Abstract

The Objectives of this technical paper are:

  • To share ADNOC Group experience in creating and implementing a Code Of Practice (COP) for Operating Integrity

  • To demonstrate the imperative and business case for Operating Integrity

  • To present the challenges and critical success factors for successful implementation

The scope is all operational production and manufacturing sites across ADNOC upstream and downstream operating companies.

Operating Integrity is a strategic focus area within the ADNOC Operational Excellence program. It is an imperative within the Oil and Gas industry in order to Ensure Safe Production and optimise availability. Several catastrophic process safety incidents within the industry have demonstrated that poor risk management and a lack of good operating practices by site operators can lead to massive business and human costs. Operating Integrity addresses the root causes of major industry accidents such as: poor control of safeguarding overrides; poor Alarm management; ill-defined operating envelopes; lack of effective shift handovers; PTW control failures; not following operating procedures; lack of operator competency. Traditionally, these topics have received less focus than technical and design integrity, but should be considered equally important. Typically Operating Integrity is centered around human factors and therefore has its specific implementation challenges.

ADNOC has collaborated with experts in each operating company to write a COP for Operating Integrity by adopting good practice from the OPCO's and benchmarking these practices with the wider industry (LEAN approach). This in-house collaboration has achieved strong ownership and the fast track development of a fit for purpose COP, whilst enabling the creation of a tailored change management plan to ensure the effective roll-out, communication and compliance with the COP at all operating sites. The paper will further elaborate on the main elements contained in the COP, which can be summarized as:

  • Competent people in all HSE critical roles all the time (even when others are on leave or at training)

  • Operating all our facilities within up to date operating envelopes

  • Managing risk resulting from any deviations from design or abnormal operating conditions

  • Rationalising and knowing how to react to alarms

  • Using the Permit To Work systems effectively

  • Clear, consistent and effective daily communications and shift handovers

  • Accessible and up to date procedures which are followed consistently

  • Accessible and up to date critical drawings and documents

  • Real time visibility of over-rides and inhibits and a procedure regarding how to respond to them

The paper will elaborate on the Critical success factors for ADNOC implementation of the COP, which include:

  • Leadership Commitment

  • Effective communication about Operating Integrity to senior leaders, middle management and site operations teams (the latter via mandatory e-learning packages)

  • Establishing a change management plan and governing structure to implement OI within the OPCO's

  • Establishing a network of dedicated Operating Integrity experts.

  • Provision of support to all sites with common training, tools, procedures, measurements, reports etc.

  • An effective tool to measure compliance to the code, and effective KPIs to measure and compare performance across operating sites

  • Systematic audits and reviews

The paper will further elaborate on some of the challenges faced during the compilation of the COP and its implementation.

The paper will conclude with some insights and benefits being realised from the implementation.

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