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© 2008 - AGESCO

3 Resource Management

3.1 Organisational Structure & Responsibilities

The organisation structure, and field crew or site specific structure will be clearly posted, and clearly understood by all members assigned to the location. Visitors to any area of operations should know who they are reporting to, or who is responsible for the wellbeing and safety of the personnel of the crew. It shall be made clear that all staff will be held responsible for their own actions. Responsibilities should be clearly outlined, and boundaries of jobs clearly identified. Responsibilities of line managers will also include risk and hazard management, where Tripoli supervisors will support all crew positive intervention, where a hazard has been identified, and as a result will pose serious risk to personnel, equipment, or the environment, if the immediate task is not halted. Job descriptions will be given to all staff who will be exposed to any form of hazard, and through their actions create a risk. The job description will clearly outline what the individual is responsible for, and where accountability lies.

3.2 Resources

All resources that are beneficial to the HSE performance of the crew will be thoroughly managed. The process of distribution of PPE, ground protection, fire extinguishers, fire alarms and other such items will be clearly understood and followed. The issuance of other auxiliary safety, or protective equipment should be linked in with other areas of the HSE-MS such as permit to work, and risk management. Vehicle and driver monitoring units will be managed accordingly and as per journey management planning. Other resources such as personnel data bases, equipment data bases, or contractor lists, should be kept current and up to date, and must be tied into other mechanisms to be fully functional, and operative. Personnel and staffing levels will be managed to ensure that the operation runs safely, productively, without any adverse effects toward field staff. Equipment will be in line with 5.3 Asset Integrity requirements, and as per customer requirements, and the AGESCO PMP (Preventative Maintenance Plan).

3.3 Competence

The understanding of a need for training, and monitoring of competency levels is best demonstrated through a site specific matrix that will outline the required tasks of an operation, hazards involved, potential and residual risk levels, the training and skill required, the level of candidate to execute the task, additional or site specific training where required, and the review period. All operations belonging to AGESCO shall maintain a competency database, and files where individuals training records are maintained, in addition it is recommended that all crews display a training matrix that outlines what is required by each key person on the location. Where the use of specialist equipment is required, a list of competent personnel allowed to operate the equipment must be posted in the vicinity of the equipment. Competency should also include the understanding of the AGESCO and site specific procedures, that should be available in the major languages spoken. Training is considered a primary, and most important step to nurturing a competent work force. Normally competency will be measured by the individuals:

  • Experience current and past with documented proof
  • Qualifications
  • Proven ability

    Competency should also include the understanding of the AGESCO and site specific procedures, that should be available in the major languages spoken. Training is considered a primary, and most important step to nurturing a competent work force.

    3.4 Communication & Information Management

    On a regular basis, through the use of renewing the notice board information, we will keep a flow of information that is both current and applicable to our work environment, to our staff, and interested parties. Through the use of alerts notifying personnel where areas of change are likely to be encountered, and, issues that people have a right to know about, especially our performance indicator figures, and how we are maintaining our performance profile. Risk and performance profiles are posted on a monthly basis, to bring familiarity to the workforce of what AGESCO requires from their staff regarding their HSE performance, and our goals toward loss prevention. Achieving policy strategies, comes through knowledge and use of the standards, with full application of the relevant standards, we will succeed in our HSE goal, through the prevention of loss, from a complete risk management process.

    3.5 Documentation Control

    On all AGESCO sites, official documentation must be controlled using a strict process that is understood by all key personnel who will be responsible for drafting procedures, writing plans, publishing notices related directly to AGESCO business, and modifying any “level one” documents. All site specific, or “level two” documentation will be the responsibility of the most senior manager on the location, and must hold his signature, indicating his agreement with content held within the document. Site specific documentation must be copied to the headquarters, to ensure that there are no conflicts between any AGESCO level one documents, or agreed client documentation. No level one, reviews instigated by the author of any AGESCO document is official until it has been signed by Mr. A. Essed, and counter signed by Mr. S. Moura or Mr. T. Vestis. All level one documents will have a review and update schedule, and where necessary will be updated to suite changes in our function, technology, environment, or other processes, this will include but is not limited to:

  • Radical change in processes
  • Additional client documentation or the need for bridging or interface documents
  • Newly introduced formats
  • Changes in policy
  • Linked level one documentation

    All official documents must be owned, and controlled by the author. The level of the document must be clearly indicated on the right hand margin of the document, or on the face page. Where level one documents have been updated and have an influence on operations, or possible conflict with client necessities, Tripoli supervisors responsible for the change, operation supervisors, and all parties concerned will agree on the changes or the need for bridging if required, to ensure all changes are understood, and relevant. As well as drafting of documentation, all level one documents must be destroyed with strict procedures in place. Level two documents can be disposed of at the local managers discretion, again following in line procedures.

    3.6 Contractor Management

    Contractors in new areas or new functions are identified as one of the higher risks to our operations, and we will manage them through a rigid selection process, then once approved and on site they will be managed accordingly to radically reduce the risk of the contractor being on the facility, or on a crew, and protecting AGESCO and customer integrity. As AGESCO operations have been running for some time now, the contractors who work along side us are known to us and we understand the level of service they provide our business, and they in turn are fully aware of our HSE terms and conditions.

    3.7 Standards & Guidelines

    AGESCO operation guidelines will be based on information taken from the OGP documentation set, IAGC recommendations and suggested industry best practices, where an internal standard is missing. All operative sites will adhere to the parameters of drafted internal standards, and will strive to surpass our internal standards with an appropriate site specific appendage where required. Information contained in AGESCO standards must be passed on to staff via notices, toolbox meetings, and section meetings.