October 2016

12 Seafarer issues as needed Issues arise on ad hoc basis including: Advice on Zika virus MLC compliance issues Piracy issues for seafarers IMO HE issues Visas for shore leave Social media guidance

13 Seafarer issues as needed Issues arise on ad hoc basis including: Advice on Zika virus MLC compliance issues Piracy issues for seafarers IMO HE issues Visas for shore leave Social media guidance

14 What is Competence and how it can be measured

15 Competence based training Traditional system: Set list of tasks Candidate completes a training book Officer signs them off Candidate deemed competent But is that a true measure of competence? Trust? Reliability? Qualifications of the officer?

16 Questions 1. An Accident free and conviction free record makes someone a competent navigator? 2. Possession of valid certificate of competency makes the holder a competent navigator? 3. A navigator remains competente so long as they continue to navigate?

17 Experience based competence Time in rank/co is a measure of experience Experience is a proxy for competence Therefore, greater the experience, greater the competence But... sometimes experience becomes the only measure

18 What is the meaning of being Competente The concept of competence is closely linked to the ability to master complex situations Individuals should be able to make the right choices, to take the appropriate behaviors in different situations and anticipate the effects of their operations Experience Pragmatic Qualification Knowledge Skills Aptitude Responsibility Flexibility Attitude Understanding of the duties required in that rank

19 Competency management Started from need to update TOTS Initial focus upon new regulatory developments Realisation that needed a new approach WG chair Andrew Cook V Ships Led to the ICMS

20 A middle way Combination of tasks Tasks must reflect the work The trainer must be trained System auditable Must also combine with an experience element

21 INTERTANKO Competence Management System (ICMS) Increase Individual officer competence Also a tool for promotion Aim is a competence management tool and not a testing regime Key issue is the assessor s competence

22 Human Element in INTERTANKO INTERTANKO s HE contribution broad and deep HEiSC a mature committee The committee is an industry leader in HE issues Welcome new ideas to work on Committee here to serve members needs

23 Thank you