Capability Management System - DrillSafe. Woodside CMS Operations... · Install a formal competency management system. Operators need to have a management system in place that ...

Capability Management SystemOperations Skill Pool

Gary Jones

Example Recommendations - Competency issues arising from NOPSA Inspections Install a formal competency management system

Operators need to have a management system in place that ensures all competencies required for the safe operation of a facility are availableThe poorest performers in competence usually had no competence management system in place, and standards improved quickly when a formal management system was put into place

Build a competence matrixOperators need to identify the required competence, and map it onto their employees to make sure that all competencies are available in the workforce at all times

Evaluate performance consistentlyPerformance needs to be evaluated when staff are actually carrying out the tasks, especially when tasks are only performed very rarely, such as an emergency response

Under NOPSA’s policy OHS inspectors mayconduct inspectionsand audits

Competency Management is increasingly important especially after the Montara and Macondo incidents

RECOMMENDATIONS FROM NOPSA

Slide 2Source: Extract from NOPSA’s memo on competence

Competency Systems - Why do anything?

Slide 3

HAZARDS

LOSSES/ INCIDENTS

• All barriers may inevitably have deficiencies• When deficiencies occur simultaneously in barriers, it can lead to losses / Incidents• Our last line of defense is competent people that recognize and react appropriately when things

are deviating from plan. … but how do we know if we have competent people and how should we develop them further?

Cement job isolation of well from reservoir

Competency

Well hydrostatic pressure underbalanced BOP function

issues

Capability management system - a framework from external help!

D&C CAPABILITY MANAGEMENT SYSTEM

Slide 4

Inputs

RECRUITMENT

TOOLS Interview Guide Interview Form

RECRUITMENT STANDARDS

PLAN RECRUITMENT

SCREEN CANDIDATES

FINALIZE DECISION

COVERS All fixed term and permanent

technical staff

DEVELOPMENT

TOOLS Development Plans Training Matrices Certifications

COVERS Classroom training On-the-job training Coaching / mentoring

DEVELOPMENT STANDARDS

REVIEW COMPETENCY GAP

CREATE DEVELOPMENT

PLAN

EXECUTE DEVELOPMENT

PLAN

ASSESSMENT

ASSESSMENT STANDARDS

PLAN ASSESSMENT

ASSESS STAFF

CLOSE-OUT ASSESSMENT

TOOLS Assessment Schedule Assessment Guide / Forms Assessment Results Analysis

COVERS All fixed term and permanent

technical staff

Processes

WORK PLAN

ANALYSE CAPABILITY NEEDS

DEVELOP CAPABILITY PLANS

UPDATE DOCUMENTS &

TOOLS

TOOLS Resource Planning Position Descriptions Competency Maps

COVERS Current and future work

activities All technical staff

PLANNING

The Diagnostics…..

WHAT WAS WORKING WELL FOR US?

Slide 5

• We run capability reviews.

• We have Personal Development Plans (PDP’s) for our staff.

• We pay attention to developing our folks - staff and contract.

• We discuss appointments widely when responding to recruitment needs.

Diagnostics versus a full Capability Management System

THREE DEVELOPMENT STAGES OF CAPABILITY MANAGEMENT SYSTEM

FOR

MS

THE

SYST

EMIIN

FLU

ENC

ES

THE

SYST

EM

Capability Strategy

Management Standard

People Management Standard

Beginning SustainingTransitioning

Slide 6

Intent and Guiding Principles

Performance Management(Performance measurement, Management of Change, Continuous improvement)

Planning(include Process & Tools and Org)

Recruitment (include Process & Tools and Org)

Assessment (include Process & Tools and Org)

Development(include Process & Tools and Org)

D&C Operations Skill Pool A Skill Pool B IOC1 NOC1 NOC2Legend

Our diagnostic confirmed the need for a competency map

KEY QUESTIONS

Slide 7

DEVELOPMENT

ASSESSMENT

RECRUITMENT

PLANNING

What set of technical competencies

do we need to deliver our portfolio?

How do we ensure we screen candidates for

the right set of competencies?

What is the basis for technical assessment

of our staff?

What is the basis for building

development plans?

EXAMPLE PERSPECTIVESCMS PHASES

“ Without a map, we have no way of knowing for sure what specific skills we are after”

“There’s no clear criteria for evaluation, which makes it difficult to understand candidates’

actual technical competency

“ We need a fixed set of criteria for technical assessment, in order to be robust and

transparent”

“It needs to be clear to individuals, what exactly they need at each level, and what they

can do to get there”

KEY QUESTIONS AND PERSPECTIVES

Slide 8

WHERE WERE THE GAPS THAT WE NEED TO IMPROVE ON?

• We didn’t have a competency map for each of our supervisors.

• Recruiting was largely based on verbal interview and verbal reference checks. We lacked evidence to support why we appoint team members.

• We don’t systematically know where to target development through 70:20:10

• Individuals don’t have a clear plan of what they need to progress from Day-> Night-> Superintendent.

• We had limited understanding of our team’s collective strengths and weaknesses.

The Diagnostics …..

Developing an integrated Woodside capability management system

DRILLING & COMPLETIONS TRANSLATION OF CORPORATE STANDARDS

Operations Manual

Engineering Manual

Integrated D&C Capability Management System

PEOPLE MANAGEMENT STANDARD

WOODSIDE MANAGEMENT STANDARD (WMS)

WOODSIDE CAPABILITY DEVELOPMENT OPERATING STANDARD

Business Manual

Drilling and Completions

+ Recruitment + Planning + Development+ Assessment

D&C CMS

Common Skill Pool specific

Process ProcessProcess Process

Tools Tools Tools Tools

• D&C defines and documents a common set of standards and a fundamental approach for managing capability from end to end

•Specific requirements for each skill pool are managed as addendums to this standard

Drilling and Completions

Management System

Mandatory requirements

Mandatory requirements

Slide 9

The Technical Competency Map is a core tool to support capability management from end to end

IMPACT OF A TECHNICAL COMPETENCY MAP WITHIN THE CMS

Slide 10

PLANNING

• Actively plan for development in line with future competency requirements

• Strategic acquisition of competency

• Optimization of staff allocation between projects

OR

GST

AFF

ASSESSMENT

• Clarity and transparency on technical requirements and staff’s measurement against them

• Build a knowledge base of competency levels and key gaps for all staff O

RG

STAF

F

DEVELOPMENT

• Structured development plans with targeted activities to enhance overall career development

• Targeted planning and effective coordination of development activityO

RG

STAF

F

RECRUITMENT

• Early identification of competency gaps to enable targeted development activities

• Structured and objective screening of candidates’ technical competencies O

RG

STAF

F

TECHNICAL COMPETENCY MAP

Slide 11

ESSENTIAL

DRILLING ENGINEERING

COMPLETIONS ENGINEERING

Selected drilling design competency advantageous but not essential to deliver operations

Selected completion design competency advantageous but not essential to deliver operations

It was quickly apparent that competencies for Drilling Operations could be grouped and prioritized

PREFERRED

Required to successfully execute operational tasks safely and effectively

Advantageous for execution of operational tasks

Core technical competency required to manage and execute drilling operations

Competency required to manage and deliver operations safely in accordance with industry and internal HSE standards

Competency required to effectively and quickly regain control of emergency situations

Core technical competency required to manage and execute completion operations

DRILLING OPERATIONS

HSE

EMERGENCY RESPONSE

COMPLETIONOPERATIONS

SPECIALIZED

Additional competency required to execute jobs in non-conventional environments such as HPHT, H2S Competency required to apply specific techniques e.g. multi-

lateral completions, extended reach drilling, smart wells

2 Translate into competency

¹ Core and Safety Critical definitions as discussed with DO and DO HSE focal person² Refers to requirement as laid out in the CDOS, Example of competency elements and units extracted from Drilling Operations TCM Slide 12

The designed TCM defines core and safety critical elements for Drilling Operations

The TCM details the competencies required at various

levels within the Skill Pool¹

EXCERPT

Core competencies are those that are most

important to execute day-to-day operations safely and effectively

A safety critical competency, if applied

correctly, is able to mitigate the risk of a major accident event (MAE) from occurring

Technical Competencies Core Competencies² Safety Critical Competencies²

COMPETENCY ELEMENTS NS WSM DS

CONDUCTING ROUTINE DRILLING OPS K S M

WELL CONTROL OPERATIONS K S M

WELL BARRIERS S S M

INSTALL BOPS/DIVERTER (SURFACE) K S M

INSTALL BOPS/DIVERTER (MODU) K S MOPERATING AND MAINTAINING WATER BASED DRILLING FLUIDS A K S

……… A K S

CORE AND SAFETY CRITICAL COMPETENCIES WITHIN DO TCM

CORE

TOTAL 75 TOTAL 32

SAFETY CRITICAL

TOTAL 20

TO BE FINALIZED

The competency map for Drilling Operations is currently in the final stages of review

DRILLING OPERATIONS TCMNIGHT SUPERVISOR

WELL SITE MANAGER

DRILLING SUPERINTENDENT

Competency Units

Competency Elements

Awareness Knowledge Skill Mastery

DRILLING OPERATIONS TECHNICAL COMPETENCY MAP

EXCERPT

C

C

C

S

S

C SCORE SAFETY CRITICAL

Slide 13

% of population meeting targets

COMPETENCY UNIT CORE COMPETENCY ELEMENT NS WSM SUP

Leadership RIG TEAM LEADERSHIP 43% 38% 80%

D&C Operations

RIG OPERATIONS MANAGEMENT 43% 46% 60%CONDUCTING ROUTINE DRILLING OPERATIONS 100% 69% 40%WELL CONTROL OPERATIONS 100% 92% 60%WELL BARRIERS 86% 54% 40%

Drilling Operations

INSTALL BOPS/DIVERTER (SURFACE AND SUBSEA) 100% 62% 40%INSTALL BOPS/DIVERTER (MODU) 100% 54% 80%OPERATING AND MAINTAINING WATER BASED DRILLING FLUIDS 100% 100% 100%OPERATING AND MAINTAINING NON WATER BASED DRILLING FLUIDS 100% 100% 100%DIRECTIONAL DRILLING OPERATIONS 100% 69% 20%DRILLSTRING MANAGEMENT 100% 100% 100%STUCK PIPE PREVENTION 100% 77% 40%TESTING FORMATION INTEGRITY/LOT 100% 54% 100%MONITORING FORMATION PRESSURE 100% 62% 100%MONITORING TRIPPING OPERATIONS 100% 77% 100%PRIMARY CEMENTING OPERATIONS 43% 54% 100%

Completion Operations

SURFACE COMPLETION AND WORKOVER OPERATIONS 100% 77% 100%SUBSEA COMPLETION AND WORKOVER OPERATIONS 100% 62% 100%SUBSEA TREE INSTALLATION 100% 54% 100%WELL TESTING OPERATIONS 100% 100% 100%WELL INTEGRITY 100% 62% 100%PERFORATIONS 100% 100% 100%

HSE Management

HSE POLICY, COMMITMENT AND RESPONSIBILITIES 100% 69% 20%BEHAVIOURAL SAFETY 100% 69% 100%HSE RISK MANAGEMENT 100% 31% 20%PERSONAL SAFETY 100% 77% 100%

Emergency Response RESPONSE TO ENVIRONMENTAL INCIDENTS 100% 100% 100%MANAGEMENT OF DRILLING EMERGENCIES 100% 100% 100%ILLNESS AND INJURY EVACUATION (MEDEVAC/CASEVAC) 100% 69% 100%

3rd Party Management REVIEW CONTRACTOR MANAGEMENT SYSTEMS 100% 77% 80%RIG & THIRD PARTY SERVICES CONTRACTING 100% 85% 100%LOGISTICS 100% 62% 100%

Skill Pool Wide Diagnostics (populated by example data!)

CORE AND SAFETY CRITICAL ELEMENTS

Slide 14

Safety Critical

Fully met by all staff Fully met by 50% of staff Fully met by less than 50% of staff

What’s new at the end of implementation?

Slide 15

• Documented procedures for our “P-R-A-D” system (integrated with previously existing components)

• Mapped competency for each of our supervisors & superintendents (staff or contract) that feed the previously existing training and development plans.

• Recruiting procedure that includes documented competency assessment and leverages our wider team for assessment.

• Analysis tools for identifying skill pool wide gaps and help us focus our development efforts.