(104bq) Early Lessons From PSM Implementation

This paper is a continuation of the work discussed in the paper presented at the 7^th GCPS paper in Chicago in 2010, When Management Systems Collide…., and outlines the implementation efforts taken over the past twelve months. Specifically, we have reviewed the status of the Equipment Integrity (EI) and Management of Change (MOC) standards in three operating regions and report the lessons learnt from these experiences.

This paper will:

• Outline the evolution of the Talisman Operational Management System (TOMS);
• Describe the methodology for determining the perceived status of the implementation of Global Standards;
• Document the challenges experienced and lessons learned from the partial implementation of TOMS in the regions

Talisman began the development of TOMS in 2007, including a global review of process safety management system. The goal was to deliver a stronger corporate HSE function and improved standardization of key HSE management system and processes worldwide, to ensure safe, profitable growth. The overall structure of the TOMS is developed and the challenge is now to implement these standards. As part of this, we have run a pilot study of the implementation of the EI & MOC standards across our main operating regions.

To achieve our objectives in a structured way, Talisman has developed an implementation status review questionnaire based upon the specific standards, which runs to over forty separate questions. All relevant individuals in the HSSE/OI function were interviewed, and their perception of the implementation status of the standard assessed. This gap analysis:

• Provided the opportunity for clear communication and understanding of the standards’ expectations;
• Identified any weaknesses and omissions in the implementation;
• Gave feedback on the implementation processes;
• Determined potential improvements in the standard;
  • Developed the global best practice within the organization.

The challenges and lessons learned from the initial implementation stages have highlighted the complexity and significant effort required to implement single standards, let alone the whole integrated management systems.   Some of the issues discussed are:

• the difficulties of communication, ranging from awareness, to coaching, to sustaining
• the impact of different  maturity development challenges
• the impact of diverse regulations in the different operating areas around the world
• the impact of multiple concurrent initiatives
• the resource and workload impacts of the implementation of multiple standards

Talisman Energy is a global, diversified upstream oil and gas company, headquartered in Canada. The company was formed in 1992 from the divesture of Canadian oil and gas assets by British Petroleum.  Since 1992, the company has grown mainly through mergers and acquisitions.  Initially, oil and gas operations were solely in Canada.  Today, operations include North America, the North Sea and Southeast Asia.  Additionally, new countries entries such as Colombia, Peru, Poland, and Kurdistan round up the strategic portfolio of holdings.