pART 3 - The 12 Elements of the TMSA Guidelines
1A Management, Leadership and Accountability
Aim Management accepts responsibility for developing and m aintaining a dynamic (documented In hard-copy
or e lectronic format) safety m anagement syst em to Implem e nt policy and d e liver safety a nd envi ronmental
excellence.
STAGE KEY PERFORMANCE INDICATORS
Managem ent ensures that po licies cover all the activities
undertaken by the company.
Po licies are reviewed through processes described I r I The company regularly reviews these policies through
procedures and instructions. n orma
Proc~dures and instructions are available at all work
locat,ons.
A formal document-control system is in place to ensure that
the current management system documentation Is available
for use at all work locations.
lnstructio~s and p_rocedures 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.
The safety-management system encourages proactive
feedback.
Instructions and procedures covering shore and vessel
operations are developed in consultation with those who
will have to implement them.
Managers are clearly held accountable for achieving the
objectives established for them.
Benchmarking is used to identify further improvements to
the safety management system.
Measurements are carried out regularly according to a
comprehensive verification plan.
Senior managers have a mechanism in place to verify the
effectiveness of key areas of the safety management system.
BEST-PRACTICE GUIDANCE
Polici es sho uld refl ect the company 's po sition ?n, but
not limited to, Safety, Security, Health and Environmental
matters.
onboard safety meetings, management reviews, officer
forums and other formal meetings.
The company can demonstrate that procedures ~nd
Instructions are In alignment with the stated pohcres.
Sufficient electronic or hard copies of these are easrly
accessible to personnel.
The company operates a document control system
to ensure that ONLY the current management system
documentation is available. The company has a process for
coordinating and correlating safety management system
manual revisions. An appropriate level of mana_g_e ment
is involved in the approval process for such rev1s1ons.
Instructions and procedures are available wherever work
is carried out. All staff and contractors have access to these
important documents.
The company ensures that instructions and p~ocedures ~re
clear and simple to use. Actions are arranged in sequential
order and in a way that makes it easy to identify each step.
Formal records include the meeting agenda, minutes,
details of procedures and instructions that have been . ·
updated as a result of meetings, and any other supporting
information. The review frequency may vary, depending
on fleet structure, fleet size and vessel type.
Feedback should be provided on incidents, vessel
inspections, fleet performance, serious near misses, lessons
learnt, etc.
The workforce is involved in developing instructions and
procedures jointly because this involvement delivers
effective guidelines that are more readily accepted.
Roles,.responsibilities and accountabilities are defined
within the management system. When organisational
changes occur, those responsible for supervising or
managing the function(s) undergoing change are also
responsible for clear and explicit reassignment of this
accountability.
The company benchmarks its safety, environmental and
management practices against other organisations and
industry information sources. Benchmarking is an integral
part of the improvement process, and the company aims
to match ever-improving best practice.
The company has a plan, approved by senior management
to identify the checks and measures that ensure the safety'
management system is working effectively across all
areas of the business on an annual basis. Progress against
the plan, assessed by audit and inspection should be
discussed at quarterly senior managemeni meetings.
Managers are responsible for ensuring safe and correct
working conditions on board and in the offices. This is
a key responsibility and cannot be delegated to others.
Managers and superintendents systematically monitor
th_e ~ffecti~eness of verification and inspection activities
w1thrn therr groups. They also initiate and track necessary
improvements to completion.
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