Implementing a Risk-Based MOC Program for Upstream Assets

The dynamics of an oil & gas operation in E&P involves the need to adapt quickly and create the changes needed in the processes, systems, equipments, products and people among others, and this has been one of the main drawbacks when it comes to the Management of Change Process, in addition to the situation of a Field with more than 2,700 producing wells, 500 water injection wells for secondary recovery, 9 geographic districts, 5 Oil Treatment Plants, 5 Gas Treatment Plants, 7 LP and MP Gas Compression Stations, 102 Clusters and 26 Injection Plants, with a work force of more than 7,500 people, including company employees and contractors, in an extension of 3,500 Km2, located in the area of Golfo San Jorge Basin, in Argentine Republic.

At Pan American Energy LLC (PAE), one of the Golden Rules as well as one of the pillar of the Integrity Management Procedure is "Management of Change" that states: For work involving changes either temporary, permanent or emergency in the organization, personnel, systems, processes, procedures, equipment, products, materials or substances and rules and regulations, it requires a Management of Change Process” which must include:

- A Risk Assessment performed by all those who are affected by the change.

- The development of a Work Plan to specify clearly any control measure to be implemented in relation to:

• Equipment, Facilities and Processes.
• Operations, Maintenance and Procedures.
• Required Training and Communication.
• Reporting & Recording.
• Duration of the Change.

 - The authorization of the work plan issued by staff responsible.

The challenge was to implement a procedure in an organization of this size, that it was not easy to implement, and in which we raised questions with regard to re-order the operational structure for personnel to carry out the management of change process, as to generate simple records for the management of these changes, define approval process, define the Risk Matrix and the responsible according to the risk of the requested change, among other doubts.

This paper presents the challenges we faced and how through the use of a simple documentation for change management (Notes of Change), personnel reorganization, changes of paradigms and culture change in the organization and a very well designed process for registration through the Management of Change of Facilities (GMI) method, allowed us to identify, appraise, approve, manage and document changes either temporary or permanent, operational, technological, of facilities and equipment to keep mechanical integrity and process safety under control in the operation. We were able to apply a successful process for Management of Change that works and that is business as usual now.

Some changes requiring the implementation of the GMI method and for which Notes of Change were created include but are not limited by these requirements:

• Performance or Operacional.
• Process.
• Automation and Control.
• Maintenance.
• Mechanical Integrity.