BG Group - Polyethylene (PE) Asset Integrity Management
|
|
- Esmond Cobb
- 6 years ago
- Views:
Transcription
1 BG Group - Polyethylene (PE) Asset Integrity Management John Costin, Global Operations Manager BG Group John Tonen, Consultant Synthotech Ltd. Introduction: BG Group is engaged in the exploration, development, production, transmission, distribution and supply of natural gas and operates in 27 countries across five continents. BG Group s investments in the transmission and distribution segment are focused upon the fast growing markets of South America and India, where BG Group also has exploration and production interests. This paper considers asset management issues in the context of the polyethylene (PE) distribution networks which BG Group operates in its distribution businesses. These businesses operate in both established and developing economies, and distribution network growth is driven by market expansion and an increasing demand for a clean, safe and economic fuel. In particular expansion in the residential and commercial segments is underpinning substantial levels of PE construction and customer connection activity. There are also legacy cast iron and low pressure steel assets still in operation in some assets, which are being progressively replaced on a risk assessed basis using PE. The levels of activity involved, coupled with the pressure to minimise unit costs of installation and to localise material sourcing reinforces the need for BG Group to ensure fitness for purpose of these assets in terms of materials, construction and operability. This requires a fully integrated approach to asset integrity management in order to reduce societal risk, and to protect BG Group s reputation with regard to health, safety and the environment. BG Group s four distribution assets and areas of operation are, Comgás São Paulo, Brazil Metrogas Buenos Aires, Argentina Gujarat Gas Surat, Ankleshwar, Bharuch, India Mahanagar Gas Mumbai, India BG Group is viewed as a leading international oil and gas business, and against that background it seeks to operate to world class standards, which in many
2 cases exceed local statutory requirements. This presents significant challenges for the distribution assets, particularly in the context of achieving an installed cost performance necessary to sustain adequate investment returns in supplying these relatively low per capita unit volume segments. This challenge is exacerbated by the requirement to meet the requirements of three different regulatory regimes. In BG Group s view this simply reinforces the need for effective asset integrity management. Project background/definition: In 2005/6, BG Group conducted an Asset Integrity Baseline Assessment (AIBA) review across its businesses worldwide. This included technical process reviews at all asset life cycle stages, and of asset management of change and communications procedures. It also included site audits of physical assets. A number of areas of integrity management improvement were identified and prioritised in each asset. The process also focused strongly on identifying and transferring best practice between assets. With the anticipated growth of PE utilisation within the four distribution assets, BG Group believed that a specific, detailed and independent review of integrity management practices with respect to PE systems could now add additional value and build upon improvements implemented as a result of AIBA. BG Group decided that Synthotech Ltd had the necessary expertise and experience to carry out such a review, and contracted them to undertake the work. Objectives: Method: o To determine the actions that BG Group needs to take to achieve world class asset management practices for its PE systems o Identify opportunities for cross asset transfer of knowledge and best practice o Develop consistent practice where applicable o Ensure optimisation of long run whole life costs Synthotech Ltd is an internationally renowned developer and supplier of niche products to the gas distribution industry, and prides itself on its capability to produce value adding products and provide customer support in its global market. In recent years the company has developed a consultancy business
3 employing recognised industry experts with many years of international experience. Synthotech s proposal to review BG Group s current asset integrity management practices for PE systems built on the foundation of the improvements identified in the 2005 AIBA review. In conducting the review Synthotech used its international experience to identify gaps between current BG Group practices related to PE assets and recognised international practices. In Synthotech s experience, some of the best asset management practices worldwide are to be found in the UK and Australia. In the UK, the BSi Publicly Available Specification PAS 55: Asset Management, supported by the Institute of Asset Management (IAM) is widely utilised. From a utility perspective, the UK Office of Gas and Electricity Management (OFGEM) has required all gas and electricity network operators to obtain PAS 55 certification. Certification is awarded by independent bodies such as Lloyd s Register or Den Norske Veritas (DNV). PAS 55 certification has also been obtained by gas distribution companies around the world, e.g. Intergas Netbheer in the Netherlands and Hong Kong and China Gas based in Hong Kong. It may therefore be reasonably assumed that application of PAS 55 confers a consistent set of guidelines which provide confidence that assets may be effectively managed. In Australia, the Asset Management Council of Australia carries out broadly similar functions to the IAM. Although the Council was initially formed as the Maintenance Society of Australia, in more recent years its focus has changed towards a more holistic approach to the management of assets. It works closely with Standards Australia to ensure that appropriate asset management requirements are detailed in any new or revised standards. The publication of an asset management manual that described good practice as case studies was a useful document to Australian industry as a whole. Regulation of the gas industry in Australia is controlled by individual state regulators although there is also overarching federal regulation in place. State regulators are increasingly requiring gas network operators to demonstrate asset management practices within their Safety and Operating Plans (SAOP). The SAOP is broadly similar to a UK Safety Case but requires inclusion of information relating to planned activity and monitoring indicators. Whilst neither the UK nor Australian documents nor organisations are specifically directed towards utility operations the practices advocated merit consideration. However in such consideration their application must be tailored to suit both the type of company to which the practices may be applied and any country specific requirements.
4 The key element of both the Australian and UK model is the linkage of the physical assets to the strategic business vision in a systematic way which enables the enterprise to achieve the growth, performance and sustainability objectives set by its various stakeholders. This linking of corporate direction to stakeholders needs to ensure that physical assets deliver appropriate performance and also requires a holistic approach that takes into account the required duty of the assets, their technical and financial management, and the necessary skills and resources required. Indeed in the context of a gas transportation company, the serviceability of the physical assets, the appropriate management of risk, and the generation of adequate returns on investment are all prerequisites for business sustainability. In developing its approach to the assessment of the management of BG Group s PE assets, Synthotech determined a structure based upon PAS 55 but tailored to include elements of Australian practice where in Synthotech s opinion these could provide a more appropriate methodology for the BG Group review. Synthotech then developed a structured series of requirements against which it tested the current practices within BG Group assets. The objective being to understand how current activities were managed and executed, thus facilitating evaluation against international practices. For the field work, Synthotech determined a schedule of managers within each of the BG Group companies for site interviews and discussion on asset management practice. Synthotech tested the information it received from these discussions both during the course of other discussions at different levels in the organisation (and in various functions), and by obtaining supporting documents and records. In this way, management perceptions and assumptions were tested and validated, and a more holistic view of the effectiveness of practices and controls was obtained. Extensive notes were taken during the course of the discussions which were reviewed each day and information gaps identified were closed during the following days discussions. The discussions took place in company offices or work sites as appropriate. During this phase of the assignment Synthotech involved representatives from all levels in the company (from directors to operatives), and from all functions. In this way a diagonal slice of the organisation was involved, which ensured the assessment and conclusions were as robust as possible. Synthotech considered compliance issues with regard to local regulatory requirements. Whereas in Argentina and Brazil regulation is well established, in India regulation it is still evolving and only recently has technical regulation been developed. BG Group India and key staff from its Indian transmission and distribution assets have been influential in shaping and detailing the technical regulations being developed there.
5 Effective asset management requires competent people at all levels of an organisation. It also requires asset managers to understand how activities involving engineering, finance, legal, human resources and information skills need to be managed in order to deliver the corporate strategy effectively. As part of the review work, Synthotech assessed the effectiveness of inter functional coordination within the companies and whether further development and assurance of competency skills was necessary. Having completed the field work in each asset, Synthotech analysed the information and using its international experience compared the findings with recognised international good practice and identified existing and potential gaps. In drafting its report Synthotech provided BG Group recommended actions and solutions on a risk based approach which scoped potential solutions based on practicality and cost considerations. Draft findings and recommendations were tested for factual accuracy with the individual companies. These discussions with the asset operational directors were a key factor in ensuring a successful outcome to the assessment. Synthotech was able to identify a number of pan-asset and inter-asset issues of benefit to BG Group. The pan-asset issues were generally activities where there was inconsistency across the companies. An example would be the absence of a consistent review mechanism for lower level technical documents (although this process was found to be robust at the more strategic level of policy documents). The inter-asset issues centred on opportunities to transfer good practice from one company to the others. An example was the methodical management of equipment maintenance found to be performed in one company, with detailed repair records, issue control and storage of equipment ensuring its fitness for purpose at all times (including during emergency response). Synthotech has developed recommendations with BG Group identifying these areas for further consideration by the four companies. Synthotech has also worked with BG Group to develop some PE specifications related to materials that set the minimum acceptable standards for use by the four companies. It is anticipated that further work will refine the development of minimum requirements statements with regard to other activities identified as pan or inter-asset issues. Results: The four assets are clearly at different stages of maturity. The established gas companies (Metrogas and Comgás) have a long operating history and their
6 assets contain significant lengths of older cast iron and steel pipes. The Indian assets are relatively young and predominately constructed of PE. These differences mean that operating experience and management practices exhibit subtle differences. Nevertheless the foundations of good asset management practices existed in all assets. It became clear that PE network assets were not generally perceived as an integrity risk area. The most significant risk identified by the four companies was predominantly as a result of third party interference damage. In India, rodent attack on buried service pipes is a particular integrity issue. However during the assessment of the available asset data during the company visits it was confirmed that some leakage from PE systems is occurring as a result of component failure or operator installation error. Effective asset management requires a good understanding of company objectives and the strategic business plan across all functional directorates of the business. This vision should be communicated to all employees who have a part to play in ensuring the physical assets deliver what is required. Some businesses fail to ensure that non-technical functions (e.g. Finance, HR) clearly understand the role they must play in delivering effective asset management. In the case of the BG Group assets it was identified that good communication exists between all functional directorates and that directors fully understand their responsibilities in terms of meeting business objectives, and the role they play individually and collectively in achieving asset integrity performance requirements. However the effectiveness of communication of these requirements to lower levels of the businesses was generally inconsistent. The more mature assets were (as may be expected) more successful at communicating and ensuring good understanding of business and asset integrity management requirements at lower levels in the organisation, and they exhibited effective interfunctional integration at all levels. This is an area, where cross company learning should facilitate significant improvements elsewhere, and this will be enhanced by the secondment or exchange of asset based staff (something BG Group is keen to encourage when opportunities to do so occur). Naturally in applying this learning the cultural challenges of operating in three different countries is something to be taken into consideration in the future. All four companies have asset integrity management systems in place, and again the level of maturity of the company impacts on the effectiveness of the system. It is a common fallacy that developing and installing a management system is sufficient to assure good management practice. Whilst this was not true of any of the four companies the translation of the management system into a living part of everyday work activity within the companies was more effective in some than in others. This is largely a function of asset management maturity but local culture and circumstances also have some bearing on it. For example, within the
7 two companies based in India there is a high degree of illiteracy amongst lower level operatives. More visual methods are therefore necessary to facilitate communication within the Indian assets. This may tend to create a barrier to complete understanding of the requirements of field workers with regard to asset management practices. This is not the case in those companies based in Argentina or Brazil. As such, communication in the South American assets is effective in both written and oral form across the whole organisation. Furthermore the Indian assets tend to have more bureaucratic organisational cultures which may not be as effective at communication as the more open methodologies adopted in the companies based in Brazil or Argentina. Within all the companies review mechanisms exist for the documented asset management systems. Generally these are applied effectively to higher level documents such as policy, strategy or asset management plans, but less rigorous approaches tend to be applied to supporting documents such as technical procedures, which may not therefore always reflect the latest developments. Some of the companies have formal procedural approval to implementing stages of asset management policy and strategy, e.g. authorisation by managers of asset integrity, maintenance and finance of annual maintenance plans. A key part of an effective asset management system is ensuring that technical practices are clearly documented and understood, coupled with effective training and competency assessment processes. At lower operational levels these technical practices were found to be generally sound (with few exceptions). A typical example of this would be the lack of inspection of the first metre of PE pipe inserted into the bore of a metallic pipe to determine if unacceptable gouging had occurred. All field operatives were assessed with regard to competence and approved for work on the network. This process was subject to regular review. BG Group has implemented a Technical Steering Group (TSG) which involves membership of senior engineers from each of the four companies. The TSG endeavours to ensure consistency across the assets; however it was found that good practices were not always effectively shared. An example would be the very effective and low cost methodology used in Metrogas to protect PE pipe from UV degradation which would benefit Indian assets where this is obviously very much an issue. The BG Group distribution businesses are staffed almost exclusively by local employees, and few individuals have worked in any other gas distribution company. This reinforces the need to share experience and good practice between assets and BG Group is keen to exploit this wherever possible.
8 Specialist support is routinely provided between assets through project reviews, peer assists and consultancy assignments and this is provided on site where appropriate. This then tends to promote ongoing interaction between staff in different assets, and complements the co-ordination and knowledge sharing focus of the TSG. Some unexpected gaps emerged, one example being the formal assessment of management competency. Although operative competency assessment is embedded and generally the softer skills are assessed in the management ranks, the skills that engineers and managers require to ensure fully effective management of the assets are generally not routinely assessed on a formal basis. The potential therefore exists for knowledge gaps to develop, which would be identified by a more formal approach to competency assessment. The PAS approach a BG Group perspective This project provided a different integrity review perspective to that adopted in the AIBA exercises in 2005/6, principally with respect to; a) the use of external independent consultants, rather than predominantly an internal team b) the use of a standard model framework, rather than an internally generated protocol (based largely on existing corporate knowledge and anecdotal evidence of integrity issues) c) a specific focus on one asset element, rather than a complete review of the whole distribution system and facilities In addition to the specific objectives of the project listed above, BG Group saw value in undertaking the project arising from; o validation of the key AIBA findings and the provision of feedback on progress since AIBA in key areas o the facility to specifically address local issues with respect to PE system management (e.g. the rodent infestation problem in India, utility interference in Argentina); and o specific guidance on resin selection and material specification in India (which hitherto had been based on prescriptive and relatively conservative advice from BG Group) BG Group was also conscious that the principal high risk findings from AIBA were in general related to the integrity issues associated with legacy metallic systems in its South American assets, and these have received a great deal of management attention in the intervening period. This review therefore provided the opportunity to redress the balance to an extent, and to ensure that the
9 integrity issues relating to the rapidly growing PE networks were also brought clearly into focus. Furthermore BG Group was aware that their PE system standards were outdated and that technical developments had moved on some way since then. This project provided the opportunity for BG Group to review their overall approach to PE standards and to set a new baseline for assets to work from. The key internal issues which BG Group faced in implementing this project were around communicating the purpose and objectives of the project to the assets and in securing their engagement and the TSG were engaged to facilitate this process. The Group met in the UK for a two- day kick off workshop with Synthotech that considered corporate governance and risk management issues and was also used to provide a technical update on PE systems and specifications. TSG members were then tasked with briefing asset managers and facilitating the Synthotech site visits. Looking to the future beyond this project, BG Group anticipates that the key longer term issues which will need to be addressed by the assets involved will be; o The implementation of strategic recommendations relating to PE integrity management o The impact on BG Group s ongoing programme and rollout of competence assurance and development systems o The adoption of long run whole life costs as a key performance metric and investment appraisal input o The impact on asset contracting and procurement strategies, and leveraging of economies of scale opportunities o Sustaining integrity management performance through the TSG, and inter-asset exchanges of good practice and lessons learned Conclusions: The assessment of the asset management systems with regard to the PE assets has concluded that generally sound practice is in place in individual companies. There is however a lack of overall consistency which is to be expected given the cultural, regulatory and economic related issues of individual countries. There is scope for change in developing optimised specifications and practices related to the procurement of materials, installation and operational practices. BG Group emerged from the former British Gas which operated predominantly low pressure distribution networks within the UK. BG Group s current assets operate PE assets at pressures up to 4 bar. Therefore improved fault data collection
10 related to PE failure (supported by a risk model) is critical to provide BG Group with the necessary assurance that the distribution networks are operating within appropriate safety levels. BG Group believes that the provision of support for the introduction and implementation of new technologies and methodologies together with improved sharing of information through its TSG initiative will be beneficial to both the Group and the four companies. Improved competence assessment applied consistently across the companies with a tailored asset management focus will further ensure the continued application of world class standards. Acknowledgments: Directors and staff of Gujarat Gas Ltd, Metrogas, Comgás and Mahanagar Gas Ltd. without whom this could not have been achieved. BG Group directors and Synthotech directors for permission to publish.
QUALIFICATIONS WALES STRATEGY 2018 to 2022
QUALIFICATIONS WALES STRATEGY 2018 to 2022 JANUARY 2018 Contents Introduction 3 Our role within the qualification system 4 What we want to achieve 6 How we work 7 Our plans 11 Introduction Background Qualifications
More informationTABLE OF CONTENTS WATER SERVICES ASSOCIATION OF AUSTRALIA PROCESS BENCHMARKING AUDIT PROTOCOLS COPYRIGHT:... 3
WATER SERVICES ASSOCIATION OF AUSTRALIA AUDIT PROTOCOL FOR THE AQUAMARK ASSET MANAGEMENT PROCESS BENCHMARKING PROJECT DECEMBER 2007 TABLE OF CONTENTS COPYRIGHT:... 3 1.0 INTRODUCTION:... 4 1.1 OVERVIEW...
More informationAsset Management Policy
Asset Management Policy January 2018 Introduction Our Asset Management Policy was last published in 2014. It is being updated to reflect our commitment to regularly review and improve all of our Asset
More informationOur approach to regulation to support natural resource management
Our approach to regulation to support natural resource management Working Version 1 August 2014 Contents Introduction... 3 Natural Resource Management the wider picture... 4 What is regulation in the context
More informationPersonal and Public Involvement (PPI) Trust Board Update Paper
Personal and Public Involvement (PPI) Trust Board Update Paper Dr G. Rankin June 2009 Introduction and Background In line with the Regional Strategy and Departmental Guidelines there has been a growing
More informationHealth and Safety Management Profile (HASMAP)
Health and Safety Management Profile (HASMAP) Contents Introduction 02 HASMAP overview 03 Getting started 04 Indicator summaries A Leadership 07 B Planning for emergencies 15 C Health and safety arrangements
More informationThe Sector Skills Council for the Financial Services Industry. National Occupational Standards. Risk Management for the Financial Sector
The Sector Skills Council for the Financial Services Industry National Occupational Standards Risk Management for the Financial Sector Final version approved April 2009 IMPORTANT NOTES These National Occupational
More informationENVIRONMENTAL AUDITING GUIDE TD 16/16/E
ENVIRONMENTAL AUDITING GUIDE MIDDLE EAST GASES ASSOCIATION (MEGA) European Business Center, Office BC 25 Dubai Investments Park, PO Box: 166 Dubai-UAE Tel: +971-4-8135525 / Fax: +971-4-8135575 / E-mail:
More informationAUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED PROFESSIONAL ENGINEER
AUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED The Stage 2 Competency Standards are the profession's expression of the knowledge and skill base, engineering application abilities, and
More informationCLOSING DATE: 27 TH SEPTEMBER 2013
Royal College of Surgeons in Ireland Coláiste Ríoga na Máinleá in Éirinn POSITION: EXECUTIVE DIRECTOR, IRISH INSTITUTE OF PHARMACY CLOSING DATE: 27 TH SEPTEMBER 2013 EDUCATIONAL EXCELLENCE IN SURGERY MEDICINE
More informationInvolvement Plan Involving People, Improving Services
Involvement Plan Involving People, Improving Services Report to: Board Date: 14 June 2012 Report by: Report No: Charlene Guild, Professional Adviser, Equalities and Involvement Heather Dall, Development
More informationGovernance Institute of Australia Ltd
Governance Institute of Australia Ltd Management Policy 1. Overview management is a key element of effective corporate governance. In view of this, Governance Institute of Australia Ltd (Governance Institute)
More informationCode of Governance for Community Housing Cymru s Members (a consultation)
Code of Governance for Community Housing Cymru s Members (a consultation) March 2018 Code of Governance for Community Housing Cymru s Members (a consultation) March 2018 About the Code Good governance
More information1. OBJECTIVE 1.1 This Charter outlines the roles and responsibilities of the Board.
Board Charter Table of Contents 1. OBJECTIVE... 1 2. SCOPE... 1 3. DEFINITIONS AND INTERPRETATION... 1 4. POLICY STATEMENT... 2 Director Responsibilities... 2 Size and Composition of the Board... 4 Criteria
More informationAUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED PROFESSIONAL ENGINEER IN LEADERSHIP AND MANAGEMENT
AUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED IN LEADERSHIP AND MANAGEMENT The Stage 2 Competency Standards are the profession's expression of the knowledge and skill base, engineering
More informationSENIOR INTERNAL AUDITOR
SENIOR INTERNAL AUDITOR BRANCH/UNIT TEAM LOCATION Governance, Legal and Risk Audit Optional CLASSIFICATION/GRADE/BAND TAFE Worker Level 7 POSITION NO. TBA ANZSCO CODE 221214 PCAT CODE TBA TAFE Website
More informationNOT PROTECTIVELY MARKED. HM Inspectorate of Constabulary in Scotland. Inspection Framework. Version 1.0 (September 2014)
HM Inspectorate of Constabulary in Scotland Inspection Framework Version 1.0 (September 2014) Improving Policing across Scotland Introduction I am pleased to introduce the new HMICS Inspection Framework.
More informationRisk Management Update ISO Overview and Implications for Managers
Contents - ISO 31000 highlights 1 - Changes to key terms and definitions 2 - Aligning key components of the risk management framework 3 - The risk management process 4 - The principles of risk management
More informationCorporate Governance Statement Australian Men s Shed Association
Corporate Governance Corporate Governance Statement Australian Men s Shed Association The Australian Men s Shed Association was founded in 2007 as an organisation to provide support through the sharing
More informationTurnkey Support. A safe pair of hands for streamlined airfield lighting projects. Design Supply Implementation Maintenance
Turnkey Support A safe pair of hands for streamlined airfield lighting projects Design Supply Implementation Maintenance Trusted supplier for all Civil and Military airfields worldwide Congestion, capacity
More informationDirector Property Services
JOB DESCRIPTION Director Property Services ROLE TITLE SECTION/DIVISION: REPORTS TO: Director Property Services Property Services Chief Operating Officer DIRECT REPORTS (FTE): 4 INDIRECT REPORTS (FTE):
More informationNSW Government Capability Framework - Benchmark Job Evaluations. NSW Department of Premier and Cabinet
NSW Government Capability Framework - Benchmark Job Evaluations NSW Department of Premier and Cabinet Contents 1. Work Value Assessments...1 Human Resources...1 Engineering...1 Finance...1 Legal...2 Project
More informationBuilding an. Effective Board
Building an Effective Board Who we are Established in 1996, Effective Governance is now Australasia s largest and most experienced independent corporate governance consulting firm. Our mission is to deliver
More informationNHS Highland. Procurement Strategy
NHS Highland Procurement Strategy 2016-21 NHS Highland Procurement Strategy 2016-21 1 Introduction Recognising that effective and efficient procurement will positively support the Board in achieving its
More informationManagerial Profile Grade 9. This role profile describes typical requirements that could be expected at grade 9.
Managerial Profile Grade 9 This role profile describes typical requirements that could be expected at grade 9. Communication Regularly communicate day-to-day as well as more specialised information Regularly
More informationAsset Risk Management Journey Plan
Asset Risk Management Journey Plan STRATEGIC PLAN 2010-2013 Transpower New Zealand Limited April 2011 TABLE OF CONTENTS EXECUTIVE SUMMARY... 3 1. PURPOSE... 4 2. OVERVIEW OF TRANSPOWER S RISK MANAGEMENT
More informationNHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY
NHS ISLE OF WIGHT CLINICAL COMMISSIONING GROUP BUSINESS CONTINUITY POLICY 1 AUTHOR/ APPROVAL DETAILS Document Author Written By: Phil Hartwell Authorised Signature Authorised By: Helen Shields Date: 06
More informationIRM s Professional Standards in Risk Management PART 1 Consultation: Functional Standards
IRM s Professional Standards in Risk PART 1 Consultation: Functional Standards Setting standards Building capability Championing learning and development Raising the risk profession s profile Supporting
More information2012 ISACA. All rights reserved. No part of this publication may be used, copied, reproduced, modified, distributed, displayed, stored in a retrieval
Presented by 2012 ISACA. All rights reserved. No part of this publication may be used, copied, reproduced, modified, distributed, displayed, stored in a retrieval system or transmitted in any form by any
More informationUNITY HOUSING ASSOCIATION - Board Member
UNITY HOUSING ASSOCIATION - Board Member Role Profile Role Specification Competencies Introduction Unity Housing Association expects all Board members to ensure that the Association complies with the 9
More informationIntroduction. Regulatory Programme Overview
September 2018 Regulatory Programme Overview 1 Introduction Archives New Zealand is developing a work programme focused on raising information management (IM) capability across the public sector and ensuring
More informationPlanning for the future: an organisational review
Arts Council of Wales Planning for the future: an organisational review Terms of reference Arts Council of Wales is committed to making information available in large print, braille, audio and British
More informationCOMPETENCE & COMMITMENT STATEMENTS
COMPETENCE & COMMITMENT STATEMENTS The Institution for Rail Infrastructure Engineers A Permanent Way Engineer is one who supports and promotes the advancement of the design, construction and maintenance
More informationNational Commissioning Board. Leading Integrated and Collaborative Commissioning A Practice Guide
National Commissioning Board Leading Integrated and Collaborative Commissioning A Practice Guide March 2017 Introduction The short practical guide is intended to stimulate commissioners and other senior
More informationNHS DORSET CCG CLINICAL SERVICES REVIEW SPECIFICATION
NHS DORSET CCG CLINICAL SERVICES REVIEW SPECIFICATION 1. REQUIREMENTS OVERVIEW 1.1 NHS Dorset Clinical Commissioning Group (CCG) is seeking a provider partner to better understand the enduring care needs
More informationIndustry Engagement in Training Package Development. Discussion Paper Towards a Contestable Model
Industry Engagement in Training Package Development Discussion Paper Towards a Contestable Model Published October 2014 Table of Contents Industry Engagement in Training Package Development Discussion
More informationRole Profile. Stakeholder Engagement & Communications. Two Year Fixed-term / Secondment (Public Sector Bodies Only)
Role Profile Role: Directorate: Contract: Salary: Role statement of purpose: Reports to: Key Role Outputs(KROs) these set out what must be achieved for the post holder to be successful in the role 1. Oversee
More informationOur mission is to promote transparency and integrity in business. We monitor the quality of UK Public Interest Entity audits. We have responsibility f
Financial Reporting Council PwC LLP AUDIT QUALITY INSPECTION JUNE 2018 Our mission is to promote transparency and integrity in business. We monitor the quality of UK Public Interest Entity audits. We have
More informationRole Description DIRECTOR, PUBLIC SCHOOLS NSW, EDUCATIONAL SERVICES
Role Description DIRECTOR, PUBLIC SCHOOLS NSW, EDUCATIONAL SERVICES Cluster/Agency DEPARTMENT OF EDUCATION Division/Branch/Unit Location Classification/Grade/Band Senior Executive Work Level Standards
More information221 6 Adaptive management
221 6 Adaptive management Melbourne Water uses adaptive management to ensure that decision making is based on sound and current knowledge. This increases our ability to carry out activities that will result
More information<Full Name> Quality Manual. Conforms to ISO 9001:2015. Revision Date Record of Changes Approved By
Conforms to ISO 9001:2015 Revision history Revision Date Record of Changes Approved By 0.0 [Date of Issue] Initial Issue Control of hardcopy versions The digital version of this document is
More informationSolving the riddle of integrated assurance Rod Sowden - P3M3 & MSP Lead Author
We were part of the UK National Audit Office (NAO) assurance team in 2009 and 2010 and much of the focus was on scoping the reviews to avoid duplication and overload of a very complex programme. It was
More informationAccelerate programme launch
Accelerate 2012 programme launch Contents Welcome 01 Accelerate: How it works 02 Overview 03 Workshop outlines 05 London dates 20 Welcome I passionately believe in Ernst & Young making the difference for
More informationEdinburgh Region Procurement Team (ERPT) Procurement Strategy: January 2017 July 2018
Edinburgh Region Procurement Team (ERPT) Procurement Strategy: January 2017 July 2018 Institutional Membership Status Version 1.0 Owner Andrew Foulner, CPO, ERPT Source location Procurement website Publication
More informationROLE DESCRIPTION. VISION To make Sydney and NSW one of the world s most successful tourism and events destinations.
ROLE DESCRIPTION Senior Research Business Analyst Division: Corporate Services Location: Sydney, Australia Grade Equivalent:9/10 Kind of Employment: Permanent ANZSCO Code: Date of Approval: Agency Website:
More informationUPP Bond 1 Issuer plc
UPP Bond 1 Issuer plc Provision of external audit services Adding real value through our experience with real estate organisations with listed debt October 2016 1 of 10 Contents Exceeding your expectations
More informationHermes: Corporate Governance of Public Service Infrastructure Assets
Hermes: Corporate Governance of Public Service Infrastructure Assets Peter Hofbauer, Head of Infrastructure at Hermes Investment Management, makes the case for an enhanced corporate governance regime for
More informationQuality and Empowerment Framework
Quality and Empowerment Framework 1 Contents Introduction... 3 Background... 5 Why is quality important?... 5 Embedding a quality culture... 6 Excellence in service delivery... 6 Satisfying people s expectations...
More informationCommunity Housing Cymru s Code of Governance
Community Housing Cymru s Code of Governance chcymru.org.uk About the Code Good governance is fundamental to the success of all organisations. An organisation is best placed to achieve its ambitions and
More informationOverarching comments. xvii
Overarching comments With the onset of the global financial crisis, now more than ever the operation of the capital market has been put under pressure. A key objective of this research project is to make
More informationFinancial Strategy 2012
UNIVERSITY OF STIRLING Financial Strategy 2012 jn12 This document presents a revised and updated financial strategy for the University of Stirling. It defines what a financial strategy is and how it fits
More informationTECHNICAL GOVERNANCE REVIEW RESPONSE TO FINAL REPORT
Australia s independent, not-for-profit, developer of Australian Standards TECHNICAL GOVERNANCE REVIEW RESPONSE TO FINAL REPORT April 2018 Page 2 Background Each year, Standards Australia hosts open forums
More informationLocal authority governance
A picture of the National Audit Office logo Report by the Comptroller and Auditor General Ministry of Housing, Communities & Local Government Local authority governance HC 1865 SESSION 2017 2019 15 JANUARY
More informationOperational Excellence
Operational Excellence Statement of Capability a better way to deliver change and transformation. Components of Change Operational excellence is well within the reach of most organisations. Achieving it
More informationInterims, Specialists and Consultants City of York Council Internal Audit Report 2015/16
Interims, Specialists and Consultants City of York Council Internal Audit Report 2015/16 Business Unit: Customer & Corporate Services Responsible Officer: Director, Customer and Corporate Services Service
More informationJOB DESCRIPTION. Head of Maintenance. Estates and Facilities Division. GRADE: Grade 8
JOB DESCRIPTION JOB TITLE: DIVISION: Deputy Head of Maintenance Estates and Facilities Division GRADE: Grade 8 REPORTING TO: Head of Maintenance JOB FUNCTION/PURPOSE: To support the Head of Maintenance
More informationList of Professional and National Occupational Standards for Youth Work
List of Professional and National Occupational Standards for Youth Work 1.1.1 Enable young people to use their learning to enhance their future development 1.1.2 Enable young people to work effectively
More informationTo act as the nominated competent Health and Safety Manager and provide leadership for the Energy Services Directorate.
Job description Job title: CDM / Health and Safety Manager Department: Commercial & Operations Service: Highway and Energy Infrastructure Grade: GLCP-J Post reference number: JE1000004705 1. Job purpose
More informationRisk culture. Building great organisations and growing your foundation for success CAPABILITY STATEMENT 2016
Risk culture Building great organisations and growing your foundation for success CAPABILITY STATEMENT 2016 What the regulators are saying about risk culture 2 3 An effective risk culture guides and facilitates
More information1 Management Responsibility 1 Management Responsibility 1.1 General 1.1 General
1 Management Responsibility 1 Management Responsibility 1.1 General 1.1 General The organization s management with executive The commitment and involvement of the responsibility shall define, document
More informationCORPORATE GOVERANCE STATEMENT. Collins Foods Limited (the Company) 1 Lay solid foundations for management and oversight. The role of the Board
CORPORATE GOVERANCE STATEMENT Collins Foods Limited (the Company) Collins Foods Limited (the Company) and its Board of Directors strongly support high standards of corporate governance, recognising that
More informationEarly Intervention Maturity Matrix: Self-Assessment Tool Guidance Notes Version 1, April 2014
Early Intervention Maturity Matrix: Self-Assessment Tool Guidance Notes Version 1, April 2014 VERSION 1 Apr 14 CONTENTS Part 1: What the Maturity Matrix is and how to use it 1. What the Maturity Matrix
More informationNATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE. Health and Social Care Directorate. Indicator Process Guide. Published December 2017
NATIONAL INSTITUTE FOR HEALTH AND CARE EXCELLENCE Health and Social Care Directorate Indicator Process Guide Published December 2017 Please note that this is an interim factual update to the NICE Indicator
More informationInternal Audit report
Financial Conduct Authority Internal Audit report A review of the design and effectiveness of the FCA s external communications strategy Findings identified Major 0 Moderate 3 Minor 1 October 2014 1 1
More informationProcurement Strategy Version 08 October Reference Version 08
Strategy 2016-2020 Version 08 October 2016 Reference Version 08 Issue date October 2016 Review date October 2018 Introduction At Red Kite, achieving value for money in delivering our corporate vision is
More informationCOMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE REGIONS
EUROPEAN COMMISSION Brussels, 2.10.2013 COM(2013) 686 final COMMUNICATION FROM THE COMMISSION TO THE EUROPEAN PARLIAMENT, THE COUNCIL, THE EUROPEAN ECONOMIC AND SOCIAL COMMITTEE AND THE COMMITTEE OF THE
More informationBoard Charter. Values Statement for IDCARE
Board Charter New Zealand Entity Company Number 4918799 NZ Business Number 9429041070109 Australian Entity ABN 84 164 038 966 Values Statement for IDCARE In all its planning, services and behaviour, IDCARE
More informationEnterprise Asset Management. Enterprise Asset Management 1
Enterprise Asset Management 1 Introduction Managing assets effectively is critical to the success of organisations that depend on complex physical assets to deliver services. Increasingly, operators and
More informationROLE DESCRIPTION. VISION To make Sydney and NSW one of the world s most successful tourism and events destinations.
ROLE DESCRIPTION Corporate Performance and Planning Officer Division: Corporate Services Location: Sydney, Australia Grade Equivalent:7/8 Kind of Employment: Permanent ANZSCO Code: Date of Approval: November
More informationUnipart Verification Statement Unipart Group 2014 CR Report. Verification Objectives
Unipart Verification Statement Unipart Group 2014 CR Report Verification Objectives Conduct an independent internal verification of: - Unipart s 2014 report Corporate Responsibility the Unipart Way and
More informationInternal Audit report
Financial Conduct Authority Internal Audit report The FCA s incident response and crisis management capability Findings identified Major 2 Moderate 1 Minor 0 24 October 2014 1 1 Executive Summary 1.1 Summary
More informationENGINEERS AUSTRALIA ACCREDITATION BOARD ACCREDITATION MANAGEMENT SYSTEM EDUCATION PROGRAMS AT THE LEVEL OF PROFESSIONAL ENGINEER
ENGINEERS AUSTRALIA ACCREDITATION BOARD ACCREDITATION MANAGEMENT SYSTEM EDUCATION PROGRAMS AT THE LEVEL OF PROFESSIONAL ENGINEER Document No. Title P05PE Australian Engineering Stage 1 Competency Standards
More informationPOSITION DESCRIPTION. Position Title: General Manager, North Division and CIRC* Position Purpose. Division: Reports to.
Position Title: * (* Communication & Inclusion Resource Centre) Position Purpose As a member of the Executive Leadership Group the General Managers (NSEW) will be expected to drive Scope s enhanced service
More informationA Framework for Audit Quality
Ernst & Young Global Limited Becket House 1 Lambeth Palace Road London SE1 7EU Tel: +44 [0]20 7980 0000 Fax: +44 [0]20 7980 0275 www.ey.com Mr. James Gunn Technical Director International Auditing and
More informationCORPORATE GOVERNANCE STATEMENT
CORPORATE GOVERNANCE STATEMENT In fulfilling its obligations and responsibilities to its various stakeholders, the Board is a strong advocate of corporate governance. This statement outlines the principal
More informationBOARD PAPER - NHS ENGLAND. Title: Developing commissioning support the future for commissioning support units
Paper: 011404 BOARD PAPER - NHS ENGLAND Title: Developing commissioning support the future for commissioning support units Clearance: Rosamond Roughton, Interim National Director: Commissioning Development
More informationProcurement Manager Outwood Grange Academies Trust. Application Pack
Procurement Manager Outwood Grange Academies Trust Application Pack Contents Welcome Letter The role Job Description Person Specification How to Apply Welcome Letter Dear applicant Thank you for taking
More informationLevel 5 NVQ Diploma in Management and Leadership Complete
Learner Achievement Portfolio Level 5 NVQ Diploma in Management and Leadership Complete Qualification Accreditation Number: 601/3550/5 Version AIQ004461 Active IQ wishes to emphasise that whilst every
More informationLevel 3 NVQ Diploma in Construction Contracting Operations
Level 3 NVQ Diploma in Construction Contracting Operations Qualification Specification ProQual 2016 Contents Page Introduction 3 Qualification profile 3 Qualification Structure 4 Centre requirements 12
More informationCAPABILITY STATEMENT SUSTAINABILITY ADVISORY SERVICES CLEAN ENERGY. CORPORATION AUSTRALIA
CLEAN ENERGY CORPORATION AUSTRALIA CAPABILITY STATEMENT www.cleanenergycorp.com.au ENERGY, CARBON, WATER & WASTE REDUCTION STRATEGY ECOLOGICALLY SUSTAINABLE DESIGN (ESD) STRATEGY ORGANISATIONAL SUSTAINABILITY
More informationMemorandum of Understanding between the Further Education and Training Authority (SOLAS) and Quality and Qualifications Ireland (QQI)
Memorandum of Understanding between the Further Education and Training Authority (SOLAS) and Quality and Qualifications Ireland (QQI) 2016 2019 Contents Introduction 2 Influences on this MoU 3 Purpose
More informationA model for managing complex stakeholder and customer relationships
A model for managing complex stakeholder and customer relationships Professor Michael Kaye, Emeritus Professor of Operations and Quality Management, University of Portsmouth Business School UK Summary
More informationThrough these, as well as through our other products and services, EFQM aim to "Share What Works".
For the past twenty years we have shared what works between our member organisations as a way to help them implement their strategies: a mission which is as important as ever. Through our network of members
More informationACFID Code of Conduct PMEL Guidance Note. Prepared for ACFID by Learning4Development
ACFID Code of Conduct PMEL Guidance Note Prepared for ACFID by Learning4Development September 2017 1 CONTENTS: 1. Introduction 2. What is PMEL? 3. Approaches to PMEL 3.1 At a strategic or policy level
More informationOperating Margins Report July 2016
Operating Margins Report July 2016 Introduction In accordance with Special Condition 8C, this document provides an overview of our procurement activities used to secure our Gas Operating Margins (Gas OM)
More informationEUROPEAN GUIDE TO INDUSTRIAL INNOVATION
EUROPEAN GUIDE TO INDUSTRIAL INNOVATION Partners in Innovation Ltd (UK) have been awarded a contract by the European Commission to develop the European Guide to Industrial Innovation (GIDIE). The aim of
More informationCorporate Governance Statement
Corporate Governance Statement This statement explains how the Board oversees the management and corporate governance of WiseTech Global. The main policies and principles adopted by us are summarised below.
More informationSTAKEHOLDER ENGAGEMENT FRAMEWORK
Information & Security: An International Journal Paul Alan Smith, vol.38, 2017, 35-45 https://doi.org/10.11610/isij.3802 STAKEHOLDER ENGAGEMENT FRAMEWORK Paul Alan SMITH Abstract: Stakeholder Engagement
More informationQuality Management System Guidance. ISO 9001:2015 Clause-by-clause Interpretation
Quality Management System Guidance ISO 9001:2015 Clause-by-clause Interpretation Table of Contents 1 INTRODUCTION... 4 1.1 IMPLEMENTATION & DEVELOPMENT... 5 1.2 MANAGING THE CHANGE... 5 1.3 TOP MANAGEMENT
More informationScottish Apprenticeship Advisory Board (SAAB) Defining an Apprenticeship: Consultation
Scottish Apprenticeship Advisory Board (SAAB) Defining an Apprenticeship: Consultation Energy and Utility Skills response The following six principles have been discussed and agreed by SAAB and will underpin
More informationQUALIFICATION HANDBOOK
QUALIFICATION HANDBOOK Level 4 NVQ Diploma in Spectator Safety Management (6852-04) October 2011 Version 1.0 Qualification at a glance Subject area City & Guilds number 6852 Spectator Safety Age group
More informationOctober 2014 FC 156/15. Hundred and Fifty-sixth Session. Rome, 3-7 November Progress Report on an Accountability and Internal Control Framework
October 2014 FC 156/15 E FINANCE COMMITTEE Hundred and Fifty-sixth Session Rome, 3-7 November 2014 Progress Report on an Accountability and Internal Control Framework Queries on the substantive content
More informationCLINICAL & PROFESSIONAL SUPERVISION POLICY (replacing 033/Workforce)
CLINICAL & PROFESSIONAL SUPERVISION POLICY (replacing 033/Workforce) POLICY NUMBER 051/Workforce POLICY VERSION 1 RATIFYING COMMITTEE HR Policy Review Group DATE RATIFIED December 2010 NEXT REVIEW DATE
More informationReconciliation Action Plan
Reconciliation Action Plan 2017-2019 Contents Acknowledgement 1 Our business 2 TAFE Queensland s vision for reconciliation 3 TAFE Queensland s RAP Journey 4 Relationships 5 Respect 7 Opportunities 9 Tracking
More informationReport. Quality Assessment of Internal Audit at <Organisation> Draft Report / Final Report
Report Quality Assessment of Internal Audit at Draft Report / Final Report Quality Self-Assessment by Independent Validation by Table of Contents 1.
More informationSTANDARD ON INTERNAL AUDIT (SIA) 7 QUALITY ASSURANCE IN INTERNAL AUDIT *
STANDARD ON INTERNAL AUDIT (SIA) 7 QUALITY ASSURANCE IN INTERNAL AUDIT * Contents Paragraph(s) Introduction... 1-2 Scope... 3 Objective... 4-10 Internal Quality Reviews... 11-14 External Quality Review...
More informationSTATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROL
STATEMENT ON RISK MANAGEMENT AND INTERNAL CONTROL Pursuant to the Main Market Listing Requirements of Bursa Malaysia Securities Berhad ( Bursa Malaysia ) ( Listing Requirements ), Practice Note 9 issued
More informationESSEX POLICE, FIRE AND CRIME COMMISSIONER, FIRE AND RESCUE AUTHORITY
ESSEX POLICE, FIRE AND CRIME COMMISSIONER, FIRE AND RESCUE AUTHORITY DRAFT Internal Audit Strategy 2018/19 Presented at the audit committee meeting of: 15 December 2017 This report is solely for the use
More informationExternally Facilitated Board Effectiveness Review
Draft issued: 16 March 2017 2 nd Draft issued: 20 March 2017 Final issued: 20 March 2017 CONTENT Page No. Section 1 Background 1 Section 2 Scope, Objectives and Overall Findings 1-2 Section 3 Audit Approach
More informationJOB DESCRIPTION AND PERSON SPECIFICATION THE LONDON SCHOOL OF HYGIENE & TROPICAL MEDICINE
JOB DESCRIPTION AND PERSON SPECIFICATION POST: DIVISION/DEPT/UNIT: RESPONSIBLE TO: GRADE: Head of PMO Project Management Office Director of Estates PSP8 THE LONDON SCHOOL OF HYGIENE & TROPICAL MEDICINE
More information