SIST-TS CEN ISO/TS 17969:2015
(Main)Petroleum, petrochemical and natural gas industries - Guidelines on competency for personnel (ISO/TS 17969:2015)
Petroleum, petrochemical and natural gas industries - Guidelines on competency for personnel (ISO/TS 17969:2015)
The purpose of this Technical Specification is to help members of the oil and gas industry develop,
implement, maintain and improve their own competency management systems (CMS) for well operations
personnel. This Technical Specification supports competency management general principles which can
be applied to any operation within the industry.
The annexes to this Technical Specification list example competence profiles for positions responsible for
well integrity. Annex A includes an example worksheet which can be used in performing a competency
assessment, to help record the assessment results versus expectation, as well as the resulting action
plan to address any gaps identified.
This Technical Specification is applicable to all operators, service companies and drilling contractors
working on wells and well operations.
Erdöl-, petrochemische und Erdgasindustrie - Richtlinien bezgl. der Kompetenz von Personal (ISO/TS 17969:2015)
Industries du pétrole, de la pétrochimie et du gaz naturel - Lignes directrices sur la compétence du personnel (ISO/TS 17969:2015)
Petrokemična industrija ter industrija za predelavo nafte in zemeljskega plina - Smernice o kompetencah osebja (ISO/TS 17969:2015)
Namen tega tehničnega standarda je nudenje pomoči članom v industriji za predelavo nafte in zemeljskega plina pri razvoju,
uvajanju, vzdrževanju in izboljšanju lastnih sistemov za upravljanje kompetenc (CMS) osebja, ki upravlja z naftnimi vrelci. Ta tehnična specifikacija podpira osnovne principe upravljanja kompetenc, ki se lahko uporabljajo za katero koli področje v industriji.
Dodatki k temu tehničnemu standardu navajajo primere kompetenčnih profilov za položaje, ki so odgovorni za neoporečnost vrelcev. Dodatek A vključuje primer delovnega lista, ki se lahko uporabi pri ocenjevanju kompetenc kot pomoč pri beleženju rezultatov ocenjevanja v primerjavi s pričakovanji ali kot plan ukrepanja za odpravljanje opaženih pomanjkljivosti.
Ta tehnična specifikacija se uporablja za vse operaterje, storitvena podjetja in pogodbenike, ki so zaposleni na naftnih vrelcih in sodelujejo pri projektih, povezanimi z naftnimi vrelci.
General Information
Relations
Standards Content (Sample)
SLOVENSKI STANDARD
SIST-TS CEN ISO/TS 17969:2015
01-september-2015
3HWURNHPLþQDLQGXVWULMDWHULQGXVWULMD]DSUHGHODYRQDIWHLQ]HPHOMVNHJDSOLQD
6PHUQLFHRNRPSHWHQFDKRVHEMD ,6276
Petroleum, petrochemical and natural gas industries - Guidelines on competency for
personnel (ISO/TS 17969:2015)
Erdöl-, petrochemische und Erdgasindustrie - Richtlinien bezgl. der Kompetenz von
Personal (ISO/TS 17969:2015)
Industries du pétrole, de la pétrochimie et du gaz naturel - Lignes directrices sur la
compétence du personnel (ISO/TS 17969:2015)
Ta slovenski standard je istoveten z: CEN ISO/TS 17969:2015
ICS:
03.100.30 Vodenje ljudi Management of human
resources
75.020 Pridobivanje in predelava Extraction and processing of
nafte in zemeljskega plina petroleum and natural gas
SIST-TS CEN ISO/TS 17969:2015 en,fr,de
2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.
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SIST-TS CEN ISO/TS 17969:2015
TECHNICAL SPECIFICATION
CEN ISO/TS 17969
SPÉCIFICATION TECHNIQUE
TECHNISCHE SPEZIFIKATION
June 2015
ICS 03.100.30
English Version
Petroleum, petrochemical and natural gas industries - Guidelines
on competency for personnel (ISO/TS 17969:2015)
Industries du pétrole, de la pétrochimie et du gaz naturel - Erdöl-, petrochemische und Erdgasindustrie - Richtlinien
Lignes directrices sur la compétence du personnel (ISO/TS bezgl. der Kompetenz von Personal (ISO/TS 17969:2015)
17969:2015)
This Technical Specification (CEN/TS) was approved by CEN on 23 May 2015 for provisional application.
The period of validity of this CEN/TS is limited initially to three years. After two years the members of CEN will be requested to submit their
comments, particularly on the question whether the CEN/TS can be converted into a European Standard.
CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS available
promptly at national level in an appropriate form. It is permissible to keep conflicting national standards in force (in parallel to the CEN/TS)
until the final decision about the possible conversion of the CEN/TS into an EN is reached.
CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,
Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,
Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and United
Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels
© 2015 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN ISO/TS 17969:2015 E
worldwide for CEN national Members.
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CEN ISO/TS 17969:2015 (E)
Contents Page
European foreword .3
2
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CEN ISO/TS 17969:2015 (E)
European foreword
This document (CEN ISO/TS 17969:2015) has been prepared by Technical Committee ISO/TC 67 “Materials,
equipment and offshore structures for petroleum, petrochemical and natural gas industries” in collaboration
with Technical Committee CEN/TC 12 “Materials, equipment and offshore structures for petroleum,
petrochemical and natural gas industries” the secretariat of which is held by AFNOR.
Attention is drawn to the possibility that some of the elements of this document may be the subject of patent
rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent rights.
According to the CEN-CENELEC Internal Regulations, the national standards organizations of the following
countries are bound to announce this Technical Specification: Austria, Belgium, Bulgaria, Croatia, Cyprus,
Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia, France, Germany,
Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta, Netherlands, Norway, Poland,
Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and the United Kingdom.
Endorsement notice
The text of ISO/TS 17969:2015 has been approved by CEN as CEN ISO/TS 17969:2015 without any
modification.
3
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SIST-TS CEN ISO/TS 17969:2015
TECHNICAL ISO/TS
SPECIFICATION 17969
First edition
2015-06-15
Petroleum, petrochemical and natural
gas industries — Guidelines on
competency for personnel
Industries du pétrole, de la pétrochimie et du gaz naturel — Lignes
directrices sur la compétence du personnel
Reference number
ISO/TS 17969:2015(E)
©
ISO 2015
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SIST-TS CEN ISO/TS 17969:2015
ISO/TS 17969:2015(E)
COPYRIGHT PROTECTED DOCUMENT
© ISO 2015, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
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Tel. +41 22 749 01 11
Fax +41 22 749 09 47
copyright@iso.org
www.iso.org
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Contents Page
Foreword .iv
1 Scope . 1
2 Terms and definitions . 1
3 Competency management system . 2
3.1 General . 2
3.2 Benefits of a CMS . 2
3.3 Comparison of a CMS with an appraisal system . 3
3.4 Creation of a CMS . 3
3.4.1 CMS cycle . 3
3.4.2 Phase 1 — Establish requirements for the CMS . 5
3.4.3 Phase 2 — Design the CMS . 6
3.4.4 Phase 3 — Implement the CMS . 7
3.4.5 Phase 4 — Maintain and develop competence . 7
3.4.6 Phase 5 — Verify, audit and review the CMS . 9
4 Application of CMS requirements to well operations personnel .10
4.1 General .10
4.2 Recommended risk-based approach for well operations .11
4.3 Competency model .12
4.3.1 Well competency catalogue .12
4.3.2 Proficiency levels .13
4.3.3 Competency profile.15
4.4 Team competence .15
4.5 Leadership skills .15
4.6 Contract personnel .15
4.7 Roadmap to ensure competency .15
5 Examples of competency profiles .17
Annex A (informative) Example competency assessment information .18
Annex B (informative) Example of competency profile for drilling supervisor .23
Annex C (informative) Example of competency profile for senior drilling engineer .24
Annex D (informative) Example of competency profile for well examiner .25
Annex E (informative) Example of competency profile for operations geologist .26
Bibliography .27
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Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO
collaborates closely with the International Electro technical Commission (IEC) on all matters of electro
technical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of any
patent rights identified during the development of the document will be in the Introduction and/or on
the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity
assessment, as well as information about ISO’s adherence to the WTO principles in the Technical Barriers
to Trade (TBT) see the following URL: Foreword - Supplementary information
The committee responsible for this document is ISO/TC 67, Materials, equipment and offshore structures
for petroleum, petrochemical and natural gas industries.
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SIST-TS CEN ISO/TS 17969:2015
TECHNICAL SPECIFICATION ISO/TS 17969:2015(E)
Petroleum, petrochemical and natural gas industries —
Guidelines on competency for personnel
1 Scope
The purpose of this Technical Specification is to help members of the oil and gas industry develop,
implement, maintain and improve their own competency management systems (CMS) for well operations
personnel. This Technical Specification supports competency management general principles which can
be applied to any operation within the industry.
The annexes to this Technical Specification list example competence profiles for positions responsible for
well integrity. Annex A includes an example worksheet which can be used in performing a competency
assessment, to help record the assessment results versus expectation, as well as the resulting action
plan to address any gaps identified.
This Technical Specification is applicable to all operators, service companies and drilling contractors
working on wells and well operations.
2 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
2.1
competence
ability to undertake responsibilities and to perform activities to a recognised standard on a regular basis
Note 1 to entry: Competence is a combination of knowledge, practical and thinking skills, and a person’s behaviour.
EXAMPLE 1 McCoy’s Law: competency = knowledge × skills × behaviours.
EXAMPLE 2 Bloom’s taxonomy: competency = knowledge × skills × (technical + ability).
2.2
competency catalogue
hierarchical structured list of the competencies required to perform any task
2.3
proficiency level
level of ability and behaviour attributes within a specific skill
2.4
competency profile
skills and behaviour, each specified at a level of proficiency, required to perform the role or activity in
line with the associated risk
2.5
competence assessment
process of judging evidence of an individual’s performance against agreed competence requirements
Note 1 to entry: The result of such an assessment, potentially in combination with other factors such as work
experience, will determine whether that individual has demonstrated competence and to which proficiency level.
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2.6
rubric
set of assessment criteria used to describe and evaluate the important components of a task
Note 1 to entry: A rubric is an effective assessment tool, because it allows different assessors to arrive at similar
conclusions when comparing performance to the guidelines shown on the rubric.
2.7
independent assessor
person carrying out an assessment who is not the direct supervisor of the person to be assessed and
who is independent of the direct work group
Note 1 to entry: This person needs to be trained and qualified in assessment and debrief techniques and needs to
have competence in the technical skills being assessed.
Note 2 to entry: Independence needs to be demonstrated to ensure that a balanced and fair assessment of a
person’s competency in the subject is completed.
2.8
safety-critical task
task performed on a safety-critical element which, if performed incorrectly due to lack of technical skills
or knowledge or due to behaviour attributes, can lead to a major accident hazard
2.9
safety-critical competency
type of competence required of personnel in order to carry out an operation which, if carried out
incorrectly or inadvertently, can lead to a major accident hazard
2.10
major accident
significant emission, fire or explosion resulting from uncontrolled events
3 Competency management system
3.1 General
The purpose of a competency management system (CMS) is to control, in a logical and integrated
manner, a cycle of activities within the organization that ensures competency of operations personnel,
particularly in safety critical activities. The CMS will enable personnel to be assessed and further
developed, contributing to the goal of competent performance at work. A CMS should be user-friendly,
workable and practical.
If an organization has no CMS, the recommended first step is to garner support from the very top of the
organization. The system should then be constructed, involving resources from multiple levels of the
organization, to create a sense of ownership.
This Technical Specification contains a number of examples of competency profiles which can be useful
for an organization if it has to create profiles for their own staff.
3.2 Benefits of a CMS
An effective, appropriate CMS provides the following benefits:
— assists with compliance with regulatory requirements;
— provides a continuous performance improvement tool for the work force;
— provides a more comprehensive picture of the requirements for a job than a job description alone;
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— provides an accurate development analysis, enabling targeted and effective development
opportunities;
— provides a measure to calculate the success of training and development interventions;
— provides a framework for ongoing coaching and feedback;
— provides the measurement of proficiency in a specific competency;
— may provide a measure of an individual’s readiness for a role;
— provides an audit trail of competency assurance.
3.3 Comparison of a CMS with an appraisal system
Performance appraisals generally fall short of the rigour of a competency framework, and therefore are
typically not sufficient in isolation to provide a true measure of competence. However, in more recent
times many organizations have tried to move to a more competency-based appraisal system in order to
provide a more specific measure of performance.
Some key differences between performance appraisals and competence assessment are summarized in
Table 1.
Table 1 — Comparison of performance appraisal and competence assessment
Performance appraisal Competency assessment
Carried out by the line manager or supervisor Carried out by a competent independent assessor
Subjective measure often based on opinion Objective measure based on evidence
Measured against high level work areas often focusing Measured against defined standards of occupational
on soft skills competence
A measure of attitude and general performance A measure of skills, knowledge and behaviour
Quality of judgements rarely verified Quality of judgements routinely verified
3.4 Creation of a CMS
3.4.1 CMS cycle
The main steps or phases by which a CMS can be established, implemented and maintained follow
the traditional quality cycle of ‘Plan-Do-Check-Act’. These are illustrated in Figure 1 and described in
subsequent sections.
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Figure 1 — Competency management system cycle
Establishing a CMS ‘from scratch’ involves starting with Phase 1. However many organizations
can already have some, if not all, elements already in place and so can commence at Phase 5 with a
review/audit of the CMS, incorporating this guidance as reference.
For application to operational activities and personnel, the following key elements of an effective CMS
have been identified within each relevant phase. Within this Technical Specification, reference is made
to specific guidance in these areas:
a) definition of appropriate competency profiles, skills at specified proficiency levels required for
operational activities;
b) assessment of personnel and their individual competences;
c) assessment of operational teams and their collective competence;
d) assessment of contract personnel;
e) recommendations for management of assessed shortfalls, gaps in competency, and subsequent
development;
f) recommendation for a system for the storage, management and verification of the collected
information in a CMS.
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3.4.2 Phase 1 — Establish requirements for the CMS
3.4.2.1 General
Best practice for CMS dictates that the system is tailored to manage the competencies involved with the
organization’s particular work activities, in proportion to the assessed risks. Nevertheless, it is possible
to identify common considerations for a successful CMS.
These best practices are as follows.
a) Description of the CMS in a ‘stand-alone’ controlled document, which forms a part of an organization’s
management system. Through the inclusion in the management system, the intent is that the CMS is
periodically verified through standard processes.
b) A clearly identified system ‘owner’, also with responsibility for the overall management system if
possible, ensures the CMS is maintained.
c) Clear identification of individual accountabilities for implementation and maintenance of the CMS
helps ensure that the system is effective.
d) Time-bound (expiration of) competence proficiency levels ensure that an individual’s
competency is current.
3.4.2.2 Responsibilities
Identification of suitable competence is the responsibility of management. The employer should ensure
that the employee is competent for the tasks which the employer assigns. For this reason, an organization
should ensure that its CMS is integrated into the management system as well as their operational
methods throughout all levels. Personnel have the responsibility to develop, maintain and demonstrate
the required competency for the role they perform.
Employers are required to provide information, instruction and training for their employees and
contractors. This includes defining the format and content of competence profiles and standards to be met
by employees and contractors, in order to competently perform their roles. The employer should ensure
the competence of their personnel, as a part of the CMS, to ensure that the person can perform their work.
Employers are responsible for keeping records of training, certification, work experience and assessment of
their employees. Personnel shall also take responsibility for developing and demonstrating their competence.
One critical area of management support is to ensure that personnel are given sufficient time to fulfil the
requirements of the CMS. This means there is no expectation for personnel to complete the competence
development and assessment tasks during their time off. Sufficient time should be allowed for within
their workload.
In accordance with the assessed risk of a task or skill, a period of validity of a specific competence
should be enforced by the CMS. Thus, the organization is responsible to clearly document the criteria for
re-validation/retention, in line with the risk associated with the skill.
3.4.2.3 Key success factors
The most successful CMSs exist where competence is at the core of an organization’s operating culture,
and the system is a part of the integrated management system. It is important that senior management
endorse and drive the CMS with the usage of the CMS supported and encouraged throughout all
management levels and departments.
One key to success is to clearly distinguish the population and activities covered by the CMS, for example
safety-critical tasks only.
The development of a competence policy, or the inclusion of a commitment to competence assurance
in other high level policies, can also provide a solid backbone for the system. The CMS works best if
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tailored to the organization, ensuring adherence to the operating culture as well as the risk and safety
measurement for the tasks being carried out by personnel assessed under the system.
A clear line of sight from policy to the practice of competence management throughout operations is
of the utmost importance to the success of the system. Ownership of the CMS is critical, especially for
those carrying out key tasks within the CMS, such as assessment and verification. It is just as important,
however, that the population covered by the CMS “buys in” to the system and does not view it as just a
paperwork exercise. The demonstration of competence should not detract from the task at hand, and
should not become a job in its own right.
3.4.2.4 Risk-based approach
A CMS should address critical competencies commensurate with operational risk, consequence and
complexity. Operators, service companies and rig contractors, including employers, self-employed
persons and installation owners/operators, should assess the risks of their operations and identify
critical tasks and risks. These risk analyses should underpin the eventual CMS, ensuring that at a
minimum safety-critical tasks, those related to asset integrity through the asset life cycle, are covered
by the system.
For organizations operating across a variety of asset types and environments, the CMS should take into
account the full scope and range of the activities when requirements are established. For organizations
operating within a more limited range of asset types and environments, it can be beneficial to define
requirements that are ‘fit-for-purpose’ for specific work programs.
Some roles included in the CMS also carry business, HSE and relationship risks, and the inclusion of
associated competencies can be considered. However, care should be taken to ensure that the CMS does
not become complex and cumbersome; trying to encompass all potential variables will result in a system
burdensome to operate, quickly becoming obsolete.
3.4.3 Phase 2 — Design the CMS
When designing the CMS, an organization should identify their particular activities, the processes
to enable these activities, according to the risk assigned by the organization, and the activities to be
included in the CMS, which is documented in a controlled management system.
Key stakeholders should be involved in the CMS design. Once completed, the CMS and its fundamental
objectives should be clearly communicated across the organization.
A key decision is the extent to which the CMS is to be integrated within any existing human resources
(HR) processes for recruitment, performance appraisals, training and development, etc. Depending on
the nature of a particular organization’s HR and management system, it can be appropriate to establish
a CMS that is managed separately from the HR process, but which makes reference to beneficial and
contributory elements of those systems.
The overall training and development requirements should be described within the CMS.
Critical elements of the CMS design, specifically related to operations, which should be clearly addressed
in this design phase include the following.
a) An identified overall process ‘owner’ for the CMS, to whom comments, observations and requests
for change can be addressed.
b) Assignment of accountabilities for implementing the CMS. This should include specific
accountabilities for the technical authorities, as defined in the organization’s management system
and for line management.
c) The process and responsibilities by which appropriate competency standards for activities are
defined and maintained in the organization. This should be assigned to the technical authorities, as
defined by the organization’s management system.
d) The process and responsibilities for assessment of personnel and their individual competencies.
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e) The process and responsibilities for assessment of each operational team and their
...
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