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Operations Management System in Practice - OGP - 511
Operations Management System in Practice - OGP - 511
Association
of Oil & Gas
Producers
OMS in practice
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About OGP
OGP represents the upstream oil and gas industry before international
organisations including the International Maritime Organization, the United
Nations Environment Programme (UNEP), Regional Seas Conventions and
other groups under the UN umbrella. At the regional level, OGP is the industry
representative to the European Commission and Parliament and the OSPAR
Commission for the North East Atlantic. Equally important is OGPs role
in promulgating best practices, particularly in the areas of health, safety, the
environment and social responsibility.
About IPIECA
IPIECA is the global oil and gas industry association for environmental and social
issues. It develops, shares and promotes good practices and knowledge to help the
industry improve its environmental and social performance, and is the industrys
principal channel of communication with the United Nations. Through its
member-led working groups and executive leadership, IPIECA brings together the
collective expertise of oil and gas companies and associations. Its unique position
within the industry enables its members to respond effectively to key environmental
and social issues.
International
Association
of Oil & Gas
Producers
OMS in practice
Revision history
Version
1
Date
June 2014
Amendments
First issued
Acknowledgements
The OMS Framework and this supplement were produced by an OGP Task Force. It had substantial
support and input of IPIECA, the global oil and gas industry association for environmental and
social issues, over a four-year period. Over 40 people contributed to this work, representing oil and
gas operators, and contractors and industry associations. They were supported throughout by the
OGP and IPIECA secretariats, and a technical editor.
ii
Contents
Acknowledgements ii
Foreword 1
Introduction 3
Overview of the Operating Management System Framework
OMS Fundamentals
OMS Elements
Getting started
Step A.
Leadership in practice
Step B.
Understand context
Step C.
Step D.
Step E.
10
Step F.
10
Step G.
11
Step H.
11
Step I.
12
Step J.
12
Step K.
Implement OMS
12
13
Step B.
13
Step C.
13
Step D.
13
Step E.
14
Step F.
14
Step G.
14
iii
13
15
P1
16
P2
20
P3
21
P4
24
P5
26
P6
31
P7
32
P8
35
P9
39
P10
43
45
M1
46
M2
46
M3
46
M4
47
M5
47
M6
47
M7
47
M8
48
M9
48
M10
48
49
51
iv
Foreword
The new OGPIPIECA Report No. 510, Operating Management System Framework
provides an integrated and consistent approach to help companies define and achieve
performance goals and stakeholder benefits, while managing the significant risks
inherent to the oil and gas industry.
Here, operating applies to every type of activity, whether upstream or downstream,
from construction to decommissioning, throughout the entire value chain and lifecycle
of the business and its products.
The OMS Framework offers the flexibility to address some or all of a wide range of risks,
impacts or threats related to occupational safety and health, environmental and social
responsibility, and process safety, quality and security.1
The Framework is supported by this supplement, Report No. 511, OMS in practice.
It provides guidance on how to establish and sustain an OMS. It also provides many
examples of industry specific processes and practices. It is a separate publication from the
OMS Framework, so it can be updated to reference the latest OGP and IPIECA good
practice publications and to provide links to other relevant publications.
Financial risk and performance are not included in the scope of the OMS Framework.
Introduction
OMS in practice provides practical guidance on how
to establish and apply the four Fundamentals and
ten Elements of the Operating Management System
Framework within a company and its businesses,
assets and projects.
This supplement is in three sections:
1) Getting started. How to use the guidance for
companies yet to establish an OMS and for
those with existing systems under review as
part of continuous improvement.
2) Processes and practices. The oil and gas
industry has a range of standards, processes,
practices, rules, methods, guides, tools,
procedures and work instructions that aim
to reduce and control its risks. They are
referred to collectively as processes and
practices. This section offers examples of
these, called P1 to P10.
3) Sustaining and improving the system.
This section offers examples of measures,
called M1 to M10, to assess the successful
implementation, improvement and
effectiveness of an OMS.
The example processes and practices and measures
are numbered to align with the ten Elements.
A single process, practice or measure could
contribute to meeting several Expectations in
different Elements.
OMS Terminology
The terms used in Report No.510
and defined in its glossary are
intended to be generic. The
report has a risk basis derived
primarily from safety processes, so
companies may need to interpret
and adapt some terms to broaden
their applicability and to meet the
scope of their OMS.
Report No. 510 does not
mandate requirements or use
terms such as must or shall
that imply requirements. Terms
including should, will and
ensure are used when an
approach is recommended for
a suggested or example process
or action. The words may and
can are generally applied to
encourage consideration of one
of several options.
A companys OMS should use
clear and consistent terms that
clarify applicability of the system
and to differentiate required
processes or actions from
optional ones.
Eleme
nts
10.
Assurance,
review and
improvement
1.
Commitment
and accountability
9.
Monitoring,
reporting and
learning
2.
Policies,
standards and
objectives
Implementation
Leadership
8.
Execution of
activities
Continuous
Improvement
The
Fundamentals
3.
Organisation,
resources and
capability
Risk
Management
7.
Plans and
procedures
4.
Stakeholders
and customers
6.
Asset design
and integrity
5.
Risk assessment
and control
OMS Fundamentals
Four Fundamentals form the basis of an effective OMS:
Leadership
Risk Management
Continuous Improvement
Implementation.
These Fundamentals are not applied sequentially. Constant focus on each Fundamental
will sustain the OMS, strengthening its performance and effectiveness.
OMS Elements
The OMS Framework helps the company responsibly manage operating activities and
assets the list of What-to-do. Ten Elements together form an OMS structure. The
four Fundamentals apply equally to every Element of the OMS to drive its success.
Each Element includes an overview, a purpose statement and a set of Expectations.
Although documentation is not included as a Fundamental, every Element requires
documentation and records. Processes for document control and record management are
essential for an effective OMS.
Getting started
These practical steps to getting started are generic. They should be followed in an
iterative process to define and address risks related to a companys operating activities,
including projects.
This will allow the company to develop an OMS scope appropriate to its own context
and business, including environmental considerations, health and safety, social
responsibility, quality, security or any other type of risk.
Figure 2 illustrates typical steps getting started with the OMS Framework. These steps
can be used to develop an OMS for the first time or for a major revision. They can also be
used to confirm that an established and mature system is aligned with this guidance.
A company will usually start to establish a structure and framework for its OMS for
implementation across all its activities and assets. It could do this, for example, by
starting with Elements 1 to 3 to ensure that appropriate company-wide accountabilities,
policies and organisation are in place at the corporate level.
Once all the Elements are established at the corporate level, the OMS can then be
cascaded and implementation plans can be set for other levels of the organisation.
Typically, this will mean cascading corporate requirements into business and asset
processes to develop and document the OMS at the local level.
Corporate
Fun
Assets/facilities/projects
Business
da
me
nta
ls,
Ele
m
ent
sa
nd
E
xpe
cta
tion
For larger organisations, intermediate steps may be required to tailor the OMS
documentation for similar operations and areas with common risks (businesses or
locations within regions or countries). This is illustrated in Figure 3.
DEVELOP
CONFIRM
system(s)
Understand context
Document framework
Document processes
Implement OMS
Implementation plan/MoC
Document requirements
Review performance
Ensure PDCA
Communicate progress
1.1
Step A.
Leadership in practice
Aligned with the OMS Leadership Fundamental, a first step should be to
ensure strong ownership and engagement at all levels, and particularly at the
highest management level of the company and each of the businesses and assets.
From the outset, leaders should demonstrate their commitment to the OMS
through active consultation and involvement. They should ensure that
those who will own the system in the future contribute to its establishment
and development. To help forge discipline and ownership to support
effective implementation, leaders should foster regular, consistent, two-way
communication on the importance, benefits, challenges and progress of the OMS.
Step B.
Understand context
To establish OMS, an initial step should be to assess and document the most
significant factors affecting the context within which the company operates.
Examples are the different challenges posed by operating at a national or
international level, with a narrow or wide range of activities, and with a range
of technically similar or very diverse assets.
The development of an operating management system can also be influenced
by governance structures, stakeholder expectations, legal and regulatory
requirements, local culture, environmental sensitivities, social conditions,
history of events and public perception.
Step C.
Step D.
Step F.
10
Step H.
11
Step I.
Step J.
Step K.
Implement OMS
Corporate leadership should actively communicate the companys objectives,
the OMS Framework and processes, and its success criteria. Implementation
should continue through a planned roll-out to the organisation and may be
in a number of stages. Monitoring and review of the OMS against the success
criteria should start immediately.
12
1.2
Step A.
Step B.
Step C.
Step D.
13
Step F.
Step G.
14
15
P1
Establish and train owners for each part of the OMS, with appropriate
authority in the organisation. System owners should be accountable for the
oversight and co-ordination of activities within the scope of their part of
the OMS. They should also be accountable for monitoring effectiveness,
maintenance and improvement within this scope.
To assist the system owners, it is often helpful to designate an administrator
to facilitate implementation of their guidance and requests. System owners
can be established at company, business or asset levels in the organisation.
Roles of system owners typically include actions to:
assess continuous improvement
develop and seek agreement to improvement objectives and actions
report performance based on key performance indicators (KPIs) and/
or audit and assessment outcomes
co-ordinate with other OMS system owners and line managers
as appropriate
manage change procedures for planned system enhancements
review training requirements and complete training targets.
Communication
16
Management responsibilities
Managers have specific responsibilities and their behaviours set the tone for
the organisation.
For example, managers should:
be very clear about delegation, accountability and authority, so
decisions are made responsibly and with ownership
ensure the workforce are competent, with the ability, knowledge
and experience to act promptly and correctly when needed
ensure potential sources of risk are identified and eliminated or
avoided where possible, or otherwise mitigated to reduce risk to
acceptable levels
communicate the most significant risks and how these are addressed
through OMS controls
welcome, encourage and respond positively to feedback from their
teams, other members of the workforce and external stakeholders
invest in the capabilities of their workforce and provide resources to
improve risk management
personally monitor and review performance, and transparently
communicate status and progress
visibly demonstrate commitment through personal engagement within
the workforce and recognition of positive behaviours
ensure the availability of appropriate and sufficient technical
expertise and resources.
Leadership influence
17
18
19
P2
20
P3
21
The capability and capacity of the labour force, suppliers and contractors
should be assessed. Programmes may be put in place to enhance
opportunities for local sourcing of people, goods and services.
For further guidance, see Local content strategy: a guidance document for the
oil and gas industry, published by IPIECA.
Resource mapping
22
Contractor management
23
P4
24
Partnership programmes
25
P5
26
There are also many standards and guides on risk management. A starting
point is ISO 31000:2009.
Risk acceptability
A number of risk assessment, review and mitigation tools are used across
the oil and gas industry. They should be fit-for-purpose. Companies should
review external practices and learning by looking at experience and history
in the oil and gas industry, and other high-hazard sectors.
27
28
29
The workforce should be trained via examples to look for and question
change situations.
A clearly written procedure for the MoC should be developed
and available.
The potential impacts of changes should be assessed by competent
personnel to decide if additional risk control measures are needed.
The authorisation for a change should be made by a person competent
to make an appropriate evaluation.
Deviations from the MoC procedure should be recorded, approved
and be subject to regular review.
Permanent or temporary change should be fully documented
and communicated when implemented (and on reinstatement for
temporary change).
If required, training associated with the change should be timely and
competence should be verified.
30
P6
31
P7
32
A crisis is any incident that can focus negative attention on a company and
which can have an adverse effect on its employees, the companys overall
financial condition, or its reputation and relationship with its stakeholders. A
corporate crisis management plan (CMP) is a systematic, organised response.
Risk control and regulatory compliance plans
The preceding three plans (ERP, BCP and CMP) are essential to prepare
for abnormal conditions or events. Risk control and regulatory compliance
plans are also necessary to manage normal conditions.
They might need to be developed, for instance, to respond to specific areas
of risk, specific contexts or specific requirements such as local regulations.
These plans might typically include responses to issues including health,
safety and environment (HSE), community engagement, environmental
discharge, biodiversity and waste management.
These plans should be fit for purpose for the business need, the
organisational complexity/autonomy, and the specific context and
regulatory framework in which the operations are located.
For example, a community engagement plan in a mature and politically
stable country will be very different to one in a remote, less developed and
politically unstable location. Having a suite of plans in the OMS allows
the organisation to manage risks locally while maintaining full compliance
with relevant requirements and legislation.
See Guide to developing biodiversity action plans for the oil and gas sector,
published jointly by IPIECA and OGP, and Report No. 413, Guidelines for
waste management, published by OGP.
Critical activity procedures
33
Work instructions
An HSE plan defines what should be in place during the various phases of a
project or (contracted) activity and the steps that should be taken, by whom
and when, to meet client and contractor requirements.
An HSE plan should demonstrates how:
the project or activity has effective management for the complexity of
specific work and each phase of execution
risks have been identified, assessed and controlled, and that, where
required, recovery measures are in place
responsibilities for undertaking and maintaining all control and
recovery measures are assigned to specific people throughout the work.
For further guidance, see Report No. 423, HSE management guidelines
for working together in a contract environment, published by OGP.
34
P8
35
36
Discuss the use of the SWA in pre-job planning and job safety analyses.
Include specific steps to take if unsafe conditions or acts are observed,
including who is notified, a corrective action process, review or revision
of job safety analysis (JSA) as necessary, and communication of corrective
measures and required approvals before restarting work.
A successful SWA programme means training and retraining staff on the
process, and driving home the message that the company will support
those who stop the job. SWA only works if people know they have a
responsibility and mandate to ensure safety.
Permit to work
37
Fatigue management
38
P9
39
40
Reporting boundaries
41
42
P10
43
44
45
M1
M2
M3
46
M4
M5
M6
M7
47
M8
M9
M10
48
49
OECD. Guidelines for Corporate Governance on Process Safety. Paris: OECD Publishing, June 2012.
[The recent OECD guidelines for Corporate Governance on Process Safety include a set of selfassessment questions aimed at senior leaders and process safety. They can also be adapted more
broadly as a useful checklist as to whether leadership has sufficient focus on managing all its most
significant risks.]
OECD. OECD Guidelines for Multinational Enterprises. Paris: OECD Publishing, May 2011.
[Provides recommendations on environmental, human rights, and other principles and standards
for responsible business conduct.]
OGP. Report No. 210, Guidelines for the Development and Application of Health, Safety &
Environmental Management Systems. 1994.
OGP. Report No. 362, Catalogue of international standards used in the petroleum and natural gas
industries. February 2012.
PAS 99, Specification of common management system requirements as a framework for integration. [A
publicly available specification published by the British Standards Institution that helps visualise
the common requirements for ISO 9001, ISO 14001, OHSAS 18001, ISO 27001 and several
other standards.]
50
51
IPIECA. Improving social and environmental performance: good practice guidance for the oil and gas
industry. London: September 2012.
IPIECA. Local content strategy: a guidance document for the oil and gas industry. London: October 2011.
IPIECA. Managing oil and gas activities in coastal waters. London: June 2011.
IPIECA. Oil spill preparedness and response report series summary. London: December 2008.
IPIECA. Oil spill responder health and safety. London: February 2013.
IPIECA. Operational level grievance mechanisms: good practice survey. London: November 2012.
IPIECA. Partnerships in the oil and gas industry. London: April 2012.
IPIECA. Petroleum refining water/wastewater use and management. London: October 2010.
IPIECA. Preparing effective flare management plans: guidance document for the oil and gas industry.
London: November 2011.
IPIECA. Refinery Air Emissions Management. London: June 2012.
IPIECA. Voluntary Principles on Security and Human RightsImplementation Guidance Tools.
London: January 2012.
IPIECA. Water Management Framework. London: September 2013.
IPIECAOGP. Ecosystem services guidance: Biodiversity and ecosystem services guide. London: May 2011.
IPIECAOGP. Guide to developing biodiversity action plans for the oil and gas sector. London: July 2005.
IPIECAOGP. Report No. 331, Guidelines on minimum standards for HSE governance in joint
ventures. London: September 2002.
IPIECAOGP. Report No. 343, Managing health for field operations in oil and gas activities.
London: October 2011.
IPIECAOGP. Report No. 384, A roadmap to health risk assessment in the oil and gas industry.
London: December 2006.
IPIECAOGP. Report No. 392, Managing fatigue in the workplace. London: August 2007.
IPIECAOGP. Report No. 396, Drilling fluids and health risk management. London: October 2009.
IPIECAOGPAPI. Oil and gas industry guidance on voluntary sustainability reporting2010
update. London: January 2011.
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53
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