Competence Management Trainingportal Competence Days 2015

1. COMPETENCY MANAGEMENT IN THE U.K.C.S
Frank Cairney

2. 2
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

3. 3
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.

4. 4
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.

5. 5
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.

6. 6
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…

7. 7
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

8. 8
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

9. 9
IDENTIFY SAFETY
CRITICAL ROLES
IDENTIFY ASSOCIATED
SAFETY CRITICAL TASKS
ASSIGN REQUIRED
COMPETENCY LEVELS
ASSESS CANDIDATES
VERIFY ROBUSTNESS OF
ASSESSMENT PROCESS
PROFILE DEVELOPMENT & ASSESSMENT

10. 10
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.

11. 11
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
COMPETENCEELEMENTS
Regulations
Response
Lifting
Ops
Oil
Process
BOPs
F&G
D.P
Systems
COMPETENCEPERFORMANCEREQUIREMENTS
Start
Stop
Operate
Maintain
Understand
Act as
HSE
INSPECTION
PROCESS
DRILLING
MARINE
COMPETENCEGROUPS
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

12. 12
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
SAFETYCRITICALROLE-MECHANICALTECHNICIAN
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

13. 13
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 TESTIMONYTASK SIMULATION TRAINING ASSESSMENT
QUESTION AND ANSWER PRODUCT OF WORK RECOGNISED PREVIOUS LEARNING

14. 14
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.

15. 15
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)

17. 17
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.

18. 18
TrainingPortal Competence Module

19. 19
PATH TO ACHIEVING A COMPETENCE

20. THANK YOU FOR LISTENING