COMPETENCY MANAGEMENT IN THE U.K.C.S

Frank Cairney

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Professional Information

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Basic Information

Information

Networks:

Oil & Gas UK

Favourite Place to work:

Kuala Lumpur

Hometown:

Aberdeen, UK.

Friends

Networks: Oil & Gas, Competency, HSE, Operations

Sex: Male

Birthday: March 30, 1966 (Age 49)

Hometown: Aberdeen, Scotland, UK

Relationship Status: Married to Denise

Children: Lauren, Grace

Specialities: Offshore Operations, Competency, HSE

Profession: Health, Safety and Competence Manager

Employer: Mintra Training Portal (4 months)

Past Employers: Shell (UK) Exploration & Production (20 years), Petrofac OPO (11 years)

Offshore Experience: 26 years, North Cormorant, Eider, Tern, Kittiwake

Past Roles: Ops Tech, PTW Co-ordinator, Maint Tech (Elect, Mech, Inst), Process Supervisor, Operations Supervisor, OIM, HSE Manager,

Tech Operations Manager

Regions gained Experience: UKCS, Dubai, Malaysia, Thailand, Mexico, Romania, Vienna.

CMS Experience: Assessor both with Shell and Petrofac, Internal Verifier with Shell.

Current Focus Areas: Development of CMS for Statoil Mariner Project

Favourite Work Photos

Elizabeth Richard Peter

Oystein Ivar A-Ha Johor Bahru,

Malaysia

Reynosa,

Mexico

Ticleni,

Romania Kittiwake,

UKCS

Kittiwake,

UKCS

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WHAT IS COMPETENCE?

Competence :

the combination of training, skills, experience and knowledge that a person has, and their ability to apply them to perform a task safely.

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WHY IS IT IMPORTANT?

Safety Case Regulations (2005) Regulation 12 –

…there is an effective safety management system (SMS) which ensures that the organisational arrangements in place, if fully implemented, will enable the duty holder to comply with relevant health and safety legislation.

Guidance from HSE - Important SMS elements are: • Work control, i.e. Permit to Work System (PTW) • Maintenance Management System (MMS)

• Supervision • Competence

• Effective safety leadership.

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THE REGULATORS GUIDANCE

Competency assurance systems should aim to establish and maintain competency for all those involved in safety-related work, including managers. This is particularly important in the management and prevention of major accidents. Training is an important component of establishing competency but is not sufficient on its own. For example, consolidation of knowledge and skills through practice is a key part of developing competency.

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REGULATION DRIVEN

Oil and Gas UK HS001 - Guidelines for the Management of Competence and Training in Emergency Response for Offshore Installations (2010)

COMAH Regs The aim is to ensure that individuals are clear about the performance that is expected of them, that they have received appropriate training, development and assessment, and that they maintain, or develop, their competence over time.

Electricity at Work Regulations (HSG 85) you must ensure that supervisors are competent to supervise the work, with the level of supervision being appropriate to the danger and the competence of those carrying out the work;

PFEER – Regulation 6 Preparation for Emergencies

The Management of Health and Safety at Work Regulations 1999 – Regulation 13 Every employer shall ensure that his employees are provided with adequate health and safety training.

HSW Act 1974 – Section 2(2)(c) Specific training for work in confined spaces will depend on an individuals previous experience and the type of work they will be doing…

COSHH – Regulation 12 Every employer who undertakes work which is liable to expose an employee to a substance hazardous to health shall provide that employee with suitable and sufficient information, instruction and training

Construction (Design and Management) Regulations 2007 ..anyone appointing an organisation to make reasonable enquiries to check that they are ‘competent to do the relevant work and can allocate adequate resources to it’.

Offshore Installations (Safety Case) Regulations 2005 …having the technical and managerial capacity to do the job, as well as being adequately resourced, both financially and in having sufficient competent staff.

The Offshore Installations and Pipeline Works (management and administration) Regulations 1995 …a competent OIM must be appointed…

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LINK TO THE SAFETY CASE

INSTALLATION SAFETY CASE

QRA (Risk

Assessment)

MAJOR ACCIDENT HAZARDS

EQUIPMENT (SCEs)

PROCEDURES

COMPETENCY

RESOURCES

BARRIERS TO MAH SCENARIOS

“…….This is particularly important in the management and prevention of major accidents.”

SMS (Safety

Management System)

Safety Critical Tasks e.g.

• Operating plant

• Maintaining equipment

• Knowledge of procedures

• Complying with guidance

SYSTEMS TO COMPLY WITH REGULATIONS

PTW, CMS, MMS, R&RS, ER SET-UP, etc.

INSTALLATION DESCRIPTION

CONTROL OF COMBINED

OPERATIONS

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1. Competence profiles for each Safety Critical Role to be assessed.

2. Trained personnel to implement and manage the system, including assessments and Quality Assurance.

3. A system that acts as a repository for all competence data, which has a facility to report on competence requirements and achievements.

4. A procedure laying out how to follow the competence assurance process.

WHAT ANY C.M.S REQUIRES

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IDENTIFY SAFETY CRITICAL ROLES

IDENTIFY ASSOCIATED SAFETY CRITICAL TASKS

ASSIGN REQUIRED COMPETENCY LEVELS

ASSESS CANDIDATES

VERIFY ROBUSTNESS OF ASSESSMENT PROCESS

PROFILE DEVELOPMENT & ASSESSMENT

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IDENTIFICATION OF SAFETY CRITICAL TASKS

1. Job Description review for Safety Critical tasks allocated to the role.

2. QRA barriers to MAH events (or Bowtie analysis results) – identify tasks associated operationally, or via maintenance activities that act as barriers.

3. Knowledge / experience of roles daily activities utilised to populate tasks and profile.

4. Question relevant personnel to ascertain detail of their roles.

5. Industry best practice.

Some organisations may also identify, and add, Business Critical tasks to ensure verification and assurance of competence in tasks which make the organisation efficient and effective, as well as safe.

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SAFETY CRITICAL ROLES

OIM OS MS PS CRO OT MT ETC ETC

COMPETENCE PROFILE DEVELOPMENT

1

2

3

4

BASIC AWARENESS

WORK SUPERVISED

WORK UNSUPERVISED

EXPERT / COACH / MENTOR

REQUIRED COMPETENCE, OR PROFICIENCY LEVEL

CO

MP

ETEN

CE

ELEM

ENTS

Regulations

Response

Lifting Ops

Oil Process

BOPs

F&G

D.P Systems

CO

MP

ETEN

CE

PER

FOR

MA

NC

E R

EQU

IREM

ENTS

Start

Stop

Operate

Maintain

Understand

Act as

HSE

INSPECTION

PROCESS

DRILLING

MARINE

CO

MP

ETEN

CE

GR

OU

PS

Emergency

MAINTENANCE

4

4

4

4

4

4 4

3

4 3 3 3

3

3 3 3 3

3 3 3 3

3 3 3 3

4 4

3 3 2

3

3 3 2

3 3 3

3 2 3

4 3 3 3 3 3 3 2

2 3 3 1 3 2 3 2

1 3 3 3 3 3 2 1

1 3 2 1 3 2 2 2

1

1

2

3

1

3

3

1

2

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PROFILE LINKED TO PERFORMANCE REQUIREMENTS

Health and Safety

Accident and Incident Investigation

Environment

Occupational Safety

Budget and Cost Control

Emergency Response

Staff Competence

Team Leadership

People Management and Development

Communication

Compliance

Pressure Testing

Small Bore Tubing

Management of Change (MoC)

Pipework Specification

Flange Management

Planning and Coordination

Maintenance Management

Control of Work

Project Management

Production Awareness

Firepumps and Distribution

Gas Turbines

Lifting and Rigging

Centrifugal Compressors

Reciprocating Compressors

Chemical Skids

Oily Water Separation

Alignment

Basic Machining / Workshop Skills

Hydraulics

Pneumatics

Filtration

Condition Monitoring

Cranes

Diesel Engines

Lifeboats (TEMPSC)

Hook-Up and Commissioning

SAFE

TY C

RIT

ICA

L R

OLE

- M

ECH

AN

ICA

L TE

CH

NIC

IAN

COMPETENCIES

Have knowledge of relevant legislation which covers duties

Carries out ERT as per installation requirements

Communicates clearly when carrying out maintenance tasks

Works under the PTW system as per procedures and role

Carries out lifting operations in compliance to LOLER

Monitors critical equipment for adverse vibration

Maintain lifeboats as per instructions and procedures

PERFORMANCE REQUIREMENTS

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PROVING COMPETENCE

To ensure robust assessment of an individuals competence there is a need to provide and record evidence. This will clearly show the candidate has proven competence in the area being assessed and is auditable at a future date, if required.

EVIDENCE TYPES

OBSERVATION WITNESS TESTIMONY TASK SIMULATION TRAINING ASSESSMENT

QUESTION AND ANSWER PRODUCT OF WORK RECOGNISED PREVIOUS LEARNING

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CMS FRAMEWORK (The Procedure)

• Document describing

the competency

process.

• How the process should

be used to gauge

competence.

• Roles and

responsibilities within

the process.

• States the audit

requirements to ensure

system remains robust.

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ASSESSOR

Has knowledge of the subject being assessed. Understands the role of assessors and

verifiers. Understands why a CMS is used. Can create assessment plans for the

candidate. Knows the value of different evidence

sources. Can advise candidates during the assessment

process. Knows the different methods of assessment. Can carry out effective assessments using a

variety of sources of evidence. Can make an assessment decision based on

examination of a collection of evidence. Knows how to keep robust competence

records. Knows how to deal with disputes and

appeals. Understands how to give correct feedback. Understands the QA process associated with

the CMS.

ASSESSES THE CANDIDATE FOLLOWING THE PROCESS

SQA - Unit L&D 9DI - ‘Assess Workplace Competence using Direct and Indirect Methods’ (formerly A1 or D32/33)

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INTERNAL VERIFIER (I.V)

Has technical experience. Understands the Quality Assurance

Process. Fully understand the assessment process. Can check the assessment process

remotely ensuring standards are followed. Liaises with all Assessors to ensure they

understand competence requirements and share best practice.

Completes verification documentation to keep robust records of QA of assessment process.

Creates verification plans so a broad sampling is achieved across all Assessors and competence elements.

Provides feedback to Assessors on their performance whilst carrying out assessments.

Supports the Assessors during the assessment process.

Creates verification reports for Management to give overview of process robustness.

VERIFIES THE PROCESS HAS BEEN ROBUSTLY FOLLOWED

SQA - Unit L&D 11 - ‘Internally Monitor and Maintain the Quality of Workplace Assessment’ (formerly V1 or D34)

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A CANDIDATES INTERFACE WITH CMS

PAPER BASED

Evidence portfolio constructed by candidate. Individual paper profiles developed per position / role. Paperwork cascade relies on postage and email scan. Easy to use and understand and manage profiles. Can be then transferred into an electronic tracking portal. Storage and tracking of hard copies can be problematic.

ELECTRONIC

Paperless. Electronic profile developed for candidate. Competencies automatically populated against role requirements. Candidate upload scanned evidence as per profile requirements. Candidate answers questions electronically to prove competence. Course requirements (TA) automatically populated and tracked. Electronic cross functionality and communications with other

electronic systems if required. E.g. Emergency Response. Easy for remote assessment and verification.

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TrainingPortal Competence Module

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PATH TO ACHIEVING A COMPETENCE

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