SAFETY/MAINTENANCE
Roles and responsibilities t &*.4 XJMM SFRVJSF SPMFT BOE SFTQPOTJCJMJUJFT SFEFmOJUJPO GPS BMM GVODUJPOT JOWPMWFE t *U XJMM JNQBDU EJSFDUMZ QFSTPOOFM KPC EFTDSJQUJPOT t 3FWJTFE KPC EFTDSJQUJPOT XJMM SFRVJSF OFX DPNQFUFODJFT BOE TLJMMT UP CF EFWFMPQFE XJUI B USBJOJOH QSPHSBN
EIMS
Integrity teams t 5ISFF UZQFT PG JOUFHSJUZ UFBNT XJMM CF EFWFMPQFE UP HVBSBOUFF &*.4 t -FBEFSTIJQ JOUFHSJUZ UFBN t 0QFSBUJPOBM JOUFHSJUZ UFBN t 5FDIOJDBM JOUFHSJUZ UFBNT Integrity manager t 5&$1&3 T SFTQPOTJCMF XJMM CF UIF JOUFHSJUZ NBOBHFS XJUI UIF PWFSBMM SFTQPOTJCJMJUZ UP DPPSEJOBUF BMM &*.4 NBOBHFNFOU TVCTZTUFNT BOE QSPQPTF BDUJPOT BOE EJSFDUJPO UP DPOUJOVPVTMZ JNQSPWF UIF TZTUFN Integrity coordinator t &*.4 XJMM SFRVJSF UIF FTUBCMJTINFOU PG B OFX TUBGG PSHBOJ[BUJPOBM SPMF BT BO PQFSBUJPOBM BOE QJWPUBM FMFNFOU PG UIF PWFSBMM TZTUFN T NBOBHFNFOU
FIG. 4
EIMS impact on existing and new organizational dimension.
but this offers the advantage that procedures and other activities will be developed coherently with local cultures, experiences and resources. The integrity requirements have to match with the organization and job description. All the positions need to be reviewed to include integrity responsibilities, from operators up to the CEO, who will have the duty to assign the accepted risk level and to provide adequate resources (human and financial). Fig. 2 exemplifies the proposed EIMS management subsystem framework. While all the identified subsystems are equally important and must be designed, developed and managed in a coherent and integrated way, two of them—the “organization and people and cultureâ€? system, and the “key performance indicatorâ€? (KPI) system—are based on what we consider a different and innovative way to look at two industry-wide discussed integrityrelated issues, specifically: • How do you effectively monitor the integrity of an asset perimeter? • How do you embed the necessary integrity-relevant organizational structure into the existing organization? The following paragraphs articulated these two issues that we consider of significant importance for overall EIMS effectiveness. EIMS KPIs. The EIMS KPI system is developed on some key ideas, some of which are taken from industry best practices. Others represent, in our opinion, key differentiating principles. Below, we summarize the EIMS KPI system’s main characteristics:
• The KPI system produces an overall “integrity risk indexâ€? that represents the “weighted outlookâ€? of four main “integrity risk dimensions.â€? • Integrity risk dimensions can be classified into two different types: “field and operation integrity statusâ€? and “compliance KPI.â€? ➤ The first type of KPI must allow monitoring current integrity status and alerts of possible future integrity losses. ➤ The second type of KPI must allow measuring a real compliance execution versus what is stated in the fundamental management systems (especially regarding the procedural effectiveness, people and organizational behavior integrity alignment, and document and data management system integrity coverage and compliance). • KPIs are useless if not correctly balanced between a “lagging focus,â€? based on results and a “leading focus,â€? based on tendency. No general rules can be suggested, but the continuous experience is the right way. In Fig. 3, we’ve exemplified the EIMS KPI framework. EIMS organizational model. One of the key ideas of our approach is that the EIMS should be embedded in the existing organization, mainly because it needs to be a “self-updatingâ€? management system capable of evolving continuously and adapting to a changing environment and asset configuration. Frequently, in our research, we’ve found IM systems very well designed, built upon innovative and effective concepts, though having more often than expected one “missing point.â€? They were conceived and
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