Akakus Oil Operations: OHSAS 18001:2007

Gap Analysis Report

Introduction

Akakus Oil Operations (AOO) is developing and implementing an Occupational Health and Safety Management System (OHSMS) to manage the health and safety risks
arising from operations at its various sites and facilities in Libya. AOO intends to seek certification of the OHSMS against the OHSAS 18001:2007 management standard:
the gap analysis described in this report is a step in preparation for seeking certification.
The objective of the gap analysis is to compare present arrangements in AOO for occupational health and safety against the requirements of OHSAS 18001:2007 to identify
the significant findings and recommendations for improvements. A plan is proposed for the implementation of the initial improvement actions.
A multi-disciplinary team of HSE professionals and oil and gas engineers from Repsol and AOO undertook the gap analysis between the 28 th September and 2nd October
2010. The Scope of Work for the gap analysis is attached at Appendix 1.

Methodology – Gap Analysis Process cycle

The methodology for the gap analysis follows the process cycle shown below where the different phases gives a structured methodology to establish the objectives and
processes necessary to deliver results in accordance with OHSAS 18001:2007 requirements

IDENTIFY: the GAP identification phase was performed through visits to the AOO headquarters and operational sites, meet
with managers and supervisors and observe operations first hand to gather information on the OH&S and process safety
arrangements, both as documented and as applied. The HSE professionals in the analysis team concentrated on the
comparison with the requirements of OHSAS 18001:2007, whilst the oil and gas engineers looked at the process safety
arrangements and practices.

PLAN: Based on the identified GAPS the Gap analysis team established the proposed objectives and processes necessary
to deliver results in accordance OHSAS 18001:2007. This phase will show the key areas divided into different priorities.

DO: This phase is basically the action of the different action parties i.e. Operations, HSE, Engineering, Management, etc.
following the defined action plan.

IMPLEMENT: Measure the new processes and compare the results against the expected results to ascertain any
differences. This stage is the starting point of the new developed process/documentation created; it should follow, in minor
grade, the described IPDIR cycle.

REVIEW: periodical reviews of the identified GAPS should be carried out. The proposed members and periodicity for review
is shown at page 7 of this document.

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The gap analysis team comprised:

 Carlos Salvador Roldan
 Enrique Villalobos Herrera
 Miquel Lacarra
 Paul Reed
Also participating in the gap analysis:
 Gonzalo Carillo Recalde
 Carlos Wigstrom Broncheur
Head of HSE, Europe, Asia, Africa (EAA) Region
Senior Facilities and Production Engineer, EAA Region
Senior Project Engineer, REMSA
HSE Management Systems Advisor, EAA Region
Head of HSE, REMSA
Operations HSE Management Systems Advisor, AOO

The following working documents prepared by the gap analysis team are included for reference.

Gap analysis spreadsheet

A structured comparison of the AOO OH&S MS against the requirements of
OHSAS 18001:2007.

Close-out Presentation
The slides from the close-out presentation to the AOO management team on
Monday, 4th October 2010.

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IDENT
IFY
Akakus Oil Operations: OHSAS 18001:2007
Gap Analysis Report

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IDENT
IFY
Akakus Oil Operations: OHSAS 18001:2007
Gap Analysis Report

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PLAN

Akakus Oil Operations: OHSAS 18001:2007

Gap Analysis Report

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 Akakus Oil Operations: OHSAS 18001:2007
Gap Analysis Report
Minimum
Way forward Recommended Action Party as per Action tracking
PRIORITY OHSA 18001 Ref. Findings Resources
Recommendations Implementation Plan AOO ATS number
requirement
HIGH 4.3.1 Management of Implement the ererrewerwer wrwerwrwr wrwerwe wrwrwe
Change process: Management of
there is no Change procedure
evidence that the to ensure that all
Management of changes (to
Change processes, to the
procedure is being organisation, to HSE
applied to the procedures, to
hazard specifications, etc)
management are subject risk
process. assessment.

PLAN

Detailed action plan: Example for discussion purposes

REVIE
W

Progress review team

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 Akakus Oil Operations: OHSAS 18001:2007
Gap Analysis Report
The progress review team is composed by a member of each core area having the opportunity to meet on QUARTERLY basis and review the progress of the action plan,
detect difficulties, ask for support from site parties or from other groups such as HR/FINANCE/MATERIAL/IT and confirm the way forward.

A typical review agenda will be, but not limited to:

 Action plan progress (planned vs. reality)

 Review time frames & priorities
 Review requirements
 What: What do I want to accomplish?
 Where: Identify a location
 When:
 Why:
 Action priority
 Action parties progress
 Minute of meeting and plan ahead
 Update action plan (if required) and inform involved parties

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Conclusions

The analysis demonstrates (refer to page 3 & 4) that although AOO has made significant progress in the development of its documented OH&S MS the implementation of the
system is not moving forward at a similar pace. There appear to be two reasons for this:
 FIRSTLY, the implementation of an OH&S MS involves change for the whole company, at all locations and at all levels, and such changes take time to become
embedded in day to day work practices; therefore an action plan is proposed to ensure continuity on the enhancement process.
 SECONDLY, such changes require an effective internal communications system to ensure all personnel are aware of and accept the new OH&S requirements and the
effective transfer of technical and HSE information. This present study has identified weaknesses in the internal communication processes of AOO (refer to page 3 & 4)
As the two key areas of OH&S management and process safety are interdependent they will need to be addressed in an integrated manner to ensure the benefits of any
remedial action plan are optimized across both areas.
The HSE Manager and his team will need the support and commitment of all members of the AOO management team to achieve the objective of OHSAS 18001 certification
as well as the
The management team has already demonstrated its commitment to effective OH&S management by its decision to work towards this goal; their ongoing
commitment and support will ensure success in this endeavor.

The gap analysis team expresses its thanks and appreciation to the AOO management team for its support during their visits to the Akakus facilities.

Appendix 1

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Gap Analysis Report
Scope of Work
AOO - Health & Safety MS - Gap Analysis
Introduction
Akakus Oil Operations (AOO) is developing and implementing an Occupational Health and Safety Management System (OHSMS) to manage the health and safety risks
arising from operations at its various sites and facilities in Libya. AOO intends to seek certification of the OHSMS against the OHSAS 18001 2007 management standard:
this gap analysis is a step in preparation for seeking certification.
Purpose
The analysis is being undertaken to identify gaps in the AOO documented and implemented arrangements for OHS management, in particular the extent to which the AOO
OHSMS:
 Is appropriate to, and suitable for, the activities and operations of AOO;
 Conforms to planned arrangements for OHS management, as set out in the AOO OHSMS, including the requirements of OHSAS 18001 2007;
 Has been properly implemented and maintained with particular emphasis on the focus areas set out below;
 Is adequate in terms of process safety for the facilities and operations of AOO;
 Is effective in meeting the Health and Safety Policy and objectives of OAA.
Focus Areas
Although the analysis will cover all aspects of the OHS MS particular emphasis should be placed on the implementation of the following elements.
 Management Commitment (OHSAS18001 4.4.1.): evidence shall be sought to demonstrate the commitment of Akakus management to OHS.
 Hazard management (OHSAS18001 4.3.1.): evidence should be sought of the application of the Hazards Identification and Risk Assessment Process, GHHS-01,
both at the production operations and activities level, e.g., process plant hazards, drilling, land transport, etc, and at the work task risk assessment level.
Documented outputs from HAZIDs and TRAs should be sought.
 Management of change (OHSAS18001 4.3.1.): the Management of Change procedure, GPHS-13, shall be reviewed and evidence of its application sought
including input into the process by all parties affected by any change. The inter-relationships between management of change and hazard management shall be
reviewed. Changes may relate to engineering, e.g., process plant changes, or they may be organisational or procedural.
 Competence of personnel (OHSAS18001 4.4.2): evidence should be sought of the application of the Training, Awareness and Competence Process, GPHS-03 for
OHS related training. In addition evidence should be sought to demonstrate that job competence (both technical and supervisory) is adequately assured where this
can impact on OHS. For example, the job competence of operators and supervisors controlling hydrocarbon process plants, and instrument technicians who
maintain process safety devices.
 Process safety (OHSAS18001 4.4.6.): evidence shall be sought of the application of the Operational Control and Monitoring Procedure, GPHS-08, to production
process hazards. This should include, but not be limited to: management of the fire and gas and emergency shut-down systems; electrical and mechanical isolations;
and control of work through the permit to work system.
Methodology
A small multi-disciplinary team will undertake the gap analysis following a methodology which shall include, but shall not be limited to:
 Meetings with managers, supervisors and personnel to seek opinions on the implementation of OHSMS in the various workplaces and facilities, and to form a
judgment on the degree to which the OHSMS is embedded in the workplace;
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 Reviews of OHS MS documentation (OHSMS manual, OHSMS general and company procedures, task risk assessments, etc) to form an opinion as to there fitness
for purpose;
 Review of OHSMS records and reports to assess the completeness of occupational health and safety performance record keeping;

 Site visits to observe first hand the implementation of the OHSMS at the various workplaces and facilities;
 Review the process safety arrangements for the AOO facilities and operations;
 Structured comparison of the information obtained (from the meetings, reviews and visits) with the AOO OHSMS and the requirements of OHSAS18001 2007 to identify
gaps in either the AOO OHSMS or its implementation;
Deliverables
The deliverables from the gap analysis shall comprise a report and two presentations to AOO management.
Gap analysis report
Gap analysis report comprising, but not limited to:
 Introduction;
 Basis of gap analysis;
 Methodology;
 Findings;
 Recommendations;
 Appendix: Schedule of actions to close gaps for ISO 18001 certification;
Presentations
 Presentation and discussion with Akakus management at the start of the field work to ensure alignment of objectives and methodology of the analysis;
 Presentation and discussion of gap analysis findings with Akakus management upon completion of the field work and prior to preparation of the final report.
Gap Analysis Team
Carlos Salvador Roldan Head of HSE, EAA Region
Enrique Villalobos Herrera Facilities and Production Engineer, EAA Region
Miguel Lacarra Senior Project Engineer, REMSA
Paul Reed HSE Management Systems Advisor, EAA Region

Dates of Gap Analysis

The gap analysis team will visit the Akakus headquarters in Tripoli and the production facilities at Zawia and El Sharara on the following dates:
Akakus Headquarters, Tripoli Tuesday, 28th September, first day of the gap analysis

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Saturday, 2nd October
Sunday, 3rd October for the close-out presentation
Production facilities: Zawia Wednesday, 29th September
Production facilities: El Thursday, 30th September & Friday 1st October
Sharara

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