IOGP’s, Operating management system framework for controlling risk and delivering high performance in the oil and gas industry, applies to every type of upstream or downstream company activity, from construction to decommissioning, throughout the entire value chain and lifecycle of the business and its products.
It consists of several fundamentals and elements divided into two interdependent components:
- Four fundamentals focus attention on the management principles most important for an effective operating management system (OMS)—leadership, risk management, continuous improvement and implementation. These principles apply equally to every element of the OMS to drive its success.
- Ten elements establish a structure to organize the various components of an OMS. Each of the ten elements includes an overview, a purpose statement and a set of expectations that define the system’s intended outcomes.
The new framework is supported by an OMS in practice supplement, which provides guidance on how to establish and sustain an OMS and includes many examples of industry specific processes and practices.
It is a separate publication from the OMS framework, so it can be updated to reference the latest IOGP and IPIECA good practice publications and to provide links to other relevant publications.
The supplement consists of three sections:
- Getting started. How to use the guidance for companies yet to establish an OMS and for those with existing systems under review as part of continuous improvement.
- Processes and practices. The oil and gas industry has a range of standards, processes, practices, rules, methods, guides, tools, procedures and work instructions that aim to reduce and control its risks. They are referred to collectively as “processes and practices”. This section offers examples of these, called P1 to P10.
- Sustaining and improving the system. This section offers examples of measures, called M1 to M10, to assess the successful implementation, improvement and effectiveness of an OMS.
Report No: 423
This revised report describes how clients can improve client and contractor management of HSE risks for contracted activities:
- selecting suitable contractors
- setting out expectations and requirements
- awarding contracts
- managing all the phases of the contracting process.
Report 423 is supported by:
- Report 423-01, Contractor HSE capability assessment and scoring system – Supplement to Report 423
- Report 423-02, Guide to preparing HSE plans and Bridging documents – Supplement to Report 423
- Report 423-02A, Health management contract guidelines for clients and contractors, an addendum to IOGP Report 423-02
Report No: 512
Report No. 512 provides a high level oversight of what the main components of a security management system could be, based upon the guidance and concepts in IOGP Report No. 510, Operating Management System Framework.
A security management system is an essential part of an overall management system. It provides the structure to enable identification of potential threats to an organization and which establishes, implements, operates, monitors, reviews and maintains all appropriate measures to provide assurance of the effective management of the associated security risks. This report is not intended to be prescriptive, and organizations are encouraged to develop their own systems based on the guidance set out in this document and IOGP Report No. 510.