WE
|
Report No.
|
6155 |
|
Type of audit
|
Internal Audits |
|
Auditee/Customer
|
WE |
|
Date
|
2024/03/15 |
|
Findings
|
9 |
|
Status
|
In process |
Audit of WE’s BMS and Competence MS
Summary
The audit team found that WE in general have an effective Business Management System that has been developed and continuously improved over time. Further, WE have a Competence Management System that is working well for the current size of the company. Well Expertise appears to proactively work to improve the working environment in the company.
The audit team identified 3 findings, where Sval Energi expects Well Expertise to implement corrective and preventive actions. In addition, the audit team identified 6 observation and 3 good practices.
The overall rating of the Audit is “Yellow – Some weaknesses in the design/scope/implementation or operation of the HSE management system, which individually or collectively reduce the overall effectiveness of the HSE control environment”.
Findings
-
Non-Conformity
Closed
Deadline was:According to “How WE Control Documents and Registrations» section 3.1.3 “Revision Control”, governing documents shall be reviewed and revised minimum “bi-annually”. Several documents listed in WE-M-QHSE-R-01 WE Controlled Document Register (e.g. Well Delivery Process procedures) has last revision date in 2021, hence they are not updated according to the WE internal requirement.
WE to feedback on how to secure the needed updates.
The whole procedure was outdated and did not reflect how we work today.
15.05.24: The finding on update frequency has be updated to “5 years, or when needed”. And the structure and contents of the procedure has been changed. -
Non-Conformity
Closed
Deadline was:According to “How WE Manage Well Incidents” section 5,1 “Training and exercise”, all WIT members shall have one training and/or exercise per year. In addition, a training schedule shall be established. During the audit WE could not present such plan nor evidence that yearly training has been performed.
WE to feedback on how to secure the needed updates.
02.05.24: We have created an overview, where we register exercises carried out and who has participated. The extras are also entered in this register. The WIT procedure has not been updated accordingly, but an update does not have priority right now. Information sent to Sval.
03.05.24: Feedback from Sval (Kristian Lundemo) that this finding is considered closed from their side. -
Non-Conformity
Closed
Deadline was:According to “How WE manage risk and change” section 7.2.1 “Documentation”, risk mitigations shall be documented. During the audit, WE could not present a systematic approach to how risk mitigations actions are documented closed.
WE to present how to secure a good process for this in coming projects
02.05.24: All employees have been informed about ensuring documentation of risk-reducing measures/actions in Quarterly QHSE meeting 18.04.24, and it has been a topic in project meetings with our clients. There is now a major focus on securing closure and documentation. Information sent to Sval.
03.05.24: Case closed from Sval. -
No reference in WE governing documents that relevant 3rd party shall have the required well control competence ref. IOGP 476.
-
Implementing digital solutions could free up WE administrative resources and make supporting systems more robust. For example, the excel-based competence matrix sheets used appears to be time consuming and a process often based on trust. A digital system could be more efficient with warnings on training that expire and documentation on training completed.
Comment ABM: This is also the issue with risk management (an action in our annual QHSE plan since 2021)
-
Improvement
In Process
Deadline was:Background checks on new staff as part of the recruitment process should be considered.
05.03.24: We have already learnt the hard way, and will surely consider this when employing.
-
Improvement
In Process
Deadline was:Key document and document hierarchy should be better defined.
Titles in governing documents should be updated and common templates should be used.
05.03.24: We have 4 levels in our document system. It is not always clear when reading the documents what level they represent.
21.03.25: Updated Governing Document Temp with WEMS level on front page -
Improvement
In Process
Deadline was:WE perform inhouse training that in some instances could be made mandatory for selected positions.
e.g. risk assessment course for key project roles
05.03.2024: Several employees have had a risk management course. Need to review if this should be mandatory and for which positions.
-
Improvement
In Process
Deadline was:Opportunity identification could be more structured and performed as a standard at each project phase.
Opportunities should be discussed in separate meetings, as this is positive risks and the process is somewhat different for ordinary risk assessments.
05.03.2024: Opportunities and opportunity matrix is implemented in DNO projects. In the Oselvar project this was done on regular basis in planning phase. Our risk and opportunity register template is updated – opportunities are implemented, so is the matrix.
Additional Documentation
New Audit Report
\n
WE
|
Report No.
|
6155 |
|
Type of audit
|
Internal Audits |
|
Auditee/Customer
|
WE |
|
Date
|
2024/03/15 |
|
Findings
|
9 |
|
Status
|
In process |
Audit of WE’s BMS and Competence MS
Summary
The audit team found that WE in general have an effective Business Management System that has been developed and continuously improved over time. Further, WE have a Competence Management System that is working well for the current size of the company. Well Expertise appears to proactively work to improve the working environment in the company.
The audit team identified 3 findings, where Sval Energi expects Well Expertise to implement corrective and preventive actions. In addition, the audit team identified 6 observation and 3 good practices.
The overall rating of the Audit is “Yellow – Some weaknesses in the design/scope/implementation or operation of the HSE management system, which individually or collectively reduce the overall effectiveness of the HSE control environment”.
Findings
-
Non-Conformity
Closed
Deadline was:According to “How WE Control Documents and Registrations» section 3.1.3 “Revision Control”, governing documents shall be reviewed and revised minimum “bi-annually”. Several documents listed in WE-M-QHSE-R-01 WE Controlled Document Register (e.g. Well Delivery Process procedures) has last revision date in 2021, hence they are not updated according to the WE internal requirement.
WE to feedback on how to secure the needed updates.
The whole procedure was outdated and did not reflect how we work today.
15.05.24: The finding on update frequency has be updated to “5 years, or when needed”. And the structure and contents of the procedure has been changed. -
Non-Conformity
Closed
Deadline was:According to “How WE Manage Well Incidents” section 5,1 “Training and exercise”, all WIT members shall have one training and/or exercise per year. In addition, a training schedule shall be established. During the audit WE could not present such plan nor evidence that yearly training has been performed.
WE to feedback on how to secure the needed updates.
02.05.24: We have created an overview, where we register exercises carried out and who has participated. The extras are also entered in this register. The WIT procedure has not been updated accordingly, but an update does not have priority right now. Information sent to Sval.
03.05.24: Feedback from Sval (Kristian Lundemo) that this finding is considered closed from their side. -
Non-Conformity
Closed
Deadline was:According to “How WE manage risk and change” section 7.2.1 “Documentation”, risk mitigations shall be documented. During the audit, WE could not present a systematic approach to how risk mitigations actions are documented closed.
WE to present how to secure a good process for this in coming projects
02.05.24: All employees have been informed about ensuring documentation of risk-reducing measures/actions in Quarterly QHSE meeting 18.04.24, and it has been a topic in project meetings with our clients. There is now a major focus on securing closure and documentation. Information sent to Sval.
03.05.24: Case closed from Sval. -
No reference in WE governing documents that relevant 3rd party shall have the required well control competence ref. IOGP 476.
-
Implementing digital solutions could free up WE administrative resources and make supporting systems more robust. For example, the excel-based competence matrix sheets used appears to be time consuming and a process often based on trust. A digital system could be more efficient with warnings on training that expire and documentation on training completed.
Comment ABM: This is also the issue with risk management (an action in our annual QHSE plan since 2021)
-
Improvement
In Process
Deadline was:Background checks on new staff as part of the recruitment process should be considered.
05.03.24: We have already learnt the hard way, and will surely consider this when employing.
-
Improvement
In Process
Deadline was:Key document and document hierarchy should be better defined.
Titles in governing documents should be updated and common templates should be used.
05.03.24: We have 4 levels in our document system. It is not always clear when reading the documents what level they represent.
21.03.25: Updated Governing Document Temp with WEMS level on front page -
Improvement
In Process
Deadline was:WE perform inhouse training that in some instances could be made mandatory for selected positions.
e.g. risk assessment course for key project roles
05.03.2024: Several employees have had a risk management course. Need to review if this should be mandatory and for which positions.
-
Improvement
In Process
Deadline was:Opportunity identification could be more structured and performed as a standard at each project phase.
Opportunities should be discussed in separate meetings, as this is positive risks and the process is somewhat different for ordinary risk assessments.
05.03.2024: Opportunities and opportunity matrix is implemented in DNO projects. In the Oselvar project this was done on regular basis in planning phase. Our risk and opportunity register template is updated – opportunities are implemented, so is the matrix.
Additional Documentation