Competence Management C


A number of different Competence Management systems have become available in the market over time


ompetence Management is vital in the pursuit to reduce the risk of human error


and companies must have the ability to identify, define, develop and improve the competence of seafarers, and those supporting them ashore, in accordance with mandatory requirements, customers’ needs and expectations and the company’s own defined business goals.


The aim must be to create expert level decision makers, which requires an individual to constantly engage with unfamiliar scenarios and tasks just beyond current levels of performance and comfort, with the guidance of teachers and coaches who can provide the individual with the feedback needed.


A number of different Competence Management systems have been become available in the market over time to assist the development of seafarers in a more structured way. For example, Intertanko has developed the Tanker Officer Training Standards (TOTS), and the Society of International Gas Tanker & Terminal Operators (SIGGTO) has its own competency requirements embracing the ship/shore interface. Thome Ship Management has, since 2010, been using a DNV developed Competence Management System (known as CrewPETS), which also incorporates the TOTS and SIGGTO requirements.


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Thome Competence Management System cycle 6 | Alert! | January 2013 


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...vital in the pursuit to reduce the risk of human error Thome Group Crewing The system has a number of purposes:


• To provide management with a systematic approach to competence development


with regard to economy, efficiency, and effectiveness;


• To support management in the identification, implementation, administration, monitoring,


and evaluation of competence development, education, and training to achieve the stated business objectives of the group;


• To reinforce the group’s commitment to Quality and its compliance with the


requirements of international conventions, national legislation, and relevant industry standards;


• Setting the standard of performance for each rank in terms of knowledge, understanding,


application, integration, and psychomotor skills;


• Setting a standard method of assessment of current competence;


• Planning, implementing, and monitoring competence development activities and their


effectiveness;


• Documenting career development; • Clearly defined promotion requirements;


• Structured personal training programmes, based on gaps;


• Personal participation in career review and planning for the future.


We have used our experience in the marine industry, together with that of inspections, audits, and incidents and combined this with our own business KPIs to enable us to develop the standards and elements.


There are approximately 200 competence standards per rank and some of the elements are rank specific for the type of vessel an officer is currently serving on. To complete all elements officers will need approximately 12 months in rank onboard. But, an officer cannot fail an assessment as only 3 grades are used: ‘excellent’, ‘good’ or ‘training required’.


The Thome Competence Management System is the most comprehensive framework developed to handle competencies and to assess the gap between actual competencies measured and those defined.


For further information about Competence Management Programmes go to Alert! Issue No.20, page 3: www.he-alert.org/documents/bulletin/Alert!_20.pdf


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