10 SEMS Webinar Series: Part 1, Element 12 – “Start Your Audit Planning”
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Creating a Culture of SEMS Reliability, Sustainability & Quality VS Compliance Reactivity Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar I3P or internal? How to successfully turn your “No’s” into “Yes’s” Org Chart Job Descriptions Training Reactive VS Proactive Culture Software tools to scale and automate your SEMs Compliance Plan Become part of the SEMS proactive environment and stay off of the BSEE radar.
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10 SEMS Webinar Series: Part 1, Element 12 – “Start Your Audit Planning”
- 1. 10 SEMSinar™ Series, Part 1 Element 12- Start your Audit Planning Creating a Culture of SEMs Reliability, Sustainability & Quality VS Compliance Reactivity Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar I3P or internal by November 15th, 2013 How to successfully turn your “No’s” into “Yes’s”. Org Chart Job Descriptions Training Software tools to scale and automate your SEMs Compliance Plan
- 2. Introduction Brady Austin – Webinar Presenter SEMS and Regulatory Compliance Expert Ron White – Panelist VP Operations, I3P, LLC – SEMS Audit Service Provider (ASP) Ed Sattar– Panelist CEO, 360Factors.com
- 3. 10 SEMSinar™ Series, Part 1 Element 12- Start your Audit Planning Creating a Culture of SEMs Reliability, Sustainability & Quality VS Compliance Reactivity – Ed Sattar Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar I3P or internal by November 15th, 2013 How to successfully turn your “No’s” into “Yes’s”. Org Chart Job Descriptions Training Software tools to scale and automate your SEMs Compliance Plan
- 4. Creating a Culture of SEMs Reliability, Sustainability & Quality VS Compliance Reactivity Social Environmental Economic Sustainability VS Compliance Reliability Quality Plan Plan Act Do Implement Check Analysis Act
- 5. 10 SEMSinar™ Series, Part 1 Element 12- Start your Audit Planning Creating a Culture of SEMs Reliability, Sustainability & Quality VS Compliance Reactivity Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar – Ron White and Brady Austin I3P or internal by November 15th, 2013 – Ron White & Brady Austin How to successfully turn your “No’s” into “Yes’s”. - Ron White & Brady Austin Org Chart Job Descriptions Training Software tools to scale and automate your SEMs Compliance Plan
- 6. Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar. 13 SEMS Components Convergence of the 3 I’s Intent of the law Interpretation of the law Implementation of the law
- 7. I3P or internal by November 15th 2013 SEMS I3P’s Designated Qualified Personnel (DQP’s) SEMS 2 I3P’s
- 8. Elements of Management System Org Chart Job Descriptions Training
- 9. How to successfully turn your “No’s” into “Yes’s”. Auditor Findings Round Table with Operators Corrective Actions Plan Assignment of Tasks to Qualified Individuals Tracking to Completion
- 10. 10 SEMSinar™ Series, Part 1 Element 12- Start your Audit Planning Creating a Culture of SEMs Reliability, Sustainability & Quality VS Compliance Reactivity Understanding all SEMS components and other regulations are the key to your SEMS success and will help you to stay off of the BSEE radar I3P or internal by November 15th, 2013 How to successfully turn your “No’s” into “Yes’s”. Org Chart Job Descriptions Training Software tools to scale and automate your SEMs Compliance Plan – Ed Sattar
- 11. Why Use a Software To Scale Your SEMS Program . Strong Workflow Resources used efficiently and effectively Overwhelming complexity Accountability Reporting and KPI’s on Moderate historical data Files and documents in sync Bench marking Mapping Spread sheets Operational Context Analysis Cross functional department compliance Weak Excessive emails, documents and paper trails Poor visibility & reporting Management of Change done via emails and documents
- 12. Software tools to scale and automate your SEMs Compliance Plan – PREDIT360
- 13. Thank You for Attending Our SEMSinar™ Series, Part 1 Q&A Session
- 14. Thank You for Attending Our SEMSinar™ Series, Part 1 Contact Information Corporate headquarters Steve Patterson 13801 Burnet Road Suite 100 VP of Sales Email:Steve.patterson@360factors.com Austin, Texas 78727 Phone: 866-385-2341
- 15. To Be Continued.... April - SEMSinar™, Part 2, Element 1- You through your management
Editor's Notes
- We should mention a date November 15th 2013
- Talking PointsWhat do we mean by “Culture of Safety” Why do we need an improved Culture of Safety How do we accomplish a Culture of SafetyWhat are the roles of the Operator and the Regulator If you build a culture of reliability, Sustainability and Quality, it will impact people’s behaviour and belief about doing the right thing every day and you are automatically in continuous compliance VS if you breed a culture of compliance, you will always be reactive and may not be in compliance at all timeProactive Culture VS ReactiveWhat we are essentially trying to achieve is Efficiency, Agility and effectivenessEfficiency: Optimize human and financial capital resources to consistently manage regulatory change in the oil and gas safety space and enable sustainable management of resources as the business and regulatory landscapes change over time.Agility: Proactive approach enables you to react quickly to dynamic and changing organization to understand how the SEMs regulatory environment effects business change, and also how regulatory change impacts your organization.Effectiveness: Greater understanding of changing legal - requirements and how their impact enables the business to beproactive in gathering, organizing, assessing, prioritizing, communicating, addressing and monitoring the legal and SEMS regulatory change process. The organization also needs the ability to demonstrate evidence of good business practices
- We should mention a date November 15th 2013
- We should mention a date November 15th 2013
- Talking PointsWe’ve seen various compliance tools and models and put them in three buckets- Weak, moderate and Strong….there are some in house compliance models that are very weak , some are moderate leveraging some isolated tools combined with excel and very few organizations have a completely integrated software toolWeak models- Most organizations rely on manual ad hoc processes to manage their SEMS, EHS or PSM compliance. They are basically using Microsoft email , word and excel. This results in individuals that are overwhelmed with information who fire off an emails and manage documents — leading to, in varying degrees of activities and concerns such as:Excessive emails, documents and paper trailsPoor visibility & reportingFiles and documents out of syncWasted resources and spendingOverwhelming complexityModerate models- under moderate models, we’ve seen people use excel , word augmented some sort of stand alone in house toolsThis level of effort does provide some analysis and reporting, it also allows files and document sharing , but allows no work flow or visibility top down or cross functional. It is still a point solution with very limited ability to scale.Strong Models- strong models are primarily integrated technology solutions that enables an organization cross functional departmental compliance, communication and visibility. Technology typically provides visibility and enables the change tracking and monitoring process by integrating information and content sources with software that automates and tracks workflow, accountability, and analysis of changes.It allows you to manage your resources effectively and efficiently- how instead of your resources spending too much time “in compliance , it frees them up to work “On Compliance” which means they are being freed up to do more analysis and take proactive actions to be in continuous compliance Further weak and moderate models and tools cannot handle overwhelming complexity of the regulations are trying to get you to do. For example if you are a producer, operator or contractor- SEMs requires you to maintain JSA’s, SEM’s internal audit, develop and track competency management , training management, Management of change…this does not include other regulations such as OSHA , EPA, US Coast Guards, API etc……now being able to get a clear understanding of what is applicable to you and how you handle the complexity of the compliance through multiple regulations- now you would have to take advantage of the technology to handle that level of complexity to plan, audit and corrective actions.Another thing that a sophisticated technology or software tool could provide you is Reporting and Key Performance indicators- allows you to build reports on the fly and dashboards at various levels and dissect the data in various ways which a weak or moderate level tools may not allow you to do.Also, ability to map corrective and preventive action to the requirement level can easily done through a sophisticated and strong technology solutionsWhat is also a concern of some of the organization is to minimize isolated tools to handle each compliance department and each compliance component – it is very critical to have an integrated tool that can work through cross functional departments
- Speaking of integrated technology solutions- here is an example of technology architecture and workflow process to consistently manage Applicability, translation of the regulations such as SEMS, API or any other regulations. change with standard workflow, accountability, and analysis that is integrated into regulatory and legal content feeds for automation.Some of the self assessment questions to ask yourself are the following:Does the organization have aregulatory change managementstrategy across the business?q Are all or the majority of functionsparticipating in the strategy?q Does the organization havecommon processes (e.g., workflowand accountability)?q Does the organization have ashared information and technologyarchitecture for regulatory change?q Can the organization analyze andassess risk of regulatory change tobusiness strategy and operations?