MOC Journey Origin Upstream _E Hallifax
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Transcript of MOC Journey Origin Upstream _E Hallifax
Overview
Page 2
Origin – Integrated Gas portfolio
Single Management of Change Process
Organization Change Management
Conventional Business MOC Journey
Engaging Front line Staff in delivering MOC process
Since Origin was established in 2000 it has pursued a strategy of connecting resources to markets. Over that time it has become …
At a glance:
Listed in S&P/ASX 20 index
with a market capitalisation of
A$13.5 billion1
Over 6,9002 employees
(1) As at 26 February 2015.
(2) As at 31 December 2014, excluding Contact Energy.
A regional leader in energy markets
Leading integrated energy markets businesses in Australia and NZ
Flexible and diverse fuel portfolio
Flexible and diverse generation portfolio
Leading retail customer base
A regionally significant player in Natural Gas and LNG
production
Joint developer of APLNG’s 9 mtpa two train CSG to LNG project with
the largest 2P CSG reserves position
A leading producer of gas in Australia and New Zealand
Gas exploration and development opportunities in Australia and New
Zealand
With a growing position in renewable energy
Focus on growing capabilities and increasing investment in solar,
geothermal and hydro
4 |
Single Management of Change
• Origin’s Conventional Upstream consists of offshore and onshore
gas/liquids production and processing facilities in Australia and New
Zealand.
• Facilities were constructed or acquired over time, each with different
processes and tools for managing change
• 2013; Moved to single fit for purpose MOC Process to manage HSE
risks resulting from the consequences of changes
Key Features of the MOC process
• Applicable to Process changes, Procedural and Organizational changes
• Degree of rigor applied to manage the change is proportional to the potential
risk & complexity of the change.
• Includes
• rigorous review and control of Temporary and Emergency Change
• training front-line staff to understand the risk associated with Change
• added visibility and central coordination of all changes at all sites
• identification of all Safety Critical Activities & Roles via Bow Ties to
improve risk management of organisational change
MOC Process, Roles and Responsibilities
9 |
Close Review Review
INITIATOR
• Identify the change all
Staff
• Register in the System
ASSET REVIEW
COMMITTEE & MOC
Coordinator
• Review and approve
new MOCs
• Dedicated MOC
Coordinator
ENDORSER
• Endorse the Change to
proceed –Operations
Manager
DEFINER (Authorized
Competent –Risk &
complexity)
• Review the MOC
• Engage stakeholders
• Conduct PHA
assessment
• Engage Review Team
PROCESS SAFETY
TEAM
Review Process Hazard
Analysis Requirements
DEVELOPER
• Complete FEED &
detail design
• Develop
Implementation Plan
CHANGE REVIEW
TEAM
• Review Detailed
Design
OPERATIONAL
APPROVER
• Approve change is
ready to implement
IMPLEMENTER
• Obtain authorisations,
• Review and update
documentation
• Communicate/Educate
the change
• Complete Mechanical
Completion Checklist
• Close out Pre-start up
Hazards/Risks
POST START UP
REVIEWER
• Complete Hand over
checklist
DEFINER (Authorized
Competent –Risk &
complexity)
• Verify Intent was met
• Verify actions completed
• Verify documentation
updated and available
• Verify Temp MOC
actioned
• Close MOC
Endorse Approve Review Review
Five Stage MOC stages with the process, the people and the stage gate reviews
required to progress an MOC.
Initiate Define Develop Implement Close Out
ST
AG
E
The Tools and Systems
10 |
• Stature tool
• Simple Plant Impact Change
assessment Sheets
• Select Process Hazard
Assessment tools based on Risk
of change
• Developed Technical Authority
framework to Endorses
Changes based on Risk &
Complexity
• Enforce independent
Assurance process
Training Front-line Staff on Change
12 |
1. Have the conversations before initiating a Change request
2. Gather relevant information, rough estimate of cost, risk mitigation,
alternatives and benefits
3. Be very clear on potential risk of not making the change – consult, clarify,
confirm
4. Understand nature of change – Temporary or Permanent
Managing Organization Change
Type footer details here | DD Month YYYY 14
MOC is applied to changes affecting Safety Critical Roles
• Safety Critical Roles are those roles that manage the Barriers to
Major Accident Events
3 categories:
• Frontline Barrier Staff, Technical Authorities & Leaders
Managing Organization Change
15 |
What does the Organisational Change Management Process
involve:
1. Identification of all safety critical activities
2. Identification of the competency requirements of all safety critical
roles
3. Documented risk assessment of the change impact during
Organisational Change
4. Due diligence during people change – resignations, long term
absence coverage, acting –up, role changes
It is critical we understand “who” manages our hazards and our barriers Frontline Barrier Staff, Technical Authorities & Leaders
H
AZ
A
R
D
H
A
R
M
Barriers 1 2 3 4
Identifying the Roles
Some Key Leanings
Risk assess change with Talent Management Staff
Use ‘lead’ risk control measures e.g. overtime, maintenance backlogs
& audits
Ensure Transition checklist don’t underestimate training requirement
Competence checklist Identify gaps in skills and knowledge
Allow adequate time to manage change before reducing staff
Provide experienced support /supervision for staff with new or changed roles’
Set clear criteria with regard to competence levels to judge when it is safe
to ‘go live’
The Journey
• Safety Critical Activities & Roles
Identified
• Rollout Process for Managing
Org. change
Stage 3: Organization Change
FY15
• Rigorous MOC Process for Plant &
Equipment change
• Risk Assessing Controls to ALARP
• Front Line Staff training
• Migrate Legacy MOCs to one System
• Embedding System
Stage 1: Process Change
• HSE Critical Document
Changes
• Technical Authorities and HSE
training
• Embedding System
Stage 2: Procedure Changes
• Customized tools
TOOLS
FY13/ 14